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LL@(0000) UDC 005 ISSN 1820-0222 Number 51, Year XIV April 2009. => Broj 51, Godina XIV April 2009.
LL@(0001) Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Internation al Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economic s, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Science s, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Lesk ovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belg rade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Repub lic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Fakultet organizacionih nauka Beograd Izdaje Za izdava ča: ~~~ Dr Nevenka @arkić Joksimović Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor : dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FO N, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh R epublic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Set nikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama : ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/39 50-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun :
LL@(0002) 381 11 3950 868 E-mail: manage¿ fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820 -0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354 -8635 = Manag ement (Srpsko izd.) COBISS.
LL@(0003) ed.) => SR -ID 110318855 SADR@AJ Organizacija koja uči:
LL@(0004) COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS The learning organization: Model of organizational structure or the characteristic of the organization Mirjana Petković Elecrtonic negotiation Systems (ENS) Vojkan Vasković, Dario Kršić Managing action programs for organization development Ljubomir Drakulevski, Leonid Nakev Upgrading direct marketing by using the CRM concept Ivana Domazet, Jovan Zubović, Božo Drašković Business intelligence model for sales analysis Suzana Djukić, Ljiljana Kašćelan Pluralism in creative organizational development management Slavica Petrović The corporate social responsibility and stakeholder management Biljana Predić, Maja Ivanović-Djukić Analysis Motivation of Management chemes A. S. HUMENNE Miloš Hitka, Maria Sirotiakova The Learning Organization: Model of Organizational Structure or the Characteristic of the Organization UDC 005.71 Mirjana Petković Faculty of Economics, Belgrade The paper draws on the dilemma of whether a learning organization is a new model of organizational design, or is just a composite of certain characteristics which need to be developed in the existing and, within literature and practice, known models of organizational structure. => Model organizacione strukture ili osobina organizacije Mirjana Petković Sistemi za elektronsko pregovaranje (ENS) Vojkan Vasković, Dario Kršić Upravljanje akcionim programima u cilju organizacionog razvoja Ljubomir Drakulevski, Leonid Nakov CRM koncept u funkciji unapredjenja direktnog marketinga Ivana Domazet, Jovan Zubović, Božo Drašković Model poslovne inteligencije za analizu prodaje Suzana Djukić, Ljiljana Kašćelan Pluralizam u kreativnom upravljanju razvojem organizacije Slavica Petrović Društvena odgovornost preduzeća i steikholder management Biljana Predić, Maja Ivanović-\ukić Analiza motivisanosti u upravljanju kompanijom Chemes A. S. Humenne Miloš Hitka, Maria Sirotiakova Organizacija koja uči: model organizacione strukture ili osobina organizacije UDK 005.71 Mirjana Petković Ekonomski fakultet, Beograd U radu se polazi od dileme da li je organizacija koja uči novi pojavni oblik, odnosno model organizacionog dizajna, ili je u pitanju samo skup novih karakteristika koje treba razviti u nekom od postojećih, u literaturi i praksi poznatih, oblika ili modela organizacione strukture.
LL@(0005) The author approaches this dilemma by trying to explain the concept of organizational learning, on which the phenomenon of learning organization is based, the learning types and processes, and consequently suggesting in that way a logical conclusion. => Razrešavanje ove dileme autor nastoji da postigne tako što je prvo objašnjen pojam organizacionog učenja, na kojem se zasniva fenomen organizacije koja uči, vrste i proces učenja, da bi se logički nametnuo određeni zaključak kojim se daje odgovor na postavljenu dilemu.
LL@(0006) The starting point of the paper is that the construct »learning organization« refers to the description of the characteristics of the model, and not on the model per se. => Polazni stav rada jeste da je sintagma »organizacija koja uči« zapravo opis karakteristika određenog modela strukture, a ne model kao takav.
LL@(0007) Introduction The subject the learning organization is ever more present in the national literature in the field of organization and management. => Uvod u temu Tema »organizacija koja uči« je sve prisutnija u domaćoj literaturi iz oblasti organizacije i menadžmenta.
LL@(0008) As knowledge has become a superior resource that will, according to some researchers, soon take its place in the companies balance sheetsŠ1Ë, the concept of organizational learning and the design of the learning organization based upon it have become a real challenge for doctorands, postgraduates doing their masters degree and those with the masters degree achieved, but for conslutants and managers as well. => Budući da je znanje postalo superioran resurs koji će se, kako neki istraživači tvrde, u dogledno vreme naći u kompanijskim bilansima stanjaŠ1Ë, koncept organizacionog učenja i na njemu baziran dizajn organizacije koja uči postali su pravi izazov za doktorante, magistrante i mastere, ali i za konsultante i menadžere.
LL@(0009) Such an interest in this topic is undoubtedly a good sign, since it proves that there is awareness of the importance of learning, however, evident is a certain confusion in the interpretation and understanding of this issue. => Iako je za svaku pohvalu veliko interesovanje za ovu temu, jer ona i simbolički nosi poruku da postoji svest o značaju učenja, primećuje se i određena konfuzija u tumačenju i razumevanju ove teme.
LL@(0010) The dilemma that is ever more present at expert seminars and in open students works defences at various study levels is: well then, what is the learning organization a new model of organizational structure or a property a model should have or develop. => Sve češće se na stručnim skupovima i javnim odbranama studentskih radova na različitim nivoima studiranja pokreće pitanje tipa: pa dobro šta je onda organizacija koja uči novi model organizacione strukture ili osobina koju neki model ima ili treba da razvije.
LL@(0011) In this sense, some other important questions emerge: can a learning organization be presented by an organizational chart, which has so far been the only known way of presenting an organizational model, or does a knowledge and learning era offer new mechanisms, such as social networks that are presented by the number and the density of communications among organizational parts, management positions or members of a teamŠ2Ë. => U tom smislu, nameću se i druga važna pitanja: da li se organizacija koja uči može predstaviti organizacionom šemom, koja je do sada bila jedini poznati način za predstavljanje modela organizacije, ili nam era znanja i učenja nudi nove mehanizme, kao što su socijalne mreže koje se predstavljaju brojem i gustinom komunikacija između delova organizacije, rukovodećih pozicija ili članova jednog tima.
LL@(0012) In case the learning organization is not a specific model of organizational structure, do the structures differ according to the extent to which they are appropriate/inappropriate for learning, that is, are some structures a barrier to organizational learning? => Š2Ë U slučaju da organizacija koja uči nije poseban model organizacione strukture, da li se onda strukture razlikuju po tome koliko pogoduju/nepogoduju učenju, odnosno da li su neke strukture barijera za organizaciono učenje.
LL@(0013) Some authors maintain that the centralized structure blocks learning since it stresses the importance of the sequence of events from the past, whereas a somewhat more decentralised structure leaves more space for creativity and experimenting, which naturally leads to the conclusion that hierarchy is not a suitable learning environment. => Neki autori tvrde da centralizovana struktura blokira učenje jer pojačava važnost sleda događaja iz prošlosti, a da nešto decentralizovanija struktura daje više prostora za kreativnost i eksperimentisanje što, po prirodi stvari, upućuje na zaključak da hijerarhija ne pogoduje učenju.
LL@(0014) Some research, however, show that effective and long-term learning is as possible in hierarchal bureaucratic societies as in decentralized structures, which challenges the above conclusion that hierarchy is not a suitable milieu for learning and gives support to those authors that claim that the learning organization is not a specific model of organozational structure, but a model characteristicŠ3Ë. => Međutim, neka istraživanja su pokaza la da je efektivno i dugoročno učenje podjednako moguće u hijerarhijskim birokratskim strukturama kao i u decentalizovanim strukturama, što dovodi u sumnju zaključak da hijerarhija ne pogoduje učenju i govori u prilog onih autora koji tvrde da učeća organizacija nije zaseban model organizacione strukture već osobina modela.
LL@(0015) The differences among the authors are logical and result from a rigidity of a bureaucratic structure that gives major resistance to change; however, this does not mean that changes are not possible in bureaucratic structures, that is, that bureaucratic organizations do not learn. => Š3Ë Razlike u stavovima autora su logične i posledica su rigidnosti birokratske strukture, koja pruža najveći otpor promenama, ali to nikako ne znači da u birokratskim strukturama promene nisu moguće, odnosno da birokratske organizacije ne uče.
LL@(0016) On the contrary, it only needs to provide the conditions for learning and adapt the learning process. => Naprotiv, samo je potrebno stvoriti uslove za učenje i prilagoditi proces učenja.
LL@(0017) The key issue is how to teach bureaucracy and at the same time retain a necessary level of hierarchy which is synonymous to order, discipline and efficiency. => Ključno pitanje je kako podučavati birokratiju a da, pri tom, zadržimo potreban stepen hijerarhije koja je sinonim za red, disciplinu i efikasnost.
LL@(0018) Bureaucratic structures are formalized and structured according to the rules, therefore strict rules form a kind of internal equilibrium. => Birokratske strukture su formalizovane i uređene prema pravilima tako da čvrsta pravila stvaraju neku vrstu unutrašnjeg ekvilibrijuma.
LL@(0019) Nonaka maintains that bureaucracy learns best if this equilibrium is upset. => Nonaka tvrdi da birokratija najbolje uči ako se taj ekvilibrijum poremeti.
LL@(0020) In order that bureaucratic organizations shouild learn, it is important that self-awareness of the necessity to learn be developed to a greater extent than it is today.Š4Ë The starting premise in this work is that the learning organization is not a specific model of organizational structure, but a characteristic of a model that can be manifested in different forms (functional, divisional, network, matrix model, etc.). => Za organizaciono učenje birokratskih organizacija bitno je da se razvije samosvest o neophodnosti učenja u mnogo većoj meri nego što trenutno postoji. ~~~ Š4Ë Polazni stav u ovom radu je da »organizacija koja uči« nije poseban model organizacione strukture, nego da je to osobina modela koji može imati različite pojavne oblike (funkcionalni, divizionalni, mrežni, matrični i sl.).
LL@(0021) If we adopt the view that the learning organizations are flat (non-hierarchal), without rules or procedures, with despecialised executives, as some authors maintain, we will inevitably come to the conclusion that 90% among hierarchal and regulated organizations do not learn, that is, that they are non-learning organizations, which would be absolutely incorrect. => Ako bismo prihvatili stav da su organizacije koje uče ravne (nehijerarhijske), bez pravila i procedura, sa despecijalizovanim izvršiocima, kao što neki autori pišu, onda bismo morali da zaključimo da 90% organizacija, koje su hijerarhizovane i uređene, ne uči, odnosno da su neučeće organizacije, što bi bilo potpuno netačno.
LL@(0022) The structure of an organization is important in its learning, however, there are other conditions besides the structure that are to be met, and they also affect the employees behaviour: motivation, carrer management, the learning climate and culture, leadership, etc. => Za učenje u organizacijama njihova struktura jeste važna, ali je pored strukture potrebno ispuniti i druge uslove koji utiču na ponašanje zaposlenih: motivacija, upravljanje karijerom, klima i kultura učenja, liderstvo i dr. Plan autora je da prvo objasni organizaciono učenje i proces učenja, zatim da definiše pojam organizacija koja uči i da na kraju pokuša da razreši iznetu dilemu. 1.
LL@(0023) This author plans to, first, explain organizational learning and the learning process, then to define the concept of the learning organization, and, finally, to try to solve the above dilemma. ~~~ 1. => Organizaciono učenje Organizaciono učenje je mlad koncept u menadžmentu, koji se pojavio krajem 70-ih i početkom 80-ih godina XX-tog veka, sa ciljem da se objasne pojave do kojih je došlo pod uticajem novih trendova u organizacijama.
LL@(0024) Organizational learning Organizational learning is a new concept in management; it emerged in the late 1970s and in the early 1980s, aiming to provide explanations to the phenomena that resulted from new trends in organizations. => Tradicionalna praksa vodećih kompanija, da se ulaže u razvoj kompetentnosti pojedinaca i favorizovanje istraživačko-razvojne funkcije, doživela je veliki neuspeh sa pojavom japanskih kompanija, koje su svoj uspeh zasnivale na integralnom procesu učenja i razvoja svih zaposlenih.
LL@(0025) The traditional practice of leading companies, to invest into the competences of an individual and favour the function of research and development was destined to fail with the emergence of Japanese companies that based their achievement on an integral process of learning and development of all their employees. => Pokazalo se da su dugi periodi stabilnosti bili više posledica nedostatka prave konkurencije, nego kreativnog rada menadžera i eksperata iz istraživačko-razvojne funkcije.
LL@(0026) Long periods of stability have shown to last due to the lack of competition rather than to creative efforts of managers and experts on research and development. => Zato su, u talasu transformacije i restrukturiranja ovih kompanija, tokom 1980-ih i 1990-ih godina, menadžeri za razvoj i stručnjaci iz IR sektora masovno otpuštani.
LL@(0027) It was for these reasons that in the 1980s and 1990s, in the course of transformation and restructuring of these companies, the development managers and the experts in IT sector were increasingly made redundant.Š5Ë The concept of Organizational Learning and the concept od the Learning Organization based on it links learning to the organizational (enterprise) performance. => Š5Ë Koncept organizacionog učenja (Organizational Learning) i na njemu zasnovan koncept učeće organizacije (The Learning Organization) ili, u duhu našeg jezika, organizacije koja uči dovodi u vezu učenje sa performansama organizacije (preduzeća).
LL@(0028) According to this concept learning is a process of critical importance for the organizational survival and success. => Prema ovom konceptu, učenje je proces od kritične važnosti za opstanak i uspeh organizacija.
LL@(0029) Basic to this concept is the pledge for radical changes in the behaviour of managers and employees in organizations, the changes that will result in the change of the organizations themselves, in that they should be transformed from low level performance organizations into the high level performance ones. => U osnovi koncepta je zalaganje za radikalne promene u ponašanju menadžera i zaposlenih u organizacijama, koje treba da dovedu do promene samih organizacija, u smislu da se one od organizacija sa niskim performansama transformišu u organizacije sa visokim performansama.
LL@(0030) Essentially, the organizational learning concept supports and generates ample changes in the company. => Suštinski, koncept organizacionog učenja podržava i generiše velike promene u preduzeću.
LL@(0031) Therefore organizational learning is often classed in management literature among the concepts of organizational changes (of restructuring and revitalisation of the company). => Zbog toga se, u menadžment literaturi, organizaciono učenje često svrstava u koncepte organizacionih promena (restrukturiranja i revitalizacije preduzeća).
LL@(0032) In the literature on organizational behaviour the organizational learning is related to new trends in the organization as well as to the need to explain new complex phenomena, such as leadership, organizational culture, teams and teamwork, making the employees independent etc., that are to support organizational learning. => U literaturi iz organizacionog ponašanja organizaciono učenje se povezuje sa novim trendovima u organizaciji i potrebom da se objasne novi kompleksni fenomeni, kao što su vođstvo, organizacioina kultura, timovi i timski rad, osamostaljivanje zaposlenih i sl., koji treba da podrže organizaciono učenje.
LL@(0033) Here organizational learning is perceived as a generator of the changes of cognitive and behavioral nature, as a motive force creating enthusiasm and innovation and change-bound organizational competence. => Ovde se organizaciono učenje vidi kao generator promena kognitivine i bihejviorističke prirode, kao pokretačka sila koja proizvodi entuzijazam i organizacionu sposobnost za inoviranje i promene.
LL@(0034) The organizational behaviour theory knows a relation between the individualized and the organized le arning concepts. => U teoriji organizacionog ponašanja postoji veza između koncepata individualnog i organizacionog učenja.
LL@(0035) Analogous to the individualized learning concept, which explains that learning is a process in which an individuals behaviour continually changes, the changes resulting from the experience and new knowledge acquisition, we can claim that organizational learning is a continual process of change that means promotion, innovation and improvements in production, services, customer service and other sectors, these changes being a result of experiences and new knowledge acuired by an organization.Š6Ë The knowledge remains within the organization regardless of the changes and the fluctuation of the employees. => Analogno konceptu individualnog učenja, koji tumači da je učenje proces u kojem dolazi do stalnih promena ponašanja pojedinaca, koje nastaju kao rezultat iskustva i sticanja novih znanja, može se tvrditi da je organizaciono učenje stalni proces promena koje znače unapređenja, inoviranja i poboljšanja u proizvodnji, uslugama, potrošačkom servisu, i drugim sektorima, koje nastaju kao rezultat iskustva i novih znanja do kojih je došla jedna organizacija. ~~~ Š6Ë Ono uvek ostaje u organizaciji bez obzira na promene i fluktuaciju zaposlenih.
LL@(0036) All the processes in organizations are assumed to be the learning systems.Š7Ë Hence, organizational learning can be defined as a continual process of creating and improving the organizations (enterprises) capability of changing. => Smatra se da su svi procesi u organizacijama sistemi koji uče. ~~~ Š7Ë U tom smislu, organizaciono učenje se može definisati kao kontinuirani proces stvaranja i usavršavanja sposobnosti organizacija (preduzeća) za promene.
LL@(0037) The organizational learning concept promoted continual learning that includes both learning from ones own experience and from the experience of the others. => Koncept organizacionog učenja je promovisao kontinuirano učenje, koje uključuje učenje na sopstvenom iskustvu i iskustvima drugih.
LL@(0038) The idea is that the people in organizations be inspired to continuously learn, explore, experiment, research and change opinions, attitudes and approaches to the phenomena and problems in the organization. => Suština je u tome da se ljudi u organizaciji inspirišu da stalno uče, ispituju, eksperimentišu, istražuju i menjaju mišljenje, stavove i pristupe pojavama i problemima u organizaciji.
LL@(0039) Thus they develop their abilities to anticipate the customers needs and the competitions intentions, as well as to listen to the consumers and meet their expectations. => Na taj način, ljudi u organizacijama razvijaju svoje sposobnosti da anticipiraju potrebe potrošača i namere konkurenata, kao i da slušaju potrošače i ispunjavaju njihova očekivanja.
LL@(0040) The organizational learning concept enriched the language of management with terms such as: systems thinking, creative dialogue, team learning, and gave birth to a new perspective for understanding the managerial role. => Koncept organizacionog učenja obogatio je jezik menadžmenta terminima kao što su: sistemsko mišljenje, kreativan dijalog, timsko učenje, i otvorio novu perspektivu za razumevanje menadžerske uloge.
LL@(0041) Managers are advised to abandon the problem solving approach (manager is the one who solves the problem) and to perceive themselves as people who constantly remodel the organization. => Menadžerima se sugeriše da napuste pristup »problem solving« (menadžer je onaj koji rešava problem) i da vide sebe kao ljude koji stalno iznova remodeliraju organizaciju.
LL@(0042) The organizational learning concept suggests a type of learning (generative learning) different from the one that is taken to be the manager routine (adaptive learning). => Koncept organizacionog učenja sugeriše drugačiju vrstu učenja (generativno učenje), od onoga što predstavlja menadžersku rutinu (adaptivno učenje).
LL@(0043) Š8Ë The learning era in management is considered to have started in 1990, with the appearance of Peter Senges book (Sloan School of Management, MIT) symbolically titled The Fifth Discipline, in which the author describes the five new competence technologies, by which the organizations of control can grow into the learning organizations. => Š8Ë Smatra se da je era učenja u menadžmentu otpočela 1990 godine, sa pojavom knjige Peter-a Senge-a (Sloan School of Management, MIT) pod simboličnim naslovom »Peta disciplina« (The Fift Discipline), u kojoj autor opisuje pet novih »tehnologija kompetentnosti«, putem kojih »organizacije kontrole«, mogu postati organizacije koje uče.
LL@(0044) Systems thinking, personal skills, mental models, participation in vision shaping and team learning are the basic dimensions in shaping the organizations believing in the power of learning.Š9Ë Senges work was a good starting point in understanding the concept and in affirming the organization as a learning system. => Sistemsko mišljenje, lične veštine, mentalni modeli, učestvovanje u oblikovanju vizije i timsko učenje su bazične dimenzije u oblikovanju organizacija koje veruju u moć učenja. ~~~ Š9Ë Senge-ov rad je bio dobar početak za razumevanje koncepta i afirmisanje organizacije kao sistema koji uči.
LL@(0045) The Sloan School of Management was the site where the Organizational Learning Center OLC was established the worlds best known centre that attracts researchers from numerous universities and business schools. => U okviru Sloan School of Management osnovan je centar za organizaciono učenje (Organizational Learning Center OLC), koji je najpoznatiji u svetu, i koji okuplja istraživače sa brojnih univerziteta i poslovnih škola.
LL@(0046) Their empiric research into organizations worldwide enabled them to describe the learning organization, to identify its key characteristics, to differentiate between organizations that learn in a proper way from those that learn in a wrong way, to suggest organizational design and the culture that will facilitate learning and, on this basis, to create a model of the organization as a learning system. => Njihova empirijska istraživanja u organizacijama širom sveta omogućila su im da opišu organizaciju koja uči, da identifikuju njene osnovne karakteristike, da naprave razliku između organizacija koje uče na pravi način i onih koje uče na pogrešan način, da upute na dizajn organizacije i kulture pogodne za uče nje i da, na osnovu toga, kreiraju obrazac organizacije kao sistema koji uči.
LL@(0047) Our further discussion on this topic will be based on the OLC research. ~~~ 2. => Naša dalje izlaganja o ovoj temi će se zasnivati na istraživanjima OLC. 2.
LL@(0048) Types of organizational learning All organizations are considered to be learning systems, however, they differ from one another in accordance to the way they learn, that is, the method they use to adapt to the changes in the environment. => Vrste organizacionog učenja Smatra se da su sve organizacije sistemi koji uče, ali da se međusobno razlikuju prema načinu kako uče, odnosno prema načinu kako se prilagođavaju promenama u okruženju.
LL@(0049) Some organizations learn in that they correct the existing behavioral practices, others completely abandon old practices and embrace new ones. => Neke organizacije uče tako što koriguju postojeće prakse ponašanja, a druge u potpunosti odbacuju stare i usvajaju nove.
LL@(0050) Some learn exploitatively, others learn exploratively.Š10Ë Both start from their own past experience, from the experience and practice of similar organizations, and evaluate their competences for changing their behaviour. => Jedne uče eksploatativno a druge eksplorativno. ~~~ Š10Ë I jedne i druge polaze od vlastitog iskustva iz prošlosti, iskustva i prakse sličnih organizacija, i procenjuju svoje sposobnosti za promene ponašanja.
LL@(0051) In their well-known book, Organizational Learning: A Theory of Action Perspective (1978), the early researchers in this field, Chris Argyris, professor at Harvard Graduate School of Business, and Donald A. Schön, professor of Massachusetts Institute of Technology, explain that there are two levels of learning, a single-loop learning, based on the ability to detect and correct the errors in activities, within a set of hypotheses, which is classed as adaptive learning, and a double-loop learning, based on the ability to chech the validity of fundamental hypotheses, which is classed as generative learning.Š11Ë The adaptive learning, or the one-loop learning is the one in which the organization adapts its behaviour to the changes in the environment, in that it undertakes slight interventions within its existing strategy, design and culture, in order to adapt. => Rani istraživači u ovoj oblasti Chris Argyris, profesor na Harvardskoj poslovnoj školi (Harvard Graduate School of Business) i Donald A. Schön, profesor na Massachusetts Institute of Technology, u svojoj poznatoj knjizi Organizational Learning: ~~~ A Theory of Action Perspecitve (1978) objašnjavaju da postoje dva nivoa učenja, učenje u jenom krugu (single-loop learning) koje se zasniva na sposobnosti da se detektuju i koriguju greške u aktivnostima, a u okviru postavljenog seta pretpostavki, što predstavlja adaptivno učenje, i učenje u duplom krugu (double-loop learning) koje se zasniva na sposobnosti da se proveri ispravnost bazičnih pretpostavki, što predstavlja generativno učenje. ~~~ Š11Ë Adaptivno učenje, ili učenje u jednom krugu, je vrsta učenja kada organizacija prilagođava svoje ponašanje promenama u okruženju, tako što u okvirima postojeće strategije, dizajna i kulture preduzima određene manje intervencije, da bi se prilagodila.
LL@(0052) The result of adaptive learning is a reactive organizational behaviour, which means that the organization adapts after the changes in the environment have already taken place. => Rezultat adaptivnog učenja je reaktivno ponašanje organizacije, što znači da se organizacija prilagođava nakon što su se promene u okruženju već desile.
LL@(0053) Such organizations learn by using the others good experiences to correct some dimensions in the existing structural and behavioural model, e.g., they reduce the level of formalization and delegate the authority to junior managers as well as to non-managers, so that the problems might be solved where they emerge. => One uče tako što koriste tuđa dobra iskustva da bi korigovale neke dimenzije u postojećem modelu strukture i ponašanja, na primer smanjuju stepen formalizacije i delegiraju autoritet na niže rukovodioce kao i na nerukovodioce, da bi se problemi rešavali tamo gde i nastaju.
LL@(0054) The generative learning, or the double-loop learning, is actually a two-fold learning: rejecting the old and learning the new. => Generativno učenje, ili učenje u dva kruga, u suštini predstavlja dvostruko učenje: odučavanje od starog i učenje novog.
LL@(0055) Senge defined this process as learning to learn. => Senge je ovaj proces definisao kao »učenje kako se uči«.
LL@(0056) This is a delicate process that consists of rejecting the already learned and adopting the new, which means the change in the peoples minds, the change in their attitudes, premises and value systems. => To je delikatan proces koji se sastoji u odbacivanju već naučenog i usvajanju novog, koji podrazumeva promene u glavama ljudi, njihovih stavova, pretpostavki i sistema vrednosti.
LL@(0057) The generative learning is a cognitive effort related to the processes of invention, imagi nation and creation. => Generativno učenje je kognitivni napor vezan za proces invencije, imaginacije i kreacije.
LL@(0058) In organizations, the generative learning results into deep, ample and radical changes. => U organizacijama generativno učenje ima za rezultat dubinske, velike i radikalne promene.
LL@(0059) It generates the change in the basic characteristics of the organizational model itself. => Ono generiše promenu bazičnih karakteristika samog modela organizacije.
LL@(0060) The contribution to the development of the organizational learning concepts also came from the Japanese author Ikujiro Nonaka who, jointly with Tekeuchi, developed (1995) a model of organizational learning which explains the process of conversion of one form of knowledge into another: implicit and explicit knowledge. => Razvoju koncepta organizacionog učenja doprineo je i japanski autor Ikujiro Nonaka, koji je sa koautorom Tekeuchi-om (1995) razvio model organizacionog učenja koji objašnjava proces konverzije jednog oblika znanja u drugi: implicitno i eksplicitno znanje.
LL@(0061) The subjective or implicit knowledge can be transformed into the explicit knowledge through the externalization process. => Subjektivno ili implicitno znanje se može transformisati u eksplicitno znanje putem procesa eksternalizacije.
LL@(0062) In this way the subjective, personal, or implicit knowledge is converted into a certain form of procedures, rules, instructions, i.e., into the explicit knowledge of an organization, and then the explicit knowledge can in turn be converted into the implicit knowledge, via an internalization process. => Na taj način se subjektivno, lično odnosno implicitno znanje transformiše u određenu formu procedura, pravila, uputstava, odnosno u eksplicitno znanje organizacije, a zatim se eksplicitno znanje može konvertovati u implicitno znanje putem procesa internalizacije.
LL@(0063) The internalization forms that appear most frequently are learning through practice, employee education and trainings. => Najčešći oblici internalizacije su učenje kroz praksu, obuke i treninzi zaposlenih.
LL@(0064) Nonaka and Tekeuchi explained two other processes of knowledge conversion: the socialization process which deals with the transfer of implicit knowledge from one member of the organization to another; and the combination process, which includes combining and systematizing of explicit knowledge, to be disseminated throughout the organization. => Nonaka i Tekeuchi su objasnili još dva procesa konverzije znanja: proces socijalizacije koja se odnosi na prenošenje implicitnog znanja sa jednog na drugog člana organizacije, i proces kombinacije koji podrazumeva kombinovanje i sistematizovanje eksplicitnog znanja, u cilju širenja kroz organizaciju.
LL@(0065) According to this model, the knowledge creation and organizational learning are conducted via an endless spiral of socialization, externalization, combination and internalization. => Prema ovom modelu, kreiranje znanja i organizaciono učenje se sprovodi kroz beskonačnu spiralu socijalizacije, eksternalizacije, kombinacije i internalizacije.
LL@(0066) Š12Ë The generative learning outputs are innovation and change, which means that generative learning equals creativity. => Š12Ë Ishod generativnog učenja je inovacija i promena, što znači da je generativno učenje isto što i stvaralaštvo.
LL@(0067) The creative skill is reflected in discovering and valuating the factors that generate organizational life, and the processes that the organization values most. => Veština stvaralaštva se ogleda u otkrivanju i vrednovanju onih faktora koji generišu život organizacije, i onih procesa koji su za organizaciju najvredniji.
LL@(0068) The contents of generative learning, according to Senge, is made up of generative talks that move the boundaries of valuating the existing (what an organization is) to anticipating what an organization may become. => Sadržaj generativnog učenja, prema Senge-u, čine generativni razgovori, koji pomeraju granice vrednovanja postojećeg (šta organizacija jeste) na predviđanje onoga šta bi organizacija mogla da bude.
LL@(0069) Creativity requires both emotional and cognitive energies to create a positive image of the desired future. => Stvaralaštvo zahteva emotivnu i kognitivnu energiju da bi se stvorila pozitivna predstava o željenoj budućnosti.
LL@(0070) Hence organizational learning is generative learning, and includes five new learning technologies: Š13Ë Systems thinking brings systems perspective into the perception of phenomena and processes in an organization. => Proističe da je organizaciono učenje generativno učenje, koje uključuje pet novih tehnologija učenja: ~~~ Š13Ë Sistemsko mišljenje unosi sistemsku perspektivu u posmatranje pojava i procesa u organizaciji.
LL@(0071) It is essential that the organization is observed as a whole, not in terms of isolated parts. => Suština je u tome da se posmatra celina organizacije a ne samo izolovani delovi.
LL@(0072) When people in an organization are taught to understand the organization as a whole entity or as a system built up of interdependent and interrelated parts, they will be able to learn from the cause-consequence relations which make up their organizations method of functioning. => Kada su ljudi u organizaciji osposobljeni da razumeju organizaciju kao celinu ili sistem sastavljen od međusobno zavisnih i povezanih delova, onda će oni moći da uče iz uzročno-posledičnih odnosa, koji čine način funkcionisanja njihove organizacije.
LL@(0073) Personal skills are developed by training em ployees. => Lične veštine se razvijaju usavršavanjem zaposlenih.
LL@(0074) The learning organization develops a practice of permanent learning, both on the basis of the results achieved and on the basis of errors made. => Organizacija koja uči razvija praksu permanentnog učenja, kako na bazi postignutih uspeha, tako i iz učinjenih grešaka.
LL@(0075) The perceptive competence of the people in an organization leads to a permanent challenging of their own attitudes, to learning and to changes in behaviour. => Sposobnost percepcije ljudi u organizaciji vodi ka stalnom preispitivanju vlastitih stavova, učenju i promeni ponašanja.
LL@(0076) Mental models are personal images or pictures people have about the world, the processes and the phenomena. => Mentalni modeli su lične predstave ili slike koje ljudi imaju o svetu, pojavama i procesima.
LL@(0077) These are gathered knowledge and experiences acting from behind, subconsciously, and affect the individuals behaviour in the organization. => To su nataložena saznanja i iskustva koja deluju iz dru gog plana, tj. iz podsvesti, utiču na određeno ponašanje pojedinaca u organizaciji.
LL@(0078) People change their images of the phenomena and processes in the organization when they learn something different from what they knew, or have different experience. => Ljudi menjaju predstave o pojavama i procesima u organizaciji onda kada o njima saznaju različito od onoga što su znali, ili imaju drukčije iskustvo.
LL@(0079) Working together people learn from one another and modify their mental models. => Radeći zajedno ljudi međusobno uče i modifikuju svoje mentalne modele.
LL@(0080) Participating in vision creation (mutual vision), means education and training employees to understand the idea and develop awareness of its benefits. => Učestvovanje u kreiranju vizije (zajednička vizija), podrazumeva edukaciju i osposobljavanje zaposlenih da razumeju ideju i da imaju svest o njenoj korisnosti.
LL@(0081) To become supporters and promoters of the vision, the employees should be included into its creation. => Da bi bili podržavaoci i promoteri vizije zaposlene treba uključiti u njeno kreiranje.
LL@(0082) Team learning is a synergy effect of team work that improves the way of thinking, the change of mental models, abandoning of prejudices and stereotypes. => Timsko učenje je sinergetski efekat timskog rada, koji unapređuje način razmišljanja, promenu mentalnih modela, odbacivanje predrasuda i stereotipa.
LL@(0083) Teamwork encouraged dialogue, arguing and generating unique solutions. => Timski rad podstiče dijalog, suprotstavljanje mišljenja i generisanje originalnih rešenja.
LL@(0084) The organizational learning concept contributed to the rise of intrapreneurship which is reflected in the willingness of people in organizations to collaborate within work groups and teams, to share knowledge and experience in their interaction, to learn and develop their com petences in order that they should be included into the unstructured and non-programmed activities in organizations. => Koncept organizacionog učenja je doprineo usponu internog preduzetništva (intrapreneurship), koje se ogleda u spremnosti ljudi u organizacijama da međusobno sarađuju u okviru radnih grupa i timova, da u interaktivnim odnosima razmenjuju znanje i iskustvo, da uče i razvijaju svoje sposobnosti, kako bi mogli da se uključe u nestrukturirane i neprogramirane aktivnosti u organizacijama.
LL@(0085) The intrapreneurs are the people in factories and in workshops; they redefine technological processes, remodel work processes, redesign workposts, improve the quality, increase work productivity etc. => Interni preduzetnici su ljudi u fabrikama i pogonima, koji redefinišu tehnološke procese, remodeliraju procese rada, redizajniraju radna mesta, unapređuju kvalitet, povećavaju produktivnost rada, i sl.
LL@(0086) Hence organizational learning and intrapreneurship are gererating factors in high performance organizations. => Proističe da su organizaciono učenje i interno preduzetništvo generički faktori u organizacijama visokih performansi.
LL@(0087) Š14Ë 3. => Š14Ë 3.
LL@(0088) The organizational learning process The understanding of the organizational learning process can be facilitated by a system approach, according to which the organization is a complex system consisting of interrelated parts and open to the environmant. => Proces organizacionog učenja Za razumevanje procesa učenja u organizacijama pomaže sistemski pristup, prema kojem je organizacija složen sistem sastavljen iz međusobno povezanih delova, i koji je otvoren prema okruženju.
LL@(0089) Starting from the organization as a learning system we can draw a conclusion that learning is an integrative process permeating the entire organization. => Polazeći od organizacije kao sistema koji uči može se zaključiti da je učenje integrativni proces koji prožima celu organizaciju.
LL@(0090) The learning process, as well as other organizational processes, follows its own course, which means that organizatinal learning goes gradually, or in phases. => Proces učenja, kao i drugi procesi u organizacijama, ima svoj tok, što znači da se učenje u organizaciji odvija postupno, ili po fazama.
LL@(0091) The majority of studies on organizational learning largely deal with the same activities in the learning process, the only difference being that different authors group them differently, therefore literature lists the models of learning process structures in three phases (creation, dissemination, application) or in four phases (acquisition, information distribution, information interpretation, memorizing).Š15Ë Basically, there is no significant difference between these two models, therefore an integral organizational learning model can be created and structured into four phases: it starts with the creation of knowledge (1), continues with the knowledge dissemination throughout the organization (2), then knowledge is memorised (3) and finally applied (4), as presented in Figure 1. => Većina studija o organizacionom učenju se bave pretežno istim aktivnostima procesa učenja, s tim što ih pojedini autori različito grupišu, pa se u literaturi sreću modeli procesa učenja struktura u tri faze (kreiranje, diseminacija, korišćenje), odnosno u četiri faze (akvizicija, distribucija informacija, interpretiranje informacija, memorisanje. ~~~ Š15Ë Suštinski, između ovih modela nema bitne razlike, tako da se može kreirati jedan integralni model organizacionog učenja strukturiran u četiri faze: počinje se sa kreiranjem znanja (1), zatim se vrši širenje znanja kroz organizaciju (2), nakon toga znanje se memoriše (3), i na kraju sledi njegovo korišćenje (4), kao što je prikazano na slici 1.
LL@(0092) Inputs knowledge dissemi- organizational knowledge outputs (inform.) creation nation memory application (perform.) Experien Figure 1: The learning model Phase one: knowledge creation organizations collect information from internal and external sources, then process and interpret it. => Inputi kreiranje disemi- organizaciona korišæenje outputi znanja nacija memorija znanja (perform.) Iskustvo Slika 1: ~~~ Model učenja Prva faza: kreiranje znanja - organizacije prikupljaju informacije iz internih i eksternih izvora, zatim ih obrađuju i daju njihovu interpretaciju.
LL@(0093) Real knowledge is more than the information itself. => Pravo znanje je više od same informacije.
LL@(0094) It incorporates the meanings contained in the information, but also the messages that are not always manifest. => Ono uključuje značenja koja sadrže inofrmacije kao i poruke koje često nisu očevidne.
LL@(0095) Therefore, in creating knowledge it is very important who is the one that interprets the collected information. => Zato je za kreiranje znanja veoma važno ko interpretira prikupljene informacije.
LL@(0096) Phase two: knowledge dissemination organizational learning is collective learning. => Druga faza: diseminacija znanja - organizaciono učenje je kolektivno učenje.
LL@(0097) Hence the organizational learning process means that knowledge is disseminated throughout organization, it is available to everyone. => Otuda proces organizacionog učenja podrazumeva da se znanje širi kroz organizaciju, i da bude dostupno svima.
LL@(0098) There are two basic forms of knowledge dissemination in organizations: formal, when knowledge is disseminated in a prescribed way, using established methods, manners and means, and informal, when knowledge is shared in informal relations among the employees. => Dva su osnovna oblika diseminacije znanja u organizacijama: formal ni, kada se znanje širi na propisan način, primenom utvrđenih metoda, načina i sredstava, i neformalni, kada se znanje prenosi u neformalnim odnosima između zaposlenih.
LL@(0099) Phase three: knowledge memorizing organizational memory is a critical factor in the organizational learning process. => Treća faza: memorisanje znanja - organizaciona memorija predstavlja kritičan faktor u procesu organizacionog učenja.
LL@(0100) The basic difference between individual and organizational learning is in that the individual knowledge is the property of an individual, whereas the organizational knowledge is an organizational resource. => Osnovna razlika između individualnog i organizacionog učenja je u tome što je individualno znanje svojina pojedinca, a organizaciono znanje je resurs organizacije.
LL@(0101) Hence the organizational knowldge has to be stored as organizational property. => Zato organizaciono znanje mora biti sačuvano u vlasništvu organizacije.
LL@(0102) Organizational memory consists of written documents, such as the statute and codes, strategies and plans, decisions, monografies, etc; as welll as unwritten rules of behaviour, such as norms, standards, jargon, style and other elements of organizational culture. => Organizacionu memoriju čine pisani dokumenti, kao što su statut i pravilnici, strategije i planovi, odluke, monografije, i sl.; kao i nepisana pravila ponašanja, kao što su norme, standardi, žargon, stil i drugi elementi organizacione kulture.
LL@(0103) Phase four: knowledge application the knowledge application phase includes the activities of implementation of what is learned. => Četvrta faza: korišćenje znanja - faza korišćenja znanja sadrži aktivnosti implementacije naučenog.
LL@(0104) The outcome of this phase should be a change in the behaviour of an individual and the change in the behaviour of the organization, that is, a general increase of individual and organizational performance. => Ishod ove faze treba da bude promena ponašanja pojedinaca i promena ponašanja organizacije, odnosno opšti porast individualnih i organizacionih performansi.
LL@(0105) It is this phase that new experience is formed, to become a useful source of information in the repeated process of learning in the organization itself as well as for other organizations, those that use benchmarking in the learning process. => U ovoj fazi formira se novo iskustvo, koje će postati koristan izvor informacija u ponovljenom procesu učenja u samoj organizaciji, kao i za druge organizacije, koje u procesu učenja koriste benčmarking.
LL@(0106) The role of benchmarking in the organizational learning concept is to collect useful information on those who are better and who implement superior work proceses. => Uloga benčmarkinga u konceptu organizacionog učenja je u tome da se dođe do korisnih informacija o drugima koji su bolji i koji primenjuju superiornije procese rada.
LL@(0107) Comparison to others who do their job better and more efficiently is a very popular method of self-evaluation of strengths and competences, and of collecting information and knowledge created by the best and the most successful. => Poređenje sa drugima koji bolje i efikasnije obavljaju poslovnu aktivnost je veoma popularan metod samoocenjivanja snaga i sposobnosti, i prikupljanja informacija i znanja koje su kreirali najbolji i najuspešniji.
LL@(0108) Benchmarking is in fact a comparative analysis in which an organization compares with the best in the industry and gets information and knowledge about the way the best achieve highest performance and tries to find ways to become a high performance organization. => Benčmarking je u stvari komparativna analiza, u kojoj se organizacija poredi sa najboljim u grani, kojom se dolazi do informacija i znanja kako najbolji postižu visoke performanse i pronalaze načini kako postati organizacija sa visokim performansama. 4.
LL@(0109) 4. ~~~ The learning organization Given the definitions of organizational learning and the learning types and processes, it is logical to define the learning organization as an organization that has potentials for organizational learning development and that implements the characteristics of its basic dimensions, such as the level of bihavioral formalisation, the authority centralisation level, the process standardization extent, coordination mechanisms, etc. to create conditions and encourage its employees to permanently learn and improve. => Organizacija koja uči Ako pođemo od prethodnih definicija organizacionog učenja, vrsta i procesa učenja, onda se kao logična definicija nameće da je organizacija koja uči organizacija koja ima potencijal za razvoj organizacionog učenja i koja karakteristikama svojih bazičnih dimenzija, kao što su stepen formalizacije ponašanja, stepen centralizacije autoriteta, stepen standardizacije procesa, mehanizmi koordinacije, i dr., stvara uslove i ohrabruje zaposlene da kontinuirano uče i da se usavršavaju.
LL@(0110) The learning organization actively creates, transfers, stores and uses knowledge in order that it should improve its competencies, adapt to environmental changes and achieve superior perfor mance. => Organizacija koja uči aktivno kreira, transferiše, čuva i koristi znanje da bi usavršila svoje sposobnosti, izgradila nove kompetencije, omogućila prilagođavanje promenama u okruženju i ostvarila superiorne performanse.
LL@(0111) The learning organization promotes exchange of information among the employees and ensures the conditions for their permanent development and promotion. => Organizacija koja uči promoviše razmenu informacija između zaposlenih i kreira uslove za njihov stalni razvoj i napredovanje.
LL@(0112) Thus it reduces rigidity while increasing organizational flexibility, that is, reduces the extent of organizational bureaucracy, which is a key barrier to learning. => Na taj način se smanjuje rigidnost a povećava fleksibilnost organizacija, odnosno smanjuje stepen birokratizacije organizacije, što jeste ključna barijera za učenje.
LL@(0113) According to Senge, The learning organization is one that permanently increases its competence for creating its own future. => Prema Senge-u, Organizacija koja uči je organizacija koja neprestano proširuje svoju sposobnost za stvaranje sopstvene budućnosti.
LL@(0114) It does not stop at just mere survival. => Za nju nije dovoljno samo da opstane.
LL@(0115) The aim of the learning organization is not only to achieve the planned business performance, but to achieve a higher level of competencies, primarily of its employees, and then of the organization itself. => Organizacija koja uči nema samo za cilj direktno ostvarivanje planiranih poslovnih performansi, već i ostvarivanje višeg nivoa kompetencija, na prvom mestu zaposlenih a onda i same organizacije.
LL@(0116) Š16Ë Consultants are frequently faced with numerous questions, dilemmas and doubts that people from practice put befor them, such as: Even if I come across the learning organization, how will I be able to recognize it? => Š16Ë Konsultanti se često suočavaju sa brojnim pitanjima, dilemama i sumnjama koje im izražavaju ljudi iz prakse, tipa: »kada bih naišao na nju kako bih znao da je to organizacija koja uči«?
LL@(0117) Indeed, this question can be asked by any of us. => Zaista ovo pitanje može da postavi svako od nas.
LL@(0118) How will we know that the organization we analyse is the learning organization? => Kako ćemo znati da li je organizacija koju analiziramo organizacija koja uči.
LL@(0119) Literature brings a variety of descriptions of organizations that can be deemed the learning organizations, or are on their way to achieve this status. => U literaturi postoje brojni opisi organizacija koje se mogu smatrati organizacijama koje uče, ili su na putu da to postignu.
LL@(0120) Most frequently used are the above quoted Senges disciplines, such as the test on whether an organization is a learning one or it is on its way to become such. => Najčešće se koriste gore opisane Sengeove discipline kao test provere da li je neka organizacija učeća ili je na putu da to bude.
LL@(0121) A more pragmatic formula for testing organizational characteristics is provided by the consultants of Sloan School of Management who found that all successful companies use a more or less the same model to develop into a learning organization. => Pragmatičniju formulu za proveru osobine organizacije dali su konsultanti sa Sloan School of Management koji su utvrdili da sve uspešne kompanije primenjuju u osnovi manje više isti obrazac, da bi se razvile u organizaciju koja uči.
LL@(0122) Similar to Senge, who in fact belongs to this same school, the consultants, too, focus upon five elements: (1) leader with clear vision; (2) a detailed and measurable action plan; (3) prompt exchange of information; (4) inventiveness; (5) capability of turning activities into results. => Slično Sengeu, koji inače pripada istoj školi, konsultanti se fokusiraju takođe na pet elemenata: (1) lider sa jasnom vizijom; (2) detaljan i merljiv plan akcija; (3) brza razmena informacija; (4) inventivnost; (5) sposobnost za sprovođenje akcija u delo.
LL@(0123) A formula to create a learning organization (LO) goes as follows: LO = Leader with vision x Plan/Metrics x Information x Inventiveness x Implementation. => Formula za stvaranje organizacije koja uči (OKU) glasi: ~~~ OKU = Lider sa vizijom x Plan/Metrika x Informacija x Inventivnost x Implementacija.
LL@(0124) The organizations that are characterised with the five quoted elements are on their way to become learning organizations. => Organizacije koje imaju navedenih pet elemenata su na putu da postanu organizacija koja uči.
LL@(0125) In order that they should really become such, each of the elements should be filled with the right contents.Š17Ë Anyway, the focus is upon the organizational characteristics that are reflected in the leader style characteristics, the state of development and maturity to accept authority for disseminating the vision and team work, to change their attitudes, values and mental models, to act in an entrepereneurial manner, by creating new ideas, or new products and services. => Da bi zaista to i postale, svaki element treba popuniti pravim sadržajem. ~~~ Š17Ë U svakom slučaju, fokus je na osobinama organizacije, koje se ogledaju u karakteristikama stila liderstva, razvijenosti i zrelosti zaposlenih da prihvate autoritet za širenje vizije i timski rad, da menjaju stavove, vrednosti i mentalne modele, da se preduzetnički ponašaju, tako što će da kreiraju nove ideje, ili nove proizvode i usluge.
LL@(0126) After we have learnt how to recognize the learning organization, lets try to answer the question on whether it is a new organizational model or is just a new characteristic to be developed within the model. => Kada znamo po čemu se prepoznaje organizacija koja uči, pokušajmo da odgovorimo na pitanje da li je to novi model organizacije ili je to samo nova osobina koju treba razviti u modelu.
LL@(0127) Here we will adopt the frame and picture metaphor, frequently used in the philosophy of Christianity, especially in the Orthodox tradition, when explaining the religious rites. => Oslonićemo se ovde na metaforu rama i slike, koja se često koristi u filozofiji hrišćanstva, naročito u pravoslavlju, kada se objašnjavaju slavski obredi.
LL@(0128) The frame is the folklore, the picture is the essence or the contents of the rite. => Ram je folklor, a slika je smisao ili sadržaj obreda.
LL@(0129) The frame without the picture is nothing, however the picture, even if left without a frame, retains its meaning. => Ram bez slike je ništa, ali slika bez rama ne gubi smisao.
LL@(0130) Similarly, the organizational architecture as a frame is a mere organi zational scheme, meaningless until we have seen the organizational picture, made up of processes and systems. => Analogno tome, organizaciona arhitektura kao ram je puka organizaciona šema, koja ništa ne znači dok ne vidimo sliku organizacije, koju čine procesi i sistemi.
LL@(0131) Herefore, some attitudes presented in literature must be questioned, since it is an extremely simplified and artificial to a priori pronounce some structural models, bureaucracy, for example, as inapropriate to learn. => U tom smislu, neke stavove iz literature treba dovesti u sumnju, zato što krajnje pojednostavljeno i šablonski neke modele strukture apriori i bez mere proglašavaju nepodobnim za učenje, na primer birokratiju.
LL@(0132) On the other hand, shallow structures are a priori considered appropriate to learn (Figure 2).Š18Ë Responsibilities for decision making and decision enforcement Figure 2: The Learning organizations evolution According to Daft, organizations have undergone a certain process of evolution, in three phases: (1) from hierarchally structured systems that built their success upon bureaucracy, in which the responsibility in decision-making and action implementation control is delegated to top management, (2) through hierarchally constituted systems that build their success upon interfunctional teams and training their employees to take over the authority independently, and (3) to organizational systems as learning organizations that base their success upon process teams and upon strategic responsibilitise of the employees. => S druge strane, plitke strikture apriori smatraju pogodnim za učenje (slika2). ~~~ Š18Ë Odgovornost za donošenje odluka i sprovođenje akcija Slika 2: ~~~ Evolucija organizacije koja uči Prema Daftu, organizacije su prošle određeni evolutivni proces, u tri faze: (1) od hijerarhijski sturkturiranih sistema koji su svoj uspeh gradili na birokratiji, u kojima odgovornost za donošenje odluka i kontrolu sprovođenja akcija ima top menadžment, (2) preko hijerarhijski uređenih sistema koji svoj uspeh grade na interfunkvcionalnim timovima i osamostaljivanju zaposlenih za preuzimanje autoriteta, i (3) do organizacionih sistema kao učećih organizacija koje svoj uspeh baziraju na procesnim timovima i strateškoj odgovornosti zaposlenih.
LL@(0133) We are justified in wondering how many organizations today have reached the phase (3). => S pravom se može postaviti pitanje koliko je organizacija danas u fazi (3).
LL@(0134) Every organization, according to the frame and picture metaphor, is known to be more or less bureaucratic. => Pouzdano se zna da je svaka organizacija, prema metafori »rama i slike« manje ili više birokratska.
LL@(0135) According to Figure 2, the frame corresponds to phase (1), and the picture is the following: high horizontal and vertical specialisations, standardized processes, formalized behaviour and lack of flexibility. => Prema slici 2, ram je kao u fazi (1) a slika je sledeća: visoka horizontalna i vertikalna specijalizacija, standardizovani procesi, formalizovano ponašanje i nefleksibilnost.
LL@(0136) The consequences of such a picture for organizational learning are:Š19Ë any information, however objective, that may endanger the existing hierarchal system is not welcome; certain information, due to its bad flow, most often does not reach the people that would learn most from it; slow implementation of some decisions. => Posledice ovakve slike po organizaciono učenje su sledeće: ~~~ Š19Ë bilo koja informacija, ma koliko objektivna, koja može ugroziti trenutni hijerarhijski sistem nije dobrodošla; određene informacije imaju loš protok i najčešće ne dođu do onih koji bi iz njih najviše naučili; spora implementacija određenih odluka.
LL@(0137) When we get to know the bureaucracy picture, we need not necessarily change the frame in order that we change the picture, since changing the frame without changing the picture would not ensure the conditions for the development of a learning organization. => Kada upoznamo sliku birokratije, onda ne moramo neizostavno da menjamo ram da bismo promenili sliku, jer sa promenom rama bez promene slike ne bismo stvorili uslove za razvoj organizacije koja uči.
LL@(0138) Hence we should educate bureaucratic models how to become learning organizations, or, as Senge says, to learn how to learn. => Zato treba da podučavamo birokratske modele kako da postanu učeće organizacije, ili kako Senge kaže da nauče kako da uče.
LL@(0139) The bureaucracy level should be reduced to increase the learning speed of bureaucracy models and thus maintain hierarchy without which no organization can survive. => Treba smanjiti stepen birokratizacije da bi se povećala brzina učenja birokratskih modela i na taj način održala hijerarhija bez koje ne može opstati ni jedna organizacija.
LL@(0140) CONCLUSION A scientific field of management and organization is rather prone to the impacts of fashions. => ZAKLJUČAK Naučno područje menadžmenta i organizacije je veoma podložno uticajima »mode«.
LL@(0141) Since the emergence of scientific management up till the present times, literature has marked numerous revoultionary inventions, that were never scientifically founded and were never proven in practice. => Od pojave naučnog menadžmenta do danas u literaturi su zabeleženi mnogi »revolucionarni« izumi, koji nisu imali naučno utemeljenje i koji nikada nisu potvrđeni u praksi.
LL@(0142) The views presented in this paper rely on the historical development of theories and concepts, not only in the management and organization sciences, but also in other scientific fields. => Izneti stavovi u ovom radu imaju uporište u istorijskom razvoju teorija i koncepata, ne samo u nauci menadžmenta i organizacije nego i u drugim oblastima nauke.
LL@(0143) New concepts stem from the weaknesses of the previous ones, in that they develop new, different approaches to the same problem and become a consistent and complete learning system to represent a new paradigm. => Novi koncepti nastaju na nedostacima prethodnih, tako što razvijaju nove različite pristupe istom problemu i kao konzistentan i zaokružen sistem učenja predstavljaju novu paradigmu.
LL@(0144) It is the same with the concept of the organization that learns or the learning organization. => Ista stvar je sa konceptom »organizacija koja uči«, ili »učeća organizacija«.
LL@(0145) In order to survive, organizations have to change constantly. => Organizacije su, da bi opstale, morale stalno da se menjaju.
LL@(0146) Nowadays, in an era of informatics and a high rate of change in the environment, when knowledge is doubled on a yearly basis, they have to change even faster. => Danas, u eri informatizacije i visokog tempa promena u okruženju, kada se znanje udvostručuje godišnje, one moraju da se menjaju brže.
LL@(0147) This is the main difference in their learning, and the speed has become their basic characteristics or capacity. => U tome je osnovna razlika u njihovom učenju, a brzina je postala njihova osnovna sposobnost ili kapacitet.
LL@(0148) Hence it is incorrect to maintain that bureaucratic organizations are non-learning models, while debureaucratized models are the learning organizations. => U tom smislu, nije korektno tvrditi da su birokratske organizacije modeli koji ne uče, a da su debirokratizovani modeli organizacije koje uče.
LL@(0149) As shown in the above analysis, the model is only a frame, whereas the substance of the model is in the pisture, that is, in the characteristics of the system and the process that are going on within that model (frame). => Kao što je u prethodnoj analizi pokazano, model je samo ram, a suština modela je u slici, odnosno u osobinama sistema i procesa koji se u tom modelu (ramu) odvijaju.
LL@(0150) Every organization will be a learning organization if designed in such a way that there are no obstacles to learning and knowledge dissemination throughout the organization, to the information flow, to the employees satisfaction, to solving problems where they emerged. => Svaka organizacija će biti učeća ako se dizajnira tako da ne postoje prepreke za učenje i širenje znanja kroz organizaciju, za protok informacija, za satisfakciju zaposlenih, za rešavanje problema tamo gde su i nastali.
LL@(0151) That means that bureaucratic models cannot survive today with the smae characteristics they had one and a half a century ago, however they do survive with the characteristics that improved their potentials for change and adapting to the environment. => To znači da birokratski modeli danas ne mogu opstati sa osobinama od pre vek i po, ali da opstaju sa osobinama koje su unapredile njihove potencijale za promene i prilagođavanje okruženju.
LL@(0152) Ford Motros Co., an image of Taylorism and a synonym to bureaucratic organizations was indeed a learning organization. => Ford Motors Co., kao oličenje »tejlorizma« i sinonim za birokratsku organizaciju je itekako bila učeća organizacija.
LL@(0153) A century ago, with a change in the working practice, having introduced Taylors inventions, the process standardization and the assembly line, the company became a paradigm of learning and mass production. => Pre jednog veka, sa promenom načina rada tako što je uvela Taylorov-e izume, standardizaciju procesa i rad na pokretnoj traci, ova kompanija je postala paradigma učenja i masovne proizvodnje.
LL@(0154) Today it is still a learning organization, only, in order to increase its capacity of learning faster and responding to change, it had to improve its bureaucratic structure by building teams. => Danas je ona i dalje učeća organizacija, samo što je morala, da bi povećala svoje kapacitete za brže učenje i reagovanje na promene, svoju birokratsku strukturu da nadogradi timovima.
LL@(0155) It is with pleasure that the author of this paper states that she is not in the minority, since modern literature lists a large number of authors whose approach to the development of new theories and concepts in management and organization is similar to hers.Š20Ë BIBLIOGRAPHY Š1Ë Miles, E.R, Snow, C. Ch, Mathews, A. J, Miles G., Coleman J. H, Organizing in the Knowledge Age: Anticipating the Cellular Form, in Osland J., Kolb D., Rubin I., The Organizational Behavior Reader, Prentice Hall, 2001. => Autor ovog rada ima zadovoljstvo da primeti da nije usamljen u svojim stavovima, budući da se u savremenoj literaturi mogu naći radovi autora koji imaju sličan pristup razvoju novih teorija i koncepata u menadžmentu i organizaciji. ~~~ Š20Ë LITERATURA Š1Ë Miles, E.R, Snow, C. Ch, Mathews, A. J, Miles G., Coleman J. H, Organizing in the Knowledge Age:
LL@(0156) Š2Ë Aleksić Mirić A, ,,Primena analize društvenih mreža u istraživanjima organizacionog dizajna, XXXV Simpozijum o operacionim istraživanjima SimOpIs (2008) Š3Ë Dierkes, M., Berthoin Antal,A.,Child, J., No naka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š4Ë Ibid Š5Ë Luthans F., Organiyational Behavior, McGraw-Hill, New York, 1989. ~~~ Š6Ë Greenberg J., Baron R., Ponašanje u organi zacijama-Razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, 1998. => Anticipating the Cellular Form, in Osland J., Kolb D., Rubin I., The Organizational Behavior Reader, Prentice Hall, 2001. Š2Ë Aleksić Mirić A, ,,Primena analize društvenih mreža u istraživanjima organizacionog dizajna'', XXXV Simpozijum o operacionim istraživanjima SimOpIs (2008) Š3Ë Dierkes, M., Berthoin Antal,A.,Child, J., Nonaka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š4Ë Ibid Š5Ë Luthans F., Organiyational Behavior, McGraw-Hill, New York, 1989. Š6Ë Greenberg J., Baron R., Ponašanje u organi zacijama-Razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, 1998. Š7Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š8Ë Senge P., The Fifth discipline:
LL@(0157) Š7Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š8Ë Senge P., The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990. => The Art and Practice of the Learning Organization, Doubleday, 1990. Š9Ë Ibd Š10Ë Petković M, Aleksić A,,,Perspektive eksplo racije i eksploatacije u procesu redizajna'', Menadžment tehnologije i inovacija:
LL@(0158) Š9Ë Ibd Š10Ë Petković M, Aleksić A,,,Perspektive eksplo racije i eksploatacije u procesu redizajna, Menadžment tehnologije i inovacija: Ključni faktor superiornih operacija i konkurentnosti, ISBN 86 7680- 096 0. str. => Ključni faktor superiornih operacija i konkurentnosti, ISBN 86 - 7680- 096 - 0.
LL@(0159) 33-38 (2006) Š11Ë Gareth Morgan, Images of Organization, Sa ge Publications , Inc 2006 Š12Ë Nonaka, I., 1991, »The Knowledge Creating Company«, Harvard Business Review, NovDec: 96; Nonaka, I., 1994, »A Dynamic Theory of Organizational Knowledge Creation«, Organization Science, Vol, 5, No.1, 1437; Nonaka, I., Takeutchi, H., 1995, The Knowledge Creating Company, New York: McGrawHill Š13Ë Senge P., The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990. => str. 33-38 (2006) Š11Ë Gareth Morgan, Images of Organization, Sage Publications , Inc 2006 Š12Ë Nonaka, I., 1991, The Knowledge Creating Company, Harvard Business Review, NovDec: ~~~ 96; Nonaka, I., 1994, A Dynamic Theory of Organizational Knowledge Creation, Organization Science, Vol, 5, No.1, 14-37; Nonaka, I., Takeutchi, H., 1995, The Knowledge Creating Company, New York:
LL@(0160) Š14Ë Bird B., Enterpreneurial Behavior, Scott, Foresman and Company Glenvim, Illinois, 1989. => McGrawHill Š13Ë Senge P., The Fifth discipline:
LL@(0161) Š15Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š16Ë Peter M. Senge, The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990., s 19 Š17Ë More on this Petković M., Organizaciono po našanje sa menadžmentom ljudskih resursa, CID, Ekonomski fakultet, Beograd, 2008. => The Art and Practice of the Learning Organization, Doubleday, 1990. Š14Ë Bird B., Enterpreneurial Behavior, Scott, Foresman and Company Glenvim, Illinois, 1989. Š15Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š16Ë Peter M. Senge, The Fifth discipline:
LL@(0162) Š18Ë Daft R., Essentials of Organization Theory and Design, South-Western College Publishing, 1998., str. => The Art and Practice of the Learning Organization, Doubleday, 1990., s 19 Š17Ë Više o ovome u Petković M., Organizaciono ponašanje sa menadžmentom ljudskih resursa, CID, Ekonomski fakultet, Beograd, 2008. Š18Ë Daft R., Essentials of Organization Theory and Design, South-Western College Publishing, 1998., str. 346 Š19Ë Dierkes, M., Berthoin Antal,A.,Child, J., Nonaka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š20Ë Grant, R.M., 2008, The Future of Management:
LL@(0163) 346 Š19Ë Dierkes, M., Berthoin Antal,A.,Child, J., Nonaka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š20Ë Grant, R.M., 2008, The Future ofManage ment: Where is Gary Hamel Leading Us? => Where is Gary Hamel Leading Us?
LL@(0164) Long Range Planning (41), 469 428. => Long Range Planning (41), 469 - 428.
LL@(0165) Electronic Negotiation Systems (ENS) UDC 005.574 ; 004.738.5:339 Doc. dr Vojkan Vasković1, Dario Kršić2 1 The Technical Faculty of Bor 2 Magistrand of the Faculty of Political Sciences E-business is a broad concept, in which business partners are connected by use of modern information-communication technologies (ICT). => Sistemi za elektronsko pregovaranje (ENS) UDK 005.574 ; 004.738.5:339 Doc. dr Vojkan Vasković1, Dario Kršić2 1 Tehnički Fakultet Bor 2 Magistrant Fakulteta Političkih Nauka Elektronsko poslovanje predstavlja širok pojam, gde se upotrebom savremenih informaciono-komunikacionih tehnologija (IKT) povezuju poslovni partneri.
LL@(0166) The communication alone is not sufficient to establish a business relationship; it is necessary that the parties in communication have technologies and tools for automatized negotiations at their disposal. => Sama komunukacija nije dovoljna da bi se uspostavio poslovni odnos, već je potrebno da partneri u komunikaciji raspolažu tehnologijama i alatima za automatizovano pregovaranje.
LL@(0167) Electronic Negotiation Systems (ENS) are especially significant in the realm of supply, with a special emphasis on public sector supplies. => Sistemi za elektronsko pregovaranje (Electronic Negotiation Systems: ~~~ ENS) posebno su značajni u domenima nabavki, sa posebnim naglaskom na nabavke u javnom sektoru.
LL@(0168) In this work the advantages of use of ENS in negotiation processes are analyzed and a review, as well as basic characteristics of some of the best-known electronic negotiation systems, are presented. => U ovom radu analiziraju se prednosti korišćenja ENS u procesima pregovaranja i daje se pregled, kao i osnovne karakteristike nekih od najpoznatijih sistema za elektronsko pregovaranje.
LL@(0169) Introduction The earliest electronic negotioation systems working via the Internet were the configurators, uploaded on the sites selling computers. => Uvod Prvi sistemi za elektronsko pregovaranje preko Interneta bili su konfiguratori, postavljani na sajtovima, koji su se bavili prodajom računara.
LL@(0170) These tools served as basis upon which the Internet sales of computers were conducted. => Ovi alati su predstavljali osnovu na kojoj se zasnivala prodaja računara preko Interneta.
LL@(0171) They allowed for anyone who wanted to purchase a computer via the Internet to create their own configuration, i.e., to select the elements and components of the computer by deciding on the parts of the computer, the software supporting the site analysing whether it was possible to assemble the computer using these components. => Omogućavaju da svako ko želi da nabavi računar preko Interneta može sam da konfiguriše mašinu to jest da odabere elemente i delove računara tako što odabira delove računara a softver koji se nalazi u pozadini sajta analizira da li je moguće sklopiti računar sa odabranim delovima.
LL@(0172) The customers are thus in a position to optimize the computers performances on the basis of the amount of money they had to spend, since the software computed the total price of the chosen components. => Ovde je omogućeno korisnicima koji kupuju računar da na bazi količine novca optimizuju performanse računara jer softver u pozadini izračunava ukupnu cenu izabranih komponenti.
LL@(0173) Today, these tools are numerous, supplied with various auxiliary programs (smart software agents). => Danas ovakvih alata ima sijaset, s raznim pomoćnim programima (inteligentnim softverskim agentima).
LL@(0174) The customer can put together a computer (or any other device or machine) he likes, following a set of given rules, and the task of these tools is to use these same rules to show the customer how much he will have to pay. => Zadatak im je da korisnik, prema zadatim pravilima, može sam sebi da formira računar (ili bilo koji drugi uređaj ili mašinu) i vidi koliko će to da ga košta.
LL@(0175) The configurators, however, are only one in a series of the Internet e-negotiation systems. => Međutim, konfiguratori su samo jedan od niza sistema za e-pregovaranje preko Interneta.
LL@(0176) In addition to these, there are also Negotiation Support Systems (NSS), and the Decision Support Systems (DSS). => Uz njih postoje još i sistemi podrške pregovorima (Negotiation Support Systems: ~~~ NSS) i sistemi podrške u odlučivanju (Decision Support Systems:
LL@(0177) These are the softwares created to help the negotiator during all or only certain stages in negotiations and may be categorized in different ways. => DSS). ~~~ To su softveri kreirani da pruže pomoć pregovaraču tokom svih ili samo nekih faza pregovora i mogu se kategorisati na mnoštvo načina.
LL@(0178) The ENS differ from some other information systems in several key aspects. => ENS se razlikuju od nekih drugih informacionih sistema u nekoliko ključnih aspekata.
LL@(0179) Firstly, they are directed towards the network and have to be linked to the Internet at all times. => Pre svega, usmereni su na mrežu i zavise od neprestane povezanosti s Internetom.
LL@(0180) Then, they provide for the close link between the business processes within and out of the company (e.g., supply chain management), as well as a large number of access systems from any place you are. => Potom, omogućavaju čvrstu vezu poslovnih procesa unutar i van preduzeća (npr. upravljanje lancem snabdevanja), te veliki broj sistema za pristup s bilo kog mesta.
LL@(0181) Their interface with the users is ensured through the web-browser: it is easy to understand and common to many different applications. => Njihov interfejs sa korisnicima je omogućen pomoću veb pretraživača; lak je za razumevanje i zajednički kod mnogih različitih aplikacija.
LL@(0182) Besides the ENS, Video Conferencing is also used in economics or political negotiation processes, and this is also a type of electronic negotiations, given that information and communication technologies are used throughout all the phases of the negotiation process. => Osim ENS sistema, video konferencije (Video Conferencing) često služe u ekonomskim ili političkim pregovaračkim procesima, a pošto se tokom svih faza pregovaračkog procesa koriste informacione i komunikacione tehnologije, reč je o vrsti elektronskog pregovaranja.
LL@(0183) The history of video conferencing dates back as early as 1956, when the US firm AT&T first tried its invention a video telephone (Pisturephone). => Istorija video konferencije traje decenijama, tačnije od 1956. godine, kada je firma AT&T u Sjedinjenim Američkim Državama isprobala svoj izum video telefon (Picturephone).
LL@(0184) Fourteen years later, the users of the AT&T picturephone paid a monthly subscription fee of $180, and as early as 1971 the Ericsson company presented their product the transatlantic video telephone LME. => Četrnaest godina kasnije, korisnici video telefona AT&T plaćali su mesečnu pretplatu od 180 $, a već 1971. godine, preduzeće Ericsson demonstriralo je svoj proizvod transatlantski video telefon nazvan LME.
LL@(0185) The first actual video conference was conducted using the analogous TV and satellites, then conferences followed using the digital systems, and then via the computer systems. => Prva prava video konferencija izvedena je sa analognom TV i satelitima, a zatim sa digitalnim sistemima, te upotrebom kompjuterskih sistema.
LL@(0186) These became a routine in the work of multinational companies in the 1980s. => Upotrebljavane su već rutinski 80-ih godina XX veka od strane multinacionalnih kompanija.
LL@(0187) Today, the signal transmitting the piscture and the sound is digital, therefore it can be sent in different ways. => Danas je signal kojim se vrši prenos slike i zvuka digitalan, te može biti poslan na različite načine.
LL@(0188) The video conference is most commonly carried out within a local network (e.g., LAN) or through the public telephone network (most frequently the ISDN, because of its financial profitability and a satisfactory quality of transmission). => Video konferencija najčešće se izvodi unutar lokalne mreže (npr. LAN) ili preko javne telefonske mreže (najčešće ISDN zbog financijske isplativosti i zadovoljavajućeg kvaliteta prenosa).
LL@(0189) Functions and activities of ENS The negotiation systems used on the Internet differ from the systems used in autonomous computers and in the networks covering large areas in their mechanisms as well as in the methodologies they use. => Funkcije i aktivnosti ENS Sistemi pregovaranja koji se koriste na Internetu, razlikuju se od sistema koji se koriste na samostalnim kompjuterima i mrežama koje pokrivaju velike oblasti po mehanizmima i tehnologijama za primenu.
LL@(0190) Some of these systems facilitate communication, others act as active mediators. => Neki od ovih sistema olakšavaju komunikaciju, a ostali su aktivni posrednici.
LL@(0191) There are also systems that facilitate a mutual preparation of the contents of documents (Schoop and Quix 2001), and the systems that allow the negotiators to present offers to be further forwarded to experts (Cybersettle 2000, NovaForum 2000). => Takođe postoje sistemi koji olakšavaju zajedničku pripremu sadržaja dokumenata (Schoop i Quix 2001), te sistemi koji omogućavaju pregovaračima da iznesu ponude koje se prosleđuju stručnjacima (Cybersettle 2000, NovaForum 2000).
LL@(0192) A mutual characteristic of both the software meant to be used in e-negotiating and of the systems that incorporate some elements of e-negotiations is that they are uploaded on the Internet and are able to support, aid or act in place of one or more negotiators, mediators or assistants. => Zajednička osobina softvera koji je namenski napravljen za e-pregovaranje i sisteme koji imaju sastojke e-pregovaranja jeste da su raspoređeni na Internetu i u stanju su da podržavaju, pomažu ili zamene jednog ili više pregovarača, posrednika ili pomoćnika.
LL@(0193) They are, as said above, entitled the e-negotiation systems (ENS), similar to the systems of e-commerce, e-business, or e-market. => Oni se, kao što je navedeno, nazivaju sistemi e-pregovaranja (ENS), slično sistemima e-trgovine, e-poslovanja ili etržišta.
LL@(0194) The ENS can be defined as a software using the Internet technologies, positioned on the Internet and characterized by one or more following properties: a) supports decision-making and giving concessions; b) proposes offers and agreements; c) evaluates and critically analyses offers and counteroffers; d) provides a structural arrangement and organization of the process; e) provides information and expert opinion; f) facilitates and organizes communication; g) helps in preparations of agreements; h) provides access to negotiation knowledge. => ENS se može definisati kao softver koji koristi Internet tehnologije, a postavljen je na Internetu i ima jednu ili više od sledećih sposobnosti: a) podržava odlučivanja i davanje ustupaka, b) predlaže ponude i sporazume, c) procenjuje i kritički sagledava ponude i protiv ponude, d) strukturno uređuje i organizuje proces, e) pruža informacije i stručno mišljenje, f) olakšava i organizuje komunikaciju, g) pomaže u pripremi sporazuma, h) pruža pristup pregovaračkom znanju.
LL@(0195) As softwares uploaded on the Internet, capable of aiding one or a number of negotiators, mediators or assistants, the ENS allow for the use of e-mail, chat and video technology, as well as automatic negotiations and auctions. => ENS kao softveri postavljeni na Internetu, koji su u stanju da pomognu jednom ili više pregovarača, posrednika ili pomoćnika, omogućavaju upotrebu e-pošte (e-mail), ćaskanje (chat) i video tehnologiju, kao i automatske pregovore i aukcije.
LL@(0196) The role of the ENS is in some processes passive (e-mail and video). => U nekim procesima, uloga ENS je pasivna (e-mail i video).
LL@(0197) More advanced systems take an active participation in the process, including the estimation of the consequences of the offers placed, the propositions for new offers and agreements as well as a critical evaluation of counteroffers. => Napredniji sistemi aktivno učestvuju u procesu, uključujući procenu posledica datih ponuda, predloge za nove ponude i sporazume kao i kritičku procenu protivponuda.
LL@(0198) The overall role and behaviour of the ENS in negotiations is of crucial importance when it comes to their creation and use. => Ukupna uloga i ponašanje ENS u pregovorima od ključne su važnosti prilikom njihove izrade i upotrebe.
LL@(0199) While passive systems can be understood as fast and sophisticated transmitters of messages, active systems can provide support, facilitate work and act as mediators. => Dok se pasivni sistemi mogu shvatiti kao brzi i usavršeni prenosioci poruka, aktivni sistemi mogu da pružaju podršku, olakšavaju rad i posreduju.
LL@(0200) The systems capable of accessing and processing knowledge and able to work autonomously as regards their users are characterised by a certain level of intelligence and can be proactive. => Sistemi koji mogu da pristupe i obrade znanje i koji su u stanju da rade nezavisno od svojih korisnika poseduju izvesni nivo inteligencije i mogu biti proaktivni.
LL@(0201) It is from this aspect that we can class the ENS into three broad groups: 1. => Iz ove perspektive, možemo razlikovati tri velike vrste ENS: ~~~ 1.
LL@(0202) Passive systems facilitate communication and interaction of users situated in different places. ~~~ They help them present their ideas, offers and arguments. => Pasivni sistemi - koji olakšavaju komunikaciju i interakciju korisnika koji se nalaze na različitim mestima i iznošenje njihovih ideja, ponuda i argumenata.
LL@(0203) These systems can also provide support in information collecting, organizing, and processing. => Ovi sistemi takođe mogu da pružaju podršku prikupljanja, organizovanja i obrade informacija.
LL@(0204) Passive systems, such as e-mail and chat, are not concerned with the manner in which the contents is created, nor with the use of resources required for the given contents. => Pasivni sistemi kao što su e-mail i čet, ne bave se načinom na koji nastaje ovaj sadržaj kao ni upotrebom resursa koji su potrebni za dati sadržaj. 2.
LL@(0205) 2. ~~~ Active facilitating-mediating systems help users in formulating, evaluating and solving difficult problems, giving concessions and creating offers, as well as in evaluating processes and agreements. => Sistemi aktivnog olakšavanja-posredovanja - pomažu korisnicima prilikom uobličavanja, procene i rešavanja teških problema, donošenja ustupaka i stvaranju ponuda, i prilikom procene procesa i sporazuma.
LL@(0206) As a rule, these systems follow a negotiation process model to which the users have to reconcile. => Ovi sistemi po pravilu slede model procesa pregovora kojima se korisnici moraju prilagoditi.
LL@(0207) They also have the components for problem and solution structuring, as well as those for offering evaluation and for creating counteroffers. => Oni takođe imaju komponente za strukturiranje problema i rešenja, kao i za procenu ponuda i stvaranje protivponuda.
LL@(0208) Models built into active systems are the models of the problem, of the negotiator and of the process itself. => Modeli ugrađeni u aktivne sisteme su modeli problema, pregovarača i samog procesa. 3.
LL@(0209) 3. ~~~ Systems of proactive intervention-mediation are characterized by the same properties as the systems of active facilitating-mediating, however, they are capable of coordinating the negotiators activities, of supervising their activities, as well as of giving propositions as to what offer should be given or what agreement should be accepted. => Sistemi proaktivne intervencije-posredovanja imaju iste sposobnosti kao sistemi aktivnog olakšavanja-posredovanja, ali su takođu stanju da koordinišu aktivnosti pregovarača, kritički sagledavajući njihove aktivnosti, kao i da iznose predloge po pitanju toga kakvu ponudu treba izneti ili kakav sporazum treba da se prihvati.
LL@(0210) In order to be able to act in this way, the systems of active intervention-mediation access and use the data bases and make use of the means of intelligent softwares that supervise both the negotiation process and the individual activities of the negotiators. => Da bi pružili ove mogućnosti, sitemi aktivne intervencije-posredništva pristupaju i koriste baze podataka te se služe sredstvima inteligentnih softvera koji nadgledaju pregovarački proces kao i pojedinačne aktivnosti pregovarača.
LL@(0211) ENS functions and activities Functions Transfer and storage Browsing and retrieval Formatting, presentation i interaction Activities Communication, presentation and interaction Infromation transfer among heterogeneous systems; storage in arrayed systems; safety Retrieval, selection, comparison and collecting shared information Data formatting for use in other systems; data vizualization, presentation of alternative data, user -system interaction Functions Decision-making problem formulation Technical data on the decision maker Strategies and tactics Forming and evaluation of offers and messages Analysis of the partners What if, sensitivity and analysis of stability Process, history and their evaluation Search for knowledge and its application Negotiations protocoles Strategies and tactics Activities Decision-making and negotiator problem Decision-making problem formulating and analysis; viable alternatives; decision -making space, measuring Technical data on decision makers description notions; desires; alternative comparison measures; negotiators models and styles Evaluation and selection of initial strategies and tactics Process Forming offers and concessions: message and argument analysis; argumentation models Shaping and cheking of the models of negotiating parties; evaluation and anticipation of t heir behaviour Offer and counteroffer analysis; balance analysise; possible agreements evaluation Knowledge Shaping the negotiations history; process analysis; evaluation progress/regress; history based anticipation Access to external information and their use, knowledge of the situations in negotiations and the problems emerging in the course of the process; comparati ve analysis Specification and observing the plan in the negotiation rules Estimation of the other partys strategies and tactics in negotiations; change of strategies and tactics Source: Gregory E. Kersten: E-negotiation systems: Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf The use and the impact of passive systems upon the negotiation process and its outcomes has also been studied. => Funkcije Prenos i skladištenje Pretraga i vađenje Formatiranje, iznošenje i interakcija Aktivnosti Komunikacija, iznošenje i interakcija Prenos informacija između heterogenih sistema; skladištenje u raspoređenim sistemima; bezbednost Vađenje, odabir, poređenje i sakupljanje podeljenih informacija Formatiranje podataka radi upotrebe u ostalim sistemima; vizuelizacija podataka, iznošenje alternativnih podataka, interakcija korisnik-sistem Funkcije Formulisanje problema odlučivanja Tehnički podaci o donosiocu odluka Strategije i taktike Oblikovanje i procena ponuda i poruka Analiza partnera [ta ako, osetljivost i analiza stabilnosti Proces, istorija i njihova procena Potraga za znanjem i njegovo korišćenje Protokoli pregovora Strategije i taktike Aktivnosti Problem odlučivanja i pregovarača Formulisanje i analiza problema odlučivanja; izvodljive alternative; prostor za donošenje odluka, merenje Tehnički podaci o pojmovima koji opisuju donosioce odluka; želje; mere za alternativno poređenje; modeli i stilovi pregovarača Procena i odabir početnih strategija i taktika Proces Uobličavanje ponuda i ustupaka: analiza poruka i argumenata; modeli argumentovanja Oblikovanje i provera modela partnera u pregovorima; procena i predviđanje njihovog ponašanja Analiza ponuda i protivponuda; analiza ravnoteže; procena mogućih sporazuma Znanje Oblikovanje istorije pregovora; analiza procesa; napredak/nazadovanje procene; predviđanja zasnovana na istoriji Pristup spoljnim informacijama i njihovo korišćenje i znanje o situacijama u pregovorima i problemima koji se javljaju tokom tog procesa; uporedna analiza Specifikacija i pridržavanje planu u pravilima pregovora Procena strategija i taktika suprotne strane u pregovorima; promena strategija i taktika Izvor: ~~~ Gregory E. Kersten: ~~~ E-negotiation systems: ~~~ Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf Proučavana je upotreba i uticaj pasivnih sistema na pregovarački proces i ishode, te su predložene i neke preporuke.
LL@(0212) Negotiations via e-mail have shown that a narrow scope of communication has a negative impact upon the negotiation process, therefore the scope should be increased by the methods of communication known so far. => Pregovori putem elektronske pošte pokazali su da uzak obim komunikacije ima nepovoljan uticaj na pregovarački proces, tako da se taj obim treba povećati pomoću do sada korišćenih oblika komunikacije.
LL@(0213) The findings in the reasearch have also stressed the importance of the activities that are not related to the negotiation task itself, as regards the re lations and the outcomes of the negotiations. => Rezultati istraživanja su takođe pokazali važnost delatnosti koje nisu vezane za sam pregovarački zadatak, kada je reč o odnosima i ishodima pregovora.
LL@(0214) The activities that are not related to the task are very important to the negotiators who are supposed to establish a close relationship and trust. => Delatnosti koje nisu vezane za zadatak, od naročite su važnosti za pregovarače koji treba da uspostave blizak odnos i poverenje.
LL@(0215) They ought to bridge the social differences existing between themselves and the other party, as well as use a positive or a negative emotional style instead of a rational style. => Oni bi morali da smanje društvene razlike koje postoje sa drugom stranom, kao i da upotrebe pozitivan ili negativan emotivni stil, za razliku od racionalnog stila.
LL@(0216) Other researchers perceived the presence of prejudices when it comes to negotiations via e-mail, i.e., temporary simultaneity, bridges burnt, the information circle and the malicious imputation.1 ENS review In order that the differences among the passive, active and proactive ENS be better understood, we will give some examples of the existing systems developed at the Concordia University SimpleNS, Inspire, Aspire and eAgora. => Ostali istraživači su primetili postojanje predrasuda koje postoje kada je u pitanju pregovaranje putem e-maila, tj. privremenu istovremenost, spaljene mostove, krug informacija i zlokobno pripisivanje.1 Pregled sistema ENS Da bi se očitije prikazale razlike između pasivnih, aktivnih i proaktivnih ENS, navešćemo neke primere postojećih sistema razvijenih na Univerzitetu Konkordija (Concordia University) SimpleNS, Inspire, Aspire i eAgora.
LL@(0217) The SimpleNS, as a passive ENS, does not impose upon the negotiators the need to formulate and exchange complete offers. => SimpleNS, kao pasivni ENS, ne nameće učesnicima pregovora potrebu da uobliče i razmene potpune ponude.
LL@(0218) The system does not enquire into the negotiators wishes, it does not create a benefit function, nor does it show the negotiation graphs. => Ovaj sistem ne pita za želje korisnika, ne stvara funkciju koristi i ne prikazuje grafikone pregovora.
LL@(0219) It is only slightly more eligible than the e-mail system, since it allows for the separation of offers as regards messages, and the whole negotiation flow is readily accessible to view and chronologically presented on one side. => On je tek malo pogodniji od e-mail sistema, zbog toga što omogućava razdvajanje ponuda od poruka, a ceo tok pregovora lako je pristupačan na uvid i predstavljen na jednoj strani, po hronološkom redu.
LL@(0220) The SimpleNS has only three pages: one with the case description, one with the data entered and one showing the negotiation flow. => U SimpleNS postoje samo tri stranice: stranica sa opisom slučaja, stranica sa unetim podacima i stranica na kojoj se nalazi tok pregovora.
LL@(0221) A different, active system Inspire was developed in 1995, as part of the InterNeg research programme. => Za razliku od njega, aktivni sistem Inspire razvijen je 1995, kao deo istraživačkog programa InterNeg, a od 1996. koristi se za vođenje anonimnih bilateralnih pregovora.
LL@(0222) Since 1996 it has been used to conduct anonymous bilateral negotiations. => Sistem primenjuje trofazni model pregovaranja:
LL@(0223) The system uses a threefold negotiation model: 1. prenegotiations; 2. egotiations; and 3. a phase following reaching the agreement (negotiations termination). => 1. predpregovaranje, 2. vođenje pregovora i 3. fazu nakon postizanja sporazuma (okončanje pregovora).
LL@(0224) The Inspire system is commonly used in lectures and trainings. => Sistem Inspire se uglavnom koristi na predavanjima i obuci.
LL@(0225) The use of the system is free of charge, on condition that the users fill in two questionnaires and that the developers of the system are allowed to use the obtained information, which they exchange for the purpose of further study. => Upotreba sistema je besplatna, pod uslovom da korisnici popune dva upitnika i da oni koji su razvili ovaj sistem mogu upotrebiti dobijene informacije, koje razmenjuju u svrhu istraživanja.
LL@(0226) Typical negotiations via the Inspire system last three weeks, however, the users may demand that the terms are prolongated. => Tipični pregovori pomoću sistema Inspire traju tri sedmice, ali korisnici mogu zatražiti i produženje krajnjeg roka.
LL@(0227) During the negotiations the participants can check the history of the offers and counteroffers presented, as well as view a graphic presentation of the offer exchange flow. => Tokom pregovora, učesnici mogu da provere istorijat iznetih ponuda i protivponuda, kao i da vide grafičku prezentaciju toka razmena ponuda.
LL@(0228) On reaching the agreement by the negotiating parties, the system decides whether the negotiations are concluded successfully. => Nakon što pregovaračke strane postignu kompromis, sistem određuje da li je pregovaranje uspešno okončano.
LL@(0229)  => Ako je kompromis bio neuspešan, sistem predlaže ulazak u fazu nakon postizanja dogovora.
LL@(0230) If the compromise was not successful, the system proposes entering the negotiations 1 L. Thompson, J. Nadler: Negotiation via Information Technology: Theory and Application, Journal of Social Studies, no. => Ova faza počinje izračunavanjem uspešnih alternativa, koje preovlađuju u ostvarenom kompromisu. ~~~ Nakon okončanja pregovora, 1 L. Thompson, J. Nadler:
LL@(0231) 58/2002, pp. 109-124. termination phase. => Negotiation via Information Technology:
LL@(0232) This phase starts by calculating successful alternatives prevailing in the compromise reached. ~~~ Once the negotiations have been terminated, the parties may agree on whether either of them should present its desires to the other party. => Theory and Application, Journal of Social Studies, br. 58/2002, str. 109-124. strane se mogu dogovoriti o tome da li svaka od njih treba drugoj da iznese svoje želje.
LL@(0233) This allows for the system to create a negotiation flow graph. => Ovo omogućava sistemu da izradi grafikon toka pregovora.
LL@(0234) Since the users achieved a favourable agreement, no improvements of the situation are necessary. => Pošto su korisnici postigli uspešan sporazum, nije potrebno nikakvo poboljšanje situacije.
LL@(0235) In the 1996 2004 period, 6,126 people from 62 countries used the Inspire system to negotiate. => U razdoblju od 1996. do 2004. godine 6,126 ljudi iz 62 zemlje je pregovaralo pomoću sistema Inspire.
LL@(0236) The majority of users were students, managers, lawyers, engineers, and physicians. => Većina korisnika bili su studenti, menadžeri, advokati, inženjeri i lekari.
LL@(0237) One example of a classic proactive electronic negotiation system is the Aspire, which is actually the Inspire active system expanded by a software agent called Atin (Aspire = Inspire + Atin). => Primer klasičnog proaktivnog sistema za elektronsko pregovaranje jeste Aspire, koji predstavlja proširenje aktivnog sistema Inspire jednim softverskim agentom nazvanim Atin (Aspire = Inspire + Atin).
LL@(0238) The Atin negotiation software retrives the information from the basis of negotiation knowledge and gives advice to the negotiator. => Softver za vođenje pregovora Atin vadi informacije iz baze pregovaračkog znanja i daje savet pregovaraču. ~~~ Taj savet se zasniva na:
LL@(0239) The advice is based upon: 1. the rules of negotiations derived from literature; 2. the status of the actual negotiation process; and 3. information on the negotiator stored in the database of one user. => 1. pravilima pregovaranja izvedenim iz literature, 2. statusu trenutnog pregovaračkog procesa i 3. informacijama o pregovaraču pohranjenim u bazi podataka jednog korisnika.
LL@(0240) At the beginning of negotiations each negotiator decides, using the Aspire system, whether they wish to use the services of the Atin. => Svaki korisnik na početku pregovora pomoću sistema Aspire, odlučuje da li želi da koristi usluge Atina.
LL@(0241) The users agent can access only the information available to this user and his knowledge database; private information on the other negotiating party are not available. => Korisnikov agent može samo da pristupi podacima koji su dostupni ovom korisniku i njegovoj bazi znanja; privatni podaci o drugoj strani u pregovorima nisu dostupni.
LL@(0242) The Atin constantly supervises the negotiation process, thus giving the agent an opportunity to warn the user about the actions he undertakes, especially those which may have a negative impact upon his situation in negotiations. => Atin neprestano nadgleda pregovarački proces, što omogućava agentu da upozori korisnika o akcijama koje preduzima i koje mogu imati negativan uticaj na njegovu pregovaračku situaciju.
LL@(0243) The Atin uses simple traffic signs, to show the user the evaluation it created of the situation at one particular moment. => Atin koristi jednostavne saobraćajne znakove, pomoću kojih stavlja korisniku na uvid sopstvenu procenu trenutne situacije.
LL@(0244) Thus the green colour means there are no warnings for the user (negotiations proceed as planned), the yellow colour means a warning, while the red colour warns the user that the Atin perceives a certain step as a wrong one. => Tako, zelena boja znači da nema nikakvih upozorenja za korisnika (pregovori teku željenim tokom), žuta boja označava upozorenje, a crvena upozorava korisnika da Atin vidi neki korak kao pogrešan.
LL@(0245) In such a case the user opens a separate window in which the reasons for showing the red sign are shown, as well as a proposition towards the solution to the problem. => U tom slučaju korisnik otvara poseban prozor, u kojem su navedeni razlozi za pokazivanje crvenog znaka, kao i predlog za rešenje problema.
LL@(0246) Besides, the user can require that the agent make an evaluation of the previous activities, as well as advise on potential further steps. => Osim toga, korisnik može zatražiti od agenta procenu prethodnih aktivnosti, kao i savet u vezi sa mogućim potezima.
LL@(0247) In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.). then, the user may ask the Atin for advice concerning possible strategies. => Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (npr. strategiju pregovora, volja da se naprave ustupci, itd.). ~~~ Nadalje, korisnik može tražiti od Atina savet u vezi sa mogućim strategijama.
LL@(0248) The agent then shows a list of strategies together with explanations of their positive and negative aspects. => Agent tada pokazuje spisak strategija zajedno sa objašnjenjima o njihovim pozitivnim i negativnim aspektima.
LL@(0249) The eAgora system is a proactive ENS prototype providing the services of an electronic market to the users who wish to sell or buy goods in such a way. => Sistem eAgora je proaktivni prototip ENS koji omogućuje elektronsko tržište korisnicima, koji žele da na taj način kupuju i prodaju robu.
LL@(0250) The services of this system include the existence of a software agent that presents offers and criticizes the ones presented by the purchaser (seller) and their partners in negotiations. => Usluge ovog sistema uključuju postojanje jednog softverskog agenta koji iznosi ponude i kritikuje one koje iznosi kupac (pro davac) i njihovi sagovornici u pregovorima.
LL@(0251) If the user activates the agent, the agent will require the information on the approach and the strategy of the user. => Ako korisnik aktivira agenta, on zahteva informacije o pristupu i strategiji tog korisnika.
LL@(0252) This data, together with the offers and counteroffers exchanged during the negotiations are used to determine a number of possible offers (packages) which are presented to the user. => Ovi podaci, zajedno sa ponudama i protivponudama razmenjenim tokom pregovora, koriste se da odrede nekoliko mogućih ponuda (paketa) koji se predstavljaju korisniku.
LL@(0253) The agent analyses the information on the user, his approach, wishes and the reserve levels, in order that it should evaluate the offer the user wants to place, as well as the offers the user is given. => Agent analizira informacije o korisniku, njegovom pristupu, željama i nivoima rezervisanosti, kako bi procenio ponudu koju korisnik želi da iznese, kao i ponude koje korisnik dobija.
LL@(0254) If the user wants to propose an offer that violates the reserve levels of a certain disputable issue or that does not conform to the chosen negotiation strategy (e.g., a competition bound user offers a significant concession), the agent warns the user and criticizes the offer. => Ako korisnik želi da predloži neku ponudu koja krši nivoe rezervisanosti nekog spornog pitanja ili koja nije u skladu sa izabranom strategijom pregovora (npr. takmičarski nastrojen korisnik iznosi značajan ustupak), agent upozorava korisnika i kritikuje tu ponudu.
LL@(0255) It also criticizes the users move to accept an offer that does not fulfill his reserve level. => On takođe kritikuje pokušaj korisnika da prihvati neku ponudu koja ne ispunjava njegov nivo rezervisanosti.
LL@(0256) The agents capability of criticizing helps the user understand the possible deviations from the strategy and the innitially agreed wishes, as well as a need that they should be corrected. => Sposobnost agenta za kritiku pomaže korisniku da shvati moguća odstupanja od strategije i želja koje su na početku usvojene, kao i potrebu za njihovom ispravkom.
LL@(0257) Negotiations via video conferences (Video conferencing) Video conferences, defined as communication by which the sound and the motion picture are exchanged among two or more locations2, are the most suitable method of conducting international electronic negotiations. => Pregovaranje putem video konferencije (Video conferencing) Video konferencije, koje se definišu kao komunikacija putem koje se zvuk i slika u pokretu izmenjuju između dve ili više lokacija2, najpodesniji su način vođenja međunarodnih elektronskih pregovora.
LL@(0258) Using information and communication technologies (ICT), the video conference allows for the people situated in different places to see and hear one another, which is very important in conducting negotiations with high stakes. => Korišćenjem informacionih i komunikacionih tehnologija (IKT), video konferencija omogućava ljudima na različitim lokacijama da se međusobno, vide i čuju, što je veoma značajno za vođenje pregovora s velikim ulozima.
LL@(0259) Therefore the video conference is frequently used, not only in Distance Education, but also in business, and increasingly so in international politics. => Stoga se video konferencija, osim za učenje na daljinu (Distance Education), vrlo često upotrebljava u poslovne svrhe, a sve češće i u međunarodnoj politici.
LL@(0260) In terms of the quality required in transmitting the motion picture and the sound and in terms of financial means, we distinguish between the Desktop Video Conference System and the Room-based Video Conference System. => Zavisno o potrebi za kvalitetom prenosa slike u pokretu i zvuka, te finansijskim mogućnostima, razlikujemo stonu video konferencijsku opremu (Desktop Video Conference System) i sobnu video konferencijsku opremu (Room-based Video Conference System).
LL@(0261) Also, in terms of the type of the equipment used, we can distinguish between the Desktop and Room-based Video Conferences. => Takođe razlikujemo, zavisno od tipa opreme koja se koristi, na stonu i sobnu video konferenciju (Desktop and Room-based Video Conference).
LL@(0262) Besides the basic equipment required for conducting a video conference, there is additional equipment which allows for presenting written materials, graphs, or the presentation of the screen background. => Osim osnovne opreme koja je nužna za izvođenje video konferencije, može se još koristiti i dodatna oprema s mogućnošću prikazivanja pisanog materijala, grafičkog prikazivanja, te prikazivanja pozadine ekrana.
LL@(0263) The equipment used by 2 Introduction to Videoconferencing, http://www.video.ja.net/intro/ the participants in a video conference may come from different manufacturers and may vary in terms of model and size. => Oprema koju koriste sagovornici video konferencije može biti od različitih proizvođača kao i različitih modela i veličina. 2.
LL@(0264) The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called codec (Coder-decoder) are attached. ~~~ The codec provides video conferencing via telephone (in case of desktop negotiations). => Introduction to Videoconferencing, http://www.video.ja.net/intro/ Stona video konferencija je najčešće izvođena video konferencija, uz korišćenje računara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana kodek (Coder-decoder), koji obezbeđuje video konferenciju preko telefonske linije (ako se radi o stonim pregovorima).
LL@(0265) Its task is twofold. => Njegov zadatak je dvostruk.
LL@(0266) On the front it has a role of the coder, that is, it receives the analogous video signal and codes it (digitalizes and compresses it). => Na predajnoj strani ima ulogu kodera, tj. uzima analogni video signal i kodira ga (digitalizuje i kompresuje).
LL@(0267) On the reception side it has a role of a decoder, that is, it decompresses the incoming, digitalized video signal and transforms it into the analogous signal. => Na prijemnoj strani ima ulogu dekodera, tj. dekompresuje ulazni, digitalizovani video signal, i ga pretvara u analogni signal.
LL@(0268) The quality of picture and sound transmittance largely depends on the codec, since losses occur during the compression of the outcoming video signal and the bandwidth. => Kvalitet prenosa slike i zvuka uveliko zavisi o kodeku, jer ima gubitke prilikom kompresije izlaznog video signala, i propusnosti komunikacijske linije (Bandwidth).
LL@(0269) The consequences of a slow codec or a poor bandwidth are the interrupted picture and the delay in the sound signal. => Posledice sporog kodeka ili niske propusnosti komunikacijske linije su isprekidana slika i kašnjenje zvučnog signala.
LL@(0270) In February 1994 the CU-SeeMe software for Macintosh was created, making it possible for the video conference to be conducted. ~~~ Next year the same was created for the Windows. => Februara 1994. godine osmišljen je softver CU-SeeMe za Macintosh, koji je omogućavao održavanje video konferencije, a sledeće godine je napravljen i za Windows.
LL@(0271) The Microsoft NetMeeting, whose improved version is still used in computer-conducted video conferences, was created in April 1999. => Microsoft NetMeeting, koji se u poboljšanoj verziji i danas često koristi za održavanje video konferencija pomoću računara, zaživeo je aprila 1999. godine.
LL@(0272) As regards the type of communication network, the desktop video conference can be conducted in the following two ways: a) by an analogous video conference via a modem the modem and an analogous telephone line are used to connect the computer with another personal computer, i.e., the participant that uses similar communication equipment. b) using digital networks digital networks ensure a high quality of picture and sound transmission. => Zavisno od vrste komunikacijske mreže, stonu video konferenciju moguće je realizovati na sledeća dva načina: a) analognom video konferencijom pomoću modema računar je preko modema i analogne telefonske linije spojen s drugim personalnim računarom, tj. sagovornikom koji koristi sličnu komunikacijsku opremu. b) korišćenjem digitalnih mreža digitalne mreže osiguravaju vrlo visok kvalitet prenosa slike i zvuka.
LL@(0273) The above qouted equipment, the modem, the analogous or digital communication lines help conduct an Internet video conference, too. => Navedenom opremom, uključujući i modem, te analogne ili digitalne komunikacijske linije, moguće je realizovati i Internet video konferenciju.
LL@(0274) The Internet is, however, still too slow for conducting a quality video conference. => Međutim, Internet je još uvek prespor za izvođenje kvalitetne video konferencije.
LL@(0275) An additional flaw is that the line capacity is shared with other Internet data, which causes an interrupted video picture and a delay in the sound signal. => Dodatni nedostatak je deljenje kapaciteta linije s drugim Internet podacima, što uzrokuje isprekidanu video sliku i kašnjenje zvučnog signala.
LL@(0276) New methods in picture and sound compressions, as well as new capabilities of the Internet technology will allow for a higher quality video conferencing in the near future. => Novi načini kompresija slike i zvuka, kao i nove mogućnosti Internet tehnologije omogućiće kvalitetniju video konferenciju u skoroj budućnosti.
LL@(0277) Every participant in an audio or a video conference must be supplied by a necessary software that controls the messages exchange process between the partici pants. => Svaki učesnik audio ili video konferencije mora imati neophodan softver koji upravlja procesom razmene poruka između učesnika.
LL@(0278) Certain programmes, such as the above mentioned Microsoft NetMeeting and the virtual classrooms packages produced by Centra and LearnLinc companies are specially created for conferences, while in some other cases the necessary functionality may be achieved at special Web sites. => Neki programi, kao što je pomenuti Microsoft NetMeeting i paketi za virtuelne učionice firmi Centra i LearnLinc, namenski su pravljeni za konferencije, dok se u drugim slučajevima neophodna funkcionalnost može postići na posebnim Web stranicama.
LL@(0279) Besides the change in the video picture, the sound and the data, the desktop video conference frequently includes the document sharing. => Desktop video konferencija često osim izmene video slike, zvuka i podataka uključuje i deljenje dokumenata (Document sharing).
LL@(0280) The notion shared document means a possibility to add, amend, prepare or print a document which is simultaneously available to other parties. => Pod pojmom deljeni dokument, podrazumeva se mogućnost dodavanja, prepravljanja, spremanja ili štampanja nekog dokumenta, dostupnog u isto vreme različitim stranama.
LL@(0281) Thus, for example, if one of the participants has an open Word document and is writing in it, the other participant can see the same document on his screen and can add, alter, write in or print that same document. => Tako npr. ako neko od sagovornika ima otvoren Word dokument i nešto u njega piše, tada drugi sagovornik može na svom ekranu takođe videti taj isti dokument i može dodavati, prepravljati, upisivati ili štampati isti.
LL@(0282) The room-based video conference is meant for work among a larger number of participants, which meets all the conditions required in conducting any more complex negotiations. => Sobna video konferencija namenjena je za rad u prisustvu većeg broja sagovornika, što zadovoljava sve uslove potrebne za vođenje složenijih pregovora.
LL@(0283) A video conference may have a very high quality of transmission, however, the price of the communication and equipment in this case is equally high. => Video konferencija može imati vrlo visok kvalitet prenosa, ali zbog toga i vrlo visoku cenu komunikacije i opreme.
LL@(0284) Contrary to the desktop video conference, the room-based video conference uses one or two large monitors similar to television screens, larger loudspeakers and a larger vide camera, most commonly positioned between the monitors. ~~~ Nowadays videobeams are increasingly used. => Za razliku od stone video konferencije, sobna video konferencija koristi jedan ili dva velika monitora slična televiziji, veće zvučnike i veću video kameru, najčešće smeštenu između monitora, a danas se sve češće koriste i video-bimovi (video-beam).
LL@(0285) The equipment is usually mounted on a moving platform, therefore it is not confined to only one location, especially as regards the video-beam. => Oprema se obično nalazi na pokretnom postolju tako da nije vezana samo za jednu lokaciju, posebno što se tiče video-bima.
LL@(0286) It is connected to the communication network by more than two digital lines (most frequently a combination of 3 to 6 digital lines is used). => Obično je na digitalnu komunikacijsku mrežu spojena s više od dve digitalne linije (najčešće se koristi kombinacija od 3 do 6 digitalnih linija).
LL@(0287) The desktop and the room-based video conferences are only the types of video conferences as regards the equipment used, and they can be employed in the point-to-point and the multi-point types of communication too. => Stona (desktop) i sobna video konferencija samo su tipovi video konferencije obzirom na korišćenu opremu, a mogu biti primenjene i u point-to-point i u multi-point komunikaciji.
LL@(0288) Participation of more than five parties in a video conference is considered to result into a poor, ineffective communication. => Smatra se da učestvovanje više od pet strana u video konferenciji rezultuje lošom, neefektivnom komunikacijom.
LL@(0289) The multi-point videoconference is conducted via a specific device called bridge (Multiple conference unit). => Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog most (Multiple conference unit), odnosno ako se radi o računaru, onda o posebnom softveru.
LL@(0290)  => Satelitska video konferencija podrazumeva video konferenciju pomoću digitalne satelitske televizije, a često je koriste poznati svetski univerziteti kao način za povezivanje grupa studenata s različitih geografskih područja.
LL@(0291) In case a computer is used, there must be a specific software. => Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.
LL@(0292)  => Satelitska video konferencija osigurava vrlo veliku propusnost (Bandwidth) i velike transmisijske brzine ka satelitu i od njega.
LL@(0293) Todays mobile phones allow for the meetings to be held in real time, with picture and sound, therefore we can also talk about a mobile video conference. => Današnji mobilni telefoni omogućavaju sastanke u realnom vremenu, uz sliku i zvuk, tako da možemo govoriti i o mobilnoj video konferenciji.
LL@(0294) They are available to all the subscribers of the third-generation network (3 G) who own the respective models of mobile phones. => Dostupni su svim pretplatnicima mreže treće generacije (3 G), koji imaju odgovarajuće modele mobilnih telefona.
LL@(0295) A number of persons can participate in such conferences, with the screen showing each of the participants. => U takvim konferencijama može sudelovati više osoba, pri čemu ekran prikazuje svakog od učesnika.
LL@(0296) It is also possible that the screen is not shared, that it shows only the portrait of the participant currently speaking. => Takođe, postoji i mogućnost da ekran ne bude podeljen, pa da na njemu bude slika samo onog učesnika koji trenut no govori.
LL@(0297) These conferences have become a commonplace in the business world, at least when the negotiations including lower stakes are concerned. ~~~ In the world of foreign affairs they can be used as a modernized version of the so-called napkin diplomacy. => U poslovnom svetu ovakve video konferencije su postale svakodnevne, bar što se tiče pregovora s manjim ulozima, dok se u svetu spoljne politike mogu koristiti kao osavremenjeni vid tzv. salvet diplomatije.
LL@(0298) CONCLUSION The development of the ICT and electronic business brought forth a significant acceleration in the negotiation process. => ZAKLJUČAK Razvoj IKT-a i elektronskog poslovanja doveo je do značajnog ubrzavanja procesa pregovaranja.
LL@(0299) This acceleration reached the level at which it is difficult to follow the processes without appropriate tools. => Ovo ubrzavanje dostiglo je nivo u kojem je teško pratiti procese bez pomoći odgovarajućih alata.
LL@(0300) On the other hand, globalization of business made it necessary that the negotiation processes be conducted on a world level, among the parties geographically distant from one another. => S druge strane, globalizacija poslovanja stvorila je potrebu da se pregovarački procesi obavljaju na svetskom nivou između strana koje su na različitim geografskim lokacijama.
LL@(0301) Companies became global, with a need for the communication to be conducted both within their organizational units and with the environment. => Kompanije su postale globalne, sa potrebom da komuniciraju unutar svojih organizacionih jedinica i sa okruženjem. ~~~ Komunikacija se ostvaruje na više nivoa:
LL@(0302) Communication is carried out on a number of levels: Communication within the organization; Communication between organizations (bilateral); Communication among organizations (multilateral, network communication); Communication with local leaders; Communication with and among decision makers; Communication with the media; Communication between the conflicting parties. => Komunikacija u okviru organizacije. ~~~ Komunikacija između organizacija (bilateralna). ~~~ Komunikacija između organizacija (multilateralna, mrežna komunikacija).
LL@(0303) In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts. => Komunikacija sa lokalnih lidera. ~~~ Komunikacija sa i između donosioca odluka.
LL@(0304) It is the ENS that make the preconditions of business linking and negotiations. => Komunikacija sa medijima. ~~~ Komunikacija između strana u konfliktu.
LL@(0305) The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas. => 
LL@(0306) This communication may be conducted via electronic mail, via picture or via sound. => Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.
LL@(0307) The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back. => Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.
LL@(0308) The ENS differ from other information systems in that they are primarily directed towards networks and depend on an ever-present connection to the Internet. => ENS se razlikuju od drugih informacionih sistema u tome što su pre svega usmereni na mrežu i zavise od uvek prisutne povezanosti s Internetom.
LL@(0309) They allow for a close connection of business processes within and without the company (e.g., value chain systems and supply chain management) as well as a large number of systems ensuring access from any place. => Oni omogućavaju čvrstu vezu poslovnih proseca unutar i van preduzeća (npr. sistemi lanaca vrednosti i upravljanje lancem snabdevanja) i veliki broj sistema za pristup sa bilo kog mesta.
LL@(0310) The negotiation systems used on the Internet dif fer from the previous systems that were used on personal computers and in local and even the networks covering large areas in both the mechanisms and the technologies of use. => Sistemi pregovaranja koji se koriste na Internetu razlikuju se od prethodnih sistema koji se koriste na samostalnim kompjuterima ili lokalnim, pa čak i mrežama koje pokrivaju velike oblasti, i to po mehanizmima i tehnologijama primene.
LL@(0311) Finally, a conclusion can be drawn that electronic negotiations in local and international business and political relations have a future, because of the safety of negotiating parties, because mutually favourable agreements can be reached in a shorter period of time and because of the lower costs in conducting the negotiation process in comparison to classic negotiations. => Na kraju, može se zaključiti da elektronsko pregovaranje u lokalnim i međunarodnim poslovnim i političkim odnosima ima svoju budućnost zbog: bezbednosti pregovaračkih strana, bržeg dolaženja do obostrano zadovoljavajućeg sporazuma, te malih troškova održavanja pregovaračkog procesa u odnosu na klasično pregovaranje. ~~~ LITERATURA Š1Ë Gregory E. Kersten:
LL@(0312) REFERENCE Š1Ë Gregory E. Kersten: E-negotiation systems: Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf Š2Ë L. Thompson, J. Nadler: Negotiation via Infor mation Technology: Theory and Application, Journal of Social Studies, br. 58/2002. => E-negotiation systems: ~~~ Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf Š2Ë L. Thompson, J. Nadler: ~~~ Negotiation via Infor mation Technology: ~~~ Theory and Application, Journal of Social Studies, br. 58/2002. Š3Ë Branko Rakita:
LL@(0313) Š3Ë Branko Rakita: Direktna prodaja i poslovno pregovaranje na inostranim tržištima, Plasman i tržište - Naučno-stručni časopis za permanentno obrazovanje kadrova, Beograd, br. 34/2000. => Direktna prodaja i poslovno pregovaranje na inostranim tržištima, Plasman i tržište - Naučno-stručni časopis za permanentno obrazovanje kadrova, Beograd, br. 34/2000. Š4Ë The Impact of the e-Economy on European Enterprises:
LL@(0314) Š4Ë The Impact of the e-Economy on European Enterprises: Economic Analysis and Policy Implications, http://www.eeuropestandards.org/Docs/COM_2001_711%20du%202911-2001-EN.pdf Š5Ë The e-Economy in Europe Conference, http://europa.eu.int/comm/enterprise/events/eeconomy/index.htm Š6Ë David Rothkopf: Cyberpolitik: The Changing Nature of Power in the Information Age, Journal of International Affairs, 2/1998. => Economic Analysis and Policy Implications, http://www.eeuropestandards.org/Docs/COM_2001_711%20du%202911-2001-EN.pdf Š5Ë The e-Economy in Europe Conference, http://europa.eu.int/comm/enterprise/events/eeconomy/index.htm Š6Ë David Rothkopf: ~~~ Cyberpolitik: ~~~ The Changing Nature of Power in the Information Age, Journal of International Affairs, 2/1998. Š7Ë e-Learning Site - Negotiation Analysis: http://www.negotiation.hut.fi Š8Ë C. Richards:
LL@(0315) Š7Ë e-Learning Site - Negotiation Analysis: http://www.negotiation.hut.fi Š8Ë C. Richards: Distance Education On-Campus Learning and E-Learning Convergences: An Australian Exploration, International Journal on e-Learning, br. 1, 2000. => Distance Education On-Campus Learning and E-Learning Convergences: ~~~ An Australian Exploration, International Journal on e-Learning, br. 1, 2000. Š9Ë Fred Charles Iklé:
LL@(0316) Š9Ë Fred Charles Iklé: How Nation Negotiate, Fre derick A. Praeger, NewYork/Washington/London, 1968. => How Nation Negotiate, Fre derick A. Praeger, New York/Washington/London, 1968. Š10Ë R. Fišer, V. Juri:
LL@(0317) Š10Ë R. Fišer, V. Juri: Kako stići do DA, Mono & Mañana, Beograd, 2005. => Kako stići do DA, Mono & Mañana, Beograd, 2005. Š11Ë Introduction to Videoconferencing, http://www.video.ja.net/intro/ Š12Ë @ivorad Kovačević:
LL@(0318) Š11Ë Introduction to Videoconferencing, http://www.video.ja.net/intro/ Š12Ë @ivorad Kovačević: Međunarodno pregovara nje, Filip Višnjić / Diplomatska akademija MSP SCG, Beograd, 2004. => Međunarodno pregovara nje, Filip Višnjić / Diplomatska akademija MSP SCG, Beograd, 2004. Š13Ë James R. Silkenat, Jeffrey M. Aresty:
LL@(0319) Š13Ë James R. Silkenat, Jeffrey M. Aresty: International Busines Negotiations: A Comparsion of Cross-Cultural Issues ans Succesful Approaches, American Bar Association, Chicago, 1994. => Inter national Busines Negotiations: ~~~ A Comparsion of Cross-Cultural Issues ans Succesful Approaches, American Bar Association, Chicago, 1994. Š14Ë David Bollier:
LL@(0320) Š14Ë David Bollier: The Rise of Netpolitik, The Aspen Institute, Washington, 2003. => The Rise of Netpolitik, The Aspen Institute, Washington, 2003. Š15Ë Paul Walker:
LL@(0321) Š15Ë Paul Walker: A Chronology of Game Theory, http://www.econ.canterbury.ac.nz/hist.htm Š16Ë Berglund Center for Internet Studies, http://bcis.pacificu.edu/journal/2002/03/editorial.php Š17Ë www.management.org.yu/pdf/issues.pdf Š18Ë http://www.carleton.ca/e-mer ge/v2_art/v2_art1/9.html Š19Ë http://www.isn.ethz.ch/onlinepubli/publihouse/infosecurity/volume_7/a2/A2_index.htm, authors: Sheryl J. Brown and Margarita S. Studemeister Š20Ë http://www.usip.org/oc/virtual_dipl.html.) => A Chronology of Game Theory, http://www.econ.canterbury.ac.nz/hist.htm Š16Ë Berglund Center for Internet Studies, http://bcis.pacificu.edu/journal/2002/03/editorial.php Š17Ë www.management.org.yu/pdf/issues.pdf Š18Ë http://www.carleton.ca/e-mer ge/v2_art/v2_art1/9.html Š19Ë http://www.isn.ethz.ch/onlinepubli/publihouse/infosecurity/volume_7/a2/A2_index.htm, authors:
LL@(0322) Š21Ë http://www bsac.eecs.berkeley.edu/čwarneke/pubs/cbnp_workshop-summary.html Š22Ë http://www.cse.ohio-state.edu/sie fast/nest/nest_webpage/ALineInTheSand.html Š23Ë http://www.eng.ohio-sta te.edu/news/coe_news/nie/nie752/feature_wires.html Š24Ë http://www-bsac.eecs.berkeley.edu/archi ve/users/warneke-brett/SmartDust/ Š25Ë http://robotics.eecs.berkeley.edu/čpi ster/SmartDust/ Š1Ë http://www.csis.org/ics/dia/concept.htm Managing Action Programs for Organization Development UDC 005.332.3 prof. dr Ljubomir Drakulevski, asis. mr Leonid Nakov Univerzitet Sv. ~~~ Kiril I Metodij, Ekonomski Fakultet, Skopje, drakul¿eccf.ukim.edu.mk; lnakov¿eccf.ukim.edu.mk XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. => Sheryl J. Brown and Margarita S. Studemeister Š20Ë http://www.usip.org/oc/virtual_dipl.html.) Š21Ë http://www bsac.eecs.berkeley.edu/čwarneke/pubs/cbnp_workshop-summary.html Š22Ë http://www.cse.ohio-state.edu/sie fast/nest/nest_webpage/ALineInTheSand.html Š23Ë http://www.eng.ohio-sta te.edu/news/coe_news/nie/nie752/feature_wires.html Š24Ë http://www-bsac.eecs.berkeley.edu/archi ve/users/warneke-brett/SmartDust/ Š25Ë http://robotics.eecs.berkeley.edu/čpi ster/SmartDust/ Š26Ë http://www.csis.org/ics/dia/concept.html Upravljanje akcionim programima u cilju organizacionog razvoja UDK 005.332.3 prof. dr Ljubomir Drakulevski, asis. mr Leonid Nakov Univerzitet Sv. Kiril I Metodij, Ekonomski fakultet, Skopje, drakul¿eccf.ukim.edu.mk; lnakov¿eccf.ukim.edu.mk XI internacionalni simpozijum SymOrg 2008. 10.-13. septembar 2008.
LL@(0323) Belgrade, Serbia The process of managing organization development is fundamentally a comprehensive, highly planned and systematic approach to implement and further improve a broader, long-range perspective of the change management efforts. => Beograd, Srbija Proces upravljanja organizacionim razvojem je u osnovi detaljan, pažljivo planiran i sistematski pristup u implemetaciji i unapređivanju jedne šire, dugoročne perspektive u upravljanju promenama.
LL@(0324) The very organization development, as an emerging discipline aimed at improving the overall organization effectiveness, developing the potential of the individual members and creating the basis for a continuous and profound change is neither a micro approach to change, nor it refers to a single, random or an ad-hoc change technique. => Sam organizacioni razvoj, kao nova disciplina nastala sa ciljem da se unapredi ukupna efektivnost organizacije, razvije potencijal pojedinačnih članova i stvori osnova za stalne i duboke promene, nije ni mikro pristup promenama, niti se pak odnosi na neku pojedinačnu, slučajnu ili ad-hoc tehniku promene.
LL@(0325) Therefore, it is often considered as an integration of action programs aimed at creating and maintaining the organization capability to predict, adapt and change, particularly the attitudes, capabilities and the morale of the organization members. => Stoga se često smatra spojem akcionih programa za stvaranje i održavanje sposobnosti organizacije da predvidi, da se prilagodi i da se menja, posebno kada su u pitanju stavovi, sposobnosti i moral članova organizacije.
LL@(0326) Nowadays, the principal issues of organization development emerges from transformational restructuring, reengineering and responsible flattening the management hierarchy, to creating and managing a reconfigurable organization, as a flexible and able to change system on an annual, monthly, weekly, daily, or even hourly time frame. => U današnjem svetu, najznačajnija pitanja organizacionog razvoja tiču se transformacionog restruktuiranja, reinženjeringa i odgovorhog splošnjavanja upravljacke hierarhije, kreiranja i održavanja organizacije koja se može preoblikovati, kao sistemu koji je fleksibilan i sposoban za promenu, na godišnjoj, mesečnoj, nedeljnoj, dnevnoj osnovi, pa čak i kad su u pitanju sati.
LL@(0327) The reconfigurable organization focuses the attention to the continuing need for a long-range strategies to improve strategic organizational decision making process and the relationships among organization members, in order to meet the changing conditions. => Organizacija koja se rekonfiguriše fokusira svoju pžnju na kontinuiranu potrebu za dugoročnim strategijama za unaprđjivanje procesa strategijskog odlučivanja i odnosima između članova u organizaciji, sa ciljem da se predvide okolnosti koje se konstantno menjaju.
LL@(0328) These strategies are the framework for the planned change techniques, well known as the action programs for organization development. => Ove strategije su osnov za planirane tehnike promena, dobro poznate kao akcioni programi za organizacioni razvoj.
LL@(0329) The process of managing the action programs for organization development would be a central point in the proposed scientific work. => Proces upravljana akcionim programima za organizacioni razvoj predstavlja središnju tačku ovog naučnog rada.
LL@(0330) It is of such an importance that determines the necessity to further modify, continue or discontinue the overall change efforts in the organization. => On je utoliko značajniji ukoliko ističe potrebu za daljim promenama, kontinuitetom ili diskontinuitetom ukupnih napora za promene u organizaciji.
LL@(0331) Finally, a successful action program for organization development must result in a modified or changed organization behavior and capacity for further organization development. => Konačno, uspešan akcioni program za organizacioni razvoj rezultira u izmenjeno ili u celosti promenjeno organizaciono ponašanje i sposobnostza dalji organizacioni razvoj.
LL@(0332) Introduction The fundamental evolutionary definition of the management discipline organizational development has been created by Richard Beckhard1, back in 1969, according to whom it is determined as an effort, planned, organization wide and managed from the top, to increase organization development and health through planned interventions in the organizations process, using behavioral science knowledge. => Uvod Osnovnu razvojnu definiciju organizacionog razvoja kao discipline menadžmenta dao je još 1969. godine Richard Beckhard1, koji ju je definisao kao planiranu, ciljanu organizaciju kojom se upravlja odozgo, a cilj joj je da unapredi razvoj i zdravlje organizacije putem planiranih intervencija u organizacionom procesu, a primenom znanja iz oblasti bihejviorističke teorije.
LL@(0333) The content of the above principal definition implies to the integration of theoretically systematic and practically oriented methods and techniques, fundamentally known as interventions, which are principally distinct from the general field of organizational change management. => Sadržaj gore navedene definicije podrazumeva integraciju teorijski sistematičnih i praktično orijentisanih metoda i tehnika, koje su u osnovi poznate kao intervencije, a koje su u suštini izdvojene iz opšte oblasti upravljanja organizacionim promenama.
LL@(0334) The basic reason for the distinction between the organizational change theory and the practice of organizational development lies in the momentum that most of the change management implementation methodologies have been influenced by the core values, concepts and framework of the organizational development, as a long range, stable, deliberate and highly planned framework for any change management effort. => Osnovni razlog što pravimo razliku između teorije o organizacionim promenama i prakse organizacionog razvoja nalazi se u stavu da je većina metodologija za implementaciju upravljanja promenama nastala pod uticajem osnovnih vrednosti, koncepata i okvira organizacionog razvoja, kao dalekosežni, stabilan, nameran i brižljivo planirani okvir za svaki postupak u upravljanju promenama. 1 Beckhard R., Organization Development:
LL@(0335) 1 Beckhard R., Organization Development: Strategies and Models, Addison - Wesley, Reading, Mass, 1969, p.9 At early days, in 40s, 50s and 60s, organizational development has been quite sober and business oriented, emphasizing the fact that an individual could flourish only when contributing to organizational purposes, theories predominantly influenced by the work of McGregor, Maslow and Herzberg. => Strategies and Models, Addison Wesley, Reading, Mass, 1969, p.9 Na samom početku, četrdesetih, pedesetih i šezdesetih godina dvadesetog veka, organizacioni razvoj bio je normalan i poslovno orijentisan proces koji je insistirao na činjenici da pojedinac može da postigne uspeh samo kada doprinosi ciljevima organizacije, a na ovakve teorije koje su svojim radovima prevsahodno uticali Mc Gregor, Maslow i Herzberg.
LL@(0336) OD has been perceived as mobilization of information, energy and resources that are present in an organization, but currently diverted to unconstructive channels, for organizational improvement. => OD (organizacioni razvoj) posmatran je kao mobilizacija informacija, energije i resursa kojima organizacija raspolaže, ali koji su do tada bili usmereni u pravcu koji nije donosio uspeh. ~~~ Cilj ove mobilizacije jeste organizaciono poboljšanje.
LL@(0337) Starting from the 80s, an enormous accent in the organizational development is given to the human centered strategies and tactics which contributed committed practitioners of the organizational development to build-up a clear and prescriptive value orientation. => Od osamdesetih godina dvadesetog veka veliki značaj u oblasti organizacionog razvoja pripisuje se strategijama i taktikama koje u središte pažnje postavljaju ljudski faktor, a na osnovu kojih praktičari u oblasti organizacionog razvoja kreiraju i propisuju jasnu vrednosnu orijentaciju.
LL@(0338) The importance of creating a value principally for the overall organization, and also for the individuals and groups or teams, in accordance with the prevailing view of the foremost management authors, is centered in the following assumptions: 1. => Značaj kreiranja vrednosti za organizaciju u celini, ali i za pojedince i grupe ili timove, u skladu sa stavovima najistaknutijih autora u oblasti menadžmenta, ogleda se u sledećim pretpostavkama: ~~~ 1.
LL@(0339) Every individual affected by change should be involved in the change implementation 2. => Svaki pojedinac na kojeg će promena uticati tre ba da bude obuhvaćen primenom promena. 2.
LL@(0340) Any effort in developing the organization should rely on the capability of the employees to prepare and implement the action change programs, well known as action programs 3. => Svaki napor u razvoju organizacije treba da se oslanja na sposobnosti zaposlenih da pripreme i primene programe akcionih promena, poznatije kao akcione programe. 3.
LL@(0341) The prevailing focus of this programs should be placed in the organizational dimensions that constitute the core competence and competitive advantage The goal of any organizational development intervention is to create a methodological approach in order to effect change in the target organization, or in a specific organizational section, and reframe the structure, context and the behavior of the specific organization. => Najveću pažnju u ovim programima treba posvetiti organizacionim dimenzijama koje predstavljaju osnovnu kompetentnost i konkurentnu prednost. ~~~ Cilj svake intervencije u domenu organizacionog razvoja jeste da se razvije metodološki pristup pomoću kojeg će se ostvariti promene u ciljnoj organizaciji ili u određenom sektoru organizacije i preoblikovati struktura, kontekst i ponašanje te određene organizacije.
LL@(0342) Organizational development is an ongoing process because an organization can not remain static and effective, at the same time. => Organizacioni razvoj predstavlja trajni proces, pošto organizacija ne može u isto vreme da ostane statična i da bude efikasna.
LL@(0343) Therefore, organizations develop anticipative management systems and methods, such as action change programs. => Stoga organizacije razvijaju sisteme i metode upravljanja pomoću kojih mogu da predviđaju, kao što su akcioni programi za promene.
LL@(0344) As a process for continuous improvement, organizational development states that the completion of one change cycle leads to another cycle in the development process, whereas changes on the following cycle are on a higher level than of the previous one. => Pošto je u pitanju proces stalnog usavršavanja, organizacioni razvoj nalaže da završetak jednog ciklusa promena vodi u novi ciklus u razvojnom procesu, pri čemu su promene u tom narednom ciklusu na višem nivou nego u prethodnom ciklusu. 1.
LL@(0345) 1. => Model akcionog istraživanja Teorija menadžmenta poznaje dva klasična tipa modela intervencije u oblasti organizacionog razvoja2: (cid:
LL@(0346) Action research model In the theory of management exist two classical types of intervention models in the field of organizational development2: (cid:34) The planning model and (cid:34) The action research model Evolutionary, the strategy for action science in organizational development was defined and vigorously advanced by the work of Kurt Lewin, back in 1946, and also by Chris Argyris, Donald Schon, John Dewey and others. => model planiranja i (cid: ~~~ model akcionog istraživanja U evolucionom smislu, strategiju učenja o akciji u oblasti organizacionog razvoja u svojim radovima definisali su i veoma unapredili Kurt Lewin, još 1946. godine, a onda i Chris Argyris, Donald Schon, John Dewey i drugi.
LL@(0347) In the field of the organizational development, action science is also known as action inquiry, action research most commonly used, or organizational learning. => U oblasti organizacionog razvoja, učenje o akciji je poznato i pod nazivom akciono ispitivanje, akciono istraživanje što se najčešće i upotrebljava, ili organizaciono učenje.
LL@(0348) Action research aims to contribute both to the practical concerns of people in immediate problematic situation and to the goals of the social science by joint collaboration within a mutually acceptable ethical framework. => Cilj akcionog istraživanja jeste da doprinese kako praktičnim potrebama ljudi u neposrednim problemskim situacijama, tako i ciljevima nauke o društvu, zajedničkim delovanjem i okviru obostrano prihvatljivog etičkog okvira.
LL@(0349) As such, it is a type of applied social research intervention model. => Kao takvo, akciono istraživanje predstavlja jednu vrstu interventnog modela primenjenog istraživanja društva.
LL@(0350) Each action research focuses primarily on identifying and resolving difficult, complex, real life problems, vital for the organizational change and development. => Svako akciono istraživanje prvenstveno se fokusira na otkrivanje i rešavanje teških i složenih problema iz realnog života, a koji su od presudnog značaja za organizacione promene i razvoj.
LL@(0351) It uses actionable data in order to detect and correct gaps between descriptive claims and practical outcomes. => Ono koristi primenljive podatke pomoću kojih pronalazi i ispravlja neusklađenosti između opisnih, teorijskih tvrdnji i praktičnih ishoda.
LL@(0352) In spite of the numerous individual methods and techniques for the organizational development intervention, such as sensitivity training, structural change, process consultation, survey feedback, team building, intergroup development, role negotiation and many others, the fundamental types of intervention models form a broader perspective through which changes are planned, effected, monitored and controlled. => Uprkos velikom broju pojedinačnih metoda i tehnika koji se koriste pri intervencijama u organizacioni razvoj, na primer, obuka u oblasti osetljivosti, strukturne promene, konsultacije u procesu, povratna sprega dobijena ispitivanjem, stvaranje timova, razvoj saradnje između grupa, primena uloga i mnogim drugima, osnovni tipovi modela intervencije čine širu perspektivu u okviru koje se promene planiraju, izvode, prate i kontrolišu.
LL@(0353) The first, planning model refers to creating, acting and stabilizing a plan for organizational development and consequently following a detailed prescription of the road to be followed. => Prvi, model planiranja, odnosi se na stvaranje, primenu i stabilizaciju plana organizacionog razvoja i doslednog praćenja detaljnog uputstva o tome kako preduzimati planom propisane aktivnosti.
LL@(0354) However, the originally created plan is usually subject to modification and refinement, as a result of the internal and external unforeseen changes. => Ipak, prvobitni plan se često mora menjati ili usavršavati, što će zavisiti od nepredviđenih promena kako unutar organizacije tako i van nje.
LL@(0355) The organizational framework of the action programs for organizational development is placed in the action research model, that differs from the traditional planning model in the following respects3: It is a cyclical or iterative process, meaning that the results from the interventions are fed back in such a way that further changes and improvements can be implemented The very research signals the aim of generating knowledge which can be applied in other organizational settings While planning model presumes a so called one off intervention, the action research model emphasizes the cyclical character of the organizational change and development. => Organizacioni okvir akcionih programa za organizacioni razvoj postavlja se u model akcionog istraživanja, koji se od tradicionalnog modela planiranja razlikuje po sledećim karakteristikama3: ~~~ To je ciklični i iterativni proces, što znači da o rezultatima intervencije postoji takva povratna informacija koja omogućava sprovođenje daljih promena i poboljšanja.
LL@(0356) At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances. => I samo istraživanje ukazuje na to da je cilj stvaranje znanja koje se onda može primeniti i u drugim organizacionim situacijama. ~~~ Za razliku od modela planiranja koji podrazumeva takozvanu jednokratnu informaciju, model akcionog istraživanja insistira na cikličnoj prirodi organizacione promene i razvoja.
LL@(0357) The applicative importance of the action research model lies in the fact that it4 involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance. => Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima. 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St.
LL@(0358) Fundamentally, the purpose of each action program is to increase the organizational effectiveness, by the ap 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St. Paul, 8th ed., 2004, p.223 3 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 4 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 plication of the organizational development value and techniques. => Paul, 8th ed., 2004, p.223 3 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 4 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 Značaj primenljivosti modela akcionoh istraživanja jeste u činjenici da on4 obuhvata prikupljanje informacija o organizaciji, unošenje ovih informacija u klijentov sistem i razvijanje i primenu akcionih programa u cilju poboljšanja rada i učinka sistema.
LL@(0359) Therefore, the primary challenge of managers and change agents is to manage the above mentioned action programs, in order to direct the changes within the scope of the organization development. => U osnovi, cilj svakog akcionog programa jeste da poveća efektivnost organizacije primenom vrednosti i tehnika za organizacioni razvoj. 1.
LL@(0360) 1.1. ~~~ Relationship between action research and organizational development The challenge of detailing the relationship between the action research and the overall organization development, in fact, implies to creating an action research perspective to the organizational development. => Odnos između akcionog istraživanja i organizacionog razvoja Detaljno obrazlaganje odnosa između akcionog istraživanja i ukupnog organizacionog razvoja u stvari predstavlja osnovu za stvaranje jedne perspektive akcionog istraživanja u cilju organizacionog razvoja.
LL@(0361) This approach stimulates continual inquiry, development and consciousness in our selves and our colleges, through creating processes and structures for so called collaborative inquiry. => Ovaj pristup podrazumeva neprekidno ispitivanje, razvoj i svest o sebi i o kolegama, a putem razvijanja procesa i struktura za takozvano saradničko ispitivanje.
LL@(0362) The nature of their relations specifies the fact that both of them are pragmatic, rooted in participative management methods and aimed to improve the behavior through engagement of all concerned. => Priroda ovih odnosa naglašava činjenicu da su i jedno i drugo pragmatični, ukorenjeni u metode učesničkog menadžmenta i da im je cilj da unaprede ponašanje putem angažovanja svih zainteresovanih strana.
LL@(0363) In other words, both of them propose that we can not generate a valid understanding of a certain person, unless we fully engage with him/her. => Drugim rečima, i akciono istraživanje i organizacioni razvoj podrazumevaju da neku osobu ne možemo zaista razumeti i sagledati ako s njom/njim ne sarađujemo sve vreme.
LL@(0364) Action research is a practice for systematic development of knowing and knowledge which brings together the action and reflection, theory and practice. => Akciono istraživanje predstavlja postupak sistematskog razvijanja saznavanja i znanja koje spaja akciju i razmišljanje, teoriju i praksu.
LL@(0365) The organizational perspective of the action research bears the following dimensions5: a. Pragmatic and concerned with addressing practi cal issues b. Democratic, both in the sense of involving people and in seeking to enable people to create their own knowledge in learning organizations c. Extended epistemology of many ways of know ing and valuing, propositional and conceptual d. Value oriented in terms of contribution economic, political, psychological, spiritual and ecological e. => Organizaciona perspektiva akcionog istraživanja odlikuje se sledećim dimenzijama5: a. ~~~ Pragmatičnost i okrenutost praktičnim problemima b. ~~~ Demokratičnost, kako u smislu obuhvata ljudi, tako i u smislu njihovog osposobljavanja da stvaraju sopstveno znanje u organizacijama koje uče c.
LL@(0366) Developmental from tentative beginnings to ward more significant influence Action research and the organization development involve an active interplay between me my own experience and behavior, us our immediate peers and them the wider organization and encourage simultaneous attention to all 3 perspectives. => Proširena epistemologija velikog broja načina saznavanja i vrednovanja, predloženog i konceptualnog d.
LL@(0367) Initially, organization development, in relation to the action research, is needed in the following situations6: 1. => Usmerenost na vrednosti u smislu doprinosa ekonomskog, političkog, psihološkog, duhovnog i ekološkog e.
LL@(0368) The current nature of the organization is leading to a failure to achieve objectives 2. => Opredeljenost za razvoj od početaka kroz probne aktivnosti do značajnijeg uticaja.
LL@(0369)  => Akciono istraživanje i organizacioni razvoj podrazumevaju aktivni odnos između mene mog sopstvenog iskustva i ponašanja, nas naših neposrednih saradnika i njih šire organizacije i podstiču nas da istovremeno uzimamo u obzir sve tri ove perspektive.
LL@(0370) Change is required to react faster to external alter ations 3. => U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama6:
LL@(0371) The introduction of factors, such as new technology requires change in the organization itself and 4. => Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve Promena je potrebna da bi se brže reagovalo na promene u okruženju Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i Uvođenje promena zahteva da se usvoji novi pristup.
LL@(0372) The introduction of change allows a new approach to be adopted The contemporary state of development of the action research model, in the state of action programs for organization development, has been originally created as a model in consecutive phases, integrated with a feedback mechanism. => Trenutno stanje u razvoju modela akcionog istraživanja u okviru akcionih programa za organizacioni razvoj u početku se razvijalo kao model u uzastopnim fazama, i integrisalo se sa mehanizmom povratne sprege.
LL@(0373) Table 1. => Tabela 1.
LL@(0374) The action research model Phases Stage 1 Stage 2 Stage 3 Key executive perception of problems Consultation with behavioral scientist consultant Data gathering and diagnosis by consultant Further data gathering Feedback to key client or client group 5 Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005, p.5 6 Paton R. A. and McCalman J., Change Management - A Guide to Effective Implementation, Sage Publications, 3rd ed., 2008, p.217 Phases Stage 1 Stage 2 Stage 3 Joint action planning Data gathering Feedback to client group Discussion and work on data feedback and data by client group Action planning Action (new behavior) Data gathering Feedback Discussion and work on feedback and emerging data Action planning Action Source: Regents of the University of California, Reprinted from California Management Review, XII(2):26, Fig. 1 he popularity of the action research model grew in the 70s, owing to the intensive usage of the participative management and the concept of organization development. => Model akcionog istraživanja Faze Etapa 1 Upravni organ zapaža problem Konsultacije sa savetnikom za proučavanje ponašanja Konsultant prikuplja podatke i utvrđuje dijagnozu Dalje prikupljanje podataka Povratna informacija ključnom klijentu ili klijentskoj grupi Etapa 2 Etapa 3 5 Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005, p.5 6 Paton R. A. and McCalman J., Change Management A Guide to Effective Implementation, Sage Publications, 3rd ed., 2008, p.217 Faze Etapa 1 Zajedničko planiranje akcije Etapa 2 Etapa 3 Prikupljanje podataka Povratna informacija klijentskoj grupi Diskusija i rad na povratnoj informaciji i podacima koje je dala klijentska grupa Planiranje akcije Akcija (novo ponašanje) Prikupljanje podataka Povratna informacija Diskusija i rad na povratnim informacijama i novim podacima Planiranje akcije Akcija Izvor: ~~~ Važeći podaci sa Univerziteta u Kaliforniji, preneti iz California Management Review, XII(2): ~~~ slika 1. Popularnost modela akcionog istraživanja porasla je 1970-ih godina zahvaljujući veoma naglašenoj primeni participativnog upravljanja i koncepta organizacionog razvoja.
LL@(0375) It is highly important to emphasize that the new behavior arises in the 11th phase, in the 2nd stage, which indicates the depth of the model. => Veoma je važno naglasiti da se novo ponašanje javlja u jedanaestoj fazi, u 2. etapi, što ukazuje na to kolika je dubina modela.
LL@(0376) In the essence of the participative management and the concept of organization development is the fundamental belief that effective change requires joint decision making by the managers and the employees, which is initially connected with the fact that the corporate environment and the conditions of business must be understood before the research begins, as a fundamental point of the action research model. => U biti participativnog upravljanja i koncepta organizacionog razvoja nalazi se osnovni stav da efektivna promena zahteva da menadžeri i zaposleni zajednički odlučuju, što je u početnoj fazi povezano s činjenicom da se korporativno okruženje i uslovi poslovanja moraju razumeti i upoznati pre nego što počne istraživanje, a što je osnovna postavka modela akcionog istraživanja.
LL@(0377) The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process. => 
LL@(0378) As a phenomenological, i.e. qualitative management technique, action research possesses the characteristics7 of being: Subjective, as seen by the eyes of the study par ticipant Interactive Value laden Inductive Showing interaction of factors Context bound and Imposes situational theory The organizational dimension of the action research states that it links a highly persuasive demonstration of the linkage between the change program and the achieved performances. => Vrednosno ispunjeno Induktivno Pokazuje međusobnu povezanost faktora Kontekstualno povezano i Nameće situacionu teoriju Organizaciona dimenzija akcionog istraživanja pokazuje da ono predstavlja veoma ubedljiv prikaz povezanosti između programa promena i postignutog učinka.
LL@(0379) The original proof of this is the true that those individuals that participated directly in the change interventions are easily inclined to ac 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 cept the so-called the cause-and-effect relationship, that has been developed during the usage of the action research model. ~~~ 1.1.1. => Prvobitni dokaz za ovo jeste da pojedinci koji su neposredno učestvovali u intervencijama za promene lako prihvataju takozvanu uzročno-posledičnu vezu koja je razvijena tokom primene modela akcionog istraživanja. 1. ~~~ Organizacija sposobna da se preoblikuje Osnovni naučni značaj modela akcionog istraživanja jeste da on integriše organizacione perspektive procesa akcionog istraživanja.
LL@(0380) Reconfigurable organization In order to predict and achieve the dynamic and intensive changes in the market circumstances, todays forms of organizations dramatically change. => Da bi se predvidele i postigle dinamične i intenzivne promene u tržišnim uslovima, današnji oblici organizacije doživljavaju dramatične promene.
LL@(0381)  => Kao fenomenološka, t.j., kvalitativna tehnika upravljanja, akciono istraživanje ima određene karakteristike.
LL@(0382) Global, cultural, technological, competitive and management determinants change the prevalent method of doing business. => Ono je7: ~~~ Globalne, kulturne, tehnološke, konkurentske i upravljačke odrednice utiču na promene u preovlađujućem metodu poslovanja.
LL@(0383) Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc. => Stoga organizacije obično re Subjektivno, pošto se promatra očima učesnika u studiji Interaktivno 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 aguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, itd.
LL@(0384) The contemporary term for the above explained type of organization is reconfigurable organization8, which is defined as an organization that is flexible and able to change on an annual, monthly, weekly, daily, or even hourly time frame. => Savremeni naziv za tip organizacije koji smo napred opisali jeste organizacija koja je sposobna da se preoblikuje8, a koja se definiše kao fleksibilna organizacija, sposobna da se menja na godišnjem, mesečnom, nedeljnom i dnevnom nivou, pa čak i iz sata u sat.
LL@(0385) The reconfigurable organization imposes the need to meet the changing conditions by developing a longrange strategies for improving the organizational decision making process. => Organizacija koja se preoblikuje nameće potrebu da se prilagodi promenljivim uslovima tako što će razviti dugoročne strategije za poboljšanje procesa odlučivanja u organizaciji.
LL@(0386) The process of creating a set of change techniques in order to constitute a systematic approach to the future organizational perspective leads to the organizational development. => Proces stvaranja skupa tehnika promene da bi se postigao sistematski pristup perspektivi organizacije u budućnosti vodi organizacionom razvoju.
LL@(0387) Within the organization development, the long-term capacity of maintaining and further developing the reconfigurable organization is effected through the action programs for organizational development. => U okviru organizacionog razvoja, ova dugoročna sposobnost za održavanje i dalji razvoj organizacije koja se preoblikuje, ispoljava se kroz akcione programe za organizacioni razvoj. 2.
LL@(0388) 2. ~~~ Action change programs Action change programs for organization development are based upon a systematic analyses of problems and an active commitment of the top management to develop and implement the change effort. => Programi akcionih promena Programi akcionih promena za organizacioni razvoj zasnivaju se na sistematskoj analizi problema i aktivnoj posvećenosti top menadžmenta razvijanju i primeni promena.
LL@(0389) The initial step in creating a sustainable action program is determining the organizational perception that the state of equilibrium needs to be changed in order to bring the system to new, qualitatively higher organizational vitality and predictability for changes. => Početni korak u kreiranju održivog akcionog programa jeste da organizacija shvati da se stanje ravnoteže mora menjati da bi se sistem doveo u novu, kvalitativno višu organizacionu vitalnost i novo predviđanje promena.
LL@(0390) The relationship of the organizational perspective of action research and the action change programs is conducted through 2 types of principles9: (cid:34) The research principles, which suggest the need for being creative in defining the real research question, generating theoretical concepts from the field, integrating concepts with the real life assumptions, manipulating and using multiple perspectives, verifying interpretations with perspectives in the field and treating the research setting as a case study (cid:34) The change principles, that refer to developing a collaborative relationship, conceptualizing the need of the changes to be made, changing the behavior and recognizing that expectations amplify or reduce resistances 2.1. => Odnos organizacionog viđenja programa akcionog istraživanja i programa akcione promene teče u skladu sa dve vrste principa9: (cid: ~~~ Principi istraživanja, koji pretpostavljaju potrebu da se bude kreativan prilikom definisanja prave teme istraživanja, stvaranja teorijskih koncepata na osnovu terenskih zapažanja, povezivanja koncepata sa pretpostavkama iz realnog života, proigravanje i primena višestrukih perspektiva, verifikacije tumačenja sa perspektivama na terenu i posmatranje mesta istraživanja kao studije slučaja. (cid: ~~~ Principi promena koji se odnose na razvijanje saradničkih odnosa, konceptualizaciju potrebe za promenama, promenu ponašanja i prihvatanja stava da očekivanja (mogu da) povećavaju ili smanjuju otpore. 2.
LL@(0391) Action programs in the model of organizational change The model of organizational changes that emphasizes the necessity of the action change programs consists of the following phases10: I Anticipating the need of change meaning that managers must anticipate the need for undertaking changes through action programs. => Akcioni programi u modelu organizacione promene Model organizacionih promena koji naglašava neophodnost programa akcionih promena ima sledeće faze10: ~~~ I Predviđanje potrebe za promenom što znači da menadžeri moraju da predvide potrebe za preduzimanjem promena u svojim programima aktivnosti.
LL@(0392) The need for change must be felt by the majority of employees in order to convince them to adopt the new behavior II Developing the consultant client relationship this phase predominantly determines the overall success or failure of the action program. => Ovu potrebu za promenama mora da oseti većina zaposlenih, da bismo mogli da ih ubedimo da usvoje novi način ponašanja. ~~~ II Razvijanje odnosa konsultant klijent. ~~~ Ova faza je ključna za ukupni uspeh ili neuspeh akcionog programa.
LL@(0393) It is important to stress that the leader of the change initiative can be a non manager, or even a person from outside the organization III The diagnostic phase where actual collection of data, relevant to the situation perceived to be the problem, takes place. => Važno je naglasiti da lider inicijative za promene ne mora da bude menadžer; to može da bude čak i neko van organizacije. ~~~ III Faza dijagnoze u kojoj se vrši konkretno prikupljanje podataka značajnih za situaciju koja se doživljava kao problem.
LL@(0394) It is a very sensitive phase owing to the fact that week, inaccurate or faulty diagnosis can easily lead to creating a costly or ineffective action programs. => Ova faza je veoma osetljiva, zbog toga što slaba, neprecizna ili pogrešna dijagnoza može lako da dovede do kreiranja skupih programa koji nemaju efekta.
LL@(0395) This phase sets the stage for the action programs, in the scope of the long-range strategies and techniques IV Action Plans, strategies and techniques where various interventions, activities or programs, aimed at resolving problems and increasing organization effectiveness, take place. => U ovoj fazi stvara se podloga za akcione programe u okviru dugoročnih strategija i tehnika. ~~~ IV Akcioni planovi, strategije i tehnike gde se odvijaju različite intervencije, aktivnosti ili programi čiji je cilj rešavanje problema i povećanje efektivnosti organizacije.
LL@(0396) In the framework of this phase are placed the so called theories of action, as programs, patterns, designs, sets of rules 8 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.455 9 Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993, p.243 10 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 or propositions that people use to design and carry out their actions. => U okviru ove faze nalaze se takozvane teorije akcije, kao što su programi, šeme, projekti, skupovi pravila i predloga koje ljudi koriste da bi planirali i sprovodili svoje aktivnosti. ~~~ Ova faza se završava primenom akcionih programa.
LL@(0397) This phase ends with the implementation of the action programs V Self renewal, monitoring and stabilizing for assessing the effectiveness of the change programs in attaining the stated objectives. => V Samo-obnavljanje, praćenje i stabilizacija u cilju ocenjivanja efektivnosti programa promena u postizanju zacrtanih ciljeva.
LL@(0398) Once the problem has been corrected and a change program implemented and monitored, means must be devised to make sure that the new organizational behavior is stabilized and internalized. => Kada se problem ispravi/reši i kada se program promena primeni i prati, moraju se naći načini da se obezbedi da se novo organizaciono ponašanje stabilizuje i usvoji.
LL@(0399) Indication of success is when the system develops capability to maintain innovation without outside support VI Continuous improvement process the most important issue in this phase is determining the existence or not of the capacity of the leader to deal effectively with the use of power, and at the same time to achieve the organization vision A useful method to increase the potential of the action programs for organization development, in the model of organizational change, is to increase the range or the depth of the available data, by interview or questionnaire, as a fundament for a better prepared action programs. ~~~ 2.2. => Uspeh je na vidiku kad sistem razvije sposobnost da održi inovaciju bez podrške sa strane. 8 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.455 9 Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993, p.243 10 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 VI Neprekidni proces usavršavanja najvažnije u ovoj fazi jeste da se utvrdi da li je lider sposoban ili nije sposoban da efektivno koristi svoju moć, a u isto vreme da se postigne vizija organizacije. ~~~ Jedan koristan metod da se u okviru modela organizacione promene poveća potencijal akcionih programa u razvoju organizacije jeste da se poveća opseg ili dubina raspoloživih podataka, putem intervjua ili upitnika, a što je osnovna postavka bolje pripremljenih akcionih programa. 2.
LL@(0400) Dynamics of the action programs In order to create an action program for the organization development, that is dynamic and sustainable at the same time, measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed. => Dinamika akcionih programa Da bi se izradio akcioni program za organizacioni razvoj, program koji je istovremeno dinamičan i održiv, potrebno je meriti organizacioni napredak, stabilisati promenjeno željeno ponašanje i napraviti ukupnu evaluaciju akcionih programa.
LL@(0401) The feedback of information related to determining how efficiently the action program has been effected is a beginning of creating a dynamics of the action programs. => Povratna sprega informacija koje se odnose na procenu o tome koliko efikasno je akcioni program sproveden predstavlja početak stvaranja dinamike akcionih programa.
LL@(0402) Its importance is higher owing to the fact that it creates an organizational commitment among organizational members, that derives from the open communication and managements capability to reinforce the new behavior. => Njegov značaj je veći zato što ima za posledicu posvećenost članova organizacije samoj organizaciji, što proizilazi iz otvorene komunikacije i sposobnosti menadžmenta da nametne novu vrstu ponašanja.
LL@(0403) This changed behavior is a result of a continuous and profound change, implemented through the action programs. => Ovo izmenjeno ponašanje posledica je stalne i duboke promene primenjene putem akcionih programa.
LL@(0404) Probably the most intriguing phase of the dynamics of the programs refers to creating a stabilizing effect of the changes made in the whole or a section of the organization. => Verovatno najinteresantnija faza dinamike ovih programa odnosi se na postizanje stabilizujućeg efekta promena izvršenih u celoj organizaciji ili u jednom njenom delu.
LL@(0405) An effective indicator of the effects of the action programs is the level of direct or indirect reinforcement to maintain the reached modified behavior, the higher the direct reinforcement is, the lower tend to be the indirect reinforcement techniques, as a non desired state. => Jedan od efektivnih pokazatelja efekata akcionih programa jeste i nivo neposredne ili posredne prinude u cilju održavanja postignutog promenjenog ponašanja. [to je neposredna prinuda veća, slabije su tehnike posredne prinude, kao neželjeno stanje.
LL@(0406) In this cases, certain form of continuing assessment should be introduced against future time degradation of the achieved results. => U ovim slučajevima treba uvesti neke oblike stalnog procesa ocenjivanja, da se postignuti rezultati ne bi izgubili u budućnosti.
LL@(0407) The final evaluation of the action programs must take place in the framework of the detailed change process, leading to an increased performances and relationship among organizational members, and particularly in increased key factor indicators and bottom line measures. => Krajnja procena akcionih programa mora da se vrši u okviru detaljnog procesa promena, koji će dovesti do povećanog učinka i boljeg odnosa među članovima organizacije, a posebno u boljim ključnim pokazateljima i osnovnim merilima.
LL@(0408) By integrating the action programs in the model of action research, we develop the stages of the action research program11, on the following way: 1. => Uklapanjem akcionih programa u model akcionog istraživanja razvijamo faze programa akcionog istraživanja11 na sledeći način: ~~~ 1.
LL@(0409) Problem identification 2. => Identifikacija problema 2.
LL@(0410) Preliminary diagnosis 3. => Preliminarna dijagnoza 3.
LL@(0411) Data gathering from the client group 4. => Prikupljanje podataka od klijentske grupe 4.
LL@(0412) Data feedback to the client group 5. => Povratna informacija o podacima klijentskoj grupi 5.
LL@(0413) Joint evaluation of data 6. => Zajedničko ocenjivanje podataka 6.
LL@(0414) Joint action planning 7. => Zajedničko planiranje aktivnosti 7.
LL@(0415) Action or implementation of proposals for change 8. => Aktivnost na primeni predloga promena 8.
LL@(0416) Repeat the cycle fresh data gathering and feedback of results of change The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development. => Ponavljanje ciklusa ponovno prikupljanje podata ka i povratna informacija o rezultatima promena. ~~~ Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.
LL@(0417) Each contemporary organization must manage the action programs for organization development in the attempt to make the entire benefit in the organization processes, structure and entire behavior. => Svaka savremena organizacija mora da upravlja akcionim programima za organizacioni razvoj da bi postigla ukupni napredak u organizacionim procesima, strukturi i ukupnom ponašanju.
LL@(0418) CONCLUSION The organization development is not only a process of organizational improvement, but far more a process of deliberate and mutual inquiry and belief in the change efforts. => ZAKLJUČAK Organizacioni razvoj nije samo proces organizacionog usavršavanja, to je u mnogo većoj meri proces odlučnog i zajedničkog istraživanja i verovanja u postupke promena.
LL@(0419) On the other hand, the action research is not only a methodology, but an approach that shapes the methodological practices. => S druge strane, akciono istraživanje nije samo metodologija, već i pristup kojim se oblikuju metodološki postupci.
LL@(0420) It fully endeavors to make the most appropriate choice in various organization circumstances. => Ono je u potpunosti angažovano u nalaženju najboljeg izbora u različitim organizacionim okolnostima.
LL@(0421) The actual choice must be clear, transparent, articulated to each selves, to other inquiry partners, individually or as a members of the groups or teams and of the broader organization. => Stvarni izbor mora da bude jasan, transparentan, razumljiv nama samima, drugim saradnicima u istraživanju, pojedinačno ili kao članovima grupa ili timova, i konačno, široj organizaciji.
LL@(0422) The primary difference between the organization development and other behavioral science techniques is the application of the organizational wide approach to the functional, structural, technical and personal relationships in organizations. => Osnovna razlika između organizacionog razvoja i drugih bihejviorističkih tehnika jeste primena pristupa funkcionalnim, strukturnim, tehničkim i ličnim odnosima u organizacijama na nivou cele organizacije.
LL@(0423) 11 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 The organization perspective of the action research represents a major change from the traditional methods of management development and training. => Organizaciona perspektiva akcionog istraživanja predstavlja glavnu promenu u odnosu na tradicionalne metode razvijanja i obučavanja u menadžmentu.
LL@(0424) It functions through an iterative series of steps, involving data collection and joint problem solving, that brings about the new knowledge. => Ono funkcioniše putem jednog iterativnog niza koraka, i obuhvata prikupljanje podataka i zajedničko rešavanje problema, kojim se stiču nova znanja.
LL@(0425) Action research is the process of systematically data gathering for the system objective, or the particular need or objective of the system, implementing the data in the system, involving the action programs for organization development with the application of altering selected variables that are based on specific data or on hypothesis and monitoring and evaluating of the action programs in order to achieve the continuous and profound change. => Akciono istraživanje predstavlja proces sistematičnog prikupljanja podataka za ciljeve celog sistema ili za neke posebne potrebe ili ciljeve sistema, primenu podataka u sistemu, uključujući akcione programe za or 11 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 ganizacioni razvoj i primenu izabranih varijabli da bi se postigla trajna i duboka promena.
LL@(0426) The fundamental action research model consists of 16 phases, organized in 3 stages, that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage. => Osnovni model akcionog istraživanja ima 16 faza, organizovanih u 3 etape. ~~~ One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.
LL@(0427) The research and the change principles are prevalent both for the action research and the action change programs for organization development. => Principi istraživanja i promene preovlađuju i u programima akcionog istraživanja i u programima akcionih programa u organizacionom razvoju.
LL@(0428) Action programs are vital for the long term capacity of creating and maintaining the reconfigurable organization, as a flexible and able to change on a various range of level, staring from the annual and ending with an hourly time frame. => Akcioni programi su od suštinskog značaja za dugoročnu sposobnost stvaranja i održavanja organizacije koja se preoblikuje, kao organizacije sposobne da se menja na raznim nivoima, kako na godišnjoj osnovi, tako i iz sata u sat.
LL@(0429) Once the action programs are implemented, its dynamics refer to measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed. => Kad se akcioni programi primene, potrebno je stalno meriti organizacioni progres, stabilizovatiati promenjeno željeno ponašanje i vršiti ukupnu ocenu akcionih programa.
LL@(0430) Finally, while the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances, the objective of the action programs for organization development inclines to establishing a continuous improvement process, self aware of the change needs and of the potential to allow the flow of fresh data from the environment, in order to further develop the capacities for a qualitative and planned change technique. => Konačno, dok je cilj modela akcionog istraživanja stvaranje novog organizacionog znanja i uvida koji će se koristiti u različitim organizacionim okolnostima, cilj akcionih programa za organizacioni razvoj jeste uspostavljanje neprekidnog procesa usavršavanja, svest o potrebama za promene i o potencijalima da se omogući protok svežih podataka iz okruženja, da bi se dalje razvijali kapaciteti za kvalitativne i planirane tehnike promene. ~~~ LITERATURA Š1Ë Beckhard R., Organization Development:
LL@(0431) LITERATURE Š1Ë Beckhard R., Organization Development: Strategies and Models, Addison Wesley, Reading, Mass, 1969 Š2Ë Cummings T.G. and Worley C.G., Organizational Development and Change, West Publishing Company, Minneapolis/St. Paul, 8th ed., 2004 Š3Ë Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993 Š4Ë Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006 Š5Ë Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001 Š6Ë Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001 Š7Ë Kogut B. and Zander U., Knowledge of the firm, combinative capabilities and the replication of technology, Organization Science, 1992, 3 (3) Š8Ë Pasmore A. W., Participation, Individual Development and Organization Change, Organizational Dynamics, June 1992, 18 (2) Š9Ë Paton R. A. and McCalman J., Change Management A Guide to Effective Implementation, Sage Publications, 3rd ed., Š10Ë Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005 Š11Ë Steward T. A., Rate Your Readiness for Change, Fortune, February 1994 Š12Ë Townley B., Cooper D.J., Oakes L., Performance Measures and the rationalization of the organizations, Organization Studies, 2003, 24 (7), Š13Ë Waddell D. M., Cummings T.G. and Worley C.G., Organization Development and Change, Nelson Thomson Learning, Melbourne, 2000 Upgrading Direct Marketing by Using the CRM Concept UDC 004.738.5:658.8 mr Ivana Domazet, mr Jovan Zubović, dr Božo Drašković Institute of Economics, ivanad¿ien.bg.ac.yu , jovanz¿ien.bg.ac.yu, dbozo¿ien.bg.ac.yu XI International Symposium SymOrg 2008. => Strategies and Models, Addison Wesley, Reading, Mass, 1969 Š2Ë Cummings T.G. and Worley C.G., Organizati onal Development and Change, West Publishing Company, Minneapolis/St. ~~~ Paul, 8th ed., Š3Ë Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993 Š4Ë Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006 Š5Ë Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001 Š6Ë Huczynski A. and Buchanan D., Organizatio nal Behaviour, Prentice Hall International, 4th ed., 2001 Š7Ë Kogut B. and Zander U., Knowledge of the firm, combinative capabilities and the replication of technology, Organization Science, 1992, 3 (3) Š8Ë Pasmore A. W., Participation, Individual Development and Organization Change, Organizational Dynamics, June 1992, 18 (2) Š9Ë Paton R. A. and McCalman J., Change Mana gement A Guide to Effective Implementation, Sage Publications, 3rd ed., 2008 Š10Ë Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, Š11Ë Steward T. A., Rate Your Readiness for Change, Fortune, February 1994 Š12Ë Townley B., Cooper D.J., Oakes L., Performance Measures and the rationalization of the organizations, Organization Studies, 2003, 24 (7), Š13Ë Waddell D. M., Cummings T.G. and Worley C.G., Organization Development and Change, Nelson Thomson Learning, Melbourne, CRM koncept u funkciji unapređenja direktnog marketinga UDK 004.738.5:658.8 mr Ivana Domazet, mr Jovan Zubović, dr Božo Drašković Institut ekonomskih nauka, ivanad¿ien.bg.ac.yu, jovanz¿ien.bg.ac.yu, dbozo¿ien.bg.ac.yu XI internacionalni simpozijum SymOrg 2008. 10.-13.. septembar 2008.
LL@(0432) 10th-13th September 2008. ~~~ Belgrade, Serbia Mass communication techniques and promotion mix which included advertising and sales promotion were favuored in previous decades. ~~~ Recently direct marketing as a new tool with high development potential has become their competitor. => Beograd, Srbija Tehnike masovnih komunikacija, toliko favorizovane proteklih decenija, i promotivni miks koji se uglavnom sastojao od sredstava kao što su oglašavanje i unapređenje prodaje, dobili su konkurenta sa izuzetnim razvojnim potencijalom direktni marketing.
LL@(0433) Target markets and media became very fragmented and thus inhibit companies efforts to approach mass markets. => Ciljni auditorijum i mediji postali su vrlo fragmentirani, zbog čega je kompanijama teško da dopru do masovnog tržišta.
LL@(0434) Direct marketing is a tool which comprises precise targeting of customers by using a variety of different techniques like data bases, e-marketing, direct mail, telemarketing, mobile marketing, promotion with direct response and catalogues marketing. => Direktni marketing je oblast koja podrazumeva precizno targetiranje kupaca upotrebom niza različitih tehnika uključujući baze podataka, e-marketing, direktnu poštu, telemarketing, mobilni marketing, propagandu sa direktnim odgovorom i kataloški marketing.
LL@(0435) Internet technologies offer several innovative tools for adapting marketing mix to specific business problems. => Internet tehnologije obezbeđuju neka vrlo inovativna sredstva za adaptiranje marketing miksa prema specifičnim poslovnim problemima.
LL@(0436) Improvement of the Internet created new business opportunities and potential competitive advantages, some of which are of lower costs and prices, a perfect customer service, a wider variety and a products customization. => Napredak interneta je omogućio nove poslovne mogućnosti i potencijalne prednosti nad konkurentima, kao što su niži troškovi i cene, izuzetnu uslugu prema kupcima, veći izbor i kastumizaciju proizvoda.
LL@(0437) Along with computer technology, the Internet and database software developments, a most important company activity is becoming a two way communication between the companies and their customers. => Paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.
LL@(0438) Customer relationship management (CRM) is a new concept which, as a result of changes made in management, strategic business planning and personalized customer services, develops fast. => CRM ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.
LL@(0439) Developments of new information technologies have influence on business transactions to change from product push strategy to customer pull strategy, which will, as a result, change the position of the customer in the chain value. => Razvoj novih informacionih tehnologija utiče i na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.
LL@(0440) Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour. => Kupci, kao glavni assets preduzeća, postaju sofisticirani i sve zahtevniji pri kupovnom ponašanju.
LL@(0441)  => Otuda je bitno sagledati osnovne dimenzije Customer Relationship Managementa, koji može značajno unaprediti konkurentsku poziciju preduzeća:
LL@(0442) In order to improve the companys competitive position it is important to analyze several aspects of Customer Relationship Management: Customer Selection, Customer Acquisition, Customer Retention and Customer Growth. => Customer Selection (identifikacija, selekcija), Customer Acquisition (privlačenje), Customer Retention (zadržavanje), Customer Growth (rast, održavanje dugoročnih odnosa).
LL@(0443) 1. => 1.
LL@(0444) Introduction In order to adequately respond to the challenges of the modern business environment, we must take into account some specific features of the situation the Serbian economy and society are in, but also the developments of the world theory and practice, primarily in the fields of marketing and management. => Uvod Da bi se na pravi način odgovorilo izazovima savremenog poslovnog okruženja moraju se uvažavati specifičnosti situacije u kojima se nalazi srpska privreda i društvo, ali i savremena dostignuća svetske teorije i prakse, pre svega u oblasti marketinga i menadžmenta.
LL@(0445) New business strategy creation and the quality of business environment are key preconditions for the competitive growth of our economy. => Kreiranje poslovnih strategija i kvalitet poslovnog okruženja bitni su preduslovi za jačanje konkurentnosti privrede.
LL@(0446) The growth in Serbian competitiveness should be sought in shifting the focus towards the microeconomic level of the business decision making, as well as in adopting a new philosophy of production strategic management and innovation. => Unapredjenje konkurentnosti Srbije treba tražiti u pomeranju fokusa na mikroekonomski nivo donošenja poslovnih odluka, kao i u prihvatanju nove filozofije privredjivanja strategijskom upravljanju i inovativnosti.
LL@(0447) One way to significantly enhance the competitive level is the development of direct marketing via the CRM (Customer Relationship Managemant) concept. => Jedan od načina kojima se može značajno uticati na podizanje nivoa konkurentnosti je razvoj direktnog marketinga kroz koncept CRM (Customer Relationship Management).
LL@(0448) The focus of market oriented business shifts increasingly towards the consumers, as companies become aware of the growing importance and role the consumers play in profitable business activities. => Fokus tržišnog poslovanja pomera se sve više ka potrošačima, jer kompanije postaju svesne rastućeg značaja i uloge koje potrošač ima u profitabilnom poslovanju.
LL@(0449) The companies explore, monitor and try to identify the existing and anticipate the customers future needs and desires, since the basic aim of any company is to meet the needs in a profitable way and create customer loyalty, as basis of a long-term growth. => Kompanije istražuju, prate i pokušavaju da prepoznaju postojeće i anticipiraju buduće potrebe i želje potrošača, jer je bazični cilj svake kompanije profitabilno zadovoljenje potreba i stvaranje lojalnosti potrošača, kao osnove dugoročnog rasta.
LL@(0450) The companies response to the change in demand, as well as a continuous adjusting the products and/or services to the customers needs are only some elements that affect the customers overall satisfaction and loyalty. => Reakcije kompanija na promene potreba, kao i kontinuelno prilagođavanje proizvoda i/ili usluga zahtevima potrošača samo su neki od elemenata koji utiču na ukupno zadovoljstvo i lojalnost potrošača.
LL@(0451) It is necessary to carry on a segmentation and targeting processes of prospective clients and create marketing campaigns geared to each segment individually. => Potrebno je izvršiti segmentaciju i targetiranje potencijalnih klijenata i kreirati marketinške kampanje prilagođene svakom segmentu zasebno. 2.
LL@(0452) 2. ~~~ Features and concepts of direct marketing Direct marketing is an activity by which a direct relationship between the company and a customer is created, its basic features being: 1. the direct marketing is interactive, which means that there is a two-way communication, i.e., a mutual contact between the participants (the company and the customer) in the communication process; 2. the direct marketing implies (prompt) response or customers reaction. => Karakteristike i koncepti direktnog marketinga Direktan marketing je aktivnost koja stvara i eksploatiše direktan odnos između kompanije i kupca a njegove osnovne karakteristike su:
LL@(0453) The customers response may be: a telephone call, direct mail, an enquiry to get more specific information, an order, etc. => 1. direktan marketing je interaktivan, što znači da postoji dvosmerna komunikacija, tj. obostrani kontakt između učesnika (preduzeća i kupca) u procesu komuniciranja. 2. direktan marketing implicira (trenutni) odgovor odnosno reakciju kupca.
LL@(0454)  => Odgovor (reakcija) kupca može biti: telefonski poziv, slanje adrese, upit odnosno zahtev za podrobnijim informacijama, narudžbina, i sl.
LL@(0455) 3. the results of the direct marketing activities (customers response or reactions) are measurable. => Zbog toga se često direktni marketing naziva i marketing direktnog odgovora ili marketing direktnog naručivanja. 3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.
LL@(0456) The results of the direct marketing activities are most commonly expressed in the form of response rates, which specifies a percentage share of the number of customers responding within a total number of contacted customers, or in the form of a rate of conversion of enquiries into orders, that specifies a percentage share of the number of orders in the total number of enquiries. => Rezultati akcija direktnog marketinga najčešće se izražavaju u obliku stope odziva, koja izražava procentualni udeo broja kupaca koji su reagovali u ukupnom broju «kontaktiranih» kupaca, ili u obliku stope konverzije pitanja u porudžbine, koja izražava procentualno učešće broja porudžbina u ukupnom broju upita.
LL@(0457) Compared to the mass marketing (marketing based on varied forms of mass communication with customers), the direct marketing has a number of advantages (1, pp. 315-319): Precise aiming (targeting) addressing specific, well defined target segments of existing and prospective consumers; Controlability a possibility to control the media, message and other elements of the direct marketing campaign, such as the timing of activity, costs, etc.; Personalization a possibility of addressing consumers on an individual basis; on the basis of a historical analysis of purchases, a psychographic analysis and an updated and well-developed database it is possible to create messages in such a way that they appear to be made to measure of each individual customer. => U odnosu na masovni marketing (marketing zasnovan na raznim oblicima masovnog komuniciranja sa kupcima), direktni marketing ima niz prednosti (1, str. 315-319): ~~~ Precizno ciljanje (targetiranje) obraćanje uskim, dobro definisanim ciljnim segmentima stvarnih i potencijalnih potrošača Kontrolabilnost mogućnost kontrole medija, poruke i drugih elemenata kampanje direktnog marketinga, kao što su vreme sprovođenja akcije, troškovi i sl. ~~~ Personalizacija mogućnost individualnog obraćanja; na osnovu analize istorijata kupovina, psihografske analize, te ažurne i dobro razvijene baze podataka moguće je kreirati poruke tako da izgledaju da su «skrojene po meri» svakog kupca ponaosob.
LL@(0458) This is why direct marketing is often called the one-to-one marketing. => Zbog ove osobine direktan marketing se često zove «jedan na jedan» marketing.
LL@(0459) Invisibility of strategy direct marketing is good in concealing the marketers strategy from the competition. ~~~ Economising modern database management systems allow direct marketers to select the best prospective buyers (prospects) for any product they wish to sell, and therefore reduce costs by the unit of order. => Nevidljivost strategije direktan marketing dobro skriva strategiju marketara od konkurencije Ekonomičnost savremeni sistemi upravljanja bazama podataka omogućavaju direktnim marketarima da izdvoje najbolje potencijalne kupce (prospekte) bilo kojeg proizvoda koji žele da prodaju i, na taj način, smanje troškove po jedinici narudžbine.
LL@(0460) Possibility of testing all variables affecting the success of the promotive campaign, such as mailing the customers list, the delivery size, the contents, the format of advertizing message, the shape and colour of letters, etc. => Mogućnost testiranja svih varijabli od kojih zavisi uspeh promotivne kampanje, kao što su mailing liste kupaca (liste slanja pošte), veličina pošiljke, sadržaj, format propagandne poruke, oblik i boja pisama i sl.
LL@(0461) Possibility of cross-sales analysing the database of the existing buyers of a given product, direct marketers can obtain information on the customers possible needs for other products; Possibility of creating long-term relationships with customers on the basis of updated and well-developed databases, the real, loyal and profitable customers can be identified with whom the company should create closer contacts and develop permanent relations; Possibility of integration with other elements of the marketing communication system direct marketing is easily supplemented by other elements of promotive and marketing mix, allowing for a welldevised and integrated marketing communication. => Mogućnost unakrsne prodaje analizom baze postojećih kupaca određenog proizvoda, direktni marketari mogu doći do informacija o mogućim potrebama kupaca za nekim drugim proizvodima. ~~~ Mogućnost razvijanja dugoročnih odnosa sa kupcima - na osnovu ažurnih i dobro razvijenih baza podataka mogu se identifikovati «pravi», odani i profitabilni kupci s kojima preduzeće treba da uspostavi bliži kontakt i razvija stalne odnose Mogućnost integrisanja sa ostalim elementima sistema marketinških komunikacija direktan marketing se uspešno dopunjuje sa ostalim ele mentima promotivnog i marketinškog miksa, omogućavajući dobro osmišljenu i integrisanu marketinšku komunikaciju.
LL@(0462) A basic drawback of direct marketing is reflected in very high innitial costs in attracting customers. => Osnovni nedostatak direktnog marketinga ogleda se u veoma visokim početnim troškovima pridobijanja kupaca.
LL@(0463) Direct mar keting can be an especially expensive form of promotion if used towards only one sale. => Direktan marketing može biti izuzetno skup oblik promocije ako se koristi samo za jednokratnu prodaju.
LL@(0464) Besides, certain forms of direct marketing, such as direct mail and telemarketing, are very aggressive and are an attack on the customers privacy. => Osim toga, pojedini oblici direktnog marketinga, kao što su direktna pošta i telemarketing, veoma su nametljivi i predstavljaju napad na privatnost kupaca.
LL@(0465) Finally, if used inefficiently, direct marketing may endanger the corporate reputation and result in a decrease in sales. => Konačno, ako se upotrebi neefikasno, direktan marketing može da ugrozi korporacijski imidž i da dovede do smanjenja prodaje.
LL@(0466) Forms of direct marketing are often defined in terms of media, or means used in conveying advertizing messages. => Oblici direktnog marketinga se često definišu u smislu medija odnosno sredstava koja se koriste za prenos propagandnih poruka.
LL@(0467) The basic media of direct marketing are: mailed media (direct mail and catalogues); printed media (newspapers and magazines), and electronic media (telephone, radio, television, ca ble television, the Internet). => Osnovni mediji direktnog marketinga su: poštanski mediji (direktna pošta i katalozi), štampani mediji (novine i časopisi) i elektronski mediji (telefon, radio, televizija, ka blovska televizija, Internet).
LL@(0468) A very large number of factors affect peoples behaviour and they can be classed as internal and external. => Na ponašanje ljudi kao potrošača utiče izuzetno veliki broj faktora koje možemo razvrstati u interne i eksterne.
LL@(0469) Internal factors (psychological) refer to the mental state, the customers personality and his/her character traits. => Interni faktori (psihološki) pripisuju se mentalnom stanju, ličnosti potrošača i njenim karakteristikama.
LL@(0470) They affect the formation of customers attitudes and views and are strongly influenced by external factors. => Utiču na formiranje stavova i mišljenja potrošača i pod snažnim su dejstvom eksternih faktora.
LL@(0471) External factors are environmentally created factors that affect customers. => Eksterni faktori su oni koji deluju na potrošače iz okruženja.
LL@(0472) Until the appearance of marketing as a scientific discipline that gave rise to a succession of other disciplines, the customer had a marginal position and a passive role. => Potrošač je imao periferno mesto i pasivnu ulogu sve do pojave marketinga kao naučne discipline iz koga se kasnije razvio čitav niz disciplina.
LL@(0473) The customers behaviour is a discipline focusing upon the customer and studies him/her both as an individual and as a member of the community, aiming to learn about their behaviour and about the factors that influence the behaviour. => Ponašanje potrošača je disciplina koja u fokusu ima potrošača, i proučava ga i kao individuu i kao člana zajednice, težeći da prodre u njegovo ponašanje i faktore koji na to ponašanje utiču.
LL@(0474) It does not, however, deal with the development and definition of the strategy of establishing and maintaining the customers relations, but serves as background for other disciplines that are being born. => Međutim, ne bavi se razvojem i definisanjem strategije uspostavljanja i održavanja odnosa sa kupcima, već služi kao baza za druge discipline koje su nastajale.
LL@(0475) In the past decade or so a succession of new marketing concepts have developed, giving the role and importance of marketing a new, long-term dimension and focusing on developing not only the loyalty, but also the long-term collaboration and partnership relations with key buyers and customers; therefore, as such, they present a dynamic aspect of direct marketing. => U poslednjih desetak godina razvio se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju jednu novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, te kao takvi predstavljaju dinamičan aspekt direktnog marketinga.
LL@(0476) The most commonly mentioned direct marketing concepts in this context are as follows: Relationship marketing; Customer Relationship Management (CRM); Retention marketing; Licenced marketing; Loyalty marketing; Database marketing; Interdependent marketing; One-to-one marketing; Frequency marketing; Partnership marketing; Real-time marketing. ~~~ 2.1. => U tom kontekstu najčešći spominjani koncepti direktnog marketinga su: ~~~ Relationship marketing; Customer Relationship Management (CRM); Marketing zadržavanja; Marketing sa dozvolom; Marketing lojalnosti; Database marketing; Međuzavisni marketing; 1:1 (One-to-One) marketing; Frequency marketing; Partnership marketing; Real-time marketing. 2.
LL@(0477) Relationship marketing: The relationship marketing paradigm dominates the modern marketing practice, but also the academic circles, regardless of the fact that the ideas it is based upon are not new. => Relationship marketing Paradigma relationship marketing dominira u praksi savremenog marketinga, ali i u naučnim krugovima, uprkos tome što ideje na kojima se zasniva nisu nove.
LL@(0478) The research has shown that the term relationship marketing is a specific challenge to the traditional marketing practice and academic thought. => Istraživanja su pokazala da termin relationship marketing predstavlja svojevrstan izazov tradicionalnoj marketing praksi i naučnoj misli.
LL@(0479) This is a new conception founded on the basic marketing premise, that it is a profitable way of meeting the customers needs, viewed in the long term. => To je nova koncepcija koja se bazira na osnovnoj pretpostavci marketinga, a to je profitabilno zadovoljavanje potreba potrošača, ali dugoročno posmatrano.
LL@(0480) The approaches to the development of programs and strategies as well as necessary elements differ as to whether, in terms of ensuring the ways of building stronger and longer-termed relations, it is regarded as a specific marketing field or as a development of the existing conceptions. => U zavisnosti od toga da li se posmatra kao posebna oblast marketinga ili kao nadogradnja postojećih koncepcija, u smislu obezbeđivanja načina za čvršće i dugotrajnije veze, razlikuju se i pristupi razvoju programa i strategija, te elemenata koji su potrebni za to.
LL@(0481) The importance of customers (and other partners) is stressed in a large number of cases, as is the development of long-term relationships with them, however, too much attention is paid to various sections of programmes and strategies, instead of their analysing as a whole. ~~~ Therefore some authors stress the types of rewards the companies are to ensure, others pay perticular attention to the customer cycle and the relationship marketing position within the organizational structure, while others still highlight the components and elements of the relation marketing, however, without a defined strategy and program, etc. => U dosta slučajeva se potencira značaj potrošača (i drugih partnera) i razvoja dugoročnih veza sa njima, ali se previše pažnje obraća na razne delove programa i strategija, umesto da se iste celovito posmatraju, pa tako neki autori pažnju posvećuju vrstama nagrada koje preduzeće treba da obezbede, drugi ciklusu potrošača i mestu relationship marketinga u organizacionoj strukturi, treći komponentama i elementima relationship marketimga, ali bez definisane strategije i programa itd.
LL@(0482) Relation marketing can, of course, be observed on different levels. => Treba napomenuti i da se relationship marketing može posmatrati i na različitim nivoima.
LL@(0483) The basic three are the following: Tactical level (similar to the activities in improving sales); Strategic level (stress on the development of part nership relations with customers); Philosophical level (reflects the essence of the marketing philosophy the whole organization focuses upon the delivery of total satisfaction to customers and maintanance of its own business). => Tako su tri osnovna: ~~~ Taktički nivo (sličnost sa aktivnostima unapređe nja prodaje); Strateški nivo (naglasak na razvijanju partner skih odnosa sa potrošačima); Filozofski nivo (odražava suštinu filozofije marketinga-celokupna organizacija je fokusirana na isporuku totalne satisfakcije potrošačima i održavanje i razvijanje svog biznisa).
LL@(0484) A large extent of interrelations is seen between relationship marketing and direct marketing and the CRM concept via different types of loyalty marketing which in turn can be viewed both as a separate conception and as part of relationship marketing. => Preplitanje relationship marketinga naročito je veliko sa direktnim marketingom i CRM konceptom kroz različite vrste loyalty marketinga, koji se može posmatrati i kao zasebna koncepcija i kao deo relationship marketinga. 2.
LL@(0485) 2.2. ~~~ Customer Relationship Management (CRM) The CRM (Customer Relation Management) or managing the relationship with customers is a relatively recent concept that increasingly improves, due to the changes in management, in strategic business planning and in the personalized customer service. => Customer Relationship Management (CRM) CRM (Customer Relationship Management) ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.
LL@(0486) In a modern market-oriented economy, alongside the advance of the computer technology, the Internet and database creating software, the two-way communication between the company and its customers or clients becomes a priority in business activities. => U savremenoj tržišnoj privredi, paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.
LL@(0487) The Internet technology affects the changes in business transactions from the product push strategy to the customers pull strategy, namely, the change that will result into the change of the customers position in the value chain. => Internet tehnologija utiče na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.
LL@(0488) Hence it is of vital importance to consider the elementary dimensions of the Customer Relationship Management (2, pp. 81-86): (cid:190) Customer selection; (cid:190) Customer acquisition; (cid:190) Customer retention; (cid:190) Customer growth. => Otuda je bitno sagledati osnovne dimenzije Customer Relationship Managementa (2, str.81-86): (cid: ~~~ Customer selection (identifikacija, selekcija) (cid: ~~~ Customer acquisition (privlačenje) (cid: ~~~ Customer retention (zadržavanje) (cid:
LL@(0489) The CRM means the possibilities, the methodology and the technology that allows for a company to work through the customer relationship regulation. => Customer growth (rast, održavanje dugoročnih odnosa) CRM podrazumeva mogućnosti, metadologiju i tehnologiju koja omogućava da funkcioniše preduzeće kroz regulisanje odnosa sa potrošačima.
LL@(0490) The basic purpose of the CRM is to enable the companies to manage customers more efficiently by presenting reliable systems, processes and procedures. => Osnovna svrha CRM je da omogući preduzećima da bolje upravljaju potrošačima kroz predstavljanje pouzdanih sistema, procesa i procedura.
LL@(0491) The CRM is a corporative level of the strategy focusing on creating and maintaining lasting relationships with customers. => CRM je korporativni nivo strategije koja se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.
LL@(0492) There are a number of commercial CRM program packages supporting the CRM strategy in the market, however, it is not a technology per se, but a substantial change in the organizational philosophy, that places the stress upon the customer. => Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.
LL@(0493) These program packages, i.e., the development of a respective software and hardware, allow for the CRM system to become a largely automated process, the purpose of which is not only to offer information, but to serve as a significant support in decision making and in the market situation analysis. => Ti programski paketi tj. razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.
LL@(0494) A successful CRM strategy, however, cannot be carried out by just installing and integrating the program package and cannot be executed in a moment. => Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.
LL@(0495) Change must occur on all levels, including the company policy, employee trainings, marketing systems, information management etc. => Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i sl.
LL@(0496) This means that all the aspects of business must be harmonized with the CRM principles. => To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.
LL@(0497) In order to be efficient, the CRM process must be integrated via marketing, sales, as well as via the customer relationship. => Da bi bio efikasan CRM proces mora da bude integrisan kroz marketing, prodaju i kroz odnos sa potrošačima.
LL@(0498) A valid CRM has to: identify factors that contribute to a successful cus tomer relationship; create a customer relationship practice; adopt measures necessary to make a good CRM; develop a customer -friendly relationship; suggest questions to be put to customers in order to solve a problem; propose a solution to the customers complaining about the service; monitor all the sales aspects, as well as support to customers. => Dobar CRM mora da: identifikuje faktore koji doprinose uspešnom od nosu sa potrošačima, da stvori praksu odnosa sa potrošačima, da usvoji mere neophodne za dobar CRM, da razvije proces koji će pogodovati potrošačima, da preporuči pitanja koja treba da se postave po trošačima kako bi se rešio problem, da preporuči rešenje za potrošače koji imaju žal bu na uslugu, da prati sve aspekte prodaje kao i podršku potro šačima.
LL@(0499) In establishing the CRM segment in the company it is of greatest importance to specify the aspects that are crucial for its business, the information to be served to customers, to give an insight into the customers financial past record, to identify the effects of CRM segments and to identify unnecessary information. => Kada se uspostavlja CRM segment za preduzeće je najvažnije da precizira koji su najvažniji aspekti za njeno poslovanje, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata i identifikovati nepotrebne informacije.
LL@(0500) The possibility to eliminate the unnecessary information is a very important aspect of the CRM system implementation. => Mogućnost eleminisanja nepotrebnih informacija je veoma važan aspekt primene CRM sistema.
LL@(0501) When creating a CRM structure, a very important task of the company should be the provision of as detailed information as possible for its primary (loyal) clients. => Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunih informacija za njihove primarne (lojalne) krijente.
LL@(0502) The CRM can be defined as a business strategy the purpose of which is to bring into accord the revenue and the profit with the customers satisfaction and the value delivered to them, taking into consideration a number of levels: measuring, customers behaviour, processes and technologies. => CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.
LL@(0503) For fruitful customer relationship to be developed it needs aligning all the elements in the company. => Za razvoj uspešnih odnosa sa potrošačima potrebno je ukomponovati sve elemente u preduzeću.
LL@(0504) The necessary elements in building a fruitful customer relationship are: knowledge (market and customers appreciation); targeting, i.e., offer stremlining and adapting; sales (customer acquisition); service (customer retention). => Osnovni elementi za građenje uspešne veze sa potrošačima su: znanje (razumevanje tržišta i potrošača), targetiranje, odnosno usmeravanje i prilagođava nje ponude, prodaja (pridobijanje potrošača), usluga (zadržavanje potrošača).
LL@(0505) Of crucial importance are strategy planning and development, organization, implementation, as well as the CRM process control. => Od izuzetnog značaja je planiranje i razvijanje strategije, organizacija, implementacija kao i kontrola CRM procesa.
LL@(0506) Therefore the process of successful CRM concept implementation can be observed through (3): strategy development; information analysis; needs identification (appreciation of customers, their needs and desires); change definition (corporative revolution from a reactive towards a proactive approach); building the future (building the corporate business and technical structures to deliver the expected benefits to the customers); measuring results and improving the CRM system. => Otuda se proces uspešne primene CRM koncepta može posmatrati kroz (3): razvijanje strategije, analiziranje informacija, identifikovanje potreba (spoznaja potrošača, nji hovih želja i potreba), definisanje promene (korporativna revolucija od reaktivnog ka proaktivnom pristupu), građenje budućnosti (konstruisanje poslovne i tehničke strukture u preduzeću koja će isporučiti očekivane koristi potrošačima), merenje rezultata i unapređivanje CRM sistema.
LL@(0507) While the transaction marketing, based on the idea that the customer should be subject to some influence so that the transaction be effected as fast and as efficiently as pos sible, the new marketing and relationship management concepts insist upon creating and maintaining contacts with every individual buyer (4, pp. 164-195) even after the transaction has been completed, which significantly contributes to the increase in the companys competitive advantage. => Za razliku od transakcionog marketinga, koji se zasniva na ideji da se utiče na potrošača, kako bi se transak cija što brže i lakše obavila, novim konceptom marketinga i menadžmenta odnosa, insistira se na uspostavljanju i održavanju kontakta sa svakim pojedinim kupcem (4, str. 164-195) i onda kada je transakcija završena, što značajno doprinosi povećanju konkurentne prednosti preduzeća.
LL@(0508) A research carried out in the EU in 2006 confirmed that the firms without a developed CRM: lose an average of 50 percent of their clients over the period of five years; about 65 percent lost clients have actually left be cause of bad service and communication; the costs of acquiring a new customer are five times the costs of retaining the old one. => Istraživanje sprovedeno tokom 2006. godine u EU je potvrdilo da firme koje nemaju razvijen CRM: u proseku izgube 50% svojih klijenata svakih pet godina, oko 65% od svih izgubljenih klijenata je otišlo zbog loše usluge i komunikacije, troškovi pridobijanja novog klijenta su pet puta viši nego troškovi zadržavanja starog.
LL@(0509) Whereas the firms with a developed CRM concept: grow approximately 60 percent faster compared to the competition without a developed CRM; expand their market by the rate of 6 percent annu ally; charge 10 percent plus for their products; realize the return on investment (ROI) of 12 per cent; a 5 percent increase in the customer loyalty may result in a 25-85 percent increase in profitability. => Dok firme koje imaju razvijen CRM koncept: rastu skoro 60% brže od konkurencije koja ne ma razvijen CRM, proširuju tržište za 6% godišnje, naplaćuju 10% više za svoje proizvode, ostvaruju povratak na investiciju (ROI) od 12%, povećanje odanosti klijenata za 5% može da rezultira u povećanju profitabilnosti od 25% - 85%.
LL@(0510) The CRM focuses upon creation and maintenance of lasting relationships with the customers. => CRM se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.
LL@(0511) Although there are a number of commercial CRM program packages in the market that support the CRM strategy, it is not a technology by itself; it is rather a crucial change in the organizational philosophy that places a customer in the centre of attention. => Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.
LL@(0512) The program packages, i.e., the development of appropriate software and hardware allow for the CRM system to become a largely automated process, with a task not only to provide information, but to serve as significant logistics to decision making and the situation analysis in the market. => Ti programski paketi tj. razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.
LL@(0513) A successful CRM strategy however cannot be conducted by just a simple installation and integration of a program package and cannot be executed overnight. => Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.
LL@(0514) Changes have to occur on all the levels, including the company policy, the employee training, the marketing systems, information management, etc. => Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i sl.
LL@(0515) That means that all aspects of business must be shaped in accordance with the CRM principles. => To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.
LL@(0516) The efficiency of the CRM process, which should be integrated through marketing, sales, and customer relationships means (5): identification of factors contributing to successful customer relations; development of the customer relationship practice; development of customer-friendly processes; devising questions that will help solving potential customers problems in a most adequate way; suggesting the solution to the customers complain ing about a product/service; sales monitoring as well as customer support. => Efikasnost CRM procesa, koji treba da bude integrisan kroz marketing, prodaju i kroz odnos sa potrošačima podrazumeva (5): identifikaciju faktora koji doprinose uspešnom odnosu sa potrošačima, razvoj prakse odnosa sa potrošačima, razvoj procesa koji će pogodovati potrošačima, formulisanje pitanja koja bi na najadekvatniji način pomogla rešenju potencijalnih problema potrošača, preporuku rešenja za potrošače koji imaju žalbu na proizvod/uslugu, praćenje prodaje kao i podršku potrošačima.
LL@(0517) In establishing the CRM concepts it is most important that a company stipulate the key aspects of business, such as which information should be served to customers, what the customers financial history is, what the effects of the CRM segments are. => Pri uspostavljanju CRM koncepta za preduzeće je najvažnije da precizira najvažnije aspekte poslovanja, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata.
LL@(0518) A very important aspect, too, of the CRM structure implementation is the identification and elimination of unnecessary information. => Takodje, veoma važan aspekt primene CRM sistema je identifikovanje i eliminisanje nepotrebnih informacija.
LL@(0519) When creating a CRM structure, a major task of the company should be collecting as accurate as possible information on its primary (loyal) clients. => Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunijih informacija za njihove primarne (lojalne) klijente.
LL@(0520) In this context the CRM can be defined as a business strategy the purpose of which is to balance the revenues and the profit with the customers satisfaction and the value delivered to them, within which a number of levels should be taken into account: measuring, customers behaviour, processes, and technologies. => U tom kontekstu CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.
LL@(0521) The basic structure of the CRM is three-fold: Operational basic business processes (marketing, sales, services); Analytical serves as support in the analysis of customers behaviour and conducts the business philosophy and technology; Collaborative provides contacts with customers by way of telephone, fax, the Internet, mail, direct contacts, etc. => Bazična struktura CRM se sastoji od tri dela: ~~~ Operativni osnovni biznis procesi (marketing, prodaja, usluge); Analitički predstavlja podršku u analizi ponašanja potrošača i sprovodi filozofiju poslovanja kao i tehnologiju; Saradnički omogućava kontakt sa potrošačima putem telefona, fax-a, interneta, poštom, lično itd.
LL@(0522) The Customer Relationship Management combines the business strategy and technology aiming to identify, attract and retain long-term relations with customers by creating value that results from the interaction between a business organization and customers. => Customer Relationship Management kombinuje poslovnu strategiju i tehnologiju sa ciljem da identifikuje, privuče i održi dugoročne odnose sa kupcima stvaranjem vrednosti, koja nastaje kao rezultat interakcije poslovne organizacije i kupaca.
LL@(0523) The CRM includes the knowledge of strategic management and Internet technologies, and the purpose of this concept is to identify the opportunity to establish profitable relations with clients, creating new relationships as well as retaining such profitable customer relationships. => CRM uključuje poznavanje strateškog menadžmenta i Internet tehnologija, a svrha ovog koncepta je - identifikacija mogućnosti za uspostavljanje profitabilnih odnosa sa klijentima, formiranje odnosa, kao i zadržavanje (retencija) profitabilnih odnosa sa klijentima.
LL@(0524) As a strategic set of activities the CRM starts with a detailed analysis of the companys organizational strategy, and ends with measuring value for shareholders. => CRM kao strateški skup aktivnosti započinje detaljnom analizom organizacione strategije preduzeća, a završava se merenjem vrednosti za shareholdere.
LL@(0525) The concept of competitive advantage that simultaneously generates value for both the customer and the company is a key to the CRM success, being a managerial approach to creating, developing and establishing relationships with precisely defined target groups in order to optimize the value for the customer, the corporate profitability and consequently, the value for the stakeholders. => Pojam konkurentske prednosti, koja istovremeno generiše vrednost za kupca i za kompaniju, jeste ključ uspeha CRM-a, koji predstavlja menadžerski pristup kreiranju, razvoju i uspostavljanju odnosa sa precizno definisanim ciljnim grupama u cilju optimizacije vrednosti za kupca, korporativne profitabilnosti, pa samim tim, i vrednosti stakeholdera.
LL@(0526) It is for this reason that the CRM is highly positioned on the priority list of the modern corporate agenda and is closely associated to employing information technologies, necessary in implementation of customer relations marketing strategies. => Ovo je razlog zbog čega se CRM pozicionira visoko na listi prioriteta današnje korporativne agende i tesno je povezan sa korišćenjem informacionih tehnologija, neophodnih za implementaciju marketinških strategija odnosa sa kupcima. 3.
LL@(0527) 3. ~~~ The long-term customer relationships development strategy The long-term customer relationships concept must always have in mind the value chain of the customer relationships development, that is, the activities to be undertaken in order that profitable relationships should be developed. => Strategija razvoja dugoročnih odnosa sa potrošačima Koncept razvoja dugoročnih odnosa sa potrošačima mora voditi računa o lancu vrednosti upravljanja odnosima sa potrošačima, odnosno o aktivnostima koje treba preduzeti da se razviju profitabilni odnosi.
LL@(0528) The customer relationships management chain is based upon four steps: definition of offer value; segmentation, targeting and positioning; business operations and delivery systems; measuring and feedback. => Lanac upravljanja odnosima sa potrošačima zasniva se na četiri koraka: definisanje vrednosti ponude; segmentacija, targetiranje i pozicioniranje, sistem poslovnih operacija i isporuke; merenja i povratna sprega.
LL@(0529) Strategy is the basis of the development of long-term relations with customers and key partners. => Strategija je osnova razvoja dugoročnih odnosa sa potrošačima i ključnim partnerima.
LL@(0530) The basic aim is to deliver a quality service and thus enhance a lasting customer satisfaction, which is a precondition of unquestioned loyalty. => Osnovni cilj je da se isporučivanjem kvalitetne usluge utiče na dugoročnu satisfakciju potrošača, koja je glavni preduslov pune lojalnosti.
LL@(0531) Customers loyalty means the rise in profits which all affects the satisfaction and loyalty of employees in a services delivering company (customer and employee satisfactions are mutually conditioned). => Lojalnost potrošača znači i porast profita, što sve utiče na satisfakciju i lojalnost zaposlenih u uslužnom preduzeću (satisfakcija potrošača i zaposlenih međusobno je uslovljena).
LL@(0532) In order that the concept be conducted there must be some basic preconditions, and they are defined as to the concept needs. => Moraju postojati osnovne pretpostavke da bi se koncept sproveo i one su definisane polazeći od potreba koncepta.
LL@(0533) They comprise (6, pp. 124 126): Top management, leadrship and vision oriented, expert and competent, aware of the value and importance of services marketing and long-term relationship development; Project team to introduce a concept into the organizational business practice, for the service providing companies that have not implemented it so far; Designing an appropriate micro- and macro-organizational structure of the company oriented to customers and to services; A governing service corporate culture; Appropriate technical-technological preconditions (primarily as regards the development of a data basis and information technology); Availability of the required human resources on various levels, the key factor being the persons that interact with clients; The necessary capital. => One u sebi sadrže (6, str. 124-126): ~~~ Top menadžment, liderski i vizionarski orijentisan, stručan i sposoban, svestan vrednosti i značaja marketinga usluga i razvoja dugoročnih odnosa; Projektni tim za uvođenje koncepta u poslovnu praksu preduzeća, za uslužna preduzeća koja ga do tada nisu primenjivala; Dizajniranje odgovarajuće mikro i makro organizacione strukture preduzeća u skladu sa orijentacijom na potrošače i usluživanje; Vladajuću uslužnu korporativnu kulturu; Odgovarajuće tehničko-tehnološke pretpostavke (pre svega u pogledu razvoja baze podataka i informatičke tehnologije); Raspolaganje potrebnim ljudskim resursima, na različitim nivoima, pri čemu su osobe koje stupaju u interakciju sa klijentima ključan faktor; Potrebna finansijska sredstva.
LL@(0534) The phases of the long-term relationshipss with customers include: data collecting, data analysis, establishing and maintainance of long-term relationships, as well as the concept implementation monitoring, analysis, and control. => Faze razvoja dugoročnih odnosa sa potrošačima obuhvataju: prikupljanje podataka, analizu podataka, uspostavljanje i održavanje dugoročnih odnosa, kao i praćenje, analizu i kontrolu sprovođenja koncepta.
LL@(0535) The basic elements of the long-term relationships development stem from the elements necessary for a proper functioning of marketing in the field of services, and they are the following: Getting to know the consumers, their needs and desires, their characteristics, the influence of certain factors upon their conduct; Marketing, i.e., market-oriented thinking; Achievements of modern concepts that place the emphasis upon the customer relationships nurturing; Company capabilities and needs; Understanding the role and importance of every individual included in the service creation and delivery processes; Long-term way of thinking and behaviour; Operations are conducted company-wide. => Osnovni elementi razvoja dugoročnih odnosa proističu iz elemenata neophodnih za dobro funkcionisanje marketinga u uslužnim delatnostima, i to su: ~~~ Poznavanje potrošača, njegovih potreba i želja, karakteristika, uticaja pojedinih faktora na njegovo ponašanje; Marketinški odnosno tržišni način razmišljanja; Dostignuća savremenih koncepata koji akcenat stavljaju na razvoj odnosa sa potrošačima; Mogućnosti i potreba preduzeća; Shvatanje uloge i značaja svih osoba uključenih u proces kreiranja i isporuke usluge (vrednosti); Dugoročan način razmišljanja i ponašanja; Delovanje preduzeća kao celine. ~~~ Često se mogu uvesti neke nagrade koje su nepotrebne, u smislu da bi se klijenti ponašali na isti način i da ih nema, pa je to trošak; Nekad klijenti uspostavljaju saradnju ne zato što su lojalni, već prosto zato što nemaju izbora, odnosno nema odgovarajućih supstituta. ~~~ Sa promenom stanja može doći do negativnih efekata, jer će većina njih otići.
LL@(0536) Hence the process of long-term relationships development can be divided into the following steps: Data base formation; Customer identification and classification; Customer personalization; Customer differentiation according to their values and needs; Interaction with customers; A service process adjustment, treating every customer as an individual through direct contact or automated process; Loyalty program creation rewards and added values; Continuous concept improvement (control, meas uring and feedback information). => Na osnovu toga se proces razvoja dugoročnih odnosa može razložiti na sledeće korake: ~~~ Formiranje baze podataka; Identifikovanje i klasifikovanje potrošača; Prepoznavanje (personalizacija) potrošača, Diferencijacija potrošača po njihovim vrednosti ma i potrebama; Interakcija sa potrošačima; Prilagođavanje uslužnog procesa, tretiranje svakog potrošača kao pojedinca kroz lični kontakt ili automatizirani proces; Kreiranje programa lojalnosti nagrada i dodat nih vrednosti; Stalno unapređenje koncepta (kontrola, merenje i feedback informacija).
LL@(0537) Introducing a new concept into the company is an investment into the future, therefore we must start from a planned long-term approach. => Uvođenje novog koncepta u preduzeću je investicija u budućnost, stoga se mora poći od planskog dugoročnog pristupa.
LL@(0538) The company must analyse the profitability of investment into the concept development and must compare its performance and results to the results of the leading companies in the industry and wider. => Preduzeće mora izvršiti analizu isplativosti ulaganja u razvoj koncepta i mora upoređivati svoje performanse i rezultate sa rezultatima vodećih preduzeća u grani i šire.
LL@(0539) At the same time, specific features of the company must be properly observed. => U isto vreme se moraju uvažiti specifičnosti koje svako preduzeće poseduje.
LL@(0540) Threats and possible errors in the concept implementation have to be located and corrected. => Opasnosti i moguće greške u primeni koncepta treba locirati i otkloniti.
LL@(0541) In the analysis of strengths and weaknesses in the concept implementation special attention should be paid to the following potential problems (7, 106): An assumption that the customer does want longterm relationships to be built (perhaps there is no reason whatsoever that the customer would ever want to go back to the seller, or the customer chooses to avoid being dependent on the seller); An assumption that a client (individual) is willing to interact and act together. => U analizi dobrih i loših strana u primeni koncepta treba pre svega skrenuti pažnju na sledeće potencijalne probleme (7, 106):
LL@(0542) An assumption that an individuals satisfaction is sufficient per se; If clients are transferred to higher classes and are notified as to how important they are for the company, their expectations grow higher; A problem not to hurt the clients that are not the top ones, either as regards their profile, or the attention paid to them by the company, however their contribution is important; A problem of change in the rules governing the relationships with key clients-donors that may cause confusion; Certain awards are introduced that prove to be unnecessary, since the clients would act in the same way even without them, therefore this is unnecessary cost; Sometimes clients build a relationship, not because they are loyal, but because they have no other choice, i.e., there are no appropriate substitutes. => Pretpostavka da klijent uopšte želi izgradnju dugoročnih veza (možda sa njegove tačke gledišta nema razloga zašto bi kupac ikada poželeo da se vrati prodavcu ili kupac izbegava da postane zavistan od prodavca); Pretpostavka da je klijent (pojedinac) spreman na interakciju i zajedničko delovanje.
LL@(0543) The change in the situation may result into negative effects, since the majority will leave. ~~~ Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies. => Pretpostavka da je zadovoljstvo osobe dovoljno samo po sebi; Ukoliko se klijenti prebace u više klase, i stavi im se do znanja koliko su značajni za preduzeće, onda više i očekuju; Problem da se ne povrede klijenti koji nisu na vrhu ni po profitu, ni po pažnji koja im je od preduzeća upućena, ali imaju značajan doprinos; Problem promena pravila u odnosima sa ključnim klijentima-donatorima, koji mogu izazvati konfuziju i zbunjenost; Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.
LL@(0544) The concept of long-term relationships means a continual interaction between the company and the customers. => Koncept razvoja dugoročnih odnosa podrazumeva stalnu interakciju između preduzeća i potrošača.
LL@(0545) The communication between the company and customers is to ensure specific connections to be created, developed and improved. => Komunikacija između preduzeća i potrošača treba da obezbedi postojanje specifičnih veza treba da obezbedi postojanje specifičnih veza koje će biti razvijane i unapređivane.
LL@(0546) The course of these relationsips, i.e., the method and the site where the customer and the company meet and exchange information must also be paid attention to. => Mora se voditi računa i o toku odnosa tj. o načinu i mestima u kojima se potrošač i preduzeće susreću i razmenjuju informacije.
LL@(0547) To ensure the interaction we must achieve an accord between the interaction itself and the communication process, but also meet the other elemets affecting positive attitudes forming (personal experience, influences by friends and family,…), those that will favour the brand and be a precondition for loyalty. => Da bi interakcija bila obezbeđena mora da postoji sklad između nje i procesa komunikacije, ali i ispunjeni ostali elementi koji utiču na formiranje pozitivnih stavova (lično iskustvo, uticaj prijatelja i rodbine...) koji će favorizovati marku preduzeća i biti preduslov lojalnosti.
LL@(0548) The customer must be shown that the company cares about his satisfaction and his attitude. => Treba se staviti potrošaču do znanja da je preduzeću stalo do njegovog zadovoljstva i njegovog mišljenja.
LL@(0549) Especially important in developing the long-term relationships are the following types of communication with customers: direct contact (by telephone or in person); direct mail; Internet and e-mail In addition to these, the importance of certain promotional mass media (advertizing in the first place) and word-of-mouth advertizing must be understood. => Za razvoj dugoročnih odnosa naročito su značajni sledeći vidovi komunikacije sa potrošačima: personalni kontakt (putem telefona i lično), personalizovana pošta, internet i e-mail. ~~~ Osim ovih mora se shvatiti i značaj pojedinih masovnih sredstava promocije (pre svega propagande), te usmene propagande.
LL@(0550) Mass marketing in media is used parallelly, to acquire prospective new customers, but also to remind the existing customers of the products. => Masovna sredstva promocije koriste se uporedno, za privlačenje potencijalnih novih potrošača, ali i za prisutnost u svesti postojećih potrošača.
LL@(0551) The word-of-mouth advertizing is not under the direct control of the company. => Usmena propaganda se odvija van direktnog uticaja preduzeća.
LL@(0552) There are, however, some limits in the communication with customers and some rules that have to be observed (7, p. 207): do not innitiate interaction with the customer with out a clearly defined aim; do not ask the customer the same question more than once; carry out the interaction in between two customers choices (purchases); start interaction not with the product, but with a customer; interaction should be direct and adjusted to the concrete customer; make sure the customer (always) welcomes the in teraction; a good approach is to use a principle (and technology) of mass adjustment to reduce the costs and make the message personal; protect the customers privacy; innitiate the dialogue by putting at disposal a phone number to be dialled free, or printing the web site address on whatever is connected with the company (business cards, memeranda, billboards, etc.); make sure the customer is well aware of the value of the interaction, otherwise it will not serve its purpose; take care of the customers time (you cannot learn everything about the customer at once). => Međutim, postoje određene granice u komunikaciji sa potrošačima i moraju se poštovati neka pravila (7, str. 207): ne treba inicirati interakciju sa potrošačem ukoli ko ne postoji jasan cilj, ne pitati potrošača istu stvar više od jednog puta, interakcija se treba sprovesti u periodu između dva izbora (kupovine) potrošača, kada se ostvaruje interakcija počinje se sa potro šačem a ne sa proizvodom, interakcija mora biti lična i prilagođena konkret nom potrošaču, mora se utvrditi da li potrošač želi (uvek) interak ciju, poželjno je koristiti princip masovnog prilagođavanja (i tehnologiju) kako bi se snizili troškovi interakcije i poruka bila personalnog tipa, privatnost potrošača mora biti zaštićena, inicirati dijalog štampanjem broja telefona na koji se može uputiti besplatan poziv i štampanjem adrese web sajta na sve što ima veze sa preduzećem (vizit karte, memorandumi, bilbordi i sl.), uveriti se da potrošač vidi vrednost interakcije, jer u protivnom ona ne postiže svoju svrhu, voditi računa o potrošačevom vremenu (ne može se sve o potrošaču naučiti odjednom).
LL@(0553) Establishing a dialogue with the customer is important because: dialogue is a means to acquire information; information is translated into knowledge (that is, knowing the customer and his/her wishes and needs); knowledge serves as basis to adjusting the offer and achieving customer growth; efficient and effective action brings customers sat isfaction, customers trust and familiarity; customers satisfaction, trust, and commitment bring in their loyalty; loyalty brings profit. company to search for new, more efficient and more effective ways to enter the market, because the market performance of the company depends primarily upon how successful it is in meeting the customers needs, thus creating loyalty and consequently the growth in profits. => Stvaranje dijaloga sa potrošačem je važno jer: dijalogom se dolazi do informacija, informacije se pretvaraju u znanje (tj. poznava nje potrošača i njegovih želja i potreba), znanje predstavlja osnovu za prilagođavanje ponude i preduzimanje akcija preduzeća na uspostavljanju dugoročnih odnosa, efikasna i efektivna akcija dovodi do satisfakcije potrošača, kreiranja poverenja i familijarnosti, satisfakcija, poverenje i privrženost potrošača vo de lojalnosti, i lojalnost dovodi do profita. ~~~ ZAKLJUČAK Interakcijom sa potrošačima inicira se profitabilnost preduzeća i satisfakcija potrošača, jer savremeni uslovi poslovanja, sa veoma izraženom konkurencijom, zahtevaju od preduzeća da iznalazi nove, efektivnije i efikasnije načine nastupa na tržište, jer tržišni uspeh kompanije zavisi, pre svega, od toga koliko uspešno zadovoljava potrebe potrošača stvarajući lojalnost, koja utiče na nivo rasta profita.
LL@(0554) The majority of firms claim that their products and services are geared to the customers needs and requirements, however it does not show in practice. => I dok većina firmi tvrdi da su njihovi proizvodi i usluge prilagođeni potrebama i zahtevima potrošača, u praksi se to najčešće ne pokazuje.
LL@(0555) Reasons are numerous, the key ones being the inconsistent implementation of the marketing concept, the growing needs and desires of the modern customer and the limitations of the classic marketing approach. => Razloga ima više, a ključni su nedosledna primena marketing koncepta, rastuće potrebe i želje savremenog potrošača i ograničenja klasičnog marketing pristupa.
LL@(0556) To formulate the marketing strategy rules it is necessary that we know both the customer and the way he purchases and uses products and services, as well as what causes his satisfaction or dissatisfaction. => Da bi se formulisala pravilna marketing strategija potrebno je poznavati potrošača i način na koji on kupuje i troši proizvode i usluge, te na koji način sa javlja njegovo zadovoljstvo ili nezadovoljstvo.
LL@(0557) The overall activity must be market-, that is, customer- oriented. => Celokupna aktivnost mora biti okrenuta tržištu, odnosno potrošaču.
LL@(0558) The starting point must be the customers value for the company, hence the company has to adjust its behaviour to this fact, with the techniques and concepts of direct marketing contributing to this to a large extent. => Mora se poći od vrednosti potrošača za preduzeće i shodno tome preduzeće mora prilagoditi svoje ponašanje toj činjenici, čemu u značajnoj meri doprinose tehnike i koncepti direktnog marketinga.
LL@(0559) The last couple of decades of the twentieth century bring a succession of new marketing concepts giving the role and importance of the customer a new, long-term dimension and focusing upon developing not only loyalty, but also long-term collaborative relationships with key customers and consumers, with a significant aspect of personalization of these relationships. => Poslednjih decenija XX veka javlja se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, sa značajnim vidom personalizacije tih odnosa.
LL@(0560) The best and the most profitable customers merit the best treatment. => Najbolji i najprofitabilniji kupci zaslužuju i najbolji tretman.
LL@(0561) The marketers task is to identify his best customers and to maintain a continual and personalized communication with them. => Zadatak marketara je da identifikuje svoje najbolje kupce i da sa njima održava neprekidnu i personalizovanu komunikaciju.
LL@(0562) In order to obtain valid response and measurable results the marketing manager has to be trained to create the customers intelligence on the basis of hundreds of incoherent details that a number of sectors collect in a day. => Da bi se dobili valjani odgovori i merljivi rezultati marketing menadžer mora biti obučen da kreira inteligenciju kupca na osnovu desetina i stotina nepovezanih podataka koju nekoliko sektora sakuplja u toku dana.
LL@(0563) The CRM solutions are designed in such a way as to provide knowledge required to develop and implement smart strategies in order to maximize the customers profitability, thus ensuring the competitive advantage for the company. => CRM rešenja su tako dizajnirana da pružaju znanje koje je neophodno za razvoj i implementaciju pametnih strategija u cilju maksimiziranja kupčeve profitabilnosti, a time i obezbedjuju konkurentsku prednost preduzeća.
LL@(0564) The analysis of the CRM technologies helps us understand the customer, so we can avoid acting anew when a problem arises, but act proactively, discovering hidden possibilities to meet the increasing demand of the customers. => Analizom CRM tehnologija možemo razumeti kupca i nećemo ponovo reagovati kada dođe do problema, već ćemo proaktivno otkrivati skrivene mogućnosti za zadovoljenje sve većih zahteva kupaca.
LL@(0565) 4. ~~~ CONCLUSION The interaction with customers innitiates the companys profitability and the customers satisfaction, since modern, highly competitive, business conditions require the The key factors of the CRM concept success are the customers expectations the firms should anticipate. => Ključni faktor uspeha CRM koncepta predstavljaju očekivanja potrošača koja firme treba da anticipiraju.
LL@(0566) Hence it is necessary that a platform should be created which allows for the communication with the customers, for collecting and for the analysis of essential information they provide. => U tom cilju je neophodno napraviti platformu koja omogućava komunikacije sa potrošačoma, sakupljanje i analitiku bitnih informacija od njih.
LL@(0567) Specialised statistical software packages within the web-sites allow for monitoring and collecting replies to various questions that can be stored in a respective data base. => U okviru web site-ova, specijalizovani statistički softverski paketi omogućavaju nadgledanje i sakupljanje odgovora na razna pitanja koji se mogu čuvati u odgovarajućoj bazi podataka.
LL@(0568) Therefore the record can be kept on the customers habits and special interests they may have. => Na ovaj način se može voditi evidencija o potrošačkim navikama i njihovim specijalnim interesovanjima.
LL@(0569) The objective the companies wish to achieve is to influence prospective customers to buy, to subscribe, to register, to answer questionnaires and polls, to generate recommendations, thus contributing to the companys competitive position in the long run. => Cilj koji preduzeća žele da ostvare je da utiču na potencijalne kupce da kupuju, da se pretplate, da se registruju, odgovaraju na upite i ankete, da generišu preporuke, čime u krajnjoj instanci utiču na konkurentsku poziciju preduzeća.
LL@(0570) Prospective customers, as well as the company, have their own objectives satisfaction of their needs and understanding, as well as strategies to achieve what they planned. => Potencijalni kupci, kao i preduze će, imaju svoje ciljeve - zadovoljenje potreba i razumevanje, kao i strategije za postizanje planiranog.
LL@(0571) The measure of the companys ability to persuade prospective customers to plan action and carry it out is the conversion as a result of the companys effectiveness and the customers satisfaction. => Mera sposobnosti preduzeća da ubedi potencijalne kupce da planirane akciju i realizuju je konverzija kao rezultat efektivnosti preduzeća i zadovoljstva kupaca.
LL@(0572) The process during which the customer becomes and remains a real customer, contributing to the companys business by his loyalty, is based on proven principles that incorporate analysis, the art of communication, the CRM concept and the fundamental knowledge of economics. => Proces u kome potencijalni kupac postaje i ostaje stvarni kupac, koji svojom lojalnošću unapredjuje poslovanje preduzeća utemeljen je na proverenim principima koji uključuju analitiku, umetnost komunikacije, CRM koncept i fundamentalna ekonomska znanja. 5.
LL@(0573) REFERENCE Š1Ë Hanić Hasan, Principi marketinga, Beogradska Bankarska Akademija, Beograd, 2006. ~~~ Š2Ë Domazet I., J. Zubović, CRM (Customer Relationship Management) a factor of global competitiveness improvement (81-86), Medjunarodna naučna konferencijaManagement and Marketing und Management and Marketing Under Globalization /International Scientific, Ekonomski fakultet, Beograd, 2007. ~~~ Š3Ë www.crm-forum.com Š4Ë Milisavljević M., Maričić B., Gligorijević M., Osnovi marketinga, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2004. ~~~ Š5Ë www.en.wikipedia.org Š6Ë Maričić R. Branko, Ponašanje potrošača, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2005. ~~~ Š7Ë Veljković Saša, Marketing usluga, Centar za iz davačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2006. ~~~ Š8Ë Filipović V., Kostić Milica, Marketing menadžment-teorija i praksa, FON - Institut za menadžment, Beograd, 2003. ~~~ Š9Ë Rose S. Peter, Hundgins C. Sylvia, Bankarski menadžment i finansijske usluge, Data status, 2005. ~~~ Š10Ë Kotler Phillip, A Framework for Marketing Management, Prentice Hall, New Jersey, 2003. => LITERATURA Š1Ë Hanić Hasan, Principi marketinga, Beogradska Bankarska Akademija, Beograd, 2006. Š2Ë Domazet I., J. Zubović, CRM (Customer Re lationship Management) a factor of global competitiveness improvement (81-86), Medjunarodna naučna konferencijaManagement and Marketing und Management and Marketing Under Globalization /International Scientific, Ekonomski fakultet, Beograd, 2007. Š3Ë www.crm-forum.com Š4Ë Milisavljević M., Maričić B., Gligorijević M., Osnovi marketinga, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2004. Š5Ë www.en.wikipedia.org Š6Ë Maričić R. Branko, Ponašanje potrošača, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2005. Š7Ë Veljković Saša, Marketing usluga, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2006. Š8Ë Filipović V., Kostić Milica, Marketing menadž ment-teorija i praksa, FON - Institut za menadžment, Beograd, 2003. Š9Ë Rose S. Peter, Hundgins C. Sylvia, Bankarski menadžment i finansijske usluge, Data status, 2005. Š10Ë Kotler Phillip, A Framework for Marketing Management, Prentice Hall, New Jersey, 2003.
LL@(0574) Business Intelligence Model for Sales Analysis UDC 005.94 ; 005.52:658.8 MSc Suzana \ukić1, prof. dr Ljiljana Kašćelan2 1HERMES SoftLab Crna Gora 2Faculty of Economics, Podgorica As the technology is progressing and the dynamism of business environment is changing, not only the market competition keeps growing but the customers are starting to dominate the approach to the product. => Model poslovne inteligencije za analizu prodaje UDK 005.94; 005.52:658.8 MSc Suzana \ukić1, Prof. dr Ljiljana Kašćelan2 1HERMES SoftLab Crna Gora 2Ekonomski fakultet, Podgorica Tehnologija beleži sve veći napredak, dinamika poslovnog okruženja se menja, a uporedo sa tim povećava se i konkurencija na tržištu, a pristup potrošača proizvodu postaje sve dominantnije obeležje moderne trgovine.
LL@(0575) These days the supply exceeds the demand by far and we need more information and knowledge in order to build a better product and a product with added value. => Danas je ponuda višestruko veća od potražnje; stoga nam je potrebno mnogo više informacija i znanja da bismo mogli da napravimo bolji proizvod i to proizvod sa dodatom vrednošću.
LL@(0576) On the other side, we need to avoid being snowed under enormous amounts of internal and external data. => S druge strane, ne želimo da budemo zatrpani ogromnim brojem podataka i iznutra i spolja.
LL@(0577) The application of the business intelligence concept allows business systems to use only those pieces of information that, while being presented in the best way, are needed at a particular time to make business decisions. => Primenom koncepta poslovne inteligencije poslovni sistemi će biti u mogućnosti da primenjuju samo one informacije koje su, pored toga što su prikazane na najbolji način, potrebne u jednom određenom trenutku poslovnog odlučivanja.
LL@(0578) At the same time, if the concept is being implemented properly, the amount of data and information business system employees are receiving is being reduced, while simultaneously the quality is being increased. => Istovremeno, ako se ovaj koncept pravilno primenjuje, smanjiće se broj podataka koje zaposleni u tom poslovnom sistemu dobijaju, a kvalitet tih informacija će biti bolji.
LL@(0579) That is why the main objective of the business intelligence concept is to generate high-quality information business systems need in order to make correct business decisions. ~~~ 1. => Stoga je glavni cilj koncepta poslovne inteligencije da stvori visoko-kvalitetne informacije, potrebne poslovnim sistemima da bi doneli pravilne poslovne odluke. 1.
LL@(0580) Introduction We live in a time marked by ever-increasing acceleration and mutual interdependency. => Uvod @ivimo u doba koje odlikuju sve brži ritam i sve veća međusobna zavisnost.
LL@(0581) That is why the new economy favours global players who are quick to notice changes and challenges and meet their requirements. => Upravo zato se nova ekonomija okreće globalnim igračima koji su u stanju da brzo uoče promene i izazove i da odgovore na njihove zahteve.
LL@(0582) The times when you could build an information system easily and tomorrow, without a serious approach, are behind us. => Vremena u kojima ste mogli da kreirate neki informacioni sistem polako i sutra, da pritom nemate jedan ozbiljan pristup tom zadatku, daleko su za nama.
LL@(0583) With the dynamic development of information technologies - data gathering, storage, analysis, processing and use - modern management and communication with the environment start to have a new character. => Dinamičnim razvojem informacionih tehnologija prikupljanja, skladištenja, analize, obrade i korišćenja podataka savremeni menadžment i komunikacija sa okruženjem dobijaju novi karakter.
LL@(0584) Timely, complete and accurate information is one of the main business resources and is a key for making best business decision no matter what level we are talking about - operational or strategic management, current or long-term business activities. => Pravovremene, potpune i precizne informacije predstavljaju jedan od glavnih poslovnih resursa i ključ za donošenje najboljih poslovnih odluka, bez obzira o kojem nivou je reč o operativnom ili strateškom menadžmentu, o tekućem ili o dugoročnom poslovanju.
LL@(0585) Processing data, finding hidden relations between them, identifying new possibilities for better business efforts, all these are indispensable factors that help us make the best business decisions. => Obrada podataka, pronalaženje skrivenih odnosa među njima, identifikovanje novih mogućnosti za bolje poslovanje sve su ovo nezamenljivi faktori koji nam pomažu u donošenju najboljih poslovnih odluka.
LL@(0586) In turn, such decisions are necessary if our company is to survive and grow. => Opet, ovakve odluke je neophodno doneti ako kompanija treba da opstane i napreduje.
LL@(0587) Managing knowledge through business intelligence is a vital element of strategies of successful business systems that want to use information better in order to increase their market share, improve their relations with buyers and customers, increase profitability and hold market advantage over their rivals Š1,2Ë. => Upravljanje znanjem putem poslovne inteligencije predstavlja ključni element strategija uspešnih poslovnih sistema koji žele da koriste informacije na bolji način da bi povećali svoj udeo u tržistu, poboljšali odnose sa kupcima i potrošačima, povećali profitabilnost i zadržali tržišnu konkurentnost u odnosu na svoje takmace Š1,2Ë.
LL@(0588) This paper is elaborating on a concept of sale business intelligence analytic system in a trading firm Š3Ë; this includes: Identifying basic decision processes needed to analyze the sale of the company. => U ovom radu razvijamo koncept sistema poslovne inteligencije u analizi prodaje u jednoj trgovinskoj firmi Š3Ë; a obuhvatili smo sledeće: ~~~ Identifikovanje osnovnih procesa odlučivanja potrebnih za analizu prodaje te kompanije.
LL@(0589) Defining sources of data for the identified processes. => Definisanje izvora podataka za procese koje smo identifikovali.
LL@(0590) Implementing data mart, defining its objectives, design and realization. => Primenu tržišta podataka, definisanje njegovih ciljeva, dizajna i realizacije.
LL@(0591) Realizing the decision model, describing the way the OLAP tools are being used and presenting developed OLAP models. => Realizacija modela odluke, opis načina na koji se koriste OLAP alati i predstavljanje razvijenih OLAP modela.
LL@(0592) The results we get by using the proposed business intelligence system can be used in turn to learn more about the customers and suppliers in order to facilitate negotiations with them, use the existing resources more efficiently, become more competitive and make right decisions needed to attain a better market position - since we always have to keep in mind that the market becoming more global all the time. ~~~ 2. => Rezultati koje dobijemo primenom predloženog sistema poslovne inteligencije mogu se onda koristiti da se bolje upoznaju potrošači i dobavljači da bi se olakšali pregovori s njima, da bi se efikasnije koriatili postojeći resursi, da bi se povećala konkurentnost i donosile pravilne odluke potrebne za osvajanje bolje tržišne pozicije pošto uvek moramo da imamo na umu da je tržište svakim danom sve globalnije. 2.
LL@(0593) Identifica of decision models Today companies are operating in an environment of extreme competition and developed channels of distribution, where more goods are services are available than are needed. => Identifikacija modela odlučivanja Danas kompanije posluju u okruženju koje se odlikuje visokim nivoom konkurencije i razvijenim kanalima distribucije i u kojem se nudi više robe i usluga nego što je tržištu potrebno.
LL@(0594) In this time of the supply considerably exceeding the demand any increase of production is focused on increasing the amount of data and knowledge in order to produce a better product, a product with added value. => U ovo vreme, kada ponuda u značajnoj meri premaša potražnju, svako povećanje proizvodnje fokusira se na sve veći broj podataka i znanja sa ciljem da se proizvede bolji proizvod, proizvod koji sadrži i dodatu vrednost.
LL@(0595) Some companies are trying to gain strategic advantages through more efficient use of existing resources, including their information system. => Neke kompanije pokušavaju da steknu stratešku prednost putem efikasnije primene postojećih resursa, uključujući i informacioni sistem kojim raspolažu.
LL@(0596) By skilfully using analytical application one can turn data into information needed for making strategic decisions, thereby gaining advantage over his rivals. => Veštom primenom analitičkih aplikacija podaci se mogu preobratiti u informacije potrebne za donošenje strateških odluka, a time se postiže i prednost u odnosu na konkurenciju.
LL@(0597) The decision-making process is a generic process that can be applied to all forms of organized activities aimed at achieving a predefined goal. => Proces odlučivanja predstavlja generički proces koji se može primeniti na sve oblike organizovanih aktivnosti koje imaju za cilj postizanje unapred zacrtanog cilja.
LL@(0598) Our use of this process can be intentional or unintentional. => Mi ovaj proces možemo da primenimo namerno ili nenamerno.
LL@(0599) When trying to make deliberate decisions people do the following: consider all known available options; use the greatest available amount of data; carefully consider possible costs and benefits of every option; meticulously analyze the probability of various outcomes; invest the greatest possible amount of rational reasoning based on all abovementioned phases. => Kada donose namerne odluke, ljudi se ponašaju na sledeći način: uzimaju u obzir sve poznate opcije koje su im na raspolaganju, koriste najveći broj podataka koji im je na raspolaganju, pažljivo razmatraju moguće troškove i koristi koje donosi svaka posmatrana opcija, prilježno analiziraju verovatnoću različitih ishoda, veoma mnogo razmišljaju o posledicama uzimajući u obzir sve napred navedene faze.
LL@(0600) We do not analyze different types of data using the same method. => Različite vrste podataka ne analiziramo primenom istog metoda.
LL@(0601) It is important to indentify the best analytic method to apply to a certain type of data. => Važno je prepoznati najbolji analitički metod koji se može primeniti na određenu vrstu podataka.
LL@(0602) When the customer demand is defined, including the type of data and the method of data gathering and distribution, the choice of analytic method becomes the key for creating a highquality decision-making basis. => Pošto se definiše potražnja koju su izrazili potrošači, što obuhvata i vrstu podataka i metod prikupljanja i distribucije podataka, izbor metoda analize postaje ključ za stvaranje veoma kvalitetne baze za odlučivanje.
LL@(0603) For instance, a simple descriptive statistics can sometime provide a better basis than a sophisticated business econometric model. => Na primer, jednostavna deskriptivna statistika nekada može da posluži kao bolja osnova nego neki sofisticirani ekonometrijski poslovni model.
LL@(0604) Data analysis and ideal problem for OLAP reporting, since the source of data for such a multidimensional analysis can be found in every companys sale invoices. => Analiza podataka predstavlja idealni problem za izveštavanje OLAP, pošto se izvori podataka za ovakvu višedimenzionalnu analizu mogu naći na fakturama svake kompanije.
LL@(0605) The realized models that are presented in this paper help understand the relations between all critical aspects of the organizations (costs, income and profit). => Realizovani modeli koje predstavljamo u ovom radu pomažu nam da shvatimo odnose između svih kritičkih aspekata organizacija (troškovi, prihod i profit).
LL@(0606) Once this analysis is understood we can reduce a (possible) deviation between the planned and the real profit by modifying these elements. => Pošto shvatimo ovu analizu, modifikovanjem ovih elemenata možemo da smanjimo (moguća) odstupanja između planiranog i stvarnog profita.
LL@(0607) Also we can answer the following questions: Which are the best-selling products, what are the most profitable shops, which is the key product as far as sale results are concerned? => Takođe možemo da odgovorimo na sledeća piutanja: koji se proizvodi najbolje prodaju, koje prodavnice su najprofitabilnije, koji proizvod je najznačajniji u smislu uspeha u prodaji.
LL@(0608) Has my business practice improved or deteriorated since last year/quarter/month? => Da li se moje poslovanje poboljšalo ili pogoršalo u odnosu na prethodnu godinu/tro mesečje/mesec?
LL@(0609) It is possible to compare similar products over the same time period and that reveals which brands are sought by consumers. => Moguće je porediti slične proizvode u istom periodu vremena, a ovo poređenje može da pokaže koje brendove kupci najviše traže.
LL@(0610) These and many other answers make it easier for us to make best business decisions and discover relations that were not obvious before. => Ovi i mnogi drugi odgovori pomažu nam da donesemo najbolje poslovne odluke i da otkrijemo odnose koji do sada nisu bili vidljivi. 3.
LL@(0611) 3. ~~~ Data mart implementation A data warehouse includes a large quantity of data organized in smaller logical elements, data marts. => Primena tržišta podataka Skladište podataka obuhvata veliki broj podataka koji su organizovani u logičke elememnte manjeg obima, tržišta podataka.
LL@(0612) Data marts are usually subsets of logically linked data warehouse information that refers to a certain area. => To su obično podskupovi logički povezanih informacija iz skladišta podataka koje se odnosi na određenu oblast.
LL@(0613) A data mart that reflects a business segment of a company will enable us to implement an OLAP model. => Tržište podataka koje odražava poslovni segment kompanije omogućiće nam da primenimo model OLAP.
LL@(0614) Such a model makes the following analyses possible: Analyzing profit, income and sales according to customers, groups of products and years. => Ovakav model omogućava nam da uradimo sledeće analize:
LL@(0615) Analyzing sales according to producers, shops and years. => Analiza profita, dohotka i prodaje po potrošačima, po grupama proizvoda i po godinama.
LL@(0616) Analyzing profit according to months and shops in any desired year. => Analiza prodaje po proizvođaču, prodajnim mestima i godinama.
LL@(0617) Analyzing profit according to groups of products, shops and years. => Analiza profita prema mesecima i prodajnim mestima u bilo kojoj godini.
LL@(0618) Doing a comparative analysis of profit according to years, brand groups and customers. ~~~ Analyzing income, profit and cost according to products, shops, regions and years. => Komparativna analiza profita po godinama, po grupama brendova i po potrošačima, Analiza dohotka, profita i troškova u odnosu na proizvode, prodavnice, regione i godine.
LL@(0619) Analyzing profit in successive quarters. => Analiza profita u nekoliko tromesečja zaredom.
LL@(0620) Analyzing income according to months, products in selected years. => Analiza dohotka po mesecu ili po proizvodima u određenoj godini.
LL@(0621) Data marts can be used for exploration, data mining, managed inquiries or on-line analytical processing (OLAP) and they are a direct source of information for end customers. => Tržišta podataka mogu se koristiti za istraživanje, za iskopavanje podataka, za kontrolisane upite ili za analitičku obradu on-line (OLAP) i predstavljaju neposredni izvor informacija za krajnje korisnike.
LL@(0622) A data mart used for on-line analytical data processing needs to be easily and intuitively accessible by end users. => Tržište podataka koje se koristi za analitičku obradu podataka on-line treba da bude lako i intuitivno dostupno krajnjim korisnicima.
LL@(0623) The dimensional model is the best in such cases. => U ovakvim slučajevima najbolje je koristiti dimenzionalni model.
LL@(0624) The most frequently used method for managing linked multidimensional analysis data is the star schema. => Najčešće korišćeni metod za upravljanje vezanom multidimenzionalnom analizom podataka jeste šema zvezde.
LL@(0625) The fact table is in the centre of the schematic. => U centru šeme nalazi se tabela činjeničnog stanja.
LL@(0626) This table contains data for analysis and keys for links with dimension tables. => Ova tabela sadrži podatke za analizu i ključeve za veze sa dimenzionim tabelama.
LL@(0627) The fact table usually include several million short records. => Tabela činjeničnog stanja obično obuhvata nekoliko miliona kratkih zapisa.
LL@(0628) The records in the fact table are compressed in order to improve performance, while the dimension tables have fewer records, but these are bigger. => Ti zapisi u tabeli su kompresovani u cilju poboljšanja učinka. ~~~ Dimenzione tabele sadrže manji broj zapisa, ali su ovi zapisi obimniji.
LL@(0629) They give additional information for the fact table records by providing description, name and other text values. => Oni pružaju dodatne informacije u vezi sa zapisima na tabeli činjeničnog stanja, tako što daju opis, naziv i druge vrednosti.
LL@(0630) Every dimension table has a single primary key that directly corresponds to one of the components of a multiple key in the fact table. => Svaka dimenziona tabela ima jedinstveni primarni ključ koji neposredno odgovara jednoj od komponenti višečlanog ključa u tabeli činjeničnog stanja. ski nivo nastavlja se drugim hijerarhijskim nivoom.
LL@(0631)  => Prema Š4Ë, realizaciju tržišta podataka posmatramo kroz sledeće faze:
LL@(0632) In our example (Picture 3.1), the process of producing dimension tables is linked to inclusion of calendars, customers, producers, products and shops. => U našem primeru (slika 3.1) proces stvaranja dimenzionih tabela povezan je tako što su obuhvaćeni kalendari, potrošači, proizvođači, proizvodi i prodajna mesta.
LL@(0633) Dimension tables can be organized in hierarchies. => Dimenzione tabele mogu se organizovati po hijerarhijskim nivoima (hijerarhijama).
LL@(0634) Each hierarchy level continues with another hierarchy level. => Svaki hijerarhij faza definisanja, faza generisanja, faza unošenja podataka.
LL@(0635) According to Š4Ë, we observe the realization of the data mart through the following phases: Definition phase. ~~~ Generation phase. ~~~ Data loading phase. => 
LL@(0636) The definition phase includes definitions of dimensional models and aggregations, generation of data sources and ETL procedures. => Faza definisanja obuhvata definicije dimenzionalnih modela i agregacija, generisanje izvora podataka i ETL postupke.
LL@(0637) For instance, the star schematics definition looks like Picture 3.2. => 
LL@(0638) Picture 3.1 Star schema Sales 1 Picture 3.2 Star schema Sales 2 Picture 3.3 Mapping the fact table Prodaja The generation phase includes configuration, validation, script and object generation. => Slika 3.1 Šema zvezde Prodaja 1 Slika 3.2 Šema zvezde Prodaja 2 Slika 3.3 Mapiranje tabele činjeničnog stanja Prodaja Na primer, definicija šeme zvezde izgleda kao što je prikazana na slici 3.2.
LL@(0639)  => Faza generisanja obuhvata izradu konfiguracije, validaciju, pisanog programa (script) i izradu predmeta.
LL@(0640) The data loading phase includes a definition of sequence for execution of ETL procedure scripts. => Faza unošenja podataka obuhvata definisanje niza postupaka za sprovođenje programa ETL postupaka.
LL@(0641) Definition of ETL procedure for a fact sales is described by Picture 3.3. => Definicija ETL postupka za prodaju opisana je na slici 3.3.
LL@(0642) The suggested data mart model is realized through application of Oracle tools: Oracle9i RDBMS, Oracle9i Warehouse Builder Š4Ë. => Predloženi model tržišta podataka izveden je primenom Oracle alata: ~~~ Oracle9i RDBMS, Oracle9I Warehouse Builder Š4Ë.
LL@(0643) The Oracle Discoverer Š5Ë, as part of Oracles Business Intelligence set of tools, is used for implementing the identified models. => Oracle Discoverer Š5Ë, kao deo kompleta alata Oracle Business Intelligence, koristi se za primenu identifikovanih modela.
LL@(0644) Discoverer is intended to provide end users with an easy access to data and allow them to do data analysis and set-up ad-hoc queries Š6Ë. 4. => Discoverer je razvijen sa ciljem da krajnjim korisnicima omogući da lako pristupaju podacima i da mogu da vrše analizu podataka i postavljaju ad-hok pitanja Š6Ë. 4.
LL@(0645) Case study For these analyses we used data from a trade company from Podgorica that sells chemical products in retail shops in six towns and also offers wholesale sale of its products. => Studija slučaja Za ove analize koristili smo podatke jedne trgovinske firme iz Podgorice. ~~~ Firma se bavi prodajom hemijskih proizvoda trgovinama na malo u šest gradova i takođe nudi mogućnost prodaje svojih proizvoda na veliko.
LL@(0646) The Case Study data - for data mart realization we used records from 2005, 2006 and 2007. => Podatke za studiju slučaja za realizaciju tržišta podataka uzeli smo za 2005., 2006., i 2007. godinu.
LL@(0647) More than 2,000,000 lines have been imported. => Više od 2.000.000 linija je iz uvoza.
LL@(0648) The fact of sales contained about 410,000 lines, the mapping procedure was excellent and lasted about 5 seconds. => Činjenično stanje prodaje sadržalo je oko 410.000 linija, postupak mapiranja bio je izvanredan i trajao je oko 5 sekundi.
LL@(0649) The observed 4.1 model is analyzing income, profit and quantity categories. => Model 4.1 koji smo posmatrali predstavlja analizu kategorija dohotka, profita i količine.
LL@(0650) On the Page Item level we selected a year (or all of them) and product categories for which we do the analysis. => Na nivou Predmet obrade (Page Item) odabrali smo godinu (ili sve godine) i kategorije proizvoda za koje vršimo analizu.
LL@(0651) We observe all this in relation with customers, towns or regions. => Sve ovo posmatrali smo u odnosu na potrošače, gradove ili regione.
LL@(0652) This analysis will provide us with precious data on most profitable groups of products. => Ova analiza pružiće nam dragocene podatke o najprofitabilnijim grupama proizvoda.
LL@(0653) We can also see which customers buy most of a particular product and this can affect future sales conditions, discounts, special conditions and the way we treat that particular customer. => Takođe možemo da vidimo koji potrošači kupuju majveći broj određenih proizvoda, a ovo može da ima uticaja na buduće uslove prodaje, na popuste, na posebne uslove i na način na koji se ponašamo prema tom određenom potrošaču.
LL@(0654) Picture 4.2 shows a graphical presentation of profit according to regions. => Slika 4.2 prikazuje grafički pregled profita po regionima.
LL@(0655) Picture 4.3 shows a multidimensional model that is being used for analyzing quantities of sold products according to brands. => Slika 4.3 prikazuje multidimenzionalni model koji se koristi u analizi količina prodatih proizvoda po brendovima.
LL@(0656) One of the possibilities (the one depicted here) is to analyze all the years - or we can select one of them. => Jedna od mogućnosti (ovde opisana) jeste da se analiziraju sve godine ili možemo odabrati jednu od njih.
LL@(0657) This clearly shows which brands are attractive and which are not accepted by the market. => Ovim se jasno pokazuje koji brendovi privlače kupce, a koje brendove tržište ne prihvata.
LL@(0658) We can also display data on shops. => Takođe možemo da prikažemo podatke po prodajnim mestima.
LL@(0659) For instance, we notice that only one Elisabeth Arden product was sold in Berane over all three observed years, while 11 Dolce Gabana products were sold in the same store. the most profitable month. => Na primer, zapazićemo da je u Beranama prodat samo jedan proizvod marke Elizabet Arden tokom sve tri posmatrane godine, dok je u istoj radnji prodato 11 proizvoda Dolče i Gabana. ~~~ Jedan od realizovanih radnih listova može da izgleda kao na slici 4.4.
LL@(0660) This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case). => Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama. ~~~ Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.
LL@(0661) The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item. => Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju) Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.
LL@(0662) In this particular case we analyze profit from sale of the perfume product group. => U ovom posebnom slučaju analiziramo profit od prodaje parfema.
LL@(0663) Adding an exception is simple - in this case it excludes the shops where the sale of perfume exceeded 1,000 euros. => Izuzetke je jednostavno uvesti u ovom slučaju isključene su prodavnice u kojima je prodaja parfema premašala sumu od 1000 evra.
LL@(0664) The following Picture 4.6 shows a multidimensional model for analyzing income, profit and cost per product, ship, region and year. => Sledeća slika, 4.6, prikazuje multidimenzionalni model za analizu dohotka, profita i troškova po proizvodu, prodavnici, regionu i godini.
LL@(0665) The following OLAP model described by Picture 4.7 deals with comparative analysis of profit by quarter. => Naredni OLAP model, opisan na slici 4.7, predstavlja komparativnu analizu profita po tromesečju.
LL@(0666) The first quarter profit is compared to the second quarter and so on for two consecutive years, 2005 and 2006. => Profit iz prvog tromesečja poredi se sa profitom iz drugog i tako redom tokom dve uzastopne godine, 2005. i 2006.
LL@(0667) The LAG function is used to realize this model. => Za sprovođenje ovog modela korišćena je LAG funkcija.
LL@(0668) This function allows us to do this comparison but also to compare a single period of one year with the same period of the next year or following years. => Ova funkcija nam dozvoljava da obavimo ovo poređenje, ali takođe da poredimo jedan period jedne godine sa istim tim periodom sledeće godine ili narednih godina.
LL@(0669) We are using the Rank function that enables us to rank the deviation percentage from the greatest increase to the greatest drop in consecutive quarters. => Ovde primenjujem funkciju Rank pomoću koje možemo da rangiramo procenat odstupanja od najvećeg porasta do najvećeg pada u uzastopnim kvartalima.
LL@(0670) In the abovementioned example we can notice that there is no date for years before 2005 so the column for the preceding period for the first quarter of 2005 is empty, producing the number 1 in the rankings. ~~~ On the other hand, the profit in the second quarter of 2005 has increased by 20.33 per cent compared to the first quarter of the same year. => U gore navedenom primeru zapažamo da nema podataka za godine pre 2005., tako da je kolona za prethodni period za prvo tromesečje 2005. godine je prazna, a to u rangiranju daje broj 1. S druge strane, profit u drugom kvartalu 2005. godine porastao je za 20.33% u poređenju sa prvim kvartalom iste godine.
LL@(0671) The rankings show that this is also the greatest single increase in the entire comparative list for consecutive quarters. => Rangiranje pokazuje da je ovo istovremeno i najveći pojedinačni porast na celoj komparativnoj listi za uzastopne tromesečne periode.
LL@(0672) The greatest loss of profit was in the fourth quarter of 2005 compared to the third quarter - 32.97 per cent. => Najveći pad profita zabeležen je u četvrtom tromesečju 2005. godine u poređenju sa trećim tromesečjem 32.97%.
LL@(0673) The next observed model (Picture 4.8) is analyzing profit from sale of perfumes in 2005 by months. => Sledeći posmatrani model (slika 4.8) predstavlja analizu profita od prodaje parfema tokom 2005. godine, po mesecima.
LL@(0674) The greatest profit was made in September, despite expectations that this would happen in March due to the 8 March holiday. => Najveći profit ostvaren je u septembru, uprkos očekivanjima da će to biti u martu, zbog praznika 8. marta.
LL@(0675) December was the next most profitable month. => 
LL@(0676) One of the realized workbooks can look like the Picture 4.4. => Decembar je bio na drugom mestu po visini ostvarenog profita.
LL@(0677) Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations. => 
LL@(0678) It is obvious that the central region is dominant as far as profit is concerned and that March is The 4.9 example shows seasonal oscillations. => Primer prikazan na slici 4.9 pokazuje sezonske oscilacije.
LL@(0679) If we examine the Sun sun screen we notice that over half a year (October, November, December, January, February and March) not one item was sold, while the greatest profit, as expected, was made in June and July. => Ako analiziramo Sun mleko za sunčanje, videćemo da tokom pola godine (oktobar, novembar, de cembar, januar, februar i mart) nije prodat ni jedan proizvod, dok je najveći profit, kako se i očekivalo, ostvaren u junu i julu.
LL@(0680) Picture 4.1 Analysis of profit, income and quantity of sold items according to customers, groups of products and years Picture 4.2 Graphical presentation of profit according to regions Picture 4.3 Analysis of sold quantities of products according to producers, shops and years Picture 4.4 Analysis of profit according to months and shops in selected years Picture 4.5 Comparative analysis of profit according to years, product groups and customers Picture 4.6 Analysis of income, profit, cost per product, shop, region and year Picture 4.7 Analysis of profit by quarters Picture 4.8 Analysis of profit according to months and products in selected years 1 Picture 4.9 Analysis of profit according to months and products in selected years 2 These analyses can clearly tell the acquisition department about periods when it is pointless to purchase a particular product or when they should focus on getting new stocks. => Slika 4.1 Analiza profita, dohotka i količine prodatih proizvoda po potrošačima, po grupi proizvoda i po godinama Slika 4.2 Grafički prikaz profita po regionima Slika 4.3 Analiza prodatih količina proizvoda po proizvođačima, prodajnim mestima i godinama Slika 4.4 Analiza profita prema mesecima i prodajnim mestima u odabranim godinama Slika 4.5 Komparativna analiza profita prema godinama, grupama proizvoda i potrošačima Slika 4.6 Analiza dohotka, profita, troškova po proizvodu, prodajnom mestu, regionu i godini Slika 4.7 Analiza profita po tromesečjima Slika 4.8 Analiza profita po mesecima i proizvodima u odabranim godinama 1 Slika 4.9 Analiza profita prema mesecima i proizvodima u odabranim godinama 2 Ove analize jasno pokazuju odeljenju za nabavke u kojim periodima nema svrhe kupovati određeni proizvod, odnosno kada treba obezbeđivati nove zalihe.
LL@(0681) This is particularly important for products with short expiry date. ~~~ 5. => Ovo je posebno značajno kada je reč o proizvodima kratkog roka trajanja. 5.
LL@(0682) CONCLUSION Using business intelligence tools enables us to collect available internal and significant external data in order to transform them into useful information that can help business users make their decisions. => ZAKLJUČAK Primenom alata poslovne inteligencije možemo da prikupimo dostupne interne i značajne eksterne podatke i da ih pretvorimo u korisne informacije koje mogu da pomognu korisnicima u odlučivanju.
LL@(0683) Business intelligence systems are focused on improving information access and distribution capabilities, both for those who make and for those who use such systems. => Sistemi poslovne inteligencije imaju za cilj da poboljšaju pristup informacijama i mogućnosti distribucije, kako za one koji razvijaju ovakve sisteme, tako i za one koji ih koriste.
LL@(0684) Data based on use of business intelligence tools provide a trade company with an opportunity to identify not only advantages but also problems. => Podaci zasnovani na primeni alata poslovne inteligencije pružaju trgovinskoj firmi mogućnost da identifikuje prednosti, ali i probleme.
LL@(0685) Therefore the company can deal with causes in a timely manner instead of having to deal with consequences. => Stoga ta firma može pravovremeno da se bavi uzrocima, a ne da mora da se bavi posledicama. 6.
LL@(0686) REFERENCES: Š1Ë Balaban N., Ristić @.: Poslovna inteligencija, Ekonomski fakultet, Subotica, 2006 Š2Ë ]irić, B.: Poslovna inteligencija, Data status, Beograd, 2006 Š3Ë \ukić, S., Model sistema poslovne inteligencije za analizu prodaje, magistarski rad, Ekonomski fakultet, Podgorica Š4Ë Oracle Warehouse Builder Users Guide 10g Release 1 (10.1), PDF version, Š5Ë Oracle Business Intelligence Discoverer Administration Guide, Release 10g, PDF version Š6Ë Kašćelan, Lj., Kreiranje OLAP modela u Oracle Discoverer-u, INFO-M, Br. 13/2005, str. => LITERATURA Š1Ë Balaban N., Ristić @.: ~~~ Poslovna inteligencija, Ekonomski fakultet, Subotica, 2006 Š2Ë ]irić, B.:
LL@(0687) 18-22 Pluralism in Creative Organizational Development Management UDC 005.342:005.412 Prof. dr Slavica P. Petrović Faculty of Economics, University of Kragujevac, e-mail: pslavica¿kg.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. ~~~ Belgrade, Serbia Pluralism, in the broadest sense, can be understood, on one hand, as the appreciation of different perceptions and interpretations of management problem situations in organizations, and, on the other hand, as a combined use of various methodologies, methods, models, techniques in problem situations structuring and problem solving. => Poslovna inteligencija, Data status, Beograd, 2006 Š3Ë \ukić, S., Model sistema poslovne inteligenci je za analizu prodaje, magistarski rad, Ekonomski fakultet, Podgorica Š4Ë Oracle Warehouse Builder Users Guide 10g Release 1 (10.1), PDF version, Š5Ë Oracle Business Intelligence Discoverer Ad ministration Guide, Release 10g, PDF version Š6Ë Kašćelan, Lj., Kreiranje OLAP modela u Oracle Discoverer-u, INFO-M, Br. 13/2005, str. 18-22 Pluralizam u kreativnom upravljanju razvojem organizacije UDK 005.342:005.412 Prof. dr Slavica P. Petrović Ekonomski fakultet Univerziteta u Kragujevcu, e-mail: pslavica¿kg.ac.yu XI internacionalni simpozijum SymOrg 2008., 10.-13. septembra 2008, Beograd, Srbija U najširem smislu, pluralizam može biti shvaćen kao respektovanje različitih percepcija i interpretacija istraživanih upravljačkih problemskih situacija u organizacijama, i kao odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema.
LL@(0688) Initially determined in this way, pluralism should be treated as a research area that is specially significant for organizational development management, in theoretical, methodological and applicable senses. => Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno za upravljanje razvojem organizacija, u teorijskom, metodološkom i aplikativnom smislu.
LL@(0689) A relevant break-through is made in dealing with pluralism in systems thinking and systems practice. => U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.
LL@(0690) In the first place, the important result of confronting the different system conceptualizations of organizational problem areas is the powerful Systems movement. => Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.
LL@(0691) At the same time, systems thinking has shown a great potential for fruitfully linking the theory with practice. => Istovremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.
LL@(0692) Namely, in order to understand a management problem situation in a proper way, and to intervene in such situation effectively and efficiently, systems thinking, through employing the valuable contributions of social sciences, tries to support a variety of perspectives on the management problem situation under consideration. => Koristeći doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.
LL@(0693) Also, systems thinking, through the combined use of methodologies for problem situations structuring, attempts to creatively manage the interventions in organizations. => Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u organizacijama.
LL@(0694) System research tries to improve pluralistic practice in organizations by continual thinking about relevant implications of pluralism at a theoretical level. => Kroz promišljanje o implikacijama pluralizma na teorijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu u organizacijama.
LL@(0695) In order to identify the possibilities of founding the systems thinking on pluralism and to determine the usefulness of systems practice in organizations when they are managed by means of pluralism, it is necessary: a) to examine the relationship between pluralism, as a special developmental strategy of systems thninking, and strategies of isolationism, imperialism and pragmatism, and b) to consider the basic pluralistic systemic theoreticalmethodological and applicable developments System of Systems Methodologies, Total Systems Intervention and Multimethodology. => U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je: a) preispitati odnos pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma, i b) razmotriti osnovne pluralističke sistemske teorijsko-metodološke i aplikativne razvoje - Sistem Sistemskih Metodologija, Sveukupnu Intervenciju u Sistemima i Multimetodologiju.
LL@(0696) 1. => 1.
LL@(0697) Introduction Broadly speaking, pluralism in organizational development management should be understood as: a) appreciation of different perceptions and interpretations of the management problem situations under consideration, and b) an appropriate combined use of various methodologies, methods, models, and techniques in structuring the management problem situations and problem solving. => Uvod U najširem smislu, pluralizam u upravljanju razvojem organizacija treba biti shvaćen kao: a) respektovanje različitih percepcija i interpretacija istraživanih upravljačkih problemskih situacija, i b) odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema.
LL@(0698) Initially defined in this way, pluralism is obviously a distinctive problem area, relevant in terms of both theory, methodology, and application. => Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.
LL@(0699) The key reasons for a broad, well founded study of pluralism in the modern Systems Science and Management Science are numerous and varied Š6, 2000, pp. 377 378Ë. => Ključni razlozi širokog, utemeljenog bavljenja pluralizmom u savremenom Systems Science-u i Management Science-u su brojni i različiti Š6, 2000, pp. 377 378Ë.
LL@(0700) Primarily, it is a well known fact that traditional approaches have become the issue of much criticism in various applied disciplines. => Pre svega, činjenica je da su u različitim primenjenim disciplinama tradicionalni prilazi predmet ozbiljnih kritika.
LL@(0701) In the systems thinking, in organizational theory, and in classic operational research, the old, orthodox approaches have become the issue of justified challenge, the new perspectives being opened in the paradigmatic sense. => U sistemskom mišljenju, organizacionoj teoriji, klasičnim operacionim istraživanjima, stari, ortodoksni prilazi su predmet argumentovanih osporavanja, a, u paradigmatskom smislu nove perspektive se otvaraju.
LL@(0702) The relations be tween different approaches to the development of each particular discipline are the topic of special study. => Odnosi između različitih pristupa razvijanju svake pojedine discipline su predmet po sebnih promišljanja.
LL@(0703) Challenging totalyzing discourses that claim to command the truth and generating conditions for the emergence of respective relativism, appears as special support to research into pluralism. => Takođe, suprotstavljanje totalizujućim diskursima, koji tvrde da raspolažu istinama, i generisanje uslova za odgovarajući relativizam, predstavlja posebnu podršku istraživanju pluralizma.
LL@(0704) Besides, from the practitioners point of view, pluralism apparently becomes indispensable in the processes of creative management of the development of modern organizations. => Uz navedeno, sa stanovišta praktičara, čini se da je u procesima kreativnog upravljanja razvojem savremenih organizacija pluralizam neophodan.
LL@(0705) An important breakthrough has been made in the systems thinking and practice into the study of pluralism. => U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.
LL@(0706) In the first place, through the conflict among various systemic conceptualizations of relevant organizational problem areas, the Systems movement came out stronger. => Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.
LL@(0707) Simultaneously, systems thinking displayed a remarkable potential for a reasoned and useful linking of theory and practice. => Istvremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.
LL@(0708) Making use of respective contributions of social sciences, systems thinking tries to support a certain variability of standpoint on a complex and manyfold management problem situationunder consideration that we wish to apprehend and effectively and efficiently inter vene into. => Koristeći odgovarajuće doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj složenoj i višeznačnoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.
LL@(0709) Furthermore, systems thinking applies a combined use of methodologies of management problem situations structuring to creatively conduct interventions in complex and dynamic organizations. => Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u kompleksnim i dinamičkim organizacijama.
LL@(0710) Systems thinking tries to improve pluralistic practice through reasoning on the implications of pluralism on a theoretical level. => Kroz promišljanje o implikacijama pluralizma na teo rijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu.
LL@(0711) Dealing with pluralism in purposeful managing the relevant problem areas in organizations means: analysing the relationship between pluralism as a distinctive Management Science development strategy, that is, systems thinking, and the strategies of isolationism, imperialism and pragmatism, and analysing basic pluralistically-systemic theoretical, methodological and applicable developments. ~~~ 2. => Bavljenje pluralizmom u svrhovitom upravljanju relevantnim problemskim područjima u organizacijama podrazumeva: preispitivanje odnosa između pluralizma, kao posebne strategije razvoja Management Science-a, odnosno, sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma, i razmatranje osnovnih pluralističko sistemskih teorijsko-metodoloških i aplikativnih razvoja. 2.
LL@(0712) Pluralistic strategy of systemic thinking and practice development In defining the possibilities of using pluralism as basis to establish systems thinking and in determining the benefit the systems practices may have in organizations if managed through pluralism, it is necessary, in the first place, to analyse the relationship between pluralism as a distinctive strategy of systems thinking development and the isolationism, imperialism and pragmatism strategies. => Pluralistička strategija razvoja sistemskog mišljenja i prakse U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je, pre svega, preispitati odnos između pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma.
LL@(0713)  => Za nastojanja da se opredeli priroda pluralizma u sistemskom polju, i ispita da li je pluralizam najbolji načun unapređivanja sistemskog mišljenja od odgovarajuće važnosti su bili, s jedne strane, izvesno neverovanje u uspeh tradicionalnog Management Science-a (MS), i, s druge strane, evidentni razvoj Organizacione kibernetike, soft sistemskih prilaza i kritičko sistemskih alternativa za ortodoksnost tradicionalnog MS-a.
LL@(0714) The efforts to determine the nature of pluralism in the systems erea and to find out whether pluralism is the best practice of improving systems thinking stemmed, on one hand, from a certain lack of trust in the success of the traditional Management Science (MS), and, on the other hand, from an evident development of Organizational cybernetics, the soft systems approaches and the critically-systemic alternatives to the ortodox traditional MS. Each of the mentioned theoreticalmethodological alternatives was claimed to significantly contribute to the building of MS. Efforts were also made to investigate into how the relationship between the traditional MS and these alternative theoretical-methodological developments can be best explained scientifically and used in such a way so that MS should be most fruitfully applied in organizations and in the society. => Sugerisano je da svaka od dotičnih teorijskometodoloških alternativa značajno doprinosi građenju MS-a. ~~~ Takođe je ispitivano kako odnos između tradicionalnog MS-a i tih alternativnih teorijsko-metodoloških razvoja može biti najbolje naučno argumentovan i upotrebljen tako da MS pruži najkorisniji doprinos organizacijama i društvu.
LL@(0715) As regards the above mentioned, the following four MS developmental strategies emerged: isolationism, imperialism, pragmatism and pluralism Š5, 1995, pp. 311 - 316Ë. => U vezi sa navedenim, izdvojile su se sledeće četiri razvojne strategije MS-a: izolacionizam, imperijalizam, pragmatizam i pluralizam Š5, 1995, pp. 311 - 316Ë.
LL@(0716) The strategy of isolationism is supposed to result into the presence of various trends in MS, the trends that develop independently, on the bases of their own hypotheses, and with a minimum interaction. => Izolacionistička strategija bi trebala rezultirati postojanjem različitih tokova u MS-u, koji se nezavisno razvijaju, na osnovama sopstvenih pretpostavki, i sa minimalnim među-kontaktom.
LL@(0717) The promoters of isolationism deem their MS approach to be self-sufficient. => Predstavnici izolacionizma shvataju sopstveni MS- prilaz kao samodovoljan.
LL@(0718) They believe that there is nothing to learn from other perspectives, which are considered useless. => Oni veruju da ne postoji ništa što se može naučiti iz drugih perspektiva, koje se smatraju nekorisnim.
LL@(0719) In such circumstances, the attempts of building the ideas of alternative methodological tendencies into a certain preferential position might weaken the given position, therefore they are taken as a serious threat. => U tim okolnostima, pokušaji ugrađivanja ideja iz alternativnih metodoloških tendencija u određenu preferiranu poziciju bi mogli oslabiti dotičnu poziciju, i stoga se shvataju kao ozbiljna pretnja.
LL@(0720) The isolationists are especially powerful in the traditional MS and in the Organizastional cybernetics. => Izolacionisti su posebno moćni u tradicionalnom MS-u i Organizacionoj kibernetici.
LL@(0721) The paradigmatic incompatibility1 can be quoted as supportive to isolationistic strategy. => Paradigmatska nesamerljivost1 bi mogla biti navedena kao podrška izolacionističkoj strategiji.
LL@(0722) There are suggestions that isolationism should be abandoned since it disintegrates MS as a scientific discipline, prevents establishing purposeful relationships of different methodological tendencies, and discredits the profession with clients who do not believe that one method is enough to solve all the problems. => Smatra se da izolacionizam treba biti odbačen, zato što dezintegriše MS kao naučnu disciplinu, sprečava uspostavljanje osmišljenih odnosa između različitih metodoloških tokova, i diskredituje dotičnu profesiju kod klijenata koji ne veruju da jedan metod može rešiti sve probleme.
LL@(0723) The imperialistic strategy has it that one MS approach is superior to its other methodological trends, capable of providing adequate premises for the development of MS as a distinct scientific discipline. => Imperijalistička strategija pretpostavlja da je jedan MS prilaz, u odnosu na ostale njegove metodološke tokove, superioran, i sposoban da obezbedi adekvatne premise razvoja MS-a kao posebne naučne discipline.
LL@(0724) It is simultaneously willing to incorporate certain aspects of other methodological trends, provided that they can, in terms of favoured approach, be useful and fortifying. => Istovremeno, postoji spremnost da se inkorporiraju izvesni aspekti drugih metodoloških tokova, ukoliko se smatra da oni, u kategorijama favorizovanog pristupa, mogu biti korisni i mogu ga osnažiti.
LL@(0725) The knowledge gained from other methodological developments will be integrated into the theoreticalmethodological aparatus of the favoured approach as long as these do not endanger its key principles. => Saznanja iz drugih metodoloških razvoja će biti integrisana u teorijsko-metodološku aparaturu favorizovanog prilaza sve dotle dok ne prete njegovim ključnim načelima.
LL@(0726) The representatives of the imperialistic strategy believe that they can explain the presence of alternative approaches, as well as analyse the limited sphere of their use, in the category of the approach they consider to be the leading one. => Predstavnici imperijalističke strategije veruju da mogu razjasniti postojanje alternativnih prilaza, i analizirati ograničenu sferu njihove primene, u kategorijama pristupa kome oni priznaju vodeću poziciju.
LL@(0727) Especially powerful imperialistic aspirations are identified in the soft systems thinking (hard systems thinking is often taken to be a special case of soft systems thinking) Š1, 1985, pp. 757 - 767Ë and Organizational cybernetics. => Posebno snažne imperijalističke aspiracije su identifikovane u soft sistemskom mišljenju (hard sistemsko mišljenje se često smatra posebnim slučajem soft sistemskog mišljenja Š1, 1985, pp. 757 - 767Ë, i Organizacionoj kibernetici.
LL@(0728) This MS developmental strategy of was abandoned since, in order to be aplicable within any other paradigm, the methodologies and methods developed to function in one paradigm have to be denaturalised, that is, deprived of their key determinants, therefore the full potential available for MS cannot be realized. => Ova strategija razvoja MS-a je odbačena, zato što metodologije i metodi razvijeni u službi jedne paradigme, da bi bili upotrebljeni pod okriljem drugačijih paradigmi, moraju biti denaturalizovani, odnosno, lišeni svojih ključnih određenja, čime puni potencijal raspoloživ za MS ne može biti realizovan.
LL@(0729) At the same time, the imperialistic scenario of MS development is considered to be feasible if broader, social impacts favour one approach over certain other methodological alternatives, endangering their chances to be applied. => Istovremeno, smatra se da je imperijalistički scenario razvoja MS-a ostvariv ukoliko širi, društveni uticaji favorizuju jedan prilaz na račun određenih metodoloških alternativa, ugrožavajući njihove šanse za primenu.
LL@(0730) 1 As the paradigm commonly means the apprehension of the world accepted by the csientific community, that is, a set of ideas, hypotheses, beliefs that lead its scientific activity, the incompatibility of paradigms could be presented in the following way: groups relying on different paradigms, when looking from the same point in the same direction, see different things Š10, 1970, p. 150Ë. ~~~ The pragmatist strategy develops the MS joining the best elements of trends that seem to even contradict each otehr, in accord with the criterion of practical applicability. => Pragmatistička strategija razvija MS udružujući najbolje elemenate čak i naizgled suprotstavljenih tokova, i to prema kriterijumu uspešnosti primene u prak 1 Kako se pod paradigmom, načelno, podrazumeva shvatanje sveta koje prihvata naučna zajednica, tj. skup ideja, pretpostavki, verovanja koja vode njenu naučnu aktivnost, nesamerljivost paradigmi bi slikovito mogla biti predstavljena na sledeći način: grupe oslonjene na različite paradigme, kada gledaju iz iste tačke u istom smeru, vide različite stvari Š10, 1970, p. 150Ë. si.
LL@(0731) The pragmatists do not bother to take artificial theoretical distinctions into consideration. => Pragmatisti ne brinu o artificijelnim teorijskim distinkcijama.
LL@(0732) They concentrate upon building an appropriate collection of tools in which the methods and techniques are taken from different MS trends and prepared to be jointly used in the course of problem solving, on condition the problem situation under consideration justifies the application of a given set of methods and techniques. => Oni se koncentrišu na građenje odgovarajuće kolekcije instrumenata, u kojoj su metodi i tehnike preuzeti iz različitih tokova MS-a, i pripremljeni da budu zajedno upotrebljeni tokom rešavanja problema, ukoliko istraživana problemska situacija opravdava korišćenje datog skupa metoda i tehnika.
LL@(0733) The selection of methods and techniques, as well as the entire procedure, are deemed to be justified as measured by the results obtained in practice. => Izbor metoda i tehnika, i celokupna procedura se smatraju opravdanim u razmerama davanja rezultata u praksi.
LL@(0734) The appeal of the pragmatist option is evident among the representatives of the traditional MS and some soft systems thinkers. => Privlačnost pragmatističke opcije je evidentna među predstavnicima tradicionalnog MS-a i pojedinim soft sistemskim misliocima.
LL@(0735) This strategy, however, was abandoned because it failed to support the development of MS as a distinct scientific discipline. => Međutim, ova strategija je odbačena zato što nije mogla da podrži razvoj MS-a kao posebne naučne discipline.
LL@(0736) Theory, which the representatives of the pragmatist strategy try to avoid, is necessary to explain why certain methods are successful, while others are not, that is, to enable us to learn from experience and to be in a position to pass the lessons learned to others. => Teorija, koje se predstavnici pragmatističke strategije klone, nužna je da bi se razumelo zašto su pojedini metodi uspešni, a drugi ne, tj. da bi se moglo učiti iz iskustva, i da bi se stečena znanja mogla preneti drugima.
LL@(0737) Besides, pragmatism is especially dangerous in the social field, as it may result in errors to be dearly paid for, otherwise possible to avoid by following relevant theories. => Osim toga, pragmatizam je posebno opasan u društvenom području, jer može rezultirati skupim greškama, koje se mogu izbeći uz pomoć odgovarajućih teorijskih razumevanja.
LL@(0738) Also, pragmatism may lead to the application of methods whose implementation is ensured, not because they are most appropriate to the problem situation under consideration, but because they further strengthen the position of the powerful. => Takođe, pragmatizam može dovesti do korišćenja metoda čija je implementacija osigurana, ali ne zato što su najprimereniji istraživanoj problemskoj situaciji, već zato što osnažuju poziciju moćnih.
LL@(0739) The pluralistic vision means a continuous presence of a certain veriety of trends within the MS. Theoretical, methodological and practical developments will be mutually shaped. => Pluralistička vizija podrazumeva kontinuirano postojanje izvesne varijetetnosti tokova unutar MS-a. ~~~ Teorijsko-metodološki i praktični razvoji će biti međusobno oblikovani.
LL@(0740) It is an accepted fact that different approaches stress different relevant interlinked aspects of the complex and multilayer management problem under consideration. => Prihvata se da različiti prilazi ističu različite relevantne međupovezane aspekte istraživanog kompleksnog i višeznačnog upravljačkog problema.
LL@(0741) The strengths and weaknesses of the MS trends will be better understood and the field of effective application of each approach must be determined individually. => Snage i slabosti tokova MS-a će biti potpunije shvaćene, a područje efektivne primene svakog prilaza mora biti posebno utvrđeno.
LL@(0742) The diversity of theories and methodologies available in the MS is understood not as heralding a crisis in the MS as a scientific discipline, but as expressing an growing competence and effectiveness in a certain variety of management problem situations Š18, 2004, pp. 411 431Ë. => Raznolikost teorija i metodologija raspoloživih u MS-u se shvata ne kao najava krize u MS-u kao naučnoj disciplini, već kao izraz narasle kompetentnosti i efektivnosti u određenoj varijetetnosti upravljačkih problemskih situacija Š18, 2004, pp. 411 - 431Ë.
LL@(0743) Contrary to the above analysed options for the MS, the pluralistic strategy is understood as offering excellent chances for a successful development of the MS. As regards the views on the paradigmatic incompatibility, pluralism is, at least in a preliminary manner, defended by the arguments that different theoreticalmethodological MS developments are necessary as a support to different antropologically established cognitive human interests Š3, 1972Ë: the technical interest in anticipation and control is supported by hard and cybernetic approaches, the practical interest in broadening mutual understanding of relevant stakeholders is supported by soft systems approaches, and the emancipatory interest in relieving the limitations imposed by power relations is supported by critical systems approaches. => Nasuprot prethodno razmotrenim opcijama za MS, pluralistička strategija se shvata kao nuđenje izvrsnih šansi za uspešan razvoj MS-a. ~~~ U odnosu na stavove o paradigmatskoj nesamerljivosti, pluralizam je, barem preliminarno, odbranjen argumentima da su različiti teorijsko-metodološki razvoji MS-a nužni kao podrške različitim antropološki utemeljenim kognitivnim interesima ljudi Š3, 1972Ë: tehničkom interesu za predviđanje i kontrolu, podršku pružaju hard i kibernetski prilazi, praktični interes za širenje međusobnog razumevanja relevantnih stakeholder-a podržavaju soft sistemski prilazi, a emancipatornom interesu za otklanjanje ograničenja nametnutih odnosima moći, podrška su kritički sistemski prilazi.
LL@(0744) Pluralism is considered to offer, as regards the foundations of a traditional MS, the best bases for the (re)construction of the MS as a cohesive discipline and profession. => Smatra se da pluralizam nudi, u odnosu na utemeljenja tradicionalnog MS-a, najbolje osnove (re)izgradnje MS-a kao kohezivne discipline i profesije. 3.
LL@(0745) 3. ~~~ Pluralistic systemic theoretical-method ological and applicable developments The three basic, relevant formal expressions of the pluralistic systems thinking and practice development may be specified and studied: a) System of Systems Methodologies, b) Total Systems Intervention, and c) Multimethodology. => Pluralistički sistemski teorijskometodološki i aplikativni razvoji Kao tri bazna, relevantna formalna iskaza pluralističkog razvoja sistemskog mišljenja i prakse mogu biti izdvojeni i istraženi: a) Sistem Sistemskih Metodologija, b) Sveukupna Intervencija u Sistemima i c) Multimetodologija.
LL@(0746) In the first place, the System of Systems Methodology (SiSiM) is a central instrument of the reasearc directed: theoretically, towards explaining the relationships between varied systemic founded methodologies and practically, towards identifying the achievement in the application of systems methodologies of management problem situations structuring in different problem contexts in organizations Š9, 1984, pp. 473 486; 4, 1990, pp. 657 668; 7, 2006 a, pp. 868 - 878Ë. => Pre svega, Sistem Sistemskih Metodologija (SiSiM) predstavlja centralni instrument istraživanja usmerenih: teorijski na razjašnjavanje odnosa između razli čitih sistemski utemeljenih metodologija i praktično na otkrivanje uspešnosti primene sistemskih metodologija struturiranja upravljačkih problemskih situacija u različitim problemskim kontekstima u organizacijama Š9, 1984, pp. 473 486; 4, 1990, pp. 657 - 668; 7, 2006 a, pp. 868 - 878Ë.
LL@(0747) The SiSiM attempts to show that different systems methodologies, relying on different hypotheses on the nature of different ideally-standard management problem contexts, can be understood as an appropriate, scientifically founded and practically beneficial complementary set. => SiSiM nastoji da pokaže da različite sistemske metodologije, oslonjene na različite pretpostavke o prirodi posebnih idealno-tipskih upravljačkih problemskih konteksta, mogu biti shvaćene kao odgovarajući, naučno utemeljen i praktično koristan komplementarni skup.
LL@(0748) The starting point in the building of the SiSiM was the idea that it is possible to develop an ideally-standard matrix of problem context, that may be used to classify systems methodologies in accordance with their key premises on the nature of problem situations. => U građenju SiSiM-a pošlo se od ideje da je moguće razviti idealno-tipsku matricu problemskih konteksta, koja može biti upotrebljena za razvrstavanje sistemskih metodologija u skladu sa njihovim ključnim pretpostavkama o prirodi problemskih situacija.
LL@(0749) The two basic dimensions of management problem situations in organizations are the following: a) the system dimension defines the nature of the system within which the problems under considerations are located, and b) the participant dimension determines the nature of the relations between the participants interested in the management problems situation and its improvement. => Dve osnovne dimenzije upravljačkih problemskih situacija u organizacijama su: a) dimenzija sistema - definiše prirodu sistema u koji su istraživani problemi locirani i b) dimenzija učesnika - opredeljuje prirodu odnosa između učesnika koji su zainteresovani za upravljačku problemsku situaciju i njeno unapređivanje.
LL@(0750) The systems, within which the management problems are located, are classed in a continuum from relatively simple to extremely complex, according to the following criteria: the number of subsystems, the number and the level of organization of the subsystems interactions, the preliminary determination / the prior lack of determination of the subsystems properties, deterministic / probabilistic laws in the systems conduct, systems nonevolution / evolution over time, nongenerating / generating the subsystems own objectives, a considerable exclusiveness /openess od the systems as regards the environment. => Sistemi, u koje su istraživani upravljački problemi smešteni, razvrstani su na kontinuumu od relativno jednostavnih do ekstremno kompleksnih, i to uvažavajući sledeće kriterijume: broj podsistema, broj i nivo organizovanosti interakcija podsistema, prethodna određenost / prethodna neodređenost svojstava podsistema, determinističke / probabilističke zakonitosti ponašanja sistema, neevoluiranje / evoluiranje sistema tokom vremena, negenerisanje / generisanje sopstvenih ciljeva od strane podsistema, znatna zatvorenost / otvorenost sistema u odnosu na okruženje.
LL@(0751) Relatively simple management problems are embraced and expressed by relatively simple systems, while extremely complex management problems situations are represented by complex systems. => Relativno jednostavni upravljački problemi su obuhvaćeni i iskazani relativno jednostavnim sistemima, a ekstremno složene upravljačke problemske situacije su reprezentovane kompleksnim sistemima.
LL@(0752) In turn, the relations among the participants in the management problem situation under consideration are observed as unitary, pluralistic or forced, in that the criteria for categorization of the participants relations are the following: existence / non-existence of mutual interests, the level of compatibility / conflict of values and thinking, the level of consensus / lack of consensus on the goals and means, participation / no participation in the problem solving and decisionmaking processes, acting in accordance with the agreed goals. => A odnosi između učesnika u istraživanoj upravljačkoj problemskoj situaciji su posmatrani kao unitarni, pluralistički ili prisilni, s tim da su kriterijumi kategorizacije odnosa učesnika sledeći: postojanje / nepostojanje zajedničkih interesa, nivo kompatibilnosti / konfliktnosti vrednosti i mišljenja, nivo saglasnosti / nepostojanje saglasnosti o ciljevima i sredstvima, učešće / ili ne u procesima rešavanja problema i odlučivanja, delovanje u skladu sa usaglašenim ciljevima.
LL@(0753) The result of a one-off consideration into the specified key dimensions of the management problems situations systems dimensions and the participant dimensions is a respective matrix of six basic types of problems contexts in organizations: simple-unitary, complex-unitary, simple-pluralistic, complex-pluralistic, simple-forced, complex-forced. => Rezultat jednovremenog razmatranja specificiranih ključnih dimenzija upravljačkih problemskih situacija - dimenzije sistema i dimenzije učesnika - je odgovarajuća matrica šest osnovnih tipova problemskih konteksta u organizacijama: jednostavan-unitaran, kompleksan-unitaran, jednostavan-pluralistički, kompleksan-pluralistički, jednostavan-prisilan, kompleksanprisilan.
LL@(0754) Identifying the six ideally-standard problems contexts in organizations implies the need for a variety of methodologies of management problems situations structuring, having in mind that crucial differences between the problems contexts are to be reflected in different methodology types. => Identifikovanje šest idealno-tipskih problemskih konteksta u organizacijama implicira potrebu za nekom varijetetnošću metodologija strukturiranja upravljačkih problemskih situacija, s tim da bitne razlike između problemskih konteksta trebaju biti reflektovane u različitim tipovima metodologija.
LL@(0755) Therefore, the next step in the building of the SiSiM is the linking the existing systems methodologies of problem situations structuring, that is, the management problem solving methods, with defined problem contexts Figure 1. => Dakle, sledeći korak u građenju SiSiM-a je povezivanje postojećih sistemskih metodologija strukturiranja problemskih situacija, odnosno, metoda rešavanja upravljačkih problema, sa opredeljenim problemskim kontekstima Slika 1. Š16, 2006, str. 350; 17, 2007, p. 214Ë:
LL@(0756) Š16, 2006, p. 350; 17, 2007, p. 214Ë.: Figure 1. => Slika 1.
LL@(0757) The System of Systems Methodology Indeed, hard systems thinking, that is, positivistic-functionalist approaches, e.g., classic Operational Research, System Analysis, System Engineering, are geared to the problems located within relatively simple-unitary contexts, as it is assumed that it is easy to identify indirect goals in the system under consideration, and that it can be modelled mathematically; Socio-technical and Situational Approaches, Systems Dynamics, Organizational Cybernetics, Theory and Methodology of Complexity as structuralist-functionalist approaches to designing complex adaptive systems are associated with the complex-unitary contexts, as they are deliberately focused upon understanding problem situations as extremely complex systems; Different soft systems approaches of the interpretative peradigm of systems thinking, e.g., Identifying and Testing of strategic hypotheses, the Interactive Management, Strategic Choice Approach, the Methodology of Soft Systems, Interactive Planning, Robustness Analysis, the Development and Analysis of Strategic Options, are identified with simple-pluralistic and complexpluralistic contexts; The forced problem contexts correspond with emancipatory systems approaches, e.g., the Critical Heuristics of the Systems, the Synergy Integration of the Team, and certain more recent post-modernist methodological developments. => Sistem Sistemskih Metodologija Zapravo, hard sistemsko mišljenje, tj., pozitivističko funkcionalistički prilazi, na primer: klasična Operaciona istraživanja, Sistemska analiza, Sistemski inženjering primereni su problemima lociranim u relativno jednostavne-unitarne kontekste, zato što se pretpostavlja da je lako utvrditi posredne ciljeve istraživanog sistema, i da ga je moguće matematički modelirati; Socio-tehnički i Situacioni prilazi, Sistemska dinamika, Organizaciona kibernetika, Teorija i metodologija kompleksnosti, kao strukturalističko funkcionalistički pristupi dizajniranju kompleksnih adaptivnih sistema, pridruženi su kompleksnim-unitarnim kontekstima, jer su odlučujuće fokusirani na shvatanje problemskih situacija kao ekstremno složenih sistema; različiti soft sistemski prilazi interpretativne paradigme sistemskog mišljenja, na primer: ~~~ Identifikovanje i testiranje strategijskih pretpostavki, Interaktivni menadžment, Pristup strategijskog izbora, Metodlogija soft sistema, Interaktivno planiranje, Analiza robusnosti, Razvoj i analiza strategijskih opcija, identifikovani su sa jednostavnim-pluralističkim i kompleksnim-pluralističkim kontekstima; sa prisilnim problemskim kontekstima su korespondentni emancipatorni sistemski prilazi, na primer: ~~~ Kritička heuristika sistema, Sinergijska integrisanost tima, neki noviji post-modernistički metodološki razvoji.
LL@(0758) The developed SiSiM brought several important benefits in its wake. => Iz razvijenog SiSiM-a preliminarno je proizašlo nekoliko važnih koristi.
LL@(0759) First and foremost, the SiSiM requires the researchers to determine the methodology that is most adequate to a problem context under consideration, for any management problem situation they deal with. => Pre svega, SiSiM zahteva od istraživača da u svakoj upravljačkoj problemskoj situaciji kojom se bave utvrde koja metodologija je najprimerenija istraživanom problemskom kontekstu.
LL@(0760) Then, the SiSiM helps understand the difficulties resulting from the application of a problem solving methodological approach that is inadequate to a concrete problem context for example, in case of applying the Methodology of soft systems in forced management problem contexts. => Zatim, SiSiM pomaže razumevanje teškoća koje proizilaze iz primene nekog metodološkog pristupa rešavanju problema koji je neprimeren konkretnom problemskom kontekstu - na primer, u slučaju korišćenja Metodologije soft sistema u prisilnim upravljačkim problemskim kontekstima.
LL@(0761) Finally, of crucial importance especially in the long run is the opening of a new perspective of systems thinking and Management Science development. => Konačno, od odlučujuće važnosti posebno u dugom roku - je otvaranje nove perspektive razvoja sistemskog mišljenja i Management Science-a.
LL@(0762) In fact, appreciating the different methodologies as sets of instruments geared to different problem contexts, the SiSiM has offered an adequate method of departing from the debates on Operational Research and systems research in which the various methodologies/methods of problem solving are understood as competitive. => Zapravo, shvatajući različite metodologije kao instrumentarijume primerene različitim problemskim kontekstima, SiSiM je ponudio odgovarajući način izlaska iz onih debata o Operacionim istraživanjima i sistemskim istraživanjima u kojima su različite metodologije/metodi rešavanja problema shvatani kao konkurentski.
LL@(0763) An evident breakthrough made by the SiSiM suggested an opportunity to achieve pluralism based on different methodologies (hard, cybernetic, soft systems approaches, etc.) developed from more than one paradigm. => Evidentan iskorak napravljen SiSiM-om sugerisao je mogućnost dostizanja pluralizma zasno vanog na različitim metodologijama (hard, kibernetski, soft sistemski prilazi, itd.) razvijenim iz više od jedne paradigme.
LL@(0764) However, the pluralism incorporated in the SiSiM is implicitly limited to different interventions into the organizational development management. => Međutim, pluralizam obuhvaćen SiSiM-om je implicitno ograničen na različite intervencije u upravljanju razvojem organizacija.
LL@(0765) Namely, the application of varied methodologies within one and the same intervention has not been taken into consideration. => Odnosno, korišćenje različitih metodologija u istoj intervenciji nije razmatrano.
LL@(0766) Another drawback of the SiSiM results from tha lack of explicit distinction made between the methodology concept (as regards the entire theory of method application) and the methods or techniques concepts, which in turn results into a lack of flexibility in the use of methods, models, techniques, instruments together with methodology applied. => Druga manjkavost SiSiM-a proizilazi iz ne pravljenja jasne distinkcije između koncepta metodologije (reč je o sveukupnoj teoriji korišćenja metoda) i koncepata metoda ili tehnika, iz čega rezultira nefleksibilno korišćenje metoda, modela, tehnika, instrumenata udruženih sa primenjenom metodologijom.
LL@(0767) For example, the selection of the Methodology of Soft Systems authomatically requires the use of various techniques associated with this methodology (rich images, CATWOE, etc). => Na primer, izborom Metodologije soft sistema automatski se koriste i različite tehnike pridružene toj metodologiji (?bogate slike, CATWOE, itd.).
LL@(0768) In addition to the above said, not much attention is paid to other ways of understanding problem contexts. => Uz navedeno, nedovoljna pažnja je posvećena drugačijim načinima shvatanja problemskih konteksta.
LL@(0769) That is, the problem solver should examine the problem contexts in the light of different appreciations of the world, in order to determine which of the appreciations is most adequate in reflecting the essence of the management problem context he encounters. => Odnosno, rešavalac problema bi trebalo da preispita problemske kontekste u svetlu različitih shvatanja sveta, kako bi odredio koje shvatanje sveta najprimerenije obuhvata suštinu upravljačkog problemskog konteksta sa kojim se on susreće.
LL@(0770) A particular, relevant pluralistic theoretical, methodological and applicable development in the Systems Movement is represented by the Total Systems Intervention (TSI) Š2, 1991, pp. 45 60; 6, 2000, pp. 368 373; 8, 2006 b, pp. 647 - 657Ë. Understood as a meta-methodology, the TSI could conduct academic research and counsel practitioners on which methodological approach is most beneficial in problem situations they deal with. => Poseban, relevantan pluralistički teorijsko-metodološki i aplikativni razvoj u Sistemskom pokretu predstavlja Sveukupna Intervencija u Sistemima (SIS) Š2, 1991, pp. 45 - 60; 6, 2000, pp. 368 - 373; 8, 2006 b, pp. 647 - 657Ë. ~~~ Shvaćen kao meta-metodologija, SIS bi mogao voditi teorijska istraživanja i savetovati praktičare koji metodološki prilaz je najkorisniji u problemskim situacijama kojima se oni bave.
LL@(0771) The key SiSiM idea that pluralism should be based on different concepts of the management problem situation under consideration and on the use of respective methodologies in combination, is operationalized in the TSI. => Ključna ideja SiSiM-a da pluralizam treba biti zasnovan na različitim shvatanjima istraživane upravljačke problemske situacije i korišćenju odgovarajućih metodologija u kombinaciji, operacionalizovana je u SIS-u.
LL@(0772) As a new approach to planning, designing, problem solving in organizations, and evaluation, the TSI relies on the critical systems thinking in a philosophical, or theoretical sense. => Kao novi pristup planiranju, dizajniranju, rešavanju problema u organizacijama, evaluaciji, SIS se u filozofskom, odnosno, teorijskom smislu oslanja na kritičko sistemsko mišljenje.
LL@(0773) The basic liabilities of critical systems thinking primarily identified as: critical and social awareness, human welfare and emancipation, and complementarism at academic and methodologi cal levels are incorporated into the TSI. => Osnovne obavezanosti kritičkog sistemskog mišljenja - preliminarno prepoznate kao: kritička i društvena svesnost, ljudsko blagostanje i emancipacija, i komplementarizam na teorijskom i metodolo škom nivou ugrađene su u SIS.
LL@(0774) Certain crucial principles operationalized in the TSI are: Organizations are too complicated to be understood by means of one management model, and their problems are too complex to be discussed via the so-called prompt identification. => Neki od bitnih principa, operacionalizovani u SIS-u su: ~~~ Organizacije su previše komplikovane da bi mogle biti shvaćene korišćenjem jednog upravljač kog modela, a njihovi problemi su previše kompleksni da bi se pretresali tzv. brzim određivanjem.
LL@(0775) Organizations and their problems ought to be researched into using a respective rank of systems metaphors. => Organizacije i njihovi problemi bi trebali biti istraženi korišćenjem odgovarajućeg ranga sistemskih metafora.
LL@(0776) Relevant organizational aspects and problems, highlighted by means of metaphors, may be linked with respective systems methodologies for intervention conduct. that varied vital aspects of organizations and their problems be identified and stressed. => Relevantni organizacioni aspekti i problemi, osvetljeni uz pomoć metafora, mogu biti povezani sa primerenim sistemskim metodologijama za vođenje intervencije. ~~~ Različite sistemske metafore i metodologije mogu biti upotrebljene na komplementaran način da bi se naznačili i istakli različiti bitni aspekti organizacija i njihovi problemi.
LL@(0777) The strengths and weaknesses of systems methodologies can be estimated, and each methodology may be linked to respective organizational problems. => Snage i slabosti sistemskih metodologija mogu biti procenjene, a svaka od metodologija može biti povezana sa odgovarajućim organizacijskim problemima.
LL@(0778) The TSI develops a system interactive cycle of research. => SIS razvija sistemski interaktivan krug istraživanja.
LL@(0779) Relevant stakeholders are included in all the phases of the TSI. => Relevantni stakeholder-i su uključeni u sve faze SIS-a.
LL@(0780) Different systems metaphors and methodologies may be used in a complementary manner in order The pluralism underlying the TSI is operationalized in each of its three key phases Figure 2. => Pluralizam koji leži u osnovi SIS-a operacionalizovan je u svakoj od njegove tri ključne faze Slika 2. Š16, 2006, str. 526Ë:
LL@(0781) Š16, 2006, pp. 526Ë: Figure 2. => Slika 2.
LL@(0782) The Total Systems Intervention The task in the creativity phase is to use the systems metaphors as organizing structures to help managers and other stakeholders think creatively of their enterprises. => Sveukupna Intervencija u Sistemima Zadatak u fazi kreativnosti je upotrebiti metafore sistema kao organizujuće strukture da bi se pomoglo menadžerima i drugim stakeholder-ima da o svojim preduzećima promišljaju kreativno.
LL@(0783) The given organizational meatphors machinery, organic, brain metaphor, culture metaphor, political system metaphor, physical prison metaphor, the flow and transformation metaphor, the domination instrument metaphor Š15, 1997Ë are focused upon varied relevant aspects of the organization under consideration and upon its problems the organizational culture, the human and political aspects of organization, etc. => Dotične metafore organizacija - mašinska, organska, metafora mozga, metafora kulture, metafora političkog sistema, metafora fizičkog zatvora, metafora toka i transformacija, metafora instrumenta dominacije Š15, 1997Ë fokusirane su na različite relevantne aspekte istraživane organizacije i njene probleme - na organizacionu strukturu, ljudske i političke aspekte organizacije, itd.
LL@(0784) Pluralism is introduced as a means to obtain a broader knowledge of management problems situations as well as to incorporate the concepts from alternative paradigms. => Pluralizam se uvodi kao sredstvo dobijanja bogatije spoznaje upravljačkih problemskih situacija, i da bi se obuhvatila shvatanja iz alternativnih paradigmi.
LL@(0785) The use of systems metaphors serves as support the formalization of the process by which a decision maker analyses management problem contexts in the light of different views of the world. => Korišćenjem sistemskih metafora podržava se formalizovanje procesa pomoću koga rešavalac problema ispituje upravljačke problemske kontekste u svetlu različitih shvatanja sveta.
LL@(0786) The result of the creativity phase is a set of key issues and problems that becomes the basis for the selection of systems methodology/methodologies of intervention in the organization under consideration. => Rezultat faze kreativnosti je skup ključnih pitanja i problema, koji postaje osnov izbora sistemske metodologije/a intervencije u istraživanoj organizaciji.
LL@(0787) In the selection phase, alongside the metaphor analysis, the SiSiM is used to identify the strengths and weaknesses of prospective candidate-methodologies. => U fazi izbora, uporedo sa analizom metafora, upotrebljava se SiSiM da bi se otkrile snage i slabosti mogućih kandidat-metodologija.
LL@(0788) The intervention methodology/methodologies is/are selected on the basis of whether their strengths make them adequate for dealing with major organizational issues and problems identified in the creativity phase. => Metodologija/e intervencije se bira na osnovu toga da li je njene snage čine primerenom bavljenju glavnim organizacijskim pitanjima i problemima identifikovanim u fazi kreativnosti.
LL@(0789) The result of the selection phase is the dominant methodology which, if necessary, is to be supported by respective dependent methodologies. => Rezultat faze izbora je dominantna metodologija, koja, ukoliko je potrebno, treba biti podržana odgovarajućim zavisnim metodologijama.
LL@(0790) During the implementation phase, the methodology/ methodologies selected are applied to devise the required specific suggestions and to implement these, that is, to process the management problems situation in an adequate manner. => Tokom faze implementacije, izabrana metodologija/e se upotrebljava da bi se stiglo do zahtevanih specifičnih predloga i da bi se oni implementirali, odnosno, da bi se istraživana upravljačka problemska situacija adekvatno preradila.
LL@(0791) The result will be a coordinated change caused in such aspects of the organization under consideration that are currently most vital to its effective, efficient, ethical, etc. functioning. => Rezultat je koordinisana promena prouzrokovana u onim aspektima istraživane organizacije koji su tekuće najvitalniji za njeno efektivno, efikasno, etično, itd. funkcionisanje.
LL@(0792) The views of the participants as to what the major organizational problem areas are change over time. => Shvatanja učesnika o tome šta su glavne problemske oblasti organizacije se tokom vremena menjaju.
LL@(0793) A dymanic aspect of the TIS means a continual iterative circling about the creativity, selecting and changing implementation, in accordance with the relations between the dominant and the dependent methodologies. => Dinamički aspekt SIS-a znači neprekidno iterativno kruženje oko kreativnosti, izbora i menjanja implementacije, a shodno odnosima dominantne i zavisnih metodologija.
LL@(0794) The TSI, therefore, encourages creative reasoning on the nature of the managemnt problem situation under consideration, and once the decision on the character of the major organizational difficulties has been made, the SIS conducts the manager/researcher towards the type of systems methodology most adequate in creative dealing with the problems identified as major ones. => Dakle, SIS podstiče kreativno promišljanje o prirodi istraživane upravljačke problemske situacije, a kada se odluka o karakteru glavnih organizacijskih teškoća donese, SIS vodi menadžera/istraživača prema tipu sistemske metodologije koja je najprimerenija za kreativno bavljenje problemima identifikovanim kao najvažniji.
LL@(0795) As the intervention using the TSI proceedes, the nature of the problems situation is being analysed, which will be reflected in the selection of the systems methodology/methodologies. => Kako se, uz korišćenje SIS-a, intervencija odvija, tako se priroda problemske situacije preispituje, što će se odraziti na izbor sistemske metodologije/a.
LL@(0796) Namely, in dealing with highly complex, dynamic, interactive, multilayer management problem situations, the simultaneous identification of different relevant aspects revealed through different perspectives of observing the situation means the use of different systems methodologies in combination one is dominant whereas the others are the support methodologies. => Odnosno, u bavljenju visoko kompleksnim, dinamičkim, interaktivnim, višeznačnim upravljačkim problemskim situacijama, istovremeno naznačavanje različitih relevantnih aspekata otkrivenih kroz različite perspektive promatranja situacije podrazumeva korišćenje različitih sistemskih metodologija u kombinaciji jedna je dominantna, a druge su metodologije podrške.
LL@(0797) As a meta-methodology, the TIS has made an important theoretical-methodological and applicable step by making it possible to use the methodologies belonging to different paradigms in one and the same intervention and in one and the same problem situation. => Kao meta-metodologija, SIS je napravio bitan teorijsko-metodološki i aplikativni iskorak omogućivši da u istoj intervenciji na istoj problemskoj situaciji budu upotrebljene metodologije koje pripadaju različitim paradigmama.
LL@(0798) The TSI tries to devise an adequate, coherent way of managing different methodologies that rely on alternative epistemologic premises. => SIS nastoji da pronađe primeren, koherentan način upravljanja različitim metodologijama oslonjenim na alternativne epistemološke pretpostavke.
LL@(0799) On condition that it is practically impossible to use different methodologies alongside each other in complex problems situstions, the TSI assumes that the best way in methodological pluralism is to over a given time interval treat one methodology as dominant, and the others as dependent and that the relationship among the methodologies is to be continually analysed and changed in accordance with new knowledge on the management problem situation under consideration. => Ukoliko je u kompleksnim problemskim situacijama praktično nemoguće koristiti različite metodologije jednu pored druge, SIS sugeriše da je tada za metodološki pluralizam najbolje da se - u određenom intervalu vremena - jedna metodologija smatra dominantnom, a druge zavisnim, s tim da se odnos između metodologija stalno preispituje i može promeniti shodno novim saznanjima o istraživanoj upravljačkoj poblemskoj situaciji.
LL@(0800) A special, vital strength of the TSI is to link: pluralism in the creativity phase research into the management problem situations via different perspectives, that is, different conceptions of the world, with pluralism in the selection and implementation phases an appropriate management of different combined methodologies. => Posebna, bitna snaga SIS-a je da udružuje: pluralizmom u fazama izbora i implementacije odgovarajuće upravljanje različitim metodologijama u kombinaciji.
LL@(0801) If the greatest strength of the TSI was its activity on the meta-methodological level, in order to ensure that methodologies representing different paradigmatic hypotheses can be used combined, the activities on this level also resulted into certain TSI weaknesses. => Ako je najveća snaga SIS-a bilo delovanje na metametodološkom nivou, da bi se osiguralo da metodologije koje otelotvoruju različite paradigmatske pretpostavke mogu biti upotrebljene u kombinaciji, delovanje na ovom nivou je istovremeno rezultiralo određenom slabošću SIS-a.
LL@(0802) Similarly to the SiSiM, the TSI requires that the total methodologies be used, which evidently results into a substantial lack of flexibility in the use of methodologies, i.e., their methods, models, and techniques. => Poput SiSiM-a, SIS zahteva korišćenje celovitih metodologija, iz čega evidentno rezultira bitan manjak fleksibilnosti korišćenja metodologija, odnosno, njihovih metoda, modela, tehnika.
LL@(0803) A separate, unsolved TSI problem refers to the assumption that it can remain above paradigms, selecting methodologies in accordance with a specific human interest they have to meet. => Zaseban, neotklonjeni problem SIS-a tiče se sugerisanja da on može ostati iznad paradigmi, izdvajajući metodologije u skladu sa posebnim ljudskim interesom kome one treba da služe.
LL@(0804) The different paradigms, however, relying on the differently understood realities and built into different systems methodologies, provide answers to all human interests, in either an implicit or an explicit way Š19, 1993, pp. 53 - 70Ë. => Međutim, različite paradigme, oslonjene na različito shvaćene realnosti, i ugrađene u različite sistemske metodologije, eksplicitno ili implicitno obezbeđuju odgovore za sve ljudske interese Š19, 1993, pp. 53 - 70Ë.
LL@(0805) A special systems theoretical, metodological and aplicable development, relevant from the point of view of improving pluralism, is the Multimethodology. => Poseban sistemski teorijsko-metodološki i aplikativni razvoj, relevantan sa stanovišta unapređivanja pluralizma, je Multimetodologija.
LL@(0806) This development endeavours to link sections of methodologies that may come from different paradigms, in theoretically founded and practically useful ways Š11, 1997 a, pp. 1 20; 12, 1997 b, pp. 407 440; 13, 2006, pp. 217 240; 14, 1997, pp. 489 - 509Ë. => Ona nastoji da teorijski utemeljeno i praktično korisno poveže delove metodologija koje mogu pripadati različitim paradigmama Š11, 1997 a, pp. 1 - 20; 12, 1997 b, pp. 407 - 440; 13, 2006, pp. 217 - 240; 14, 1997, pp. 489 - 509Ë.
LL@(0807) The basic idea of Multimethodology is that all problem situations involving varied material, social and personal aspects are extremely complex and multidimensional. => Bazna ideja Multimetodologije je da su sve problemske situacije, koje involviraju različite materijalne, društvene i personalne aspekte, ekstremno složene i višedimenzionalne.
LL@(0808) Therefore, and in order that the intervention in the problem area under consideration be as efficient as possible, it is necessary to: a) identify all its relevant determinants within limited resources, and b) wherever possible, use a certain rank of methodologies (or their sections) that may be founded on different paradigms. => Stoga, da bi intervencija u istraživanoj organizacijskoj problemskoj oblasti bila što efektivnija neophodno je nastojati: a) unutar ograničenih resursa, naznačiti sva njena relevantna određenja, i b) gde god je moguće upotrebiti neki rang metodologija (ili njihovih delova), koje mogu biti utemeljene na različitim paradigmama.
LL@(0809) Important for determining the context of the Multimethodology are: 1. the real world problem situation under consider ation, 2. the theories and methodologies available, and 3. the agents who make a selection and undertake intervention into a respective problem situation. => Za opredeljivanje konteksta Multimetodologije bitni su: ~~~ 1. istraživana problemska situacija realnog sveta, 2. raspoložive teorije i metodologije, i 3. akteri koji prave izbor i preduzimaju intervenci ju u dotičnoj problemskoj situaciji.
LL@(0810) Similarly, the overall context of Multimethodology is determined by the relationships established between: agents and methodologies/techniques, agents and problem situation, methodologies/techniques and the situation in question. => Takođe, ukupni kontekst Multimetodologije je determinisan odnosima uspostavljenim između: pluralizam u fazi kreativnosti - istraživanje upravljačke problemske situacije kroz različite perspektive, tj. različita shvatanja sveta, sa aktera i metodologija/tehnika, aktera i problemske situacije, metodologija/tehnika i dotične situacije.
LL@(0811) Important dimensions of these relations can be highlighted via appropriate series of questions focused upon the design of the intervention. => Bitne dimenzije ovih odnosa mogu biti osvetljene kroz odgovarajuće serije pitanja, fokusiranih na dizajn intervencije.
LL@(0812) Thus, the context of Multimethodology is determined by three conceptual systems and their important interrelations Figure 3. ~~~ Š12, 1997 b, p. 420Ë. => Dakle, kontekst Multimetodologije opredeljuju tri koncepcijska sistema i njihovi bitni međuodnosi - Slika 3. Š12, 1997 b, p. 420Ë.
LL@(0813) The conceptual system related to the contents of the problem situation under consideration includes three spheres/worlds material, social, and personal, as well as the language as a medium. => Koncepcijski sistem koji se tiče sadržaja razmatrane problemske situacije obuhvata tri sfere/sveta - materijalni, društveni i personalni, i jezik kao medijum.
LL@(0814) The distinctions among these spheres are analytical in character, since there are no separated onthological worlds, nor are they independent on one another. => Distinkcije među ovim sferama su analitičke, jer ne postoje odvojeni ontološki svetovi, niti su oni nezavisni jedan od drugog.
LL@(0815) The conceptual system of intervention includes the organizational agents who make selections and act. => Koncepcijski sistem intervencije obuhvata aktere organizacije, koji prave izbore i deluju.
LL@(0816) In the Multimethodology context the agents with their knowledge, developments, relations with a problem situation under consideration, their personalities, values, obligations are awarded the central position. => U kontekstu Multimetodologije, akterima - s njihovim znanjima, razvojima, odnosima s istraživanom problemskom situacijom, personalnostima, vrednostima, obavezanostima - pripada centralna pozicija.
LL@(0817) Of course, any methodology or conceptual frame of ideas are, in reality, at the disposal of the agents, that is, those who use them in dealing with the problem situation Š12, 1997 b, p. 428Ë. Leaning on the theories and methodologies available, the conceptual system of intellectual resources is built up of the following two conceptual frames relevant for methodologies integration: 1. the conceptual frame for mapping methodolo gies, and 2. the conceptual frame for decomposition of methodologies. => A bilo koja metodologija ili koncepcijski okvir ideja su, zapravo, u službi aktera, tj. onih koji ih u bavljenju problemskom situacijom koriste Š12, 1997 b, p. 428Ë. ~~~ Oslanjajući se na raspoložive teorije i metodologije, koncepcijski sistem intelektualnih resursa grade sledeća dva, za integrisanje metodologija, relevantna koncepcijska okvira: ~~~ 1. koncepcijski okvir za mapiranje metodologija i 2. koncepcijski okvir dekomponovanja metodologija.
LL@(0818) The conceptual frame for methodology mapping is the view that Multimethodology has to be expressed in the categories of two key properties of intervention: the multidimensional character of the problem situation under consideration a material, social, and personal worlds, and different types of activities to be undertaken understanding, analysis, estimation and action taking. => U koncepcijskom okviru za mapiranje metodologija polazi se od stava da Multimetodologija treba biti iskazana u kategorijama dva ključna svojstva intervencije: višemenzionalnost istraživane problemske situa cije - materijalni, društveni i personalni svet i različiti tipovi aktivnosti koje trebaju biti preduzete - razumevanje, analiza, procenjivanje i delovanje.
LL@(0819) The result of the combining of the two key factors is an analytical grid that can be used to map the characteristics of various methodologies, the goal being the support to their linking together. => Rezultat kombinovanja dotična dva ključna faktora je analitička rešetka koja može biti upotrebljena da bi se mapirale karakteristike različitih metodologija, s ciljem podrške njihovom međusobnom povezivanju.
LL@(0820) The logic of this conceptual frame is that the overall intervention in the problem situation under consideration means dealing with three key dimensions of the situation the material, the social, and the personal ones, via four different phases apprehending, analysis, estimation, and action taking. => Logika ovog kocepcijskog okvira je da sveobuhvatna intervencija u istraživanoj upravljačkoj problemskoj situaciji podrazumeva bavljenje s tri ključne dimenzije situacije materijalnom, društvenom i personalnom i to kroz četiri različite faze razumevanje, analiza, procenjivanje i delovanje.
LL@(0821) Each section of the grid generates questions referring to the specific important aspects of the situation/intervention under consideration, and these aspects have to be identified. => Svaki odeljak rešetke generiše pitanja o posebnim bitnim aspektima razmatrane situacije/intervencije, koji trebaju biti naznačeni.
LL@(0822) The given conceptual frame can be used in different vays. => Dotični koncepcijski okvir može biti upotrebljen na različite načine.
LL@(0823) In the first place, it is possible to examine and evaluate the strengths (and weaknesses) of individual methodologies and map them on the grid in order to find out to what extent they determine relevant issues. => Pre svega, moguće je ispitati i proceniti snage (i slabosti) posebnih metodologija i mapirati ih na rešetku da bi se shvatilo u kojim razmerama one naznačuju relevantna pitanja.
LL@(0824) Or, alternatively, it is possible to test which methodologies may be helpful in a given specific aspect of intervention. => Ili, alternativno, može se ispitati koje metodologije mogu biti od pomoći u određenom posebnom aspektu intervencije.
LL@(0825) The conceptual frame of methodology decomposition has it that the essence of Multimethodology is to upon respective decomposition of methodologies (which may be relying on different paradigms) into their methods, techniques, tools provide for a creative linking of their parts. => U koncepcijskom okviru dekomponovanja metodologija smatra se da je suština Multimetodologije da, nakon odgovarajućeg razlaganja metodologija - koje mogu biti oslonjene na različite paradigme - na njihove metode, tehnike, instrumente, obezbedi kreativno povezivanje njihovih gradivnih delova.
LL@(0826) Therefore, when starting from the idea that the methods/techniques can be taken from one and purposefully applied within another methodology, it is necessary that different methodologies be studied in detail, to find out where the fruitful links can be created. => Dakle, polazeći od ideje da metodi/tehnike mogu biti izdvojeni iz jedne i upotrebljeni svrhovito u drugoj metodologiji, neophodno je detaljno proučavanje različitih metodologija, da bi se otkrilo gde plodonosne veze mogu biti kreirane.
LL@(0827) In this process the methodologies must be decomposed systematically so as to identify their separable elements and their functions or purposes. => Pri tome, metodologije moraju budu dekomponovane na sistematičan način da bi se identifikovali izdvojivi elementi i njihove funkcije ili svrhe.
LL@(0828) We suggest that it be done in the categories of distinctions among the philosophy principles why; the methodology phases what, and techniques how. => Predlaže se da to može biti učinjeno u kategorijama distinkcija između filozofskih principa - zašto, metodoloških etapa - šta i tehnika - kako.
LL@(0829) In moving one technique from one methodology (and paradigm) to another, its context and interpretation can be altered respectively. => U kretanju neke tehnike od jedne metodologije (i paradigme) do druge, njen kontekst i interpretacija moraju biti odgovarajuće promenjeni.
LL@(0830) Figure 3. => Razvojno odreðivanje problemske situacije C Ustrojstvo rasprave - moæ / znanje Sistem sadržaja istraživane problemske situacije Istraživana problemska situacija Sistem intelektualnih resursa Raspoložive teorije i metodologije relevantne za istraživanu problemsku situaciju B Sistem intervencije Akteri koji preduzimaju intervenciju A Konstitucija subjekata - tehnologije personalnosti Slika 3.
LL@(0831) The Multimethodology context The change in the management problem situation under consideration which is generated by the intervention depends on the context, and, by a rule, is rather limited. => Kontekst Multimetodologije Promena u istraživanoj upravljačkoj problemskoj situaciji, generisana intervencijom, zavisi od konteksta, i, po pravilu, je lokalna i često vrlo ograničena.
LL@(0832) Critical thinking is carried out through four phases: understanding problem situation as it is, analysis as to why it is as it is, estimating how the situation can be creatively changed, and acting towards generating change. => Kritičko promišljanje se realizuje kroz četiri faze: razumevanje problemske situacije kakva ona je ste, analiza zašto je ona takva, procenjivanje kako situacija može biti kreativno promenjena, i delovanje ka generisanju promene.
LL@(0833) Of central importance is to determine the boundaries in the research process. => Opredeljivanje granica u procesu istraživanja je od centralnog značaja.
LL@(0834) The agents activities are related to three analytically separate worlds the material, the social, and the personal ones, that provide the other important dimension for the given concept of critical thinking. => Delovanja aktera su povezana sa tri analitički odvojena sveta materijalnim, društvenim i ličnim, koji obezbeđuju drugu bitnu dimenziju za dotični koncept kritičkog promišljanja.
LL@(0835) Power is an integral part of all the three worlds, and knowledge (including methodologies and meta-methodologies) is undoubtedly linked with power. => Moć je integralni deo sva tri sveta, a znanje (uključujući metodologije i meta-metodologije) je nesumnjivo povezano s moći.
LL@(0836) Interventions in organizational problem situations should be conducted in such a way to provide the conditions for discussion. => Intervencije u organizacijskim problemskim situacijama bi trebale da biti sprovođene na način koji obezbeđuje uslove za rasprave.
LL@(0837) In other words, the process of critical multimethodology is supposed to be a continual cycle of thinking, judging and acting. => Odnosno, proces kritičke multimetodologije bi trebao biti neprekinuti krug promišljanja, prosuđivanja i delovanja. 4.
LL@(0838) 4. ~~~ Conclusion With respect for the various perceptions and interpretations of management problem situations and the ef forts to ensure an appropriate combined use of different methodologies, methods, models, and techniques in management problem situations structuring and problem solving in organizations, pluralism obviously is a complax research field, relevant in both theoretical, methodological and applicable senses. => Zaključak Shodno respektovanju različitih percepcija i interpretacija upravljačkih problemskih situacija, i nastojanjima da se omogući odgovarajuće kombinovano kori šćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema u organizacijama, pluralizam očito predstavlja složeno istraživačko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.
LL@(0839) Dealing with pluralism in creative organizational development management means, above all, examining the relationship between pluralism as a specific strategy of the Management Science development and the strategies of isolationism, imperialism and pragmatism, on one side, as well as taking into consideration the basic pluralistic systemic theoretical, methodological and applicable developments System of Systems Methodologies, Total Systems Intervention, and Multimethodology, on the other side. => Bavljenje pluralizmom u kreativnom upravljanju razvojem organizacija podrazumeva, pre svega, preispitivanje odnosa između pluralizma, kao posebne strategije razvoja Management Science-a, i strategija izolacionizma, imperijalizma i pragmatizma, s jedne, i razmatranje osnovnih pluralističko sistemskih teorijskometodoloških i aplikativnih razvoja Sistem Sistemskih Metodologija, Sveukupna Intervencija u Sistemima i Multimetodologija, s druge strane.
LL@(0840) Relying on the presented development of pluralism in systems thinking and the systems practice, a further global consideration of pluralism and its capacities in the creative management of organizational development requires a precise definition of essential aspects in the relations between pluralism and critical systems thinking, an analysis of the key dimensions of paradigmatic variety, a research into the theoretical, methodological and applicable difficulties related to paradigmatic incompatibility. => Oslanjajući se na prezentirani razvoj pluralizma u sistemskom mišljenju i sistemskoj praksi, dalje celovito razmatranje pluralizma i njegovih kapaciteta u kreativnom upravljanju organizacijskim razvojem zahteva preciziranje bitnih aspekata odnosa pluralizma i kritičkog sistemskog mišljenja, preispitivanje ključnih dimenzija paradigmatske raznovrsnosti, istraživanje teorijsko-metodoloških i aplikativnih teškoća vezanih za paradigmatsku nesamerljivost.
LL@(0841) Of special importance is the fact that the future of pluralism in the systems thinking and practice is directly determined by the manner(s) in which theoretical pluralism can, or should, be processed. => Od posebne važnosti je činjenica da je budućnost pluralizma u sistemskom mišljenju i praksi neposredno determinisana načinom/načinima na koje teorijski pluralizam može, odnosno, treba biti validno prerađen.
LL@(0842) Furthermore, any individual development of pluralism (as a meta-paradigm, as a new paradigm, as postmodernism, as disparate pluralism, as critical systems practice) as a particular way of formulating and operationalization of pluralism should be valued from the point of view of the extent to which it enables pluralism to realise its full potential in organizational practice. => U vezi s tim, svaki pojedini razvoj pluralizma (kao meta-paradigma, kao nova paradigma, kao postmodernizam, kao neskladni pluralizam, kao kritička sistemska praksa), kao poseban način formulisanja i operacionalizovanja pluralizma treba biti vrednovan sa stanovišta razmera u kojima on omogućava pluralizmu da u organizacijskoj praksi ostvari svoj puni potencijal.
LL@(0843) Of special importance for the improvement of pluralism in the systems thinking and the systems practice are the experiences in developing pluralism in other disciplines, especially in organizational theory (focus upon combined application of various methods for the purpose of improving our understanding of organizational phenomena), operational research (varied combinations of soft methods of operational research, as a rule managed by interpretative paradigm), information systems (complementarism in the use of methodologies), consultation in management (the efforts of management consultants with academic experience to point to the relevance of theoretical supports for the purpose of strengthening pluralistic consulting practice). => Za unapređivanje pluralizma u sistemskom mišljenju i sistemskoj praksi od odgovarajućeg značaja su i iskustava razvijanja pluralizma u drugim disciplinama, posebno, u organizacionoj teoriji (fokusiranost na korišćenje različitih metoda u kombinaciji s ciljem unapređivanja razumevanja organizacijskih fenomena), operacionim istraživanjima (različite vrste kombinacija soft metoda operacionih istraživanja, po pravilu, upravljanih interpretativnom paradigmom), informacionim sistemima (komplementarizam u korišćenju metodologija), konsultantnosti u menadžmentu (nastojanja menadžment konsultanata sa akademskim iskustvima da ukazivanjem na relevantnost teorijskih podrški osnaže pluralističku konsultantsku praksu).
LL@(0844) BIBLIOGRAPHY Š1Ë Checkland, P. B, 1985, From optimizing to learning: a development of systems thinking for the 1990s, Journal of the Operational Research Society, Vol. 36, No. 9, pp. 757 - 767. => LITERATURA Š1Ë Checkland, P. B, 1985, From optimizing to learning: a development of systems thinking for the 1990s, Journal of the Operational Research Society, Vol.
LL@(0845) Š2Ë Flood, R. L. and Jackson, M. C., 1991, Creative Problem Solving - Total Systems Intervention, John Wiley and Sons, Chichester. => 36, No. 9, pp. 757 - 767. Š2Ë Flood, R. L. and Jackson, M. C., 1991, Creative Problem Solving - Total Systems Intervention, John Wiley and Sons, Chichester.
LL@(0846) Š3Ë Habermas, J., 1972, Knowledge and Human Interests, Heinemann, London. => Š3Ë Habermas, J., 1972, Knowledge and Human In terests, Heinemann, London.
LL@(0847) Š4Ë Jackson, M. C., 1990, Beyond a system of sys tems methodologies, Journal of the Operational Research Society, Vol. 41, pp. 657 - 668. => Š4Ë Jackson, M. C., 1990, Beyond a system of systems methodologies, Journal of the Operational Research Society, Vol.
LL@(0848) Š5Ë Jackson, M. C., 1995, Present positions and fu ture prospects in Management Science, in: Understanding the Process of Operational Research - Collected Readings, Edited by Keys, P., John Wiley and Sons, Chichester, pp. 303 321. => 41, pp. 657 - 668. Š5Ë Jackson, M. C., 1995, Present positions and future prospects in Management Science, in:
LL@(0849) Š6Ë Jackson, M. C., 2000, Systems Approaches to Management, Kluwer/Plenum, New York. => Understanding the Process of Operational Research - Collected Readings, Edited by Keys, P., John Wiley and Sons, Chichester, pp. 303 - 321. Š6Ë Jackson, M. C., 2000, Systems Approaches to Management, Kluwer/Plenum, New York.
LL@(0850) Š7Ë Jackson, M. C., 2006 a, Beyond problem struc turing methods: reinventing the future of OR/MS, Journal of the Operational Research Society, Vol. 57, pp. 868 - 878. => Š7Ë Jackson, M. C., 2006 a, Beyond problem structuring methods: reinventing the future of OR/MS, Journal of the Operational Research Society, Vol. ~~~ 57, pp. 868 - 878. Š8Ë Jackson, M. C., 2006 b, Creative Holism:
LL@(0851) Š8Ë Jackson, M. C., 2006 b, Creative Holism: A Critical Systems Approach to Complex Problem Situations, Systems Research and Behavioral Science, Vol. 23, No. 5, pp. 647 - 657. => A Critical Systems Approach to Complex Problem Situations, Systems Research and Behavioral Science, Vol.
LL@(0852) Š9Ë Jackson, M. C. and Keys, P., 1984, Towards a system of systems methodologies, Journal of the Operational Research Society, Vol. 35, pp. 473 - 486. => 23, No. 5, pp. 647 - 657. Š9Ë Jackson, M. C. and Keys, P., 1984, Towards a system of systems methodologies, Journal of the Operational Research Society, Vol.
LL@(0853) Š10Ë Kuhn, T. S., 1970, The Structure of Scientific Revolutions, The 2nd edn., University of Chicago Press, Chicago. => 35, pp. 473 - 486. Š10Ë Kuhn, T. S., 1970, The Structure of Scientific Revolutions, The 2nd edn., University of Chicago Press, Chicago.
LL@(0854) Š11Ë Mingers, J., 1997 a, Multi-paradigm Multimethodology, in: Multimethodology The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 1 - 20. => Š11Ë Mingers, J., a, Multi-paradigm Multimethodology, in:
LL@(0855) Š12Ë Mingers, J., 1997 b, Towards Critical Pluralism, in: Multimethodology - The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 407 - 440. => Multimethodology The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 1 - 20. Š12Ë Mingers, J., 1997 b, Towards Critical Pluralism, in:
LL@(0856) Š13Ë Mingers, J., 2006, Realising Systems Thinking Knowledge and Action in Management Science, Springer, New York. => Multimethodology - The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 407 - 440. Š13Ë Mingers, J., 2006, Realising Systems Thinking Knowledge and Action in Management Science, Springer, New York.
LL@(0857) Š14Ë Mingers, J. C. and Brocklesby, J., 1997, Multimethodology: towards a framework for mixing methodologies, Omega, Vol. 25, No. 5, pp. 489 - 509. => Š14Ë Mingers, J. C. and Brocklesby, J., 1997, Multimethodology: towards a framework for mixing methodologies, Omega, Vol.
LL@(0858) Š15Ë Morgan, G., 1997, Images of Organization, SAGE Publications, London. => 25, No. 5, pp. 489 - 509. Š15Ë Morgan, G., 1997, Images of Organization, SAGE Publications, London.
LL@(0859) Š16Ë Petrović, S. P., 2006, Sistemsko mišljenje, Sistemske metodologije, Autorsko izdanje, Kragujevac. => Š16Ë Petrović, S. P., 2006, Sistemsko mišljenje, Sistemske metodologije, Autorsko izdanje, Kragujevac.
LL@(0860) Š17Ë Petrovic, S. P., 2007, Systems Approaches to Solving Practical Problems, The 22nd European Conference on Operational Research EURO XXII, Prague, Czech Republic, July 8 - 11, 2007, p. 214. => Š17Ë Petrovic, S. P., 2007, Systems Approaches to Solving Practical Problems, The 22nd European Conference on Operational Research EURO XXII, Prague, Czech Republic, July 8 - 11, 2007, p. 214.
LL@(0861) Š18Ë Petrovic, S. P., 2008, Coherent Pluralism in Managing Problem Situations, The 18th Triennial Conference of the International Federation of Operational Research Societies, IFORS 2008, Sandton, Johannesburg, South Africa, July 13 - 18, 2008, p. 77. => Š18Ë Petrovic, S. P., 2008, Coherent Pluralism in Managing Problem Situations, The 18th Triennial Conference of the International Federation of Operational Research Societies, IFORS 2008, Sandton, Johannesburg, South Africa, July 13 - 18, 2008, p. 77.
LL@(0862) Š19Ë Schwaninger, M., 2004, Methodologies in Conflict: Achieving Synergies between System Dynamics and Organizational Cybernetics, Systems Research and Behavioral Science, Vol. 21, No. 4, pp. 411 - 431. => Š19Ë Schwaninger, M., 2004, Methodologies in Conflict: ~~~ Achieving Synergies between System Dynamics and Organizational Cybernetics, Systems Research and Behavioral Science, Vol.
LL@(0863) Š20Ë Tsoukas, H., 1993, The road to emancipation is through organizational development: a critical evaluation of Total Systems Intervention, Systems Practice, Vol. 6, pp. 53 - 70. => 21, No. 4, pp. 411 - 431. Š20Ë Tsoukas, H., 1993, The road to emancipation is through organizational development: a critical evaluation of Total Systems Intervention, Systems Practice, Vol. ~~~ 6, pp. 53 - 70.
LL@(0864) The Corporate Social Responsibility and Stakeholder Management UDC 005.35 ; 347.72.032 dr Biljana Predić1, mr Maja Ivanović-Djukić2 1 Faculty of Economics Niš bpredic¿ptt.yu1 2 Faculty of Economics Niš maja.djukic¿eknfak.ni.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. ~~~ Belgrade, Serbia Over the past decade, enterprises are put under a strong pressure of different stakeholder groups and there have been a lot of ethical and social problems such as murder crimes, smoking at the workplace, AIDS at the workplace, sexual harassment at the workplace etc. => Društvena odgovornost preduzeća i steikholder menadžment UDK 005.35 ; 347.72.032 dr Biljana Predić1, mr Maja Ivanović-Djukić2 1 Ekonomski fakultet Niš bpredic¿ptt.yu1 2 Ekonomski fakultet Nis maja.djukic¿eknfak.ni.ac.yu XI internacionalni simpozijum SymOrg 2008. 10.-13. septembra 2008, Beograd, Srbija U poslednje vreme prisutan je veliki pritisak različitih interesnih grupa na preduzeća i brojni etički i društveni problema kao što su: krvni delikti, pušenje na radnom mestu, SIDA medju zaposlenima, korišćenje narkotika, seksualno zlostavljanje zaposlenih, zloupotreba službenog položaja isl.
LL@(0865) It is for these reasons that managers pay an increasing attention to corporate social responsibility and stakeholder management. => Iz tih razloga menadžeri sve više pažnje poklanjaju društvenoj odgovornosti preduzeća i poštovanju etičkih pravila ponašanja.
LL@(0866) At the same time a higher level of corporate social responsibility and ethical behavior towards stakeholders make it possibile for the firm to build a high reputation in society, and to acquire a competitive advantage. => U isto vreme veći stepen društvene odgovornosti i etičnog ponašanja prema interesnim grupama omogućava preduzeću da izgradi dobru reputaciju u društvu i stekne konkurentsku prednosti.
LL@(0867) Therefore the corporate social responsibility and stakeholder management are increasingly becoming the focus of attention. => Iz tih razloga sve više pažnje se poklanja društvenoj odgovornosti i steikholder menadžmentu. 1.
LL@(0868) 1. ~~~ Introduction The needs for social responsibility are increasingly higher in the modern business environment, making the responsible conduct and relationships with stakeholders the key factors of success. => Uvod U savremenim uslovima poslovanja zahtevi za društvenom odgovornošću postaju izuzetno povećani, tako da odgovorno ponašanje i odnos sa steikholderima postaju ključni faktori uspeha.
LL@(0869) An increasing attention paid to corporate social responsibility has not been a voluntary process. => Povećanje obraćanja pažnje društvenoj odgovornosti u preduzećima nije se desilo sasvim slučajno (dobrovoljno).
LL@(0870) A large number of companies became aware of the need for social responsibility only after they were taken aback by the public reaction to some of their former imprudent acts that shockd the public. => Mnoge kompanije su postale svesne potrebe za društvenom odgovornošću, tek pošto ih je iznenadila reakcija javnosti na neke njihove nepromišljene prethodne postupke koji su uzdrmali javnost.
LL@(0871) The Nike, for example, faced a strong customers boycott after the New York Times and other media reported on the horrible treatment of workforce in the suppliers factories in the early 1990s. => Na primer, Nike se susrela sa jakim bojkotom potrošača, pošto su New York Times i drugi mediji objavili izveštaj o praksi zlostavljanja radne snage u fabrikama dobavljača kompanije početkom 1990. tih.
LL@(0872) The decision of the Shell Oil company to bury their obsolete oil-refining technology (Brent Spar) into the North Sea faced a strong opposition from the environment protecting organizations and was condemned in a host of articles in international journals in 1995. => Odluka kompanije Shell Oil da potopi zastarelu tehnologiju za preradu nafte (Brent Spar) u Severno more, izazvala je jak protest organizacija za zaštitu prirodne sredine i bila praćena brojnim člancima osude u međunarodnim časopisima 1995. godine.
LL@(0873) Such examples are numerous. => Ovakvih primera ima mnogo.
LL@(0874) And so the activities of all types of organizations have recently been under an increasing pressure of the public demand that their activities be conducted in a socially responsible manner Š1 pp. 78-94Ë. => Tako aktivnosti organizacija svih vrsta u poslednje vreme, doživljavaju sve veći pritisak javnosti za društveno odgovornim ponašanjem 1 str. 78-94Ë.
LL@(0875) This increasing demand for social responsibility was further supported by the globalization process, the multinational companies expansion and the emergence of numerous ecological problems. => Na povećanje zahteva i potrebe za društvenom odgovornošću, između ostalog utiče proces globalizacije, širenje multinacionalnih korporacija i pojava brojnih ekoloških problema.
LL@(0876) Traditionally, the care about the companies social responsibility was the concern of the Governments of states. => U tradicionalnim uslovima o društvenoj odgovornosti preduzeća vodile su računa Vlade država.
LL@(0877) With the globalization process the enterprises expanded beyond the national boundaries therefore the manufacturing, sales, payment … processes do not end in one country and, consequently, the government of that one country does not have an insight into (cannot con trol) the companys business. => Sa procesom globalizacije, došlo je do širenja preduzeća van nacionalnih granica tako da se proces proizvodnje, prodaje, plaćanja ... ne zaokružuje u jednoj zemlji i vlada jedne zemlje nema uvid (ne može da kontroliše) u poslovanje preduzeća.
LL@(0878) Liberalization of foreign trade has simultaneously resulted into an enormous increase in foreign trade transactions. ~~~ These transactions caused vast investments and eliminated the financial barriers, thus enhancing the mobility of multinational corporations. => U isto vreme liberalizacija spoljne trgovine dovela je do ogormnog povećanja spoljnotrgovinskih transankcija, koje su praćene ogromnim investicijama i rušenjem finansijskih barijera koje su povećale mobilnost multinacionalnih korporacija.
LL@(0879) As companies expand, the chances that the states monitor and control their work are further reduced. => Kako se kompanije šire van nacionalnih granica tako se smanjuje mogućnost pojedinih država da prate i kontrolišu njihov rad.
LL@(0880) Thus the governments have limited possibilities to monitor and control to what extent the multinational companies observe ethical and legal regulations and standards. => Tako da Vlade imaju ograničene mogućnosti da prate i kontrolišu poštovanje etičkih i zakonskih propisa i standarda u multinacionalnim kompanijama.
LL@(0881) It is for these reasons that the multinational companies are expected to exert a much higher level of ethics and social responsibility in their behaviour. => Iz tih razloga od multinacionalnih kompanija se očekuje mnogo viši stepen etičnosti ponašanja i društvene odgovornosti.
LL@(0882) The problems of corporate social responsibility are increasingly visible due to the expansion of global corporations that cause many social problems. => Problemi korporativne društvene odgovornosti se sve više naglašavaju i usled širenja globalnih korporacija koje stvaraju mnoge socijalne probleme.
LL@(0883) It is the corporations responsibility, then, to solve these problems worldwide. => Korporacija je odgovorna da ih rešava svuda u svetu.
LL@(0884) It is also the long-term interest of global companies to solve social problems since this gives them an opportunity to avoid legal limitations in certain countries and build a reputation in the society. => Dugoročno posmatrano u interesu globalnih kompanija je da rešavaju socijalne probleme jer im to daje mogućnosti da izbegnu zakonska ograničenja pojedinih država i izgrade dobru reputaciju u društvu.
LL@(0885) Solving social problems comes at a price. => Rešavanje socijlanih problema nosi određene troškove.
LL@(0886) By successfully solving social problems and suffering some expences the company shows it is ahead of its competition. => Time što uspešno rešava socijalne probleme i snosi određene troškove, preduzeće pokazuje da je uspešnije od svojih konkurenata.
LL@(0887) These arguments are especially relevant in a global competitive environment, since, if the company is doing business in a number of countries, it means it will solve social problems in each of them. => Ovi argumenti su naročito relevantni u globalnom konkurentskom okruženju, jer ako kompnaija posluje u više zemalja znači da će rešavati socijalne probleme u svakoj od njih.
LL@(0888) Technology development is also responsible for the emergence of social problems. => Socijalni problemi nastaju i sa razvojem tehnologije.
LL@(0889) For example, the access to the Internet enables the company to use a less expensive, but more efficient marketing and sales of products and services, however it brings the danger of abusing a lot of information, and this gives rise to the problem of protection and safety. => Na primer, pristup Internetu pruža mogućnosti kompaniji da koristi jeftiniji i efikasniji marketing i prodaju proizvoda i usluga, ali joj nosi opasnosti zloupotrebe mnogih informacija, zato se javlja problem obezbeđenja i sigurnosti.
LL@(0890) Companies in the field of biotechnology are faced with ethical and social problems of genetic engineering, cloning, etc. => Kompanije iz oblasti biotehnologije suočavaju se sa etičkim i socijalnim problemima genetskog inženjeringa, kloniranja isl.
LL@(0891) Technology growth does offer more opportunities to the companies, however it burdens them with an ever greater social and ethical responsibility. => Razvoj tehnologije nosi više mogućnosti preduzećima, ali i sve više so cijalnih i etičkih odgovornosti.
LL@(0892) Another serious problem that highlights the importance of social responsibility is the emergence of alarming environment-related problems, such as air pollution, acid rains, radioactive waste, ozone layer damage and similar global problems. => Drugi veliki problem koji naglašava značaj društvene odgovornosti su alarmantni problemi u prirodnom okruženju, kao što su zagađenje vazduha, kisele kiše, radioaktivni otpad, pojava ozonskih rupa i slični globalni problemi.
LL@(0893) These incited the socio-economic awareness that made the companies pay more attention to social responsibility, since they directly affect different eco-systems and social welfare. => Oni su doveli do buđenja socio-ekonomske svesti koja je podstakla preduzeća da više i ozbiljnije posvete pažnju društvenoj odgovornosti, pošto ona neposredno utiču na različite ekosisteme u prirodi i društveno blagostanje.
LL@(0894) The newly created awareness of the need to solve environmental and social problems made it a must for scientists and company managers to approach the company social responsibility issue in a more serious way. => Probuđena svest o potrebi za rešavanjem ekoloških i socijalnih problema kod naučnika i menadžera u preduzeću podstakla je naglašavanje značaja društvene odgovornosti preduzeća.
LL@(0895) Regardless of the fact that a higher level of social responsibility means higher costs in the companys business operations, it appears that the companys operations with the regard to the environmental and social needs do not collide with profit making. ~~~ On the contrary, it may significantly increase its competitive advantage. => I pored toga što veći stepen društvene odgovornosti nosi veće troškove poslovanja preduzeća, pokazalo se da funkcionisanje preduzeća uz uzimanje u obzir potreba prirodnog okruženja i društva, nije u sukobu sa ostvarenjem profita, već utiče na povećanje konkurentske sposobnosti preduzeća.
LL@(0896) Investing into social responsibility affects value creation in the company, both directly and indirectly. => Ulaganja u društvenu odgovornost utiču direkno i indirekno na stvaranje vrednosti u preduzeću.
LL@(0897) It is true that investment into elements of environmental protection and philantropic behaviour means larger short-term expenses to the company, however, in increasing the safety and product quality the company builds positive reputation which has a favourable impact upon a long-term value creation and therefore these issues atrract more and more attention. => Pre svega ulaganja u elemente za zaštitu okruženja i filantropsko ponašanje u kratkom roku donose preduzeću povećane troškove, ali povećanjem sigurnosti i kvaliteta proizvoda preduzeće stiče lojalne potrošače izgrađuje dobru reputaciju što pozitivno utiče na stvaranje dugoročne vrednosti preduzeća, zato se ovim pitanjima posvećuje sve veća pažnja.
LL@(0898) The corporation can build a good reputation only if it is socially responsible. => Korporacija može izgraditi dobru reputaciju samo ako je odgovorna prema društvu.
LL@(0899) For these reasons the practice of successful companies increasingly stresses the importance of social responsibility, while it becomes a frequent subject of academic study by the scientists from various fields of economics. => Iz tih razloga u praksi uspešnih preduzeća sve više se naglašava značaj društvene odgovornosti, a u teoriji ona postaje sve češći predmet proučavanja naučnika različitih ekonomskih oblasti. 2.
LL@(0900) 2. ~~~ Social responsibility concepts and stakeholder management development The corporate social responsibility (CSR) means a serious concern about the impact of the companys activity upon the society. => Razvoj koncepata društvene odgovornosti i steikholder menadžmenta Korporativna društvena odgovornost (CRS) predstavlja ozbiljno vođenje računa o uticaju aktivnosti preduzeća na društvo.
LL@(0901) The idea of social responsibility demands that individuals and organizations be aware of the impact of their activities upon the social system as a whole and insists that they act with responsibility in conducting any activity that may affect the system. => Ideja o društvenoj odgovornosti podrazumeva da pojedinci i organizacije budu svesni uticaja svojih aktivnosti na celokupan društveni sistem i navodi ih da se odgovorno ponašaju pri izvršenju bilo koje aktivnosti koja može uticati na taj sistem.
LL@(0902) These ideas on corporate social responsibility are not new, they are present in the mind and in the practice of the company since the moment it is set up, however, they are expressed differently. => Ideje o društvenoj odgovornosti preduzeća nisu nove, one su prisutne u svesti i praksi preduzeća od njihovog osnivanja, ali su se ispoljavale na različite načine.
LL@(0903) The first ideas on social responsibility that theory knows date back into the year 1899, to Andrew Carnegies the Gospel of Wealth. => U teoriji se ideje o društvenoj odgovornosti prvi put sreću 1899. godine u radu Jevanđelje Bogatstva, Andrew-a Carnegie.
LL@(0904) He was the first to write about the need that a company help and improve the society and the environment it operates in. => On je prvi govorio o potrebi preduzeća da pomaže i unapređuje društvo i okruženje u kome funkcioniše.
LL@(0905) In the 1930-1950 period the states influence becomes greater. => U periodu od 1930 1950. godina dolazi do velikog jačanja uticaja države.
LL@(0906) The social responsibility at that time is focused on increasing the social welfare of the employees (retirement and insurance plans), their safety, health care, pension plans, etc. ~~~ Š2 pp. 395-403Ë. => U to vreme društvena odgovornost je bila usmerena na povećanje socijalnog blagostanja zaposlenih (penzioni i osiguravajući planovi), njihove sigurnosti, zdravstvene zaštite, penzionih programa isl.
LL@(0907) Since the 1950s a modern concept of corporate social responsibility is developed in which the key issues refer to moral standards and ethical behaviour such as: product safety, truthful marketing, employees rights, opportunities for promotion, environment protection, etc. => str.395-403Ë Od 1950-tih do danas razvija se moderan koncept korporativne društvene odgovornosti u kome su ključna pitanja vezana za moralna načela i etičko ponašanje, kao što su: sigurnost proizvoda, iskrenost u marketingu, prava zaposlenih, mogućnost napredovanja na poslu, zaštita životne sredine isl.
LL@(0908) Since the 1960s strong human rights movements and those promoting consumerism, environmentalism, etc. emerge, generating new demands to companies. => Od 1960. tih godina javljaju se veoma jaki pokreti za ostvarenje ljudskih prava, konzumerizam, invajromentalizam koji su uneli nove zahteve preduzećima.
LL@(0909) A general idea was that the one who has great power, should have big responsibility. => Generalna ideja bila je da svako ko ima veliku moć, treba da ima i veliku odgoovornost.
LL@(0910) Hence numerous organizations were invited to act proactively in search of the causes of social problems and finding solutions to them. => Zato su mnoge organizacije bile pozvane da proaktivno deluju na pronalaženju uzroka društvenih problema i njihovom rešavanju.
LL@(0911) Many companies became concerned with the safety of their products, environmental protection, providing opportunities and promoting the employees, etc. => Mnoge kompanije počele su da vode računa o sigurnosti svojih proizvoda, zaštiti okruženja, pružanju mogućnosti i unapređenja zaposlenih isl.
LL@(0912) Such issue of concern was corporate ethical responsibility too. => Tako je bila naglašena i etička odgovornost preduzeća.
LL@(0913) Moreover, the society now expected the company to participate in problem solving on a voluntary basis, regardless of whether it was affected by the problems concerned or not. => Šta više, društvo je počelo da očekuje od preduzeća da učestvuju u rešavanju socijalnih problema dobrovoljno, bez obzira da li njega pogađaju ti problemi ili ne.
LL@(0914) In 1970s, however, due to a large number of problems (stagflation, inflation and unemployment increase, oil prices rise, greater operational costs in companies partly due to the previously enacted laws on consumers interests protection and environmental protection) that threaten normal functioning of the company, Milton Friedman returns to the classic interpretation of social responsibility. => Međutim, 1970. tih godina usled brojnih problema (stagflacija-rast inflacije i nezaposlenosti, rast cene nafte, povećanje troškova poslovanja preduzeća delimično uslovljenih prethodno donetim zakonima o zaštiti interesa potrošača i okruženja) koji ugrožavaju normalno funkcionisanje preduzeća, Milton Fridman se vraća klasičnom shvatanju društvene odgovornosti.
LL@(0915) Such an attitude was largely criticised since the behaviour directed only towards satisfying ones own interests may harm the others and have a negative impact upon social welfare. => Ovakvo shvatanje bilo je u velikoj meri kritikovano jer ponašanje koje je usmereno samo na sopstveni interes može nositi štetu ostalima i negativno uticati na društveno blagostanje.
LL@(0916) A much more complex understanding of social responsibility arises, which says that business should be conducted in such a way that the influences of society be taken into account, therefore the organization is responsible to the society as regards the activities it carries out. => Razvija se mnogo kompleksnije shvatanje društvene odgovornosti, po kome poslovanjem treba upravljati na način koji uzima u obzir uticaj društva, tako da organizacija snosi odgovornost prema društvu za izvršenje aktivnosti.
LL@(0917) One frequently quoted modern approach to social responsibility is the concept introduced by Archie Caroll. => Kao jedan od veoma često citiranih savremenih pristupa društvene odgovornosti je koncept koji navodi Arči Kerol.
LL@(0918) He combines various economic, legal, ethical and philantropic princi ples by observing to which extent the company does its duty to the society and creates positive relationships with the stakeholders. => On kombinuje različite ekonomske, zakonske, moralne i filantropske principe, čijim poštovanjem preduzeće ispunjava svoje obaveze prema društvu i uspostavlja pozitivne relacije sa steikholderima.
LL@(0919)  => Ključne obaveze preduzeća prema ovom shvatanju su: ekonomske, zakonske, etičke i filantropske prirode, koje on predstavlja u obliku piramide, tako nastaje piramida društvene odgovornosti: ~~~ 3 str 36-54Ë Slika br. 1: ~~~ Piramida društvene odgovornosti Izvor:
LL@(0920) The companys key liabilities, according to him, are of economic, legal, ethical and philantropis nature, which he represents in the form of a pyramid, therefore the social responsibility pyramid is born Š3 pp. 36-54Ë. Figure 1: The Social responsibility pyramid Source: Archie C.: Business and Society: Ethics and Stakeholder Management, South-Western College Publishing, Cincinati, Ohio, 1966, p. 39. => Archie C.: ~~~ Business and Society: ~~~ Ethics and Stakeholder Management, South-Western College Publishing, Cincinnati, Ohaio, 1996.
LL@(0921) The social responsibility theory allowed for the stakeholder management concept to develop and besome the prevailing one in the 1990s, in the conditions of high uncertainty of business, when the companies become largely dependant on the behaviour, expectations and objectives of a large number of varied interest (stakeholder) groups with whom they establish different relationships and interactions Š4, p. 81Ë. => str. 39 Iz teorije društvene odgovornosti razvio se koncept steikholder menaždmenta i doživeo ekspanziju 1990tih godina u uslovima visoke neizvesnosti poslovanja, kada preduzeća postaju u velikoj meri zavisna od ponašanja, očekivanja i ciljeva velikog broja različitih interesnih grupa, sa kojima uspostavljaju različite veze i interakcije 4 str. 81Ë To ne znači da pre 1990-tih niko nije ni razmišljao o prisustvu i uticaju interesnih grupa.
LL@(0922) This does not mean that there was no awareness of the presence and impact of interest groups before 1990s. ~~~ For example, Preston quotes that 4 interest groups were identified in the General Electric Company as early as 1930: customers, employees, shareholders and social commuity. => Na primer, Preston navodi da su još 1930. u kompaniji General Electric identifikovane 4 interesne grupe: kupci, zaposleni, akcionari i društvena zajednica, o čijim se interesima moralo voditi računa, jer imaju veliki uticaj na uspešnost poslovanja kompanije 5 str. 361-375Ë.
LL@(0923) Their interests had to be taken into consideration since their influence upon the companys successful performance was great Š5 pp. 361-375Ë. => 
LL@(0924) Such examples however were scarce in the theory and the practice of management. => Međutim, ovakvih primera u praksi i teoriji menadžmenta bilo je malo.
LL@(0925) The earliest serious academic research and explanations of stakeholder management are associated primarily with Edward Freeman, who gives a detailed explanation of the notion of stakeholder, presents certain definitions of stakeholders and offers basic theoretical analyses of stakeholders in his Strategic Management, published 1984. => Prva ozbiljnija teorijska istraživanja i objašnjenja steikholder menadžmenta vezuju se uglavnom za Edwarda Freemana, koji u knjizi Strategijski menadžment 1984. detaljno objašnjava pojam steikholdera, navodi određene definicije steikholdera i daje osnove teorijske analize steikholdera.
LL@(0926) According to Freeman, the term stakeholder was first used on the memorandum of the Stanford University, in 1963, and he adopts it in order to warn the management that it was of great importance that they should pay attention to the interests and expectations of those whose influence is not negligible, or who are affected by the companys business operations. => Prema Frimenu, termin steikholder upotrebljen je prvi put na memorandumu Standford instituta 1963. godine, a on ga prihvata da bi skrenuo pažnju menadžmentu kako je veoma bitno da obrati pažnju na interese i očekivanja onih koji imaju određeni uticaj, ili su pod uticajem poslovanja preduzeća. ~~~ U skladu sa tim on i definiše steikholdere na sledeći način:
LL@(0927) Therefore he defines stakeholders in the following way: Š6 pp. 364-369Ë (cid:190) Stakeholders are groups whose support help the company survive; (cid:190) Stakeholders may be any group or individual that affects or is affected by the performance in the organizational objectives achievement. => 6 str. 364-369Ë (cid: ~~~ Steikholderi su grupe čija podrška organizaci ji omogućava egzistenciju. (cid: ~~~ Steikholderi su svaka grupa ili pojedinac koja utiče ili na koju utiče uspešnost ostvarenja ciljeva organizacije.
LL@(0928) A rather detailed explanation of the notion and a definition of stakeholders are supplied by Archie B. Caroll. => Veoma detaljno objašnjenje pojma i definiciju steikholdera daje i Archie B. Carroll.
LL@(0929) According to Archie B. Caroll, stakeholders can be defined as individuals, groups or organizations with whom the company interacts or is in the relations of interdependence. => Prema Archie B. Carroll steikholderi se mogu definisati kao pojedinci, grupe ili organizacije sa kojima je preduzeće u inter akciji ili međuzavisnosti.
LL@(0930) He believes that the term stakeholder is derived from the term stockholder, defining the owner of a certain job or an investor. => Dok za termin stakeholder smatra da je izveden iz termina stockholder koji označava vlasnika određenog posla ili investitora.
LL@(0931) Regardless of the fact that the term stakeholder is much broader compared to that of stockholder (since besides the stockholders it includes a large number of other individuals and groups concerned with the companys operations and having a certain share in it), the root of the word stake that means interest, investment, participation, primarily refers to the shareholders-owners who invested their own assets, who are most interested in the companys business operations and have a certain share in it Š3 p.7Ë. => I pored toga što je stakeholder mnogo širi od pojma stockholder (jer pored akcionara podrazumeva i veliki broj drugih pojedinaca i grupa koje su zainteresovane za poslovanje preduzeća i na njega vrše određeni uticaj), koren reči. stake koji predstavlja zainteresovanost, ulog, učešće u nečemu, pre svega upućuje na akcionare-vlasnike koji su uložili svoja sredstva, najzainteresovaniji su za poslovanje preduzeća i imaju određeno učešće u njemu 3 str.7Ë.
LL@(0932) At the same time, however, stake (as claim) means a demand, pretending, expectations, search of something. => Međutim, u isto vreme stake (kao claim) predstavlja zahtev, pretenziju, očekivanje, težnju za nečim.
LL@(0933) It is clear that the owner or a shareholder expects that the completion of a business operation should mean achieving some of his objectives, since he invested his money into the business. => Jasno je da vlasnik ili akcionar očekuje ostvarenje nekih ciljeva izvršenjem posla jer je u njega uložio svoj novac.
LL@(0934) However, there are other individuals that also have certain expectations and demands, who did not invest the money, but some other elements that entitle them to some requirements and expectations (for example, the employees who invest their work, time and energy; then the suppliers who invested the results of their work, the customers who pay for the products; the state that expects that the reason of its existence should be justified and that a certain social need be honoured, etc). => Ali, pored njega određena očekivanja i zahteve imaju i neki drugi pojedinci i grupe, koji nisu uložili novac, ali su uložili neke druge elemente koji im daju prava na određene zahteve i očekivanja (na primer zaposleni koji ulažu svoj rad, vreme i energiju, zatim dobavljači koji su uložili rezultate svog rada, potrošači koji plaćaju proizvode, država koja očekuje opravdanje svrhe postojanja-zadovoljenje neke društvene potrebe itd.).
LL@(0935) They are all stakeholders. => Svi oni predstavljaju stakeholdere.
LL@(0936) In addition to these, there is a host of other definitions and explanations of the term stakeholder that differ to a smaller or a larger extent. => Pored ovih, prisutan je još veliki broj drugih definicija i objašnjenja steikholdera, koje se u manjoj ili većoj meri razlikuju.
LL@(0937) What is common to all these definitions is that they all view stakeholders as a very numerous and heterogeneous group of individuals and organizations, whose objectives frequently affect and precondition those of the company. => Ono što je zajedničko svim definicijama je činjenica da su steikholderi veoma brojna i heterogena grupa pojedinaca i organizacija, sa čijim su ciljevima, ciljevi preduzeća međusobno uslovljeni.
LL@(0938) In order that the survival and successful performance of the company be ensured it is necessary that they should be well managed. => Da bi se omogućio opstanak i uspeh preduzeća potrebno je upravljati njima.
LL@(0939) These are the reasons for the emergence of the stakeholder management concept. => Iz tih razloga nastaje koncept steikholder menadžment.
LL@(0940) The concept means managing the company in such a way as to make it possible that the objectives of key stakeholders be achieved, so that they may have a beneficial influence upon the companys business operations Š3 p.81Ë. 3. => On podrazumeva upravljanje preduzećem na način kojim će se omogućiti ostvarenje ciljeva ključnih steikholdera, kako bi se obezbedio njihov pozitivan uticaj na poslovanje preduzeća 3 str. 81Ë. 3.
LL@(0941) A need for responsible behaviour of the company Economy and society are two interrelated factors that are mutually preconditioned. => Potreba za odgovornim ponašanjem preduzeća Privreda i društvo su dva međusobno povezana i uslovljena elementa.
LL@(0942) Successful corporations need a sound society: education, health care, equality, productive workforce. => Uspešnim korporacijama potrebno je zdravo društvo: obrazovanje, zdravstvena zaštita, ravnopravnost, produktivna radna snaga.
LL@(0943) Safe products and good working conditions are not only attractive for the customers, but they also reduce internal costs of accidents. => Sigurni proizvodi i dobri uslovi rada nisu samo privlačni elementi za potrošače, već i snižavaju interne troškove nesrećnih slučajeva.
LL@(0944) An efficient exploitation of land, water, energy and other natural resources enhances business productivity. => Efikasna upotreba vode, zemlje, energije i drugih prirodnih resursa čini biznis produktivnijim.
LL@(0945) Effective management, regulations, laws and property rights make the essence of efficiency and innovation. => Dobra uprava, pravila, zakoni i pravo svojine su suština efikasnosti i inovativnosti.
LL@(0946) Sound standards and regulations protect both the customers and the competing companies from exploitation. => Jaki standardi i regulative štite potrošače i konkurentske kompa nije od eksploatacije.
LL@(0947) A sound society can be said to offer numerous opportunities to the companies; by increasing the demand for their products, offering productive resources, imposing highly ethical standards, it creates favourable conditions for the companies to do business efficiently and in fair competition conditions on the market. => Može se zaključiti da zdravo društvo stvara brojne mogućnosti kompanijama, povećavajući tražnju za njihovim proizvodima, pružanjem poduktivnih resursa, nametanjem visokih etičkih standarda ono omogućava kompanijama efikasno poslovanje i fer konkurentske odnose na tržištu.
LL@(0948) Therefore, by a responsible behaviour towards the society the companies create better business conditions, acquire resources by the transformation of which they create greater value, build higher reputation, and consequently achieve a more favourable competitive position. ~~~ The importance of responsible behaviour is further stressed by the following: moral obligations, sustainability, work licence and reputation. => Dakle, odgovornim ponašanjem prema društvu preduzeća stvaraju bolje uslove poslovanja, obezbeđuju resurse čijom transformacijom mogu stvoriti veću vrednost, izgrađuju bolju reputaciju, što vodi boljoj konkurentskoj poziciji. često se navode i sledeći argumenti kojima se ukazuje na značaj odgovornog ponašanja: moralna obaveza, održivost, licenca za rad i reputacija.
LL@(0949) The moral appeal tells us that the company is obliged to be a good citizen and do the right things since its activities affect the society both directly and indirectly. => Moralni apel ukazuje da kompanija ima obavezu da bude dobar građanin i da radi prave stvari pošto njene aktivnosti direkno ili indirekno utiču na društvo.
LL@(0950) Virtually every activity in the value chain affects the society, causing positive or negative effects. => Virtualno svaka aktivnost komapnije iz lanca vrednosti dotiče društvo stvarajući pozitivne ili negativne efekte.
LL@(0951) When companies are aware of their influence upon the society, the influence may be rather subtle. => Kada su kompanije svesne svog uticaja na društvo taj uticaj može biti veoma suptilan.
LL@(0952) Sustainability refers to their responsibility towards their natural environment as well as to the political system in the society. => Održivost se odnosi na odgovornost prema prirodnoj sredini i društvenom uređenju.
LL@(0953) Work licence refers to the obligations the company has to meet so that it should be issued a work licence by the state and acquire the support of internal and external stakeholders. => Licenca za rad se odnosi na obaveze koje kompanija mora da ispunjava da bi dobila dozvolu za rad od strane države i stekla podršku eksternih i internih steikholdera.
LL@(0954) And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc. => 
LL@(0955) Š1 pp. 78-94Ë. ~~~ As the society consists of a large number of interest groups that directly or indirectly affect the companys business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups. => I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94Ë Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.
LL@(0956) Only if the company satisfies the key stakeholders expectations can it expect to be able to do business effectively, since the achievement of the company goals is preconditioned by the behaviour of its key stakeholders. => Samo ako preduzeće zadovolji očekivanja ključnih steikholdera, može se nadati uspešnom poslovanju, pošto je ostvarenje ciljeva preduzeća uslovljeno ponašanjem ključnih steikholdera.
LL@(0957) Andy Neely and Chris Adams depict the relationships between the company and its stakeholders in the following way: according to them, the stakeholders exert a certain influence upon the companys business operations and contribute to its achievements. => Slikovito objašnjenje odnosa preduzeća i njegovih steikholdera navode Andy Neely i Chris Adams. ~~~ Po njima steikholderi vrše određeni uticaj na poslovanje preduzeća i daju doprinos njegovoj uspešnosti.
LL@(0958) The stakeholders influence and the contribution will directly depend on the realization of their goals and their satisfaction with the companys results. => Kakav će uticaj i doprinos steikholdera biti zavisi od ostvarenja njihovih ciljeva i satisfakcije rezultatima poslovanja preduzeća.
LL@(0959) Hence the stakeholders satisfaction and their contribution to the companys business success are mutually preconditioned elements that they present as the bases of the prism. => Tako da su satisfakcija steikholdera i njihov doprinos uspešnosti poslovanja preduzeća međusobno uslovljeni elementi koje oni prikazuju kao osnove prizme.
LL@(0960) The amount of stakeholders contribution to the companys success is preconditioned by the strategy, the processes and the companys competences, presented as lateral sides of the prism Š7 pp. 7-15Ë. => Veličina doprinosa steikholdera uspešnosti poslovanja preduzeća uslovljena je strategijom, procesima i sposobnostima preduzeća koji čine bočne strane prizme 7 str. 7-15Ë. ~~~ To se može grafički prikazati na sledeći način:
LL@(0961)  => Satisfakcija steikeholdera Resursi Procesi Strategija Doprinos steikholdera Slika br. 2:
LL@(0962) The graphical presentation of the prism is the following: Figure 2: Performance prism Source: Andy Neely and Chris Adams: The Performance Prism Perspective, Journal of Cost Management, 1-2/2001, pp. 7-15 Hence, to ensure a positive influence of stakeholders upon the companys business operations it is necessary to identify their objectives (as sources of satisfaction). => Prizma performansi Izvor: ~~~ Andy Neely and Chris Adams: ~~~ The Performance Prism Perspective, Journal of Cost Management, 1-2/2001. ~~~ str. 7-15 Dakle, da bi se obezbedio pozitivan uticaj steikholdera na poslovanje preduzeća potrebno je identifikovati njihove ciljeve (kao izvore satisfakcije).
LL@(0963) Then the adequate strategy, processes and resources should be employed to coordinate and reconcile the key stakeholders objectives to the objectives of the company. => A zatim odgovarajućom strategijom, procesima i resursima povezati i uskladiti ciljeve ključnih steikholdera sa ciljevima preduzeća.
LL@(0964) A conclusion can be drawn that a need for responsible behaviour and creating fruitful relationships with key stakeholders is not only a philantropic one, but is also a precondition for the survival and success of the com pany, since the companys success and that of the society are mutually enhanced. => Može se zaključiti da potreba za odgovornim ponašanjem i uspostavljanjem dobrih odnosa sa ključnim steikholderima nije samo filantropskog karaktera, već od njih zavisi uspeh i opstanak preduzeća, pošto se uspeh kompanije i uspeh društva međusobno pojačavaju.
LL@(0965) Typically, a close relationship between the society and the company operations means a more purposeful employment of companys resources that in turn brings benefit to the society. => Tipično, blisko povezan odnos društva i poslovanja preduzeća je bolja upotreba resursa kompanija, koja donosi i koristi društvu.
LL@(0966) On the other hand, the company works in a competitive environment that also affects its success in its strategy realisation. => Sa druge strane, svaka kompanija posluje u konkurentskom okruženju koje utiče na uspešnost realizacije njene strategije.
LL@(0967) Social conditions are the key segment of this context. => Društveni uslovi formiraju ključni segment tog konteksa.
LL@(0968) In creating a strategy, a competitive context has a considerably weaker impact compared to the value chain, but may be of a considerably greater strategic importance for both the company and the society. => Konkurentski konteks ima mnogo manji uticaj od lanca vrednosti pri oblikovanju stategije, ali može imati mnogo veći strateški značaj i za kompaniju i za društvo. ~~~ Konkurentski kontekst obuhvata nekoliko elementata 1 str. 78-94Ë: (cid:
LL@(0969)  => kvalitet i kvantitet važnih inputa-materijalnih i ljudskih resursa resursa (npr. transportna infrastruktura isl.) (cid:
LL@(0970) The competitive context consists of a number of elements Š1 pp. 78-94Ë: (cid:190) the quality and quantity of important inputs material and human resources (e.g. transport infrastructure, etc); (cid:190) rules and innitiatives that guide the competition (such as the intellectual property protection policy, transparency, safety against corruption, investment incentives, etc.); (cid:190) the volume and sophistication of demend, under the impact of such issues as the quality product standards and security, customer rights, fair relations with suppliers, etc.; (cid:190) local industries support, such as providers, equipment and parts manufacturers etc. => pravila i inicijative koje vode konkurenciju (kao što su politika zaštite intelektualne svojine, osiguranje transparentnosti, sigurnost nasuprot korupciji, podsticanje ulaganja isl.) (cid: ~~~ veličina i softificiranost tražnje, pod uticajem takvih stvari kao što su standardi kvaliteta proizvoda i sigurnosti, prava potrošača, fer odnosi prilikom snabdevanja itd. (cid: ~~~ doprinos lokalnih grana privrede koje predstavljaju podršku, kao što su provajderi, proizvođači opreme i delova isl.
LL@(0971) Each of the quoted aspects of this context may considerably improve the companys competitive position and trigger a development of a social responsibility programme. => Svaki od navedenih aspekta ovog konteksta može imati veliki uticaj na poboljšanje konkurentske pozicije preduzeća i predstavljati podsticaj za pokretanje programa društvene odgovornosti.
LL@(0972) For example, a chance of rectuitment and hiring experts they need can be a key source of competitive advantage. => Na primer, za veliki broj kompanija mogućnost obezbeđenja i regrutovanja odgovarajućih stručnjaka, može biti ključni izvor konkurentske prednosti.
LL@(0973) The expertise and knowledge of the local population largely depend on the local education system, presence of discrimination, level of development of information infrastructure, the information system level, etc. => Stručnost i znanja lokalnog stanovništva u najvećoj meri zavise od lokalnog sistema obrazovanja, prisustva diskriminacije, razvijenosti informatičke infrastrukture, razvijenosti sistema informisanja isl.
LL@(0974) The companys investments into one of these elements bring benefits to the society, and return to the company in the form of higher competitive opportunities. => Ulaganjem u unapređenje nekog od ovih elemenata kompanije obezbeđuju koristi društvu, koje povratno obezbeđuju njima veće konkurentske mogućnosti.
LL@(0975) For example, due to the problems in recruiting the programmers with appropriate expertise the Microsoft Company started collaboration with the American College Association (which is responsible for the education and training of 45 percent population in the U.S.A.) for the purpose of improving the college curricula and providing technical support to the Associations faculties. => Na primer, kompanija Microsoft je usled teškoća u obezbeđenju programera odgovarajuće stručnosti uspostavila saradnju sa Američkom asocijacijom koledža (koja školuje oko 45% populacije u USA) u cilju unapređenja nastavnih programa i poboljšanja tehniče podrške na fakultetima iz asocijacije.
LL@(0976) A five-year project worth $50 milion has been carried out to modernize the technology used in instruction and improve the knowledge of the lecturers in this field. => Realizovan je petogodišnji projekat u vrednosti od 50 miliona dolara, kojim je modernizovana tehnologija koja je korišćena u nastavi i unapređeno znanje predavača navedenih oblasti.
LL@(0977) The aim was to get the students acquainted with the latest achievements and trends in this field as well as to standardize the biographies of IT graduates so that in the recruitment process for a certain work post their skills should be already outlined. => Cilj je bio omogućavanje studentima da se upoznaju sa najnovijim dostignućima i prate trendove u ovoj oblasti kao i standardizovanje biografija diplomiranih IT stručnjaka kako bi se pri regrutovanju za određeno radno mesto pretpostavilo kojim veštima bi trebalo da raspolažu.
LL@(0978) Thus the company brought substantial benefit to the society, and simultaneously provided itself with generations of prospective professionals who are the key value carriers and the source of competitive advantage Š1 pp. 78-94Ë. => Na ovaj način kompanija je obezbedila ogromne koristi društvu, ali u isto vreme obezbedila sebi generacije potencijalnih stručnjaka, koji predstavljaju ključni nosilac vrednosti i izvor konkurentske prednosti 1 str. 78-94Ë.
LL@(0979) This and a host of other examples show that there is an increasing demand for social responsibility and that modern companies are increasingly aware of this issue. => Ovaj i mnogi drugi primeri pokazuju da postoji sve veća potreba za društvenom odgovornošću i da se o njoj sve više vodi računa u praksi savremenih preduzeća.
LL@(0980) And, while everybody clearly understands that irresponsible behaviour means great risk, not everybody is clear about what they should do. => I ako je svima postalo jasno da je rizik neodgovornog ponašanja vrlo veliki, svima nije baš jasno šta treba da rade.
LL@(0981) For these reasons many companies have not undertaken any radical strategic or operational steps but tried to solve the problem introducing only some cosmetic improvements (for example, improving their public relations activities, media campaigns, reporting on social responsibility in their annual reports, etc). => Iz tih razloga mnoge kompanije nisu preduzele nikakve radikalne strateške ni operativne mere, već su samo nekim kozmetičkim poboljšanjima (kao što su poboljšanje odnosa sa javnošću i medijskih kampanja, iznošenje izveštaja o društvenoj odgovornosti u svojim godišnjim izveštajima isl) pokušale da reše problem.
LL@(0982) Hence the measures the companies introduce and the social responsibility programmes vary to a large extent Š1 pp. 78-94Ë. 4. => Zato se mere koje različite kompanije preduzimaju i programi društvene odgovornosti se veoma razlikuju 1 str. 78-94Ë. 4.
LL@(0983) Social responsibility incentive measures While everybody is aware that socially responsible behaviour brings benefits to both the company and the society, not everybody clearly understands what it is that should be done and what should be contained in the social responsibility programmes. => Mere za podsticanje društvene odgoovrnosti I pored toga što je svima jasno da odgoovrno ponašanje prema društvu nosi koristi I kompaniji I društvu, nije baš jasno šta treba uraditi I šta sve treba da obuhvata program društvene odgovornosti.
LL@(0984) One problem is that the issues related to social responsibility are generally assocoated with the ethics and relativism. => Pro blem je u tome što su pitanja vezana za društvenu odgovornost uglavnom vezana za etiku i relativizam.
LL@(0985) The extent to which the companies will meet their obligations towards their stakeholders and support the achievement of their objectives depends on the legal regulations and the ethics of the management of the organization itself. => Stepen u kome će organizacije ispunjavati svoje obaveze prema steikholderima i omogućavati ostvarenje njihovih ciljeva zavisi od zakonske regulative i etičnosti uprave same organizacije.
LL@(0986) The legislation affects all organizations in the same manner, while the ethics of the management varies from one organization to another, as well as from one management level to another. => Zakonska regulativa se na isti način odražava na sve organizacije, dok je etičnost menadžmenta različita od organizacije do organizacije i po pojedinim nivoima menadžemta.
LL@(0987) It is necessary that organizations define the scope of a minimal level of obligations they will always honour to their stakeholders and the society as a whole Š8 p. 195Ë. ~~~ On one hand, the level of socially responsible behaviour depends on the ethics of the management and the employees in the organization. => Potrebno je da organizacije definišu opseg minimalnog nivoa obaveza koje će uvek ispunjavati prema svojim steikholderima i društvu u celini 8 str 195Ë Sa jedne strane nivo društveno odgovornog ponašanja zavisi od etičnosti menadžmenta i zaposlenih u preduzeću.
LL@(0988) On the other hand, the issues of social responsibility are not precisely stipulated, therefore one type of behaviour may be deemed responsible and moral by one group of stakeholders, while another group may condemn it as immoral and unethical. => A, sa druge strane, pitanja društvene odgovornosti nisu precizno definisana, tako da se neko ponašanje može proceniti moralnim i odgovornim od jedne grupe steikholdera, a prema shvatanju drugih ono može biti ocenjeno kao nemoralno i neetičko.
LL@(0989) A large number of global companies, for example, conduct mass manufacture in the countries where the work force can be recruited cheaply, and where the state regulation is poor, and the environ ment protection and human rights standards are low. => Na primer, veliki broj globalnih kompanija organizuje masovnu proizvodnju u zemljama gde je jeftina radna snaga, a državna regulacija slaba i standardi za zaštitu okruženja, ljudskih prava isl. nisko postavljeni.
LL@(0990) Foreign direct investments here enormously improve the economic and social development, therefore their behaviour is valued as ethical and socially responsible, due to which they are highly priviledged. => U takvim zemljama strane direkne investicije imaju ogroman značaj za ekonomski i socijalni razvoj i njihovo ponašanje se ocenjuje etičkim i društveno odgovornim zahvaljući čemu dobijaju mnoge privilegije.
LL@(0991) Then these companies observe legal regulations, pay taxes and honour minimum standards related to work force and environment protection, however, they do not find themselves responsible for social problem solving. => Tada kompanije poštuju zakonske propise, plaćaju porez i poštuju minimalne standarde vezane za radnu snagu i ekologiju, ali ne smatraju se odgovornim za rešavanje socijalnih problema.
LL@(0992) They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour Š3 p. 55Ë. => Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55Ë Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni. ~~~ Neka od ključnih pravila kojih bi sva preduzeća trebala da se pridržavaju su da 3 str. 59Ë: (cid: ~~~ proizvode i prodaju poizvode koji ne ugroža vaju živote potrošača, (cid: ~~~ ne zagađuju vodu, (cid: ~~~ poštuju zakon u svim segmentima poslovanja, (cid:
LL@(0993) In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established. => promovišu iskrenost, poštenje, etičko po našanje među zaposlenima, (cid: ~~~ ne zloupotrebljavaju reklame i propagandu, (cid: ~~~ imaju prijateljski odnos prema životnoj sredi ni, (cid:
LL@(0994) Some of the key rules every company should observe are the following Š3 p.59Ë. (cid:190) manufacture and sell products that do not threat customers lives; (cid:190) avoid polluting water; (cid:190) observe the law in all aspects of business operations; (cid:190) promote sincerity, honesty, ethical behaviour among the employees; (cid:190) do not abuse advertising and commercials; (cid:190) grow environmentally-friendly relations; (cid:190) protect employees from sexual harassment; (cid:190) react promptly to customers problems; (cid:190) provide health care for the employees; (cid:190) give away money to charity and education improvement; (cid:190) use nuclear-free materials; (cid:190) continually upgrade the quality; etc. => štite zaposlene od seksualnog zlostavljanja, (cid: ~~~ brzo reaguju na probleme potrošača, (cid: ~~~ obezbede zdravstvenu zaštitu zaposlenih, (cid: ~~~ daju novac u dobrotvorne svrhe i za unapređe nje obrazovanja, (cid: ~~~ koriste materijale koji nisu nuklearno aktivni, (cid: ~~~ pokušavaju da kontinuirano unapređuju kvali tet isl.
LL@(0995) Sociological institutions in the form of sociological auditors have been formed or are still being formed in a large number of countries to control and evaluate the level of social responsibility of certain companies. => U mnogim zemljama formirane su ili se formiraju sociološke institucije u obliku socioloških revizora koji proveravaju i procenjuju stepen društvene odgovornosti pojedinih kompanija.
LL@(0996) In 1990 the Domini index was created in the U.S.A., to measure the organizational social responsibility. => U SAD-u je još 1990. kreiran indeks Domini kojim se meri društvena odgovornost organizacija.
LL@(0997) It was first implemented by Amy Domini, in 1990, in her analysis of 800 U.S.A. companies which she ranked according to the criteria of product quality, customer relations, results in environment protection standards implementation, philantropic behaviour, employee relations, etc. ~~~ Š9 p.51Ë. ~~~ It is important that simultaneously a legal act (code of ethics) be established to regulate the behaviour of all the employes in the organization towards the stakeholders and the society in general (customers in general, unions, etc.). => Njega je prvi put primenila Amy Domini 1990. godine, koja je analizirala 800 kompanija u USA-u i rangirala ih na osnovu kvaliteta proizvoda, odnosa sa potrošačima, rezultata primene ekoloških standarda, filantropskog ponašanja, odnosa sa zaposlenima itd 9 str. 51Ë U isto vreme na nivou korporacije potrebno je formalno-pravnim aktom (etičkim kodom) propisati poželjan način ponašanja svih zaposlenih u organizaciji prema steikholderima i društvu u celini (potrošačima uopšteno, unijama isl).
LL@(0998) The code of ethics and the ethical behaviour programme creation is a legal obligation of companies in some countries, meant to promote the level of social responsibility. => U nekim zemljama izrada etičkog koda i programa etičkog ponašanja, predstavlja i zakonsku obavezu preduzeća, čime se podstiče veći stepen društvene odgovornosti.
LL@(0999) All the examples quoted are from the practice, whereas various theories stress an increasing importance of social responsibility and its impact upon the change in the manner of corporate behaviour as well as in the behaviour of managers Š8 p. 235Ë. 5. => Svi navedeni primeri iz prakse i različite teorije ukazuju na rastući značaj društvene odgovornosti i njen uticaj na promenu načina poslovanja preduzeća i ponašanje menadžera 8 str. 235Ë. 5.
LL@(1000) CONCLUSION The awareness of socially responsible behaviour was present as early as the first companies were set up and has been shown since in various forms. => ZAKLJUčAK Može se zaključiti da je svest o društveno odgovornom ponašanju bila prisutna još kod prvih preduzeća i u različitim oblicima se ispoljavala do danas.
LL@(1001) In modern business conditions there is a clearly expressed demand for a corporate responsible behaviour. => U savremenim uslovima poslovanja postoji izuzetno naglašena potreba za odgovornim ponašanjem preduzeća.
LL@(1002) On one hand, numerous problems in the environment (environmental, sociological, etc.) demand that the company be included into problem solving and prevent these problems from getting more serious. => Sa jedne strane brojni problemi u okruženju (ekološki, sociološki isl) zahtevaju od preduzeća da se uključe u rešavanje nastalih problema i spreče njihovo produbljivanje.
LL@(1003) On the other hand, a consequence of the globalization in business is that the companys business activities expand beyond the boundaries of one country, therefore the governments are not in a position to control the behaviour of numerous global companies, but insist on improving their social awareness and responsible behaviour. => A, sa druge strane globalizacija poslovanja dovodi do toga da poslovne aktivnosti preduzeća prevazilaze granice jedne zemlje, tako da Vlade ne mogu kontrolisati ponašanje mnogih globalnih kompanija već se insistira na podizanju njihove društvene svesti i odgovornosti ponašanja.
LL@(1004) A higher level of socially responsible behaviour means more expenses for the company to suffer. => Veći stepen društveno odgovornog ponašanja za preduzeće znači veće troškove.
LL@(1005) However, the companys socially responsible behaviour is the basis of good reputation, the loyalty of most profitable customers, of attracting highly talented work force etc., which is a precondition of competitive advantage in modern business conditions. => Ali, odgovorno ponašanje preduzeća prema društvu predstavlja osnovu dobre reputacije, lojalnosti najprofitabilnijih potrošača, privlačenja najtalentovanije radne snage isl koji predstavljaju uslov sticanja konkurentske prednosti u savremenim uslovima poslovanja.
LL@(1006) It is for these reasons that in the modern business conditions the companies pay increasing attention to social responsibility. => Iz tih razloga u savremenim uslovima poslovanja preduzeća sve više pažnje posveđuju društvenoj odgovornosti. 6.
LL@(1007) 6. => LITERATURA Š1Ë Porter M. & Kramer M.:
LL@(1008) REFERENCE Š1Ë Porter M. & Kramer M.: Strategy and Society: The Link Between Competitive Advantage and Corporate Cocial Resposibility, Harvard Business Review, 8 12/2006. => Strategy and Society: ~~~ The Link Between Competitive Advantage and Corporate Cocial Resposibility, Harvard Business Review, 8 12/2006. Š2Ë Predić B. \ukić M.:
LL@(1009) Š2Ë Predić B. Djukić M.: Značaj društvene odgovornosti preduzeća, Ekonomske teme 10/2007. => Značaj društvene odgo vornosti preduzeća, Ekonomske teme 10/2007. ~~~ Ekonomski fakultet Niš Š3Ë Archie C.:
LL@(1010) Ekonomski fakultet Niš Š3Ë Archie C.: Business and Society: Ethics and Stakeholder Management, South-Western College Publishing, Cincinnati, Ohaio, 1996. => Business and Society: ~~~ Ethics and Stakeholder Management, South-Western College Publishing, Cincinnati, Ohaio, 1996. Š4Ë Cooper S.:
LL@(1011) Š4Ë Cooper S.: Shareholder Wealth or Societal Welfar: A Stakeholder perspective, u knjizi Arnold G., Davies M.: Value based Management, Context and Application, John Wiley and Sons, 2000. => Shareholder Wealth or Societal Welfar: ~~~ A Stakeholder perspective, u knjizi Arnold G., Davies M.: ~~~ Value based Management, Context and Application, John Wiley and Sons, 2000. Š5Ë Preston LE:
LL@(1012) Š5Ë Preston LE:Stakeholder management and corporate performance, 1994. => Stakeholder management and corporate performance, 1994.
LL@(1013) Journal of Behavioral Economics Š6Ë Freeman E., Wicks A.,Parmar B: Stakeholder Theory and The Corporate Objective Revisited, Organization Science, Vol. 15, No. 3, May-June 2004. => Journal of Behavioral Economics Š6Ë Freeman E., Wicks A.,Parmar B: ~~~ Stakeholder Theory and The Corporate Objective Revisited, Organization Science, Vol.
LL@(1014) Š7Ë Neely A., Adams C.:The Performance Prism Perspective, Journal of Cost Management, 12/2001 Š8Ë Johnson G., Scholes K.: Exploring Corporate strategy: Text and Cases, Financial Times Prentice Hall, 2002. => 15, No. 3, May-June 2004. Š7Ë Neely A., Adams C.: ~~~ The Performance Prism Perspective, Journal of Cost Management, 12/2001 Š8Ë Johnson G., Scholes K.: ~~~ Exploring Corporate strategy: ~~~ Text and Cases, Financial Times Prentice Hall, 2002. Š9Ë Pearce J.A. Robinson R.B.:
LL@(1015) Š9Ë Pearce J.A. Robinson R.B.: Strategic Management, Formulation, Implementation and Control, McGraw Hill International Editions Analisis Motivasion of Management CHEMES A. S. HUMENNÉ UDC 005.32:331.101.3 Miloš Hitka1, Mária Sirotiaková2 1Faculty of Wood Sciences and Technologies in Zvolen 2Faculty of Economics in Poprad XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. => Strategic Mana gement, Formulation, Implementation and Control, McGraw Hill International Editions Analiza motivisanosti u upravljanju kompanijom CHEMES A.S. HUMENNÉ UDK 005.32:331.101.3 Miloš Hitka1, Mária Sirotiaková2 1[umarsko-tehnološki fakultet, Zvolen 2Ekonomski fakultet, Poprad XI International Symposium SymOrg 2008. 10th-13th- September 2008.
LL@(1016) Belgrade, Serbia In this paper we analyze the motivating factors for the company management using the questionnaires. => Belgrade, Serbia U ovom radu analiziramo motivacione faktore u upravljanju kompanijom.
LL@(1017) We apply the cluster analysis to divide the employees into similarly motivated and oriented groups. => U analizi smo koristili upitnik i klaster analizu na osnovu koje smo podelili zaposlene u grupe slične motivacije i orijentacije.
LL@(1018) The resulting information concerning motivational factors can be later utilized in creation of a company motivational program.. => Podaci o faktorima motivacije do kojih smo došli mogu se kasnije koristiti prilikom izrade motivacionih programa kompanije. 1.
LL@(1019) 1. ~~~ Introduction Employees´ motivation is a topic number one in most companies today. => Uvod U većini današnjih kompanija motivacija zaposlenih predstavlja najvažniju temu.
LL@(1020) There are never enough employees who achieve excellent job performance so we have to motivate each of them properly. => Uvek su potrebni zaposleni koji postižu maksimum u svom poslu, tako da moramo da ih motivišemo na pravi način.
LL@(1021) Motivation plays one of the most important roles in a system of company human resources management. => Motivacija stoga ima veoma značajnu ulogu u upravljanju ljudskim resursima u kompaniji.
LL@(1022) Managers from the area of manpower management have to deal with and find a solution to the problem of why some employees work less and why the others are able to achieve excellent results. (www.dieradosveta.sk). => Menadžeri koji upravljaju ljudskom radnom snagom moraju da nađu pravi odgovor na pitanje zašto neki zaposleni rade manje nego što se od njih očekuje, a drugi postižu odlične rezultate. (www.dieradosveta.sk).
LL@(1023) To be motivated means more than just to be happy or satisfied at work; motivated people try to do their best not for somebody elses sake but for themselves. => Biti motivisan ne znači samo biti sdrećan ili zadovoljan na poslu. ~~~ Ljudi koji su motivisani ulažu najveći mogući trud ne zbog drugih, već zbog sebe samih.
LL@(1024) Motivation is a feeling lying somewhere inside a man, something that cannot be enforced. => Motivacija jeste osećanje koje osoba nosi u sebi, to je nešto što se ne može jednostavno nametnuti čoveku.
LL@(1025) Motivation is in hearts of managers and it means much more than praise for a well done work. => Motivaciju imaju i menadžeri i ona predstavlja mnogo više nego što je nagrada za dobro obavljen posao. (Heller, 2005).
LL@(1026) (Heller, 2005) So if we assume that human resources are the basis of the company development we can state that a key to success is the management of human resources. => Stoga, ako znamo da ljudski resursi predstavljaju osnovu za razvoj kompanije, onda možemo da tvrdimo i da je upravljanje ljudskim resursima ključ uspeha.
LL@(1027) One of the primary tasks of human resources management is to ensure a positive employees´ behaviour. => Jedan od primarnih zadataka koji se postavljaju pred menadžment jeste da obezbede pozitivno ponašanje zaposlenih.
LL@(1028) By this we mean the behaviour of employees which will lead to a fulfillment of the company strategy and an effective achievement of its goals. => Pod ovim podrazumevamo ponašanje zaposlenih koje će voditi ostvarivanju strategije kompanije i efektivnom postizanju ciljeva koje je postavila pred sebe.
LL@(1029) Such effective behaviour of employees presupposes their systematic motivation and execution of motivational processes. => Ovakvo efektivno ponašanje zaposlenih pretpostavlja da su oni stalno motivisani, a to znači da proces njihove motivacije nikada ne prestaje.
LL@(1030) A lot of different motivational factors affect the employees´ motivation. => Na motivaciju zaposlenih utiče veliki broj različitih motivacionih faktora.
LL@(1031) In standard practice the topic of employees´ motivation is often undervalued and perceived as something generally valid but not actually required in many companies. => U svakodnevnoj praksi temi motivisanja zaposlenih posvećuje se nedovoljna pažnja i smatra se da je to nešto što jeste značajno, ali ne uvek i neophodno u kompaniji.
LL@(1032) Its internal basis and depth is not paid due respect, on one side, and its very frequent utilization is not taken into consideration, on the other side. => S jedne strane, ne uvažava se njena uvreženost i dubina u ljudskom karakteru, a s druge strane, ne uzima se u obzir koliko često se na nju pozivamo u svakodnevnom radu.
LL@(1033) Despite all these, the emotivation of employees is one of the most significant tasks in the employees´ behaviour regulation. ~~~ (Bajcura, 1985). => Uprkos svemu tome, motivisanje zaposlenih predstavlja jedan od najznačajnijih zadataka u usmeravanju ponašanja zaposlenih. (Bajcura, 1985).
LL@(1034) 2. => 2.
LL@(1035) The objective of the paper Our aim in this work is to develop an effective system of employees´ motivation which would include actual changes and modifications in the area of human resources management and at the same time respond to particular conditions in a company. => Cilj rada U ovom radu postavili smo cilj da razvijemo jedan efektivni sistem motivisanja zaposlenih koji bi obuhvatao sve promene i dopune u oblasti upravljanja ljudskim resursima i istovremeno bio primenljiv u svim okolnostima u kojima kompanija posluje.
LL@(1036) This system tool of personnel work will provide an opportunity to learn the motivational factors of employees which mostly influence the increase in their work performance. => Ovaj sistemski instrument u radu sa osobljem omogućio bi nam da bolje upoznamo faktore koji utiču na motivaciju zaposlenih, a time uglavnom i na povećanje produktivnosti u njihovom radu.
LL@(1037) We plan to achieve the above mentioned objective through the survey of motivational factors of employees in CHEMES, a. s. => Da bismo ostvarili ovaj cilj planirali smo da sprovedemo jedno istraživanje motivacionih faktora među zaposlenima u kompaniji CHEMES, a.s.
LL@(1038) Humenné. => Humenné.
LL@(1039) We plan to do it using a questionnaires, and then use a cluster analysis to divide employees into similarly motivated and oriented groups (Hitka, 2004). => U istraživanju ćemo koristiti upitnik, a onda ćemo primenom klaster analize pokušati da razvrstamo zaposlene u grupe slične motivacije i orijentacije (Hitka, 2004).
LL@(1040) The resulting information concerning motivational factors can be applied in the development of the company program of motivation. => Rezultati do kojih ćemo doći u ispitivanju motivacionih faktora biće primenjeni u izradi programa motivacije u kompaniji. 2.
LL@(1041) 2.1 Characteristics of the current state of motivation in the company CHEMES, a. s. => Karaktiristike sadašnje motivisanosti u kompaniji CHEMES, a.s.
LL@(1042) Humenné plays an important role in its region and is one of the most relevant companies in the area of power industry. => Humenné je značajna kompanija u regionu i jedna od najznačajnijih u oblasti energetike.
LL@(1043) According to the data of a yearbook Trend Top 2003, according to its turnover the company occupies the eighth position among the biggest companies of the Prešov region and the eleventh place in the section of the biggest companies of power industry. => Prema podacima godišnjaka Trend top 2003, ova kompanija se po svom obrtu nalazi na osmom mestu, među najvećim kompanijama u oblasti Prešov, a na jedanaestom na listi najvećih kompanija u oblasti energetike.
LL@(1044) The company is responsible for the development of the Industrial zone of CHEMES and a town Humenné by energy and services provision. => Zahvaljujući ovoj kompaniji i isporuci energije i usluga razvija se Industrijska zona CHEMES i grad Humenné.
LL@(1045) The basic motivational factors which are currently used are financial factors of different types, education of the employees and social care of the employees. => Osnovni motivacioni faktori koji se primenjuju u sadašnjim uslovima jesu različite vrste finansijskih faktora, obrazovanje zaposlenih i i njihova socijalna zaštita.
LL@(1046) The employees in CHEMES are paid in accordance with the principles of financial remuneration which applie to all the employees of CHEMES a. s. however, they are partially restrictive for the employees paid a contractual wage/salary. => Nadoknada za ostvareni rad u CHEMESu isplaćuje se u skladu sa novčanom naknadom kojom su obuhvaćeni svi zaposleni u kompaniji, a plate / nadnice su delimično umanjene za radnike koji se isplaćuju na osnovu ugovora o radu.
LL@(1047) All the above mentioned principles are stated and explained in detail in a collective agreement. => Svi navedeni principi obuhvaćeni su i detaljno objašnjeni u kolektivnom ugovoru.
LL@(1048) Education and training are provided based on the article 141 of the Labour Code and the directions of the managing director concerning planning, execution and documentation of employees education where also requirements for individual levels of managers, specialists and employees education as well as forms of training activities that they are supposed to go through are mentioned. => Obrazovanje i obuka zaposlenih sprovode se na osnovu člana 141 Zakona o radu i uputstvima generalnog direktora u vezi sa planiranjem, izvršavanjem i dokumentacijom o obrazovanju zaposlenih u kojima su navedeni i zahtevi u vezi sa nivoom obrazovanja menadžera, specijalista i drugih zaposlenih, kao i oblici obuke koju oni treba da prođu.
LL@(1049) Within the scope of social care, the plant catering and health care exceed the regulations of the law, in that various types of recreational and sport activities, social assistance in serious cases, financial allowances to support culture, sport and services or recreation are organized and financed. => U oblasti socijalne zaštite, mere koje kompanija preduzima prevazilaze odredbe propisane zakonom. ~~~ Organizuju se različite rekreativne i sportske aktivnosti, u ozbiljnim slučajevima angažuje se socijalna služba, a izdvajaju se finansijska sredstva za kulturu, sport i usluge i rekreaciju. 2.
LL@(1050) 2.2 Formation of a questionnaire We have selected a questionnaire as a method to gather information about the state of motivation in CHEMES, a.s., since it allows us to collect a vast amount of information within a short period of time. => Sastavljanje upitnika Kao metod za prikupljanje informacija o motivisanosti zaposlenih u CHEMES, a.s. odabrali smo upitnik, pošto na taj način možemo da dobijemo veliki broj podataka za kratko vreme.
LL@(1051) The questionnaire had two parts. => Upitnik sa sastoji iz dva dela.
LL@(1052) Questions concerning the basic information about the respondents such as their age, sex, education, number of years spent in the company and occupation category were included in the first part. => Pitanja koja se odnose na osnovne podatke o ispitanicima, kao što je pol, uzrast, stepen obrazovanja, godine staža u kompaniji i vrsta posla koju obavljaju obuhvaćena su prvim delom.
LL@(1053) The second part listedd thirty motivational factors and the employees were supposed to express their opinion on them from the point of view of the required and the actual state or they could say how they imagine motivation in the company and to what extent they are satisfied with the current state of individual motivational factors in the company. => Drugi deo sadrži trideset motivacionih faktora, a od ispitanika se tražilo da daju mišljenje o njima s tačke gledišta sadašnjeg stanja i poželjnog stanja, ili su mogli da kažu kako oni zamišljaju motivaciju u kompaniji i u kojoj meri su zadovoljni motivacionim faktorima koji se primenjuju u kompaniji u tom trenutku.
LL@(1054) To assess the factors, they had a five grades scale at their dispos al and the importance of individual motivational factors and satisfaction with their actual state were listed down from number 5 to 1. ~~~ The questionnaire had two functions: it provided information about an actual state of motivation in the company and at the same time it included the requirements of employees in this area. => Na raspolaganju su imali petostepenu skalu, a značaj pojedinačnih motivacionih faktora i zadovoljstva trenutnim stanjem kretao se od 5 nadole, prema oceni 1. upitnik je ispunjavao dve funkcije: omogućio je uvid u podatke o trenutnom stanju motivisanosti u kompaniji i istovremeno je obuhvatio zahteve zaposlenih u ovoj oblasti.
LL@(1055) Based on this information we were in a position to evaluate the areas in which motivation should be improved as well as the areas in which it is satisfactory. => Na osnovu ovih informacija mogli smo da ocenjujemo one oblasti u kojima je potrebno povećati motivisanost, kao i oblasti u kojima je ona zadovoljavajuća.
LL@(1056) A target group to find out the state of motivation in the company was a group of workers, supervisors and technical and economic staff (abbreviated to THZ). => Naša ciljna grupa bila je grupa radnika, nadzornika i zaposlenih na tehničkim i ekonomskim poslovima (skraćeno THZ).
LL@(1057) We handed out the questionnaires to the respondents and we received 123 of them back. => Upitnike nam je vratilo 123 zaposlenih.
LL@(1058) We consider this to be a success since the questionnaires were anonymous. => To smatramo uspehom, pošto je anketa bila anonimna.
LL@(1059) From the total number of 123 questionnaires 69 were filled in by workers (from the total number of 157 workers in a division), 37 by THZ (total number of THZ in the company is 145) and 17 by supervisors (from their total number equal to 37). => Od ukupnog broja od 123 upitnika, 69 su popunili radnici (u ovom sektoru zaposleno je ukupno 157 radnika), 37 su popunili zaposleni u THZ (ukupan broj ovih zaposlenih u kompaniji je 145), a 17 su popunili nadzornici (ukupan broj je 37).
LL@(1060) So the percentage representation of individual monitored groups is 33,9 % workers, 25,5 % THZ a 45,9 % supervisors. => Stoga procentualna zastupljenost pojedinačnih posmatranih grupa iznosi 33.9 % za radnike, 25.5 % za THZ, a 45.9 % za nadzornike. 3.
LL@(1061) 3 Results and discussion 3.1 Analysis of motivational factors Taking the differences into consideration we selected three positions worker, THZ and supervisor. => Rezultati i diskusija 3.1 Analiza motivacionih faktora Kada smo uzeli u obzir razlike, izdvojili smo tri pozicije radnik, THZ i nadzornik.
LL@(1062) The analysis was based on the employees responses to the second part of the questionnaire. => Analiza se zasniva na odgovorima koje su zaposleni dali u drugom delu upitnika.
LL@(1063) As mentioned before the questionnaire contained 30 motivational factors listed in table 1. => 
LL@(1064) Table 1 Analysed motivational factors Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress /stress elimination at place of work Seq. => Kao što smo već pomenuli, upitnik je obuhva Tabela 1 Analizirani motivacioni faktori Seq. n.
LL@(1065) n. Motivational factor 1. => Motivacioni faktor Seq. n.
LL@(1066)  => Motivacioni faktor 16.
LL@(1067)  => Prestiž 17.
LL@(1068)  => Stav rukovodioca 18.
LL@(1069)  => Samostalno odlučivanje 19.
LL@(1070)  => Samoostvarenje 20.
LL@(1071)  => Društvena korist 21.
LL@(1072)  => Pravedna procena zaposlenog 22.
LL@(1073)  => Stress /eliminacija stresa na random mestu 1.
LL@(1074) 2. => Atmosfera na radnom mestu 2.
LL@(1075) 3. => Dobra radna grupa 3.
LL@(1076) 4. => Dodatna novčana nagrada 4.
LL@(1077) 5. => Fizički intenzitet posla 5.
LL@(1078) 6. => Sigurnost radnog mesta 6.
LL@(1079) 7. => Komunikacija na random mestu 7.
LL@(1080) 8. => Ugled kompanije 8.
LL@(1081)  => Mogućnost korišćenja sopstvenih sposobnosti 23.
LL@(1082) 9. => Mentalni stres 9.
LL@(1083) 10. => Obim i tip zaposlenosti 10.
LL@(1084) 11. => Saznanje o rezultatima rada 11.
LL@(1085) Working hours 12. => Radon vreme 12.
LL@(1086) Working environment 13. => Radon okruženje 13.
LL@(1087) Working output 14. => Radni učinak 14.
LL@(1088) Working process 15. => Radni proces 15.
LL@(1089) Seq. => Moć 24.
LL@(1090) n. Motivational factor 16. => Vizija kompanije 25.
LL@(1091) Atmosphere at place of work 17. => Regionalni razvoj 26.
LL@(1092) Good working group Additional financial remuneration 18. => 
LL@(1093) 19. ~~~ Physical intensity of work 20. => Obrazovanje iI lični razvoj 27.
LL@(1094) Job security Communication at place of work 21. => 
LL@(1095) 22. ~~~ Trade name Opportunity to utilize own abilities 23. => 
LL@(1096) Mental stress Scope of employment and its type 24. => 
LL@(1097) Acquaintance with working result 25. ~~~ 26. ~~~ 27. => Odnos kompanije prema okruženju 28.
LL@(1098) 28. ~~~ 29. => Slobodno vreme 29.
LL@(1099) 30. => Priznanje 30.
LL@(1100) Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Powers The respondents assessed the required and the actually perceived level of motivation of individual motivational factors by the means of a grade scale from one to five. => Osnovna plata tio 30 motivacionih faktora koji su navedeni u tabeli 1. ~~~ Ispitanici su naveli željeni i vladajući nivo motivacije pojedinačnih motivacionih faktora, na skali od jedan do pet.
LL@(1101) For the three groups we calculated the average values of all motivational factors and a difference between a required and actual state. => U sva tri slučaja izračunali smo srednje vrednosti za sve motivacione faktore i razliku između željenog i sadašnjeg stanja.
LL@(1102) Graphs 1 and 2 present the required and the actual state of motivation and a difference between them. => Grafikoni 1 i 2 prikazuju željeno i stvarno stanje motivacije i razlike između njih.
LL@(1103) On axis x are presented the individual motivational factors, whereas on axis y the average values of required and actual state of motivation of particular motivational factors are given. => Na osi x prikazani su pojedinačni motivacioni faktori, na osi y prikazane su srednje vrednosti željenog i stvarnog stanja motivacije određenih motivacionih faktora.
LL@(1104) Based on the comparison of individual curves it is possible to determine which areas of motivation are the most problematic and in which areas the employees are satisfied. => Na osnovu poređenja pojedinačnih krivih moguće je odrediti koje oblasti motivacije su najproblematičnije, a kojim oblastima su zaposleni zadovoljni.
LL@(1105) The biggest variance between the requirements and the actual situation can be observed for motivational factors such as basic pay, additional financial remuneration and a fair assessment of an employee. => Najveća varijacija između željene i stvarne situacije vidi se kod motivacionih faktora kao što su osnovna plata, dopunske isplate i pravična procena zaposlenog.
LL@(1106) The workers group proved to be least satisfied with the total financial remuneration. => To znači da je grupa u kojoj su radnici najmanje zadovoljna ukupnim finansijskim nadoknadama.
LL@(1107) Motivationally weak are also factors such as working environment, atmosphere at the working place and the stress resulting from it. => Nisku motivacionu vrednost pokazali su i faktori kao što je radno okruženje, atmosfera na radnom mestu i stres koji iz nje proizilazi.
LL@(1108) The employees in the production segment consider acknowledgement, working process, vision of the company or regional development also important. => Zaposlenima u proizvodnji stalo je do priznanja, radnog procesa, imaju viziju razvoja kompanije i regiona.
LL@(1109) The respondents expressed total satisfaction with physical intensity of work, trade name and working output. => Ispitanici su naveli da su u potpunosti zadovoljni fizičkim intenzitetom posla, ugledom kompanije i postignutim rezultatima na radu.
LL@(1110) Table 2 Comparison of required and actually perceived motivation by THZ Atmosphere at place of work Good working group Additional financial remuneration Physical intensity of work Job security Communication at a place of work Trade name Opportunity to utilize own abilities Scope of employment and its type Acquaintance with working result Seq. => Tabela 2 Poređenje između poželjne i stvarne motivacije po viđenju THZ Broj Motivacioni faktor 1.
LL@(1111) n. Motivational factor 1. ~~~ 2. => Atmosfera na radnom mestu 2.
LL@(1112) 3. => Dobra radna grupa 3.
LL@(1113) 4. => Dodatna novčana nagrada 4.
LL@(1114) 5. => Fizički intenzitet posla 5.
LL@(1115) 6. => Sigurnost radnog mesta 6.
LL@(1116) 7. => Komunikacija na random mestu 7.
LL@(1117) 8. => Ugled kompanije 8.
LL@(1118) 9. => Mogućnost korišćenja sopstvenih sposobnosti 9.
LL@(1119) 10. => Obim i tip zaposlenosti 10.
LL@(1120) 11. => Saznanje o rezultatima rada 11.
LL@(1121) Working hours 12. => Radon vreme 12.
LL@(1122) Working environment 13. => Radon okruženje 13.
LL@(1123) Working output 14. => Radni učinak 14.
LL@(1124) Working process 15. => Radni proces 15.
LL@(1125) 16. => Moć 16.
LL@(1126) 17. => Prestiž 17.
LL@(1127) 18. => Stav rukovodioca 18.
LL@(1128) 19. => Samostalno odlučivanje 19.
LL@(1129) 20. => Samoostvarenje 20.
LL@(1130) 21. => Društvena korist 21.
LL@(1131) 22. => Pravedna procena zaposlenog 22.
LL@(1132) 23. => Stress /eliminacija stresa na random mestu 23.
LL@(1133) Mental stress 24. => Mentalni stres 24.
LL@(1134) 25. => Vizija kompanije 25.
LL@(1135) 26. => Regionalni razvoj 26.
LL@(1136) 27. => Obrazovanje iI lični razvoj 27.
LL@(1137) 28. => Odnos kompanije prema okruženju 28.
LL@(1138) 29. => Slobodno vreme 29.
LL@(1139) 30. => Priznanje 30.
LL@(1140) Powers Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress / stress elimination at a place of work Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Required Actual Difference state 4,54 4,62 4,70 3,54 4,68 4,49 3,89 4,46 4,41 4,38 4,22 4,41 4,54 4,49 4,38 3,68 4,73 4,16 4,00 4,35 4,70 4,49 4,38 4,30 4,32 4,32 4,32 4,22 4,43 4,70 state 3,08 3,32 2,30 3,22 2,73 2,95 3,41 2,68 3,46 3,11 3,81 3,19 3,62 3,19 2,59 2,70 3,24 3,05 3,05 2,92 2,43 2,78 2,73 3,16 2,54 2,95 3,49 3,41 2,49 1,92 P - S 1,46 1,30 2,40 0,32 1,95 1,54 0,48 1,78 0,95 1,27 0,41 1,22 0,92 1,30 1,79 0,98 1,50 1,10 0,95 1,43 2,27 1,71 1,65 1,14 1,78 1,37 0,83 0,81 1,90 2,78 Graph 1 Required and actually perceived level of motivation by THZ The THZ working in CHEMES a. s., Humenné also marked the basic pay, fair assessment of an employee and additional financial remuneration as poor motivational factors. => Osnovna plata Poželjno Stvarno Razlika stanje 4,54 4,62 4,70 3,54 4,68 4,49 3,89 4,46 4,41 4,38 4,22 4,41 4,54 4,49 4,38 3,68 4,73 4,16 4,00 4,35 4,70 4,49 4,38 4,30 4,32 4,32 4,32 4,22 4,43 4,70 stanje P - S 1,46 3,08 1,30 3,32 2,30 2,40 0,32 3,22 1,95 2,73 1,54 2,95 3,41 0,48 1,78 2,68 0,95 3,46 3,11 1,27 0,41 3,81 1,22 3,19 0,92 3,62 3,19 1,30 1,79 2,59 0,98 2,70 3,24 1,50 1,10 3,05 0,95 3,05 1,43 2,92 2,43 2,27 1,71 2,78 1,65 2,73 3,16 1,14 1,78 2,54 1,37 2,95 0,83 3,49 3,41 0,81 1,90 2,49 1,92 2,78 Grafikon 1 Poželjni i stvarni nivo motivacije po viđenju THZ Nisku motivacionu vrednost faktora kao što su osnovna plata, pravična procena zaposlenog i dodatne isplate naveli su i zaposleni THZ u CHEMES, a.s. ~~~ Humenné, slično kao i radnici.
LL@(1141) Other motivators where we can observe a big variance between the required and the actual state of motivation are the job security and powers. => Drugi motivacioni faktori kod kojih smo uočili veliku razliku između željenog i stvarnog stan ja motivisanosti jesu sigurnost posla i vlast.
LL@(1142) Employees are not satisfied with the opportunity to utilize their abilities nor with their acknowledgement. => Zaposleni smatraju da nemaju odgovarajuću šansu da iskoriste svoje sposobnosti i znanje.
LL@(1143) On contrary, THZ are most satisfied with working hours, physical intensity of work and trade name (company name). => Nasuprot tome, zaposleni THZ su veoma zadovoljni radnim vremenom, fizičkim intenzitetom posla i imenom (ugledom) kompanije.
LL@(1144) Table 3 Comparison of required and actually perceived motivation by supervisors Seq. ~~~ n. Motivational factor 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. ~~~ 8. ~~~ 9. ~~~ 10. ~~~ 11. ~~~ 12. ~~~ 13. ~~~ 14. => Tabela 3 Poređenje između poželjne i stvarne motivacije po viđenju rukovodilaca Redni broj Motivacioni faktor Atmosfera na radnom mestu Dobra radna grupa Dodatna novčana nagrada Fizički intenzitet posla Sigurnost radnog mesta Komunikacija na random mestu Ugled kompanije Mogućnost korišćenja sopstvenih sposobnosti Obim i tip zaposlenosti Saznanje o rezultatima rada Radon vreme Radon okruženje Radni učinak Radni proces 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
LL@(1145) 15. ~~~ 16. => Moć Prestiž 16.
LL@(1146) 17. => Stav rukovodioca 17.
LL@(1147) 18. => Samostalno odlučivanje 18.
LL@(1148) 19. ~~~ 20. => Samoostvarenje 19. 20.
LL@(1149) 21. ~~~ 22. => Društvena korist 21. 22.
LL@(1150) Atmosphere at a place of work Good working group Additional financial remuneration Physical intensity of work Job security Communication at place of work Trade name Opportunity to utilize own abilities Scope of employment and its type Acquaintance with working result Working hours Working environment Working output Working process Powers Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress / stress elimination at a place of work Required Actual Difference state 4,65 4,65 4,41 3,18 4,59 4,29 3,88 4,29 4,18 4,29 3,82 4,00 4,29 4,00 4,06 3,53 4,47 4,06 4,06 3,94 4,59 3,94 state P - S 3,12 1,53 1,06 3,59 1,53 2,88 3,35 -0,17 1,65 2,94 1,53 2,76 0,29 3,59 3,24 1,05 0,83 3,35 1,35 2,94 3,29 0,53 1,18 2,82 0,58 3,71 0,59 3,41 2,82 1,24 0,59 2,94 1,29 3,18 3,35 0,71 0,82 3,24 0,82 3,12 1,88 2,71 2,65 1,29 Seq. => Pravedna procena zaposlenog Stress /eliminacija stresa na random mestu Poželjno Stvarno Razlika stanje 4,65 4,65 4,41 3,18 4,59 4,29 3,88 4,29 4,18 4,29 3,82 4,00 4,29 4,00 4,06 3,53 4,47 4,06 4,06 3,94 4,59 3,94 stanje 3,12 3,59 2,88 3,35 2,94 2,76 3,59 3,24 3,35 2,94 3,29 2,82 3,71 3,41 2,82 2,94 3,18 3,35 3,24 3,12 2,71 2,65 P - S 1,53 1,06 1,53 -0,17 1,65 1,53 0,29 1,05 0,83 1,35 0,53 1,18 0,58 0,59 1,24 0,59 1,29 0,71 0,82 0,82 1,88 1,29 Redni broj Motivacioni faktor Vizija kompanije Regionalni razvoj 23.
LL@(1151) n. Motivational factor 23. ~~~ 24. ~~~ 25. => Mentalni stres 24. 25. 26.
LL@(1152) 26. ~~~ 27. => Obrazovanje iI lični razvoj 27.
LL@(1153) 28. ~~~ 29. ~~~ 30. => Odnos kompanije prema okruženju 28. 29. 30.
LL@(1154) Mental stress Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Required Actual Difference state 3,82 3,88 4,00 4,24 3,82 3,88 4,41 4,71 state P - S 3,00 0,82 1,00 2,88 1,59 2,41 3,24 1,00 0,53 3,29 0,82 3,06 1,76 2,65 2,59 2,12 Graph 2 Required and actually perceived level of motivation by supervisors In the relationship between the importance of motivators and employees´ satisfaction we observed the dissatisfaction in the group of supervisors as well as in the groups of THZ and workers with issues such as basic pay, additional financial remuneration and fair assessment. => Osnovna plata Slobodno vreme Priznanje Poželjno Stvarno Razlika stanje 3,82 3,88 4,00 4,24 3,82 3,88 4,41 4,71 stanje 3,00 2,88 2,41 3,24 3,29 3,06 2,65 2,59 P - S 0,82 1,00 1,59 1,00 0,53 0,82 1,76 2,12 Grafikon 2 Poželjni i stvarni nivo motivacije po viđenju supervizora Na pitanja o značaju motivacije i zadovoljstvu zaposlenih i grupa rukovodilaca odgovorila je slično grupi radnika i THZ zaposlenih. ~~~ Iz njihovih odgovora vidi se da nisu zadovoljni osnovnom platom, dodatnim isplatama i da misle da nisu pravično procenjeni.
LL@(1155) Communication at the place of work, atmosphere at work, job security and regional development do not correspond with the requirements affecting the level of motivation. => Komunikacija na radnom mestu, atmosfera na poslu, sigurno radno mesto i regionalni razvoj nisu procenjeni kao dovoljno snažni motivacioni faktori.
LL@(1156) Supervisors were quite satisfied with physical intensity of work, company name trade name, working hours and the attitude of the company towards environment. => Rukovodioci su sasvim zadovoljni fizičkim intenzitetom posla, ugledom koji kompanija ima, radnim vremenom i odnosom kompanije prema okruženju. 3.
LL@(1157) 3.2 Creation of groups of motivationally oriented employees We made a statistic verification of motivational factors by means of cluster analysis. => Formiranje grupa motivaciono orijentisanih zaposlenih Primenom klaster analize izvršili smo statističku verifikaciju motivacionih faktora.
LL@(1158) In order to analyze the similarities in the motivational profiles of employees for individual job groups (worker, THZ, supervisor) we applied the method of agglomerate hierarchic clustering. Its principle is that a group of elements gradually converge together, the nearest elements converge and in next steps more and more far-distant ones join. => Da bismo mogli da analiziramo sličnosti između motivacionih profila zaposlenih po posebnim grupama poslova (radnik, THZ, rukovodilac), primenili smo metod aglomerata hijerarhijskih klastera. ~~~ On podrazumeva da se elementi jedne grupe postepeno približavaju jedni drugima; prvo se grupišu oni najbliži, a onda im u sledećim fazama prilaze i oni udaljeniji.
LL@(1159) We processed the data gathered from the questionnaires and generated dendrograms, which helped us slass the employees into similarly motivationally oriented groups clusters, according the range of importance of individual motivational factors allocated by the employees. => Pošto smo obradili podatke iz upitnika, napravili smo dendrograme pomoću kojih smo mogli da podelimo zaposlene u slično motivaciono orijentisane grupe klastere, a prema značaju koji su zaposleni dali pojedinačnim motivacionim faktorima.
LL@(1160) The result is that employees assigned into individual groups have similar opinions on individual motivational factors, therefore they are motivated by similar motivational factors. => To je za posledicu imalo da zaposleni razvrstani u pojedinačne grupe imaju slične stavove o pojedinačnim motivacionim faktorima i da su motivisani sličnim motivacionim faktorima.
LL@(1161) The other group of motivators with average values 4,80 4,32 are the motivators concerning working environment such as atmosphere and communication at the work place,a good working group but also an attitude of a supervisor and the possibility of stress elimination at work place. => Druga grupa motivatora koja ima srednje vrednosti od 4,80 4,32 su oni koji se odnose na radno okruženje, na primer, radna atmosfera i komunikacija na radnom mestu, dobra radna grupa, ali i stav rukovodioca i eliminacija stresa na radnom mestu.
LL@(1162) The importance assigned to these motivational factors by the respondents of all groups show that they realize a negative impact of bad relations in a working group. => Značaj koji ispitanici iz svih grupa pridaju ovim motivacionim faktorima pokazuje da oni shvataju koliki je negativni uticaj loših odnosa u radnoj grupi.
LL@(1163) There are many ways to make relations in a working group better, so the supervisor plays a very important role influencing the behaviour of his subordinates in either a positive or a negative way in the course of managing them. => Odnosi u radnoj grupi mogu se pogoršati na mnogo načina i zato je uloga rukovodioca veoma značajna, pošto on svojim načinom upravljanja može da utiče na ponašanje zaposlenih na radnom mestu i u negativnom i u pozitivnom smeru.
LL@(1164) When comparing the importance of motivational factors we were also in a position to observe the workers fear of loosing their jobs. => Kada poredimo značaj motivacionih faktora, vidimo i da radnici strahuju od gubitka posla.
LL@(1165) This is especially evident in the fourth group of respondents since the top position among the motivators belongs to job security motivator and its average value is 5. => To se posebno jasno uočava u četvrtoj grupi ispitanika, pošto je na prvom mestu među motivatorima sigurnost radnog mesta i njegova prosečna vrednost je 5.
LL@(1166) There are results of a group which included both a group of THZ employees and supervisors in graph 6, where individual respondents are presented on the vertical axis (supervisors as A1 to A17 and THZ as B1 to B37) and there is a scope of variance inf their responses presented on the horizontal axis. => Na dijagramu 6 predstavljeni su rezultati grupe koja obuhvata i članove THZ i rukovodioce, gde su pojedinačni ispitanici predstavljeni na vertikalnoj osi (rukovodioci kao A1 do A17, a THZ kao B1 do B37), a varijacija u njihovim odgovorima predstavljena je na horizontalnoj osi.
LL@(1167) It was interesting to observe how employees from both groups mixed together in individual groups. => Bilo je interesantno posmatrati kako su se zaposleni iz obe grupe mešali u pojedinačnim grupama.
LL@(1168) Only one homo geneous group was formed, its members are THZ employees. => Formirana je samo jedna homogena grupa, a njeni članovi su zaposleni THZ.
LL@(1169) There are only five THZ members in the first group (19, 15, 2, 26 and 10) and three supervisors (1, 11and 8). => U prvoj grupi nalazi se samo pet članova THZ (19, 15, 2, 26 i 10) i tri rukovodioca (1, 11 i 8).
LL@(1170) Based on similarities of their responses six THZ were included to the second group (29, 34, 35, 32, 16 and 17) and nine supervisors (2, 14, 15, 6, 17, 9, 7, 13 and 12). => Na osnovu sličnosti u odgovorima šest THZ obuhvaćeni su drugom grupom (29, 34, 35, 32, 16 i 17) kao i devet rukovodilaca (2, 14, 15, 6, 17, 9, 7, 13 i 12).
LL@(1171) The third group that was analysed consisted from nine THZ (18, 8, 1, 36, 31, 11, 12, 13 and 27) and two supervisors (10 and 16). => Treća analizirana grupa obuhvata devet THZ (18, 8, 1, 36, 31, 11, 12, 13 i 27) i dva rukovodioca (10 i 16).
LL@(1172) The fourth group, slightly bigger compared to the third one is formed from 12 employees. => Četvrta grupa je nešto veća od treće i obuhvata 12 zaposlenih.
LL@(1173) Nine of them are THZ (14, 22, 21, 20, 6, 30, 23, 24 and 25) and three are supervisors (3, 4 and 5). => Njih devet su THZ (14, 22, 21, 20, 6, 30, 23, 24 i 25) i tri rukovodioca (3, 4 i 5).
LL@(1174) There are only eight THZ in the last group the respondents with numbers: 3, 7, 4, 5, 9, 28, 33 and 37. => U poslednjoj grupi je samo osam THZ ispitanici sa brojevima: ~~~ 3, 7, 4, 5, 9, 28, 33 i 37.
LL@(1175) Graph 3 Hierarchic cluster analyses of motivational profiles of THZ and supervisors of CHEMES, a. s., Humenné Motivators of individual groups are very similar. => Grafikon 3 Hijerarhijska klaster analiza motivacionih profila THZ i rukovodilaca CHEMES, a. s., Humenné Motivatori u posebnim grupama su takođe veoma slično ocenjeni.
LL@(1176) One of the most essential factors for the group of workers is a factor of money. => Jedan od najznačajnijih faktora za grupu radnika jeste faktor novca.
LL@(1177) It is related to welfare, the standard of living and the financial needs. => On je povezan sa blagostanjem, životnim standardom i finansijskim potrebama.
LL@(1178) It was affected by the basic pay, the additional financial remunneration and the fair assessment of the employee, which were all assigned high average values. => Na njega utiče osnovna plata, dodatne isplate i pravična procena zaposlenog, koje su sve dobile visoke vrednosti.
LL@(1179) The basic pay as a motivator occupies the top position in almost all groups, in groups number 4 and 5 its average value is 5. the members of the fifth group consider the factor of money the most important one, all three motivators are positioned at the top of the list and have a maximum average value 5. => Motivacioni faktor koji se odnosi na osnovnu platu nalazi se na prvom mestu u skoro svim grupama, a u grupama 4 i 5 njegova prosečna vrednost je 5.
LL@(1180) Job security as a motivational factor which can be found in all groups and is one of the most relevant. => Članovi pete grupe smatraju faktor novca najz načajnijim, sva tri motivatora nalaze se na prvom mestu na listi i imaju maksimalnu srednju vrednost 5.
LL@(1181) It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company. => Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.
LL@(1182) The next group of motivators at top positions in the THZ group are the motivators concerning working environment. => Proističe iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja. iz aktuelne situacije u regionu i Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.
LL@(1183) A good working group, the attitude of the supervisor, the communication and atmosphere at work place but also the working hours and stress elimination at work place indicated a negative influence of disturbing factors which may cause stressful situations in a collective as a whole and may have an impact on the overall working comfort. => Dobra rad na grupa, stav rukovodioca, komunikacija i atmosfera na radnom mestu, ali i radno vreme i eliminacija stresa na radnom mestu predstavljaju negativni uticaj remetilačkih faktora koji mogu da izazovu stresne situacije u kolektivu kao celini, a to može da utiče na ukupno osećanje opuštenosti i udobnosti na radnom mestu.
LL@(1184) It is necessary to realize that if there are bad working relations at work place, the employees do not feel good in their collective and they are stressed, it influences their work performance and finally the business results of the company. => Razumljivo je da ako na radnom mestu vladaju loši odnosi, zaposlenima neće biti prijatno u kolektivu i biće podložni stresu. ~~~ To će uticati na njihov učinak na poslu, a konačno i na poslovne rezultate kompanije.
LL@(1185) Form the individual group analysis it is clear that it is possible to group all the employees in the company under consideration according to their motivational requirements by means of cluster analyses. => Na osnovu pojedinačne analize jasno je da je primenom klaster analize moguće grupisati sve zapos lene prema motivaciji koju su odredili kao poželjnu.
LL@(1186) As we could see it was not so efficient to create or develop only one motivational programme and apply it for all the employees as it was supposed. => Kao što se vidi, to nije toliko efikasno, pošto se moglo predvideti da treba stvoriti ili razviti samo jedan program za motivisanje zaposlenih i primeniti ga na sve zaposlene u kompaniji.
LL@(1187) On the contrary, if a company wanted to create individual motivational programmes for all its employees it would be very costly and uneconomic. => Nasuprot tome, ako kompanija želi da razvije individualne programe za motivisanje, to bi bilo veoma skupo i neekonomično.
LL@(1188) That is why we recommend the implementation of the method of cluster analyses where clusters of employees sharing similar opinions about motivational factors can be created and the company can form motivational programmes for individual groups. => Stoga predlažemo da se primeni metod klaster analize gde se mogu formirati klasteri (grupe) zaposlenih koji imaju iste stavove o motivacionim efektima, a kompanija onda može da razvija motivacione programe za pojedinačne grupe.
LL@(1189) Table 4 Summary of most motivating factors for a group of THZ employees + supervisors Scope of employment and its type 6. => Tabela 4 pregled faktora najvišeg nivoa motivacije za grupu THZ zaposlenih + rukovodioci s. n. ~~~ Motivacioni faktor 1. 2. 3. 4. 5.
LL@(1190)  => Atmosfera na random mestu Pravedna procena zaposlenog Dobra radna grupa Stav rukovodioca Komunikacija na radnom mestu s.
LL@(1191) 7. => n. 1.
LL@(1192) Working output 8. => 2. 3. 4. 5.
LL@(1193) Company vision 9. ~~~ Additional financial remuneration 10. => Motivacioni faktor Dobra radna grupa Sigurnost radnog mesta Osnovna plata Atmosfera na random mestu Stav rukovodioca Prva grupa THZ + rukovodioci Srednja vrednost s. n.
LL@(1194) Job security 6. => Motivacioni faktor 4,88 4,88 4,75 4,75 4,63 6.
LL@(1195) Additional financial remuneration 7. => Obim i tip zaposlenosti 7.
LL@(1196) Opportunity to utilize own abilities 8. => Rezultati rada 8.
LL@(1197) 9. => Vizija kompanija 9.
LL@(1198) Acknowledgement 10. => Dodatna zarada 10.
LL@(1199) Acquaintance with working result Fair assessment of an employee Job security Average s. ~~~ n. Motivational factor 4,67 4,60 4,60 4,53 4,53 1st group of THZ + supervisors Average s. => Sigurnost radnog mesta Druga grupa THZ + rukovodioci Srednja vrednost 4,67 4,60 4,60 4,53 4,53 Motivacioni faktor s.
LL@(1200) n. Motivational factor s. => n. 6.
LL@(1201) n. Motivational factor 4,88 1. => 
LL@(1202) Atmosphere at a place of work 4,88 2. => 
LL@(1203) Fair assessment of an employee 4,75 3. => 
LL@(1204) Good working group 4. => Dodatna zarada 7.
LL@(1205) Attitude of a supervisor 4,75 5. => Mogućnost dokazivanja sposobnosti 8. 9. 10.
LL@(1206) Communication at a place of work 4,63 2nd group of THZ + supervisors s. => Obaveštenost o rezultatima rada Pravedna procena zaposlenog Priznanje Treća grupa THZ + rukovodioci Osnovna plata Motivacioni faktor s.
LL@(1207) n. Motivational factor 1. => n. 1.
LL@(1208) Good working group 2. => 
LL@(1209) 3. => 2.
LL@(1210) Basic pay 4. ~~~ Atmosphere at a place of work 5. => Mogućnost dokazivanja sposobnosti 3. 4. 5.
LL@(1211) Attitude of a supervisor 3rd group of THZ + supervisors Average s. ~~~ n. Motivational factor s. => Komunikacija na random mestu Rezultati rada Samostalno odlučivanje Srednja vrednost 4,64 4,55 4,55 4,45 4,45 Motivacioni faktor Pravedna procena zaposlenog s.
LL@(1212) n. Motivational factor 1. => n. 6.
LL@(1213) Basic pay 4,64 2. => 
LL@(1214) Opportunity to utilize own abilities 4,55 3. => 
LL@(1215) Communication at a place of work 4,55 4,45 4. => 7.
LL@(1216) Working output 5. => Dodatna zarada 8. 9. 10.
LL@(1217) Individual decision making 4,45 4th group of THZ + supervisors Average s. ~~~ n. Motivational factor s. => Moć Sigurnost radnog mesta Stav rukovodioca s.
LL@(1218) n. Motivational factor 5,00 1. => n. 1.
LL@(1219) Basic pay 4,92 2. ~~~ 3. => 2. 3. 4. 5. s.
LL@(1220) Good working group 4,83 4. => 
LL@(1221) Additional financial remuneration 4,83 5. => 
LL@(1222) Acknowledgement 4,83 5th group of THZ + supervisors s. => 
LL@(1223) n. Motivational factor 1. => n. 1.
LL@(1224) Additional financial remuneration 5,00 5,00 2. => 
LL@(1225) 5,00 3. => 2. 3. 4. 5.
LL@(1226) Basic pay 4. => 
LL@(1227) Good working group 4,88 4,88 5. ~~~ Average s. ~~~ n. Motivational factor Fair assessment of an employee Job security Job security Fair assessment of an employee 6. ~~~ 7. ~~~ Additional financial remuneration 8. ~~~ 9. ~~~ Attitude of a supervisor 10. => Motivacioni faktor Osnovna plata Sigurnost radnog mesta Dobra radna grupa Dodatna zarada Priznanje Motivacioni faktor Dodatna zarada Pravedna procena zaposlenog Osnovna plata Dobra radna grupa Sigurnost radnog mesta Četvrta grupa THZ + rukovodioci Srednja vrednost 5,00 4,92 4,83 4,83 4,83 Motivacioni faktor s. n.
LL@(1228) Powers Job security 6. => Stav rukovodioca 6. 7.
LL@(1229) Attitude of a supervisor 7. => 
LL@(1230) Fair assessment of an employee 8. => Pravedna procena zaposlenog 8.
LL@(1231) Atmosphere at a working place 9. => Atmosfera na random mestu 9.
LL@(1232) Communication at a working place 10. => Komunikacija na random mestu 10.
LL@(1233) Education and personal development Average 4,63 4,63 4,63 4,50 4,50 Average 4,47 4,47 4,47 4,40 4,33 Average 4,45 4,36 4,36 4,36 4,27 Average 4,83 4,75 4,67 4,67 4,67 Average 4,88 6. => Obrazovanje i lični razvoj Peta grupa THZ + rukovodioci Srednja vrednost 5,00 5,00 5,00 4,88 4,88 Stav rukovodioca Motivacioni faktor s. ~~~ n. 6.
LL@(1234) Working hours 4,88 7. => Radno vreme 7. 8.
LL@(1235) Attitude of a supervisor 4,75 8. => 
LL@(1236) Opportunity to utilize own abilities 4,75 9. => Mogućnost za dokazivanje sposobnosti 9.
LL@(1237) Mental stress 10. => Mentalni stres 10.
LL@(1238) Stress / stress elimination at a place of work 4,63 4 Conclusion If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand. => Stres / eliminacija stresa na random mestu Srednja vrednost 4,63 4,63 4,63 4,50 4,50 Srednja vrednost 4,47 4,47 4,47 4,40 4,33 Srednja vrednost 4,45 4,36 4,36 4,36 4,27 Srednja vrednost 4,83 4,75 4,67 4,67 4,67 Srednja vrednost 4,88 4,88 4,75 4,75 4,63 4. ~~~ Zaključak Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.
LL@(1239) So it is necessary to work out an integral motivational programme in which the requirements of the company and its employees are put together. => Stoga je neophodno razraditi jedan integralni motivacioni program u kojem se zahtevi kompanije i njenih zaposlenih usklađuju.
LL@(1240) When the motivational programme is being created it is important to find out which and how motivational factors can influence individual employees and adapt them to the company possibilities. => Pri izradi motivacionog programa važno je saznati koji motivacioni faktori i kako utiču na zaposlene pojedinačno i prilagoditi ih mogućnostima kompanije.
LL@(1241) If the motivational programme in a company is worked out in this way it should encourage employees towards a higher performance, creativity, self-sacrifice, orderliness and match their value orientation with the goals of the company. => Ako se motivacioni program u kompaniji razradi na ovaj način, on će podsticati zaposlene da budu produktivniji, kreativniji, požrtvovaniji, redovniji na poslu i da svoje vrednosti usklade sa ciljevima kompanije.
LL@(1242) Every single employee works motivated by a unique set of motivational factors, reacts to someof them in a positive and to the others in a negative way, sometimes with some objections. => Svaki zaposleni radi u skladu sa jedinstvenim skupom motivacionih faktora, na neke reaguje pozitivno, na neke negativno, nekad samo ima neke zamerke.
LL@(1243) People working in a team are different. => Ljudi koji rade u timu su drugačiji.
LL@(1244) It is up to each company to find out what makes every member of a team give a maximum output. => Na kompaniji je da utvrdi šta utiče na svakog čklana tima da pokaže svoj maksimum.
LL@(1245) It is necessary to listen to the employees, to acknowledge and apply the motivational factors which are considered to be relevant. => Mišljenje zaposlenih treba slušati da bi se shvatili i kasnije primenili motivacioni faktori koji se smatraju značajnim.
LL@(1246) The aim of our analyses was to find out the requirements concerning the required and the actual motivations of employees for selected motivational factors and consequently point out an opportunity to form motivationally similarly oriented groups. => Cilj naše analize bio je da utvrdimo zahteve koji se tiču poželjne i stvarne motivacije zaposlenih u odnosu na motivacione faktore i da na osnovu toga ukažemo na mogućnosti formiranja grupa slične orijentacije.
LL@(1247) Based on the analysis of motivational factors in which we compared the required and the actually perceived levels of motivation we came to a conclusion that employees do not feel the level of motivational factors satisfactory. => Na osnovu analize motivacionih faktora tokom koje smo poredili poželjnu i stvarno posmatranu motivaciju, zaključili smo da, kad se uzmu u obzir njihove težnje, zaposleni nisu zadovoljni nivoom motivacionih faktora.
LL@(1248) The results of the questionnaire analyses exactly say that employees consider the most important factors to be: basic pay, additional financial remuneration and also a fair assessment of an employee. => Rezultati analize upitnika jasno ukazuju da među motivacionim faktorima zaposleni najveći značaj pridaju: osnovnoj plati, dodatnim prihodima, i pravičnoj proceni zaposlenih.
LL@(1249) All these factors belong to a group of wage motivators. => Svi ovi faktori pripadaju grupi motivacionih faktora zarade.
LL@(1250) But job security and factors concerning working environment are very important, too. => Ali, takođe su značajni i sigurnost radnog mesta i faktori koji se odnose na radno okruženje.
LL@(1251) For these motivators we found the biggest differences between the actual and the required state, as stated by the employees. => U vezi sa ovim faktorima naišli smo na najveće razlike između poželjnog stanja i stvarnog stanja u stavovima zaposlenih.
LL@(1252) According to the results it is clear that each employee should feel that he is helpful and conducive to the company and that his work in the company has a future, perspective and that it is equally financially compensated. => Na osnovu rezultata jasno je da svaki zaposleni treba da oseća da je potreban i značajan za kompaniju i da njegov rad u kompaniji ima budućnost, perspektivu, i da je finansijski nagrađen na zadovoljavajući način.
LL@(1253) He should be sure that he can stay in a company for a longer time. => On treba da bude siguran da će ostati u kompaniji duže vreme.
LL@(1254) We recommend that the employees should be motivated through an opportunity to acquire a share in the profit, since this can encourage the entrepreneurial thinking and lead the employ ees to initiative to fight against unthrift but also to increase the profit and the earning capacity of the company. => Predlažemo da se zaposleni motivišu tako što će im se pružiti prilika da učestvuju u podeli profita, pošto se time podstiče preduzetnički način razmišljanja, a zaposleni se podstiču da se bore da povećaju profit i sposobnost kompanije da zaradi.
LL@(1255) The employees participation in the profit makes them feel that the results are distributed in a fair way and that they are sharede because they see that the company profit does not belong only to the company owners but that a part of it is divided among the employees. => Učešće zaposlenih u podeli profita stvara u njima osećanje da su rezultati rada pravedno podeljeni, i da profit kompanije ne pripada samo vlasnicima kompanije , već da deo profita dele i oni.
LL@(1256) The results of cluster analyses showed that not only currently implemented motivational factors must be developed but also it is necessary to create some space for application of other critical motivators. ~~~ At present the company motivates all its employees in the same way and implements the motivational factors such as: remuneration and assessment, education and communication. => Rezultati klaster analize pokazuju da ne treba razvijati samo motivacione faktore koji se koriste u ovom trenutku, već da treba ostaviti prostor za primenu i drugih kritičkih motivatora.u ovom trenutku kompanija motiviše sve svoje zaposlene na isti način i oristi motivacione faktore kao šro su: novčana nadoknada i ocenjivanje, obrazovanje i komunikacija.
LL@(1257) By means of our survey we found out that not all the employees have the same needs and that not for all of them the above mentioned motivational factors are important. => Ovim istraživanjem zaključili smo da svi zaposleni nemaju iste potrebe i da ovi motivacioni faktori nisu jednako značajni za svakog od njih.
LL@(1258) It resulted from the analyses that other motivators are also relevant for the employees: the atmosphere and communication at work place, a good working group, the attitude of a supervisor, the stress elimination work place, actually, the motivational factors concerning the working environment. => Iz analize proizilazi da su i drugi motivatori značajni za zaposlene: atmosfera i komunikacija na radnom mestu, dobra radna grupa, stav rukovodioca, eliminacija stresa na radnom mestu, ukratko, motivacioni faktori koji se odnose na radno okruženje.
LL@(1259) For the time being, the company does not pay enough attention to the last mentioned factors. => U ovom trenutku kompanija ne vodi mnogo računa o ovim poslednjim faktorima.
LL@(1260) The company management should approach employees in a different way, continuously analyzing the individual motivational factors through a statistic method and create different motivational programmes for them. => Uprava kompanije bi trebalo da priđe zaposlenima na drugačiji način, da neprestano analizira pojedinačne motivacione faktore primenom statističkog metoda i stvara različite motivacione programe za zaposlene.
LL@(1261) REFERENCES Š1Ë Bajcura, A.: Teória a prax riadenia v súčas ných podmienkach rozvoja ekonomiky. => LITERATURA Š1Ë Bajcura, A.: ~~~ Teória a prax riadenia v súčasných podmienkach rozvoja ekonomiky.
LL@(1262) Bratislava: Vydavate?stvo a nakladate?stvo ROH, 1985 Š2Ë Heller, R.: Príručka manažéra. => Bratislava: ~~~ Vydavate?stvo a nakladate?stvo ROH, 1985 Š2ËHeller, R.: ~~~ Príručka manažéra.
LL@(1263) Ikar, Bratislava 2005, ISBN 80-551-0882-X Š3Ë Hitka, M.: Metodika analýzy motivátorov v podnikoch DSP. => Ikar, Bratislava 2005, ISBN 80-551-0882-X Š3ËHitka, M.: ~~~ Metodika analýzy motivátorov v podnikoch DSP.
LL@(1264) TU Zvolen, 2004. => TU Zvolen, 2004. ISBN 80-2281331-1 Š4ËKoubek, J.:
LL@(1265) ISBN 80228-1331-1 Š4Ë Koubek, J.: Personální práce v malých pod nicích. => Personální práce v malých podnicích.
LL@(1266) Grada, Praha 1996, ISBN 80-247-0602-4 Š5Ë Kolektívna zmluva na rok 2007, interný mater iál, odbor personálnych činností CHEMES, a.s. Š6Ë http://www.dieradosveta.sk Š7Ë http://www.wikipedia.org Š8Ë http://www.xenium.sk Note: This work is a result of solution of the project titled VEGA 1/4647/07 Dynamic Model of Human Potential Motivation Book review CONTROVERSIES OF LEADERSHIP Leposava Grubić Nešić (2008), Knowing How to be a Leader, Novi Sad: AB Print, ISBN 978-86-907943-1-7 Questioning the theory and practice of leadership is important for a number of reasons. => Grada, Praha 1996, ISBN 80-247-0602-4 Š5ËKolektívna zmluva na rok 2007, interný materiál, odbor personálnych činností CHEMES, a. s. ~~~ Š6Ë http://www.dieradosveta.sk Š7Ë http://www.wikipedia.org Š8Ë http://www.xenium.sk Napomena: ~~~ Ovaj rad nastao je kao rezultat projekta pod nazivom VEGA 1/4647/07 Dinamički model motivisanja ljudskih potencijala U svetu knjiga KONTROVERZE LIDERSTVA Leposava Grubić Nešić (2008), Znati biti lider, Novi Sad: ~~~ AB Print, ISBN 978-86-907943-1-7. ~~~ Problematizovanje teorije i prakse liderstva značajno je iz nekoliko razloga.
LL@(1267) Leadership is a complex and ambiguous concept based on a new paradigm of management, which includes the processes of identifying the purpose and the direction of an organization, varied management impacts; of achieving goals. => Liderstvo je složen i višeznačan koncept utemeljen na novoj paradigmi rukovođenja, koja obuhvata procese uspostavljanja svrhe i smera organizacije, različite upravljačke uticaje, ostvarivanje ciljeva.
LL@(1268) In our practice the leader has not yet got his distinct position; he is generally equalled to the director, the manager or the political leader. => Lider u našoj praksi još uvek nije dobio pravo značenje; najčešće se izjednačava sa direktorom, rukovodiocem ili političkim prvakom.
LL@(1269) Whereas our directors and managers, mainly the leading public officials, protectors of laws and other legal norms, are focused upon their superiors, the leaders are predominantly focused upon their followers-collaborators. => I dok su naši direktori i rukovodioci pretežno državni vodeći činovnici, zaštitnici zakona i drugih pravnih normi usredsređeni na nadređene, dotle su lideri pretežno usredređeni na sledbenike-saradnike.
LL@(1270) Leaders are councellors rather than executive authorities, they deal with the unknown and the uncertain transforming them into the known and the clear. => Lideri su pre savetnici, nego nalogodavci podređenima, nose se s nepoznatim i neizvesnim, te ih pretvaraju u poznato i jasno.
LL@(1271) The new age warns that the times of leading the subordinated are far behind us, that a new type of manager emerges, the one that uses his knowledge, courage, cleverness, visionary and missionary qualities act ex aequo et bono (according to what is just, what is good), thus enabling his company to perform above the average. => Novo doba upozorava da je prošlo vreme autoritarnog vođenja podređenih, da se javlja novi tip rukovodioca, koji svojim znanjem, hrabrošću, lucidnošću, vizionarstvom i misionarstvom deluje ex aequo et bono (po onome što je pravo, što je dobro), podižući tako svoje firme iznad proseka.
LL@(1272) Dr Leposava Grubić-Nešić, the author of a recently published, intriguing book Knowing How to be a Leader, maintains that leadership and leadership aspira tions make the basis of a successful organizational innovativeness, crucial for the organizations survival on the market. => Temeljna je teza dr Leposave Grubić-Nešić, autorke upravo objavljenje, provokativne knjige Znati biti lider, da liderstvo i težnja ka liderstvu čini osnovu uspešne inovativnosti organizacije, presudne za njenu održivost na tržištu.
LL@(1273) Therefore the leader has to adapt his /her behaviour to changes, to a new way of (systemic) reasoning, so in this sense his role is the one of a constructor, a manager and a teacher. => Zato lider svoje delovanje mora usaglašavati sa promenama, novim načinom (sistemskog) razmišljanja, pa u tom smislu on ima ulogu konstruktora, upravljača i učitelja.
LL@(1274) The leader is a designer of the business processes, of organizational culture, and of the business climate in the organization, Dr Grubić-Nešić claims. => Lider je dizajner poslovnih procesa, navodi dr Grubić-Nešić, organizacione kulture i poslovne klime u organizaciji.
LL@(1275) He is also a mentor, guiding his collaborators in the direction desired, but also a protector of his followers against external environment. => On je i mentor, koji usmerava saradnike u željenom pravcu, ali je i zaštitnik svojih sledbenika od spoljašnjeg okruženja.
LL@(1276) Leader manager. => Lider menadžer.
LL@(1277) Therefore the author, although strictly focusing upon the interpretation of the idea of leadership, implies a broader context of this issue the concept of entrepreneurial leadership, nowadays crucial in revitalizing the staggering economy. => Stoga autorka, iako striktno orijentisana na tumačenje ideje liderstva, implicira i širi kontekst ovog pitanja koncept preduzetničkog liderstva, danas posebno važnog za oživljavanje poljuljane privrede.
LL@(1278) If the manager has leadership potentials and personal authority, he will be able to motivate people towards creative changes; he will be ready to take on the risk of such changes himself. => Menadžer, ukoliko ima i liderskih potencijala i ličnog autoriteta može da animira ljude za kreativne promene, spreman je i sam da preuzme rizike tih promena.
LL@(1279) The leader must primarily be a manager, says Dr Grubić-Nešić; he must be familiar with all the functions of management, therefore it is absurd to favor either the manager or the leader. => Lider mora prvo biti menadžer, kaže dr GrubićNešić; on mora poznavati sve funkcije menadžmenta, pa je zato nerealistično favorizovati bilo menadžera, bilo lidera.
LL@(1280) Although the functions of the leader and the manager are complementary, the author does not forget to mention the attitudes according to which these roles are different, based on the premise that the manager is the mind, and the leader is the soul of the organization. => Iako su funkcije lidera i menadžera komplementarne, autorka ukazuje i na stanovišta koja još uvek potenciraju različitosti u karakteristikama ovih uloga, bazirana na premisi o menadžeru kao umu i lideru kao duši organizacije.
LL@(1281) Thus, for example, according to the Benis list of specific qualities of the manager and the leader, the manager is oriented to administration and acting according to orders and procedures, whereas the leader is focused upon people and innovations. => Tako, na primer, prema Benisovoj listi specifičnih odlika menadžera i lidera, menadžer je više okrenut administriranju i delovanju prema uputstvima i procedurama, dok je lider orijentisan na ljude i inovacije.
LL@(1282) The manager copies, maintains and counts on control, while the leader develops and advocates trust. => Menadžer kopira, održava i računa na kontrolu, a lider razvija i podržava poverenje.
LL@(1283) Furthermore, the manager is oriented towatds control and short-term goals, while the leader favours creativity and follows long-term paths. => Nadalje, menadžer je orijentisan na kontrolu i kratkoročne ciljeve, dok lider neguje kreativnost i orijentisan je na dugoročne staze.
LL@(1284) The former supports the actual, ststus quo situation, the latter is a creator, looking beyond the horizon. => Prvi podržava postojeće, satus quo stanje, drugi je kreator, očima uprt u horizont.
LL@(1285) Professional and organizational skills of the leader. => Profesionalno i organizacijsko umeće lidera.
LL@(1286) Leadership requires two types of skills, dr Grubić-Nešić states, and these are professional skill and organizational skill. => Za liderstvo su potrebne dve vrste umeća, navodi dr GrubićNešić, a to su profesionalno i organizacijsko.
LL@(1287) Therefore this demanding function requires that the leader command enormous work energy, be highly intelligent, sociable and open-minded, honest, self-confident, with personal integrity and a desire to be a leader. => Stoga ova zahtevna funkcija iziskuje veliku radnu energiju lidera, visoku inteligenciju i poslovno znanje, društvenost i otvorenost, poštenje i lični integritet, samopouzdanje, kao i želju za vođstvom.
LL@(1288) The author also stresses the component of emotional intelligence (EQ) since the leader primarily activates the emotions of his followers-collaborators and guides them in a certain direction. => Autorka potencira i komponentu emocionalne inteligencije (EQ), budući da lider, pre svega, pokreće emocije svojih saradnika-sledbenika i usmerava ih u određenom pravcu.
LL@(1289) The quoted qualities are also mentioned by H. Friedman, who relates them to the characteristics of a charismatic (he says: present) personality: the leaders traits are basic self-confidence and the ability to project himself upon the others (Friedmans research into the secrets of charismatic management B. R. Nj.). => Navedene osobine spominje i H. Fridman i vezuje ih s karakteristikama harizmatske (kaže: prisutne) ličnosti: da poseduje bazično samopouzdanje i sposobnost da se projektuje drugima (Fridmanova istraživanja tajni harizmatskog upravljanja B. R. Nj.).
LL@(1290) Leadership theories. => Teorije liderstva.
LL@(1291) In her presentation of modern leadership theories Professor Grubić-Nešić first highlights two dominant orientations, opposing each other in their approach to referent qualities of a leader. => Predstavljajući savremene teorije liderstva, profesorka Grubić-Nešić prethodno skreće pažnju na dve dominantne orijentacije, suprotstavljene u pristupu referentnim osobinama lidera.
LL@(1292) According to one, the research into the leader traits should be focused to the personality traits and characteristics by which the leader differs from the rest, whereas the other approach is based on observing the leaders behaviour, the one that makes him a leader. => Prema prvoj, istraživanje karakteristika lidera treba fokusirati na osobine i karakteristike ličnosti kojima se lider razlikuje u odnosu na ostale, dok se drugi pristup bazira na opserviranju ponašanja lidera, koja ga i čine liderom.
LL@(1293) Regardless of these conceptual differences, the majority of authors is of opinion that leaders can be classified (ideally-typically) into the groups of authoritative, transformational and charismatic leaders. => I pored ovih, konceptualnih razlika, većina autora deli mišljenje da je lidere moguće klasifikovati (idealno-tipski) u grupe autoritarnih, transformacionih i harizmatičkih.
LL@(1294) The innitial academic dilemma in the study of the lead ership phenomenon (traits or behaviour) is resolved by a compromise, a concept of the two-dimensional nature of the leader oriented towards the task and oriented towards the employees. => Početna teorijska dilema u izučavanju fenomena lider stva (osobine ili ponašanje) kompromisno se razrešava konceptom o dvodimenzionalnoj prirodi lidera orijentisanoj na zadatak i orijentisanoj na zaposlene.
LL@(1295) It is on this premise, the author says, that the thoreticians Blake and Mouton developed a managerial network of the forms of management behaviour identification, that is, four types of leadership behaviour. => Na toj premisi su, navodi autorka, teoretičari Blejk i Mauton razvili menadžersku mrežu identifikacije oblika ponašanja menadžmenta, odnosno četiri stila liderskog ponašanja.
LL@(1296) The first type includes leaders oriented towards the structure, strategy, environment, implementation, experimenting and adaptation (leader as a social architect that analyses and designs). => Prvom stilu pripadaju lideri orijentisani na strukturu, strategiju, okruženje, implementaciju, eksperimentisanje i adaptaciju (lider kao društveni arhitekta koji analizira i dizajnira).
LL@(1297) The second type includes the leaders oriented towards human resources, the third type are the politically oriented leaders, while the fourth type includes leaders visionaries. => Drugi tip čine lideri orijentisani na ljudske resurse, treći su politički orijentisani lideri, dok u četvrtu grupu spadaju lideri vizionari.
LL@(1298) The author proceedes to give a review and interpretation of relevant leadership theories. => Autorka, nadalje, daje pregled i interpretaciju relevantnih teorija liderstva.
LL@(1299) This section of the book is, in the authors opinion, its central part, and calls for closer attention due to its importance and informative quality. => Ovaj deo knjige je, po intenciji pisca središnji, a zbog svoje značajnosti i informativnosti zaslužuje i nešto veću pažnju.
LL@(1300) According to the contingency theory, the leaders success not only depends only on his management style (no successful style has proven universally efficient), but also on the specific conditions or a situation he is faced with. => Prema teoriji kontingencije, uspeh lidera ne zavisi samo od njegovog stila rukovođenja (pokazalo se da ni jedan uspešan stil nije bio efikasan u svim situacijama), već i od specifičnih uslova ili situacije s kojom se suočava.
LL@(1301) These are, most often, the requirements of the task, the expectations and the behaviours of the persons of the same rank and of the employees, the given organizational policy and culture. ~~~ A broader interpretation within this theory is offered in Hersey-Blanchards situational model of leadership oriented towards the study of the followers willingness to take responsibilities, skills, capabilities and experience required to accomplish a task. => To su, najčešće, zahtevi zadataka, očekivanja i ponašanja osoba istog ranga kao i zaposlenih, data politika i kultura organizacije. [ire tumačenje u okviru ove teorije dato je u Hersi-Blanšardovom situacionom modelu liderstva orijentisanom na istraživanje spremnosti sledbenika da prihvate odgovornosti, sposobnosti, veštine i iskustvo potrebno za obavljanje zadataka.
LL@(1302) The contingency approach to leadership is operationalized in the Fiedlers model of three leadership situations, analysed through the realtionships: leader member, task structure, power on the basis of position. => Kontigentni pristup liderstvu operacionalizovan je u Fidlerom modelu tri liderske situacije, analizirane kroz odnose: lider član, struktura zadatka, moć na osnovu položaja.
LL@(1303) The normative decision-making theory (Vroom, Yaton) studies the procedure of decision making as a key determinant of leaders efficiency. => Teorija normativnog odlučivanja (Vrum, Jeton) istražuje postupak donošenja odluka kao ključnu determinantu efikasnosti lidera.
LL@(1304) According to this model, the leadership decision-making styles may be authoritative, consultative and participant, depending on whether the leaders solve the problems autonomously, or make decision using available information; whether they include employees in data gathering, whether they talk to their subordinates on the problems individually or in groups, whether they make decisions jointly. => Prema ovom modelu, liderski stilovi odlučivanja mogu biti autoritarni, konsultatski i participativni s obzirom na to da li lideri sami rešavaju probleme ili donose odluke koristeći dostupne informacije, koliko uključuju zaposlene u pribavljane informacija, razgovaraju li s podređenima o problemima individualno ili grupno, donose li odluke zajednički.
LL@(1305) The transformational leadership concept (Baas) promotes the idea of energetic leaders of distinctive personal vision, continually interacting with their followers, motivating and activating them towards a higher level of needs. => Koncept transformacionog liderstva (Bas) promoviše ideju energičnih lidera izražene lične vizije, koji su u trajnoj interakciji sa sledbenicima, motivišu i aktiviraju za viši nivo potreba.
LL@(1306) In this work they use specific methods such as idealized situations, inspiring motivations, intellectual stimulations and individualized concerns. => Pri tome koriste specifične metode kao što su idealizovane situacije, inspirativne motivacije, intelektualne stimulacije i individualizovane obzirnosti.
LL@(1307) L. Grubić-Nešić continues to explain the Houses concept of the charismatic leader of great referent powers, self-confident and dominant, firmly confident of the ethicity of his own beliefs. => U nastavku, L. Grubić-Nešić skreće pažnju i na Hausov koncept harizmatskog lidera velikih referentnih moći, samopouzdanog i dominantnog, čvrsto uverenog u moralnost ličnih uverenja.
LL@(1308) She also explains the hypotheses of the substitution for leadership theory, according to which there are situations in which the leaders are redundant if the subordinates have mastered an extremely high level of knowledge and committment to the task, if jobs are elaborated in detail and are performed in a routine way, or in case the applied technology defines the conduct of an indiviudal to the utmost. => Objašnjene su, takođe, i postavke teorije supstitucije za liderstvo, prema kojoj postoje situacije gde su lideri suvišni ukoliko podređeni poseduju izuzetan nivo znanja i predanosti zadatku, poslovi su razrađeni i obavljaju se rutinski ili u slučaju kada primenjena tehnologija do krajnosti određuje ponašanje pojedinca.
LL@(1309) Leadership and eticity. => Liderstvo i etičnost.
LL@(1310) The leadership issue is by no means fully covered by the so far presented considerations. => Ovim konstatacijama se tematika liderstva nipošto ne iscrpljuje.
LL@(1311) The author further brings up an important issue of the leaders role in promoting the ethical dimension of business activities. => Autorka otvara i značajno pitanje uloge lidera u promovisanju etičke dimenzije poslovanja.
LL@(1312) The more so because management in a laissez-faire athmosphere requires a high level of business ethics. => Tim više, što rukovođenje u laissez-faire atmosferi zahteva i visok stepen poslovne etičnosti.
LL@(1313) In interpreting this dimension of business activities, professor Grubić-Nešić highlights two principles of ethical conduct. => Tumačeći ovu dimenziju poslovanja, profesorka Grubić-Nešić naglašava dva principa etičkog delanja.
LL@(1314) The first is the ethical determinism, which clearly distinguishes the ethical from the non-ethical leadership, via the criteria of leaders motives, the tactics of influence they use and the way in which the leaders character is formed. => Prvi je etički determinizam, kojim se ukazuje na jasnu distinkciju između etičkog i neetičkog liderstva, kroz kriterijume motiva lidera, taktika uticaja koje koriste i načina formiranje karaktera lidera.
LL@(1315) The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical. => 
LL@(1316) Women leaders. ~~~ Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the language and certain serious functions such as the leadership is, which are priviledged and male by stereotype. => 
LL@(1317) In the analysis of the chapter titled Women Leaders, professor Grubić-Nešić appears to ask this question herself, situating the issue into the context of the gender principle. => 
LL@(1318) She infers the differences in the behaviours of the male and female leaders on the basis of the identification and self-authorisation criteria. ~~~ Here she states that men leaders, opposite to women, identify themselves with others more easily (similar to them B. R. Nj.), especially in cases of non-ethical behaviour; they also have a higher perception of self-authorisation, i.e., the feeling that they command more authority compared to others. => Drugi, (sporni) princip etičkog ponašanja, zasniva se na doktrini etičkog relativizma, formulisanog kroz stanovište da ni jedan oblik liderstva nije moguće okarakterisati kao neetički. statuje da se muškarci-lideri, za razliku od žena u ovoj funkciji, lakše identifikuju s drugima (sebi sličnima B. R. Nj), posebno u slučajevima neetičkog ponašanja; imaju i višu procenu samoovlašćenosti, tj. osećaj da raspolažu s više prava od drugih.
LL@(1319) Such a behaviour is conditioned, among other things, by the differences between the genders, important for the work atmosphere. => Ovakvo ponašanje uslovljeno je i razlikama među polovima bitnim za radnu atmosferu.
LL@(1320) Therefore, for example, broad, rich and open feelings are characteristic of women (female emotional engagement B. R. Nj.); women are emotionally while men are creatively intelligent. => Tako su, na primer, za žene karakteristična razuđena, bogata i otvorena osećanja (ženski emocionalni angažman B. R. Nj.); žene poseduju emocionalnu, a muškarci kreativnu inteligenciju.
LL@(1321) Women notice details; men see the whole. ~~~ Women communicate more easily, since they are better anatomically and physiologically prepared for verbal presentation. => One zapažaju detalje, a muškarci celinu. @ene i lakše komuniciraju, budući da imaju veće anatomske i fiziološke mogućnosti za verbalno prezentovanje.
LL@(1322) However, in their estimate of self-authorization, women are somewhat uncomfortable, due to their belief that the status achieved is in itself a significant success, therefore it is immodest to be over-ambitious. => Ipak, u proceni samoovlašćenosti žena-liderki potvrđuje se izvesna nelagoda, proizašla iz ubeđenja da je dostignuti profesionalni status već značajan dobitak, pa je nerealno stremiti većim ambicijama.
LL@(1323) Let us just add that, faithful to her primary academic and personal interest in universal problems of human resources development and maintenance and more humaine relations in work and management (book Human Resources Development, 2005), L. Grubić-Nešić again insists on the importance of human capital and a new role of the leader in identification, development and maintenance of human resources in their organizations. => Dodajmo i to da, verna svom primarnom naučnom i ličnom interesovanju za univerzalnu problematiku razvoja i održavanja ljudskih resursa i humanije odnose u radu i upravljanju (knjiga Razvoj ljudskih resursa, 2005), L. Grubić Nešić i u ovoj studiji insistira na značaju ljudskog kapitala i novoj ulozi lidera u prepoznavanju, razvijajnju i održavanju ljudskih resursa u svojim organizacijama. ~~~ Liderke.
LL@(1324)  => Pred sam kraj, postavlja se i pitanje šta biva kada žena, obrazovana i angažovana, savlada jezik neke ozbiljne funkcije kao što je liderska, privilegovano i stereotipno muške.
LL@(1325)  => Analizirajući poglavlje pod naslovom Liderke, stiče se utisak da profesorka GrubićNešić i sama postavlja ovo pitanje, situirajući temu u kontekst principa rodnosti.
LL@(1326)  => Razlike u ponašanju muških i ženskih lidera izvodi na osnovu kriterijuma identifikacije i kriterijuma samoovlašćivanja.
LL@(1327) Intriguing in its choice of subject, systematic and accurate in the methodology of presentation, Dr Leposava Grubić-Nešićs book is a thorough, informative and above all a clever contribution to the study of theory and yet insufficiently mastered leadership practice, as well as still ambiguous issue of management. => Pri tome kon Po izboru teme aktuelna, po metodici izlaganja sistematična i terminološki precizna, knjiga dr Leposave Grubić-Nešić Znati biti lider predstavlja iscrpan, informativan i nadasve promišljen prilog u proučavanju teorije i još ne prokrčene prakse liderstva, kao i zamršenog pitanja rukovođenja.
LL@(1328) These qualities will certainly earn it due recognition in academic and professional circles. => U tome će ona zasigurno biti zapažena u naučnoj i stručnoj javnosti.
LL@(1329) Doc. dr Biljana Ratković Njegovan (Prof. dr Maja Levi Jakšić) Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Doc. dr Biljana Ratković Njegovan (Rubriku obrađuje Prof. dr Maja Levi Jakšić) Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(1330) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(1331) 1. ~~~ INTRODUCTION Papers have to be written in English. => We suggest your papers to be pre pared in form of this template. 1.
LL@(1332)  => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(1333) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(1334) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(1335) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(1336) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(1337) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(1338) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(1339) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(1340) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(1341) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(1342) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(1343) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(1344) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(1345) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(1346) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(1347)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(1348) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(1349) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(1350) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(1351) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(1352) R[$] Figure 1. => R[$] Slika 3.
LL@(1353) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(1354) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(1355) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(1356) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(1357) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 2009 - 52 Broj 52, Godina XIV Septembar 2009.
LL@(1358) Protic D., Simulation of work on Airport Belgrade. => Fakultet organizacionih nauka Beograd Izdaje Za izdava ča:
LL@(1359) Proceedings of work, SINFF-N, page 75 -81. => 
LL@(1360) Zlatibor UDC 005 ISSN 1820-0222 2009 - 52 Number 52, Year XIV September 2009. ~~~ Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Interna tional Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Econ omics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sci ences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak R epublic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educat ion, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Nevenka @arkić Joksimović Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor : dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović , FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Che sh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama : ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 01 1/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun :
LL@(1361) 381 11 3950 868 E-mail: manage¿ fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820 -0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354 -8635 = M anagement (Srpsko izd.) COBISS.
LL@(1362) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Diversity of specific quantitative, statistical and social methods, techniques and management models in management system Gheorghe Savoiu, Ondrej Jaško, Mladen Čudanov Operational risk management in financial services and the new Basel accord Vesna Bogojević Arsić Metadata and website design for statistical data dissemination Miroslav Hudec, Pavol Buchler Advantages and disadvantages of project financing Sladjana Benković, Miloš Milosavljević Process approach as a basis for BSC implementation and improving of organizational performance Zoran Radojević, Ivan Stefanović, Dragana Velimirović Advertiser perception of the internet as a marketing communication vehicle: Case study Khalid Alrawi The strategy of the international monetary fund in financing its member countries Slobodan Marković, Biljana Lazić Bond yields and yields variations on bonds in Montenegro Vladimir Kašćelan, Borko Božović Diversity of Specific Quantitative, Statistical and Social Methods, Techniques and Management Models in Management Sistem UDC: 005.3 Gheorghe Savoiu1, Ondrej Jaško2, Mladen Čudanov2 1Faculty of Economic Science, University of Pitesti 2Faculty of Organizational Sciences, University of Belgrade The application of specific methods of various backgrounds in management increases over time. => SR -ID 110318855 SADR@AJ Različiti specifični kvantitativni, statistički i socijalni metodi, tehnike i modeli upravljanja u sistemu menadžmenta Gheorghe Savoiu, Ondrej Jaško, Mladen Čudanov Upravljanje operativnim rizikom u sektoru finansijskih usluga i novi bazelski sporazum Vesna Bogojević Arsić Metapodaci i projektovanje VEB stranice za diseminaciju statističkih podataka Miroslav Hudec, Pavol Buchler Prednosti i nedostaci projektnog finansiranja Sladjana Benković, Miloš Milosavljević Procesni pristup kao osnov implementacije BSC-a i poboljšanja organizacionih performansi Zoran Radojević, Ivan Stefanović, Dragana Velimirović Kako oglašivači vide internet kao sredstvo marketinga: ~~~ Studija slučaja Khalid Alrawi Strategija MMF-a u finansiranju zemalja članica Slobodan Marković, Biljana Lazić Prinosi i varijacije prinosa na obveznice u Crnoj Gori Vladimir Kašćelan, Borko Božović Različiti specifični kvantitativni, statistički i socijalni metodi, tehnike i modeli upravljanja u sistemu menadžmenta UDK: ~~~ 005.3 Gheorghe Savoiu1, Ondrej Jaško2, Mladen Čudanov2 1Fakultet ekonomskih nauka, Univerzitet Pitesti 2Fakultet organizacionih nauka, Univerzitet u Beogradu Primena specifičnih metoda različitog porekla u upravljanju vremenom je sve šira.
LL@(1363) If we sustain system approach to management we can observe it as a system that brings together elements having a planning, informational, decisional, organizational, as well as a motivational character. => Ako se držimo sistemskog pristupa upravljanju, možemo ga posmatrati kao sistem koji objedinjuje elemente planiranja, informisanja, odlučivanja, organizacije i motivacije.
LL@(1364) The increasingly complex subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organizations managers professionalization. => Sve složeniji podsistem upravljačkih metoda i tehnika u stvari je metodološko-eksperimentalni podsistem koji čine racionalni, složeni i formalni metodi, tehnike, postupci i alati kojima se postiže sve veća dimanika u profesionalizaciji menadžera u datoj organizaciji.
LL@(1365) As this article will illustrate, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods. => Kao što ćemo i prikazati u ovom radu, specifični metodi upravljanja su toliko različiti, da savladavanje potrebnih znanja i veština može da ima za posledicu preusku specijalizaciju stručnjaka i da predstavlja prepreku kad treba kombinovati veći broj različitih metoda.
LL@(1366) So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods. ~~~ 1. => Stoga možemo da zaključimo da su za dalje korake u ovoj oblasti potrebni teorijski okviri koje će razvijati stručnjaci iz različitih oblasti nauke koje, opet, razvijaju specifične metode upravljanja. 1.
LL@(1367) Introduction The specific management methods, although believed to have an applicability below the level of the entire managerial process which is, indeed, much more restricted, i.e. for a limited number of functions or stages gather the broadest range of manners of approaching matters, as well as principles, techniques, procedures of analyzing the phenomena and the internal processes of the organization, and displaying its results, as a consequence of the joint action of various disciplines, which generates a multiple structure of distinct characteristic classes. => Uvod Nasuprot stavovima da se specifični metodi upravljanja ne mogu primeniti na celokupan proces upravljanja koji je, istina, vrlo restriktivan, na primer, u slučaju jednog ograničenog broja funkcija ili faza ovi metodi obuhvataju veoma širok spektar pristupa problemima, a isto tako i principa, tehnika, postupaka u analizi pojava i unutrašnjih organizacionih procesa i prikazivanja njenog učinka, što je rezultat združene delatnosti ražličitih disciplina i čini višeslojnu strukturu različitih karakterističnih klasa.
LL@(1368) In further text, several proposed categories of methods and techniques will be presented, and methods within those categories will be promptly described. => U daljem tekstu predstavićemo nekoliko predloženih kategorija metoda i tehnika i odmah ćemo opisati metode u okviru ovih kategorija.
LL@(1369) The idea is not so much to provide unified list of potential specific methods in management, but to emphasize vast differences in background disciplines. ~~~ 2. => Naša namera nije toliko da prezentujemo jedinstvenu listu potencijalnih specijalnih metoda u upravljanju, koliko da naglasimo velike razlike koje postoje u osnovnim disciplinama. 2.
LL@(1370) Specific methods for improvingpersonnels creativity A. => Specifični metodi za stimulisanje kreativnosti kadrova A. Metodi za stimulisanje kreativnosti kadrova u organizaciji predstavljaju splet jednostavnih, ali efikasnih tehnika u velikom broju konkretnih situacija koje zahtevaju kreativnost u pristupu; oni su značajni za uspostavljanje novih odnosa između ljudi, stvari i ideja Š1], što je posledica delovanja psihološko-socioloških naučnih disciplina i disciplina vezanih za komunikaciju i odnose sa javnošću.
LL@(1371) The methods of stimulating the personnels creativity within the organization, as a result of an interweaving with the psycho-sociological disciplines, as well as those of communication and public relations, combine some simple, yet efficient techniques in many concrete situations, which call for creativity; their relevance here is that of establishing new relations between people, things and ideas Š1Ë, and also creating new connections: a1. the technique of forcing thinking, or Alex Osborns checklist consists in reviewing all the aspects of a problem or issue, on the basis of a list, the aims of which are primarily to facilitate transforming the problem through operations used in a different manner, or bearing a different sense, such as similarity, modification, augmentation, diminution, replacement, rearrangement, reversing, combination and dissociation; furthermore, it can generate different perspectives on the respective problem; a2. the technique of the list of attributes or of the qualitative list consists in drawing a list of attributes or qualities that an object or a problem has, then trying to change or modify each attribute or group of attributes in a number of modalities as large as possible (it is the modern variant of Alex Osborns list, developed by Robert Platt Crawford). a3. the technique of the case studs represents the simplest, yet most efficient variant of making the participants directly confront a real-life, genuine situation, taken as a typical example, representative of a whole set of challenging, problem-posing situations and events; a4. the technique of the question why?, and the technique of repeatable questions represent another two very techniques of creativity stimulation, consisting in developing a subject by means of questions; the former, which is quite old and comes from Asia, helps to solve the problem that eluded the managers attention, in a first stage, as the latter is a bit more nuanced, and the questions are asked to emphasize a certain direction, be it causal, relational, successive, oscillating, etc.; a5. the technique of the cause and effect diagram, similar to the fishbone-maps technique, which gives the possibility of evincing the sources of a problem, issue, event or result, being used as a group technique, as a creative process of generating, organizing and attentively analysing the causal mechanism of an effect, both major (i.e. the main causes), and minor (i.e. the secondary causes); a6. the technique of solving the problems in a processrelated manner, using seven steps structures the reaction to a certain problem in several steps, which cover the function of managerial decision-making, in four major steps, i.e. planning the decision (in keeping with the following steps: step I identifying the problem and the necessary changes, as well as minutely describing the problem, step II describing the processes and relationships through drawing a map, setting the performance standards, step III making a diagram that includes the causes and effects of the problem, or a tree of the problem, and step IV conceiving a detailed action plan starting from the solutions found), implementing the decision (exclusively through step V, i.e. communication of the plan to the parties involved, and to the parties interested, as well as application of the steps planned, and monitorizing that application), evaluation of the impact of the decision made (which only consists of step VI, i.e. review and evaluation of implementation and of the changes produced through comparing them to the performance standards), and the final step, i.e. improvement, or adjustment of the effects of a future decision (made up of a single step, step VII, i.e. reflection on the basis of the new information, evaluation of the entire process, and improvement of it, where a similar future situation needs better results). a7. the technique of free association is based on the flow of the conscious ideas that can be inferred, and along the network of associations of a linear type (in accordance with the principle the each idea that emerges through association starts from the previous idea), and also of a radial type (each new idea has its origin in the central idea, not in the previous one hence the name of this technique, star bursting or stellar explosion). a8. the technique of the metaphor, or the technique of lateral thinking, consists in representing the problem in a non-conventional manner, which resignifies it in order to change the participants mood, their rhythm of work, in order to stimulate creativity through novelty and the sheer challenge of the task, to underline the practical side of the process, as the technique generates strong artistic and jocular / play-related implications, and assuming a written form (story, essay, etc), graphical (diagrams, collage, etc.), spatial or three-dimensional (sculptures, model constructions, etc.), sonorous (tunes, songs, etc.), kinetic (drama, mimicry, etc.). a9. brainstorming Š2Ë is a two-step technique, the former step pursuing the generation of ideas and their expression as freely as possible, without any judgment/evaluation being done, and the latter seeks to create a free, associative atmosphere, that of a creative group, through assessing the quality of the ideas after all the ideas have been expressed. => Oni takođe stvaraju nove veze: ju drugačiji smisao, na primer, sličnost, modifikacija, uvećavanje, umanjenje, zamena, preuređivanje, promena smera, kombinovanje i razdvajanje; šta više, ova tehnika može da ponudi različite perspektive posmatranja datog problema; a2. tehnika liste atributa ili kvalitativna lista predstavlja spisak atributa ili kvaliteta koje jedan predmet ili problem poseduju, a onda sledi pokušaj da se promeni ili modifikuje svaki atribut ili grupa atributa u što je veći broj modaliteta (ovo je savremena varijanta Alex Osborn-ove liste, a razvio ju je Robert Platt Craford); a3. tehnika studije slučaja predstavlja najjednostavniju, a ipak najefikasniju mogućnost da se učesnici suoče sa konkretnom situacijom iz realnog života koja se uzima za tipični primer za čitav niz situacija i događaja koji predstavljaju izazov i zadatak koji treba rešiti; a4. tehnika vezana za pitanje zašto? i tehnika kojom se ponavljaju pitanja predstavljaju još dve dobre tehnike za stimulisanje kreativnosti: ovde se problem razrađuje pomoću pitanja. ~~~ Prva tehnika je prilično stara i potiče iz Azije, a pomaže u rešavanju problema koji su promakli pažnji menadžera i obično se primenjuje u početnoj fazi; druga je izdiferenciranija, a pitanja se postavljaju tako da naglasi određeni smer na kojem se insistira: u pitanju može biti uzročna veza, odnosi, nizovi, oscilacije itd.; a1. tehnika koja nameće razmišljanje, ili Alex Osborn-ova kontrolna lista posmatra sve aspekte jednog problema ili pitanja, na osnovu spiska, a cilj je prvenstveno da se olakša transformacija problema putem operacija koje su primenjene na različit način, ili ima a5. tehnika dijagrama uzroka i posledice, slična tehnici riblje kosti, koja omogućava da se jasno sagleda izvor problema, pitanja, događaja ili rezultata: koristi se kao grupna tehnika, kao kreativni proces generisanja, organizovanja i pažljivog analiziranja uzročnog meha nizma nekog efekta, i to kako glavnih, tako i manje važnih (sekundarnih) uzroka; a6. tehnika rešavanja problema u vidu procesa, primenom sedmostepene strukture, reagovanjem na jedan problem u nekoliko koraka koji odgovaraju funkciji odlučivanja koju vrši menadžer; u četiri glavna koraka, t.j., planiranje odluke (saglasno sledećim koracima: korak I identifikovanje problema i neophodne promene, kao i precizan opis problema, korak II opisivanje procesa i odnosa iscrtavanjem mape, postavljanje standarda učinka, korak III razrada dijagrama koji će obuhvatiti uzroke i posledice problema ili drvo problema i korak IV razrada detaljnog akcionog plana na osnovu pronađenih rešenja), primena odluke (isključivo putem koraka V, t.j., saopštavanjem plana stranama zastupljenim u problemu i zainteresovanim stranama, kao i primena planiranih koraka i praćenje ove primene), ocena uticaja koji doneta odluka izaziva (ovo obuhvata korak VI, t.j., kontrolu i vrednovanje primene i promena koje su nastale, tako što ćemo ih porediti sa standardima učinka) i poslednji korak, t.j., poboljšavanje, odnosno prilagođavanje efekata buduće odluke (ovde je obuhvaćen samo jedan korak, korak VII, t.j., razmišljanja na osnovu novih informacija, vrednovanje čitavog procesa i njegovo poboljšavanje, tamo gde slična buduća situacija može da zahteva bolje rezultate); a7. tehnika slobodne asocijacije zasniva se na toku svesnih ideja koje se javljaju kao zaključak i duž mreže asocijacija linearnog tipa (u skladu sa principom da svaka ideja koja nastane putem asocijacije nastaje iz prethodne ideje) i asocijacija radijalnog tipa (svaka nova ideaja potiče od centralne ideje, a ne od one koja joj prethodi otuda i naziv za ovu tehniku, prštanje zvezde ili zvezdana eksplozija); vi niti vrednosni sudovi, a u drugom koraku se stvara slobodna, asocijativna atmosfera, atmosfera kreativne grupe, i to tako što se kvalitet ideja ocenjuje tek pošto se iznesu sve ideje.
LL@(1372) Brainstorming starts by postponing the evaluation of an idea in favour of generating a new one, in a stimulated group, and thus creates a genuine explosion of ideas, as each member of the group is inspired by his/her predecessors ideas (in circa 30-45 minutes, in a group of 5-6 people, an average of 100-150 ideas can be generated). => Ova tehnika počinje time što se vrednovanje neke ideje odlaže da bi se u okviru stimulisane grupe proizvela nova, tako da dolazi do eksplozije ideja, pošto svaki član grupe dobija inspiraciju od ideje svog prethodnika (za oko 30-45 minuta, grupa od 5-6 ljudi može da smisli 100 150 ideja u proseku).
LL@(1373) The technique is also called the technique of unchaining ideas, and has generated three specific tackling ways: the progressive-linear one, the catalytic, prevalently analogic, or innovative one, and the mixed way. => Ova tehnika se takođe naziva i tehnika oslobađanja ideja i ima tri specifična načina na koji se bavi idejama: progresivno-linearni, katalitički, pretežno analogni, ili inovativni i mešoviti.
LL@(1374) The essence of brainstorming lies in separating and specifying / lending precision to the psychological operations present in the act of creation, so as to maximized the efficiency of each of those, gradually turning the organization into a milieu/ environment favourable to idea-production and contagion through chain-association (by means of creative groups). a10. the Frisco technique is a staged variant of brainstorming that is characterized by the fact that the participants plays roles imposed upon them (managerial roles in essence), which cover a certain dimension of the managerial personality, from a multiplied perspective, offering new solutions for the complex and difficult problems of the organization, by using simple and efficient ways. => Suština ove tehnike je u razdvajanju i specifikovanju, preciziranju psiholoških operacija koje su deo kreativne aktivnosti, a sa ciljem da se postigne maksimum u svakoj od njih i da se organizacija postepeno pretvori u okruženje koje pospešuje stvaranje novih ideja i širenje ove aktivnosti putem lanca asocijacija (putem kreativnih grupa). a10. ~~~ Frisco tehnika predstavlja pozorišnu verziju olujne tehnike čija je karakteristika to što učesnici igraju zadate uloge (prevashodno menadžerske uloge), koje obuhvataju određene dimenzije ličnosti menadžera iz jedne višeslojne perspektive, čime se može doći do novih rešenja za složene i teške probleme organizacije na neki jednostavan i efikasan način.
LL@(1375) The Frisco technique can be partially identified with another variant, namely the technique of the thinking hats Š3Ë belonging to Edward de Bono, which is centred on the hypothesis that if you play the part of a good/efficient thinker, or that of a good manager, you will actually become one. => Frisko tehnika se delom može poistovetiti sa još jednom verzijom, naime sa tehnikom šešira za razmišljanje Š3Ë čiji je autor Edward de Bono, a zasniva se na pretpostavci da ako igrate ulogu dobrog/efikasnog mislioca, ili ulogu dobrog menadžera, to ćete zaista i postati.
LL@(1376) Acting is based on different parts, in keeping with the colour of the hat chosen, and so the technique of the thinking hats becomes one belonging to the interactive type, derived from brainstorming, yet retaining the elements characterizing it as a technique of stimulation of the participants creativity; A11.brainwriting is different from brainstorming through the mandatory written form of the generation and capturing of the ideas, thus desinhibiting the fear of ridicule, the dominating tendencies of certain people, the potential conflicting situations, etc. a12. the technique of the nominal group takes over, in order to annul the effect of antagonistic arguments, the best of both brainstorming and brainwriting, but in addition presupposes using a group made up of people who do not know one another, and who were brought together in order to solve a certain problem; a13. the technique of the Philips 66 reunion represents a temporally condensed variant of brainstorming, in which the object of consultation is not merely individuals, but teams made up of (usually 6) individuals; the duration of the talks is very short, as a consequence of allotting at most one minute per participant in order to express their opinions); a14. the technique of the panel reunion is a participative management technique, the grounding of which remains the permanent dialogue, having the character of a debate between two groups of people who met to make certain decisions concerning the range of problems specific to the organization. => Igrate različite uloge, u skladu sa bojom šešira koji izaberete, pa je tako tehnika šešira za razmišljanje postala interaktivna i izvodi se iz olujne tehnike (brainstorming), mada zadržava elemente koji je određuju kao tehniku za stimulisanje kreativnosti učesnika; a8. tehnika metafore, ili tehnika lateralnog razmišljanja, predstavlja problem na nekonvencionalan način, čime ponovo naglašava njegov značaj tako što menja stavove učesnika, njihov ritam rada, i na taj način stimuliše kreativnost putem novine i prostog izazova koji zadatak nosi, naglašava praktičnu stranu procesa pošto ova tehnika stvara jake implikacije, kako umetničke tako i one koje se odnose na šalu i igru, a može da bude u pisanom obliku (priča, esej, itd.), grafički predstavljena (dijagrami, kolaži, itd.), prostorna ili trodimenzionalna (skulpture, konstrukcije modela, etc.), zvučna (melodije, pesme, itd.), kinetička (drama, mimikrija, itd.); a11. tehnika ispisivanja ideja (brainwriting) se razlikuje od olujne tehnike po tome što se ovde ideje generišu i dobijaju u pisanoj formi, tako da kod učesnika ne postoji strah da će ih ismejati, da će neki ljudi hteti da dominiraju, da će biti potencijalno konfliktnih situacija, itd; a12. sve više preovlađuje tehnika nominalnih grupa, kojom se briše efekat antagonističkih rasprava, najboljih delova kako olujne tehnike tako i tehnike ispisivanja ideja, ali ova tehnika pretpostavlja grupu ljudi koji se međusobno ne poznaju i koji su okupljeni da bi rešili određeni problem; a9. olujna tehnika (brainstorming) Š2Ë je dvostepena tehnika u kojoj je prvi korak stvaranje ideja i njihovo što slobodnije izražavanje, pri čemu se ne iznose stavo a13. tehnika Philips 66 sastanka predstavlja vremenski zbijenu verziju breinstorminga, gde objekat konsultacija nisu pojedinci već timovi sastavljeni od (obično 6) pojedinaca; razgovori traju veoma kratko, pošto svaki učesnik ima na raspolaganju najviše jedan minut da iskaže svoje mišljenje; a14. tehnika tribine jeste tehnika participativnog menadžmenta u čijoj je osnovi neprekidni dijalog, a liči na debatu između dve grupe ljudi koji su se sastali da bi doneli neke odluke u vezi sa spektrom problema specifičnih za datu organizaciju.
LL@(1377) The frequent case when the panel reunion is applied is reflected by the activity of the boards of administration in their relations with the shareholders general assembly; a15. => Tribine su čest oblik komunikacije i odnosa upravnih odbora sa generalnom skupštinom akcionara; a15.
LL@(1378) William Gordons technique Š4Ë is also a group technique, where it is only the leader of the group who knows the problem to be solved, while the topic is chosen in conformity with the problem, without however revealing its precise nature. => William Gordon je autor jedne takođe grupne tehnike Š4Ë u kojoj jedino vođa grupe zna koji problem treba rešavati, a tema se bira u skladu sa problemom, ali tako da se ipak ne otkriva prava priroda problema.
LL@(1379) The central axis of this technique is the leader of the group, who guides and directs/orientates the talks, over a duration a bit longer than that of regular brainstorming; he/she will try to alter its often superficial solutions, through skilful and expert / experience-trained substituting the problem-ridden relations in the organization for the ideas expressed by the participants with respect to the subject-matter being debated. => Centralna osovina ove tehnike je vođa grupe koji usmerava/orijentiše razgovore, a razgovori traju nešto duže nego kod olujne tehnike; on/ona će pokušavati da izmene često izlišna rešenja veštim i stručnim, na iskustvu zasnovanim zamenom problematičnih odnosa u organizaciji idejama koje su izložili učesnici, a u skladu sa temom o kojoj se raspravlja.
LL@(1380) The problem itself is disclosed at the end of the discussion, and disseminated / made public. => Sam problem se saopštava na kraju rasprave i svi učesnici se upoznaju s njim postaje javan.
LL@(1381) Very much as Osborns brainstorming is recommended when there are several ideas, so Gordons technique is recommended for selecting one single idea, or in identifying an entirely new solution; a16. synectics, a technique developed by the same William Gordon, also called the method of the analogies, brings together completely different elements to formulate ideas and hypotheses, through the reasoning of analogy (its name comes from Greek synectikos, which can be translated as bringing together various/ different elements, which in fact suggests the very fundamental principle of the method, namely the association of apparently unrelated ideas). => Preporučuje se kao i Osbornov breinstorming, u slučajevima kada postoji nekoliko ideja; stoga se Gordonova tehnika preporučuje kad treba izabrati samo jednu ideju ili identifikovati potpuno novo rešenje; a16. sinektika, tehnika koju je razvio opet William Gordon, a zove se i metod analogija, dovodi u vezu potpuno različite elemente i formuliše ideje i hipoteze putem analognog promišljanja (naziv potiče od grčke reči synectikos koja se može prevesti kao spajanje različitih elemenata, što u stvari ukazuje na osnovni princip ovog metoda, povezivanje naoko reznorodnih ideja).
LL@(1382) The method (or the technique) described stimulates the developing of novel, unexampled, original ideas, starting from a humans ability to establish connections between apparently irrelevant elements. => Opisani metod (ili tehnika) stimuliše razvijanje novih, dosad nepoznatih, originalnih ideja, polazeći od sposobnosti ljudi da uspostave veze između elemenata između kojih naoko ne mogu da postoje nikakvi odnosi.
LL@(1383) The stages of synectics are: the building of the synectic group, the presentation of the problem, the setting of the synectic itinerary/course, the elaboration of the model / pattern according to which the problem will be solved, and, eventually, experimenting and applying the model. => Faze sinektike su sledeće: organizovanje sinektičke grupe, prezentacija problema, određivanje sinektičkog itinerera/pravca, razrada modela/sklopa u skladu s tim koji problem će se rešavati, i, na kraju, eksperimentisanje i primena modela.
LL@(1384) An interesting conclusion of the method, whose implications concern both management, and the assessment of emotional intelligence, underlines the fact that, in creative processes, the emotional element counts more than the intellectual element, the irrational prevailing over the rational. => Interesantan zaključak modela čije implikacije se tiču kako menadžmenta tako i ocene emocionalne inteligencije jeste da je u kreativnim procesima emocionalni element jači od intelektualnog elementa, da iracionalno ima prevagu nad racionalnim.
LL@(1385) Apart from the facts synthetically mentioned, there exist many other techniques specific to management, which fall, be it in a relative way, within the broad category of the methods of identification and stimulation of the staffs creativity; such techniques refer to the dynamics of the groups, and evince the special part held by groups in leading the organization, as well as in the process of multiplying ideas, which occurs in the participative management of the organizations, and no less in the management achieved through communication, when it comes to using the tests meant for the recruitment and selection of the creative employees, and the sociogram (i.e. the scheme of the aptitudes necessary to fill in a position), etc. ~~~ 3. => Osim ovih koje smo naveli, postoji još veliki broj tehnika koje su specifične za menadžment, a koje spada ju, makar relativno, u široku kategoriju metoda za identifikaciju i stimulisanje kreativnosti kod osoblja; ovakve tehnike odnose se na dinamiku grupa i jasno ukazuju na posebnu ulogu grupa u vođenju organizacije, kao i u procesu umnožavanja ideja, do čega dolazi prilikom participativnog upravljanja organizacijom, i u upravljanju putem komunikacije, kada se koriste testovi za regrutovanje i izbor kreativnih zaposlenih, kao i kod sociograma (t.j., strukture sposobnosti potrebne za određeno radno mesto), itd. 3.
LL@(1386) Specific statistical methods connected to efficiency B. ~~~ The specific statistical methods of managerial analysis starting from the criteria of efficiency are the result of integrating careful statistics and economics with ecological analysis within the contemporary methodical arsenal of the organization manager, and they include: b1. the method of energy analysis, which is based on the method of the energy balance, focuses on assessing the potential of energy conservation, establishing an optimal level of that potential, and consequently on setting up an optimal managerial decision regarding the conservation of energy by having recourse to coherent measures. ~~~ Cassette no 1. => Specifični statisticki metodi koji se odnose na efikasnost B. Specifični statistički metodi menadžerske analize koji polaze od kriterijuma efikasnosti rezultat su povezivanja precizne statistike i ekonomike sa ekološkom analizom u okviru savremenog metodičkog arsenala kojim menadžer raspolaže, a koji obuhvata: b1. metod analize energije, zasnovan na metodu energetske ravnoteže, fokusira se na ocenu potencijala za očuvanje energije, uspostavljanju optimalnog nivoa ovog potencijala, i, stoga, na donošenje optimalne menadžerske odluke u vezi sa očuvanjem energije primenom koherentnih mera.
LL@(1387) The general equation of a quantitative energy balance is a reflection of the content of the first principle of thermodynamics, which is expressed in a nutshell by the following formulation: the sum of all the quantities of energy entering (SWI) the contour of the flow of executing the product or of the firms activity (defining energies of every form, expressed in the equivalent of only one form of energy) is equal to the sum of all the amounts of energy coming out (SWE) of the same contour: S WI = S WE . => Kaseta br. 1 Opšta jednačina kvantitativne energetske ravnoteže odnosi se na prvi princip termodinamike, koji se sažeto definiše kao: zbir svih količina energije koja ulazi (SWI) u tok realizacije proizvoda ili aktivnost firme (definisanje svakog oblika energije, izraženo ekvivalentom samo jednog oblika energije) jednak je zbiru svih količina energije koje izlaze (SWE) iz istog toka: ~~~ SWI = SWE.
LL@(1388) As part of the energy that comes in (SWI) two major components are defined, namely the energy effectively entered into the contour from the outside, and the thermal energy generated from the inside through exothermal chemical reactions (when such energies occur effective ly); likewise, within the energy gone out (SWE) two other significative components are defined, through the effectively used energy, and the energy lost from the contour. => Kao deo ulazne energije (SWI) određuju se dve glavne komponente, naime, energija koja je efektivno ušla u tok spolja i termalna energija nastala unutra, putem egzotermalnih hemijskih reakcija (kada se takve energije efektivno javljaju); isto tako, u energiji koja odlazi (SWE) određuju se druge dve značajne komponente, efektivno iskorišćena energija i energija koja je izgubljena u datom procesu.
LL@(1389) The energy used or valued in a useful / efficient manner within the contour of the flow of executing the product is, in its turn, divided in two components, in keeping with the main technological flow, directly generating the product of the firm, and other processes or secondary flows of the firm. => Energija koja se koristi ili vrednuje na koristan/efikasan način u okviru toka realizacije proizvoda se sa svoje strane deli na dve komponente, onu koja teče u okviru glavnog tehnološkog procesa i neposredno učestvuje u stvaranju proizvoda firme, i onu koja je deo drugih procesa ili sekundarnih tokova u firmi.
LL@(1390) Thence several conceptualizations appear Š5Ë, useful for making the energy analysis, defined as energy efficiency rate: 1. the global efficiency rate = the efficiently used energy / the energy coming from the outside, and generated within the contour, 2. the internal global efficiency rate = the efficiently used energy in the main technological flow / the energy coming from the outside, and generated within the contour, 3. the economic efficiency rate = the efficiently used energy / the energy entering the contour from the outside, 4. the internal economic efficiency rate = the energy efficiently used in the main technological flow / the energy entering the contour from the outside. => Stoga se javlja nekoliko konceptualizacija Š5Ë koje su korisne u analiziranju energije, a definišu se kao stopa efikasnodti energije: ~~~ 1. stopa globalne efikasnosti = efikasno iskorišćena energija / energija koja dolazi spolja i koja se generiše u okviru ÿprocesa, 2. stopa interne globalne efikasnosti = efikasno iskorišćena energija u glavnom tehnološkom procesu / energija koja dolazi spolja i ona koja se generiše u okviru procesa, 3. stopa ekonomske efikasnosti = efikasno iskorišćena energija / energija koja ulazi u proces spolja, 4. stopa interne ekonomske efikasnosti = energija koja je efikasno utrošena u okviru glavnog tehnološkog procesa / energija koja ulazi u proces spolja.
LL@(1391) The specific consumption (cX) of energy W for executing a unit of product x, realized in the total quantity Q, is a final indicator significative for the energy balance, defined by the relation: c x = SW / Q x . b2. the method if exergetic analysis appeared with a view to improving the method of the energy balances, as a means of investigation and calculation having energy and ecological implications. => Specifični utrošak (cX) energije W za proizvodnju jedinice proizvoda x realizovane u ukupnom kvalitetu Q predstavlja konačni pokazatelj značajan za ravnotežu energije, definisan odnosom: c x = SW / Qx. b2. metod analize energije nastao je sa ciljem da se poboljša metod uravnotežavanja energije, kao način istraživanja i izračunavanja koji ima i energetske i ekološke implikacije.
LL@(1392) The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran RantŠ6Ë, in the years 1953, and respectively 1963. => Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant Š6Ë 1953. i ponovo 1963. godine.
LL@(1393) In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment only anergy, while thermal energy contains both exergy and anergy. => U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.
LL@(1394) Exergy evinces the quality of energy, a type of energy being all the more valuable as it contains more exergy. => Egzergija potvrđuje kvalitet energije, što više egzergije energija sadrži, to je njena vrednost veća.
LL@(1395) Anergy underlines, in the current stage of scientific knowledge, the lack of the capacity of transforming a certain kind of energy. => Anergija ukazuje na, na današnjoj visini naučnog znanja, nedostatak sposobnosti određene vrste energije da se transformiše.
LL@(1396) In general, all the natural processes are irreversible, as they conduce to a qualitative degradation of energy through transforming exergy into anergy. => Uopšteno govoreći, svi prirodni procesi su nepovratni, pošto vode kvalitativnoj degradaciji energije, transformacijom egzergije u anergiju.
LL@(1397) The energa balance becomes, in keeping with the exergy analysis, a balance between exergy and anergy, through applying the second principle of thermodynamics, which defines the behaviour of both exergy and anergy during the reversible or irreversible processes, as follows: Axiom I - In the irreversible processes, exergy turns into anergy. => Energetska ravnoteža, u analizi egzergije, postaje ravnoteža između egzergije i anergije primenom drugog principa termodinamike kojim se ponašanje egzergije i anergije tokom nepovratnih i povratnih procesa definiše na sledeći način:
LL@(1398) Axiom II - In the reversible processes, exergy remains constant. => Aksiom I u nepovratnim (ireverzibilnim) procesima egzergija se pretvara u anergiju.
LL@(1399) Axiom III It is impossible for anergy to turn into exergy. => Aksiom II u povratnim (reverzibilnim) procesima egzergija ostaje nepromenjena.
LL@(1400) The general equation of a exergy balance validates both the principle of the conservation of energy, and the quantitative energy balance (or energy balance proper), and the principle of the degradation of energy during the irre¬versible transformations, and is virtually identical to the equation of the energy balance, except fort he fact that each component of energy is in turn divided, within the exergy balance, into exergy (E) and anergy (A), so that: W = E + A , and S W = S (E + A) Thus appear the exergy deficits (DE), and the anergy surpluses (DA) at the exit from the contour of the flow of execution of the product, or of the firms activity, the former indicating the size of the transformations irreversibility, and being equal to the latter within the contour (DE) = (DA). => Aksiom III anergija se ne može pretvoriti u egzergiju Opšta jednačina ravnoteže egzergije pridaje značaj kako principu očuvanja energije, tako i kvantitativnoj ravnoteži energije (ili pravoj ravnoteži energije), i principu degradacije energije tokom nepovratnih transformacija, i u stvari je potpuno identična sa jednačinom ravnoteže energije, osim što je kod ravnote že energije svaka komponenta energije podeljena na egzergiju (E) i anergiju (A), tako da: ~~~ W = E + A, a SW = S(E + A). ~~~ Tako imamo deficit egzergije (DE) i viškove anergije (DA) na kraju procesa realizacije proizvoda ili na kraju aktivnosti firme, pri čemu deficit egzergije ukazuje na obim ireverzibilnosti transformacije i jednak je višku anergije u izrazu (DE) = (DA).
LL@(1401) The ration between the exergy deficit upon going out of the contour, in proportion to the same on entering (DE), and the exergy deficit generated within the contour (DEg) defines the degree of irreversibility of the energy transformation (DE /DEg). => Odnos između deficita egzergije na kraju procesa i kada ulazi u proces (DE), i deficit egzergije stvoren unutar procesa (DEg) određuje stepen ireverzibilnosti transformacije energije (DE/Deg).
LL@(1402) The exergy deficit (DE) can be reduced through managerial decisions aiming at thermodynamic improvements of the contour, the rational direction of the energy flows, augmenting the efficiency of the energy transformation rates, and through turning to account the secondary energy resources. b3. the analysis of the restrictions and of the synchronous production, initiated by Goldratt Eliyahu, develops a set of programmes that organize and structure the activities within the economic processes, in the natural hypothesis of the limitation of the resources, tools and materials, machinery and equipment, personnel, and of any other restrictions which can affect the possibility for an organization to realize a certain production programme, thus laying the foundation of a new specific management method, briefly designated by the name of the method of the restriction analysis. => Deficit egzergije (DE) se može smanjiti tako što će menadžment doneti određene odluke u cilju termodinamičkih poboljšanja procesa, racionalnog usmeravanja energetskih tokova, povećavanja efikasnosti stopa transformacije energije i tako što će početi da uzima u obzir sekundarne izvore energije. b3. analiza restrikcija i sinhrone proizvodnje, čiji je začetnik Goldratt Elyahu, razvija skup programa kojima se organizuju i struktuišu aktivnosti u okviru ekonomskih procesa, po prirodnoj hipotezi po kojoj su resursi, alati i materijali, mašine i oprema, kadrovi, ograničeni, kao i sva druga ograničenja koja utiču na sposobnost organizacije da sprovede određeni program proizvodnje i time se stvara osnov za novi specifični metod upravljanja koji se ukratko opisuje kao metod analize restrikcije.
LL@(1403) One can easily see that nearly all organizations are faced with the phenomenon of the sense of haste/urgency in realizing the production at the end of the time period allowed by the contract (called by Goldratt Eliyahu a hockeystick, from the graphic aspect of the evolution of the production towards the final part of the period). => Nije teško zaključiti da skoro sve organizacije dolaze u situaciju kada moraju da požure, kada moraju hitno da završe poslove do kraja perioda utvrđenog ugovorom (Goldratt Elyahu ga naziva štap za hokej, na osnovu grafičkog prikaza razvoja proizvodnje prema kraju ugovorenog vremenskog perioda).
LL@(1404) The cause of the cyclic occurrence of this problemŠ7Ë, lies in the fact that two different sets of indicators are involved: the initial indicators of norm-regulation of the energy consumptions, (manual) work / labour and materials (of efficiency of the cost accounting, local indicators, which lead to minimizing the number of technological interventions through large lots of work pieces, and also to diminishing deviations from the consump tion norms), and final indicators, which refer to the financial performance (theoretically, monetary units/delivered product, but practically in the shape of the net profit, the amortization of investment, and of the flow of cash per product). => Ovaj problem se ciklično ponavlja Š7], a uzrok leži u tome što ovde imamo posla sa dva različita skupa pokazatelja: početnim pokazateljima regulisanja norme utroška energije, (fizičkog) rada i materijala (efikasnosti obračuna troškova, lokalnih pokazatelja koji broj tehnoloških intervencija svode na najmanju meru i umanjuju odstupanja od normi utrošaka) i skupom finalnih pokazatelja, koji se odnose na finansijski učinak (teorijski, novčana jedinica / isporučeni proizvod, ali i praktično, u obliku neto profita, amortizacije investicije i gotovinskog toka po proizvodu).
LL@(1405) Thus appears the need for realizing other indicators having an operational character, another set of indicators, which could offer a direction of action: the equivalent value of the sold product, the stocks and the operational costs. => Na taj način nastaje potreba za realizacijom drugih pokazatelja operativnog karaktera, još jednog skupa pokazatelja koji ukazuju na pravac aktivnosti: cena ekvivalentna prodatom proizvodu, zalihe i troškovi poslovanja.
LL@(1406) The added and realized value is concisely defined as the equivalent value of the sold products, the stocks represent the money that the organization has invested in the products which it/they want(s) to sell, and the operational costs the money that the organization pays for transforming the stocks into a turnover. => Dodata i realizovana vrednost precizno se utvrđuje kao vrednost ekvivalentna prodatim proizvodima, zalihe predstavljaju novac koji je organizacija investirala u proizvode koje želi da proda, a troškovi poslovanja se defi nišu kao novac koji organizacija plaća da bi zalihe pretvorila u obrt.
LL@(1407) The organizations objective becomes treating all three indicators simultaneously and continuously, and this leads to achieving the end of obtaining the money for which provision was made in the order or the contract proper, i.e. it is expressed through increasing the added and realized value, at the same time as the stocks and the operational costs are reduced. => Organizacija stoga mora da vodi računa o sve tri grupe indikatora istovremeno i neprekidno, a cilj je da dobije novac koji je ugovoren porudžbinom ili samim ugovorom, t.j., cilj je uvećana dodata i realizovana vrednost, a u isto vreme smanjenje zaliha i operativnih troškova.
LL@(1408) Another problem faced by the organization is generated by the deficient capacities, the exceeding capacities, and the resources having capacity restrictions. => Organizacija ima još jedan problem koji proizilazi iz nedovoljnih kapaciteta, ili prevelikih kapaciteta ili ograničenih resursa.
LL@(1409) The notion of deficit capacity is identified, or the appearance of a bottleneck as being the resource with capacity smaller than the demand placed on it, and the notion of excess capacity, or the appearance of a wide spot, as being the resource the capacity of which is bigger than the demand placed on it. => Pojam nedovoljnih kapaciteta smo odredili, to je usko grlo kao u slučaju resursa koji su manji nego što je potražnja za njima, a pojam prevelikih kapaciteta predstavlja preveliki slobodan prostor, kada su kapaciteti veći nego što je potražnja za njima.
LL@(1410) The conclusions of the analysis are remarkably useful: one hour saved in a tight spot / bottleneck virtually means an extra hour for the entire production system, while an hour saved at a wide spot is but an illusion, which only adds another hour to the idle/inactivity time. => Zaključci ove analize su veoma korisni: jedan sat koji se uštedi u uskom grlu zaista znači jedan sat više za ceo proizvodni sistem, dok je jedan sat koji se uštedi kad je prostora previše upravo samo ilizija kojom se samo dobija još jedan sat praznog hoda, neiskorišćenog vremena.
LL@(1411) Thus, the analysis reveals resources with a restriction of capacity, or resources whose utilization is near to capacity, and so they can become bottlenecks/tight spots if they are not carefully programmed. => Stoga analiza ukazuje na resurse dostupne u situacijama smanjenih kapaciteta ili resurse čija je iskorišćenost blizu raspoloživih kapaciteta, onih koji mogu da postanu usko grlo ako se pažljivo ne programiraju.
LL@(1412) The time of a complete cycle of executing a product is made up of a number of specific categories, or types of time: the adjustment time, a time that a team spend waiting for a resource to be scheduled or accessed, the access, or resource processing time, the queuing time, while the team waits their turn to come to access the resource, while the latter is busy with another team, the waiting time, when the team waits for another team (the subcontracted phase in the products technological flow) in order to co-generate a certain stage of the project, and the inactivity time, as the difference of the duration of the activity cycle and the sum of the four previous times. => Vreme ukupnog ciklusa izrade jednog proizvoda sastoji se od određenog broja specifičnih kategorija ili tipova vremena: vreme prilagođavanja, vreme koje tim potroši da se određeni resurs planira ili proceni, pristup, ili vreme za obradu resursa, vreme čekanja, dok tim čeka svoj red da pristupi resursu, dok se resursom bavi neki drugi tim, vreme čakanja kada tim čeka neki drugi tim (podugovaračka faza u tehnološkom toku proizvoda) da bi zajedno kreirali neku fazu projekta, i vreme mirovanja, kao razlika između ciklusa aktivnosti i sume prethodna četiri vremena.
LL@(1413) In analysing restrictions the following notions are also used: drum, buffer, and rope. => Prilikom analiziranja restrikcija treba uzeti u obzir i sledeće pojmove: bubanj, tampon i konopac.
LL@(1414) If the production system contains a tight spot, this is the best checking point, and it will be called a drum, because it sets the rhythm in which the rest of the system (or those parts that it influences) works (or beats). => Ako u proizvodnom sistemu postoji usko grlo, ono je najbolji kontrolni punkt i njega ćemo nazvati bubanj, zato što se tu uspostavlja ritam u kojem sistem (ili oni delovi na koje utiče) funkcioniše (ili pulsira).
LL@(1415) Putting and maintaining, before the tight spot, a buffer appears as an immediate necessity, in order to permanently ensure something to work on, as the production of this tight spot determines the firms turnover. => Ispred uskog grla neophodno je odmah postaviti i održavati tampon kojim se trajno obezbeđuje da nešto stalno funkcioniše, pošto proizvodnja u ovom uskom grlu određuje obrt firme.
LL@(1416) Likewise, within the flow, communication will be made upstream, in order to prevent a large stock forming, which would immobilize the firms money. => Isto tako, u okviru toka procesa komunikacija mora da teče uzvodno, da bi se sprečilo nagomilavanje zaliha i time blokirao novac firme.
LL@(1417) Communication, called, in a graphical manner, a rope, can be formal, in the form of a programme, or informal, coming as free talks. b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium. => Komunikacija, koju ćemo u grafičkom smislu nazivati konopac, može da bude formalna, u obliku programa, ili neformalna, u vidu niza slobodnih, nezavisnih razgovora. b4. ~~~ Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.
LL@(1418) The acceptations of entropy are variegated, from thermodynamic entropy to statistical entropy, from informational entropy to social entropy. => En tropija je različita to je i termodinamička entropija i statistička entropija, informativna entropija i socijalna entropija.
LL@(1419) Entropy has facilitated the understanding of the processes having to do with energy, of the losses accompanying any energy transformation, seeking to increase efficiency of turning to account the energy available. => Entropija olakšava poimanje procesa koji su u vezi sa energijom, gubitaka koji nastaju prilikom svake transformacije energije i teži da poveća efikasnost obrta i time opravda dostupnu energiju.
LL@(1420) The entropic analysis extends the contour of the productive technological flow, also involving the environment, or nature, in a polluting, negative and non-regenerative sense; the product and the packaging become, after use, factors of increasing the outer disorder. => Entropijska analiza proširuje konture proizvodnog tehnološkog toka koji obuhvata i okruženje, ili prirodu, tako što je zagađuje, negativno utiče i sprečava njenu regeneraciju; posle upotrebe, proizvod i pakovanje postaju faktori koji povećavaju nered u spoljnom svetu.
LL@(1421) The process of product execution is defined as entropic, or resource-consuming, thus maximizing disorder in the ambient milieu. => Proces realizacije proizvoda definiše se kao entropijski, proces koji troši resurse i time izaziva nered u životnoj sredini.
LL@(1422) However, the support of information, or negentropy, appears as being a practical solution by means of extending, through knowledge, the traditional resources available, or via substituting them for new resources. b5. value analysis Š8Ë or value engineering constitutes one of the most interesting specific management techniques, which ensures the necessary balance between the use values projected, and the costs due/appropriate to their execution; they are defined through expressly analysing the product, the function of the product and its use value. => Ipak, izgleda da podrška informacija, ili negentropija, predstavlja praktično rešenje u tom smislu što putem znanja proširuje tradicionalne dostupne resurse ili ih zamenjuje za nove resurse. b5. analiza vrednosti Š8Ë ili stvaranje vrednosti predstavlja jednu od najinteresantnijih specifičnih tehnika menadžmenta kojom se obezbeđuje neophodna ravnoteža između projektovanih upotrebnih vrednosti i troškova potrebnih da se one stvore, a one se određuju neposrednom analizom proizvoda, funkcije proizvoda i njegove upotrebne vrednosti.
LL@(1423) Value analysis is a systemic and creative method of analysis and research-planning that, through the functional approach, sees to it that the functions of the product under study are conceived and realized at minimal costs, in conditions of quality that should satisfy the users necessities in keeping with social-economic demands. => Analiza vrednosti predstavlja sistemski i kreativan metod analize i planiranja istraživanja kojim se, funkcionalnim pristupom, obezbeđuje da se funkcije posmatranog proizvoda projektuju i realizuju uz minimalne troškove, a da on kvalitetom može da zadovolji potrebe kupca u skladu sa društveno-ekonomskom potražnjom.
LL@(1424) The range of the problems related to dimensioning the functions, from both the technical and the economic standpoint, is determinant in value analysis. => Spektar problema koji se odnose na dimenzionisanje funkcija, kako sa tehničke, tako i sa ekonomske tačke gledišta, predstavlja determinantu u analizi vrednosti.
LL@(1425) The correct evaluation of the level to which a function is realized, by means of the characteristic measuring units, is called the technical dimensioning of the product function. => Korektna procena nivoa do kojeg je jedna funkcija realizovana, pri čemi koristimo karakteristične merne jedinice, naziva se tehničkim dimenzionisanjem funkcije proizvoda.
LL@(1426) The economic dimensioning of the functions presupposes the analysis of the product submitted to value analysis, from the producers point of view, determining the means or resources consumed for the realization of the product, as well as its cost. => Ekonomsko dimenzionisanje funkcija pretpostavlja analizu proizvoda koji je podvrgnut analizi vrednosti, ali sa stanovišta proizvođača, pri čemu se određuju sredstva ili resursi utrošeni za realizaciju proizvoda, kao i troškovi.
LL@(1427) In applying value analysis, the following steps are taken in economic practice: the stage of the preparatory measurements, the analysis of the social need, the analysis and evaluation of the existing situation, the conception or re-conception of the product, approval of the optimal solution, the execution, and the checking of the application. => Primenom analize vrednosti u ekonomskoj praksi se preduzimaju sledeći koraci: faza pripremnih merenja, analiza društvenih potreba, analiza i ocena postojeće situacije, programiranje i reprogramiranje proizvoda, odobravanje optimalnog rešenja, sprovođenje rešenja i provera primene.
LL@(1428) Value analysis represents a method having a very special character of generalization. => Analiza vrednosti predstavlja metod koji poseduje veoma specifičnu karakteristiku generalizacije.
LL@(1429) The method of value analysis, or value engineering, can be applied to any product, organization, and even managerial system, going beyond its boundaries, and proving apt to successfully being tailored for the whole social and political system. => Metod analize vrednosti ili stvaranja vrednosti može se primeniti na bilo koji proizvod, organizaciju, čak i sistem menadžmenta, a prevazilazi i svoje granice i može se uspešno prilagoditi i primeniti na celokupni društveni i politički sistem.
LL@(1430) Value analysis or value engineering imposes a new type of approach in organization management, responding to the components of the system through the intermediary of their functionality, and ignoring managerial procedures, and even the existing organizational structures, built exclusively on productive-constructive bases, which can lead to obtaining spectacular results, to improving the performances of the system, and increasing its economic potential. => Analiza vrednosti ili stvaranje vrednosti nameće novi tip pristupa u upravljanju organizacijom koji reaguje na komponente sistema posredstvom njihove funkcionalnosti, zanemarujući postupke u upravljanju i čak postojeće organizacione strukture; razvijen je isključivo na proizvodno-konstruktivnoj osnovi i može da dovede do spektakularnih rezultata, poboljšanja učinka sistema i povećanja njegovog ekonomskog potencijala.
LL@(1431) This brief historical sketch of value analysis emphasizes perhaps one of the most promising specific management methods, in the perspective of an expected resource crisis. => Ovaj kratki istorijski pregled analize vrednosti ističe jedan metod upravljanja koji možda najviše obećava u situaciji kada očekujemo krizu resursa.
LL@(1432) Cassette no. ~~~ 2 - During World War Two, the crisis of such strategic materials as nickel, chromium, wolfram/tungsten and platinum determined the allied governments to prioritize their allotment to the armament industries. => Kaseta br. 2 Tokom Drugog svetskog rata, kriza koja se odnosila na strateške materijale kao što su nikl, hrom, volfram / tungsten i platina primorala je vlade zemalja saveznica da po osnovu prioriteta opredele ove resurse vojnoj industriji.
LL@(1433) Diminution of resources generated an increase in the insurance of supply of substitute materials. => Umanjeni resursi stvorili su potrebu da se obezbede materijali koji bi ih zamenili.
LL@(1434) In order for the product to work properly in the conditions when substitute materials were used, all of them had to be re-designed.Š9Ë The theory of value analysis, succinctly described by L.D. Miles, presupposed defining the notion of product value starting from the difference of content which that notion involved, for the buyer, and for the producer. => Da bi proizvod pravilno funkcionisao u uslovima kada je napravljen od materijala supstituta, svi oni su morali da budu pre-projektovani . ~~~ Š9Ë teorija analize vrednosti koju je jezgrovito opisano L.D. Miles, pošla je od pretpostavke koja određuje pojam vrednosti proizvoda polazeći of razlike u sadržaju pojma sa stanovišta kupca i sa stanovišta proizvođača.
LL@(1435) For a buyer, the value of a product signified the maximal amount of monetary units that he/she was willing to pay in exchange for the defining attributes of the product, in accordance with the quality characteristics, the conjuncture of the relationship demand-supply, and the prices of the products that concurred them in point of usefulness, or of the similar products offered by the other firms present on the market. => Za kupca, vrednost proizvoda predstavljala je maksimalni broj novčanih jedinica koji je on spreman da plati u zamenu za atribute proizvoda, u skladu sa karakteristikama kvaliteta, odnosom ponude i potražnje i cenama proizvoda koji su se poklapali s njima u smislu korisnosti, ili sličnih proizvoda koje su nudile neke druge firme na tržištu.
LL@(1436) Virtually opposed to the value-for-the-buyer, the value-for-the-producer, or the cost value, was defined as the minimal amount of costs by which the respective product can be manufactured. => Potpuno suprotno od vrednosti za kupca, vrednost za proizvođača, ili nabavna vrednost, određena je kao minimalna količina troškova potrebnih da se taj proizvod proizvede.
LL@(1437) The two notions can merge into only one simple notion, that of value, which additionally implies the conclusion that the value of the product can be augmented either through diminishing the value-for-the-producer, or the cost value, or through increasing the value-for-the-buyer, or multiplied through both variants, cumulated in point of effects. => Ova dva pojma mogu da se stope u jedan jednostavni pojam, pojam vrednosti, što dodatno nameće zaključak da se vrednost proizvoda može povećati ili smanjenjem vrednosti za proizvođača, odnosno nabavne cene, ili povećavanjem vrednosti za kupca, ili uvećanjem obe varijante, akumulirana u smislu cene.
LL@(1438) This is, succinctly and in rather general terms, the concept of value elaborated at the General Electric Company, which also achieved, over a very short interval, important annual savings. => Ovo je, ukratko, i u prilično opštem smislu, pojam vrednosti razvijen u General Electric Company, koja je takođe postigla značajne uštede na godišnjem nivou i to za vrlo kratko vreme.
LL@(1439) This procedure of analysis of the firm General Electric was taken over by the Ford corporation, after 1958, and then by the companies coordinated by the Department of the USA Air Force, and, subsequently, by an increasing number of American companies, and, beginning with the year 1960, by some European firms. => Ovaj postupak analize u firmi General Electric je osle 1958. godine preuzela korporacija Ford, a zatim i kompanije koje je koordinisalo Vazduhoplovstvo SAD, a onda i sve veći broj američkih kompanija, a početkom 1960. godine i neke evropske firme.
LL@(1440) Nearly a decade after the emergence of the method, new extended solutions appeared at General Electric. => Skoro deceniju pošto se ovaj metod pojavio, u firmi General Electric pojavila su se i neka proširena rešenja.
LL@(1441) To begin with, the typology of values was diversified, so the theory acknowledged the existence of four categories of values, namely: use value, estimation value, cost value, and exchange value. => Za početak, napravljena je no va tipologija vrednosti, tako da je ova teorija sada razlikovala četiri kategorije vrednosti, naime: upotrebna vrednost, procenjena vrednost, nabavna vrednost i vrednost razmene.
LL@(1442) The first two categories synthesize the minimal costs necessary in order to configure the defining functional and psycho-sensorial attributes or characteristics of the product. => Prve dve kategorije odnose se na minimalne troškove neophodne za određivanje funkcionalnih i psiho-senzorskih atributa ili karakteristika proizvoda.
LL@(1443) In estimating quality by means of value, the product is redefined as the ensemble of utilities, and of relationships with its users. => U proceni kvaliteta u smislu vrednosti, proizvod se redefiniše kao skup korisnih karakteristika i odnosa sa korisnicima.
LL@(1444) The other values, bringing together the production costs, or those recognized through exchange, are evaluations realized not in proportion to the material costs, but rather in proportion to the satisfaction the buyer gets after using the product. => Druge vrednosti, koje objedinjuju proizvodne troškove, ili one koje nastaju razmenom, predstavljaju vrednovanja koja se ne iskazuju u odnosu prema materijalnim troškovima, već pre u odnosu na zadovoljstvo koje kupac iskazuje pošto iskoristi proizvod.
LL@(1445) A first significant result of the method was that many manufacturers were tempted to use substitute materials. => Jedan od prvih značajnih rezultata bio je taj što je veliki broj proizvođača došao u iskušenje da koristi materijale koji služe kao zamena.
LL@(1446) L.D. Miles set up a team made up of specialists coming from various compartments involved in designing a product, with a view to methodically and systematically analyzing the value of the designed and manufactured product. => L.D. Miles je okupio tim stručnjaka iz različitih sektora koji su učestvovali u projektovanju proizvoda, s namerom da metodično i sistematično analizira vrednost projektovanog i izrađenog proizvoda. [ezdesetih godina prošlog veka H. Erlicher, koji je u međuvremenu postao sekretar Vojnog vazduhoplovstva, iskoristio je svoj položaj da proširi metod analize vrednosti.
LL@(1447) In the sixth decade of the last century, H. Erlicher, who had, in the meantime, become the Secretary of the Armed Forces, used his position to extend the method of value analysis. => Ipak, ovaj metod je istovremeno koristila i Mornarica SAD, koja je započela ciljani program s namerom da smanji troškove vezane za brodove i prateću opremu, i to još od faze projekta.
LL@(1448) Yet, the method was simultaneously utilized by the USA Navy Office, who initiated a target-programme aimed at reducing the costs of the ships and adjoining equipment, as early as the design phase, which yielded excellent results in the years 1955 and 1956. => Godine 1955. i 1956. postigli su izvanredne rezultate.
LL@(1449) The year 1956 was in fact the year when value analysis, now alternatively defined as value engineering in the activity of design, substantially developed thanks to the US Secretary of Defence, Robert McNamara. => Godina 1956. bila je u stvari godina kada se analiza vrednosti, koju su sada nazivali i stvaranjem vrednosti u projektovanju, značajno razvila zahvaljujući Sekretaru Odbrane SAD, Robertu McNamari.
LL@(1450) Using value analysis led to eliminating many unjustified costs, in direct proportion to the use value of the product; in only five years, the amount saved rose to something like over $14 million.. => Primenom analize vrednosti eliminisan je veliki broj neopravdanih troškova, u direktnoj proporciji sa upotrebnom vrednošću proizvoda; za samo pet godina, uštede su iznosile nešto preko 14 miliona dolara.
LL@(1451) Value analysis is also defined through a number of fundamental principles: I the principle of functional analysis, in keeping with which the functional characteristics are much more important than the structural ones, II the principle of the double dimensioning of the functions, namely their technical dimension expressed through specific technical measuring units, and the economic dimension expressed through costs, III the principle of the maximization of the ratio between the use value and cost (increasing the products competitiveness through maximizing the use value in parallel to minimizing the costs), IV the principle of the final hierarchization of the products functions, starting from the simple relation of ordering S* = S S / P, where S* represents the average rank of importance, of the individual level of importance S allotted through order numbers, resulting from the number of analysis matrixes of the P type (assigning the level of importance is called up in proportion to the number of functions that define the product) Š10Ë V the principle of the systemic approach to use value, as the newly created products, on the whole, respond to certain individual/social needs, but not at any rate their subsets or components parts. => Analiza vrednosti takođe se definiše nekim fundamentalnim principima: ~~~ I principom funkcionalne analize, po kojem su funkcionalne karakteristike važnije od strukturnih, II principom dvostrukog dimenzionisanja funkcija, naime njihovih tehničkih dimenzija izraženih pomoću specifičnih tehničkih mernih jedinica, i ekonomske dimenzije izražene kroz troškove, III principom maksimizacije odnosa između upotrebne vrednosti i troška (povećavanja konkurentnosti proizvoda maksimiziranjem upotrebne vrednosti uz istovremeno minimiziranje troškova), IV principom određivanja konačne hijerarhije funkcija proizvoda, počevši od jednostavnog odnosa reda S* = S S / P, gde S* predstavlja prosečni nivo značaja pojedinačnog nivoa značaja S određenog brojem narudžbenica, a kao rezultat broja matrica analize tipa P (pripisivanje nivoa značaja vrši u odnosu na broj funkcija kojima se proizvod definiše) Š10]. ~~~ V principom sistemskog pristupa upotrebnoj vrednosti, pošto novi proizvodi, u celini, zadovoljavaju određene potrebe pojedinca / društva, ali ne i njihovi podsistemi ili sastavni delovi.
LL@(1452) Value analysis is a type of organized analysis aiming at identifying the useless costs in the products having more than one component elements, utilizing functional analysis to define the problem, and group creativity to solve it. => Analiza vrednosti je vrsta organizovane analize čiji je cilj da identifikuje beskorisne troškove u proizvodima koji se sastoje od više elemenata, a koristi funkcionalnu analizu da definiše problem i grupnu kreativnost da ga reši.
LL@(1453) Among the specific techniques and instruments that are incorporated in value analysis, one can distinguish the techniques of functional analysis, of analysis of the product structure, the use of the contact schemes and the determination of the conception function of the new product, the cost analyses (calculating costs through analogic, parametric or analytical methods, using matrices of the functions-costs type, and the cost histograms), methods for identifying the appropriate solutions to meet the consumers needs and requirements, such as the techniques of creativeness stimulation, of functional arborescent analysis, and the computer-assisted devices (CAD), the technique of evaluation of the design solutions for the new products (the functional block diagram, or BDF, the table of functional analysis, or TAF, calculation of the conception efficiency rate, reliability, globally assessed through AMDEC (Analysis of Modes of Failure, Effects and their Criticalness). => Među specifičnim tehnikama i instrumentima obuhvaćenim analizom vrednosti mogu se prepoznati tehnike funkcionalne analize, analize strukture proizvoda, primena kontaktnih šema i određenje koncepcijske funkcije novog proizvoda, analize troškova (izračunava troškove primenom analognih, parametarskih ili analitičkih metoda, primenom matrica tipa funkcija/trošak, i histograma troškova), metoda za identifikovanje odgovarajućih rešenja kojima će se zadovoljiti potrebe i zahtevi potrošača, kao što su tehnike stimulacije kreativnosti, funkcionalne granajuće analize, oruđa sa kompjuterskom podrškom (CAD), tehnike vrednovanja projektnih rešenja za nove proizvode (funkcionalni blok dijagram ili BDF, tabela funkcionalne analize ili TAF, izračunavanja stope koncepcijske efikasnosti, pouzdanosti koja se u globalu ocenjuje primenom AMDEC (Analiza modela neuspeha, efekata i njihova kritičnost).
LL@(1454) By detailing the inventory of the various techniques of functional analysis, one can find that each of them is more or less adapted to the specificity of the product or the type of analysis (the technique of the interactors, the functional tree, the F.A.S.T. diagram, the S.A.D.T. or G.R.A.F.C.E.T. techniques). => Detaljnim uvidom u različite tehnike funkcionalne analize možemo da zaključimo da je svaka od njih u manjoj ili u većoj meri prilagođena specifičnom karakteru proizvoda ili tipu analize (tehnika uzajamnih činilaca, funkcionalno stablo, F.A.S.T. dijagram, S.A.D.T. ili G.R.A.F.C.E.T. tehnika).
LL@(1455) Concluding, the method of value analysis has become, at present, more than an inevitable reality in the management of prevalently productive organizations, over a comparatively short period (only half of a century) after its spectacular appearance, looming as the main argument of a managerial type in the context of the drastic limitation of resources. ~~~ 4. => Možemo da zaključimo da ja danas metod analize vrednosti postao jedna određena neizbežna realnost u upravljanju pretežno proizvodnim organizacijama, i to u veoma kratkom periodu (za samo pola veka) od kad se spektakularno pojavio, i sada predstavlja glavni oslonac za onaj tip upravljanja koji se primenjuje u kontekstu strogo ograničenih resursa. 4.
LL@(1456)  => Specifični statistički metodi koji se odnose na predviđanje C. Specifični metodi koji se koriste u predviđanju predstavljaju prvenstveno matematičko i statističko, ali i interesantno sociološko rešenje koje menadžment može da koristi da bi lakše projektovao i planirao odluke i organizacione alternative.
LL@(1457) Specific statistical methods connected to previsioning Revisions represent an interesting sociological answer, but mainly a mathematical and statistical one, given to management in order to help it design and plan decision-making and organizational alternatives more easily, either as individual techniques, or as ensembles of techniques that are rather various, yet homogeneous through the object predicted: c1. the Delphi technique provides contiguity in solving a problem, by the agency of addressing questionnaires, or even rounds of questionnaires, to people who are at a considerable distance from one another (as a rule, experts in the domain under investigation, and, more rarely, a number of people who are directly interested); the aim of this technique is also to extract an organizations problems, and in order to make sure the initiative or the move will work, it is imperative to clearly establish the domain and the precise delimitation of the problem, the judicious choice of the participants, the processing, the synthesis, the interpretation and the presentation of the answers with a lot of competency, as well as allowing the participants sufficient time to answer; c2. the set of the technological previsioning techniques comprises various techniques, from the technique of the scenarios, the pattern technique, the morphological technique, the technique of the matrix of discoveries, possessing a higher degree of use in the organizations managerial practice, to the technique of technological prevision through analogy, the technique of the precursory events, the technique of international comparation, and even the technique of opinion polls / canvassing, whose utilization is relatively lower in point of frequency. => Mogu se koristiti ili kao pojedinačne tehnike, ili kao skupovi tehnika koje su međusobno različite, ali ipak homogene kada se radi o predviđanju cilja: c1. ~~~ Delphi tehnika omogućava uvek neposredan uvid tokom rešavanja problema, pošto odgovarajuća služba šalje upitnike ili nekoliko krugova upitnika ljudima koji su međusobno veoma udaljeni (po pravilu, stručnjacima u oblasti koju posmatramo, i, ređe, jednom broju neposredno zainteresovanih ljudi); ova tehnika ima za cilj da izdvoji problem u organizaciji i, da bi se obezbedilo da inicijativa ili preduzeta mera imaju uspeha, jasno ustanovi u kom delu se problem javlja i da ga razgraniči, da pažljivo i stručno izabere učesnike, način obrade, sintezu, tumačenje i prezentovanje odgovora /rešenja, kao i da ostavi učesnicima dovoljno vremena da daju odgovore, c2. ~~~ Skup tehnoloških tehnika predviđanja obuhvata različite tehnike, od tehnike scenarija do tehnike uzorka, morfološke tehnike, tehnike matrice otkrića, koje se veoma koriste u praksi upravljanja preduzećem, do tehnike tehnološkog predviđanja putem analogije, tehnike prethodnih događaja, tehnike međunarodnog poređenja i čak tehnike ankete / istraživanja, koje su nešto ređe.
LL@(1458) The technique of the scenarios defines a procedure that points out the critical moments where the manager is required to intervene for the activity of the organization to continue, through decision-making, opting for one of the possible variants in a certain domain. => Tehnikom scenarija definiše se postupak koji ističe kritične momente u kojima se od menadžera očekuje da interveniše, da bi organizacija nastavila da funkcioniše. ~~~ On to čini tako što donosi odluku, čime se opredeljuje za jednu od nekoliko varijanti u određenoj oblasti.
LL@(1459) The technique describes a sequential, yet logical, event, and has the capacity of emphasising critical moments. => Ova tehnika opisuje događaj koji logično sledi iz situacije i ističe kritične momente.
LL@(1460) The option allows continuing the action along one direction or the other, and generates another logical succession of sequences, as the iterations lead towards different critical areas, imposing another option through decision-making, etc. => Ova opcija omogućava da se aktivnost nastavi u jednom ili drugom pravcu i generiše novi niz događaja, pošto svaki korak vodi do drugih kritičnih oblasti i nameće još jednu opciju u zaključivanju, itd.
LL@(1461) The technique diversifies in keeping with the elements characteristic of the scenarios, through the theory of the strategic games, through simulation, mathematical models, dynamic programming, etc. => Ova tehnika se razlikuje u skladu sa elementima koji su karakteristični za određeni scenario; od teorije strateških igara, preko simulacije, matematičkih modela, do programiranja, itd.
LL@(1462) The pattern technique, utilized in prevision-making in the technical and technological field, first puts forward the objective, and then effects the previsional study in order to discover the factors that facilitate attaining the time targets, or make it more difficult; it is apparently similar to the management method based on objectives, applied in the particular case when the objectives cannot be rigorously quantified, so the moment of attaining partial goals cannot be accurately predicted, and consequently the stages of performing the programme have a broader tolerance margin. => Tehnika uzorka, koja se koristi u predviđanju u tehničkoj i tehnološkoj oblasti rada, na prvo mesto stavlja cilj, a onda efekte studije predviđanja, i na taj način otkriva faktore pomoću kojih će lakše postići vremenski određene ciljeve, ili koji će taj proces otežavati. ~~~ Ona je očigledno slična metodu upravljanja zasnovanom na ciljevima, koji se primenjuje u posebnom slučaju kada se ciljevi ne mogu strogo kvantifikovati, pa se trenutak u kome će se postizati parcijalni ciljevi ne može precizno predvideti i stoga faze u izvođenju programa imaju širu marginu tolerancije.
LL@(1463) Š11Ë The morphological technique of prediction decomposes the whole into its structural parts, and distinctly realizes the independent quality projection for the component parts, starting from the progress of technique and technologies. => Š11Ë Morfološka tehnika predviđanja razlaže celinu na njene sastavne delove i jasno izvodi nezavisnu projekciju kvaliteta za ove komponente, počevši od napretka tehnike i tehnologije.
LL@(1464) The technique of the matrix of discoveries makes predictions through combining only two factors (either both technical or technological, or one technical or technological and the other economic); c3. the set of the techniques of trend estimation combines the statistic techniques of adjustment and extrapolation of the chronological series of data; c4. the set of the techniques of stochastic and econometric modelling puts into effect variegated statistical and mathematical techniques, starting, in principal, from the technique of self-regressive modelling and the technique of econometric modelling. => Tehnikom matrice otkrića vrše se predviđanja tako što se kombinuju samo dva faktora (ili i tehnički i tehnološki, ili jedan tehnički ili tehnološki i jedan ekonomski); c3. skup tehnika za procenu trenda kombinuje statističke tehnike prilagođavanja i ekstrapolacije hronološkog niza podataka; c4. skup tehnika stohastičkog i ekonometrijskog modelovanja koristi čitav spektar statističkih i matematičkig tehnika, po pravilu polazeći od tehnike samo-regresivnog modelovanja i tehnike ekonometrijskog modelovanja. 5.
LL@(1465) 5. ~~~ Specific nžmanagerials models of organizational generalization D. => Specifični metodi upravljanja putem organizacione generalizacije D. Tipični modeli menadžerskih postupaka su metodi maksimalne organizacione generalizacije i oni obuhvataju: d1.
LL@(1466) The typical methods of the managerial activity are the methods of maximal organizational generalization, and they include: d1. the meeting, or reunion (both names, although different, designating the same institutionalized form of dialogue, taking place in keeping with pre-established rules, where, through the confrontation of the participants opinions, regulations and rules are set/established, and decisions are made; simultaneously, it also becomes the solution that usually serves the communication problems); d3. the control panel is a useful technique, notably in top organization management, interested in possessing synthetically, simple and prompt situations concerning the general state, as well as the organizations time and space performance. => Sastanak ili okupljanje (oba naziva, mada su različita, određuju isti institucionalni oblik dijaloga, održavaju se prema prethodno utvrđenim pravilima, gde se sukobljavanjem mišljenja učesnika utvrđuju / uspostavljaju pravila i propisi i donose odluke; istovremeno, to je i rešenje u slučaju problema u komunikaciji); d2. ~~~ Delegiranje (odluka o prenošenju zadataka na saradnike, posebno u periodima kada je menadžer prezauzet, a time se i razvija povoljna klima da podređeni pokazuju sve više inicijative); d3.
LL@(1467) 6. ~~~ Various specific methods of management E. => Kontrolni panel predstavlja takođe korisnu tehniku, posebno na najvišem nivou uprave u organizaciji.
LL@(1468)  => Ova tehnika sintetički obrađuje jednostavne i hitne situacije koje se tiču opšteg stanja i organizacionog učinka u vremenu i prostoru. 6.
LL@(1469) The specific methods of management (e.g. weather disasters management) The weather disaster management involves many disciplines and institutions and focus on the main activities that take place, some on a regular basis as part of the weather forecast service, and some triggered by extreme events. => Različiti specifični metodi upravljanja E. specifični metodi upravljanja (na primer, upravljanje vremenskim katastrofama) Upravljanje vremenskim katastrofama obuhvata veliki broj disciplina i institucija i fokusira se na glavne aktivnosti koje treba preduzeti, neke kao deo redovne aktivnosti, kao posao službe meteorološke prognoze, a neke kada dođe do nekih elementarnih nepogoda.
LL@(1470) These activities are: 1) weather and hydrological forecast; 2) assessment of weather disaster risk for specific zones and warning; 3) evacuation and other measures taken to diminish damage; 4) further intervention and rescue missions, help in case of weather disaster; 5) steps to restore normality and resume economic activities; 6) complex evaluation of the situation and implementation of plans that will adapt communities for future possible severe weather disaster Š12-13Ë. Disaster Management includes the main weather management issues of weather disasters: monitoring environmental changes, observations and data collection, diagnosis, modelling forecasting of meteorological and hydrological hazards produced by extreme weather and climate change, advances in radar, satellite and hydrological modelling methods for flash flood forecasting and droughts, remote sensing and geophysical surveying, quantifying fluxes of water among hydrologic reservoirs, and understanding the causes of global water and energy cycle variability, prediction and simulation of hazardous weather using mesoscale and microscale, numerical models and assimilation systems, urban planning or urban disaster management, natural catastrophe risk modelling (recent development in loss modelling technology and application to insurance, risk managers and local governments). => Ove aktivnosti obuhvataju: ~~~ 1) vremensku i hidrološku prognozu, 2) procenu rizika od vremenskih nepogoda za posebne zone i upozoravanje, 3) evakuaciju i druge mere koje se preduzimaju da bi se umanjila šteta, 4) dalje intervencije i akcije spasavanja, pomoć u slučaju vremenskih nepogoda, 5) korake koji se preduzimaju da se stvari vrate u normalno stanje i da se nastave ekonomske aktivnosti, 6) složeno vrednovanje situacije i primena planova pomoću kojih će se zajednica pripremiti za moguće ozbiljne vremenske katastrofe u budućnosti Š12-13]. ~~~ Upravljanje u slučajevima nesreće obuhvata glavne probleme vremenskih katastrofa: praćenje promena u okruženju, osmatranje i prikupljanje podataka, modele predviđanja meteoroloških i hidroloških rizika izazvanih ekstremnim promenama vremena i klime, unapređenje radarske tehnike, modelovanje metoda za predviđanje poplava ili suša pomoću satelita i hidroloških tehnika, osmatranje na daljinu i geofizička ispitivanja, kvantifikovanje vodenih tokova u hidrološkim rezervoarima i poimanje uzroka globalnog ciklusa promena vode i energije, predviđanje i simulacija opasnosti od vremenske promene pomoću mezoskale i mikroskale, numerički modeli i sistemi asimilacije, urbano planiranje ili upravljanje nesrećama u urbanoj sredini, modeli rizika od prirodnih katastrofa (savremeno dostignuće u tehnologiji modela gubutaka i primena u osiguranju, kod menadžera rizika i u lokalnoj upravi).
LL@(1471) Natural catastrophe risk can represent overall social and economic impacts of natural hazard on humans and the built environment. => Rizik od prirodne katastrofe obuhvata ukupni društveni i ekonomski uticaj opasnosti od prirodnih katastrofa na ljude i naseljene oblasti.
LL@(1472) Such impacts include, among others, loss of life, injury, damage and loss to properties, business interruption and loss of profit. => Ovi uticaji, između ostalog, obuhvataju gubitak života, povrede, oštećenje ili gubitak imovine, prekid poslovanja i gubitak profita.
LL@(1473) This integration of natural phenomena and their consequences is mathematically specified as exposure: Risk = Hazard x Vulnerability x Value. d2. the delegation (a decision that transfers tasks to the collaborators, especially in the periods of managerial over-occupation, and develops a favourable climate for amplification of the subordinates initiative); Evaluating the social and economic impacts of natural catastrophes involves a number of different disciplines ranging from earth and weather sciences, to management, economics, mathematics, statistics, physics, engi neering, demography, etc. => Ovaj skup prirodnih fenomena i njihovih posledica može se matematički predstaviti na sledeći način: ~~~ Rizik = Opasnost x Ranjivost x Vrednost Procena društvenih i ekonomskih uticaja prirodnih karastrofa obuhvata nekoliko različitih disciplina, od nauka koje se bave zemljištem i vremenom, do menadžmenta, matematike, statistike, fizike, mašinstva, demografije, itd.
LL@(1474) Natural catastrophe risk models may also be used by local government for risk mitigation, post-disaster reaction, recovery planning and public awareness programs relating to: computer modelling of natural risks, natural catastrophe risk modelling methodologies, the use of GIS in natural catastrophe risk modelling, uncertainty and sensitivity of computer risk models, availability, reliability and quality of data used in natural catastrophe risk models, regional vs. local risk models, modelling the social and humanitarian impacts of natural disasters, natural catastrophe risk modelling of urban areas and its application to urban planning, post-disaster planning and risk mitigation, building and social vulnerability of developing countries to natural disasters, practical applications of natural catastrophe risk models in the business environment, etc. ~~~ 7. => Modele rizika od prirodnih katastrofa može takođe koristiti i lokalna vlast, da bi ublažila rizik, regovala u slučaju nepogoda, planirala oporavak zajednice i izradila programe za upoznavanje stanovništva sa opasnošću, a to čini pomoću: izrade kompjuterskih modela rizika od prirodnih nepogoda, metodologija za izradu modela rizika od prirodnih katastrofa, primenom GIS u izradi modela rizika od prirodnih katastrofa, nesigurnosti i osetljivosti kompjuterskih modela rizika, dostupnosti, pouzdanosti i kvaliteta podataka koji se koriste u modelima rizika od prirodnih katastrofa, odnosu regionalnih i lokalnih modela, izrade modela društvenih i humanitarnih uticaja prirodnih katastrofa, izrade modela rizika od prirodnih nepogoda u urbanim sredinama i njegove primene u urbanom planiranju, planiranju poslova posle katastrofe i ublažavanje rizika, u građevinarstvu i socijalnoj ranjivosti zemalja u razvoju u slučaju prirodne katastrofe, praktične primene modela rizika od prirodnih katastrofa u poslovnom okruženju, itd. 7.
LL@(1475) Conclusion As management theory advances in development of wide spectrum of specific multidisciplinary methods and techniques it is becoming more and more necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased efficaciousness of management. => Zaključak Teorija menadžmenta postiže veliki napredak u razvijanju širokog spektra specifičnih multidisciplinarnih metoda i tehnika i stoga postaje sve neophodnija kada treba kombinovati različite tehnike da bi se dobili novi metodi, i pretvaranju metoda u nove sisteme liderstva i menadžmenta, a sve u cilju postizanja veće efikasnosti u upravljanju.
LL@(1476) We propose further study aimed at aggregation of methods. => Predlažemo da se istraživanja nastave, sa ciljem da se izvrši agregacija metoda.
LL@(1477) Aggregation of techniques in practice, while the methods and the techniques are increasingly utilized in ever more diverse combinations by the managers, can result from disadvantages of individual application of any method or technique, further the capacity of homogeneous ensembles of techniques grouped into methods of satisfying multifunctional managerial needs, in constant striving toward improvement. => Agregacija tehnika u praksi, dok menadžeri primenjuju ove tehnike i metode sve različitijim kombinacijama, može da proistekne iz nedostataka pojedinačne primene bilo kog metoda ili tehnike i da unapredi sposobnost homogenih skupova tehnika grupisanih u metode koji treba da zadovolje multifunkcionalne potrebe menadžera koji se neprekidno bore za poboljšanja.
LL@(1478) But as this article has illustrated, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods. => Ali, kako je pokazano u ovom radu, specifični metodi upravljanja toliko su različiti da postignuće potrebne veštine može da preraste u preteranu specijalizaciju stručnjaka i stvori probleme u spajanju nekoliko različitih metoda.
LL@(1479) So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods. => Stoga možemo da zaključimo da je za dalji napredak u ovoj oblasti potrebna podrška teorijskih okvira koje će razviti stručnjaci iz različitih oblasti nauke koji podržavaju specifične metode upravljanja.
LL@(1480) REFERENCES Š1Ë Dumitrescu, M., Altar, M., Bran, P., Barbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedica, Bucuresti. => LITERATURA Š1Ë Dumitrescu, M., Altar, M., Bran, P., Barbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedica, Bucuresti.
LL@(1481) Š2Ë Osborn, A.,(1980), Wake Up Your Mind! => Š2Ë Osborn, A.,(1980), Wake Up Your Mind!
LL@(1482) 101 Ways To Develop Creativeness, Charles Scribners Sons New York, (an edition reprinted after the original 1952 variant), page 34. => 101 Ways To Develop Creativeness, Charles Scribners Sons New York, (reprint izdanje posle verzije iz 1952), str. 34.
LL@(1483) The authors synthetic formulation best describes the essence of the method: If you try to get, at the same time, from the same tap, warm water and cold water, all youll get will be lukewarm water. => Autorova sintetička formulacija na najbolji način opisuje suštinu ovog metoda: ~~~ Ako pokušate iz jedne slavine da dobijete istovremeno i toplu i hladnu vodu, dobićete samo mlaku vodu.
LL@(1484) If you try to criticize and at the same time create, you will not be able to criticize dispassionately, nor will you be able to generate ideas with enough warmth. => Ako pokušate da u isto vreme i kritikujete i stvarate nešto, nećete biti u stanju da kritikujete objektivno, niti ćete imati dovoljno strasti da iznedrite nove.
LL@(1485) Š3Ë Edward de Bono,(1970), Lateral Thinking: Creativity Step by Step, Harper and Row, New York. => Š3Ë Edward de Bono,(1970), Lateral Thinking: ~~~ Creativity Step by Step, Harper and Row, New York.
LL@(1486) Š4Ë Gordon,W.,(1961),Synectics: The Development of Creative Capacity, Harper and Row, New York. => Š4Ë Gordon,W.,(1961),Synectics: ~~~ The Development of Creative Capacity, Harper and Row, New York.
LL@(1487) Š5Ë Preda, G., Lutu, M.,(1998) Management si know-how. => Š5Ë Preda, G., Lutu, M.,(1998) Management si knowhow.
LL@(1488) Utilizarea eficienta a resurselor energetice si materiale, Editura S.C. Romcartexim S.A., Bucuresti, , pp.100-135. ~~~ Š6Ë Z.,Rant, (1964), Exergie end Anergie. => Utilizarea eficienta a resurselor energetice si materiale, Editura S.C. Romcartexim S.A., Bucuresti, , pp.100-135. Š6Ë Z.,Rant, (1964), Exergie end Anergie.
LL@(1489) Wissenschaftliche Zeitschrift der TU Dresden, pp.1145-1149. ~~~ Š7Ë Naftanaila, I., (2004), Managementul restrictiilor. => Wissenschaftliche Zeitschrift der TU Dresden, pp.1145-1149. Š7Ë Naftanaila, I., (2004), Managementul restrictiilor.
LL@(1490) Sinteza, Editura A.S.E., Bucuresti, pp 4 5. => Sinteza, Editura A.S.E., Bucuresti, pp 4 5.
LL@(1491) Š8Ë Value analysis developed as a result of an initiative appeared in the 1950s, within the American firm General Electric. => Š8Ë Analiza vrednosti razvila se kao posledica inicijative iz 1950ih godina, u američkoj firmi General Electric.
LL@(1492) The supply director of theat firm, namely H. Erlicher, remarked that in many cases coming back to the original projects, for which scarce material were provided, was not justified, as the new products functioned as well as the older ones, and especially at much smaller prices. => Direktor nabavke ove firme, H. Erlicher, zapazio je da u mnogim slučajevima vraćanje na prvobitne projekte za koje je obezbeđeno nedovoljno sirovina, nije opravdano, pošto novi projekti funkcionišu isto tako dobro kao stari i to uz mnogo nižu cenu.
LL@(1493) The target of reducing the costs in the conditions of a qualitative level that was at least constant, established as a poit of reference, was transmitted as an objective to L.D.Miles, the head of the supply service of on eof the companys divisions, based in Baltimore. => Cilj da se smanje troškovi u uslovima u najmanju ruku konstantnog nivoa kvaliteta, koji je uspostavljen kao referentna tačka, prenet je u vidu cilja L.D.Miles-u, direktoru službe nabavke u jednoj od kompanijinih filijala, onoj u Baltimoru.
LL@(1494) Taking into account a number of aspects concerning the costs of the current products, but also the costs of the new products, in 1947, L.D.Miles elaborated a specific, functiononal and systematic method of management for decreasing costs, which he called value analysis. => L.D.Miles je 1947. ~~~ Godine razvio specifičan, funkcionalan i sistematičan metod upravljanja za smanjenje troškova uzevši u obzir jedan broj aspekata troškova za proizvode iz tadašnjeg programa, ali i troškove novih proizvoda. ~~~ Svoj metod je nazvao analiza vrednosti.
LL@(1495) Š9Ë If L.D. Miles used the name of value analysis, or search for value, subsequently the Navy Office of the American Fleet used the term of value engineering in order to describe value analysis in the design / project stage. => Š9Ë L.D. Miles je koristio naziv analiza vrednosti, ili traženje vrednosti, a onda je uprava Američke mornarice počela da koristi termin stvaranje vrednosti (inženjering) da bi opisala analizu vrednosti u fazi dizajna /projekta.
LL@(1496) Thus a confusion appeared, which lasted for a long time. => Tako je došlo do zabune, koja je trajala duže vreme.
LL@(1497) The terms in question are utilized to indicate the stage for which the procedure is applied (i.e. an already existing product, or at the level of product con¬ception/design). => Termini o kojima govorimo koristili su se da pokažu fazu u kojoj je primenjen određeni postupak (t.j., na nivou već postojećeg proizvoda, ili na nivou projektovanja proizvoda).
LL@(1498) Š10Ë Ionita, I., (1984), Analiza valorii, Editura Stiintifica si Enciclopedica, Bucuresti, pp.11. => Š10Ë Ionita, I., (1984), Analiza valorii, Editura Stiintifi ca si Enciclopedica, Bucuresti, pp.11.
LL@(1499) Š11Ë Danaiata, I., Bibu, N. A., Prediscan, M., (2002), teoretice, Editura Mirton, Management.Bazele Timisoara, pp. 295-296 Š12Ë Iwan, W.D, (1998), Mitigation Emerges as Major Strategy for Reducing Losses Caused by Natural Disasters, Science Vol 284, pp. 1947 1963. => Š11Ë Danaiata, I., Bibu, N. A., Prediscan, M., (2002), Management. ~~~ Bazele teoretice, Editura Mirton, Timisoara, pp. 295-296 Š12Ë Iwan, W.D, (1998), Mitigation Emerges as Major Strategy for Reducing Losses Caused by Natural Disasters, Science Vol 284, pp. 1947 1963.
LL@(1500) Š13Ë Grothmann,T.,Reusswig, F.,(2006), People at Risk of Flooding: Why Some Residents Take Precautionary Action While Others do not, Natural Hazards 38: 101120, DOI 10.1007/s11069-005-8604-6. => Š13Ë Grothmann,T.,Reusswig, F.,(2006), People at Risk of Flooding: ~~~ Why Some Residents Take Precautionary Action While Others do not, Natural Hazards 38: 101120, DOI 10.1007/s11069005-8604-6.
LL@(1501) Operational Risk Management in Financial Services and the nev Basel Accord UDC: 005.334 Vesna Bogojević Arsić Fakultet organizacionih nauka, Jove Ilića 154, Beograd, bogojevic¿fon.bg.ac.yu XI International Symposium SymOrg 2008.10th-13th- September 2008. ~~~ Belgrade, Serbia Today's turbulent financial markets, growing regulatory environments, and increasingly complex financial systems have led risk managers to realize the importance of measuring and managing Operational Risk. => Upravljanje operativnim rizikom u sektoru finansijskih usluga i novi bazelski sporazum UDK: ~~~ 005.334 Vesna Bogojević Arsić Fakultet organizacionih nauka, Jove Ilića 154, Beograd, XI internacionalni simpozijum SymOrg 2008. 10.-13. septembra 2008, Beograd, Srbija Menadžeri rizika u uslovima savremenog turbulentnog finansijskog tržišta, regulatornog okruženja i sve kompeksnijeg finansijskog sistema sve više shvataju značaj merenja i upravljanja operativnim rizikom u skladu sa preporukama u pogledu bankarske supervizije Komiteta iz Bazela.
LL@(1502) According to the Basel Committee on Banking Supervision, Operational Risk is the risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events. => Operativni rizik je rizik ostvarenja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema ili usled eksternih događaja.
LL@(1503) Infrastructure failures (e.g., information technology, terrorist attacks), fraud (e.g., rogue trading), legal and regulatory risks (e.g., fines), have become the motivators behind the move to proactively manage Operational Risk in large Financial Services Institutions. => Loša infrastruktura (npr. informaciona tehnologija, teroristički napadi), prevara, zakonski i regulatorni rizici su uslovili potrebu aktivnijeg upravljanja operativnim rizikom u velikim finansijskim institucijama.
LL@(1504) In this paper we provide an up to date critical review of the most fundamental issues on Operational Risk Management, e.g., methodology, data collection, analytics, implementation, based on practical experience. ~~~ 1. => Rad daje kritički osvrt na osnovna pitanja upravljanja operativnim rizikom, odnosno na metodologiju, prikupljanje podataka, analitiku i primenu zasnovanu na praktičnom iskustvu u ovoj oblasti. 1.
LL@(1505) Introduction the most difficult Of all the different types of risk that can affect institutions, operational risk can be among the most devastating and to anticipate. => Uvod Od svih mogućih vrsta rizika koji prete institucijama, operativni rizik je najopasniji i njega je najteže predvideti.
LL@(1506) Management of operating risks is a key component of our financial and risk management discipline that drives net income results, capital management and customer satisfaction. => Kod nas upravljanje operativnim rizikom predstavlja ključnu komponentu u upravljanju finansijama i rizikom koja utiče na čist dohodak, upravljanje kapitalom i zadovoljstvo kupaca.
LL@(1507) Rigorously controlled and wellmanaged risk, frees up resources and capital for revenue generating opportunities. => Ako se rizik drži pod strogom kontrolom i ako se njime pravilno upravlja, oslobađaju se resursi i kapital i stvara se prilika za ostvarivanje prihoda.
LL@(1508)  => Pošto se operativni rizik našao u središtu pažnje svih učesnika u industrijskim procesima, regulatornih tela i drugih posmatrača, stručnjaci za proučavanje poslovnih operacija, menadžeri rizika i teoretičari menadžmenta dobili su savršenu priliku da primene kvantitativne i kvalitativne tehnike u ovoj oblasti.
LL@(1509) Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers. => Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.
LL@(1510) It is the relative lack of understanding of it that is threatening. => U bankarskom sektoru to je nova oblast upravljanja, puna izazova.
LL@(1511) Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes. => Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.
LL@(1512) It is a broader concept than operations or back office risk. => Opasan je zato što nije u dovoljnoj meri shvaćen.
LL@(1513)  => Za razliku od tržišnog ili kreditnog rizika, koji su obično karakteristični za pojedine poslovne linije, operativni rizici su prisutni u svim poslovnim procesima.
LL@(1514) Along with established capital charges for market and credit risk, Basel proposes an explicit capital charge to guard the banks against operational risks. => Operativni rizik predstavlja širi pojam od poslovne operacije ili rizika administrativnog poslovanja Pored već uspostavljanih troškova osiguranja kredita u vezi sa tržišnim i kreditnim rizikom, Sporazum iz Bazela predlaže i određeni trošak osiguranja kapitala kojim bi se banke štitile od operativnog rizika.
LL@(1515) Since January 2005, the new capital requirements require financial services institutions to implement robust systems for the collection and tracking of data. => Od januara meseca 2005. godine, novi zahtevi koji se odnose na kapital propisuju obavezu finansijskih institucija da primenjuju stroge sisteme prikupljanja i praćenja podataka.
LL@(1516) As a result of that, the biggest financial institutions have started devoting significant resources to identify, measure, analyze, report and mitigate this potentially catastrophic risk class. => Stoga su sada najveće finansijske institucije počele da izdvajaju značajne resurse za identifikovanje, merenje, analiziranje, izveštavanje i ublažavanje ove potencijalno razorne vrste rizika.
LL@(1517) They aim to implement a framework that meets all the compliance requirements with the New Capital Accord (Bank for International Settlements, BIS II) regulations: data collection, data tracking and a robust internal risk-control system. => One teže da primene jedan okvir kojim bi se zadovoljili svi zahtevi propisani Novim sporazumom o kapitalu (Banka za međunarodna poravnanja, BIS II): prikupljanje podataka, praćenje podataka i strog unutrašnji sistem kontrole rizika. 2.
LL@(1518) Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field. => 
LL@(1519) There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished. => 
LL@(1520) It is a new, exciting area of risk management in the banking sector. => 
LL@(1521) 2. ~~~ Operational risk definition and categorization In general, operational risk contains the losses that follow from acts undertaken (or neglected) in carrying out business activities. => Definicija i kategorizacija operativnog rizika Uopšteno govoreći, operativni rizik podrazumeva gubitke koji proizilaze iz postupaka koji su preduzeti (ili nisu preduzeti) u sprovođenju poslovnih aktivnosti.
LL@(1522) Therefore, when a transaction is priced solely in terms of market and credit risks, an important risk, which can have devastating financial consequences, is missing from the product pricing. => Stoga, ako se jedna transakcija procenjuje samo na osnovu tržisšnog i kreditnog rizika, to znači da se u određivanju cene proizvoda nije uzeo u obzir još jedan važan rizik, čije finansijske posledice mogu da budu katastrofalne.
LL@(1523) After a number of years of intensive debate on what constitutes an operational risk, according to the Basels current definition for purposes of quantification and capital allocation, operational risk can be defined as a risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events 2, pp. 144. => Ozbiljne rasprave o tome šta sve čini operativni rizik traju već godinama, a prema trenutno važećoj definiciji Bazela koja služi za kvantifikaciju i alokaciju kapitala, operativni rizik se može definisati kao rizik ostvarivanja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema, ili usled eksternih događaja Š2, str.144Ë.
LL@(1524) Strategic and reputational risks are not included in this definition. => Ovom definicijom nisu obuhvaćeni strateški rizik i rizik po reputaciju.
LL@(1525) The four operational risk categories are further clarified as follows: People, Process, Systems and, External. => Četiri kategorije operativnog rizika dalje se klasifikuju na sledeći način: ~~~ Ljudi, Procesi, Sistemi i Eksterni rizici.
LL@(1526) People as a risk category are losses associated with intentional violation of internal policies by current or past employees. => Ljudi kao kategorija rizika predstavljaju gubitke nastale namernim kršenjem interne (poslovne) politike od strane sadašnjih ili bivših zaposlenih.
LL@(1527) In some specific cases, the risk extends to people who are being considered for employment. => U nekim specifičnim slučajevima rizik se prenosi i na ljude koji tek treba da se zaposle.
LL@(1528) Process risk can be explained as losses that have been incurred due to a deficiency in an existing procedure, or the absence of a procedure. => Procesni rizik se može objasniti kao gubitak izazvan manjkavošću u postojećem postupku ili nepostojanjem potrebnog postupka.
LL@(1529) Losses in this category can result from human error or failure to follow an existing procedure. => Gubici u ovoj kategoriji mogu da nastanu greškom ljudskog faktora ili nepoštovanjem postojeće procedure.
LL@(1530) Process-related losses are unintentional. => Gubici koji se odnose na procese nisu namerni.
LL@(1531) Systems risk category consists of losses that are caused by breakdowns in existing systems or technology. => Kategorija sistemskih rizika obuhvata gubitke izazvane slomom postojećih sistema ili tehnologije.
LL@(1532) Losses in this category are unintentional. => Gubici u ovoj kategoriji su nenamerni.
LL@(1533) If intentional technology-related losses occur, they should be placed in either the people or external category. => Ako dođe do namernih gubita ka zbog tehnologije, njih treba kategorisati ili kao prvu kategoriju ljudi, ili u kategoriju eksternih rizika.
LL@(1534) Finally, external risk category could be defined as losses occurring as a result of natural or man-made forces, or the direct result of a third party's action. => Konačno, kategorija eksternih rizika se može definisati kao gubici koji nastaju usled delovanja prirodnih ili veštački stvorenih sila ili su direktna posledica činjenja treće strane.
LL@(1535) The definition focuses on the causes of operational risk and is open to endless discussion about the detailed definition of each loss category. => Ova definicija je usmerena na uzroke operativnog rizika i omogućava široku raspravu o tome kako detaljno definisati svaku kategoriju gubitaka.
LL@(1536) There are three common categorization methods: event, cause and effect. => Postoje tri uobičajena metoda kategorizacije: događaj, uzrok i posledica.
LL@(1537) There is a live debate in the operational risk managers and insurance community regarding the pros and cons of each method. => Među menadžerima operativnog rizika i u osiguranju vodi se živa debata za i protiv svakog od ovih metoda.
LL@(1538) Tables 1 and table 2 demonstrate the classification proposed by Basel. => Tabela 1 i 2 prikazuju klasifikaciju koju je predložio Bazel. ~~~ Tabela 1:
LL@(1539) Table 1: Basel Business Line Classification INVESTMENT BANKING BANKIING OTHERS Corporate Finance Trading and Sales Retail banking Commercial banking Payment and Settlement Agency Services and Custody) Asset Management Retail Brokerage Table 2: Basel Loss Event Type Classification Event-Type Category (Level 1) 1. => Bazelska klasifikacija po poslovnim oblastima INVESTICIONO BANKARSTVO BANKARSTVO DRUGO Korporativno finansiranje Trgovina i prodaja Bankarski poslovi sa stanovništvom Komercijalno bankarstvo Plaćanja i poravnanja Agencijske usluge i depo poslovi Upravljanje sredstvima/aktivom Brogerski poslovi sa stanovništvom Tabela 2:
LL@(1540)  => Bazelska klasifikacija po tipu događaja Kategorija događaja (nivo 1) Podkategorije (nivo 2) 1.
LL@(1541) Internal Fraud 2. => Interne prevare 2.
LL@(1542) External Fraud 3. => Eksterne prevare 3.
LL@(1543) Employment Practices&Workplace Safety 4. => Praksa zapošljavanja&Bezbednost na radu 4.
LL@(1544) Clients, Products&Business Practices 5. => Klijenti, Proizvodi&Poslovna praksa 5.
LL@(1545) Damage to Physical Assets Subcategories (Level 2) Unauthorized Activity Theft and Fraud Theft and Fraud Systems and Fraud Employee Relations Safe Environment Diversity&Discrimination Suitability, Disclosure&Fiduciary Improper Business or Market Practices Product Flaws Selection, Sponsorhip&Exposure Advisory Activity Disasters and other events 6. => Oštećenje fizičkih sredstava Neovlašćena aktivnost Krađa i prevara Krađa i prevara Sistemi i prevara Odnosi između zaposlenih Bezbedno okruženje Diverzitet&diskriminacija Podesnost, objavljivanje podataka&punomoćnici Nepropisno poslovanje ili tržišni postupci Manjkavosti u proizvodima Selekcija, sponzorstvo&rizičnost Savetnički poslovi Katastrofe i ostali događaji 6.
LL@(1546) Business Disruption and System Failure Systems 7. => Prekid poslovanja i pad sistema Systems 7.
LL@(1547) Execution, Delivery&Process Management Transaction Capture, Execution&Maintenance Monitoring and Reporting Customer Intake and Documentation Customer/Client Accounting Management Trade Counterparties Vendors&Supplies 3. => Izvođenje, isporuka&upravljanje procesima Obuhvat, izvođenje&održavanje transakcija Monitoring and Reporting Priticaj klijenata i dokumentacija Računovodstveno upravljanje korisnik/klijent Druga strana u trgovanju Prodavci&zalihe 3.
LL@(1548) Basel treatment of operational risk Capital Adequacy Framework 2 identified operational risk as a key area of regulatory consideration. => Bazelski komitet i operativni rizik Okvir (struktura) adekvatnosti kapitala Š2Ë određuje operativni rizik kao ključnu oblast kojom regulativa treba da se bavi.
LL@(1549) The New Capital Accord identifies three methods for calculating operational risk capital charge, with increasingly sophistication and advanced qualitative criteria: On the other hand, standardized approach suggests that different business lines are assigned individual gross activity measures and the regulators determine the appropriate fixed multiple (beta) to calculate the regulatory capital requirement. => Novi Sporazum o kapitalu navodi tri metoda za izračunavanje troškova osiguranja kapitala od operativnog rizika, na osnovu sve sofisticiranijih i veoma razvijenih kvalitativnih kriterijuma: ~~~ 1. ~~~ Osnovni pristup putem indikatora (BIA), 2.
LL@(1550) The business lines are defined in detail in table 3. (1) => Standardizovani pristup (STA) i 3.
LL@(1551) Basic Indicator Approach (BIA), (2) Standardized Approach (STA) and, (3) Advanced Measurement Approach (AMA). => Pristup putem usavršenih merenja (AMA).
LL@(1552) According to basic indicator approach, the capital charge should be derived as a fixed multiple (alpha) of some aggregate activity measure such as gross income that has to be positive (in either case, should be excluded from numerator and denominator) 2, pp. 144. => Prema osnovnom pristupu putem indikatora indikatora, troškove osiguranja kapitala treba izvoditi kao fiksni proizvod (alfa) mere neke združene aktivnosti, kao što je bruto dohodak, koji mora da bude pozitivan (u svakom slučaju, ne treba da bude deo imenitelja i brojioca) Š2, str.144Ë.
LL@(1553) The charge may be expressed as follows 2, pp. 144: KBIA= (GI1,..n ) n (1), Where KBIA is the capital charge under the Basic Indicator Approach; GI is annual gross income, where positive, over the previous three years; N is a number of the previous three years for which gross income is positive and; is 15%, which is set by the Committee, relating the industry wide level of required capital to the industry wide level of the indicator. => Trošak se može izraziti na sledeći način Š2, str. 144Ë: (GI1,..n ) n (1), KBIA= Gde KBIA predstavlja trošak po pristupu putem osnovnih indikatora; GI predstavlja godišnji bruto dohodak, koji je pozitivan tokom prethodne tri godine; N predstavlja tri prethodne godine u kojima je bruto dohodak pozitivan; a iznosi 15%, kako je odredio Komitet i pokazuje odnos nivoa potrebnog kapitala u industrijskoj grani i nivoa indikatora u industrijskoj grani.
LL@(1554)  => S druge strane, standardizovani pristup ukazuje na to da različite poslovne linije imaju posebne mere za ukupnu aktivnost i regulatori određuju odgovarajući fiksni rezultat (beta) kojim se izračunava potreba za regulatornim kapitalom. ~~~ Poslovne linije su detaljno obrazložene u tabeli 3.
LL@(1555) The total capital charge is calculated as the three-year average of the simple summation of the regulatory capital charges across each of the business lines in each year. => Ukupni troškovi za osiguranje kapitala izračunavaju se kao srednja vrednost za period od tri godine prostog zbira troška osiguranja regulatornog kapitala u svakoj poslovnoj liniji u svakoj godini.
LL@(1556) The total capital charge may be expressed as: KTSA= šΣ year 1-3 max Σ(GI1-8 × β 1-8), 0ć / 3 (2), Where KTSA the capital charge under the Standardized Approach; GI1-8 is a annual gross income in a given year; as defined in the Basic Indicator Approach, for each of the eight business lines and; ß1-8 is a fixed percentage, set by the Committee, relating the level of required capital to the level of the gross income for each of the eight business lines. => Totalni troškovi osiguranja kapitala može se izraziti kao: ~~~ KTSA= šΣ 1-8), 0ć / 3 (2), year 1-3 max Σ(GI1-8 × β Gde KTSA predstavlja trošak za osiguranje kapitala po standardizovanom pristupu; GI1-8 predstavlja bruto dohodak u datoj godini, kako je definisano u pristupu putem osnovnih indikatora za svaku od osam poslovnih linija; ß1-8 predstavlja fiksni procenat koji je odredio Komitet, a pokazuje odnos nivoa potrebnog kapitala prema nivou bruto dohotka za svaku od osam poslovnih linija.
LL@(1557) The values of the betas for the corporate finance (ß1) trading and sales (ß2) and payment and settlement (ß5) are 18%; for the commercial banking (ß4) and agency services (ß6) are 15% and; for the retail banking (ß3), asset management (ß7) and retail brokerage (ß8) are 12%. => Vrednosti svake bete za korporativne finansije (ß1), trgovinu i prodaju (ß2) i plaćanja i poravnanja (ß5) su 18%; za komercijalno bankarstvo (ß4) i agencijske poslove (ß6) su 15%, a za bankarske poslove sa stanovništvom (ß3), upravljanje aktivom (ß7) i brokerske poslove sa stanovništvom(ß8) su 12%.
LL@(1558) Table 3: Mapping of Business Lines Level 1 Corporate Finance Trading & Sales Level 2 Corporate Finance Municipal/Government Finance Merchant Banking Advisory Services Sales Market Making Proprietary Positions Treasury Activity Groups Mergers and acquisitions, underwriting, privatizations, securitization, research, debt (government, high yield), equity, syndications, IPO, secondary private placements Fixed income, equity, foreign exchanges, commodities, credit, funding, own position securities, lending and repos, brokerage, debt, prime brokerage Retail Banking Retail lending and deposits, banking services, trust and estates Retail banking Private Banking Card Services Private lending and deposits, banking services, trust and investment advice Merchant/commercial/corporate cards, private labels and retail Commercial Banking Payment and Settlement* Commercial Banking Project finance, real estate, export finance, trade finance, factoring, leasing, lending, guarantees, bills of exchange External Clients Payments and collections, funds transfer, clearing and settlement Level 1 Agency Services Asset Management Level 2 Custody Corporate Agency Corporate Trust Discretionary Fund Management Non-Discretionary Fund Management Activity Groups Escrow, depository receipts, securities lending (customers) corporate actions Issuer and paying agents Pooled, segregated, retail, institutional, closed, open, private equity Pooled, segregated, retail, institutional, closed, open Retail Brokerage Retail Brokerage Execution and full service Source: BCBS, International Convergned of Capital Measurement, Annex 8, pp. 302 * Payment and settlement losses related to a banks own activities would be incorporated in the loss experience of the affected business line. => Tabela 3: ~~~ Prikaz poslovne linije Nivo 1 Korporativno finansiranje Trgovina & prodaja Bankarski poslovi sa stanovništvom Nivo 2 Korporativno finansiranje Finansiranje opštin a /vlade Trgovačko bankarstvo Savetničke usluge Prodaja Stvaranje tržišta Vlasničke pozicije Trezor Bankarski poslovi sa stanovništvom Privatno bankarstvo Kartičarstvo Grupe poslova Merdžeri i akvizicije, osiguranje, privatizacije, emitovanje hartija od vrednosti, istraživanje, dug (vlada, visok prinos), akcijski kapital, konzorcijumi, IPO, sekundarni privatni plasmani Fiksni dohodak, akcijski kapital, devizna sredstva, roba široke potrošnje, kredit, budžetiranje, sopstvene hartije od vrednosti, pozajmice i repo, brokerski poslovi, dugovanje, prajm brokerski poslovi Pozajmice i depoziti stanovništvu, bankarske usluge, fondovi i nekretnine Privatne pozajmice i depoziti, bankarske usluge, savetničke usluge u vezi sa fondovima i ulaganjima Trgovačke/komercijalne/korporativne kartice, privatne marke i poslovi sa stanovništvom Nivo 1 Nivo 2 Komercijalno bankarstvo Komercijalno bankarstvo Grupe poslova Projektno finansiranje, nekretnine, izvozno finansiranje, finansiranje trgovine, faktoring, lizing, pozajmice, garancije, menice Isplate i ubiranje dugovanja, transfer sredstava, obračun i poravnanja Eskro računi, prijem priznanica, pozajmice hartija od vrednosti (klijenti) korporativno poslovanje Posrednici u emisiji i plaćanju Kapital: udruženi, razizdvojeni, od stanovništva, institucionalni, zatvoreni, otvoreni, privatni udruženo, razdvojeno, od stanovništva, institucionalno, zatvoreno, otvoreno Plaćanja i poravnanja* Agencijske usluge Upravljanje sredstvima Eksterni klijenti Depo poslovi Korporativno zastupanje Korporativni fond Upravljanje diskrecionim fondovima Upravljanje nediskrecionim poslovima Brokerski poslovi sa stanovništvom Brokerski poslovi sa stanovništvom Izvor:
LL@(1559) According to advanced measurement approach, there is a range of internal approaches currently under development, which may be broadly categorized as: Internal Measurement Approach (IMA), Loss Distribution Approach (LDA) and, Scorecard Approaches. => BCBS, International Convergence of Capital Measurement, Aneks 8, str. 302 Realizacija i puna usluga *Gubici u isplatama i poravnanjima koji se tiču poslovanja same banke bili bi uključeni u poslovno iskustvo gubitka u odgovarajućoj poslovnoj liniji.
LL@(1560)  => Prema pristupu putem usavršenih merenja, u ovom trenutku se razvija čitav spektar internih pristupa, koji se mogu grubo kategorisati na sledeći način:
LL@(1561)  => Pristup putem internih merenja (IMA), Pristup putem raspodele gubitka (LDA) i Pristupi putem tabele rezultata.
LL@(1562) When applying internal measurement approach, the business lines are overlaid with a series of operational risk types. => Kada se primenjuje pristup putem internih merenja, poslovne linije se pokriju nizom tipova operativnih rizika.
LL@(1563) For each business line/risk type combination, regulators define an exposure indicator (EI). => Za svaku kombinaciju poslovne linije / tipa rizika regulatori definišu indikator izloženosti riziku (EI).
LL@(1564) Banks then use internal data to define the probability of a loss event (PE) per unit of the exposure indicator, and the expected loss given such an event (LGE). => Onda banke primenjuju interne podatke i definišu verovatnoću gubitka usled nekog događaja (PE) po jedinici indikatora rizičnosti i očekivani gubitak u slučaju takvog događaja (LGE).
LL@(1565) Expected losses (EL) by business line and risk type are the product of these three components. => Očekivani gubici (EL) po poslovnoj liniji i tipu rizika proizvod su ove tri komponente.
LL@(1566) Regulators supply a fixed multiplier (gamma) to translate these expected losses into a capital charge, i.e., Value-at-Risk (VaR) figure for unexpected losses. => Regulatori obezbeđuju fiksni proizvod (gama) da bi preveli očekivane gubitke u troškove osiguranja kapitala, t.j., cifru za vrednost u odnosu na rizik (VaR) za neočekivane gubitke.
LL@(1567) Loss distribution approach involves estimating two distributions based on internal loss data. => Pristup putem raspodele gubitka obuhvata procenu dve vrste podele na osnovu internih podataka o gubitku.
LL@(1568) One distribution is the loss associated with a single event and the other is the frequency of loss events over a given (usually one year) time horizon. => Jedna vrsta raspodele jeste gubitak koji se vezuje za jedan jedini događaj/situaciju, a druga predstavlja učestalost gubitnih situacija tokom datog vremenskog perioda (obično jedna godina).
LL@(1569) Scorecard approaches are using forward-looking risk indicators and built them into scorecards, to measure relative levels of risk. => Pristupi putem tabele rezultata koriste pokazatelje rizika koji se predviđa i ugrađuju ih u tabele rezultata i tako mere relativni stepene rizika.
LL@(1570) In order to qualify for the advanced measurement approach, the approach must have a sound quantitative basis. internal efforts to allocate economic, as opposed to regulatory capital. => Da bi mogao da postane pristup putem naprednih merenja, pristup mora da ima zdravu kvantitativnu osnovu. ~~~ Osnovni i standardizovani pristupi svakako nisu naučni pristupi.
LL@(1571)  => Opredeljivanjem kapitala na osnovu jednostavnih merenja ukupne aktivnosti ne može se napraviti razlika između jedinica kojima se dobro upravlja i onih kojima se ne upravlja na dobar način.
LL@(1572)  => Ipak, ovi pristupi se primenjuju interno, kad se opredeljuje ekonomski kapital, za razliku od regulatornog kapitala.
LL@(1573) The internal measurement approach framework is similar to the one followed for market risk. => Okvir pristupa putem internih merenja sličan je okviru koji se primenjuje u izračunavanju tržišnog rizika.
LL@(1574) However, without data to calibrate such a framework objectively, it will have the appearance of scientific sophistication with little of the reality. => Ipak, u nedostatku podataka koji bi mu obezbedili objektivnost, on može da izgleda kao naučno sofisticiran okvir, ali nije realan.
LL@(1575) The Basel Accord states that as banks move along the continuum, they will reap the reward of a lower capital charge. => Bazelski sporazum navodi da kad banke održavaju isti režim poslovanja, imaće niže troškove za osiguranje kapitala.
LL@(1576) Further, the Accord also mandates that failure to comply will be addressed by a variety of supervisory actions including increased oversight, senior management changes, and the requirement of additional capital. => Pored toga, Sporazum navodi da ukoliko se banke ne pridržavaju uputstava, na njih će se primeniti niz nadzornih mera uključujući povećani nadzor, promene višeg nivoa menadžmenta i zahtev za dodatnim kapitalom.
LL@(1577) The Accord emphasizes the importance of data collection and stipulates that banks must have data collection processes in place long before the January 2005 deadline, when the new capital requirements became mandatory. => U Sporazumu se ističe značaj prikupljanja podataka i utvrđuje da banke moraju da sprovedu postupke prikupljanja podataka daleko pre roka, januara 2005. godine, od kada važe novi zahtevi u vezi sa kapitalom.
LL@(1578) It also mandates that banks must be able to prove that these systems are robust and auditable. => Takođe se nalaže da banke moraju da dokažu da su njihovi sistemi čvrsti i da mogu da izdrže revizorsku kontrolu.
LL@(1579) After the January 2005, the majority of the institutions have not had sufficient internal data to support loss distribution approach. => Posle januara 2005. godine, većina ovih institucija nije raspolagala dovoljnim brojem internih podataka da bi mogla da primeni pristup putem raspodele gubitaka.
LL@(1580) The intention of the Basel Committee was to keep the aggregate capital requirement roughly constant for most banks under the new Accord. => Namera Bazelskog komiteta bila je da novim Sporazumom zadrži ukupne potrebe za kapitalom za većinu banaka na relativno konstantnom nivou.
LL@(1581) On the other hand a desirable secondary goal was the creation of internal incentives for improved operational risk management as well as the reliable basis creation for the trend analysis. ~~~ 4. => S druge strane, poželjni sekundarni cilj bio je da se kreiraju neke interne stimulacije za poboljšano upravljanje operativnim rizikom, kao i pouzdana osnova za analizu trendova. 4.
LL@(1582) The operational risk framework It is clear that basic and standardized approaches are not scientific ones. => 
LL@(1583) Allocating capital based on simple aggregate activity measures, fails to distinguish between well-run and poorly-run units. => 
LL@(1584) However, these approaches are not out of line with the practice in many The large financial services institutions are in the process of building a framework that provides an enterprise-wide view of losses and allows them to proactively manage operational risk, no matter if the risks lie in operational processes, resources, systems or external events. => Okvir operativnog rizika Velike finansijske institucije su u procesu izgradnje okvira koji bi im omogućio da sagledaju gubitke na nivou celog preduzeća i da proaktivno upravljaju operativnim rizikom, bez obzira da li rizik leži u operativnim procesima, u resursima, sistemima ili u događajima spolja.
LL@(1585) This framework should meet the compliance requirements with the BIS II Regulations, in terms of data collection, data tracking and a robust internal riskcontrol system. => Ovaj okvir bi trebalo da odgovori na zahteve BIS II propisa kad je reč o prikupljanju podataka, praćenju podataka i strogog sistema interne kontrole.
LL@(1586) It should deal with operational risk measurement and management issues, such as: developing efficient management and organizational frameworks, economic capital allocation, advanced operational value-at-risk (operational VaR) measurement techniques, internal loss database design and implementation, data collection and reporting, definition and categorization issues, risk indicators analysis, and the integration of operational risk measurement with control self-assessment scores and insurance. => Okvir treba da se bavi pitanjima merenja operativnog rizika i upravljanja rizikom, na primer: razvijanje efikasnih upravljačkih i organizacionih okvira, usmeravanje ekonomskog kapitala, napredne tehnike merenja operativne vrednosti u odnosu na rizik (Operativni VaR), izrada i primena interne baze podataka o gubicima, prikupljanje i objavljivanje podataka, pitanja definisanja i kategorizacije, analiza pokazatelja rizika i integrisanje merenja operativnog rizika sa kontrolnim rezultatima samo-vrednovanja i osiguranje.
LL@(1587) The basic components of the operational risk framework are: (1) Risk identification&assessment, (2) Risk quantification & measurement, (3) Risk analysis, monitor & reporting, (4) Risk capital allocation and, (5) Risk management & mitigation. => Osnovne komponente okvira operativnog rizika su: (1) Identifikacija & ocena rizika, (2) Kvantifikacija & merenje rizika (3) Analiza, praćenje & izveštavanje o riziku, (4) Usmeravanje rizičnog kapitala i (5) Upravljanje rizikom & ublažavanje rizika.
LL@(1588) Risk identification & assessment is usually done through a Risk and Control Self-Assessment (RCSA) program. => Identifikacija & ocena rizika obično se vrši pomoću programa samo-ocenjivanja rizika i kontrole (RCSA).
LL@(1589) Managers of line of business identify key processes, risks and controls in those processes, gaps and action plans to close gaps. => Menadžeri u jednoj poslovnoj liniji identifikuju ključne procese, rizike i kontrolu u tim procesima, pukotine i akcione planove da se te pukotine popune.
LL@(1590) They could also assess the impact and likelihood of risk, in a qualitative manner. => Oni bi isto tako mogli da ocenjuju uticaj i verovatnoću rizika, na kvalitativan način.
LL@(1591) A quantitative framework that follows the advanced measurement approach is suggested, so operational risk can be measured accurately. => Preporučuje se primena kvantitativnog pristupa koji funkcioniše na principu pristupa putem naprednih merenja, zato što on omogućava precizno merenje operativnog rizika.
LL@(1592) Typically, exposure indicators, e.g., gross income, past losses and Key Risk Drivers/Indicators (KRDs/KRIs) constitute the internal database. => U internoj bazi podataka obično se nalaze pokazatelji rizičnosti, na primer, bruto dohodak, prethodni gubici i Ključni zamajci /pokazatelji rizika (KRDs/KRIs).
LL@(1593) Availability and integrity of internal data as well as relevance and scalability of external data are important issues. => Važno je da interna baza podataka bude dostupna i integralna, a da eksterni podaci budu pouzdani i da se mogu meriti.
LL@(1594) Risk profiles, provided by RCSAs, have fundamental information as well. => Osnovne informacije sadrže i profili rizika, koje obezbeđuju RCSA.
LL@(1595) Risk analysis contributes to the integration of risk and business performance, making risks transparent and identifying gaps. => Analiza rizika pomaže integraciji rizika i poslovnog učinka tako što se putem njih može jasno sagledati rizik i što se mogu prepoznati pukotine.
LL@(1596) Risk monitoring of operational risks, key risk drivers/indicators and action plans, should reflect changes in the enterprise and raise awareness. => Praćenje rizika u oblasti operativnog rizika, ključni zamajci / pokazatelji rizika i akcioni planovi treba da odražavaju promene u preduzeću i da podignu nivo svesti o tome.
LL@(1597) Risk management performance, which links the risk to value creation, becomes important. => Sve značajnije mesto dobija učinak u upravljanju rizikom, kojim se rizik dovodi u vezu sa stvaranjem vrednosti.
LL@(1598) Consolidated reporting across the enterprise, should be appropriate for various levels of management, including the Board of Directors. => U čitavom preduzeću, na različitim nivoima upravljanja, uključujući i Odbor direktora, trebalo bi da postoji objedinjeno izveštavanje.
LL@(1599) Operational Capital at Risk (CaR) (both regulatory and economic capital) is calculated for every line of business, to protect for unexpected losses at a certain time horizon and percentile, e.g., 1 year 99.9% operational VaR. Risk management & mitigation consists of sophisticated alternative risk financing and transfer arrangements (through insurance programs), as well as updated business continuity plans. => Operativni kapital u uslovima rizika (CaR) (i regulatorni i ekonomski) izračunava se za svaku poslovnu liniju posebno, u cilju da se firma zaštiti od neočekivanih gubitaka u određenom vremenskom roku i procentualnosti, na primer, 1 godina 99,9% operativnog VaR. ~~~ Upravljanje rizikom & ublažavanje rizika obuhvata sofisticirano alternativno finansiranje rizika i aranžmane transfera (kroz programe osiguranja), kao i ažurirane planove za neprekinuti tok poslovnog procesa.
LL@(1600) Ongoing communication making risks transparent, training and sharing of best practices becomes vital. ~~~ 5. => Ovde je od suštinske važnosti da stalno postoji komunikacija čime rizik postaje transparentan, a vrši se obuka i razmenjuje najbolja praksa. 5.
LL@(1601) The information support for operational risk management The data needed for operational risk management is insufficient and inconsistent. => Informaciona podrška upravljanju operativnim rizikom Podaci koji su potrebni za upravljanje operativnim rizikom često su nedovoljni i nedosledni.
LL@(1602) Definitions of what constitutes an operational loss differ from institution to institution and even across departments. => Definicija sadržaja operativnog rizika razlikuje se od institucije do institucije, pa čak i od sektora do sektora.
LL@(1603) Even the range of items to be considered under the operational loss heading is a subject to dispute. => Diskutabilno je čak koje stavke treba uvrstiti u operativne gubitke.
LL@(1604) In addition to that, even with agreement on the relevant risk categories, there remains room for dispute on how to calibrate exposure drivers for each area. => Pored toga, čak i kad se postigne saglasnost o relevantnim kategorijama rizika, ostaje rasprava o tome kako kalibrirati zamajce rizičnosti za svaku oblast.
LL@(1605) On a purely scientific basis, the problem is great in the current environment. => Na čisto naučnoj bazi, ovo jeste ozbiljan problem u sadašnjem okruženju.
LL@(1606) Sources of data can be: internal operational loss data and exposures, collected from and within the institution; educational opinions (e.g. management scenarios or self-assessments); key risk drivers/indicators for each risk type in order to signal problem in the earliest stages so that preventive action can be undertaken and; other institutions operational loss data ( i.e. external data can be used as a proxy for the institution that is being analyzed). => Izvori podataka su različiti: interni podaci o operativnim gubicima i rizičnosti, koji se dobijaju od jedne institucije i u okviru same institucije; stručna mišljenja (na primer, scenariji menadžmenta ili samo-ocenjivanje); ključni zamajci/pokazatelji rizika za svaki tip rizika da bi se skrenula pažnja na problem još u najranijoj fazi, tako da se mogu preduzeti neki preventivni koraci; podaci o operativnim gubicima drugih institu cija (na primer, eksterni podaci mogu se uzeti kao kontrolni u slučaju institucije koja se analizira).
LL@(1607) Integration of data (objective and subjective) provides details of events and risk indicators for model calibration, a predictive look at new initiatives, and a retrospective picture of the historical patterns of risk in the business processes. ~~~ 5.1. => Objedinjavanjem podataka (objektivnim i subjektivnim) dobijaju se informacije o situacijama i pokazatelji rizika koji se koriste u kalibraciji modela, predviđanju novih inicijativa i stvaranju retrospektivne slike strukture rizika u poslovnim procesima iz prošlog perioda. 5.
LL@(1608) The internal operational risk database The development of a model for measuring operational risk begins by building an internal database. => Interna baza podataka za operativni rizik Razvijanje modela za merenje operativnog rizika počinje izradom interne baze podataka.
LL@(1609) Events therein should carry their losses or potential losses, the business activity giving the losses, and other risk indicators. => Događaji u njoj treba da ukažu na gubitke i potencijalne gubitke koje mogu da proizvedu, na poslovnu aktivnost koja dovodi do gubitaka i na druge pokazatelje.
LL@(1610) The creation and management of the database is important to understand the business environment. => Stvaranje i upravljanje bazom podataka je značajno da bi se razumelo poslovno okruženje.
LL@(1611) The aiming target should be a comprehensive database that provides reliable information on significant losses, e.g., losses above a certain threshold. => Cilj treba da bude jedna sveobuhvatna baza podataka koja će pružiti pouzdane informacije o značajnim gubicima, na primer, gubicima koji prelaze određeni prag.
LL@(1612) Major financial institutions have started putting in place a process for ongoing tracking and monitoring of operational risk losses, to facilitate the effective measurement and management of operational risk. => Glavne finansijske institucije su počele da primenjuju proces stalnog praćenja i kontrole gubitaka iz operativnog rizika, da bi olakšale efektivno merenje u upravljanje operativnim rizikom.
LL@(1613) Data should be reviewed for accuracy and completeness thoroughly, i.e., being of high-quality. => Tačnost i sveobuhvatnost podataka treba pomno proveriti; to treba da budu visoko-kvalitetni podaci.
LL@(1614) The database should include only those losses that have impacted the institution and not losses that have been realized by individuals or shareholders, since this information cannot reliably be used for modeling purposes. => Baza podataka treba da sadrži samo one gubitke koji su uticali na instituciju, ne i one koje su ostvarili pojedinci ili akcionari, pošto se takve informacije ne mogu upotrebiti za razvijanje pouzdanih modela.
LL@(1615) There are several technical issues that managers face when it comes down to designing an internal operational risk database. => Postoji nekoliko tehničkih problema na koje menadžeri nailaze kada prave internu bazu podataka za operativne rizike.
LL@(1616) The first issue refers to kind of data to be collected and the reason for the data collection, regarding losses, exposures, key risk drivers/indicators, and management control information. => Prvi se odnosi na vrstu podataka koje treba prikupiti i na razloge za prikupljanje podataka, u odnosu na gubitke, rizičnost poslovanja, ključne zamajce/pokazatelje rizika i informacije za kontrolu upravljanja.
LL@(1617) The second issue refers to the definition of the optimal database structure. => Drugi se tiče definisanja optimalne strukture baze podataka.
LL@(1618) Third issue is the treatment of so-called near misses data, i.e. the mistakes that almost cost the bank but which are sorted out just in time. => Treći se odnosi na rukovanje tzv. podacima o promašajima koji su jedva izbegnuti, t.j., o greškama koje umalo nisu mnogo koštake banku ali koje su ispravljene u poslednjem trenutku.
LL@(1619) There are many other technical issues, regarding: losses and key risk drivers/indicators data module design and implementation, database features and specifications, security and user authorization issues, hardware and software requirements, integration with the banks internal systems, e.g. accounting system, etc. => Ima još mnogo drugih tehničkih problema, kao što su: izrada i primena modula podataka o gubicima i ključnim zamajcima/pokazateljima izloženosti riziku, osobine i specifičnosti baza podataka, pitanja bezbednosti i ovlašćenja za pristup korisnika, zahtevi hardvera i softvera, integrisanje sa internim sistemima banke, na primer, sa računovodstvenim sistemom, itd.
LL@(1620) The granularity of loss and risk data records by the different line of business is another important issue. => Granularnost gubitaka i vođenje podataka o riziku po različitim poslovnim granama takođe je važno pitanje.
LL@(1621) If banks record their internal losses in very general categories, and do not associate losses with enough contextual information, it may be impossible later to drill down into the data looking for finer gradations of risk or it may be very hard to reclassify the database according to an agreed industry or regulatory standard. => Ako banke vode podatke o internim gubicima u vrlo opštim kategorijama i ako ne povezuju podatke sa dovoljnim brojem kontekstualnih informacija, kasnije možda neće moći da da prodru do tih podataka kada im je potrebna finija gradacija rizika ili će im biti veoma teško da preklasifikuju bazu podataka u skladu sa određenom industrijskom granom ili regulatornim standardom.
LL@(1622) Operational risk teams should identify the sources of data and how to obtain it, ensuring it is all captured and reported to a central database. => Timovi koji se bave operativnim rizikom treba da identifikuju izvore podataka i načine kako da dođu do njih, i da se postaraju da svi podaci budu na broju i preneti u bazu podataka.
LL@(1623) Open issues type of events should not be included in the database but should be made available upon request. => Situacije kao što su otvorena pitanja ne treba unositi u bazu podataka, ali trebalo bi da ostanu dostupni za slučaj da se za njima ukaže potreba.
LL@(1624) However, a certain number of practitioners argue that the main barriers to data collection are not technical and methodological, but rather the economic and cultural ones. => Ipak, određeni broj praktičara smatra da glavne prepreke prikupljanju podataka nisu tehničke ili metodološke prirode, već ekonomske i kulturološke prirode.
LL@(1625) For example, some managers worry that admitting to mistakes and quantifying total losses will weaken their position. => Na primer, neki menadžeri strepe da bi priznavanje grešaka i kvantifikovanje ukupnih gubitaka oslabilo njihovu poziciju.
LL@(1626) Also, to the collection of key risk indicators, the bank would need to be convinced that there would be considerable benefits. => Takođe, pri prikupljanju ključnih pokazatelja rizika, banke treba uveriti da će od toga imati znatne koristi.
LL@(1627) The decision about whether to gather data comes down to a cost/benefit analysis, just like any other decision. => Odluka o tome da li prikupljati podatke ili ne donosi se na osnovu kost/benefit analize, kao i svaka druga. 5.
LL@(1628) 5.2. ~~~ External data provision and operational risk management Operational risk data is unique in the financial world because operational risk events often occur in private, out of the public eye. => Prikupljanje eksternih podataka i upravljanje operativnim rizikom Podaci o operativnom riziku su jedinstveni u finansijskom svetu zato što se situacije i događaji koji se tiču operativnog rizika dešavaju daleko od očiju javnosti.
LL@(1629) Unlike market and credit risk observations, operational risk observations are not summarized on a Reuters or Bloomberg screen. => Za razliku od praćenja tržišnog ili kreditnog rizika, podatke o operativnom riziku ne objavljuju ni Reuters ni Bloomberg.
LL@(1630) Internal operational loss data is the most relevant information for measuring operational risk, but it is generally insufficient for purposes of modeling operational risk. => Interni podaci o operativnom riziku predstavljaju najrelevantnije podatke za merenje operativnog rizika, ali su obično nedovoljni za modelovanje operativnog rizika.
LL@(1631) More specifically, in order to measure operational VaR one must be able to accurately measure the probability of rare loss events taking place. => Preciznije, da bi se merio operativni rizik VaR, mora se prvo precizno izmeriti verovatnoća da će se desiti neki događaj koji je redak i dovodi do gubitka.
LL@(1632) Rare events, by definition, occur infrequently, so it is unlikely that a single institution will have experienced a sufficiently large number of these events to develop a useful data pool. => Retki događaji po pravilu nisu učestali, tako da postoji mala verovatnoća da jedna institucija proživi dovoljno veliki broj takvih situacija da bi na osnovu njih mogla da razvije korisnu bazu podataka.
LL@(1633) Therefore, based on internal data alone, an institution could find it extremely difficult to estimate the shape of the tail of its loss severity distributions. => Stoga će jednoj instituciji biti veoma teško da na osnovu samo internih podataka proceni oblik i tok krajnjeg ishoda raspodele ozbiljnih gubitaka.
LL@(1634) To address this dilemma, the institution has two options: it can estimate the shape of the tail using expert opinion and scenario analysis (people usually question and dispute those scenarios), or it can use external data. => Institucija onda ima dve opcije da reši ovu dilemu: može da izvrši njenu procenu koristeći stručno mišljenje i analizu scenarija (ljudi obično dovode u pitanje i raspravljaju o ovim scenarijima), ili može da koristi eksterne podatke.
LL@(1635) Banks cannot develop their operational risk strategy in isolation. => Banke ne mogu same, izolovano da razvijaju strategiju operativnog rizika.
LL@(1636) Once a bank has begun to gather a rich set of data on internal losses and key risk indicators, it may decide that it needs to compare this information to the pattern of losses incurred by other banks. => Kad banka počne da prikuplja obiman broj podataka o unutrašnjim gubicima i ključnim pokazateljima izloženosti riziku, može da zaključi da je potrebno da uporedi svoje podatke sa strukturom gubitaka drugih banaka.
LL@(1637) The use of external loss data can also strengthen and extend the knowledge that has been gleaned from internal data gathering. ~~~ With more public understanding of the magnitude and frequency of operational risk events, stakeholders will become less sensitive to these events and not use operational risk losses as a proxy for bad management. => Korišćenjem eksternih podataka o gubicima takođe može da unapredi i proširi znanje koje je stekla uvidom u interne podatke koje je prikupila. [to je javnost svesnija veličine i učestalostidogađaja koji nose operativni rizik, stejkholderi će biti manje osetljivi na te događaje i gubitke izazvane operativnim rizikom neće tumačiti kao loše upravljanje.
LL@(1638) In addition, by sharing data, the possibility of creating efficient operational risk financing and transfer markets, increases dramatically. => Pored toga, kad se razmenjuju podaci, postoji daleko veća mogućnost razvijanja efikasnijeg tržišta finansiranja i transfera operativnog rizika.
LL@(1639) However, there are consistency and technical issues related to the use of external data, which makes the whole problem more challenging. => Ipak, postoje pitanja konzistentnosti i tehnička pitanja koja se odnose na raspolaganje eksternim podacima, što ovaj problem čini interesantnijim.
LL@(1640) Mainly reliability issues of data drawn from so many different institutions of varying sizes with different control structures, different cultures and different countries. => To se prvenstveno odnosi na pouzdanost podataka koji se prikupljaju iz tolikog broja različitih institucija, koje se razlikuju kako po veličini, tako i po strukturi kontrole, a pripadaju različitim kulturama i različitim zemljama.
LL@(1641) This information is also subject to numerous truncations and data capture biases. => Ovi podaci podložni su i skraćivanju ili oni koji ih prikupljaju nisu uvek objektivni.
LL@(1642) A number of problems have not been resolved yet (for example, scalling problem, aggregation problems with the internal data, consistency problem in categorization of event types between different institutions etc.). => Jedan broj problema još uvek nije rešen (na primer, problem skaliranja, agregacije problema sa internim podacima, problem doslednosti u kategorizaciji vrste događaja kada se radi o dve različite institucije, itd.).
LL@(1643) In last few years there are initiatives and efforts to industry-wide database creation, as well as effort in sharing data promotion, which could be beneficial for institutions and which could help them to model operational losses and find risk-transfer solutions. ~~~ 6. => Poslednjih nekoliko godina javljaju se inicijative i napori da se stvori baza podataka za čitavu granu industrije, kao i da se podaci razmenjuju, što može da bude korisno za institucije i što može da im pomogne da načine model operativnih gubitaka i da nađu rešenja za transfer rizika. 6.
LL@(1644) Operational risk Quantification and capotal allocation According to Basel a capital charge for operational risk should cover unexpected losses, so the provisions should cover expected losses 2. => Kvantifikacija operativnog rizika i usmeravanje kapitala Prema Bazelskom sporazumu, troškovi za osiguranje kapitala za operativni rizik trebalo bi da pokriju neočekivane gubitke, a zalihe treba da pokriju očekivane gubitke Š2Ë.
LL@(1645) The measurement of operational risks along the different line of business enables the allocation of risk capital to be determined from historical loss information and/or scenario analysis. => Merenje operativnih rizika u različitim poslovnim linijama omogućava da se rizični kapital usmerava na osnovu informacija o gubicima u prošlom periodu i/ili na osnovu analize scenarija.
LL@(1646) The Accord highlights risky business activities, and help management monitor and manage the risk. => U Sporazumu se ističu rizični poslovni potezi, što može menadžerima da pomogne u praćenju i upravljanju rizikom.
LL@(1647) An operational risk system could take a tool-kit approach, permitting users to select various combinations of quantification approaches 4, depending on their preferences. => Jedan sistem operativnog rizika može da primeni pristup pomoću određenih alata kojim dozvoljava korisnicima da se opredele za različite kombinacije u kvantifikacionom pristupu Š4Ë, prema sopstvenom izboru.
LL@(1648) In future we could expect the more use of curve fitting using maximum likelihood estimators to various types of distributions, Monte Carlo simulations, modeling the benefits of insurance, and methods to consider both internal and external data for calibration. => U budućnosti možemo da očekujemo širu primenu podešavanja krive primenom alata za procenu maksimalne verovatnoće na različite vrste raspodele, na Monte Carlo simulacije, modela koristi od osiguranja i metoda koji u kalibraciji uzimaju u obzir i interne i eksterne podatke.
LL@(1649) The financial services institutions could do this by assuming families of distributions, based on descriptive statistics and empirical evidence on observations of public and non-public loss events. => Finansijske institucije mogu ovo da čine tako što će pretpostaviti postojanje grupe distribucija, zasnovane na deskriptivnoj statistici i empirijskim dokazima dobijenim posmatranjem javnih događaja koji dovode do gubitaka i onih koji nisu javni.
LL@(1650) Families of distributions often suggested: frequency distribution (the chance that a loss event will occur, such as: Poisson, binomial and, negative binomial distribution) and severity distribution (the size of the loss, such as lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mixture, etc.). => Te grupe respodela obično pretpostavljaju: distribuciju frekventnosti (verovatnoća da će doći do situacije koja ima za posledicu gubitke, kao što je Poisson, dvočlan i negativna dvočlana raspodela) i distribuciju po žestini (veličina gubitka, kao što je lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mešavina, itd.).
LL@(1651) Institutions, then, need to estimate the parameters from the available sets of data. => Na osnovu dostupnih skupova podataka institucije onda treba da da izvrše procenu parametara.
LL@(1652) The next step consists of determining whether fitted distributions are representative or not. => U sledećem koraku treba odrediti da li su prilagođene raspodele reprezentativne ili ne.
LL@(1653) The parameters might be selected on the basis of opinion, or by visually inspection, or by applying goodness of fit tests to the existing data (e.g. Chi-square, Kolmogorov-Smirnov and weighted Kolmogorov-Smirnov tests). => Parametri se mogu birati na osnovu ličnog stava ili vizuelnog praćenja, ili primenom testova podesnosti na postojeće podatke (na primer, ki-kvadrat, Kolmogorov-Smirnov i ponderisani KolmogorovSmirnov test).
LL@(1654) However, goodness of fit tests make sense when a moderate amount of data is available. => Ipak, ovi testovi imaju smisla samo kada je dostupan manji obim podataka.
LL@(1655) Therefore, the best fits derived from very limited sample sets may not necessarily reflect that would be expected from the complete distribution (were it available) 3. => Stoga najbolji rezultati podesnosti koji su izvedeni na osnovu veoma ograničenih skupova uzoraka ne moraju obavezno da pokažu šta se može očekivati u slučaju ukupne distribucije (ukoliko bi bila moguća) Š3Ë.
LL@(1656) Once the distributions have been established, an operational Capital-at-Risk (CaR) model can be applied, and CaR results obtained. => Pošto se utvrde distribucije, može se primeniti operativni model kapitala u uslovima rizika (CaR) i onda se dobijaju CaR rezultati.
LL@(1657) The key to stable and robust CaR numbers is to find distributions that best fit the data. => Da bi se dobile stabilne i zdrave cifre za CaR treba naći distribucije koje najbolje odgovaraju podacima.
LL@(1658) For example, using multiple distributions to estimate the distribution of the underlying data means that the CaR results will be more robust, as long as the basis for selecting the curves can be justified. => Na primer, primena multipnih distribucija da bi se procenila raspodela podataka koji su nam na raspolaganju znači da će rezultati CaR biti zdraviji, sve dok je baza za izbor krivih opravdana.
LL@(1659) There are several problems to overcome: sample size (usually limited data sets), fat tails (a relatively high proportion of unusual or catastrophic events), data-capture biases, scale, mixing internal and external data for calibration, truncation, fitting data to the most appropriate frequency and severity distributions, inflation, factoring in insurance, VaR, etc. => Ovde treba naći rešenje za nekoliko problema: veličina uzorka (obično ograničeni skupovi podataka), fat tails (relativno visok broj neuobičajenih ili katastrofičnih događaja), pristrasnost prilikom odabira podataka, skala, mešanje internih i eksternih podataka za kalibraciju, skraćivanje, prilagođavanje podataka raspodelama koje najviše odgovaraju po frekvenciji i žestini, inflacija, faktoring u osiguranju, VaR, itd.
LL@(1660) The relative scarcity of operational risk data means that the risk managers often have to adjust either the data that is available, or the models that they use. => Pošto podaci o operativnom riziku nisu dostupni u velikim količinama, menadžeri koji upravljaju rizikom često moraju da prilagođavaju ili podatke koji su im dostupni ili modele koje koriste.
LL@(1661) There is a series of techniques that can be applied to limited data sets, or that estimate/extrapolate data using limited data samples. => Postoji čitav niz tehnika koje se mogu primeniti na ograničene skupove podataka, ili kojima se procenjuju/ekstrapoliraju podaci primenom ograničenih uzoraka podataka.
LL@(1662) For example resampling with replacement (bootstrapping) allows analysts to create multiple distributions for analysis, all of which are based on empirical data thus eliminating the need to assume any distribution 1. => Na pri mer, primenom preuzorkovanja sa zamenom (bootstrapping) analitičari mogu da kreiraju multipne distribucije za analizu, a sve na osnovu empirijskih podataka, tako da nema potrebe da pretpostavljaju bilo kakvu vrstu raspodele Š1Ë.
LL@(1663) It is critical that attention be paid to how well the distributions employed by the analyst fit the empirical operational risk data. => Veoma je značajno obratiti pažnju na to koliko raspodele koje je primenio analitičar zaista odgovaraju empirijskim podacima o operativnom riziku.
LL@(1664) To combat fitting problems, the severity distribution can be broken up and different distributions can be fitted to different portions of the curve. => Da bi se uspešno izborila sa problemima podešavanja, distribucija po žestini se može razložiti i različite distribucije mogu se priključiti na različite delove krive.
LL@(1665) For example, the risk manager might use an empirical distribution for the bulk, lognormal for the middle, and generalized Pareto for the tail. => Na primer, menadžer koji upravlja rizikom može da primeni jednu empirijsku distribuciju za zbirnu količinu, lognormal za sredinu i Pareto za kraj.
LL@(1666) Currently, most operational risk groups have adopted an actuarial based approach, using either real loss data (when available) or scenario analysis. => U ovom trenutku, većina grupa operativnog rizika prihvatile su aktuarno zasnovan pristup i koriste ili stvarne podatke o gubicima (kada su dostupni) ili analizu scenarija.
LL@(1667) The approach is theoretically valid, for the purposes of quantification of operational risk. => Ovaj pristup je validan u teorijskom smislu, kada je cilj kvantifikacija operativnog rizika.
LL@(1668) The model, e.g., a compound Poisson, derives frequency and severity distributions which drive the cumulative loss distribution (losses due to different risk types) for each line of business (for example, a compound Poisson process with lognormal severity intensity, is commonly used). => Model, na primer složeni Poisson, proizvodi distribucije učestalosti i žestine koje izazivaju raspodelu kumulativnog gubitka (gubici izazvani različitim vrstama rizika) za svaku poslovnu liniju (na primer, uobičajeno se primenjuje složeni Poisson proces sa lognormalnim intenzitetom žestine).
LL@(1669) Monte-Carlo simulation calculates the expected losses and the operational VaR percentiles. => Simulacija Monte-Carlo izračunava očekivane gubitke i operacione VaR procentualnosti.
LL@(1670) A typical time horizon is one year. ~~~ The better the data, the more reliable the resulting VaR figures are. => Tipični vremenski rok je godinu dana. [to su bolji podaci, pouzdanije su dobijene vrednosti za VaR.
LL@(1671) In addition to the actuarial approach for risk quantification, operational risk specialists experiment with Bayesian modeling, extreme value theory and causal modeling 5. => Pored aktuarnog pristupa u kvantifikaciji rizika, stručnjaci za operativni rizik eksperimentišu sa Bayes-ovim modelom, teorijom ekstremnih vrednosti i uzročnim modelima Š5Ë.
LL@(1672) Extreme value theory (EVT) provides a useful framework for the application of parametric smoothing methods to fit the tail of loss distribution beyond a certain level. => Teorija ekstremnih vrednosti (EVT) daje korisne okvire za primenu parametričkih metoda izglađivanja/ispravljanja da bi postavila tail raspodele rizika iznad određenog nivoa.
LL@(1673) The extreme value theory helps the risk manager to estimate the shape of the distribution deep into the tail, where relatively little data are available. => Teorija ekstremnih vrednosti pomaže menadžeru koji upravlja rizikom da proceni oblik raspodele ulazeći duboko u tail, gde je dostupan relativno mali broj podataka.
LL@(1674) Correlations are usually assumed to be perfect across line of business and zero among the risk types per line of business. => Obično se smatra da su korelacije savršene u okviru jednog oblika poslovanja, a da imaju nultu vrednost kod vrsta rizika po poslovne linije.
LL@(1675) However, this is a stylized assumption. => Ipak, ovo je samo jedna stilizovana pretpostavka.
LL@(1676) Copulas is a tool for combining correlated risks, which is getting popularity 3. => Kopule predstavljaju alatku za kombinovanje rizika koji su u korelaciji, a ovaj način stiče sve veću popularnost Š3Ë.
LL@(1677) It can be used in conjunction with Monte Carlo simulations to aggregate correlated losses. => Mogu se koristiti zajedno sa simulacijama Monte Carlo za agregaciju gubitaka u korelaciji.
LL@(1678) Finally, possible correlations between operation risks and market and credit risk should be investigated as well. services institutions serious and careful operational risk consideration, can lead to relief of capital charges and reduced corporate insurance premiums. ~~~ 7. => Na kraju, trebalo bi istražiti i moguće korelacije između operativnih rizika i tržišnog i kreditnog rizika. 7.
LL@(1679) Conclusions Deregulation and globalization of financial services institutions, together with the growing sophistication of financial technology, are making the activities of banks (and thus their risk profiles) more diverse and complex. => Zaključci Deregulacija i globalizacija finansijskih institucija kao i sve usavršenija finansijska tehnologija utiču na to da aktivnosti banaka (i njihovi profili rizika) budu sve diversifikovanije i složenije.
LL@(1680) Developing banking practices at internationally active banks suggest that risks other than credit and market risk can be substantial. => Razvoj bankarskih postupaka u međunarodno aktivnim bankama ukazuje na to da osim tržišnih i kreditnih rizika postoje i drugi ozbiljni rizici.
LL@(1681) Although the operational risk management is still immature, there is a growing industry. => Iako je upravljanje operativnim rizikom još uvek u razvoju, napredak u industriji postoji.
LL@(1682) The Risk Management Group of Basel and other regulatory bodies have been stressing the importance of operational risk in the last few years. => Bazelska Grupa za upravljanje rizikom i druga regulatorna tela u poslednjih nekoliko godina naglašavaju značaj operativnog rizika.
LL@(1683) By creating operational risk awareness, financial services institutions can enhance their ability to achieve their objectives and improve their processes, technology and business practices. => Razvijanjem svesti o operativnom riziku finansijske institucije mogu da pospeše svoje sposobnosti da ostvare ciljeve i poboljšaju svoje procese, tehnologiju i poslovnu praksu.
LL@(1684) Sustainable best practices would lead to reduced losses, higher profitability, improved customer and employee satisfaction. => Najbolja održiva praksa dovela bi do smanjenja gubitaka, do veće profitabilnosti, i većeg zadovoljstva i korisnika i zaposlenih.
LL@(1685) Finally, financial REFERENCES Š1Ë Chorafas, D.N., Operational Risk Control with II Basic Principles and Capital Basel Requirements, Elsevier Butterworth-Heinemann, Oxford, 2004. => Na kraju, ozbiljnim i pažljivim razmatranjem rizika finansijske institucije mogu da pomognu oslobađanju troškova za osiguranje kapitala i smanjenju premija osiguranja.
LL@(1686) Š2Ë Basel Committee on Banking Supervision, International Convergence of Capital Measurement and Capital Standard A revisted framework Comprehensive version, Basel, June 2006, http://www.bis.org Š3Ë Condamin, L., Louisat, J.P., and Naim, P., Risk Quantification Management, Diagnosis and Hedging, Wiley&Sons Ltd, West Sussex, 2006. ~~~ Š4Ë Hussain, A., Managing Operational Risk in Financial Markets, Butterworth-Heinemann, Oxford, 2000. => LITERATURA Š1Ë Chorafas, D.N., Operational Risk Control with Basel II Basic Principles and Capital Requirements, Elsevier Butterworth-Heinemann, Oxford, 2004. Š2Ë Basel Committee on Banking Supervision, International Convergence of Capital Measurement and Capital Standard A revisted framework Comprehensive version, Basel, June 2006, http://www.bis.org Š3Ë Condamin, L., Louisat, J.P., and Naim, P., Risk Quantification Management, Diagnosis and Hedging, Wiley&Sons Ltd, West Sussex, 2006. Š4Ë Hussain, A., Managing Operational Risk in Financial Markets, Butterworth-Heinemann, Oxford, 2000. Š5Ë Todinov, M., Realibility and Risk Models Setting Realiability Requirements, Wiley&Sons Ltd, West Sussex, 2005.
LL@(1687) Š5Ë Todinov, M., Realibility and Risk Models Setting Realiability Requirements, Wiley&Sons Ltd, West Sussex, 2005. => Metapodaci i projektovanje veb stranice za diseminaciju statističkih podataka UDK:
LL@(1688) Metadata and Website Design for Statistical Data Dissemination UDC: 004.738.12:519.22 Miroslav Hudec, Pavol Büchler INFOSTAT, Institute of Informatics and Statistics, Bratislava, Slovakia Dissemination of statistical data targeting to web-based audience is one of inevitable requirements for statistical organisations. => 004.738.12:519.22 Miroslav Hudec, Pavol Büchler INFOSTAT, Institut za informatiku i statistiku, Bratislava, Slovačka Diseminacija statističkih podataka koji se šalju korisnicima veb-sajta predstavlja jedan of neizbežnih zahteva za organizacije koje se bave obradom statističkih podataka.
LL@(1689) This poses a significant challenge to the statistical organisation to provide the suitable web page format, accuracy, timeliness, and reliability of data and especially metadata. => Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za svaki statistički zavod.
LL@(1690) Descriptive metadata are strongly content oriented and their aim is to ensure a correct interpretation of presented data on the website and to avoid the misuse. => Deskriptivni metapodaci su strogo određeni sadržajem i njihova uloga jeste da omoguće tačno tumačenje prikazanih podataka na vebsajtu i spreče njihovu zloupotrebu.
LL@(1691) Metadata assisting the search and navigation give general view of the statistical website and help users to understand the general website structure. => Metapodaci koji se koriste kao pomoć pri pretrazi i navigaciji daju opšti pregled statističke veb stranice i pomažu korisnicima da shvate opštu strukturu veb stranice.
LL@(1692) The form of metadata and data presentation facilitates legibility and apprehensibility of the disseminated data meaning. => Forma metapodataka i prezentacija podataka omogućava bolju čitljivost i razumljivost značenja diseminovanih podataka.
LL@(1693) The aim of this paper is to present experience in the design of websites for statistical purposes with emphasis on metadata, data and the appropriate form of data dissemination related to territorial units. => Naš cilj u ovom radu jeste da predstavimo naše iskustvo u projektovanju veb stranica za potrebe statistike, pri čemu naglasak stavljamo na metapodatke, podatke i na odgovarajući oblik diseminacije podataka u odnosu na teritorijalne jedinice.
LL@(1694) These important factors for website design are analysed, and discussed on examples of following websites: MOŠ/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit for selected Slovak towns and Censuses (Population and housing censuses in Slovakia). => Ove faktore, značajne za projektovanje veb stranice, analizirali smo, diskutovali o njima na primerima sledećih veb stranica: ~~~ MO[/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (odabrani gradovi u Slovačkoj) i Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).
LL@(1695) Each of these projects has its own requirements, goals and user groups as well as common features which are highlighted. => Svaki od ovih projekata ima svoje zahteve, ciljeve i korisničke grupe, kao i zajedničke odlike koje smo naglasili.
LL@(1696) The common features of these websites are researched to obtain as unified presentation of information and navigation structure as possible. => Ispitali smo zajedničke odlike ovih veb stranica da bismo dobili što jedinstveniju prezentaciju informacione i navigacione strukture.
LL@(1697) The purposes and goals of each website are preserved in unchanged form. => Svrha i cilj svake veb stranice sačuvani su u nepromenjenom obliku. 1.
LL@(1698) 1. ~~~ Introduktion Data dissemination is broad area of research and application. => Uvod Diseminacija podataka predstavlja široku oblast istraživanja i primene.
LL@(1699) Dissemination of statistical data targeting web-based audience is one of essential task of statistical organisations. => Diseminacija statističkih podataka za korisnike veb stranica predstavlja jedan od suštinskih zadataka organizacija koje se bave statistikom.
LL@(1700) The statistical websites should present vast variety of collected and analyzed data. => Statističke veb stranice bi trebalo da predstave veliki broj sabranih i analiziranih podataka.
LL@(1701) New developing tools and new knowledge about dissemination offers new possibilities for statistical organisations to create more sophisticated websites with large data sets. => Novi alati koji se razvijaju i nova znanja o diseminaciji pružaju statističkim zavodima nove mogućnosti da kreiraju usavršenije veb stranice koje će sadržati velike skupove podataka.
LL@(1702) This poses a significant challenge to statistical organisations to provide suitable format to the users and also ensure accuracy, timeliness, and reliability of data and especially metadata. => Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za statistički zavod.
LL@(1703) As the way in which websites are designed can either improve or impede users to look up for information on Internet, great attention has to be paid to the website design to facilitate the access to data. => Pošto način na koji je veb sranica projektovana može kako da pomogne, tako i da odmogne korisniku da nađe informaciju na internetu, treba posvetiti veliku pažnju konstrukciji veb stranice da bi se olakšao pristup podacima.
LL@(1704) A website with an easy to use and comprehensible navigation is required. => Potrebna je stranica sa sveobuhvatnom navigacijom koja se lako koristi.
LL@(1705) This paper points out metadata on the one hand in relation with giving context and increasing meaning of presented data and on the other hand in relation with navigation and search on statistical websites. => U ovom radu ističemo, s jedne strane, metapodatke u smislu prikazivanja sadržaja i potpunijeg značenja prezentiranih podataka, a sa druge strane, u vezi sa navigacijom i pretragom na statističkim veb stranicama.
LL@(1706) The purpose of tables and graphs is to show important information effectively. => Tabele i grafikoni treba efektivno da prikažu značajne informacije.
LL@(1707) This paper briefly discusses the appropriate design of websites as well as design of tables and graphs to support better legibility of information presented on these websites. => U ovom radu ukratko se razmatra odgovarajući dizajn veb stranica, ali i dizajn tabela i grafikona, a s ciljem da se obezbedi bolja čitljivost informacija prikazanih na ovim veb stranicama.
LL@(1708) The websites have to satisfy the requirements of users and to attract them to repeatedly visit websites and to apply the content of the website for their needs. => Zadatak veb stranica jeste da odgovore zahtevima korisnika i da ih privuku da im što češće pristupaju i da koriste sadržaj stranice za svoje potrebe.
LL@(1709) The purpose of websites analysed in this paper is to enhance knowledge of home and foreign general and professional public about some statistical information concerning the Slovak Republic. => Svrha veb stranica koje analiziramo u ovom radu jeste da što podrobnije upoznaju domaće i inostrane korisnike, i laike i stručnjake sa nekim statističkim podacima u vezi sa Slovačkom Republikom.
LL@(1710) The theoretical aspects and practical solutions of statistical websites are discussed in this paper. => Predmet razmatranja u ovom radu su teorijski aspekti i praktična rešenja statističkih veb stranica.
LL@(1711) First, common aspects for the website design are mentioned and then these aspects and experiences with the web design are discussed on examples of the MO[/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit and Population and Housing Censuses in Slovakia (Censuses) websites. => Prvo navodimo uobičajene aspekte projektovanja veb stranica, a zatim analiziramo i ove aspekte i naša iskustva sa projektovanjem veb strana na veb stranicama MO[/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (za određene slovačke gradove) i Censuses Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).
LL@(1712) Each of these projects has its own requirements, goals and user groups as well as common design elements which are highlighted. ~~~ 2. => Svaki od ovih projekta imao je svoje sopstvene zahteve, ali je bilo i zajedničkih projektnih rešenja, što smo takođe naglasili. 2.
LL@(1713) Metadata Data are raw representation of facts; the metadata are necessary to supply the context for the data to be usable. => Metapodaci Podaci su sirov prikaz činjenica; metapodaci su neophodni da bi se napravio kontekst u kojem se podaci mogu koristiti.
LL@(1714) IAIDQs definition of data is as follows: Data: (1) Symbols, numbers, or other representation of facts; (2) the raw material from which information is produced when it is put in a context that gives it meaning Š13Ë. Information is data in context. => IAIDQ definiše podatke na sledeći način: ~~~ Podaci: (1) Simboli, brojevi ili neki drugi prikaz činjenica, (2) sirovina iz koje se proizvodi informacija koja, kada se stavi u kontekst, ima konkretno značenje Š13Ë.
LL@(1715) IAIDQs definition of information: Information: (1) Data in context, i.e., the meaning given to data or the interpretation of data based on its context; (2) the finished product as a result of processing, presentation and interpretation of data Š13Ë. Thereby, information is data plus description given by metadata. => Informacija je podatak u kontekstu. ~~~ IAIDQ definiše informaciju na sledeći način: ~~~ Informacija: (1) podaci u kontekstu, t.j., značanje pripisano podacima ili tumačenje podataka na osnovu konteksta, (2) finalni proizvod koji je rezultat obrade, prikaza i tumačenja podataka Š13Ë. ~~~ Stoga se informacije definišu kao podaci plus opis koji pružaju metapodaci.
LL@(1716) They enable better understanding meaning of data (in statistics data are mostly figures). => Oni omogućavaju bolje poimanje značenja podataka (u statistici, podaci su uglavnom brojke).
LL@(1717) Metadata describe who, when, how, where, in which unit… collected data and these metadata are very useful for end users. => Metapodaci opisuju ko, gde, kada, kako, u kojoj jedinici ... sabrani podaci i ovi metapodaci su od velike koristi za krajnje korisnike.
LL@(1718) According to these definitions the following equation is correct: Information = Data + Metadata. => Prema ovim definicijama, možemo izvesti sledeću jednačinu: ~~~ Informacija = Podaci + Metapodaci.
LL@(1719) Data are raw facts. => Podaci su sirove činjenice.
LL@(1720) Information takes into account the context of data. => Informacije uzimaju u obzir kontekst podataka.
LL@(1721) Without any context the figure is just a number, and a number by itself has no meaning associated with it. => Ako nema konteksta, podatak je samo običan broj, a broj sam po sebi ne nosi nikakvo značenje.
LL@(1722) If there is an error in the data value the error can be found and corrected only by means of an adequate context. => Ako postoji greška u vrednosti podataka, ona se može pronači i ispraviti samo ako postoji adekvatan kontekst.
LL@(1723) The essence of metadata is reducing or eliminating the communication barrier between the human and the presentation unit (in this web pages case), so that the data obtained from web pages are in general clear and can facilitate actions based on these data. => Suština metapodataka jeste u tome da smanje ili eliminišu komunikacijsku prepreku između ljudi i jedinice prezentacije (u ovom slučaju veb stranice), tako da podaci koje dobijamo sa veb stranica budu uglavnom jasni i da koraci koji se preduzimaju na osnovu njih budu bolje zasnovani.
LL@(1724) The metadata quality is more important than the data quality. => Kvalitet metapodataka je značajniji nego kvalitet podataka.
LL@(1725) It is absolutely necessary that the description of the data is up-to-date, accurate, accessible, complete, and consistent. => Apsolutno je neophodno da opis podataka bude tačan, ažururan, dostupan, potpun i dosledan.
LL@(1726) Shortly, the metadata have to be of such high quality and so appropriately presented that users can rely on them. => Ukratko, metapodaci moraju da imaju tako visok kvalitet i da budu prikazani na dovoljno odgovarajući način da se korisnici mogu osloniti na njih.
LL@(1727) If any metadata component does not meet users quality expectations, then the user will deem the metadata and data to be unusable. => Ako bilo koji element metapodataka ne zadovolji očekivanja korisnika, korisnik će smatrati da su i podaci i metapodaci beskorisni.
LL@(1728) If an error occurs in data, it can be relatively easily found with the help of reliable metadata and corrected as long as the error in data is not essential. => Ako kod podataka dođe do neke greške, ona se može relativno lako naći pomoću pouzdanih metapodataka i ispraviti, sve dok greška u podacima nije suštinska.
LL@(1729) Metadata mentioned above are descriptive metadata and they are strongly content oriented. => Metapodaci koje smo naveli su deskriptivni metapodaci i strogo su orijentisani na sadržaj.
LL@(1730) Their aim is to ensure a correct interpretation of presented data on the website and to avoid misuse. => Njihov cilj je da ispravno tumače prikazane podatke na veb stranici i da onemoguće njihovu zloupotrebu.
LL@(1731) Metadata assisting search and navigation give general view of the statistical website and help users to understand the general website structure. => Metapodaci koji se koriste u pretrazi i navigaciji pružaju opšti uvid u statističku veb stranicu i pomažu korisnicima da shvate opšti sklop veb stranice.
LL@(1732) Metadata for searching and navigation are also interconnected with descriptive metadata to enable navigation across three-dimensions in this case: indicator, territorial unit and period. => Metapodaci u pretrazi i navigaciji su međusobno povezani sa opisnim metapodacima, tako da omogućavaju navigaciju kroz tri dimenzije, u ovom slučaju: pokazatelj, teritorijalna jedinica i period.
LL@(1733) Such navigation helps users to obtain adequate data more efficiently. => Ovakav način navigacije omogućava korisnicima da dobiju odgovarajuće podatke na efikasniji način.
LL@(1734) The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time. ~~~ 3. => Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima. 3.
LL@(1735) Website design Besides the sufficient amount of the relevant metadata and data, the form of metadata and especially data presentation is very important too. => Dizajn veb stranice Složili smo se da nam je potreban odgovarajući broj relevantnih metapodataka i podataka, ali je značajna i forma i posebno način prezentovanja podataka.
LL@(1736) The intent is to point out the most important data. => Namera je da se istaknu najznačajniji podaci.
LL@(1737) The users preat tentive process is an extremely fast process. => Proces u kojem se korisnik priprena da koristi podatke je izuzetno brz.
LL@(1738) If the designer wants a particular set of objects to be seen as belonging together, then he/she should design them differently from the surrounding information. => Ako projektant želi da određeni skup predmeta izgleda kao da su deo jedne celine, onda on treba da ih projektuje tako da izgledaju kao da su izdvojeni od informacija koje ih okružuju.
LL@(1739) This visual information is moved into the users short-termmemory. => Ove vizuelne informacije prenose se u kratkoročnu memoriju korisnika.
LL@(1740) In this context the most important fact concerning the short-term-memory is that readers of graphs or tables can only hold a few chunks of information at any time. => U ovom kontekstu, najznačajniji podatak koji se odnosi na kratkoročnu memoriju jeste da oni koji čitaju tabele i grafikone mogu da raspolažu samo delićima informacija u određenom trenutku.
LL@(1741) It means that in tables and graphs the relevant legend information should be kept as close as possible to the data and to have adequate supporting information. => To znači da relevantna legenda u tabelama i grafikonima treba da bude u što većem skladu sa podacima i da sadrži odgovarajuće informacije koje sve ovo podržavaju.
LL@(1742) Only well designed tables and graphs are usually stored in the user's long-term-memory. => U dugoročnoj memoriji korisnika opstaju samo dobro projektovane tabele i grafikoni.
LL@(1743) Some tables and graphs from the websites analysed in this paper are shown in this chapter. => Neke tabele i grafikone iz veb stranica koje smo analizirali u ovom radu prikazali smo u ovom poglavlju.
LL@(1744) It is more useful if data are in several smaller tables than in big one. => Korisnije je ako se podaci nalaze u nekoliko manjih tabela nego ako su predstavljeni na jednoj velikoj.
LL@(1745) When such separation is not possible, is better to put data into logical parts in the same table to point out differences and common chunks of data. => Ako takav raspored i prikaz nije moguć, bolje je rasporediti podatke u logičke celine na istoj tabeli, kako bi se uočile razlike i zajedničke količine podataka.
LL@(1746) The numbers have an important story to tell and it is up to us to help them tell it.Š2Ë. => Brojevi mogu da nam kažu nešto veoma važno, ali na nama je da im pomognemo da nam to kažu Š2Ë.
LL@(1747) In this case study three above mentioned websites are considered. => U ovoj studiji slučaja posmatramo tri pomenute veb stranice.
LL@(1748) At the beginning of deeper analyses goals and purposes of each website are mentioned. => Na početku dublje analize navodimo ciljeve i svrhu svake stranice.
LL@(1749) The environment for data is the same for all websites. => Okruženje iz kojeg su podaci prikupljeni isto je za sve veb stranice.
LL@(1750) Data are situated in a cube of three dimensions (axes): territorial units, indicators and periods. => Podaci se nalaze u kocki koja ima tri dimenzije (ose): teritorijalne jedinice, pokazatelji i periodi.
LL@(1751) These dimensions are basis for navigation on web sites to retrieve an appropriate data. => Ove dimenzije predstavljaju osnovu za navigacju na veb stranici kad želimo da nađemo odgovarajući podatak.
LL@(1752) Common design elements are highlighted bellow. => U daljem tekstu navešćemo neke zajedničke elemente projektovanja.
LL@(1753) Statistics about users behaviour shows that: 34% of users selects the search engine, 23% chooses the menu list (the toolbar, tree structure), 10% goes to or looks at key figures and 4% goes to or looks at marketing part of the page (relevant statistical publications for example) and none looks at the institution or of project logo. => Statistika koja se odnodi na ponašanje korisnika pokazuje da: ~~~ 34% korisnika koristi uređaj za pretraživanje, 23% se opredeljuje za meni (tulbar, granasta struktura), 10 % traži ključne brojke, a 4% ide na marketinški deo stranice (na primer, odgovarajuće statističke publikacije), a niko ne pogleda naziv institucile ili logo projekta.
LL@(1754) In above mentioned survey on Statistics Denmark websites log files and Eye tracking method were used. => U gore pomenutom istraživanju statističkih veb stranica Danske korišćeni su metodi dnevničkih zapisa i neposrednog praćenja.
LL@(1755) Eye tracking method uses special designed cameras to catch movement of user eyes during browsing web pages. => Neposredno praćenje koristi podebno opremljene kamere koje snimaju pokrete očiju korisnika dok ovi pregledaju veb stranice.
LL@(1756) Log files were analysed to trace how users attain statistical web pages. => Dnevničke zapise smo analizirali da bismo istražili kao korisnici pristupaju stranicama sa statističkim podacima.
LL@(1757) This data mining shows that users attain a web page by different ways. => Ova potraga za podacima pokazuje da korisnici imaju različite načine da stignu do veb stranice.
LL@(1758) Users mostly come out of the blue. => Korisnici obično pristupe potpuno neočekivano.
LL@(1759) The second way is searching by the search engine, then follow direct links and links from other statistical pages. => Drugi način jeste da se vrši pretraga upotrebom mašine, i da se zatim prate direktni linkovi i linkovi sa drugih statističkih stranica.
LL@(1760) This survey also has shown that Google is the most important searching engine. => U ovom pregledu smo takože pokazali da Google predstavlja najznačajniju mašinu za pretraživanje.
LL@(1761) All of examined parts except the marketing one can be find on MOŠ/MIS webpage shown in Figure 1. => Svi ispitani elementi osim marketinga mogu se naći na stranici MO[/MIS kao na tabeli 1.
LL@(1762) Detailed description of this web page is in the next section. => Detaljni opis ove veb stranice daćemo u narednom poglavlju. 3.
LL@(1763) 3.1 MO[/MIS The purpose of this presentation is to enhance awareness of home and foreign community about basic indicators concerning all Slovak municipalities and whole territorial structure of the Slovak Republic. => MO[/MIS Svrha ove prezentacije jeste da utiče na jačanje svesti domaćeg stanovništva i stranaca o osnovnim pokazateljima koji se odnose na sve slovačke opštine i celo kupnu teritorijalnu strukturi Slovačke Republike.
LL@(1764) The goals are following: to simplify the access to basic data concerning municipalities, to enable the presentation of whole structure of monitored indicators for all periods of their monitoring and to make available the contact for ordering further data. => Ciljevi su sledeći: pojednostaviti pristup osnovnim podacima koji se odnose na opštine, omogućiti prezentovanje celokupne strukture posmatranih pokazatelja za sve periode u kojima su posmatrani i obezbediti kontakte za traženje narednih podataka.
LL@(1765) This website presents data only for the last year approved by the Statistical Office. => Ova veb stranica predstavlja smo podatke za prošlu godinu, a koje je ozvaničio Statistički zavod.
LL@(1766) The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr. => Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br.
LL@(1767) MF/013261/2008-132 on the way of design of information systems and websites for public administration (national regulation). => MF/013261/2008-132 o načinu projektovanja sistema informisanja i veb stranica za potrebe javne uprave (nacionalne odredbe).
LL@(1768) Figure 1: Key figures and navigation to municipalities MO[/MIS The navigation tree of territorial units is in fact metadata describing the whole territorial structure of country and assisting in navigation. => Slika 1: ~~~ Ključne brojke i navigacija za opštine - MO[/MIS Stablo navigacije teritorijalnih jedinica predstavlja u stvari metapodatke koji opisuju ukupnu teritorijalnu strukturu zemlje i pomažu pri navigaciji.
LL@(1769) The territorial units navigation tree has been done according to the Nomenclature des Unités Territoriales Statistiques (NUTS) structure. => Stablo navigacije za teritorijalne jedinice napravljeno je u skladu sa strukturom Nomenclature des Unités Territoriales Statistiques (NUTS).
LL@(1770) The map presents the navigation through the fourth NUTS level. => Mapa predstavlja navigaciju kroz četvrti stepen NUTS.
LL@(1771) Six key figures (data) and list of municipalities are presented for the selected district. => Za određenu oblast predstavljeno je šest ključnih brojki (podataka) i spisak opština.
LL@(1772) There are three ways for reaching municipalities. => Postoje tri načina da se pristupi opštinama.
LL@(1773) First two ways are done by metadata. => Prva dva se oslanjaju na metapodatke.
LL@(1774) The first one is fast selecting the district (NUTS 4) by the aid of the map shown in Figure 1 and choosing the particular municipality from the list of municipalities belonging to the selected district. => Prvi podrazumeva brzo traženje oblasti (NUTS 4) uz pomoć mape prikazane na slici 1 i odabir jedne posebne opštine sa liste opština koje pripadaju odabranoj oblasti.
LL@(1775) The second method consists in navigation across the hierarchical tree from NUTS 1 to NUTS 4 shown on the left side in Figure 1 and 2. => Drugi metod predstavlja navigacju po hijerarhijskom stablu od NUTS 1 do NUTS 4 koja je prikazana na levoj strani na slikama 1 i 2.
LL@(1776) These two navigation methods enable to preview the municipality position in the map and get some statistical key figures for the selected district, region, group of regions and country. => Ova dva metoda navigacije omogućavaju da se unapred vidi pozicija opštine na karti i da se dobiju neke statistički ključne brojke za odabranu oblast, region, grupu regiona i zemlju.
LL@(1777) Finally, the user can attain the requested municipality directly through the search engine. => Konačno, korisnik može da pristupi željenoj opštini direktno pomoću mašine za pretragu.
LL@(1778) In a final step indicators for selected municipality divided into domains are presented in Figure 2. => U poslednjem koraku predstavljeni su pokazatelji za odabranu opštinu podeljeni na oblasti i nalaze se na slici 2.
LL@(1779) Figure 2: Selected domain of indicators and municipality MO[/MIS Figure 2 contains also metadata but the main stress in on data. => Slika 2: ~~~ Odabrani domen pokazatelja i opštine - MO[/MIS Na slici 2 nalaze se i metapodaci, ali je naglasak na podacima.
LL@(1780) Two tables in the middle of page contain rows and fill colours are used here for better information legibility. => Dve tabele na sredini strane imaju kolone, a boje pomažu da informacija bude čitljivija.
LL@(1781) This is an example of how fill colours in alternating rows can be used to aid scanning across rows and point out that the importance is on the row not on the single value. => Ovo je primer kako boja u svakom drugom redu može da se iskoristi za skeniranje redova i da istakne da je značajan čitav red, a ne samo pojedinačna vrednost.
LL@(1782) Properly designed fill colours are for scanning across rows less distracting to the eye than grids. => Prilikom skeniranja, dobro projektovane boje za popunjavanje redova manje štete oku nego rešetke.
LL@(1783) If user wants to know more about an indicator, the tooltip with full methodical notes concerning an indicator appear by pointing on an indicator or on his value. => Ako korisnik želi da sazna nešto više o nekom pokazatelju, pojavi će se strelica sa celokupnim metodološkim beleškama u vezi sa tim pokazateljem ili sa njegovom vrednosšću.
LL@(1784) In the MO[/MIS website the descriptive metadata are used as a navigation tool too. => Na MO[/MIS veb stranici metapodaci se koriste i kao oruđe za navigaciju.
LL@(1785) Users can very easy obtain indicators from all domains by one click. => Korisnici mogu veoma lako da dođu do pokazatelja iz svih domena, samo jednim klikom.
LL@(1786) The user also can very easy obtain the desired district, region and group of region for the analysed municipality. => Korisnik može takođe lako da dobije željenu oblast, region i grupu regiona za opštinu, grupu ili regiju.
LL@(1787) It is very useful that user can by one click on the tree of territorial units obtain a totally different district with its municipalities. => Veoma je korisno to što korisnik jednim klikom na stablu teritorijalnih jedinica može da dobije potpuno različitu oblast sa njenim opštinama.
LL@(1788) The territorial unit tree always shows users position in the whole NUTS structure of the Slovak Republic. => Teritorijalno stablo uvek pokazuje poziciju korisnika u ukupnoj strukturi NUTS Republike Slovačke.
LL@(1789) 3.2 Urban Audit The purpose of the Urban Audit Website is to present all indicators concerning eight selected towns and their subcities in the Slovak Republic in years 2001 and 2004. => 3.2 Pregled u urbanim uslovima Svrha veb stranice Urban Audit jeste da predstavi sve indikatore koji se tiču osam odabranih gradova i i nihovih predgrađa u Republici Slovačkoj 2001 i 2004 godine.
LL@(1790) The website was realised in frame of the European Urban Audit project. => Ove veb stranice realizovane su u okviru Evropskog projekta urbanih pregleda.
LL@(1791) All indicators are same for both years which allow compact presentation of surveys. => 
LL@(1792) The eight selected towns are shown in tree on left side of screen in Figure 3. => Na dijagramu stabla na levoj strani slike na slici 3 prikazano je osam određenih gradova.
LL@(1793) All indicators for selected towns (C city), one level above or districts (L large) and parts of town (S sub-city) are presented. => Predstavljeni su svi pokazatelji za odabrane gradove (C - grad), jedan nivo iznad distrikta (L - prostranost) i delovi grada (S - predgrađe).
LL@(1794) The navigation structure is the same as on the MOŠ/MIS website but only for selected districts, cities and sub-cities participated in this European project. => Struktura navigacije je ista kao i kod MO[/MIS stranice, ali samo za odabrane oblasti, gra dove i predgrađa koji su učestvovali u ovom Evropskom projektu.
LL@(1795) The user can obtain data for all supported territories by its selection from the tree. => Korisnik može da dobije podatke sa svih umreženih teritorija tako što ih bira sa tog stabla.
LL@(1796) Here are significantly more indicators (338) in comparison with the MO[/MIS, where are presented 140 indicators. => Postoji značajno veći broj pokazatelja (338) u poređenju sa MO[/MIS, gde je prikazano 140 indikatora.
LL@(1797) Indicators are divided into domains and sub-domains, which are accessible via the drop-down menu. => Pokazatelji su podeljeni u domene i sub-domene kojima se može pristupiti pomoću padajućeg menija.
LL@(1798) After clicking on a subdomain, user can see all indicators and their values. => Kad klikne na sub-domen, korisnik može da vidi sve pokazatelje i njihove vrednosti.
LL@(1799) The table is of the same type as in Figure 2 but with a larger number of rows and also fill colours are here used for better legibility. => Tabela izgleda isto kao na slici 2, ali ima veći broj redova, a boje se takođe koriste zbog bolje čitljivosti.
LL@(1800) In this website fill colours in alternating rows are more accentuated than the previous one because there are significantly more rows in each table. => Na ovoj veb stranici, boje u svakom drugom redu naglašenije su nego prethodne zato što ima značajno više redova na svakoj tabeli.
LL@(1801) The UrbanAudit website is similar to the MOŠ/MIS website and also meets the W3C standards and the mentioned national regulation. => Veb stranica pregleda grada (Urban Audit) slična je veb stanici MO[/MIS i zadovoljava W3C standarde i pomenute nacionalne propise.
LL@(1802) When users become familiar with one of these websites they will be able to use easily the other one. => Kada se korisnici dobro upoznaju sa jednom od ovih veb stranica lako će moći da koriste drugu.
LL@(1803) Figure 3: Selected sub-domain of indicators for selected city Urban Audit 3.3. => Slika 3:
LL@(1804) Censuses The purpose of this project is to enhance the knowledge of domestic and foreign general audience and professionals about population and housing censuses realised in the area of Slovakia during almost one century. => Odabrani sub-domen pokazatelja za odabrani grad - pregled urbane oblasti 3.3 Censuses Cilj ovoga projekta jeste da što potpunije obavesti i domaću i stranu publiku i stručnjake o popisu stanovništva i stambenog prostora sprovedenog u Slovačkoj tokom skoro celog veka.
LL@(1805) The population and housing censuses, give a complex picture of demography and social and economic characteristics of a country. => Popisi stanovništva i stambenog prostora pružaju složenu sliku demografije i društvenih i privrednih osobenosti jedne zemlje.
LL@(1806) The census data are very specific and it is impossible to replace them by data from other types of surveys. => Podaci iz popisa su veoma specifični i nije ih moguće zameniti podacima iz nekih drugih istraživanja.
LL@(1807) The objectives of this project partially differ from the objectives of other two projects mentioned above. => Ciljevi ovoga projekta se delimično razlikuju od ciljeva druga dva projekta koja smo pomenuli.
LL@(1808) This presentation offers detailed results and other related basic information concerning population and housing censuses realised in Slovakia in years 1921, 1930, 1950, 1961, 1970, 1980, 1991 and 2001. => Ova prezentacija prikazuje detaljne rezultate i druge osnovne informacije koje se odnose na popis stanovništva i stambenog prostora u Slovačkoj 1921., 1930., 1950, 1961., 1970., 1980, 1991. i 2001. godine.
LL@(1809) The user obtains the results in one place, in the unified form and in various representation modes like tables, diagrams, maps and their combinations. => Korisnik dobija rezultate na jednom mestu, u jedinstvenoj formi i u različitim modelima predstavljanja, kao što su tabele, dijagrami, mape i njihove kombinacije.
LL@(1810) Detailed results of each census are in separated web pages because territorial unit structure was changed in the time between every two censuses and the structure of indicators was designed for each census according to actual requirements. => Detaljni prikaz rezultata za svaki popis nalazi se na posebnim veb stranicama, zato što se struktura teritorijalnih jedinica menjala između svaka dva popisa, a struktura pokazatelja stvarana je za svaki popis posebno, u skladu sa stvarnim potrebama.
LL@(1811) This presentation also provides the possibility to compare common selected indicators in their historical context. => Ova prezentacija omogućava i da se porede uobičajeni izabrani pokazatelji u svom istorijskom kontekstu.
LL@(1812) The de sign allows an easy and trouble-free future expansion of this website. => Ovakav dizajn omogućava da se veb stranica lako i bez problema širi u budućnosti.
LL@(1813) More about this project is in Š4Ë. => Više o ovom projektu saznaćete u Š4Ë.
LL@(1814) The data from the last three censuses (1980, 1991 and 2001) were computer processed already in the census time. => Podaci iz poslednja tri popisa (1980., 1991. i 2001.) obrađeni su kompjuterski već tokom samog popisa.
LL@(1815) The creation of the three - dimensional data structure (time, territory and indicator), the conversion to the unified data format and the storage of data into the common database were accomplished in first project realisation steps. => Projekcija trodimenzionalne strukture podataka (vreme, teritorija i pokazatelj), konverzija u format jedinstvenih podataka i skladištenje podataka u zajedničku bazu podataka završeni su u prvim koracima realizacije projekta.
LL@(1816) In the case of older censuses (19211971) the selected paper documents were used as data sources. => U slučaju starijih popisa (1921 - 1971), kao izvor podataka korišćeni su odabrani dokumenti.
LL@(1817) They were digitised and transformed into HTML format. => 
LL@(1818) The territorial navigation for the three latest censuses is realised via the hierarchical tree of territorial units actual for each census. => Teritorijalna navigacija u tri poslednja popisa sprovedena je uz pomoć hijerarskijskog stabla teritorijalnih jedinica za svaki popis.
LL@(1819) Figure 4 depicts the hierarchical navigation tree of territories, list of available tables and the selected table for the 1991 census. => Slika 4 opisuje stablo hijerarhijske navigacije za terirorije, listu dostupnih tabela i odabranu tabelu sa popisa 1991.
LL@(1820) Territorial unit navigation tree is the administration division of the Slovak Republic effective during the 1991Census. => Navigaciono stablo teritorijalnih jedinica predstavlja administrativnu podelu Slovačke koja je bila na snazi tokom popisa 1991.
LL@(1821) The difference to the MOŠ/MIS website is in the territorial unit navigation tree as the administration division of the Slovak Republic changed between years 1991 and 2001. => Razlika u odnosu na MO[/MIS veb stranicu nalazi se u navigacionom stablu teritorijalne jedinice pošto se administrativna podela Republike Slovačke menjala između 1991. i 2001. godine.
LL@(1822) The focus in this table is on individual values in cells, so the grids are used. => U ovoj tabeli obratićemo pažnju na pojedinačne vrednosti u rubrikama, stoga smo upotrebili mrežni prikaz.
LL@(1823) This table is bidirectionally structured with two sets of subdivisions of categories. => Ova tabela je dvosmerno struktuirana, sa dva seta sub-podele kategorija. ~~~ Slika 4:
LL@(1824) Figure 4: The territory navigation tree, list of tables and the selected table of results 1991 census This table presents quantitative values in intersection of one regular and one hierarchical subdivision of categories and shows their relation to both subdivisions of categories. => Navigaciono stablo za teritoriju, lista tabela i izabrana tabela rezultata - popis 1991. godine Ova tabela predstavlja kvantitativne vrednosti u preseku jedne regularne i jedne hijerarhijske sub-podele kategorija i pokazuje njihov odnos prema obema subpodelama kategorija.
LL@(1825) When tables are long or total values are more important than the detailed ones, total values are placed at the top of a table so the user can read total values without moving the vertical bar on the screen. => Kada su tabele duge ili kada su ukupne vrednosti značajnije nego pojedinačne, ukupne vrednosti se postavljaju na vrh tabele, tako da korisnik može da pročita ukupne vrednosti a da ne pomera vertikalni bar na ekranu.
LL@(1826) Besides the data from individual censuses, the presentation offers time series of selected indicators in numer ical and diagram form. => Pored podataka iz pojedinačnih popisa, prezentacija nudi vremenski niz odabranih pokazatelja u numerič kom i u obliku dijagrama.
LL@(1827) Some series start as early as in 1848. => Neki nizovi počeli su još 1848. godine.
LL@(1828) An example of time series is shown the Figure 5 depicting the population development in years 1848 2001 in the area of Slovakia. => Jedan primer vremenskog niza prikazan je na slici 5 koja opisuje rast stanovništva u godinama 1848 - 2001 i opisuje razvoj stanovništva u Slovačkoj u periodu 1848 - 2001.
LL@(1829) The population is presented in the bar graph. => Stanovništvo je predstavljeno stubičastim grafikonom.
LL@(1830) Grid lines are used to make easier to perceive differences in the lengths of bars. => Linije na rešetki služe za to da se lakše prevaziđu razlike u dužini stubića.
LL@(1831) The Y-axis starts at zero value, what means that bar length expresses nominal values. => Osa Y počinje od nulte vrednosti, što znači da dužina stuba izražava nominalne vrednosti.
LL@(1832) Figure 5: Population development in years 1848 2001 4. => Slika 5: ~~~ Rast stanovništva od 1848 - 2001 4.
LL@(1833) Conclusion The MOŠ/MIS and the Urban Audit websites were already finished and only maintenance of web pages is assumed. => Zaključak Veb stranice MO[/MIS i Pregled gradskih zona (Urban Audit) već su završene i potrebno ih je samo održavati.
LL@(1834) Both websites are placed on the website of the Statistical Office of the Slovak Republic. => Obe su postavljene na vebsajt Statističkog zavoda Republike Slovačke.
LL@(1835) The MOŠ/MIS website is one of the most visited websites on the Statistical Office web, what proves that the MOŠ/MIS website is a useful source of the statistical information concerning territorial units of the Slovak Republic. => MO[/MIS veb stranica jedna je od najposećenijih stranica na mreži Statističkog zavoda, što dokazuje da predstavlja koristan izvor statističkih informacija u vezi sa teritorijalnim jedinicama Republike Slovačke. [to se tiče veb stranica Cen suses, završena je prva verzija i postavljena na INFOSTAT mrežu.
LL@(1836) As for the Censuses website, its first version is finished and placed on the INFOSTAT website. => Promene na Censuses moguće su ukoliko ima zahteva za tim.
LL@(1837) In response to the requests, changes in the Censuses website could be realised. ~~~ For example the enlargement of the amount of presented data can be done by expanding the territorial units to the municipality level, adding detailed bibliographical part for individual censuses, expanding the length and number of time series, transforming static presentation system from older censuses (censuses till 1970) into dynamic form, adding the search engine working across the website, retrieving and presenting data from censuses older than 1921 census. => Na primer, može se povećati količina podataka tako što bi se teritorijalne jedinice proširile do nivoa opština i dodali bibliografski podaci za svaki pojedinačni popis, što bi se povećala dužina i broj vremenskih nizova, što bi sistem statičke prezentacije za starije popise (popise do 1970. godine) dobio dinamički oblik, što bi se dodala mašina za pretragu koja bi pretraživala celu stranu, povlačili i prezentova li i podaci iz perioda pre popisa 1921. godine.
LL@(1838) The presentation should also fully meet the W3C standards and the above mentioned national regulation. => Prezentacija bi takođe trebalo da u potpunosti zadovolji standarde W3C i gore pomenute nacionalne propise.
LL@(1839) These three projects have specific and common points. => Ova tri projekta imaju i različitosti i zajedničkih tačaka.
LL@(1840) The common points are analysed to obtain as unified presentation form and navigation as possible. => Zajedničke tačke smo analizirali da bismo dobili što jedinstveniji oblik prezentacije i navigacije.
LL@(1841) The common points are analysed with regards to fuse descrip Management of Statistical Information Systems (MSIS), Geneva, 2007. => 
LL@(1842) Š5Ë Hudec M., Web aplikacije za prezentovanje sta tističkih podataka, Symorg, Zlatibor, 2006. => 
LL@(1843) Š6Ë Ivory M., Megraw R., Evolution of Web Site Design Patterns, ACM, Transactions on Information systems, V. 23, N0. => 
LL@(1844) 4/2005 (463-497), New York, 2005. => 
LL@(1845) Š7Ë Inmon W., ONeil B., Fryman L., Business Metadata - Capturing Enterprise Knowledge, Morgan Kaufmann Publishers, 2007. => 
LL@(1846) Š8Ë Nordbotten S., Metadata about editing and accuracy for end-users, Statistical data editing - inpact on data quality, Volume 3 (186-194), United Nations Statistical Commission and Economic Commission for Europe, United Nations, New York and Geneva, 2006. => 
LL@(1847) Š9Ë Schrey E., Web-based data dissemination services of the statistical information system Genesis, Joint UNECE/Eurostat/OECD Meeting the Management of Statistical Information Systems (MSIS), Geneva, 2004. on Š10Ë United Nations Statistical Commission and Economic Commission for Europe, Guidelines for internet, Conference of European statisticians, Geneva, 2000. statistical metadata on the Š11Ë United Nations Statistical Commission and Economic Commission for Europe, Best practices in designing websites for dissemination of statistics, Conference of European statisticians, Geneva, 2001. => 
LL@(1848) Š12Ë Ward D., Draft metadata content standards for statistical metadata on the internet, Joint UNECE/Eurostat/OECD work session on statistical metadata (METIS), Geneva, 2004. => 
LL@(1849) Š13Ë http://www.iaidq.org/main/glossary.shtml, accessed on February, 2008. tive metadata with metadata for search and navigation into appropriate website design. => Zajedničke tačke smo analizirali i da bismo mogli da spojimo opisne metapodatke sa metapodacima za pretragu i navigaciju u odgovarajući dizajn veb stranice.
LL@(1850) These websites are running at different web servers (Apache and MS IIS), web pages (jsp, aspx and html) and database management systems (Oracle, SQL Server). => Ove veb stranice stoje na različitim serverima (Apache i MS IIS), veb stranama (jsp, aspx, i html) i sistemima upravljanja bazama podataka (Oracle, SQL Server).
LL@(1851) The particular solution depends on the hardware and software infrastructure of the respective web server manager - the Statistical Office of the Slovak Republic or INFOSTAT, where the websites are operated. => Određena rešenja zavise od hardverske i softverske infrastrukture odgovarajuće organizacije koja upravlja veb serverom - Statističkog zavoda Republike Slovačke ili INFOSTATa, na kojima se veb stranice nalaze.
LL@(1852) For end users it is not important because the layout and navigation system of these websites is as unified as possible and the purpose and goals of the each project remain in unchanged form. => Za krajnjeg korisnika ovo nije značajno, pošto su izgled i sistem navigacije ovih veb stranica projektovani da budu što istovetniji, a svrha i ciljevi i jednog i drugog projekta ostaju u neizmenjenom obliku.
LL@(1853) Projects mentioned above result in better information of home and foreign community. => Gore pomenuti projekti doprineli su boljem informisanju i domaćih i stranih korisnika.
LL@(1854) Relevant websites enable easier accessing the vide variety of statistic indicators describing different territorial levels and time periods. => Odgovarajuće veb strane omogućavaju lakši pristup širokom spektru statističkih informacija koje opisuju različite teritorijalne nivoe i vremenske periode.
LL@(1855) The MOŠ/MIS presents on his website only current data and information. => MO[/MIS na svojim stranicama predstavlja samo aktuelne podatke i informacije.
LL@(1856) The Urban Audit website presents data for both surveys. => Urban Audit predstavlja podatke i za jednu i za drugu pretragu.
LL@(1857) The Censuses website presents data and information from almost one century period starting with the 1921 and ending with the 2001 census. => Censuses veb stranica prikazuje podatke i informacije za period od skoro jednog veka, počevši od popisa 1921. godine i završavajući sa popisom iz 2001. godine.
LL@(1858) REFERENCES Š1Ë Doucek P., Metainformační systémy a jejich úloha v rozhodovacím procesu, Statistika N0. => 
LL@(1859) 4/2005 (344-352), ČSU, Praha, 2005. ~~~ Š2Ë Few S, Show me the numbers Design tables and graphs to enlighten, Analytic Press, Oakland, 2004. ~~~ Š3Ë Hudec M., Practical experience towards designing websites for presentation of statistical data, Joint UNECE/Eurostat/OECD Meeting the Management of Statistical Information Systems (MSIS), Sofia, 2006. on Š4Ë Hudec M., Büchler P., Presentation of population and housing censuses in Slovakia on the website, Joint UNECE/Eurostat/OECD Meeting on the Advantages and Ddisadvantages of Project Financing UDC: 005.8 Slađana Benković1, Miloš Milosavljević1 1Fakultet of Organizational Sciences, Belgrade The initial decisions on the project involves many issues of great importance. => LITERATURA Š5.Ë Doucek P., Metainformační systémy a jejich úloha v rozhodovacím procesu, Statistika N0. 4/2005 (344-352), ČSU, Praha,2005. Š6.Ë Few S, Show me the numbers - Design tables and graphs to enlighten, Analytic Press, Oakland, 2004. Š7.Ë Hudec M., Practical experience towards designing websites for presentation of statistical data, Joint UNECE/Eurostat/OECD Meeting on the Management of Statistical Information Systems (MSIS), Sofia, 2006. Š8.Ë Hudec M., Büchler P., Presentation of population and housing censuses in Slovakia on the website, Joint UNECE/Eurostat/OECD Meeting on the Management of Statistical Information Systems (MSIS), Geneva, 2007. Š9.Ë Hudec M., Web aplikacije za prezentovanje stati stičkih podataka, Symorg, Zlatibor, 2006. Š10.Ë Ivory M., Megraw R., Evolution of Web Site Design Patterns, ACM, Transactions on Information systems, V. 23, N0. 4/2005 (463-497), New York, 2005. Š11.Ë Inmon W., ONeil B., Fryman L., Business Metadata - Capturing Enterprise Knowledge, Morgan Kaufmann Publishers, 2007. Š12.Ë Nordbotten S., Metadata about editing and accuracy for end-users, Statistical data editing impact on data quality, Volume 3 (186-194), United Nations Statistical Commission and Economic Commission for Europe, United Nations, New York and Geneva, 2006. Š13.Ë Schrey E., Web-based data dissemination services of the statistical information system Genesis, Joint UNECE/Eurostat/OECD Meeting on the Management of Statistical Information Systems (MSIS), Geneva, 2004. Š14.Ë United Nations Statistical Commission and Economic Commission for Europe, Guidelines for statistical metadata on the Internet, Conference of European statisticians, Geneva, 2000. Š15.Ë United Nations Statistical Commission and Economic Commission for Europe, Best practices in designing websites for dissemination of statistics, Conference of European Statisticians, Geneva, 2001. Š16.Ë Ward D., Draft metadata content standards for statistical metadata on the internet, Joint UNECE/Eurostat/OECD work session on statistical metadata (METIS), Geneva, 2004. Š17.Ë http://www.iaidq.org/main/glossary.shtml, acces sed on February, 2008. ~~~ Prednosti i nedostaci projektnog finansiranja UDK: ~~~ 005.8 Slađana Benković1, Miloš Milosavljević1 1Fakultet organizacionih nauka u Beogradu Odluka da se krene sa nekim projektom uključuje brojna pitanja koja su od velike važnosti.
LL@(1860) The decision complexity derived from the fact that compound and financially demanding projects are acceptable only if expected social and economic benefits are more influential then costs associated with the project operationalization. => Kompleksnost odluke proizilazi iz činjenice da su složeni i finansijski zahtevni projekti jedino prihvatljivi ukoliko se očekivane socijalne i društvene koristi značajnije od troškova koji prate njihovu realizaciju.
LL@(1861) According to the previous, project financing comes up as a potentially useful method that governments use for development promoting of the most important resources, or better still, for establishing new independent facilities at the places of major importance. => Shodno tome, projektno finansiranje pruža potencijalno koristan način po kome država može promovisati razvoj svojih najvrednih resursa ili uspostaviti nezavisno proizvodno postrojenje, upravo tamo gde je ono i najpotrebnije.
LL@(1862) This paper presents advantages and disadvantages of project financing, as one of the financing models, as well as circumstances in which it can be meaningful for investors. => Ovim radom predstavljene su prednosti i nedostaci projektnog finansiranja kao jednog od mogućih modaliteta finansiranja, ali su prikazane i okolnosti kada projektno finansiranje može biti od značaja investitorima.
LL@(1863) The paper particularly points out the fact that project financing is a kind of financing model that strives to satisfy all contract parts, taking into account their mutual interests and a return on joint investments as well. ~~~ 1. => Posebno je ukazano na činjenicu da ovaj model finansiranja nastoji zadovoljiti sve ugovorne strane, uzimajući u obzir njihov zajednički interes, ali i prinos koji ovaj modalitet finansiranja može da donese. 1.
LL@(1864) Introduction Project financing is a financing model which is becoming increasingly important and attractive, due to the scope and the complexity of the projects that can be funded in this way. => Uvod Projektno finansiranje je modalitet finansiranja koji posebno dobija na značaju i atraktivnosti, usled veličine i kompleksnosti projekata koji se mogu finansirati na ovaj način.
LL@(1865) It is a very useful and attractive technique used in a large number of industries worldwide. => Ono predstavlja jako atraktivnu i korisnu tehniku koja se koristi u celom svetu među različitim granama industrije.
LL@(1866) Project financing is a model long implemented in the developed countries and is used to maximize the results within the financial means available. => Projektno finansiranje je model koji je odavno u primeni u razvijenim zemljama i koristi se radi maksimizacije rezultata u okviru raspoloživih finansijskih sredstava.
LL@(1867) In the developing countries, this method of financing infrastructure facilities is by all means present in a broadest sense, however, it is expected to yet gain popularity and importance, since, as a rule, the developing countries do not command enough financial resources to start largescope projects, nor to complete them in a proper way. => U zemljama u razvoju ovaj način finansiranja infrastrukturnih projekata je svakako prisutan u najširem smislu te reči, ali očekuje se da tek dobije na svom značaju, budući da zemlje u razvoju po pravilu ne raspolažu sa dovoljno finansijskih sredstava da bi pokrenule velike projekte, odnosno da bi ih komplementirale na pravi način.
LL@(1868) Project financing is defined as financing a certain project, most often an infrastructure or a financial one, where the lenders rely on cash flow and project returns as monetary sources to pay the invested funds back. => Projektno finansiranje se definiše kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.
LL@(1869) Basically, this means that the investor has an insight into the monetary flows, and that the profit earned is the only way to pay the debts off, i.e., that the project assets are to ensure the financing of the project itself Š4Ë, therefore it is the only gurantee that the project will be completed. => To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da aktiva projekta treba da osigura finansiranje samog projekta Š4Ë, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.
LL@(1870) The driving force of the project financing include its sponsors and investors. => Pokretačku snagu projektnog finansiranja čine njegovi sponzori i investitori.
LL@(1871) The project sponsor is the party behind the project and serves as its motive power, most frequently the Government of a country, an autonomous entity of an industry sector, or a consortium, a future buyer of the project products or services. => Sponzor projekta je strana koja stoji iza projekta i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.
LL@(1872) The project financiers/promoters are mainly financial institutions, such as: international organizations for development financing, banks, investment trusts, equipment manufacturers, construction companies, future buyers, etc. => Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, bu dući kupci i sl.
LL@(1873) Š1Ë A project may have one or more sponsors who promote the project idea and motivate all the participants in its execution. => Š1Ë Projekat može imati jednog ili više sponzora koji potenciraju ideju o projektu i motivišu sve učesnike u njegovoj realizaciji.
LL@(1874) The governments of the countries worldwide hailed the appropriation of funds of individual investors in the fields of infrastructure and services in a broad range of industrial activities, among them power supply, transport, irrigation and soil improvement, telecommunications, petroleum and gas, mineral resources exploitation, schools and hospitals. => Vlade država širom sveta su pokazale inicijativu za angažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, ekploatacije ruda i minerala, škola i bolnica.
LL@(1875) Such a manner of funding means improvement of a large number of public works and services without which the quality of operations and work would be hard to achieve. => Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delovanja i poslovanja.
LL@(1876) The start up of investment cycles in Serbia was additionaly imposed by the analysis of various models of financing of such projects, so the market is being introduced to the advantages and disadvantages these different methods of financing bring. => Pokretanje investicionih ciklusa u Srbiji nametnulo je i razmatranje različitih modela finansiranja takvih projekata, te je izvesna prisutnost upoznavanja tržišta sa prednostima i nedostacima koje različiti vidovi finansiranja donose.
LL@(1877) By the adoption of the Mortgage Act that introduces the notion of the mortgage securing the facility under construction and the new method of receivables classification on the basis of the monetary flow projections (in the past period, such claims were only possible on the basis of the historic financial indicators) provided by the National Benk of Serbia, a legal basis is formed for implementing such a model of financing. => Usvajanjem Zakona o hipoteci, kojim se uvodi pojam hipoteke na objektu u izgradnji i omogućavanjem klasifikacije potraživanja i po osnovu projektovanih novčanih tokova (za razliku od prethodnog perioda, kada je to bilo moguće isključivo na osnovu istorijskih finansijskih pokazatelja) omogućenim od strane Narodne Banke Srbije, stvoreni su zakonski uslovi za primenu ovog modaliteta finansiranja.
LL@(1878) Hence project financing earns a special importance as an infrastructure and capital-intensive projects financing, since in this form it means an improvement in the methodology of project evaluating and financing. ~~~ 2. => U tom smislu projektno finansiranje dobija poseban značaj kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata. 2.
LL@(1879) Project Financing The project financing is a form of contracting that means firm contractual relations between/among the participants, and, as such, can be applied only in the projects that are capable of supporting such a form of firm contract and sustain it on an acceptable cost level. => Projektno finansiranje Projektno finansiranje je takva forma ugovaranja koja podrazumeva čvrste ugovorne odnose među učesnicima, te se shodno tome može primenjivati samo kod onih projekata koji mogu izneti takvu formu čvrstog ugovora i održavati istu na prihvatljivom troškovnom nivou.
LL@(1880) Basically, the project financing requires the presence of a real joint interest among the parties included in the project execution. => Suštinski, projektno finansiranje zahteva postojanje istinske zajednice interesa među stranama uključenim u realizaciju projekta.
LL@(1881) Only when each of the parties is really interested in a successful operalization of the project financing will all the participants do their best to ensure that the project is actually completed. => Tek kada je svakoj strani u interesu da se projektno finansiranje realizuje sa uspehom, tada će se i svi učenici potruditi da se realizacija projekta i desi.
LL@(1882) Simultaneously, project financing requires that the financial engineers should design such a financial framework that would contribute to forming of a set of contracts, which will in turn provide benefits from the contracts to all the parties concerned. => U isto vreme projektno finansiranje zahteva da finansijski inženjeri dizajniraju takvu finansijsku strukturu koja će doprineti formiranju seta ugovora, koji će omogućiti svim stranama korist od dogovora.
LL@(1883) The selection of the project financing model prior to the corporate direct finansing includes the selection of such an organization form that differs from a traditional company in two basic aspects: Š3Ë 1. => Izbor projektnog finansiranja ispred korporativnog direktnog finansiranja uključuje i odabir takve organizacione forme koja se razlikuje od tradicionalne kompanije u dve osnovne stavke: ~~~ Š3Ë 1.
LL@(1884) The project has a limited life cycle, the same as the legal entity that owns it, therefore the identity of the entity is defined by the project. => Projekat ima ograničen rok trajanja, baš kao i pravna jedinica koja ga poseduje, te je shodno tome i identitet te jedinice određen projektom.
LL@(1885) In case of the traditional company, the identity of the organizational unit is not time-limited. ~~~ 2. => U slučaju tradicionalne kompanije identitet organizacione jedinice nije vremenski ograničen. 2.
LL@(1886) The project unit distributes the cash flow directly from the project to the creditors and to the capital investors on the project. => Projektna jedinica distribuira tok gotovine direktno sa projekta ka zajmodavcima i kapitalnim investitorima projekta.
LL@(1887) The traditional companies can hold the resulting free cash flow of profitable projects and reinvest it into other projects, according to the company management preferences. => Tradicionalne kompanije, imaju na raspolaganju mogućnost zadržavanja rezultirajućeg slobodnog toka gotovine profitabilnih projekata i reinvestiranja istog u druge projekte prema preferencijama menadžmenta kompanije.
LL@(1888) The project financing has an opposite approach, therefore the free cash flos goes to the capital investors. => Projektno finansiranje ima suprotan pristup, te shodno tome kapitalni investitori dobijaju slobodan tok gotovine.
LL@(1889) As a result, it is they who make the decision on a further investment of free assets. => Posledično, odluku o daljem investiranju slobodnih novčanih sredstava donose sami.
LL@(1890) The initial and the main characteristic of the the project financing model is the establishment of an entirely new company that is also called the special Purpose Vehicle Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing. => Početna i glavna karakteristika modela projektnog finansiranja jeste formiranje potpuno novog preduzeća koje je projektno finansirano. ~~~ Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno preduzeće čija je namena osnivanja projektno finansiranje.
LL@(1891) This entity (most commonly, the incorporated limited liability company, or limited partnership) is set up for the purpose of accomplishing narrow, specific, temporary goals. => To je telo (najčešće društvo ograničene odgovornosti, odnosno partnerstvo sa ograničenom odgovornošću) formirano sa namenom realizacije uskih, specifičnih ili privremenih ciljeva.
LL@(1892) The primary goal is the isolation from financial risks and bankruptcy, although one of the goals can often be the deduction of tax base and risk. => Primarni cilj je izolacija finansijskog rizika i stečaja, mada se kao cilj često pojavljuje umanjenje poreske osnovice i rizika.
LL@(1893) The project organization is financed by the post-entry funds/property, because of the posibility of disposal on the basis of the standard ownership rights. => U projektnu organizaciju unosi se imovina koja se naknadno knjiži, zarad mogućnosti raspolaganja standardnim pravima vlasništva.
LL@(1894) Such companies are most commonly established for the purpose of executing a concrete project. ~~~ Here, a number of companies join to build a facility, a part of infrastructure, or to develop a technical innovation. => Ovakve kompanije se najčešće osnivaju zbog realizacije nekog konkretnog projekta, pri čemu se za njegovu realizaciju udružuje više preduzeća radi izgradnje nekog objekta, dela infrastrukture, odnosno razvoja tehničke inovacije.
LL@(1895) In case of large projects, the investors insist on forming such a company, where the credis risk is limited to special projects. => Kod velikih projekata investitori uslovljavaju formiranje takve kompanije, pri čemu se kreditni rizik ograničava na specijalne projekte.
LL@(1896) In this sense, there is no threat from other risks from the business activities that the investor (most often a bank) may not be able to get an insight in. => U tom smislu, ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor (najčešće neka banka) ne može sagledati.
LL@(1897) The project organization is owned by one or a number of subjects, whereas in certain cases the law provides that the ownership share be percentual, but is not owned by the subject in whose name it is established, that is, is not owned by the sponsor. ~~~ 3. => Projektna organizacija je u vlasništvu jednog ili više subjekata, dok u određenim slučajevima zakon nalaže da učešće u vlasništvu mora biti i procentualno zadovoljeno, ali nije u vlasništvu onog subjekta u čije se ime osniva, odnosno nije u vlasništvu sponzora. 3.
LL@(1898) Direct and project financing relationship Project financing is most frequently compared to direct (corporate) financing, provided by way of a credit. => Odnos direktnog i projektnog finansiranja Projektno finansiranje se najčešće upoređuje sa direktnim (korporativnim) finansiranjam, obezbeđenim kroz kredit.
LL@(1899) Here the choice of financing modalities is defined by the characteristics of the project under way, the cost of capital, and the risk that the project itself is exposed to. => Pri tome je izbor modaliteta finansiranja definisan karakteristima projekta koji se realizuje, cenom kapitala, kao i rizikom koji prati sam projekat.
LL@(1900) Therefore, it is important to know that, even if the project financing is possible, it does not mean that the project should be realised in that particulat way. => Dakle, važno je znati da ukoliko se projektno finansiranje i može realizovati, to istovremeno ne znači da i projekat treba biti realizovan na ovaj način.
LL@(1901) The advantages and disadvantages of such financing modalities have to be carefully analysed, in order that the decision be made as to which of the above mentioned two modalities will bring more benefits to the project stakeholders, and to the company itself, too. => Prednosti i nedostaci ovih modaliteta finansiranja se moraju pažljivo razmotriti, kako bi se utvrdilo koji modalitet od prethodno pomenuta dva će doneti više koristi akcionarima projekta, ali i samom preduzeću.
LL@(1902) Š3Ë 4. => Š3Ë 4.
LL@(1903) Advantages of project financing of the project The financial evaluation of infrastructure and capitalintensive projects is complex. => Prednosti projektnog finansiranja projekta Finansijsko vrednovanje infrastrukturnih i kapitalno intezivnih projekata je kompleksno.
LL@(1904) The implementation of project financing means the use of a specific technique of risk and uncertainty, which is what makes the design of the Monetary flow report extremely complex. => Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projektovanje Izveštaja o novčanim tokovima izuzetno složenim.
LL@(1905) Project financing is an applicable financing model even in the low credit worth countries, in case the project earns enough hard-currency income to regularly service the liabilities to creditors and in case there are a legal and other guarantees that thus earned income will be used to service the debts incurred in project financing. => Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.
LL@(1906) The aim of project financing is not to conceal the debt from the creditors, credit rating estimating agencies or shareholders, but to share the project risk. => Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjivanje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.
LL@(1907) In addition to reducing the project and the financial risks, there are still a number of other important advantages of project financing, among which are Š2Ë: (cid:190) the sponsor has the opportunity to obtain the required capital to complete the project which he himself cannot ensure; (cid:190) it is easier for the project to get the guarantees the sponsor would otherwise have difficulties in obtaining; (cid:190) in case of the creditors low credit worthiness, and the project is good, chances are better that financial funds and more favourable conditions for the project are obtained; (cid:190) the financial load per investor related to the debt servicing is considerably smaller; (cid:190) the project can comply with certain investment regulations that the sponsor himself would find hard to satisfy; (cid:190) it is easier for the sponsor to avoid certain prob lems (e.g., blame in case of failure, etc.); (cid:190) the costs per investor are considerably lower, etc. => Pored snižavanja rizika projekta i finansijskog rizika postoji još dosta važnih prednosti projektnog finansiranja, među kojima su Š2Ë: (cid: ~~~ sponzor je u prilici da dobije nedostajući kapital za određeni projekat koji on sam nema, (cid: ~~~ projekat lakše dolazi do garancija koje eventual no sponzor ne bi dobio, (cid:
LL@(1908) An extremely important characteristic of project financing is the firm belief that the investment funds will be earned back, with a due return on investment. => ukoliko sponzor ima nizak kreditni rejting, a projekat je dobar, postoji veća šansa da se dođe do finansijskih sredstava i povoljnijih uslova za projekat, (cid:
LL@(1909)  => mnogo je niže finansijsko opterećenje po investi toru vezano za vraćanje duga, (cid:
LL@(1910)  => projekat može da zadovolji određene investicione propise koje sam sponzor teško može da zadovolji, (cid:
LL@(1911)  => sponzor lakše izbegava određene probleme (npr. optužbe u slučaju neuspeha, i sl.), (cid:
LL@(1912)  => znatno su niži toškovi po investitoru, i sl.
LL@(1913)  => Izuzetno značajna karakteristika projektnog finansiranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.
LL@(1914) This usually stems from the guarantees, both direct and indirect, issued by a third party, most commonly the state itself. => Ova stavka najčešće proizilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.
LL@(1915) The need for these projects to be insured comes from the fact that they are capital-intensive, i.e., that they most often require that a high amount of borrowed funds be invested. => Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno intezivni, odnosno da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.
LL@(1916) In such a case all the above mentionad sources of funds are possible, however, each brings its own costs and risks. => U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.
LL@(1917) Companies make use of project investment when investing into large projects, where they most commonly use the so-called structural financing. => Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.
LL@(1918) The structural financing is one that allows the investors to track the monetary flows due to having formed a project organization, as a unit responsible for the achievement of the defined financial goals. => Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova zahvaljujući formiranju projektnog preduzeća, kao jedinice zadužene za realizaciju definisanih finansijskih ciljeva.
LL@(1919) Project financing is a special focus of interest of both the manufacturing companies, and those in the field of power processing and transport. => Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.
LL@(1920)  => Razlog za to su najčešće njihovi ograničeni izvori kapitala, ali i Š2Ë: (cid:
LL@(1921)  => izbegavanje opterećenja bilansa stanja, (cid:
LL@(1922) The resons are normally their limited capital sources, but also Š2Ë: (cid:190) avoiding the burdening of their balance sheets; (cid:190) avoiding to disclose the debt so that it does not affect the share price, i.e., avoiding financial reaction; (cid:190) avoiding the fall in the sponsors credit worthiness due to the concrete debt; (cid:190) limiting direct responsibility in the risk laden stages of the project execution and putting into effect. => izbegavanje prikaza duga tako da ne utiče na cenu akcije, odnosno izbegavanje finansijske reakcije, (cid: ~~~ izbegavanje opadanja kreditnog rejtinga sponzo ra zbog postojećeg duga, (cid: ~~~ ograničenje direktne odgovornosti u rizičnim fa zama realizacije i efektuiranja projekta. ~~~ Kada se govori o investitorima projekta, treba istaći da se u svetu javlja povećano interesovanje za zajedničke projekte.
LL@(1923) As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide. => Mnogo je faktora koji podstiču ulazak u realizaciju projekta s partnerima, pri čemu se najčešćim smatraju sledeći: (cid:
LL@(1924) The factors influencing entering the project execution with partners are numerous, the most common being the following: (cid:190) the project is beyond the financial or manage ment capacities of only one company; (cid:190) the financing risk is lower for each of the partic ipants in the execution of the project; (cid:190) it is financially more justifiable to enter the joint venture with another company; (cid:190) one or a number of partners enjoy tax relief. => projekat je izvan finansijskih ili upravljačkih mo gućnosti samo jednog preduzeća, (cid: ~~~ niži je rizik finansiranja za svakog od učesnika u realizaciji projekta, (cid: ~~~ finansijski je opravdanije ući u zajedničko ulaga nje s još nekim preduzećem, (cid: ~~~ jedan ili više partnera ima poreske olakšice.
LL@(1925) Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsors credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds. => Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima. ~~~ Prednosti projektnog finanisranja najčešće se ogledaju u: ~~~ Š3Ë (cid: ~~~ Dostizanju ekonomske rente, (cid: ~~~ Dostizanju ekonomije obima, (cid: ~~~ Raspodeli rizika, (cid: ~~~ Povećanju dugovnog kapaciteta, (cid: ~~~ Nižim ukupnim troškovima sredstava, (cid: ~~~ Proizvoljnom plasmanu slobodnog toka gotovi ne, (cid:
LL@(1926) The advantages of such a project financing are reflected in: Š3Ë (cid:190) achieving economic rent; (cid:190) achieving economy of scope; (cid:190) risk distribution; (cid:190) increase in debt capacity; (cid:190) reduced overall assets costs; (cid:190) arbitrary placement of free cash flow; (cid:190) reducing the cost of solving the financial deviations from what was planned and agreed upon; (cid:190) reducing regulatory costs. a) Achieving economic rent One special advantage of the project financing is reflected in applying this financing model in natural resources exploiting, especially in the period when these resources are possible to store, or are obtained at relatively low cost. => Smanjenju troškova rešavanja finansijskih od stupanja od planiranog i dogovorenog, (cid: ~~~ Smanjenju regulatornih troškova. a) Dostizanje ekonomske rente Jedna od posebnih prednosti projektnog finanisranja ogleda se u korišćenju ovog modaliteta finansiranja kod iskorišćavanja prirodnih resursa, naročito u periodu kada je moguće skladištenje prirodnih resursa ili se do njih dolazi sa relativno niskim troškovima.
LL@(1927) The administrative sector which controls the disposal of the natural resources stocks, can contract a long-term sale, whose project financing it supports, since that earns an over-than-average return rate on invested funds. => Pravna služba, koja kontroliše korišćenje skladišta prirodnih resursa, može ugovoriti dugoročnu prodaju, koju projektno finansiranje upravo podržava, budući da donosi nadprosečnu stopu prinosa na uložene investicije.
LL@(1928) The economists define this portion of overall revenue that is higher than expected as economic rent. => Ekonomisti definišu deo ukupnog prinosa koji je viši od očekivanog kao ekonomsku rentu.
LL@(1929) The project sponsors have before them a choice to cash the economic rent by entering longterm sales contracts, where these contracts can be used as collaterals for credits necessary to finance the development of raw material basis. => Sponzorima projekta stoji opcija unovčavanja ekonomske rente ulaskom u dugoročne prodajne ugovore, pri čemu se ti ugovori mogu koristiti kao koleteral kreditne pozajmice, neophodne za finansiranje razvoja rudne osnove.
LL@(1930) Project financing also has the advantage of allowing the sponsors the disposal of a generated cash flow necessary for project debts servicing, while earning the investors the return on the capital invested. b) Achieving economy of scope Project financing is especially applicable in cases of two or more manufacturers joining forces to build a new plant in the presence of the economy of scope in production. => Projektno finansiranje ima i prednost u tome što sponzorima projekta stavlja na raspolaganje generisani tok gotovine neophodan za servisiranje dugova projekta, dok investitorima donosi prinos na uloženi kapital. b) Dostizanje ekonomije obima Projektno finansiranje je naročito pogodno u situacijam udruživanja dva ili više proizvođača, a u cilju izgradnje novog postrojenja kada je prisutna ekonomija obima u proizvodnji.
LL@(1931) Concretely, two aluminium producers may decide to build a plant to process aluminium near the site where both partners have large bauxite basins at disposal. => Konkretno, dva proizvođača aluminijuma mogu odlučiti da izgrade fabriku za preradu aluminijuma blizu lokacije, gde oba partnera imaju na raspolaganju veliko ležište boksita.
LL@(1932) A similar example would be one of companies situated in a highly industrialized area, where they can agree on cooperation in terms of forming a joint venture. => Sličan primer bi bio kod preduzeća koja su u gusto industrijalizovanoj zoni, pri čemu se mogu dogovoriti o kooperaciji u smislu formiranja zajedničkog preduzeća.
LL@(1933) Thus they can rationalize in purchasing the energy necessary for heating and joint sales of the electric power to the local power plant. c) Risk distribution A joint venture contributes and allows the sponsors to share the project risk. => Time bi se postigla racionalizacija u vidu kupovine energije potrebne za potrebe grejanja i zajedničke prodaje struje lokalnom električnom postrojenju. c) Podela rizika Zajedničko ulaganje doprinosi i dozvoljava sponzorima da podele rizik projekta.
LL@(1934) If the cost of capital is high as related to the capitalization the sponsor realizes, the decision on project financing by own funds can seriously imperil the sponsors future. => Ukoliko je trošak kapitala projekta visok u odnosu na kapitalizaciju koju sponzor ostvaruje, odluka o finansiranju projekta isključivo sopstvenim sredstvima uistinu može ugroziti budućnost sponzora.
LL@(1935) Similarly, the project may be too large for the host country, in financial terms, to justify financing from the countrys own sources. => Slično, projekat može biti prevelik za zemlju domaćina, u smislu finansijskog naprezanja, da bi se smatralo opravdanim finansiranje samo iz sopstvenih izvora.
LL@(1936) Consequently, in order to reduce the sponsors exposure to risk, the sponsor or the host country for the project may search for one or a number of partners to form a joint venture. d) Increase in debt capacity The project financing of a company allows it for the project sponsor to finance the project through the credit sources of financing. => Posledično, da bi se smanjila izloženost riziku samog sponzora, sponzor ili zemlja domaćin projekta mogu potražiti jednog ili nekolicinu partnera za zajedničko ulaganje. d) Povećanje dugovnog kapaciteta ne za projekat, omogućavajući servisiranje duga u potpunosti pod razumno prihvatljivim uslovima.
LL@(1937) The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions. => 
LL@(1938) In case any unforeseen costs arise, and the cash flow is not high enough to service them, additional credit support agreements are closed, or often a foundation is established to support the project financing. => U slučaju pojave nepredviđenih troškova, usled kojih je tok gotovine nedovoljan, sastavljaju se dopunski dogovori za kreditnu podršku, odnosno neretko se formira fondacija za podršku projektnom finansiranju.
LL@(1939) It should be pointed out that the company established for the purpose of project financing is often in a position to be financed at a fairly higher level of indebtedness compared to the funds invested than it would be normal in the sponsor capitalization. => Treba napomenuti da je kompanija koja je osnovana zarad projektnog finansiranja često u prilici da se finansira sa daleko višim nivoom zaduženosti u odnosu na investirana sredstva, nego što bi to bilo uobičajeno kod sponzorske kapitalizacije.
LL@(1940) The indebtedness level compared to the funds invested the project realizes depends on the collateral level, that is, the risk the credit worthiness participants are exposed to, the project type or the profitability. e) Reduced overall assets costs Whenever the project financing contributes to solving overheads problems important in solving a concrete problem, the project will be in a position to raise funds at a cost lower than that gained by the sponsors. => Nivo zaduženosti u odnosu na investirana sredstva koji projekat ostvaruje zavisi od visine koleterala, odnosno rizika koje nose bonitetni učesnici, tipa projekta ili profitabilnost. e) Niži ukupni troškovi sredstava Uvek kada projektno finansiranje doprinosi efikasnijem rešavanju režijskih problema važnih za finansiranje nekog konkretnog projekta, projekat će imati mogućnost dolaska do sredstava jeftinije nego što bi do njih uspeli doći sponzori projekta.
LL@(1941) The project organization can obtain a higher level of indebtedness in comparison to the funds invested than the sponsors would be able to realize and maintain themselves, as the future project capital costs will benefit from trading debts at lower costs, in exchange for equity capital. f) Placement of free cash flow The project units life cycle is limited, therefore its dividend policy is defined by contract at the moment any external capital financing is negotiated. => Projektna organizacija može ostvariti viši nivo zaduženosti u odnosu na investirana sredstva, nego što bi sponzori mogli da ostvare i održe sami. budući da projektni troškovi kapitala, će imati koristi od zamene dugova nižim troškovima, u zamenu za akcionarki kapital. f) Plasman slobodnog toka gotovine Projektna jedinica ima ograničen period trajanja, te je shodno tome i njena politika dividendi ugovorom definisana u momentu dogovaranja bilo koga eksternog finansiranja kapitalom.
LL@(1942) The cash flow that is not required to cover operational costs, is used for debt servicing, or for capital improvements approved of by the investors. => Tok gotovine koji nije potreban za pokrivanje operativnih troškova, služi za servisiranje dugova, odnosno za kapitalna unapređenja odobrena od strane ulagača kapitala (investitora).
LL@(1943) Hence the approach where the investors, rather than professional managers, make decisions as to how the free cash flow will be reinvested. => Otuda i pristup da ulagači kapitala, pre nego li profesionalni menadžeri, odlučuju kako će slobodan tok gotovine projekta biti ponovo investiran.
LL@(1944) In this sense, the advantage of the project financing is in that it eliminates the will and the wishes of the Board of directors and grants more freedom to the investors to decide upon the manner of distribution of the cash flow obtained. => U tom smislu projektno finansiranje ima prednost u tome što eliminiše volju i nahođenje borda direktora, i daje veću slobodu investitorima u donošenju odluka o raspodeli ostvarenog tok gotovine.
LL@(1945) Simultaneously with the reduction of the risk that the free cash flow can be retained and reinvested without the consent of the capital investors of the project, the equity capital costs of the project are reduced. => Smanjenjem rizika da se slobodan tok gotovine može zadržati i biti investiran bez odobrenja kapitalnih investitora projekta, smanjuju se istovremeno i troškovi akcijskog kapitala projekta.
LL@(1946)  => Projektno finansiranje preduzeća omogućava sponzoru projekta finansiranje projekta i kroz kreditne izvore finansiranja.
LL@(1947)  => U takvim okolnostima to je najčešće kupac proizvoda, odnosno usluga.
LL@(1948) It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves. => Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada: ~~~ 1) kupci uđu u dugoročni dogovor za kupovinu proizvoda-usluge i 2) kada su ugovorene odredbe sastavljene tako da omogućavaju adekvatni tok gotovi Treba pomenuti da sponzor u takvim okolnostima nije po pravilu u nezahvalnoj poziciji, budući da mu stoji na raspolaganju opcija pregovora sa investitorima o novim projektima za koje smatra da su profitabilni, a koji bi bili od interesa i samim ulagačima kapitala.
LL@(1949) In case the investors agree to allow the funds to be used for any additional investment enterprise of the project unit, their dues are stipulated to amount to the compensation they earn, that is, to the dividend. g) Reducing the costs of resolving financial disorders The structure of project liabilities is less complex than the structure of the sponsors overall liabilities. => U slučaju da investitori, odnosno ulagači kapitala, prihvate da stave na raspolaganje sredstva za bilo koji dodatni investicioni poduhvat projektne jedinice, dogo varaju se njihova potraživanja iskazana u visini nadoknade koju oni ostvaruju, odnosno o visini dividende. g) Smanjenje troškova rešavanja finansijskih poremećaja Struktura projektnih obaveza je manje kompleksna nego struktura ukupnih obaveza sponzora.
LL@(1950) The capital structure of the project unit normally includes only one debt class, and the number of creditors is rather small. => Struktura kapitala projektne jedinice uglavnom ima samo jednu klasu duga i vrlo je mali broj potencijalnih poverilaca.
LL@(1951) It is a general rule that the time and the cost accompanying the resolving of financial disorders increases with the increase in the number of creditors, as well as with the increase in the debtors capital structure complexity. => Opšte je pravilo da se vreme i trošak koji prate rešavanje finansijskih poremećaja povećava sa brojem poverilaca, kao i sa usložnjavanjem strukture kapitala dužnika.
LL@(1952) This is the consequence of the fact that the traditional organization, over a period of time, has a tendency to accumulate a large number of receivables, including those for the pensions, which can be rather heavy in case of the company insolvency. => To je posledica činjenica da tokom vremena, tradicionalna organizacija ima tendenciju akumuliranja velikog broja potraživanja, uključujući i ona za penzije, koja mogu biti jako teška u slučaju insolventnosti preduzeća.
LL@(1953) On the other hand, independent project units with one debt class, especially if the debt is recorded by a smaller number of sophisticated financial institutions, has a tendency to rise out of financial disorders more easily. => Sa druge strane, nezavisne projektne jedinice sa jednom klasom duga, naročito ukoliko je dug vođen od strane manjeg broja sofisticiranih finansijskih institucija, ima tendenciju da se daleko lakše uzdigne iz finansijskih poremećaja.
LL@(1954) In case of the traditional organization, direct debts of the sponsor will be covered by an entire portfolio of the sponsors property, therefore, if one business line fails, the creditor will nevertheless be paid back, thanks to the project sponsors other business lines. => Kod tradicionalne organizacije, direktni dugovi sponzora će biti pokriveni od strane čitavog portfolia imovine sponzora, te ukoliko jedna linija poslovanja propadne, zajmodavac će ipak biti isplaćen, zahvaljujući drugim linijama poslovanja sponzora projekta.
LL@(1955) In case of the project financing of the project, however, the project property will be separated from the sponsors other property, therefore the access to the property is limited by the level of the reimbursement that the sponsor guarantees to the creditor by a project debt contract. => Međutim, kod projektnog finansiranja projekta, imovina projekta je razdvojena od druge imovine sponzora, te je i pristup imovini limitiran nivoom nadoknade sponzora koja je garantovana zajmodavcu u projektnom dugovnom ugovoru.
LL@(1956) Hence one more advantage that is reflected in the fact that the separation of the project property from the other property owned by the sponsor, isolates the creditor from the risk of the sponsors sudden bancruptcy. h) Reducing regulatory costs Certain types of projects, such as joint investment, include legal and regulatory costs that are more easily handled by experienced sponsors; consequently, they are less expensive. => Otuda proizilazi i još jedna prednost koja se ogleda u činjenici da odvajanje projektne imovine od druge imovine sponzora, izoluje zajmodavca projekta od rizika da sponzor eventualno bankrotira. h) Smanjenje regulatornih troškova Određeni tipovi projekata, kao što je zajedničko ulaganje, uključuju pravne i regulatorne troškove sa kojima se iskusni sponzori projekta nose daleko lakše, pa su shodno tome i jeftiniji.
LL@(1957) Concretely, chemical and petroleum companies that enter a joint project, may be faced with considerable costs that result from the ignorance of legal and regulatory provisions accompanying the investment. => Konkretno, hemijska i naftna kompanija koje ulaze u zajednički projekat, mogu se susresti sa značajnim troškovima koji nastaju usled nepoznavanja pravnih i regulatornih odredbi koje prate ulaganje.
LL@(1958) When the projects are run by a team of experts from the field, project financing may lead to the economy of scope, due to the expert control over legal and regulatory costs. => Kada su projekti vođeni timom eksperata iz te oblasti, projektno finansiranje može dovesti i do ekonomije obima zahvaljujući ekspertskoj kontroli pravnih i regulatornih troškova.
LL@(1959) The economic sustainability of the project will depend on the further cooperation of a number of external organizations that are not under the direct control of industrial organizations, whereas using the knowledge and experience of the expert team, reputed for having successfully completed similar projects, will reduce operational costs to a considerable extent. => Ekonomska održivost projekta će zavisiti od nastavka kooperacije nekoliko spoljnih organizacija nad kojima industrijska preduzeća nemaju direktnu kontrolu, dok korišćenje znanja i iskustva ekspertskog tima koji iza sebe ima uspešno završene slične projekte će značajno smanjiti operativne troškove.
LL@(1960) More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production. => 
LL@(1961) 5. ~~~ Disadvantages of project financing Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important. => Tačnije, nezavisnost sta tusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju. 5 Nedostaci projektnog finansiranja Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.
LL@(1962) It is those costs and the negative effects accompanying them that may prevail over all the advantages of the project financing. => Stoga, upravo ovi troškovi, kao i negativni efekti koji ih prate, mogu značajno prevagnuti u odnosu na sve prednosti projektnog finansiranja.
LL@(1963) Therefore, it is important that some of the disadvantages of project financing be also pointed out. a) Complexity Project financing is founded upon a set of contracts that require the negotiations with all the participants engaged in the project. => U tom smislu,značajno je ukazati i na neke od nedostataka projektnog finansiranja. a) Kompleksnost Projektno finansiranje je zasnovano na setu ugovora koji zahtevaju pregovaranje sa svim učesnicima angažovanim na projektu.
LL@(1964) The negotiations themselves may be rather complex and hence expensive to conduct. => Sami pregovori mogu biti prilično složeni i samim tim skupi za realizaciju.
LL@(1965) An important feature of negotiations in the analysis of project financing is the time necessary to negotiate, and it is by a rule by far longer than with the traditional direct financing. b) Indirect credit support The debt costs in project financing are higher compared to those in direct financing, for all the borrowers, without exemption, which is the result of an indirect credit support. => Bitna karakteristika pregovora kada je se analizira projektno finansiranje kao modalitet finansiranja, jeste i vreme neophodno za pregovaranje, koje je po pravilu daleko duže nego kod tradicionalnog direktnog finansiranja. b) Indirektna kreditna podrška Kod projektnog finansiranja troškovi duga su viši nego li kod direknog finansiranja i to za sve zajmoprimce finansijskih sredstva bez izuzetka, što je posledica indirektne prirode kreditne podrške.
LL@(1966) More precisely, the credit support in project financing is carried out through obligations stipulated in the contract, not through direct payments, therefore the lenders of project financing are deeply concerned about having to continually answer the contractual obligations and service debt. => Tačnije, kreditna podrška kod projektnog finansiranja se realizuje kroz ugovorne obaveze, a ne kroz direktno plaćanje, te su zajmodavci projektnog finansiranja zabrinuti za mogućnost kontinuirane realizacije ugovorenih obaveza i servisiranje duga.
LL@(1967) Cautious about what might happen in some unexpected conditions, the creditors often require a premium of 50 to 100 percent basis points, depending on the contract between the borrower and the lender. c) Higher transaction costs Due to its high complexity, project financing requires higher transaction costs compared to those incurred in direct financing. => Usled zabrinutosti što bi se moglo dogoditi u nepredviđenim okolnostima, zajmodavci neretko zahtevaju premiju koja iznosi od 50 do 100 bazičnih poena, u zavisnosti od ugovora između zajmodavaca i zajmoprimaca. c) Viši transakcioni troškovi Zbog visoke kompleksnosti, projektno finansiranje uključuje i više transakcione troškove nego li što je to svojstveno direktnom finansiranju.
LL@(1968) The higher transaction costs reflect the contracting costs that are part of the project financial structure designing. => Viši transakcioni troškovi reflektuju troškove ugovaranja koji su sastavni deo procesa dizajniranja finansijske strukture projekta.
LL@(1969) They result from the analysis and introduction of different taxes characteristic of the project, as well as from numerous legal issues, such as the documentation dealing with the stock issue and a consequent ownership of the project, the documentation related to borrowings, etc. => Ovi troškovi nastaju kao posledica razmatranja i primene različitih poreza karakterističnih za projekat, kao i mnogih pravna pitanja, poput dokumentacije vezane za emisiju akcija i konsekventno vlasništvo nad projektom, dokumentacije vezane za pozajmice i sl.
LL@(1970) The end goal of project financing is to raise enough assets necessary for the project to be operationalized and a high enough profit so that the invested funds can be easily paid back. => Konačan cilj projektnog finansiranja je obezbeđenje dovoljno finansijskih sredstava neophodnih za realizaciju projekta i dovoljno visok profit tako da je omogućeno nesmetano vraćanje uloženih finansijskih sredstava.
LL@(1971) One way of achieving this goal is the insurance provided by a third party, which was discussed above. => Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto.
LL@(1972) The projects supported by a third party without that party earning a direct benefit from the project are, however, rare. ~~~ 6. => Ipak, retki su projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta. 6.
LL@(1973) Conclusion A well developed and quality infrastructure is a precondition for the development of any country. => Zaključak Razvijena i kvalitetna infrastruktura preduslov je za razvoj svake zemlje.
LL@(1974) Project financing may prove to be an attractive financing model in case of large scale projects that can survive as independent economic units, i.e., in case the sponsor companies are sensitive about employing debts in project financing and the risk accompanying the project execution. => Projektno finansiranje može biti atraktivan model finansiranja kod velikih projekata koji su sposobni da opstanu kao nezavisna ekonomska jedinica, odnosno kada su sponzorska preduzeća osetljiva na korišćenje duga u funkciji finansiranja projekta i rizika koji prati realizaciju projekta.
LL@(1975) Project financing appears especially adequate in cases the companies wish to retain operative control over the project, accept complex contracts, firm obligations and a rigid financial audit that normally accompanies project financing as a financing model. => Primetno je da je projektno finanisranje naročito pogodno kada preduzeća žele da zadrže operativnu kontrolu nad projektom, prihvate kompleksne ugovore, čvrste obaveze i jaku finansijsku kontrolu koja, po prirodi stvari, prati projektno finansiranje kao modalitet finansiranja.
LL@(1976) Agreements on project financing include the mutual interests of different parties concerned, therefore, the expected economic returns for each of the participants is proportionate to the risk they take in the project execution process. => Dogovori kod projektnog finansiranja uključuju zajednički interes među različitim stranama, te je shodno tome i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji oni nose prilikom realizacije projekta.
LL@(1977) Project financing has numerous advantages compared to direct financing founded on the corporate basis. => Projektno finansiranje pruža veliki broj prednosti u odnosu na direkno finansiranje zasnovano na korporativnoj osnovi.
LL@(1978) Potential benefits are possible to be achieved only after a careful analysis by expert financial engineering. => Potencijalne koristi moguće su samo nakon pažljive analize stručnog finansijskog inženjeringa.
LL@(1979) The project organization, its legal framework and its financial plan should reflect the nature of the project, the designated project risk, the profitability, the participants credit worthiness, tax reliefs, the sponsors and the states financial standing, as well as other factors that largely affect the desires of prospective investors and creditors. => Organizacija projekta, njena pravna struktura, kao i finansijski plan, treba da odražavaju prirodu projekta, utvrđeni projektni rizik, profitabilnost, kreditnu sposobnost učesnika, poreske olakšice, finansijsku poziciju sponzora i države, kao i druge faktore koji značajno utiču na želju potencijalnih investitora i zajmodavaca.
LL@(1980) Project financing is more efficient in allocating the risk and the revenue in comparison with the diirect corporate financing, therefore the contracts related to project financing are concluded in such a manner as to allocate the project risk and revenue in a most appropriate way, in accordance to the participants in the project execution. => Projektno finansiranje uspešnije alocira rizik i prinos u odnosu na direktno korporativno finansiranje, pa se i ugovori koji prate projektno finansiranje sačinjavaju tako da na najpogodniji način alociraju rizik i prinos projekta, prema mogućnostima učesnika u realizaciji projekta.
LL@(1981) It is for this reason that the project financing minimizes the credit impact upon the project sopnsors, hence the contracts that support project loans are drafted so as to minimise direct financial obligations of the project sponsors. => Zato projektno finansiranje omogućava minimiziranje kreditnog uticaja na sponzore projekta, pa se i ugovori koji podržavaju projektne pozajmice formiraju tako da minimiziraju direktno finansijsko obavezivanje sponzora projekta.
LL@(1982) The result of the credit support from other participants, project financing allows for a higher level of relations between the debt and the project company capital than the project sponsor could achieve through internal financing. => Kao rezultat kreditne podrške drugih učesnika, projektno finansiranje omogućava viši nivo odnosa duga i kapitala projektnog preduzeća, nego što bi sponzor projekta mogao ostvariti internim finansiranjem.
LL@(1983) Furthermore, we must also take into consideration the fact that the project leverage is often twice as high compared with corporate balances, conequently leading to a higher financial risk, but to higher returns as well, provided the project is successful. => Štaviše, treba uzeti u obzir činjenicu da je projektni leverage često duplo vi ši nego kod korporativnih bilansa, što konsekventno vodi i višem finansijskom riziku, ali i višim prinosima, kada je projekat uspešan.
LL@(1984) Project financing is also accompanied by higher transaction costs compared to conventional financing, and these are mostly related to the stipulation of contract obligations. => Projektno finansiranje prate i viši transakcioni troškovi nego li konvencionalno finansiranje, koji su uglavnom vezani za izradu ugovornih obaveza.
LL@(1985) The cost of control is also an important item, hence it is clear that project financing as a model of financing is especially appropriate in case of large projects where it is possible to earn enough returns to cover necessary expences and higher transaction costs. => Troškovi kontrole takođe predstavljaju značajnu stavku, te iz toga proizilazi da je projektno finansiranje kao modalitet finansiranja naročito pogodno za velike projekte kod kojih je moguće ostvariti dovoljno koristi koje bi trebalo da nadoknade neophodne izdatke i više transakcione troškove.
LL@(1986) Consequently, project financing is an especially appropriate choice when it comes to financing infrastructure projects both in developed countries and in developing countries, such as Serbia. => Shodno tome, projektno finansiranje je naročito pogodno za finansiranje infrastrukturnih projekata kako u razvijenim zemljama, tako i u zemljama u razvoju, kao što je Srbija.
LL@(1987) Project financing includes a choice of the alternative organizational form which is largely different from the corporate form unlimited in time. => Projektno finansiranje uključuje izbor alternativne organizacione forme koja se značajno razlikuje od korporativne forme neodređenog veka trajanja.
LL@(1988) As companies most often dispose of a portfolio of assets whose returnss are not perfectly correlated, their managers have a range of choices to choose from when allocating the free cash flow and so they try to sustain their position by new investments into property and into new business. => Kako kompanije najčešće raspolažu sa portfoliom imovine kod koje prinosi nisu u savršenoj korelaciji, njihovi menadžeri uživaju široko pravo izbora u alokaciji slobodnog toka gotovine i teže da sebe održe novim ulaganjem u imovinu i nove poslove.
LL@(1989) Project financing is related to strictly defined property, hence it may be organized in the form of a company, a partnership or a limited liability company. => Projektno finansiranje je vezano za tačno definisanu imovinu, pa shodno tome može biti organizovano kao kompanija, partnerstvo ili društvo sa ograničenom odgovornošću.
LL@(1990) The life cycle of the project company is limited, since the life cycle of the project itself is limited too. => Vek projektnog preduzeća je konačan budući da je i sam projekat ograničenog veka trajanja.
LL@(1991) The free cash flow in the project company is primarily distributed towards investors, or creditors, who can then decide whether to refinance further or invest into new projects. => Kod projektnog preduzeća slobodan tok gotovine se najpre distribuira ka investitorima, odnosno ulagačima kapitala, koji po osnovu toga imaju mogućnost odlučivanja o daljem refinansiranju, ili investiranju u nove projekte.
LL@(1992) From the aspect of property, project financing can be viewed as form of financial engineering, since every financing is based on the property available, and the financial framework, too, is defined on the basis of the project itself. => Sa aspekta imovine, projektno finansiranje se može posmatrati i kao forma finansijskog inženjeringa, budući da svako finansiranje bazira na raspoloživoj imovini, a i finansijska struktura se definiše u zavisnosti od samog projekta.
LL@(1993) The role of financial engineering in project financing is especially important when it comes to the analysis of the project risk management, the interest rate, the currency and the credit swapa the project sponsors use to reduce the risk. => Uloga finansijskog inženjeringa kod projektnog finansiranja je naročito značajna kada se razmatra upravljanje rizikom projekta, kamatna stopa, valuta i kreditni swap-ovi koje korise sponzori projekta prilikom umanjenja rizika.
LL@(1994) All the above mentioned tools used in risk management used in combination with securities, such as forward, futures and optional contracts may be crucial in project financing contracting, since the allocation of exposure to risk is of vital importance in the project structuring and financing. => Svi prethodno navedeni alati koji se koriste za upravljanje rizikom u kombinaciji sa hartijama od vrednosti kao što su forvad, fjučers i opcionim ugovori mogu biti ključni kod ugovaranja projektnog finansiranja, jer je alokacija izloženosti riziku od vitalnog značaja u strukturiranju i finansiranju projekata.
LL@(1995) REFERENCE Š1Ë Benković S, Budžetiranje kapitala, FON, Beograd, 2007. ~~~ Š2Ë Fabozzi J. F, Peterson P. P, Financial Management and Analysis, John Willey & Sons, Inc, New Jersey, 2003. ~~~ Š3Ë Finnerty D. John, Project Financing, John Willey & Sons, New Jersey, 2007. ~~~ Š4Ë Euromoney, Institutional Investor PLC, London, 2008. ~~~ Š5Ë Chen A.H, Kensinger J.W and Martin J.D, Project Financing as a Means of Preserving Financial Flexibility, Working Paper, Austin, Texas: University of Texas, 1989. => LITERATURA Š1Ë Benković S, Budžetiranje kapitala, FON, Beo grad, 2007. Š2Ë Fabozzi J. F, Peterson P. P, Financial Manage ment and Analysis, John Willey & Sons, Inc, New Jersey, 2003. Š3Ë Finnerty D. John, Project Financing, John Willey & Sons, New Jersey, 2007. Š4Ë Euromoney, Institutional Investor PLC, Lon don, 2008. Š5Ë Chen A.H, Kensinger J.W and Martin J.D, Project Financing as a Means of Preserving Financial Flexibility, Working Paper, Austin, Texas:
LL@(1996) Š6Ë Culp, C. L, The art of risk management: Alternative risk transfer, capital structure, and convergence of insurance and capital markets, J. Wiley, New York, 2002. => University of Texas, 1989. Š6Ë Culp, C. L, The art of risk management:
LL@(1997) Š7Ë Merna T. and Dubey R, Financial engineering in the procurement of projects, Asia Law & Practice, Hong Kong, 1998. => Alterna tive risk transfer, capital structure, and convergence of insurance and capital markets, J. Wiley, New York, 2002. Š7Ë Merna T. and Dubey R, Financial engineering in the procurement of projects, Asia Law & Practice, Hong Kong, 1998. Š8Ë Lang.
LL@(1998) Š8Ë Lang. ~~~ L. H. P, Project finance in Asia, North Holland, Amsterdam, 1998. => L. H. P, Project finance in Asia, North Holland, Amsterdam, 1998. Š9Ë Levy, S. M, Build, operate, transfer:
LL@(1999) Š9Ë Levy, S. M, Build, operate, transfer: Paving the way tomorrows infrastructure, J. Wiley, New York, 1996. ~~~ Š10Ë Salman Shah & Thakor V. Anjan, Optimal Capital Structure and Project Finance, Finance, 2004, No. 0411041. => Paving the way tomorrows infrastructure, J. Wiley, New York, 1996. Š10Ë Salman Shah & Thakor V. Anjan, Optimal Ca pital Structure and Project Finance, Finance, 2004, No. 0411041.
LL@(2000) Š11Ë Tam C. M, Financial commitments of BOT proj ects, International Journal of Project Management, 17(6), 1999. => Š11Ë Tam C. M, Financial commitments of BOT pro jects, International Journal of Project Management, 17(6), 1999. Š12Ë Tiong R. L. K, Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a.
LL@(2001) Š12Ë Tiong R. L. K, Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a. Š13Ë Tiong R. L. K, Risks and garanties in BOT tender, Journal of Construction Management, 121(2), 1995b. Š14Ë Tiong R. L. K, CSFs in competitive tendering and negotiation model for BOT projects, Journal of Construction Management, 122(3), 1996. => Š13Ë Tiong R. L. K, Risks and garanties in BOT ten der, Journal of Construction Management, 121(2), 1995b.
LL@(2002) Š15Ë Tiong R. L. M. and Alum J, Financial commit ments for BOT projects, International Journal of Project Management, 16(2), 1997. ~~~ Š16Ë UNIDO, ¨Industry and Development Global Report 1991/92¨, Vienna, 1991. ~~~ Š17Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996. => Š14Ë Tiong R. L. K, CSFs in competitive tendering and negotiation model for BOT projects, Journal of Construction Management, 122(3), 1996. Š15Ë Tiong R. L. M. and Alum J, Financial commitments for BOT projects, International Journal of Project Management, 16(2), 1997. Š16Ë UNIDO, ¨Industry and Development Global Report 1991/92¨, Vienna, 1991. Š17Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996. Š18Ë Xueqing Z, Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005.
LL@(2003) Š18Ë Xueqing Z, Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005. => Procesni pristup kao osnov implementacije BSC-a i poboljšanja organizacionih performansi UDK:
LL@(2004) Process Approach as a Basis for BSC Implementation and Improving of Organizational Performance UDC: 005.21:005.336.1 ; 005.52 Zoran Radojević1, Ivan Stefanović2, Dragana Velimirović3 1Faculty of Organizational Sciences, University of Belgrade 2College of Business Economics and Entrepreneurship, Belgrade 3 Business Studies College , Čačak The implementation of process approach as a method of managing organization is sometimes a needed and sometimes a necessary condition for the implementation of BSC which is a complex concept of measurement of organizational performance. => 005.21:005.336.1 ; 005.52 Zoran Radojević1, Ivan Stefanović2, Dragana Velimirović3 1Fakultet organizacionih nauka Univerziteta u Beogradu 2Visoka škola za poslovnu ekonomiju i preduzetništvo, Beograd 3Visoka poslovna škola strukovnih studija, Čačak Implementacija procesnog pristupa, kao načina upravljanja organizacijom, predstavlja poželjan, a ponekad i neophodan uslov za uvođenje složenog koncepta merenja i praćenja performansi organizacije, kao što je BSC.
LL@(2005) The organizations focus on its key processes enables their permanent improvement. ~~~ This process improvement is in the function of satisfying the requirements and desires of its customers. => Orijentacija celokupne organizacije na svoje ključne procese dovodi do njihovog permanentnog usavršavanja, a sve to u funkciji zadovoljenja potreba i želja kupaca.
LL@(2006) This paper gives an account on the impact of the process approach on the implementation of the BSC concept. => U ovom radu je opisan uticaj postojanja procesnog pristupa na uvođenje BSC koncepta.
LL@(2007) In addition to theoretical presentation, this paper presents a case study of the Toyota company. => Teoretsko izlaganje je potkrepljeno studijom slučaja u kompaniji Toyota.
LL@(2008) Introduction The traditional organizations, that is, the organizations that operated or are still operating in the conditions of a relatively steady and predictable environment, did not need to monitor the events in the environment on a permanent basis, nor did they need to implement frequent changes in their strategy, processes and structure. => Uvod Tradicionalne organizacije, odnosno organizacije koje su delovale ili još uvek deluju u uslovima relativno stabilnog i predvidljivog okruženja, nisu imale potrebu da permanentno prate dešavanja u okruženju, kao ni da vrše česte izmene u svojoj strategiji, procesima i strukturi.
LL@(2009) Due to such conditions they were able to grow and develop to a great extent, assuming that size is a characteristic that guarantees success in the market. => Usled takvih okolnosti, one su mogle da rastu i da se razvijaju do velikih razmera, shvatajući pritom da je veličina karakteristika koja garantuje uspeh na tržištu.
LL@(2010) However, a new business era began, an era in which large companies find it ever more difficult to maintain their competitive position and to defend themselves from smaller, far more flexible organizations which can adapt to the changing requirements of the environment in a relatively short period of time. ~~~ 1. => Međutim, otpočela je nova era poslovanja, era u kojoj je velikim organizacijama sve teže da održavaju sopstvenu konkurentsku poziciju, kao i da se brane od manjih, znatno fleksibilnijih organizacija, koje su u stanju da se u relativno kratkom roku prilagode promenljivim zahtevima okruženja. 1.
LL@(2011) The process approach implementation It is obvious that traditional organizations encounter numerous problems stemming from their bulky structure intersected by functional barriers. => Primena procesnog pristupa Jasno je da tradicionalne organizacije imaju brojne probleme koji nastaju kao posledica njihove glomazne strukture iscepkane funkcionalnim barijerama.
LL@(2012) Modern theory and practice, however, offer solutions to this problem. => Međutim, savremena teorija i praksa organizacije ponudila je odgovor na ove probleme.
LL@(2013) We are talking about the organizations that are able to minimize these flaws, actually, about the organizations that adjusted their structure and work methodology to the requirements of the modern environment. => Reč je o organizacijama koje su u stanju da minimiziraju pomenute nedostatke, odnosno reč je o organizacijama koje su svoju strukturu i način funkcionisanja prilagodile zahtevima savremenog okruženja.
LL@(2014) These organizations are not oriented towards their functions, they are directed exclusively towards their customers, by focusing upon their own processes which in turn create value for them. => Ove organizacije nisu orijentisane na svoje funkcije, već su usmerene isključivo na svoje potrošače, i to posredstvom fokusa na sopstvene procese koji stvaraju vrednost za njih.
LL@(2015) In order that these organizations be in a position to respond promptly and to adapt to different situations, their structures are characterised by a minimum number of hierarchical levels. => Njihove strukture, kako bi uspele da reaguju brzo i da se prilagođavaju različitim situacijama, imaju minimalan broj hijerarhijskih nivoa.
LL@(2016) These are the organizations that have implemented the process approach into all the aspects of their operations, these are process organizations. => Ovde je reč o organizacijama koje su implementira le procesni pristup u sve aspekte sopstvenog delovanja, odnosno o procesnim organizacijama.
LL@(2017) The process organization is one whose entire operation is established in such a way that it can be viewed as a process or part to the process. => Procesna organizacija je ona organizacija kod koje je celokupno funkcionisanje postavljeno tako da se može posmatrati kao proces ili deo procesa.
LL@(2018) The process organizations are managed through their basic processes. => Procesnim organizacijama se upravlja posredstvom njihovih baznih procesa.
LL@(2019) In other words, the changes in the processes result in changes across the organization. => Drugim rečima, promene procesa utiču na promene celokupne organizacije.
LL@(2020) Literature lists these organizations also as horizontal organizations or flat organizations. => Procesne organizacije se u literaturi mogu sresti i pod nazivima kao što su organizacije ravnih linija i horizontalne organizacije.
LL@(2021) The process approach, i.e., the process oriented organization, means that attention is shifted from end output (products and services) to the activity chain that shapes this output. => Procesni pristup, odnosno organizaciona orijentacija prema procesima, znači da se pažnja pomera od gotovih rezultata (proizvoda i usluga) na onaj lanac aktivnosti koji oblikuje ove rezultate.
LL@(2022) The basic idea is that, since the process (with an active human participation) is responsible for the output creation, the organizational processes should be managed and continually improved Š11, pp. 17-18Ë. => Osnovna zamisao je da, s obzirom da je proces taj koji (uz aktivno učestvovanje ljudi) stvara rezultate, procesima u organizaciji treba upravljati i treba ih neprekidno poboljšavati Š11, str. 1718Ë.
LL@(2023) The orientation towards processes results in shortening the process total flow time, as well as in an increased flexibility that allows for a prompt response to the variations in market demand Š2, p. 115Ë. => Usmerenost na procese dovodi do skraćenja ukupnih protočnih vremena procesa, kao i do povećane fleksibilnosti koja omogućuje brz odgovor na varijacije u potrebama tržišta Š2, str. 115Ë.
LL@(2024) On the other hand, the most important characteristic of the process is its easy decomposition (fragmentation), but also an easy way of making it into a momentuous process. => Sa druge strane, najznačajnije svojstvo procesa je lako dekomponovanje (usitnjavanje), ali i lako ukrupnjavanje.
LL@(2025) Processes are identified by an anatomy approach to organizational systems, starting from the material/ object of work specified for the purposes of an easy identification of the process Š10, p. 13Ë. => Procesi se identifikuju anatomskim pristupom organizacionim sistemima, polazeći od predmeta rada, specificiranog baš za potrebe lakog identifikovanja procesa Š10, str. 13Ë.
LL@(2026) This facilitates permanent monitoring, analysis and improvement of processes, allowing for the organization to continually increase its own efficiency and effectiveness, and hence its competitiveness in the target markets. => Ovo olakšava njihovo permanentno praćenje, preispitivanje i poboljšavanje, usled čega je organizacija u stanju da kontinuirano povećava sopstvenu efektivnost i efikasnost, a samim tim i konkurentnost na ciljnim tržištima.
LL@(2027) A research conducted in autumn 2005 on the sample of 1267 Slovenian companies of over 50 employees each (small and medium-sized enterprises) has revealed that the process orientation has significant positive effects on the overall organizational performance. => Jedno istraživanje koje je sprovedeno u jesen 2005. godine na uzorku od 1267 slovenačkih preduzeća, koja zapošljavaju preko 50 zaposlenih (srednja i velika preduzeća), pokazalo je da procesna orijentacija ima značajne pozitivne efekte po ukupne performanse organizacije.
LL@(2028) This research verified the following three hypotheses Š14, pp. 171-185Ë: 1. => U ovom istraživanju su potrvđene sledeće tri hipoteze Š14, str. 171185Ë:
LL@(2029) The increase in the process orientation results in the improvement of the organizations financial performances; 2. => 1. ~~~ Povećanje procesne orijentacije dovodi do po boljšanja finansijskih performansi preduzeća. 2.
LL@(2030) The increase in the process orientation results in the improvement of non-financial performances, in terms of the increase in the customers, the employees, and the suppliers satisfaction; 3. => Povećanje procesne orijentacije dovodi do poboljšanja nefinansijskih performansi, u smislu povećanja zadovoljstva kupaca, zaposlenih i dobavljača. 3.
LL@(2031) The improvement of non-financial performances results in the improvement of the organizations financial performances. => Poboljšanje nefinansijskih performansi dovodi do poboljšanja finansijskih performansi preduzeća.
LL@(2032) This research supports the already adopted hypothesis that the process oriented organizations generally achieve higher performances compared to the traditionally designed (functional) organizations. ~~~ 2. => Ovo istraživanje potkrepljuje već opšte prihvaćenu hipotezu da procesno orijentisane organizacije uglavnom ostvaruju bolje performanse u odnosu na tradicionalno koncipirane (funkcionalne) organizacije. 2.
LL@(2033) The BSC concept and organizational performances measurement The creation of the BSC (Balanced Scorecard) concept was initiated by the attitude that the existing approaches to organizational performances measurement based primarily on the financial and accounting indicators have long become obsolete Š7, p. 143Ë. => BSC koncept i merenje organizacionih performansi Nastanak koncepta BSC (Balanced Scorecard) bio je podstaknut uverenjem da su postojeći pristupi merenju performansi organizacija, zasnovani prvenstveno na finansijskoračunovodstvenim pokazateljima, uveliko postali prevaziđeni Š7, str. 143Ë.
LL@(2034) The BSC is a system that translates the organizations mission and strategy into measurable goals and indicators in four basic fields: finances, internal processes, customers and learning and growth. => BSC je sistem koji prevodi misiju i strategiju organizacije u merljive ciljeve i pokazatelje u četiri osnovne oblasti: finansijama, internim procesima, potrošačima i učenju i rastu.
LL@(2035) Thus the BSC concept, as a measurement method, means the indicators among which there is a balance between the external indicators that refer to shareholders and customers and internal indicators of critical processes, innovations as well as learning and growth; however, simultaneously, the balance between the indicators of the results achieved (lagging indicators) and the indicators of future performances (leading indicators) is also achieved Š4, p. 10Ë. => To znači da BSC koncept, kao sistem merenja, podrazumeva pokazatelje među kojima je postignuta ravnoteža između eksternih pokazatelja koji se odnose na akcionare i potrošače, i internih pokazatelja kritičnih procesa, inovacija, kao i učenja i rasta; ali je postignuta i ravnoteža između pokazatelja ostvarenih rezultata (zaostajućih indikatora) i pokazatelja budućih performansi (vodećih indikatora) Š4, str. 10Ë.
LL@(2036) More precisely, the BSC means a balanced system of organizational performances measurement, one that means a balance between the short-term and the long-term goals, between financial and non-financial indicators, between lagging and leading indicators, as well as between internal and external perspectives of organizational performance Š7, p. 144Ë. => Da budemo precizniji, BSC podrazumeva uravnoteženi sistem merenja performansi organizacija, koji podrazumeva ravnotežu između kratkoročnih i dugoročnih ciljeva, finansijskih i nefinansijskih pokazatelja, zaostajaćih i vodećih indikatora, kao i internih i eksternih perspektiva performansi organizacija Š7, str. 144Ë.
LL@(2037) It should be mentioned that the four above quoted fields in which the organizational performance is measured need not be understood as imperative. => Potrebno je napomenuti da pomenute četiri oblasti, u kojima se mere performanse organizacija, ne treba shvatiti kao imperativ.
LL@(2038) They are proposed as most desirable to be measured since they are the basis of development and work of any organization. => One se predlažu kao najpoželjnije za merenje jer predstavljaju osnov razvoja i funkcionisanja svake organizacije.
LL@(2039) Of course, an organization may add (or even subtract) certain areas the management finds to be of cru cial importance for the organization, i.e., for the achievement of the organizational goals and the operalization of formulated strategies. => Naravno, svaka organizacija može da doda (ili čak izuzme) određene oblasti za koje njen menadžment smatra da su od ključnog značaja za organizaciju, odnosno za dostizanje organizacionih ciljeva i realizaciju formulisanih strategija.
LL@(2040) It is, however, necessary that one should be very cautious in selecting the areas of crucial importance for the organizations work, in which the performances will be monitored. => Međutim, prilikom izbora oblasti koje su od ključnog značaja za funkcionisanje organizacije, a u kojima će se samim tim i pratiti performanse, potrebno je biti veoma obazriv.
LL@(2041) The selection of each area means the identification of a certain number of indicators on the basis of which the organizational performances will be monitored. => Izbor svake oblasti podrazumeva identifikaciju i određenog broja indikatora na bazi kojih će se pratiti performanse organizacije.
LL@(2042) The larger number of areas to be monitored, the more numerous the indicators. => Veći broj oblasti koje će se pratiti povlači za sobom i veći broj indikatora.
LL@(2043) Normally, a larger number of indicators increases a total amount of information to be processed in the formal managerial decision-making mechanism, which may affect its efficiency and eventually cause the paralysis of the analysis. => Logično, veći broj indikatora povećava ukupan broj informacija koje treba da se procesuiraju u formalnom menadžerskom mehanizmu odlučivanja, što može da utiče na njegovu efikasnost, ali konačno i da dovede do paralize analize.
LL@(2044) On the other hand, a small number of key areas or indicators will certainly increase the decision-making efficiency, however, it may hinder the effectiveness of measuring and monitoring of the ovarall organizational performance. => Sa druge strane, mali broj ključnih oblasti ili indikatora će sigurno povećati brzinu donošenja odluka, ali može ugroziti efektivnost merenja i praćenja ukupnih organizacionih performansi.
LL@(2045) Therefore it is the responsibility of every organization management to, aware of both the positive and the negative effects of a small or of a large number of indicators (or areas), determine the areas of crucial importance for the work of the organization they manage, and then define an optimal number of indicators that will allow for a comprehensive insight into the work of the organization. => Zbog toga je na menadžmentu svake organizacije da, imajući u vidu pozitivne i negativne efekte izbora velikog i malog broja indikatora (ili oblasti), ustanovi koje su oblasti od ključnog značaja za funkcionisanje organizacije na čijem se čelu nalaze, a da zatim uspostave optimalan broj indikatora koji će dati celovitu sliku o funkcionisanju organizacije.
LL@(2046) After the organization has decided upon the areas in which the performance is to be measured (these may be the areas other than the four mentioned), it has to define the key organizational performance indicators (KPI) in them. => Kada organizacija utvrdi u kojim oblastima je potrebno da se vrše merenja performansi (to mogu biti i oblasti van pomenute četiri), na redu je definisanje ključnih organizacionih performansi (indikatora) u njima (engl. Key Performance Indicators KPI).
LL@(2047) Then comes the definition of the result planned to achieve in the chosen areas (to be measured via the defined indicators), as well as the method to be used in measuring Š13, pp. 197-204Ë. => Nakon ovoga se određuju željeni rezultati u utvrđenim oblastima (koji će se meriti posredstvom definisanih indikatora), kao i način na koji će se merenje vršiti Š13, str. 197204Ë.
LL@(2048) The BSC (Balanced Scorecard) should be implemented as an adequate system of measuring and improving the overall organizational performance in all organizations, since it is in this way that the organization (with an implemented BSC), on the basis of a set of different indicators referring to finances, customers, internal processes and the organizational learning and growth, could at any moment find out its standing as regards its goals Š3, pp. 41-46Ë. => U svim organizacijama je poželjno uspostaviti BSC (Balanced Scorecard) kao adekvatan sistem merenja i unapređivanja ukupnih organizacionih performansi, jer bi na taj način, organizacija (u kojoj je BSC implementiran) na bazi skupa različitih indikatora, koji se pre svega odnose na finansije, kupce, interne procese, kao i na organizaciono učenje i rast, mogla u svakom trenutku da bude svesna gde se nalazi u odnosu na svoje ciljeve Š3, str. 4146Ë.
LL@(2049) Hence the BSC can be said to represent the essential tool of the strategic management system. => Zbog toga se može reći da BSC predstavlja suštinski instrument sistema strategijskog menadžmenta.
LL@(2050) It harminizes, supports and provides for the inter-correlation of the key processes of management, guiding them towards the defined strategy. => On usklađuje, podržava i obezbeđuje međusobnu korelaciju ključnih procesa menadžmenta, usmeravajući ih na definisanu strategiju.
LL@(2051) The BSC allows for the strategic goals to be transparent and translated into the goals of each of the organizational segments/processes, and of all the employees. => BSC omogućuje da strategijski ciljevi budu transparentni i pretočeni u ciljeve svih segmenata/procesa organizacije, kao i svih zaposlenih.
LL@(2052) The strategy has to be defined in such a way that each organizational unit, each process owner, and even each employee, can and must recognize their role in the defined strategic goals and hence set their individual goals and activities to accomplish them Š1, pp. 75-78Ë. 3. => Strategija mora da bude tako definisana da svaka organizaciona celina, svaki vlasnik procesa, pa čak i svaki zaposleni, mogu i moraju da prepo znaju svoju ulogu u definisanim strategijskim ciljevima i da na taj način odrede sopstvene ciljeve i aktivnosti na njihovom ispunjenju Š1, str. 7578Ë. 3.
LL@(2053) The process approach impact upon the BSC concept and organizational performance A successful implementation of the BSC concept as an organizational performance measuring system means that a number od conditions have to be satisfied beforehand. => Uticaj procesnog pristupa na BSC koncept i organizacione performanse Uspešna implementacija BSC koncepta, kao sistema merenja performansi organizacije, podrazumeva prethodno ispunjenje nekoliko uslova.
LL@(2054) One is the process approach implementation. => Kao jedan od njih, mogao bi se navesti uvođenje procesnog pristupa.
LL@(2055) In other words, it is desirable, if not necessary that the BSC implementation be preceeded by the process approach implementation in the organizational management. => Drugim rečima, poželjno je, ako ne i neophodno, da implementaciji BSC koncepta prethodi implementacija procesnog pristupa u organizacionom upravljanju.
LL@(2056) The BSC concept was already said to observe the performance indicators (leading and lagging) in four key areas (there may be more than four), one of which refers to internal processes. => Već je napomenuto da BSC koncept uvažava pokazatelje performansi (vodeće i zaostajuće) u četiri ključne oblasti (može ih biti i više), od kojih se jedna odnosi na interne procese.
LL@(2057) If we observe only the internal processes area, we can easily conclude that there is a large number of indicators that can be monitored there. => Ukoliko posmatramo samo oblasti internih procesa, lako možemo doći do zaključka da se u toj oblasti može pratiti veći broj indikatora.
LL@(2058) Let us list only some of them Š7, pp. 193-194Ë: administrative expenses/total income (%); production process period (number); timely deliveries (%); average leading time (number); leading time, product development (number); leading time, from order to delivery (number); leading time, suppliers (number); leading time, manufacturing (number); decision making average time (number); supplies turnover (number); productivity improvement (%); IT capacity in the company (number); IT capacity/number of employees (number); changes in IT supplies (in currency units or %); IT costs/administrative expenses (%); manufacturing process impact upon environment (number); the product use impact upon environment (num ber); costs of wrong decision making/management in come (%); flawlessly fulfilled contracts (number); administrative expenses/number of employed (in currency units), etc. => Kao primer mogu se navesti sledeći Š7, str. 193194Ë: administrativni troškovi/ukupan prihod (%), vreme procesa proizvodnje (broj), isporuke realizovane na vreme (%), prosečno vodeće vreme (broj), vodeće vreme, razvoj proizvoda (broj), vodeće vreme, od porudžbine do isporuke (broj), vodeće vreme, dobavljači (broj), vodeće vreme, proizvodnja (broj), prosečno vreme potrebno za donošenje odluke (broj), obrt zaliha (broj), unapređenje produktivnostu (%), kapacitet IT u preduzeću (broj), kapacitet IT/broj zaposlenih (broj), promene u zalihama IT (u nov. jed. ili %), IT troškovi/administrativni troškovi (%), uticaj procesa proizvodnje na okruženje (broj), uticaj upotrebe proizvoda na okruženje (broj), troškovi donošenja pogrešne odluke/prihodi me nadžmenta (%), ugovori ispunjeni bez greške (broj), administrativni troškovi/broj zaposlenih (u nov. jed.), itd. žemo shvatiti kao podoblasti oblasti internih procesa, a onda za svaku od ovih grupa utvrditi indikatore performansi.
LL@(2059) From the standpoint of the process approach, where all the processes can be classed as eithr basic or subsidiary processes, however, a logical conclusion can be inferred that the performance indicators will not be used in measuring all, but only basic processes, which can further be divided into three basic process groups: inovations, operations (manufacturing process) and post sales services Š5, p.91Ë. => Kao primer možemo navesti da za podoblast operacija (proces proizvodnje) možemo uspostaviti tri grupe indikatora (pokazatelja): pokazatelji vremena trajanja procesa, pokazatelji kvaliteta procesa i pokazatelji troškova procesa Š7, str. 175176Ë.
LL@(2060) These three groups of processes can be understood as sub-areas of the internal processes area and each can be appointed performance indicators. => Dalje se za svaku od ovih grupa definišu indikatori.
LL@(2061) For example, in the sub-area of operations (manufacturing process) three groups of indicators can be set: process duration indicators, process quality indicators and process costs indicators Š7, pp. 175-176Ë. Indicators are then defined for each of the groups. => 
LL@(2062) For the process quality level, for example, indicators can be established to measute the quality level achieved, knowing there are four basic levels of process qualiy definition. => Npr. za nivo kvaliteta procesa možemo uspostaviti indikatore koji će meriti dostignuti nivo kvaliteta, pri čemu se zna da postoje četiri osnovna nivoa kvalitativnog određenja procesa.
LL@(2063) These are Š6Ë: 1. => U pitanju su Š6Ë:
LL@(2064) Spontaneity level. => 1. ~~~ Nivo spontanosti.
LL@(2065) This is a primitive process level. => U pitanju je nivo primitivnog procesa.
LL@(2066) Its structure any dynamics are insufficiently well planned. => Njegova struktura i dinamika su nedovoljno planirane.
LL@(2067) On this level the process is usually aproached ad hoc. => Na ovom nivou, procesu se obično pristupa ad hoc.
LL@(2068) This level is characterised by: absence of clear procedures and defined execution standards; absence of adequate documentation; unequal knowledge and skills of employees; the process sussess depends exclusively upon the experience of the manager and the process team. ~~~ 2. => Ovaj nivo odlikuje: nepostojanje jasnih procedura i definisanih stan darda izvršenja; nepostojanje adekvatne dokumenatcije; neujednačena znanja i veštine izvršilaca; uspeh procesa isključivo zavisi od veština i isku stva menadžera i procesnog tima. 2.
LL@(2069) Initialization level. => Nivo inicijalizacije.
LL@(2070) This is the level on which initial attempts in a systematic approach to processes occur. => Na ovom nivou dolazi do početnih pokušaja u sistematizovanom pristupu procesima.
LL@(2071) Its main features are the mistakes made in the initial attempts to organize and run-in the process. => Odlikuju ga greške koje se javljaju prilikom početnih pokušaja organizacije i uhodavanja procesa.
LL@(2072) It is characterised by: non-standard approaches in implementation and gradual running-up of the system; documenting certain parts of procedures and data (on this level it is usually said what should be done, not how it should be performed); all processes are structured according to the basic manner of functioning. ~~~ 3. => Za ovaj nivo je karakteristično: korišćenje nestandardnih pristupa i postepeno uhodavanje sistema; dokumentovanje pojedinih delova procedura i podataka (obično se na ovom nivou dokumentuje samo šta treba uraditi, ali ne i kako); svi procesi se strukturiraju prema osnovnom na činu funkcionisanja. 3.
LL@(2073) Formalization level is one on which the overall process becomes completely harmonized. => Nivo formalizma je nivo na kome dolazi do potpunog usaglašavanja celokupnog procesa.
LL@(2074) This level is characterised by the presence of precise standards and procedures in the process execution, in the course of which the process loses its adjustment capability, i.e., it becomes rigid. => Na ovom nivou je karakteristično postojanje preciznih standarda i procedura izvršenja procesa, pri čemu proces u određenoj meri gubi sposobnost prilagođavanja, odnosno postaje krut.
LL@(2075) This level is characterized by: standards and procedures institutionalization; presence of accompanying documentation for all major processes; consistent data collection and reporting through out the organization; a developed process management training system. => Ovaj nivo odlikuje: institucionalizacija standarda i procedura; postojanje prateće dokumenatcije za sve važnije procese; konzistentno prikupljanje podataka i izveštava nje kroz celu organizaciju; Međutim, sa aspekta procesnog pristupa, kod koga možemo sve procese u organizaciji podeliti na osnovne i pomoćne, logično je zaključiti da će se indikatorima performansi neće pratiti svi, već samo osnovni procesi, koje pritom možemo podeliti na tri osnovne procesne grupe: inovacije, operacije (proces proizvodnje) i postprodajne usluge Š5, str. 91Ë.
LL@(2076) 4. => Ove tri grupe procesa mo razvijen sistem treninga za upravljanje procesima. 4.
LL@(2077) Optimization level. => Nivo optimizacije.
LL@(2078) This is the highest quality level of the process organization. => U pitanju je najviši nivo kvaliteta organizovanja procesa.
LL@(2079) On this level, the process has precise standards, clearly defined procedures in certain parts, and acquires a capacity of adjusting to changing circumstances. => Na ovom nivou, proces ima precizne standarde, u određenim delovima i jasno definisane procedure, ali dobija sposobnost prilagođavanja promenljivim okolnostima.
LL@(2080) This level is characterised by: data collection and storage in integrated databases; establishment of mechanisms for permanent process improvement; continual enhancement of inventiveness in all members of the organization, for the purpose of process development; abandoned attitudes on the process success; the stress is on the success of the people and the system. => Za ovaj nivo je karakteristično: prikupljanje podataka i njihovo čuvanje u integri sanim bazama; uspostavljanje mehanizama za permanentno po boljšavanje procesa; kontinualno podsticanje inventivnosti svih u or ganizaciji u funkciji razvoja procesa; prevaziđeno razmišljanje o uspešnosti procesa, akcenat je na uspehu ljudi i sistema.
LL@(2081) The analysis of the above classification leads to the conclusion that the last two levels of quality definition of the process are those which the organization of all processes should seek to achieve. => Analizom navedene klasifikacije, može se doći do zaključka da su poslednja dva nivoa kvalitativnog određenja procesa, nivoi kojima bi uređenje svih procesa trebalo da teži.
LL@(2082) To which of the two levels it will be directed in particular will depend on the nature of the process itself. => Kome od ova dva nivoa uređenje konkretnog procesa treba da teži, zavisi od prirode samog procesa.
LL@(2083) In modern business conditions, the organization of a majority of processes should lead to the optimization level, a consequence of the impact of frequent changes in the environment. => U savremenim uslovima poslovanja, uređenje većine procesa bi trebalo da teži nivou optimizacije, kao posledica uticaja čestih promena u okruženju.
LL@(2084) There are, however, processes whose nature does not allow them to be executed on a level on which major deviations from the execution method defined by pracise standards and procedures are possible. => Međutim, postoje procesi kojim njihova priroda ne dozvoljava da budu realizovani na nivou na kome su moguća veća odstupanja od načina realizacije koji je utvrđen preciznim standardima i procedurama.
LL@(2085) Such examples may be the processes in chemical and base industries. => Kao primer se mogu navesti procesi u hemijskoj i baznoj industriji.
LL@(2086) The hydrochloric acid or pyrolitic oil production processes require a very precise production technology and clearly defined standards of execution. => Procesi proizvodnje hlorovodonične kiseline ili pirolitičkog ulja zahtevaju vrlo preciznu tehnologiju proizvodnje i jasno definisane standarde izvršenja.
LL@(2087) It is for this reason that in the production of these it is necessary that the manufacturing processes should be brought to the formalization level. => Zbog toga je za proizvodnju ovih proizvoda neophodno da se njihovi proizvodni procesi dovedu do nivoa formalizma.
LL@(2088) Changes in this production are possible only on condition a new technology has been adopted, more effective than the present one Š12, p. 41Ë. => Promene u ovoj vrsti proizvodnje su moguće samo u slučaju prihvatanja nove tehnologije proizvodnje, koja će dati bolje efekte od postojeće Š12, str. 41Ë.
LL@(2089) The implementation of the process approach as a basic strategic management concept, that is, as the basis for the management of the entire organizaton, largely facilitates the introduction of the BSC concept, as well as measuring, or monitoring, various organizational preformance indicators (primarily in the area of internal processes, and then in all the other areas). => Uvođenjem procesnog pristupa kao baznog koncepta strategijskog menadžmenta, odnosno kao osnova za upravljanje celokupnom organizacijom, u velikoj meri se olakšava uvođenje BSC koncepta, kao i merenje, odnosno praćenje različitih pokazatelja performansi organizacije (pre svega u oblasti internih procesa, ali i u ostalim oblastima).
LL@(2090) The logic is the following: since the main purpose of the existence of a market oriented company is to meet the needs and desires of its customers, all its processes should be oriented towards fulfilling this goal. => Logika je sledeća: s obzirom da je osnovna svrha postojanja svake tržišno orijentisane organizacije da zadovolji potrebe i želje svojih potrošača, svi procesi u njoj treba da se stave u funkciju ostvarivanja ove svrhe.
LL@(2091) This means that all the processes in the organization are carried out for the purpose of achieving the customerss satisfaction with the products or services of the organization, which will (in case these needs are satisfied successfully) result in improving the organizations financial performance. => To znači da se svi procesi u organizaciji stavljaju u funkciju zadovoljstva potrošača proizvodima ili uslugama posmatrane organizacije, što će (ukoliko se uspešno zadovolje potrebe i želje potrošača) za posledicu imati poboljšanje finansijskih performansi organizacije.
LL@(2092) On the other hand, the efficient execution of all the organizational processes requires appropriately trained executives, ones who will use knowledge and skills to permanently monitor any possible changes in the processes, as well as an adequate remuneration system. => Sa druge strane, efikasna realizacija svih procesa u organizaciji zahteva adekvatno osposobljene izvršioce, čija će znanja i veštine permanentno pratiti sve eventualne promene u procesima, kao i adekvatan sistem nagrađivanja.
LL@(2093) Thus all the four areas of organizational operations consid ered to be crucial in the basic BSC concept are embraced: processes, customers, finances and employee learning. => Ovim su zaokružene sve četiri oblasti organizacionog funkcionisanja koje se propagiraju kao ključne u osnovnom BSC konceptu: procesi, potrošači, finansije i učenje zaposlenih.
LL@(2094) It only remains to identify an optimum number of indicators and the performance monitoring may start. => Ostalo je samo da se identifikuje optimalan broj indikatora i praćenje performansi organizacije može da počne.
LL@(2095) In other words, the process approach implementation into the organization management system allows for a solid basis to be formed for processes monitoring and measuring, which will eventually result into an easier measuring and monitoring of indicators related to customers, finances and employee learning. => Drugim rečima, uvođenjem procesnog pristupa u sistem upravljanja organizacijom, stvara se solidna osnova za merenje i praćenje procesa, što će u krajnoj meri usloviti i lakše merenje i praćenje indikatora koji su vezani za potrošače, finansije i učenje zaposlenih.
LL@(2096) It will only be necessary that the indicators in these areas be defined and the BSC concept is complete. => Potom je potrebno samo definisati indikatore u ovim oblastima i BSC koncept je upotpunjen. 4.
LL@(2097) 5. ~~~ Case study: process approach implementation in the Tojota company The modern environment is extremely dynamic, hence unpredictable, which requires that all the organizations doing business in the area should achieve a satisfactory level of flexibility. => Studija slučaja: primena procesnog pristupa u kompaniji TOYOTA Savremeno okruženje je izuzetno dinamično, a samim tim i nepredvidljivo, što iziskuje od svih organizacija koje u njemu deluju da ostvare zadovoljavajući nivo fleksibilnosti.
LL@(2098) One example is that customers have become considerably choosier. => Kao primer možemo navesti činjenicu da su kupci postali daleko izbirljiviji.
LL@(2099) They demand specific products, both in functionality and in design Š8Ë. => Oni žele specifične proizvode, kako po funkcionalnosti, tako i po dizajnu Š8Ë.
LL@(2100) Such tendencies create a demand for the implementation of flexible production systems, where flexibility is above all mirrored in the production of a large number of small series, with a wide range of products Š9Ë. => Ovakve tendencije stvaraju potrebu za implementacijom fleksibilnih proizvodnih sistema, pri čemu se fleksibilnost pre svega ogleda u proizvodnji velikog broja malih serija, sa velikim asortimanom proizvoda Š9Ë.
LL@(2101) Such tendencies in the environment development have timely been identified by the management of the Toyota company, the result being that Toyota is today a modern process oriented company, based on flexible production systems. => Ovakve tendencije razvoja okruženja je na vreme uočio menadžment kompanije Toyota, što je rezultovalo time da je danas Toyota savremena procesno orijentisana organizacija bazirana na fleksibilnim sistemima proizvodnje.
LL@(2102) The philosophy that has for years been prevailing in Toyota, and which is customer and employee oriented is called the Toyota production system (TPS). => Filozofija koja se već godinama primenjuje u Toyoti, a koja je okrenuta kupcima i zaposlenima, naziva se Toyota proizvodni program (TPS) .
LL@(2103) The TPS has three desirable outputs Š17Ë: to supply the client with a highest quality vehicle, at a lowest possible price, and in reasonable time; to secure the employees satisfaction at work, safe work place and correct work relations; to ensure that the company is flexible enough to respond to the market needs, earn profits through the activities of reducing the costs and secure a long term prosperity. => TPS ima tri poželjna izlaza Š17Ë: da obezbedi klijenta sa vozilom vrhunskog kvali teta, najniže moguće cene, i na vreme, da zaposlenima obezbede zadovoljstvo na poslu, sigurno zaposlenje i korektan odnos, da omogući kompaniji fleksibilnost da odgovori na potrebe tržišta, obezbedi profit kroz aktivnosti redukcije troškova i prosansije i učenje zaposlenih.
LL@(2104) The basics of the TPS are built on the standardization for the purpose of securing a steady method of work and a consistent quality. => Ostalo je samo da se identifikuje optimalan broj indikatora i praćenje performansi organizacije može da počne.
LL@(2105)  => Drugim rečima, uvođenjem procesnog pristupa u sistem upravljanja organizacijom, stvara se solidna osnova za merenje iirana na fleksibilnim sistemima proizvodnje.
LL@(2106) The members of Toyota tend to continually improve their standardized processes and procedures in order to ensure the best quality, improve efficiency and eliminate costs. => Filozofija koja se već godinama primenjuje u Toyoti, a koja je okrenuta kupcima i zaposlenima, naziva se Toyota proizvodni program (TPS) .
LL@(2107)  => TPS ima tri poželjna izlaza Š17Ë:da obezbedi klijenta sa vozilom vrhunszbedio maksimalni kvalitet, poboljšala efikasnost i eliminisali troškovi.
LL@(2108) This is known as Kaizen and is implemented in each area of the companys operations. => Ovo je poznato kao Kaizen i primenjuje se u svakoj oblasti aktivnosti kompanije.
LL@(2109) The basis of the Toyota system is made up of the Toyota production system and the TSM (Toyota Service Marketing). => Osnovu Toyotinog sistema čine Toyota proizvodni sistem i TSM (Toyota Service Marketing).
LL@(2110) The Toyota production system is the worlds most famous modular programme. ~~~ It tends to Š17Ë: reduce redundancies of any kind, such as unneces sary motions, tools, etc; achieve a balanced work load in order to avoid peak burdens and idle motion by planning every minute, by a constant visual control and by a strict adherence to the piece-by-piece production; control and maintain a balanced time dynamics: standardization of production process and each individual step within this process; identify latent problems, find counter-measures and thus prevent their repetition from the start. => Toyota proiem svakog minuta, stalnom vizuelnom kontrolom i striktnim pridržavanjem proizvodnje komad po komad; kontroliše i pravi uravnoteženu vremensku dinamiku: standardizacija proizvodnog procesa i svakog posebnog koraka u okviru tog procesa; uoči latentne probleme, pronalazi protivmere pa na taj način trenutno spreči njihovo ponavljanje.
LL@(2111) The above quoted characteristics of the Toyota production system lead to the practice of a just in time (JIT) delivery of goods (and services) where they are needed and when they are needed. => Prethodno pobrojane karakteristike Toyota proizvodnog sistema vode ka praksi pravovremene (JIT) isporuke roba (i usluga) na mesto gde se traži i u vreme kada se traži.
LL@(2112) To make its concern with the customers more complete, Toyota developed the so-called Toyota Service Marketing (TSM) programme that deals with the postsales activities. => Da bi upotpunila svoju brigu o kupcima Toyota je razvila tzv. Toyota Service Marketing (TSM) program koji se bavi postprodajnim aktivnostima.
LL@(2113) The TSM is one of the Toyotas strengths worldwide that guarantees the customers satisfaction and a high quality of repairs. => TSM je jed na od snaga Toyote širom sveta kojom se garantuje zadovoljstvo klijenta i visok kvalitet popravki.
LL@(2114) The challenge today is the TSM implementation throughout the Toyotas repair net and creating a highest quality network operated by the manufacturer. => Današnji izazov jeste uvođenje TSM-a u celu Toyotinu mrežu za popravke i stvaranje najkvalitetnije mreže kojom rukovodi proizvođač.
LL@(2115) Concern about the customer makes the basis of the Toyotas TSM programme. => U osnovi Toyotinog TSM programa je briga o kupcu.
LL@(2116) The entire philosophy of this post-sales programme can be observed through a presentation on Figure 1. ~~~ In the centre (area 1) are the so-called Toyotas customer oriented processes. => Celokupna filozofija ovog postprodajnog programa može da se prati kroz prikaz dat na slici 1. U centru (polje 1) su tzv. Toyota procesi orijentisani ka kupcu.
LL@(2117) The employees, the objects and all the internal procedures that represent the operations elements (area 2) are focused upon the execution of the core processes. => Zaposleni, objekti i svi interni postupci koji predstavljaju elemente operacija, (polje 2) fokusirani su na realizaciju procesa u jezgru.
LL@(2118) The business management in the post-sales operations sector pays due attention to the aspect of operations management (area 3). => Poslovno upravljanje sektorom postprodajnih aktivnosti posvećuje odgovarajuću pažnju aspektu upravljanja operacijama (polje 3).
LL@(2119) The achieved outputs here are measured via respective performance, primarily the profit. => Pri tome se realizovani autputi mere kroz odgovarajuće performanse, a pre svega profit.
LL@(2120) Figure 1. => Slika 1.
LL@(2121) Customer oriented activity circles In the post sales activities, the importance of the Toyota Customer oriented processes notion (Figure 1) is seen in the defining of the processes such as: the contact with clients procedure, motor failure repair procedures, claim resolving procedure, administrative work, maintenance and repairs, clients, etc. => Krugovi aktivnosti orijentisani prema kupcima U postprodajnim aktivnostima značaj pojma Toyota procesi orijentisani prema klijentima (slika 1) ogleda se kroz definisanje procesa kao što su: postupak kontakta sa klijentima, postupak rešavanja kvarova, postupak rešavanja žalbi, opšti poslovi, održavanje i popravke, klijent itd.
LL@(2122) In the TSM manual each process is presented by a respective flow chart and a textual description of this same process. => U priručniku za TSM svaki proces je predstvaljen odgovarajućim dijagramom toka i tekstualnim opisom istog.
LL@(2123) A description of a documented claim resolving procedure can be presented in the following way Š16Ë: 1. => Opis jednog dokumentovanog postupka rešavanja žalbi bi ukratko mogao da se predstavi na sledeći način Š16Ë: ~~~ 1.
LL@(2124) The serviceman should maintain an open line for 2. => Serviser treba da ima otvorenu liniju za kontakt sa klijentom. 2.
LL@(2125) The receptionist should answer the call politely, identify the name of the serviceman, introduce himself and ask questions in order to encourage the client to explain what he needs. => Recepcionar treba ljubazno da odgovori na poziv, identifikuje ime servisera, predstavi se i otvoreno pita kako bi ohrabrio klijenta da objasni svoje potrebe. 3.
LL@(2126) 3. ~~~ The receptionist should direct the client to the person in charge of clients' complaints resolving (CRE - Customer Relationship Executive). => Recepcionar treba da uputi klijenta na odgovarajuću osobu koja se bavi rešavanjem žalbi klijenata (CRE - Customer Relationship Executive).
LL@(2127) To find out what the client's problem is, the CRE should listen to the client attentively and make necessary notes. ~~~ 4. => Prilikom utvrđivanja klijentovog problema, CRE osoba treba da klijenta dobro sasluša i napravi odgovarajuće beleške. 4.
LL@(2128) The CRE should search for the solutions to pro contacts with the client. pose to the client. => CRE osoba treba da traga za rešenjima koja će predložiti klijentu. 5.
LL@(2129) 5. ~~~ The repair takes place. => Obavljanje intervencije. 6.
LL@(2130) 6. ~~~ The CRE in the service makes a questionnaire to check whether the client is satisfied and sends it by post or calls the client on the phone. => CRE servisera vrši anketu za proveru; poštom ili telefonski proverava da li je klijent zadovoljan.
LL@(2131) There is a documented procedure for every work activity connected to servicing the automobile. => Dokumentovana procedura postoji i za bilo koju radnu aktivnost povezanu sa servisiranjem automobila.
LL@(2132) Figure 2 presents such a procedure related to making an appointment for a repair. => Na slici 2 je dat jedan takav prikaz postupka koji se odnosi na zakazivanje popravke.
LL@(2133) The ultimate goal is to improve the appointment rate. => Krajnji cilj je unapređenje stope zakazivanja.
LL@(2134) Figure 2. => Slika 2.
LL@(2135) The repair appointment making procedure All the processes in Toyota are, of course, defined in detail, in order that their performance should be monitored more easily. => Postupak zakazivanja popravke Naravno, svi procesi u Toyoti se detaljno definišu, kako bi se lakše pratile performanse istih.
LL@(2136) Monitoring is achieved by appropriate measurings. => Praćenje se postiže odgovarajućim merenjima.
LL@(2137) The measurings, however, are not carried out just for the sake of monitoring performance, but rather for the purpose of getting new knowledge of the extent to which the previously set goals are achieved. => Međutim, ne vrše se merenja da bi se jednostavno pratile performanse, već se ona preduzimaju da bi se dobilo saznanje o stepenu ispunjenja prethodno postavljenih ciljeva.
LL@(2138) To monitor the efficiency of business operations and the extent to which the goals are achieved Toyota uses the key performance indicators (KPI). => Za praćenje efikasnosti poslovanja i stepena ispunjenja ciljeva, Toyota koristi ključne pokazatelje (indikatore) uspeha (KPI).
LL@(2139) The implementation of these indicators helps the management guide and improve their business. => Korišćenjem ovih pokazatelja menadžment lakše usmerava i unapređuje svoje poslovanje.
LL@(2140) In the automobile post-sales processes these indicators are classed as: a) the client turnover indicators (number of visits of clients, number of repair orders, serviced cars at the expense of the client, etc.), b) post-sales success indicators and c) financial indicators. => U procesima postprodaje autoobila, ovi pokazatelji se dele na: a) pokazatelje prometa klijenata (broj poseta klijenata, broj naloga za opravku, servisirana vozila za koja plaća klijent i sl.), b) pokazatelje uspeha nakon prodaje i c) finansijske pokazatelje.
LL@(2141) The KPI examples that refer to the post-sales service success indicators are: spare parts sales indicators, client turnover indicators, delivery indicators, the repair specialist capacity indicators, etc. => Primeri KPI koji se odnose na pokazatelje uspeha servisa nakon prodaje su: pokazatelji prodaje delova, pokazatelji prometa klijenata, pokazatelji isporučivosti, pokazatelji kapaciteta specijaliste za opravke i sl.
LL@(2142) All the above mentioned parts and indicators of the service success indicators are important in monitoring the execution of the set goals, but also for the future planning. => Svi delovi i pokazatelji uspeha servisa, koji su napred nabrojani, važni su za praćenje realizacije postavljenih ciljeva i naredno planiranje.
LL@(2143) The method of monitoring the planned and the realized values of spare parts sales, as one success indicator, are shown in Figure 3. => Način praćenja planiranih i realizovanih vrednosti prodaje delova, kao jednog od pokazatelja uspeha, dat je na slici 3.
LL@(2144) Figure 3. => Slika 3.
LL@(2145) Chart of spare parts sales results This example clearly shows that Toyota pays a lot of attention to its processes, especially to those directly related to customers. => Grafički prikaz rezultata prodaje delova Iz ovog primera se jasno vidi da Toyota veliku pažnju posvećuje svojim procesima, a posebno onim procesima koji su direktno usmereni na kupce.
LL@(2146) It is important to point out that Toyota allocates large funds in the development of its employees. => Potrebo je napomenuti da Toyota izdvaja i velika novčana sredstva za razvoj svojih zaposlenih.
LL@(2147) All the activities Toyota undertakes resulted in a continual growth in sales on the global lev el as well as in the satisfactory levels of financial performance. => Sve ove aktivnosti koje Toyota preduzima su rezultovale kontinuiranim rastom prodaje na globalnom nivou i zadovoljavajućim nivoima finansijskih performansi.
LL@(2148) We can only stress that the earned income of the Toyota company in the last three years records a continual growth (including the year 2008 when the recession was global). => Kao primer možemo istaći da ostvareni prihod kompanije Toyota u poslednje tri godine beleži kontinuiran rast (uključujući i 2008. godinu kada u kojoj je došlo do razvoja globalne recesije).
LL@(2149) The data on the earned income are illustrated in Figure 4 Š15Ë. Figure 4. => Podaci o ostvrenom prihodu su ilustrovani na slici 4 Š15Ë. ~~~ Slika 4.
LL@(2150) The Toyota company income in the last three years On the basis on the above, we can draw a conclusion that Toyota implements the process approach in organizational management simultaneously, and that this type of management is supported by a developed BSC system used to monitor all the important performance indicators of this large company. => Ostvareni prihod kompanije Toyota u protekle tri godine Na bazi svega što je rečeno, možemo zaključiti da Toyota simultano primenjuje procesni pristup u organizacionom upravljanju, pri čemu je ovo upravljanja podržano razvijenim BSC sistemom, kojim se prate svi bitniji indikatori performansi ove velike kompanije.
LL@(2151) Naturally, establishing these and many other management and organizational systems resulted in Toyota becoming a leader on a global automobile market. => Naravno, uspostavljanje ovih i brojnih drugih menadžment i organizacionih sistema je uticalo da Toyota vremenom postane svojevrsni lider na globalnom tržištu motornih vozila.
LL@(2152) Conclusion The process oriented organizations can manage these processes in an easier way. => Zaključak Organizacije koje su orijentisane na svoje procese lakše mogu da upravljaju njima.
LL@(2153) Naturally, in marketing oriented organizations, where the basic (key) processes are customer oriented, this means that organizations focus upon meeting the needs and desires of their customers. => Naravno, to u marketinški usmerenim organizacijama, gde su osnovni (ključni) procesi okrenuti prema kupcima, znači da se organizacije fokusiraju na zadovoljavanje potreba i želja svojih kupaca.
LL@(2154) On the other hand, occasional changes in the processes will require that all the employees permanently learn and improve so that they should, using their knowledge and skills, efficiently adapt to the changes within organizational processes. => Sa druge strane, povremene promene u procesima će iziskivati permanento učenje i usavršavanje svih zaposlenih, kako bi se, sa aspekta znanja i veština, efikasno prilagođavali nastalim promenama unutar organizacionih procesa.
LL@(2155) Such a method of work will most probably have a positive effect upon the financial aspects of organizational activities. => Ovakav način rada će vrlo verovatno u pozitivnoj meri uticati na finansijske aspekte delovanja organizacije.
LL@(2156) All this will in turn make it necessary that a specific system of performance measuring be implemented in all the areas of crucial importance the organizational activities. => Sve ovo će usloviti neophodnost uspostavljanja svojevrsnog sistema merenja performansi u svim oblastima koje su od ključnog značaja za funkcionisanje organizacije.
LL@(2157) Therefore we can conclude that the process orienta for tion really facilitates the implementation of a complex system used to measure the overall organizational performance, such as the BSC (in certain cases the process orientation is a necessary condition for the BSC implementation). => Samim tim, možemo da zaključimo da procesna orijentacija zaista olakšava implementaciju složenog sistema merenja ukupnih performansi organizacije, kakav je BSC (u određenim slučajevima je procesna orijentacija neophodan uslov za implementaciju BSC-a).
LL@(2158) The Toyota example, presented in this paper, is an attempt to introduce the readers to the importance of the process approach. => Primer Toyote, koji je opisan u ovom radu, predstavlja pokušaj približavanja značaja procesnog pristupa u organizaciji čitaocima.
LL@(2159) On the other hand, it highlights the importance of the BSC concept implementation, as well as the important relationships between the process approach and the BSC. ~~~ REFERENCE Š1Ë Grupa autora, Sistem menadžmenta kvalitetom u BSC okruženju, Kvalitet, br. 1-2, Beograd, 2008. ~~~ Š2Ë Helmrich, K., Janbrink, S., Edenback., B., Nova švedska organizaciona filozofija: GTO, Prometej, Novi Sad, 1997. => Sa druge strane, on ukazuje na značaj implementacije BSC koncepta, kao i na postojanje značajnih relacija između procesnog pristupa i BSC-a LITERATURA Š1Ë Grupa autora, Sistem menadžmenta kvalitetom u BSC okruženju, Kvalitet, br. 1-2, Beograd, 2008. Š2Ë Helmrich, K., Janbrink, S., Edenback., B., Nova švedska organizaciona filozofija:
LL@(2160) Š3Ë Kaplan, R., How the Balanced Scorecard Complements the McKinsey 7-S Model, Strategy & Leadership, Vol. 33, No. 3, 2005. => GTO, Prometej, Novi Sad, 1997. Š3Ë Kaplan, R., How the Balanced Scorecard Complements the McKinsey 7-S Model, Strategy & Leadership, Vol.
LL@(2161) Š4Ë Kaplan, R., Norton, D., The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston, Massachusetts, 1996. => 33, No. 3, 2005. Š4Ë Kaplan, R., Norton, D., The Balanced Scorecard:
LL@(2162) Š5Ë Kaplan, R., Norton, D., The Strategy-Focused Scorecard Organizations: How Balanced Companies Thrive the New Business Environment, Harvard Business School Press, Boston, Massachusetts, 2001. in Š6Ë Kloppenborg, T., Petrick, J., Managing Project Quality, Management Concepts, Virginia, USA, 2002. => Translating Strategy into Action, Harvard Business School Press, Boston, Massachusetts, 1996. Š5Ë Kaplan, R., Norton, D., The Strategy-Focused Organizations:
LL@(2163) Š7Ë Pešalj, B., Merenje performansi preduzeća: tradicionalni i savremeni koncepti, Ekonomski fakultet, Beograd, 2006. => 
LL@(2164) Š8Ë Radojević, Z., Organizacioni model sistema održavanja prema zahtevima serije standarda ISO 9000, Management, br. 5, 1997. => 
LL@(2165) Š9Ë Radojević, Z., Model optimizacije proizvodnog programa proizvodnje sa primerom iz prakse, I Međunarodni simpozijum Industrijsko inženjerstvo '96, Beograd, 1996. ~~~ Š10Ë Radović, M., Karapandžić, S., Inženjering procesa, Fakultet organizacionih nauka, Beograd, 2005. ~~~ Š11Ë Rentzhog, O., Temelji preduzeća sutrašnjice: procesima usmerena poslovna Prometej, Novi Sad, 2000. filozofija, Š12Ë Stefanović, I., Fleksibilne organizacione strukture, Magistarska teza, Fakultet organizacionih nauka, Beograd, 2007. ~~~ Š13Ë Stefanović, I., Restrukturiranje kao metod sanacije akutne organizacione krize, Nauka i biznis, br. 3-4, 2007. => How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business School Press, Boston, Massachusetts, 2001. Š6Ë Kloppenborg, T., Petrick, J., Managing Project Quality, Management Concepts, Virginia, USA, 2002. Š7Ë Pešalj, B., Merenje performansi preduzeća: tradicionalni i savremeni koncepti, Ekonomski fakultet, Beograd, 2006. Š8Ë Radojević, Z., Organizacioni model sistema održavanja prema zahtevima serije standarda ISO 9000, Management, br. 5, 1997. Š9Ë Radojević, Z., Model optimizacije proizvodnog programa proizvodnje sa primerom iz prakse, I Međunarodni simpozijum Industrijsko inženjerstvo 96, Beograd, 1996. Š10Ë Radović, M., Karapandžić, S., Inženjering procesa, Fakultet organizacionih nauka, Beograd, 2005. Š11Ë Rentzhog, O., Temelji preduzeća sutrašnjice: procesima usmerena poslovna filozofija, Prometej, Novi Sad, 2000. Š12Ë Stefanović, I., Fleksibilne organizacione strukture, Magistarska teza, Fakultet organizacionih nauka, Beograd, 2007. Š13Ë Stefanović, I., Restrukturiranje kao metod sanacije akutne organizacione krize, Nauka i biznis, br. 3-4, 2007.
LL@(2166) Š14Ë [krinjar, R., Indihar Štemberger, M., Hernaus, T., The Impact of Business Process Orientation on Organizational Performance, Proceedings of the 2007 Informing Science and IT Education Joint Conference, 2007. => Š14Ë krinjar, R., Indihar Štemberger, M., Hernaus, T., The Impact of Business Process Orientation on Organizational Performance, Proceedings of the 2007 Informing Science and IT Education Joint Conference, 2007. Š15Ë www.hoovers.com/toyota (datum pristupa:
LL@(2167) Š15Ë www.hoovers.com/toyota (datum pristupa: 01.04.2009.) => 01.04.2009.) Š16Ë www.toyota.co.jp/en/environmental_rep/03/ma nage04.html Š17Ë www.toyota.com.au/about/toyota-production system (datum pristupa:
LL@(2168) Š16Ë www.toyota.co.jp/en/environmental_rep/03/man age04.htp l Š17Ë www.toyota.com.au/about/toyota-production system (datum pristupa: 24.03.2009.) => 24.03.2009.) Kako oglašivači vide Internet kao sredstvo marketinga: studija slučaja UDK:
LL@(2169) Advertiser Perception of the Internet as a Marketing Communication Vehicle: Case Study UDC: 004.5:659 Khalid Alrawi Al-ain University of Science & Technology Po Box 64141, UAE E-mail : kalrawi47¿hotmail.com For most established businesses, the Web's main role is either to reduce costs or to add value for existing customers, but it also has a potential role in customer acquisition, and in the case of a web startup. => 004.5:659 Khalid Alrawi Univerzitet za nauku i tehnologiju Al-ain, UAR e-mail: kalrawi47¿hotmail.com U mnogim firmama smatraju da je uloga interneta ili da smanji troškove ili da doda vrednost za postojeće kupce, ali on igra značajnu ulogu i u privlačenju novih kupaca i u uspostavljanju novih mreža.
LL@(2170) It is a critical role. => To je, u stvari, njegova najznačajnija uloga.
LL@(2171) The aim of this research is to find out how the Internet is impacting advertising. => Naš cilj u ovom istraživanju jeste da proučimo kako internet utiče na oglašavanje.
LL@(2172) The study was carried out through a questionnaire of the top executives of 200 firms in the services sectors in Abu Dhabi, UAE (Banking and Insurance industries). ~~~ It examined their attitudes about the effect of advertising through the Internet. => Studija je obuhvatila izvršne direktore 200 firmi koje rade u uslužnom sektoru u Abu Dabiju u UAR (oblast bankarstva i osiguranja), a sprovedena je putem upitnika, sa ciljem da se sazna kako ovi direktori ocenjuju efekat oglašavanja primenom interneta.
LL@(2173) Research findings conclude that the scope of the Internet usage in advertising is affected by managements' perceptions of the effectiveness of their web sites as a marketing tool. => Zaključci dobijeni istraživanjem pokazuju da opseg primene interneta u oglašavanju zavisi od toga kako menadžment ocenjuje efekat vebsajtova kao instrumenta marketinga.
LL@(2174) Result indicates that negative attitudes towards advertising through the Internet are associated with the Banking and Insurance businesses, which are the largest two sectors in the services industry. => Rezultati ukazuju na to da su negativni stavovi prema oglašavanju putem interneta uglavnom vezani za firme u sektoru bankarstva i osiguranja, dva najveća sektora u oblasti uslužne delatnosti.
LL@(2175) These findings suggest that managers believe there are no economic benefits for advertising through the Internet. => Ovi rezultati ukazuju i na to da menadžeri smatraju da oglašavanje putem interneta ne donosi nikakvu ekonomsku korist.
LL@(2176) Based upon the sample size the researcher believes that the findings may prevail in other service industries in Abu Dhabi in particular and, the UAE in general. => Na osnovu veličine uzirka ovaj istraživač iznosi stav da ovakvi rezultati mogu da važe i u drugim uslužnim delatnostima, posebno u Abu Dabiju, a i u UAR uopšte.
LL@(2177) 1. ~~~ Introduction Recently, the Internet has become one of the most vivid topics in business and academia. => Uvod Internet je u poslednje vreme postao tema veoma živih rasprava kako u poslovnim, tako i u naučnim krugovima.
LL@(2178) The speed of development of electronic marketing has been fast by all standards. => Brzina kojom se elektronski marketing razvija po svim standardima je svakako veoma velika.
LL@(2179) Such development has a far reaching impact on how business is conducted and perceived. => Ovakav razvoj ima dalekosežni uticaj i na samo poslovanje i na naše poimanje poslovanja.
LL@(2180) In fact, the speed of development has accelerated the debate on the usefulness and its profound influence on organizations and management. => U stvari, brzina kojom se internet razvija je ubrzala rasprave o njegovoj korisnosti i o njegovom velikom uticaju na organizacije i menadžment.
LL@(2181) Business and financial markets are recovering from earlier over exuberance about the Internet. => Poslovna i finansijska tržišta počinju objektivnije da sagledavaju ulogu interneta u odnosu na ranije preterano oduševljenje koje su pokazivali u njegovom korišćenju.
LL@(2182) Ang & Buttle, (2006) recognized that the fundamentals of business have not changed, that most pure-play dotcom business models were widely overoptimistic, especially in business-to-consumer (B2C) markets, and that the future role of the Internet in marketing will be largely as a part of an integrated combination of bricks & clicks. => Ang & Buttle (2006) priznaju da se u osnovnim postavkama poslovanja ništa nije promenilo, da je većina čisto dotcom poslovnih modela previše optimistična, posebno na tržištima koja neguju neposredan pristup potrošaču (B2C tržišta), i da će buduća uloga interneta u marketingu u velikoj meri biti deo objedinjene kombinacije bricks&clicks.
LL@(2183) The Internet remains the most wide-ranging and significant area of current development in advertising. => Internet je i dalje najsveobuhvatnija i najznačajnija oblast savremenih dostignuća u domenu oglašavanja.
LL@(2184) The Internet allows faster, cheaper and more personalized advertising than any previous medium. => Oglašavanje putem interneta je brže, jeftinije i neposrednije nego kod bilo kojih ranijih medija.
LL@(2185) McAlister, (2005) suggested that advertising by the Internet, can dramatically reduce customer search costs and even support purchase decisions made on behalf of the customer by intelligent software agents. => McAlister (2005) navodi da oglašavanje putem interneta štedi potrošačima troškove traženja proizvoda i da im primenom inteligentnih softverskih rešenja čak pomaže da donesu odluku.
LL@(2186) Therefore, it allows seamless communication over any distance, local or global increasingly. => Na taj način internet obezbeđuje neprekinutu komunikaciju na bilo kojoj udaljenosti, u lokalu i sve više u globalnim razmerama.
LL@(2187) A firm's knowledge of the Internet, including perceptions of opportunities and problems is acquired to a large extent through the experience of engaging in various forms on Internet en abled-commerce,(Daniel & Grimshaw,2002). => Firma u velikoj meri upoznaje internet i prepoznaje svoju priliku i pro bleme tako što se uključuje u rezličite oblike internettrgovine (Daniel & Grimshaw, 2002).
LL@(2188) These capabilities have the potential in principle to transform many aspects of marketing: segmentation and targeting, pricing, customer service and customer relationship management, marketing communication, promotion, channels and value chain. => U principu, internet ima potencijale da transformiše veliki broj aspekata marketinga: segmentaciju i ciljano obraćanje, određivanje cene, upravljanje korisničkim servisom i odnosima sa kupcima, marketinšku komunikaciju, promociju, kanale komunikacije i lanac vrednosti.
LL@(2189) Local advertising costs, as a barrier to entry, will be significantly reduced as the Internet makes it possible to reach a local audience more cheaply, (Hamid and George, 2005). => Troškovi lokalnog oglašavanja, koji predstavljaju prepreku za ulaz na tržište, biće značajno umanjeni pošto je obraćanje lokalnim potrošačima putem interneta daleko jeftinije (Hamid & George, 2005).
LL@(2190) This new way of thinking has raised several importance issues that need further research. => Ovaj novi način razmišljanja pokrenuo je nekoliko značajnih pitanja koja zahtevaju šira istraživanja.
LL@(2191) The main issue is the lack of meaningful research in our understanding of how managers' perceptions of the benefits and disadvantages of the internet translate into marketing decisions that may or may not involve an Internet presence, (Lanz, 2002). => Glavno pitanje je nedostatak dobrih, smislenih istraživanja o tome kako viđenje menadžera o tome šta su koristi, a šta nedostaci interneta mogu da se prevedu u marketinške odluke u kojima internet može i ne mora da postoji (Lanz, 2002).
LL@(2192) The Internet impacts marketing strategy, channel management, marketing communications, customer service and business-to-business marketing. => Internet utiče na strategiju marketinga, na upravljanje kanalima informacija, marketing komunikacijama, korisničkim servisom i firma-firma marketingom.
LL@(2193) Also, permits the instant establishment of vital branches locally or even throughout the world, and allows these firms to improve their images even abroad, (Hamid and George, 2005). => On omogućava i momentalno uspostavljanje veoma važnih filijala na lokalu, ali i širom sveta i omogućava firmama da poboljšaju sliku o sebi i u inostranstvu (Hamid % George, 2005).
LL@(2194) This research focuses on the usage of the Internet as an instrument which is available for services institutions to expand their operations in the local market. => U ovom istraživanju usredsredili smo se na primenu interneta kao instrumenta koji koriste uslužne firme u širenju poslova na lokalnom tržištu.
LL@(2195) While several studies have already addressed the importance of the Internet in services firms, however, to the re searcher's knowledge, such effort is not recognized that the use of the Internet for local or even global business enables them to enhance themselves in the marketplace. => Jedan broj studija se već bavio značajem koji internet ima za firme koje posluju u sektoru uslužnih delatnosti, ali, koliko je poznato ovom istraživaču, nije bilo pokušaja da se prouči da li je i koliko primena interneta u lokalnom i globalnom poslovanju pomogla firmama da poboljšaju svoje pozicije na tržištu.
LL@(2196) The aim of this research is to assess the attitude of commercial firms in the services sector (Banking and insurance) in the UAE towards the usage of Internet advertising. => Ovo istraživanje sprovedeno je sa ciljem da se ocene stavovi komercijalnih firmi u sektoru usluga (bankarstvo i osiguranje) u UAR u odnosu na primenu interneta.
LL@(2197) This study therefore, provides an important ratification of literature as well as extending the validity of its conclusions to include other states in the UAE, or even the Gulf Region, and is intended to be representative of the entire Emirates. => Stoga ova studija predstavlja značajnu potvrdu navoda literature i proširuje validnost donetih zaključaka i na druge države UAR, pa čak i na Zalivsku oblast, a teži da bude reprezentativna i za sve Emirate.
LL@(2198) The researcher expects its impact to increase steadily over the next decade, as the technology improves, its availability and usage continue to grow, and businesses learn better how to use it within their wide advertising strategy. => Istraživač očekuje da će uticaj interneta ravnomerno da raste tokom naredne decenije, uporedo sa razvojem tehnologije, sa sve većom dostupnošću i mogućnošću primene i što više firme shvataju kako da ga koriste u svojim strategijama oglašavanja.
LL@(2199) However, the paper deals with empirical research than with theory. => Ipak, u ovoj studiji bavićemo se empirijskim istraživanjem, mnogo manje teorijom.
LL@(2200) The subsequent analysis attempts to address the above research questions. ~~~ 2. => U analizi koja sledi, pokušaćemo da odgovorimo na gore postavljena pitanja. 2.
LL@(2201) The role of advertising online It is certainly exciting to be at the forefront of a new technology. => Uloga on-line oglašavanja Svakako je veoma uzbudljivo biti među prvima koji koriste neku novu tehnologiju.
LL@(2202) Just as the television in the 1950s and after, dramatically changed society, the Internet is changing society and market operations profoundly for many years to come. => Kao što je i televizija 1950-ih i kasnije promenila društvo u značajnoj meri, i internet donosi duboke promene i tek će narednih godina uticati na promene u društvu i na poslovanje na tržištu.
LL@(2203) The Internet is the fastest growing medium in history, considering, for example, the growth rate of radio and television. => Ni jedan medij se do sada nije razvijao takvom brzinom, čak i kada ga uporedimo sa rezvojem radija i televizije.
LL@(2204) The use of the Internet as advertising channel depends both on the growth in general Internet penetration and usage and on how the Internet then influences the adoption and diffusion of other products and services, (Adam (2002). => Primena interneta kao kanala oglašavanja zavisi kako od razvoja opšteg uticaja i prodora interneta, tako i od toga kako internet utiče na prihvatanje i širenje drugih proizvoda i usluga (Adam, 2002).
LL@(2205) In both these contexts, there is the usual caveat that one must be careful not to assume that the predictors of early adoption will also hold for later adoption. => U oba ova konteksta prisutna je uobičajena opomena da treba da budemo oprezni i da ne mislimo da će prvi pokazatelji da je nešto usvojeno važiti i ubuduće.
LL@(2206) The researcher draws on the adoption and diffusion literature to propose how the Internet will develop, and found among early adopters for these firms in the sample, the primary reason for using the Web was for entertainment rather than advertising. => Ovaj istraživač se oslanja na literaturu o prihvatanju i širenju interneta i na osnovu te literature predviđa kako će se internet razvijati. ~~~ U firmama koje su poslužile kao uzorak za istraživanje, istraživač je zaključio da su oni koji su odmah prihvatili internet radije koristili mrežu da se zabave nego da se preko nje oglašavaju.
LL@(2207) To determine if there were differences between Internet users and non-users between these two groups in their attitudes towards technology, ownership of different technologies, and information versus entertainment needs, the researcher found that compared to non-users as they are the majority, Internet users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort of time, (Mittal et.al., 2008). => Pokušali smo da utvrdimo da li između korisnika interneta i onih koji ga ne koriste postoji razlika u stavovima prema tehnologiji, vlasništvu nad različitim tehnologijama i odnosu između informacija i zabave. ~~~ Zaključili smo da su oni koji ne kori ste internet u većini, a da korisnike više interesuje tehnologija uopšte i koristi koje od nje dobijaju, posebno ako bi primenom tehnologije uštedeli trud i vreme (Mittal i dr., 2008).
LL@(2208) They were also more likely to think that technology was both important and fun. => Takođe su smatrali da je tehnologija istovremeno i značajna i zabavna.
LL@(2209) Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users. => Korisnici interneta su bili prvenstveno motivisani potrebama za komunikacijom i informacijama, ali izgleda da to nije bio jedini razlog, pošto su u odnosu na one koji ne koriste internet sve vreme osećali da nemaju dovoljno vremena.
LL@(2210) A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user base. => Implikacija koja se može izvesti iz ovih zaključaka jeste da bi internet možda trebalo da bude nešto više orijentisan na zabavne sadržaje, da bi privukao veći broj aktivnih korisnika.
LL@(2211) Internet advertising and marketing will provide the revenues necessary to keep the Internet free and accessible to anyone with a computer and modem. => Oglašavanje i marketing putem interneta doneće prihode koji će dozvoljavati da internet bude besplatno dostupan svakome ko ima kompjuter i modem.
LL@(2212) As of the writing of this paper, the Internet as a commercial medium has only been in existence for three years. => U vreme kada je ovaj rad pisan, internet je kao komercijalni medij postojao tek tri godine.
LL@(2213) In three short years, however, marketers have turned the Internet into an entertaining and fun marketplace, (Cheng et.al, 2003). => Ipak, tokom ove tri kratke godine, marketari su ga pretvorili u tržište zabave (Cheng i dr., 2003).
LL@(2214) Emmanouilides and Hammond (2000) identified the unique many-to-many property of computer-mediated environments such as the Web. => Emmanouilides i Hammond (2000) uočili su da okruženja u kojima se komunicira putem interneta pružaju jedinstvenu mogućnost komuniciranja svako-sa-svakim, kao što je to Web (mreža).
LL@(2215) They suggested that marketing activities will be difficult to implement in their traditional form and predicted the evolution of a marketing paradigm compatible with the increased role of the consumer and of interactive technologies. => Naveli su da će marketing aktivnosti od sada biti teško ostvariti na tradicionalni način i predvideli su razvoj paradigme marketinga koja će odgovarati sve značajnijoj ulozi potrošača i interaktivnih tehnologija.
LL@(2216) In other words the collaborative potential of information technology and the Internet might react business as a game with customers rather than a game against competitors. => Drugim rečima, saradnički potencijal informacione tehnologije i interneta mogao bi da pretvori poslovanje u igru sa potrošačima umesto u igru protiv konkurencije.
LL@(2217) The demographic profile of the average surfer is marketer's dream. => San svakog marketara jeste da dobije demografski profil prosečnog surfera.
LL@(2218) Although the demographic profile changes a little each day to look more and more like the average person in the United States, currently the average surfer is male (59%), in his mid 30's, educated, a business manager or executive, and has a relatively high income. => Iako se demografski profil svakoga dana pomalo menja i približava se profilu prosečnog građanina SAD, u ovom trenutku prosečni surfer može se opisati kao muškarac (59%) u srednjim tridesetim godinama, obrazovan, poslovni menadžer ili direktor, i ima relativno visok dohodak.
LL@(2219) The scales seem to be tipping more evenly between the genders as time elapses. => Vremenom neravnoteža između polova nestaje.
LL@(2220) Eventually, it is believed, that the average Internet user will look much like television viewer (Lehmann, 2005).Table (1), below summarizes the Internet indications published by the United Nations/International Telecommunication Union for the year 2005. the average The demographic profile of the average user is changing as more people come online. => Veruje se da će na kraju prosečni korisnik interneta izgledati isto kao i prosečni gledalac televizije (Lehmann, 2005). ~~~ Na tabeli 1 zbirno su predstavljeni pokazatelji koje su objavile Ujedinjene Nacije/ Unija za međunarodne telekomunikacije za 2005. godinu. ~~~ Kako se sve veći broj ljudi priključuje na mrežu, i profil prosečnog korisnika se menja.
LL@(2221) Consequently, usage patterns are likely to change somewhat. => Stoga se unekoliko menjaju i strukture korišćenja interneta.
LL@(2222) Currently, users are often going to the Internet for research, education, entertainment, and news. => Sada se korisnici često priključuju na internet zbog istraživanja, sticanja obrazovanja, zabave i da bi saznali novosti.
LL@(2223) There is an opportunity not only in the United States for the Internet Advertising Industry but as more countries hook to the Internet, the opportunities will increase abroad as well. => Tabela (1): ~~~ Internet pokazatelji/2005 ja sledi predstavljene su 20 nacija u usponu kako su ih naveli na Inter¿active week.
LL@(2224) The table below (Table2) shows the Emerging 20 Nations as identified by Inter¿active week. => Tabela (2): ~~~ 20 nacija u usponu Izvor:
LL@(2225) A discussion of the average Internet user would not be complete without briefly addressing the geographic location of the Internet users. => UN/ITU 2005 Ova analiza prosečnog korisnika interneta ostala bi nepotpuna ako ne obratimo pažnju i na geografski položaj korisnika interneta.
LL@(2226) It is difficult to obtain an exact geographic profile on the average Internet users because they can access the Internet from anywhere in the world. => Teško je dobiti precizan geografski profil prosečnog korisnika interneta zato što oni mogu da pristupe internetu iz bilo kojeg kraja sveta.
LL@(2227) Users are primarily located throughout the United States. => Prvenstveno ih ima širom SAD.
LL@(2228) However, it is relevant to discuss the geographic location of potential users by country and the opportunities to come for marketers advertisers as these countries develop the ability to access the Internet. => Ipak, značajno je analizirati geografski položaj potencijalnih korisnika po zemljama i priliku koju će marketari dobiti pošto ove zemlje razvijaju pristup internetu.
LL@(2229) A little over a year ago, nearly 99% of the servers accessing the Internet were located throughout North America, Western Europe, and Asia. => Pre nešto više od godinu dana, skoro 99% servera koji operišu na internetu nalazilo se na području Severne Amerike, Zapadne Evrope i Azije.
LL@(2230) The emerging 20 Nations, a phrase coined by Inter¿active week, is a list of 20 nations which may prove to be the most lucrative Internet markets going into the 21st century. => 20 nacija u usponu, izraz koji su skovali na Inter@active week, predstavlja spisak 20 nacija koje će možda postati najprofitabilnije tržište interneta koje ulazi u 21. vek.
LL@(2231) Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier. => Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet.
LL@(2232)  => Za delatnost oglašavanja putem Interneta postoje velike mogućnosti ne samo u SAD, već sve više i širom sveta, kako se sve veći broj zemalja kači na internet. ~~~ Na tabeli ko Izvor:
LL@(2233) Selnes & James (2003) argued that the Internet will prove to be a challenging advertising medium. => Inter¿active week Selnes & James (2003) drže da će internet postati interesantan medijum za oglašavanje.
LL@(2234) Because the Internet is growing quickly, advertisers must try to standardize and adapt all Internet advertising communications to fit a global need. => Pošto se internet razvija velikom brzinom, oglašivači moraju da se potrude da standardizuju i prilagode svako oglašavanje na internetu tako da odgovara globalnim potrebama.
LL@(2235) Although growth and users are primarily focused on the United States today, preparation must be taken for the users who are coming online tomorrow and the day after. => Iako se i razvoj i korisnici danas uglavnom vezuju za SAD, moraju se obaviti pripreme za korisnike koji će biti na mreži sutra i prekosutra.
LL@(2236) These new users will most likely not be current demographic average users but will be users with differing education, age, income, and ethnicity backgrounds. ~~~ 3. => Ovi novi korisnici verovatno neće odgovarati demografskom profilu prosečnog korisnika, već će to biti korisnici različitog obrazovanja, starosnog doba, prihoda i iz različitih etničkih sredina. 3.
LL@(2237) The online adversting industry Barwise (2001) concluded that like most industries, the advertising industry is large and established with market leaders and recognizable corporate names. => On-line oglašavanje kao privredna delatnost Barwise (2001) zaključuje da, kao i većina drugih delatnosti, oglašavanje predstavlja široku i dobro uspostavljenu delatnost koja ima svoje lidere tržišta i prepoznatljiva korporativna imena.
LL@(2238) Since advertising started on the Internet in 1994, advertising agencies have had to answer client questions regarding online advertising and web site development. => Oglašavanje na internetu počelo je 1994. godine i reklamne agencije su morale da odgovore klijentima na veliki broj pitanja u vezi sa on-line oglašavanjem i razvojem web-sajtova.
LL@(2239) Christensen & Tedlow (2000) explored that in this new segment of the industry, advertising agencies have had to quickly become experts in a field where researchers and academics have not yet established all of the rules and strategies; an industry where standards of practice have not been agreed upon; where outcomes are still being debated. => U svojim istraživanjima Christensen & Tedlow (2000) su zaključili da su u ovom novom segmentu privredne delatnosti agencije morale da za kratko vreme postanu stručnjaci u oblasti u kojoj istraživači i teoretičari još uvek nisu uspostavili sva pravila i strategije, u delatnosti u kojoj standardi u praktičnim procesima još nisu dogovoreni i u kojoj su rezultati još uvek bili diskutabilni.
LL@(2240) This is a day in the life of advertising on the Internet (Fader& Hardie, 2001). => Takvo je bilo oglašavanje na internetu u to vreme (Fader & Hardie, 2001).
LL@(2241) Because the industry evolved so quickly, there was barrage of new entries into this undeveloped field. => Pošto se ova delatnost razvijala veoma velikom brzinom, mnogi su želeli da uđu u ovu još nerazvijenu oblast.
LL@(2242) Many entrepreneurs with web site development skills took advantage of corporations' need to be the first with an Internet presence. => Veliki broj preduzetnika koji su imali neka znanja o razvijanju veb-sajtova iskoristili su to što su neke kompanije želele da budu prve na internetu.
LL@(2243) Economists and marketers have long agreed that the first entries into an undeveloped industry typically have a competitive advantage over later entries (Hammond, 2001). => Ekonomisti i marketari su se odavno složili da su oni koji su se prvi našli u ovoj još nerazvijenoj oblasti bili u konkurentskoj prednosti u odnosu na one koji su došli kasnije (Hammond, 2001).
LL@(2244) As advertising agencies and marketing research companies assess the value of using the Internet in marketing activities as a tool, commercial firms will find more Innovations which will lead to faster and more cost effective for their future success. => Reklamne agencije i kompanije koje se bave istraživanjem marketinga procenjuju internet kao instrument marketinških aktivnosti, a trgovinske firme smišljaju inovacije pomoću kojih će brže i kost-efektivnije postići uspeh.
LL@(2245) The challenge lies in both firm's creativity and logistics. => Izazov leži kako u kreativnosti firme, tako i njenoj logistici.
LL@(2246) To catch a surfer, each company must decide upon the bait. => Da bi upecala surfera, kompanija mora da pripremi dobar mamac.
LL@(2247) The bait decision comes only after the why, when, and how of advertising on the Internet has been taken. => Odluka o mamcu donosi se tek pošto se odgovori na pitanja zašto, kada i kako oglašavati na internetu.
LL@(2248) One must decide why the company needs an Internet presence before creating that presence. => Pre nego što se napravi internet prezentacija, mora se odlučiti zašto je kompaniji potrebno da bude prisutna na internetu.
LL@(2249) Companies are jumping on the Internet advertising bandwagon too quickly, without first giving thought as to how advertising on the Internet fits the rest of the marketing strategy. => Kompanije uskaču na internet previše brzo, a da prethodno nisu razmislile o tome kako se oglašavanje putem interneta uklapa u preostali deo njihove strategije marketinga.
LL@(2250) Internet advertising should begin only after consideration of how the web site will fit into the corporate marketing strategy, (Hornby etal. => Oglašavanje na internetu trebalo bi da otpočne tek kada se sagleda kako se veb-stranica uklapa u korporativnu marketinšku strategiju (Hornby i dr., 2002).
LL@(2251) 2002). ~~~ The web seems to be developing into an effective branding tool as well as a direct marketing tool. => Slika (1) Uklapanje veb-sajta u korporativnu marketinšku strategiju Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.
LL@(2252) Those companies whose marketing objectives and strategies center around building brand awareness and consumer loyalty are taking advantage of the Internet's ability to reach narrow targeted audiences. => One kompanije čiji se marketinški ciljevi i strategije usredsređuju na izgradnju svesti o robnoj marki i lojalnosti potrošača koriste prednosti interneta da dopre do usko ciljane publike.
LL@(2253) Those companies whose marketing objectives and strategies center on educating the customer of products and product use are taking advantage of the Internet's value as a giant catalogue. => One kompanije čiji ciljevi i strategije marketinga jesu da edukuju potrošača u vezi sa proizvodima i primenom pro izvoda koriste prednosti interneta kao ogromnog kataloga.
LL@(2254) The key to using the Internet as an effective tool lays in developing ads and web sites that center on the company's current marketing goals, (Van and Bekker, 2003). => Ključ primene interneta kao efektivnog alata nalazi se u kreiranju reklama i veb-stranica koje se fokusiraju na trenutne marketinške ciljeve kompanije (Van i Bekker, 2003).
LL@(2255) When developing a web site, the company must keep three crucial objectives in mind: Attract, Retain, and Repeat . => Kada razvija veb-sajt, kompanija mora da ima na umu tri suštinski važna cilja:
LL@(2256) The web site must attract visitors, retain them, and generate repeat visits. => Privući, Zadržati i Ponoviti.
LL@(2257) If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company. => Slika (2) Uspešnost veb stranice Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.
LL@(2258) (Bikes & Brynjolfsson, 2000). advertisements, hyperlinks, search engine registration, and tie-in promotions (Figure 3). => Ako se ova tri cilja ne zadovolje, veb sajt neće moći da ispuni marketinške ciljeve kompanije (Bikes & Brynjolfsson, 2000).
LL@(2259) Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention. => Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.
LL@(2260) Hyperlinks are web site addresses listed in other web sites. ~~~ When clicked upon, hyperlinks take the user directly to the listed web site. => Ovaj istraživač veruje da je negativne efekte čekanja moguće neutralizovati poboljšavanjem kvaliteta vremena koje provedu čekajući.
LL@(2261) A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer. => Korisnici mogu da budu nezadovoljni zbog dužeg čekanja, ali to ne mora da utiče na njihovu ocenu samog materijala prezentovanog na veb stranici ukoliko im se vreme čekanja najavi i ukoliko očekuju da će čekati.
LL@(2262) For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads (Bellizzi, 2000). => Lacobucci, Arabie & Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.
LL@(2263) Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista. => Pospešivanje poverenja i smanjenje zabrinutosti predstavljaju dva jasna pristupa u upravljanju informisanjem potrošača.
LL@(2264)  => Ovaj istraživač veruje da je u upravljanju informisanošću potrošača važnije poboljšati poverenje nego smanjiti zabrinutost.
LL@(2265) Trifts & Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information. => Hoffman & Novak (2000) smatraju da je uzrok niskog nivoa poverenja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.
LL@(2266) It is becoming more common for businesses to use tieins as a way of building web site traffic. => Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača.
LL@(2267)  => Posmatrajući više strateški, Wind i Rangaswamy (2001) u svom konceptualnom radu predlažu da sledeća faza u razvoju masovne kastomizacije jeste kastomerizacija strategija kompanije kup ca koja usklađuje kastomizaciju sa kastomiziranim marketingom.
LL@(2268)  => Oni tvrde daje za kastomizovanje potrošača (prilagođevanje potrebama pojedinačnih potrošača ili grupa potrošača) potrebna efektivna integracija marketinga, poslovnih operacija, R&D, finansija i informacija, uz suštinske promene u orijentaciji firme i u njenim procesima i arhitekturi orhanizacije. 4.
LL@(2269) Most companies today provide web site addresses on television, print, and radio advertisements. => Stavovi potrošača prema oglašavanju na Internet mreži Prvi korak ka uspehu na veb sajtovima jeste privući početne posete.
LL@(2270) Many also include web site addresses on the product itself. => Za to postoje brojni načini.
LL@(2271) One key aspect of the online experience is the time taken for customers to access the information they required. => Najveći promet izgleda da se ostvaruje putem oglašavanja putem banera, hiperlinkova, registracije kod mašina pretraživača i vezane promocije (slika 3).
LL@(2272) The researcher believes that the potential negative effects of waiting can be neutralized by improving the waiting experience. => Baneri (simboli) su male, trepćuće reklame, obično pravougaonog oblika kojima se privlači pažnja potrošača.
LL@(2273) Customers may feel negative affect as a result of waiting, but this did not necessarily impact on their evaluation of the web material itself as long as the waiting time was signaled and expected. => Hiperlinkovi su veb-sajt adrese koje se nalaze na drugim veb sajtovima. ~~~ Kada potrošač klikne na hiperlink, ovaj ga odvede pravo na tu veb stranicu.
LL@(2274) Lacobucci, Arabie, & Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails. => Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.
LL@(2275) Improving trust and reducing concerns are two distinct approaches to managing customer information. => Na primer, www.buildingonline.com navodi dodatne veb-sajt adrese stotine proizvođača građevinskog materijala; takođe prodaju i baner reklame (Bellizzi, 2000).
LL@(2276) The researcher believes that when managing customer information, improving trust is more effective than efforts to reduce concern. => Registracija kod mašina pretraživača znači da kompanija prijavljuje svoju veb-sajt adresu kod pretraživača kao što su Lycos, Yahoo, ili Alta vista.
LL@(2277) Hoffman & Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information. => Trifts & Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.
LL@(2278) The solution they propose is a radical shift towards more cooperative interaction between a business and its customers. => Kompanije sve više koriste vezane promocije kao način izgradnje prometa na veb sajtu.
LL@(2279) Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'. => Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.
LL@(2280) They state that customerization requires the effective integration of marketing, operations, R&D, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture. => Mnoge štampaju svoje veb adrese i na svojim proizvodima. e-mail adresu.
LL@(2281) 4. ~~~ Customers attitudes towards advertising on the web The first step to web site success is to attract initial visits to the web site. => Ako se cena karte za kružno putovanje promeni za više od 25$, naviše ili naniže, Travelocity obaveštava korisnika e-mejlom o pojedinostima u vezi sa letom.
LL@(2282) There are dozens of ways to do this. => Travelocity takođe omogućava on-line kupovinu, bez nervoze (Dans & Pauwels, 2000).
LL@(2283) Those that seem to generate the most traffic are banner Retaining visitors is an even bigger challenge than attracting them. => Slika (3) Metodi privlačenja posetilaca na veb stranicu Kako zadržati posetioce predstavlja još veći izazov nego kako ih privući.
LL@(2284) Surfers will move on to the next web site if their entertainment or information needs are not met. => Ukoliko dati sajt ne zadovoljava njihove potrebe za zabavom ili informisanjem, surferi će otići na sledeći veb sajt.
LL@(2285) Satisfying the entertainment need can be accomplished by providing games, contests, and promotional activities. => Potreba za zabavom može se zadovoljiti ponuđenim igrama, takmičenjima i promotivnim aktivnostima.
LL@(2286) Satisfying the informational need can be accomplished by indexing and cataloging information about the company's products and service. => Potreba za informacijom može se zadovoljiti indeksacijom i katalogizovanjem informacija o proizvodima i uslugama određene kompanije.
LL@(2287) Dolan & Moon (2000) explained that once visitors are exposed to the web site and chose to stay a while, the company must draw them back again. => Dolan & Moon (2000) objašnjavaju da, kad posetioci jednom dođu na veb sajt i zadrže se neko vreme, kompanija mora da ih privuče da dođu ponovo.
LL@(2288) The only way to generate report traffic is to give the visitor a reason to come back. => Jedini način da ovo učini jeste da posetiocu da razlog da se vrati.
LL@(2289) Whether entertaining or informing the visitor, the site must be fresh. => Bez obzira da li posetiocima nudi zabavu ili informacije, sajt mora da sadrži najnovije podatke.
LL@(2290) Continually updating the site by adding news, games, contests, new product uses, and coupons will generate repeat visits. ~~~ There is no limit to the creativity a company can use to generate repeat visitors. => Stalno ažuriranje sajta dodavanjem vesti, igara, takmičenja, primene novih proizvoda i kupona navešće potrošače da ponovo posete veb sajt.
LL@(2291) Some web sites offer interactive chats with television celebrities or product experts. => Neki veb sajtovi nude interaktivne razgovore sa televizijskim zvezdama ili stručnjacima za dati proizvod.
LL@(2292) Travelocity (www.travelocity.com) a national travel agency web site uses two approaches to generate repeat visits. => Travelocity (www.travelocity.com), veb stranica nacionalne putničke agencije koristi dva načina da privuče posetioce da ponovo dođu na sajt.
LL@(2293) Every Wednesday at midnight the hot deals page is updated with last minute deals on cruises and airline tickets. => Svake srede u ponoć stranica hot deals ažurira se najnovijim aranžmanima za krstarenja i avionskim kartama tipa u poslednjem minutu.
LL@(2294) Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address. => Agencija takođe traži od potrošača da izaberu dan polaska i destinaciju i da dostave agenciji svoju Kada se utvrde ciljevi oglašavanja, treba doneti odluku o tome kako oglašavati.
LL@(2295) If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details. => Iako je potrebno sprovesti detaljno istraživanje u oblasti internet veb stranica i razvoju reklama, dosadašnja istraživanja upućuju na dve kategorije: destinacione i informacione veb sajtove.
LL@(2296) Travelocity also facilitates online hassle-free purchases (Dans & Pauwels, 2001). => Destinacioni veb sajtovi obuhvataju veb sajtove koji nude zabavu kao oblik privlačenja, zadržavanja i pozivanja surfera da ponovo posete stranicu.
LL@(2297) Once advertising goals have been established, decisions about how to advertise should be made. => Mnoge kompanije se trude da zabave surfere tako što če im stalno prikazivati svoju robnu marku.
LL@(2298) Although much research needs to be done in the area of the Internet web site and advertisement development, the research to date suggests two major categories: destination and information web sites. => Ove kompanije troše stotine hiljada dolara da održe interesovanje surfera (Quayle, 2002).
LL@(2299) Destination sites include those web sites that provide entertainment as a form of attracting, retaining, and repeat surfer visits. => Da bi privukao pažnju surfera, menadžment Life Savers Company koristi strategiju sajta destinacije i tako je povratio udeo u tržištu koji mu je odneo Jolly Ranchers i Werthers.
LL@(2300) Many companies seek to entertain surfers as a means of exposing them to their brand. => Prodaja je opala za 20%. ~~~ Veb sajt Lifesavers (www.
LL@(2301) These companies spend hundreds of thousands of dollars to keep surfers interested, (Quayle, 2002). => Candystand.com) pomogao je da tokom 1996. godine prodaja poraste za 20%.
LL@(2302) Destination sites are typically used to enhance brand awareness by building consumer interest in the web site. => Destinacioni sajtovi se obično koriste da pojačaju svest o robnoj marki tako što izazivaju interesovanje potrošača koji posete sajt.
LL@(2303) Hence, the goal of a destination site is to get the consumer to use the site on regular basis, destination sites require a commitment to both time and money. => Stoga je cilj ovog tipa sajta da navede potrošača da redovno koristi sajt. ~~~ Za ovo treba i novca i vremena.
LL@(2304) Both are needed to continually update and add new features to the web site. => Veb sajt treba stalno ažurirati i dodavati nove sadržaje.
LL@(2305) Products that lend themselves to the destination site approach include convenience and impulse shopping goods. => Proizvodi koji su pogodni za pristup pomoću destinacionog sajta obuhvataju robu koja se kupuje impulsivno i znači udobnost.
LL@(2306) This approach does not work for products that require a great deal of explanation or are very technical in nature (Adam et.al, 2002). => Ovakav pristup nije pogodan za proizvode za koje je potrebno mnogo objašnjavanja ili su visoko tehničkog karaktera (Adam i dr., 2002).
LL@(2307) On the other hand, information sites provide information, not entertainment, to the consumer in a catalogue format. => S druge strane, informacioni sajtovi pružaju potrošačima informacije u formatu kataloga, nema zabave.
LL@(2308) The catalogue value of the Internet drew businesses online in the first place. => Kataloška vrednost interneta je u prvom redu privukla firme da se predstavljaju on-line.
LL@(2309) Information web sites offer the customer valuable information about the products and services the business has to offer. => Ovi sajtovi nude potrošaču vredne informacije o proizvodima i uslugama koje data kompanija nudi.
LL@(2310) Some information web sites look like real catalogues, offering primarily text oriented down to business information. => Neki ovakvi sajtovi izgledaju kao pravi katalozi i nude prvenstveno tekstualno orijentisanu čisto poslovnu informaciju.
LL@(2311) Other information web sites offer helpful advice on product use, links to complementary products, and customer support, (Harris and Kimberly, 2003). => Neki drugi pružaju i korisne informacije o tome kako se proizvod koristi, linkove prema komplementarnim proizvodima i podršku potrošačima (Harris i Kimberly, 2003).
LL@(2312) More and more information sites offer a valuable service to the customer. => Sve veći broj informativnih sajtova nudi korisne usluge potrošačima.
LL@(2313) While they might not have the bells and whistles associated with destination sites, most have integrated graphics and contests as a way to lure customers to the site. => Oni obično ne sadrže šarenilo karakteristično za sajtove destinacije, ali većina ima integrisanu grafiku i takmičenja kojima navode potrošače da posete sajt.
LL@(2314) The information web site approach is applicable to almost any product and can be easily updated with new products and services, (Woonbong et.al, 2003). => Pristup pomoću informacionog sajta može se primeniti za skoro svaki proizvod i može se lako ažurirati novim proizvodima i uslugama (Woonbong i dr., 2003).
LL@(2315)  => Da bi surferi ostali dovoljno zainteresovani da bi ponovo posetili sajt, sajt treba redovno održavati i onda on može da ostvari marketinške i reklamne ciljeve kompanije. 5.
LL@(2316)  => Metodologija istraživanja Cilj ove studije jeste da posebno odgovori na sledeće pitanje:
LL@(2317) The home page usually shows whether the company has positioned its web site as a destination site or information site. => Naslovna stranica (home page) obično pokazuje da li je kompanija pozicionirala svoj sajt kao destinacioni ili kao informacioni.
LL@(2318) However, there is some gray area in between. => Postoji i jedna siva oblast između ova dva pristupa.
LL@(2319) Some sites may be organized as an information site but includes a game, contest, or other entertaining feature. => Neki sajtovi mogu biti organizovani kao informacioni, ali mogu da sadrže i igre, takmičenje ili neki drugi zabavni kvalitet.
LL@(2320) On the other hand, a destination site may include some product information and customer services such as electronic purchasing and locations where to purchase the products (Barwise & Strong 2002). => S druge strane, destinacioni sajt može da sadrži i neke informacije o proizvodu i potrošački servis kao što je elektronska kupovina i mesta na kojima se proizvod može kupiti (Barwise & Strong, 2002).
LL@(2321) Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company. => Da li po mišljenju menadžmenta postoji statistički značajna korist od oglašavanja putem interneta u bankarskom sektoru i u sektoru osiguranja?
LL@(2322) The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers. ~~~ Sales have dropped by 20%. => 
LL@(2323) The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996. => 
LL@(2324) 5. ~~~ Research methodology This study aims particularly to answer the following question: Is there any statistical significant benefit by advertising through the Internet in both Banking and Insurance Sector as far as management is concerned? => 
LL@(2325) The study is based on the staff working in The Banking and Insurance sectors in the city of Abu Dhabi. => Studija je sprovedena na osoblju zaposlenom u bankarskom sektoru i sektoru osiguranja u Abu Dabiju.
LL@(2326) Employees, who are working in banking and insurance sectors, constitute the sample of this study. => Zaposleni u ova dva sektora predstavljaju uzorak.
LL@(2327) The sample is selected based on (200) officials. => Uzorak obuhvata zvaničnike (200) kompanija.
LL@(2328) The following table describes the research population distribution. => Na tabeli koja sledi prikazana je struktura populacije obuhvaćene istraživanjem.
LL@(2329) Questionnaires were distributed according to gender group and sector. => Tabela (3) Uzorak Upitnici su podeljeni u skladu sa polom i sektorom.
LL@(2330) Two hundreds completed surveys were received. => Dobili smo dve stotine popunjenih upitnika.
LL@(2331) 80% of the participants responded to the questionnaires. => Na sva pitanja odgovorilo je 80% ispitanika.
LL@(2332) These questions were developed after careful review of current literature. => Ovi upitnici sastavljeni su nakon pažljivog proučavanja najnovije literature.
LL@(2333) Respondents in the research sample believe that business users perceive Web advertising as more informa tive than valuable or entertaining. => Ispitanici veruju da korisnici shvataju oglašavanje na internetu pre kao informativno nego kao zabavno ili vredno.
LL@(2334) When respondents are asked to rank seven media in terms of their value as a source of advertising, the web was placed near the bottom. => Kada je trebalo da navedu sedam medija u smislu njihove vrednosti kao izvora reklame, ispitanici su mrežu postavili skoro na kraj liste. sovanje za tehnologiju uopšte i korist koju ona može da pruži, posebno ako misle da će im uštedeti vreme ili trud.
LL@(2335) The researcher compared Internet users and non-users to determine if there were differences between these two sectors in their attitudes towards technology and information versus entertainment needs. => Takođe radije veruju da je tehnologija i značajna i zabavna.
LL@(2336) He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time. => Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.
LL@(2337) They were also more likely to think that technology was both important and fun. => Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.
LL@(2338) Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users. => Da bi utvrdio da li postoje razlike u stavovima prema tehnologiji i informacijama i prema potrebama za zabavom između korisnika mreže i onih koji je ne koriste ovaj istraživač je uporedio ove dve grupe ispitanika.
LL@(2339) A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based. => Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere Planiranje internet prezentacije ne znači samo kupiti veb sajt.
LL@(2340) Planning for an Internet presence requires more than just purchasing a web site. => 
LL@(2341) Planning for an Internet means to think about how the Internet will fit with firm's current promotional mix. => Planiranje interneta znači i da treba razmisliti kako će se internet uklopiti u važeći promotivni miks firme.
LL@(2342) In order to assess respondent's attitudes towards Internet advertising, it is necessary to calculate the Average answers for both Male and Female. => Da bi se ocenili stavovi ispitanika prema oglašavanju putem interneta, potrebno je izračunati prosečne odgovore i za žensku i za mušku populaciju.
LL@(2343) Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively. => Tabela (4): ~~~ Distribucija prosečnih odgovora Godina Bankarski sektor Sektor osiguranja Muški @enski Muški @enski Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.
LL@(2344) X2, y2: represents the average answer for Females groups in the Banking and Insurance sectors respectively. => X2, y2 predstavljaju prosečne odgovore ženskog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.
LL@(2345) X, y: represents the total average answer of the selected sample in both sectors. ~~~ Then: X = X1 + X2 y = y1 + y2 The results reveal that most of the participants score low on the importance of advertising using the Internet or display a low belief on the usefulness of Internet advertising, as the value of (t) is ( -0.113) which did not exceed the required value of statistical significance. => X, y predstavljaju ukupni prosečni odgovor izabranog uzorka u oba sektora. Onda: X = X1 + X2 y = y1 + y2 Rezultati pokazuju da većina ispitanika nema posebno visoko mišljenje o značaju oglašavanja putem interneta, odnosno nemaju mnogo vere da je oglašavanje na internetu korisno, pošto vrednost (t) iznosi (0,113), što ne prelazi vrednost koja bi bila statistički značajna.
LL@(2346) To be sure that the above result is not a temporarely phenomenon, the researcher apply the same procedures on another sample which consisted of (60) officials from both sectors and applying the same criteria. => Da bi bio siguran da ovo nije samo privremena pojava, ovaj istraživač je sproveo isti postupak na još jednom uzorku koji je obuhvatio 60 zvaničnika iz oba sektora i primenio iste kriterijume.
LL@(2347) The calculation of the Means, Standard Deviation, and the Variance for this second sample is as follows: With such result nearly to zero, again the conclusion is that there is no significant effect for advertising through the Internet, and the H0 hypothesis is correct. ~~~ 6. => 
LL@(2348) Limitation of the study The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates. => 
LL@(2349) The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing. => 
LL@(2350) However this needs further investigation. => 
LL@(2351) Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be. => Izračunata sredina, standardna devijacija i odstupanje za ovaj drugi uzorak su sledeći:
LL@(2352) Data on advertising expenses through the Internet are unavailable or missing. => 
LL@(2353) Therefore, the results presented in this research should be interpreted in the light of these limitations. => 
LL@(2354) The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience. => 
LL@(2355) Such expectations need further studies. => 
LL@(2356) 7. ~~~ Conclusions The principle question raised in this paper is what impact does advertising have through the usage of the Internet. => 
LL@(2357) This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries. => 
LL@(2358) The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance). => 
LL@(2359) Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising. => 
LL@(2360) In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most cru cial issues, thereby implying faster and cheaper to world markets. => 
LL@(2361) The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment. => 
LL@(2362) While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted. => 
LL@(2363) The researcher's recommendation in this context is that firms should develop and evaluate a web-based methodology for evaluating the effectiveness of promotional websites, such as studying business-to-business advertising through mentioning or stimulating the website in print advertising and if successfully increasing site traffic significantly. => Tabela (5) Statistički zaključci za oba sektora Preporuka istraživača u ovom kontekstu bila bi da firma treba da razvija i ocenjuje metodologiju zasnovanu na primeni mreže da bi ocenjivala efektivnost promotivnih veb sajtova, kao što su oglašavanje između firmi tako što bi se pomenuo ili stimulisao veb sajt u štampanoj reklami i ukoliko to donese uspeh, značajno ubrzao promet na sajtu.
LL@(2364) Overall, in the UAE, as a developing country, Internet advertising is still a growth area within marketing communications, despite the justifiable reaction against earlier overoptimistic expectations. => Uopšteno, u UAR kao zemlji u razvoju, oglašavanje putem interneta je još uvek oblast u razvoju u marketing komunikaciji, uprkos opravdanim reakcijama na ranija previše optimistička očekivanja.
LL@(2365) Marketers are still learning how to use it in terms of marketing strategy, creative execution and evaluation. => Marketari još uvek uče kako da koriste internet u smislu marketinške strategije, kreativnog izvođenja i ocenjivanja.
LL@(2366) The researcher's point of view is that the future challenge would not only be to understand how each medium and format works, but also how they integrate together. ~~~ REFERENCES Š1Ë Ang, L., and Buttle, F., (2006), CRM software applications and Business Performance, Database Marketing & Customer Strategy Management, Vol. 14. => Ovaj istraživač stoji na stanovištu da će izazov u budućnosti predstavljati ne samo da se shvati kako svaki medij i format funkcionišu, već i kako se integrišu LITERATURA Š1Ë Ang, L., and Buttle, F., (2006), CRM software applications and Business Performance, Database Marketing & Customer Strategy Management, Vol.
LL@(2367) No. 1, pp. 4-16. => 14. ~~~ No.
LL@(2368) Š2Ë Adam, S., Mulye, R., Deans, R., and Palihawadana, D.,(2002), E-marketing in Perspective: A Three Country Comparison of Business use of the Internet, Journal of Marketing Intelligence and Planning, Vol. 20, No.2, pp.243-251. => 1, pp. 4-16. Š2Ë Adam, S., Mulye, R., Deans, R., and Palihawadana, D.,(2002), E-marketing in Perspective: ~~~ A Three Country Comparison of Business use of the Internet, Journal of Marketing Intelligence and Planning, Vol.
LL@(2369) Š3Ë Selnes, F., and James, S., (2003), Promoting Relationship Learning, Journal of Marketing, Vol.67, (July), pp. 80-95. => 20, No.2, pp.243-251. Š3Ë Selnes, F., and James, S., (2003), Promoting Relationship Learning, Journal of Marketing, Vol.
LL@(2370) Š4Ë Anderson, D. (2000). => (July), pp. 80-95. Š4Ë Anderson, D. (2000).
LL@(2371) Creating and Nurturing a Premier E-Business. => Creating and Nurturing a Premier E-Business.
LL@(2372) Journal of Interactive Marketing 14 (3), 67 - 73. => Journal of Interactive Marketing 14 (3), 67 73.
LL@(2373) Š5Ë Adam, S.,(2002), A Model of Web Use in Direct and Online Marketing, Journal of Electronic Markets and Business Media, Vol. 12, No. 4, pp. 262-269. => Š5Ë Adam, S.,(2002), A Model of Web Use in Direct and Online Marketing, Journal of Electronic Markets and Business Media, Vol. ~~~ 12, No. 4, pp. 262269.
LL@(2374) Š6Ë Bellizzi, J., (2000), Drawing prospects to E-comof Advertising merce Websites, Journal research,(January-April),43-53. => Š6Ë Bellizzi, J., (2000), Drawing prospects to E-commerce Websites, Journal of Advertising research,(January-April),43-53. Š7Ë Bakos, Y, & Brynjolfsson, E., (2000), Bundling and Competition on the Internet, Marketing Science, 19(1), 63-82.
LL@(2375)  => Na osnovu ovakvih rezultata koji su blizu nule, potvrđen je zaključak da da oglašavanje putem interneta ne daje značajne efekte i da je hipoteza H0 tačna. 6.
LL@(2376)  => Ograničenja studije Rezultati ove studije zavisili su od metoda koji je primenjen, uzorka i dinamičnosti okruženja u kome se poslovanje odvija.
LL@(2377)  => Ovaj istraživač veruje da ovakvi zaključci preovlađuju i u drugim uslužnim delatnostima u drugim emiratima u UAR, pošto je okruženje svuda otprilike isto.
LL@(2378)  => Ipak, potrebna su dalja istraživanja.
LL@(2379)  => Ova studija ipak ima ograničenja i nedostataka; uglavnom zato što baza podataka nije toliko pouzdana koliko bi istraživač želeo da bude.
LL@(2380)  => Podaci o troškovima oglašavanja na internetu ili nisu dostupni ili nedostaju.
LL@(2381)  => Stoga rezultate ovog istraživanja treba tumačiti u svetlu ovih ograničenja.
LL@(2382)  => Ovaj istraživač veruje da postoje unutrašnji faktori koji izazivaju tako negativne stavove, na primer, nedostatak iskustva.
LL@(2383)  => Ovakva očekivanja takođe zahtevaju dodatna istraživanja.
LL@(2384) Š7Ë Bakos, Y, & Brynjolfsson, E., (2000), Bundling and Competition on the Internet, Marketing Science, 19(1), 63-82. => Zaključci Osnovno pitanje na koje je ovaj rad trebalo da odgovori jeste kakav je uticaj oglašavanja putem interneta.
LL@(2385)  => Ova studija bacila je malo svetlosti na stavove menadžera o uticaju interneta kao instrumenta oglašavanja u delatnostima u oblasti usluga.
LL@(2386)  => Glavni zaključak jeste da obim primene interneta kao medija zavisi od shvatanja menadžmenta o efektivnosti njihovih veb sajtova kao instrumenata marketinga, posebno u oblasti uslužnih delatnosti (t.j., bankarstva i osiguranja).
LL@(2387)  => Ispitanici obuhvaćeni ovom studijom izrazili su prilično negativan stav prema on-line oglašavanju i veruju da će korisnici interneta radije reagovati na ciljano nego na neciljano oglašavanje.
LL@(2388)  => Na današnjem veoma konkurentnom tržištu veb sajtovi mogu da predstavljaju efektivne instrumente marketinga i stoga su posvećenost menadžmenta i uočene koristi najvažnija pitanja, pošto se tako brže i jeftinije stiže na svetska tržišta.
LL@(2389)  => Ovaj istraživač smatra da su ovakvi stavovi zdravi stavovi i da firme treba da ih podstiču pošto i oni predstavljaju vrstu investicije.
LL@(2390)  => Poznato je da što je interaktivnost veća, veb sajt je popularniji, ali za firme obuhvaćene uzorkom interaktivnost ne podstiče uvek efektivnost u oglašavanju, pošto može da prekine proces ubeđivanja, posebno kada je reklama ciljana.
LL@(2391) Š8Ë Barwise, P. (2001), TV, PC or Mobile? => Š8Ë Barwise, P. (2001), TV, PC or Mobile?
LL@(2392) Future media for consumer E-commerce. => Future media for consumer E-commerce.
LL@(2393) Business Strategy Review, 12(1), 35-42. ~~~ Š9Ë Barwise, P. & Strong, C. (2002), Permission - Based Interactive Mobil Advertising, Journal of Marketing (Forthcoming). => Business Strategy Review, 12(1), 35-42. Š9Ë Barwise, P. & Strong, C. (2002), Permission Based Mobil Advertising, Journal of Interactive Marketing (Forthcoming).
LL@(2394) 16 (1). => 16 (1).
LL@(2395) Š10Ë Cheng,W., Kam, C., and Ricky C.,(2003), Publications in Major Marketing Journals, Journal of Marketing Education, Vol. 25, No. 2, pp. 163-76. => Š10Ë Cheng,W., Kam, C., and Ricky C.,(2003), Publications in Major Marketing Journals, Journal of Marketing Education, Vol.
LL@(2396) Š11Ë Christensen, C; & Tedlow, S. (2000), Patterns of Disruption in Retailing, HBR, (Jan - Feb), 42 - 45. => 25, No. 2, pp. 163-76. Š11Ë Christensen, C; & Tedlow, S. (2000), Patterns of Disruption in Retailing, HBR, (Jan Feb), 42 45.
LL@(2397) Š12Ë Daniel, M., and Grimshaw, J., (2002), An Exploratory Comparison of Electronic Commerce Adoption in Large and Small Enterprises, Journal of Information Technology, Vol. 17, pp. 133-147. => Š12Ë Daniel, M., and Grimshaw, J., (2002), An Exploratory Comparison of Electronic Commerce Adoption in Large and Small Enterprises, Journal of Information Technology, Vol.
LL@(2398) Š13Ë Dolan, J., & Moon, Y., (2000), Pricing and Market making on the Internet, Journal of Interactive Marketing, 14(2), 56-73. => 17, pp. 133-147. Š13Ë Dolan, J., & Moon, Y., (2000), Pricing and Market making on the Internet, Journal of Interactive Marketing, 14(2), 56-73. Š14Ë Dans, E., & Pauwels, K., (2001), Internet Marketing the news:
LL@(2399) Š14Ë Dans, E., & Pauwels, K., (2001), Internet Marketing the news: Levering Brand Equity from marketplace to marketplace, Journal of Brand Management, 8(4-5), 303-314. => Levering Brand Equity from marketplace to marketplace, Journal of Brand Management, 8(4-5), 303-314. Š15Ë Hornby, G., Goulding, P., & Poon, S ., (2002), Perceptions of Export Barriers And Cultural Issues:
LL@(2400) Š15Ë Hornby, G., Goulding, P., & Poon, S ., (2002), Perceptions of Export Barriers And Cultural Issues: The SMEs E-commerce Experience, Journal of Electronic Commerce Research, Vol.3, No. 4, pp.213-226. => The SMEs E-commerce Experience, Journal of Electronic Commerce Research, Vol.
LL@(2401) Š16Ë Emmanouilides, C., & Hammond, K., (2000), Internet Usage, Predictors of Active Users, and Frequency, of Use, Journal of Interactive Marketing, 14 (spring) (2), 17-2. => 
LL@(2402) Š17Ë Fader, S., & Hardie, S., (2001), Forecasting Repeat sales at CDNow: A Case Study, Interfaces, 31(12), 94-107. => 
LL@(2403) Š18Ë Hamid, M., and George, T., (2005), The Internet and Internationalization of Smaller Manufacturing Enterprises, Journal of Global Marketing, Vol. 18, No. (3/4), pp.79-93. => 
LL@(2404) Š19Ë Harris, J., and Kimberly, T.,(2003), The Case for Greater Agency in Strategic Partnerships, Journal of Advertising Research, Vol. 43, no. ~~~ 4, pp. 346-352. => No. 4, pp.213-226. nerships, Journal of Advertising Research, Vol.
LL@(2405) Involvement Š20Ë Hammond, K., (2001), e-commerce 2000-2010: What experts Predict, Business Strategy Review, 12(1), 43-50. => 43, no. 4, pp. 346-352. Š20Ë Hammond, K., (2001), e-commerce 2000-2010:
LL@(2406) Š21Ë Hoffman, L., & Novak, P., (2000), How to Acquire Customers on the web, Harvard Business Review, (May-June), 179-188. => What experts Predict, Business Strategy Review, 12(1), 43-50. Š21Ë Hoffman, L., & Novak, P., (2000), How to Acquire Customers on the web, Harvard Business Review, (May-June), 179-188. Š22Ë Lehmann, R., (2005), Journal Evolution and The Development of Marketing, Journal of Public Policy and Marketing, Vol.
LL@(2407) Š22Ë Lehmann, R., (2005), Journal Evolution and The Development of Marketing, Journal of Public Policy and Marketing, Vol.24, (Spring), pp. 137-42. => (Spring), pp. 13742.
LL@(2408) Š23Ë Lanz, J., (2002), Worst Information Technology Practices in Small to Mid-size Organization, The CPA Journal, Vol. 72, No. 4, pp. 71-74. => Š23Ë Lanz, J., (2002), Worst Information Technology Practices in Small to Mid-size Organization, The CPA Journal, Vol.
LL@(2409) Š24Ë Lacobucci, D., Arabie, P., & Bodapati, A., (2000), Recommendation Agents on the Internet, Journal of Interactive Marketing, 14(July), (3), 2-11. => 72, No. 4, pp. 71-74. Š24Ë Lacobucci, D., Arabie, P., & Bodapati, A., (2000), Recommendation Agents on the Internet, Journal of Interactive Marketing, 14(July), (3), 2-11. Š25Ë Mittal,V., Lawrence, F., and Feisal, M.,(2008), Publish the Prosper:
LL@(2410) Š25Ë Mittal,V., Lawrence, F., and Feisal, M.,(2008), Publish the Prosper: The Financial Impact of Publishing By Marketing Faculty, Journal of Marketing Science, Vol. 27, No. 3, pp. 430-42. => The Financial Impact of Publishing By Marketing Faculty, Journal of Marketing Science, Vol.
LL@(2411) Š26Ë McAlister, L., (2005), Unleashing Potential, Journal of Marketing, Vol. 69, (October), pp.16-17. => 27, No. 3, pp. 430-42. Š26Ë McAlister, L., (2005), Unleashing Potential, Journal of Marketing, Vol.
LL@(2412) Š27Ë Quayle, M.,(2002), E-commerce: The Challenge for UK SMEs in The Twenty-first Century, International Journal of Operations & Production Management, Vol. 22, No. (9-10), pp. 1148-1161. => 69, (October), pp.16-17. Š27Ë Quayle, M.,(2002), E-commerce: ~~~ The Challenge for UK SMEs in The Twenty-first Century, International Journal of Operations & Production Management, Vol.
LL@(2413) Š28Ë Trifts, V., & Haubl, G., (2000), Consumer decisions making in on line shopping Environments: The effects of interactive decision aid, Marketing Science, 19(winter) (1), 4-21. => 22, No. (9-10), pp. 1148-1161. Š16Ë Emmanouilides, C., & Hammond, K., (2000), Internet Usage, Predictors of Active Users, and Frequency, of Use, Journal of Interactive Marketing, 14 (spring) (2), 17-2. Š28Ë Trifts, V., & Haubl, G., (2000), Consumer decisions making in on line shopping Environments:
LL@(2414)  => The effects of interactive decision aid, Marketing Science, 19(winter) (1), 4-21. Š17Ë Fader, S., & Hardie, S., (2001), Forecasting Repeat sales at CDNow:
LL@(2415)  => A Case Study, Interfaces, 31(12), 94-107. Š18Ë Hamid, M., and George, T., (2005), The Internet and Internationalization of Smaller Manufacturing Enterprises, Journal of Global Marketing, Vol.
LL@(2416) Š29Ë Van, M., and Bekker, J.,(2003), A framework and Methodology for Evaluating E-commerce web site, Journal Electronic Networking Application & Policy, Vol. 13, No. 5, pp. 330-341. => 18, No. (3/4), pp.79-93. Š19Ë Harris, J., and Kimberly, T.,(2003), The Case for Greater Agency Involvement in Strategic Part Š29Ë Van, M., and Bekker, J.,(2003), A framework and Methodology for Evaluating E-commerce web site, Journal Electronic Networking Application & Policy, Vol.
LL@(2417) Š30Ë Woonbong, Na., Roger, M., and Youngseok, S., (2003), How Businesses Buy Advertising Agency Services: A Way to Segment Advertising Agencies Market? => 13, No. 5, pp. 330-341. Š30Ë Woonbong, Na., Roger, M., and Youngseok, S., (2003), How Businesses Buy Advertising Agency Services: ~~~ A Way to Segment Advertising Agencies Market?
LL@(2418) Journal of Advertising Research, Vol. 43, No. 1, pp. 86-95. => Journal of Advertising Research, Vol. ~~~ 43, No. 1, pp. 86-95.
LL@(2419) The Strategz of the International Monetary Fund (IMF) in Financing its Member countries UDC: 339.732.4 Dr Slobodan Marković, dipl ecc Biljana Lazić Faculty of Foreign Trade, Novi Sad, Faculty of Foreign Trade Novi Sad, The twentieth century was marked by numerous changes whose consequences and effects we can still notice and feel. => Strategija MMF-a u finansiranju zemalja članica UDK: ~~~ 339.732.4 dr Slobodan Marković, dipl.ecc Biljana Lazić Fakultet za spoljnu trgovinu Novi Sad, Fakultet za spoljnu trgovinu Novi Sad, biki3103¿yahoo.com Dvadeseti vek su obeležile mnogobrojne promene čije posledice i efekte još uvek možemo osetiti.
LL@(2420) Surely,one of the crucial processes is the transition of economies of most undeveloped countries and their transformation towards the market way of doing business. => Svakako, jedan od najznačajnijih procesa je tranzicija privreda većeg broja nerazvijenih zemalja i njihova transformacija ka tržišnom načinu privređivanja.
LL@(2421) Many international institutions, with the International Monetary Fund being ahead, were following and helping the described processes. => Mnoge međunarodne institucije, na čelu sa Međunarodnim monetarnim fondom pratile su i pomagale opisane procese.
LL@(2422) The purpose of this paper is to show the main goals, tasks, organizational structure and the way of functioning of the big and first of all very important international financial institution such as the IMF. => Svrha ovog rada je da prikaže osnovne ciljeve, zadatke, organizacinu strukturu i način funkcionisanja velike i nadasve značajne međunarodne finansijske institucije kakva je MMF.
LL@(2423) Also, there will be described the ways in which the IMF forms its financial sources as well as the possibilities of the member countries to use these sources. => Biće opisani načini na koje MMF formira svoje izvore sredstava kao i mogućnosti zemalja članica da koriste sredstva fonda.
LL@(2424) The main aim of this work is to present the positive sides of the Fund doing the business, but also to point out the restrictive policy by which the Fund is directed in approving financial resources, and which is criticized a lot. => Prevashodni cilj rada je da istakne pozitivnosti u radu fonda ali i da ukaže na politiku uslovljenosti kojom se fond rukovodi pri odobravanju finansijskih sredstava,a koja je predmet mnogobrojnih kritika.
LL@(2425) Another aim of this text is to show, in its final consideration, the relationship between the IMF and the countries in transition with a special regard to the relationship towards this country. ~~~ 1. => Takođe, cilj rada je i da ukaže na odnos MMF-a prema zemljama u tranziciji, sa posebnim osvrtom na odnos prema našoj zemlji. 1.
LL@(2426) Introdukcion Numerous and varied economic changes have had a significant impact upon the transformation of the overall world economy for decades. => Uvod Mnogobrojne i raznovrsne ekonomske promene, značajno su uticale na transformaciju ukupne svetske privrede u poslednjih par decenija.
LL@(2427) We have witnessed the restructuring processes of the economies of many a socialist country, which abandon the so far planned and rigid method of business doing to implement more flexible and market oriented one. => Svedoci smo procesa prestruktuiranja privreda velikog broja socijalističkih zemalja, koje dosadašnji planski i rigidan način privređivanja zamenjuju fleksibilnijim i tržišno orijentisanim.
LL@(2428) Along this long and tiresome path, the developing countries encounter a large number of problems, the majority of which are of financial nature. => Na tom dugotrajnom i napornom putu, zemlje u razvoju nailaze na mnoge probleme od kojih je većina finansijske prirode.
LL@(2429) It is very important that these countries receive generous aid, primarily financial, but technical and structural as well. => Veoma je bitno ovim zemljama pružiti velikodušnu pomoć, pre svega finansijsku ali i onu tehničke i strukturne prirode.
LL@(2430) The entire international monetary system should monitor and support the transition processes and the restructuring of national economies and show them the way into a safer and better future. => Celokupan međunarodni monetarni sistem treba da prati i podržava procese tranzicije i prestruktuiranja nacionalnih privreda i da ih vodi u bolju i svetliju budućnost.
LL@(2431) The International Monetary Fund is a set of international agreements and institutions that regulate international liquidity, the convertibility of one currency into another or into reserve holdings, as well as external balance regulatory procedures. => Međunarodni monetarni sistem predstavjla skup međunarodnih sporazuma i institucija kojima se uređuje međunarodna likvidnost, konvertibilnost jedne valute u drugu ili u sredstva rezervi, kao i precedure kojima se reguliše postizanje eksterne ravnoteže.
LL@(2432) Š4, p.258] we can also say that the international monetary system comprises all the agreements on the international payment structures, the institutions and regulations that govern, convey and control these payments. => Š4, str.258Ë Takođe, možemo reći i da međunarodni monetarni sistem obuhvata sve sporazume o strukturi međunarodnih plaćanja, inistitucije i pravila kojima se ta plaćanja uređuju, sprovode i kontrolišu.
LL@(2433) The international monetary system objectives are primarily as follows: stabilization of overall economic activities and price levels; uniform development of international trade; employment and real income growth; exchange rate stability; multilateral payment system fostering, etc. => Ciljevi funkcionisanja međunarodnog monetarnog sistema su pre svega: stabilizacija ukupnih privrednih aktivnosti i nivoa cena, ravnomeran razvoj međunarodne trgovine, rast zaposlenosti i realnog dohotka, stabilnost valutnih kurseva, ostvarivanje multilateralnog sistema plaćanja itd.
LL@(2434) The international monetary system cannot be discussed, without mentioning a notion of monetary standard. => Kada govorimo o međunarodnom monetarnom sistemu neizostavno moramo spomenuti pojam monetar nog standarda.
LL@(2435) In the beginning, the monetary standard meant a certain quantity of gold or silver representing other currencies and into which any currency could be converted. => Monetarni standard je u početku označavao određenu težinu zlata ili srebra koja je reprezentovala druge valute i u koju su se mogle menjati sve novčane jedinice.
LL@(2436) The later period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues. => U kasnijem periodu razvoja celokupog međunarodnog monetarnog sistema, promenilo se i samo značenje monetarnog standarda koji sada predstavlja skup svih institucija i različitih načina plaćanja koji se primenjuju u izmirivanju međunarodnih dugova i naplati međunarodnih potraživanja.
LL@(2437) The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country. => Pomenuto tumačenje se odnosi na međunarodni aspekt monetarnog standarda, ali je bitno naglasiti da se on isto tako može odnositi i na domaće institucije i načine plaćanja pri regulisanju transakcija u okvirima jedne zemlje.
LL@(2438) The key institutions through which the international monetary system works and achieves its objectives are: The International Monetary Fund; The European Central Bank and The Bank for International Settlements. => Ključne institucije putem kojih međunarodni monetarni sistem deluje i ostvaruje svoje ciljeve su:
LL@(2439) It is important to mention other international monetary conventions, unions, regional trusts, clearing organizations etc. too. ~~~ They are also active within the international monetary system and facilitate its work. => Međunarodni monetarni fond (International Monetary Fund), Evropska centralna banka (European Central Bank) i Banka za međunarodna poravnanja (Bank for International Settlements).
LL@(2440) Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues. => Bitno je spomenuti i ostale međunarodne monetarne konvencije, unije, regionalne fondove, klirinške organizacije itd. koje takođe posluju u okviru međunarodnog monetarnog sistema i olakšavaju njegovo funkcionisanje.
LL@(2441) The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country.The key instituti short-term loans credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables. => Zajedničko svim ovim organizacijama je to da su prihvatile razne obračunske jedinice i da odobravaju kratkoročne pozajmice kredite zemljama članicama radi uravnoteženja platnih bilansa i regulisanja međunarodnih plaćanja po osnovu izmirenja obaveza i naplate potraživanja.
LL@(2442) Š4, p. 260]The paper will be devoted solely to the method of functioning of the International Monetary Fund and its importance in the international economic trends. => Š4, str.260Ë U nastavku rada, bavićemo se isključivo načinom funkcionisanja Međunarodnog monetarnog fonda i njegovim značajem u međunarodnim ekonomskim to kovima.
LL@(2443) Further, the key objectives of the IMF will be highlighted, as well as its organizational structure and the competencies of its bo the World War I, the Great Economic Crisis in 1930s, the massive destructions during the world War II, made it necessary that a unique, international cooperative institution should be established for the purpose of dealing with crucial economic issues. => Takođe, posebno će biti istaknuti ključni ciljevi MMF-a, njegova organizaciona struktura i nadležnosti njegovih organa.
LL@(2444) The representatives of 44 countries in the world met at Bretton Woods, in July, 1944 and concluded an agreement on establishing a specialized United Nations agency, to be called the International Monetary Fund, and whose headquarters was to be in Washington. => Centralni deo rada će govoriti o različitim načinima na koje MMF obezbeđuje neophodna sredstva, o strategiji koju primenjuje pri odobravanju sredstava zemljama članicama, kao i o toliko kritikovanoj i osporavanoj politici uslovljenosti fonda.
LL@(2445) The IMF Statute was adopted in December 1945 and the member countries agreed that the surveillance and management in three important spheres should be the liability of the IMF, namely Š1, p. 163]: Regulations related to the foreign exchange policy and limitations as to payments on the basis of current balance of payment transactions; Supplying member countries with the financial resources to correct and prevent payments disbalances; and roviding a forum where member countries can discuss and cooperate in solving the international monetary issues. => U kratkim crtama ćemo se osvrnuti i na dosadašnje i aktuelne odnose naše zemlje i fonda. niz stabilizacionih mera i preporoditi svoje privrede. ~~~ Takođe, zadatak fonda je da gradi odnose poverenja sa svojim članovima i bude što objektivniji u razmatranju i rešavanju njihovih problema. ~~~ Bitno je da aktivnosti fonda budu fleksibilne i prilagodljive pojedinačnim situacijama u svakoj problematičnoj zemlji.
LL@(2446) Today, the IMF is an organization of more than 180 member countries, mostly developning countries, and is one of the most important international financial institutions. => Fond treba da prevaziđe šablonizam pri pružanju pomoći svojim članicama i da smanji uticaj visoko razvijenih zemalja pri donošenju značajnih odluka. 2.
LL@(2447)  => Nastanak i razvoj MMF-a Tadašnji aktuelni problemi na međunarodnoj ekonomskoj sceni, prvenstveno posledice Prvog svetskog rata, Velika ekonomska kriza 30.-tih godina, ogromna razaranja tokom Drugog svetskog rata, u prvi plan su istakli potrebu za konstituisanjem jedinstvene, međunarodne, kooperativne institucije koja će se baviti rešavanjem krucijalnih ekonomskih pitanja.
LL@(2448) Of course, we can also state that this is an organization that, on one hand, was largely praised for its activities, however, on the other hand, its business strategy has often been severaly criticized and contested, both in scientific literature and in diplomatic circles. ~~~ 1.1. => Na međunarodnoj monetarnoj konferenciji u Breton Vudsu, jula 1944. godine, prisutni predstavnici 44 svetske zemlje sklopili su dogovor o osnivanju specijalizovane agencije Ujedinjenih nacija, koja je nazvana Međunarodni monetarni fond i za čije sedište je određen Vašington.
LL@(2449) The IMFs tasks and objectives In a nutshell, the basic task of the IMF is to aid member countries that suffer financial problems and are faced with the balance of payment deficits. => Statut MMF-a je usvojen decembra 1945.godine i prihvatajući njegove odredbe zemlje članice su se složile da nadzor i upravljanje u tri važne svere vodi MMF, i to:
LL@(2450) Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and revive their economies. => Š1, str. 163Ë u pravilima u vezi sa politikom deviznih kurseva i ograničenjima u pogledu plaćanja po tekućim platnobilansnim transakcijama, u obezbeđivanju zemljama članicama finansijskih sredstava u ispravljanju i sprečavanju platnobilansne neravnoteže i u obezbeđivanju foruma u kojem zemlje članice mogu da se međusobno konsultuju i sarađuju u vezi međunarodnih monetarnih pitanja.
LL@(2451) The Funds task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems. => Danas, MMF ima više od 180 zemalja članica, od kojih su većina zemlje u razvoju, i predstavlja jednu od najzačajnijih međunarodnih finansijskih institucija.
LL@(2452) It is important that the Funds activities be flexible and adjustable to individual situations in every problem experiencing country. => Svakako, možemo reći da je to organizacija koja je sa jedne strane dobila najveći broj pohvala za svoj rad, ali sa druge strane, strategija njenog poslovanja je veoma često oštro kritikovana i osporavana, kako u naučnoj literaturi tako i u diplomatskim krugovima. 2.
LL@(2453) The Fund is expected to avoid the fixed pattern in granting aid to its members and to reduce a too strong an impact of highly developed countries when important decisions are to be made. => Zadaci i ciljevi MMF-a Najkraće rečeno, osnovni zadatak MMF-a je da pruža pomoć zemljama članicama koje imaju finansijskih problema i koje su suočene sa platnobilansnim deficitima.
LL@(2454) In accordance with the Statute adopted, come of the most important objectives the IMF will try to achieve continually are: promoting international monetary cooperation; supporting member countries in resolving various problems, primarily financial ones; maintaining the forein currency stability; growth and fostering a multilateral payment sys tem on current transactions; clearing foreign currency limitations in order to promote international trade; fostering income growth, high rate employment, development of manufacturing capacities based on the growth of international trade; financial support to member countries in order that they avoid balance of payment disbalance and difficulties. => Pomenute zemlje nemaju dovoljno sredstava za izmirenje sopstvenih dugova pa se nadaju da će uz dobijenu pomoć od strane MMF-a definisati i sprovesti Prema usvojenom statutu, neki od najznačajnijih ciljeva koje će MMF u svom radu težiti da kontinuirano ostvaruje su: razvijanje međunarodne monetarne saradnje, pružanje podrške zemljama članicama pri rešava nju različitih problema, pre svega finansijskih, održavanje stabilnosti deviznih kurseva, razvoj i podsticanje multilateralnog sistema pla ćanja po tekućim transakcijama, otklanjanje deviznih ograničenja radi povećanja međunarodne trgovine, zalaganje za rast dohotka, visoku zaposlenost, razvoj proizvodnih kapaciteta podstaknuto razvojem međunarodne trgovine, finansijska podrška zemljama članicama kako bi se izbegle platnobilansne neravnoteže i teškoće.
LL@(2455) Whether the Fund is really devoted to achieving the above mentioned objectives and in which ways it embarks on accomplishing those tasks will be the subject of the following chapters of this paper. ~~~ 1.2. => Da li fond zaista vodi računa o ostvarivanju prethodno navedenih ciljeva i na koji način pristupa njihovoj realizaciji, detaljnije ćemo razmotriti u nastavku rada. 2.
LL@(2456) The IMF organizational structure For the purposes of a comprehensive analysis, we will briefly quote the IMF basic bodies. => Organizaciona struktura MMF-a Radi sveobuhvatnije analize, ukratko ćemo se podsetiti osnovnih organa MMF-a.
LL@(2457) According to the Statute, the organizational structure of the Fund is made up of: The Assembly of Governors; The Executive Board; The Managing Director; The Council. => Prema statutu, organizacionu strukturu fonda čine: ~~~ Skupština guvernera, Izvršni odbor, Generalni direktor i Savet.
LL@(2458) The decisions made at the Assembly of Governors and the Executive board are binding for all the member countries. => Odluke koje se donesu pri zasedanju skupštine guvernera i izvršnog odbora su obavezujućeg karaktera za sve zemlje članice.
LL@(2459) The Executive Board is the instance where most conflicts arise among the countries on dif ferent levels of development and where the economic power based authority of one country often prevails over the force of arguments of the countries whose development level is lower. => Izvršni odbor predstavlja mesto na kome dolazi do najviše sukoba zemalja na različitom stepenu razvoja i gde snaga zasnovana na ekonomskoj moći zemlje često nadjačava snagu argumenata slabije razvijenih zemalja.
LL@(2460) Š6, p. 87] In its long history, the Fund has founded a number of subsidiary bodies that also contribute to the funds activities, and these are: the Interim Committee for the international monetary system issues, Group 5 and Group 7. => Š6, str.87Ë U dugom periodu postojanja, fond je osnovao i nekoliko sporednih organa koji svojim radom takođe značajno doprinose unapređenju poslovanja fonda, a to su: ~~~ Privremeni komitet za pitanja međunarodnog monetarnog sistema, Grupa 5 i Grupa7. 3.
LL@(2461) 2. ~~~ The IMF sources of financing There is a number of well known methods the Fund uses in obtaining funds for financing. => Izvori sredstava MMF-a Postoji više poznatih načina koje fond primenjuje u postupku obezbeđivanja potrebnih finansijskih sredstava.
LL@(2462) It is very important that these sources be permanent, reliable and available at any moment. => Veoma je bitno da ti izvori sredstava budu stalni, pouzdani i raspoloživi u svakom momentu.
LL@(2463) Obviously, the most reliable source of financing is the quotes provided by the member countries, paid at the moment a country joins the Fund. => Svakako, najsigurniji izvor finansiranja fonda su kvote zemalja članica, koje se uplaćuju prilikom pristupanja u članstvo fonda.
LL@(2464) Also important are the loans from the member countries, various rates and taxes short-term loans credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables. => Takođe bitni izvori sredstava su i pozajmice od zemalja članica, razne dažbine koje fond naplaćuje kao i dodatna sredstva međunarodne likvidnosti stvorena preko specijalnih prava vučenja. 3.
LL@(2465) Š4, p. 260]The paper will be devoted solely to the method of functioning of the International Monetary Fund and its importance in the international economic trends. => Kvote zemalja članica Prilikom pristupanja u članstvo fonda svaka zemlja je dužna da finansijski učestvuje u formiranju i kasnije povećanju njegovog kapitala.
LL@(2466) Further, the key objectives of the IMF will be highlighted, as well as its organizational structure and the competencies of its boaid in that 25 percent of the quota is paid in special drawing rights, while 75 percent is paid in the national currency of a respective country, and this is the amount the fund keeps as assets on the account with the member countrys Central bank. => Svaka zemlja članica uplaćuje određeni iznos sredstava koji se naziva kvota. ~~~ Veličina pojedinačne kvote zavisi od stepena razvijenosti, opšte ekonomske situacije kao i uticaja privrednih kretanja u dotičnoj zemlji na celokupnu svetsku privredu. ~~~ Uplata kvota se vrši tako što se 25% kvote uplaćuje u specijalnim pravima vučenja, a 75% u nacionalnoj valuti odnosne zemlje i upravo taj iznos fond drži u vidu potraživanja na računu kod Centralne banke zemlje članice.
LL@(2467) The quota may be said to represent the importance and pow er of a certain country in the worlds economy, and is at the same time the benchmark in all the financial relations between the member countries and the Fund. => Za kvotu možemo slobodno reći da reprezentuje veličinu i moć određene zemlje u ukupnoj svetskoj privredi, a ujedno je i orijentir u svim finansijskim odnosima između zemalja članica i fonda.
LL@(2468) The body in charge in the Fund does an audit on the quotas periodically and state whether it is necessary that the quotas of certain countries should be raised and in which manner the increase should be distributed among the member countries, to mutual satisfaction. => Nadležni organi fonda periodično vrše reviziju kvota i konstatuju da li je neophodno povećati kvote nekih zemalja i kako izvršiti distribuciju tok povećanja među članicama, a da se pri tom ostvari višestrano zadovoljstvo.
LL@(2469) The quotas may be increased only in case the member country improves its position and its relative share in the overall world economy, otherwise the desired increase is not possible. => Povećanje kvote je dozvoljeno jedino ukoliko zemlja članica poboljša svoju poziciju i relativno učešće u ukupnoj svetskoj privredi, dok u svim drugim slučajevima obično ne dolazi do željenog povećanja.
LL@(2470) This issue is a frequent subject of debates in the fund, since it is impossible to satisfy the desires and interests of all the member countries. ~~~ Therefore the rise in quotas was usually in favour of highly developed countries, and to the disadvantage of the developing countries. => Ovo pitanje je često predmet rasprave u krugovima fonda jer se nikako ne mogu zadovoljiti želje i interesi svih članica, pa je povećanje kvota uglavnom išlo u prilog visoko razvijenim zemljama a na štetu zemalja u ravoju.
LL@(2471) The size of the quota determines: The volume of loan the country can get from the Fund; The number of votes the country has when it comes to deciding in the Fund (when joining the fund, each country is granted 250 initial votes, and at each 100,000 special drawing rights of its quota it gets one more vote); The countrys participation in the allocation of special drawing rights (the country with a higher quota is entitled to a larger number of issued SDR). => Veličina kvote određuje: obim pozajmice koju zemlja može dobiti od fonda, broj glasova kojim zemlja raspolaže prilikom odlučivanja u fondu (svaka zemlja samim pristupanjem dobija 250 početnih glasova, a na svakih 100.000 specijalnih prava vučenja svoje kvote dobija još po jedan glas) učešće zemlje u alokaciji specijalnih prava vučenja (zemlji sa većom kvotom pripada i veći deo emitovanih SPV-a).
LL@(2472) The member countries with highest quotas, and consequently with the largest number of votes in the fund are: Š8] 1. => Zemlje članice sa najvećim kvotama, a samim tim i sa najvećim brojem glasova u fondu su:
LL@(2473) U.S.A (17.6%) 2. => Š8Ë 1. SAD (17,6%), 2.
LL@(2474) Japan (6.5%) 3. => Japan (6,5%), 3.
LL@(2475) Germany (6.2%) 1. => Nemačka (6,2%), 4.
LL@(2476) France (5.1%) 2. => Francuska (5,1%), 5.
LL@(2477) Great Britain (5.1%) 3. => Velika Britanija (5,1%), 6.
LL@(2478) Italy (3.36%) 7. => Italija (3,36%), 7.
LL@(2479) Saudi Arabia (3.3%) 8. => Saudijska Arabija (3,3%), 8.
LL@(2480) Canada (3.02%) 9. => Kanada (3,02%), 9.
LL@(2481) China (3.03%) 10. => Kina (3,02), 10.
LL@(2482) Russia (2.8%) On the basis of the above data, it is not difficult to see which countries have a final say in making all important decisions in the International Monetary Fund and why it is they who are against raising the quotas of other member countries. ~~~ 3.2. => Rusija (2,8%). ~~~ Na osnovu prethodnih podataka nije nam teško da zaključimo koje zemlje vode glavnu reč pri donošenju svih bitnih odluka u Međunarodnom monetarnom fondu i zašto se upravo one protive povećanju veličine kvota drugih zemalja članica. 3.
LL@(2483) Loans granted by the fund It is true that the quotas of the member countries are a very reliable source of revenue and make the better part of the capital in the fund, however, the assets the fund borrows from various international monetary institutions, member countries and other creditors cannot be neglected. => Pozajmice fonda Činjenica je da su kvote zemalja članica veoma siguran izvor prihoda i čine većinu u ukupnom kapitalu fonda, ali nikako ne možemo zanemariti ni sredstva koja fond pozajmljuje od raznih međunarodnih monetarnih institucija, zemalja članica ili drugih kreditora.
LL@(2484) The loans are by all means an important additional source of finances. => Pozajmice su nesumnjivo značajan dopunski izvor finansiranja.
LL@(2485) As to the borrowing policy the Fund pursues, the rule is observed that full loans and unused credit lines should not exceed the limit of 50% - 60% of total quotas. => Što se tiče politike pozajmljivanja kojom se fond rukovodi, zastupljeno je pravilo da ukupne pozajmice i neiskorišćene kreditne linije ne bi trebalo da prelaze iznos od 50%-60% ukupnih kvota.
LL@(2486) Over the decades of the Funds activities, two arrangements of borrowing have especially been important: General arrangement to borrow (GAB) and New arrangement to borrow (NAB). => U više decenijskom poslovanju fonda, posebno su se istakla dva aranžmana za zaduživanje: ~~~ Opšti aranžman za zaduživanje (GAB) i Novi aranžman za zaduživanje (NAB).
LL@(2487) The General arrangement to borrow (GAB) was concluded in 1962, between the IMF and ten highest developed countries in the world. => Opšti aranžman za zaduživanje (General Arrangement to Borrow GAB) je zaključen 1962. god. između MMF-a i tadašnjih deset najrazvijenijih zemalja sveta.
LL@(2488) Switzerland was to join the arrangement later. => Kasnije je pomenutom aranžmanu pristupila i Švajcarska.
LL@(2489) The fund was entitled to borrow the financial assets from eleven developed countries, according to the set conditions, at a market interest rate. => Fond je imao mogućnost da pozajmljuje potrebna finansijska sredstva od jedanaest razvijenih zemalja i to prema dogovorenim uslovima, uz primenu tržišne kamatne stope.
LL@(2490) The assets were most commonly borrowed for the purpose of improving the current, disbalanced situation within the international monetary system. => Sredstva su najčešće pozajmljivana sa ciljem da se unapredi trenutna, narušena situacija u okviru međunarodnog monetarnog sistema.
LL@(2491) Table 1. => Zemlje učesnice GAB-a SAD Nemačka Bundesbanka Japan Francuska Velika Britan ija Nacionalna banka [vajcarske Iznos (u milijard.
LL@(2492)  => SPV) 4.250,00 2.380,00 Zemlje učesnice GAB-a Kanada Holandija Iznos (u milijard.
LL@(2493) Chart of member countries participating in GAB, with the amounts of assets put at the disposal of the IMF Š5, p. 404] The GAB member countries USA German Bundesbank Japan France Great Britain The National Bank Of Switzerland Amount (in SDR billions) 4,250.00 2,380.00 2,125.00 1,700.00 1,700.00 1,020.00 Amount (in SDR billions) 892.50 850.00 595.00 382.50 The gAB member countries Canada The Netherlands Belgium Sveriges Riksbank Total: 17,000.00 Agreement on association with Saudi Arabia 1,500.00 The potential amount of assets the Fund is entitled to use within the GAB can be found to amount to 17 billion of special drawing rights, with the additional 1.5 billion put at disposal by Saudi Arabia, within the associate agreement. => SPV) 892,50 850,00 2.125,00 1.700,00 1.700,00 1.020,00 595,00 382,50 Belgija Sveriges Riksbank Ukupno: 17.000,00 Pridruženi sporazum sa Saudijskom Arabijom 1.500,00 Tabela 1. ~~~ Pregled zemalja učesnica GAB-a sa iznosima sredstava koji se stavljaju na raspolaganje MMF-u Š5, str. 404Ë Možemo konstatovati da potencijalni iznos sredstava koji fond može koristiti u okviru GAB-a iznosi 17 milijardi specijalnih prava vučenja uz dodatak 1,5 milijardi koje je stavila na raspolaganje Saudijska Arabija, u okviru pridruženog sporazuma.
LL@(2494) The New arrangement to borrow (NAB) was concluded in January 1997, between the iMF and 25 member countries. => Novi aranžman za zaduživanje (New Arrangement to Borrow NAB) je zaključen januara 1997. godine između MMF-a i 25 zemalja učesnika.
LL@(2495) The need for this additional source of financing resulted from frequent crises and the increasing financial needs of the member countries. => Potreba za ovim dopunskim izvorom finansiranja je nastala usled čestih kriza i rastućih finansijskih potreba zemalja članica fonda.
LL@(2496) Today, this arrangement has a form of a credit agreement between the fund and 26 countries that lend their funds under specific, agreed conditions. => Danas, ovaj aranžman ima oblik kreditnog sporazuma izmežu fonda i 26 zemalja koje pozajmlljuju svoja sredstva pod posebnim, dogovorenim uslovima.
LL@(2497)  => Zemlja učesnice NAB-a Iznos (u milijard. ~~~ SPV) 801,00 408,00 340,00 957,00 1.381,00 367,00 Australija Austrija Centralna banka Čilea Belgija Kanada Danska Nemačka Bundesbanka 3.519,00 Finska Francuska Monetarne vlasti Hong Konga Italija Japan Korea 1.753,00 3.519,00 340,00 340,00 2.549,00 340,00 Iznos (u milijard.
LL@(2498)  => SPV) 341,00 340,00 340,00 1.302,00 379,00 1.761,00 340,00 665,00 850,00 1.540,00 Zemlja učesnice NAB-a Kuvajt Luksemburg Malezija Holandija Norveška Saudijska Arabija Singapur [panija Sveriges Riksbank [vajcarska nacionalna banka Tajland Velika Britanija SAD Ukupno:
LL@(2499) Table 2. => 34.000,00 340,00 2.549,00 6.640,00 Tabela 2.
LL@(2500) Chart of member countries participating in NAB, with the amounts of assets put at the disposal of the NAB member countries Amount (in SDR bilions) 341.00 340.00 340.00 1,302.00 379.00 1,761.00 340.00 665.00 850.00 1,540,00 Kuwait Luksemburg Malesia The Netherlands Norway Saudi Arabia Singapur Spain Sveriges Riksbank The National Bank of Switzerland Tailand Great Britain USA Total: 34,000.00 340,00 2.549.00 6.640.00 IMF Š5, p. 405] NAB member countries Australia Austria The Central Bank of Chile Belgium Canada Denmark The German Bundesbank Finland France Monetary government of Hong Kong Italiy Japan Korea Amount (in DSR billions) 801.00 408.00 340.00 957,00 1,381.00 367.00 3,519.00 340,00 2,549,00 340.00 1,753.00 3,519.00 340.00 The conclusion can be drawn that the countries presented above provide the total of 34 billion special drawing rights which the Fund is entitled to use within the New arrangement to borrow if the need for additional financial assets arises. => Pregled zemalja učesnica NAB-a sa iznosima sredstava koji se stavljaju na raspolaganje MMF-u Š5, str. 405Ë Možemo zaključiti da prezentirane zemlje ukupno obezbeđuju 34 milijarde specijalnih prava vučenje koje fond može koristiti u okviru Novog aranžmana za zaduživanje ukoliko se ukaže potreba za dopunskim finansijskim sredstvima. 3.
LL@(2501) 3.3 Revenues from rates and taxes This aspect of income does not make an important part in the total aamount of assets the Fund has at disposal, however, it is not negligible. => Prihodi od dažbina Ovaj vid prihoda ne učestvuje značajno u ukupnim sredstvima fonda, ali ne možemo reći da je zanemarljiv.
LL@(2502) By collecting the rates and taxes, the fund encourages the member countries to employ the borrowed funds in as short a period as possible. => Naplatom dažbina od strane fonda, podstiču se zemlje članice da u što kraćim vremenskim periodima koriste pozajmljena sredstva.
LL@(2503) We distinguish among the three most common types of rates and taxes: Commission this is applied to all the transactions of purchasing currency from the fund, other than purchase within the reserve tranche is paid at the moment of transaction, in the amount of 0.5% of its value. => Razlikujemo tri najčešće vrste dažbina: ~~~ Komisiona se primenjuje na sve transakcije kupovine valute od fonda, osim na kupovine u okviru rezervne tranše, plaća se u trenutku izvršenja transakcije i to u iznosu od 0,5% njene vrednosti.
LL@(2504) Tax on stand-by and expanded agreements is paid in the amount of 0.25%, however, only at the unused amount of borrowed funds, at the beginning of every twelve-month period. => Dažbina na stand by i proširene sporazume se plaća u iznosu od 0,25% ali samo na neiskorišćeni iznos pozajmljenih sredstava i to na početku svakog dvanaestogodišnjeg perioda.
LL@(2505) Time tax is paid on the amount of stand-by funds that resulted from the purchase of convertible currency from the Fund, paid for by the national currency, and which the fund keeps in the currency of the member country. => Vremenska dažbina se plaća na iznos rezervnih sredstava koja fond drži u valuti zemlje članice, a koja su nastala pri kupovini konvertibilnih valuta od fonda za nacionalnu valutu. 3.
LL@(2506) 3.3. ~~~ Special drawing rights The introduction of special drawing rights into the international monetary system is an attempt to secure international liquidity in an organized manner, independently from national monetary policies. => Specijalna prava vučenja (Special Directs of Investment) Uvođenje specijalnih prava vučenja u međunarodni monetarni sistem predstavlja pokušaj da se na organizovan način pristupi kreiranju međunarodne likvidnosti, nezavisno od nacionalnih monetarnih politika.
LL@(2507) The basic goal of the creation of the new monetary mechanism within the IMF was to provide a long-term supply of assets of international liquidity in case of their scarcity. => Stvaranjem novog monetarnog mehanizma u okviru MMF-a težilo se postizanju osnovnog cilja, da se na dugi rok dopunjuju postojeća sredstva međunarodnih likvidnosti u slučaju njihove nestašice.
LL@(2508) Š1, p. 170] Special drawing rights were introduced in 1969, for the purpose of overcoming an especially bad situation in the international monetary system and they are now one of the IMFs most important sources of financing. => Š1, str. 170Ë Specijalna prava vučenja su uvedena 1969. godine kako bi se rešila tadašnja veoma loša situacija u međunarodnom monetarnom sistemu i danas predstavljaju jedan od najznačajnijih izvora sredstava MMF-a.
LL@(2509) The fund issues the SDI periodically, most commonly in a five-year period, and trats them as a very important instrument in solving the international liquidity issues. => Fond periodično emituje SPV, najčešće petogodišnje, i tretira ih kao veoma značajan instrument za rešavanje problema međunarodne likvidnosti.
LL@(2510) On the basis of its quota proportions, each country is granted a certain amount od special drawing rights which it may exchange for a convertible currency, through the Fund, every time it feels in demand for the particular currency. => Na osnovu veličine sopstvene kvote svaka zemlja dobija određeni iznos specijalnih prava vučenja koja može preko fonda zameniti za konvertibilne valute uvek kada se za to ukaže potreba.
LL@(2511) The special drawing rights system is based on the member countries voluntary accession and participation. => Sistem specijalnih prava vučenja se zasniva na dobrovoljnom pristupu i učešću zemalja članica.
LL@(2512) If one currency is in demand, the country whose currency it is is obliged to sell it. => Ukoliko postoji tražnja određene valute, zemlja čija se valuta traži je obavezna da izvrši njenu prodaju.
LL@(2513) The up per limit of 300 percent of the value of the quota is the point beyond which the member country may, but need not sell its currency. => Gornja granica od 300% vrednosti kvote predstavlja tačku nakon koje zemlja članica može ali i ne mora da vrši prodaju tražene, sopstvene valute.
LL@(2514) The relationship between the member countries, that are simultaneously the players in this system, is based on the obligation of the country with a surplus in its balance of payment to receive the transfer of specialdrawing rights from the country with a deficit in its balance of payment, and grant it the convertible currency as a counter value. => Odnos zemalja članica fonda, a ujedno i učesnica ovog sistema, se zasniva na obavezi zemlje koja ima suficit u platnom bilansu da primi transfer specijalnih prava vučenja od zemlje koja ima platnobilansni deficit, a kao protiv vrednost da joj odobri konvertibilnu valutu.
LL@(2515) The surplus country accepts this obligation only on condition the Fund itself issues guaranties that it shall be entitled to exchange these special drawing rights for the assets of international liquidity whenever it choses to do so. => Suficitarna zemlja prihvata ovu obavezu jedino uz garanciju samog fonda da će primljena specijalna prava vučenja uvek, kada to bude želela, moći da zameni za sredstva međunarodne likvidnosti.
LL@(2516) It is important to point out that as early as 1972 the special drawing rights have been implemented by the Fund as the accounting unit in its transactions, and are now largely used in the transactions of numerous other international institutions. => Bitno je istaći da se još od 1972. godine specijalna prava vučenja primenjuju u fondu kao obračunska jedinica u njegovim transakcijama, a danas se često koriste i u poslovanju m0% vrednosti kvote predstavlja tačku nakon koje zemlja članica može ali i ne mora da vrši prodaju tražene, sopstvene valute.
LL@(2517) Over time, the value of the special drawing rights was defined differently, to be based today on the values of the worlds four key currencies: the US dollar, the British pound sterling, the Japanese yen and the euro. => Odnos zemalja članica fonda, a ujedno i učesnica ovog sistema, se zasniva na obavezi zemlje koja ima suficit u platnom bilansu da pna korpa obuhvata valute pet zemalja članica fonda koje ostvaruju najveće vrednosti izvoza u petogodišnjem periodu, te zemlje su:
LL@(2518) The so-called currency basket includes the currencies of five member countries of the Fund that achieve the largest scale exports in a five-year period, and these are: the U.S.A., Great Britain, Germany, Japan and France. => SAD, Velika Britanija, Nemačka, Japan i Francuska.
LL@(2519) 4. => 4.
LL@(2520) The IMF remittances to member countries, advantage or disadvantage? => Finansiranje zemalja članica od strane MMF-a, prednost ili ograničenje?!
LL@(2521) In addition to the basic aid it provides to the member countries, which means the financial aid, the International monetary fund also provides the technical and expert aid, is engaged in solving numerous problems in the field of commerce and economic growth and, as such, represents the central institution of the international monetary system. => Međunarodni monetarni fond pored osnovnog vida pomoći koju pruža zemljama članicama, a to je svakako finansijska pomoć, pruža još i tehničku i stručnu pomoć, angažuje se na rešavanju brojnih problema u oblasti trgovine i privrednog razvoja i kao takav predstavlja centralnu instituciju međunarodnog monetarnog sistema.
LL@(2522) The IMF member country, encountering balance of payment problems of primarily temporary and short-term character, is entitled to claim the necessary financial means from the Fund. => Zemlja članica fonda koja se suoči sa platnobilansnim problemima, a koji su pre svega privremene i kratkoročne prirode, ima mogućnost da zatraži od fonda potrebna finansijska sredstva.
LL@(2523) The credit granted from the Fund is actually a financial support to the economic stabilization programme of the member country aimed at overcoming the troubles in economy and in its balance of payment. => Kredit fonda je u stvari finansijska podrška ekonomskom stabilizacionom programu zemlje članice kojim ona namerava da prevaziđe teškoće u privredi i bilansu plaćanja.
LL@(2524) The Fund supports the adjustment programme with its own finances or by catalysing from numerous sources. => Program prilagođavanja, fond podržava svojim sredstvima ili kataliziranjem iz brojnih izvora.
LL@(2525) Š4, p. 263] The chance that a member country be granted the necessary funds from the Fund is defined, primarily, by the amount of the quota paid, but also by the gravity of the balance of payment problems, by its readiness to conduct a stabilization programme and by the overall economic situation in the country. => Š4, str.263Ë Mogućnost zemlje članice da dobije od fonda potrebna sredstva je određena, pre svega, visinom uplaćene kvote ali i nivoom platnobilansnih problema, spremnošću za sprovođenje stabilizacionog programa i opštom ekonomskom situacijom u dotičnoj zemlji.
LL@(2526) The International Monetary Fund will grant the necessary budgets only after they have been satisfied that the stabilization programme, mutually agreed upon between the Fund and the member country, to be conducted in the respectve country is justified and efficient. => Međunarodni monetarni fond će odobriti potrebna sredstva tek kada se uveri u opravdanost i efikasnost stabilizacionog programa koji će se sprovesti u dotičnoj zemlji, a koji je prethodno formulisan zajedničkim dogovorom između fonda i zemlje članice.
LL@(2527) The Fund may grant the resources in the form of: Regular drawing rights Drawings within financial facilities. => Fond može odobriti sredstva u vidu: redovnih prava vučenja vučenja u okviru finansijskih olakšica.
LL@(2528) We will proceed by giving a detailed explanation of key characteristics, advantages and disadvantages of both forms of using the Funds resources. => U daljem toku rada ćemo detaljnije obraditi ključne karakteristike, prednosti i ograničenja oba oblika korišćenja fondovih sredstava. 4.
LL@(2529) 4.1. ~~~ Regular drawing rights and stand-by arrangements The regular drawing rights within the IMF primarily include the reserve tranche and the four credit tranches. => Redovna prava vučenja i stand by aranžmani Kada govorimo o redovnim pravima vučenja u okviru MMF-a mislimo prvenstveno na rezervnu tranšu i četiri kreditne tranše.
LL@(2530) The reserve tranche is such a type of drawing the Funds resources where the Funds reserves are increased in the currency of the respective member country up to the amount of 100% of its quota. => Rezervna tranša se odnosti na takvo vučenje fondovih sredstava gde se povećavaju rezerve fonda u valuti dotične zemlje članice do iznosa od 100% njene kvote.
LL@(2531) In the beginnings of the Fund, the mentioned fixed portion of the quota was paid in gold, therefore the drawing within the reserve tranche was known as the golden tranche. => U početnom periodu funkcionisanja fonda, pomenuti fiksni deo kvote se uplaćivao u zlatu, tako da je vučenje u okviru rezervne tranše bilo poznato kao zlatna tranša.
LL@(2532) The rule adopted later specified that 25% of the quota need not be paid in either gold or American dollars, but can be paid in special drawing rights or in other convertible currencies, upon the prior consent of the Fund. => Kasnije je usvojeno pravilo da se 25% kvote ne mora uplaćivati u zlatu ili američkim dolarima već se može uplatiti u specijalnim pravima vučenja ili drugim konvertibilnim valutama, uz prethodnu saglasnost fonda.
LL@(2533) The amount the country may dispose of in the form of reserve tranche is obtained in that the amount of the funds receivables in national currency is subtracted from the value of the national quota resulting into a positive balance. => Iznos koji zemlja može koristiti u formi rezervne tranše se dobija tako što se od vrednosti nacionalne kvote oduzme iznos fondovih potraživanja u nacionalnoj valuti i dobije pozitivan saldo.
LL@(2534) The reserve position of the member country changes over time and may range from 0 to 100% of the quota, depending on the size in which the Fund does transactions with the countrys currency. => Rezervna pozicija zemlje članice se menja tokom vremena i može se kretati u rasponu od 0 do 100% kvote, a sve u zavisnosti od obima u kom fond vrši transakcije njenom valutom.
LL@(2535) The right to drawing within the reserve tranche can be exercised rather easily, since the applications of the member countries on this basis are not part of the agendas of regular meetings of the Funds supervisory bodies; such transactions are almost automatically approved of. => Ostvarivanje prava na vučenje u okviru rezervne tranše je dosta jednostavno jer molbe zemalja članica po pomenutom osnovu nisu predmet redovnih razmatranja nadzornih organa fonda, već se ovakve transakcije skoro automatski odobravaju.
LL@(2536) The member country encountering a balance of payment problem and a general disbalance of its own economy may apply to the IMF for the loan and exercise its right to it, but under special conditions. => Zemlja članica koja se suoči sa platnobilansnim problemima i opštom neravnotežom sopstvene privrede može se zaduživati kod MMF-a i ostvariti svoje pravo na kredit, ali pod posebnim uslovima.
LL@(2537) If it is the shortterm and easily soluble problems, and the country simultaneously makes its best efforts to solve them, it can obtain the resources from the Fund within the first credit tranche. => Ukoliko se evidentira prisutnost kratkoročnih i lako rešivih problema, a zemlja pri tom čini vidljive napore da ih otkloni, ona može dobiti sredstva od fonda u okviru prve kreditne tranše.
LL@(2538) On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth). => Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj). redne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.
LL@(2539) The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota. => Kreditne tranše su razgraničene na sledeći način:
LL@(2540) With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money. => 
LL@(2541) The credit tranches are distinguished in the following way: The first credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 100% to 125% of its quota. => Prva kreditna tranša predstavlja vučenja koja povećavaju fondove rezerve u nacionalnoj valuti zemlje članice u iznosu od 100% do 125% njene kvote.
LL@(2542) The second credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 125% to 150% of its quota. => Druga kreditna tranša predstavlja vučenja koja povećavaju fondove rezerve u nacionalnoj valuti zemlje članice u iznosu od 125% do 150% njene kvote.
LL@(2543) The third credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 150% to 175% of its quota. => Treća kreditna tranša predstavlja vučenja koja povećavaju fondove rezerve u nacionalnoj valuti zemlje članice u iznosu od 150% do 175% njene kvote.
LL@(2544) The fourth credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 175% to 200% of its quota. => Četvrta kreditna tranša predstavlja vučenja koja povećavaju fondove rezerve u nacionalnoj valuti zemlje članice u iznosu od 175% do 200% njene kvote.
LL@(2545) The stand-by arrangements, contrary to credit tranches, are rather simply and urgently approved of, without too much formality. => Stand by aranžmani se za razliku od kreditnih tranši dosta jednostavno i brzo odobravaju bez previše formalnosti.
LL@(2546) These arrangements were introduced into the regular practice of the IMF in the 1950s and are limited as to the amounts and the period of time they can be used. => U redovnu praksu poslovanja MMF-a stand by aranžmani su uvedeni 50.-tih godina i ograničeni su u pogledu iznosa i vremena u kom se mogu koristiti.
LL@(2547) When approving of this form of credit, the Fund defines the obligations, i.e., the standards the member country must comply with during the stand-by arrangement period. => Pri odobravanju ovog oblika kredita fond definiše obaveze tj. norme kojih se zemlja članica mora pridržavati u periodu trajanja stand by aranžmana.
LL@(2548) Further, the respective country is obliged to submit to the fund a letter of intents in which it expressly stipulates all the stabilization measures it plans to implement for the purpose of improving its balance of payment position, and which are in accord with the defined objectives of the fund. => Zatim, pomenuta zemlja dostavlja fondu pismo o namerama u kom jasno navodi sve stabilizacione mere koje će preduzeti u cilju poboljšanja svoje platnobilansne pozicije, a koje su u skladu sa definisanim ciljevima fonda.
LL@(2549) A very important element of the stand-by arrangement is the so-called clause on consultation which is of binding character for both parties in the arrangement. => Veoma važan element stand by aranžmana je tako zvana klauzula o konsultacijama koja je obavezujuća za oba učesnika aranžmana.
LL@(2550) Since the granted monetary sum is divided into several time defined tranches, the above clause allows for the Fund to have a constant control over the realization of the previously agreed objectives, as well as an insight into the overall condition on the basis of which to decide whether to approve of the subsequent trances of the stand-by arrangement to the country. => Pošto je odobrena novčana suma podeljena u nekoliko vremenski odvojenih rata, pomenuta klauzula omogućuje fondu da konstantno kontroliše ostvarivanje prethodno dogovorenih ciljeva i na osnovu sopstvenog uvida u celokupno stanje donese odluku da li će zemlji članici i dalje odobravati preostale rate stand by aranžmana.
LL@(2551) If the Funds bodies in charge find that the country does not implement the stabilization programme in accordance with the regulations of the agreement, they first send that country a report on the state of affairs they observed, and, in case no remedy is made by the member country, further payments as per stand-by arrangement are cancelled. ~~~ 4.2. => Ukoliko nadležni organi fonda primete da dotična zemlja ne sprovodi stabilizacioni program prema odredbama ugovora, prvo joj šalju svoj izveštaj o uočenom stanju, a zatim ukoliko se ne učine nikakva poboljšanja od strane zemlje članice, pristupa se ukidanju daljih isplata sredstava u okviru stand by aranžmana. 4.
LL@(2552) Drawings within financing facilities Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems. => Vučenja u okviru finansijskih olakšica Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne tranše od kojih svaka obuhvata 25% nacionalne kvote.
LL@(2553) The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement. => Uzimanjem svake na U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom pe riodu sopstvenog postojanja suočile sa platnobilansnim i drugim privredno-ekonomskim problemima. kompenzatornog Olakšica finansiranja (Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za korišćenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.
LL@(2554) The main objective of this type of financing is the mitigation of the balance of payment difficulties of the member countries that are both the producers and the importers of primary products. => Glavni cilj ovog oblika finansiranja je smanjenje platno bilansnih teškoća zemalja članica koje su ujedno proizvođači i izvoznici primarnih proizvoda.
LL@(2555) These countries do need financial aid in case of a sudden and unexpected fall in the prices of the primary products on the world market. => Pomenutim zemljama je neophodna finansijska pomoć ukoliko na svetskom tržištu dođe do naglog i neočekivanog pada cena primaarnih proizvoda.
LL@(2556) The granted resources can be used in a shorttime period, on condition the disorders in a respective country are due to the action of external factors, that the said country could neither control nor prevent their disastrous impact. => Odobrena sredstva se mogu kratkoročno koristiti i to pod uslovom da je do opisanih poremećaja u dotičnoj zemlji došlo usled delovanja eksternih faktora, na koje ona nije mogla da utiče niti da spreči njihov razorni uticaj.
LL@(2557) The Fund will otherwise refuse to grant help to its member. => U svakoj suprotnoj situaciji, fond će odbiti da pruži pomoć svojoj članici.
LL@(2558) Such a form of financial facility is relatively rarely used, primarily because of the short-term period of use and a temporary effect upon the improvement of the economic situation in the financed country. => Ovaj oblik finansijske olakšice je relativno malo korišćen, pre svega zbog svoje kratkoročnosti i privremenog efekta na poboljšanje privredne situacije u finansiranoj zemlji.
LL@(2559) The Compensatory and Contingency Financing Facility is in many ways similar to the previous type of facility. => Olakšica za kompenzatorno finansiranje i nepredvidive slučajeve (Compensatory and Contingensy Financing Facility) je po mnogim elementima slična sa prethodnom vrstom olakšice.
LL@(2560) Entitled to this kind of aid are the member countries that encounter the economic disbalances resulting from the shortfall in export earnings or the excess costs in import of cereals (the rise in import prices and interest rates). => Pravo na ovu vrstu pomoći imaju zemlje članice fonda koje su suočene sa privrednim poremećajima nastalim usled pada izvoznih prihoda ili visokih troškova uvoza žitarica (porast uvoznih cena i kamatnih stopa).
LL@(2561) The amount the country can qualify for under this condition is 122% of its quota, on condition it has used all the previously mentioned types of financing. => Iznos koji zemlja može dobiti po ovom osnovu je 122% njene kvote, pod uslovom da koristi i pomoć u vidu svih prethodno navedenih oblika finansiranja .
LL@(2562) It is important that the total indebtedness does not exceed the amount of 70% of the overall credit arrangements concluded between the respective country and the IMF. => Bitno je da ukupno zaduženje ne pređe iznos od 70% ukupnih kreditnih aranžmana sklopljenih između dotične zemlje i MMF-a.
LL@(2563) The Buffer Stock Financing Facility is one more type of aid the Fund provides for its member countries. => Olakšica za finansiranje regulacionih zaliha sirovina (Buffer Stock Financing Facility) predstavlja još jedan vid pomoći koju fond pruža svojim članicama.
LL@(2564) This facility becomes important in case of unfavourable trends and disbalances on the international raw materials market, and certain countries are no longer in a position to acquire enough supplies for an undisturbed production process. => Ova olakšica dolazi do izražaja kada nastanu nepovoljna kretanja i poremećaji na međunarodnom tržištu sirovina, pa pojedine zemlje nisu više u mogućnosti da obezbede dovoljne nivoe zaliha za nesmetano obavljanje proizvodnog procesa.
LL@(2565) In such situations, the Fund can provide the necessary financial resources up to 50% of the national quota value of the member country. => Fond u takvim situacijama može da pruži potrebna finansijska sredstva u visini od najviše 50% vrednosti nacionalne kvote zemlje članice.
LL@(2566) The Oil Facility was first implemented during the oil shocks in 1973 and 1974. => Olakšica za naftu (Oil Facility) je počele da se primenjuje nakon naftnih šokova 1973. i 1974. godine.
LL@(2567) In this case, the IMF objective was to provide aid for the countries-importers of oil that suffered significant disbalances due to the high rise in oil prices in the period. => U ovom slučaju, cilj MMF-a je bio pružanje pomoći zemljama uvoznicama nafte koje su pretrpele značajne poremećaje nastale usled ogromnog porasta cene naf te u pomenutom periodu.
LL@(2568) The oil facilities amounted up to 75% of the national quota value, they were oriented exclusively towards one sphere of business activities and were mainly temporary and shortterm in character. => Olakšice za naftu su mogle da se koristite u iznosu od najviše 75% vrednosti nacionalne kvote, bile su orijentisane isključivo na jednu sferu poslovanja i uglavnom su imale privremen i kratkoročan karakter.
LL@(2569) The Extended Fund Facility resulted from the constant claims from the member countries that a new form of financing be introduced which will be of long-time character of use and pay-off period and at the same time be approved in larger sums. => Olakšica proširenog finansiranja (Extended Facility) je nastala usled konstantnih zahteva zemalja članica da se uvede nov oblik finansiranja koji će imati dugoročan karakter korišćenja i otplate i ujedno se odbravati u većim iznosima.
LL@(2570) These funds are especially granted in two cases: Š3, p. 37] When the economies of the member countries suffer a disbalance of payment due to the structural disorders in production and on the market, and when the price and cost dispabalnce is largely present; When the economies of the member countries are characterised by a slow growth and an inherently poor state of the balance of payment which makes the active growth policy impossible to pursue. => Ova sredstva se posebno dodeljuju u dva slučaja: ~~~ Š3, str. 37Ë kada privrede zemalja članica trpe teže neravnoteže u bilansima plaćanja, koji su u vezi sa strukturnim poremećajima proizvodnje i trgovine, i kada je neravnoteža cena i troškova široko zastupljena, kada su privrede zemalja članica okarakterisane sporim rastom i inherentno slabim stanjem platnog bilansa koji onemogućava vođenje aktivne razvojne politike.
LL@(2571) In such cases the resources are granted for a period of three years, in the amount of not more than 140% of the national quota value. => U ovom slučaju se sredstva odobravaju na vremenski period od tri godine i to u iznosu od najviše 140% vrednosti nacionalne kvote.
LL@(2572) The member country qualifying for these extended facilities is obliged to periodically submit to the Fund the explanation of the measures and activities undertaken for the purpose of stabilization of economic flows. => Zemlja članica koja koristi olakšice proširenog finansiranja, mora u propisanim periodima da dostavlja fondu obrazloženje mera i aktivnosti koje preduzima u cilju stabilizacije privrednih tokova.
LL@(2573) The Enhanced Access Policy means a greater opportunity of access to the IMF resources. => Politika povećanog pristupa (Enlarged Access Policy) podrazumeva povećanje mogućnosti za pristup sredstvima MMF-a.
LL@(2574) If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented. => Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.
LL@(2575) Prior to that, the Fund has to be satisfied as to the gravity of the problems the country suffers and the adequacy of the measures it implements to improve its balance of payment and its economic situation. => Fond se prethodno mora uveriti u ozbiljnost problema u dotičnoj zemlji i opravdanost mera koje ona preduzima kako bi poboljšala opšu ekonomsku i platnobilansnu situaciju.
LL@(2576) In introducing this form of financing the main idea is that the policy be temporary in character and that it be implemented up to the moment of the increase in the member countries quotas, because it is then that the conditions for drawing larger sums of resources within the regular drawing rights arise. ~~~ The Supplementary Financing Facility is such a form of financing deficit suffering member countries that need more resources than they can qualify for within regular arrangements, and with longer periods of use and pay back periods. => Pri uvođenju ovog oblika finansiranja, osnovna ideja je bila da pomenuta politika bude privremenog karaktera i da se primenjuje do momenta povećanja kvota zemalja članica jer se tada stvaraju uslovi za povlačenje većih iznosa sredstava u okviru redovnih prava vučenja. finansijska olakšica (Supplementary Dopunska Financing Facility) predstavlja vid finansiranja deficitarnih zemalja članica kojima je potrebno više sredstava nego što mogu dobiti u okviru redovnih aranžmana, a takođe i sa dužim vremenskim periodima korišćenja i otplate.
LL@(2577) In order to satisfy these needs, the IMF concluded an agreement on loans with fourteen suficit experiencing countries which agreed to place certain resources at its disposal under previously agreed, specific conditions. => Kako bi zadovoljio opisane potrebe, MMF je zaključio sporazum o pozajmljivanju sa četrnaest suficitarnih zemalja koje su pristale da stave određene iznose sredstava na raspolaganje po prethodno dogovorenim, posebnim uslovima.
LL@(2578) The countries granted the supplementary financial facitilies are obliged to pay the debt back in the period of three and a half to seven years. field of the Funds business activities. => Zemlje koje dobiju dopunske finansijske olakšice, dužne su da njihovo vraćanje izvrše u vremenskom periodu od tri i po do sedam godina.
LL@(2579) The policy of conditionality was introduced into the regular financial resources approval procedure in the 1960s and means a certain security for the Fund that the member countries will use the funds in accordance with the previously defined conditions and that they will pay the money back in an agreed period of time. ~~~ The Structural Adjustment Facility was introduced for the purpose of providing financial support to developing, low income countries, on a concession basis in the period from 1981 till 1991. => Olakšica za strukturno prilagođavanje (Structural Adjustment Facility) je uvedena sa ciljem da se obezbedi finansijska pomoć zemljama u razvoju sa niskim dohotkom, na koncesionoj osnovi u periodu od 1981. god. do 1991. god. Prevashodni cilj je bio pružiti finansijsku pomoć zemljama članicama koje su suočene sa dugotrajnim platnobilansnim deficitom, podržati njihove stabilizacione programe i omogućiti im korišćenje sredstava na duži rok.
LL@(2580) The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis. => 
LL@(2581) Prior to using the facility, the country was obliged to prepare, together with the IMF and the World Bank, a three-year economic policy programme it intends to implement in the coming period of its financial recovery. => Deficitarna zemlja je imala obavezu da pre korišćenja dobijene olakšice, zajedno sa organima MMF-a i Svetske banke pripremi okvirni, trogodišnji program ekonomske politike koji namerava da sprovede u nastupajućem periodu sopstvenog ozdravljenja.
LL@(2582) The Enhanced Structural Adjustment Facility, as well as the previously mentioned one, proved to be a very efficient and most frequently used measures implemented towards the stabilization of the economic activities of the deficit suffering countries. => Proširena olakšica za strukturno prilagođavanje (Enhanced Structural Adjustment Facility) se zajedno sa prethodnom olakšicom pokazala kao veoma efikasno i najčešće korišćeno sredstvo za stabilizaciju privrednih aktivnosti deficitarnih zemalja.
LL@(2583) To pay the resources on this basis, the IMF uses its own resources accumulated from preferential loans and the rich countries donations. => Za isplatu finansijskih sredstava po ovom osnovu, MMF koristi sopstveni izvor formiran iz povlašćenih zajmova i donacija bogatih zemalja.
LL@(2584) The user country can qualify for the resources of up to 190% of its national quota value. => Zemlja korisnik, može dobiti sredstva u visini od najviše 190% vrednosti nacionalne kvote.
LL@(2585) The Systemic Transformation Facility was introduced with clearly defined purpose and objective in the period of the largest-scale transformations of the developing countries economies. => Olakšica za transformaciju sistema (Systemic Transformation Facility) je uvedena sa jasno definisanom svrhom i ciljem u periodu najvećih transformacija privreda zemalja u razvoju.
LL@(2586) This type of facility was available to all former socialist countries in their transit from planned and rigid economy to the market economy. => Ovaj vid olakšice su mogle da koriste bivše socijalističke zemlje, koje su prelazile sa planskog i rigidnog na tržišni način privređivanja.
LL@(2587) Furthermore, one objective was also the improvement of relationships and political dialogue between these countries and the IMF. => Pored toga, jedan od ciljeva je bio i poboljšanje odnosa i političkog dijaloga između dotičnih zemalja i MMF-a.
LL@(2588) These countries were entitled to use the resources to the amount of up to 50% of their national quota value, in two tranches, under extremely favourable conditions. => Odobrena sredstva, zemlje su mogle da koriste u iznosu od najviše 50% vrednosti nacionalne kvote i to u dve tranše po veoma povoljnim uslovima.
LL@(2589) On the basis of the review of the facilities offered by the IMF to its member countries we can conclude that certain forms are founded on rather favourable conditions, therefore they were used far more frequently in relation to other, short-term and ineffective facilities. => Na osnovu pregleda različitih oblika olakšica koje MMF odobrava zemljama članicama, možemo primetiti da se pojedine vrste zasnivaju na veoma povoljnim uslovima korišćenja, pa su samim tim u praksi fonda bile daleko češće primenjivane u odnosu na druge, kratkoročne i neefektivne olakšice. 5.
LL@(2590) 5.1. => Politika uslovljenosti MMF-a cama je najčešće kritikovana i osporavana oblast poslovanja fonda.
LL@(2591)  => Politika uslovljenosti je uvedena u redovnu proceduru odobravanja finansijskih sredstava 60.-tih godina i predstavlja izvesnu sigurnost fondu da će zemlje članice koristiti dobijena sredstva prema unapred definisanim uslovima i da će u dogovorenom periodu pristupiti njihovom vraćanju. 5.
LL@(2592) Conditionality policy implementation and member countries critical attitudes The member country of the IMF experiencing the balance of payment difficulties and a falling trend in economic activities is entitled to apply to the Fund for a necessary amount of financial resources to solve these problems. => Primena politike uslovljenosti i kritički pogled zemalja članica Zemlja članica MMF-a, koja je suočena sa platnobilansnim teškoćama i opadajućim trendom privrednih aktivnosti, ima mogućnost da od fonda zatraži potreban iznos finansijskih sredstava kojima bi rešila pomenute probleme.
LL@(2593) The question is: is this really a starting point in the countrys recovery or is it something virtually different? => Pri tom se postavlja pitanje: da li tada za deficitarnu zemlju zaista kreće period sopstvenog oporavka ili možda nešto sasvim drugo?!
LL@(2594) This is the issue the IMF and the highly developed countries, on one side, and the developing countries, on the other, have never reached an egreement about. => To je pitanje oko koga ni danas nije postignuta potpuna saglasnost između MMF-a i visoko razvijenih zemalja, sa jedne strane, i zemalja u razvoju, sa druge strane.
LL@(2595) It is the attitude of the Fund that it ensures a rational use of the borrowed resources and their timely servicing from the part of the financed countries. => Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.
LL@(2596) The Fund also uses conditionality as a mechanism to monitor the operationalization of the previously concluded stabilization processes which in the first place include the structural and the balance of payment adjustments in the area of money supply, budget deficits, currency rates, liquidity, solvency, etc. => Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvarivanja dogovorenih stabilizacionih programa koji se pre svega odnose na strukturna i platnobilansna prilagođavanja u oblasti monetarne mase, budžetskih deficita, deviznih kurseva, likvidnosti, solventnosti itd.
LL@(2597) Prior to obtaining the needed resources, the member country is obliged to submit to the Fund the socalled letter of intent to be analysed. => Zemlja članica pre nego što dobije na raspolaganje tražena sredstva dužna je da podnese fondu na uvid i razmatranje takozvano pismo o namerama.
LL@(2598) In this document the country agrees that its objectives and policies will comply with the regulations stated in the IMF Statute, that it will be strict in implementing the stabilization programme previously concluded with the Fund, and that it will mak its best efforts towards improvement of its balance of payment position in order that it be in a position to pay the resources back in as short a period as possible. => U okviru pomenutog dokumenta zemlja ističe da će svoje ciljeve i politike uskladiti sa pravilima definisanim u statutu MMF-a, da će striktno sprovoditi st, sa druge strane. ~~~ Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.
LL@(2599) The severity of the conditionality principle depends primarily on the type and volume of the resources granted to the member country, but also on the length of the period it will use them. => Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvaisi pre svega od vrste i obima sredstava koja se odobravaju zemlji članici, ali takođe i od vremenskog perioda korišćenja.
LL@(2600) Thus we can conclude that it is only the reserve tranche that is automatic and unconditioned. => Prema tome, možemo konstatovati da je jedino rezervna tranša automatska i totalno neuslovljena.
LL@(2601) With all other financial mechanisms the Fund is fully entitled to either grant the resources or to decline. => Kod svih ostalih finansijskih mehanizama fond ima izričito pravo da odobri ili ne odobri tražena sredstva.
LL@(2602) As already mentioned, when using financial resources in the form of credit tranches, it is only in the first tranche that the conditions are relatively favourable and mild, gaining sharply in strictness with each subsequent tranche. => Kao što je već ranije bilo pomenuto, prilikom korišćenja finansijskih sredstava u okviru kreditnih tranši, jedino kod prve tranše su uslovi relativno povoljni i blagi, dok se sa svakom narednom tranšom naglo zaoštravaju.
LL@(2603) 5. ~~~ The IMF policy of conditionality The policy of conditionality the IMF pursues in granting resources and providing aid to the member countries is a most commonly criticised and challenged The member countries that were in a position to use the resources provided by the Fund in any way are generally severe critics of the conditionality policy. => Politika uslovljenosti koju MMF primenjuje pri odobravanju sredstava i pružanju pomoći zemljama člani Zemlje članice koje su na bilo koji način koristile fondova sredstva, uglavnom su oštri kritičari politike uslovljenosti.
LL@(2604) These countries maintain that the fund pays little heed to the real and current situation in the problem experiencing country, but rather implements a fixed programme of stabilization measures that is expected to ensure positive outcomes. => Pomenute zemlje tvrde da fond malo vodi računa o konkretnoj i stvarnoj situaciji u problematičnoj zemlji već primenjuje jedan ustaljen program stabilizacionih mera koji bi trebao da dovede do pozitivnog ishoda.
LL@(2605) The Funds programmes often do not take into consideration individual political and social conditions, the level of economic development of individual countries, nor the internal and external factors that actualy generate the problems. => Često, programi fonda ne uzimaju u obzir pojedinačne političke i socijalne uslove, stepen ekonomske razvijenosti svake zemlje kao i interne ili eksterne faktore koji su pravi uzročnici nastalih problema.
LL@(2606) The Fund insists on the fast recovery of the country, neglects the development approach to problem solving and its only aim is to recover its resources, safely and in the shortest period possible. => Fond insistira na brzom oporavku deficitarne zemlje, zanemaruje razvojni pristup rešavanja problema i jedini cilj mu je da sigurno i u što kraćem vremenu povrati svoja sredstva.
LL@(2607) Having the previous in mind, many countries prefer any other form of crediting to the financial deals with the IMF. => Imajući u vidu sve prethodno navedeno, mnoge zemlje se radije opredeljuju za bilo koji drugi vid kreditiranja nego za finansijsku saradnju sa MMF-om.
LL@(2608) When such attitudes of the developing countries towards the conditionality policy and approval of the resources by the IMF are taken into consideration, the next question arises: who is really right and who is to be trusted, the Funds officials or the financed countries?! It might be most sensible to weigh the arguments of either parties and believe that either is partly right. => Kada uzmemo u obzir ovakvo gledište zemalja u razvoju na politiku uslovljenosti i odobravanje sredstava od strane MMF-a, zapitamo se: ko je zaista u pravu i kome treba verovati, zvaničnicima fonda ili finansiranim zemljama?! ~~~ Možda je najrealnije uzeti u obzir argumente obe strane i verovati da su svi pomalo u pravu.
LL@(2609) Even if the developing countries wish to borrow freely in the capital market and conclude financial deals with other creditors, they cannot evade the IMF. => Međutim, ukoliko žele da se slobodno zadužuju na tržištu kapitala i sklapaju finansijske ugovore sa drugim kreditorima, zemlje u razvoju su čak i tada upućene na MMF.
LL@(2610) The Fund plays an important role on the international financial market reflected in that the international banks increasingly link their estimates of the countrys credit rating with its good relations with the Fund. => Fond ima vrlo zančajnu ulogu na međunarodnom finansijskom tržištu, koja se ogleda u tome da privatne međunarodne banke sve više povezuju svoju ocenu kreditne sposobnosti jedne zemlje sa njenim dobrim odnosima sa fondom.
LL@(2611) It is evident that the conditionality employed by the Fund is the basic source of trust, which is why this institution is highly reputed on financial markets and with international banks. => Očigledno je da je uslovljenost koju primenjuje MMF, osnovni izvor poverenja zbog koga ova institucija uživa veliki ugled na finansijskim tržištima i kod međunarodnih banaka.
LL@(2612) The international banks condition the loans to a country by its prior concluding a credit arrangement with the IMF. => Međunarodne banke, uslovljavaju dodeljivanje zajmova jednoj zemlji, njenim prethodnim zaključivanjem kreditnog aranžmana sa MMF-om.
LL@(2613) Hence many developing countries apply for the resources to the Fund, mainly or exclusively for the purpose of obtaining a certificate to get a green light to use the necessary financial resources on international market. => Zbog toga, mnoge zemlje u razvoju traže sredstva fonda, uglavnom ili isključivo zbog sertifikata da bi dobile zeleno svetlo za korišćenje potrebnih finansijskih sredstava na međunarodnom tržištu.
LL@(2614) Š2, 132] The developing countries keep criticizing the Fund for its conditionality policy and insist on more liberal conditions in using financial resources. => Š2, str.132Ë Zemlje u razvoju, konstantno upućuju kritike fondu na račun primene politike uslovljenosti i zahtevaju liberalnije uslove pri korišćenju finansijskih sredstava.
LL@(2615) They maintain that the fund should pay more attention to real causes of the problems, the factors that really caused a problem situation, the national interests and objectives of each individual country. => Njihov stav je da fond mora više računa povesti o stvarnim uzrocima problema, faktorima koji su zaista uslovili nastalu situaciju, nacionalnim interesima i ciljevima svake pojedine zemlje.
LL@(2616) Many countries believe that the IMF is in fact a financial institution that protects the interests of the developed countries and follows the principle that rich countries should be made richer, and poor countries should fall into yet deeper poverty. => Mnoge zemlje smatraju da je fond zapravo finansijska institucija koja štiti interese razvijenih zemalja i koja se rukovodi pravilom da bogate treba učiniti još bogatijim, a siromašne još više osiromašiti.
LL@(2617) Many countries are evidently bitter and dissapointed and the only way out of this situation they see in relieving the conditions, in the implementation of more flexible measures and in raising the quotas within the IMF. => Zaista možemo primetiti da su mnoge zemlje ogorčene i razočarane i da jedini izlaz iz nastale situacije vide u ublažavanju uslova, primeni fleksibilnijih mera i povećanju kvota u okviru MMFa.
LL@(2618) An interesting example is that of Slovenia, which in the period of its own transformation and recovery decided not to accept the IMF project, employed its own experts in the execution of the stabilization programme and completed it successfully. ~~~ 6. => Interesantan primer iz naše okoline je Slovenija, koja je u periodu sopstvene transformacije i oporavka zbog pomenutih nepovoljnosti rešila da ne prihvati projekat MMF-a i uz pomoć svojih stručnjaka pristupila realizaciji sopstvenog stabilizacionog programa koji je veoma uspešno okončan. 6.
LL@(2619) Critical account of certain aspects of the IMF activities The conditionality policy was subject to much criticism and disapproval from the part of certain officials and member countries. ~~~ Furthermore, some maintain that the Fund pursues an inadequate monetary, fiscal and foreign trade policy as regards the financed countries. => Kritički osvrt na pojedine aspekte poslovanja MMF-a Pored toga što je politika uslovljenosti MMF-a pretrpela brojne kritike i negodovanja pojedinih zvaničnika i zemalja članica, prisutno je mišljenje da fond zastupa i neodgovarajuću kreditno-monetarnu, fiskalnu i spoljnotrgovinsku politiku prema finansiranim zemljama.
LL@(2620) In the analysis of the proposed stabilization programme, the IMF takes special care about the measures of monetary and fiscal policies, with special emphasis upon interest rates raising. => Prilikom razmatranja predloženog stabilizacionog programa, MMF posebno vodi računa o merama kreditne i fiskalne politike, sa akcentom na povećanje kamatnih stopa.
LL@(2621) The primary goal of the Fund is to limit the crediting activity of the central and commercial banks in the financed country in the course of implementing the stabilization programme. => Prevashodni cilj fonda je bio da za vreme primene stabilizacionog programa ograniči kreditnu aktivnost centralne i poslovnih banaka u finansiranoj zemlji.
LL@(2622) On one hand, it means limiting the credit amounts that certain banks grant to certain clients, and, on the other hand, the increase in the credit costs, i.e., the interest rate growth. => To je sa jedne strane podrazumevalo ograničenje mase kredita koju pomenute banke odobravaju pojedinim korisnicima, a sa druge strane, povećanje cene kredita tj. porast kamatnih stopa.
LL@(2623) If the country, however, experiences significant inflation problems, the policy of increasing the interest rates could only further aggravate the situation. => Međutim, ukoliko su u zemlji prisutni značajni inflatorni pritisci politika povećanja kamatnih stopa može samo da pogorša već prilično lošu situaciju.
LL@(2624) If this is combibed with the fiscal control the IMF conducts as part of its stabilization programme, it becomes evident why certain countries avoid the aid it offers. => Ukoliko tome dodamo i fiskalnu kontrolu koju MMF sprovodi u okviru svog stabilizacionog programa, jasno nam je zašto mnoge zemlje izbegavaju njegovu pomoć.
LL@(2625) In such conditions, the prospects that the problem experiencing countries will make any improvement are poor, as the investors have no interest in investing money in such economies. ~~~ Thus, despite the IMFs best intentions, the transition country becomes increasingly poor and sink into an ever more serious economic and debt crises. => U takvim uslovima su prisutni veoma slabi izgledi za bilo kakvim poboljšanjem u deficitarnim zemljama jer investitori nisu zainteresovani da ulažu novac u ovakve ekonomije, tako da i pored najboljih namera MMF-a tranzitorne zemlje naglo siromaše i zapadaju u još veće privredne i dužničke krize.
LL@(2626) Part of the IMF stabilization programme is also a measure related to the liberalization of foreign policy, that is, lifting the obstacles in foreign trade and limiting the role of the state in the countrys economic relations with other countries. => U okviru stabilizacionog programa MMF-a primenjuje se i mera koja se odnosi na liberalizaciju spoljne trgovine tj. uklanjanje barijera u međunarodnoj trgovini i smanjivanje uloge države u ekonomskim odnosima zemlje sa inostranstvom.
LL@(2627) In the developing countries, the consequence of the the liberalization of foreign trade was a surge of inexpensive products from the countries with highly productive economies, which further resulted into an abrupt fall of the national industries, wage reduction, unemployment and the overall impoverishment of the country. => U nerazvijenim zemljama, posledica liberalizacije spoljne trgovine bio je prodor jeftinih proizvoda iz zemalja koje imaju visoko produktivne privrede, što je rezultiralo brzim propadanjem nacionalnih industrija, smanjenjem dohotka građana, ukidanjem radnih mesta i opštim siromašenjem zemlje.
LL@(2628) Namely, the IMM further worsened the situations in many countries since its programmes of fiscal strictness and restrictive monetary policy frequently resulted in high interest rates, sometimes over 20%, sometimes exceeding 50%, and sometimes even higher than 100%. => Naime, MMF je u mnogim zemljama stanje učinio još gorim zato što su njegovi programi fiskalne strogosti i restriktivne kreditno-monetarne politike, često dovo dili do visokih kamatnih stopa, nekada iznad 20%, nakada iznad 50%, a nekada čak iznad 100%.
LL@(2629) In such conditions, starting business and setting up new companies was made virtually impossible. => U takvim uslovima je stvaranje poslova i otvaranje novih preduzeća prosto nemoguće.
LL@(2630) Š7, p. 205] 7. => Š7, str.205Ë 7.
LL@(2631) The past and the present relationships between the IMF and Serbia At the Bretton Woods conference, when the IMF and the World Bank were established, one of the participants was the then SFRY. => Dosadašnji i aktuelni odnosi MMF-a i naše zemlje Na Bretonvudskoj konferenciji, na kojoj su osnovani MMF i Svetska banka, učestvovala je i tadašnja SFRJ.
LL@(2632) The period when the Yugoslavias relations with the IMF were at their highest was that between 1980 and 1991, when seven standby arrangements were granted, the total amount of 3.5 billion special drawing rights. => SFRJ je najviše sarađivala sa MMF-om u periodu od 1980. do 1991. godine kada joj je odobreno sedam stand by aranžmana u ukupnoj vrednosti od 3,5 milijardi specijalnih prava vučenja.
LL@(2633) Until the end of this country, the Fund granted twelve stand-by arrangement. => Do momenta postojanja ove republike, MMF joj je ukupno odobrio dvanaest stand by aranžmana.
LL@(2634) The decision of the Board of executive directors of the IMF of 14 December, 1992 was that the SFRY did not exist any longer, consequently, it could no longer be a member of the Fund. => Odlukom Odbora izvršnih direktora MMF-a, od 14. decembra 1992. godine, konstatovano je da SFRJ više ne postoji, a samim tim prestaje i njeno članstvo u fondu.
LL@(2635) The conditions were simultaneously stated under which the successor countries may inherit the membership, and Serbia and Montenegro inherited 36,52% of the assets and the liabilities of the former SFRY. => Istovremeno su utvrđeni uslovi pod kojima zemlje sukcesori mogu da naslede članstvo u fondu i od aktive i pasive bivše SFRJ, Srbiji i Crnoj Gori je pripalo 36,52%.
LL@(2636) Š9] The Republic of Serbia and Montenegro was granted a new stand-by credit in 2001, to be consumed in four equal tranches of 50 million special drawing rights each. => Š9Ë Zajednici Srbije i Crne Gore je 2001. godine odobren novi stand by kredit, koji je mogao da se koristi u četiri jednake kreditne tranše od po 50 miliona spedijalnih prava vučenja.
LL@(2637) Naturally, all the above explained conditions as to the policies of business activities, conditionality and financing the member countries had to be fully observed by our country. => Naravno svi prethodno opisani uslovi u vezi sa politikom poslovanja, uslovljenosti i finansiranja zemalja članica, morali su da budu ispoštovani i od strane naše zemlje.
LL@(2638) Serbia and Montenegro were further granted a threeyear financial arrangement on extended financing, amounting to 650 million special drawing rights. => Takođe, Srbiji i Crnoj Gori fond je odobrio i trogodišnji finansijski aranžman za produženo finansiranje u iznosu od 650 miliona specijalnih prava vučenja.
LL@(2639) The said arrangement supported the operationalization of the programme of economic stabilization and reforms in the 2002 to 2005 period and could be consumed in a number of credit tranches of 50 million special drawing rights each. => Pomenuti aranžman je podržavao sprovođenje programa ekonomske stabilizacije i reformi u periodu od 2002. do 2005. godine i mogao se koristii u više kreditnih tranši od po 50 miliona specijalnih prava vučenja.
LL@(2640) The Fund set a large number of conditions that Serbia and Montenegro had to comply with prior to being allowed the access to the resources. => Fond je Srbiji i Crnoj Gori postavio brojne uslove koji su morali da budu ispunjeni, pre nego što se pristupi korišćenju odobrenih sredstava.
LL@(2641) The conditions mainly referred to: macroeconomic policy and fiscal system reforms, liberalization of foreign currency and trading systems, restructuring of banks and large state-owned companies, increasing the amount of foreign currency reserves and relieving inflation pressures, reviving the production processes, introducing a new tax system, pension plan reform, etc. => Pomenuti uslovi su se pre svega odnosili na: reformu makroekonomske politike i fiskalnog sistema, liberalizaciju deviznog i trgovinskog sistema, restruktuiranje banaka i velikih državnih preduzeća, povećanje deviznih rezervi i smanjenje inflatornih pritisaka, oživljavanje procesa proizvodnje, uvođenje novog poreskog sistema, reformu penzijskog sistema itd.
LL@(2642) On concluding the negotiations between the representatives of the IMF and the Government of Serbia the Minister of Finance announced that a successful conclusion of the arrangement with the IMF leaves no doubt as to the further cooperation with the World Bank, which so far was also successful. => Po završetku pregovora između predstavnika MMF-a i Vlade Srbije, ministar finansija je izjavio da uspešno okončanje aranžmana sa MMF-om uklanja svaku prepreku za dalju saradnju sa Svetskom bankom, koja je i do sada bila veoma uspešna.
LL@(2643) As regards the reduction of the public debt from the previous 170% to 44%, a positive assessment of the Serbias credit worthiness is no surprise. => S obzirom na smanjenje javnog duga sa 170% u prethodnom periodu na 44%, pozitivna ocena o kreditnoj sposobnosti Srbije nije iznenađenje.
LL@(2644) A positive decision of the IMF will produce a domino effect upon a succession of economic parametres related to investments in this country, the effect of which is yet to be seen. => Pozitivna odluka MMF-a će imati domino efekat na čitav niz ekonomskih parametara vezanih za ulaganja u našu zemlju, čije efekte ćemo tek osetiti.
LL@(2645) Š9] 8. => Š9Ë 8.
LL@(2646) Conclusion On the basis of the objectives, tasks and work methodology presented, a conclusion can be drawn that the IMF is by all means a significant monetary institution that operates on an international scale. => Zaključak Na osnovu prezentiranih ciljeva, zadataka i metodologije rada, možemo zaključiti da je MMF nesumljivo veoma značajna monetarna institucija koja deluje u međunarodnim okvirima.
LL@(2647) Its policy of conditionality as well as its close links with highly developed countries are, however, much criticized. => Međutim, kao što smo mogli da primetimo, najviše je osporavana i kritikovana politika uslovljenosti fonda kao i njegova izrazita povezanost sa visoko razvijenim zemljama.
LL@(2648) The very fact that the U.S.A. may veto a large number of important decisions, related, among other, to the admission of new member countries, increasing certain quotas or granting resources to the member countries, reveals that the US and other powerful countries largely control the Funds operations and direct its activities for the purpose of achieving their own objectives. => Sama činjenica da SAD može staviti veto na mnoge važne odluke, koje se između ostalog odnose na pristup novih zemalja u članstvo fonda, povećanje pojedinih kvota ili odobravanje finansijskih sredstava članicama, upućuje nas na konstataciju da SAD i ostale moćne zemlje u velikoj meri utiču na rad fonda i kanališu njegove aktivnosti u smeru ostvarivanja sopstvenih ciljeva i interesa.
LL@(2649) The fact that the IMF really offers a range of opportunities to member countries to use the financing resources in the form of reserve tranche which is unconditioned and automatic, the four credit tranches and numerous facilities is undisputable. => Nikako se ne može osporiti činjenica da MMF zaista pruža široke mogućnosti zemljama članicama za korišćenje finansijskih sredstava i to u okviru, rezervne tranše koja je bezuslovna i automatska, četiri kreditne tranše i brojnih olakšica.
LL@(2650) The question, however, remains as to whether all these are supported by generous intents of the IMF, whether it really wishes to provide aid to the problem country, fully apprehend its problems and execute an individually planned stabilization policy, or is only interested in recovering the granted resources in as short a period as possible. => Međutim, postavlja se pitanje da li iza svega toga stoje humane namere MMFa, da li on zaista želi da pomogne problematičnoj zemlji, uđe u suštinu njenih problema i sprovede pojedinačno koncipiranu stabilizacionu politiku, ili mu je jedino bitno da se odobrena sredstva vrate u što kraćem periodu.
LL@(2651) The answers to this questions range in number and variety, some justifying and supporting the IMF policy, some preferring the attitudes of the developing countries that the conditions are far from favourable and that its policies are destructive for their economies. => Svakako, na ova pitanja postoje brojni i najrazličitiji odgovori, pri čemu neki opravdavaju i podržavaju politiku MMF-a, a neki radije podržavaju stav zemalja u razvoju o nepovoljnosti fondovih uslova i razornom uticaju njegovih politika.
LL@(2652) The member countries primarily insist on being granted longer periods in which they could use and pay back the borrowed funds, on raising the quotas and on observing the national objectives and policies. => Zemlje članice, pre svega insistiraju na dužim rokovima korišćenja i vraćanja sredstava, povećanju kvota i očuvanju nacionalnih ciljeva i politika.
LL@(2653) The advocates of the IMF policy, however, maintain that the stabilization programmes are professionaly designed, adapted to each country, that they do not threat their national sovereinty and it is only by their implementation that any positive affects may be achieved in the economic relations and the foreign trade of disbalance of payment encountering countries. => Međutim, zagovornici politike MMF-a, tvrde da su stabilizacioni programi stručno urađeni, prilagođeni svakoj zemlji, da ne ugrožavaju nacionalne suverenitete i da se jedino njihovom primenom mogu postići efekti poboljšanja privrednih kretanja i spoljnotrgovinskih pozicija u deficitarnim zemljama.
LL@(2654) The IMF explains its possible errors and failures by the fact that a large number of countries apply to the Fund when it is already too late and that in such circumstances, in the presence of deep economic crises and overwhelming foreign debts some substantial improvements and solutions to a large number of problems are hardly possible. => Opravdanje za eventualne propuste i neuspehe MMF nalazi u svojoj tvrdnji da mu se mnoge zemlje veoma kasno obraćaju za pomoć i da je u takvoj situaciji uz prisustvo dubokih ekonomskih kriza i nagomilanih spoljnih dugova nemoguće učiniti značajna poboljšanja i rešiti mnogobrojne probleme.
LL@(2655) A specialized international institution, the IMF has obviously so far granted financial and expert support to numerous member countries, made efforts to improve their balance of payment positions and stabilize their economies. => Svakako, Međunarodni monetarni fond kao specijalizovana međunarodna institucija je do sada mnogim zemljama članicama pružio finansijsku i stručnu podršku i pokušao da poboljša njihove platno bilansne pozicije i stabilizuje privredna kretanja.
LL@(2656) The facts show that in certain cases the Fund succeeded in its efforts, however, in a large number of countries it only caused more serious problems and deeper economic crises the results of which hit the pauperized population the hardest. => Činjenice govore da je u pojedinim slučajevima fond uspeo u svojim namerama, ali sa druge strane, u brojnim zemljama je izazvao još veće probleme i dublje ekonomske krize čije posledice je najviše osetilo osiromašeno stanovništvo.
LL@(2657) Š3Ë Janev I., UN i međunarodne ekonomske i finansijske institucije, Institut za političke studije, Beograd, 2004. god. => 
LL@(2658) Š4Ë Ognjanović V., Međunarodno bankarstvo, Grifon, Podgorica, 2004. god. => 
LL@(2659) Š5Ë Prekajac Z., Međunarodna ekonomija, Futura, Novi Sad, 2005. god. ~~~ Š6Ë Ristić @., Komazec M., Radičić M., Menadžment finansijske ekonomije, Institut za ekonomsku nauku, Novi Sad, 2002. god. ~~~ Š7Ë Stojanović I., Međunarodni ekonomski odnosi, REFERENCE Š1Ë Acin \., Međunarodni ekonomski odnosi, Pigmalion, Novi Sad, 2003. god. ~~~ Š2Ë Bjelica V., Raičević B., Radičić M., Babić B., Radmilović S., Finansije u teoriji i praksi, Stylos, Novi Sad, 2006. god. ~~~ Megatrend, Beograd, 2005. god. => LITERATURA Š1Ë Acin \., Međunarodni ekonomski odnosi, Pig malion, Novi Sad, 2003. god. Š2Ë Bjelica V., Raičević B., Radičić M., Babić B., Radmilović S., Finansije u teoriji i praksi, Stylos, Novi Sad, 2006. god. Š3Ë Janev I., UN i međunarodne ekonomske i finansijske institucije, Institut za političke studije, Beograd, 2004. god. Š4Ë Ognjanović V., Međunarodno bankarstvo, Gri fon, Podgorica, 2004. god. Š5Ë Prekajac Z., Međunarodna ekonomija, Futura, Novi Sad, 2005. god. Š6Ë Ristić @., Komazec M., Radičić M., Menadžment finansijske ekonomije, Institut za ekonomsku nauku, Novi Sad, 2002. god. Š7Ë Stojanović I., Međunarodni ekonomski odnosi, Megatrend, Beograd, 2005. god. Š8Ë Internet, www.imf.org Š9Ë Internet, www.nbs.co.yu Prinosi i varijacije prinosa na obveznice u Crnoj Gori UDK:
LL@(2660) Š8Ë Internet, www.imf.org Š9Ë Internet, www.nbs.co.yu Bond Yields and Yields Vaeiations on Bonds in Montenegro UDC: 336.761(497.16) dr Vladimir Kašćelan1, mr Borko Božović2 1Faculty of Economics, Podgorica 2The Central Bank of Montenegro The issue discussed is bond yields and yields variations on bonds in Montenegro. => 336.761(497.16) dr Vladimir Kašćelan1, mr Borko Božović2 1Ekonomski fakultet Podgorica 2Centralna banka Crne Gore U radu se razmatraju prinosi i varijacije prinosa na obveznice u Crnoj Gori, i to na: obveznice stare devizne štednje (obveznice SD[) i obveznice za obeštećenje korisnika prava penzijskog i invalidskog osiguranja (obveznice PiO).
LL@(2661) Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds). => 
LL@(2662) Both classes of bonds are issued by the Central Government. => Obje klase obveznica izdaje Centralna Vlada (Država).
LL@(2663) Both are zero-coupon bonds, and mature in tranches: FFCS bonds mature annually, from 2004-2017 (as by tickers: OB04-OB17), while PiO bonds mature semiannually, from 2008-2011 (as by tickers: P08P, P09P, P09D, P10P, P10D, P11P). => I jedne i druge su diskontne hartije od vrijednosti. ~~~ Dospijevaju u serijama (tranšama); obveznice SD[ jednom godišnje (OB04-OB17), a obveznice PiO dva puta godišnje (P08P, P09P, P09D, P10P, P10D, P11P).
LL@(2664) The former are issued to compensate natural persons whose foreign currency deposits became frozen, amid the collapse of the banking system during 1990s (at the time State-owned), while the latter are issued to compensate for the controversial adjustment of pensions and other remunerations during the July 2002 - December 2003 period. => Prve su emitovane zbog obeštećenja fizičkih lica čiji su devizni depoziti ostali zamrznuti usljed kolapsa bankarskog sistema tokom 1990-ih. ~~~ Dok, druge se odnose na obeštećenje korisnika penzijskog i invalidskog osiguranja, usljed spornog usklađivanja penzija i drugih naknada u periodu jul 2002-decembar 2003. godine.
LL@(2665) The aforementioned bond classes are considered for various reasons, the most important being their highest trading volume among all the bonds. => Pomenute klase obveznica se razmatraju iz više razloga, od kojih je najvažniji što su najtrgovanije.
LL@(2666) In addition, let us mention that after the new capital markets had been established in Montenegro, only one corporate bond issue was achieved. about 10%, to rise in 2008. => Uzgred, pomenimo da je u Crnoj Gori, od uspostavljanja novog tržišta kapitala, održana svega jedna emisija korporativnih obveznica. seci pred dospijeće naglo rasli. ~~~ Prinos na OB10 se dugo kretao na oko 10%, da bi u 2008. skočio.
LL@(2667) Similarly, the yields on OB15-OB17 were for quite a long period at about 45% (depending on the series), to rise, roughly, from the end of the first half of 2007 onwards. => Slično, prinosi na OB15-OB17 su relativno dugo bili na nivou 4-5% (u zavisnosti od serije), da bi, ugrubo, od polovine 2007. pa na dalje, porasli.
LL@(2668) The situation is similar with the series of PiO bonds. => Slično važi i za serije obveznica PiO.
LL@(2669) For example, in case of P08P we are dealing with hundreds percents of yields. => Npr. kod P08P su u pitanju stotine procenata prinosa.
LL@(2670) After the fall, in P09P, the yields go from 20% to 60%. => Kod P09P, nakon pada, prinos se kreće od 20% prema 60%.
LL@(2671) With P10D i P11P, the yields range from 20% to 40%. => Kod P10D i P11P, prinosi se kreću od 20% prema 40%.
LL@(2672) A rare regularity is observed in the movement of P09P, P10D and P11P: after plummetting at the beginning, there comes a rise, and in such a way that the yield on the series that matures earlier exceeds that of the later maturing series. ~~~ 3. => Rijetka pravilnost jeste u kretanju P09P, P10D i P11P: nakon naglog pada u početku, slijedi rast, i to takav da je prinos od serije koja dospijeva ranije iznad prinosa serija koje kasnije dospijevaju. 3.
LL@(2673) The yields on the series of FFCS are rather high. => Prinosi na serije obveznica SD[ su veoma visoki.
LL@(2674) This estimation is valid for all the series, except the OB15OB17 series, from the moment (period) of the rise. => Ova ocjena stoji za prinose na sve serije, osim na serije OB15-OB17, i to do trenutka (perioda) pomenutog skoka.
LL@(2675) The situation is similar with the series of PiO bonds. => Slično važi i za serije obveznica PiO.
LL@(2676) For example, the minimum of all (average) yields is 20,5%. => Primjera radi, minimalni od svih (srednjih) prinosa je 20,5%.
LL@(2677) The yields on certain series are graphically presented as follows. ~~~ Graph no. => Predstavljamo grafički prinose na pojedine serije.
LL@(2678) 1 Yields on FFCS bonds Yield on OB05, anually 1. => Grafik br. 1 Prinosi na obveznice SD[ 1.
LL@(2679) Introduction The 2005 2008 period is taken under consideration. => Uvod Kao period posmatranja, uzećemo 2005-2008.
LL@(2680) It is for various reasons that this period is chosen. => Upravo ovaj period se uzima u razmatranje iz više razloga.
LL@(2681) The primary one is that there was almost no trading with bonds before 2005, therefore, the 2005 2008 period may be absolutely representative for the analyses. ~~~ As far as the formula for yield calculation is concerned, various approaches are possible; however, here we will do the annualization observing a complex interest account and on a (real) premise that the year lasts 365 days. => Primarni je da prije 2005. godine gotovo da nije bilo trgovine obveznicama, tako da je, u tom smislu, period 2005-2008. apsolutno reprezentativan za analize. [to se tiče same formule za obračun prinosa, iako su mogući različiti pristupi, ovdje ćemo anualizaciju vršiti uz uvažavanje složenog interesnog računa, i uz (realnu) pretpostavku da godina ima 365 dana.
LL@(2682) We will use the so-called effective annual yield. => Koristićemo tzv. efektivni godišnji prinos.
LL@(2683) The formula goes as follows: (1 + discount/price)365/number of days till maturity 1 (1) On calculating the yields, we present three curious sets of facts: 1. => Formula glasi: (1 + diskont/cijena)365/broj dana do dospijeća 1 (1) Nakon obračuna prinosa, iznosimo tri neobične grupe činjenica: ~~~ 1.
LL@(2684) The yields on series of FFCS bonds are unstable; specifically, each graph rises abruptly towards the end of the period presented in the graph (2005-2008.), that is, shows an expansion upwards. => Prinosi na serije obveznica SD[ nijesu stabilni; specifično, svaki od grafika naglo raste na kraju perioda koji je predstavljen na grafiku (2005-2008.), tj. ima izduženje prema gore.
LL@(2685) A similar situation is repeated in the PiO bonds. => Slično važi i za serije obveznica PiO.
LL@(2686) For example, in P08P they plummet, and then rise abruptly. => Na primjer, kod P08P strmoglavo padaju, a zatim izuzetno rastu.
LL@(2687) In P09P, P10D and P11P: after a plummet (especially in P09P), there is a gradual, however, striking rise. => Kod P09P, P10D i P11P: nakon naglog pada (posebno kod P09P), dešava se postepen, ali opet, veoma izražen rast. 2.
LL@(2688) 2. ~~~ The yields differ greatly from one FFCS bond set to the other. => Prinosi su veoma različiti kod različitih serija obveznica SD[.
LL@(2689) For example, in OB05, the yields amounted up to about 40%, then fell to 20%, to rise again up to over 100%. => Npr. kod OB05, prinosi su bili oko 40%, zatim padali do 20%, da bi ponovo skočili do preko 100%.
LL@(2690) In OB06-OB08 they remained around 1520% for quite a long period (depending on the series), to rise dramatically a couple of months prior to maturity. => Prinosi kod OB06-OB08 su se relativno dugo kretali 15-20% (u zavisnosti od serije), da bi, par mje Izvor:
LL@(2691) The yield on OB10 was for a long time steady, Yield on OB06, anually Yield on OB16, anually Yield on OB07, anually Yield on OB17, anually Yield on OB08, anually Source: Montenegrostockexchange, NEX exchange, authors calculations Graph no. => 
LL@(2692) 2 - Yields on PiO bonds Yield on P08P, anually Yield on OB10, anually Yield on bonds PiO, anually Yield on OB15, anually Source: Montenegrostockexchange, NEX exchange, authors calculations 2. => Montenegroberza, NEX berza, kalkulacije autora Grafik br. 2 Prinosi na obveznice PiO Izvor: ~~~ Montenegroberza, NEX berza, kalkulacije autora 2.
LL@(2693) Possible reasons for yield growth Let us first consider the yield amount. => Mogući uzroci visine prinosa Osvrnimo se prvo na visinu prinosa.
LL@(2694) This will lead us to a discussion on what the investors perceptions of credit and other risks of investments into Montenegrin state bonds (partly the risk of a change of interest rate) are. => To će nas djelimično uvesti u diskusiju o tome kakve su percepcije investitora o kreditnom i drugim rizicima investiranja (djelimično i o riziku promjene kamatne stope) u crnogorske državne obveznice.
LL@(2695) Generally, it is not easy to find relations between the economic theory and the practices of the developed countries. => Generalno, teško je nalaziti veze sa ekonomskom teorijom i sa praksama razvijenih ekonomija.
LL@(2696) Among the FFCS and the PiO bonds, it appears that only the OB15-OB17 series and perhaps the OB10series, had a meaningful yield, from the moment (period) as we already mentioned, in case of OB15-OB17 in the range of 4-5%, while in OB10 they were about 10%. => Od posmatranih obveznica SD[ i obveznica PiO, čini se da su jedino serije OB15-OB17, i možda OB10, imale smislenu visinu prinosa, i to jednog trenutka (perioda): kako smo rekli, za OB15-OB17 u rasponu 4-5%, a za OB10 oko 10%.
LL@(2697) Why meaningful? => Zbog čega smislenu?
LL@(2698) The yields on bonds must be compared to any other classes of assets (with risks comparison, which, at least to a rational investor, gives a complete layout of the investment.) ~~~ Let us then compare the bonds under study with other classes of assets available in Montenegro. ~~~ As far as shares are concerned, setting a relationship there is problematic. => Prinose na obveznice moramo porediti sa drugim klasama aktive. (Uz poređenje rizika, čime se, bar za racionalnog investitora, dobija cjelovita slika investicije.) Uporedimo onda razmatrane obveznice sa drugim klasama aktive dostupne u Crnoj Gori. [to se tiče akcija, problematično je uspostavljati vezu.
LL@(2699) The share market exploded in spring 2007, earning enormous yields to those who invested in, e.g., 2005. (when, objectively real trade began). => Tržište akcija je eksplodiralo u proljeće 2007. godine, donoseći onima koji su investirali npr. u 2005. (kada je, objektivno, počela opipljivija trgovina) enormne zarade.
LL@(2700) After that peak was reached, however, the fall ensued that lasted until as long as the end of 2008, bringing the indices back to the values from the last quarter of 2005. => Međutim, nakon tog vrha uslijedio je pad, koji je trajao sve do kraja 2008. godine, vraćajući indekse na vrijednosti iz posljednjeg kvartala 2005.
LL@(2701) It is the same with real estate, the prices of which formed a balloon, almost parallelly with the share prices balloon. => Slično je sa nekretninama, čije su cijene formirale balon gotovo paralelno sa cjenovnim balonom akcija.
LL@(2702) The real estate prices continued to rise after reaching the price peak on the share market and stopped at the end of 2007. => Cijene nekretnina su nastavile da rastu nakon cjenovnog vrha na tržištu akcija, i zaustavile se, otprilike, zaključno sa krajem 2007. godine.
LL@(2703) The plummet, sincerely, did not ensue like that on the share market, however, it was significant, followed by a significant fall in trading. => Doduše, nije uslijedio strmoglav pad poput onog na tržištu akcija, ali je pad ipak osjetan, uz veoma izražen pad prometa.
LL@(2704) In spite of the sellers trying to maintain the same price levels, at the end of 2008 hardly anything could be sold at the prices recorded one year earlier. => Iako prodavci uporno pokušavaju da održe cijene, na kraju 2008. teško da se išta može prodati po cijenama koje su važile godinu dana ranije.
LL@(2705) The comparison of yields on bonds with the yields on shares and real estate is meaningful if volatility is taken into account. => Poređenje prinosa na obveznice sa prinosima na akcije i nekretnine ima smisla uzimajući u obzir volatilnost.
LL@(2706) Share prices rose extremely, then plummetted equally fast; the real estate prices did not fall as much as that, however, with the forecast for the year 2009, nobody can say they will not. => Cijene akcija su ekstremno porasle, zatim ekstremno i pale; cijene nekretnina nijesu pale sasvim kao cijene akcija, ali obzirom na prognoze za 2009. godinu, nije nemoguće da neće.
LL@(2707) The yields on bonds, on the other hand, however changeable, are steadier still compared to those on shares and real estate. => Prinosi na obveznice, sa druge strane, koliko god promjenjivi, ipak su bili stabilniji od onih na akcije i nekretnine.
LL@(2708) We are, however, left with the impression that the period of observation is too short if we attempt to give any estimations of the sort. => Međutim, stiče se utisak da je za bilo kakve ocjene ove vrste, period posmatranja prekratak.
LL@(2709) Similarly, the shares and the real estate assets classes largely differ from the bonds by the way in which they earn yield. => Takođe, akcije i nekretnine su prilično različite klase aktive u odnosu na obveznice, po načinu na koji odbacuju prinos.
LL@(2710) The return on the discount bonds is quite known on condition they are kept until maturity, provided the issuer answers his obligation. => Diskontne obveznice imaju sasvim poznat prinos ukoliko se drže do dospijeća, pod uslovom da emitent izmiri obavezu.
LL@(2711) The shares, on the other hand, do not mature, and earn the yield either by dividends (that cannot be known beforehand), or in the form of capital profit or loss. => Akcije, sa druge strane, nemaju dospijeće, a prinos odbacuju ili dividendama (koje se ne mogu znati unaprijed), ili u vidu kapitalne dobiti/gubitka.
LL@(2712) Similarly,the real estate does not mature, and earn yied either by the rent (that can be known beforehand, better than dividends in case of shares, however, up to a defined deadline), or in the form of capital profit/loss. => Nekretnine, slično, nemaju dospijeće, a prinos odbacuju ili rentama (koje se mogu unaprijed znati bolje od dividen di kod akcija, ali ipak, do određenog roka), ili u vidu kapitalne dobiti/gubitka.
LL@(2713) Likewise, the real estate is generally considered to be a type of non-liquid assets. => Takođe, nekretnine se generalno smatraju nelikvidnom aktivom.
LL@(2714) Apart from the other (actually alternative, and much less present) asset classes available in Montenegro, there is a practically only one class, which is not enlisted, but is widely present and has to be discussed a fixed time (savings) deposit account. => Osim drugih (u principu alternativnih, i mnogo manje zastupljenih) klasa aktive dostupnih u Crnoj Gori, razmotrimo ovdje praktično jedinu nenabrojanu, a veoma zastupljenu oročeni (štedni) depozit.
LL@(2715) And it is here, it appears, that the first serious illogical issue is born The reason is simple: the interest rate that the banks pay to fixed time deposits (that is, returns to the investor) amounts to 6% annually. => I upravo tu, čini se, nastaje prva velika nelogičnost. ~~~ Razlog je jednostavan: kamatna stopa koju banke plaćaju na oročene depozite (tj. prinos za investitora) je, na godišnjem nivou, oko 6%.
LL@(2716) Fixed deposits are not negotiable, that is, they do not behave as securities, as do the bonds, however, they are, by the manner in which they earn the yield, rather similar to the discount bonds: the fixed deposit matures and earns a fixed interest, known in advance. => Oročeni depoziti nijesu utrživi, tj. nemaju karakter hartije od vrijednosti poput razmatranih obveznica, ali su, po načinu na koji odbacuju prinos, veoma slični diskontnim obveznicama: oročeni depozit ima dospijeće, i donosi fiksnu, unaprijed poznatu, kamatu.
LL@(2717) Why, then is the yield on fixed deposits so much lower compared to the FFCS and PiO bonds (except the above mentioned exempts)? => Otkud da prinos na oročene depozite bude toliko ispod (osim pomenutih izuzetaka) prinosa na obveznice SD[ i obveznice PiO?
LL@(2718) Basically, it is the risk that defines the yield, that is, the risk is the basic determinant of yield, at least for a reasonable investor. => U osnovi, rizik definiše prinos, tj. rizik je osnovna determinanta prinosa, barem za racionalnog investitora.
LL@(2719) But then, the basic risk component (or the key risk type) is the credit risk. => Opet, osnovna komponenta rizika (ili, ključni tip rizika) je kreditni rizik.
LL@(2720) If we analyse the credit risk of investing into the state bonds and into the fixed deposits of the privately owned banks it is common sense that the state bonds should be a less risky investment, however an investment with a lower yield. => Ukoliko razmotrimo kreditni rizik investiranja u državne obveznice i u oročene depozite banaka u privatnom vlasništvu zdrav razum govori da bi državne obveznice trebalo da budu manje rizična investicija, i investicija sa manjim prinosom.
LL@(2721) The state is a debtor that has a budget at disposal, and this is contributed by all who do business on its territory. ~~~ The state is also authorised to impose taxes and to, e.g., raise tax rates. => Država je dužnik koji na raspolaganju ima budžet, koji pune svi subjekti koji posluju na njenoj teritoriji, a ima i moć sile da nametne poreze, i da npr. poveća poreske stope.
LL@(2722) Or, if the worse comes to the worst, it can pay off its debt by increased emissions, in collaboration with the Central Bank1. => Ili, u krajnjem, može u saradnji sa centralnom bankom, uvećanim emisijama novca otplatiti dug1.
LL@(2723) The commercial bank can hardly do anything like that. => Poslovna banka teško da može da uradi išta od pomenutog.
LL@(2724) This is, of course, what economic theory advocates. => Na isto ovo, naravno, upućuje i ekonomska teorija.
LL@(2725) Normally, the U.S.A. Treasury cannot pay a manyfold interest rate on its debt, as compared to the interest rate paid by the Citigroup or the Bank of America. => Jer, ne može Trezor SAD-a plaćati nekoliko puta veću kamatu na svoj dug, u odnosu na onu koju deponentima npr. plaća Siti grupa (Citigroup), ili Banka Amerike (Bank of America).
LL@(2726)  => Preslikavajući crnogorski slučaj na američki, bilo bi upravo tako, što bi bio apsolutni nonsens.
LL@(2727) If we compare the case of Montenegro to that case, the situation would be the same, which would be an absolute 1 However, Montenegro cannot do it, because it uses the euro, actually the foreign currency, as an official means of payment. => Situacija u Crnoj Gori je možda utoliko apsurdnija, što depozite u bankama garantuje Država (CBCG, Fond za zaštitu depozita, Ministarstvo finansija), a onda, ista Država treba da plati višu stopu na dug koji sama izdaje. 1 Doduše, Crna Gora to ne može uraditi, zbog korišćenja eura, tj. strane valute, kao zvaničnog sredstva plaćanja.
LL@(2728) This fact, however, does not significantly affect the conclusions that ensue further in the text. nonsense. => Ova činjenica, međutim, ne utiče bitno na zaključke koji slijede u nastavku teksta.
LL@(2729) The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself. => 
LL@(2730) It is not easy to continue the comparison by using the credit ratings, since not one of Montenegrin banks is rated, which shows the low de facto ratings in fact. => Poređenje je teško nastaviti upotrebom kreditnih rejtinga, budući da niti jedna od crnogorskih banka nije rejtingovana, što na izvjestan način govori o niskom de facto rejtingu.
LL@(2731) The explanation is, however, just that: as regards the cred it ratings, the credit rating of Montenegro is worse than that of the banks-owners of the Montenegrin banks, as well as than the states these banks come from in the sense that, the mother bank is behind its daugter; and perhaps the state from which the mother bank is therefore it is normal it pays a bigger interest rate on its debt. => Međutim, možda je objašnjenje upravo u tome: gledajući kreditne rejtinge, Crna Gora ima gori kreditni rejting od banaka vlasnica crnogorskih banaka, i od država iz kojih potiču te države u smislu, ban ka majka stoji iza svoje kćerke; a možda i država iz koje potiče banka majka pa je tako normalno da plaća veću kamatu na svoj dug.
LL@(2732) The following table presents the history of the credit ratings of the four best known banking groups present on the Montenegro market, including the ratings of the State itself, all in the 2005 2008 period. => U sljedećoj tabeli dat je istorijat kreditnih rejtinga četiri najpoznatije bankarske grupe koje su prisutne na tržištu Crne Gore, uključujući i rejting same Države, sve u periodu 2005-2008. godina.
LL@(2733) 1 Credit ratings, long-term debt in foreign currency, 2005-2008 period Societe Generale OTP Bank source: S&P date rating until 15.11.06. => Nova Ljubljanska banka OTP Bank Hypo International Tabela br.1 Kreditni rejtinzi, dugoroèni dug u stranoj valuti, period 2005 -2008. godina Societe Generale prema: ~~~ S&P datum rejting do 15.11.06.
LL@(2734) AA- 15.11.06. => AA- 15.11.06.
LL@(2735) AA 15.02.08. => AA 15.02.08.
LL@(2736)  => AA- Izvor:
LL@(2737) AA- Source: Bloomberg source: S&P rating date no until 30.07.08. rating 30.07.08. => Bloomberg prema: ~~~ S&P rejting datum bez do 30.07.08. rejtinga 30.07.08.
LL@(2738) BBB+ 17.11.08. => BBB+ 17.11.08.
LL@(2739) BBB Nova Ljubljanska banka source: Moodys date rating until 24.04.07. => BBB prema: ~~~ Moodys datum do 24.04.07.
LL@(2740) A2 24.04.07. => A2 24.04.
LL@(2741) Aa3 Hypo International AG source: Moodys date rating until 28.03.07. => Aa3 prema: ~~~ Moodys datum do 28.03.07.
LL@(2742) Aa2 28.03.07. => Aa2 28.03.
LL@(2743) A2 Montenegro rating source: S&P date until 27.03.07. => A2 rejting rejting AG Crna Gora rejting prema: ~~~ S&P datum do 27.03.07.
LL@(2744) BB 27.03.07. => BB 27.03.07.
LL@(2745) BB+ Such argumentation is, by all means, disputable. => BB+ Mora se priznati da je pomenuta argumentacija sporna.
LL@(2746) The banks in Montenegro are (regardless of the fact that they are owned by some of the well known banking groups) nevertheless independent entities, accountable for their business acctivities, securing their credit worthiness by their own reputation and financial position. => Ipak su crnogorske banke (iako u vlasništvu nekih od poznatih bankarskih grupa) samostalne cjeline, koje same odgovaraju za poslovanje, i reputacijom i finansijskom pozicijom utiču na svoju kreditnu sposobnost.
LL@(2747) There is, of course, the argument that a well known banking group would not risk its reputation for a small bank somewhere in Montenegro, and in case of a crisis, it would normally support the daughter bank however, this approach has its flaws. => Istina, postoji argument da poznata bankarska grupa ne bi rizikovala svoju reputaciju zbog neke male banke u Crnoj Gori, i u slučaju krize, banki kćerci bi brzo priskočila u pomoć ali ovaj pristup nije bez mana.
LL@(2748) In the first place, the crisis would probably go public, which might well endanger the bank, and besides, that well known banking group might not want to rescue that inefficient and incompetitive bank in Montenegro, especially in the current global crisis that is a peril to a parent bank which also suffers from insolvency problems, and by no means has surplus of assets to rescue its subsidiaries worldwide. => Prije svega, kriza bi se vjerovatno pročula, što bi gotovo jednako moglo ugroziti banku, a osim toga, možda ni poznata bankarska grupa ne bi ni željela spašavati neefikasnu i nekonkurentnu banku u Crnoj Gori. ~~~ Posebno, u situaciji aktuelne Globalne krize, koja ugrožava i matičnu banku, koja ima problema sa likvidnošću, i ni slučajno nema viška sredstava da spašava svoje podružnice širom svijeta.
LL@(2749) It even may have assets to rescue one, however, not all of them. => Možda i ima za jednu od njih, ali nema za više.
LL@(2750) And which criterion will it use to decide which subsidiary to rescue? => A po kom kriterijumu se odlučiti za jednu, ili dvije, od svih?
LL@(2751) However, even if we agree with the above mentioned arguments, there remains a question: what about the banks that are not owned by such well known groups, but are subsidiaries of not so famous banks, entities from the area of former Yugoslavia, or national legal or natural bodies? => Međutim, čak i ako prihvatimo gore opisane razloge, postavlja se pitanje: šta sa bankama koje nijesu u vlasništvu tako poznatih bankarskih grupa, već mnogo manje poznatih banaka, subjekata sa prostora bivše Jugoslavije, ili domaćih pravnih ili fizičkih lica?
LL@(2752) Shouldnt their deposits earn higher interests? ~~~ They should. => Ne bi li njihovi depoziti onda trebalo da odbacuju veću kamatu?
LL@(2753) This, however, is not the case in Montenegro. ~~~ The banks here offer similar pas sive interest rates (roughly, 6% or a number of percents higher), and then still less than the State gives to pay off its own debt. => Trebalo bi, ali se to u Crnoj Gori ne dešava, već banke nude slične pasivne kamatne stope (ugrubo, 6% ili nešto više procenata godišnje), i opet, u krajnjem, mnogo manje nego što Država plaća na svoj dug.
LL@(2754) Where is, then, the problem? => U čemu je, onda, problem?
LL@(2755) In the investors ignorance, in the bond market insolvency, in the inefficiency of the bond market? => Da li u neznanju investitora, nelikvidnosti tržišta obveznica, neefikasnosti tržišta obveznica?
LL@(2756) By the way, the problem could be observed via the relationship between the demand and offer. => Uzgred rečeno, problem bi se mogao posmatrati kroz odnos ponude i tražnje.
LL@(2757) In the fixed time deposit accounts the offer of capital is on the depositors side they offer free assets, whereas the demand is the banks they need the assets. => Kod oročenih depozita, ponuda kapitala je na strani deponenata, koji nude slobodna sredstva, dok je tražnja na strani banaka, koje traže ta sredstva.
LL@(2758) In case of bonds, as discount securities, we have both the demand and the offer, with various economic sectors as owners or as prospective owners. => Kod obveznica, kao diskontnih hartija, imamo i stranu ponude i stranu tražnje, sa različitim sektorima ekonomije kao vlasnicima i potencijalnim vlasnicima. (Primarni vlasnici su oni koji prvobitno dobijaju obeštećenje od Države u vidu obveznica.) Primijetimo da su ponuda i tražnja kod oročenih depozita neuporedivo krupnije (po iznosima; a i po broju učesnika, posebno na strani ponude kapitala), u odnosu na ponudu i tražnju na strani obveznica.
LL@(2759) (Primary owners are those that are first indemnified by the State by way of bonds.) => Gledano u smislu ovih odnosa, moglo bi se reći da su prinosi na oročene depozite manji zbog veće ponude, a relativno male tražnje2.
LL@(2760) Let us note that both the offer and the demand are incomparably greater in case of fixed term deposit accounts (in amounts, as well as in the number of participants, especially on the side of the capital offer), as regards offer and demand on the bond side. => Međutim, sve ovo još uvijek ne daje odgovor na pitanje: zašto su odnosi ponude i tražnje na dva razmatrana instrumenta ovakvi, tj. koje snage stoje iza tih ponuda i tražnji?
LL@(2761) As regards such relationships, we could conclude that the yield on fixed term deposit accounts are lower due to greater offer, and a relatively low demand2. => 
LL@(2762) 2 We say relatively, mitigating the evaluation, although 11 banks, that are now present in Montenegro, is rather a small number compared to the number of buyers and sellers in the bond market. => 2 Kažemo relativno, ublažavajući ocjenu, iako je 11, koliko trenutno posluje banaka u Crnoj Gori, veoma mali broj u odnosu na broj kupaca i prodavaca sa tržišta obveznica.
LL@(2763) Competition, however, doas exist among banks, therefore the demand for deposits cannot only be observed and studied by the number of banks. => Ipak, među bankama djeluje konkurencija, tako da se tražnja za depozitima ne može posmatrati prosto kroz broj banaka.
LL@(2764) All these, however, do not answer the question: why is the relationship between the offer and the demand on two observed instruments such, i.e., which are the forces behind those offers and demands? => 
LL@(2765) The answer to this question seems to be simply in the combination of a number of the causes mentioned. => Čini se da je odgovor, jednostavno, u kombinaciji više pomenutih uzroka.
LL@(2766) Let us make a short review of them: 1. => Razmotrimo ih: ~~~ 1.
LL@(2767) Distrust in the State as a debtor. => Nepovjerenje u Državu kao dužnika.
LL@(2768) The doubts and fears of investors that the State will not settle its debts, i.e., that it will postpone the settling, can be fully understood. => Potpuno su razumljivi sumnja i strah investitora da Država neće izmiriti obaveze, tj. da će odložiti izmirenje obaveza.
LL@(2769) Simply, the sad memories of the investors of 1990s, of the times 10-15 years ago, when many people lost their life savings, are still fresh. => Jednostavno, postoje loša sjećanja investitora na 1990-e, tj. na vrijeme od prije svega 10-15 godina, kada su mnogi izgubili životnu ušteđevinu.
LL@(2770) Or, let us not go so far back, remember the years 2002 and 2003, when the State did not settle its debts towards pensioneers. => Ili, da ne idemo toliko unazad, na 2002. i 2003. godine, kada Država nije izmirila obaveze prema penzionerima.
LL@(2771) Finally, the bonds themselves mean the States redemption towards those it did not honour in due time. => Na kraju, same obveznice predstavljaju iskupljenje Države prema onima kojima u nekom periodu nije ispunila obaveze.
LL@(2772) Why should we believe it will now? => Zbog čega vjerovati da sada hoće?
LL@(2773) Objectivelly, there are arguments in favour of that, however, trust is, as we well know, something that needs time to recover, once it is lost. ~~~ 2. => Objektivno, postoje argumenti da joj treba vjerovati, ali povjerenje je, kao što znamo, nešto što traži dosta vremena, jednom kada se izgubi. 2.
LL@(2774) Investors ignorance. => Neznanje investitora.
LL@(2775) The capital market in Montenegro is a young market, only several years old. => Crnogorsko tržište kapitala je mlado tržište, staro svega nekoliko godina.
LL@(2776) Economy has been a market economy for just a short period. => Ekonomija tek nekoliko godina funkcioniše kao tržišna.
LL@(2777) The society, too, goes through a difficult transition period when knowledge is, unfortunately, rated rather low. => Takođe, društvo prolazi težak tranzicioni period, kada se znanje, na žalost, vrednuje relativno malo.
LL@(2778) Therefore, there is no wonder the ignorance and misunderstanding survive. => Zbog svega, razumljivo je da neznanje i nerazumijevanje postoje. 3.
LL@(2779) 3. ~~~ Investors dormancy (inertia). => Neaktivnost (inertnost) investitora.
LL@(2780) Investors find it easier not to think and simply make the surplus of liquidity into fixed-term deposits with a bank. => Investitorima je lakše ne razmišljati i višak likvidnosti jednostavno oročiti u banci.
LL@(2781) This is what they are familiar with, what they have been used to for years; and, finally, where they come, draw cash, pay bills, apply for credits, etc 4. => To je ono što im je poznato; na šta su naviknuti godinama ranije; i na kraju, gdje fizički dolaze, podižući gotovinu, plaćajući račune, uzimajući kredite itd. 4.
LL@(2782) Market insolvency. => Nelikvidnost tržišta.
LL@(2783) There is, of course, no internationally adopted scale for the exact measuring of liquidity (different coefficients are possible: e.g., relationship between trading and capitalization, or trading and GDP, etc.,), however, it is all so obvious that we do not need such a scale to conclude that the bond market in Montenegro is rather insolvent. => Svakako da ne postoji međunarodno prihvaćena skala za egzaktno mjerenje likvidnosti (mogu se praviti različiti koeficijenti: npr. odnos prometa i kapitalizacije, ili prometa i BDP-a itd.), ali stvar je toliko očigledna, da nam takva skala i ne treba za ocjenu da je crnogorsko obvezničko tržište prilično nelikvidno.
LL@(2784) Over a four year period, from 2005 to 2008, about 80 million euros were trad include the primary 3 As to the primary trading, it here means the primary sales of municipality bonds as well as the bonds for the road system rehabilitation. => Tokom perioda od četiri godine, 2005-2008. godina, prometovano je oko 80 miliona eura.
LL@(2785) Also, we here trading with bonds of NLB Montenegrobank, although the stock exchanges (for no known reasons) do not include this fact. => 
LL@(2786) As to other types of bonds, although their innitialization is named issuing, these are actually teh so-called dry emissions (without new money, i.e., as debt securitization), therefore there is no primary sales of other types of bonds. ~~~ ed. => 
LL@(2787) The figure includes both primary and secondary trading3. => Ova cifra uključuje i primarni i sekundarni promet3.
LL@(2788) Having in mind the number of working days at the stock exchange (about one thousand), we can calculate that, by a working day, 80 thousand euros were traded, with only 50 transactions by a working day. => Uz broj radnih dana berzi (oko hiljadu), dobijamo da je, po radnom danu, prometovano 80 hiljada eura, uz svega 50-ak transakcija po radnom danu.
LL@(2789) As regards the total number of transactions and the stock exchange trading, the number of transactions with bonds amounts to 9%, whereas bonds transactions participation amounts to 5,5%. => U odnosu na ukupan broj transakcija i promet berzi, 3 Što se tiče primarnog prometa, tu se misli na primarnu prodaju obveznica opština i obveznica za sanaciju drumskih puteva.
LL@(2790)  => Takođe, ovdje uključujemo i primarnu prodaju obveznica NLB Montenegrobanke, iako berze (iz neznanih razloga) ne uključuju ovaj podatak.
LL@(2791)  => Što se tiče ostalih obveznica, iako se njihova incijalizacija naziva emisijom, u pitanju su tzv. suve emisije (bez novog novca, tj. kao sekjuritizacija duga), pa ne može biti ni riječi o primarnim prodajama ostalih obveznica. broj transakacija obveznicama učestvuje sa oko 9%, dok promet obveznica učestvuje sa oko 5,5%.
LL@(2792) Not to mention how small the bond market (capitalization) is and how small a number of players in the market is. => Da ne govorimo koliko je malo obvezničko tržište (kapitalizacija) i koliko je mali broj učesnika na tržištu.
LL@(2793) Insolvency repudiates investors who do not believe that they will be able to cash (at not much lower a price) the bonds if they happen to need the cash before the maturity date. => Nelikvidnost odbija investitore, koji nemaju potpunu vjeru da će (po ne bitno nižoj cijeni) moći ponovo unovčiti obveznice, ukoliko im gotovina zatreba prije dana dospijeća.
LL@(2794) On the other hand, they know that they can cash the deposit before the end of the fixed-term period, however, with a loss of interest. => Sa druge strane, znaju da, iako uz gubitak kamate, depozit mogu razročiti prije kraja perioda oročavanja.
LL@(2795) It is important, however, to know that inslovency may also be the consequence, since, if potential players do not enter the market, they make it less liquid. ~~~ 5. => Primijetimo, međutim, da se nelikvidnost javlja i kao posljedica, jer ukoliko potencijalni učesnici ne ulaze na tržište, onda ga čine nelikvidnijim. 5.
LL@(2796) The transaction costs, especially in case of PiO bonds. => Transakcioni troškovi, posebno u slučaju obveznica PiO.
LL@(2797) The transaction costs are not an important problem of the bond market, however, with small amounts, in transactions with PiO bonds, they may slow down the market, that is, make it inefficient. => Iako transakcioni troškovi nijesu bitan problem obvezničkog tržišta, kod malih iznosa, pri transakcijama obveznicama PiO mogu usporavati tržište, tj. uticati na njegovu neefikasnost.
LL@(2798) In almost 35 thousand transactions only 4 million euros were traded, making the average transaction value of not more than ¡120. => Svega 4 miliona eura obveznica PiO prometovano je kroz skoro 35 hiljada transakcija, dajući promet prosječne transakcije od nepunih 120¡.
LL@(2799) Since the buyer has to pay a broker the commission of ¡12, which makes as much as 10%, it is a big stimulus and an average buyer does not enter the transaction and does not take the opportunity to gain4. => Obzirom da kupac mora platiti proviziju brokeru u iznosu od 12¡, što je čak 10%, to je veliki stimulans da prosječan kupac ne uđe u transakciju i ne iskoristi mogućnost za dobit4.
LL@(2800) He has to annul the cost of the ¡12, which means that, having in mind only the case of waiting for the maturity date (in no case the sale, or new purchase after the sale which would incur even larger transaction costs), he will receive at least ¡132 at maturity, which further means that the purchase at any price higher than ¡0.91 does not pay. ~~~ 3. => On mora anulirati trošak tih 12¡, što će reći da, razmatrajući samo slučaj čekanja dospijeća (ni slučajno prodaje, ili pak, nakon prodaje i nove kupovine što bi ga sve odvelo u još veće transakcione troškove), pri dospijeću mora primiti barem 132¡, što govori da mu se kupovina po bilo kojoj cijeni preko 0,91¡ ne isplati. 3.
LL@(2801) Yields variations In the context of the risk from the interest rate changes, it is essential that the trends of yields, that is changes in yields, not the levels of yields themselves are observed. => Varujacije prinosa U kontekstu rizika promjene kamatne stope, suštinski je, naravno, posmatrati kretanje prinosa tj. promjene prinosa, a ne same nivoe prinosa.
LL@(2802) Although it is obvious that they are related. ~~~ (In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations). => Iako je, naravno, jasno da jedno mora biti u vezi sa drugim. (U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.) Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.
LL@(2803) 4 In practice, commissions are ¡10-15. => Drugim riječima, metoda duracija i konveksnosti samo prikazuje potencijal cijene obveznice da odreaguje na promjenu kamatne stope. 4 U praksi, provizije su 10-15¡.
LL@(2804) Here, ¡12 was taken for the purpose of simpler (and more obvious) calculation. => Ovdje je tačno 12¡ uzeto zbog jednostavnije (i očiglednije) kalkulacije.
LL@(2805) As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked. => 
LL@(2806) In other words, the method of durations and convexity only shows the potential of the bond price to react to the interest rate change. => 
LL@(2807) However, if that does not happen, the potential cannot be employed. => Ali, ukoliko do promjene kamatne stope ne dođe, taj potencijal ne može biti iskorišćen.
LL@(2808) It is for this reason that, in studying the interest rate risk, the volatility of interest rates must be taken into account. => Zbog toga se pri razmatranju rizika kamatne stope mora se uzeti u obzir i volatilitet kamatnih stopa.
LL@(2809) Here, we will use a number of elementary, intuitive parametres to analyse the volatility of state bonds yield in Montenegro and compare it with that of the US state (federal) securities. => Ovdje ćemo kroz par elementarnih, intuitivnih parametara razmotriti volatilitet prinosa na državne obveznice u Crnoj Gori, i uporediti ga sa onim kod američkih državnih (federalnih) hartija.
LL@(2810) We will disregard the method of duration and convexity. => Pri tome, odustajemo od metode duracije i konveksnosti.
LL@(2811) Besides the above mentioned flaw of the method, in the case of the Montenegrin bonds we have one hindering reason: there are no coupon bonds. => Osim pomenute manjkavosti metode, u slučaju crnogorskih obveznica nailazimo i na jedan sputavajući razlog: u pitanju je nepostojanje obveznica sa kuponima.
LL@(2812) As the non-coupon bond duration, by definition, equals the bond maturity itself, that would leave us little space for any productive analysis. => 
LL@(2813) Let us, then, analyse the yield variations on OB05OB08, OB10, OB15-OB17, P08P, P09P, P10D and P11P series. ~~~ We will survey the period 2005-2008, using the standard deviation and variation coefficient as indicators. => Kako je duracija obveznice bez kupona, definiciono, jednaka samom dospijeću obveznice to nam ne bi ostavilo mnogo prostora za produktivransakciju i ne iskoristi mogućnost za dobit_.
LL@(2814) We are, of course, aware of the shortcomings of the indicators we use, however we believe they are the most intuitive, and they will, on the other hand, serve well enough in the concrete case, regardless of their shortcomings. => On mora anulirati trošak tih 12¡, što će reći da, razmatrajući samo slučaj čekanja dospijeća (ni slučajno prodaje, ili pak, nakon prodaje i nove kupovine što bi ga sve odvelo u još veće transakcione troškoveo manjkavosti navedenih pokazatelja, ali smatramo da su oni najintuitivniji, i da će, sa druge strane, dovoljno dobro poslužiti u konkretnom slučaju, bez obzira na nedostatke.
LL@(2815) The results are presented in the following table. => Rezultati su u sljedećoj tabeli.
LL@(2816) Table no.2 Yield variations, the Montenegro state bonds Bond series Standard deviation, % Variation coefficient, % One regularity that can be observed is that the standard deviation falls in the series that mature later. => Tabela br. 2 Varijacije prinosa, crnogorske državne obveznice Serija obveznice Standardna devijacija, % OB05 OB06 OB07 OB08 OB10 OB15 OB16 OB17 P08P P09P P10D P11P 17,9 13,7 5,2 2,9 3,6 3,7 2,6 2,0 246,1 16,4 7,8 7,0 Koeficijent varijacije, % 37,7 50,4 29,8 20,2 30,7 63,7 46,6 42,1 69,8 33,7 20,5 19,8 Izvor:
LL@(2817)  => Nex berza i Montenegroberza; kalkulacije autora Jedna od pravilnosti koje se daju uočiti jeste da standardna devijacija pada, kako serije dospijevaju kasnije.
LL@(2818) If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds. => Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SD[, već samo sa obveznicama PiO.
LL@(2819) We could also (partly) conclude that the variations in yields are on the average greater in the FFCS bonds, in relation to the PiO bonds (especially if the extreme P08P series is excluded). => Takođe, moglo bi se (donekle) zaključiti da prinosi u prosjeku više variraju kod obveznica SD[, u odnosu na obveznice PiO (posebno ako se izuzme ekstremna serija P08P).
LL@(2820) Beside this one, it is hard to find any other regularities. => Osim navedenog, teško je uočiti druge pravilnosti.
LL@(2821) Let us for a moment return to our discussion on the difference in the yield amount on the fixed-term deposits and bonds in Montenegro. => Vratimo se ovdje za trenutak na našu diskusiju o razlici u visini prinosa na oročene depozite i obveznice u Crnoj Gori.
LL@(2822) We will note the difference in the yield variation in bonds, in relation to yield variations in deposits. => Primijetimo razliku u varijaciji prinosa kod obveznica, u odnosu na varijacije prinosa kod depozita.
LL@(2823) Compared to the yield on bonds, the yields on deposits are (almost) constant. => U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.
LL@(2824) This argument may join the others on the list, in favour of the expelnations of the lower level of yields on deposits. => Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.
LL@(2825) Because, clearly, the investor finds such yield variations unfavourable. => Jer, ovakve varijacije prinosa na obveznice su, jasno, nepovoljnost za investitora.
LL@(2826) The investor who would have to sell part of his portfolio (if in need for cash), might risk to obtain considerably less than he paid for the bonds5. => Investitor koji bi morao da proda dio portfolija (zbog potreba za gotovinom), mogao bi rizikovati da dobije znatno manje nego što je za obveznice platio5.
LL@(2827) On the other hand, the depositor would only lose the interest, or part of interest. => Sa druge strane, deponent bi samo izgubio kamatu, ili možda samo njen dio.
LL@(2828) This argument cannot, naturally, be all in favour of the higher level of yield on bonds, contrary to that on deposits, since there is always a solution to keep the bonds until their maturity date, in which case the interest rate risk is eliminated6. => Naravno, ovaj argument ne može sasvim ići u prilog višem nivou prinosa na obveznice nasuprot onom na depozite, jer uvijek postoji solucija držanja obveznice do dospijeća, u kom slučaju rizik kamatne stope biva eliminisan6.
LL@(2829) Let us now look at, e.g., debtor securities issued by the US Treasury7. => Pogledajmo sada npr. prinose na dužničke hartije od vrijednosti koje izdaje Trezor SAD-a7.
LL@(2830) The observation period is the years 1990-2008. => Period posmatranja je 1990-2008. godina.
LL@(2831) Graph no. ~~~ 3 Yield on American debtor securities, % OB05 OB06 OB07 OB08 OB10 OB15 OB16 OB17 P08P P09P P10D P11P 17.9 13.7 5.2 2.9 3.6 3.7 2.6 2.0 246.1 16.4 7.8 7.0 37.7 50.4 29.8 20.2 30.7 63.7 46.6 42.1 69.8 33.7 20.5 19.8 Source: Nex exchange and Montenegrostock exchange; \authors calculations Source: The US Treasury 5 Generally, this is a disadvantage for any active investor into bonds. => 
LL@(2832) In fact, it is here that the interest rate risk essence is. => Grafik br. 3 Prinosi na američke dužničke hartije od vrijednosti, % Izvor:
LL@(2833) 6 The probability that the bond will be kept till the maturity date is rather real and comparable, since the depositors in principle do not make fixedterm deposits to break the deal lated.. => Trezor SAD-a 5 Uopšte, to je nepovoljnost za bilo kog aktivnijeg investitora u obveznice.
LL@(2834) 7 It is clear that the USA cannot be compared to Montenegro, both in the size and in economy, and in the size and the level of development of money markets. => U tome, je uostalom, suština rizika kamatne stope. 6 Pretpostavka o držanju obveznice do dospijeća je veoma realna i uporediva, budući da ni deponenti, u principu, ne oročavaju novac sa namjerom da ga razroče. 7 Jasno je da su SAD neuporedive sa Crnom Gorom, od same veličine zemlje i ekonomije, pa do veličine i stepena razvoja finansijskih tržišta.
LL@(2835) Anyway, the comparison may even be useful in drawing the conclusions that follow. => Međutim, svejedno, poređenje će tako možda i više poslužiti zaključcima koji slijede.
LL@(2836) Note the significantly lower yield levels compared to the securities issued in Montenegro. => Primijetimo mnogo manje nivoe prinosa u odnosu na državne dužničke hartije Crne Gore.
LL@(2837) On an average, in this period, the yields on the US Treasury securities ranged from 4-5%. => U prosjeku, tokom ovog perioda, prinosi na hartije Trezora SAD-a su se kretali između 4-5%.
LL@(2838) As we see, however, the yield variations on American securities are also striking. => Međutim, kao što vidimo, varijacije prinosa i na američke dužničke haritije su veoma izražene.
LL@(2839) This is clearly shown by the variation coefficient. => To jasno pokazuje koeficijent varijacije.
LL@(2840) Table no. ~~~ 3 Yield variations,the US Treasury securities Maturity Standard deviation, % Variation coefficient, % 1-month 3-month 6-month 1-year 2-year 3-year 5-year 7-year 10-year 20-year 30-year 61.1 44.6 43.0 40.7 37.1 34.0 29.2 26.6 24.3 17.0 19.7 Souce: The US Treasury; authors calculations 1.5 1.8 1.8 1.8 1.8 1.7 1.5 1.5 1.4 1.0 1.3 We will point out that the standard deviation and the variation coefficient depend on the observation period. => Tabela br. 3 Varijacije prinosa, dužničke hartije Trezora SAD-a Roènost 1-mjeseèni 3-mjeseèni 6-mjeseèni 1-godišnji 2-godišnji 3-godišnji 5-godišnji 7-godišnji 10-godišnji 20-godišnji 30-godišnji Standardna devijacija, % 1,5 1,8 1,8 1,8 1,8 1,7 1,5 1,5 1,4 1,0 1,3 Koeficijent varijacije, % 61,1 44,6 43,0 40,7 37,1 34,0 29,2 26,6 24,3 17,0 19,7 Izvor: ~~~ Trezor SAD-a; kalkulacije autora Napominjemo da standardna devijacija i koeficijent varijacije veoma zavise od perioda posmatranja.
LL@(2841) Here, we observe the entire 1990-2008 period. => Ovdje je obuhvaćen cijeli period 1990-2008. godina.
LL@(2842) The variations would have been smaller had some other been observed, for example 1995-2000. (see the graph). => Varijacije bi bile mnogo manje da su posmatrani neki drugi periodi, npr. 1995-2000. (primijetimo na grafiku).
LL@(2843) This, however, does not change the conclusion that the yield variations on American debtor security are present. => Međutim, to i dalje ne mijenja bitno zaključak, da su i varijacije prinosa na američke dužničke hart depozita.
LL@(2844) The yields are significantly lower compared to those in Montenegro, nevertheless, the variations are almost equally present. => U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.
LL@(2845) What is, however, behind the variations in the yields on securities issued by the US Treasury? => Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.
LL@(2846) Primarily, it is the monetary policy of the FED, the US Central Bank. => Jer, ovakve varijacije prinosa na obveznice su, jntralne banke SAD-a.
LL@(2847) On the basis of the economic conditions (primarily inflation, and then growth) the FED changes its so-called federal funds target rate, the interest rate at which the business banks, mostly over night, lend each other the resources they keep as statutory reserves with the FED (the so-called federal funds). => Prema stanju u ekonomiji (prvenstveno inflacije, a zatim i rasta), FED mijenja tzv. ciljanu kamatnu stopu na federalne fondove (federal funds target rate), što je kamatna stopa po kojoj poslovne banke, uglavnom prekonoćno, jedna drugoj pozajmljuju sredstva koja drže u vidu obaveznih rezervi kod FEDa (tzv. federalni fondovi).
LL@(2848) The FED targets this interest rate, that is, it attempts to achieve it through the operations on the open market. => FED tu kamatnu stopu cilja, tj. putem operacija na otvorenom tržištu utiče na nju i nastoji je ostvariti.
LL@(2849) It is clear that the interest rate on the securities issued by the Treasury, especially the short-term ones (since the transactions with federal funds are very short-termed) must correspond with the interest rates on federal funds. => Jasno je da kamatna stopa na hartije koje izdaje Trezor, posebno na kratkoročne (budući da su transakcije sa federalnim fondovima veoma kratkoročne), moraju korespondirati sa kamatnim stopama na federalne fondove.
LL@(2850) In addition to the US monetary policy impact, some other factors condition the yield on the Treasury issued securities. => Osim uticaja monetarne politike SAD-a, na prinose hartija Trezora djeluju i drugi faktori.
LL@(2851) For example, the crisis situations on money markets direct the investors towards the Treasury securities, since these are considered to be the safest instruments. => Npr. krizne situacije na finansijskim tržištima tjeraju investitore prema hartijama Trezora, budući da se smatraju najsigurnijim instrumentima.
LL@(2852) On the other hand, what is it that causes the variations in the yield on the Montenegro state securities? => Sa druge strane, šta utiče na varijacije prinosa crnogorskih državnih obveznica?
LL@(2853) Using the euro, i.e., the foreign currency as the official paying instrument, Montenegro obviously has a no money policy central bank. => Koristeći euro, tj. stranu valutu kao zvanično sredstvo plaćanja, Crna Gora, posljedično, ima centralnu banku bez monetarne politike.
LL@(2854) Montenegro is not member of the EMU, however, it may be expected that the ECB monetary policy affects the yield range. => Iako Crna Gora nije član EMU, moglo bi se donekle očekivati i da monetarna politika ECB-a utiče na kretanje prinosa.
LL@(2855) This, however, is not the case, since the yields do not show any correlation with the ECB decisions on the referent interest rate. => To, međutim, apsolutno nije slučaj, jer prinosi ne pokazuju vezu sa odlukama ECB-a o referentnoj kamatnoj stopi.
LL@(2856) Let us stop here for a moment. => Zaustavimo se ovdje na trenutak.
LL@(2857) In a way, we could maintain that the risk of the change in the interest rate on the Montenegro state bonds conditionally does not exist since the interest rate(s) affecting the price cannot be identified. => Na neki način, mogli bi konstatovati da rizik promjene kamatne stope kod crnogorskih državnih obveznica, uslovno rečeno ne postoji, jer se ne može identifikovati kamatna stopa (kamatne stope) koje utiču na cijenu.
LL@(2858) In this sense, we can talk about a risk of price change, which changes without a direct influence of interest rates on the market. => U tom smislu, moglo bi se reći da govorimo o nekom riziku promjene cijene, koja se mijenja bez direktnog uticaja kamatnih stopa na tržištu.
LL@(2859) Such an attitude, however, cannot be correct. => Međutim, ovakav stav ne može biti tačan.
LL@(2860) Montenegro is affected by the influences of interest rates on the money markets of the developed countries. => Ipak do Crne Gore dolaze uticaji kamatnih stopa sa finansijskih tržišta razvijenih zemalja.
LL@(2861) The interest rates approved of by the banks in Montenegro and the changes in the levels of these interest rates may serve as rough approximation. => Kao gruba aproksimacija, mogu služiti kamatne stope koje odobravaju banke u Crnoj Gori, i promjene nivoa tih kamatnih stopa.
LL@(2862) It is by no means easy to understand what is it behind the yield variations on the Montenegro state bonds, that is, what the explanation to these variations is. => Veoma je teško shvatiti šta stoji iza varijacija u prinosima crnogorskih državnih obveznica, tj. koje je obrazloženje varijacija.
LL@(2863) Take the series OB15, OB16 and OB17. => Osvrnimo se na serije OB15, OB16 i OB17.
LL@(2864) These are the series whose prices fell inexplicably from the autumn 2006 towards the end of 20088. => To su serije čije su cijene neshvatljivo padale od jeseni 2006. pa prema kraju 2008. godine8.
LL@(2865) Or, equivalently, from the level of 5%, the yields became two, three and at one moment four times as high (in series OB15). => Ili, ekvivalentno, prinosi su sa nivoa oko 5%, postali dvostruko, trostruko, i u jednom trenutku i četvorostruko viši (kod serije OB15).
LL@(2866) It is really difficult to explain what caused this. => Zbog čega se to desilo, zaista je teško odgovoriti.
LL@(2867) Would the abrupt rise in yields (fall in prices) mean that the state became a worse debtor, less credit worthy than before? => Da li bi skok prinosa (pad cijena) značio da je Država tada postala gori dužnik, manje kreditno sposobna nego ranije?
LL@(2868) This is, of course, nonsense, because 2007 was an even better fiscal and economic year (the most successful after the break of the SFRY), and so was 2008 (although slightly worse than 2007). => To je, jasno, besmislica, jer je 2007. bila još bolja fiskalna i ekonomska godina (najbolja nakon raspada SFRJ), kao i (iako nešto lošija od 2007. godine) 2008 godina.
LL@(2869) Or, we may wonder what it was in autumn 2006 that showed that the state was to become a worse debtor (ever, until the end of the maturity period), what could not be foreseen before 2006. => Ili, možemo se pitati šta je to nagovještavalo na jesen 2006. da će Država kasnije postati gori dužnik (ikad, do kraja roka dospijeća), što se već nije moglo to nagovijestiti prije 2006. godine?
LL@(2870) Using a different approach, the market may have decided in 2006 that the OB15-OB17 series were overpriced, returning low yield on credit risk, and consequently lowered the price, increasing the yield? => Koristeći drugačiji pristup, možda je na jesen 2006. godine tržište ustanovilo da su serije OB15-OB17 precijenjene, donoseći malu nagradu za kreditni rizik, pa je stoga oborilo cijenu, povećavajući prinose?
LL@(2871) Hard to believe. ~~~ 8 Also, with enormously lower trading in comparison with the period till autumn 2006. => Teško za povjerovati. 8 Takođe, uz enormno manje promete u odnosu na period do jeseni 2006. godine.
LL@(2872) One reason we did not state earlier is the option of purchasing property (shares, real estate) in the state ownership, paying by bonds. => Jedan od razloga kojeg nijesmo naveli ranije jeste opcija kupovine imovine (akcija, nekretnina) u državnom vlasništvu putem obveznica.
LL@(2873) This option is valid for the property the state pronounces available to purchase by bonds. => Ova opcija važi za onu imovinu koju država učini dostupnom za kupovinu putem obveznica.
LL@(2874) It is evident that when the property is announced for sale by bonds (actually, already as early as the announcement is anticipated), the bond prices rise (lowering the yield), due to the increased interest in the bonds. => Da se primijetiti, da kada se objavljuje imovina koja se može kupiti putem obveznica (odnosno, već tokom najava saopštenja) cijene obveznica rastu (obarajući prinose), jer raste interesovanje za obveznicama.
LL@(2875) This reason, however, only partially explains the problem we analysed. => Međutim, i ovaj razlog samo djelimično objašnjava cijeli problem koji smo razmatrali.
LL@(2876) Finally, we come to a conclusion that it is the same factors that are quoted to be the causes of the yield level (compared to other classes of assets) that affect the in yields; to the above mentioned factors changes should be added the yield variability factor and the factor of using the option of state owned property purchase that we identified somewhat later. => Na kraju, moramo zaključiti da isti faktori koje smo naveli kao uzroke nivoa prinosa (u poređenju sa drugim klasama aktive), utiču i na promjene prinosa; Nabrojanim faktorima dodajemo i faktor varijabiliteta prinosa i faktor iskorišćavanja opcija kupovine imovine u državnom vlasništvu koje smo identifikovali nešto kasnije.
LL@(2877) All these factors simply by their strong joint action cause the yield growth (fall in prices), i.e., by their weaker joint action they cause the fall in yields (rise in prices). => Svi ovi faktori, jednostavno svojim jačim zbirnim djelovanjem izazivaju rast prinosa (pad cijena), odnosno, slabijim zbirnim djelovanjem izazivaju pad prinosa (rast cijena).
LL@(2878) None of the factors, however, can fully explain the yield levels and changes. ~~~ As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from. => Međutim, i dalje, svi navedeni faktori ne razjašnjavaju nivoe i promjene prinosa do kraja. [to se tiče, pak, konkretno, rizika promjene kamatne stope kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. 4.
LL@(2879) 4. => Umjesto zaključka:
LL@(2880) In place of conclusion: Interest rate risk as investors problem in Montenegro In the end, it must be pointed out that the interest rate risk, at least so far, has not been the primary risk and a big problem of those who invest in bonds. => Rizik kamatne stope kao problem investitora u Crnoj Gori Na kraju, treba istaći da rizik promjene kamatne stope, barem do sada, nije primarni rizik i velika briga investitora u obveznice.
LL@(2881) The reason is simple: trading is low, a vast majority of investors chooses to keep the bonds until the maturity date. => Razlog je jednostavan: prometi su mali, ogromna većina investitora želi držati obveznice do dospijeća.
LL@(2882) There is a large number of primary owners that decid ed to keep the bonds until their maturity date. => Dosta je primarnih vlasnika (obeštećenika) odlučilo da obveznice drži do dospijeća.
LL@(2883) Or, in the majority of other cases, a new buyer will keep them until theeir maturity date, or, using the 1:1 parity, buy portions of state property, or pay taxes, or electricity supply bills and the option of resale and yield by capital gain comes last. ~~~ (Resale can be a solution when the bond has left the deep discounts and its worth comes to ¡0.9 or ¡0.95, with the maturity date far ahead, therefore it seems a better solution to sell at that price and recover liquidity, than wait for the maturity of the bonds. => Odnosno, u većini drugih slučajeva, novi kupac će ih držati do dospijeća, ili preko pariteta 1:1 kupiti dijelove državne imovine, ili platiti poreze, ili račune za struju a tek na kraju, opcija mu je preprodaja i prinos putem kapitalne dobiti. (Preprodaja može biti rješenje kada obveznica izađe iz dubokih diskonata, i dođe na 0,9¡ ili 0,95¡, a do dospijeća je relativno daleko, pa je bolje prodati po toj cijeni i doći do likvidnosti, nego čekati dospijeće.
LL@(2884) Or, as a last choice, a new buyer will sell the bonds if he finds himself in demand for liquid assets.) ~~~ As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible. => Odnosno, u krajnjem, novi kupac će prodati obveznice ukoliko mu ponestane likvidnih sredstava.) [to se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, dileri), neznatno je učešće obveznica SD[, PiO i restitucije u njihovim portfolijima.
LL@(2885) And even among this small number of bonds they possess, the majority are classified as securities that are kept until the maturity date. => A i od tog malog broja obveznica koje imaju, najviše ih je klasifikovanih kao hartije koje se drže do dospijeća.
LL@(2886) In such a case, according to the International accounting standards (that is,formally), the investor is not obliged to adjust the change in the value of the bonds in balance statements, which is fully justified and is only a proof of the economic essence of the phenomenon. => U tom slučaju, po Međunarodnim računovodstvenim standardima (dakle, i formalno gledano), investitor nije dužan prilagođavati promjenu tržišne vrijednosti obveznica u bilansima, što je potpuno opravdano, i samo je potvrda ekonomske suštine pojave.
LL@(2887) REFERENCE Š1Ë Fabozzi, F. J. ~~~ The Handbook of Fixed Income Securities, Mc Graw-Hill, 6th ed., 2001 Š2Ë Božović, B. Rizici investiranja u obveznice sa osvrtom na rizik promjene kamatne stope, magistarski rad, Ekonomski fakultet, Podgorica, 2009 Š3Ë sites: www.montenegroberza.com, www.nex.cg.yu, www.bloomberg.com, www.ustreas.gov. Book review Manufacturing Operations Strategy - osvrt Hill, T. Hill, Manufacturing Operations Strategy, Palgrave Macmillan, 2009 In the practice of a large number of companies strategic development is related to the marketing decisions that primarily define the character and the trends of the strategic future, whereas the operations follow this set path and occupy the position in the tail of the process. => LITERATURA Š1Ë Fabozzi, F. J. The Handbook of Fixed Income Se curities, Mc Graw-Hill, 6th ed., 2001 Š2Ë Božović, B. Rizici investiranja u obveznice sa osvrtom na rizik promjene kamatne stope, magistarski rad, Ekonomski fakultet, Podgorica, 2009 Š3Ë sites: www.montenegroberza.com, www.nex.cg.yu, www.bloomberg.com , www.ustreas.gov. ~~~ U svetu knjiga Strategija proizvodnih operacija osvrt Hill, T. Hill, Manufacturing Operations Strategy (Strategija proizvodnih operacija), Palgrave Macmillan, 2009. ~~~ Strateški razvoj se u velikom broju kompanija u praksi vezuje za odluke marketinga koje primarno određuju karakter i pravce strateške budućnosti, dok operacije slede ovaj utvrđeni pravac i njihovo je mesto na začelju procesa.
LL@(2888) It is widely believed that the operations management is the same as operational management and that the operational managers actually deal with short-term, daily tasks. => Veoma je rasprostranjeno uverenje da je menadžment operacija isto što i operativni menadžment i da se operacioni menadžeri ustvari bave kratkoročnim, dnevnim zadacima.
LL@(2889) The dominant strategic orientation of the operations management, on condition such a dimension is recognized at all, is reactive, rather than leading and creative. => Dominantna strateška orijentacija operacionog menadžmenta, ako se uopšte priznaje ova njegova dimenzija, je reaktivna, nikako vodeća i kreativna.
LL@(2890) The meaning and the importance of the book Manufacturing Operations Strategy is in that it highlights the importance, the role and the contents of the operations management in defining and execution of the companies strategic development. => Smisao i značaj knjige «Strategija proizvodnih operacija» nalazi se u naglašavanju značaja, uloge i sadržaja operacionog menadžmenta u definisanju i realizovanju strateškog razvoja kompanija.
LL@(2891) This book resolves all the ambiguities and clearly states the contents of the basic concepts, methods, categories and principles of the strategic operations management. => Ovom knjigom otklanjaju se sve nedoumice i jasno postavlja sadržaj osnovnih koncepata, metoda, kategorija i principa strateškog operacionog menadžmenta.
LL@(2892) It points out the numerous issues and areas that are in practice the responsibility of the managers on the strategic management level, but have so far been neglected, although they are of crucial importance for the performance and competitiveness of their companies. => Naglašavaju se brojna pitanja i domeni koja u praksi strateškom upravljačkom nivou, koja su dosad bila zanemarivana, a koja su kritična za uspešnost i konkurentnost njihovih kompanija.
LL@(2893) It is in this sense that the meaning of this book is twofold: firstly, it presents the area of strategic operations management in a systemic and comprehensive manner, and, secondly, it introduces the managers from the practice to a large number of concepts, applicable methods and techniques, principles and experiences of the strategic operations management. ~~~ The book consists of twelve chapters with numerous analyses and presentations of case studies. => U tom smislu značaj ove knjige je dvostruk: prvo, što na sistematizovan i sveobuhvatana način predstavlja oblast strateškog menadžmenta op rešavaju menadžeri na eracija, i drugo, što menadžere u praksi upoznaje sa brojnim konceptima, primenjivim metodama i tehnikama, principima iskustvima strateškog menadžmenta operacija. i Knjigu čini jedanaest poglavlja uz brojne analize i prikaze slučajeva prakse.
LL@(2894) The chapter titled International Comparisons depicts a general environment in which the managers work worldwide, accompanied by the research and concrete comparisons of various situations and practices in the world in the last 30 years. => Poglavlje «Međunarodna poređenja» predstavlja sliku opšteg ambijenta u kome deluju operacioni menadžeri danas svuda u svetu, a obavljena su istraživanja i konkretna poređenja za poslednjih 30 godina različitih situacija i praksi u svetu.
LL@(2895) A general conclusion can be drawn that the countries that clearly defined the importance and the contribution of operations to improving business achievement recorded far better results compared to other developed countries that retained traditional, unchanged approach. => Opšti zaključak je da su one zemlje koje su jasno definisale značaj i doprinos operacija za ostvarivanje poslovnog uspeha beležile znatno bolje rezultate od drugih razvijenih zemalja sa tradicionalnim, nepromenjenim pristupom.
LL@(2896) Asevere competitive struggle that started in 1980s has been accelerating ever since and changing the business environment and the managers philosophy. => Zaoštrena konkurentska borba koja nastaje 1980-ih i dalje se ubrzava i menja poslovni ambijent i menadžersku filozofiju.
LL@(2897) The manufacturing companies in a majority of developed industrial countries tried to survive by restructuring and downsizing their operations. => Proizvodne kompanije u većini razvijenih industrijskih zemalja su se borile za opstanak restrukturiranjem i «daunsajzingom» svojih operacija.
LL@(2898) This triggered important changes that continued in 1990s and are still accelerating in the new millenium. => Ovo je dovelo do značajnih promena koje su se nastavile u 1990-im i dalje se ubrzale u novom milenijumu.
LL@(2899) Contrary to these new challenges and clearly expressed changes as regards the recognition of the importance and the role of operations management in the strategic area, practices change at a slow pace, especially in the Western companies. => Uprkos tim novim izazovima i jasno izraženim promenama u odnosu na prepoznavanje značaja i uloge operacionog menadžmenta u strateškom domenu, praksa se posebno u Zapadnim kompanija veoma sporo menja.
LL@(2900) The traditional approach where only short-term, operational dimensions of operations management are recognized and where the strategic role is related to finances and marketing is still prevailing. => Tradicionalni pristup po kome se prepoznaju samo kratkoročne, operativne dimenzije operacionog menadžmenta, a strateška uloga se vezuje za finansije i marketing, i dalje je na snazi.
LL@(2901) This book stresses the importance of operations strategy as the essential strategy if the companies wish to be competitive in the national and international markets. => U ovoj knjizi se ukazuje na značaj operacione strategije kao esencijalne ukoliko kompanije nastoje da ostvare konkurentnost na domaćim i svetskim tržištima.
LL@(2902) In the absence of operations strategy, they are destined to perish, their survival is endangered, hence the probablility that their market share could ever rise at all is very small. ~~~ In conclusion, it is necessary that the strategic operations management be consolidated, both theoretically and in practice. => U odsustvu operacione strategije, one su osuđene na propast, ugrožena je njihova egzistencija, pa samim tim i mogućnost da uopšte dođe do rasta njihovog tržišnog učešća.
LL@(2903) Special attention is paid to the development of operations strategy and the principles and methods underlying every step leading to its creation are elaborated thoroughly. => Zaključuje se da je strateški operacioni menadžment potrebno učvršćivati i teorijski i praktično. poslovnih operacija i stoga se identifikuju i razmatraju brojne opcije.
LL@(2904) The outputs of operations strategy whose general objective is to couple the operations with the customers needs are analysed in detail. => 
LL@(2905) In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection. => 
LL@(2906) The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed. => 
LL@(2907) The choice between the pull or the push technology is only one strategic dilemma, and the solutions and answers are found in the field of situational theory by which everything depends on the context and the situation, therefore the key to define the technological strategy is the search for the right correspondence and fit-ins with concrete external and internal circumstances in the company. => Tehnologija koja gura ili koja vuče, samo je jedna od strateških dilema koje se postavljaju, a rešenja i odgovori se nalaze u domenu situacione teorije po kojoj «sve zavisi od konteksta i situacije», tako da je traženje prave korespondencije i uklapanja sa konkretnim eksternim i internim prilikama u kompaniji ključ za određivanja tehnološke strategije.
LL@(2908) Defining the detailed profile of the product is part of strategic decisions on coupling the relevant market and operations dimensions of each product. => Određivanje detaljnog profila proizvoda spada u domen strateških odluka uparivanja relevantnog tržišta i operacionih dimenzija svakog proizvoda.
LL@(2909) When investing into technology and processes the companies observe the complex relations and trade-off in business that any such decision brings. => Prilkom ulaganja u tehnologiju i procese, kompanije uvažavaju kompleksne odnose i «trade-off» u poslovnom smislu koji svaka odluka ove vrste donosi.
LL@(2910) The strategic issue of the companys focus is analysed in a separate chapter, especially the principles and concepts dealing with operations focusing. => Strateško pitanje fokusiranosti kompanije se razmatra u posebnom poglavlju, posebno principi i koncepti vezani za fokusiranje operacija.
LL@(2911) The extent to which the company will maintain the focus is a strategic issue and a strategic decision for the company. => Pitanje stepena u kome će kompanija održavati fokusiranost pravo je strateško pitanje i strateška odluka za kompaniju.
LL@(2912) In time, due to the market requirements dynamics and the relatively fixed operations opportunities, companies normally become less and less focused. ~~~ Therefore it is necessary that a permanent balance should be established between the demand for change and the relatively fixed operations boundaries within which the business operations are carried out. => Vremenom, usled dinamike tržišnih zahteva i relativno fiksirnih operacionih mogućnosti, kompanije prirodno postaju sve manje fokusirane i potrebno je dinamički uspostaviti stalnu ravnotežu između zahteva za promenom i relativno fiksiranih operacionih granica u kojima se obavlja poslovanje kompanije.
LL@(2913) The issues of focusing and diversification lay in the core of the strategic responsibility of operations management which is in charge of, among other things, a stable and stready long-term development of operations that in the first place ensure the survival, and then the growth and the development of companies. => Pitanje fokusiranosti i diversifikacije nalazi se u srži strateške odgovornosti operacionog menadžmenta zaduženog, između ostalog, za stabilan i harmoničan dugoročni razvoj operacija koje obezbeđuju prvo opstanak, a potom i rast i razvoj kompanija.
LL@(2914) An important strategic operations management domain is defining the boundaries for business activities, through the decisions on whether to produce or to purchase and the supply chain management. => Važan domen strateškog operacionog menadžmenta je definisanje granica poslovanja kroz odluke o tome da li «praviti ili kupiti» i menadžment lanca snabdevanja.
LL@(2915) Financing and accounting, as well as performance measurement are presented in the context of operations strategy, especially in the area of investment decisions relevant for business operations. => Finansije i računovodstvo kao i merenje performansi predsatavljeni su u kontekstu operacione strategije posebno u domenu investicionih odluka relevantnih za poslovanje.
LL@(2916)  => Razvoju operacione strategije posvećena je posebna pažnja i do detalja su razrađeni principi i metodi koji su u osnovi svakog koraka koji vodi njenom kreiranju.
LL@(2917)  => Do detalja se analiziraju autputi operacione strategije čiji je opšti cilj da se operacije u što većoj meri «upare» sa potrebama kupaca.
LL@(2918) The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries. => U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije. ~~~ Tehnološka strategija bliže definiše opseg Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama:
LL@(2919) Numerous examples, descriptions of concrete situations related to the questions and problems dealt with in all the chapters are one additional quality and contribution this book offers towards a better understanding, improvement and a larger scope application in the strategic operations management practice. => Zara, Dell, Apple, Hoffman Tobacco i drugima veoma raznovrsne delatnosti. ~~~ Brojni primeri, opisi konkretnih situacija koji prate pitanja i probleme koji se razmatraju u svim poglavljima, čine još jedan kvalitet i doprinos koji ova knjige daje boljem razumevanju, unapređenju i većoj primeni u praksi strateškog operacionog menadžmenta.
LL@(2920) Dr Maja Levi-Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi-Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(2921) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(2922) 1. ~~~ INTRODUCTION Papers have to be written in English. => We suggest your papers to be pre pared in form of this template. 1.
LL@(2923)  => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(2924) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(2925) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(2926) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(2927) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(2928) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(2929) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(2930) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(2931) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(2932) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(2933) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(2934) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(2935) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(2936) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(2937) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(2938)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(2939) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(2940) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p n = i Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. 4.
LL@(2941) CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(2942) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(2943) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(2944) R[$] Figure 1. => R[$] Slika 3.
LL@(2945) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(2946) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(2947) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(2948) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(2949) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 2009 - 53 Broj 53, Godina XIV Decembar 2009.
LL@(2950) Protic D., Simulation of work on Airport Belgrade. => Fakultet organizacionih nauka Beograd Izdaje Za izdavača:
LL@(2951) Proceedings of work, SINFF-N, page 75 -81. => 
LL@(2952) Zlatibor UDC 005 ISSN 1820-0222 2009 - 53 Number 53, Year XIV December 2009. ~~~ Publisher Faculty of Organizational Sciences - Belgrade Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, B elgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educati on, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Nevenka @arkić Joksimović Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović dr Čedomir Nestorović, Faculty of Coimbra, Portugal Redakcioni odbor: dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Ches h Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama : ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(2953) 381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(2954) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Effective cost management and customer profitability measurement Vesna Milićević, Bojan Ilić How the australian government assists the building and construction industry to be soccialy responsible Sonja Petrović-Lazarević, Violet Lazarević Application of multivariate analysis methods in ranking on thr example of western Balkan countries Milica Bulajić, Dragana Kragulj Communication methods in the city government G2C service Djordje Mazunjanin, Zorica Bogdanović, Mirjana Despotović Organizational development of higher education and the competent model in the Bologna reform of studies Tatjana Devjak, Srečko Devjak Effects of fiscal policy the maintenance of macroeconomic stability in Serbia in the period 2001 - 2007 Mihajlo Babin E-commerce, Slovenian attorneys and social responsibility in search of a link Dolores Modič, Malči Grivec Implementation of the adaptive system in electronic learning Svetlana Jevremović Survive - to Thrive Jan Snoelj Effective Cost Management and Customer Profitability Measurement UDC: 005:657.471 ; 657.05 Prof. dr Vesna Milićević, Prof. dr Bojan Ilić Faculty of Organizational Sciences in Belgrade The paper shows the relationship between the effective cost management and the profitability measurements per customer (customer profitability), which is a more recent perception from the point of view of the company cost management,as well as, in the long run, from the point of view of the marketing management too, in the context of long-term customer relations management. => SR-ID 110318855 SADR@AJ Efektni menadžment troškova i merenje profitabilnosti po kupcima Vesna Milićević, Bojan Ilić Kako australijska vlada pomaže gradjevinskoj industriji da postane društveno odgovorna Sonja Petrović-Lazarević, Violet Lazarević Primena metoda multivarijacione analize u rangiranju na primeru zemalja zapadnog Balkana Milica Bulajić, Dragana Kragulj Metode komunikacije u G2C poslovanju gradske uprave Djordje Mazinjanin, Zorica Bogdanović, Marijana Despotović Organizacioni razvoj visokih školstava i kompetentni model u bolonjskoj reformi studija Tatjana Devjak, Srečko Devjak Efekti fiskalne politike na održavanje makroekonomske stabilnosti u Srbiji u periodu 2001 - 2007 Mihajlo Babin E-trgovina, advokati u Sloveniji i društvena odgovornost kako su povezani Dolores Modič, Malči Grivec Implemantacija adaptivnog sistema za elektronsko učenje Svetlana Jevremović Od preživljavanja do procvata Jan Snoelj Efektivni menadžment troškova i merenje profitabilnosti po kupcima UDK: ~~~ 005:657.471 ; 657.05 Prof. dr Vesna Milićević, Prof. dr Bojan Ilić Fakultet organizacionih nauka u Beogradu U ovom radu je prezentovana veza između efektivnog menadžmenta troškova i merenja profitabilnosti po kupcima (customer profitabiliy), što predstavlja noviju percepciju sa aspekta upravljanja troškovima preduzeća, ali u krajnjoj instanci i sa stanovišta marketing menadžmenta, u kontekstu upravljanja dugoročnim odnosima sa potrošačima.
LL@(2955) We started from the complexity of the cost management and the role it plays in modern business. => Polazi se od kompleksnosti menadžmenta troškova i njegove uloge u savremenom poslovanju.
LL@(2956) We also analysed the value-based management. => Takođe se preispituje menadžment baziran na vrednosti.
LL@(2957) The result of the research is the analysis and the presentation of the consequences of customer/user of srvices-based cost accounting and management. ~~~ 1. => Ishod rada je analiza i prezentacija konsekvenci obračuna troškova i upravljanja profitabilnošću po kupcima proizvoda, odnosno po korisniicima usluga. 1.
LL@(2958) Introduction An effective cost management is of great importance for modern organizations. => Uvod Efektivan menadžment troškova je veoma značajan za savremene organizacije.
LL@(2959) It starts from the measurements and reporting on the companys products and services costs and helps the company use its resources efficiently to provide the products and services the customers or the consumers of services find valuable. => On polazi od merenja i izveštavanja o troškovima proizvoda i usluga preduzeća i pomaže da ona efikasno koriste svoje resurse da bi obezbedila produkte i usluge koje kupci, odnosno korisnici usluga smatraju vrednim.
LL@(2960) Furthermore, cost management is observed in a broader sense as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs. => Pored toga, menadžment troškova se posmatra i šire kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.
LL@(2961) In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs. => Vrednost za kupce se meri preko cene koju su oni voljni da plate i preko njihove satisfakcije proizvodima i uslugama preduzeća Š1Ë.
LL@(2962) The value for customers is measured by the price they are willing to pay, as well as by the extent to which they are satisfied with the companys products and services Š1Ë. Efficient companies tend to use a minimum of scarce resources in order that their outputs satisfy the needs of their customers, with continual towards improvement. => Efikasne kompanije nastoje da troše minimum retkih resursa da bi preko svog autputa izašle u susret željama potrošača, uz kontinuelnu težnju ka poboljšanjima.
LL@(2963) The constituents of non-profit organizations, among them those with a developed management practice, who manage costs successfully, do the evaluations by supporting the organizations that prefer monetary donations, dedicating their time and other resources to this job. tendencies In order that the cost management be effective, it is necessary that it should promote a proactive attitude that, basically, the product and services costs largely depend on the managerial teams decisions. => Konstituenti neprofitnih organizacija, od kojih neke sa razvijenim menadžmentom uspešno upravljaju troškovima, izražavaju svoje vrednovanje podržavajući organizacije koje preferiraju donacijama novca, posvećivanjem vremena i drugih resursa. ~~~ Da bi menadžment troškova bio efektivan, on bi trebalo da afirmiše proaktivan stav da u osnovi troškovi proizvoda i usluga u velikoj meri proizilaze iz odluka menadžera, što u praksi često znači iz odluka menadžerskih timova.
LL@(2964) The cost managers take an active part in decision making on the development and improvement of the product and on the costs reduction. => Menadžeri troškova aktivno učestvuju u odlučivanju o razvoju i poboljšanju proizvoda i o reduciranju troškova.
LL@(2965) Especially important here is the collaboration with the product/service managers responsible for the concrete products/services, and also with the brand managers, due to the increasing importance of branding. ~~~ 2. => Tu naročito dolazi do izražaja saradnja sa menadžerima prozvoda/usluga koji su zaduženi za konkretne proizvode/usluge, a posebno sa brend menadžerima, s obzirom na rastući značaj troškova brendiranja. 2.
LL@(2966) Cost management and modern business operations Modern business operations strat from the fact that cost management today incorporates a host of reliable management techniques whose implementation can successfully support the goals and the activities of the organization. => Menadžment troškova i savremeno poslovanje U savremenom poslovanju se polazi od činjenice da danas menadžment troškova inkorporira niz pouzdanih menadžerskih tehnika, čija primena može uspešno da podrži ciljeve i aktivnosti organizacije.
LL@(2967) These techniques can be implemented independently or jointly, as a support to managerial decision-making. => Ove tehnike se mogu koristiti samostalno ili zajedno za podršku menažerskom odlučivanju.
LL@(2968) In order that the new needs of management be satisfied, special care must be taken of the economy of their implementation and the simplicity of their modification. => Pri tome se mora voditi računa o ekonomičnosti njihove primene i o lakoći modifikacije da bi se zadovoljile nove potrebe menadžmenta.
LL@(2969) In the last years cost management is characterised by an increasing implementation of benchmarking. => Poslednjih godina u mendžmentu troškova je karakteristična sve češća primena benčmarkinga.
LL@(2970) Information on costs is important from the point of view of the business performance measurement, in making managerial decisions on the production portfolio, on the services structure, on the processes, on brands, on prices Š2Ë. Management focuses upon three phases. => Informacije o troškovima su značajne sa aspekta merenja performansi poslovanja, za donošenje menadžerskih odluka o proizvodnom portfoliu, o strukturi usluga, o procesnoj tehnologiji, o brendu, o cenama Š2Ë. ~~~ U fokusu menadžmenta troškova su tri faze.
LL@(2971) The initial phase of costs planning starts from the company goals, (in case of large corporations of the goals of business units, too) and identifies the means to achieve these goals. => Početna faza planiranja troškova polazi od ciljeva preduzeća, a u slučaju velikih organizacija i od ciljeva poslovni jedinica i identifikuje sredstva za ostvarenje ovih ciljeva.
LL@(2972) The plan orientations are summed up in the budgets expressed in money in terms of measurements. => Planska opredeljenja su sumirana u budžetima, koji su izraženi u novcu u smislu merenja.
LL@(2973) The budget is also important because of the managerial control, when the actual costs and the budget-plannes costs have to be compared. => Budžet je važan i zbog menadžerske kontrole, kada se upoređuju aktuelni troškovi i troškovi planirani budžetom.
LL@(2974) The cost control establishes the already set standards (such as standard costs and budgets) used to assess the performance. => Kontrola troškova uspostavlja unapred određene standarde (kao što su standardni troškovi i budžeti) pomoću kojih može da se vrednuje učinak.
LL@(2975) Next, the cost control reports on the discrepancies between the planned and real operations in order to highlight the discrepancy. => Zatim kontrola troškova podnosi izveštaj o razlikama izmedju planiranog i stvarnog delovanja da bi se usmerila pažnja na ono što predstavlja odstupanje.
LL@(2976) It helps ascertain the responsibility for any departures from the plan, which is then to be followed by a corrective activities. => Ona pomaže u utvrđivanju odgovornosti za odstupanja od plana, nakon čega sledi korektivna akcija.
LL@(2977) Thus, for example, the cause of significantly higher production costs per output unit may be related to inefficient work, excess material failure, deffective equipment or inadequate production methods. easily both in case of introducing new technologies in the area of production or services and in case of competition being suddenly sharper than before. => Tako, na primer, uzrok znatno većih proizvodnih troškova po jedinici autputa može biti vezan za neefikasan rad, za preterano kvarenje materijala, neispravnu opremu ili za neodgovarajuće metode proizvodnje.
LL@(2978) We distinguish among the four basic and well defined categories of cost reduction: The cost management in making business decisions requires accurate and relevant data on costs and an analysis of timely information on costs in order that business decisions should be made. => Menadžment troškova za poslovno odlučivanje podrazumeva tačne i relevantne podatke o troškovima i analizu blagovremenih informacija o troškovima radi donošenja poslovnih odluka.
LL@(2979) Especially important here is the role of cost accounting on the basis of more recent accounting methods. => Tu je posebno važna uloga obračuna troškova na bazi novijih metoda obračuna.
LL@(2980) It is in this way that managers solve the problems, making their choices among the alternative courses of action. ~~~ In practice, it means making a decision on whether the company will launch a new product or service, whether it will abandon some current products, whether it will accept some special order, whether it will outsource parts of the products so far manufactured in the company, whether it will replace the equipment, purchase the equipment or lease it, whether it will expand the production capacities, what marketing mix will be most appropriate, which methods of pricing will be implemented Š3Ë. => Menadžeri na ovaj način dolaze do rešavanja problema kroz izbor između alternativnih pravaca akcije U praksi to znači odluku o tome da li da preduzeće uvede novi proizvod ili uslugu, da li da se neki od postojećih napusti, da li da se prihvati specijalna narudžbina, da li da se vrši autsorsing (outsourcing) delova proizvoda koji su se do sada proizvodili u preduzeću, da li da se izvrši zamena postojeće opreme, da li da se oprema kupi ili uzme na lizing, da li da se izvrši proširenje proizvodnih kapaciteta, kakav marketing miks će biti najbolji, koji metodi formiranja cena će se primeniti Š3Ë.
LL@(2981) The research has shown that, in terms of cost control, the significant critical zones are the capital expenditures, material acquisition costs, manufacturing costs, costs of professional services (legal, accounting, auditing, banking services), of compensation, costs of supplies, advertizing costs, control and assessment costs, outsourcing costs (frequently the software development and maintenance, employee training, internal audit, property management), sales and marketing costs, insurance costs, research and developmet costs, downsizing costs. => Na bazi istraživanja može se zaključiti da su sa aspekta kontrole troškova značajna kritična područja kapitalni izdaci, troškovi nabavke materijala, troškovi proizvodnje, troškovi profesionalnih usluga (pravnih, računovodstvenih, revizorskih, bankarskih usluga), kompenzacije, troškovi zaliha, troškovi oglašavanja, troškovi provere i ocene, troškovi korišćenja autsorsinga (koji se često odnosi na razvoj i održavanje softvera, obuku zaposlenih, internu reviziju, upravljanje nekretninama), troškovi prodaje i marketinga, troškovi osiguranja, troškovi istraživanja i razvoja, troškovi daunsajzinga (downsizing - a).
LL@(2982) From the point of view of management as a scientific discipline it is worthwhile pointing to the strategic importance of continual cost reduction programmes, instead of instantaneous reactions on unfavourable events. => Sa stanovišta menadžmenta kao naučne discipline neophodno je ukazati na strategijsku važnost kontinuelnih programa snižavanja troškova, umesto trenutnih reakcija na nepovoljne događaje.
LL@(2983) The top managers in the companies worldwide increasingly accept this attitude and decide that the cost discipline, in terms of the programmes of permanent cost reduction, should be the programme that may even become the core of the company competence. => U sve većoj meri vrhovni menadžeri u preduzećima širom sveta prihvataju ovo stanovište i donose odluku o tome da troškovna disciplina, u smislu programa stalnog snižavanja troškova, bude program koji čak može postati jezgro kompetentnosti preduzeća.
LL@(2984) Practice has shown that businesses with successful programmes of permanent cost reduction may achieve as much as half of their increase in annual profit directly due to the cost reduction. => U praksi se pokazalo da poslovanja sa uspešnim programima neprekidne redukcije troškova mogu ostvariti i polovinu svog povećanja godišnjeg profita direktno zahvaljujući sniženju troškova.
LL@(2985) Furthermore, and very important in the conditions of economic crisis, these businesses take less time to stabilize in the event of economic failure, or unfavourable conditions of business. => Pored toga, što je posebno značajno u uslovima ekonomske krize, ovakvi biznisi se brže stabilizuju u situaciji ekonomskog pada, odnosno pogoršanja.
LL@(2986) The companies observing a strict cost discipline tend to adjust more 1. => Preduzeća sa jakom troškovnom disciplinom se lakše prilagođavaju i u slučajevima uvođenja novih tehnologija u domenu proizvodnje ili usluga, kao i kod iznenadnog zaoštravanja konkurencije.
LL@(2987) Elimination of waste, spending and redundance; i.e., of unreasonable 2. => Postoje četiri bazične i prepoznatljive kategorije sniženja troškova:
LL@(2988) Implementation of the best practices; 3. ~~~ Introducing new technology when it is effective; 4. ~~~ Creating virtual business operations via the Internet Š3Ë. => 1. eliminisanje rasipanja, odnosno nerazumnog tro šenja i dupliranja; 2. primena najbolje prakse; 3. uvođenje nove tehnologije kada je to efektivno; 4. kreiranje virtuelnih poslovnih operacija preko Interneta Š3Ë.
LL@(2989) The companies that develop the programmes of permanent cost reductions have proved to first focus upon waste elimination and the best practice implementation as on the two facets of the medal, which is normally achieved through technological changes that do not require high technologies. => Pokazalo se da se preduzeća koja razvijaju programe stalnog snižavanja troškova najpre usresređuju na eliminisanje rasipanja i na primenu nabolje prakse kao na dve strane medalje, što je često ostvarljivo kroz tehnološke promene koje ne zahtevaju visoke tehnologije.
LL@(2990) The top management has to get an insight into how the efforts in cost reduction are brought into harmony with the corporate strategy, especially with the strategy of competitiveness. => Vrhovni menadžment mora da sagleda kako su napori za snižavanje troškova usklađeni sa korporativnom strategijom, a posebno sa strategijim konkurentnosti.
LL@(2991) This is especially important from the standpoint of the employee motivation to work efficiently and to conduct a programme of permanent cost reduction. => Ovo je naročito značajno sa aspekta motivisanosti zaposlenih da rade efikasno i da sprovode program kontinuiranog snižavanja troškova.
LL@(2992) In the field of cost management it is very important to manage the costs of services that usually have a large share in the overall cost structure. => U okviru menadžmenta troškova značajno je upravljati troškovima usluga koji često imaju veliko učešće u ukupnoj strukturi troškova.
LL@(2993) The modern economy of services is characterised by especially high costs of financial services, accounting services, administration services, then costs of advertizing, designing costs, construction costs, engineering consulting costs, costs of services on the basis of infromational technologies, costs of services related to legal counsel, logistics services costs, costs of marketing services, photocopying costs, printing costs, costs of services related to human resources, costs of services on the basis of the projects,costs of services related with property, costs of telecommunication services, travelling charges, storage services costs. => U savremenoj ekonomiji usluga posebno su zastupljeni troškovi finansijskih usluga, računovodstvenih usluga, administrativnih usluga, troškovi oglašavanja, troškovi konstruisanja, troškovi izgradnje, troškovi inženjerskog konsaltinga, troškovi usluga na bazi informacionih tehnologija, troškovi usluga vezanih za pravne savete, troškovi usluga logistike, troškovi marketinških usluga, troškovi fotokopiranja, troškovi štampanja, troškovi usluga koje se tiču ljudskih resursa, troškovi usluga na bazi projekata, troškovi usluga koje se odnose na nekretnine, troškovi telekomunikacionih usluga, putni troškovi, troškovi usluga skladištenja.
LL@(2994) It is necessary that a complete picture of total costs related to services be developed, but we should also find out which business units within a large corporation spend most on certain services. => Neophodno je da se razvije kompletna slika o ukupnim troškovima vezanim za usluge, ali i da se ustanovi koje poslovne jedinice unutar velike organizacije najviše troše za određene usluge.
LL@(2995) It is also important that the managers know the ratio between products costs and services costs for their company. => Bitno je da mendžeri znaju koliki je za njihovo preduzeće odnos trošenja za proizvode i trošenja za usluge.
LL@(2996) Also relevant is the survivor analysis. => Relevantna je i analiza opstanka (survivor analysis).
LL@(2997) The survival principle was introduced by G. Stigler who maintained that efficient companies with relatively lower average costs would survive and prosper in time Š4Ë. => Princip opstanka je uveo G.Stigler koji je izneo stav da će efikasna preduzeća sa relativno mižim prosečnim troškovima opstati i napredovati tokom vremena Š4Ë.
LL@(2998) On the other hand, inefficient firms with relatively higher average costs tend to break under the competition pressure and fail. => Sa druge strane, neefikasne firme koje imaju relativno više prosečne troškove će podleći pod konkurentskim pritiscima i propašće.
LL@(2999) This is the basis of the survivor analysis as a systematic study of output patterns in order to define classes of the company size or the factories that are relatively efficient in terms of sustaining their existing share in the industry output or increasing this share over time. => Iz ovoga proizilazi analiza opstanka kao sistematska studija obrazaca autputa da bi se odredile klase veličine preduzeća ili fabrike koje su relativno efikasne u smislu održavanja njihovog postojećeg udela u industrijskom autputu ili povećanja ovog udela tokom vremena.
LL@(3000) Concretely, companies in one industry are classified by size and then the share of each size class in the overall production or the capacities of respective industry is calculated. => Konkretno se klasifikuju preduzeća u jednoj delatnosti po veličini, a zatim se izračunava koliko je učešće svake klase veličine u ukupnoj proizvodnji ili kapacitetima konkretne delatnosti.
LL@(3001) In case the market share of one class decreases over time, it can be assumed that such a size of company or production capacity is relatively inefficient. => Ukoliko tržišni udeo neke klase opada tokom vremena, pretpostavlja se da je ta veličina preduzeća ili proizvodnih kapaciteta relativno neefikasna.
LL@(3002) In case the market share increases, it is assumed that that is the size of the company that results in relative efficiency and lower average costs. => U slučaju povećanja tržišnog udela, pretpostavka je da se radi o veličini preduzeća koja dovodi do relativne efikasnosti i nižih prosečnih troškova.
LL@(3003) The survivor analysis can be used in the study of the characteristics of the economies of scope of the industries under consideration, what has already been successfully applied in the fields of the production of steel, the cement industry, in banking and in other industries. => Analiza opstanka se može koristiti i kod istraživanja karakteristika ekonomija obima izabranih delatnosti, što je u praksi uspešno primenjivano u proizvodnji čelika, industriji cementa, u bankarstvu i drugim delatnostima.
LL@(3004) These studies dealing with surveying the output/cost ratio are especially usefull from the point of view of competitiveness. => Ova istraživanja vezana za preispitivanje odnosa autput/ troškovi su posebno korisna sa aspekta konkurentnosti .
LL@(3005) The survivor approach means a competitive market structure. => Pristup opstanka podrazumeva konkurentsku tržišnu strukturu.
LL@(3006) Practice has shown that many a small manufacturing or service delivering firm adopted and implemented strategy of product/service differentiation successfully and, with higher average costs (due to the production customization or personalized services) survived and became successful in business. the The prospects resulting from the engineering analysis of costs can be very important in managerial planning. => Praksa je pokazala da su mnoge male proizvodne i uslužne firme uspešno realizovale strategiju diferencijacije proizvoda/usluga i uz više prosečne troškove, zahvačjujući kastomizaciji proizvodnje ili personalizovanim uslugama, opstale i ostvarile poslovni uspeh. ~~~ U menadžerskom planiranju može biti važna perspektiva koju daje inženjerska analiza troškova.
LL@(3007) It includes the calculation of the expected production costs on the basis of the production relations and the expected costs of necessary inputs. => Ona uključuje kalkulaciju očekivanih troškova proizvodnje na bazi odnosa u proizvodnji u fizičkom smislu i očekivanih troškova neophodnih inputa.
LL@(3008) The engineering method of cost analysis is based on physical relations expressed in the production function for a certain product or company. => Inženjerski metod analize troškova se bazira na fizičkim odnosima izraženim u proizvodnoj funkciji za određeni proizvod ili preduzeće.
LL@(3009) An optimal combination of production inputs for any given output quantity is determined on the basis of knowledge of the manufacturing technology to be implemented. => Optimalna kombinacija inputa za proizvodnju bilo koje date količine autputa je određena na osnovu znanja o proizvodnoj tehnologiji koja je će biti primenjena.
LL@(3010) The cost management is multidisciplinary; it includes both quantitative and qualitative aspects. => Menadžment troškova je multidisciplinaran, uključuje i kvantitativne i kvalitativne aspekte.
LL@(3011) It develops further both from the theoretical aspect and from the prospects of better solutions for the practice. => On se dalje razvija i sa stanovišta teorije, i iz perspektive boljih rešenja za praksu.
LL@(3012) The cost management is characterized by the challenges related to the company achieving better business results in the 21st century, which is also relevant for the organizations in this country. => Za menadžment troškova su karakteristični izazovi vezani za ostvarenje boljih poslovnih rezultata organizacija u 21.veku, što je relevantno i sa aspekta organizacija u našoj zemlji.
LL@(3013) This is especially important when it comes to the need for the increase in the efficiency of organizations and their stronger orientation towards placement their products and services on export markets. => Ovo posebno dolazi do izažaja zbog potrebe povećanja efikasnosti preduzeća i njihove veće orijentacije ka plasmanu proizvoda i usluga na inostranim tržištima. rajuća procena troškova koja mora uključiti i stvarne, i oportunitetne troškove za svaku opciju.
LL@(3014) The cost-effectiveness analysis compares alternative courses of action in achieving certain specific organizational goals, from the aspect of their costs and effectiveness. => Potrebno je konstruisati adekvatan model kojim bi se predvideli troškovi do kojih bi dovela svaka alternativa, kao i stepen do koga bi svaka opcija pomogla u ostvarenju ciljeva.
LL@(3015) It aids managers to make an adequate choice among the alternatives, ensures that the selected activity course will earn good value for the money higher that any other activity course and generally contributes to a more reasonable allocation and use of resources. => 
LL@(3016) Of specific importance is an adequate estimate of costs that must include both the real and the opportunity costs for each option. => 
LL@(3017) An adequate model is necessary to be designed that will anticipate the costs resulting from each of the alternatives, as well as the extent to which each option could aid the achievement of the goals. => Takođe je neophodno izabrati kriterijume, odnosno pravila rangiranja opcija da bi se izvagali troškovi i efektivnost i zatim izvršiti selekciju.
LL@(3018) It is also necessary that the criteria, or the ranking rules be decided upon, so as to measure the costs and the effectivity and then make a choice. => Ova analiza se u strategijskom smislu uspešno koristi za davanje odgovora na suštinsko pitanje iz domena menadžmenta troškova:
LL@(3019) Strategically, this analysis is successfully applied in answering the cost management domain: On condition the goal is given, which is the lowest cost of achieving the goal? the crucial question from 3. => Pod pretpostavkom zadatog cilja, koji je najniži trošak ostvarivanja tog cilja?. ~~~ 3.
LL@(3020) Integrated approach to information the to business The cost management is based on an integrated approach information. => Integrisani pristup informacijama Menadžment troškova se bazira na integrisanom pristupu poslovnim informacijama.
LL@(3021) It normally recognizes importance of basic economic information related to the costs, sales prices, the company income, profit, but also the information which is not essentially financial, such as information on quality, time of delivery, market share, customer satisfaction, where especially important from the aspect of management is the information on the critical factors of success. => On svakako podrazumeva značaj bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeća, profit, ali i informacija koje nisu u svojoj suštini finansijske prirode, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.
LL@(3022) This is so because of the orientation towards achieving concrete long-term organizational advantages and business success, especially having in mind the need to introduce new technologies, innovate the current technologies and develop new products and services, to retain the present customers/users of services, or attract new ones in the context of customer relationship management (CMR). => Ovo je bitno zbog orijentacije na ostvarivanje konkurentskih prednosti organizacije i poslovnog uspeha na duži rok, posebno polazeći od potrebe za uvođenjem novih tehnologija, za inoviranjem postojećih i za razvojem novih proizvoda i usluga, kao i za zadržavanjem sadašnjih kupaca/korisnika usluga, odnosno za privlačenje novih u kontekstu upravljanja odnosima sa kupcima (CRM-customer relationship management).
LL@(3023) The managerial practice may allow that taking into account only the financial criteria in the process of cost management results in a strong tendency towards reducing all categories of costs, which may have a negative impact upon a future demand for the products/services, and result into both a decrease in to competitiveness due inadequate non-price competitiveness factors, the smaller market share, and lower earnings from sales and profit. => U menadžerskoj praksi bi bilo moguće da uzimanje u obzir isključivo finansijskih kriterijuma u procesu upravljanja troškovima rezultira u izraženoj težnji ka snižavanju svih katregorija troškova, što bi moglo da se negativno odrazi na buduću tražnju za proizvodima/uslugama, na opadanje konkurentnosti zbog neadekvatnih necenovnih faktora konkurentnosti, na smanjivanje tržišnog udela, na sniženje prihoda od prodaje i profita.
LL@(3024) All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition Š5Ë. => Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima turbulentnog okruženja i povećane konkurencije Š5Ë . troškovi-efektivnost Analiza (cost-effectiveness analysis) upoređuje alternativne tokove akcija sa stanovišta njihovih troškova i efektivnosti u dostizanju nekih specifičnih ciljeva organizacije.
LL@(3025)  => Ona pomaže menadžerima da izvrše adekvatan izbor između alternativa, osigurava da će izabrani tok akcije obezbediti dobru vrednost za novac bolju od bilo kog drugog toka akcije i, generalno, doprinosi boljoj alokaciji i korišćenju resursa.
LL@(3026) The managers of prosperous companies must understand the key concepts and terms of cost management and implement its methods and techniques in an affective manner. => Od posebnog značaja je odgova Menadžeri uspešnih preduzeća moraju razumeti ključne koncepte i termine menadžmenta troškova i primenjivati njegove metode i tehnike efektivno.
LL@(3027) It is primarily neccessary that they understand the complexity of the company business operations the number and the companys products/services, production processes/service delivery processes as well as the location, the distribution network, customer types. => Pre svega je neophodno razumevanje složenosti poslovnih operacija preduzeća broja i raznovrsnosti njegovih proizvoda/usluga, proizvodnih procesa/procesa pružanja usluga i lokacija, mreže distribucije, tipa kupaca.
LL@(3028) The complexity of any of these dimensions will affect the costs. the diversity of An important aspect of modern management is certainly its proactivity, orientation towards the future and respect for the necessity of change. => Kompleksnost bilo koje od ovih dimenzija če imati posledice na troškove. ~~~ Bitan aspekt savremenog menadžmenta troškova je i njegova proaktivnost, okrenutost ka budućnosti i respektovanje neophodnosti promena.
LL@(3029) Here cost management is linked to change management. => Ovde dolazi do izražaja povezanost menadžmenta troškova i menadžmenta promena (change management).
LL@(3030) The firm generates costs when using a resource for some purpose. => Firma generiše troškove kada koristi resurs za neku svrhu.
LL@(3031) Costs are usually classed in groups of costs. => Često se troškovi svrstavaju u određene grupe troškova.
LL@(3032) Individual costs may be grouped in a number of different ways, therefore a group of costs can be defined, for example, according to the cost type (labour costs in one group, costs of material in another), according to the site they are incurred at (department 1, department 2), or according to the responsibility (manager 1, manager 2). => Pojedinačni troškovi se mogu grupisati na više različitih načina, pa se grupa troškova može definisati, na primer, po tipu troškova (troškovi rada u jednoj grupi, troškovi materijala u drugoj), po mestu nastajanja (odeljenje 1, odeljenje 2) ili prema odgovornosti (menadžer 1, menadžer 2 itd.).
LL@(3033) Thus, for example, the costs of the assembly department or the costs of the product engineering department can be treated as separate groups of costs. => Tako se npr.troškovi odeljenja za montažu ili troškovi odeljenja za inženjering proizvoda mogu tretirati kao posebne grupe troškova.
LL@(3034) Accurate infromation on the product and service costs it important in strategic management, in planning and decision making. => Tačne informacije o troškovima proizvoda i usluga su značajne u strategijskom menadžmentu, planiranju i odlučivanju.
LL@(3035) It is also indispensable in managerial operative control and in financial reports preparation. => One su takođe neophodne u menadžerskoj i operativnoj kontroli i u pripremi finansijskih izveštaja.
LL@(3036) Cost management also respects the specific features of service companies. => Menadžment troškova respektuje specifičnosti uslužnih preduzeća.
LL@(3037) Service firms usually have either little supplies or no supplies at all. => Uslužne firme obično imaju malo zaliha, ili uopšte nemaju zalihe.
LL@(3038) This results in their cost system in this area being relatively simple, which is reflected on the information on costs. => Ovo ima za posledicu da je njihov sistem troškova u ovom domenu relativno jednostavniji, što se reflektuje i na informacije o troškovima .
LL@(3039) The modern business prefers an integrative approach in the implementation of management tools in tracking and analysing the information important for the cost control. => U savremenom biznisu je poželjan integrativni pristup korišćenju menadžerskih alata u praćenju i analizi informacija značajnih za kontrolu troškova.
LL@(3040) These tools may be classed into four groups: planning and budgeting tools, such as standard budgeting, capital budgeting, operational budgeting; including tools for decision-making support, implementation of spreadsheets programmes, the turning point analysis, supply chain costs calculation, value chain analysis; tools for analysis on the basis of product cost accounting, such as traditional cost accounting, general cost allocation; more recent tools for business performance estimate, primarily the value based management, benchmarking, performance balanced scorecard. => Ovi alati se mogu klasifikovati u četiri grupe: alati planiranja i budžetiranja kao što su standardno budžetiranje, kapitalno budžetiranje, operativno budžetiranje; alati za podršku odlučivanju, uključujući primenu programa za korišćenje elektronskih tabela (spreadsheets), zatim analiza prelomne tačke, obračun troškova lanca snabdevanja, analiza lanca vrednosti; alati analize na bazi obračuna troškova proizvoda kao što su tradicionalni obračun troškova, alokacija opštih troškova,; noviji alati procene performansi poslovanja, pre svega menadžment na bazi vrednosti, benčmarking, karta izbalansiranih merila performansi. 4.
LL@(3041) 4. ~~~ Strategic cost management A more recent approach in modern management, strategic management deals with the orientation towards permanent cost reduction simultaneously with the strengthening of the organizational strategic position. => Strategijski menadžment troškova U okviru savremenog menadžmenta strategijski menadžment troškova se kao noviji pristup odnosi na istovremenu orijentaciju ka stalnom sniženju troškova i ka jačanju strategijske pozicije organizacije.
LL@(3042) It especially respects the contribution of cost management to a successful definition the strategic goals, formulation and effective realization of the company strategy and increase in profitability. => Posebno se uvažava doprinos menadžmenta troškova uspešnom određivanju strategijskih ciljeva, formulisanju i efektivnoj realizaciji strategije preduzeća i povećanju profitabilnosti.
LL@(3043) In the conditions of economic crisis or of economic recovery there is a need for a more accurate cost accounting and an expanded visibility of various cost categories of a concrete company. => U uslovima ekonomske krize ili oporavka privrede dolazi do izražaja potreba za preciznijim obračunom troškova i za većom vizibilnošću raznih troškovnih kategorija konkretnog preduzeća..
LL@(3044) This is closely linked with a tendency to reduce total costs, improve the processes by a possible automation, standard setting and risk reduction. => Ovo je povezano sa težnjom ka sniženju ukupnih troškova, usavršavanju procesa uz moguću automatizaciju, ka uspostavljanju standarda i smanjenju rizika.
LL@(3045) Managers also wish to improve the reporting process. => Aktuelna je i težnja menadžera da se poboljša proces izveštavanja.
LL@(3046) Interestingly, a large number of large and small companies, both manufacturing and service ones, make efforts to improve internal reporting on the issue of costs, to increase the reporting speed and develop more useful and more worthwhile reports. => Karakteristično je da mnoga velika i mala preduzeća, proizvodna i uslužna, nastoje da unaprede interno izveštavanje u domenu troškova, povećaju brzinu izveštavanja i razviju korisnije i značajnije izveštaje.
LL@(3047) The strategic system of cost management in the company develops strategic information, both financial and non-financial. => Strategijski sistem upravljanja troškovima preduzeća razvija strategijske infomacije, uključujući i finansijske, i nefinansijske.
LL@(3048) It is aware of the importance of performance measures such as the income growth from sales and stocks, share price flow, dividend value growth, credit rating. => Uvažava se važnost merila performansi kao što su rast prihoda od prodaje i zarada, kretanja cena akcija, rast dividendi, kreditni rejting.
LL@(3049) The strategic measure of success include the market share, the product/service quality, development opportunities. => Strategijska merila uspeha uključuju tržišni udeo, kvalitet proizvoda/usluga, šanse za razvoj.
LL@(3050) The financial measures show the impact of the companys policies and procedures upon the current financial standing of the company, and, consequently, upon the current revenues for the shareholders. => Finansijska merila pokazuju uticaj politika i procedura preduzeća na tekuču finansijsku poziciju preduzeća i, u skladu sa time, na tekuće prinose za akcionare.
LL@(3051) Following the financial measures, the non-financial factors mirror the current and the prospective standing of the company measured from three additional views of the performance balanced scorecard Š6Ë: (1) customers view market share and market share growth, customer service, timely delivery, customer satisfaction, brand recognition, market position; (2) of internal business processes view high quality product, product innovations, growth in productivity, life cycle, waste reduction; and (3) innovation and learning view human resources development, managers competence and integrity, ethics and corporate culture, education and training, innovation, new products, new methods of production. => Nadovezujući se na finansijska merila, nefinansijski faktori pokazuju sadašnju i potencijalnu konkurentsku poziciju preduzeća merenu iz tri dodatne perspektive karte izbalansiranih merila performansi Š6Ë: (1) perspektive kupaca tržišni udeo i rast tržišnog udela, usluge kupcima, isporuka na vreme, zadovoljstvo potrošača, prepoznavanje brenda, pozicija na tržištu; (2) perspektive internih poslovnih procesa visok kvalitet proizvoda, proizvodne inovacije, rast proizvodne produktivnost, vreme ciklusa, reduciranje otpada i (3) perspektive inovacija i učenja razvoj ljudskih resursa, kompetencije i integritet menadžera, moral i korporativna kultura, edukacija i trening, inovacije, novi proizvodi, novi metodi proizvodnje.
LL@(3052) Without strategic information the company would probably stray from the competition course, making strategically wrong production and marketing decisions, deciding in favour of wrong products and customers. => Bez strategijskih informacija, preduzeće bi verovatno zalutalo sa konkurentskog kursa, donoseći strategijski pogrešne proizvodne i marketinške odluke, uz izbor pogrešnih proizvoda i kupaca.
LL@(3053) Some consequences of the absence of strategic information are the following: decision making mainly based on intuition, ambiguities as regards the direction and goals of development, absence of a clear and favourable perception of the firm from the part of customers and suppliers, incorrect investmant decisions, inadequate range of products, markets or production processes inconsistent with strategic goals, inability to conduct a correct benchmarking of competition, which results in the lack of knowledge on the more effective competition strategies, omission to identify the most profitable products, customers and markets. => Neke od posledica odsustva strategijskih informacija su sledeće: odlučivanje u prevelikoj meri bazirano na intuiciji, nedostatak jasnoće oko pravca i ciljeva razvoja, nepostojanje jasne i povoljne percepcije firme od strane kupaca i snabdevača, nekorektne investicione odluke, neadekvatan izbor proizvoda, tržišta ili proizvodnih procesa nekonzistentan sa strategijskim ciljevima, nesposobnost da se uspešno izvrši benčmarking konkurenata, što rezultira u nedostatku znanja o efektivnijim konkurentskim strategijama, propust da se identifikuju najprofitabilniji proizvodi, kupci i tržišta.
LL@(3054) Companies use cost management to support their strategic goals. => Preduzeća koriste menadžment troškova da bi podržala svoje strategijske ciljeve.
LL@(3055) The aim of cost management is to make it easier for the managers to make decisions offering them information on costs and other information on the process of strategic goals achievement. => Fokus upravljanja troškovima je na olakšavanju donošenja odluka od strane menadžmenta kroz informacije o troškovima i druge informacije u procesu realizacije strategijskih ciljeva.
LL@(3056) In the conditions of change in the business environment, the companys cost management system must be more dynamic in order to cope with both the fast-changing environment and the growing diversity of products and production processes for the purpose of facilitating the strategy implementation Š5Ë. New challenges, from both the theoretical and practical aspects, confront cost management in the strategic sense, in terms of implementation of new technologies, technologies, numerically controlled machines and robots, the consequences of which are a considerable reduction of labour share in the product costs structure. => U uslovima promena u poslovnom okruženju sistem upravljanja troškovima preduzeća mora biti u većoj meri dinamičan da bi se pozabavio i brzo promenljivim okruženjem, i rastućom raznovrsnošću proizvoda i proizvodnih procesa radi olakšavanja implementacije strategije Š5Ë.
LL@(3057) Similar is the case of electronic business costs. especially high 5. => Novi izazovi i sa stanovišta teorije, i sa aspekta prakse, se postavljaju pred menadžment troškova u strategijskom smislu vezano za primenu novih tehnologija, posebno visokih tehnologija, numerički kontrolisanih mašina i robota, kada dolazi do znatnog smanjenja učešća radne snage u strukturi proizvodnih troškova, ali i u slučaju troškova elektronskog poslovanja. 5.
LL@(3058) Value based management Value-Based Management (VBM) is an integrated managerial approach directed towards maximizing value for the shareholders. => Menadžment baziran na vrednosti Menadžment zasnovan na vrednosti (VBM - ValueBased Management) je integrisani menadžerski pristup usmeren na maksimiziranje vrednosti za akcionare.
LL@(3059) According to M. Porter, the competitive advantages can be understood only if the company is observed as a whole. => Po M.Porter-u konkurentske prednosti se mogu razumeti samo ukoliko se preduzeće posmatra kao celina.
LL@(3060) The company performs a chain of activities in order to deliver value to customers/users of services. => Lanac aktivnosti preduzeće obavlja da bi isporučilo vrednost kupcima/korisnicima usluga.
LL@(3061) A competitive advantage or disadvantage may result from any of the five primary activities (input logistics, business operations, output logistics, marketing and sales, servicing), or four secondary, or supporting activities (firm infrastructure, human resources management, development of technology, supplies) Š7Ë. Together, these activities make up the generic value chain. => Konkurentska prednost ili nedostatak mogu nastati vezano za bilo koju od pet primarnih aktivnosti (ulazna logistika, poslovne operacije, izlazna logistika, marketing i prodaja, servisiranje) ili za četiri sekundarne, odnosno podržavajuće aktivnosti (infrastruktura firme, upravljanje ljudskim resursima, razvoj tehnologije, nabavka) Š7Ë. ~~~ Zajedno, ove aktivnosti čine generički lanac vrednosti .
LL@(3062) Observed from the macro aspect, the value chain of the company is part of a larger structure that includes the supplier value chain, the distribution channel value chain and the customer/user of services value chain. => Lanac vrednosti preduzeća je, posmatrano sa makro aspekta, deo veće strukture koja uključuje lanac vrednosti snabdevača, lanac vrednosti kanala distribucije i lanac vrednosti kupaca/korisnika usluga.
LL@(3063) This points to a specific networking and important relationships stemming from the actual position of the organizational value chain in this context, which managers must take into consideration, especially in case of highly intensive interactions, for example in JIT (just in time) systems, which allow for the achievement of a lower level of stocks and supply costs, with the necessary high level of cooperation between the suppliers and customers and making use of vertical integration with the simultaneous independence of the company on the market. for little value Elimination of the activities that add little or no value for the customers reduces the resources consumption and allows for the focusing upon the activities that increase the customer satisfaction. => Ovo ukazuje na svojevrsnu umreženost i na značajne odnose koji proističu iz konkretne pozicije lanca vrednosti organizacije u ovom kontekstu, o čemu menadžeri moraju voditi računa, posebno u slučaju intenzivnijih interakcija, na primer kod JIT (just in time) sistema, kada se ostvaru je snižavanje nivoa zaliha i troškova nabavke, uz zahtevani visok stepen saradnje snabdevača i kupaca i omogućavanje korišćenja prednosti vertikalne integracije uz istovremenu samaostalnost preduzeća na tržištu. ~~~ Eliminisanje aktivnosti koje dodaju malo vrednosti kupcima ili uopšte ne dodaju vrednost smanjuje potrošnju resursa i omogućava fokusiranje na aktivnosti koje povećavaju zadovoljstvo kupaca.
LL@(3064) Thus it is possible to see which activities may have the end customers/users of services and which should be eliminated or reduced. => Na ovaj način se sagledava koje aktivnosti mogu imati malu vrednost za krajnje kupce/korisnike usluga i koje bi trebalo da budu eliminisane ili smanjene.
LL@(3065) A high value activity significantly increases the value of the product/service for the customers/users. => Aktivnost sa visokom vrednošću znatno povećava vrednost proizvoda/usluge za kupce/korisnike.
LL@(3066) Hence the product and service deliveries are high value adding activities. => Tako su isporuke proizvoda i pružanje usluga aktivnosti koje dodaju visoku vrednost.
LL@(3067) According to cost management, high value adding activities are those necessary to satisfy the customers needs or expectations, to improve the product components, the activities that contribute to customer satisfaction, which are the critical steps in the business process and which are performed in order to solve or eliminate the quality related problems or the activities performed upon the request of the customer/user of service. => U menadžmentu troškova se aktivnostima koje dodaju visoku vrednost smatraju one koje su neophodne da bi se udovoljilo zahtevima ili očekivanjima kupaca, da bi se poboljšale komponente proizvoda, aktivnosti koje doprinose zadovoljstvu potrošača, koje predstavljaju kritične korake u poslovnom procesu, koje se izvršavaju da bi se rešili ili eliminisali problemi vezani za kvalitet ili aktivnosti koje se odvijaju na zahtev kupaca/korisnika usluge.
LL@(3068) On the other hand, low value adding activities waste time, resources or space in the company, while contributing little to meeting the customer/user of services needs. => Sa druge strane, aktivnosti koje dodaju nisku vrednost troše vreme, resurse preduzeća ili prostor, a malo doprinose zadovoljenju potreba kupaca/korisnika uskuge.
LL@(3069) If these are eliminated, value for customers or customer satisfaction is reduced negligibly or remain unchanged. => Ukoliko se eliminišu, vrednost za kupce ili satisfakcija kupaca se smanjuju neznatno ili ostaju nepromenjeni.
LL@(3070) Moving parts in between the processes, waiting time, inefficient processes are the examples of low added value activities. => Pomeranje delova između procesa, vreme čekanja, neefikasni procesi su primeri aktivnosti niske dodate vrednosti.
LL@(3071) This means that they can be eliminated by the manager without affecting the product or service form, convenience, or function. => To znači da one mogu biti eliminisane od strane menadžera, a da ne utiču na formu, podesnost, funkciju proizvoda ili usluge.
LL@(3072) Such activities frequently result in waste and can be a consequence of inefficiency or errors in the course of the process; they can be duplicated in another department, or be the activities adding unnecessary steps in the business process, or they may be responsible for producing an unnecessary or undesirable output Š5Ë. 6. => Ove aktivnosti često rezultiraju otpadom i mogu biti posledica neefikasnosti ili grešaka u toku procesa, one mogu biti duplicirane u nekom drugom odeljenju ili su to aktivnosti koje dodaju nepotrebne korake u poslovni proces, proizvode nepotreban ili neželjeni autput Š5Ë. 6.
LL@(3073) Importance of customer based cost accounting Modern cost managemnt largely relies on the activity based costing. => Važnost obračuna troškova po kupcima Savremeni menadžment troškova se u velikoj meri oslanja na obračun troškova na bazi aktivnosti.
LL@(3074) Contrary to traditional models, activitybased costing (ABC) calculates what in modern business makes up the real costs of products/services, as well as costs per customers, by allocating general costs not on the basis of scope, but on the basis of the required or accomplished activities. => Nasuprot tradicionalnim modelima, obračun troškova na osnovu aktivnosti (ABC activity-based costing) izračunava ono što u savremenom poslovanju predstavlja prave troškove proizvoda/usluga, kao i troškove po kupcima dodeljivanjem opštih troškova baziranim ne na obimu, već na zahtevanim ili izvšenim aktivnostima.
LL@(3075) Traditional methods of cost accounting often tend to overestimate the high-scope products and underestimate the lowscope products Š8Ë. => U tradicionalnim metodima obračuna troškova česta je tendencija da se pretera u proceni troškova prozvoda visokog obima i da se podcene troškovi proizvoda niskog obima Š8Ë.
LL@(3076) In order that the activity-based cost management system be developed it is necessary that managers understand the interrelations among the resources, activities, and products or services in their company. => Da bi se razvio sistem upravljanja troškovima na bazi aktivnosti, potrebno je da menadžeri razumeju povezanost resursa, aktivnosti i proizvoda ili usluga u svojoj organizaciji.
LL@(3077) Resources are consumed in the course of activites, while products and services are the results of the activities. => Resursi se troše na aktivnosti, a proizvodi i usluge su rezultati aktivnosti.
LL@(3078) Many of the resources used in business operations may be defined for certain products or services and identified as direct costs of materials or labour. => Mnogi od resursa koji se koriste u poslovnim operacijama mogu se utvrditi za pojedine proizvode ili usluge i identifikovati kao direktni troškovi materijala ili rada.
LL@(3079) The majority of indirect costs are indirectly related to the end products or services. => Većina opštih troškova se vezuje indirektno za finalne proizvode ili usluge.
LL@(3080) Since certain products require various activities, each of which consumes different quantities of resources, cost allocation should be pondered accordingly. => Pošto pojedini proizvodi zahtevaju razne aktivnosti, od kojih svaka koristi različite količine resursa, alokacija troškova bi trebalo da bude ponderisana u skladu sa time.
LL@(3081) The ABC has been in use since 1980s and today, at the beginning of the 21st century, it is the current system of costing/cost accounting. => ABC se primenjuje počev od osamdesetih godina 20.veka i danas na početku 21.veka predstavlja aktuelan sistem obračuna troškova.
LL@(3082) In making business decisions, knowledge of real costs may help identify profit makers and loosers, highlight chances for improvement and compare investment alternatives. => Kada se donose poslovne odluke, poznavanje pravih troškova može pomoći da se identifikuju oni koji stvaraju profit i gubitnici, da se istaknu šanse za poboljšanja, da se uporede investicione alternative.
LL@(3083) It is important that the ABC allocates the costs of activities to the products and services via the activites conducted in order to finalize these products/services. => Suština je u tome da ABC dodeljuje troškove aktivnosti proizvodima i uslugama preko aktivnosti koje su obavljene da bi se oni finalizovali.
LL@(3084) Here we have a number of basic principles in the ABC system, from the point of view of the cost accounting itself. => Pri tome postoji nekoliko bazičnih pristupa u ABC sistemu sa aspekta samog računovodstva troškova.
LL@(3085) In cost accounting per activities, indirect costs are allocated to activities via the cost activators, then the activities are factually linked to the cost objects, which supplies the managers with reliable information on costs. increasing importance With the of customer satisfaction and with the strategies oriented towards capturing the market, the costs of marketing, sales, and distribution become significantly higher. => Kod obračuna troškova po aktivnostima opšti troškovi se alociraju na aktivnosti preko uzročnika troškova, a zatim se aktivnosti faktički vezuju za objekte troškova, što omogućava da menadžeri raspolažu pouzdanim informacijama o troškovima. ~~~ Sa povećanjem značaja zadovoljstva potrošača i sa strategijama koje su orijentisane na osvajanje tržišta, troškovi marketinga, prodaje, distribucije se znatno povećavaju.
LL@(3086) Many of them are not related to certain products or production lines, but to individual customers/usres of services, market segments and distribution channels Š9Ë. => Mnogi od njih se ne vezuju za pojedine proizvode ili proizvodne linije, već za individualne kupce/korisnike usluga, tržišne segmente i kanale distribucije Š9Ë.
LL@(3087) The ABC allows for a more accurate allocation of indirect costs to the cost objects. => ABC omogućava tačnije pripisivanje indirektnih troškova objektima troškova.
LL@(3088) Cost objects may be products, services, customers, users of services. => Objekti troškova mogu biti proizvodi, usluge, kupci, korisnici usluga.
LL@(3089) The ABC allows for a segmentation to be made on the basis of real profitability and helps identify the value per customer more precisely. => ABC pruža mogućnost da se izvrši segmentacija na bazi stvarne profitabilnosti i pomaže da se preciznije odredi vrednost po kupcu.
LL@(3090) This is the first step towards the activity-based management (ABM). => To je prvi korak ka menadžmentu na bazi aktivnosti (ABM - activity-based management).
LL@(3091) The ABC does nor assess the efficiency or productivity of the activities, although this is very important for the improvements in the organization to br made. => ABC ne procenjuje efikasnost ili produktivnost aktivnosti, mada je to jako znaćajno za poboljšanja u organizaciji.
LL@(3092) The abovementioned shows that focusing upon the essence of costing per activities, as a modern managerial approach to cost accounting, means allocating the costs of resources to the cost objects, such as, for example, products or services, based on activities performed in favour of the cost objects. => Iz svega izloženog proizilazi da fokusiranje na suštinu obračuna troškova po aktivnostima, kao savremenog menadžerskog pristupa obračunu troškova, podrazumeva sagledavanje pripisivanja troškova resursa objektima troškova kao što su, na primer, proizvodi i usluge uz baziranje na aktivnosti koje su obavljene za objekte troškova.
LL@(3093) It is important to say that the principal presumption of this approach to costs is that the company products or services are the results of the activities, and that the activities consume resources which in turn generate costs. => Bitno je naglasiti da je pretpostavka ovog pristupa troškovima da su proizvodi ili usluge preduzeća rezultat aktivnosti, a aktivnosti koriste resurse koji generišu troškove.
LL@(3094) The resource costs are allocated to the activities on the basis of the activities that use or consume resources or the costs of activities are allocated to cost objects, on the basis of the activities performed for the objects of costs. => Troškovi resursa se dodeljuju aktivnostima bazirano na aktivnostima koje koriste ili troše resurse ili se troškovi aktivnosti dodeljuju objektima troškova bazirano na aktivnostima koje su izvršene za objekte troškova.
LL@(3095) In allocating costs to the activities and later to cost objects, the ABC identifies the causeeffect or direct relations between the resource costs, the cost activators, activities, and objects of costs. => ABC prepoznaje uzročne ili direktne povezanosti između troškova resursa, pokretača troškova, aktivnosti i objekata troškova u dodeljivanju troškova aktivnostima i kasnije objektima troškova.
LL@(3096) It distributes the company indirect costs on cost objects identifying the resources and the activities, as well as their costs required for the output production. => On raspoređuje opšte troškove preduzeća na objekte troškova identifikujući resurse i aktivnosti, kao i njihove troškove potrebne za prozvodnju autputa.
LL@(3097) The ABC and the ABM are from both the theoretical and the practical aspects primarily important in the field of calculating costs of the product, however, managers in numerous companies also find them very useful in determining the customer servicing costs as well as the basis for estimating the profitability of a particular customer or a chosen group of customers/users of services. => Mada su ABC i ABM i sa teorijskog, i sa praktičnog aspekta postali najpre aktuelnii u domenu izračunavanja troškova proizvoda, menadžeri u mnogim preduzećima su uvideli da su veoma korisni u određivanju troškova usluživanja kupaca i kao baza za procenu profitabilnosti određenog kupca ili izabrane grupe kupaca/korisnika usluga.
LL@(3098) The initial information on the basis of activities used in the analysis of products/services of the company can be used to measure the contribution to the profitability of principal customers. => Iste polazne informacije na bazi aktivnosti koje se koriste za analizu proizvoda/usluga preduzeća se mogu koristiti da se izmeri doprinos ostvarenju profita glavnih kupaca.
LL@(3099) Customer-based cost accounting is an analysis of activity costs on each level directed to particular customer services. => Obračun troškova po kupcima je analiza troškova aktivnosti na svakom nivou posvećenih servisiranju određenih kupaca.
LL@(3100) Combining the customerbased cost account with the income earned from these customers we come to the analysis of profitability per customer. => Kombinovanjem obračuna troškova po kupcima sa prihodima ostvarenim od tih kupaca dolazi se do analize profitabilnosti po kupcima.
LL@(3101) Empirical research have shown that, in case of many companies, 10-20% their customers/users of services generate 80-90% of their total profit. => Empirijska istraživanja su pokazala da, u slučaju mnogih preduzeća, 10 -20 % njihovih kupaca/korisnika usluga generiše 80-90% njihovog ukupnog profita.
LL@(3102) On the other hand, some customers cause losses, often through numerous small-volume orders, therefore the costs of resources in servicing these customers: processing the orders, dispatching the goods etc. are higher than the income earned from them. => Sa druge strane, neki kupci donose gubitak, često kroz brojne male porudžbine, tako da su troškovi resursa da bi se oni opslužili i to kroz obradu porudžbine, otpremanje robe i sl. veći od prihoda koji se pri tome ostvare.
LL@(3103) A clear example are some retail chains oriented, after they have compared the prices, to discounts or promotions, or, in case of business customers, smaller firms. => Ilustrativan primer su neki maloprodajni lanci koji su orijentisani, nakon kompariranja cena, na popuste i promocije, ili, u slučaju poslovnih kupaca često se radi o manjim firmama.
LL@(3104) The analysis of profitability per customer identifies the activities of customer/user of services service and the cost activators. => Analiza profitabilnosti po kupcima identifikuje aktivnosti opsluživanja kupaca/korisnika usluga i pokretače troškova.
LL@(3105) It determines the profitability of each customer or customer group. => Ona određuje profitabilnost svakog kupca ili grupe kupaca.
LL@(3106) Here, the services for customers/users of services includes all the activities performed in order to sell the goods and satisfy the customers, including advertizing, invitation to buy, delivery, invoicing, after sales service. => Ovde opsluživanje kipaca/korisnika usluga ukljućuje sve aktivnosti da bi se obavila prodaja i zadovoljio kupac, uključujući oglašavanje, poziv na kupovinu, isporuku, fakturisanje, servisiranje posle prodaje.
LL@(3107) It is essential that the customer profitability analysis identify the most profitable customers so that on the basis of this the managers can take steps to ensure that these customers remain loyal to the company in the future. => Bitno je da se analizom profitabilnosti po kupcima identifikuju najprofitabilniji kupci i da u skladu sa time menadžeri mogu preduzeti korake da osiguraju da ovi kupci ostanu lojalni preduzeću i u budućem periodu.
LL@(3108) On the other hand, the knowledge about the unprofitable customers allows for us to communicate with them in terms of reducing costs they cause, or the managers may decide to discontinue servicing these customers Š8Ë. 7. => Sa druge strane, saznanje koji su kupci neprofitabilni omogućava da se sa njima komunicira u smislu sniženja troškova koje oni uzrokuju ili da menadžeri odluče da se ovi kupci više ne opslužuju Š8Ë. 7.
LL@(3109) Customer based profitability management The customer based profitability analysis has proved to enable the managers to identify the most profitable customers, reduce costs for the customers for which the servicing costs are high, introduce new profitable products and services, abandon unprofitable products, services and customers, improve the customer service process, redirect the purchasing mix of customers towards the product/service lines with a higher profit margin, select the customer mix to which they will be oriented and select the type(s) of postsales services they will offer. => Upravljanje profitabilnošću po kupcima Pokazano je da analiza profitabilnosti po kupcima omogućava menadžerima da identifikuju najprofitabilnije kupce, smanje troškove za one kupce gde su visoki troškovi servisiranja, uvedu nove profitabilne proizvode i usluge, odustanu od neprofitabilnih proizvoda, usluga i kupaca, poboljšaju proces servisiranja kupaca, preusmere kupovni miks kupaca na linije proizvoda/usluga sa većom marginom profita, da iizvrše selekciju miksa kupaca prema kojima će se orijentisati i da izaberu tip postprodajnih usluga koje će nuditi.
LL@(3110) A better understanding of the profitability of the present and the prospective customers may help the company increase the overall profit and become more competitive. => Bolje razumevanje profitabilnosti sadašnjih i potencijalnih kupaca može pomoći da preduzeće poveća ukupni profit i da postane konkurentnije.
LL@(3111) This begins with the customer service cost analysis. => 
LL@(3112) Not all customers request the same activities either prior to or after the sales. => 
LL@(3113) Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs. => 
LL@(3114) The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded. => 
LL@(3115) Traditionally, these costs are hidden in customer support, marketing and sales functions. => Ovo počinje analizom troškova opsluživanja kupaca.
LL@(3116) Various activities often have different activators. ~~~ Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., sellers travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel. => 
LL@(3117) It is important that the customer profitability analysis provide adequate information for an estimate of value per customer. => Bitno je da analiza profitabilnosti po kupcima pruža adekvatne informacije za procenu vrednosti po kupcu.
LL@(3118) The mangers must further estimate the other relevant factors prior to defining the adequate activities for each customer. => Dalje menadžeri moraju da procene ostale relevantne faktore pre nego što odrede akcije koje su odgovarajuće za svakog kupca.
LL@(3119) These facts refer to the customers development potential, the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references. => Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju.
LL@(3120) It is also possible to quantify the customer life-time value. => Može se kvantifikovati i vrednost vremena života kupca (customer life-time value) To je neto sadašnja vrednost svih procenjenih budućih profita od kupca.
LL@(3121) It is the current net value of all the anticipated profits earned from that particular customer. industry The measurement of profitability and profitability per customer management on the basis of an activity-based profitability analysis is presented in Fifure 1. => Merenje profitabilnosti i upravljanje profitabilnošću po kupcima na bazi analize profitabilnosti zasnovane na aktivnostima je prezentovano na slici 1.
LL@(3122) The vertical axis shows the net margin achieved on the basis of sales to the customers as the difference between the net sales price (even after discounts) and production costs (measured by the ABC product cost accounting model) Šmodified according to 9, p.180Ë. => Vertikalna osa pokazuje neto marginu ostvarenu na bazi prodaje kupcima kao razliku neto prodajne cene (nakon svih popusta) i proizvodnih troškova (merenih putem ABC modela obračuna troškova proizvoda) Šmodif. prema 9, str. 180. ~~~ Ë.
LL@(3123) The horizontal axis presents the costs of serving the customers, including the costs related to the offer, as well as to marketing, technical aspects, sales administration, related to services deliverd to each individual customer, measured by the ABC customer cost accounting model. => Na horizontalnoj osi su predstavljeni troškovi usluživanja kupaca, uključujući troškove vezane za porudžbinu, kao i za marketing, tehničke aspekte, prodajnu administraciju, koji se odnose na opsluživanje svakog pojedinog kupca mereno preko ABC modela obračuna troškova kupaca. ~~~ Svi kupci ne zahtevaju iste aktivnosti bilo pre, bilo posle prodaje.
LL@(3124) It is essential that a customer profitability analysis be conducted, that should provide the managers with adequate information for customer value assessment. => Česte specifične aktivnosti vezane za kupce uključuju npr.troškove obrade porudžbina, troškove vezane za fakturisanje i naplatu, za potraživanja, za usluge kupcima, za obradu popusta, za ponovno držanje na zalihama vraćenih proizvoda, za marketing i prodaju.
LL@(3125) Next, they should evaluate other relevant factors prior to defining concrete activities, appropriate to each customer/user of services. => Analizom troškova po kupcima se identifikuju aktivnosti i pokretači troškova usluživanja kupaca pre i posle obavljene trgovine, isključujući troškove proizvoda.
LL@(3126) These factors reflect the customers development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references. => Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.
LL@(3127) It is also desirable that the current net value of all the estimated future profits from this customer be quantified. => Profit Visok Neto (ABC) margina profita Nizak Tip kupaca Pasivni proizvod je presudan Skupi za opsluživanje , ali uz visoku neto marginu Osetljivi na cenu ,ali sa malo specijalnih zahteva Agresivni niske prodajne cene kastomizirane usluge Niski Troškovi opsluživanja kupaca Visoki Gubici Razne aktivnosti često imaju razlićite pokretače troškova.
LL@(3128)  => Bazirano na aktivnostima i na pokretačima troškova vezanim za obavljene usluge da bi se stekla i okončala transakcija, troškovi kupaca se mogu klasifikovati u više kategorija: troškovi po jedinici prodatoj kupcima (npr. troškovi otpremanja), troškovi po prodajnoj transakciji (npr. troškovi fakturisanja), troškovi podržavanja kupaca nezavisno od količine prodatih proizvoda (npr.putni troškovi prodavaca da bi posetili kupce), troškovi kanala distribucije za svaki kanal koji preduzeće koristi da bi uslužilo kupce (npr. troškovi regionalnog skladišta koji opslužuju glavne kupce) i oni troškovi podržavanja prodaje koji se ne mogu ustanoviti za pojedinu jedinicu, kupca ili kanal distribucije.
LL@(3129) On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge. => Slika 1. ~~~ Merenje i upravljanje profitabilnošću po kupcima Sa aspekta upravljanja profitabilnošću po kupcima značajno je da su na slici prezentovana četiri tipa kupaca.
LL@(3130) It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings. => U donjem levom kvadrantu su kupci koji su osetljivi na cene, tražeći pre svega niske cene proizvoda i popuste, pa su neto margine niske, ali su i troškovi njihovog opsluživanja niski, tako da oni mogu biti profitabilni kupci.
LL@(3131) REFERENCE Š1Ë Hilton, R., Mahler, M., Selto, F., Cost Management, Strategies for Business Decisions, Irwin, McGraw-Hill, International Edition, 2000 Š2Ë Milićević, V., Ilić, B., Značaj novijih kategorija troškova sa stanovišta savremenog menadžmenta, Direktor br.5-6, 2005. => Dalje, u gornjem desnom kvadrantu su kupci koji podrazumevaju visoke troškove opsluživanja (često zbog znatne tehničke i prodajne podrške), ali takođe mogu biti profitabilni ukoliko neto margina ostvarena prodajom ovim kupcima više nego kompen LITERATURA Š1Ë Hilton, R., Mahler, M., Selto, F., Cost Management, Strategies for Business Decisions, Irwin, McGraw-Hill, Š2Ë International Edition, 2000 Š3Ë Milićević, V., Ilić, B., Značaj novijih kategorija troškova sa stanovišta savremenog menadžmenta, Direktor br.5-6, 2005.
LL@(3132) Š3Ë Shim, J. K., Siegel, J.G., Cost Reduction and Control Best Practices, Institute of Management and Administration, John Wiley & Sons, Inc., Hoboken, New Jersey, 2006 Š4Ë Hirschey M., Pappas J., Whigham, D., Managerial Economics, European Edition, Harcourt Brace&Company Limited, London, Š5Ë Blocher, E., Stout, D., Stokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š6Ë Kaplan, R., Norton D., The Balanced Scorecard, Harvard Business School Press, Boston, 1996 Š7Ë Porter, M., Competitive Advantage, Creating and Systaining Superior Performance, The Free Press, New York, 1985 Š8Ë Png, I., Managerial Economics, Blackwell Publishing, Malden, Oxford, Melbourne, Berlin, Š9Ë Atkinson, A., Banker, R., Kaplan, R., Mark Young, S., Management Accounting, Prentice Hall, Upper Saddle River, New Jersey, 2001 Figure 1. ~~~ Customer-based profitability measurement and management From the point of view of customer-based profitability management, it is important that the Figure presents four types of customers. ~~~ In the bottom left square are the customers sensitive to prices, asking primarily low prices of products and discounts, therefore the net margins are low, the service costs are also low, therefore they can be profitable customers. ~~~ Next, the upper right square shows the customers that count on the high costs of service (often due to considerable technical and sales support), however, they can also be profitable, if the net margin achieved by the sales to these customers compensates in excess the costs of all the necessary resources. => Š4Ë Shim, J. K., Siegel, J.G., Cost Reduction and Control Best Practices, Institute of Management and Administration, John Wiley & Sons, Inc., Hoboken, New Jersey, 2006 Š5Ë Hirschey M., Pappas J., Whigham, D., Managerial Economics, European Edition, Harcourt Brace&Company Limited, London, 1993 Š6Ë Blocher, E., Stout, D., Stokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š7Ë Kaplan, R., Norton D., The Balanced Scorecard, Harvard Business School Press, Boston, Š8Ë Porter, M., Competitive Advantage, Creating and Systaining Superior Performance, The Free Press, New York, 1985 Š9Ë Png, I., Managerial Economics, Blackwell Publishing, Malden, Oxford, Melbourne, Berlin, Š10Ë Atkinson, A., Banker, R., Kaplan, R., Mark Young, S., Management Accounting, Prentice Hall, Upper Saddle River, New Jersey, 2001 zuje troškove svih potrebnih resursa.
LL@(3133) The company especially values the customers in the uppr left square, bringing high margins at low servicing costs. => Za preduzeće su posebno poželjni kupci u gornjem levom kvadrantu koji donose visoke margine uz niske troškove servisiranja.
LL@(3134) Managers must think about how to retain them despite competition threats. => Menadžer moraju voditi računa o tome kako da se oni zadrže uprkos konkurentskim pretnjama.
LL@(3135) In the bottom right square are the customers bringning low margins and requiring high servicing costs, which is usually the result of ordering small quantities of customized products, with frequent non-standard requirements as regards the logistics and distribution. => U donjem desnom kvadrantu su kupci koji donose niske margine, a zahtevaju visoke troškove opsluživanja, što je obično posledica narudžbi malih količina proizvoda koji su kastomizirani, uz česte nestandardne zahteve koji se odnose na logistiku i distribuciju.
LL@(3136) They prove to be a challenge to managers who have to take steps to increase their profitability. => Oni su izazov za menadžere da preduzmu mere da se njihova profitabilnost poveća. 8.
LL@(3137) 8. ~~~ Conclusion The analysed relationship between the cost management and the customer/user of services profitability measurement means an integrated approach to business information, that is, incorporating the basic economic information referring to costs, sales prices, company income, profit, but also the information that is not expressed in terms of money, such as information on quality, time of delivery, market share, consumer satisfaction, where, from the management point of view, the information on critical success factors is most important. => Zaključak Analizirana veza između menadžmenta troškova i merenja profitabilnosti po kupcima/korisnicima usluga podrazumeva integrisani pristup poslovnim informacijama, odnosno inkorporiranje bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeća, profit, ali i informacija koje nisu u novčanim jedinicama, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.
LL@(3138)  => Bitno je da se izvrši analiza profitabilnosti po kupcima, koja bi trebalo da pruži menadžerima adekvatne informacije za evaluaciju vrednosti po kupcima.
LL@(3139)  => Dalje bi oni trebalo da procene ostale relevantne faktore pre nego što odrede konkretne akcije koje su odgovarajuće za svakog kupca, odnosno korisnika usluga Ti faktori se odnose na razvojni potencijal kupca, moguću reakciju na promene uslova prodaje ili pružanja usluga, kod poslovnih kupaca na delatnost kojoj kupac pripada i na značaj da on ostane kupac zbog budućih referenci za prodaju.
LL@(3140)  => Poželjno je da se kvantifikuje i neto sadašnja vrednost svih procenjenih budućih profita od kupca.
LL@(3141)  => Na osnovu svega izloženog možemo zaključiti da je merenje i upravljanje profitabilnošću po kupcima kao noviji koncept i praksa kompleksno i da zahteva dodatna ekspertska znanja.
LL@(3142)  => Bitno je da ono otvara nove perspektive menažerima u našoj zemlji za povećanje dugoročnog poslovnog uspeha i konkutrentnosti preduzeća u domaćim i u međunarodnim okvirima..
LL@(3143) How the Australian Government Assists the Building and Construction Industry to be Sociality Responsible UDC: 35.072.2(94) ; 347.72.032(94) ; 005.35:69(94) Sonja Petrovic-Lazarevic, Violet Lazarevic Faculty of Business and Economics Monash University, Melbourne, Australia At present every country in the world is trying to minimise the negative effects of the economic crisis. => Kako australijska vlada pomaže građevinskoj industriji da postane društveno odgovorna UDK: ~~~ 35.072.2(94) ; 347.72.032(94) ; 005.35:69(94) Sonja Petrović-Lazarević Violet Lazarević Univerzitet Monash Australija Sve zemlje sveta danas čine napore da svedu negativne efekte ekonomske krize na najmanju meru.
LL@(3144) Australia seems to be suffering least. => Izgleda da je Australija najmanje pogođena ovom krizom.
LL@(3145) This may be because the Australian Government supports the building and construction industry (BCI), which plays a key role in economic growth. => To je možda i zato što australijska vlada pruža veliku podršku građevinskoj industriji (BCI), koja je glavni nosilac njenog ekonomskog razvoja.
LL@(3146) This paper highlights what activities the Australian Government has undertaken to maintain high performance of BCI by supporting sustainable development and corporate social responsibility (CSR). => U ovom radu ističemo aktivnosti koje je australijska vlada preduzela da održi visoku produktivnost građevinske industrije, podržavajući održivi razvoj i korporativnu društvenu odgovornost (CSR).
LL@(3147) Supporting these may lead to greater benefits for organisations. => Ovakva podrška može organizacijama da donese velike koristi.
LL@(3148) These activities provide a framework for industry organisations and other governments to guide their CSR initiatives. => Ove aktivnosti predstavljaju okvir u kome industrijske organizacije i druge vlade mogu da određuju smernice svojih CSR inicijativa. 1.
LL@(3149) Introduction At present, every country in the world is trying to find ways how to minimise negative effects of a recent global economic crisis. => Uvod Sve zemlje u svetu danas pokušavaju da nađu način da svedu negativne efekte globalne ekonomske krize na najmanju meru.
LL@(3150) Many governments are undertaking the actions to help the banking system and industries relevant to the economic growth in order to begin the process of getting out of the economic predicament. => Veliki broj vlada preduzima korake da pomognu bankarskom sistemu i granama industrije značajnim za ekonomski razvoj da započnu proces izlaska iz ekonomskih nedaća.
LL@(3151) Although the developing countries more than developed countries are suffering the effects of the economic crisis, it seems that of all developed countries the Australian economy is least suffering. => Iako zemlje u razvoju u većoj meri osećaju teret ekonomske krize nego razvijene zemlje, izgleda da je privreda Australije najmanje ugrožena ekonomskom krizom od svih razvijenih zemalja.
LL@(3152) One of the reasons may be that the Australian Government supports the industries that mostly contribute to the overall country economic growth. => Jedan od razloga je svakako i to što australijska vlada podržava privredne grane koje u najvećoj meri doprinose ekonomskom rastu zemlje.
LL@(3153) The support can have different forms from introducing and imposing legal actions, to financial package. => Ova podrška ima različite oblike, od uvođenja i primene nekih zakonskih mera, do finansijskih paketa.
LL@(3154) The Australian Government supports the building and construction industry. => Građevinska industija je privredna grana kojoj vlada Australije pruža značajnu podršku.
LL@(3155) Building and construction industry influences the economic growth of every country for three reasons. => Građevinska industrija utiče na ekonomski rast svake zemlje iz tri razloga.
LL@(3156) Firstly, this industry significantly contributes to a growth of gross domestic product (Hillebrandt, 1985). => Prvo, ova industrija značajno doprinosi rastu bruto društvenog proizvoda (Hillebrandt, 1985).
LL@(3157) Secondly, it is interacted with other industries while creating its products and services in a way that when there is a need to accelerate an economic growth, governments usually undertake measures that directly improve a BCI competitive advantage and through the BCI indirectly efficiency and effectiveness of other industries. => Drugo, u procesu stvaranja proizvoda i usluga ona sarađuje sa drugim granama industrije tako što, kad nastane potreba da se ubrza ekonomski rast, vlade obično preduzimaju mere kojima se neposredno povećava konkurentna prednost građevinske industrije, a time posredno i efikasnost i efektivnost ostalih privrednih delatnosti.
LL@(3158) Thirdly, the BCI mainly employs unskilled and semi-skilled workers influencing a rate of employment (Petrovic-Lazarevic, 2002). => Treće, građevinska industrija uglavnom zapošljava nekvalifikovane i polukvalifikovane radnika i na taj način utiče na stopu zaposlenosti (Petrović-Lazarević, 2002).
LL@(3159) One of the sources of competitive advantage today is corporate social responsibility (Rex and Baumann, 2007). => Jedan od izvora kompetitivne prednosti danas jeste i društvena odgovornost (Rex i Baumann, 2007).
LL@(3160) It allows the organizations to attract more cus tomers than the other organisations (Luo and Bhattacharya, 2006) by acting ethically and taking care of the environment (Podnar and Golob, 2007). => Ona omogućava da neke organizacije privuku više potrošača nego druge (Luo i Bhattacharya, 2006) time što deluju etički pozitivno i vode računa o okruženju (Podnar i Golob, 2007).
LL@(3161) This paper highlights what activities the Australian Government has undertaken to maintain high performance of building and construction industry from the point of view of supporting the corporate social responsibility. => U ovom radu ukazujemo na to koje aktivnosti je australijska vlada preduzela da bi održala visoku produktivnost građevinske industrije sa stanovišta podržavanja korporativne društvene odgovornosti.
LL@(3162) In this respect, the paper is divided as follows: after the literature review, an analysis of actions undertaken by the Australian federal government support the corporate social responsibility is presented. => Stoga je ovaj rad zamišljen na sledeći način: posle pregleda literature, predstavljena je analiza aktivnosti koja je vlada Australije preduzela u smislu podrške korporativnoj društvenoj odgovornosti.
LL@(3163) The paper ends with concluding remarks and future research directions. ~~~ The research findings are useful to the academics, practitioners and governments. ~~~ 2. => Na kraju rada donosimo završne primedbe i preporuke u vezi sa pravcima budućih istraživanja. 2.
LL@(3164) Literature review 2.1. ~~~ Corporate social responsibility socially responsible Corporate Social Responsibility is becoming important to research because of its growing importance in influencing behaviour (Blumenthal and Bergstrom, 2002). => Pregled literature 2.1 Korporativna društvena odgovornost Korporativna društvena odgovornost postaje sve značajniji predmet proučavanja zbog sve veće važnosti u podsticanju društveno odgovornog ponašanja (Blumenthal i Bergstrom, 2002).
LL@(3165) Organizations are increasingly implementing corporate social responsibility strategies and activities in order to obtain more value for the organization and in an effort to become more sustainable (Nalewaik and Venters, 2008; Orlitzky et al., 2003; Walsh et al., 2003). => Organizacije sve više primenjuju strategije i aktivnosti iz oblasti korporativne društvene odgovornosti da bi ostvarile veću vrednost za organizaciju i da bi opstale na tržištu (Nalewaik i Venters, 2008; Orlitzky i dr., 2003; Walsh i dr., 2003).
LL@(3166) Crowther (2000) defines corporations as a nexus of contracts, which means that organisations to survive should have dealings and relationships with many groups of people different stakeholders. => Crowther (2000) definiše korporacije kao neksus ugovora, što znači da, da bi organizacije opstale, moraju da sarađuju sa mnogim grupama ljudi različitim stejkholderima (zainteresovanim stranama).
LL@(3167) Organizations cater to and work with these stakeholders and their increasing awareness of the negative effects some firms have on society has made corporate social responsibility more critical. => Organizacije opslužuju i rade sa ovim stejkholderima, a sve veća svest o negativnim efektima koje neke firme imaju na društvo čini da značaj društvene odgovornosti bude sve kritičniji.
LL@(3168) Globalisation is making competing for customers more challenging for organizations, therefore, they are constantly looking for ways to make their businesses stand out and differentiate themselves from competitors (Middlemiss, 2002). => Konkurentnost u uslovima globalizacije predstavlja sve veći izazov za organizacije, stoga one neprestano traže načine da istaknu svoje poslovanje i da se svojim kvaliteton izdvoje od konkurencije (Middlemiss, 2002).
LL@(3169) Corporate social responsibility and how well it is managed can be a way to achieve this distinction in the eyes of the customers. => Korporativna društvena odgovornost i kvalitet s kojim se ostvaruje u očima potrošača može da bude veoma značajna odrednica koja kompaniju izdvaja u tom smislu.
LL@(3170) Increasingly customers are looking for cues from organizational reputation, organizational transparency and environmental assets to determine the value of the organization. => Kada određuju vrednost organizacije, potrošači sve više obraćaju pažnju na ugled, transparentnost i brigu koju organizacija pokazuje za životnu sredinu.
LL@(3171) Traditionally the social environment that an organization operated in was largely discarded from research (Hart, 1995). => Do sada je društveno okruženje u kome organizacija posluje bilo u velikoj meri zapostavljeno u istraživanjima (Hart, 1995).
LL@(3172) Now it is accepted that the social environment can have significant effects on the selection of business strategy and should be considered (Langerak, 1998). => Sada se svi slažu da društveno okruženje može u značajnoj meri da utiče na izbor poslovne strategije i da joj treba posvetiti pažnju (Langerak, 1998).
LL@(3173) Organizations rely on their environments to be able to do business so they should invest in that relationship with the environment and corporate social responsibility can be a means for achieving that (Kitchin, 2003). => Organizacije se u svom poslovanju oslanjaju na svoje okruženje, stoga i treba da investiraju u taj odnos sa okruženjem, a korporativna društvena odgovornost može da predstavlja način da se to postigne (Kitchin, 2003).
LL@(3174) Corporate social responsibility signals to the organizations operating environment that the organization is committed to pursuing issues that their stakeholders care about. => Korporativna društvena odgovornost pokazuje radnom okruženju organizacije da je organizacija posvećena ciljevima značajnim za njene stejkholdere.
LL@(3175) This is important because it indicates to stakeholders and society, which make up the social environment, that the organization wants to work with them and is beneficial to them. => Ovo jeste značajno zatao što se time pokazuje stejkholderima i društvu, koji i čine društveno okruženje, da organizacija želi da sarađuje sa njima i da im donese korist.
LL@(3176) Corporate social responsibility is often implemented because of the belief that it is in the firms best interests (Waddock and Smith, 2000). => Korporativna društvena odgovornost često se primenjuje zato što se veruje da je to u najboljem interesu firme (Waddock i Smith, 2000).
LL@(3177) Corporate social responsibility has been shown to lead to positive outcomes such as competitive advantage and better performance in the share market (Waddock and Smith, 2000). => Pokazalo se da korporativna društvena odgovornost dovodi do pozitivnih ishoda kao što je konkurentska prednost i bolji učinak na tržištu akcija (Waddock i Smith, 2000).
LL@(3178) Increasingly corporate social responsibility is being seen as a significant strategic tool for competing in the global marketplace (Oyewole, 2001). => Korporativna društvena odgovornost se sve više posmatra kao značajan strateški alat u nadmetanju na globalnom tržištu (Oyewole, 2001).
LL@(3179) Johri and Sahasakmontri (1998) argue that corporate social responsibility involves implementing approaches at all stages of the value chain that are aiming to decrease resource use, maximize efficiency and minimize negative impacts on the environment. => Johri i Sahasakmontri (1998) tvrde da korporativna društvena odgovornost znači primenu pristupa kojima se smanjuje količina upotrebljenih resursa, maksimizuje efikasnost, a negativni uticaji na okruženje svode na najmanju meru, i to u svim fazama lanca vrednosti.
LL@(3180) Therefore, corporate social responsibility impacts on strategic considerations and should be integrated with the strategic decisions of an organization. => Stoga se može reći da korporativna društvena odgovornost ima uticaja kada se razmatra strategija i treba je obuhvatiti strateškim odlukama organizacije.
LL@(3181) Undertaking socially responsible actions can be a source of competitive advantage for firms, particularly if their competition is not engaging in corporate social responsibility or is not doing it well (Rex and Baumann, 2007). => Preduzimanje društveno odgovornih aktivnosti može da bude izvor konkurentske prednosti za firme, posebno ako njihova konkurencija ne pokazuje korporativnu društvenu odgovornost ili je ne sprovodi na za dovoljavajući način (Rex i Baumann, 2007).
LL@(3182) This allows the organization to dif ferentiate itself from competitors by engaging in corporate social responsibility (Morris, 1997; Russo and Fouts, 1997). => Time organizacija dobija mogućnost da se istakne u odnosu na konkurenciju time što pokazuje korporativnu društvenu odgovornost (Morris, 1997; Russo i Fouts, 1997).
LL@(3183) Podnar and Golob (2007) found that acting ethically and engaging in corporate social responsibility can lead to competitive advantage because of the way customers respond to these initiatives. => Podnar i Golob (2007) zaključuju da poštovanje etičkih principa i korporativne društvene odgovornosti može da ima za posledicu konkurentsku prednost pošto potrošači pozitivno reaguju na ovakve inicijative.
LL@(3184) Customers assess companies that engage in corporate social responsibility in a more positive light and tend to choose these companies over others who do not engage in corporate social responsibility (Podnar and Golob, 2007). => Potrošači više cene društveno odgovorne kompanije i radije se okreću ovakvim kompanijama nego onima koje se tako ne ponašaju (Podnar i Golob, 2007).
LL@(3185) In addition, customers experience more satisfaction from their experiences with firms that employ corporate social responsibility initiatives (Luo and Bhattacharya, 2006). ~~~ Corporate social responsibility activities implemented by an organization are seen as contributing to the future by ensuring that there is an environment within which to operate in the future (Middlemiss, 2002). => Pored toga, zadovoljstvo potrošača je veće kod kompanija koje primenjuju inicijative iz oblasti korporativne društvene odgovornosti i Bhattacharya, 2006). (Luo Korporativna društvena odgovornost koju kompanija pokazuje posmatra se kao aktivnosti kompanije u pravcu stvaranja boljeg okruženja u kome će poslovati u budućnosti (Middlemiss, 2002).
LL@(3186) This communicates to stakeholders the organizations commitment to their business is enduring and that they are prepared to invest in creating long-term value for stakeholders which will benefit them both now and in the future. => To stejkholderima pokazuje da je kompanija i dalje posvećena njihovim interesima i da je spremna da ostvaruje dugoročnu korist za njih, i sada i u buduće.
LL@(3187) Therefore, practicing corporate social responsibility can indicate to the customers that the organization is committed to addressing issues that they are concerned with. => Stoga primena korporativne društvene odgovornosti pokazuje potrošačima da je spremna da se bavi pitanjima koja su od njihovog interesa.
LL@(3188) Bowen (1953) defines corporate social responsibility as a firms duty to society to act in a way that was congruent with the goals and ideals of society at large. => Bowen (1953) definiše korporativnu društvenu odgovornost kao dug koju orgnizacija ima prema društvu, dužnost da se ponaša na način koji je u skladu sa ciljevima i idealima društva kao celine.
LL@(3189) This can include any actions undertaken by the firm in order to lead to minimizing adverse effects on society or leading to socially favourable outcomes (Maignan, 2001). => To obuhvata bilo koju aktivnost koju firma sprovodi da bi negativne efekte na društvo svela na najmanju meru ili da bi ostvarila društveno povoljne ishode (Maignan, 2001).
LL@(3190) Corporate social responsibility activities usually do not lead to profits in the short-term for the organization, and because potential long-term benefits are difficult to predict and measure, many organizations are sceptical about the benefits of corporate social responsibility (Kitchin, 2003). => Korporativna društvena odgovornost organizaciji obično ne donosi kratkoročne profite, a potencijalne dugoročne koristi je teško predvideti i meriti, tako da su mnoge firme skeptične u pogledu aktivnosti iz oblesti korporativne društvene odgovornosti (Kitchin, 2003).
LL@(3191) Corporate social responsibility is about preventing harm from happening to organizational stakeholders as a result of the organizations actions and trying to increase stakeholders wellbeing (Mohr, Webb and Harris, 2001). => Korporativna društvena odgovornost predstavlja i napor da se spreči šteta po stejkholdere koja može da proistekne iz organizacionih aktivnosti usmerenih na ostvarivanje koristi za njih (Mohr, Webb i Harris, 2001).
LL@(3192) For Carrol (1991) corporate social responsibility relates to the responsibility of corporations along four dimensions: economic, legal, ethical and discretionary. => Carrol (1991) tvrdi da se korporativna društvena odgovornost odnosi na odgovornost korporacija u četiri dimenzije: ekonomskoj, pravnoj, etičkoj i diskrecionoj.
LL@(3193) The economic dimension describes the organizations responsibility to be profitable, and generate returns for their stakeholders. => Ekonomska dimenzija označava odgovornost kompanije da bude profitabilna i da ostvari povraćaj za njene stejkholdere.
LL@(3194) The legal dimension illustrates organisational responsibility to abide by legal standards and regulations. => Pravna dimenzija odražava odgovornost organizacije da se ponaša po zakonskim normama i propisima.
LL@(3195) The ethical dimension refers to developing codes of ethics, ethical norms, and values such as honesty particularly in relationships with customers and employees. => Etička dimenzija se odnosi na razvijanje kodeksa etike, etičkih normi i vrednosti kao što je poštenje, posebno u odnosima sa potrošačima i sa zaposlenima.
LL@(3196) The discretionary responsibility includes any voluntary or philanthropic deeds carried out by the organization to contribute to the good of society. => Diskreciona odgovornost obuhvata svaki voljni ili filantropski postupak organizacije kojim se ostvaruje dobrobit za društvo.
LL@(3197) 1. ~~~ According to Petrovic-Lazarevic (2008), corporate social responsibility is a set of principles established by an organisation to meet societal expectations of appropriate business behaviour and achieve best practice through social benefits and advantage. => Prema Petrović-Lazarević (2008), korporativna društvena odgovornost predstavlja skup principa koje organizacija utvrđuje da bi ispunila društvena očekivanja u vezi sa odgovarajućim poslovnim ponašanjem i postigne najbolju praksu putem društvene koristi i održive konkurentske prednosti.
LL@(3198) Accordingly, an organisations corporate social responsibility may be estimated by analysing the following activities: competitive sustainable 2. => Prema tome, korporativna društvena odgovornost jedne organizacije može da se ocenjuje tako što će se analizirati sledeće aktivnosti: ~~~ 1.
LL@(3199) Companys moral obligation to be good citizen and to do the right thing 3. => Moralna obaveza kompanije da bude dobar gra đanin i čini prave stvari. 2.
LL@(3200) Sustainability or meeting the needs of the present without compromising the ability of future generations to meet their own needs 4. => Održivost i zadovoljavanje potreba u sadašnjosti ne dovodeći u pitanje mogućnosti budućih generacija da zadovolje svoje sopstvene potrebe 3.
LL@(3201) Reputation to justify corporate social responsibility initiatives to improving companys image 5. => Ugled kojim se opravdavaju inicijative iz oblasti korporativne društvene odgovornosi za poboljšanje slike kompanije 4.
LL@(3202) External aspects that relate to relationship with suppliers and commitment to local community protection and engagement 6. => Spoljni aspekti koji se odnose na odnose sa dobavljačima i posvećenost zaštiti i obuhvatu lokalne zajednice 5.
LL@(3203) Internal aspects that cover relationship with em ployees and unions 7. => Unutrašnji aspekti koji obuhvataju odnose sa za poslenima i sindikatima 6.
LL@(3204) Accountability and transparency that include commitment to reporting on corporate social responsibility. => Pouzdanost i transparentnost koje uključuju posvećenost kompanije obaveštavanju okruženja o svojoj korporativnoj društvenoj odgovornosti.
LL@(3205) The corporate social responsibility literature has revolved for many years around whether or not the organizations has a duty to society in terms of their impact on it or whether their only duty is to make money for their shareholders (Capaldi, 2005). => Literatura o korporativnoj društvenoj odgovornosti se dugo godina bavila pitanjem da li organizacije imaju dužnosti prema društvu u smislu svog uticaja na društvo ili ne, kao i da li je njihova jedina dužnost da zarađuju novac svojim akcionarima (Capaldi, 2005).
LL@(3206) This debate seems to be less important in current times because of the pressure in the market to take up corporate social responsibility and the societal-backlash towards companies like Enron and others (Capaldi, 2005; Middlemiss, 2002). => Danas ova debata nije toliko značajna zbog pritiska tržišta na organizacije da preuzmu korporativnu društvenu odgovornost i ogorčenja koje društvo pokazuje prema kompanijama kao što su Enron i druge (Capaldi, 2005; Middlemiss, 2002).
LL@(3207) Societal tolerance for companies who do everything possible for profit, no matter how detrimental it might be for the collective good of society, is waning (Kitchin, 2003). => Društvena tolerancija prema kompanijama koje bi učinile bilo šta samo da ostvare profit, bez obzira štetu koju pritom može da pretrpi društvo, polako se kruni (Kitchin, 2003).
LL@(3208) During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and OBrien, 2000). => Uprkos kritikama, korporativna društvena odgovornost je postala široko prihvaćena i primenjena u organizacijama.
LL@(3209) It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985). => 
LL@(3210) Despite of criticism, corporate social responsibility has been widely accepted and applied by organisations. => 
LL@(3211) It has also been supported by the Government. => Dobila je i podršku vlade.
LL@(3212) Since the building and construction industry differs from the other industries, in order to understand how the Governments support to this industry helps to overcome the negative effects of the global economic crisis, the characteristics of the industry are below explained in more details. ~~~ 2.2. => Pošto se građevinska industrija razlikuje od ostalih grana industrije, detaljnije ćemo se pozabaviti njenim karakterstikama, a da bismo razumeli kako i šta vlada čini da joj pomogne da prevaziđe negativne efekte globalne ekonomske krize. 2.
LL@(3213) Building and construction industry Building and construction industry has a reputation of the one of the oldest industries which can significantly contribute to the economic recovery of the country destroyed by political, economic and natural disaster (Petrovic-Lazarevic, 2005). => Građevinska industrija Građevinska industrija slovi kao jedna od najstarijih industrija koja može u značajnoj meri da doprinese ekonomskom oporavku zemlje uništene političkim, ekonomskim ili prirodnim katastrofama (Petrović-Lazarević, 2005).
LL@(3214) Building and construction industry has specific physical nature of the product, the structure of the industry and the organization of the building and construction process (Petrovic-Lazarevic, 2003). => Građevinarstvo se odlikuje specifičnom prirodom proizvoda, strukturom industrije i organizacijom procesa građenja (Petrović-Lazarević).
LL@(3215) The product of building and construction industry is mostly large and expensive and since it is located in a specific geographic area not generally transportable. => Proizvod građevinske industrije je uglavnom velikih dimenzija i skup, lociran u određenoj geografskoj oblasti, i uglavnom ga je teško prenositi.
LL@(3216) Buildings and other structures are usually made to meet the requirements of each customer. => Zgrade i druge građevine obično se grade za zadovoljenje potreba svakog potrošača posebno.
LL@(3217) Three separate groups of people: client, designer and contractor are involved in a building process based on projects. => U procesima zasnovanim na projektima obično učestvuju tri grupe ljudi: klijent, projektant i izvođač radova.
LL@(3218) Each project consists of several organizations subcontractors that operate with its own objectives and pressures. => Svaki projekat obuhvata nekoliko organizacija, podizvođača koje imaju svoje posebne ciljeve i pritiske koje podnose.
LL@(3219) Project manager is in charge of overall costs, time and quality of actions undertaken. => Projektni menadžer je odgovoran za ukupne troškove, vreme i kvalitet preduzetih radova.
LL@(3220) Building and construction industry firms consist of large organizations with usually over 20 employees and small to medium enterprises (with less than 20 employees. => Građevinske firme obuhvataju velike organizacije koje obično imaju više od 20 zaposlenih i mala ili srednja preduzeće sa manje od 20 zaposlenih.
LL@(3221) Large organisations take form of corporation indicating that corporate governance is an applied management style (Petrovic-Lazarevic, 2004). => Velike organizacije prerastaju u korporacije čime pokazuju da korporativno upravljanje predstavlja tip primenjenog menadžmenta (Petrović-Lazarević, 2004).
LL@(3222) Because of the influence of the building and construction industry to the Australian economy, the Australian Government is paying specific attention to support its wellbeing. => Pošto je uticaj građevinske industrije na privredu Australije značajan, australijska vlada posebnu pažnju posvećuje dobrobiti ove privredne grane.
LL@(3223) This paper highlights what the Government has undertaken so far. => U ovom radu opisaćemo šta je vlada učinila do sada. [ta se radi u Australiji?
LL@(3224)  => U istraživanjima koja se poslednjih decenija vrše u ovoj oblasti korporativna društvena odgovornost kao koncept doživela je veliku kritiku (Quazi i OBrien, 2000).
LL@(3225) What is done in Australia? social responsibility, Following Petrovic-Lazarevic (2008) definition of corporate the Australian Government should influence the organisational sustainability and relationship between employers and unions; while the organisations themselves should take care of their reputation to justify corporate social responsibility initiatives to improving their image, relationship with suppliers and commitment to local community protection and engagement, and accountability and transparency that include commitment to reporting on corporate social responsibility. who seemed to be the most eligible to providing the right information not only for Queensland, but Australia as well. => Govorili su da je pogrešno definisana (Preston i Post, 1975), da nema empirijsku podršku niti teorijski integritet (DeFillipi, 1982) i da ju je teško objektivno proučavati (Aupperle i dr., 1985). ~~~ Iz definicije korporativne društvene odgovornosti Petrović-Lazarević (2008) sledi da australijska vlada treba da utiče na organizacionu održivost i odnos između poslodavaca i sindikata, dok same organizacije treba da brinu o svom ugledu kojim garantuju da njihove inicijative u korporativnoj društvenoj odgovornosti poboljšavaju sliku o njima, njihovom odnosu sa dobavljačima i njihovu posvećenost zaštiti i obuhvatu okruženja, i o pouzdanosti i transparentnosti kojom je obuhvaćena njihova volja da obaveštavaju o korporativnoj društvenoj odgovornosti koju primenjuju.
LL@(3226) The influence on relationship between employers and unions pursues through the regulations. => Uticaj na odnose između poslodavaca i sindikata definisan je propisima.
LL@(3227) However, the governmental influence on the organisational sustainability is specifically applied. => Ipak, vlada čini posebne korake da pojača organizacionu održivost.
LL@(3228) This is in particular related to the preservation of a healthy environment. => To se posebno odnosi na očuvanje zdrave životne sredine.
LL@(3229) The United Nations Conference on Environment and Development held in Rio de Janeiro in 1992 is understood as a key activity globally undertaken to support sustainability (International Environmental Law and Policy Series, 1993). => Konferencija Ujedinjenih nacija o životnoj sredini i razvoju održana u Rio de @aneiru 1992. godine smatra se ključnom aktivnošću koja je sprovedena na globalnom planu da bi se obezbedio održivi razvoj (Međunarodni zakon o politici očuvanja životne sredine, 1993).
LL@(3230) The Conference pointed to the relevance of governments participants of the Conference, to establish a national strategy for sustainable development. => Na konferenciji je ukazano na obavezu zemalja učesnica konferencije da utvrde nacionalnu strategiju održivog razvoja.
LL@(3231) It further required to integrate environment and development at the policy, planning and management levels; provide an effective legal and regulatory framework; make effective use of economic instruments and market and other instruments; and establish systems for integrated environmental and economic accounting (International Environmental Law and Policy Series, 1993, Agenda 21:199). => Zahtev je bio da se integriše životna sredina i razvoj na odgovajućem nivou politike, planiranja i upravljanja; da se obezbedi efikasan zakonski i regulatorni okvir, da se efikasno primene ekonomski instrumenti, tržišni i drugi instrumenti i da se uspostave sistemi za integrisanu pouzdanost okruženja i privrede (Međunarodni zakon o politici očuvanja životne sredine, 1993, Agenda 21:199).
LL@(3232) Australia is an example of a few countries whose Government has taken activities to introduce more systematic consideration of the environment prior to the Rio Conference. => Australija pripada nekolicini zemalja čija je vlada razmatrala pitanja životne sredine pre konferencije u Riju.
LL@(3233) In 1989 the Australian Government has initiated a National Strategy for Ecologically Sustainable Development (Houghton, 1998). => Godine 1989. australijska vlada je inicirala Nacionalnu strategiju za ekonomski održivi razvoj (Houghton, 1998).
LL@(3234) The aim of the Strategy was to ensure that sustainable economic, social and environmental developments were achieved by satisfying the needs of the present, without compromising the ability of future generations to meet their needs (Houghton, 1998:1). => Cilj ove strategije bio je da se obezbedi postizanje održivog ekonomskog, društvenog i ekološkog razvoja tako što će se zadovoljiti potrebe u sadašnjosti, ali se neće dovoditi u pitanje mogućnost budućih generacija da zadovoljavaju svoje potrebe (Houghton, 1998:1).
LL@(3235) The ISO 9001 New Quality Standards has been applied in Australia. => U Australiji su primenjeni Novi standardi kvaliteta ISO 9001.
LL@(3236) The Certification to an ISO 9001 standard confirms that formalized business processes are being applied, thus are used as a marketing tool. => Sertifikacija standarda ISO 9001 potvrđuje da su primenjeni formalizovani poslovni procesi i time su postali marketinški alat.
LL@(3237) However, the Standards do not cover the issues relevant to the sustainability or maintenance and preservation of a healthy environment. => Ipak, Standardi ne obuhvataju pitanja značajna za razvoj ili održavanje i očuvanje zdravog okruženja.
LL@(3238) Australia is made of two national territories and six states. => Australiju čine dve nacionalne teritorije i šest država.
LL@(3239) For the purpose of this paper we have drew attention to what has been done for the building and construction industry mostly in Queensland. => U ovom radu mi smo se bavili onim što se čini za građevinarstvo uglavnom u Kvinslendu.
LL@(3240) The reason to choose Queensland was that we have had an immediate access to the real source of actions undertaken, and have interviewed the person Queensland has established the Integrated Planning Act (1999) to protect environment. => Razlog što je odabran Kvinslend je taj što smo u ovom slučaju imali neposredan pristup stvarnim izvorima o preduzetim aktivnostima i obavili smo razgovor sa osobom koja je bila najpozvanija da da pravu informaciju ne samo za Kvinslend, već i za čitavu Australiju.
LL@(3241)  => Sa ciljem da zaštiti životnu sredinu, Kvinslend je doneo Zakon o jedinstvenom planiranju (1999).
LL@(3242) As a result, every development approval has to be in accordance with the Integrated Planning Act. => Tako je svaka dozvola za gradnju morala da bude u skladu sa ovim zakonom.
LL@(3243) Before the Integrated Planning Act, development approval was subject to different building related acts. => Pre Zakona o jedinstvenom planiranju, dozvola za gradnju morala je da bude u skladu i sa još nekoliko zakona koji su se odnosili na građevinarstvo.
LL@(3244) For example, Standard Building Law existed for building work to be designed and constructed in accordance with the structural and other standards; the Environmental Protection Act ensured for environmentally relevant activities were established to minimise the risk of environmental harm occurring (Integrated Planning Act, 1999: 81). => Na primer, Zakon o standardnoj gradnji zahtevao je da se gradnja projektuje i konstruiše u skladu sa građevinskim i drugim standardima; Zakon o zaštiti životne sredine uredio je da aktivnosti značajne za zaštitu okruženja budu sprovedene tako da se rizik štete po životnu sredinu svede na najmanju meru (Zakon o jedinstvenom planiranju, 1999:81).
LL@(3245) With the Integrated Planning Act the common rules were introduced and demarcations between building control matter, planning matter or an environmental authority matter was made clear. => Zakon o jedinstvenom planiranju uveo je neke zajedničke odredbe; odredbe u vezi sa kontrolom gradnje, planiranjem i zaštitom životne sredine postale su sasvim jasne.
LL@(3246) Now the development approval goes through the local governments. => Sada dozvole za gradnju izdaju lokalne vlasti.
LL@(3247) Thus, builders tender must be in accordance with the Integrated Planning Act. => Tako tender za gradnju mora da bude u skladu sa Zakonom o jedinstvenom planiranju.
LL@(3248) For a small business, it is a common knowledge that developers transfer environment regulations to builders to fulfil. => U slučaju malih firmi, opšte je poznato da građevinari prenose odgovornost za zaštitu životne sredine na graditelje.
LL@(3249) In big companies, however, environmental divisions usually exist to ensure activities are undertaken on current environmental topics and relevant information about it is provided. => Međutim, u velikim kompanijama postoje i odeljenja za zaštitu okoline koja se staraju da se aktivnosti preduzimaju po pravilima o zaštiti sredine i o tome obaveštavaju javnost.
LL@(3250) When it comes to public work greater than $250,000.00, building contractors from Queensland, Victoria and New South Wales must satisfy criteria for environmental performance. => Kada se radi o javnim radovima koji prelaze sumu od 250,000 dolara, građevinari iz Kvinslenda, Viktorije i Novog Južnog Velsa moraju da zadovolje kriterijume zaštite životne sredine.
LL@(3251) This is done through the PQC Certificate of Registration (Prequalification PQC, 2003). ~~~ PQC Certificate of Registration (P=pretender; Q=qualification; C=criteria) includes various systems in place such as Environmental Management Standard and quality management related systems. => To čine putem PQC Sertifikata o registraciji (predkvalifikacioni PQC, 2003) PQC sertifikat (P=pretendent; Q=kvalifikacija; C= kriterijum) obuhvata različite sisteme, kao što su Standard o upravljanju životnom sredinom i sistemi koji se odnose na upravljanje kvalitetom.
LL@(3252) The Environmental Management Standard (ISO 14001 EMS) indicates the environmental responsibility. => Standard u upravljanju životnom sredinom (ISO 14001EMS) ukazuje na odgovornost prema životnoj sredini.
LL@(3253) It covers financial, technical, safety and environment criteria that have to be satisfied and submitted with a tender. => On obuhvata finansijske, tehničke kriterijume i kriterijume koji se odnose na bezbednost i životnu sredinu koji se moraju zadovoljiti i podneti zajedno sa tenderom.
LL@(3254) It also implies the application of sustainability practices in an effort to help future generations meet their needs (Petrovic-Lazarevic, 2009). => On takođe podrazumeva i primenu postupaka za održivi razvoj da bi i buduće generacije mogle da zadovoljavaju svoje potrebe (Petrović-Lazarević, 2009).
LL@(3255) Further, the environment criteria are related to health and safety. => Pored toga, kriterijumi o životnoj sredini obuhvataju i zaštitu zdravlja i bezbednost.
LL@(3256) Australian standards AS/NZS 4804:2001, occupational, health and safety management systems and AS/NZS/ISO 14001:2004 EMS, are closely related; both are government endorsed standards designed to guide organizations in establishing healthy working environments, and subsequently providing a framework for the application of metrics to measures, evaluate and improve performance. => Australijski standardi AS/NZS 4804:2001, sistemi upravljanja profesijom, zdravstvenom zaštitom i bezbednošću i AS/NZS/ISO 14001:2004 EMS su tesno povezani. ~~~ I jedne i druge je uspostavila vlada da bi usmerila organizacije da stvaraju zdravo radno okruženje i time stvore okvire za primenu mera kojima se meri, procenjuje i poboljšava učinak.
LL@(3257) However, they are not equally applied all over Australia. => Oni se, ipak, ne primenjuju na isti način svuda u Australiji.
LL@(3258) Hence, state and federal regulations of occupational, health and safety measures differ. => Tako se federalni propisi o profesiji, zdravstvenoj zaštiti i bezbednosti razlikuju.
LL@(3259) They need to be rectified in order to improve the industrys occupational, health and safety performance (Petrovic-Lazarevic et al, 2007). => Oni se moraju popraviti da bi se poboljšao učinak u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu (Petrović-Lazarević i dr., 2007).
LL@(3260) There is also a need to improve sub-contractors safety and have intensified on-going government, building and construction industry and union communication and collaboration, at both state and federal levels (Cole, 2003). => Takođe je potrebno poboljšati bezbednost podizvođača i uspostaviti stalnu komunikaciju i saradnju između vlade, građevinske industrije i sindikata, kako na državnom, tako i na saveznom nivou (Cole, 2003).
LL@(3261) At present a significant difference in legislature between the states exists; there is no national cohesiveness concerning occupational, health and safety; and the trust between industry management and the builders unions is low (Petrovic-Lazarevic, 2009). => U ovom trenutku postoje velike razlike u zakonodavstvu između saveznih država, a poverenje između uprave u ovoj grani i sindikata u ovoj oblasti je na niskom nivou (Petrović-Lazarević, 2009).
LL@(3262) Further, it has been researched and found that the tripartite communication (government, industry, union) needs to be implemented in the Australian building and construction industry (Petrovic-Lazarevic, 2009). => Pored toga, istraživanja su pokazala da je u građevinsku industriju u Australiji potrebno uvesti tripartitnu komunikaciju (vlada, industrija, sindikati).
LL@(3263) The federal government should take actions by setting unified national occupational, health and safety policy guidelines for the states. => Savezna vlada bi trebalo da da direktive kojima će regulisati nacionalnu politiku za profesiju, zdravstvenu zaštitu i bezbednost za sve države.
LL@(3264) The industry should pursue occupational, health and safety measures with clear responsibility and accountability for both managers and workers, and implementation of on-going occupational, health and safety training and education. => Privredna delatnost mora da poštuje mere za profesionalnu i zdravstvenu zaštitu i bezbednost na radu, a jasno se definiše da odgovornost za to snose i menadžeri i radnici, kao i za stalno obrazovanje i obuku u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu.
LL@(3265) The role of the union would be to lead dialogue with government and industry in the development of detailed occupational, health and safety strategies. => Uloga sindikata bila bi da vodi dijalog sa vladom i sa ovom privrednom granom i razvije detaljne strategije profesije, zdravstvene zaštite i bezbednosti na radu.
LL@(3266) In accordance with the Rio Conference 1992, the Sydney Olympic Games 2002 were proclaimed as green games. => U skladu sa konferencijom u Riju 1992. godine Olimpijske igre u Sidneju 2002. godine proglašene su zelenim igrama.
LL@(3267) That is, building companies that were involved with building Olympic Games objects had to satisfy criteria relevant to Environmental Management. => To znači da su građevinske kompanije koje su gradile sportske objekte za Olimpijske igre morale da zadovolje kriterijume upravljanja životnom sredinom.
LL@(3268) The Green Building Council Australia was established in 2002, for encouraging the adoption of green building practices... by promoting green building programs, technologies, design practices and operations as well as the integration of green building initiatives into mainstream design, construction and operation of building (Green Building Council Australia,2002: 1). => Savet za ekološku gradnju Australije uspostavljen je 2002. godine u cilju podsticanja usvajanja prakse zelene (ekološke) gradnje ... promocijom programa, tehnologije, projektovanja i operacija zelene gradnje kao i ujedinjenjem inicijativa zelene gradnje u jedan zajednički sistem projektovanja, gradnje i rada u građevinarstvu (Savet za ekološku gradnju Australije, 2002:1).
LL@(3269) Additional effort that the Australian Government has done in order to raise national awareness of sustainability was the proclamation of 2004 as the Year of the Built Environment (Built Environment - Curriculum Context, 2004). => Da bi podigla nacionalnu svest o održivosti, australijska vlada je učinila još nešto: proglasila je 2004. godinu Godinom izgrađene životne sredine širom Australije (Izgrađena sredina kontekst plana i sadržaja, 2004).
LL@(3270) It was along with the request of Rio Conference 1992 to establish a national strategy for sustainable development. across Australia Finally, to maintain and improve the quality of life by protection of natural resources, fostering resource-efficiency (General Environment, 2008), and to avoid preventable illnesses which are directly caused by environmental factors (World Health Organization, 2009) such as exposures to physical, chemical and biological risk factors The National Association of Testing Authorities (NATA, 2005) has been established. => To je bilo u skladu sa zahtevima konferencije u Riju za uspostavljanjem nacionalne strategije održivog rasta. ~~~ Konačno, u cilju održavanja i poboljšanja kvaliteta života putem zaštite prirodnih resursa, podsticanja efikasnosti u korišćenju resursa (Opšte okruženje, 2008) i u cilju sprečavanja bolesti izazvanih faktorom životne sredine, koje se inače mogu sprečiti (Svetska zdravstvena organizacija, 2009), kao što je izloženost fizičkim, hemij skim i biološkim faktorima rizika uspostavljena je Nacionalna asocijacija za proveru (NATA, 2005).
LL@(3271) NATA is Australias national laboratory accreditation authority that recognizes and promotes facilities competent in specific types of testing, measurement, inspection and calibration (NATA, 2005: 1). => NATA je australijska nacionalna služba za akreditaciju koja uvažava i unapređuje mogućnosti i načine koji se primenjuju u specifičnim tipovima testiranja, merenja, provere i kalibriranja (NATA, 2005:1).
LL@(3272) It operates through the Environmental Management Standard, quality management, occupational, health and safety measures. => Funkcioniše primenom Standarda upravljanja životnom sredinom (EMS), upravljanja kvalitetom, i mera za profesionalnu i zdravstvenu zaštitu i bezbednost na radnom mestu.
LL@(3273) It prevents use of material dangerous both for humans and environment. => Ona sprečava korišćenje materijala koji su štetni i za ljude i za životnu sredinu.
LL@(3274) For example, soil sulphate does not directly influence human but through environment it does. => Na primer, so sumporne kiseline iz zemljišta nema neposredno dejstvo na ljude, ali njen uticaj preko životne sredine i te kako postoji.
LL@(3275) Conclusions After the United Nations Conference held in Rio in 1999, the Australian government is paying a significant attention to provide framework for the Australian building and construction industry organisations to be socially responsible. => Zaključak Nakon Konferencije Ujedinjenih nacija održane u Rio de @aneiru, 1999. australijska vlada je učinila značajne korake da stvori okvir u kojem bi australijske građevinske kompanije poslovale na društveno odgovoran način.
LL@(3276) Apart of introduction of Integrated Planning Act in 1999, declaration of Sydney Green Games in 2003, proclamation of year as 2004 as a Year of the Built Environment across Australia, the PQC Certificate of Registration for public work, and NATA - it seems the Government still has some additional work to do in terms of occupational, health and safety regulations. => Pored Zakona o jedinstvenom planiranju donetog 1999. godine, deklaracije o Olimpijskim igrama u Sidneju 2003. godine, proglašavanja 2004. godine godinom izgrađene životne sredine širom Australije, PQC Sertifikata o registraciji za javne radove i NATA izgleda da vlada ima još toga da poradi u smislu propisa o profesionalnoj i zdravstvenoj zaštiti i bezbednosti na radu.
LL@(3277) All of that points to the Australian Government determination to support corporate social responsibility of organisations in the building and construction industry. => Sve ovo ukazuje na čvrstu volju australijske vlade da podrži korporativnu društvenu odgovornost organizacija u građevinarstvu.
LL@(3278) It remains to the organisations to further invest in their relationship with the environment through corporate social responsibility as being indicated by Kitchin (2003). => Na ovim organizacijama je da dalje investiraju u odnose sa okruženjem putem korporativne društvene odgovornosti kako je to pokazao Kitchin (2003).
LL@(3279) By undertaking socially responsible actions corporations have higher chances to gain competitive advantage; thus supporting Rex and Baumanns (2007) statement. => Prduzimanjem aktivnosti sa društvenom odgovornošću korporacije će imati veće šanse da postignu konkurentnu prednost, čime se dokazuje i tvrdnja koju iznose Rex i Baumann (2007).
LL@(3280) With the Australian building and construction industry corporations maintaining and further developing their business, it seems there is more chance to minimise negative effects of the global economic crisis. => Ako australijska građevinska industrija održava i dalje razvija poslovanje, veće su i mogućnosti da se negativni efekti globalne ekonomske krize svedu na najmanju meru.
LL@(3281) Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations. => 
LL@(3282) (The authors are grateful to Mr Frank Ellison, Quality Assurance and Environment, Watpac Construction Australia for his help in finding the adequate information and constructive suggestions of how to improve the paper.) => 
LL@(3283) REFERENCES Š1Ë Aupperle, K.E., Carroll, A.B., and Hatfield, J.D. (1985) ~~~ An empirical examination of the relationship between corporate social responsibility and profitability, Academy of Management Journal, 28 (2): 446-463. => Dalja istraživanja trebalo bi da se usredsrede na merenje uticaja korporativne društvene odgovornosti na poslovne rezultate korporacija u oblasti građevinarstva. (Autori ovim putem zahvaljuju g. Frank Ellison-u iz Quality Assurance and Environment, Watpac Construction Australia za pomoć u prikupljanju odgovarajućih informacija i za konstruktivne predloge u vezi sa poboljšanjem ovoga rada.) LITERATURA Š1Ë Aupperle, K.E., Carroll, A.B., and Hatfield, J.D. (1985) An empirical examination of the relationship between corporate social responsibility and profitability, Academy of Management Journal, 28 (2):
LL@(3284) Š2Ë Blumenthal, D. and Bergstrom, A.J. (2002) => 446-463. Š2Ë Blumenthal, D. and Bergstrom, A.J. (2002) Brand councils that care:
LL@(3285) Brand councils that care: Towards the convergence of branding and corporate social responsibility, Brand Management, 10 (4): 327-341. => Towards the convergence of branding and corporate social responsibility, Brand Management, 10 (4):
LL@(3286) Š3Ë Bowen, H.R. (1953), Social Responsibilities of the Businessman, New York: Harper & Row. => 327-341. Š3Ë Bowen, H.R. (1953), Social Responsibilities of the Businessman, New York:
LL@(3287) Š4Ë Built Environment - Curriculum Context (2004), http://www.det.wa.edu.au/education/cmis/eval/ curriculum/pathfinders/ybe/index.htm, Assesses 19/01/2009. => 
LL@(3288) Š5Ë Capaldi, N. (2005) => Harper & Row.
LL@(3289) Corporate social responsi bility and the bottom line, International Journal of Social Economics, 32 (5): 408-423. => Š4Ë Built Environment - Curriculum Context (2004), http://www.det.wa.edu.au/education/cmis/eval/curriculum/pathfinders/ybe/index.htm, Assesses 19/01/2009. Š5Ë Capaldi, N. (2005) Corporate social responsibility and the bottom line, International Journal of Social Economics, 32 (5):
LL@(3290) Š6Ë Carroll, A.B. (1991) => 408-423. Š6Ë Carroll, A.B. (1991) Corporate social performance measurement:
LL@(3291) Corporate social perform ance measurement: A comment on methods for evaluating an elusive construct, in L.E. Post (ed.), Research in Corporate Social Performance and Policy, (12): 385-401. => A comment on methods for evaluating an elusive construct, in L.E. Post (ed.), Research in Corporate Social Performance and Policy, (12):
LL@(3292) Š7Ë Cole, R. (2003) => 385-401. Š7Ë Cole, R. (2003) Reform of Occupational Health and Safety:
LL@(3293) Reform of Occupational Health and Safety: Volume 6, Final Report of the Royal Commission into the Building and Construction Industry, February, Construction Safety Alliance (2003) Analysis of Safety Programs of 16 Large Construction Companies, Online, available at https://engineering.purdue.edu/CSA/publications/FallPotts; Assessed 17/09/2007. ~~~ Š8Ë Crowther, D. (2000) => Volume 6, Final Report of the Royal Commission into the Building and Construction Industry, February, Construction Safety Alliance (2003) Analysis of Safety Programs of 16 Large Construction Companies, Online, available at https://engineering.purdue.edu/CSA/publications/FallPotts; Assessed 17/09/2007. Š8Ë Crowther, D. (2000) The dialects of corporate value management, in Arnold, G. and Davis, M. (Eds), Value Based Management:
LL@(3294) The dialects of corporate value management, in Arnold, G. and Davis, M. (Eds), Value Based Management: Context and Application, Wiley, Chicester: 105-132. => Context and Application, Wiley, Chicester:
LL@(3295) Š9Ë DeFillipi, R.J. (1982) ~~~ Conceptual framework and strategies for corporate social involvement research, in L.E. Preston (ed.), Research in Corporate Social Performance and Policy, JAI Press, Greenwich, Connecticut, No. 4. => 105-132. Š9Ë DeFillipi, R.J. (1982) Conceptual framework and strategies for corporate social involvement research, in L.E. Preston (ed.), Research in Corporate Social Performance and Policy, JAI Press, Greenwich, Connecticut, No. 4.
LL@(3296) Š10Ë General Environment (2008) http://ec.eu ropa.eu/dgs/environment/index_en.htm; Assessed 19/01/2009. => 
LL@(3297) Š11Ë Hart, S. (1995) ~~~ A natural resource based view of the firm, Academy of Management Review, 20 (4): 986-1014. => Š10Ë General Environment (2008) http://ec.europa.eu/dgs/environment/index_en.htm; Assessed 19/01/2009. Š11Ë Hart, S. (1995) A natural resource based view of the firm, Academy of Management Review, 20 (4):
LL@(3298) Š12Ë Green Building Council Australia (2002),http://www.gbca.org.au/; Assessed 19/01/2009. ~~~ Š13Ë Hillebrandt, P.M. (1985) => 986-1014. Š12Ë Green Building Council Australia (2002),http://www.gbca.org.au/; Assessed 19/01/2009. Š13Ë Hillebrandt, P.M. (1985) Economic Theory and the Construction Industry, Macmillan, Houndmills.
LL@(3299) Economic Theory and the Construction Industry, Macmillan, Houndmills. ~~~ Š14Ë Houghton, N. (1998) => Š14Ë Houghton, N. (1998) Ecologically Sustainable Development: indicators and decision processes, Research Report No.319.
LL@(3300) Ecologically Sustainable Development: indicators and decision processes, Research Report No.319.63, ARRB Transport Research Ltd, Vermont, Australia. => ARRB Transport Research Ltd, Vermont, Australia.
LL@(3301) Š15Ë Integrated Planning Act (1999) http://www.dip.qld.gov.au/ipa; Assessed 18/01/2009. ~~~ Š16Ë International Environmental Law and Policy Series (1993) The Earth Summit: the United Nations Conference on Environment and Development, Graham & Trotman/Martinus Nijhoff, London. => Š15Ë Integrated Planning Act (1999) http://www.dip.qld.gov.au/ipa; Assessed 18/01/2009. Š16Ë International Environmental Law and Policy Series (1993) The Earth Summit: the United Nations Conference on Environment and Development, Graham & Trotman/Martinus Nijhoff, London.
LL@(3302) Š17Ë Johri, L.M., and Sahasakmontri, K. (1998) ~~~ Green marketing of cosmetics and toiletries in Thailand, Journal of Consumer Marketing, 15 (3): 265-282. => Š17Ë Johri, L.M., and Sahasakmontri, K. (1998) Green marketing of cosmetics and toiletries in Thailand, Journal of Consumer Marketing, 15 (3):
LL@(3303) Š18Ë Kitchin, T. (2003) => 265-282. Š18Ë Kitchin, T. (2003) Corporate social responsibility:
LL@(3304) Corporate social responsi bility: A brand explanation, Brand Management, 10 (4-5): 312-326. => A brand explanation, Brand Management, 10 (4-5):
LL@(3305) Š19Ë Langerak, F. (1998) ~~~ Exploratory results on the antecedents and consequences of green marketing, Journal of Market Research Society, 40 (4): 323-333. => 312-326. Š19Ë Langerak, F. (1998) Exploratory results on the antecedents and consequences of green marketing, Journal of Market Research Society, 40 (4):
LL@(3306) Š20Ë Luo, X. and Bhattacharya, C.B. (2006) ~~~ Corporate social responsibility, customer satisfaction and market value, Journal of Marketing, 70 (3): 1-18. => 323-333. Š20Ë Luo, X. and Bhattacharya, C.B. (2006) Corporate social responsibility, customer satisfaction and market value, Journal of Marketing, 70 (3):
LL@(3307) Š21Ë Maignan, I. (2001) => 1-18. Š21Ë Maignan, I. (2001) Consumers perception of corporate social responsibilities:
LL@(3308) Consumers perception of corporate social responsibilities: A cross-cultural comparison, Journal of Business Ethics, 30 (1): 57-72. => A cross-cultural comparison, Journal of Business Ethics, 30 (1):
LL@(3309) Š22Ë Middlemiss, N. (2002) => 57-72. Š22Ë Middlemiss, N. (2002) Authentic not cosmetic:
LL@(3310) Authentic not cosmetic: CSR as brand enhancement, Brand Management, 10 (4-5): 353-361. => CSR as brand enhancement, Brand Management, 10 (4-5):
LL@(3311) Š23Ë Mohr, L.A., Webb, D.J., and Harris, K.E. (2001) ~~~ Do consumers expect companies to be socially responsible? => 353-361. Š23Ë Mohr, L.A., Webb, D.J., and Harris, K.E. Š34Ë Petrovic-Lazarevic, S. (2002) Challenges of Le (2001) Do consumers expect companies to be socially responsible?
LL@(3312) The impact of corporate social responsibility on buying behaviour, Journal of Consumer Affairs, 35 (1): 45-73. => The impact of corporate social responsibility on buying behaviour, Journal of Consumer Affairs, 35 (1):
LL@(3313) Implementation of Changes in Values, Strategy and Policy, CD Rom, pp. 1418-1427. => 
LL@(3314) Š34Ë Petrovic-Lazarevic, S. (2002) ~~~ Challenges of Leadership in Yugoslav Building and Construction Industry, International Conference of the Global Business and Technology Association, Rome, in N. Delener, C. Chao (eds) Beyond Boundaries, 940-946. ~~~ Š24Ë Morris, S.A. (1997) => 
LL@(3315) Environmental pollution Š35Ë Petrovic-Lazarevic, S., Perry, M. and Rajan, R. and competitive advantage: an exploratory study of U.S. industrial goods manufacturers, Academy of Management Proceedings: 411-415. => 45-73. Š24Ë Morris, S.A. (1997) Environmental pollution and competitive advantage: an exploratory study of U.S. industrial goods manufacturers, Academy of Management Proceedings:
LL@(3316) Š25Ë Nalewaik, A. and Venters, V. (2008) ~~~ Costs and benefits of building green, AACE International Transactions, DEV.02: 1-9. => 411415. Š25Ë Nalewaik, A. and Venters, V. (2008) Costs and benefits of building green, AACE International Transactions, DEV.02:
LL@(3317) Š26Ë NATA (2005) http://www.nata.asn.au; Assessed 19/01/2009. => 
LL@(3318) Š27Ë Orlitzky, M., Schmidt, F.L., and Rynes, S.L. (2003) ~~~ Corporate social and financial performance, Organization Studies, 24 (3): 403-441. => 1-9. Š26Ë NATA (2005) http://www.nata.asn.au; Asses sed 19/01/2009. Š27Ë Orlitzky, M., Schmidt, F.L., and Rynes, S.L. (2003) Corporate social and financial performance, Organization Studies, 24 (3):
LL@(3319) Š28Ë Oyewole, P. (2001), Social costs of environmental justice associated with the practice of green marketing, Journal of Business Ethics, 29 (1): 239-251. => 403-441. Š28Ë Oyewole, P. (2001), Social costs of environmental justice associated with the practice of green marketing, Journal of Business Ethics, 29 (1):
LL@(3320) Š29Ë Petrovic-Lazarevic, S. (2009) ~~~ Good Corporate Citizenship in the Australian Construction Industry, Corporate Governance (forthcoming) Š30Ë Petrovic-Lazarevic, S. (2008) ~~~ The Development of Corporate Social Responsibility in the Australian Construction Industry, Construction Management and Š1Ë Economics, 26(2): 93-101. => 239-251. Š29Ë Petrovic-Lazarevic, S. (2009) Good Corporate Citizenship in the Australian Construction Industry, Corporate Governance (forthcoming) Š30Ë Petrovic-Lazarevic, S. (2008) The Develop ment of Corporate Social Responsibility in the Australian Construction Industry, Construction Management and Economics, 26(2):
LL@(3321) Š31Ë Petrovic-Lazarevic, S. (2005) ~~~ Governance and global effectiveness of the Serbian economy, European Business Review, 17(2): 133-143. => 93101. Š31Ë Petrovic-Lazarevic, S. (2005) Governance and global effectiveness of the Serbian economy, European Business Review, 17(2):
LL@(3322) Š32Ë Petrovic-Lazarevic, S. (2004) ~~~ Corporate Governance in the Building and Construction Industry in Callender, G, Jamieson D, Williams C. (eds.) ~~~ Governance by Accident or Design, Vine Yard Publications Perth, 115-124. => 133-143. Š32Ë Petrovic-Lazarevic, S. (2004) Corporate Go vernance in the Building and Construction Industry in Callender, G, Jamieson D, Williams C. (eds.) Governance by Accident or Design, Vine Yard Publications Perth, 115-124. Š33Ë Petrovic-Lazarevic, S. (2003) Change of Governance as a Key Factor of Adding Value to Serbian Economy, GBATA 2003, International Conference:
LL@(3323) Š33Ë Petrovic-Lazarevic, S. (2003) => Challenging the Frontiers in Global Business and Technology:
LL@(3324) Change of Governance as a Key Factor of Adding Value to Serbian Economy, GBATA 2003, International Conference: Challenging the Frontiers in Global Business and Technology: (2007) Improving Occupational Health and Safety Measures in the Australian Construction Industry, Zagreb International Review of Economics & Business, 10(1): 17-34. => Implementation of Changes in Values, Strategy and Policy, CD Rom, pp. 1418-1427. adership in Yugoslav Building and Construction Industry, International Conference of the Global Business and Technology Association, Rome, in N. Delener, C. Chao (eds) Beyond Boundaries, 940-946. Š35Ë Petrovic-Lazarevic, S., Perry, M. and Rajan, R. (2007) Improving Occupational Health and Safety Measures in the Australian Construction Industry, Zagreb International Review of Economics & Business, 10(1):
LL@(3325) Š36Ë Podnar, K. and Golob, U. (2007) => 17-34. Š36Ë Podnar, K. and Golob, U. (2007) CSR expectations: the focus of corporate marketing, Corporate Communications:
LL@(3326) CSR expecta tions: the focus of corporate marketing, Corporate Communications: An International Journal, 12 (4): 326-340. => An International Journal, 12 (4):
LL@(3327) Š37Ë Prequalification PQC(2003) Š38Ë http://www.publicworks.qld.gov.au/services/pre qual.cfm; Assessed 19/01/2009. ~~~ Š39Ë Preston, L.E. and Post, J.E. (1975) ~~~ Private Management and Policy, Prentice-Hall, Englewood Cliffs. => 326-340. Š37Ë Prequalification PQC(2003) Š38Ë http://www.publicworks.qld.gov.au/servi ces/prequal.cfm; Assessed 19/01/2009. Š39Ë Preston, L.E. and Post, J.E. (1975) Private Management and Policy, Prentice-Hall, Englewood Cliffs.
LL@(3328) Š40Ë Quazi, A.M. and OBrien, D. (2000) ~~~ An empirical test of a cross-national model of corporate social responsibility, Journal of Business Ethics, 25 (1): 33-51. => Š40Ë Quazi, A.M. and OBrien, D. (2000) An empirical test of a cross-national model of corporate social responsibility, Journal of Business Ethics, 25 (1):
LL@(3329) Š41Ë Rex, E. and Baumaann, H. (2007) ~~~ Beyond eco labels: what green marketing can learn from conventional marketing, Journal of Cleaner Production, 15 (6): 567-576. => 33-51. Š41Ë Rex, E. and Baumaann, H. (2007) Beyond eco-labels: what green marketing can learn from conventional marketing, Journal of Cleaner Production, 15 (6):
LL@(3330) Š42Ë Russo, M.V. and Fouts, P.A. (1997) ~~~ A re source-based perspective on corporate environmental performance and profitability, Academy of Management Journal, 40 (3): 534-559. => 567-576. Š42Ë Russo, M.V. and Fouts, P.A. (1997) A resour ce-based perspective on corporate environmental performance and profitability, Academy of Management Journal, 40 (3):
LL@(3331) Š43Ë Waddock, S., and Smith, N. (2000) => 534559. Š43Ë Waddock, S., and Smith, N. (2000) Corporate social responsibility audits:
LL@(3332) Corporate social responsibility audits: Doing well by doing good, Sloan Management Review, 41 (2): 75-83. => Doing well by doing good, Sloan Management Review, 41 (2):
LL@(3333) Š44Ë Walsh, J.P., Weber, K., and Margolis, J.D. (2003) => 75-83. Š44Ë Walsh, J.P., Weber, K., and Margolis, J.D. (2003) Social issues and management:
LL@(3334) Social issues and management: Our lost cause found, Journal of Management, 29 (6): 859-881. => Our lost cause found, Journal of Management, 29 (6):
LL@(3335) Š45Ë World Health Organization (2009) http://www.who.int/phe/en; Assessed 19/01/2009. => 859-881. Š45Ë World Health Organization (2009) http://www.who.int/phe/en; Assessed 19/01/2009.
LL@(3336) Application of Multivariate Analysis Methods in Ranking of the Example of Western Balkan Countries UDC: 339.92(497.11) Milica Bulajić1, Dragana Kragulj2 Faculty of Organizational Sciences, Beograd 1mild¿fon.bg.ac.yu 2kragulj¿fon.bg.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. => Primena metoda multivarijacione analize u rangiranju na primeru zemalja zapadnog Balkana UDK: ~~~ 339.92(497.11) Milica Bulajić1, Dragana Kragulj2 Fakultet organizacionih nauka, Beograd 1mild¿fon.bg.ac.yu 2kragulj¿fon.bg.ac.yu XI internacionalni simpozijum SymOrg 2008. 10.-13. septembar 2008.
LL@(3337) Belgrade, Serbia The aim of the paper is to analyze the regional integration processes in Western Balkan Countries (CEFTA) and their economical and political objectives and results. => Beograd, Srbija Predmet ovog rada su regionalni integracioni procesi u zemljama Zapadnog Balakana (CEFTA) i njihovi ekonomski i politčki ciljevi i rezultati.
LL@(3338) The European Union association processes for the countries of Western Balkan means the performance of numerous economical and political reforms in these countries, as well as the acceptance of the principles embraced in the European Union countries. => Proces pridruživanja Evropskoj uniji zemalja Zapadnog Balkana podrazumeva brojne ekonomske i političke reforme u ovim zemljama i usvajanje principa koji važe u zemljama Evropske unije.
LL@(3339) Western Balkan countries have a lot of predefined goals in front of them to be achieved, with more or less success and with great support from different European Union agencies and institutions. => Zemalje Zapadnog Balkana pred sobom imaju zacrtane smernice i ciljeve koje, sa manje ili više uspeha, podržavane od strane raznih tela i organa Evropske unije, svaka od njih sprovodi u delo.
LL@(3340) On the basis of the estimate of the extent to which the predefined standards are adopted, the countries are progressing on their path towards Europe. => Na osnovu procene dostignutog stepena usvajanja zacrtanih standarda, države se pomeraju na svom putu ka Evropi.
LL@(3341) The data on economic flows in Western Balkan countries will be observed and analyzed in this paper. => U ovom radu će biti posmatrani i analizirani podaci o ekonomskim tokovima u zemljama Zapadnog Balakana.
LL@(3342) The data on achieved macroeconomic goals in observed countries, for the five year time period (from the year 2001 to 2005) will be used as the basis for their ranking. => Podaci o postignutim makroekonomskim ciljevima u posmatranim zemljama, za petogodišnji vremenski period (od 2001. do 2005. godine), poslužiće kao osnova za njihovo rangiranje.
LL@(3343) Multivariate statistical analysis method used in the ranking will be the I-distance. => Metoda multivarijacione ststističke analize koja će se za to kristiti je I-odstojanje.
LL@(3344) As the analysis will be based on a great number of variables, the step preceding I-distance determination will be the principal component analysis. => Zbog velikog broja pokazatelja koji će biti uključeni u analizu, izračunavanju vrednosti I-odstojanja prethodiće analiza glavnih komponenata.
LL@(3345) The obtained I-distance value can be considered as the measure of the achieved degree in the transition process. => Dobijena vrednost I-odstojanja može se posmatrati kao mera dostignutog stepena tranzicionog procesa.
LL@(3346) The data obtained in this analysis will be compared to those obtained in a similar analysis conducted for these same countrie, however, for the period from 2000 to 2003. => Podaci dobijeni u ovoj analizi biće upoređeni sa rezultatima slične analize koja je rađena za iste zemlje, ali za period od 2000. do 2003. godine.
LL@(3347) The changes in the ranks for the countries in the two analyses can be observed as the indicator of dynamics changes in economies of the Western Balkan countries. ~~~ 1. => Promena u rangovima pojedinih zemalja u ove dve analize može se posmatrati kao pokazatelj dinamike promena koje se dešavaju u ekonomijama zemalja Zapadnog Balakana.
LL@(3348) Introduction The integration into the European Union is the major objective for the Western Balkan countries, and in order that this be achieved, it is necessary that these countries conduct economic and political reforms and adopt the basic economic principles embraced by the European Union. => Uvod Pristupanje Evropskoj uniji predstavlja najvažniji cilj za zemlje Zapadnog Balkana, a da bi ga ostvarile neophodno je da sprovodu ekonomske i političke reforme i usvoje bazične ekonomske principe Evropske unije.
LL@(3349) The preparations for the accession of these countries into the European structure is becoming the major priority of the European Union. => Priprema za integraciju ovih zemalja u evropsku strukturu postaje glavni priroritet Evropske unije.
LL@(3350) The path the Western Balkan countries follow in creating and joining other democratic market economies leads via the closer regional integration and the membership in the CEFTA Agreement the integrated multilateral agreement on free trade in Southeastern Europe, the so-called CEFTA 2006. => Put zemalja Zapadnog Balkana ka stvaranju i pridruživanju drugim modernim demokratskim tržišnim privredama vodi preko jačanja regionalne integracije i članstva CEFTA Sporazuma jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi, tzv. Sporazum CEFTA 2006.
LL@(3351) Originally, the CEFTA (the Central European Free Trade agreement) defined the agreement among the Central European countries, however today, it is the agreement that defines the integrated zone of free trade in South-East Europe. => Iako naziv CEFTA (The Central European Free Trade Agreement) opisuje sporazum država Srednje Evrope, danas je to sporazum koji definiše jedinstvenu zonu slobodne trgovine Jugoistočne Evrope.
LL@(3352) Today, the CEFTA is the trade agreement concluded among Albania, Bosnia and Herzegovina, Macedonia, Moldova, Serbia, UNMIK on behalf of Kosovo and Metohija, Croatia and Montenegro. ~~~ 2. => CEFTA danas predstavlja trgovinski sporazum između Albanije, Bosne i Hercegovine, Makedonije, Moldavije, Srbije, UNMIK-a u ime Kosova i Metohije, Hrvatske i Crne Gore.
LL@(3353) The integrated free trade zone agreement The CEFTA was concluded by Poland, Hungary and Czechoslovakia, and at one time the CEFTA members were also Slovenia, Romania and Bulgaria. => Sporazum o jedinstvenoj zoni slobodne trgovine CEFTA-u su osnovale Poljska, Mađarska i Čehoslovačka, a članice CEFTA-e su bile i Slovenija, Rumunija i Bugarska.
LL@(3354) The expansion of the European Union in 2004 and 2007 resulted in Poland, Hungary, the Check Republic, Slovakia, Slovenia, Romania and Bulgaria abandoning this form of trade integration. => Proširenjem Evropske unije 2004. i 2007. godine, Poljska, Mađarska, Češka, Slovačka, Slovenija, Rumunija i Bugarska su napustile ovaj ob lik trgovinske integracije.
LL@(3355) The creation of the regional zone of free trade should aid the Western Balkan countries accomplish their political and economic objectives in a much easier way. => Formiranjem regionalne zone slobodne trgovine, zemlje Zapadnog Balkana bi trebalo da lakše ostvare svoje političke i ekonomske ciljeve.
LL@(3356) The political objectives are reflected, primarily, in the possibility to fasten the process of integration into the European Union as well as integration into the international trade system. => Politički ciljevi se ogledaju, pre svega, u mogućnosti ubrzanja procesa pristupanja Evropskoj uniji i integraciji u međunarodni trgovinski sistem.
LL@(3357) The economic goals are likewise numerous, the outstanding among them being: improving the regional cooperation, further liberalization and facilitation of trade in the region, raising the level of harmonization and improving transparency in business operations, reducing regional differences in the economic development of some economies in the region, attracting foreign direct investments into the Western European countries, etc. => I ekonomski ciljevi su mnogobrojni, a među njima najvažniji: jačanje regionalne saradnje, dalja liberalizacija i olakšavanje trgovine u regionu, povećanje stepena harmonizacije i unapređenje transparentnosti u poslovanju, smanjivanje regionalnih razlika u privrednom razvoju pojedinih ekonomija u regionu, privlačenje stranih direktnih investicija u zemlje Jugoistočne Evrope itd.
LL@(3358) Regardless of the resistance to a closer regional cooperation evident among the Western Balkan countries, the majority agree that the implementation of a multilateral agreement on free trade in South-Eastern Europe will foster the economic growth of the region and accellerate the process of integration of these countries into the european Union. => Iako je bilo otpora tešnjoj regionalnoj saradnji u zemljama Zapadnog Balkana, većina se slaže da će primena jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi podstaći ekonomski razvoj regiona i ubrzati proces pristupanja tih zemalja u Evropsku uniju.
LL@(3359) The CEFTA 2006 Agreement offers vast opportunities and advantages to the countries in the region. => CEFTA Sporazum 2006. pruža ogromne mogućnosti i prednosti zemljama regiona.
LL@(3360) The common market that has so far operated on the basis of 31 bilateral free trade agreements the countries in the region concluded between each other in the past years, turns into an integrated Agreement characterised by Š4Ë: Further liberalization and cancellation of any quantitative limitations (with the exemption of armament and military equipment); The non-discrimination principle (which means that all the products are entitled to equal treatment); The principle of origin (which provides that the CEFTA product is treated as domestic when exported to export markets); Introduction of diagonal cummulation (meaning that the products manufactured in one member country of the Agreement are taken as domestic products, regardless of whether they are partially or fully manufactured in that respective country); The protection and compensation measures are defined in accordance with the World Trade Organization and national legislative regulations. => Zajedničko tržište koje je do sada funkcionisalo na osnovu 31 bilateralna ugovora o slobodnoj trgovini koje su zemlje regiona međusobno zaključile prethodnih godina, prerasta u jedinstven Sporazum koji karakteriše Š4Ë:
LL@(3361) 3. => Dalja liberalizacija i ukidanje svih kvantitativnih ograničenja (osim za naoružanje i vojnu opremu); Princip nediskriminacije (što znači da se svi pro izvodi isto tretiraju); Pravilo o poreklu (što znači da se CEFTA proizvod tretira kao domaći kada se izvozi na strana tržišta); Uvođenje dijagonalne kumulacije (što znači da se proizvodi koji su proizvedeni u jednoj državi članici Sporazuma smatraju za domaće proizvode, bez obzira da li su delimično ili u potpunosti proizvedeni u toj zemlji); Mere zaštite i kompenzatorne mere su definisane u skladu sa pravilima Svetske trgovinske organizacije i nacionalnih zakonodavstava. 3.
LL@(3362) Economic features of the south-eastern Europe region It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process. => Ekonomske karakteristike regiona JIE Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije. ~~~ Jedan od najvažnijih njihovih prioriteta je ulazak u Evropsku uniju.
LL@(3363) In this sense, they have created a market structure in their economies, they conduct structural and institutional reforms and strive for a macroeconomic stability. => U tom smislu, one u svojim ekonomijama stvaraju tržišnu strukturu, sprovode strukturne i institucionalne reforme i teže makroekonomskoj stabilnosti.
LL@(3364) Four macroeconomic indicators are most frequently stressed in both the positive and the normative economies as most important in the assessment of the national economy progress: 1. => I u pozitivnoj i u normativnoj ekonomiji najčešće se ističu četiri makroekonomska pokazatelja kao najznačajnija u oceni uspešnosti nacionalne ekonomije: ~~~ 1.
LL@(3365) A steady growth of the national scope of produc tion; 2. => Stabilan rast nacionalnog obima proizvodnje, 2.
LL@(3366) A low inflation rate; 3. => Niska stopa inflacije, 3.
LL@(3367) A high employment rate; and 4. => Visok nivo zaposlenosti i 4.
LL@(3368) A balanced balance of payment. ~~~ In order that the above quoted objectives be achieved a number of macroeconomic instruments is implemented. => Uravnotežen platni bilans Za postizanje navedenih ciljeva, koristi se više makroekonomskih instrumenata.
LL@(3369) They offer the economic policy creators the opportunity to guide the economic trends in a desired direction. => Oni kreatorima ekonomske politike pružaju mogućnost usmeravanja ekonomskih tokova u željenom pravcu.
LL@(3370) The basic macroeconomic instruments are: an active budget and tax policy, the crediting-monetary policy, the policy of income and prices and the international economic policy. => Osnovni makroekonomski instrumenti su: aktivna budžetsko-poreska politika, kreditno-monetarna politika, politika dohodaka i cena i međunarodna ekonomska politika.
LL@(3371) Each national economy, especially in the transition countries is faced with the problems of defining the economic policy and goals prioritizing. => Svaka nacionalna ekonomija, pogotovo u zemljama u tranziciji, se suočava sa problemima i definisanja ekonomske politike, kao izbora prioritetnih ciljeva.
LL@(3372) The Western Balkan countries are very similar in their features. => Sve zemlje Zapadnog Balkana imaju vrlo slične karakteristike.
LL@(3373) These are small scope economies, insufficiently competitive due to an inadequate adjustment to the European and international standards and norms, with the trade balance and budget deficits and a certain, somewhere high, inflation rate, and especially high unemployment rate. => To su male privrede, nedovoljno konkurentne usled neadekvatne usklađenosti sa evropskim i međunarodnim normama i standardima, sa deficitom trgovinskog bilansa i budžeta i određenom, ponegde visokom stopom inflacije, a naročito, nezaposlenosti.
LL@(3374) They are characterized by an unsatisfactory infrastructure, the working capital is scarce, the grey economy share is high, the standard of living is rather poor. => Infrastruktura im je nezadovoljavajuća, obrtni kapital nedovoljan, učešće sive ekonomije visoko, životni standard nizak.
LL@(3375) The SEC macroeconomic indicators are presented in Table 1. => Makroekonomski pokazatelji zemalja JIE mogu se videti u tabeli 1.
LL@(3376) The data are shown for the CEFTA member countries (Kosovo not included) for a five-year period, from 2001 to 2005, and on the following macroeconomic indicators: Albania B&H Croatia Macedonia Moldova Montenegro Serbia 6.50 4.70 6.00 6.00 5.50 3.50 2.10 3.30 2.20 2.00 14.60 15.88 15.00 14.60 14.20 -7.90 -6.60 -4.90 -4.90 -3.80 4.80 4.20 2.40 8.40 6.20 91.80 19.50 11.70 10.10 16.50 12.20 13.20 14.60 18.50 20.80 -1.40 -4.00 -2.70 -0.30 2.00 -4.10 0.90 2.80 4.10 4.00 5.50 2.30 1.10 -0.40 0.50 30.50 31.90 36.70 37.00 37.30 -7.20 -5.70 -1.10 0.00 . => Za zemlje članice CEFTE (Kosovo nije uključeno) i petogodišnji vremenski period, od 2001. do 2005. godine, dati su podaci o sledećim makro-ekonomskim pokazateljima:
LL@(3377) 4.50 3.80 3.30 6.00 5.50 1.90 -0.20 1.00 0.70 3.60 42.70 42.00 42.00 43.10 44.10 -5.80 -4.00 -2.20 -0.60 0.90 3.80 5.20 4.50 3.80 4.30 4.90 2.20 1.50 2.10 3.30 22.30 22.50 19.50 13.80 12.70 -6.50 -5.20 -4.60 -4.90 -4.10 6.10 7.80 6.60 7.30 7.10 9.80 5.30 11.70 12.50 13.50 1.70 6.80 7.90 8.10 7.30 -0.50 -2.00 0.20 0.40 -0.70 -0.20 1.70 2.30 3.70 4.10 28.00 9.50 6.70 4.30 1.80 19.50 21.60 22.90 22.40 17.00 . ~~~ 1.93 3.16 2.10 3.10 GNP the gross national product (the rate of change compared to the previous year); URC the unemployment rate (percentage of working age population); BUDBAL the budget balance (the gross national income percentage). ~~~ Table 1. => BDP- bruto društveni proizvod (stopa promene u odnosu na prethodnu godinu); KSN- stopa nezaposlenosti (procenat radno sposobnog stanovništva) i BUDBIL- budžetski bilans (procenat bruto nacionalnog dohotka). Albanija BiH 6.50 BDP01 4.70 BDP02 6.00 BDP03 6.00 BDP04 5.50 BDP05 3.50 KSI01 2.10 KSI02 3.30 KSI03 2.20 KSI04 2.00 KSI05 14.60 KSN01 15.88 KSN02 15.00 KSN03 14.60 KSN04 14.20 KSN05 BUDBIL01 -7.90 BUDBIL02 -6.60 BUDBIL03 -4.90 BUDBIL04 -4.90 BUDBIL05 -3.80 4.50 3.80 3.30 6.00 5.50 1.90 -0.20 1.00 0.70 3.60 42.70 42.00 42.00 43.10 44.10 -5.80 -4.00 -2.20 -0.60 0.90 Hrvatska Makedonija Moldavija Crna Gora -0.20 1.70 2.30 3.70 4.10 28.00 9.50 6.70 4.30 1.80 19.50 21.60 22.90 22.40 17.00 . 1.93 3.16 2.10 3.10 3.80 5.20 4.50 3.80 4.30 4.90 2.20 1.50 2.10 3.30 22.30 22.50 19.50 13.80 12.70 -6.50 -5.20 -4.60 -4.90 -4.10 -4.10 0.90 2.80 4.10 4.00 5.50 2.30 1.10 -0.40 0.50 30.50 31.90 36.70 37.00 37.30 -7.20 -5.70 -1.10 0.00 . 6.10 7.80 6.60 7.30 7.10 9.80 5.30 11.70 12.50 13.50 1.70 6.80 7.90 8.10 7.30 -0.50 -2.00 0.20 0.40 -0.70 Srbija 4.80 4.20 2.40 8.40 6.20 91.80 19.50 11.70 10.10 16.50 12.20 13.20 14.60 18.50 20.80 -1.40 -4.00 -2.70 -0.30 2.00 Tabela 1.
LL@(3378) Macroeconomic indicators for the CEFTA member countries GNP01 GNP02 GNP03 GNP04 GNP05 IRC01 IRC02 IRC03 IRC04 IRC05 URC01 URC02 URC03 URC04 URC05 BUDBAL01 BUDBAL02 BUDBAL03 BUDBAL04 BUDBAL05 Although rather similar to one another, the economies of the observed countries do reveal some differences. => Makroekonomski pokazatelji za zemlje potpisnice CEFTA Iako međusobno veoma slične, ekonomije posmatranih zemalja pokazuju i razlike.
LL@(3379) In order that these be observed and presented and in order that the joint impact of the observed indicators upon the transition processes and economic growth be highlighted, a ranking of the countries was conducted using the square I-distance Š1Ë. => Kako bi se one sagledale i prikazale i kako bi se istakao zajednički uticaj posmatranih pokazatelja na tranzicione procese i uspešnost privrede, izvršeno je rangiranje zemalja primenom kvadratnog I-odstojanja Š1Ë.
LL@(3380) This statistical method is based on the need to establish a relation between/among the entities compared and for which the values of a number of indicators are given, all in the easiest possible way. => Ova statistička metoda zasniva se na potrebi da se na što jednostavniji način, primenom jednog sintetičkog pokezatelja, ustanovi odnos između entiteta koji se porede i za koje su date vrednosti više pokazatelja.
LL@(3381) In order to avoid a redundancy in the data and eliminate a mutual correlation of the characteristics observed, the first step in the analysis was the data reduction. => Da bi se izbegla redundansa u podacima i eliminisala uzajamna korelacija posmatranih obeležja, prvi korak u analizi bila je redukcija podataka.
LL@(3382) The technique implemented to examine the correlation between the variables and to eliminate the redundancy, besides the factor analysis, is the principal components analysis (PCA) Š2Ë. => Tehnika koja ispituje korelaciju izmedju promenljivih i uklanja redundansu, uz faktorsku analizu, je analiza glavnih komponenata (AGK)Š2Ë.
LL@(3383) The original data matrix is reduced in that the number of variables describing the unit for observation is reduced. => Prvobitna matrica podataka se redukuje tako što se smanjuje broj promenjljivih kojima se opisuju jedinice posmatranja.
LL@(3384) The new variables are the principal components (PC), each PC representing the entire group of (highly intercorrelated) variables. => Nove promenjljive su glavne komponente (GK) i svaka GK predstavlja celu grupu (medjusobno visoko korelisanih) promenjljivih.
LL@(3385) Each unit of observation is then assigned its value for each principal component (factor scores). => Svaka jedinica posmatranja tada dobija svoju vrednost za svaku glavnu komponentu (faktorski skorovi).
LL@(3386) The new matrix still contains nearly all non-redundant information included in the original matrix. => Nova matrica i dalje sadrži skoro sve neredudantne informacije sadržane u prvobitnoj matrici.
LL@(3387) The principal components are distinguished as linear combinations of the original variables and are not mutually correlated. => Glavne komponente se izdvajaju kao linearne kombinacije originalnih promenjljivih i međusobno su nekorelisane.
LL@(3388) As many principal components can be distinguished as there are original variables, however, the analysis most frequently retains a smaller number in which a majority of original variance is contained. => Može biti izdvojeno onoliko glavnih komponenata koliko ima originalnih promenjljivih, ali se u analizi najčešće zadržava manji broj kojim je obuhvaćen veći deo originalnog varijabiliteta.
LL@(3389) The principal components are arranged according to the falling percentage of variance they contain. => Glavne komponente su uređene po opadajućem procentu varijabiliteta koji obuhvataju. 4.
LL@(3390) 5. ~~~ I-distance application in SEC countries ranking In the analysis presented in this paper, and on the basis of 18 indicators from Table 1 (the budget balance data for the years 2001 and 2005 were not complete, therefore these variables were not included in the analysis), 4 main components are distinguished and retained, thus including the total of 96 percent of the original variance. => Rangiranje zemalja JIE primenom I-odstojanja U okviru analize prikazane u ovom radu, na osnovu 18 pokazatelja iz tabele 1. (podaci za budžetski bilans 2001. i 2005. nisu bili kompletni, pa su ove promenjljive isključene iz analize), izdvojene su i u analizi zadržane 4 glavne komponente, čime je obuhvaćeno ukupno 96% originalnog varijabiliteta.
LL@(3391) The impact of each of the variables included in the analysis upon an individual specified principal component may be observed in the matrix of rotated factor loading. => Uticaj svake promenljive uključene u analizu na pojedinu izdvojenu glavnu komponentu može se sagledati u matrici opterećenja rotiranih faktora.
LL@(3392) The elemnts of this matrix are the coefficients of correlation between the original variables and the principal components retained in the analysis. => Elementi ove matrice su koeficijenti korelacije između originalnih promenjljivih i glavnih komponenata zadržanih u analizi.
LL@(3393) The values of the matrix elements, higher in absolute values, signify a higher extent of the variables impact upon the principal component. => Vrednosti elementa matrice, veći po apsolutnoj vrednosti, označavaju viši nivo uticaja promenljive na glavnu komponentu.
LL@(3394) On the basis of matrix of rotated factor loading for the data described and analysed in this paper, presented in Table 2, a conclusion can be drawn that in the first principal component, PC1, the unemployment rate indicator impact is predominant. => Na osnovu matrice opterećenja rotiranih faktora za podatke opisane i analizirane u ovom radu, datoj u tabeli 2., može se zaključiti da u prvoj glavnoj komponenti GK 1. dominanira uticaj pokazatelji stope nezaposlenosti.
LL@(3395) The second main component PC2 is dominantly affected by the indicators on the gross national product data, while the PC3 is predominantly affected by the inflation indicators. => Na drugu glavnu komponentu GK 2. dominantni uticaj imaju pokazatelji o kretanju bruto društvenog proizvoda, dok na GK 3. najviše utiču pokazatelji inflacije.
LL@(3396) The predominant impact upon the fourth principal component PC4 is the one of the budget balance indicators (BUDGBAL). => Za četvrtu glavnu komponentu GK 4. je dominantan uticaj pokazatelja o budžetskom bilansu (BUDBIL).
LL@(3397) Component Table 2. => Tabela 2.
LL@(3398) The factor loading matrix The values of linear combinations (scores) for the countries subject to this analysis are calculated for each principal component. ~~~ The values of the scores are presented in Table 3. ~~~ PC 1. ~~~ PC 2. ~~~ PC 3. => Matrica faktorskih opterećenja Za države koje su obuhvaćene ovom analizom izračunate su vrednosti linearnih kombinacija (skorova) za svaku glavnu komponentu.
LL@(3399) PC 4. ~~~ Albania B&H -0.62391 1.8154 -0.00443 0.77483 -0.53567 -0.62875 -1.21536 0.00713 Croatia Macedonia Moldova Montenegro Serbia -0.64151 0.87862 -0.0586 0.68713 -0.98362 -0.75765 2.13387 -0.40962 -0.00204 -1.03228 0.0618 -0.32163 -0.99295 1.43525 -0.74846 0.91542 -0.37706 -1.15152 0.19068 1.58492 Table 3. => Vrednosti skorova dati su u tabeli 3. Albanija BiH GK 1. GK 2. GK 3. GK 4. -0.62391 -0.00443 -0.53567 -1.21536 1.8154 0.77483 -0.62875 0.00713 -0.64151 -0.75765 -0.40962 -1.03228 Hrvatska Makedonija Moldavija Crna Gora -0.37706 -0.0586 -1.15152 0.68713 2.13387 0.19068 1.58492 -0.32163 -0.99295 1.43525 -0.74846 0.91542 Tabla 3.
LL@(3400) Scores for the principal components The scores obtained in this step of the analysis served as basis for determining the value of the square I-distance for each country observed. => Skorovi za glavne komponente 0.87862 -0.98362 -0.00204 0.0618 Srbija Skorovi dobijeni u ovom koraku analze poslužili su kao osnova za određivanje vrednosti kvadratnog I-odstojanja za svaku zemlju koja je posmatrana.
LL@(3401) The final result of this step is the ranking list presented in Table 4. => Kao konačni rezultat ovog koraka analize, formirana je rang lista prikazana u tabeli 4.
LL@(3402) The appropriate values of the I-distance are given in this same table. => Odgovarajuće vrednosti kvadratnog Iodstojanja su date u istoj tabeli.
LL@(3403) Both steps of the analysis described are conducted within the statistics package SPSS Š6Ë. => Oba koraka opisane analize izvršena su u okviru statističkog paketa SPSS Š6Ë.
LL@(3404) The obtained I-distance values represent the measure of similarities and differences between the countries observed, on the basis of the economic indicators presented in Table 1. ~~~ The I-distance can also be viewed as an indicator of the transition level achieved. => Dobijene vrednosti I-odstojanja predstavljaju ²meru² sličnosti i razlika između posmatranih zemalja, na osnovu navedenih ekonomskih pokazatelja iz tabele 1. I-odstojanje se može posmatrati i kao pokazatelj dostignutog nivoa tranzicije.
LL@(3405) On the basis of the occasional sharp rise of the distance it is clear that the countries are classed into three groups. => Na osnovu povremenog naglog rasta odstojanja, može se uočiti da se zemlje grupišu u tri grupe.
LL@(3406) The lowest value of the distance is in the case of Croatia, followed by Albania. => Najmanju vrednost odstojanja ima Hrvatska, koju sledi Albanija.
LL@(3407) These two countries reveal a significantly lower value of I-distance compared to the other countries included in the analysis. => Ove dve zemlje imaju značajno manju vrednost I-odstojanja od ostalih zemalja koje su uključene u analizu.
LL@(3408) Macedonia and Montenegro are characterized by the average I-distance values, whereas Moldovaa, Bosnia and Herzegovina and Serbia bottom the list, which indicates their lagging in the transitional processes. => Makedonija i Crna Gora imaju prosečne vrednosti I-odstojanja, dok se Moldavija, Bosna i Hercegovina i Srbija nalaze na dnu liste, što ukazuje na njihovo zaostajanje u tranzicionim procesima.
LL@(3409) Rank Country Croatia 1. ~~~ Albania 2. ~~~ Macedonia 3. => Rang Zemlja Hrvatska Albanija 1. 2. 3.
LL@(3410) Montenegro 4. ~~~ Moldova 5. => Makedonija Crna Gora 4. 5.
LL@(3411) Bosnia and 6. => Moldavija 6. 7.
LL@(3412) Herzegovina Serbia 7. ~~~ I-distance 0.42 1.42 5.69 8.52 10.44 12.91 13.59 Table 4. => Bosna i Hercegovina Srbija I-odstojanje 0.42 1.42 5.69 8.52 10.44 12.91 13.59 Tabela 4.
LL@(3413) The ranking of the countries (2001-2005) An analysis similar to the one presented in this paper and based on the analogue indicators for the same region and the four-year period, from 200 to 2003 is described in Š5Ë. => Rang lista zemalja (2001-2005) Analiza slična prikazanoj u ovom radu i zasnovana na analognim pokazateljima za isti region i četvorogodišnji period, od 2000. do 2003. godine, opisana je u Š5Ë.
LL@(3414) The table with the ranks and I-distance values for the countries observed in that analysis is shown in Table 5. => Tabela sa rangovima i vrednostima I-odstojanja za posmatrane zemlje u toj analizi data je u tabeli 5.
LL@(3415) The comparison of the data from Table 4 with those from the Table 5 allows for an insight into the dynamics of the political and economic changes, expressed in the values of the observed macroeconomic indicators in the observed countries of the region. => Poređenjem podataka iz tabele 4. i odgovarajuće tabele 5. može se sagledati i dinamika političko-ekonomskih promena, iskazanih u vrednostima posmatranih makroekonomskih pokazatelja, u posmatranim zemljama regiona.
LL@(3416) I-distance Rank Country 1.13 Bulgaria 2.91 Romania Albania 3.49 Serbia and Montenegro 4.74 5.16 Croatia 5.25 Bosnia & Hercegovina 5.33 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. => Rang Zemlja I-odstojanje Bugarska 1.13 Rumunija 2.91 Albanija 3.49 Srbija i Crna Gora 4.74 Hrvatska 5.16 Bosna i Hercegovina 5.25 Makedonija 5.33 1. 2. 3. 4. 5. 6. 7.
LL@(3417) Macedonia Tabela 5. ~~~ Š5Ë Rang lista zemalja (2000-2003) Bulgaria and Romania have been the members of the EU since 2007, Serbia and Montenegro became two separate independent countries (2006), and the sequence in the ranking lists based on the square I-distance is changed. => Tabela 5. Š5Ë Rang lista zemalja (2000-2003) Od 2007. godine Bugarska i Rumunija su članice EU, Srbija i Crna Gora su samostalne države (2006), a redosled na rang listama baziranim na kvadratnom I-odstojanju je izmenjen.
LL@(3418) Macedonia, the last in the 2004 ranking, is now positioned immediately following Croatia and Albania, while Serbia is at the bottom of the list in 2007. => Makedonija, koja je u rangiranju 2004. bila poslednja, sada se nalazi odmah iza Hrvatske i Albanije, dok je Srbija 2007. godine na poslednjem mestu.
LL@(3419) On the basis of the above quoted changes we can draw the conclusion that Croatia and Macedonia had an accellerated transition path; Montenegro followed the pace it had while it was one country with Serbia, whereas Serbia slowed down its processes and, together with Bosnia and Herzegovina, came bottom of the list of the observed countries of the region. => Na osnovu navedenih promena se može zaključiti da su Hrvatska i Makedonija imale ubrzan tranzicioni put, Crna Gora je nastavila tempom koji je imala u zajednici sa Srbijom, dok je Srbija usporila svoje procese i, sa Bosnom i Hercegovinom, našla se na dnu liste posmatranih zemalja regiona.
LL@(3420) The leading position of Bulgaria and Romania in the list in Table 5 and the fact that in the meantime these two countries became members of the European Union, as well as the high position of Croatia on the list in Table 4 may only highlight the importance of a succesful conduct of economic reforms in the transition countries, accessing candidates for the European union. ~~~ 6. => Vodeća pozicija Bugarske i Rumunije na list u tabeli 5. i činjenica da su ove države u međuvremenu postale članice Evropske unije, kao i visoka pozicija Hrvatske na rang listi u tabeli 4., može da ukaže na značaj uspešnog sprovođenja ekonomskih reformi u zemljama u tranziciji, kandidatima za prijem u Evropsku uniju. 5.
LL@(3421) The development prospects of the SECs region With the establishment of the macroeconomic stability and the market economy, the SEC reagion that is a vast market of 55 million people is becoming all the more interesting for foreign investors, which will improve the economic structure of those countries as well as their economic growth. => Perspektive razvoja regiona JIE Uspostavljanjem makroekonomske stabilnosti i tržišne privrede, region JIE koji predstavlja ogromno tržište od 55 miliona ljudi postaje sve interesantniji za strane investitore, što poboljšava ekonomsku strukturu tih zemalja i povećava privredni rast.
LL@(3422) The new, integrated multilateral agreement helps create a common legal framework for investing into this region. => Novim jedinstvenim multilateralnim sporazumom stvara se i zajednički pravni okvir za investiranje u ovom regionu.
LL@(3423) The comparative advantages of this region are tourism and major lines of communication (transport). => Komparativne prednosti ovog regiona su: turizam i glavne saobraćajnice (transport).
LL@(3424) The largest foreign direct investments are realized in the industries of telecommunications, textile and leather, beer, tobacco, soft beverages, food and in the banking sectors. => Najveće strane direktne investicije ostvarene su u industriji: telekomunikacija, tekstila i kože, piva, duvana, bezalkoholnih pića, prehrane i u bankarskom sektoru.
LL@(3425) The region is expected to become an investment area for industries specialized in the production of machinery, equipment and automobile parts. => Očekuje se da ovaj region bude investiciono područje za industrije specijalizovane u proizvodnji mašina, opreme i delova za automobile.
LL@(3426) Similarly, an increase in foreign direct investments is anticipated in the industries of food processing, tourism, construction works (infrastructure, communications, roads, railways, …), public companies acquisition (electric power supply, oil, …) and in building new towns. => Isto tako, predviđa se povećanje stranih direktnih investicija u: industriju prerade hrane, turizam, građevinarstvo (izgradnja infrastrukture, saobraćajnica, puteva, železničkih pruga…), kupovinu javnih preduzeća (električna energija, nafta..) i izgradnju gradova.
LL@(3427) The evident problems are the FDI revenues being generally concentrated within the most attractive sectors as well as the scarcity of greenfield investments. => Kao vidljivi problem se ispoljava to što su prilivi SDI uglavnom skoncentrisani u najatraktivnije sektore po zemljama i nedovoljno prisustvo greenfield investicija.
LL@(3428) The inflow of foreign direct investments in this region is mainly the consequence of the privatization process. => Pritok stranih direktnih investicija u ovom regionu je uglavnom posledica procesa privatizacije.
LL@(3429) The free trade zone of the Western Balkans is expected to earn numerous favourable economic and political ef fects upon the economies of the countries of the region. => Formiranjem zone slobodne trgovine Zapadnog Balkana očekuju se brojni pozitivni ekonomski i politički efekti na privrede zemalja regiona.
LL@(3430) The outstanding among them are the following: the free flow of goods, people, capital, and services among the countries of the region; the increase in the scope of exchange among the countries of the region and improved exports and imports; the increase in the productivity and efficiency of their economies due to higher competition; the improvement of production cooperation among the countries in the region towards the larger placements on the third markets; taking all the advantages of the extended scope of economy; attracting foreign direct investments, especially greenfield investments; fostering investments among the countries in the region and also joint investments of these countries in third countries; a considerably easier and less expensive customers access to a higher quality products; harmonization of legislation in these countries; a prompter accession to the EU and the WTO (for the non-member countries Bosnia and Herzegovina, Serbia and Montenegro); the political stability in the region and positive results concerning the safety of the Balkans, etc. => Najznačajniji su: omogućavanje slobodnog protoka roba, ljudi, kapitala i usluga u okviru zemalja regiona; povećanje obima razmene između zemalja regiona i poboljšanje strukture izvoza i uvoza; povećanje produktivnosti i efika snosti privreda usled pojačane konkurencije; poboljšanje proizvodne kooperacije između zemalja regiona u cilju povećanja plasmana na treća tržišta; korišćenje svih prednosti ekonomije proširenog obima; privlačenje stranih direktnih investicija, posebno, greenfield investicija; podsticanje investicija između zemalja u regionu, a takođe, i zajedničkih investicija u trećim zemljama; znatno lakši i jeftiniji pristup kvalitetnijim proizvodima svih potrošača; harmonizacija zakonodavstva u zemljama regiona; brži ulazak u EU i STO (za zemlje koje nisu članice Bosna i Hercegovina, Srbija i Crna Gora); politička stabilnost u regionu i pozitivne posledice na bezbednost Balkana itd.
LL@(3431) Š9Ë 7. => Š9Ë 6.
LL@(3432) Conclusion Similar in characteristics as well as in goals, the transition processes under way in the CEFTA member countries, however, do reveal differences. => Zaključak Iako slični i sa istim ciljem, tranzicioni procesi koji se odvijaju u zemljama potpisnicama CEFTA pokazuju razlike.
LL@(3433) The analysis described in this paper was meant to highlight these. => Anliza opisana u ovom radu, upravo ukazuje na njih.
LL@(3434) It is important to get a deep insight into the political processes going on in these countries, in addition to the economic ones, as their impact can by no means be neglected. => Uz ekonomske, potrebno je sagledati i političke aspekte procesa koji se odvijaju u ovim zemljama, a koji imaju nesumnjiv uticaj.
LL@(3435) The European Union strongly supports the countries of the region, both in their individual efforts on the transition path and in the regional relations. ~~~ 8. => Evropska unija snažno podržava zemlje regiona, kako u njihovim individualnim naporima na putu tranzicije, tako i u regionalnom povezivanju. 7.
LL@(3436) REFERENCE Š1Ë Ivanović B., Teorija klasifikacije, Institut za ekonomiku i industriju, Beograd, 1977. => 
LL@(3437) Š2Ë Kovačić Z., Multivarijaciona analiza, Ekonomski fakultet, Beograd, 1998. ~~~ Š3Ë Kragulj D., Jednak S., Bulajić M., Investment climate and Foreign Direct Investments in New Members States and South East European Countries, The World Bank and Ministry of Economy and Finance of Greece, conference Structuring Regulatory Frameworks for Dynamic and Competitive South Eastern European Markets, Athens, Greece, december 2006. ~~~ Š4Ë Kragulj D., Jednak S., CEFTA i strane direktne investicije, XI Internacionalni simpozijum iz projektnog menadžmenta, Zbornik radova: Projektni menadžer-profesija budućnosti, YUPMA, Zlatibor, 6-8 jun 2007. => LITERATURA Š1Ë Ivanović B., Teorija klasifikacije, Institut za ekonomiku i industriju, Beograd, 1977. Š2Ë Kovačić Z., Multivarijaciona analiza, Ekonom ski fakultet, Beograd, 1998. Š3Ë Kragulj D., Jednak S., Bulajić M., Investment climate and Foreign Direct Investments in New Members States and South East European Countries, The World Bank and Ministry of Economy and Finance of Greece, conference Structuring Regulatory Frameworks for Dynamic and Competitive South Eastern European Markets, Athens, Greece, december 2006. Š4Ë Kragulj D., Jednak S., CEFTA i strane direktne investicije, XI Internacionalni simpozijum iz projektnog menadžmenta, Zbornik radova:
LL@(3438) Š5Ë Kragulj, D., Delić, M., Procena ekonomskih tokova u zemljama Jugoistočne Evrope primenom I-odstojanja; 31. => Projektni menadžer-profesija budućnosti, YUPMA, Zlatibor, 6-8 jun 2007. Š5Ë Kragulj, D., Delić, M., Procena ekonomskih to kova u zemljama Jugoistočne Evrope primenom I-odstojanja; 31.
LL@(3439) Simpozijum o operacionim istraživanjima SYM-OP-IS 2004; Zbornik radova 5 - 8; Iriški Venac; 14.09.17.10.2004. => Simpozijum o operacionim istraživanjima SYM-OP-IS 2004; Zbornik radova 5 - 8; Iriški Venac; 14.09.-17.10.2004.
LL@(3440) Š6Ë Norusis M.J., SPSS/PC+ V4.0 Advanced Statistics V 2.0, SPSS Inc, Chicago. => Š6Ë Norusis M.J., SPSS/PC+ V4.0 Advanced Stati stics V 2.0, SPSS Inc, Chicago.
LL@(3441) 1990. => 1990. Š7Ë http://www.mfa.gov.yu/Policy/Multilatera la/EU/analize_e/cards_e.html Š8Ë http://www.ekonomist.co.yu/maga zin/em206/tem/tem1.htm Š9Ë http://ino.komora.net/RegionJIE/CEF TA2006/tabid/1942/Default.aspx Metode komunikacije u G2C poslovanju gradske uprave UDK:
LL@(3442) Š7Ë http://www.mfa.gov.yu/Policy/Multilaterala/EU/anal ize_e/cards_e.html Š8Ë http://www.ekonomist.co.yu/magazin/em206/tem/te m1.htm Š9Ë http://ino.komora.net/RegionJIE/CEFTA2006/tabid /1942/Default.aspx Communication Methods in the City Government G2C Service UDC: 35.077:004.738 mr \orđe Mazinjanin1, mr Zorica Bogdanović2, dr Marijana Despotović 1 PTT Communications Public Company Srbija, Beograd, Srbija 2 Faculty of Organizational Sciences, Beograd, Srbija The subject of work is the analysis of the communication between the government and the citizens in the e-service of the local government. => 35.077:004.738 mr \orđe Mazinjanin 1, mr Zorica Bogdanović2, dr Marijana Despotović 1 Javno preduzeće PTT saobraćaja Srbija, Beograd, Srbija 2 Fakultet organizacionih nauka, Beograd, Srbija U ovom radu razmatra se komunikacija vlade i građana u elektronskom poslovanju gradske uprave.
LL@(3443) Special attention is paid to the specific definition of the city e-government as a set of interactive services adjusted to the citizens needs. => Posebna pažnja je posvećena specifikaciji e-uprave grada kao skupa interaktivnih elektronskih usluga prilagođenih potrebama građana.
LL@(3444) The basic features of this concept are shown and the levels of service from the quality aspect of the service are identified. => Prikazane su osnovne karakteristike takvog koncepta i identifikovani nivoi servisa sa aspekta kvaliteta usluga.
LL@(3445) Special attention, too, is devoted to the interaction of varied communication methods into a unique, efficient e-government system of the City of Belgrade. => Posebna pažnja posvećena je integraciji različitih metoda komunikacije u jedinstveni efikasni sistem e-uprave grada Beograda.
LL@(3446) I. Introduction The reform and the modernization of the state administration based on a widespread implementation of information-communication technology (ICT) is one of key elements of the overall transition of Serbia into a modern information society. => I. Uvod Reforma i modernizacija državne uprave zasnovana na širokoj upotrebi informaciono-komunikacione tehnologije (IKT) predstavlja jedan od ključnih elemenata sveukupne tranzicije Srbije u moderno informaciono društvo.
LL@(3447) The ICT prove to be broadly resourceful as regards the modernization of the state administration and the improvement of the services it offers to the public. => IKT poseduju ogromne mogućnosti u pogledu modernizacije državne uprave i poboljšanja usluga koje ona pruža javnosti.
LL@(3448) The introduction of modern information systems improves the quality of the services as well as the efficiency, transparency, responsibility and effectiveness of the administrations service. => Uvođenje savremenih informacionih sistema povećava kvalitet usluga i poboljšava efikasnost, transparentnost, odgovornost i efikasnost rada uprave.
LL@(3449) The modern communication infrastructure allows for the free flow of information among the government agencies as well as ensure the citizens and the economy a higher quality access to services at lower costs. => Moderna komunikaciona infrastruktura omogućava da informacije nesmetano teku između organa uprave i može građanima i privredi da pruži bolji pristup uslugama uz manje troškove.
LL@(3450) The modernization of state administration means a radical change of the traditional manner in which administrative processes within the state are conducted. => Modernizacija državne uprave predstavlja korenitu promenu tradicionalnog načina na koji se obavljaju administrativni procesi u okviru države.
LL@(3451) This change in turn means that the citizens need not be physically present, but may receive information or do transactions via the Internet. => Ta promena znači da građani ne moraju da budu fizički prisutni, već mogu putem Interneta dobijati informacije i vršiti transakcije.
LL@(3452) The e-government concept assumes interactive electronic services adjusted to the citizens and economys needs, integrated on all the public sector levels. => Koncept e-uprave predviđa interaktivne elektronske usluge prilagođene potrebama građana i privrede, koje su integrisane na svim nivoima javnog sektora.
LL@(3453) The e-government (electronic government) means the use of the Internet or other electronic systems in order that the communication with the government services should be simplified and facilitated Š1Ë. => E-goverment (elektronska uprava, e-uprava) predstavlja korišćenje Interneta ili drugih elektronskih sistema da bi se pojednostavilo i olakšalo komuniciranje sa vladinim servisima Š1Ë.
LL@(3454) It is a global reform approach with the purpose of promoting the use of the Internet by both the government agencies and the entities these agencies cooperate with. => To je globalni reformski pristup sa svrhom promocije korišćenja Interneta od strane vladinih tela i od strane svih onih sa kojima ona sarađuju.
LL@(3455) All the available e-government solutions make use of the opportunities and possibilities at disposal in the software solutions to the customer relations management. => Sva pristupačna e-goverment rešenja koriste sve mogućnosti koje su dostupne u softverskim rešenjima za upravljanje odnosima sa klijentima.
LL@(3456) The services that the government agencies deliv er are integrated in contact centres that ensure a successful processing of any transactions among the government, the citizens, and the institutions participating in the transaction. => Usluge koje tela uprave pružaju integrisane su u kontaktnim centrima koji omogućavaju uspešnu obradu svih transakcija između uprave, građana i institucija koje učestvuju u transakciji.
LL@(3457) In the model of state administration activities based on the integrated desk (a physical desk/counter in the building, a telephone call centre, a free standing electronic stand, the Internet) is not part of a certain agency or organization, not even of a certain vertical jurisdiction; it is a place where the entire business that the clients may have to do with any services or organization within the state administration are accomplished. => U modelu poslovanja državne administracije koji se zasniva na jedinstvenom šalteru, šalter (fizički šalter u objektu, telefonski pozivni centar, samostojeći elektronski kiosk, Internet) ne pripada određenom organu ili organizaciji, čak ni određenoj vertikalnoj nadležnosti, već se na jednom mestu obavljaju svi poslovi koje klijenti mogu da imaju sa bilo kojim organom ili organizacijom unutar državne administracije.
LL@(3458) II. => II.
LL@(3459) E-government in Serbia In the context of local or municipal government the egovernment may be defined as a local governments capability to make information and services available via the web, via the touch kiosks or on the basis of interactive voice recognition. => E-uprava u Srbiji E-uprava se u kontekstu lokalnih ili gradskih uprava može definisati kao mogućnost lokalne uprave da stavi na raspolaganje informacije i servise putem veba, preko touch kioska ili na osnovu interaktivnog prepoznavanja glasa.
LL@(3460) Such services are at the disposal of citizens and business partners, and they are available on 24/7 basis, 365 days a year Š3Ë. => Ove usluge i servisi se stavljaju na raspolaganje građanima i poslovnim partnerima, a raspoloživi su 24 časa dnevno 365 dana godišnje Š3Ë.
LL@(3461) The research conducted by the Statistical Office of the Republic of Serbia Š11Ë shows that the Internet is used by a relatively small number of Serbian citizens (33.1%). => Istraživanja koja realizuje Republički zavod za statistiku Š11Ë pokazuju da u Srbiji relativno mali broj građana koristi Internet (33,1%).
LL@(3462) Approximately 260,000 citizens of Serbia make use of the public government services (Figure 1). => Servise javne uprave koristi oko 260000 građana Republike Srbije (slika 1).
LL@(3463) The citizens most often use these services for the purpose of obtaining sertificates (birth certificates, for example), personal identification documents and for automobile registration. => Građani najčešće koriste servise javne uprave za dobijanje uverenja (izvodi iz matičnih knjiga), dobijanje ličnih dokumenata i registraciju automobila.
LL@(3464) The most rarely used services are those related to health care, social insurance benefit and tax payment. => Najređe se koriste usluge vezane za zdravstvo, socijalno osiguranje i plaćanje poreza.
LL@(3465) The largest number of e-government elecronic services users (92.4%) use the Internet to get information from the web-sites of public institutions; a slightly smaller number of users (71.1%) download various forms, while 57.4% of users send filled-in forms via the Internet. => Najveći broj korisnika (92.4%) elektronskih usluga e-uprave koristi Internet za dobijanje informacija sa veb sajta javnih institucija, nešto manji broj korisnika (71.1%) za preuzimanje formulara i 57.4% za slanje popunjenih obrazaca. ~~~ Broj građana koji koriste servise javne uprave Slika 1.
LL@(3466)  => Broj građana koji koriste servise e-uprave Zainteresovanost građana za korišćenje servisa elektronske prave prikazana je na slici 2.
LL@(3467) The more advanced levels of electronic administration mean conducting the entire transaction in an electronic manner and integrating the system into an integrated desk model. => Napredniji nivoi elektronske administracije podrazumevaju elektronsko obavljanje kompletne transakcije i integraciju sistema u model jedinstvenog šaltera.
LL@(3468) The citizens can conduct an administrative procedure with a certain agency or organization autonomously, without the intervention from the part of a state officer. => Građani mogu da samostalno obave upravni postupak sa određenim organom ili organizacijom bez intervencije državnog službenika.
LL@(3469) This phase of e-government development is characterised by redused costs, as well as by increased efficiency, to the users ultimate satisfaction. => U ovoj fazi razvoja e-uprave smanjuju se troškovi, povećava efikasnost, a zadovoljstvo korisnika dostiže najviši nivo.
LL@(3470) The unique starting point of all the services is the end objective of all the e-administration initiatives. => Jedinstveno polazište za sve usluge je krajnji cilj svih inicijativa euprave.
LL@(3471) Such solutions mean a new quality in the communication with citizens as well as transparency that can be gained if these solutions are implemented. => Ovakva rešenja predstavljaju nov kvalitet u komunikaciji sa građanima i transparentnosti koja se može postići ako se oni koriste.
LL@(3472) The e-government integrated desk model is shown in Figure 3. => Model jedinstvenog šaltera e-uprave prikazan je na slici 3.
LL@(3473) The ports that are part of these software solutions offer a large number of benefits to government agencies in their communication with citizens. => Portali koji su deo ovih softverskih rešenja nude veliki broj beneficija telima uprave, u njihovoj komunikaciji sa građanima.
LL@(3474) The ports are personalized according to their role, as well as according to the circumstances in which citizens actually use the services offered by the state (such as tax payments, enrollment into schools, etc.). => Portali su personalizovani prema ulozi, kao i životnim okolnostima usled kojih građani stvarno koriste usluge ponuđene od države (kao što su plaćanje taksi, upis u školu).
LL@(3475) The port offers the citizen a structured approach to different services that he may deem important in various circumstances, given by different service providers Š3Ë. Figure 3. => U okviru portala građaninu je dat strukturiran pristup različitim uslugama od različitih uslužnih provajdera važnih njemu u različitim okolnostima Š3Ë.
LL@(3476) The integrated desk model A review of the citizen government communication in e-business In order that a favourable image of the e-government and citizen cooperation should be created it is necessary that special attention be paid that the services via all distribution channels are good and efficient regardless of the channel the client used to access the service. ~~~ The Internet is only one possibility for the users to communicate with their government. ~~~ In addition to this one, there are the telephone (GPRS), fax, e-mail and personal services. => 
LL@(3477) To gain the citizens confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality. ~~~ Figure 1. ~~~ Number of citizens using the e-government services. => 
LL@(3478) The citizens interest in using the e-government services is shown in Figure 2. => 
LL@(3479) Figure 2. => Slika 2.
LL@(3480) Citizens interest in using e-government services The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia. => Zainteresovanost za korišćenje servisa e-uprave Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.
LL@(3481) The percentage of Belgrade households with a personal computer amounts to 53.1%, with 45.5% of Internet connections, and 27.1% broad-band connections. => Zastupeljnost računara u domaćinstvima u Beogradu iznosi 53,1%, zastupljenost Internet priključka 45,5%, a širokopojasnih konekcija 27,1%.
LL@(3482) On the basis of these indicators a conclusion can be drawn that there is a large number of prospective users of e-government services, therefore the efficiency of the public administration system can be improved by expanding the offer of e-services. => Na osnovu ovih podataka, može se zaključiti da u gradu Beogrdau postoji veliki broj potencijalnih korisnika servisa elektronske uprave, te da se efikasnost sistema javne uprave može poboljšati povećanjem ponude elektronskih usluga.
LL@(3483) III. => III.
LL@(3484) Comunication in G2C service The government citizen (G2C) scenarios focus upon rendering services to citizens. => Komunikacija u G2C poslovanju Uprava građanin (G2C) scenariji su fokusirani na pružanju usluga građaninu.
LL@(3485) They are based upon the forms that should be replaced by more sophisticated transactions in the future. => Oni su zasnovani na formama koje bi trebalo da budu zamenjene sofisticiranijim transakcijama u budućnosti.
LL@(3486) The traditional G2C applications mean simple forms that the citizens can fill in within their own browser. => Tradicionalne G2C aplikacije podrazumevaju jednostavne formulare koje građanin može da popuni u okviru sopstvenog browsera.
LL@(3487) The system may indicate that certain data are already present in the system, or it may offer a certain kind of help in the completion of the forms. => Sistem može da nagovesti da su neki podaci već ispunjeni u sistemu, ili da pruži određeni nivo pomoći u ispunjavanju.
LL@(3488) Such a level of eservice of the public administration belongs to the third level of electronic administration. => Ovakav nivo e-poslovanja javne uprave pripada trećem nivou elektronske administracije. ~~~ Slika 3.
LL@(3489)  => Model jedinstvenog šaltera A. Pregled metoda komunikacije građana i uprave u elektronskom poslovanju Kako bi se stvorio dobar imidž saradnje e-uprave i građana, potrebno je posebno obratiti pažnju na to da usluge po svim distribucionim kanalima budu dobre i da su efikasne bez obzira na to kojim kanalom je korisnik pristupio servisu.
LL@(3490)  => Internet je samo jedna mogućnost više da korisnik komunicira sa svojom upravom.
LL@(3491)  => Postoje još i telefonski (GPRS), faks, i-mejl i lični servisi.
LL@(3492)  => Da bi se dobilo na poverenju građana u sve ponuđene tehnologije komuniciranja građana i uprave, pristupačnost i sigurnost datih tehnologija mora biti visokog tehničkog i sigurnosnog kvaliteta.
LL@(3493) The citizen government communication can be made via the intranet, the extranet, the Internet, by mobile phones (GPRS), fax or by call centre. => Metode komunikacije građana i uprave mogu se obavljati putem intraneta, ekstraneta, Interneta, mobilnih telefona (GPRS-a), faksa, pozivnog centra.
LL@(3494) Hereinafter we present the review of these communication methods and of their essential characteristics Š2Ë. Intranet. => U daljem tekstu dat je pregled ovih metoda komunikacije i njihovnih najvažnijih karakteristika Š2Ë. ~~~ Intranet.
LL@(3495) The intranet is a joint network of republic agencies and a unified data base of citizens, business entities and space units which are supposed to jointly ensure the exchange of data among all the state agencies. => Intranet predstavlja zajedničku mrežu republičkih organa i jedinstvenu bazu podataka građana, poslovnih subjekata i prostornih jedinica, koje zajedno treba da omoguće razmenu podataka između svih državnih organa.
LL@(3496) The implementation of the intranet allows for the reduction of the quantity of paper documents, the relief of the budget as well as for the savings in the business operations. => Primenom Intraneta smanjuje se količina papirnih dokumenata, rasterećuje se budžet i ostvaruju uštede u poslovanju.
LL@(3497) The introduction of this system enables the citizens to satisfy all their needs at one desk. => Uvođenjem ovakvog sistema, građani dobijaju mogućnost da sve poslove završe na jednom šaltru.
LL@(3498) Extranet. => Ekstranet.
LL@(3499) The extranet makes it possible for the citizens to submit certain claims and receive certain information via the Internet or via the free-standing kiosk which would be located at busy sites (banks, post offices, supermarkets, department stores, bus stations, etc.). => Ekstranet omogućava građanima da podnose određene zahteve i dobijaju određene informacije putem Interneta ili samostojećih elektronskih kioska, koji bi bili postavljeni na prometnim mestima (banke, pošte, samousluge, robne kuće, autobuske stanice i slično).
LL@(3500) The citizens can get various information without having to wait in front of counters and regardless of the working hours of the respective public administration agencies. => Građani mogu dobiti razne informacije bez čekanja u redovima na šalterima, nezavisno od radnog vremena pojedinih službi javne uprave.
LL@(3501) The use of such systems of public administration results in the reduction of crowds in front of counters, the reduction in the number of desks, the reduction in the number of the desks required, and finally in savings in the business operations. => Korišćenje ovakvih sistema rezultuje smanjivanjem gužvi na šalterima, smanjivanjem broja potrebnih šaltera, uštedama u poslovanju.
LL@(3502) Internet. => Internet.
LL@(3503) The Internet enables the state administration employees to access an enormous treasury of knowledge. => Internet omogućava zaposlenima u državnoj upravi pristup ogromnoj riznici znanja.
LL@(3504) Similarly, it allows for the public administration to present itself and its work to the citizens, as well as to allow the citizens the access to a host of information that can be used in a prompt and simple way. => Takođe, pruža mogućnost javnoj upravi da prikaže sebe i svoj rad građanima, kao i da građanima omogući pristup nizu informacija i servisa koji se mogu koristiti na brz i jednostavan način.
LL@(3505) Mobile technologies. => Mobilne tehnologije.
LL@(3506) The mobile technologies allow for the communication between the citizens and the e-government via mobile phones. => Mobilne tehnologije omogućavaju komunikaciju građana sa elektronskom vladom putem mobilnih telefona.
LL@(3507) Such a way of communication has not yet gained grounds in a majority of countries, however, an increasing use of mobile telephones in everyday life will require that the e-government be accessible via mobile technologies in the nearest future. => Ovakav vid komunikacije još uvek nije zaživeo u većini zemalja, ali sve veća upotreba mobilnih telefona u svakodnevnom životu ljudi zahtevaće što skoriju dostupnost e-uprave preko mobilnih tehnologija.
LL@(3508) The most frequently stressed basic advantage of the mobile technologies implementation in the electronic communication between the government and citizens is the high extent of accessibility of the e-government services (anywhere and any place), since the mobile devices are always at their owners hand. => Kao osnovna prednost upotrebe mobilnih tehnologija u elektronskom poslovanju uprave i građana najčećšće se navodi visok nivo dostupnosti servisa e-uprave (bilo kada i bilo gde), jer su mobilni uređaji uvek sa svojim vlasnikom.
LL@(3509) Call centre. => Pozivni centar.
LL@(3510) The development of technology and the integration of the Internet into the call-centre activities has given a special emphasis to the meaning of the word call, hence these centres are increasingly called the Internet call centres. => Razvojem tehnologije i integracijom Interneta u poslovanje kol centara, značajno je evoluiralo i sam naziv, smisao reči koll poziv, pa se ovakvi centri sve više nazivaju Internet kol centri.
LL@(3511) Sometimes the terms contact or communication centres may be found in literature. => U pojedinoj literaturi u opticaju su i nazivi kontakt ili komunikacioni centar.
LL@(3512) The call centre development itself is directly meant to meet the needs of the market, as the call centre services are created by the very users, with their requests and needs Š5Ë. => Sam razvoj kol centara direktno je usmeren potrebama tržišta, jer usluge kol centra kreiraju sami korisnici svojim zahtevima i potrebama Š5Ë.
LL@(3513) The integration of web technology and the call centre created technical conditions for the IP telephony implementation. => Integracijom veb tehnologije i kol centra stvoreni su tehnički uslovi za implementaciju IP telefonije.
LL@(3514) It is in this way that the web service users, in case that in searching through the web pages they need additional information, are in a position to contact the agents in the Internet call centre via the IP telephony. => Na ovaj način su korisnici veb usluga dobili mogućnost da ukoliko prilikom pregleda Web stranica zažele dodatne informacije, ostvare kontakt preko IP telefonije sa agentima u Internet kol centru.
LL@(3515) They can also benefit from the opportunity to receive a higher quality service at a lower call cost. => Takođe imaju mogućnost dobijanja kvalitetnije usluge uz manju cenu poziva.
LL@(3516) The Internet call centre services cannot be specifically classified and accurately classed into definite categories. => Usluge Internet kol centra se ne mogu posebno klasifikovati i precizno razvrstati u određene kategorije.
LL@(3517) Which services will be offered to the clients will be determined by the very needs of these clients, the development level of the market, that is, the economic growth, the telecommunication development (the development of technical infrastructure), the informatization level of the environment in which the Internet call centre operates, etc. => Ono što je presudno koje će se usluge ponuditi klijentima jeste sama potreba istih, razvijenost tržišta, odnosno ekonomska razvijenost, telekomunkaciona razvijenost (razvijenost tehničke infrastukture), stepen informatizacije okoline u kojoj egzistira Internet kol centar i slično Š5Ë.
LL@(3518) Š5Ë. IV. => IV.
LL@(3519) The city government web port The port is an application or a device that ensures a personalized and adaptive interface which helps users identify, track and communicate with other important entities of the system. => Web portal gradske uprave Portal je aplikacija ili uređaj koji obezbeđuje personalizovani i adaptivni interfejs koji korisnicima omogućava da otkriju, prate i komuniciraju sa drugim važnim entitetima sistema.
LL@(3520) The port is the application that collects (subject) matter important for the end user. => Portal je aplikacija koja prikuplja sadržaje važne krajnjem korisniku.
LL@(3521) Ports lead towards different Internet contents, organized from a set of integrated services designed for the purpose of enabling the user to find his way around the Internet more easily. => Portali vode prema različitim Internet sadržajima, organizovanim od skupa integrisanih servisa dizajniranih sa svrhom da korisniku omoguće lakše snalaženje Internetom.
LL@(3522) Nowadays the ports are becoming a standard work environment for the integration of applications and the business logics. => Danas, portali postaju standardno radno okruženje za integraciju aplikacija i poslovnu logiku.
LL@(3523) The port is a technology that allows for a company or an organization to open up internally or towards the external world and offer its clients a unique access to personalized information necessary for making important decisions. => Portal je tehnologija koja omogućava kompaniji ili organizaciji da se otvori interno ili prema svetu, i svojim korisnicima ponudi jedinstven prolaz ka personalizovanim informacijama, potrebnim za donošenje važnih odluka.
LL@(3524) The port is an aggregate of different software applications that edit, analyse and distribute information both within and without the organization. => Portal je spoj različitih softverskih aplikacija, koje uređuju, analiziraju i distribuiraju informacije u okviru i van granica organizacije.
LL@(3525) It primarily means one possibility of modernizing the information. => Portal, pre svega, predstavlja mogućnost osavremenjavanja informacija.
LL@(3526) The users view of the contents that can be available via the e-government port is shown in Figure 4. => Korisnički pogled na sadržaje koji mogu biti dostupni preko portala e-uprave prikazan je na slici 4.
LL@(3527) Figure 4. => Slika 4.
LL@(3528) Data sources in the port The web port of the city government of the city of Belgrade is created for the purpose of providing the citizens with a prompt and simple access to any information regarding the city government or the public utilities operations Š9Ë. => Izvori podataka u portalu Veb portal gradske uprave grada Beograda kreiran je sa ciljem da se građanima omogući brz i jednostavan pristup svim informacijama koje se tiču poslovanja gradske uprave ili gradskih komunalnih preduzeća Š9Ë.
LL@(3529) The address of the city government web port is www.beograd.org.rs. => Veb-portal gradske uprave nalazi se na adresi www.beograd.org.yu.
LL@(3530) The conceptual layout of the home page is shown in figure 5. ~~~ 4. => Konceptualni izgled naslovne stranice portala prikazan je na slici 5.
LL@(3531) The central space of the page, contains two major modules: a) Service information; b) News; 5. ~~~ The page bottom. => 
LL@(3532) Figure 6 shows the lay out of the city of Belgrade web port. => Na slici 6. prikazan je izgled web portala grada Beograda.
LL@(3533) The first impression on accessing the port is that the links are easily accessible and that the principle that the information is achieved at a maximun three clicks is observed to the utmost. => Prvi utisak pri pristupu portalu je da su linkovi veoma pristupačni a princip da maksimalno tri klika vode do tražene informacije je u potpunosti ispoštovan.
LL@(3534) The menu points are logical and functional. => Meni tačke su logične i funkcionalne.
LL@(3535) Systematized and clear service information and news are easily searched for by the user. => Sistematizovane i pregledne servisne informacije i vesti se lako pretražuju od korisnika.
LL@(3536) Figure 5. => Slika 5.
LL@(3537) The conceptual layout of the city government home page The municipal government home page is divided into several modules arranged in such a manner that functionality, simplicity of use and clear view of contents are achieved. => Konceptualni izgled početne strane portala gradske uprave Početna stranica portala gradske uprave podeljena je na nekoliko modula raspoređenih tako da se postigne funkcionalnost, lakoća korišćenja i preglednost sadržaja.
LL@(3538) The basic elements of the port page are as follows: 1. => Osnovni elementi stranice portala su:
LL@(3539) The heading, divided into the following units: a) The citys logo, simultaneously a link to the home page; b) Selection of the language of presentation; in addition to Serbian, the port is designed in the English and the German languages too; c) A module for searching through the site con tents; d) The horizontal menu, containing links to the basic contents of the presentation; 2. ~~~ The left side vertical menu, including: a) Appropriate links to pages containing elemen tary information and projects realised in the municipal government, as well as the major acts related to the government operations; b) The city call centre; this module will be ex plained in detail hereinafter; c) Municipal current news, the module containing current information related to the municipal government activities; 3. ~~~ The right side vertical menu contains: a) News files; b) Useful links to the contents of the site and outside the site; Figure 6. => 1. zaglavlje, podeljeno u sledeće celine: a. logo grada, ujedno i link na početnu stranu; b. izbor jezika prezentacije, osim na srpskom, portal je realizovan na engleskom i nemačkom jeziku; c. modul za pretraživanje sadržaja sajta; d. horizontalni meni, koji sadrži linkove na osnovne sadržaje prezentacije; 2. levi vertikalni meni, obuhvata: a. izdvojene linkove ka stranama sa osnovnim informacijama i projektima koji se realizuju u gradskoj upravi, kao i glavnim aktima vezanim za funkcionisanje uprave; b. gradski pozivni centar; ovaj modul će biti de taljnije objašnjen u daljem tekstu; c. gradske aktuelnosti, modul koji sadrži aktuelne informacije vezane za poslovanje gradske uprave; 3. desni vertikalni meni, sadrži: a. arhivu vesti, b. korisne linkove na sadržaje na sajtu i van sajta 4. središnji deo strane, obuhvata dva glavna modula: a. servisne informacije, i b. vesti; 5. podnožje strane.
LL@(3540) The City of Belgrade port (www.beograd.org.yu) V. Citu government call centre The functionality principle of the city government call centre provides that the main entity of all the business processes should be the end user (caller) Š6Ë. => Slika 6. ~~~ Portal grada Beograda (www.beograd.org.yu) V. Pozivni centar gradske uprave Funkcionalnost pozivnog centra gradske uprave nalaže da glavni entitet svih poslovnih procesa bude krajnji korisnik (pozivalac) Š6Ë.
LL@(3541) The possible layout of the general model of functioning of the city government call centre is easy to recognize if we have in mind a large number of services the caller has to interact with. => S obzirom na veliki broj službi sa kojima pozivalac treba da ostvari interakciju, može se prepoznati mogući izgled opšteg modela funkcionisanja pozivnog centra gradske uprave.
LL@(3542) The caller is free to use any available communication channel in order that he/she should be in a position to resolve his/her problem. => Pozivalac je slobodan da upotrebi bilo koji od raspoloživih kanala komunikacije kako bi došao do razrešenja svog problema.
LL@(3543) It is important that the general model of the call centre (figure 7) succeeds in integrating the information system that provides the functionality of classification, deciding on priorities, conversion, communication in any direction required, as well as in automation of standard processes (that can be entirely or partially automated). => U opštem modelu pozivnog centra (slika 7) potrebno je objediniti informacioni sistem koji pruža funkcionalnosti klasifikacije, davanja priorireta, konverzije, komunikacije u svim potrebnim smerovima, kao i automatizacije standardnih procesa (koji se mogu u potpunosti ili delimično automatizovati).
LL@(3544) All the functionalities mentioned are necessary to be supported by the transparent generating of documents (logs), which can later be reused in any future processes of resolvings users claims as well as in the analysis of current state affairs by the supervisory bodies. => Sve pomenute funkcionalnosti potrebno je ispratiti transparentnim generisanjem dokumentacije (logova), koja kasnije može biti ponovo upotrebljena u svim budućim razrešavanjima korisničkih upita i analizi trenutnog stanja od nadzornih organa.
LL@(3545) All the quoted functionalities should be implemented in accordance with the laws and safety requirements. => Sve navedene funkcionalnosti treba da budu implementirane u skladu sa zakonima i sigurnosnim zahtevima.
LL@(3546) In order that the operations of the Belgrade call centre be explained, two major types of functions are shown: base module is responsible for three functions: Organization of the base of information required 1. => Da bi se prikazalo funkcionisanje beogradskog pozivnog centra, prikazana su dva glavna tipa funkcije:
LL@(3547) Answering the citizens enquiries by providing information on certain functions and services of city Services (agencies), in such a manner that they are fully resolved within the call centre head office; 2. ~~~ Responding to the citizens claims by directing orders to the Services (agencies) to service the citizens claims following their procedures and the accepted service standards, and inform the call centre head office of the results upon the completion of the job. => 1. rešavanje upita građana davanjem informacija o pojedinim funkcijama i servisima gradskih Slu žbi, tako da se kompletno završavaju u okviru centrale pozivnog centra; 2. rešavanje upita građana formiranjem naloga Službama da, po svojim procedurama i po prihvaćenim standardima usluga, izvrše servisiranje upita građana, i da po završetku posla, obaveste centralu pozivnog centra o ishodu predmeta.
LL@(3548) These two functions are core functions (CORE). => Ove dve funkcije su bazne (CORE).
LL@(3549) The other modules act towards accomplishing these functions and these are the modules of claim receipt and acknowledgement, the module of communication with citizens (shown by the response module), the module of call centre management. => Ostali moduli su u službi ostvarenja ovih funkcija i one obuhvataju module prihvata i registracije upita, modul komunikacije sa građanima (prikazana modulom odgovora), modul upravljanja pozivnim centrom.
LL@(3550) Figure 7. => Slika 7.
LL@(3551) General model of e-government call centre functionality (C1), Claim Application Any claims the caller sends may be classed into four categories: (C2), Proposition (C3) and Information, on the basis of which the caller is forwarded the appropriate information as to the further course of dealing with his/her enquiry, however, not necessarily via the same channel the caller has used to make the enquiry Š7Ë. One way of forwarding information is the internal one. => Opšti model funkcionalnosti pozivnog centra e-uprave Svi upiti koje pozivalac upućuje mogu se podeliti u četiri kategorije: ~~~ Zahtev (P1), @alba (P2), Predlog (P3) i Informacija (I), na osnovu kojih se pozivaocu prosleđuje odgovarajuća informacija o daljem toku rešavanja njegovog upita, ali ne nužno preko istog kanala koji je korisnik upotrebio da izvrši upitŠ7Ë. ~~~ Jedan od načina prosleđivanja informacija je interni.
LL@(3552) Notifications (N) are automatically generated by all the services supposed to participate in an integrated call centre, upon the completion of a certain internal activity and they are forwarded to the central knowledge base. => Obaveštenja (O) su automatski generisana od svih službi koje su predviđene da učestvuju u objedinjenom pozivnom centru po okončanju neke interne aktivnosti i prosleđena ka centralnoj bazi znanja.
LL@(3553) The central knowledge base can be consulted by any call centre information system user directly or indirectly, regardless of whether it is an internal or external user (caller, call centre operator, distributed operative centre operator, controller, analyst, manager, etc.). => Centralnu bazu znanja mogu konsultovati svi korisnici informacionog sistema pozivnog centra direktno ili indirektno, bilo da se radi o unutrašnjem ili spoljašnjem korisniku (pozivalac, operater pozivnog centra, opera ter distribuiranog operativnog centra, kontrolor, analitičar, menadžer itd.).
LL@(3554) The knowledge to provide a reply to the claim; Organization of the knowledge base containing information on city services and the city in general; Organization of issue base that contains and updates information on all the issues resolved in the past and on the basis of which a solution is offered (e.g. by the script method) to the operator in order that he can resolve the repeated claims. => Modul baze znanja odgovoran je za izvršenje tri funkcije: uređenje baze informacija potrebnih za davanje odgovora na upit; uređenje baze znanja koja sadrži informacije o gradskim službama i gradu uopšte; uređenje baze predmeta, koja sadrži i ažurira informacije o svim predmetima rešenim u prošlosti i na osnovu koje se (npr. metodom skripata) operateru nudi u cilju rešavanja ponovljenih upita.
LL@(3555) It is essential that the complete records and information are forwarded from one site the call centre, therefore it is the tsak and interest of all the services to file the information of services accomplished in the offline regime in the knowledge base so that they should be available and possible to use in further operations. => Suština je u tome da kompletna evidencija i izveštavanje ide sa jednog mesta pozivnog centra, pa je zadatak i interes svih službi da informacije o uslugama koje su realizovane u offline režimu budu evidantirane u bazi znanja, kako bi se mogle koristiti u daljem poslovanju.
LL@(3556) It is in this manner that the city receives a uniform information and an insight into all the aspects of public utilities operations, which can be used for the purpose of accomplishing their control, management and planning function(s) Š6Ë. Communication methods integration within the call centre In order that the communication between the citizens and the public administration in Belgrade be improved the Belgrade Call Centre the BCC has been designed. => Na ovaj način grad dobija jedinstvenu informaciju i sliku o svim aspektima funkcionisanja gradskih službi, što može iskoristiti u ostvarenju svoje kontrolne, upravljačke i planske funkcije Š6Ë. ~~~ A. Integracija metoda komunikacija u okviru pozivnog centra U okviru unapređenja komnikacije građana i javne uprave u Beogradu isprojektovan je Beogradski pozivni centar - BPC.
LL@(3557) The mission of the Belgrade Call Centre is the improvement of the communication between the citizens and the city services, including the public utilities. => Misija Beogradskog pozivnog centra je upravo unapređenje komunikacije između građana i gradskih službi, uključujući javna komunalna preduzeća.
LL@(3558) Using the call centre the citizens can obtain all the essential information at one place. => Korišćenjem pozivnog centra, građani mogu dobiti sve bitne informacije na jednom mestu.
LL@(3559) The Belgrade Call Centre (BCC) is designed as a modern contact centre through which the citizens (consumers of services) have an opportunity to satisfy all their municipal needs as well as the needs from the field of legal procedures with the city and municipal bodies. => Beogradski pozivni centar (BPC) osmišljen je kao moderni kontakt centar, posredstvom koga građanin (korisnik usluga) dobija mogućnost da izservisira sve svoje komunalne i potrebe iz upravnog postupka kod gradskih i opštinskih organa.
LL@(3560) The citizen applies to the centre by composing a respective claim the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa. ~~~ (The services here means the city public utilities, secretariats, institutes, municipalities or any other companies in charge of any public concerns). => Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlozi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto. (Pod službom se podrazumevaju gradska javna komunalna preduzeća (JKP), sekretarijati, zavodi, opštine ili druga preduzeća kojima je poveren neki od javnih poslova).
LL@(3561) The Belgrade call centre is designed to operate 24 hours, seven days a week; it is centralized and organized with all its major technical and personnel resources on a central location and with a distributive operational function (claim servicing concentrated on respective services). => Beogradski pozivni centar osmišljen je tako da radi non-stop, 24 časa, sedam dana u nedelji, i kao centralizovan, postavljen sa svim svojim glavnim, tehničkim i kadrovskim resursima na jednoj centralnoj lokaciji i sa distribuiranom operativnom funkcijom (servisiranje upita koncentrisano po nadležnim službama).
LL@(3562) The citizen contacts the centre on the basis of one call system, and, in case of a telephone contact, uses an easily memorable and free of charge number. ~~~ All claims are automatically registred and Figure 9 shows the internal structure and infrastructure of the Belgrade Call Centre Š1Ë. => Građanin svoje upite ispostavlja po sistemu jednog poziva i, u slučaju telefonskog obraćanja, koristeći lako prepo Na slici 9. prikazana je unutrašnja sturktura i infrastruktura Beogradskog pozivnog centra Š1Ë.
LL@(3563) The BCC architecture is designed in such a way that it should allow for a prompt and efficient communication with clients, as well as an efficient processing of their claims. => Struktura Beogradskog pozivnog centra projektovana je da omogući brzu i efikasnu komunikaciju sa klijentima, kao i efikasnu obradu njihovih zahteva.
LL@(3564) Similarly, the role of the call centre is to integrate various ways of communication between the citizens and the city government, such as direct access, mail, electronic mail, the Internet. => Takođe, uloga pozivnog centra je da integriše različite načine komunikacije između građana i gradske uprave, kao što su direktan pristup, pošta, elektronska pošta, Internet.
LL@(3565) Figure 10 presents the integrated flow of the communication process between the citizens and the city covernment via the call centre Š1Ë. => Slika 10. prikazuje intergrisani tok procesa komunikacije građana i gradske uprave korišćenjem pozivnog centra Š1Ë.
LL@(3566) The citizen applies with his claim, the claim is analysed to decide whether it can be resolved within the call centre or it has to be forwarded to the operational service of a public utility. => Građanin upućuje zahtev, zatim se utvrđuje da li se zahtev može rešiti u okviru pozivnog centra, ili je potrebno zahtev proslediti operativnoj službi nekog od javnih komunalnih preduzeća.
LL@(3567) In any case, the reply is sent to the citizen via the call centre. => U svakom slučaju, odgovor se preko pozivnog centra upućuje građaninu.
LL@(3568) The call center can be understood as the framework for an integrated communication between the citizens and the city government, allowing for a high level of interactivity. filed and make up the basis for the analyses, statistics and devising the investment and development plan(s). => Može se zaključiti da pozivni centar predstavlja okvir za integrisanu komunikaciju između građana i gradske uprave, kao i da omogućuje visok nivo interaktivnosti. znatljiv i besplatan broj. ~~~ Svi se upiti automatski registruju i arhiviraju i oni su baza za analize, statistiku i izradu plana investicija i razvoja.
LL@(3569) With such a quality the BCC assumes the function of controlling and monitoring the operations of all the competent sity services (CityStat function). => Po ovom svom svojstvu, BPC dobija funkciju kontrole i praćenja rada svih nadležnih gradskih službi (CityStat funkcija).
LL@(3570) Technologically, the BCC should have been organized on the basis of modern conceptual and technical solutions. => Tehnološki, BPC bi trebalo da je realizovan na bazi modernih konceptualnih i tehničkih rešenja.
LL@(3571) Thus the concept of voice transmission is replaced by the concept of data transmission (an entirely digital system). => U tom smislu, sa koncepta prenosa glasa prelazi se na koncept prenosa podataka (potpuno digitalni sistem).
LL@(3572) The specific solution here can be a system with a communication server as the principal control of the system with the implementation of software telephones (softphone applications on the data station or the hardware VoIP telephones). => Kao konkretno rešenje predlaže se sistem sa komunikacionim serverom kao glavnom kontrolom sistema i implementacija softverskih telefona (softphone aplikacije na radnoj stanici ili hardverski VoIP telefoni).
LL@(3573) The entire information network infrastructure is to be constructed in accordance with the general design of the Belgrade Information Centre, making the widest possible use of the available public resourses (access to the Internet, VPN channels, ...). => Celokupna informatička mrežna infrastruktura treba da se izvrši u skladu sa idejnim projektom Beogradskog informacionog sistema i pri tome treba maksimalno da se koriste raspoloživi javni resursi (pristup Internetu, VPN kanali...).
LL@(3574) The BCC is to be located in the new (adapted) building close to major external resources (post and IS of the city). => BPC treba da bude lociran u novom (adaptiranom) objektu u fizičkoj blizini važnih spoljnih resursa (poštanskih i IS grada).
LL@(3575) The premises are planned to be equipped according to the highest standards of the interior design of modern call centres, with special attention paid to the ergonomy of work places. => Prostor treba da se opremi u visokim standardima enterijera savremenih pozivnih centara, sa naročitom pažnjom na ergonomiju radnih mesta.
LL@(3576) The project is designed for the end phase, but will be equipped according to the dymanics of introducing respective services (public utilities in the first phase, city government in the second, and municipalities in the third phase). => Projekat se radi za konačnu fazu, ali će biti opreman shodno dinamici uvođenja službi (prva faza komunalna preduzeća, druga faza gradska uprava i treća faza opštine).
LL@(3577) Figure 8 presents the basic architecture of the Belgrade Call Centre Š1Ë. => Na slici 8. prikazana je osnovna arhitektura Beogradskog pozivnog centra Š1Ë.
LL@(3578) Using different communication channels, including the direct access, the citizens and the companies can contact the Belgrade Call Centre. => Građani i preduzeća korišćenjem različitih komunikacionih kanala, uključujući direktan pristup, mogu kontaktirati Beogradski pozivni centar.
LL@(3579) The virtual private network connects the Belgrade Call Centre with the operation services of the public utilities, thus allowing for a prompt processing of the citizens and the companies claims. => Beogradski pozivni centar je preko virtuelne privatne mreže povezan sa operativnim službama javnih komunalnih preduzeća, što omogućava brzu obradu zahteva građana i preduzeća.
LL@(3580) Figure 9. => Slika 9.
LL@(3581) Belgrade call centre architecture VI. => 
LL@(3582) Conclusion A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information. => 
LL@(3583) The public administration, as the pillar of the state and the indicator of the governmental bodies work, has to implement new technologies in its work if its goals are the prosper Figure 8. ~~~ The Belgrade Call Centre architecture REFERENCE Š1Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave, magistarska teza, FON, 2007 Š2Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave Š3Ë Mazinjanin \., Tehnologija komunikacije vlade i građana u elektronskom poslovanju , Beograd 2004. ~~~ Š4Ë Ministarstvo nauke i zaštite životne sredine, Strategija razvoja informacionog društva u Republici Srbiji, Beograd 2006. ~~~ Š5Ë Stanković S., Internet call centar u funkciji elektronskog poslovanja, Magistarski rad, FON, Beograd 2005. ~~~ Š6Ë Štab izgradnje Beogradskog pozivnog centra, Beogradski pozivni centar: Projektni zadatak za izradu Glavnog projekta Beogradskog pozivnog centra, Beograd 2006. => Struktura Beogradskog pozivnog centra Slika 8 Arhitektura Beogradskog pozivnog centa LITERATURA Š1Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave, magistarska teza, FON, 2007 Š2Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave Š3Ë Mazinjanin \., Tehnologija komunikacije vlade i građana u elektronskom poslovanju , Beograd 2004. Š4Ë Ministarstvo nauke i zaštite životne sredine, Strategija razvoja informacionog društva u Republici Srbiji, Beograd 2006. Š5Ë Stanković S., Internet call centar u funkciji elektronskog poslovanja, Magistarski rad, FON, Beograd 2005. Š6Ë [tab izgradnje Beogradskog pozivnog centra, Beogradski pozivni centar:
LL@(3584) Š7Ë CPU, Projekat procesa i rada Beogradskog pozivnog centra, Beograd 2006. ~~~ Š8Ë Anđelić B., Poduhvat uspostavljanja elektronske državne administracije u Republici Srbiji, Beograd 2002. ~~~ Š9Ë Andrejić S., Izrada Web portala grada, Specijalistički rad, FON Beograd 2005. ~~~ Š10Ë Atkinson R., Digitalna vlada: Sledeći korak u rekonstruisanju Savezne vlade, Beograd 2000. => Projektni zadatak za izradu Glavnog projekta Beogradskog pozivnog centra, Beograd 2006. Š7Ë CPU, Projekat procesa i rada Beogradskog pozivnog centra, Beograd 2006. Š8Ë Anđelić B., Poduhvat uspostavljanja elek tronske državne administracije u Republici Srbiji, Beograd 2002. Š9Ë Andrejić S., Izrada Web portala grada, Spe cijalistički rad, FON Beograd 2005. Š10Ë Atkinson R., Digitalna vlada:
LL@(3585) Š11Ë Republički zavod za statisktiku, Upotreba in formaciono-komunikacionih tehnologija u Republici Srbiji 2008, Beograd, 2008 Š12Ë Anttiroiko A., Strategic knowledge management in local government, Electronic governmet: design, applications and management, editor Ake Gronlund, Idea group publishing, Š13Ë Axelsson K., Melin U., Persson A., Communication analysis of public forms, International Journal of Public Information Systems, vol 3, 2007 Š14Ë Gant, J. P., Gant, D. B. Web portal functional ity and state government e-service. => Sledeći korak u rekonstruisanju Savezne vlade, Beograd 2000. Š11Ë Republički zavod za statisktiku, Upotreba informaciono-komunikacionih tehnologija u Republici Srbiji 2008, Beograd, 2008 Š12Ë Anttiroiko A., Strategic knowledge management in local government, Electronic governmet: design, applications and management, editor Ake Gronlund, Idea group publishing, 2002 Š13Ë Axelsson K., Melin U., Persson A., Communication analysis of public forms, International Journal of Public Information Systems, vol 3, 2007 Š14Ë Gant, J. P., Gant, D. B. Web portal functionality and state government e-service.
LL@(3586) Proceedings of the 35th Hawaii International Conference on System Sciences - 2002 Figure 10. => Proceedings of the 35th Hawaii International Conference on System Sciences - 2002 Slika 10.
LL@(3587) Communication process flow within call centre ity of the government, the progress of the country, and the satisfaction of its citizens. => Tok procesa komunikacije u pozivnom centru VI.
LL@(3588) The communication between the state and its citizens should be carried out in as simple a way as possible, and the time required for it should also be as short as possible. => Zaključak Elektronsko poslovanje kao savremena tehnologija poslovanja sve više dobija na značaju u svetu biznisa, usluga i informacija.
LL@(3589) The government agencies are said to work satisfactorily if their work is subject to the public assessment as well as if the citizens are in a position to suggest the ways in which this work can be improved. => Državna uprava kao stub države i pokazatelj rada organa vlasti mora u svom radu primeniti nove tehnologije ukoliko želi prosperitet svoje vlasti, napredak države, zadovoljenje građana.
LL@(3590)  => Komunikacija države i građana treba da se odvija na što jednostavniji način, a vreme potrebno za pružanje usluga treba da je što kraće.
LL@(3591)  => Rad državnih organa je dobar ako je izložen sudu javnosti i mogućnosti uticaja građana na poboljšanje rada.
LL@(3592) The motives underlying the e-government project have to be closely related to the broad, clearly defined goals of the public policy increasing the government efficiency, or improving the quality of the services rendered. => Motivi koji stoje iza projekta e-uprave moraju biti povezani sa širim, jasno definisanim ciljevima javne politike - povećanje efikasnosti uprave, ili poboljšanje kvaliteta pruženih usluga.
LL@(3593) The introduction of e-government is assumed to result in the change of the governments work methods, which means an adequate political will and leadership, as well as unavoidable vast expenses. => Uvođenje e-uprave trebalo bi da dovede do promene načina na koji uprava radi, što jasno podrazumeva odgovarajuću političku volju i vođstvo, kao i neminovne obimne troškove.
LL@(3594) The paper is an attempt to systematize the methods of communication between the citizens and the government in the conditions of electronic business of the public administration. => U ovom radu sistematizovane su metode komunikacije između građana i uprave u elektronskom poslovanju javne uprave.
LL@(3595) It offers a review of the implementation of these methods of communication in the City of Belgrade government, as well as a proposition regarding the improvement of the G2C communication in the City of Belgrade public administration. => Dat je pregled korišćenja ovih metoda komunikacije u upravi grada Beograda, kao i predlog modela za unapređenje G2C komunikacije u javnoj upravi grada Beograda.
LL@(3596) We hope that in the future the majority of citizens will be in a position to benefit from the e-government facilities. => Nadamo se da će u skorijoj budućnosti većina ljudi u Srbijii moći da koristi pogodnosti e-uprave.
LL@(3597) This, however, shall certainly have to be accompanied by the overall technological and economic development. => Međutim, to svakako mora biti praćeno sveukupnim tehnološkim i ekonomskim razvojem.
LL@(3598) It is only then that we will become aware of all the potentials and opportunities the e-government brings. => Tek tada ćemo postati svesni svih potencijala i prilika koje e-uprava donosi.
LL@(3599) Organizatonal Development of Higher Education and the Competent Model in the Bologna Reform of Studies UDC: 378.014.3(4) Tatjana Devjak1, Srečko Devjak2 1Ljubljana University, Faculty of Pedagogy 2Ljubljana University, Faculty of Administration Ever since 1988 the European countries have implemented the Bologna reform, based on the declarations submitted by the EU member countries ministers of higher education. => Organizacioni razvoj visokog školstva i kompetentni model u bolonjskoj reformi studija UDK: ~~~ 378.014.3(4) Tatjana Devjak1, Srečko Devjak2 1Univerzitet u Ljubljani, Pedagoški fakultet 2Univerzitet u Ljubljani, Fakultet za upravu Bolonjsku reformu evropske države sprovode od 1988. godine, a ona se zasniva na deklaracijama ministara za visoko školstvo država članica EU.
LL@(3600) The objectives of the Bologna reform are to create an integrated European higher education area by way of achieving high quality, transparency and measurability of the scope of studies relying on the ECTS system of integrated grading of the students academic obligations. => Ciljevi bolonjske reforme su oblikovanje jedinstvenog evropskog visokoškolskog prostora postizanjem visokog kvaliteta, transparentnosti i merljivosti studijskog obima koji se oslanja na ECTS sistem jedinstvenog bodovanja studijskih obaveza studenata.
LL@(3601) The adopted objectives of the reform guide the development of the higher education towards an integral personal development of the student population with a broad knowledge of the the European requirements as regards higher education and employment. => Usvojeni ciljevi reforme usmeravaju razvoj visokog školstva prema celovitom ličnom razvoju studentske populacije sa širokim poznavanjem zahteva evropskog prostora na polju visokog školstva i zapošljavanja.
LL@(3602) Including the students into the management, the possibility of choice and the mobility of studies will certainly have an effect upon their integral development and their understanding of the European dimension of higher education. => Uključivanje studenata u upravljanje, mogućnost izbora i mobilnost studija uticaće na njihov celovitiji lični razvoj i razumevanje evropske dimenzije visokog školstva.
LL@(3603) The development of universities will be based on an ever richer knowledge of the European higher education area, which will enhance the mobility of pedagogic as well as non-pedagogic personnel. => Razvoj visokih škola zasnivaće se na upoznavanju sve većeg dela evropskog visokoškolskog prostora, što će podstaći mobilnost pedagoškog i nepedagoškog kadra.
LL@(3604) The partnership within the academic community with the academic institutions and the employers will allow for the designing of such degree programmes developed on the sufficiently clearly defined competent models of the employment area. => Partnerstvo u okviru akademske zajednice sa visokoškolskim ustanovama i poslodavcima omogućiće oblikovanje studijskih programa razvijenih na dovoljno jasno definisanim kompetentnim modelima oblasti zapošljavanja.
LL@(3605) The higher education institutions will be in a position to meet the employers needs on condition they ensure the development of research and consulting activities, which will, in addition to the degree programmes of formal education, allow for the implementation of various forms of life-long study. => Visokoškolske ustanove biće u mogućnosti da ispune potrebe poslodavaca ako osiguraju razvoj istraživačke i savetodavne delatnosti koje će pored studijskih programa formalnog obrazovanja omogućiti i implementaciju različitih oblika doživotnog obrazovanja.
LL@(3606) Some members of the Ljubljana university were among the first Slovenian higher education institutions that in 2005 implemented the degree programmes on the basis of the Bologna reform (among them the Faculty of Administration). => Neke članice Univerziteta u Ljubljani su među prvim slovenačkim visokoškolskim ustanovama još 2005. godine počele da sprovode studijske programe koji su prošli kroz bolonjsku reformu (među njima i Fakultet za upravu).
LL@(3607) The reform models are based on the competent models that were not always clearly defined; besides, the faculties and the universities are faced with a large number of highly demanding organizational and economic problems in the execution of the Bologna directed activities. => Modeli reforme zasnivaju se na kompetentnim modelima koji često nisu bili dovoljno dorečeni, a pri tome se fakulteti i univerziteti susreću i sa nizom zahtevnih organizacionih i ekonomskih problema realizacije aktivnosti bolonjskih usmerenja.
LL@(3608) This paper defines the form of the competent model used as a platform for the degree programmes reforms. => Prilog definiše oblik kompetentnog modela koji je primeren kao platforma za reforme studijskih programa.
LL@(3609) It brings the experiences and organizational solutions in the implementation of the elements of the Bologna reform, such as: quality, the ECTS crediting system, options, mobility, partnership. ~~~ 1. => U prilogu su predstavljena iskustva i organizaciona rešenja implementacije elemenata bolonjske reforme, kao što su na primer.: kvalitet, ECTS sistem bodovanja, mogućnost izbora, mobilnost, partnerstvo. 1.
LL@(3610) Background facts The higher education area in Europe has been undergoing the process of transformation initiated by the Sorbonne Declaration, followed by the Bologna Declaration in 1999. => Polazne osnove Oblast visokog školstva u Evropi nalazi se u procesu transformacije koji su pre toga već pokrenuli Sorbonska Deklarcija, nakon koje je juna 1999. godine sledila još i Bolonjska deklaracija.
LL@(3611) The latter is responsible for an avalanche of reactions all over Europe. => Ova poslednja je u Evropi pokrenula čitavu lavinu.
LL@(3612) The central idea of the Bologna process is actually rather simple. => Doduše, centralna ideja »bolonjskog procesa« prilično je jednostavna.
LL@(3613) If we wish to be more closely connected in Europe, if we wish to increase the mobility among the qualifications, if our objectives are the higher quality education, we must establish a new trust, claims Gassner (2007). => Ako u Evropi želimo čvršće povezivanje, ako želimo povećanje mobilnosti u zanimanjima, ako želimo da povećamo kvalitet obrazovanja, onda moramo da uspostavimo novo poverenje, smatra Gassner (2007).
LL@(3614) The trust, however, does not develop by itself, but has to be improved and advanced by implementing adequate measures. => Međutim, poverenje se ne razvija samo po sebi već se mora unapređivati uz pomoć adekvatnih mera.
LL@(3615) There is a need for the national interests to be adjusted (not at any cost) and the comparative degree programmes (curricula) and diplomas to be prepared. plex and a most efficient way. => Dogovoreno je da bi trebalo približiti nacionalne interese (ali ne po svaku cenu), pripremiti komparativne studijske programe ( u pogledu trajanja) i diplome.
LL@(3616)  => Projekat usklađivanja u Evropi odvijao se u okviru Tuning projekta (The Tuning project1) koji je bio više nego uspešan jer je osim radnog opterećenje studenata uveo i komponentu nastavnih rezultata koji zajedno definišu ECTS na naj kompleksniji i efikasniji način.
LL@(3617) The motto of the Tuning project is: Compatibility of educational frameworks and programmes on the bases of diversity and autonomy. => Moto projekta Tuning je: ~~~ Usklađivanje obra zovnih struktura i programa na osnovu raznolikosti i autonomije.
LL@(3618) The trend established shows that the European countries and institutions are willing to learn one from another and thet the mobilitty of both students and teachers increasingly contributes to a growing understanding of a real European identity. => Trend koji je uspostavljen ukazuje da su evropske zemlje i institucije spremne da uče jedna od druge, a da je mobilnost studenata i profesora još više doprinela rastućem razumevanju istinskog evropskog identiteta.
LL@(3619) In order that the curricula be better understood and compared within the Tuning project a specific methodology was created that defines five key sets of approaches in the subject/disciplinary areas: (1) general competences or transferable skills; (2) subjectspecific competences, (3) the role of ECTS as a credit accumulating system; (4) approaches to studying, teaching and assessment; (5) the role of improving The adjustment project in Europe was conducted within the Tuning project1 which was highly successful, since, in addition to the work load to the students, it introduced a component of learning results (outcomes) which jointly define the ECTS in a most com 1 The Tuning project includes over one hundred European universities and is directed towards designing concrete suggestions in the execution of the Bologna process on the level of higher education institutions and certain subject areas. => Radi boljeg razumevanja nastavnih planova i mogućnosti njihovog poređenja u okviru Tuning projekta oblikovana je posebna metodologija koja je u okviru predmetnih/disciplinarnih oblasti definisala pet ključnih sklopova pristupa: (1) opšte kompetencije ili prenosive veštine; (2) predmetno-specifične kompetencije, (3) uloga ECTS kao sistema sakupljanja kreditnih bodova; (4) pristupi učenju, podučavanju i ocenjivanju i (5) uloga unapređenja kvaliteta u procesu obrazovanja, sa naglaskom na sistemima koji se zasnivaju na internoj institucionalnoj kulturi kvaliteta 1 Projekat Tuning udružuje preko sto evropskih univerziteta i usmeren je u oblikovanje konkretnih predloga za ostvarivanje bolonjskog procesa na nivou visokoškolskih institucija i pojedinih predmetnih oblasti.
LL@(3620) The Tuning method incorporates the (re)designing, developmet, introducing and evaluation of curricula for each of the three Bologna cycles. => Tuningov način rada uključuje metodologiju za (pre)oblikovanje, razvoj, uvođenje i evalvaciju studijskih programa za svaki od tri bolonjska ciklusa .
LL@(3621) The project has recently spread from Europe to Latin America and central Asia (gonzales and Wagenaar, 2007) quality in the education process, with an emphasis on the systems based on national institutional quality culture (Gonzales and Wagenaar, 2007). => Projekat se iz Evrope u poslednje vreme proširio i na Latinsku Ameriku i centralnu Aziju. (Gonzales i Wagenaar, 2007) (Gonzales i Wagenaar, 2007).
LL@(3622) All these five sets of approaches allow for the universities to tune their curricula without giving up their autonomy and simultaneously enhance their competence and inovation. => Svih tih pet pristupnih sklopova omogućava univerzitetima da usaglašavaju (»tuning«) nastavne planove, pri čemu se ne gubi njihova autonomija, a istovremeno takav način podstiče njihove sposobnosti i inovacije.
LL@(3623) The issue to solve is how to implement the competent model to improve the opportunities of the graduate students to find employment. => Pitanje koje ostaje jest, kako primeniti kompetetivni model u vidu povečavanja mogučnosti zapošlavanja diplomaca. 2.
LL@(3624) 2. ~~~ Competent model as objektive of curricula moderniyation The basic competences/skills the need for which is nowadays considerably greater the man is expected to actively participate in the knowledge society and economy, on the labour market and in work and which should be incorporated into the curricula, include some new skills, e.g., digital literacy, knowledge of foreign languages, social skills, etc. => Kompetentni model kao cilj modernizacije studijskih programa U osnovne kompetencije/veštine koje su sada mnogo potrebnije nego u prošlosti, to jest da čovek aktivno participira u društvu znanja i ekonomiji na tržištu rada i u radu i koje treba uključiti u studijske programe, spadaju i neke nove, na primer digitalna opismenjenost, poznavanje stranih jezika, socijalne veštine itd.
LL@(3625) The individual is expected to be prepared to learn and make sense of a host of information. ~~~ The individual will have to be able to act autonomously, but patiently, to collaborate to a higher degree than it was done in the past and simultaneously be ready and capable of acquiring new skills promptly as well as of adapting to new challenges and situations. => Od pojedinaca se naime očekuje da će biti spremni da uče i osmišljavaju mnoštvo informacija, da će biti sposobni za veće autonomno i strpljivo ponašanje kao za saradnju u ponašanju nego što je to bilo u prošlosti i da će istovremeno biti sposobni i spremni za brzo sticanje novih veština te da će znati da se prilagođavaju novim izazovima i situacijama.
LL@(3626) The ultimate objective of curricula is enhancing the development of competences crucial for a certain area; namely, a significant novelty is the focus upon the curricula outcomes2, expressed in competences (Tancig, 2007:25). => Glavni cilj reforme studijskih programa je podsticanje razvoja kompetencija odlučujućih za određenu oblast, odnosno značajna novina je usredsređenost na rezultate studijskih programa2, izražene u kompetencijama« (Tancig, 2007:25).
LL@(3627) Tancig (2006) understands the competences as accomplished capacities that include both discoursive and practical knowledge and are a dynamic combinaton of knowledge, understanding, skills, competences and values. => Tancigova (2006) shvata kompetencije kao kompletirane kapacitete koji uključuju kako diskurzivno tako i praktično znanje i predstavljaju dinamičnu kombinaciju znanja, razumevanja, veština, sposobnosti i vrednosti.
LL@(3628) According to Medveš (2006), competences are the global objective of education, on one hand, the synthesis of knowledge, in terms of mastering the contents, perceptions and information using more elaborate cognitive processes, i.e., essential knowledge, while, on the other hand, competences are a synthesis of skills, capabilities and methods of an individual qualification or expert field, the so-called procedural knowledge; finally, competences are a synthesis of the development of interests, motivation, personal reaction, integrity and social implementation. => Medveš (2006) navodi da su kompetencije globalni cilj obrazovanja što sa jedne strane predstavlja sintezu znanja u smislu ovladavanja sadržajima, spoznajama i informacijama uz upotrebu viših kognitivnih procesa tj. suštinsko znanje, a sa druge strane kompetencije predstavljaju sintezu veština, spretnosti i metoda pojedine struke ili stručne oblasti, tzv. proceduralno znanje i na kraju krajeva kompetencije su sinteza razvoja interesa, motivacije , ličnog reagovanja pojedinca, njegovog integriteta i socijalne implementacije.
LL@(3629) Competences can therefore be understood as an individuals ability to activate, implement and corre late acquired knowledge in complex, varied and unpredictable situations (Parrenoud, after Svetlik, 2006:4). => Znači, kompetencije možemo shvatiti kao «sposobnost pojedinca da aktivira, koristi i poveže stečeno znanje u kompleksnim, raznovrsnim n nepredvidljivim situacijama« (Parrenoud, po Svetlik, 2006: 4).
LL@(3630) Or, as Gonzales and Wagenaar (2007:54) maintain, competences are a dynamic combination of knowledge, understanding, skill, and abilities, therefore the development of competences is the objective of the programmes of education. => Ili kao 2 Nastavni, studijski rezultati su izraz očekivanja koje bi student/studentkinja nakon završenog učenja znao/znala, razumeo/la ili bio/bila sposoban /bna da predstavi.
LL@(3631) The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international joint degree) designing process is to create the curricula to be conducted within one or more institutions on the eight step model. => Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja. ~~~ Nastavni rezultati utvrđuju uslove za dodelu kreditnih bodova. (Gonzales i Wagenaar, 2007:53) što pišu Gonzales i Wagenaar (2007: 54), kompetencije predstavljaju »dinamičnu kombinaciju znanja, razumevanja, spretnosti i sposobnosti, zato je razvoj kompetencija cilj obrazovnih programa.« je Tuning projekt razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«. (Gonzales i Wagenaar, 2007) Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .
LL@(3632) (Gonzales and Wagenaar, 2007). => Postiže se tako što se potraže odgovori na pitanja kao što su:
LL@(3633) According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the provision of elementary conditions for all the degree programmes. => 
LL@(3634) This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels? => Da li je na regionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.
LL@(3635) Is it identified on the basis of consulting activities and research, i.e., by all the interested parties: employers, experts, institutions, expert bodies? => Da li je to učinjeno na osnovu konsultacija i istraživanja, odnosno između svih zainteresovanih učesnika: poslodavaca, stručnjaka, institucija, stručnih tela?
LL@(3636) Is the programme interesting from an academic aspect? => Da li je program interesantan sa akademskog aspekta?
LL@(3637) And, finally, are there available funds for the programme? => I na kraju: ~~~ Da li za program ima dovoljno raspoloživih sredstava?
LL@(3638) In case of international degree programmes offered by a number of institutions, it is of crucial importance to know whether there is some agreement or a strategic partnership among them. => Ako je reč o međunarodnim studijskim programima koje nudi više institucija prevashodno je značajno da li između njih postoji- dogovor ili strateško partnerstvo.
LL@(3639) Is there a guarantee that the programme will be legally recognized in different countries?... => Da li postoji garancija da će program biti pravno priznat u različitim državama?...
LL@(3640) And, is there an agreement abour the programme duration as regards the ECTS? => I Da li postoji saglasnost u pogledu dužine programa s obzirom na ECTS?
LL@(3641) The second step contains the definition of the qualification, the third offers a description of the programme objectives and the results to be achieved, the fourth defines the generic and subject-specific competences to be achieved within the programme, while the fifth is about the transfer of contents and topics, modules and credits into the curriculum... then follows the transfer into the course units and the activities used to achieve the desired learning outcomes (the sixth step) and make decisions as to the approaches to teaching and learning processes (types of methods, techniques and formats), as well as an agreement as regards assessment and when it is necessary provision/preparation of teaching materials (the seventh step). => Drugi korak sadrži definiciju obrazovnog profila, u trećem sledi opis ciljeva programa i nastavnih rezultata koji moraju da budu ostvareni, u četvrtom koraku definisane su generičke i predmetno-specifične kompetencije koje moraju biti ostvarene unutar programa i u petom koraku sledi prenos sadržaja i tema, modula i kreditnih bodova u nastavni plan…Nakon toga sledi prenos u obrazovne jedinice i aktivnosti kako bi se postigli određeni nastavni rezultati ( šesti korak) i donele odluke u pogledu pristupa odvijanju nastave i učenja ( vrste metoda, tehnika i formata), a takođe i dogovor u pogledu ocenjivanja i kada se ono traži takođe priprema nastavnog materijala ( sedmi korak).
LL@(3642) The last, eighth step includes the development of assessment system meant for a permanent quality improvement (Prav tam: 50:53). => U poslednjem, osmom koraku, sledi razvoj sistema vrednovanja namenjenog trajnom unapređenju kvaliteta ( Prav tam:
LL@(3643) 2 The teaching, curricula outcomes /results ar what the student will be capable of knowning, understanding or producing upon completing his studies. => 50-53).
LL@(3644) The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education. => Tako se u reformi visokoškolskih programa srećemo sa nekim novim elementima koje moramo da shvatimo u njihovoj međusobnoj logičnoj povezanosti koja je vidljiva iz sledeće sheme:
LL@(3645) The learning outcomes set the criteria for credit accumulation. => Shema 1: ~~~ Planiranje i razvoj reforme studijskih programa Izvor:
LL@(3646) (Gonzales and Wagenaar, 2007:53). => Tancig, S. (2007).
LL@(3647) Thus, in the higher education curricula reform we encounter certain new elements that we have to observe as logically interrelated, which is shown in the following chart: Chart 1: Degree programmes reform planning and development Source: Tancig, S. (2007). => 
LL@(3648) Generičke in predmetno specifične kompetence v izobraževanju. => Generične i predmetno specifične kompetence v izobraževanju. ~~~ V:
LL@(3649) V: Tancig, S. i Devjak, T. (ed.): Prispevki k posodobitvi pedagoških študijskih programov. => Tancig, S. i Devjak, T. (ur): ~~~ Prispevki k posodobitvi pedagoških študijskih programov.
LL@(3650) Ljubljana: Faculty of Pedagogy UL, 24. => Ljubljana: ~~~ Pedagoška fakulteta UL, 24.
LL@(3651) The choice of the degree programme competences has to be adjusted to the descriptors of each study level, whether undergraduate or postgraduate. => Izbor kompetencija studijskog programa mora biti usaglašen sa deskriptorijumima pojedinog stepena studiranja bilo da je reč o dodpilomskim ili postdiplomskim studijama.
LL@(3652) The descriptors are broad, wide-range, but significant study indicators at each of the three cycles/levels of study. => Deskriptorijumi predstavljaju opšte, široke ali značajne indikatore studija na svakom od tri ciklusa/stepena studija.
LL@(3653) Their role is not to offer a precise or complete description of studies on a particular level, but to facilitate a general comprehension of each of these. => Njihova namena nije davanje preciznog ili potpunog opisa studija na pojedinom stepenu već opšte razumevanja svakog od njih.
LL@(3654) The next characteristic of the descriptor is to highlight an increased complexity of the study level as regards the complexity and the sophisticity of knowledge and the autonomy of the individual in an academic or professional area. => Sledeća karakteristika deskriptorijuma jeste da ukažu na povećanje složenosti stepena studiranja s obzirom na kompleksnost i produbljenost znanja i autonomnost pojedinca u određenoj akademskoj odnosno profesionalnoj oblasti.
LL@(3655) Descriptors make it possible to compare the degree programmes in terms of the study level, however, programmes may differ as regards their objectives, contents and structure. => Deskriptorijumi omogućavaju upoređivanje studijskih programa s obzirom na stepen studija mada se programi mogu razlikovati po ciljevima, sadržini i strukturi.
LL@(3656) Thus descriptors act as a significant guide in designing the degree programme competences and objectives, as well as the study achievements. ~~~ (Tancig, 2007:26). the setting of objectives and study achievements of the programme course units that in turn define the teaching methods and the methods of testing knowledge. => Deskriptorijumi tako predstavljaju značajan vodič u oblikovanju kompetencija studijskog programa i ciljeva kao i studijskih dostignuća. (Tancig, 2007:26) Od kompetencija studijskog programa dalje zavisi postavljanje ciljeva i studijskih dostignuća nastavnih jedinica programa koje određuju izbor metoda podučavanja i načine provere znanja.
LL@(3657) Competences are classed as general, or generic and subject-specific. => Kompetencije odvajamo na opšte odnosno generičke i na predmetno-specifične kompetencije.
LL@(3658) The Tuning (according to Gonzales and Wagenaar, 2007) differentiates among three forms of generic competences: 1. => Tuning (po Gonzales i Wagenaar, 2007) poznaje tri oblika generičkih kompetencija:
LL@(3659) Instrumental, or applicable competences: cognitive, methodological, technological and linguistic competences; 2. ~~~ Interpersonal, or mutual competences: an individuals abilities, such as behaviour in the society and capability of collaboration; 3. ~~~ Systemic competences: abilities and skills that require entire systems (a combination of understanding, cleverness, knowledge with an overall acquisition of applicable knowledge and interpersonal competences). => 1. instrumentalne odnosno primenljive kompetencije: kognitivne, metodološke, tehnološke i jezičke sposobnosti; 2. interpersonalne odnosno međusobne kompetencije: sposobnosti pojedinca kao što su na primer: sposobnost ponašanja u društvu i saradnje; 3. sistemske kompetencije: sposobnosti i veštine koje zahtevaju celokupne sisteme (kombinacija razumevanja, snalažljivosti, znanja, uz potrebno sticanje primenljivog znanja in međuljudskih kompetencija).
LL@(3660) The competence design has to be in accord with a particular study level, i.e., its descriptor; in other words, the descriptors must be translated to degree programmes competences, whereas these in turn are to be translated to objectives, and finally to achievements. => Oblikovanje kompetencija mora biti usaglašeno sa pojedinim stepenom studija odnosno njegovim deskriptorijumom što drugim rečima znači da deskriptorijume treba »prevesti« u kompetencije studijskih programa, ove u ciljeve a ciljeve u studijska dostignuća.
LL@(3661) The degree programmes competencies precondition The identification of generic and subject-specific competences is a process that requires an agreement among the graduate students, employers and academics as regards each academic area. => Određivanje generičkih i predmetno-specifičnih kompetencija predstavlja proces koji traži »dogovor« između diplomaca, poslodavaca i akadamskog osoblja za svaku od akademskih oblasti.
LL@(3662) Although the selection of the most adequate generic competences differs to some extent due to the specific nature of a particu Chart 2: Study results and competences in degree programmes Izvor: Gonzales, J. and Wagenaar, R. (2007). ~~~ Metodologija projekta Tuning. ~~~ V: Devjak, T. i Zgaga, P. (ed.). ~~~ Prispevki k posodobitvi študijskih programov II. => Mada se izbor najadekvatnijih generičkih kompetencija s obzirom na pojedinu oblast unekoliko razlikuje, autori ( Prav Shema 2:
LL@(3663) Ljubljana: Faculty of Pedagogy, 57. lar area, the authors (Prav tam) claim that the typical academic competences, such as analytical and synthesis skills, as well as the learning and problem solving skills, are identified as most important in each of the areas. => Nastavni rezultati i kompetencije u studijskim programima tam) konstatuju da su tipične akademske kompetencije, kao što su veština analize i sinteze kao i veština učenja i rešavanja problema, identifikovane kao najznačajnije u svim oblastima.
LL@(3664) Other generic competences, such as the skill of applying the knowledge in practice, the skill of adapting to new situations, concern about quality, ability to control information, autonomous acting, team work, organization, work planning, oral and written communication in mother tongue as well as individual skills were assessed by both the graduates and the employers as primarily important for finding employment. => Druge generičke kompetencije, kao što su veština primene znanja u praksi, veština prilagođavanja novim situacijama, briga o kvalitetu, sposobnost upravljanja informacijama, veština autonomnog delovanja, timskog rada, organizacije, planiranja rada, usmeno i pisano sporazumevanje na maternjem jeziku kao i individualne veštine, od strane diplomaca i poslodavaca određene bile su pre svega kao izuzetno značajne za zapošljavanje.
LL@(3665) The research conducted by these authors shows that more attention should be paid to a specific number of generic competences in order that the students preparations for future work should be as good as possible3. ~~~ The subject-specific competences as part of the project were already defined for nine areas and the European countries reached the agreement about what comprises the essence of each area. => Istraživanja pomenutih autora su pokazala da treba više pažnje posvetiti specifičnom broju generičkih kompetencija kako bi pripreme studenata za budući rad bile što bolje.3 Predmetno-specifične kompetencije kao deo projekta već su bile određene za devet oblasti i među zemljama u Evropi postignuta je saglasnost o tome šta sačinjava suštinu svake oblasti.
LL@(3666) As said above, competences are referent points in creating curricula and assessment methods. => Kompetencije su , kao što smo već napisali, referentne tačke za izradu nastavnih planova i za ocenjivanje.
LL@(3667) The curricula creation allows for flexibility and autonomy, however, 3 A detailed reserach was conducted on the Faculty of pedagogy at the University of Ljubljana, in 2004. => U izradi nastavnih planova 3 Detaljno istraživanje sprovedeno je na Pedagoškom fakultetu Univerziteta u Ljubljani 2004. godine.
LL@(3668) The findings made it possible for the authors of curricula to find out how the graduate students themselves perceive their competence after studies, what the employers say and what the opinion of the degree programmes promoters is. => Uvid u rezultate omogućio je autorima nastavnih planova i programa da utvrde kako osposobljenost diplomaca pedagoškog smera vide sami diplomci, šta o njoj misle poslodavci a šta realizatori studijskih programa.
LL@(3669) They concluded that more attention would have to be paid to those competences that train the pedagogical faculty graduates for the innovations introduced into school by the inclusion of children with special needs, by interdisciplinary approaches, by team work and by any aspects of communication, which complies with the findings revealed in European measures by Euridyce, 2003. => Konstatovali su da će morati da posvete više pažnje onim kompetencijama koje diplomce pedagoškog fakulteta osposobljavaju za novine koje u škole donosi uključivanje dece sa posebnim potrebama , interdisciplinarnost, timski rad i svi aspekti komunikacije što se podudara sa konstatacijama koje u evropskom merilu donosi Euridyce iz 2003. godine.
LL@(3670) Razdevšek Pu?ko and Rugelj, 2007:43). they simultaneously offer a common language in describing the curricular objectives. => Razdevšek Pučko i Rugelj, 2007:43.) dozvoljeni su fleksibilnost i autonomija, a oni istovremeno nude zajednički jezik za opisivanje ciljeva nastavnih planova.
LL@(3671) The implementation of the learning outcomes and competences achieved is necessary if the degree programmes, the modules, or the course units are to be student oriented. => Primena postignutih nastavnih rezultata i kompetencija potrebna je ako želimo na studenta da usmerimo studijske programe, module, odnosno studijske jedinice.
LL@(3672) This approach requires that the elementary knowledge and the competences the students must acquire in the course of his studies should be defined. => Taj pristup zahteva da se utvrdi ono osnovno znanje i one sposobnosti koje student mora da stekne u toku studija.
LL@(3673) The study results and competences as regards the student training for an active participation in the civil society and employment are profession and society conditioned. => Nastavni rezultati i kompetencije u pogledu pripreme studenta za aktivno uključivanje u civilno društvo i zapošljavanje proizilaze iz zahteva struke pa i šireg društva.
LL@(3674) In an output, result based degree programme, the main stress is on a graduate, professional profile defined by academic staff and approved of by a competent authority. => U studijskom programu koji je zasnovan na sistemu »output-a«, na rezultatima, osnovni naglasak stavljen je na diplomskom, profesionalnom profilu koji definiše akademsko osoblje a potvrđuje odgovorni organ.
LL@(3675) The profile, however, should be based on defined and identified needs of both the society and the academic sphere, the practice, the employers, organizations, associations and the graduates. => Međutim, profil bi trebalo da se zasniva na konstatovanim i prepoznatljivim potrebama kako društva tako i akademske sfere, prakse, poslodavaca, organizacija i udruženja i diplomaca.
LL@(3676) In other words, what the programme does so that, e.g., entrepreneurship should be what entrepreneurship is, is of utmost importance. => Drugim rečima: značajno je ono što program čini da bi na primer preduzetništvo bilo to što preduzetništvo jeste. (Prav tam:
LL@(3677) (Prav tam:57.). ~~~ The programme groups within the Tuning project have already defined a number of characteristics of their own profession that we can find in the socalled templates or summaries of results. => 57.) Programske grupe su u okviru Tuninga za vlastitu struku već utvrdile niz karakteristika koje nalazimo u tzv. predlošcima (templates) ili rezimeima rezultata (summaries of outcomes).
LL@(3678) In the level or cycle system each cycle is expected to achieve a number of study results based upon competences, these being gradually developed throughout the study process. => U sistemu stepena ili ciklusa svaki ciklus mora da ima niz nastavnih rezultata zasnovanih na kompetencijama a one se razvijaju postepeno kroz celokupan proces studiranja.
LL@(3679)  => Donja shema prikazuje kako možemo da pristupimo raspoređivanju kompetencija u studijske jedinice odnosno module.. ~~~ Vir:
LL@(3680)  => Gonzalec, J. i Eagenaar, R. (2007).
LL@(3681)  => Metodologija projekta Tuning.
LL@(3682) The chart below shows one apprach to competence allocation into the study units, or modules. => V: ~~~ Devjak, T. i Zgaga, P. (ur.). ~~~ Prispevki k posodobitvi študijskih programov II.
LL@(3683) In a student and result oriented degree programme all study units are networked in some way, regardless of whether it is the units or modules of the major, the minor or the optional modules. => Ljubljana: ~~~ Pedagoška fakulteta, 57. U studijskom programu koji se koncentriše na studenta i rezultate sve studijske jedinice na ovaj ili onaj način međusobno su povezane bilo da je reč o jedinicama ili modulima primarnog, sekundarnog ili izbornog modula.
LL@(3684) In a well planned programme, the minors and the optional subjects may intensify the profile of the degree programme. => U dobro planiranom programu sekundarni (minors) i izborni predmeti moraju ojačati profil studijskog programa.
LL@(3685) Or, in other words, and as regards the learning outcomes achieved in other parts of studies, the learning outcomes of certain course units or modules contribute to the end results and the development of a certain level of competences. => Ili drugačije rečeno. ~~~ Uzimajući u obzir nastavne rezultate ostvarene u drugim delovima studiranja nastavni rezultati pojedinih studijskih jedinica odnosno modula doprinose konačnim nastavnim rezultatima i razvoju određenog stepena kompetencija.
LL@(3686) One of the major aims of the Bologna process is a greater comparability and compatibility of the degree programmes and the lenght of studying/learning periods. => Jedan od glavnih ciljeva bolonjskog procesa je veća uporedivost i kompatibilnost studijskih programa i perioda učenja.
LL@(3687) The implementation of the concept of steps, learning outcomes, competences and credits certainly supports the objective. => Primenom koncepta stepena, nastavnih rezultata, kompetencija i kreditnih bodova i cilj je takođe aktivno podržan. 3.
LL@(3688) 3. ~~~ Lessons learned from recognizing the need to develop organizational enviroment for a successful implementation of the Bologna reform The Faculty of Administration was among the first at the University of Ljubljana and in Slovenia to introduce and develop the Bologna programme. => Iskustva iz shvatanja značenja razvoja organizacione sredine za uspešno uvođenje bolonjske reforme Fakultet za upravu je među prvima na Univerzitetu u Ljubljani i Sloveniji otpočeo da razvija Bolonjski program.
LL@(3689) All the degree programmes were reformed, the I and II level degree programmes underwent the accreditation process. => Reformisao je sve studijske programe, akreditovao programe studiranja uprave I i II stepena.
LL@(3690) The Faculty decided upon the 3+2+3 scheme. => Fakultet se odlučio za shemu 3+2+3.
LL@(3691) The programmes that represent the basics of the study process at the faculty are grouped and named ADMINISTRATION. => Programi koji predstavljaju osnov procesa studiranja na fakultetu obuhvaćeni su pod nazivom UPRAVA.
LL@(3692) On the 1st level, they are taught as university and higher education programmes at two departments (public and business), whereas on the 2nd level they are taught as one programme at three departments (administration, economics, information). => Na 1. stepenu sprovode sa kao univerzitetski i kao visokoškolski program na dva smera (javni i poslovni), a na 2. stepenu kao jedan program na tri smera (upravni, ekonomski, informacioni).
LL@(3693) The programmes have been implemented and pursued for three years now, which allows for some evaluations to be made. ~~~ At the time the programme was being introduced and in its course so far, the faculty found out that in order that the programme be implemented successfully, numerous activities were necessary to perform that were outside the execution of the process itself, however, were crucial in achieving the learning objectives. => Programi se sprovode već tri godine što omogućava izvođenje pojedinih evalvacija. i u Fakultet je u vreme uvođenja programa dosadašnjem sprovođenju došao do zaključka da su za sprovođenje bolonjske reforme potrebne brojne aktivnosti koje su izvan sprovođenja samog procesa obrazovanja a koje su ključne za postizanje obrazovnih ciljeva .
LL@(3694) Let us mention only a number of examples that may be of interest for anyone who is faced with the problems of the Bologna reform implementation. => Da pomenemo neke primere koji mogu biti interesantni za sve koji se bave problemima uvođenja bolonjske reforme.
LL@(3695) The affirmation of the quality standards is a rather broad concept that has frequently been the topic of study both at the faculty and in the public sector. => Afirmacija standarda kvaliteta predstavlja jedan od veoma širokih pojmova sa kojim se veoma često bave kako na fakultetima tako i šire u javnom sektoru.
LL@(3696) The faculty has long been working on the development of the quality model, this being one of the research areas within the discipline it develops. => Fakultet već duže vreme radi na razvoju modela kvaliteta jer je to i jedna od oblasti istraživanja u okviru discipline koju razvija.
LL@(3697) The development of the quality mod el to be used in evaluating the Bologna reform orientation outcomes saw the rise of numerous problems in defining the standards supposed to be the basis for the faculty work results and progress assessment. => U razvoju modela kvaliteta za utvrđivanje ostvarivanja orjentacija bolonjske reforme pojavili su se problemi prilikom utvrđivanja standarda koji bi trebalo da predstavljaju osnovu za utvrđivanje rezultata i napretka rada fakulteta.
LL@(3698)  => Pomoć u utvrđivanju kriterijuma i ciljeva predstavljaju standardi koje afirmišu sledeće institucije: šira nacionalna asociacija, npr.:
LL@(3699) A valuable aid in setting the criteria and objectives is provided by the standards promoted by the following institutions: A broad national association, e.g., University of Ljubljana, by developing and observing their own standards; International e.g., EAPAA (European Association for Public Administration Accreditation), where the Faculty accredited the second level ADMINISTRATION programme (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel, 2007); institutions, Partner-educational institutions with which the Faculty of administration jointly conducts the degree programmes and issues joint diplomas: Program Management in administration with the Faculty of Organizational Sciences in Belgrade (DRAKULI], M., DEVJAK, S., BRAČEK, A., Pravni život, 2007a); the FINAC program (accounting and public finances) with partner faculties at the universities in Roterdam, Prague and Banska Bistrica (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel, 2007b) Institutions that employ graduate students. => Univerzitet u Ljubljani, razvojem i praćenjem vlastitih standarda; međunarodne asocijacije, Association npr.: ~~~ EAPAA (European for Public Administration Accreditation), gde je fakultet akreditovao program UPRAVA II stepena (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel 2007); nauka partnerske obrazovne institucije sa kojima fakultet za upravu sprovodi zajedničke studijske programe i izdaje zajedničke diplome: ~~~ Porgram Mangement u upravi sa Fakultetom organizacionih Beograd (DRAKULI], M., DEVJAK, S., BRAČEK, A., Pravni život, 2007a); Program FINAC (računovodstvo i javne finansije) sa partnerskim fakultetima univerziteta u Roterdamu, Pragu in Banskoj Bistrici (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel 2007b) Univerziteta institucije koje zapošljavaju diplomce.
LL@(3700) The standards promoted by the faculty are as a rule difficult to attain which is rather due to organizational and financial restrictions than to the pedagogic staff being undertrained. ~~~ Monitoring and evaluating the ECTS system implementation is one of the key elements of the Bologna reform. => Standardi koje afirmiše fakultet su po pravilu teško ostvarljivi zbog organizacionih finansijskih ograničenja a manje zbog neosposobljenosti pedagoškog osoblja. i Praćenje i ocenjivanje realizacije ECTS sistema predstavlja jedan od ključnih elemenata bolonjske reforme.
LL@(3701) The ECTS is awarded upon the students completion of studies. => ECTS se dodeljuje na osnovu okončanog rada studenta.
LL@(3702) It is certainly difficult if not impossible to measure the work. => Merenje rada je svakako teško ako ne i nemoguće.
LL@(3703) The measuring (evidence) itself of the students attendance to lectures and prectice causes numerous problems. => Samo merenje (evidentiranje) prisutnosti studenta na predavanjima i vežbama uzrokuje brojne neprilike.
LL@(3704) Despite the doubts as to the appropriateness of such measurement, this element certainly greatly affects both the workload (too much study obligations for students) and the length of studies. => Uprkos sumnjama u svrsishodnost tog merenja taj element ima sasvim sigurno izuzetan uticaj na opterećenost ( preterano nametanje studijskih obaveza studentima) a takođe i na trajanje studija.
LL@(3705) The latter is one of the relevant quality criteria that can reveal poor outcomes of the education process that can be the consequences of the excess study obligations or the students lack of interest for cooperation in fulfilling the study obligations. => Trajanje studija predstavlja jedan od relevantnijih kriterijuma kvaliteta koji može da pokaže loše rezultate obrazovnog procesa koji mogu biti posledica predimenzionisanog obima studijskih obaveza kao i nezainteresovanosti studenata za saradnju u ispunjavanju studijskih obaveza.
LL@(3706) The optional choice is an important advantage of the Bologna reform which, however, causes to the faculties numerous organizational difficulties and often insolvable problems. => Mogućnost izbora kao velika prednost bolonjske reforme donosi fakultetima brojne organizacione teškoće i često nerešive probleme.
LL@(3707) Due to limited capacities (premises, staff, equipment), the faculties offering the option al choice are obliged to grant the priority of choice to more successful students. => Fakulteti koji pružaju mogućnost izbora primorani su da zbog ograničavanih kapaciteta ( prostorije, osoblje, opreme) uspešnijim studentima daju prioritet u vršenju izbora.
LL@(3708) The solution here is the students direct, computerized enrollment into the next study year, immediately upon completing the due programmes. => Rešenje koje se pri tome nametnulo je individualni elektronski upis studenata u više godine odmah nakon ispunjavanja propisanih studijskih obaveza.
LL@(3709) The student may, of course, be offered the timetable on the basis of which he/she can choose subjects that will not overlap. => Pri tome se naravno studentu mora ponuditi raspored časova na osnovu kojeg će on izabrati predmete koji se neće istovremeno predavati.
LL@(3710) A practical solution here was the offer of optional subjects in an e-form. => Pri tome se kao praktično rešenje pokazala i ponuda izbornih predmeta u e-obliku.
LL@(3711) The mobility as a method of knowledge and experience transfer as well as the optional choice and the interest component of education is linked with organizational and financial limitations. => Mobilnost kao način prenosa znanja i iskustava kao i ostvarivanje mogućnosti izbora i interesantnosti obrazovne delatnosti povezana je sa organizacionim i finansijskim ograničenjima.
LL@(3712) Problems often appear in teaching subjects in foreign languages (most ofen due to smaller groups and financial problems) as well as in case of replacement of teaching staff in times they are absent. => Česti problemi pojavljuju se u vezi sa sprovođenjem predmeta na stranim jezicima ( najčešće zbog manjih grupa i problema finansiranja) kao i zamene kadra u vreme odsustvovanja.
LL@(3713) These problems are easier to solve if similar faculties jointly organize lectures on some course units, subjects or parts of programmes in foreign languages. => Te teškoće mogu se uspešnije rešavati ako srodni fakulteti zajedno organizuju predavanje jedinica, predmeta odnosno delova programa na stranom jeziku.
LL@(3714) The acceptance of foreign students and sending our own students abroad is frequently a hard job due to the accomodation problems and a new study environment they enter. => Prijem stranih studenata i slanje vlastitih studenata u inostranstvo često prate teškoće sa smeštajem i uvođenjem u novu studijsku sredinu.
LL@(3715) Student tutorship can prove to be of great help here. => Pri tome uspešna pomoć može bit izvedena putem studentskog tutorstva.
LL@(3716) The partnership in the Bologna reform objectives is broadly defined and offers the universities different ways of implementation. => Partnerstvo je o okviru ciljeva bolonjske reforme šire definisano i visokoškolskim ustanovama omogućava različite načine realizacije.
LL@(3717) The Faculty of administration implements the idea of partnership in various areas: In the academic community where partnership is understood in a similar way by both pedagogic, non-pedagogic staff and by the students who decide upon mutual objectives and values; With the partner educational and research institutions when they jointly carry out the degree programmes and research work; Employers who employ the graduate students that take an active part in the educational (e.g., student practice, seminars and diploma works) and research processes (e.g., joint and individual research, European projects) in order that they should approximate the competent model to their human resources needs; The graduate students that make the link between the faculty and the profession, inform the faculty on the adequacy of the competent models of degree programmes and take the problems of profession to the academic milieu, or enhance the development of educational work or research activities. => Fakultet za upravu ostvaruje ideju partnerstva u različitim oblastima: u okviru akademske zajednice gde partnerstvo slično shvataju pedagoški i nepedagoški radnici i studenti i koji donose zajedničke ciljeve i vrednosti; sa partnerskim obrazovnim i istraživačkim institucijama kada povezano sprovode obrazovne programe i istraživanja; poslodavci koji zapošljavaju diplomce koju učestvuju u sprovođenju obrazovnog (npr.:studentska praksa, seminarski i diplomski radovi) i istraživačkog procesa ili samostalna istraživanja, evropski projekti), kako bi kompetentni model približili njihovim kadrovskim potrebama; (npr.:zajednička diplomci fakulteta koji predstavljaju most između fakulteta i struke, obaveštavaju fakultet o adekvatnosti kompetentnih modela studijskih programa i prenose probleme struke u akademsku sredinu, podstiču razvoj obrazovne delatnosti ili istraživačkih aktivnosti.
LL@(3718) Partnership is also a transparent method of financing both degree programmes and research activities. => Partnerstvo predstavlja i transparentan način finansiranja obrazovnih programa i istraživačke delatnosti.
LL@(3719) Providing services to external customers (e.g., optional subjects, foreign students, life-long degree programmes, research ordered by national customers or European trusts) is related to the transparent system of tracking costs via their bearers, introducing the full cost system. => Vršenje usluga za spoljnje naručioce ( na primer: izborni predmeti, strani studenti, programi doživotnog obrazovanja, istraživanja za domeće naručioce ili evropske fondove) povezano je sa transparentnim sistemom praćenja troškova preko njihovih nosioca, uvođenjem »full cost« sistema.
LL@(3720) All these, however, require that the system of costs planning and tracking via the performers and the costs and revenues related to these be introduced. => Sve to, međutim zahteva uvođenje sistema planiranja i praćenja aktivnosti preko izvršilaca i sa njima povezanih troškova i prihoda.
LL@(3721) It is thus designed economic parametres that could be a qualit basis in setting the relations between the service consumers and the service deliverers, in this case, the faculty. => Tek tako izrađeni ekonomski parametri mogu biti osnova za kvalitet u uređenju odnosa između korisnika usluga i izvršilaca, u ovom slučaju fakulteta.
LL@(3722) The Faculty of administration commences the implementation of such a system, however, prior to this, they had to introduce a computer measurement of the education process performance and develop adequate accounting applications for that purpose. => Fakultet za upravu pristupio je uvođenju tog sistema, s tim što je prethodno morao da uvede kompjutersko merenje realizacije aktivnosti obrazovnog procesa i da u tu svrhu razvije adekvatne računovodstvene aplikacije.
LL@(3723) The Faculty of administration introduces the full cost system into the university of Ljubljana as a whole, because of financiers, especially because of the requirements of the European projects financiers. => Sistem »full cost« uvodi Fakultet za upravo in Univerzitet u Ljubljani kao celjina zbog finansera, naročito zbog zahteva finansijera evropskih projekata. 4.
LL@(3724) 4. ~~~ In place of conclusion In a majority of higher education institutions the Bologna reform is directed primarily towards the development of degree programmes that the faculties developed on more or less well defined competent models. => Umesto zaključka Bolonjska reforma u većini visokoškolskih ustanova usmerena je prevashodno u razvoj studijskih programa koje su fakulteti razvili na manje ili više dorečenim kompetentnim modelima.
LL@(3725) The Bologna process requires a continual cooperation between the higher education institution and its partners, where primarily the competent models of degree programmes are created and upgraded. => Bolonjski proces iziskuje kontinuiranu saradnju visokoškolske ustanove sa partnerima gde se pre svega formiraju i dograđuju kompetentni modeli studijskih programa.
LL@(3726) The Bologna reform implementation, whether appropriately or poorly conducted by the ministries in charge, as a rule lacked well defined economic and organizational conditions. => U bolonjskoj reformi koja je odgovarajuće vođena ili pak vođena sa nedostacima od strane nadležnih ministarstava, po pravilu nije bilo dorečenih ekonomsko-organizacionih uslova za izvođenje bolonjske reforme.
LL@(3727) The Bologna reform represents a significant step forward in the educational process, the opening of the institution to the employers, the introduction of business behaviour and the adoption of different measures of assessing the learning processes outcomes. => Bolonjska reforma predstavlja značajan pomak u obrazovnom procesu, otvaranje ustanove prema poslodavaocima, uvođenje poslovno i prihvatanje drugačijih merila za vrednovanje rezultata obrazovnih procesa.
LL@(3728) All these changes called for a simultaneous economic and organizational development of highereducation institutions in order that they should be in a position to meet the obligations set by the objectives of the Bologna reform of higher education. => Sve te promene iziskivale su uporedan ekonomsko-organizacioni razvoj visokoškolskih ustanova kako bi bile sposobne da realizuju obaveze koje zahtevaju ciljevi bolonjske reforme visokog školstva.
LL@(3729) REFERENCES Š1Ë Common European Principles fot Teacher Competences and Qualifications (2005). http://europa.eu.int/comm/education/policies/2010/testingconf-en.html Š1Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007a) Joint programmes of public administration as an answer to external pressures : case study of a joint master programme: Management in administration. => LITERATURA: Š1Ë Common European Principles fot Teacher Competences and Qualifications (2005). http://europa.eu.int/comm/education/policies/2010/testingconf-en.html Š2Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007a) Joint programmes of public administration as an answer to external pressures : case study of a joint master programme:
LL@(3730) Prav. život, let. ~~~ 56, št. ~~~ 10, str. => Management in administration.
LL@(3731) 677-689. ~~~ Š1Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007b) Development of public administration education and curriculum in South East Europe. => Prav. život, let. 56, št. 10, str. 677-689. Š3Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007b) Development of public administration education and curicullum in South East Europe.
LL@(3732) V: VINTAR, Mirko (ur.), KOVAČ, Polonca (ur.). => V: VINTAR, Mirko (ur.), KOVAČ, Polonca (ur.).
LL@(3733) Trends in development of public administration in South East Europe, (Upravna misel). => Trends in development of public administration in South East Europe, (Upravna misel).
LL@(3734) Ljubljana: Faculty of Administration; [s. l.]: NISPAcee (The Network of Institutes and Schools of Public Administration in Central and Eastern Europe), str. => Ljubljana: ~~~ Faculty of Administration; [s. l.]:
LL@(3735) 232-250. ~~~ Š1Ë Gonzales, J. in Wagenaar, R. (2007). => NISPAcee (The Network of Institutes and Schools of Public Administration in Central and Eastern Europe), str. 232-250. Š4Ë Gonzalec, J. in Eagenaar, R. (2007).
LL@(3736) Metodologija projekta Tuning. => Metodologija projekta Tuning.
LL@(3737) V: Devjak, T. in Zgaga, P. (ur.). => V: ~~~ Devjak, T. in Zgaga, P. (ur.).
LL@(3738) Prispevki k posodobitvi študijskih programov II. => Prispevki k posodobitvi študijskih programov II.
LL@(3739) Ljubljana: Pedagoška fakulteta. => Ljubljana: ~~~ Pedagoška fakulteta.
LL@(3740) Š1Ë Key Competenciec (2002). => Š5Ë Key Competenciec (2002).
LL@(3741) Survey 5. => Survey 5.
LL@(3742) Brusseles: Eurydice, European Unit. => Brusseles: ~~~ Eurydice, European Unit.
LL@(3743) Š1Ë Medveš, Z. (2006). => Š6Ë Medveš, Z. (2006).
LL@(3744) Informativni in formativni nivo v kurikularnem načrtovanju. => Informativni in formativni nivo v kurikularnem načrtovanju.
LL@(3745) Vzgoja in izobraževanja, 37, 1, 19-21. ~~~ Š1Ë Razdevšek Pučko, C. in Rugelj, J. (2007). => Vzgoja in izobraževanja, 37, 1, 19-21. Š7Ë Razdevšek Pučko, C. in Rugelj, J. (2007).
LL@(3746) Competencies in Teacher Education. => Competencies in Teacher Education.
LL@(3747) V: Tancig, S. in Devjak, T. (ur): Prispevki k posodobitvi pedagoških študijskih programov. => V: ~~~ Tancig, S. in Devjak, T. (ur): ~~~ Prispevki k posodobitvi pedagoških študijskih programov.
LL@(3748) Ljubljana: Pedagoška fakulteta. => Ljubljana: ~~~ Pedagoška fakulteta.
LL@(3749) Š1Ë Svetlik, I. (2006). => Š8Ë Svetlik, I. (2006).
LL@(3750) On competences. => On competences.
LL@(3751) V: Vzgoja in izobraževanje, let. => 
LL@(3752) 37, št. => 
LL@(3753) 1, str. => 
LL@(3754) 4-12. => V:
LL@(3755) Š1Ë Tancig, S. (2007). => Vzgoja in izobraževanje, let. 37, št. 1, str. 4-12. Š9Ë Tancig, S. (2007).
LL@(3756) Generic and Subject-Specific Competencies in Education. => Generic and SubjectSpecific Competencies in Education. ~~~ V:
LL@(3757) V: Tancig, S. in Devjak, T. (ur): Prispevki k posodobitvi pedagoških študijskih programov. => Tancig, S. in Devjak, T. (ur): ~~~ Prispevki k posodobitvi pedagoških študijskih programov.
LL@(3758) Ljubljana: Pedagoška fakulteta. => Ljubljana: ~~~ Pedagoška fakulteta.
LL@(3759) Š1Ë Zgaga, P. (2005) ~~~ Učni izidi in kompetence. => Š10Ë Zgaga, P. (2005) Učni izidi in kompetence. ~~~ V:
LL@(3760) V: Devjak, T. (ur). => Devjak, T. (ur).
LL@(3761) Parterstvo fakultete in vzgojno-izobraževalnih zavodov: izobraževanjepraksaraziskovanje. => Parterstvo fakultete in vzgojno-izobraževalnih zavodov: izobraževanjepraksaraziskovanje.
LL@(3762) Ljubljana: Pedagoška fakulteta, 17 26. => Ljubljana: ~~~ Pedagoška fakulteta, 17 26.
LL@(3763) Š1Ë Teze za prenovo pedagoških študijskih pro gramov (2004). http://www.pef.unilj.si/strani/bologna/dokumenti/prenova-pedagstudijev.pdf Effects of Fiscal Policy on the Maintenance of Macroeconomic Stability in Serbia in the 2001-2007. => Š11Ë Teze za prenovo pedagoških študijskih pro gramov (2004). http://www.pef.unilj.si/strani/bologna/dokumenti/prenovapedag-studijev.pdf Efekti fiskalne politike na održavanje makroekonomske stabilnosti u Srbiji u periodu 2001-2007. UDK:
LL@(3764) Period UDC: 338.23:336.22(497.11)2001/2007 Mihajlo Babin Faculty of Economics, finance and administration, Beograd This paper presents the research conducted to find out the effects of fiscal policy in Serbia over the 2001-2007 period. => 338.23:336.22(497.11)2001/2007 mr Mihajlo Babin Fakultet za ekonomiju, finansije i administraciju, Beograd U radu su istraživani efekti fiskalne politike u Srbiji tokom perioda 2001.-2007.
LL@(3765) A dominantly procyclical fiscal policy had an unfavourable impact upon both external and internal balances. => Dominantno prociklična fiskalna politika je negativno uticala na spoljnu i unutrašnju ravnotežu.
LL@(3766) Larger budgetary revenues were followed by equally increased budgetary expenditures, which in terms of inadequately flexible aggregate supply created adverse pressures on the macroeconomic stability maintenance. ~~~ 1. => Povećanje javnih prihoda je praćeno povećanjem tekućih javnih rashoda čime su u uslovima nedovoljno elastične agregatne ponude stvoreni negativni pritisci na održavanje makroekonomske stabilnosti. 1.
LL@(3767) Introduction The key effect upon the maintenance of macroeconomic stability during the observed 2001-2007 transition period in Serbia was that of the fiscal policy measures. => Uvod Tokom posmatranog tranzicionog perioda u Srbiji 2001.-2007. mere fiskalne politike su imale ključni uticaj na održavanje makroekonomske stabilnosti.
LL@(3768) This research will describe the analysis of the effects of fiscal policy upon the internal and the external balances. => U ovom radu istraživanje će obuhvatiti analizu efekata mera fiskalne politike na unutrašnje i spoljne ravnoteže.
LL@(3769) The analysis of the level of budgetary balance, the amount of public debt and the fiscal policy effects upon inflation and the foreign exchange rate allows for the identification of the Serbian fiscal policy transmission channels as well as of its impact on the macroeconomic stability. => Analiza nivoa budžetskog bilansa, nivoa javnog duga i efekata fiskalne politike na inflaciju i devizni kurs omogućava utvrđivanje transmisionih kanala fiskalne politike u Srbiji i njenog uticaja na makroekonomsku stabilnost. 2.
LL@(3770) 2. ~~~ Effects of fiscal policy in the 2001-2007 period The budgetary deficit was continually reduced during the 2001-2006 period, which had a favourable effect upon the reduction of the level of public debt, of the balance of payments current account1 deficit reduction and of the inflation rate. => Efekti fiskalne politike u periodu 2001-2007. U periodu 2002-2006. kontinualno je smanjivan nivo budžetskog deficita, što je pozitivno uticalo na smanjenje nivoa javnog duga, smanjenje deficita tekućeg računa platnog bilansa1 i nivoa inflacije.
LL@(3771) We will examine here the effects of fiscal policy upon macroeconomic stability via the analysis of the effects of fiscal policy upon the change in the economic liquidity. => Razmatranje uticaja fiskalne politike na makroekonomsku stabilnost će se sprovesti analizom efekata fiskalne politike na promenu likvidnosti u privredi.
LL@(3772) A particular problem in identifying the effects of fiscal policy was the result of the different levels of budgetary balance calculated on the basis of different methodologies (the National Bank of Serbia NBS methodology, the International Monetary Chart 1. ~~~ (Dragutinović, 2007) 1 The balance of payments current account deteriorated in 2004, however the reduction trend continued in 2005. ~~~ Fund IMF methodology, the Ministry of Finance MoF methodology) chart 12 Therefore it is quite possible that, according to one methodology, the budgetary balance may be balanced and even in surplus, whereas according to another, it may show a deficit of 2-3% GNP. => Posebna teškoća za utvrđivanje efekata fiskalne politike su predstavljali različiti nivoi budžetskog bilansa koji su izračunavani na osnovu upotrebe različitih metodologija (metodo Grafik broj 1. (Dragutinović, 2007) 1 Tekući račun platnog bilansa je pogoršan u 2004., ali je trend sniženja deficita nastavljen u 2005. logija Narodne banke Srbije - NBS, metodologija Međunarodnog monetarnog fonda - MMF i metodologija Ministarstva finansija - MoF) - grafik broj 1.2 Stoga je moguće da je prema jednoj metodologiji budžetski bilans izbalansiran ili u čak u suficitu, dok prema drugoj metodologiji može da predstavlja deficit od 2-3% BDP-a.
LL@(3773) The effect of fiscal policy upon the liquidity growth was expansive since 2002; however, the chart shows that the restrictive fiscal policy in 2004 and 2005 resulted in the fall in liquidity, which further resulted into a lower pressure upon aggregate demand. => Efekat fiskalne politike na rast likvidnosti je ekspanzivan od 2002., ali se na grafiku uočava da je 2004. i 2005. vođenje restriktivne fiskalne politike smanjilo likvidnost, čime je smanjen pritisak na agregatnu tražnju.
LL@(3774) It is for this reason that the measures of fiscal policy produced countercyclical effects. => Stoga su u datom periodu mere fiskalne politike stvarale kontraciklične efekte.
LL@(3775) Since the 20063 budget revision the fiscal policy measures have been expansive and procyclic. => Počevši od rebalansa budžeta za 2006.3 mere fiskalne politike su ekspanzivne i prociklične.
LL@(3776) The expansive quality of the fiscal policy measures is based on the increase in the wages in the public sector and the commencement of the National Investment Plan implementation. member (EU countries The 2006 budgetary balance (-1.5% GNP) in Serbia is comparable to the average balance in the European Union 27) (www.ec.europa.eu/eurostat) which was -1.6% GNP in 2006. => Ekspanzivnost mera fiskalne politike je zasnovana na povećanju nivoa zarada u javnom sektoru i započinjanju realizacije Nacionalnog investicionog plana. ~~~ Nivo budžetskog bilansa (-1,5% BDP-a) u Srbiji u 2006. godini je uporediv sa prosekom zemljama članicama Evropske unije (EU 27) (www.ec.europa.eu/eurostat) gde je iznosio 1,6% BDP-a u 2006. godini.
LL@(3777) Among the transition countries now the member countries of the EU, the budget surpluce was accumulated only in Bulgaria (3.2% GNP) and in Estonia (3.6% GNP). => Od zemalja u tranziciji koje su postale članice EU, samo je u Bugarskoj (3,2% BDP-a) i Estoniji (3,6 % BDP-a) akumuliran budžetski sufict.
LL@(3778) In the majority of countries the budgetary balance showed a deficit: the Czeck Republic (-2.9% GNP), Hungary (-9.3% GNP), Romania (-1.8% GNP), Slovenia (-1.2% GNP), Slovakia (-3.8%GNP), Latvia (0.2% GNP), Lithuania (-0.6% GNP), Poland (-3.8% GNP). => Ali, u većini zemalja budžetski bilans je bio u deficitu: ~~~ Češka Republika (-2,9% BDP-a), Mađarska (-9,3% BDP-a), Rumunija (-1,8% BDP-a), Slovenija (-1,2% BDP-a), Slovačka (-3,8% BDP-a), Letoniji (-0,2% BDP-a), Litvaniji ( - 0,6% BDP-a), Poljska (-3,8% BDP-a).
LL@(3779) It is also important to identify the share of both public revenues and public expenditures in the countries that became members of the EU upon the completion of their transition processes. => Važno je i određivanje učešća javnih prihoda i javnih rashoda u BDP-u u zemljama koje su nakon procesa tranzicije postale članice EU.
LL@(3780) The share of public expenditures in the GNP of the three observed countries is 35% GNP or lower, which makes the lowest level of public expenditure in the EU: Romania (35% GNP), Lithuania (34% GNP) and Estonia (33% GNP) compared to all the other EU member countries. => U tri posmatrane zemlje učešće javnih rahoda u BDPu je na nivou od 35% BDP-a ili nižem, što predstavlja najniži nivo javne potrošnje u EU: ~~~ Rumunija (35%BDP-a), Litvanija (34% BDP-a) i Estonija (33% BDP-a) u odnosu na sve ostale članice EU.
LL@(3781) In as many as 5 EU countries the share of of public expenditure exceeds 50% GNP: Sweden (57.9% GNP), France (53.4% GNP), Hungary (51.9% GNP), Denmark (51.5% GNP), Italy (50.1% GNP). => Čak 5 zemalja EU imaju učešće javne potrošnje veće od 50% BDP-a: [vedska (57,9% BDP-a), Francuska (53,4% BDP-a), Mađarska (51,9% BDP-a), Danska (51,5% BDP-a), Italija (50,1% BDP-a).
LL@(3782) It is only Ireland, one of the EU member countries that did not undergo the transition process, that is comparable with the abovequoted countries, with the public expenditure level of 34% GNP. => Jedino je Irska, od članica EU koje nisu prošle kroz proces tranzicije, uporediva sa navedenim zemljama sa nivoom javne potrošnje od 34% BDP-a.
LL@(3783) The public revenues share in Romania (33.2% GNP), Lithuania (33.4% GNP) and Slovakia (33.9% GNP) is considerably lower compared to the countries with the highest share levels: Sweden (57.9% GNP), Denmark (56.2% GNP) and Finland (52.5% GNP). => Učešće javnih prihoda u Rumuniji (33,2% BDP-a), Litvaniji (33,4% BDP-a) i Slovačkoj (33,9%) je značajno niže u odnosu na zemlje sa najvišim nivoom učešća: [vedsku (57,9% BDP-a), Dansku (56,2% BDP-a) i Finsku (52,5% BDP-a).
LL@(3784) The 2006 public revenues in Serbia rose by 0.9% percentage points compared to the year 2005 (from 41.3% GNP to 42.4% GNP), however the amount of public expenditure rose simultaneously by 3.3% percentage points (from 40.6% GNP to 43.9% GNP). => U Srbiji su u 2006. godini javni prihodi u odnosu na prethodnu 2005. povećani za 0,9% procentnih poena (sa 41,3% BDP-a na 42,4% BDP-a), ali je istovremeno povećan nivo javnih rashoda za 3,3% procentnih poena (sa 40,6% BDP-a na 43,9% BDP-a).
LL@(3785) The sustainability of the growth in public expenditure is based on the parallel growth of public revenues, predominantly due to a steady growth of the GNP. => Održivost povećanja javnih rashoda se zasniva na paralelnom povećanju nivoa javnih prihoda, prevashodno zbog stabilnog nivoa rasta BDP-a.
LL@(3786) Although the budgetary deficit of 1.5% GNP is sustainable, the increase in the public revenue and the public expenditure shares in the GNP results in the fiscal policy measures becoming more redistributive. => Iako je nivo budžetskog deficita od 1,5% BDP-a održiv, povećanje učešća javnih prihoda i javnih rashoda u BDP-u ima za posledicu povećanje redistributivnosti mera fiskalne politike.
LL@(3787) An increased participation of the state in the economic activities generally shrinks the area for an optimal decision making in the private sector. => Veće učešće države u privrednim aktivnostima po pravilu smanjuje prostor za optimalno donošenje odluka u privatnom sektoru.
LL@(3788) The expansive fiscal policy measures did have an impact upon the maintenance of a high level of public expenditure within the GNP. => Mere ekspanzivne fiskalne politike su uticale na održavanje visokog nivoa javne potrošnje u okviru BDP-a.
LL@(3789) In case of Serbia, the study (the World Bank, 2004) analysed two scenarios of economic development. => U slučaju Srbije, u okviru studije (Svetska banka, 2004) su analizirana dva scenarija razvoja privrede.
LL@(3790) The effects of the first scenario, besed on high fiscal adjustment4, would provide for a steady economic growth and a 17% higher GNP5 in comparison to the latter (the public expenditure level and structure remain steady). => Efekti prvog scenarija koji je bio zasnovan na visokom fiskalnom prilagođavanju4 bi obezbedio stabilan privredni rast i 17% veći nivo BDP-a5 u odnosu na drugi scenario (nivo i struktura javne potrošnje ostaje postojana).
LL@(3791) The Serbian fiscal policy being predominantly cyclic did not produce an unfavourable impact upon the growth of public debt; on the contrary, the share of the public debt in the GNP continually decreased (by the debt repayments made possible due to the high level of inflow in the capital balance and the debt release by the foreign creditors), therefore, measured by the Mastricht criteria, the condition of public finances is absolutely stable. => Dominantna procikličnost fiskalne politike u Srbiji nije imala negativnih efekata na povećanje nivoa javnog duga, već je naprotiv učešće javnog duga u BDP-u kontinualno smanjivano (otplatom koja je omogućena visokim nivoom priliva u kapitalnom bilansu i oprostom duga od strane inostranih kreditora), te je sa stanovišta mastrihtskih kriterijuma stanje javnih finansija u potpunosti stabilno.
LL@(3792) Besides the public debt reduction in an absolute amount, there was an additional factor of continuaous GNP growth, which further reduced the share of public debts in the GNP. => Pri tome je pored smanjenja javnog duga u apsolutnom iznosu, delovao i dodatan faktor kontinualnog rasta BDP-a što je dodatno uticalo na smanjenje učešća nivoa javnog duga u BDP-u.
LL@(3793) The public debt share in the GNP was reduced from 102.2% GNP at the end of 2001 to 29.4% GNP at the end of 2007 (www.mfin.sr.gov.rs). => Učešće javnog duga u BDP- u je smanjeno sa 102,2% BDP- a na kraju 2001. godine na 29, 4% BDP- a na kraju 2007. (www.mfin.sr.gov.yu).
LL@(3794) With the creation of an additional pressure upon the aggregate demand, the expansive nature of the fiscal policy proved to be a further problem to the National Bank of Serbia implementation of the disinflation policy. => Ekspanzivnost fiskalne politike je stvaranjem dodatnog pritiska na strani agregatne tražnje otežavala vođenje dezinflacione politike Narodne banke Srbije.
LL@(3795) The 2 The Ministry of Finance did not apply the internationally comparable GFS methodology used by the IMF. ~~~ 3 The fiscal policy measures in Serbia will, due to their effects upon the trends of macroeconomic variables in 2007 and 2008, be based on the data for 2006, which will be supplemented by a comparative analysis of fiscal policies in other countries. ~~~ 4 With a faster productivity growth as a result of structural reforms, improvement of exports realization and high external capital inflows . => 2 Ministarstvo finansija nije upotrebljavalo međunarodno uporedivu metodologija GFS koju koristi MMF. 3 Vođenje fiskalne politike u Srbiji će, upravo zbog efekata na kretanje makroekonomskih varijabli u 2007. i 2008., biti zasnovano na podacima vezanim za 2006., što će biti upotpunjeno komparativnom analizom vođenja fiskalne politike u drugim zemljama. 4 Uz brži rast produktivnosti kao posledicu strukturnih reformi, unapređenja ostvarenog izvoza i visokih spoljnih dotoka kapitala. 5 Tadašnje projekcije su uzimale za stabilan privredni rast 5% na godišnjem nivou, pa bi projektovani efekti u slučaju uključivanja ostavernih, većih stopa privrednog rasta svakako bili na većem nivou.
LL@(3796) 5 A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher. inflation reduction trend in the 2001-2007 period was not steady. => Trend smanjenja stope inflacije u periodu 20012007. nije bio stabilan.
LL@(3797) The inflation rate was reduced from 40.7% in 2001 to 7.7% in 2003, however, in 2004 it rose to 13.7%, with a further growth to 17.7% in 2005. => Iako je stopa inflacije snižena sa nivoa od 40,7% u 2001. na 7,7% u 2003. stopa je inflacije je povećana u 2004. na 13,7%, a u 2005. na 17,7%.
LL@(3798) In 2006 it was again reduced to 6.6%, but in 2007 it rose again to 10.1%. => Iako je stopa inflacije snižena u 2006. na nivo od 6,6%, stopa inflacije je ponovo povećana u 2007. na 10,1%.
LL@(3799) The rise in the public sector earnings, a result of the budget readjustment in 2006 (third quarter) may prove to be a strong pressure towards the rise in the inflation rate in 2007, due to the delay in the functioning of the transmission channel. => Povećanje fonda zarada u javnom sektoru rebalansom budžeta za 2006. (III kvartal) je mogla da predstavlja značajan pritisak na povećanje stope inflacije u 2007., zbog kašnjenja u delovanju transmisionog kanala.
LL@(3800) In the conditions where the inflation trend is affected by the factors which are not related to the fiscal policy implementation (raising the state controlled prices, the trends in the prices of food and fuels on world market, etc.) it is not possible to accurately define the extent to which the implementation of expansive fiscal policy brought forth the rise in the inflation rate. => Imajući u vidu činjenicu da na kretanje inflacije deluju faktori koji nisu povezani sa vođenjem fiskalne politike (povećanje nivoa kontrolisanih cena, kretanje cena hrane i energenata na svetskom tržištu i sl.), ne može se u potpunosti utvrditi u kom nivou je vođenje ekspanzivne fiskalne politike uticalo na povećanje stope inflacije.
LL@(3801) Nevertheless, the impact of the expansive fiscal policy measures increasing the demand for commercial goods certainly create an inflatory pressure. => Ipak, uticaj mera ekspanzivne fiskalne politike kojima se povećava tražnja za nerazmenjivim dobrima svakako stvaraju inflatorni pritisak.
LL@(3802) The impact of the expansive fiscal policy upon the increase in the foreign trade deficit can be determined with more accuracy. => Uticaj ekspanzivnosti fiskalne politike na pogošanje spoljnotrgovinskog deficita je moguće preciznije odrediti.
LL@(3803) According to the IMF study (IMF, 2008), the budgetary balance has an important impact upon the balance of payments current account in Serbia. => Prema studiji MMF-a (IMF, 2008) budžetski bilans ima značajan uticaj na tekući račun platnog bilansa u Srbiji.
LL@(3804) The ratio between the budgerary balance level change and the current account level is 1:1, which means the budgetary balance fall by 1% GNP results in the fall of the current balance by 1% GNP. => Odnos promene nivoa budžetskog bilansa i nivoa tekućeg računa je 1:1, odnosno pogoršanje budžetskog bilansa za 1% BDP-a utiče na pogoršanje tekućeg bilansa za 1% BDP-a.
LL@(3805) Hence a conclusion can be drawn that an expansive fiscal policy affects the national economic operations to a smaller extent, i.e., that the predominant effect of an expansive fiscal policy is the increase in the imports of commercial goods. => Stoga se može zaključiti da ekspanzivna fiskalna politika u manjoj meri utiče na povećanje domaće privredne aktivnosti, odnosno da je dominantan efekat ekspanzivne fiskalne politike povećanje uvoza razmenjivih dobara.
LL@(3806) A high level of the current account deficit is characteristic of a country in the first years of transition. => Visok nivo deficita tekućeg računa je svojstven zemlji u prvim godinama tranzicije.
LL@(3807) The reduction in the current account deficit is possible to accomplish using three channels: 1. => Smanjenje deficita tekućeg računa je moguće sprovesti kroz tri kanala:
LL@(3808) Accelerated GNP growth; 2. => 
LL@(3809) Reduction in investments; 3. => 
LL@(3810) Public expenditures reduction. ~~~ Regardless of a steady growth of the GNP in Serbia, the GNP current account experiences a growing deficit from 2001 to 2004; the deficit is reduced from 2004 to 2006, while the rise in the current account deficit is again evident in 2007 and 2008. => 1. ubrzani rast BDP-a 2. smanjenje nivoa investicija i 3. smanjenje nivoa javne potrošnje U Srbiji je i pored stabilnog rasta BDP-a, tekući račun BDP-a u rastućem deficitu od 2001. do 2004., nivo deficita je smanjen od 2004. do 2006., a povećanje deficita tekućeg računa je nastavljeno u 2007. i 2008.
LL@(3811) The periods of the current deficit growth coincide with the implementation of the expansive fiscal policy. => Periodi povećanja tekućeg deficita se poklapaju sa vođenjem ekspanzivne fiskalne politike.
LL@(3812) Having in mind the need for ever more numerous investments in Serbia in the period to come, the only channel to relax the balance of payments current account is the reduction of the amount of public expenditures. => Imajući u vidu potrebu za povećanjem investicija u Srbiji u narednom periodu, jedini kanal smanjenja tekućeg računa platnog bilansa je smanjenje nivoa javne potrošnje.
LL@(3813) The next transmission channel with an adverse impact on the balance of payments is the foreign exchange rate appreciation. => Sledeći transmisioni kanal negativnog uticaja na platni bilans je apresijacija deviznog kursa.
LL@(3814) In the observed period in Serbia, the foreign exchange rate appreciation was predominantly the consequence of a high capital inflow, which is characteristic of a large number of transition countries. => U Srbiji, apre sijacija deviznog kursa je u posmatranom periodu prevashodno bila posledica visokog priliva kapitala, što je karakteristika većeg broja tranzicionih zemalja.
LL@(3815) The capital inflow had a favourable impact upon the Serbian economic growth; on the other side, it created the currency appreciation effect which has a negative impact upon the balance of payments. => Priliv kapitala je pozitivno delovalo na privredni rast u Srbiji, ali je sa druge strane stvarao i efekat apresijacije valute koji negativno deluje na platni bilans.
LL@(3816) The study of the appreciation spiral will be based on two aspects: the impact of the combination of fiscal and of monetary policies measures upon the foreign exchange and the effects of money transfers/remittances from abroad in the conditions of currency appreciation. => Istraživanje apresijacione sprirale ćemo bazirati na dva aspekta: uticaj kombinacije mera fiskalne i monetarne politike na devizni kurs i efekti doznaka iz inostranstva u uslovima apresijacije valute.
LL@(3817) In case the maintenence od macroeconomic stability is set as an objective in economy, it can be clearly inferred that the optimal combination is that of restrictive fiscal policy and restrictive monetary policy. => Ukoliko se kao cilj u privredi postavi održavanje makroekonomske stabilnosti, onda se nedvosmileno može zaključiti da je optimalna kombinacija vođenje restriktivne fiskalne i restriktivne monetarne politike.
LL@(3818) The implementation of such a combination of economic policy measures could, however, have an adverse effect upon the economic growth. => Međutim, sprovođenje takve kombinacije mera ekonomske politike bi imalo negativan uticaj na privredni rast.
LL@(3819) The optimal combination in a transition country, such as Serbia, will therefore be: one policy measures are expansive, while the other policy measures are restrictive. => Stoga je u zemlji u tranziciji, poput Srbije, optimalna kombinacija- mere jedne od politika su ekspanzivne, dok su mere druge politike restriktivne.
LL@(3820) The fiscal policy in Serbia was predominantly expansive, therefore the monetary policy measures had to be restrictive, in order that the price stability the basic objective of the monetary policy should be maintained. => U Srbiji je fiskalna politika bila dominantno ekspanzivna pa su mere monetarne politike bile nužno restriktivne radi održavanja osnovnog cilja monetarne politike-održavanja cenovne stabilnosti.
LL@(3821) It was only in the 2004-2006 period, the period of restrictive fiscal policy, that the monetary policy measures were expansive and that they affected the business cycle trend in Serbia by controlling the money offer. => Jedino u periodu 2004-2006., u periodu vođenja restriktivne fiskalne politike, mere monetarne politike su bile ekspanzivne i upravljanjem ponudom novca uticale na kretanje poslovnog ciklusa u Srbiji.
LL@(3822) In 2006 and 2007, the fiscal policy measures are expansive, which, aided by the restrictive monetary policy, they additionally created an appreciation pressure. => U 2006. i 2007. mere fiskalne politike su ekspanzivne, što uz restriktivnu monetarnu politiku, dodatno stvara apresijacijski pritisak.
LL@(3823) A considerable portion of Serbias balance of payments are the money transfers from the Serbian citizens working abroad. => Značajan deo platnog bilansa Srbije predstavljaju doznake građana Srbije koji se nalaze na radu u inostranstvu.
LL@(3824) These make an additional source of foreign currency that has a favourable effect upon the countrys balance of payments and allows that the economy spends more than it produces. => Doznake predstavljaju dodatni izvor strane valute kojim se pozitivno deluje na platni bilans zemlje i omogućava da se u privredi potroši više od onoga što se proizvede.
LL@(3825) The effects of the transfers depend on the structure of the demand for commercial goods formed in the circumstances: in case the demand is larger, the imports will increase, while in case the demand for non-commercial goods rises, the consequence will be the rise in prices. => Efekti doznaka zavise od strukture tražnje koja se njima formira: u slučaju većeg udela tražnje za razmenjivim dobrima će se povećati uvoz, dok u suprotnom slučaju povećanja tražnje za nerazmenjivim dobrima ima za posledicu povećanje nivoa cena.
LL@(3826) Theoretically, the effects of remittances will be favourable in accordance with the governments willingness to create an economic environment in which productive activities will be financed (Glytsos, 1997); however, the transfers may produce adverse effects if the economy becomes dependent on their continual inflow (Boone, 1995). => Teorijski posmatrano, efekti doznaka će biti pozitivni u skladu sa većom spremnošću Vlade da stvori ekonomsko okruženje u kome se finansiraju produktivne aktivnosti (Glytsos, 1997), ali doznake mogu stvoriti i negativne efekte ukoliko se u privredi razvije ekonomska zavisnost za kontinualnim prilivom doznaka (Boone, 1995).
LL@(3827)  => U 2007. godini ukupan neto priliv tekućih transfernih sredstava je iznosio 4 250 000 američkih dolara, čiji najznačajniji deo čine doznake (www.nbs.org.yu).
LL@(3828)  => U uslovima apresijacije kursa i inflacije u Srbiji, građani koji dobijaju transferna sredstva iz inostranstva su prinuđeni da prodaju veće količine deviznih sredstava radi kupovine iste količine proizvoda.
LL@(3829)  => Efekat tog procesa je apresijaciona spirala koja stvara dodatan apresijacijski pritisak povećanjem ponude deviznih sredstava, što samim tim smanjuje potencijalni nivo štednje.
LL@(3830)  => Vremenom se sve veći procentualni deo doznaka upotrebljava radi potrošnje, a sve manji se uštedi, što može u određenoj meri uticati na povećanje nivoa kamatne stope i smanjenje investicija.
LL@(3831)  => Na kraju, u posmatranom periodu je moguće utvrditi značajnu korelaciju u trendu kretanja javnih prihoda i javnih rashoda.
LL@(3832)  => Uočljiva je paralela između povećanja javnih prihoda generisanim porezom na dohodak građana i porezom na dodatu vrednost i kretanja dve najveće grupe javnih rashoda: a. rashodi za zaposlene i b. dotacije i transferi.
LL@(3833)  => Naime, posmatrano isključivo sa makroekonomskog nivoa, može se uočiti da su javni rashodi povećavani u skladu sa trendom povećanja javnih prihoda i da je povećanje javnih prihoda korišćeno za poboljšanje materijalnog položaja zaposlenih u javnom sektoru i za obezbeđivanje funkcionisanja penzionog sistema.
LL@(3834)  => Suštinski, dotacijama, transferima i povećanjem fonda zarada zaposlenima u javnom sektoru se sprovodi redistributivna uloga fiskalne politike.
LL@(3835)  => Osnovno obeležje redistributivne uloge je povećanje tekućih budžetski rashoda čime se posledično smanjuju raspoloživa sredstva za kapitalna ulaganja.
LL@(3836)  => Smanjenje raspoloživih sredstava za kapitalna ulaganja ugrožava održivost privrede i stabilan privredni rast. 4.
LL@(3837)  => Zaključak Dominantno ekspanzivna, prociklična fiskalna politika tokom perioda 2001.-2007. je imala negativne efekte na održavanje makroekonomske stabilnosti u Srbiji.
LL@(3838)  => Samim tim, vođenjem politike budžetskog deficita u najvećem delu datog perioda nije generisana dovoljna javna štednja koja bi omogućila optimalnu kontracikličnu fiskalnu politiku nakon početka delovanja svetske ekonomske krize u 2008. godini.
LL@(3839) Š2Ë Glytos N. (1997), Remaining behaviour of temporary and permanent migrants: The case of Greeks in Germany and Australia, Labor, 11. => LITERATURA Š1Ë Dragutinović D., (2007), Moć i nemoć mometarne politike u uspostavljanju ravnoteže između platnobilansnih ciljeva i ciljeva inflacije, FREN, Kvartalni monitor br. 11. ~~~ Š2Ë Glytos N. (1997), Remaining behaviour of temporary and permanent migrants:
LL@(3840) Š3Ë Boone P., (1995), Politics and the effectiveness of foreign aid, National Bureau of Economic Research, Working Paper No. 5308. => The case of Greeks in Germany and Australia, Labor, 11. Š3Ë Boone P., (1995), Politics and the effectiveness of foreign aid, National Bureau of Economic Research, Working Paper No. 5308.
LL@(3841) Š4Ë IMF, (2008), Republic of Serbia: Selected issues, IMF Country Report No. 08/55. => IMF, (2008), Republic of Serbia:
LL@(3842) Š5Ë Svetska banka, (2004), Srbija i Crna Gora: Republika Srbija, Program za ekonomski rast i zapošljavanje, Izveštaj br. 29258. => Selected issues, Š4Ë IMF Country Report No. 08/55. Š5Ë Svetska banka, (2004), Srbija i Crna Gora:
LL@(3843) Š6Ë Schuknecht L., (2000), Fiscal policy cycles and public expenditure in developing countries, Public Choice, 102. => Republika Srbija, Program za ekonomski rast i zapošljavanje, Izveštaj br. 29258.
LL@(3844) Š7Ë IMF Fiscal Affairs Department (2006), approved by T. Ter- Minassian, Fiscal adjustment for Stability and Growth. => Š6Ë Schuknecht L., (2000), Fiscal policy cycles and public expenditure in developing countries, Public Choice, 102. Š7Ë IMF Fiscal Affairs Department (2006), approved by T. Ter- Minassian, Fiscal adjustment for Stability and Growth.
LL@(3845) Š8Ë Tanzi V. (2005), The economic role of the state in the 21st century, Cato journal, 25, 3. => Š8Ë Tanzi V. (2005), The economic role of the state in the 21st century, Cato journal, 25, 3.
LL@(3846) Š9Ë Purfield C. (2003), Fiscal adjustment in transition countries: Evidence from the 1990s, IMF Working Paper No. 03/36 Š10Ë Park H, (2006), Expenditure composition and distortionary tax for equitable economic growth, IMF Working Paper 06/165. => Š9Ë Purfield C. (2003), Fiscal adjustment in transition countries:
LL@(3847) Š11Ë Perotti R., (2002), Estimating the effects of fiscal policy in OECD countries, ENEPRA Working Paper No. 15. => Evidence from the 1990s, IMF Working Paper No. 03/36 Š10Ë Park H, (2006), Expenditure composition and distortionary tax for equitable economic growth, IMF Working Paper 06/165. Š11Ë Perotti R., (2002), Estimating the effects of fiscal policy in OECD countries, ENEPRA Working Paper No. 15.
LL@(3848) Š12Ë Feldstein M. (2002), Is there a role for discretionary fiscal policy- comment, Federal Reserve Conference. => Š12Ë Feldstein M. (2002), Is there a role for discretionary fiscal policy- comment, Federal Reserve Conference.
LL@(3849) Š13Ë Hammermann F., Flanagan M., (2007), What explains persistent inflation differentials across transition economies?, IMF Working Paper 07/189 Š14Ë European Commission, (2000), Public finances for in EMU-2000, Directorate General Economic Affaires. => Š13Ë Hammermann F., Flanagan M., (2007), What explains persistent inflation differentials across transition economies?, IMF Working Paper 07/189 Š14Ë European Commission, (2000), Public finances in EMU-2000, Directorate General for Economic Affaires.
LL@(3850) Š15Ë Joumard I., (2001), Tax systems in European Union countries, OECD Economics Department Working Papers No. 301. => Š15Ë Joumard I., (2001), Tax systems in European Union countries, OECD Economics Department Working Papers No. 301.
LL@(3851) Š16Ë Manasse P., (2006), Procyclical Fiscal Policy: Shocks, Rules and Institutions- A View from MARS, IMF Working Paper 06/27. www.nbs.yu www.mfin.sr.gov.yu www.ec.europa.eu/eurostat In 2007, the total net inflow of current transfers amounted to $ 4,250,000, the major portion being the remittances (www.nbs.org.rs). => Š16Ë Manasse P., (2006), Procyclical Fiscal Policy:
LL@(3852) In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products. => 
LL@(3853) The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings. => 
LL@(3854) In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments. => 
LL@(3855) In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends. => 
LL@(3856) There is a direct ratio between the increase in the trend of public revenues by a generated value added tax and the trends of two largest groups of public expenditures: a. expenditures for the employees and b. subsidies and transfers. => Shocks, Rules and Institutions- A View from MARS, IMF Working Paper 06/27. www.nbs.yu www.mfin.sr.gov.yu www.ec.europa.eu/eurostat E-trgovina, advokati u Sloveniji i društvena odgovornost kako su povezani UDK:
LL@(3857) Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan. => 
LL@(3858) Essentially, the subsidies, the transfers and the rise in the public sector employees earnings serve to perform a redistributive role of the fiscal policy. => 
LL@(3859) The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments. => 
LL@(3860) This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth. => 
LL@(3861) 4. ~~~ Conclusion A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the maintemance of macroeconomic policy in Serbia. => 
LL@(3862) Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008. => 
LL@(3863) REFERENCE Š1Ë Dragutinović D., (2007), Moć i nemoć mometarne politike u uspostavljanju ravnoteže između platnobilansnih ciljeva inflacije, FREN, Kvartalni monitor br. 11. i ciljeva E-commerce, Slovenian Attorneys and Social Responsibility in Search of a Link UDC: 004.738.5:347.9(497.4) Dolores Modic¹, Malči Grivec² ¹School of Business and Management Novo mesto, dolores.modic¿guest.arnes.si ² School of Business and Management Novo mesto, malci.grivec¿guest.arnes.si XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. => 004.738.5:347.9(497.4) Dolores Modic¹, Malči Grivec² ¹ [kola za Business i Management Novo mesto, dolores.modic¿guest.arnes.si ² [kola za Business i Management Novo mesto, malci.grivec¿guest.arnes.si XI internacionalni simpozijum SymOrg 2008. 10.-13. septembar 2008.
LL@(3864) Belgrade, Serbia E-commerce is today almost a neccesity in any organisation, including the attorneyship, as a part of the judiciary system. => Beograd, Srbija Za svaku organizaciju danas e-trgovina je skoro da predstavlja neminovnost, a to znači i za advokaturu kao deo pravosudnog sistema.
LL@(3865) In comparison to other parts of the judiciary system, the advocacy represents an independent public service, which makes it more sensitive to changes in its environment. => U poređenju sa drugim oblastima pravosudnog sistema, advokatura je nezavisna javna delatnost što je čini osetljivijom na promene u okruženju.
LL@(3866) The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten. ~~~ Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce. => Termin društvena odgovornost obično se koristi u vezi sa fizičkim licima, a uloga države i javnih organizacija se često zaboravlja. [irom sveta advokati su shvatili kakav je uticaj sve veće konkurencije i u pravnom sistemy i stoga pokušavaju da se prilagode novim zahtevima tržišta i putem e-trgovine.
LL@(3867) However, due to their specific line of business, where the social responsibility note is of the atmost importance, the area of e-commerce by attorneys is heaviliy regulated. => Ipak, zahvaljujući specifičnoj prirodi njihove struke, gde je elemenat društvene odgovornosti od velike važnosti, oblast e-trgovine u advokaturi je strogo regulisana.
LL@(3868) In the paper we present the results of a study, which focuses on electronic filling and electronic communication as ussed by attorneys and attorneys offices and the results of the analysis of the web pages of slovenian attorneys, and we put both results in the perspective of the increasing need for a greater social responsibilty of all organisations including those in the public sector. ~~~ 1. => U ovom radu predstavljamo rezultate studije o elektronskom popunjavanjem obrazaca i elektronskoj komunikaciji advokata i advokatskih kancelarija, kao i rezultate analize veb-stranica slovenačkih advokata, i ove rezultate posmatramo kroz perspektivu sve izraženije potrebe za većom sruštvenom odgovornošću svih organizacija, uključujući i organizacije u javnom sektoru. 1.
LL@(3869) Introduction Information, knowledge and response are important factors of successful business. => Uvod Informacije, znanje i pravovremena reakcija značajni su faktori uspešnog poslovanja.
LL@(3870) Public sector and judicature must also keep this in mind. => Toga moraju sa budu svesni i javni sektor i pravosuđe.
LL@(3871) So the administration is supposed to become »service of citizens«, which is aware, that the consumers search of new and kinder accesses to products and services. => Znači da uprava mora da postane servis građana, što znači da korisnici traže nove i povoljnije načine pristupanja proizvodima i uslugama.
LL@(3872) Judicature must disentangle itself from vice of delays, that paralyze its activity. => Pravosuđe se mora osloboditi zla kašnjenja koje paralizuje njegovo poslovanje.
LL@(3873) In both cases, electronic method of doing business will be (and is) key element of renovation of business, which was already successful to a certain extent (see e.g. Sovdat 2007 or Batagelj 2006). => U oba slučaja, elektronsko poslovanje će biti (i jeste) ključni element obnavljanja poslovanja koje je već bilo uspešno do nekog stepena (videti na primer, Sovdat, 2007. ili Bagatelj, 2006).
LL@(3874) The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten. ~~~ Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce. => Termin društvena odgovornost obično se koristi u vezi sa fizičkim licima, a uloga države i javnih organizacija se često zaboravlja. [irom sveta advokati su shvatili kakav je uticaj sve veće konkurencije i u pravnom sistemu i stoga pokušavaju da se prilagode novim zahtevima tržišta i putem e-trgovine.
LL@(3875) We can say, that electronic method of doing business is almost an urgency of every organization today, which also applies to advocacy. => Danas možemo da kažemo da je elektronski način poslovanja skoro neophodan u svakoj organizaciji, a to se odnosi i na advokaturu.
LL@(3876) Advocacy is a special service within judicature, which assures professional representation of people and businesses in procedures before courts of justice and other state bodies, as well as other forms of legal assistance. => Advokatura (zastupanje) jeste posebna služba u okviru pravosuđa, koja obezbeđuje stručno zastupanje pojedinaca i firmi u postupcima pred sudom i pred drugim državnim organima, kao i druge oblike pravne pomoći.
LL@(3877) As opposed to other parts of judicial system, advocacy is independent in its activity to state bodies and is an independent professional activity (Kaučič, Grad 2007). => Za razliku od drugih delova pravosudnog sistema, advokatura je u svom radu nezavisna od državnih organa i predstavlja nezavisnu struku (Kaučič, Grad, 2007).
LL@(3878) Exactly because of this position, the advocacy must, more as remainder of judiciary system, confront new and changed circumstances in its area. => Upravo zbog ovakvog položaja advokatura mora, više nego druge oblasti pravosudnog sistema, da se suoči sa novim i izmenjenim okolnostima u ovoj oblasti.
LL@(3879) How the process of adapting is taking place in Slovenia, will be presented via results of research in continuation. => Kako se ovaj proces prilagođavanja odvija u Sloveniji pokazaćemo putem rezultata istraživanja koje vodimo.
LL@(3880) The survey focused, above all, on electronic archives, electronic submissions (so-called electronic filing) and electronic communicating as are used at attorneys, in order to show the degree of electronic method of doing business at attorneys. ~~~ 2. => U istraživanju smo se pre svega fokusirali na elektronske arhive, elektronske podneske (tzv. elektronska dokumentacija) i elektronsku komunikaciji u poslovanju advokata i nastojali da pokažemo u kolikom stepenu advokati koriste elektronske metode. 2.
LL@(3881) Electronic business and its dimension Formation of Internet vastly increased possibilities of companies for quicker, more precise, timely and spatially less restricted, more cost-efficient way of doing business adapted to individual customer (Kotler 2004). => Elektronsko poslovanje i njegova dimenyija Uspostavljanje interneta je u velikoj meri povećalo mogućnosti kompanija da posluju brže, preciznije, uz veću uštedu vremena i prostora i kost-efektivno i time budu prilagođenije pojedinačnom korisniku (Kotler, 2004).
LL@(3882) Internet of today works as source of information, source of fun, as a communication path, path for transactions and even as a marketing path. => Internet danas funkcioniše kao izvor informacija, zabave, kanal komunikacije, transakcija i čak marketinga.
LL@(3883) We can often use it as a sales center, television set, newspaper, library or telephone. => Često ga koristimo kao prodajni centar, umesto televizora, novina, biblioteke ili telefona.
LL@(3884) Internet also enables sending e-mail, exchange of information and opinions, buying of products and access to news,... ~~~ (Kotler 2004). => Preko interneta možemo da pošaljemo e-mejl, da razmenjujemo informacije i mišljenja, da kupujemo proizvode i da saznajemo vesti ... (Kotler, 2004).
LL@(3885) We also connect development of electronic business with development of computer networks and Internet, with agglomeration of information and telecommunication technology and standards for computer exchange of data (Jerman-Blažič 2001). => Razvoj elektronskog poslovanja takođe povezujemo sa razvojem kompjuterskih mreža i interneta, sa sve obimnijom informacionom i telekomunikacionom tehnologijom i standardima za kompjutersku razmenu podataka (Jerman-Blažić, 2001).
LL@(3886) In the case of latter it is more than mere common exchange of computer data and activity of an online store. => U ovom drugom slučaju, ne radi se samo o razmeni podataka i poslovanju samo neke on-lajn prodavnice.
LL@(3887) Today electronic business comprises of: electronic trading, electronic banking, paying electronically, long distance work, electronic publishing, electronic insurance, electronic stock exchange... ~~~ (Toplišek 1998). => Danas elektronsko poslovanje obuhvata: elektronsku trgovinu, elektronsko bankarstvo, elektronsko plaćanje, rad na daljinu, elektronsko izdavaštvo, elektronsko osiguranje, elektronsku berzu ... (Toplišek, 1998).
LL@(3888) Considering interaction of subjects of electronic business we separate electronic business (Kovačič, Groznik, Ribič 2005): 1. between companies and consumers (B2C), 2. between companies (B2B), 3. between consumers (C2C), 4. between companies and state administration (B2G), 5. between citizens and state administration (C2G) and 6. inside state administration (G2G). => S obzirom na vrste interakcije subjekata u elektronskom poslovanju, možemo da kažemo da se elektronsko poslovanje obavlja (Kovačić, Groznik, Ribič, 2005): ~~~ 1. između kompanija i korisnika (B2C), 2. između kompanija (B2B), 3. između korisnika (C2C), 4. između kompanija i državne uprave (B2G), 5. između građana i državne uprave (C2G) i 6. unutar državne uprave (G2G).
LL@(3889) Doing business electronically comprises of three levels, where every level requires higher level of technology and where every level offers results in different field of business. => Elektronsko poslovanje obuhvata tri nivoa, pri čemu svaki nivo zahteva viši nivo tehnologije i izaziva posledice u različitim oblastima poslovanja.
LL@(3890) These levels are (Prešern 2006): local computer network (cid:190) 1st level: inner business processes, without connection to the Internet, since it comprises only of business processes inside the company, but it requires (LAN). => Ovi nivoi su sledeći (Prešern, 2006): (cid: ~~~ 1. nivo: unutrašnji poslovni procesi, koji nisu vezani za internet, pošto se radi samo o poslovnim procesima unutar kompanije, ali je potrebna lokalna kompjuterska mreža (LAN).
LL@(3891) Consequence of this level are faster, cheaper and better execution of business functions as keeping track of materials, general ledger, balance sheets. (cid:190) 2nd level: processes with buyers and suppliers, which are not only about management of inner business processes, but also about relations with buyers and suppliers. => To ima za posledicu brže, jeftinije i efikasnije vršenje poslovnih funkcija kao što su praćenje materijala, glavna računovodstvena/poslovna knjiga, završni računi. (cid: ~~~ 2. nivo: procesi u kojima učestvuju kupci i dobavljači, koji se ne odnose samo na upravljanje unutrašnjim poslovnim procesima već i odnosima sa kupcima i dobavljačima.
LL@(3892) This form of e-business comprises of the same technology as 1st level and adds e-mail and web pages. => Ovaj oblik eposlovanja obuhvata istu tehnologiju kao i prvi nivo, ali dodaje e-mejl i veb stranice.
LL@(3893) Result of this level is quick and safe distribution of documents to and from business partners and better response time to anticipations of consumers. (cid:190) 3rd level: e-trading, where we upgrade technology necessary in previous levels with the ability to pay over the Internet. => Rezultat na ovom nivou je brza i bezbedna distribucija dokumentacije između poslovnih partnera i kraće vreme reagovanja na očekivanja korisnika/potrošača. (cid: ~~~ 3. nivo: e-trgovanje, na kome se koristi viši nivo tehnologije u odnosu na prethodne nivoe i gde postoji mogućnost plaćanja putem interneta.
LL@(3894) Considering this definition, we can nowadays say, that all economic subjects have established a certain degree of doing business electronically. => Uzimajući u obzir ovu definiciju, možemo danas da kažemo da su svi ekonomski subjekti uspostavili određeni stepen elektronskog poslovanja.
LL@(3895) Whether individual organization utilizes all possibilities, is also dependent on legal restrictions. => Da li pojedinačna organizacija koristi sve ponuđene mogućnosti takođe će zavisiti i od zakonskih ograničanja.
LL@(3896) In case of attorneys services level three (e-trading) is questionable. => U slučaju advokatskih usluga, treći nivo (e-trgovanje) je problematično.
LL@(3897) In case of second level it may be only for use of e-mail for communication with customers and establishing of a web page. => Na drugom nivou može se samo koristiti emejl za komunikaciju sa klijentima i može se uspostaviti veb-stranica.
LL@(3898) If we focus our attention on the Electronic Commerce and Electronic Signature in continuation we can see electronic business as business in electronic shape on a distance by using information and communication technologies (ZEPEP, Ur. => Ako se fokusiramo na elektronsku trgovinu i elektronski potpis, posmatraćemo elektronsko poslovanje kao poslovanje u elektronskom obliku, na daljinu i to korišćenjem incormacionih i komunikacionih tehnologija (ZEPEP, Ur.
LL@(3899) l. RS, No. 98/2004). => I. RS, No. 98/2004).
LL@(3900) Slighty modified definition listed there, is also used in literature (see e.g. Kovačič et al. 2004). => Neznatno modifikovana definicija koja je ovde navedena koristi se i u literaturi (videti, na primer, Kovačič i dr., 2004).
LL@(3901) Characteristics of electronic business are (1) computer communication, (2) organiza tion of business and (3) legal infrastructure to support such business (Makarovič et al. 2001). => Karakteristike elektronskog poslovanja su (1) kompjuterska komunikacija, (2) organizacija poslovanja i (3) pravna infrastruktura kao podrška takvom poslo vanju (Makarovič i dr., 2001).
LL@(3902) In electronic business, technically - technological and legally organizational ingredients interweave almost seamlessly. => U elektronskom poslovanju, tehničko-tehnološki i pravno organizovani elementi prepliću se savršeno.
LL@(3903) Today the focal point moves from technical toward non-technical (legal and organizational questions) (Toplišek 1998). => Danas se fokus pomera sa tehničkog na ne-tehnički sapekt (pravna i organizaciona pitanja) (Toplišek, 1998).
LL@(3904) These questions appear also at the concept of electronic database and at communication via e-mail, we are introducing briefly in continuation. => Ova pitanja se takođe javljaju u koncepciji elektronske baze podataka i u komunikaciji e-mejlom, a mi ćemo ih ukratko predstaviti u narednim odeljcima. 2.
LL@(3905) 2.1 Electronic databases Database is a group of equally formatted data, that we are keeping and using with the help of computer (Gradišar and Resinovič 1999) respectively is a group of connected files, that are organized and stored as a component of organizations computer supported information system (Gradišar and Resinovič 1998). => Elektronske baze podataka Baza podataka je grupa podataka formatiranih na isti način, koju čuvamo i koristimo pomoću kompjutera (Gradišar i Resinovič, 1999). ~~~ To je grupa povezanih datoteka koje su organizovane i uskladištene kao komponenta organizacionog informacionog sistema sa kompjuterskom podrškom (Gradišar i Resinovič, 1998).
LL@(3906) Databases play four important roles in organizations (including law firms): (1) storage of personal data, (2) storage of data needed for business operations, (3) supply of data for management and (4) supply of data from organizations environment. => Baze podataka imaju četiri značajne uloge u organizacijama (1) skladištenje ličnih podataka, (2) skladištenje podataka potrebnih u poslovnim operacijama, (3) dostavljanje podataka menaxmentu i (4) dostavljanje podataka iz okruženja organizacije.
LL@(3907)  => Smatra se da su prednosti elektronskih arhiva (Skeniranje i elektronska obrada podataka, kod Toplišek, 1998): (uključujući pravne firme): (cid:
LL@(3908)  => minimalni troškovi arhiviranja, (cid:
LL@(3909)  => minimalni potreban fizički prostor, (cid:
LL@(3910)  => dokumenti se skladište na elektronskom medi jumu, što omogućava brz pristup podacima, (cid:
LL@(3911)  => sadrže egzaktne podatke, nema dupliranja niti suvišnih podataka, (cid:
LL@(3912)  => prilagodljive su, (cid:
LL@(3913)  => omogućavaju efikasan rad, (cid:
LL@(3914) Advantages of electronic archives are said to be (Skeniranje in elektronska obdelava dokumentov in Toplišek 1998): (cid:190) minimal costs of archiving, (cid:190) minimally need for physical place, (cid:190) documents are stored on an electronic medium, that allows quick access, (cid:190) containing of exact data without redundancy of data or superfluous doublings, (cid:190) adaptability (cid:190) enables efficient work, (cid:190) unlimited for making safety copies, (cid:190) preservation of quality of electronic document, in comparison to paper documents inertness to impacts of environment (water, fire, moisture, light), (cid:190) controlled access to archive documents on differ ent levels of rights and assurance of safety. => neograničeno se mogu praviti bezbedne kopije, (cid: ~~~ održan je kvalitet elektronskog dokumenta u odnosu na papirne dokumente i nisu podložni oštećenju pod uticajima okruženja (vode, vatre, vlage, svetlosti), (cid: ~~~ kontrolisani pristup dokumentima na različitim nivoima prava i osigurana bezbednost. 2.
LL@(3915) 2.2 E-communication with customers Electronic mail is one of the most contemporary electronic manners of communication. => E-komunikacija sa korisnicima Elektronska pošta predstavlja jedan od najsavremenijih načina elektronskog poslovanja.
LL@(3916) It is asserting itself also as a medium for legally relevant messages. => Ističe se i kao posrednik u razmeni pravno relevantnih poruka.
LL@(3917) Statement of will is a rather well defined field in theory and judicial practice, however all key opinions are based on communicating on paper (letter). => Testament je prilično dobro definisana oblast u teoriji i pravnoj praksi, ali sva ključna mišljenja zasnovana su na komunikaciji na papiru (pismo).
LL@(3918) Author/sender and receiver both have paper message. => I autor/pošiljalac i primalac imaju poruku na papiru.
LL@(3919) These persons can do whatever they want with the paper, finally they can even destroy it. => Ove osobe mogu sa svojim papirom da čine šta hoće, čak i da ga unište.
LL@(3920) E-mail in majority of instances is located on a certain common place (common computer), where all messages are carefully logged and it is technologically possible to make impossible for the participants to breach integrity of stored messages. => Emejl se u najvećem broju slučajeva nalazi na određenom zajedničkom mestu (zajednički kompjuter), gde su sve poruke pažljivo unete, a tehnološki je moguće sprečiti učesnike da ugroze integritet uskladištenih poruka.
LL@(3921) If communicating goes on directly between two computers, such tracking is only possible on participating computers. => Ako se komunikacija odvija neposredno između dva kompjutera, praćenje je moguće jedino na ova dva kompjutera.
LL@(3922) From environment that uses e-mail as part of own business it is dependent whether it will make use of technological possibilities for reliable storage of messages in a time period, relevant for said environment (Toplišek 1997). => Od okruženja koje koristi e-mejl u svom poslovanju zavisi da li će koristiti tehnološke mogućnosti za pouzdano skladištenje poruka značajnih za dato okruženje, u određenom vremenskom periodu (Toplišek, 1997).
LL@(3923)  => U današnje vreme elektronsko poslovanje, a zajedno s njim elektronske arhive i komunikacije putem emejla sve više se koriste u advokaturi/zastupanju.
LL@(3924) Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet. => Možem da kažemo da je internet promenio način na koji advokati obavljaju poslove, zato što, bez obzira na to šta stvarno žele, oni moraju da se povinuju zahtevima tržišta i da posluju sa subjektima koji sve više naginju elektronskom poslovanju.
LL@(3925) Today electronic business and with it, electronic archives and communication via e-mail are reaching more and more into the field of advocacy. => Mnogo je razloga za ovako nešto, a među njima se posebno ističe komunikacija putem e-mejla (Harris, 2001): (cid: ~~~ jednostavna primena, (cid:
LL@(3926) We can say, that the internet changed the way attorneys do business, because regardless of their wishes they are subjected to demands of the market and as such forced to do business with subjects, which press heavily toward electronic business. => nije potrebno posebno znanje o kompjuterskim tehnikama, (cid: ~~~ e-mejl možemo poslati brzo i bez dodatnih tro škova (fizičke) isporuke, (cid: ~~~ jedan e-mejl možemo poslati istovremeno na veći broj adresa, (cid:
LL@(3927) Among the reasons for this trend we can also find numerous other reasons, especially e-mail communication (Harris 2001): (cid:190) simple use, (cid:190) particular computer knowledge is not necessary, (cid:190) we can send e-mail quickly and without addition al costs of (physical) delivery, (cid:190) we can send e-mail to multiple addresses at the same time, (cid:190) e-mail can be sent from outside of the office (e.g. from home), (cid:190) e-mail can be printed and adds to archives, (cid:190) use of e-mail is conditioned by the manner of business in todays world and ever increasing demands of customers for such communication. => e-mejl se ne mora slati iz kancelarije (na pri mer, može iz kuće), (cid: ~~~ e-mejl se može štampati i dodati u arhivu, (cid: ~~~ primena e-mejla uslovljena je načinom poslo vanja u današnjem svetu i sve većim zahtevima klijenata za takvom vrstom komunikacije.
LL@(3928) How are attorneys prepared for these facts in Slovenia and how are they utilizing advantages, that doing business electronically offers, in the next chapter. ~~~ 3. => O tome koliko su advokati u Sloveniji osposobljeni za ovakvo nešto i kako oni koriste prednosti koje donosi elektronsko oslovanje govorićemo u narednom poglavlju. 3.
LL@(3929) Research on the use of electronic business of attorneys in Slovenia Toplišek was, in 1996, already studying the distribution of electronic business among attorneys in Slovenia and he found in his research, that only 15 % of attorneys had electronic addresses, while only 24 % of them had a computer with access to internet. => Elektronsko poslovanje advokata u Sloveniji - istraživanje Toplišek je još 1996. godine istraživao koliko je elektronsko poslovanje rašireno među advokatima u Sloveniji i došao do podataka da samo 15% advokata ima elektronske adrese, a samo 24% ima kompjuter povezan sa internetom.
LL@(3930) Only about 5 % - 11 % of jurists had electronic address, of those most had commercial address (6%). => Samo 5%-11% pravnika imalo je elektronske adrese, i većina od njih je imala komercijalne adrese(6%).
LL@(3931) 15 % of jurists were using internal e-mail at work, from those most are in administration and in economy; all other professional fields are falling way behind. => 15% pravnika koristilo je interni e-mejl na poslu, najveći broj ovih radio je u upravi i u privredi; sve druge profesionalne oblasti daleko su zaostajale.
LL@(3932) Jurists were already at that time aware of possibilities, the e-mail offers them, because 38 % of them thought they would need it, 20 % were already planning to acquire and e-address. => Već tada su pravnici bili svesni mogućnosti koje e-mejl nudi, zato što je 38% smatralo da će im trebati, a 20% je već planiralo da postavi e-adresu.
LL@(3933) Still there was a large share of such, who do not know well enough about the technology, because 27 % of them were not certain, whether they would need electronic mail at all (Toplišek 1997). => Ipak je još veliki broj onih koji nisu mnogo poznavali tehnologiju, pošto 27% nije bilo sigurno da li će im elektronska pošta ikada biti potrebna (Toplišek, 1997).
LL@(3934)  => Kao poređenje možemo pomenuti jedno američko istraživanje komunikacije koju advokati obavljaju emejlom, iz 1998. godine (Harris, 2001), a koje pokazuje da je u to vreme 53,6% američkih advokata već komuniciralo sa svojim klijentima putem interneta.
LL@(3935) To demonstrate the state of use of e-mail among attorneys today and how they make use of other advantages, that contemporary technology brings, was the intention of a research, of which results we are showing in continuation. => Ovo istraživanje imalo je za cilj da pokaže koliko advokati danas koriste e-mejl i druge prednosti koje donosi savremena tahnologija, a rezultate prikazujemo u odeljcima koji slede. 3.
LL@(3936) 3.1 Method of data gathering We did a research among Slovene attorneys in the time period from June to July 2007. => Metod prikupljanja podataka Istraživanje smo sproveli među slovenačkim advokatima u period jun-jul 2007. godine.
LL@(3937) Namely, we have done the research with the help of e-mail, whereas the basis for us was a register of lawyers of the Bar association of Slovenia, where attorneys e-mail addresses are listed beside basic data about the attorneys. => Naime, istraživanje smo vršili putem e-mejla, a kao baza nam je poslužio registar advokata Advokatske komore Slovenije, gde su e-mejl adrese advokata navedene uz osnovne podatke o advokatima.
LL@(3938) We must forwarn here and now, that some of the listed addresses are not active, as well as that all attorneys in the register do not have an e-mail address listed. => Već od početka upozoravamo da neke od navedenih adresa nisu aktivne, kao i da svi advokati nemaju navedenu e-adresu.
LL@(3939) Response to the survey was very bad, because only 5,2 % of surveys sent were returned. => Odziv na anketu bio je slab, zato što je samo 5,2% advokata odgovorilo na upitnike.
LL@(3940) Despite the bad response, we analyzed the returned questionnaires. => Uprkos tako slabom odzivu, analizirali smo upitnike.
LL@(3941) We found, that majority of attorneys that returned the questionnaire had offices in business for over 15 years. => Razultati su pokazali da većina advokata koji su poslali popunjene upitnike imaju kancelarije duže od 15 godina.
LL@(3942) Interesting is the data, that 44 % of offices are located in cities with over 100.000 inhabitants and 39 % are located in towns between 5.000 and 30.000 inhabitants. => Interesantni su podaci da se 44% kancelarija nalazi u gradovima sa više od 100.000 stanovnika, a 39% u gradovima sa 5.000 30.000 stanovnika.
LL@(3943) We must also stress that, »history« of existence of law firm does not influence in any way on the number of employees they have. => Takođe moramo da naglasimo da starost firme nema uticaja na broj zaposlenih u njoj.
LL@(3944) So a good 69 % of the offices have only 1-3 workers employed. => Tako da dobrih 69% kancelarija ima samo 1-3 zaposlenih.
LL@(3945) The second part of our research was done by analyzing the attorneys web pages of Slovene attorneys. => U drugom delu istraživanja analizirali smo veb-stranice advokata u Sloveniji.
LL@(3946) We did the analysis of web pages in period from March to April, 2008. => Analizu smo vršili u periodu mart-april 2008. godine.
LL@(3947) The basis for a more detailed analysis was the database »Attorneys in Internet«, that was prepared by IUS-Info in cooperation with The Bar Association of Slovenia. => Baza za detaljniju analizu bila je baza podataka Advokati na internetu koju je pripremio IUS-Info u saradnji sa Advokatskom komorom Slovenije.
LL@(3948) The web pages in the database, were provided by the attorneys of law firms, which means, that the base is still deficient. => Veb stranice u bazi podataka dali su advokati iz advokatskih firmi, što znači da je baza još uvek nepotpuna.
LL@(3949) Setting that aside, it is, however, the only reliable database of the sort. => I uz sve to, ovo je ipak jedina pouzdana baza ove vrste.
LL@(3950) We found 66 web pages (3 were unactive) of law firms or individual attorneys. => Našli smo 66 veb stranica (3 nisu bile aktivne) advokatskih firmi ili pojedinačnih advokata.
LL@(3951) In the database we can find links that are tied to individual attorneys (that is why we can find 125 attorneys (and links) and »only« 66 web pages). => U bazi podataka možemo da nađemo linkove povezane sa pojedinačnim advokatima (zato smo i našli 125 advokata (i linkova), a samo 66 veb stranica).
LL@(3952) We analysed these sites more in detail. => Ove stranice smo detaljno analizirali.
LL@(3953) Additionaly we examinated other web pages of Slovene attorneys, found with the search engine Najdi.si (namely with search inquiries attorney, law firm and attorneys society). => Pored toga smo istražili druge veb stranice slovenačkih advokata koje smo nšli pomoću pretraživača Najdi.si (u stvari, ukucavajući advokat, firma za pravne usluge i advokatsko udruženje).
LL@(3954) We found a further 39 web pages (or 37,15% of web pages), that we analysed in a restricted scope (membership, market advantages, publicistic activity). => Našli smo još 39 veb stranica (ili 37,15% veb stranica) koje smo analizirali po ograničenom obimu (članstvo, tržišne prednosti, rad u oblasti izdavaštva).
LL@(3955) 4. => 4.
LL@(3956) Electronic archives and attorneys in Slovenia First we asked interviewees about archives, its shape and reasons for it. => Elektronska arhiva i advokati u Sloveniji Prvo smo ispitanike pitali o arhivi, njenom obliku i razlozima što je takva.
LL@(3957) As we can see in Picture 1, majority, good 60 % of law firms, are using electronic and physical archives at the same time, while others are only using physical archives. => Kako vidimo na slici 1, većina, dobrih 60% pravničkih firmi koristi elektronske i fizičke arhive istovremeno, dok drugi koriste samo fizičke arhive.
LL@(3958) Between those, that also use electronic archives, 54 % of them are those that are using such method of archiving for old cases. => Među onima koji koriste i elektronke arhive, 54% koristi takav metod arhiviranja za stare slučajeve.
LL@(3959) We must also warn, that it is not fully evident whether the »use for old cases« does not perhaps only pertain to transfer of old files into electronic archives (and not the transfer all documentation into electronic form). => Takođe moramo da upozorimo da nije sasvim jasno da li korišćenje za stare slučajeve možda znači samo prenošenje starih datoteka u elektronsku arhivu (a ne transfer celokupne dokumentacije u elektronsku formu).
LL@(3960) Among the users of electronic archives 39 % of interviewed law firms are such that use it already for more than three years, which is seen in the Picture 3. => 39% advokatskih firmi koje koriste elektronsku arhivu to čine već duže od tri godine, što je prikazano na slici 3. ~~~ Slika 3.
LL@(3961) Picture 3: Period of use of electronic archives in law firms in Slovenia Considering, that electronic archive is bringing numerous advantages to its users, we were trying to ascertain also the reasons behind its introduction. ~~~ 88 % of the law firms listed speed of access to data as the main reason. => Period korišćenja elektronskih arhiva u advokatskim firmama u Sloveniji Znajući da elektronska arhiva donosi mnoge prednosti svojim korisnicima, pokušali smo da saznamo razloge zbog kojih su je advokati uveli. 88% advokatskih firmi kao glavni razlog je navelo brzinu pristupa podacima.
LL@(3962) As can be seen in Picture 4, other important reasons listed are also simplicity and transparency of keeping the records, savings of time and savings of money. => Kako se vidi na slici 4, drugi značajni razlozi bili su i jednostavnost i transparentnost čuvanja podataka i beležaka, ušteda u vremenu i ušteda u novcu.
LL@(3963) Picture 1: Forms of archive among law firms in Slovenia Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically. => Slika 1. ~~~ Oblici arhiva u pravničkim firmama u Sloveniji Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.
LL@(3964) From this point of view it is understandable that, 70 % of offices using the electronic archive, have only file submissions in them. => Sa ove tačke gledišta razumljivo je da 70% kancelarija koje koriste elektronsku arhivu imaju u njoj samo datoteke sa podnescima.
LL@(3965) It is logical namely, that other documents (court rulings…), they get in paper shape, may not be discarded of, because doing that they would dispose of only documents, valid as originals. => Logično je, naime, da druga dokumentacija (sudske presude, ...) koje advokati dobijaju u papirnoj formi, ne smeju da se bace, zato što će na taj način izgubiti jedini dokument koji se smatra originalom.
LL@(3966) It would be interesting to look more precisely into the manner how the law firms, that answered they have all the material in the form of electronic archive, are dealing with this system. => Bilo bi interesantno pažljivije pogledati na koji način advokatske firme koje su odgovorile da imaju sve materijala u elektronskoj formi, rade u ovakvom sistemu. ~~~ Slika 2.
LL@(3967) Picture 2: Documents in electronic archives Picture 4: Reason of use of electronic archive by law firms in Slovenia Picture 3 also leads us to infer about inconsistency of answers, because saving of time as an advantage of the electronic archives is listed by »only« 56 % of attorneys. => Dokumentacija u elektronskoj formi Slika 4. ~~~ Razlozi za korišćenje elektronske arhive u advokatskim firmama u Sloveniji Na osnovu slike 3 takođe možemo da zaključimo da su odgovori nedosledni, pošto je samo 56% advokata kao prednost elektronskih arhiva navelo uštedu u vremenu.
LL@(3968) We think namely, that advantages of quick access to data and saving time doing it, have a strong mutual connection, because quicker access to data saves also time. => Mislimo, naime, da su prednosti brzog pristupa podacima i ušteda vremena pri tome međusobno veoma povezani, pošto brži pristup podacima takođe štedi i vreme.
LL@(3969) Presented results are not showing this. => Rezultati koje predstavljamo ovo ne pokazuju.
LL@(3970) Here we must also say, that the most widespread programme is Shakespeare, because 16 % of law firms are using it. => Ovde takođe moramo da kažemo da je najrasprostranjeniji program Shakespeare, pošto njega koristi 16% advokatskih firmi.
LL@(3971) Regarding this, we must of course emphasize, that many interviewees are using Microsoft Office, respectively MS Word for administration of their archive. => S tim u vezi, moramo i da naglasimo da veliki broj ispitanika koristi Microsoft Of fice, odnosno MS NJord za administriranje svoje arhive.
LL@(3972) Some law firms are using custom designed programmes, or programmes, which are a result of theri own knowledge. ~~~ Law Office is also in use by 10 % of law firms. => Neke advokatske firme koriste kastomizirane programe koji su proizvod njihovog sopstvenog znanja. 10% advokatskih firmi koristi Lanj Office.
LL@(3973) Considering the fact that just 40 % of law firms do not have electronic archives, the question concerning reasons for not having them showed some importantly. => Kada se uzme u obzir da samo 40% advokatskih firmi nema elektronsku arhivu, pitanje razloga što je nemaju postaje takođe značajno.
LL@(3974) The prevailing reasons as showed are; that the is establishment and maintenance of electronic archives is too expensive (58.8 % of law firms); that physical archives are meeting all needs of the law firm (17.7 % of law firms) or that the programmes unknown to them. => Glavni razlozi za ovo, kao se pokazalo jesu: uspostavljanje i održavanje elektronske arhive je preskupo (58,8% advokatskih firmi), fizička arhiva sasvim zadovoljava potrebe advokatske firme (17,7% advokatskih formi) ili ne poznaju programe. ~~~ Slika 5.
LL@(3975) Picture 5: Reasons for non use of electronic archives 5. => Razlozi za ne korišćenje elektronskih arhiva 5.
LL@(3976) Use of E mails and veb pages among attorneys in Slovenia We determined in the theory already, that second level of electronic business comprises e-mail and web pages. => Advokati u Sloveniji i primena E-mejla i veb stranica Teorijski smo već odredili da drugi nivo elektronskog poslovanja obuhvata e-mejl i veb stranice.
LL@(3977) Thats why we checked in research also, the use of both by attorneys in Slovenia and in what extent. => Stoga smo u istraživanju proverili i da li ih advokati u Sloveniji koriste i u kojem stepenu.
LL@(3978) We found, that in Slovenia the situation concerning the use of email, considering the year 1996 improved considerably. => Zaključili smo da se, kada je reč o e-mejlu, situacija u Sloveniji od 1996. godine značajno popravila.
LL@(3979) The analysis of answers showed, that with the help of email communicate with their clients 59 % of law firms often, and 24 % always, while other only occasionaly. => Analiza odgovora pokazala je da 59% advokatskih firmi komunicira često sa svojim klijentima putem e-mejla, 24% to čini stalno, a ostali samo povremeno.
LL@(3980)  => Kada se radi o veb stranicama advokatskih firmi, moramo prvo da naglasimo da je pristupnost/mogućnost da se advokati u Sloveniji predstave putem veb prezentacije dugo bila predmet brojnih rasprava, takođe i zato što je to u vezi sa problemima oglašavanja advokatskih usluga.
LL@(3981)  => Pojedinačni problemi u ovoj oblasti javljaju se svuda (i u našoj zemlji i u inostranstvu).
LL@(3982) 21st paragraph of the Attorneys Act is dealing with this subject. => Ovim pitanjem bavi se 21. član Zakona o advokaturi.
LL@(3983) In this regard it is laying down the principle that attorneys may not advertise their activity. => U tom smislu utvrđuje se princip da advokatima nije dozvoljeno da reklamiraju svoje usluge.
LL@(3984) More precise is the Code of proffesional conduct, that states in the 23rd paragraph that defines what may not be looked upon as advertisment; if an attorney has on his web page data concerning his office (working hours, address, field of activity, specialization and similar), if these data are true and they refer to his activity. => Još precizniki je Kodeks profesionalnog ponašanja, koji u 23. članu definiše šta se ne smatra reklamom: ako advokat na svojoj veb stranici ima podatke koji se odnose na njegovu kancelariju (radno vreme, adresa, oblast poslovanja, specijalizacija i slično), ako su ti podaci tačni i ako se odnose na njegovu delatnost.
LL@(3985) However it is necessary also to consider the first part of the listed paragraph, since it limits the scope of allowed advertisiment of attorneys. => Važno je ipak pogledati prvi stav ovog člana, pošto se u njemu advokatima ograničava obim dozvoljenog oglašavanja.
LL@(3986) We would like to emphase the following restraints: Forbidden is the advertisment of attorneys activity, especially the praise of ones own quality, listing of successful defences, of won legal and other matters, cooperation in known cases, listing of clients and their importance, difficulties cases and similar, ..., references on their former activity, functions or position, ... references on influential unions and acquaintances, giving untrue or deceptive informations concerning their work, references on cooperation with important foreign attorneys and attorneys societies,…, because in practice wet come across web pages, that break.the listed rules. => Naglasili bismo sledeća ograničenja: ~~~ Zabranjeno je oglašavanje advokatove delatnosti, posebno isticanje njegovih kvaliteta, nabrajanje uspešnih odbrana, dobijenih pravnih i drugih slučajeva, saradnja u poznatim slučajevima, navođenje imena klijenata i njihov značaj, teških slučajeva i slično ... referenci o ranijim aktivnostima, funkcijama ili položaju, reference o uticajnim udruženjima ili poznanicima, davanje netačnih ili varljivih informacija o poslovima, referenci o saradnji sa značajnim inostranim advokatima i advokatskim udruženjima ... jer ako se to nađe na veb stranici, to znači povredu navedenih pravila.
LL@(3987) Above all , the web pages of attorneys appeal to certain market advantages (type of parties (bank, insurance companies,...), connections with other specialists (other attorneys, specialists on other fields,..., former professional experience ipd.); we also found a few web pages, that reference to publicistic and other professional activities of attorneys (of book, articles, seminars...). => Iznad svega, veb stranice advokata navode neke tržišne prednosti (vrste stranaka (banke, osiguravajuće kompanije, ...), veze sa drugim stručnjacima (drugim advokatima, specijalistima u drugim oblastima, ... prethodno stručno iskustvo, itd.); našli smo i nekoliko veb stranica koje se odnose na publicističku i druge stručne aktivnosti advokata (knjige, članke, seminare, ...).
LL@(3988) Picture 6: The use of e-mail for communication with clients Concerning web pages of law firms we must first emphasize, that the admissibility/permissibility of attorneys web presentation in Slovenia was a long time subject of numerous debates, also because of connection with problems of advertisment of attorneys services. => Slika 6.
LL@(3989) Individual problems in this field are repeating everywhere (in our country and elsewhere ). => Zastupljenost e-mejla u komunikaciji sa klijentima Slika 7.
LL@(3990) Picture 7: Percent of mentioning of market advantages and of publicistic activity If we look at the base Attorneys on Internet approximately 10% attorneys have web pages (analysis showed, that majority of web pages belong to attorneys societies and not to individual attorneys). => Procenat navođenja tržišnih prednosti i publicističke aktivnosti Ako pogledamo bazu Advokati na internetu, oko 10% advokata ima veb stranicu (analiza je pokazala da većina veb stranica pripada advokatskim udruženjima, a ne pojedinačnim advokatima).
LL@(3991) As mentioned before, there are 66 web pages listed in the base, while we found trough the search engine Najdi.si further 39 web pages, that together consist 105 web pages of Slovene attorneys, which means, that common percent of attor neys with web pages would increase if they would all be taken into account. => Kako je ranije pomenuto, u bazi je registrovano 66 veb stranica, a pretragom na Najdi.si našli smo još 39 veb stranica, što zajedno čini 105 veb stranica slovenačkih advokata, a to dalje znači da bi procenat advokata koji imaju veb stranicu porastao ako bi se svi uzeli u obzir. ~~~ Podaci koji se najčešće navode na veb stranici su sledeći:
LL@(3992) 4) Membership in proffesional organizations and associations (except for the Bar Association)- 19 %, (majority of attorneys of course lists membership in the Bar Association of Slovenia), 5) Attorneys and their presentation - 95,2% (in picture 5 a more detailed presentation of the information on attorneys is given). => 1) uopšteno kratko predstavljanje kancelarije 82,5%, 2) broj telefona 100%, broj faksa 98%, e-mejl adresa 98%, adresa 100% i mapa 80,6%, zvanično radno vreme 76,12%, jezici na kojima kancelarija posluje 46%, 3) oblast poslovanja advokatske firme 95,2% (i njihova specijalizacija 68,2%), 4) Članstvo u profesionalnim organizacijama i udruženjima (osim u Advokatskoj komori) 19% (većina advokata naravno navodi da su članovi Advokatske komore Slovenije), 5) Advokati i njihovo predstavljanje 95,2% (na slici 5 date su detaljnije informacije o advokatima).
LL@(3993) Picture 8: Attorneys with web pages(as result of database analysis) According to attorneys the web page does not contribute essentially to the recognition of the law firm, which is visible also on picture 9. => Slika 8. ~~~ Advokati koji imaju veb stranicu (rezultati analize podataka) Po rečima advokata, veb stranica ne doprinosi značajno prepoznatljivosti advokatske firme, što se i vidi na slici 9. ~~~ Slika 9.
LL@(3994) Picture 9: Recognition of law firms as a result of of web pages The above opinion of attorneys is not astonishing, since the possibilities of choosing or finding an attorney are numerous: a) recommendation, b) trough the bar assovviation or of other proffesional organizations, c) trough the yellow pages or own enquiry, d) trough insurance companies, and e) trough Internet. => Prepoznatljivost advokatskih firmi na osnovu veb stranice Gorenavedeno mišljenje advokata ne iznenađuje pošto su mogućnosti za izbor ili nalaženje advokata brojne: a) preporuka, b) putem komore ili nekog drugog profesionalnog udruženja, c) putem žutih strana ili ličnim raspitivanjem, d) preko osiguravajućih firmi i e) putem interneta.
LL@(3995) A german research showed half chooses attorneys considering recommendations of friends and acquaintances.. => Jedno istraživanje u Nemačkoj pokazalo je da polovina ljudi bira advokate na osnovu preporuke prijatelja i poznanika.
LL@(3996) This fact explains why relatively large percent of attorneys web pages are not listed in the base , since there is no predominant interest to do so, since the attorneys from setting up and of maintenance of web page hope for also of a certain positive benefit for thenselves . => To objašnjava i zašto relativno visok procenat advokata nema svoju veb stranicu u bazi, i što za to i nema interes, pošto očekuju da postavljanje i održavanje veb stranice treba i njima da donese neku korist. ~~~ Slika 10.
LL@(3997) Most frequent data, that appear on web pages are : 1) general short presentation of office - 82,5%, 2) telephone number - 100 %, number of the fax - 98 %, e-mail adress - 98 %, address - 100 % and map 80,6%, indication of official hours - 76,12%, indication of languages in which they do business - 46 % 3) The field in which law firms engage in - 95,2% (and their specification - 68,2%), Picture 10: Incidence of some informations concerning individual attorneys 6) connection to other web pages - 58,7% 7) Web pages in foreign languages (English - 49 %, German - 24 %, Italian - 8 %, other languages appear in restricted number are : French, Russian Serbian, Croatian and Spanish ) Picture 11: Web pages available also in foreign languages(according to database) We also indicate following good practices.: 1) electronic forms for first legal advice or electronic forms for ordering an appointment at attorneys office, 2) pre-prepared samples of certain statements (for example statement concerning car crashes), that they are available on the web pages and clients fill them in in advance, . => Učestalost nekih informacija koje se tiču pojedinačnih advokata 6) Povezanost sa drugim veb stranicama 58,7% 7) Veb stranice na stranim jezicima (engleski 49%, nemački 24%, italijanski 8%, drugi jezici koji se javljaju u ograničenom broju su: francuski, ruski, srpski, hrvatski i španski) Slika 11. ~~~ Veb stranice koje su dostupne i na stranim jezicima Ukazujemo i na sledeću dobru praksu:
LL@(3998) 3) description of the procedure at attorneys or indication of documents and proofs, that the clients must or should submit, 4) a more detailed specification of fields in which attorneys engage in (can be a big help to uneducated clients), 5) some applications E-attorney are available to clients on their web pages , 6) interactive maps (some law firms are extraordinarily innovative in indicating their location to their (potential) clients). => 1) Elektronske forme za prvi pravni savet ili elektronske forme za zakazivanje razgovora u advokatskoj kancelariji, 2) Unapred pripremljeni uzorci određenih izjava (na primer, izjave u vezi sa automobilskom nesrećom) koje su dostupne na veb stranici i klijenti ih popunjavaju unapred, 3) Opis postupka kod advokata ili ukazivanje na potrebna dokumenta i dokaze koje klijenti moraju ili treba da dostave, 4) Detaljnija specifikacija oblasti kojima se advokat bavi (može da bude od velike pomoći neupućenim klijentima), 5) Neke aplikacije E-advokat dostupne su klijen tima na njihovim veb stranicama, 6) Interaktivne mape (neke advokatske kancelarije su izuzetno inovativne kada treba da prikažu svoju lokaciju potencijalnim klijentima).
LL@(3999) 6. => 6.
LL@(4000) E-service in the judiciary today and future prospects The present researches showed, that the use of electronic archives in Slovenia and of web pages, in spite of all technical possibilities, is still not as expanded as initially expected. => Elektronski servis u pravosuđu danas i perspektive u budućnosti Istraživanja koja se danas sprovode pokazala su da korišćenje elektronske arhive i veb stranica u Sloveniji, uprkos svim tehničkim mogućnostima, još nije zastupljeno u onoj meri u kojoj se očekivalo.
LL@(4001) No law firm is using only electronic archives, which is understandable, since only electronic archives are not enough, since the courts do not do business electronically. => Ni jedna advokatska firma ne koristi isključivo elektronsku arhivu, što je razumljivo, pošto samo elektronska arhiva nije dovoljna s obzirom da sudovi ne postupaju elektronskim putem.
LL@(4002) On the other hand, attorneys use more and more e-mail communication We should emphasise that the modernization of judicial system is a part of the project The modernisation of the judiciary system. => S druge strane, advokati sve više komuniciraju putem e-mejla. ~~~ Naglasićemo da je modernizacija pravosudnog sistema deo projekta Modernizacija pravosudnog sistema.
LL@(4003) Between its goals we can find the following: 1) The rise of efficiency of the judicial system, 2) The modernization of information structure and services, 3) Introduction of e-judiciary and others e-services in the field of administration of justice, 4) The implementation of electronic business of the judiciary and 5) The rise of productivity of the employees. => Među postavljenim ciljevima su i sledeći: ~~~ 1) Povećanje efikasnosti pravosudnog sistema, 2) Modernizacija informacione strukture i usluga, 3) Uvođenje e-pravosuđa i drugih e-usluga u obla sti primene pravde, 4) Primena elektronskog poslovanja u pravosuđu i 5) Veća produktivnost zaposlenih.
LL@(4004) The modernization of the judiciary of course did not start with this project. => Modernizacija pravosuđa naravno nije počela sa ovim projektom.
LL@(4005) Individual processes occured before the project, and some of them were quite successful. => Pojedinačni procesi su se javljali pre projekta, a neki su bili i vrlo uspešni.
LL@(4006) Among them we should mention, for instance Eland registry, that has approximately million hits a year. => Među njima bi trebalo pomenuti, na primer, e-katastar, koji beleži skoro milion poseta godišnje.
LL@(4007) Judicial delayes were with it reduced rather successfully (Modic 2007). => Kašnjenja u sudstvu su time prilično uspešno smanjena (Modić, 2007).
LL@(4008) The data showes , that today 91 % of attorneys uses E-land registry. => Podaci pokazuju da danas 91% advokata koristi E-katastar.
LL@(4009) Some other e-services were also emphasised beside the above mentioned: E-register of companies, Ajpes… In research we separately emphasised the project E-execution (money claim on line), where we speak only of execution based on a reliable charter. => Neke druge e-usluge treba takođe istaći pored gore-pomenutog e-registra kompanija, Ajpes ...
LL@(4010) In spite of all the advantages, the project only lounched in January of this year (with a six months delay). => U našem istraživanju posebno smo naglasili projekat E-realizacija (on-lajn zahtev za isplatu) gde govorimo samo o realizaciji na osnovu pouzdanih dokumenata.
LL@(4011) The research showed, that 97,6 % of interviewed attorneys intend to use the service. => Uprkos svim prednostima, projekat je pokrenut tek u januaru ove godine (sa šest meseci zakašnjenja).
LL@(4012) 95 % of all asked law firms also support further introduction of new e-service in the judiciary. => Istraživanje je pokazalo da 97,6% ispitanih advokata namerava da koristi ovaj servis. 95% svih ispitanih advokatskih firmi takođe podržava dalje uvođenje novih e-usluga u pravosuđu.
LL@(4013) Among the options the most supported are the E-land proposal (85,7 % of asked) and E-civil procedure (59,5 % of asked). => Najveću podršku od svih opcija uživaju E-ponuda lokacije (85,7% ispitanika) i E-građanski postupak (59,5% ispitanika).
LL@(4014) Attoneys also support other shapes of e-business; for instance e-submissions to the courts, possibility of e-registration of a company, possibility of notifying the parties in a court procedure concerning hearings and the electronic procurement of various confirmations. => Advokati takođe podržavaju druge oblike e-poslovanja, na primer, e-predstavke sudovima, mogućnosti e-registracije kompanije, mogućnosti obaveštavanja stranaka u sudskom postupku u vezi sa ročištima i elektronsko pribavljanje različitih potvrda. 7.
LL@(4015) 7. ~~~ A few proposals (en lieu of a conclusion) The authors wished to show above all what the present state is (sein), their intention was not to give proposals on how it should be (sollen). => Nekoliko predloga (umesto zaključka) Autori su pre svega želeli da prikažu sadašnje stanje (sein); nije im bila namera da daju predloge u vezi stim kako treba da bude (sollen).
LL@(4016) However during the research of the present some possible proposals appeared: 1) The preparation of a strategy of introduction of electronic business of attorneys, that would serve as a guideline to attorneys in introduction of ebusiness. => Ipak, tokom istraživanja sadašnjeg stanja, pojavili su se neki predlozi:
LL@(4017) 2) The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other.. => 1) Priprema strategije za uvođenje elektronskog poslovanja u advokaturi koja bi advokatima poslužila kao smernica u uvođenju e-poslovanja, 2) Advokatska komora treba da sačini jasna i dosledna pravila koja se odnose na veb stranice advokata.
LL@(4018) 3) The Bar Association should purchase a programme for electronic business of law firms (cheaper aquittement, compatability) 4) Deliberation concerning setting up a model web page, that would enable all attorneys a uniform presentation in accordance with rules. ~~~ 5) The attorneys should communicate the web address of their law offices to the Bar Association or IUS-info to allow a formation of a completer base, which could be used by their potential clients by providing them a more complete information. => Ova pravila bi trebalo da budu zasnovana na de facto situaciji, s jedne strane, i na moralu, s druge, 3) Advokatska komora treba da kupi program za elektronsko poslovanje advokatskih firmi (jeftinije otpremanje, kompatibilnost), 4) Odrednice za postavljanje modela veb stranice koja bi svim advokatima omogućila da se predstave na isti način, u skladu s pravilima, 5) Advokati treba da dostave veb-adrese svojih kancelarija Advokatskoj komori ili IUS-info, da bi se sačinila kompletnija baza, a što bi budući klijenti mogli da koriste jer bi imali na raspolaganju potpuniju informaciju.
LL@(4019) During our research it bacame clear that the area of ecommerce of attorneys is a complex one. => Tokom istraživanja postalo je jasno da je oblast eposlovanja u advokaturi složena.
LL@(4020) But attorneys now have a unique opportunity to respond to the changes in their environment even ex ante. => Ali advokati sada imaju jedinstvenu priliku da reaguju na promene u svome okruženju, makar i ex ante.
LL@(4021) What else could be a better demonstration of their responsibility toward their environment and stakeholdersØ 8. ~~~ BIBLIOGRAPHY Š1Ë Gradišar, M. and Resinovič G., Informatika v poslovnem okolju, Ekonomska fakulteta, Ljubljana, 1999. ~~~ Š2Ë Harris R. B.). => Čime bi inače bolje pokazali svoju odgovornost prema okruženju i stejkholderimaØ 8. BIBLIOGRAFIJA Š1Ë Gradišar, M. and Resinovič G., Informatika v poslovnem okolju, Ekonomska fakulteta, LJubljana, 1999. Š2Ë Harris R. B.).
LL@(4022) Counseling clients over the Internet. => Counseling clients over the In ternet.
LL@(4023) Computer and Internet Lawyer, 18 (2001) 4 21. => Computer and Internet Lanjyer, 18 (2001) 4 21.
LL@(4024) Dosegljivo: Š3Ë Jerman-Blažič, B. and al. Elektronsko poslovanje na internetu, Gospodarski vestnik, Ljubljana, 2001. => Dosegljivo:
LL@(4025) Š4Ë Kaučič, I. and Grad, F. Ustavna ureditev Slovenije, GV Založba, Ljubljana, 2007. => Š10Ë Odvetniška zbornica Slovenije, Kodeks odvet niške etike.
LL@(4026) Š5Ë Kotler, P., Management trženja, GV Založba, Ljubljana, 2004. => 
LL@(4027) Š6Ë Kovačič, A. et al., Prenova in informatizacija poslovanja, Ekonomska fakulteta, Ljubljana, 2004. ~~~ Š11Ë Prešern, S., Poslovna informatika in internet za podjetnike in managerje e-poslovanje, e-trgovanje, e-plačevanje, e-podpis, e-zaščita, mstoritve, samozaložba S. Prešern, Ljubljana, 2006. => Available at: http://njnjnj.odvzb.si/default.aspxØcid=2&aid=12 Š11Ë Prešern, S., Poslovna informatika in internet za podjetnike in managerje e-poslovanje, etrgovanje, e-plačevanje, e-podpis, e-zaščita, mstoritve, samozaložba S. Prešern, LJubljana, 2006. Š3Ë Jerman-Blažič, B. and al.
LL@(4028) Š12Ë Raziskava Slovenian Lawyers and Electronic Commerce. => Elektronsko poslo Š12Ë Raziskava Slovenian Lanjyers and Electronic vanje na internetu, Gospodarski vestnik, LJubljana, 2001.
LL@(4029) Available at: http://www2.arnes.si/črzjtopl/usa/anketa.htm Š7Ë Kovačič, A., Groznik A. and Ribič M., Temelji elektronskega poslovanja, Ekonomska fakulteta, Ljubljana, 2005. => Commerce. ~~~ Available at: http://njnjnj2.arnes.si/črzjtopl/usa/anketa.htm Š4Ë Kaučič, I. and Grad, F. Ustavna ureditev Slove Š13Ë Republika Slovenija:
LL@(4030) Š13Ë Republika Slovenija: Zakon o elektronskem poslovanju in elektronskem podpisu, ZEPEPUPB1, Uradni list. => Zakon o elektronskem nije, GV Založba, LJubljana, 2007. Š5Ë Kotler, P., Management trženja, GV Založba, LJubljana, 2004. Š6Ë Kovačič, A. et al., Prenova in informatizacija poslovanja, Ekonomska fakulteta, LJubljana, 2004. Š7Ë Kovačič, A., Groznik A. and Ribič M., Temelji elektronskega poslovanja, Ekonomska fakulteta, LJubljana, 2005. poslovanju in elektronskem podpisu, ZEPEPUPB1, Uradni list.
LL@(4031) RS, št. ~~~ 98/2004. => RS, št. 98/2004. Š14Ë Republika Slovenija:
LL@(4032) Š8Ë Makarovič, B. et al., Internet in pravo : izbrane teme s komentarjem Zakona o elektronskem poslovanju in elektronskem podpisu, Pasadena, Ljubljana, 2001. => 
LL@(4033) Š9Ë Modic, D., Ali je slovensko pravosodje pripravljeno na projekt e-pravosodjaØ, in V. Rajkovič et al. (ed), .Ustvarjalna organizacija, Moderna organizacija, Kranj, 2007, 1260-1266. => 
LL@(4034) Š14Ë Republika Slovenija: Attorneys Act, Zodv, Uradni list RS.št. Ur.l. RS, št. => Attorneys Act, Zodv, Uradni list RS.št. ~~~ Ur.l.
LL@(4035) 18/1993 Š15Ë Skeniranje in elektronska obdelava dokumentov. => RS, št. 18/1993 Š15Ë Skeniranje in elektronska obdelava dokumen tov.
LL@(4036) Available at: http://www.laser-com.si/skeniranje-elektronskiarhiv.htm Š16Ë Toplišek, J., Pravna zmogljivost elektronske pošte, Pravna praksa 16 (1997) 15-26. ~~~ Š10Ë Odvetniška zbornica Slovenije, Kodeks odvet Š17Ë Toplišek, J., Elektronsko poslovanje, Atlantis, niške etike. => Available at: http://njnjnj.lasercom.si/skeniranje-elektronskiarhiv.htm Š16Ë Toplišek, J., Pravna zmogljivost elektronske pošte, Pravna praksa 16 (1997) 15-26. Š8Ë Makarovič, B. et al., Internet in pravo : izbrane Š17Ë Toplišek, J., Elektronsko poslovanje, Atlan teme s komentarjem Zakona o elektronskem poslovanju in elektronskem podpisu, Pasadena, LJubljana, 2001. Š9Ë Modic, D., Ali je slovensko pravosodje pripravljeno na projekt e-pravosodjaØ, in V. Rajkovič et al. (ed), .
LL@(4037) Available at: http://www.odvzb.si/default.aspx?cid=2&aid=12 Ljubljana, 1998. ~~~ Š18Ë Toplišek, J., Spletna predstavitev slovenskega odvetnika, Odvetnik 99 (1999) 13-20. => Ustvarjalna organizacija, Moderna organizacija, Kranj, 2007, 1260-1266. tis, LJubljana, 1998. Š18Ë Toplišek, J., Spletna predstavitev slovenske ga odvetnika, Odvetnik 99 (1999) 13-20.
LL@(4038) Impementation of the Adaptive System in Elektronic Learning UDC: 37.018.43:004.738.4 Svetlana Jevremović College of Technological Sciences [abac kacaj¿sezampro.rs The paper presents one solution in the development of the adaptive system of electronic learning in the personalized environment LMS Moodle. => Implementacija adaptivnog sistema za elektronsko učenje UDK: ~~~ 37.018.43:004.738.4 Svetlana Jevremović Visoka tehnološka škola strukovnih studija [abac kacaj¿sezampro.rs U ovom radu se predstavlja jedno rešenje za razvoj adaptivnog sistema elektronskog učenja u personalizovanom okruženju LMS Moodle.
LL@(4039) The practice so far has shown that numerous electronic distant learning courses failed, due to the same static learning contents being implemented for all the students, which resulted in lack of motivation and poor results. => Dosadašnja praksa je pokazala da su brojni elektronski kursevi za učenje na daljinu rezultirali neuspehom, jer je implementirani isti statički sadržaj za učenje svim studentima doveo do nemotivisanosti i nezadovoljavajućih rezultata.
LL@(4040) The primary objective of this research is the personalization of electronic learning systems geared to the identified abilities, needs and preferences of each student, including the defined learning styles, too. => Primarni cilj ovog istraživanja je personalizacija sistema elektronskog ucenja u skladu sa utvrđenim sposobnostima, potrebama i preferencama svakog studenta, uzimajući u obzir i definisane stilove učenja.
LL@(4041) The students were classed into three characteristic groups and the model of adaptive distance education system was presented. => Studenti su raspoređeni u tri karakteristične grupe i prezentovan je model adaptivnog sistema učenja na daljinu. 1.
LL@(4042) 1. ~~~ The learning management systems High availability capablity of serving thousands The Learning Management Systems (LMS) are independent systems implemented in web technologybased education. => Sistemi za upravljanje procesom učenja Sistemi za upravljanje procesom učenja (Learning Management Systems - LMS) su nezavisni sistemi koji se koriste u edukaciji zasnovanoj na web tehnologijama.
LL@(4043) The software that is the basis of the LMS controls all the elements of learning and records all the parametres required for the monitoring of the education process Š14Ë. => Softver koji čini osnovu LMS-a upravlja svim elementima nastave i evidentira sve parametre potrebne za praćenje edukacijskog procesa Š14Ë.
LL@(4044) These parametres allow for the monitoring of the development of each individual student or group at any given moment, as well as for a reliable measurement and analysis of the results at the end of the education process. and learning The literature quotes several similar concepts which are frequently used as synonyms to the LMS: course management systems (CMS), virtual learning environments (VLE) content management systems(LCMS). => Na temelju tih parametara moguće je u svakom trenutku pratiti napredak pojedinog studenta ili grupe, a na kraju edukacijskog procesa pouzdano meriti i analizirati rezultate. ~~~ U literaturi se sreće nekoliko srodnih pojmova koji se često koriste kao sinonimi za LMS: course management systems (CMS), virtual learning environments (VLE) i learning content management systems (LCMS).
LL@(4045) Strictly speaking, the differences among them are clear, e.g., the LCMS are the systems that, among other things, allow for creating the learning objects (LO) and their designation by the metadata, while the LMS do not offer such opportunity, but rather work with the previously prepared courses Š11Ë. => Striktno govoreći razlike među njima postoje, na primer, LCMS su sistemi koji, između ostalog, omogućuju i kreiranje objekata za učenje (Learning Objects - LO) i njihovo označavanje metapodacima, dok LMS ne pružaju takve mogućnosti već rade sa prethodno pripremljenim kursevima Š11Ë.
LL@(4046) Some of the presently available LMS on the market are: Moodle, WebCT, Bazzar, College, eLearner, First Class, Intra Learn, Lotus Learning Space, Lotus Same Time, Tutor, dot LRN, Fledge, Ilias Š9Ë. Unitl 2006, Blackboard and WebCT were separate commercial products, since then they have operated jointly Š14Ë. ~~~ The Moodle is developed and is is still developing as an open code project. ~~~ 1.1. => IntraLearn, Samo neki od trenutno raspoloživih LMS-a na tržištu su: ~~~ Moodle, WebCT, Bazzar, College, eLearner, FirstClass, LotusLearningSpace, LotusSameTime, Tutor, dotLRN, Fledge, Ilias Š9Ë.
LL@(4047) LMS moodele The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface. => Blackboard i WebCT su do 2006. godine bili zasebni komercijalni proizvodi, a onda je došlo do povezivanja njihovog poslovanja Š14Ë.
LL@(4048) The basic features of this system can be summed up as follows: of users simultaneously. => Moodle je razvijen, i dalje se razvija, kao projekat otvorenog koda.
LL@(4049) Scalability capability to support an increasing number of users without failing in performance User-friendly an opportunity for the user (student or teacher) to master the use of the system in a short time Interoperability capability of integrating with the existing software Stability a stable version of the Moodle software ensures uninterrupted services to the student and teacher populations Safety it is a quality of the system that it is not a higher safety risk in comparison to other components of the information system. ~~~ The above-mentioned features were sufficient for the authors to decide upon using this learning management system in this work. => Visoka dostupnost sposobnost da opsluži hil jade korisnika istovremeno Skalabilnost sposobnost da izdrži povećanje broja korisnika bez pada u performansama Laka iskoristivost sposobnost da korisnik (student ili nastavnik) veoma brzo savlada korišćenje sistema Interoperabilnost sposobnost da se integriše sa postojećim softverom Stabilnost stabilna verzija softvera Moodle obezbeđuje neprekidne servise studentskoj i nastavničkoj populaciji Sigurnost osobina sistema da ne predstavlja sigurnosni rizik veći od ostalih komponenata informacionog sistema Navedene osobine bile su dovoljne za opredeljenje da se u ovom radu koristi pomenuti sistem za upravljanje procesom učenja.
LL@(4050) Moodle needs no modifications in order to be implemented in Unix, Linux, Windows, MAC OS X, Netware, or any other systems supporting the PHP, including the majority of the Internet providers. => Moodle se bez modifikacija primenjuje na Unix, Linux, Windows, MAC OS X, Netware i na bilo kojim drugim sistemima koji podržavaju PHP, uključujući većinu internet provajdera.
LL@(4051) The data are stored in only one database: MySQL and PostgreSQL, however, Oracle, Access, Interbase, ODBC and others can also be used Š17Ë. Moodle is not the adaptive education MLS Š3Ë, however, in this work it is adapted only to the methodology area, without software changes. => Podaci se drže u samo jednoj bazi podataka: ~~~ MySQL i PostgreSQL, ali se takođe mogu koristiti Oracle, Access, Interbase, ODBC i druge Š17Ë. ~~~ Moodle nije LMS za adaptivno obrazovanje Š3Ë, ali je u ovom radu prilagođen samo u oblasti metodologije, bez izmena softvera. 1.
LL@(4052) 2. => LMS moodle 2.
LL@(4053)  => Metodološki postupak Moodle je modularno-objektno orijentisano okruženje za razvoj učenja koje se lako konfiguriše i pruža jedinstven korisnički interfejs.
LL@(4054) Mmethodology The first step in this research was to conduct a poll among the students in order to learn about their previous education, their preferences in learning, as well as the experiences in their work with the Moodle learning system. => Osnovne osobine ovog sistema mogu se sumirati kao: ~~~ Prvi korak u istraživanju bio je anketiranje studenata sa ciljem utvrđivanja njihovog prethodnog obrazovanja, preferenci prilikom učenja, kao i iskustva u radu sa sistemom za učenje Moodle.
LL@(4055)  => Osim toga, cilj je bio utvrditi i stil učenja svakog studenta.
LL@(4056) In addition, our goal was to identify each students learning style. => Felder-Silvermanov model definiše sledeće stilove učenja Š5Ë:
LL@(4057) The Felder-Silverman model defines the following learning styles Š5Ë: The module graph (Figure 1) typical of group 1 shows the following: active and reflexive learning style sensor and intuitive learning style visual and verbal learning style sequential and global learning style The lessons within the module are grouped acord ing to their respective priority. => Graf modula (Slika 1) tipičan za grupu 1 ukazuje na sledeće: aktivni i refleksivni stil učenja senzorni i intuitivni stil učenja vizuelni i verbalni stil učenja sekvencijalni i globalni stil učenja Unutar modula grupisane su lekcije sa odgovara jućim prioritetom.
LL@(4058) The student-beginner follows the linear path in mastering the lessons. => Student početnik sledi linearni put u savlađivan ju lekcija.
LL@(4059) Table 1. => Tabela 1.
LL@(4060) Relations between the activities in the Moodle system and the learning styles Š5Ë The values of the atributes within one group are similar, whereas they differ significantly from group to group. => Relacije između aktivnosti u Moodle sistemu i stilova učenja Š5Ë Vrednosti atributa unutar jedne grupe su slične, a između grupa značajno različite.
LL@(4061) The students were divided into three groups, so as to obtain more consistent, more logical and better quality results. ~~~ 3. => Izvršena je podela studenata u tri grupe jer su u tom slučaju rezultati konzistentniji, logičniji i boljeg kvaliteta. 3.
LL@(4062) Content adaptation and ontent cluster-based navigation Adaptability is implemented on the contents level (content-adaptation) as well as on the link level (linkadaptation) Š1Ë. Group 1 (beginner level students) The module includes a preliminary test as well as a final achievement test. => Adaptacija sadržaja I navigacija po klasterima Prilagodljivost je implementirana na nivou sadržaja (content-adaptation) i na nivou veza (link-adaptation) Š1Ë. ~~~ Grupa 1 (studenti sa početnim nivoom znanja) Modul uključuje preliminarni test i završni test provere znanja.
LL@(4063) Navigation is conditioned by the final test results. => Navigacija je uslovljena rezultatima završnog testa.
LL@(4064) Group 1 is offered only a short introduction into the topic to be studied, which suits the students without any previous knowledge (Figure 2). => Grupi1 omogućen je samo kratak uvod u temu koja se izučava, što odgovara studentima bez predznanja (Slika 2).
LL@(4065) Each course week can contain the content description. modules Mk 2. lessons Li 3. tests Tj Figure 1. => Svaka nedelja kursa može imati opis sadržaja. 1. moduli Mk; 2. lekcije Li ; 3. testovi Tj ; Slika 1.
LL@(4066) Group 1 module graph Figure 2. => Graf modula za grupu 1 Slika 2:
LL@(4067) The look of one part of the course In the contents part the student is introduced to the lessons titles grouped within one module. => Pogled na deo sadržaja Preko sadržaja, studentu su predstavljeni naslovi lekcija grupisani unutar određenog modula.
LL@(4068) Actual examples are given after each lesson, as in this way they facilitate the understanding of the learning contents and enhance learning. => Konkretni primeri su dati posle svake lekcije, jer olakšavaju razumevanje nastavnog sadržaja i podstiču učenje.
LL@(4069) Lessons are linked by a precondition relation defining which lessons or clusters must be covered prior to moving on to the next lesson. => Lekcije su povezane preduslovnom relacijom koja definiše koje lekcije ili celine moraju biti naučene pre nego što se pređe na učenje sledeće lekcije.
LL@(4070) It is important for the student-beginner that the number of examples be as large as possible. => Za studenta početnika značajan je što veći broj primera.
LL@(4071) Each example has comments put in curly parentheses with short explanations of each line of the programme code, which the student-beginner will find very important for understanding the programme. => Svaki primer sadrži komentare unutar vitičastih zagrada sa kratkim objašnjenjima za svaki red programskog koda, koji su za studente početnike od značaja za razumevanje programa.
LL@(4072) There are no limits for the student as regards the defined deadlines. => Po pitanju definisanih rokova, student nema nikakvih ograničenja.
LL@(4073) The Group 1 students take the exam part by part. => Studenti iz grupe1 polažu ispit iz delova.
LL@(4074) Group 2 includes a broader version of the course unit Applet Writing Framework with additional information on the applet-writing tools. => Grupa 2 obuhvata proširenje tematske jedinice Pisanje ApletaFramework sa dodatnim informacijama o alatima za pisanje apleta.
LL@(4075) The student is offered a selection of sites where he/she can learn more about the applet-writing tools (Figure 4). => Studentu se sugerišu sajtovi na kojima može više saznati o alatima za pisanje apleta (Slika 4).
LL@(4076) The intermediate level students are recommended some useful links on the Internet. => Studentima srednjeg nivoa znanja sugerišu se korisni linkovi na Internetu.
LL@(4077) The click on the chosen link automatically opens the web location whose contents are recommended by the teacher/tutor. => Izborom preporučenog linka automatski se otvara web lokacija čije sadržaje preporučuje nastavnik.
LL@(4078) The student prefers practical work to theory. ~~~ Group 3 The Group 3 module graph (Figure 5) shows that there is no limitations as to the third group students (students with a higher level of previous knowledge) mobility across the modules. => Student više voli praktičan rad umesto teorijskog Grupa 3 Graf modula (Slika 5), ukazuje na to da studentima iz treće grupe (studenti sa većim nivoom predznanja) nije ograničeno kretanje između modula.
LL@(4079) Group 2 Figure 3. => Grupa 2 Slika 3:
LL@(4080) Group 2 module graph Figure 5. => Graf modula za grupu 2 Slika 5:
LL@(4081) The Group 3 module graph 4. => Graf modula za treću grupu 4.
LL@(4082) Results and discussion The basic characteristics of students for each group according to the defined styles are presented in Table 2. modules Mk 2. lessons Li 3. tests Tj The module graph (Figure 3) typical of Group 2 shows the following: Lessons are grouped within the module according to their respective priority. => Rezultati diskusija Osnovne krakteristike studenata za svaku grupu prema definisanim stilovima učenja prikazane su u tabeli 2. 1. moduli Mk; 2. lekcije Li ; 3. testovi Tj; Graf modula (Slika 3) tipičan za grupu 2 ukazuje na sledeće: ~~~ Lekcije su grupisane unutar modula sa odgovara jućim prioritetom.
LL@(4083) The intermediate level student can take a rendom access to the lessons within a module, whereas random mobility across the modules is not allowed. => Student srednjeg nivoa znanja može proizvoljno lekcijama unutar modula, dok pristupati proizvoljno kretanje između modula nije dozvoljeno.
LL@(4084) The module includes a preliminary test as well as a final achievement test. => Modul uključuje preliminarni test i završni test provere znanja.
LL@(4085) Proceeding to the next module is possible only upon passing the final test from the previous module. => Prelazak na sledeći modul moguć je nakon po loženog završnog testa iz prethodnog modula.
LL@(4086) Figure 4. => Slika 4:
LL@(4087) Additional information for Framework Table 2. => Dodatne informacije za Framework Tabela 2.
LL@(4088) Study groups and styles Adaptability is implemented on the contents level as well as on the level of links by way of certain adaptation methods and techniques. ~~~ At the end of the course, 82 per cent of the students claimed that they found the Moodle easy to use and understand. => Grupe i stilovi učenja je Adaptivnost implementirana na nivou sadržaja i na nivou veza kroz neke od metoda i tehnika adaptacije. 82% studenata je na kraju kursa odgovorilo da im je korišćenje Moodle-a bilo jasno i lako. 92% studenata je izjavilo da im učenje u adaptivnom okruženju i tempom koji njima odgovara povećava rezultate kako na preliminarnom testu tako i na završnom.
LL@(4089) 92 per cent of students maintained that learning in an adaptive environment and at a self-adjusted pace improves their achievement at both the preliminary and the final tests. => Raspoloženje i motivisanost za učenje su povećani u značajnoj meri kod studenata sve tri grupe, dok kod studenata kontrolne grupe to nije uočeno.
LL@(4090) The mood and motivation for learning are significantly improved in all three group students, whereas in the control group students such improvement was not observed. => 
LL@(4091) The model is easy to implement on the existing open-source systems for on-line learning. => Model se jednostavno može implementirati na postojećim open-source sistemima za on-line učenje.
LL@(4092) A detailed review of the adaptive methods and techniques of electronic education is systematized and presented. => Sistematizovan je i dat detaljan prikaz primene adaptivnih metoda i tehnika elektronskog obrazovanja.
LL@(4093) Each group followed a respective course, specially geared to their needs. => Za svaku grupu realizovan je odgovarajući kurs prilagođen potrebama studenata.
LL@(4094) Figure 6. => Slika 6:
LL@(4095) Achievement at tests in the adaptive environment of electronic learning Conclusion The paper defines a model of electronic distance-learning adaptive system. => Uspeh na testovima u adaptivnom okruženju elektronskog učenja 4. ~~~ Zaključak U radu je definisan model adaptivnog sistema za elektronsko učenje na daljinu.
LL@(4096) Basic phases and requirements are identified in the development of personalized systems of e-education, with respect to the identified learning styles. => Identifikovane su osnovne faze i zahtevi u razvoju personalizovanih sistema eobrazovanja, a u skladu sa identifikovanim stilovima ucenja.
LL@(4097) The electronic education group courses are personalized in accordance with the results obtained. => Kursevi elektronskog učenja po grupama su personalizovani prema dobijenim rezultatima.
LL@(4098) The proposed model supports the adaptability and at the same time maintains the simplicity in the course conducting process. => Predloženi model podržava adaptivnost i u isto vreme održava jednostavnost procesa vođenja kursa.
LL@(4099) The implementation of adaptability concept in electronic education can improve the efficiency of the education process through the personalized learning system, as well as the efficiency of the eeducation system as a whole. => Primenom koncepata adaptivnosti u elektronskom obrazovanju može se poboljšati efikasnost nastavnog procesa kroz realizaciju sistema za personalizovano učenje, kao i efikasnost sistema za e-obrazovanje u celini.
LL@(4100) Further research will be oriented towards the completion of the present courses. => Dalji pravci istraživanja biće usmereni ka završetku sadašnjih kurseva.
LL@(4101) Of great importance for further study will be the information on the efficiency and effectiveness of the adaptation activities implemented on the existing courses. => Od velikog značaja za dalje istraživanje će biti podaci o efikasnosti i efektivnosti primenjenih aktivnosti adaptacije na postojeće kurseve.
LL@(4102) The research will be extended by gathering new data on the students characteristics. => Istraživanje će biti prošireno prikupljanjem novih podataka o karakteristikama studenata.
LL@(4103) REFERENCE Š1Ë Brusilovsky, P. (1996) ~~~ Methods and techniques of adaptive hypermedia. => LITERATURA Š1Ë Brusilovsky, P. (1996) Methods and techniques of adaptive hypermedia.
LL@(4104) Journal on User Modeling and User-Adapted Interaction, 6, 87-129. => Journal on User Modeling and User-Adapted Interaction, 6, 87129.
LL@(4105) Š2Ë Brusilovsky, P., Wade V., Conlan O., From Learning Objects to Adaptive Content Services for E-Learning, School of Information Sciences University of Pittsburgn, Knowledge & Data Engineering Research Group, Department of Computer Science Trinity Colledge Dublin Ireland. => Š2Ë Brusilovsky, P., Wade V., Conlan O., From Learning Objects to Adaptive Content Services for E-Learning, School of Information Sciences University of Pittsburgn, Knowledge & Data Engineering Research Group, Department of Computer Science Trinity Colledge Dublin Ireland.
LL@(4106) Š3Ë Brusilovsky, P., & Peylo, C. (2003) ~~~ Adaptive and intelligent Web-based educational systems. => Š3Ë Brusilovsky, P., & Peylo, C. (2003) Adaptive and intelligent Web-based educational systems.
LL@(4107) International Journal of Artificial Intelligence in Education, 13(2-4), 159-172. ~~~ Š4Ë Brusilovsky P., (2001) Adaptive hypermedia. => International Journal of Artificial Intelligence in Education, 13(2-4), 159-172. Š4Ë Brusilovsky P., (2001) Adaptive hypermedia.
LL@(4108) User Modeling and User Adapted Interaction, Ten Year Anniversary Issue (A. Kobsa, ed.), 11 (1/2) , 87-110. ~~~ Š5Ë Barać, D., Bogdanović, Z., Damjanović, S., Implementacija personalizovanog sistema elektronskog učenja, Telekomunikacioni forum TELFOR 2008, Beograd. => User Modeling and User Adapted Interaction, Ten Year Anniversary Issue (A. Kobsa, ed.), 11 (1/2) , 87-110. Š5Ë Barać, D., Bogdanović, Z., Damjanović, S., Implementacija personalizovanog sistema elektronskog učenja, Telekomunikacioni forum TELFOR 2008, Beograd.
LL@(4109) Š6Ë Conlan, O., Hockemeyer, C., Wade, V., & Albert, D. (2002) ~~~ Metadata driven approaches to facilitate adaptivity in personalized eLearning systems. => Š6Ë Conlan, O., Hockemeyer, C., Wade, V., & Albert, D. (2002) Metadata driven approaches to in personalized eLearning systems.
LL@(4110) Journal of Information and Systems in Education, 1, 38-44. ~~~ Š7Ë Conlan, O., Hockemeyer, C., Wade, V., Albert, D., Gargan, M. (2002) ~~~ An Architecture for Integrating Adaptive Hypermedia Service with Open Learning Environments. => Journal of Information and Systems in Education, 1, 38-44. facilitate adaptivity Š7Ë Conlan, O., Hockemeyer, C., Wade, V., Albert, D., Gargan, M. (2002) An Architecture for Integrating Adaptive Hypermedia Service with Open Learning Environments.
LL@(4111) World Conference on Educational Multimedia, Hypermedia & Telecommunications (ED-MEDIA02). => World Conference on Educational Multimedia, Hypermedia & Telecommunications (ED-MEDIA02).
LL@(4112) Š8Ë Dagger D., Wade V., Conlan O., (2005). => Š8Ë Dagger D., Wade V., Conlan O., (2005).
LL@(4113) Personalisation for All: Making Adaptive Course Composition Easy, Educational Technology & Society, 8 (3), 9-25. => Personalisation for All:
LL@(4114) ISSN 1436-4522 Š9Ë De Bra, P.& Calvi, L. (1998) ~~~ AHA: A Generic Adaptive Hypermedia System. => Making Adaptive Course Composition Easy, Educational Technology & Society, 8 (3), 9-25. ISSN 14364522 Š9Ë De Bra, P.& Calvi, L. (1998) AHA: A Generic Adaptive Hypermedia System.
LL@(4115) Proceedings of the 2nd Workshop on Adaptive Hypertext and Hypermedia. => Proceedings of the 2nd Workshop on Adaptive Hypertext and Hypermedia.
LL@(4116) Pittsburgh, USA, pp. 1-10. ~~~ Š10Ë De Bra, P., Brusilovsky, P., & Houben, G. (1999) ~~~ Adaptive hypermedia: from systems to framework. ~~~ ACM Computing Surveys, 31. ~~~ Š11Ë Devedžić V. (2006) => Pittsburgh, USA, pp. 1-10. Š10Ë De Bra, P., Brusilovsky, P., & Houben, G. (1999) Adaptive hypermedia: from systems to framework.
LL@(4117) Semantic Web and Education, Monograph, Springer, Berlin Heidelberg New York, 2006. ~~~ Š12Ë Felder, R.M., Silverman, L.K. (1988) ~~~ Learning and Teaching Styles in Engineering Education, Engineering Education, vol.78, no.7, pp. 674-681. ~~~ Š13Ë Graf S. (2005) ~~~ Fostering Adaptivity in ELearning Platforms: A Meta-Model Supporting Adaptive Courses, CELDA 2005, pp.440-443. => ACM Computing Surveys, 31. Š11Ë Devedžić V. (2006) Semantic Web and Education, Monograph, Springer, Berlin Heidelberg New York, 2006. Š12Ë Felder, R.M., Silverman, L.K. (1988) Learning and Teaching Styles in Engineering Education, Engineering Education, vol.78, no.7, pp. 674-681. Š13Ë Graf S. (2005) Fostering Adaptivity in ELearning Platforms:
LL@(4118) Š14Ë Jevremović, S. (2008) ~~~ Implementacioni aspekti adaptivnog elektronskog obrazovanja, magistarska teza, FON, Beograd. => A Meta-Model Supporting Adaptive Courses, CELDA 2005, pp.440-443. Š14Ë Jevremović, S. (2008) Implementacioni aspekti adaptivnog elektronskog obrazovanja, magistarska teza, FON, Beograd.
LL@(4119) Š15Ë Kobsa, A. (2001) ~~~ Generic user modeling systems. => Š15Ë Kobsa, A. (2001) Generic user modeling systems.
LL@(4120) User Modeling and User Adapted Interaction, 11(1-2), 49-63. ~~~ Š16Ë Paramythis A., Loidl-Reisinger S. (2004) => User Modeling and User Adapted Interaction, 11(1-2), 49-63. Š16Ë Paramythis A., Loidl-Reisinger S. (2004) Adaptive Learning Environments and eLearning Standards, Electronic Journal of eLearning, vol. 2, no.1, pp.181-194. Š17Ë Moodle. http://www.moodle.org/ Od preživlljavanja do procvata UDK:
LL@(4121) Adaptive Learning Environments and eLearning Standards, Electronic Journal of eLearning, vol. 2, no.1, pp.181-194.1 Survive-to-Thrive UDC: 005.51/.52 Jan Snoeij Chair EMEA Manufacturing Enterprise Solutions (MESA) Principal Consultant, Logica Given the current economical crisis, surviving seems to be first thing for many manufacturers. => 005.51/. ~~~ Jan Snoeij Predsedavajući u EMEA Rešenja za proizvodna preduzeća (MESA) Glavni konsultant, Logica U uslovima tekuće ekonomske krize izgleda da proizvodne organizacije razmišljaju jedino kako da opstanu.
LL@(4122) Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence. => Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.
LL@(4123) Nevertheless, aligning the business and manufacturing processes, the organization and the supporting tools is the core of the strategy and activities of the surviving manufacturers, successfully thriving for operations excellence. => Ipak, usklađivanjem poslovnih i proizvodnih procesa, organizacija i alati podrške postaju osnova strategije i aktivnosti proizvođača koji opstaju i postižu izvanredne uspehe u poslovanju. ~~~ Ovaj rad je predstavljen na konferenciji SPIN09, 5. novembra 2009. godine u Beogradu.
LL@(4124) This paper has been presented at the SPIN09 conference in Belgrade on November 5, 2009 Introduction Survive-to-Thrive was the theme of the European Conference of MESA International, held on October 27 28, 2009 in Utrecht, The Netherlands as well. => 1. ~~~ Uvod Od preživljavanja do procvata bila je tema evropske konferencije MESA International, koja je održana i u Utrehtu, u Holandiji, 27-28. oktobra 2009. godine.
LL@(4125) Attendees, including manufacturers/producers, solution providers and analysts, heard how companies on either end of the spectrum need to think, act and engage in today's and tomorrow's global economic realities. => Učesnici, među kojima su bili i proizvođači, savetnici i analitičari, raspravljali su o tome kako i uspešne i neuspešne kompanije treba da razmišljaju, da se ponašaju i da posluju u današnjoj i budućoj ekonomskoj realnosti. 2.
LL@(4126) Trends and observations Given the current economical crisis, surviving seems to be first thing for many manufacturers. => Pravci zapažanja U uslovima tekuće ekonomske krize izgleda da proizvodne organizacije razmišljaju jedino kako da opstanu.
LL@(4127) Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence. => Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.
LL@(4128) In the last decade, before the crisis, trends like shorter product life cycles, globalization of the market, regulations and increasing price pressure, were influencing the policy of industrial companies strongly. => U poslednjoj deceniji, koja je prethodila krizi, veliki uticaj na politiku industrijskih firmi imali su trendovi kao što su kraći životni ciklus proizvoda, globalizacija tržišta, propisi sve veći pritisak cena.
LL@(4129) Today, it is even more important to be ready to take up the challenge of the market and the supply chain successfully for whenever the next upturn will end the current less prosperous situation Globalization of the market will remain influencing everything. => Danas je još važnije da organizacije budu spremne da prihvate izazov tržišta i uspešno pripreme lanac snabdevanja za trenutak kada dođe do novih okolnosti koje će preokrenuti današnju nepovoljnu situaciju. ~~~ Globalizacija tržišta će i dalje imati preovađujući uticaj na sve aspekte poslovanja.
LL@(4130) Make or buy? and Where to produce? decisions has to be made. => Napravi sam ili kupi? i Gde proizvoditi? pitanja su na koja se mora naći odgovor.
LL@(4131) Globalization is about selling more products to new markets as well. => Globalizacija znači i prodati što veći broj proizvoda na novim tržištima.
LL@(4132) This might be done directly or by cooperating with international distributors. => Ovo se može postići neposrednim putem ili u saradnji sa međunarodnim distributerima.
LL@(4133)  => Menadžeri se nalaze u procepu između akcionara, koji zahtevaju veće povraćaje i profite, i potrošača, koji zahtevaju više za manje novca i uz bržu isporuku.
LL@(4134)  => Svake godine propisi koji regulišu zahteve sve su brojniji.
LL@(4135)  => Dok Opšti zakon o hrani Š1Ë govori o pravovremenosti informacije, o tome da se podaci moraju ponuditi u roku od četiri sata, Sarbanes-Oxley Š2Ë propisuje da informacije moraju da budu pouzdane.
LL@(4136) All this is leading to supply chain challenges like reduction of stock-outs, lowering inventory to reduce holding costs, reduction of transportation and order management costs, etc. => Sve ovo pred lanac snabdevanja postavlja izazove kao što su smanjenje količina neisporučene robe, smanjenje zaliha da bi se smanjili troškovi držanja na zalihama, snižavanje troškova transporta i drugih troškova upravljanja, itd.
LL@(4137) Currently, for a manufacturing manager, Vice President and even the CEO, it is nearly impossible to keep control over all operations. => U ovom trenutku skoro da nije moguće da menadžer proizvodnje, potpredsednik ili čak izvršni direktor (CEO) drži pod kontrolom sve operacije. 3.
LL@(4138) Transparency and visibility There is a clear need of transparency and visibility Š3Ë in order to streamline production and other business processes and workflows. => Transparentnost i preglednost Da bi se proizvodnja i drugi poslovni procesi i radni tokovi osavremenili neophodno je da postoje transparentnost i očiglednost Š3Ë.
LL@(4139) It implies the application of highly integrated information systems with rapid flows of accurate data. => To podrazumeva primenu visoko integrisanih informativnih sistema koji se odlikuju brzim protokom preciznih podataka.
LL@(4140) Integration of the plant and the enterprise are key for success. => Povezivanje proizvodnih postrojenja i preduzeća su of ključnog značaja za uspeh.
LL@(4141) To achieve transparency and visibility throughout the supply chain and manufacturing processes, a consistent (corporate) strategy and policy is required with clear strategic and operational objectives. => Da bi se postigla transparentnost i očiglednost tokom čitavog lanca snabdevanja i u procesima proizvodnje potrebne su dosledna (korporativna) strategija i politika sa jasnim strateškim i operativnim ciljevima.
LL@(4142) Required alignment Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery. => Slika 1. ~~~ Potrebno usklađivanje U ovom pristupu moraju se uskladiti poslovni i proizvodni procesi, organizacioni alati i alati za podršku, a jedan od njih je i proizvodna IT.
LL@(4143) The regulatory requirements are expanded year by year. ~~~ While the General Food Law Š1Ë is about timeliness of information, deliver proof within four hours, Sarbanes-Oxley Š2Ë is requiring reliability of information. supporting In this approach, business and manufacturing processes, organization and tools, of which Manufacturing IT is just one, must be aligned. => 
LL@(4144) The objectives have to be communicated continuously to create and maintain sufficient support and involvement! => Da bi se postigla i održala odgovarajuća podrška i angažovanost potrebno je neprestano obaveštavati o ciljevima.
LL@(4145) The leading manufacturing companies see their factories, supply chains, logistics and procurement programs, inventory cycles and labor management as strategic assets! => Vodeće proizvodne kompanije posmatraju svoje fabrike, lance snabdevanja, logistiku i programe prokure, cikluse zaliha i upravljanje radnom snagom kao stratešku imovinu! ~~~ Slika 2.
LL@(4146) Information need in supply chain & manufacturing The need for information is role dependent. => Potrebe za informacijama u lancu snabdevanja i proizvodnje Potreba za informacijama zavisiće od uloge.
LL@(4147) The VP of Operations or COO is overlooking the whole supply chain or at least all manufacturing processes. => Pomoćnik direktora operativnog poslovanja ili direktor (COO) nadgledaju celokupan lanac snabdevanja ili bar sve proizvodne procese.
LL@(4148) Metrics Focus VP Operations Plant manager Return on assets Manufacturing costs Across plants Within a plant across processes Goal Profitability Operational excellence Maintenance manager Asset availability efficiency Within assets Reliable assets Production manager Planner/scheduler Yield, cycle times Manufacturing process Optimized manufacturing processes Changeovers compliance to plan Within supply chain Efficient fulfillment Information need per role A plant manager is responsible for just a single factory, while engineering and operations are looking at the systems within that single plant. => Potpredsednik operacija Metrika Povraćaj po kapitalu Fokus U svim pogonima Cilj Profitabilnost Rukovodilac pogona Troškovi proizvodnje U svim procesima unutar pogona Izvrsnost u operacijama Rukovodilac održavanja Efikasnost u dobavljanju sredstava U okviru sredstava Pouzdana sredstva/aktiva Rukovodilac proizvodnje Prinos, vreme ciklusa Proces proizvodnje Optimizovan proces proizvodnje Planer/rokovi Prelaz, usklađenost sa planom U okviru lanca snabdevanja Efikasno ispunjenje cilja Slika 3.
LL@(4149) They have different metrics, focus and goals (see Figure 3). people in time on their mobile device that something is expected to go wrong. => Potreba za informacijama u skladu sa ulogom Rukovodilac pogona upravlja samo jednom fabrikom, dok su tehnički i operativni rukovodilac zaduženi za sisteme u okviru te jedne fabrike.
LL@(4150) Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production? => Oni imaju različitu metriku, fokuse i ciljeve (videti sliku 3).
LL@(4151) To achieve improved profit margins, improved quality, improved compliance and reduce raw material costs at the same time is a challenging balancing act between operational planning and scheduling, asset performance and manufacturing execution. => Postići veće marže profita, bolji kvalitet, viši nivo usaglašenosti, a istovremeno sniziti troškove sirovina predstavlja izazov pri kome je potrebno naći ravnotežu između operativnog planiranja i rokova, učinka kapitala i realizacije proizvodnje.
LL@(4152) Everyone involved needs the right information in the right format at the right time. => Svima koji su obuhvaćeni ovim procesom potrebne su prave informacije, u pravom formatu i u pravo vreme.
LL@(4153) A real time multi perspective view at the complex reality of the manufacturing and other business processes is required. => Potrebno je sagle dati stvari u više perspektiva u realnom vremenu, ali i u složenoj realnosti proizvodnih i drugih poslovnih procesa.
LL@(4154) Today's portal technology with dashboards are helpful in presenting metrics and other relevant information to show what is really happening and how well we perform. => Današnja tehnologija portala sa instrument tablama uspešno predstavlja metriku i ostale relevantne informacije tako da se može sagledati šta se zaista dešava i koliko uspešno radimo.
LL@(4155) That information is increasingly event based, providing information when something happens. => Ove informacije se sve više zasnivaju na događajima, tako da daju informaciju onda kada se nešto dogodi.
LL@(4156)  => Sledeći korak biće metrika predviđanja, inteligentna i nezavisna od lokacije.
LL@(4157)  => Pomoću nje će odgovorni na svojim mobilnim uređa jima dobijati pravovremenu informaciju o tome da će nešto krenuti pogrešnim tokom.
LL@(4158) The next step will be predictive metrics, full of intelligence and location independent, warning the responsible An important prerequisite is that the production process is completely understood and that we really know how to control it. => Da li bi to moglo da znači da ćemo moći da ostavimo fabriku da radi sama i da se okrenemo proizvodnji u kojoj prisustvo ljudi neće biti potrebno? ~~~ Značajan preduslov jeste da je proizvodni proces potpuno razumljiv i da zaista znamo kako da upravljamo njime.
LL@(4159) If that is the case, then the processes are not the restricting factor anymore, neither is the technology. => U tom slučaju ni procesi ni tehnologija više ne bi predstavljali ograničavajući faktor.
LL@(4160) It is all about how we make use of the information provided by the systems. => Sve bi zavisilo od toga kako koristimo informacije koje dobijamo od si stema.
LL@(4161) Are we really consistent in our ways of working? => Da li smo zaista dosledni u načinu na koji radimo?
LL@(4162) It is up to the people to make it happen. => Da li će se to postići zavisi od ljudskog faktora. 4.
LL@(4163) Blueprint and roadmap The business objectives, strategic and operational, are starting point for developing an architecture blueprint. => Detaljni plan i mapa puta Poslovni ciljevi, i strateški i operativni, predstavljaju početnu tačku za razvijanje detaljnog plana.
LL@(4164) From there te manufacturing and the manufacturing IT requirements can be derived with respect to processes, applications, technology and last but not least organization (see Figure 4). => Od te tačke proizvodnja i IT zahtevi proizvodnje mogu se izvoditi u odnosu prema procesima, postupcima, tehnologiji i na kraju, ali isto toliko značajno, prema organizaciji (videti sliku 4). ~~~ Slika 4.
LL@(4165) Proven approach to Value Adding Roadmap By a fit and gap analysis between the current and the desired future architecture, a step-by-step roadmap can be developed. => Ispravan pristup mapi puta za ostvarenje dodate vrednosti Analizom situacije i mogućnosti (fit and gap) tekuće i željene buduće strukture (plana) može se razviti mapa puta korak po korak.
LL@(4166) The scope of the manufacturing IT architecture typically comprises the inbound logistics, make and outbound logistics functions of a manufacturing company. => Obim strukture IT proizvodnje obično obuhvata unutrašnju logistiku, izradu i spoljne logističke funkcije proizvodne kompanije.
LL@(4167) In accordance with the ANSI/ISA-95 standard, it covers all manufacturing operations and control activities (level 3) related to the material flow from supplier to customer Š4ËŠ5Ë. => U skladu sa standardom ANSI/ISA-95, on obuhvata sve proizvodne operacije i aktivnosti kontrole/upravljanja (stepen 3) koje se odnose na materijalne tokove od dobavljača do potrošača Š4Ë Š5Ë. še sirovina nego što je u ovom trenutku na raspolaganju u celom svetu.
LL@(4168) In order to enjoy the full benefits of investments for business planning and logistics (ANSI/ISA-95 level 4), e.g. SAP and other ERP systems, the manufacturing operations management processes and applications (level 3) must be mature and harmonized. => Umesto da postajemo jedni drugima konkurencija, bolje je da se usmerimo na razvijanje proizvoda i procesa zasnovanih na upotrebi drugih i novih materijala.
LL@(4169) Other challenges It is obvious, that 21st century manufacturing will have to face other challenges, like volatile raw materials markets, lack of well-trained workers and rising energy costs. => 
LL@(4170) Base metals and other raw materials are becoming very scarce. => Zemlje u razvoju ulaze u konkurenciju sa nama i kad se radi o mašinama i alatima.
LL@(4171) Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world. => Sve je jesnija potreba za efektivnim i efikasnim načinom rada kako u pogledu procesa, tako i u pogledu proizvoda.
LL@(4172) Instead of competing, we better focus to develop products and processes based on the use of other and new materials. => Da bi se ostvarila puna korist od investicija za planiranje poslovanja i logistiku (ANSI/ISA-95, stepen 4), npr. SAP i drugih EPR sistema, procesi upravljanja proizvodnim operacijama njihova primena (stepen 3) moraju da budu potpuno razvijeni i usklađeni. 5.
LL@(4173) The developing countries are competing with us for machines and tools as well. => Ostali izazovi Jasno je da će pred proizvodnjom u 21. veku stajati i drugi izazovi, kao što su nestabilna tržišta materijala, nedostatak kvalifikovanih radnika i sve viši troškovi energije.
LL@(4174) There is an explicit need for more efficient and effective way of working with respect to both processes and products. => Baznih metala i drugig sirovina sveje manje na svetu.
LL@(4175) Labor shortages will provide another challenge. => U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko vi Drugi izazov je nestašica radne snage.
LL@(4176) By 2020, there will be only two workers to support the pensions of each retiree in Japan, Germany, the United Kingdom, and France - down from three and a half workers per retiree in 2000 Š6Ë. => Do 2020. godine za penziju jednog penzionera u Japanu, Nemačkoj, Velikoj Britaniji i Francuskoj radiće samo dva radnika što je veliki pad u odnosu na tri i po radnika na jednog penzionera 2000. godine Š6Ë.
LL@(4177) In nearly all European countries, this is about the same! => U skoro svim evropskim zemljama situacija je ista!
LL@(4178) It will be quite a challenge to find enough sufficiently good skilled employees. => Naći dovoljan broj kvalifikovanih zaposlenih predstavljaće pravi izazov.
LL@(4179) The consequences will be dramatic, as illustrated in the following example Š7Ë. => Posledice će biti dramatične, a ilustrovaćemo ih sledećim primerom Š7Ë.
LL@(4180) A tube and fitting manufacturer in northern Italy had enjoyed double-digit revenue gains from expanding sales in China. => Proizvođač cevi i opreme u Italiji dobijao je dvocifreni povraćaj od sve veće prodaje i Kini.
LL@(4181) But when product demand jumped, the company could not find enough trained welders in the region. => Ali kada je potražnja za tim proizvodima naglo porasla, kompanija nije mogla da nađe dovoljan broj kvalifikovanih varilaca u toj oblasti.
LL@(4182) Eventually, it imported a contingent of Romanian workers, but unless conditions change, even those welders may soon prefer to work for Starbucks. => Na kraju je uvezla grupu radnika iz Rumunije, ali, ako se okolnosti ne promene, čak i ti varioci će možda uskoro da odu da rade za Starbucks.
LL@(4183) And who can blame them? => A i ko bi mogao da im zameri?
LL@(4184)  => Š2Ë Sto sedmi Kongres SAD na drugoj sednici, An Act To protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the securities laws, and for other purposes, 23. januar, 2002. 6.
LL@(4185) Conclusion Investing in Manufacturing IT is not (only) about integration of systems and applications. => Zaključak Investiranje u IT proizvodnje ne znači (samo) integrisanje sistema i primena (aplikacija).
LL@(4186) It is about full integration of the plant, the enterprise and the supply chain. => To znači punu integraciju između pogona, preduzeća i lanca snabdevanja.
LL@(4187) All aspects of the complete architecture are important and must be aligned: business and manufacturing processes, organization and people, applications, data and technical infrastructure. => Značajni su svi aspekti ukupne strukture i svi se moraju uskladiti: poslovni i proizvodni procesi, organizacija i ljudi, primene, podaci i tehnička infrastruktura.
LL@(4188) This is the core of the strategy and activities of the surviving manufacturers, thriving for operations excellence. => Ovo je osnova strategije i delovanja proizvođača koji opstaju i postižu vrhunske rezultate u poslovanju.
LL@(4189) REFERENCES Š1Ë Official Journal of the European Communities, Regulation (EC) No 178/2002 of the European Parliament and of the Council of 28 January 2002 laying down the general principles and requirements of food law, establishing the European Food Safety Authority and laying down procedures in matters of food safety, February 1, 2002 Š2Ë One hundred and seventh Congress of the Unites States of America at the second session, An Act To protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the securities laws, and for other purposes, January 23, 2002 Š3Ë Mathijs Philips, Jan Snoeij and Lorenzo Pengo, Plant Floor Visibility, a joint Logica Microsoft Whitepaper, November 2006 Š4Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 1: Models and Terminology, July 15, 2000 Š5Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 3: Activity Models of Manufacturing Operations Management, June 6, 2005 Š6Ë U.S. Census Bureaus International Data Base, online access: www.census.gov/ipc/www/idb/ Š7Ë Kaj Grichnik and Conrad Winkler, Manufacturing's 'Make or Break' moment, strategy+business magazine, May 8, 2008 Book review Managing Change Bernard Burnes, Managing Change, Prentice Hall, 2009 A Review On more than six hundred pages, the book offers a thorough and comprehensive review of an ever intriguing area of change management. => LITERATURA Š1Ë Službeni glasnik Evropske zajednice, Propisi (EC) No 178/2002 Evropskog parlamenta i Saveta od 28. januara 2002. godine kojima su postavljeni glavni principi I zahtevi zakona o hrani, uspostavljeno Evropsko nadležno telo za bezbednost hrane (European Food Safety Authority) i izloženi postupci u vezi sa bezbednošću hrane , 1. februar, 200. Š3Ë Mathijs Philips, Jan Snoeij and Lorenzo Pengo, Plant Floor Visibility, a joint Logica - Microsoft Whitepaper, November 2006 Š4Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 1: ~~~ Models and Terminology, July 15, 2000 Š5Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 3: ~~~ Activity Models of Manufacturing Operations Management, June 6, 2005 Š6Ë U.S. Census Bureaus International Data Base, online access: www.census.gov/ipc/www/idb/ Š7Ë Kaj Grichnik and Conrad Winkler, Manufacturings Make or Break moment, strategy+business magazine, May 8, 2008 U svetu knjiga Upravljanje promenama Bernard Burnes, Managing Change (Upravljanje promenama), Prentice Hall, 2009. ~~~ Osvrt Uovoj knjizi predstavljena je uvek aktuelna oblast upravljanja promenama temeljno i sveobuhvatno na preko šest stotina stranica.
LL@(4190) It can without doubt be recommended as a must-read for an overall understanding of this dynamic discipline. => Sigurno je da se može preporučiti kao nezaobilazno štivo za potpuno razumevanje ove dinamične discipline.
LL@(4191) The fact that the fifth edition of the book has already been published is enough evidence on its fundamental character in the study of the change management field. => Činjenica da je knjiga doživela i peto izdanje govori o njenom fundamnetalnom karakteru u proučavanju oblasti upravljanja promenama.
LL@(4192) The premise that organizations have to change constantly, highlighted at the very beginning, has become the basic paradigm of management. => Postulat o tome da organizacije moraju konstantno da se menjaju koji je istaknut već na samom početku knjige postao je i osnovna paradigma menadžmenta.
LL@(4193) We still remember that many claimed it to be an overstatement when in 1993 the authors Hammer and Champy in their book Corporate Reengineering stated that change has become prevailing and constant. => Treba se setiti da su mnogi smatrali da se radi o preterivanju kada su autori Hammer i Champy 1993. godine u svojoj knjizi Reinženjering korporacije naveli da je «promena postala prevladavajuća i stalna.
LL@(4194) It is a normal state of affairs. => To je normalno stanje».
LL@(4195) The majority of people today agree that the statement is obvious and self-evident. => Danas većina ljudi smatra da je ta konstatacija sasvim očigledna i nesporna.
LL@(4196) The scope, the speed, the impact, and especially the unpredictability of change have become express and unavoidable conditions the managers are faced with in practice. => Veličina, brzina, uticaj, a posebno nepredvidivost promena, su postali veoma izraženi i nezaobilazni deo svakodnevice sa kojom se suočavaju menadžeri u praksi.
LL@(4197) In future, the changes are expected to intensify, hence the need to know more about the change. => Očekuje se intenziviranje promena u budućnosti, a samim tim i potreba za znanjima o promenama.
LL@(4198) Managing change has proved to be an extremely complex task in practice, which is reflected in a large number of change projects that failed; according to empiric research, as much as two thirds of all change in organizations fail. => U praksi se upravljanje promenama pokazalo izuzetno kompleksnim zadatkom o čemu svedoče brojni projekti promena koji su pokazali nezadovoljavajuće rezultate, a prema procenama empirijskih istraživanja, čak dve trećine svih promena u organizacijama se završava neuspehom.
LL@(4199) One of the leading consulting houses, Bain&Co, states that the general rate of project failures is 70 percent. => Jedna od vodećih konsultantskih kuća, Bain&Co, navodi podatak da je opšta stopa neuspešnosti projekata oko 70 procenata.
LL@(4200) Other research point to certain types of change and the extent to which they succeeded, and the results show that the projects concerning the change in organizational culture in the largest European, Asian, and American companies were inefficient in as many as 90 per cent cases. => Posebna istraživanja ukazuju na odgovarajuće tipove promena i stepen njihove uspešnosti, a rezultati govore da su projekti promena organizacione kulture u najvećim evropskim, azijskim i američkim kompanijama bili neuspešni čak u 90 posto slučajeva.
LL@(4201) The implementation of new technology, especially as regards the 1980s revolutionary changes in the field of micro-electronic engineering, the expansion of computer engineering and the introduction of computer-based processes in the majority of organizational sectors resulted in 40-70 per cent inefficient projects. => Uvođenje nove tehnologije, posebno vezano za revolucionarne promene 1980-ih vezane za mikroelektroniku, ekspanzijom računara i uvođenjem računarski zasnovanih procesa u većinu oblasti organizacije, rezultiralo je sa 40-70 procenata neuspešnih projekata.
LL@(4202) The results of the total quality management (TQM) introduction in the U.S.A. companies in 1970s were rather poor: as many as 90 per cent of companies failed in this field. => Oblast uvođenja totalnog menadžmenta kvaliteta (TQM) u kompanijama u SAD 1970-ih imala je veoma loš nivo uspešnosti, čak 90 procenata kompanija nije bilo uspešno u tome.
LL@(4203) The data for Europe in the 1980s and 1009s are slightly more optimistic, in that about 70 per cent projects failed. => Podaci za Evropu 1980-ih i 1990-ih su nešto bolji, oko 70 procenata projekata je propalo.
LL@(4204) The percentage of failed projects in the field of business processes re-eingineering is estimated to be extremely high, as many as 80 per cent, regardless of great expectations in the beginning, when it was considered to be the biggest business innovation in the 1990s. => U oblasti reinženjeringa poslovnih procesa ocenjuje se da je procenat neuspelih projekata izuzetno visok, čak 80 posto, i pored velikih očekivanja na početku kada se smatralo da se radi o «najvećoj inovaciji poslovanja u 1990-im».
LL@(4205) The managers keep maintaining that the difficul ties in managing change are one of key obstacles in their companies achieving higher competitive positions. => Menadžeri stalno ističu da su teškoće u upravl janju promenama jedan od ključnih prepreka u ostvarivanju veće konkurentnosti njihovih kompanija.
LL@(4206) It is a paradox that the failure rate of the change projects remains extremely high, despite an increasing interest in this field, reflected in a large number of published books, monography studies, articles in journals as well as the support and aid of consultant houses. => Paradoksalno deluje to da i pored sve većeg interesovanja za ovu oblast, o čemu svedoči sve više objavljenih knjiga, monografskih studija, članaka u časopisima kao i podrške i pomoći konsultantskih kuća, stopa propasti projekata promena je izuzetno visoka.
LL@(4207) The explanation may be found in the facts that theory itself sometimes offers puzzling and adversary recommendations and conclusions, that the need for interdisciplinariy approach is well understood, but that only some aspects are observed or are dominant. => Objašnjenje se može tražiti u činjenici da i sama teorija nudi ponekad zbunjujuće i kontradiktorne preporuke i zaključke, da se shvata potreba interdisciplinarnosti ali da se ipak samo neki od uglova razmatraju ili su dominantni.
LL@(4208) Besides, it is clear that there is no ready recepies for change, therefore theory cannot be expected to offer any integral, universally applicable solutions that can be implemented without being adjusted to a particular case. => Pored toga, sasvim je jasno da spremnih «recepata» za promenu nema, tako da se i objektivno ne može očekivati da će teorija ponuditi sasvim celovita, univerzalno primenjiva rešenja koja se mogu nepromenjena aplicirati u praksi.
LL@(4209) The book maintains that organizations in themselves are not entirely rational entities, despite the efforts made to achieve such a state, therefore they can hardly be set into a given cliché or model; as to the changes, it is only certain models and approaches that are most often offered. => U knjizi se ističe da organizacije samo pe sebi nisu sasvim racionalne tvorevine iako se čine napori u tom pravcu, tako da ih je teško udenuti u zadati kliše ili model, a kada je reč o promenama, najčešće se nude i preporučuju određeni pristupi i modeli.
LL@(4210) In practice, however, we must be highly open for ever new solutions, have a flexible approach to the models and processes, possibly combining and changing them. => U praksi se, međutim, mora biti krajnje otvoren za uvek nova rešenja, pristupati modelima i procesima za upravljanje promenama fleksibilno, sa mogućnošću kombinovanja izmena.
LL@(4211) The acceptability of an approach to managing change depends on the type of that very change as well as on the conditions of the organization itself. => Prihvatljivost nekog od pristupa upravljanju promenama zavisi od tipa same promene i od uslova same organizacije.
LL@(4212) If these organizational factors are identified as limitations, they may turn into the object of change, so that the organization should be brought into a desired, goaldefined, condition. => Ukoliko se ti organizacioni faktori identifikuju kao ograničenja, mogu se pretvoriti i u predmet promene kako bi se organizacija dovela u željeno, ciljno definisino, stanje.
LL@(4213) We always start from the fact that the organizations, i.e., managers have numerous opportunities of choice when they are to make a decision on what and when they are to introduce change; therefore, the issues of decision and choice management the change management model for organizational change are paid special attention to. ~~~ In the 1960s 1970s period, the dominant ap proach to organizational change related to the planned changes with a range of methods, techniques and procedures to conduct in practice. => Polazi se uvek od toga da se organizacije, tj. menadžeri, nalaze u situaciji velike mogućnosti izbora kada je reč o tome šta će i kada menjati, tako da razmatraju pitanja menadžmenta odlučivanja i izbora modela menadžmenta promene za organizacione promene. i se posebno U periodu 1960-ih i 1970-ih dominantni pristup organizacionionim promenama odnosio se na planirane promene sa razuđenim skupom metoda, tehnika i procedura u praksi za sprovođenje.
LL@(4214) The criticism of this approach, which started in 1980s, mainly referred to its inability to solve the situations of radical, abrupt, enforced changes, resulted in the rise of new theories, models and approaches. => Kritike ovoga pristupa, započete 1980-ih, uglavnom su se odnosile na nemogućnost da se ovim pristupom rešavaju situacije radikalnih, naglih, nametnutih promena, dovele su do razvoja novih teorija, modela i pristupa.
LL@(4215) This new wave is recognized by the terms, such as continual improvement, organizational learning, or the approach of emerging changes. => Taj novi talas se prepoznaje po nazivima kontinualno poboljšanje, organizaciono učenje ili pristup «nastajućih» promena.
LL@(4216) The emerging organizational change approach highlights the need to approach to change bottom up, rather than enforcing it from the top and making efforts to conduct it downwards. => Pristupom nastajućih organizacionih promena naglašava se potreba da se promenama pristupi «odozdo na gore», a ne nametati ih «odozgo» i nastojati da se one sprovedu naniže.
LL@(4217) The authors point out that change is an open-ended process without a clearly visible end, and that it means a continual process of adjustment to the changed conditions and circumstances. => Naglašava se da su promene otvoreni procesi bez jasno vidljivog kraja i predstavljaju kontinualni proces adaptacije izmenjenim uslovima i okolnostima.
LL@(4218) The change process is essentially a process of learning, not a method of changing organization al structure or practice. => Proces promene je u suštini proces učenja, a ne metod promene organizacione strukture ili prakse.
LL@(4219) The emerging change, the book says, is a long-term, complex and incremental process of designing change over time and it should be analysed thoroughly and contextually. => Nastajuća promena je prema navodima u knjizi «dugoročni kompleksni i inkrementalni proces oblikovanja promena tokom vremena» i potrebno je da se sagledava celovito i kontekstualno.
LL@(4220) The focal point of this approach are the organizational culture and the organizational learning, and the managers role is not to plan or conduct the change per se, but to design a longterm process of change by creating an organizational culture and climate that enhances research, learning and risk taking. => Organizaciona kultura i organizaciono učenje su u fokusu ovog pristupa, a uloga menadžera nije u tome da planiraju ili sprovedu promenu per se, već da se bave oblikovanjem dugoročnog procesa promena kreiranjem organizacione strukture i klime koja podstiče istraživanje, učenje i preuzimanje rizika.
LL@(4221) The key point is the development of the employees, who are entitled to great freedom and are especially motivated to take responsibility to identify the needs for change and to carry it out. => Ključni je razvoj zaposlenih kojima je data sloboda i posebno su motivisani da preuzmu odgovornost za prepoznavanje potrebe za promenom i da je sprovedu.
LL@(4222) The book is also a systematization of knowledge as the basis for problem solving in the practice of effecting organizational change, not as a given set of rules and principles to manage change. => U knjizi su sistematizovana znanja kao osnove za rešavanje problema u praksi ostvarivanja promene u organizaciji, nikako kao zadati skup pravila i principa kojima se upravlja promenom.
LL@(4223) The set of systematized ideas about the organization in the already classic schools and theories of organization are being studied as they are the basis for understanding organizational change. => Skup sis tematizovanih ideja o organizaciji u već klasičnim školama i teorijama organizacije proučavaju se jer predstavljaju ključnu osnovicu za razumevanje organizacionih promena.
LL@(4224) In order that organizations be changed, it is necessary that their structure, management and behaviour be perceived in a broader contextual, theoretical and historical perspective. => Da bi se organizacije menjale potrebno je da se sagleda njihova struktura, menadžment i ponašanje u široj kontekstualnoj, teorijskoj i istorijskoj perspektivi.
LL@(4225) It is also necessary that the organizational change should be observed as related to organizational strategy, therefore the analyses of strategic management in the section of the strategy execution are identified as synonymous with the change realization in the organization. => Neophodno je da se organizaciona promena sagleda u vezi sa organizacionom strategijom, tako da su razmatranja strateškog menadžmenta u delu realizacije strategije identifikovana sa procesom ostvarenja promene u organizaciji.
LL@(4226) Each of the twelve chapters in the book finishes with the description of concrete problems presented in a case study, whereas the theoretical analyses are illustrated with numerous examples from practice. => Svako od dvanaest poglavlja u knjizi završava se opisom konkretnih problema predstavljenih studijom slučaja, a teorijska razmatranja su potkrepljena brojnim primerima prakse.
LL@(4227) The book Managing Change is a compulsory reading matter for the students of management and organization, as well as for the managers who have to overcome the resistance to change and execute projects of change in practice. => Knjiga «Upravljanje promenama» nezaobilazno je štivo za studente menadžmenta i organizacije i za menadžere koji savladavaju otpore promenama i sprovode projekte promena u praksi.
LL@(4228) Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(4229) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(4230) 1. ~~~ INTRODUCTION Papers have to be written in English. => We suggest your papers to be pre pared in form of this template. 1.
LL@(4231)  => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(4232) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(4233) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(4234) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(4235) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(4236) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(4237) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(4238) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(4239) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(4240) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(4241) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(4242) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(4243) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(4244) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(4245) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(4246)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(4247) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(4248) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(4249) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(4250) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(4251) R[$] Figure 1. => R[$] Slika 3.
LL@(4252) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(4253) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(4254) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(4255) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(4256) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 UDK 005 ISSN 0354-8635 Broj 54, Godina XV Mart 2010.
LL@(4257) Zlatibor UDC 005 ISSN 1820-0222 CONTENTS Number 54, Year XV March 2010. => Fakultet organizacionih nauka Beograd Izdaje Za izdavača:
LL@(4258) Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Milan Martić Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor: dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama: ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(4259) 381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(4260) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences Business intelligence system development over document meta data in an organization Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Managerial implications of target costing Vesna Milićević, Bojan Ilić A model of supply chain with possible transshipments between retails Mohamed Abu Gaben, Slobodan Krčevinac, Mirko Vujošević Four dam pillars against the erroneous spreadsheets Konstantin Kostić Human resources in the drive towards creativity and organizational innovation Isabel Martins, Orlando Petiz, Ana Martins Internationalization of retail Iva N. Joksimović The role of conjoint analysis in the new product price sensibility research Marija Kuzmanović, Tijana Obradović Developing a system of indicators for local community results from the developmental planning point of view Jože Benčina, Srečko Devjak Is development issues understanding a condition and an object of social responsibility for is in Serbia Mila Mitić Management of market and life environment protection Ružica Milovanović Business Intelligence System Development Over Document Meta Data in the Oorganization UDC 005. ~~~ 21. ~~~ 352 (497. ~~~ 4) Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Faculty of Organizational Sciences, Belgrade Business intelligence is an active field of research and practice. => SR-ID 110318855 SADR@AJ Razvoj sistema poslovne inteligencije nad meta podacima dokumenata u organizaciji Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Menadžerske implikacije ciljanog obračuna troškova Vesna Milićević, Bojan Ilić Model lanca snabdevanja sa preraspodelom zaliha izneđu maloprodajnih objekata Mohamed Abu Gaben, Slobodan Krčevinac, Mirko Vujošević Četiri stuba odbrane od spredšitova sa greškama Konstantin Kostić Ljudski resursi u funkciji unapređivanja kreativnosti i organizacionih inovacija Isabel Martins, Orlando Petiz, Ana Martins Proces internacionalizacije maloprodajnih mreža Iva N. Joksimović Uloga conjoint analize u istraživanju cenovne osetljivosti novih proizvoda Marija Kuzmanović, Tijana Obradović Razvoj sistema indikatora rezultata lokalne zajednice sa aspekta potreba razvojnog planiranja Jože Benčina, Srečko Devjak Razumevanje problematike razvoja IS-uslov i predmet društvene odgovornosti Mila Mitić Upravljanje tržištem i zaštitom životne sredine Ružica Milovanović Razvoj sistema poslovne inteligencije nad meta podacima dokumenata u organizaciji UDK 005. 21:352 (497. 4) Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Fakultet organizacionih nauka u Beogradu Poslovna inteligencija je aktivno područje istraživanja i primene.
LL@(4261) Although the field is young, it offers a lot of solutions, mainly intended for better reporting and analysis, which would support the decision making process at all levels of decision making. => Iako je oblast mlada, nudi dosta rešenja, prvenstveno namenjena boljem izveštavanju i analizi koji će podržati proces donošenja odluke, na svim nivoima odlučivanja.
LL@(4262) As the decision process is part of every area of human endeavor, so are business intelligence systems becoming part of many different areas of management. => Kako je proces odlučivanja prisutan u svakoj oblasti ljudskog delovanja, tako i sistemi poslovne inteligencije postaju prisutni u najrazličitijim oblastima organizovanja.
LL@(4263) Nevertheless, there are specific business topics for which there are still no record of business intelligence application. => Ipak, postoje oblasti poslovanja sa svojim specifičnostima za koje ne postoje opisi dosadašnje primene poslovne inteligencije.
LL@(4264) One such topic is Document Management Systems (DMS), which are also carrying informational potential for better decisions, that could be harnessed in building a business intelligence system. => Jedna takva oblast su i sistemi za upravljanje dokumentacijom, koji nose informacioni potencijal za odlučivanje koji je moguće iskoristiti građenjem sistema poslovne inteligencije.
LL@(4265) This paper describes such an effort, which solves the identified needs for quality information by building a business intelligence system over document meta-data within the organization. ~~~ 1. => Ovaj rad opisuje ovakav jedan poduhvat, koji primećene potrebe za kvalitetnim informacijama rešava izgradnjom sistema poslovne inteligencije nad meta-podacima dokumentacije u organizaciji. 1.
LL@(4266) Introduction The decision-making process is the most important process in managing an organization. => Uvod Proces donošenja odluka najbitniji je proces u upravljanju organizacijom.
LL@(4267) The theory defines management as a succession of choices, i.e., decisions and actions meant to bring the system into a desired state. => Upravljanje se u teoriji i definiše kao niz izbora, tj. odluka i akcija, koji imaju za cilj da dovedu sistem u željeno stanje.
LL@(4268) Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management. => Tako je značaj uspešnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije. ~~~ Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta:
LL@(4269) As Peter Drucker, the founder of modern management, pointed out: Making good decisions is a crucial skill at every level. => Donošenje dobrih odluka je kritična veština na svakom nivou (Making good decisions is a crucial skill at every level).
LL@(4270) One basic way to support the decision-making process is to supply the decision makers with information. => Jedan od osnovnih načina kako se pruža podrška procesu odlučivanja jeste snabdevanje donosioca odluka informacijama.
LL@(4271) It is actually the support to the first phase of the Symon structure of the decision-making process Š1Ë. => To zapravo daje podršku prvoj fazi Sajmon-ove strukture procesa odlučivanja Š1Ë.
LL@(4272) The last two decades have witnessed the development of a number of tools and methods in the field of business operations, under the name of Business Intelligence and for the purpose of aiding the first phase of decision making. => U oblasti poslovanja u poslednje dve decenije razvio se niz metoda i alata koji pod nazivom Poslovna inteligencija (eng. Business intelligence) imaju za cilj da upravo pruže pomoć u prvoj fazi odlučivanja.
LL@(4273) The general principle is the right information in the right time, to the right user, which stresses the provision and presentation, rather than the method in which the available information from the environment is made use of. => Generalni princip je: prava informacija u pravo vreme, pravom korisniku, što stavlja akcenat na pribavljanje i prikaz, a ne način korišćenja dostupnih informacija iz okruženja.
LL@(4274) Business intelligence systems are meant to enhance the improvement of a number of criteria of the decisions made: the risk reduction and the effectiveness, at significantly lower costs (of resources and time) for consuming new information and, consequently, for decision making. => Sistemi poslovne inteligencije treba da doprinesu poboljšanju više kriterijuma donetih odluka: smanjivanju rizika i efektivnosti, uz znatno niže troškove (resursa i vremena) za konzumiranje novih informacija a samim tim i donošenje odluke.
LL@(4275) This has become possible due to enormous advances in the information technologies development, in the fields of both data storage and data processing. => Ovo je postalo moguće zahvaljujući ogromnom napretku informacionih tehnologija, kako u oblasti skladištenja podataka, tako i u oblasti procesiranja istih.
LL@(4276) Business intellingence actually links two sides: the management needs for information for the purpose of mak ing better decisions and a multiple growth of the available data. => Poslovna inteligencija zapravo pokušava da poveže dve strane: potrebe menadžmenta za informacijama radi boljeg odlučivanja i umnoženi rast dostupnih podataka.
LL@(4277) The goal of the business intelligence is, therefore, to integrate and consolidate the data from different, often isolated information systems, as well as to allow for the decision makers to access all the data available in a simple, fast and flexible manner in order that they should acquire the information that would in turn advance the decision-making process. => Cilj poslovne inteligencije je dakle da objedini i konsoliduje podatke iz različitih, često izolovanih, informacionih sistema, kao i da omogući donosiocima odluka da jednostavno, brzo i fleksibilno pristupe sveukupnosti podataka radi dolaženja do informacija koje bi unapredile proces odlučivanja.
LL@(4278) The business intelligence systems hence make the decision-making process faster and risk freer, which are the basic qualities of decision making. ~~~ 2. => Sistemi poslovne inteligencije tako čine da proces odlučivanja bude brži i sa manje rizika, što su jedni od osnovnih kvaliteta odlučivanja. 2.
LL@(4279) Busines intelligence over documentation data in the organization The digitalization era shows that the traditional methods of data storing are inefficient. => Poslovna inteligencija nad podacima o dokumentaciji preduzeća Era digitalizacije ukazuje da su tradicionalni načini čuvanja podataka neefikasni.
LL@(4280) The advantages of digitalization are numerous, and most evident are the following: a more reliable and efficient warehousing, easier search, copying, sending, etc. => Prednosti digitalizacije medija su brojne, a najočiglednije su: pouzdanije i efikasnije skladištenje, lakše pretraživanje, umnožavanje, slanje, itd.
LL@(4281) The disadvantages are that the digital records depend on the computer and on the electronic devices that make it possible for us to use them. ~~~ As far as the media forms are concerned, they have all found their digital match, from the text, to images, to sound, to film, etc. => Nedostaci se odnose na zavisnost digitalnog zapisa od računara i elektronskih uređaja koji omogućavaju njihovo korišćenje. [to se tiče oblika medija, gotovo svi su pronašli su svoj digitalni pandan, počevši od teksta, slika, zvuka, filma, itd.
LL@(4282) The paper media, called treeware in slang, are increasingly being abandoned in many areas of modern living, so it is with business. => Papirni mediji, u žargonu zvani treeware, napuštaju se u većini oblasti života, pa tako i u poslovanju.
LL@(4283) The digitalization of business documentation, however, is slightly slower due to legislation that demands high levels of reliability and confidentiality in order that the electronic documents should gain the legal power. => Ipak, digitalizacija poslovne dokumentacije odvija se nešto sporije zbog zakonskih regulativa koje zahtevaju visoke nivoe pouzdanosti i poverljivosti da bi elektronski dokumenti dobili pravnu snagu.
LL@(4284) Hence in the provisional solutions the electronic documentation is used alongside the paper documentation, which has the probative force in case of dispute. => Tako se u prelaznim rešenjima elektronska dokumentacija koristi paralelno sa papirnom, koja ima dokaznu moć u slučaju sporova.
LL@(4285) Such redundant storage of documents is, however, still used since it has more advantages than disadvantages, which speaks in favour of the high quality of electronic documentation. => Takvo redundantno čuvanje dokumentacije se ipak upotrebljava jer ima više prednosti nego nedostataka, što govori u korist visokih kvaliteta elektronske dokumentacije.
LL@(4286) The situation in Serbia is similar, the companies use the DMS systems to organize and have the insight into the documentation, whereas they keep the paper documents in case of dispute. => U Srbiji je slična situacija, gde preduzeća koriste DMS sisteme za organizaciju i uvid u dokumentaciju, a papirnu čuvaju radi sudskih sporova. 2.
LL@(4287)  => Metapodaci dokumentacije Metapodaci su podaci koji opisuju podatke, što se često odnosi na tip podataka, svrhu podataka, dozvoljene vrednosti, veze sa ostalim podacima, istorija podataka i slično.
LL@(4288) The Electronic Signature Act, enforced in 2004 Š2Ë, is meant to regulate the relability and confidentiality of electronic documents. => Ipak, počela je i primena Zakona o elektronskom potpisu iz 2004.godine Š2Ë, koji treba da reguliše pouzdanost i poverljivost elektronskih dokumenata.
LL@(4289) For the time being, its application is limited, and the role of certification bodies is assigned only to the PTT Serbia and the Economic Chamber of Serbia. => Zasad je primena ogranicena, pri čemu ulogu sertifikacionog tela igraju jedno PTT Srbije i Privredna komora Srbije.
LL@(4290) When the application of this act has been extended to an appropriate extent, the paper documentation will become inferior, which should improve the electrinic business operations in this country, and this is one of the objectives of this Act. => Kada se primena ovog zakona proširi dovoljno, papirna dokumentacija će biti inferiorna, što bi trebalo da poboljša i funkcionisanje elektronskog poslovanja kod nas, što je i jedan od ciljeva Zakona.
LL@(4291) The Document Management System serves to efficiently 1) store, 2) organize, and 3) make the digitalized documentation available to the user, so that the user can browse through it. => Sistem za upravljanje dokumentima služi da dokumentaciju pretvorenu u digitalni oblik efikasno: ~~~ 1) skladišti, 2) organizuje i 3) stavlja dostupnim korisniku uz mogućnosti pretraživanja.
LL@(4292) The document is transformed into a digital image, marked and indexed by meta data, which will be dealt with in the following chapters. => Dokument se pretvara u digitalnu sliku, označi i obeleži metapodacima o kojima će biti reči kasnije.
LL@(4293) Additionally, the fields in the document indexed in advance are entered into the electronic database, in order to facilitate the search. => Dodatno se unapred određena polja iz dokumenta unesu u elektronsku bazu, kako bi olakšali pretragu.
LL@(4294) The DMS users are all members of the organization with an access to the documentation, either by updating the documents within the transactions over documents, or by having an insight into the documents in other business processes. => Korisnici DMS sistema su svi članovi organizacije koji imaju dodir sa dokumentacijom, bilo na ažuriranju dokumenata unutar transakcija nad dokumentom, bilo na uvidu u dokumente u drugim poslovnim procesima.
LL@(4295) This covers a large portion of organization, therefore the improvements achieved by the DMS are not local in character; their implementation rather means benefits for the entire company. => To pokriva veliki deo organizacije, pa tako i poboljšanja koja donosi DMS nisu lokalna, već celo preduzeće oseća koristi primene.
LL@(4296) Figure 1 shows the image of the document filed in the DMS. ~~~ 2.1. => Slika 1 prikazuje igled dokumenta arhiviranog u DMS sistemu.
LL@(4297) Documentation metadata The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc. => 
LL@(4298) The document is a form in which the data are exchanged in an organization. => Dokument je forma u kojoj se razmenjuju podaci u organiaciji.
LL@(4299) It implicitely defines the purpose of the data, as well as the manner in which the data is used. => On imlicitno određuje namenu podataka, kao i način korišćenja.
LL@(4300) Since the document is a unit in defining business processes, each document stores the data that describe it additionally (time of creation, creation site, changes over time, users accessing to data, etc.). ~~~ It is important to differentiate between the basic data the document contains and the data describing the document itself (metadata). => Pošto je dokument jedinica u definisanju poslovnih procesa, o svakom dokumentu se čuvaju podaci koji ga dodatno opisuju (vreme nastanka, mesto nastanka, promene tokom vremena, korisnici koji pristupaju, itd.) Bitno je razlikovati osnovne podatke koje dokument nosi i podatke koji opisuju sam dokument (metapodaci).
LL@(4301) The basic data contains the contents, whereas metadata describes the structure of the document and of the data the document includes. => Osnovni podaci nose sadržaj, dok metapodaci opisuju strukturu dokumenta i podataka koje on nosi.
LL@(4302) The basic data from the document are the reason the documentation is gathered and most often they are the subject of detailed analyses. => Osnovni podaci sa dokumenata su osnovni razlog zašto se dokumentacija prikuplja i oni su najčešće predmet detaljnih analiza.
LL@(4303) The idea in this paper is to allow for the analysis of metedata on the documents in the organization, in order that new useful information should be obtained. => Ideja ovog rada je da se omogući analiza metapodataka o dokumentima u organizaciji, kako bi se dobile nove informacije od koristi.
LL@(4304) Thus, for example, on the basis of such descriptions the reports can be made of the surveys of one type of documents in the organization, analyses of the document creation can be conducted, as well as the analyses of implementation and changes, etc. ~~~ Such Figure 1. => Tako se, na primer, na osnovu takvih opisa mogu napraviti izveštaji pregleda određenog tipa dokumenata u organizaciji, raditi analize nastajanja dokumenata, analize korišćenja i izmena, itd.
LL@(4305) The image of the document filed in the DMS information can show the state the business is in and foster the improvement of the business processes. => Takve informacije mogu ukazati na stanje u poslovanju i motivisati da se poslovni procesi unaprede.
LL@(4306) The DMS application also presents a generic OLTP system. => DMS aplikacija takođe predstavlja generički OLTP sistem.
LL@(4307) The application relies on the metadata from the database that describe the fields of each defined document. => Aplikacija se oslanja na metapodatke iz baze podataka koji opisuju polja svakog definisanog doku Slika 1.
LL@(4308) Hence the base of such a system contains tables describing each of the documents attributes, whereas the concrete images of the document are stored in the tables generated by the application itself, unknown and non-existent prior to the implementation of the application in the given company. => Izgled dokumenta arhiviranog u DMS sistemu menta. ~~~ Dakle baza ovog sistema sadrži tabele koje opisuju svaki atribut dokumenta, dok se konkretna pojavljivanja dokumenata čuvaju u tabelama koje generiše sama aplikacija, a koje su nepoznate i nepostojeće pre početka upotrebe aplikacije u konkretnom preduzeću.
LL@(4309) This practically means that the structure of the documents describing the business is generated by the user through the implementation of the application. => To praktično znači da strukturu dokumenata koji opisuju poslovanje generiše korisnik upotrebom aplikacije.
LL@(4310) Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading. plication of these systems over the data generated by the DMS was not identified in the publications available. => Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta. ~~~ Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.
LL@(4311) This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia Š3,4Ë. 3. => Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.
LL@(4312) Challenges solutions The basis of the majority of BI systems is the data warehouse. => Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.
LL@(4313) It acts as a support and an adjusted environment for BI user applications for reporting and analysis. => Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.
LL@(4314) The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications. => Korisnici ovih aplikacija su zaposleni koji koriste dokuemente za obavljanje svojih aktivnosti.
LL@(4315) In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect. => Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.
LL@(4316) In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books Š5,6Ë. => Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.
LL@(4317) The idea of developing a business intelligence system over the existing document management system came naturally. => Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.
LL@(4318) Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation. => Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izveštavanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta). ~~~ 2.2.
LL@(4319) The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose. => Slični radovi u literaturi Iako je oblast PI široko korišćena u praksi, o čemu svedoće brojni izveštaji i publikacije, primenu tih sistema nad podacima generisanim DMS sistemom nismo pronašli među dostupnim publikacijama.
LL@(4320) The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses. => Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova Š3, 4Ë. 3.
LL@(4321) The basic DMS application offers an opportunity for browsing and insight into the documentation. => Izazovi i rešenja Osnova većine PI sistema predstavlja skladište podataka.
LL@(4322) It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes. => Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.
LL@(4323) The users of these applications are the employees who make use of the documents in doing their business. => Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.
LL@(4324) On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document. => U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integrisani podaci u preduzeću imali veći sinergetski efekat.
LL@(4325) The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business. => U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice očeva ove oblasti, Ralfa Kimbala i Bila Inmona, koje su iskazane u ranije pominjanim knjigama Š5,6Ë.
LL@(4326) Hence they are the target group in the development of new analytic functionalities through the business intelligence system. => Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.
LL@(4327) Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations. => Potrebe za analizom sagledavane su kroz: a) predhodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.
LL@(4328) Although the BI area is widely applied in practice, which can be seen in numerous reports and publications, the ap On the basis of these guidelines a data warehouse was built the description of which will be presented further on in this paper. => Prateći ove smernice izrađeno je skladište podataka čiji će opis biti dat u nastavku rada.
LL@(4329) The problem with the initial DMS base is that, when a firm starts implementing the DMS application, the base does not contain any defined document the firm uses. => Problem sa izvornom DMS bazom je da kada konkretna firma počne sa upotrebom DMS aplikacije, u bazi nije definisan nijedan dokument koji ta firma koristi.
LL@(4330) Through the application, the users will define any document, with the field structure, field types and other constraints. => Korisnici će kroz aplikaciju definisati svaki dokument, sa strukturom polja, tipovima polja i ostalim ograničenjima.
LL@(4331) The application then generates the tables in the base, in which the data from thus defined documents are stored. => Aplikacija zatim generiše tabele u bazi u kojima se čuvaju podaci iz tako definisanih dokumenata.
LL@(4332) On the other hand, the idea of the BI DMS application is to generate a framework for introducing business intelligence over any DMS user base, rather than developing the BI system for every user company individually. => Sa druge strane, ideja BI DMS aplikacije jeste da proizvede okvir za uvođenje poslovne inteligencije nad bilo koju bazu DMS korisnika, a ne da se PI sistem razvija nezavisno za svako preduzeće korisnika.
LL@(4333) As the structure of the documents used by a given company is not known in advance, this data will be disclosed via the metadata the user utilized in defining the format of his documents. => Kako se unapred ne zna struktura dokumenata koje koristi određena kompanija, ovi podaci će morati biti oktriveni kroz metapodatke kojim je korisnik definisao izgled svojih dokumenata.
LL@(4334) This will be a biggest problem both in the warehouse designing and in establishing the procedures for warehouse refreshment. ~~~ 3.1. => Ovo će predstavljati najveći problem, kako za projektovanje skladišta, tako i za izgradnju procedura za osvežavanje skladišta. 3.
LL@(4335) Data Warehouse Schema The warehouse schema should reflect its purpose in terms of the analyses required. => [ema skladišta podataka [ema skladišta treba da odrazi njegovu svrhu u smislu potrebnih analiza.
LL@(4336) In order to ensure a flexible analysis that includes the necessary and potentially useful reports, we will structure the data on the documents into the following concepts (subjects, according to Inmon): Basic data on the document Time of creation, change and usage of the document, Type of the document, Department of the company document user Partner with whom the document is exchanged, Event (action) over the document. => Da bi omogućili fleksibilnu analizu koja obuhvata tražene i potencijalno korisne izvešta je, podatke o dokumentima struktuiraćemo u sledeće koncepte (subjekte po Inmon-u): ~~~ Osnovni podaci o dokumentu, Vreme nastajanja, izmena i korišćenja dokumenta, Tip dokumenta, Odeljenje preduzeća koje je korisnik dokumenta, Partner sa kim se razmenjuje dokument, Događaj (akcija) nad dokumentom.
LL@(4337) These are the data that describe every type of document, regardless of its contents. => Ovo su podaci koji opisuju svaki tip dokumenta, bez obzira na njegov sadržaj.
LL@(4338) Additionally, certain fields are stored for every document, that show the document contents and are defined by the user for the purpose of facilitating the browsing through the documents. => Dodatno, za svaki dokument se čuvaju i određena polja koja odražavaju sadržaj dokumenta, a koje korisnik definiše, kako bi lakše pretraživao dokumente.
LL@(4339) In this way the currency amounts can be stored (in case of financial documents), as well as goods denominations (in case of sales receipts) etc. => Tako se mogu čuvati iznosi u valutama (za finansijksa dokumenta), nazivi artikla (za priznanice prodaje) i slično.
LL@(4340) Since it is sometimes useful to include this data (contained in the given docu the granular structure of the warehouse as an elementary (atomic) unit of reporting. => Pošto je ponekad korisno u analizu uključiti i ove podatke (koje sadrži konkretan dokument), pogodno je to omogućiti u skladištu.
LL@(4341) The selection of the granularity level is a critical decision of the architecture, since it restrains the possible analyses, while significantly affecting the performances. => Te podatke ćemo grupisati u poseban koncept: ~~~ Specifični podaci iz dokumenta Izgled šeme skladišta je prikazan na slici 2.
LL@(4342) For the purposes of the analyses in our case there are two levels of granularity that have to be covered. => Za potrebe analiza u našem slučaju postoji dva nivoa granularnosti koja trebaju biti pokrivena.
LL@(4343) For the analyses of the number of documents (per customer, departments, partners, etc.) the atomic element is the document. => Za analize broja dokumenata (po korisnicima, odeljenjima, partnerima, itd.) atomski element je dokument.
LL@(4344) For the analyses of the usage of the documents, the atomic element is the action (event) over a document (generation, transformation, view, etc.). => Za analize korišćenja dokumenata atomski element je akcija (događaj) nad nekim dokumentom (nastanak, izmena, pogled, itd.).
LL@(4345) The initial granulation is made possible by establishing measures over the Document table, whereas the second granulation is made possible by establishing measures over the Event table. => Prva granularnost omogućena je izgradnjom mera nad tabelom Dokument, dok je druga granularnost omogućena izgradnjom mera nad tabelom Event.
LL@(4346) Another critical element of the design is defining the time dimension. => Još jedan bitan element dizajna je i definisanje vremenske dimenzije.
LL@(4347) In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week. => U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji.
LL@(4348) The time dimension is equal for both granulation levels. => Vremenska dimenzije je ista za oba nivoa granularnosti.
LL@(4349) In the Event table it refers to the time a certain action over the document is conducted, Figure 2. => Za tabelu Event odnosi se na vreme dešavanja određenje akcije nad dokumentom, dok se za tabelu Dokument vreme odnosi na vreme nastanka dokumenta (vreme nastanka u organizaciji, a ne vreme skeniranja i elektronskog arhiviranja).
LL@(4350) The schema of data warehouse BI DMS solution ment) into the analysis, an appropriate site to do it will be a warehouse. ~~~ Such data will be grouped into a separate concept: Specific data from the document. while in the Document table the time refers to the time of the document creation (the time of creation in the organization, not the time of scanning and electronic archiving). ~~~ The architecture of the warehouse schema is presented in Figure 2. => Tabele sa sufiksom Error su replike originalnih tabela koje nose samo podatke za koje je automatski pri Slika 2. [ema skladišta podataka BI DMS rešenja [ema je zvezdastog oblika (eng. star schema), gde je osnovna tabela Dokument, nad kojom se računaju mere dimenzionog modela.
LL@(4351) The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed. => Ova tabela ujedno određuje i granularnost skladišta, kao elementarnu (atomsku) jedinicu izveštavanja.
LL@(4352) The table simultaneously defines The tables with the Error suffix are the replicas of the original tables that contain only the data that are automatically found to contain errors or inconsistencies in the process of data clearing. => Izbor nivoa granularnosti je bitna odluka arhitekture, jer ograničava moguće analize, dok znatno utiče na performanse. mećeno da imaju greške ili nekonzistentnosti u procesu čišćenja podataka.
LL@(4353) They are kept because certain errors are impossible to remedy automatically. => One se čuvaju jer je neke greške automatski nemoguće otkloniti.
LL@(4354) Finally, the warehouse schema is designed in the relation model, using the MS SQL Server 2005 platform for database management. => Na kraju, šema skladišta je realizovana u relacionom modelu, koristeći MS SQL Server 2005 platformu za upravljanje bazom podataka.
LL@(4355) The data model is denormalized as related to the initial model from the transactional system, which is one of the defining characteristics of the data warehouse. => Model podataka je de normalizovan u odnosu na početni model iz transakcionog sistema, što je jedna od definirajućih karakterisitka skladišta podataka. 3.
LL@(4356) 3.2. ~~~ Building OLAP cubes To support the need for flexible ad-hoc reports, several OLAP cubes are defined and built. => Izrada OLAP kocki Da bi podržali potrebu za fleksibilnim ad-hoc izveštajima, definisane su i izgrađene nekoliko OLAP kocki.
LL@(4357) The role of the OLAP cubes is critical in obtaining reports promptly and making queries easily. => OLAP kocke imaju ključnu ulogu da obezbede brzo dobijanje izveštaja kao i lak način upita.
LL@(4358) The OLAP cubes are built over the data warehouse, creating specific multidimensional structures in which the measures are defined, pre-aggregated for performance purposes. => OLAP kocke su izgrađene nad skladištem podataka, kreirajući posebnu multidimenzionu strukturu u kojoj su definisane mere, koje su preagregirane radi performansi.
LL@(4359) The Analysis Services tools are used from the SQL Server 2005, with the HOLAP structure as the form of storage. => Korišćen je alat Analysis Services iz SQL Servera 2005, a kao oblik skladištenja HOLAP struktura.
LL@(4360) The example of OLAP cubes application will be presented further on in the paper. => Primer korišćenja OLAP kocki biće dat kasnije u radu. 3.
LL@(4361) 3.3. ~~~ Establishing ETL procedures In order that the data settle in the warehouse for further analysis, it is necessary that they should be retrived from the original sources and adjusted to the data warehouse schema. => Izrada ETL procedura Kako bi podaci nastanili skladište radi dalje analize, potrebno je da se podaci preuzmu iz originalnih izvora i da se prilagode šemi skladišta podataka.
LL@(4362) The data source for the BI DMS warehouse is the transactional base of the DMS application. => Izvor podataka za BI DMS skladište je transakciona baza DMS aplikacije.
LL@(4363) The base contains the preconditioned table structure for meta data in which the documents are described, as well as automatically generated tables for storing data from the concrete documents. => Ta baza sadrži predodređenu strukturu tabela za metapodatke, u kojima se opisuju dokumenti, kao i automatski generisane tabele koje čuvaju podetke sa konkretnih dokumenata.
LL@(4364) In the concrete execution of the ETL procedures it is necessary that the data source be defined for each data from the warehouse, as well as its required transformations. => Za konkretnu realizaciju ETL procedura potrebno je za svaki podatak iz skladišta odrediti izvor tog podatka, kao i potrebne transformacije istog.
LL@(4365) We will then proceed to systematiize the mapping of the data that require that ETL procedures be designed to load the warehouse. => U nastavku ćemo sistemtizovati mapiranje podataka za koje je potrebno napraviti ETL procedure koje će izvršiti popunjavanje skladišta.
LL@(4366) As the databases of different organizations using the DMS vary by the document structure, as well as by the field names, it is necessary that specific ETL procedures should be designed for every organization that introduces the business intelligence system. => Kako se baze podataka različitih organizacija koje koriste DMS sistem razlikuju po strukturi dokumenata, kao i nazivu polja, potrebno je izraditi posebne ETL procedure za svaku organizaciju koja uvodi sistem poslovne inteligencije.
LL@(4367) Since the warehouse structure is known, it is only needed to point out to concrete fields in the database where the data required for the warehouse is stored. => Kako je struktura skladišta poznata, zapravo je potrebno samo ukazati na konkretna polja u bazi podataka gde se čuvaju podaci potrebni za skladište.
LL@(4368) A special XML file is designed for the mapping which can define the data sources without having to design specific ETL procedures. => Za to mapiranje je napravljen poseban XML fajl kojim je moguće definisati izvore podataka bez dizajniranja posebnih ETL procedura.
LL@(4369) Using this XML file, the ETL procedures automatically retrieve the date fields out of the initial tables, namely those whose structure is not defined in advance. => Koristeći ovaj XML fajl, ETL procedure automatski izvlače polja datuma iz izvornih tabela, i to iz tabela čija struktura nije unapred određena.
LL@(4370) The da ta given in the XML file are the minimum required to carry out the ETL procedures over the concrete implementation of the DMS base. => Podaci koji se daju u XML fajlu su minimalni potrebni da bi se sprovele ETL procedure nad konkretnom implementacijom DMS baze.
LL@(4371) The same XML configuration file served to define other parametres, too, such as defining the connections over bases, or determining the table filters (document types) we need in our analyses, and hence in our warehouse. => Isti XML konfiguracioni fajl poslužio je i da se definišu drugi parametri, poput definisanja konekcije ka ba zama, ili određivanja filtera tabela (tipova dokumenta) koje želimo u analizama, pa samim tim i u skladištu.
LL@(4372) Another detail is important to mention in relation with the ETL procedures. => U vezi sa ETL procedurama, još jedan detalj je važno pomenuti.
LL@(4373) As these procedures are long-lasting, it is important to ensure that these procedures encumber the operational base of the transaction system as little as possible. => Kako su ove procedure dugotrajne, mora se obezbediti da je operativna baza transakcionog sistema što manje opterećena ovim procedurama.
LL@(4374) Hence the replicas of the tables from the sources are made prior to the execution of the ETL procedures, and the staging in the data transfer is designed. => Tako se pre izvršenja ETL procedura prvo pravi replika potrebnih tabela iz izvora, i tako pravi prelazna (Staging) faza transfera podataka.
LL@(4375) The replica of this base is deprived of any mechanism for referential integrity or other checks in integrity maintainance, since there are no data transformations in this interim database. => Replika ove baze je lišena svih mehanizama za referencijalni integritet i ostale provere za održavanje integriteta, pošto u ovoj međubazi podataka nema izmena podataka.
LL@(4376) This allows for the data to be retrieved from the operational base in a prompter way, and the procedures themselves continue to operate over the base replica. => Ovo obezbeđuje da se podaci brže izvuku iz operacione baze a same procedure nadalje rade nad replikom baze.
LL@(4377) Additionally, these procedures are conducted at night, when the need for the operational base is minimal. => Dodatno, ove procedure se izvršavaju noću, kada je potreba za operacionom bazom minimalna.
LL@(4378) The procedures to accomplish the data mapping from the source to the warehouse are designed in the Microsoft SQL Server 2005 environment, using the Integration Services tools. => Procedure koje će obaviti mapiranje podataka sa izvora u skladište rađene su u Microsoft SQL Server 2005 okruženju, koristeći alat Integration Services.
LL@(4379) 3.4. => 3.4.
LL@(4380) Quality of data A special problem arising in the building of data warehouse is the data quality. => Kvalitet podataka Poseban problem kod izgradnje skladišta podataka je i kvalitet podataka.
LL@(4381) Namely, a large number of records from the initial systems carry various errors, which, if not corrected, may affect the accuracy of the report to a large extent. => Naime, dosta zapisa iz izvornih sistema nose razne greške što, ako se ne sanira, može bitno uticati na tačnost izveštaja.
LL@(4382) As one of the founders of computer science, Charles Babbage, said: garbage at the entrance, garbage at the exit, which means that the quality of output reports is directly affected by the data quality in the input. => Kao što je jedan od očeva informatike, Čarls Bebidž, rekao: đubre na ulazu, đubre na izlazu, što preneseno znači da je kvalitet izlaznih izveštaja direktno pod uticajem kvalitetom podataka na ulazu.
LL@(4383) The problem is that the awareness of the need to improve the data quality comes not prior to designing the data gathering system, but after the already collected data are used. => Problem je što svest o potrebi za povećavanjem kvaliteta podataka ne dolazi pre projektovanja sistema za prikupljanje podatka, već nakon upotrebe već prikupljenih podataka.
LL@(4384) The business intelligence system is therefore one of the motivating agents forf focusing upon the data quality in the initial systems. => Sistem poslovne inteligencije je stoga jedan od motivatora da se u izvornim sistemima značajan akcenat stavi na kvalitet podataka.
LL@(4385) Most typical mistakes are the the wrongly spelt words. => Najčešće greške tiču se zamene slova.
LL@(4386) The computer understands the words Miloš and Milos as two different words, although people do not find (or do not see) this to be a mistake. => Reči Miloš i Milos za računar nisu iste, iako ljudi ne smatraju (ili ne primećuju) ovo greškom.
LL@(4387) In data processing or in the report, such names can be interpreted as different names. => U obradi podataka ili izveštaju, ovakva imena se mogu protumačiti kao različita.
LL@(4388) Sometimes even the size of the letters can make a difference, and the computer may interpret the words Beograd and beograd as two different words. => Ponekad čak razliku mogu napraviti i veličina slova, pa računar može različito protumačiti reči Beograd i beograd.
LL@(4389) The errors in dates are also very common. => Takođe dosta česte su i greške u datumima.
LL@(4390) They are most commonly caused by the different format of writing the date. => Najčešće su prouzrokovane različitim formatom zapisa datuma.
LL@(4391) Thus 1.20.2007. is not the same as 20.1.2007., or 20.1.2207.. => Tako nije isto 1.20.2007. sa 20.1.2007. i sa 20.1.2207.
LL@(4392) Additionally, such an error may be hidden, due to which the interpretation of the date 3.4.2007. may be ambiguous. => Dodatno, ovakva greška može biti i skrivena, pa pročitani datum 3.4.2007. ima dvosmisleno tumačenje.
LL@(4393) Errors are most commonly made when the user enters the data. => Greške su najčešće prouzrokovane pri unosu podataka, od strane korisnika.
LL@(4394) The user interface that allowed the incorrect data to be entered is, however, also responsible for the arror. => Ipak, za grešku je odgovoran i korisnički interfejs, koji je omogućio unos pogrešnog podatka.
LL@(4395) Although there are errors that cannot be prevented, a majority can. => Iako postoje greške koje se ne mogu sprečiti, nastanak većine se može znatno smanjiti.
LL@(4396) The concept of the Japanese firms Poka-yoke (Toyota) actually shows that it is possible that the systems themselves are created in such a manner that prevent any errors to be made. => Koncept japanskih firmi Poka-yoke (Toyota) upravo ukazuje na mogućnost da se sami sistemi prave tako da onemogućavaju nastanke greški.
LL@(4397) Well-conceptualized entry interfaces offer the user a limited input opportunity. => Dobro osmišljeni interfejsi za unos nude korisniku ograničenu mogućnost za unos.
LL@(4398) Besides, the predefined input format sets of allowed values are designed for every input field, which largely prevents the user from making an error. => Pored predodređenih formata unosa, prave se i skupovi dozvoljenih vrednosti za svako polje unosa, što korisnika umnogome onemogućava da napravi grešku.
LL@(4399) When errors are not prevented at the input, they can be identified in the system, which normally calls for a greater effort. => Kada se greške ne spreče na ulazu, one se mogu prepoznati u sistemu, za šta je obično poreban veći napor.
LL@(4400) It is of special importance that the data used in creating the report to be implemented in decision making be error-free, therefore specialsed procedures are created for clearing the identified and anticipated errors. => Kako je izostanak grešaka posebno bitan za pravljenje izveštaja koji će se koristiti za odlučivanje, kreiraju se specijalizovane procedure za čišćenje prepoznatih i anticipiranih grešaka.
LL@(4401) Such procedures are most commonly activated within or after the ETL process in order that the data warehouse should be as clean as possible. => Ove procedure se najčešće aktiviraju unutar ili nakon ETL procesa, kako bi skladište podataka bilo što je moguće čistije.
LL@(4402) It is, of course, important to eliminate errors in the initial transactional systems as well, although this requires more effort. => Naravno, poželjno je greške otklanjati i u izvornim transakcionim sistemima, mada je za to najčešće potrebno više napora.
LL@(4403) These efforts reduce the errors in the business intelligence systems to a minimum. => Ovim naporima se greške u sistemu poslovne inteligencije svode na minumim.
LL@(4404) A smaller number of errors remain hidden, i.e., correct in both the syntax and format, albeit, not in accord with reality. => Preostaje manji deo grešaka koje su skrivene, tj. koje su ispravne u sintaksi i formatu, ali ipak ne odgovaraju realnosti.
LL@(4405) Such errors are identified by the report users themselves and these errors are potentially dangerous. => Ovakve greške otkrivaju sami korisnici izveštaja i potencijalna su opasnost.
LL@(4406) In conclusion, the data quality can seriously affect the quality of the business intelligence reporting, therefore it is necessary that as high as possible a quality should be achieved. => Zaključno, kvalitet podataka je pojava koja znatno može uticati na kvalitet izveštavanja poslovne inteligencije, pa je zbog toga potrebno obezbediti što veći kvalitet.
LL@(4407) This should be conducted within the business intelligence system itself (healing treatment) as well as in the entire initial DMS system (prevention). => Na tome treba raditi kako u samom sistemu poslovne inteligencije (lečenje), tako i u celom izvornom DMS sistemu (preventiva).
LL@(4408) 4. => 4.
LL@(4409) User applications The user applications are the ultimate visible interface of the business intelligence system towards the user. => Korisničke aplikacije Korisničke aplikacije su krajnji vidljivi interfejs sistema poslovne inteligencije ka korisniku.
LL@(4410) They are the reason for all the efforts made in the phases of building the PI that precede them. => One su razlog svih napora u fazama izgradnje PI koje predhode njima.
LL@(4411) Directly implemented in the BI DMS solution are: predefined reports; dynamic reports, and the OLAP analysis with drill-down and drill through options, whereas the basis is set for further building of: key performance indicators (KPI) models for finding logics in the data (data mining), control boards (dashboards), etc. => U BI DMS rešenju direktno su implementirani: predefinisani izveštaji, dinamički izveštaji i OLAP analiza sa drill-down i drill-through mo gućnostima, dok je postavljena osnova za dalje izgrađivanje: ključnih indikatora performansi (KPI), modela za otkrivanje zakonitosti u podacima (data mining), kontrolnih tabli (dashboard), itd.
LL@(4412) The predefined and the dynamic reports offer the decisions makers a standard insight into the documentation. => Predefinisani i dinamički izveštaji pružaju donosiocima odluka standardni uvid u stanje dokumentacije.
LL@(4413) As the DMS is used by clients from various fields of business, the set of required reports appears to be clientspecific. ~~~ The situation is really more convenient as the Figure 3. => Kako se DMS sistem koristi kod klijenata iz različitih oblasti poslovanja, čini se da je skup potrebnih izveštaja specifičan za svakog klijenta.
LL@(4414) The report on document inflow into the company Figure 4. => 
LL@(4415) The report on the trends in offers, in closed contracts and in tenders insights into the documentation and standard reports are rather similar for different users. => Situacija je zapravo povoljnija, jer su pogledi na dokumentaciju i standardni izveštaji prilično slični kod različitih korisnika.
LL@(4416) The reports describe the conditions and the dynamics of the companys documentation, regardless of the concrete documents we have in mind. => Izveštaji opisuju stanje i dinamiku dokumentacije preduzeća, bez obzira o kojim konkretno dokumentima je reč.
LL@(4417) The reports built in such a way are rather useful in the future implementation of the BI DMS products. => Tako izgrađeni izveštaji su umnogome upotrebljivi kod budućih implementacija BI DMS proizvoda.
LL@(4418) The examples of the predefined reports are presented in Figures 3 and 4. => Primeri predefinisanih izveštaja dati su na slikama 3 i 4.
LL@(4419) The reports are designed on the SQL Server 2005 Reporting Services platform. => Izveštaji su izrađeni na platformi SQL Server 2005 Reporting Services.
LL@(4420) They show the quantity of documentation in use, as well as the trends over time. => Izveštaji prikazuju količine dokumentacije u upotrebi, kao i trendove kroz vreme. ~~~ Slika 3.
LL@(4421) The reports show various views on the maturity and usage of the companys documentation, classed by the document types, the time of creation/use, department, etc. => Izveštaj o prilivu dokumenata u preduzeće Slika 4. ~~~ Izveštaj o trendu ponuda, sklopljenih ugovora i raspisanih tendera Izveštaji prikazuju razne poglede na dospevanje i korišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.
LL@(4422) The meaning of the report itself is the subject of interest of a concrete companys management, therefore they will not be described here, as they are presented as an illustration of the reporting capacity of a developed platform. => Samo značenje izveštaja je predmet interesa menadžmenta konkretnog preduzeća, pa ovde neće biti opisivani, pošto su prikazani kao ilustracija izveštajnih mogućnosti razvijene platforme.
LL@(4423) It is important to stress that the reports are presented in a tabular and graphic forms simultaneously, in order that they be more comprehensive to the end user. => Bitno je naglasiti da se izveštaji paralelno prikazuju u tabelarnom i grafičkom obliku, kako bi krajnjem korisniku bili što razumljiviji.
LL@(4424) The OLAP analysis is another user application over the data collected in the data warehouse. => OLAP analiza je još jedna korisnička aplikacija nad podacima prikupljenim u skladištu podataka.
LL@(4425) The OLAP analysis helps realize the ad-hoc queries, from the overall surveys to the detailed insights into the data, in order to obtain useful information interactively. => OLAP analizom se realizuju ad-hoc upiti, od sveukupnih pregleda do detaljnih uvida u podatke, kako bi se interaktivno došlo do korisnih informacija.
LL@(4426) A significant advantage of the OLAP analysis is the speed at which complex reports are generated, which is one of significant problem of the classical method of reporting. => Velika prednost OLAP analize je i brzina kojom se kompleksni izveštaji generišu, što je jedan od većih problema klasičnog načina izveštavanja.
LL@(4427) The OLAP cube, the basis of the OLAP analysis, is built by the SQL Server 2005 Reporting Services platform. => OLAP kocka, osnova OLAP analize, je izrađena platformom SQL Server 2005 Analysis Service.
LL@(4428) One example of how the OLAP cube is used through the Microsoft Excel Pivot table is presented in Figure 5. ~~~ Figure 5. ~~~ The example of the OLAP cube use through the Microsoft Excel Pivot table. => Primer korišćenja OLAP kocke kroz Microsoft Excel Pivot tabelu dat je na Slici 5. OLAP analiza se koristi kada nije poznato kakvim tačno izveštajem će se saznati nešto iz podataka.
LL@(4429) The OLAP analysis is used when we do not know which report will allow for us to learn something from the data. => Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izveštaju.
LL@(4430) Guided by one report, the analyst creates another adhoc report, to get a better insight into the problem he identified in the previous report. => Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.
LL@(4431) It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation. => Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u Slika 5.
LL@(4432) In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself. => Primer korišćenja OLAP kocke kroz Microsoft Excel Pivot tabelu transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.
LL@(4433) For example, the reports may display a problem with a certain type of document in a certain period, and we can go directly from the report to the DMS application and see the image of the concrete document in which the problem is identified. => Na primer, na izveštajima se može uočiti problem sa određenim tipom dokumenta u određenom periodu, pa se sa izveštaja direktno može preći u DMS aplikaciju i videti slika konkretnog dokumenta kod koga je problem primećen.
LL@(4434) As mentioned above, there are other applications that can easily be built over this type of business intelligence system, such as key performance indicators and others. => Kao što je napomenuto, postoje i druge aplikacije koje se lako mogu izgraditi nad ovakvim sistemom poslovne inteligencije, poput ključnih indikatora performansi i drugih.
LL@(4435) The system can also be extended by new data gathered from initial systems. => Takođe, sistem se može proširiti i novim podacima koji bi se prikupljali iz izvornih sistema.
LL@(4436) Such superstructures are planned for further improvement of the BI DMS application. => Ovakve nadgradnje planirane su za dalje usavršavanje BI DMS aplikacije. 5.
LL@(4437) 5. ~~~ Nonfunctional requirements in the BI DMS Solution The basic functionality of the business intelligence system is to give the decision makers an insight into the business operations (in this case, the state of the documents), through a set of reports and analyses. => Nefunkcionalni zahtevi u BI DMS rešenju Osnovna funkcionalnost sistema poslovne inteligencije jeste da omogući donosiocima odluka uvid u stanje poslovanja (u ovom slučaju kroz stanje dokumentacije), kroz niz izveštaja i analiza.
LL@(4438) In order that such a system should function, it is necessary that attention be paid to the implicit nonfunctional queries. => Da bi ovakav sistem funkcionisao, bilo je potrebno obratiti pažnju i na nefunkcionalne zahteve koji se implicitno nameću.
LL@(4439) This primarily means the system response, which, it is believed, should not be longer than a few second for any report, regardless of its complexity. => Prvenstveno, tu se misli na odziv sistema, za koji se veruje da ne bi trebalo da bude veći od nekoliko sekundi za bilo koji izveštaj, bez obzira na njegovu kompleksnost.
LL@(4440) In addition, the presence of the business intelligence system must not endanger the operation of the transactional system and the business operations in general. => Dodatno, postojanje sistema poslovne inteligencije ne sme ugroziti rad transakcionog sistema i poslovanja uopšte.
LL@(4441) Finally, the user applications have to be intuitive and easy to work with, since the end users are not computer experts and may easily get demotivated to use the BI systems if these appear to be too complex. => Najzad, korisničke aplikacije moraju biti intuitivne i lake za rad, jer krajnji korisnici nisu informatički eksperti i mogu lako izgubiti motivaciju za korišćenje sistema PI ako su oni naizgeld previše kompleksni.
LL@(4442) Table 1 systematizes the efforts made to fulfill these nonfunctional requirements in the BI DMS solution. ~~~ 6. => U tabeli 1 sistematizovani su napori koji su učinjeni kako bi ovi nefunkcionalni zahtevi bili zadovoljeni u BI DMS rešenju. 6.
LL@(4443) Concluding remarks Working on this paper we acquired a significant experience in the field of the business intelligence systems implementation over the document data in the organization. => Zaključna razmatranja Trud na ovom radu proizveo je značajno iskustvo iz primene sistema poslovne inteligencije nad podacima o dokumentaciji organizacije.
LL@(4444) This experience further helped make new insights into the problems arising in the real implementations of the business intelligence and the solutions possible to apply in specific situations. => Iz ovih iskustava su se iskristalisali novi uvidi u probleme koji se javljaju u realnim implementacijama poslovne inteligencije i rešenjima koje je moguće primeniti u specifičnim situacijama.
LL@(4445) Finally, there remains a set of open-ended problems that can be further explored and solved, such as: measuring the indicators of the data quality and improvements of the automatic error identification, using the statistical tools and the tools used for processing a non-structured text; monitoring the BI system implementation and proposing new reports that would correspond to the identified patterns in user behaviors; creating a port for the access to the business in telligence functionalities; merging with the reporting system from other ar eas of business operations; implementation of methods and techniques for data mining, in order to identify the dependencies in the usage and creation of the company documents. ~~~ Achievements in these research paths would complete the vision of a successful implementation of the business intelligence in this area and further contribute to the theory and the practice in the business intelligence field. => Naposletku, ostaje određen skup otvorenih problema koje je moguće dalje istražiti i rešiti, poput: merenja pokazatelja kvaliteta podataka i poboljšavanja automatskog otkrivanja grešaka, a korišćenjem statističkih alata i alata za obradu nestruktuiranog teksta; praćenja korišćenja sistema PI i predlaganja novih izveštaja koji bi odgovarali otkrivenim obrascima ponašanja korisnika; pravljenja portala za pristup funkcionalnostima poslovne inteligencije; ujedinjenje sa sistemom izveštavanja iz ostalih delova poslovanja; primena metoda i tehnika za otkrivanje zakonitosti u podacima, kako bi se otkrile zavisnosti u korišćenju i nastanku dokumentacije u organizaciji; Uspeh na ovim pravcima istraživanja bi upotpunio viziju uspešne primene sistema poslovne inteligencije u ovoj oblasti i ponudio još veći doprinos nauci i praksi oblasti poslovne inteligencije.
LL@(4446) Nonfunctional requests System responds promptly to the rquest for reports Minimum encumberment of transaction systems User-friendly applications for non-computer expert personnel Easy implementation (adjustment) for a new DMS application user Implementation efforts Created indices over the critical attributes of the tables Denormalised tables in the warehouse Preagregation of data in the OLAP cube Staging base creation prior to transformation into warehouse Automatic starting ETL procedures at night Using MS Excel application in the OLAP analysis Retrieving the report from the internet browser, via web application Vizualisation of analyses in the form of graphs ETL procedures are adjusted by XML file transformation Clearing procedures are isolated as separate SQL files, easy to add new clearing procedures to Table 1. => Nefunkcionalni zahtev Brz odziv sistema na zahtev za izveštajima Minimalno opterećenje transakcionih sistema Korisničke aplikacije jednostavne za upotrebu za neinformatički kadar Laka implementacija (prilagođavanje) za novog korisnika DMS aplikacije Implementacioni napori Kreirani indeksi nad ključnim atributima tabela Denormalizovane tabele u skladištu Preagregacija podataka u OLAP kocki Pravljenje Staging baze pre transformacija u skladište Automatsko startovanje ETL procedura noću Korišćenje MS Excel aplikacije za OLAP analizu Pozivanje izveštaja iz internet brauzera, kroz veb aplikaciju Vizuelizacija analiza u obliku grafika ETL procedure se prilagođavaju izmenom XML fajla Procedure čišćenja su izolovane kao posebni SQL fajlovi, kojima je lako dodati nove procedure čišćenja Tabela 1.
LL@(4447) The Nonfunctional requirements and solutions in the BI DMS solution REFERENCE Š1Ë Čupić M., Suknović M. (2008), Odlučivanje, šesto iz danje, Fakultet organizacionih nauka, Beograd Š2Ë Zakon o elektronskom potpisu (2004), Republika Srbija, URL: http://www.parlament.sr.gov.yu/content/lat/akta/akta_detalji.asp?Id=190&t=Z Š3Ë Becejski-Vujaklija D., Delibašić B., Jovanović (2009), Business intelligence model for electronic documents archive, XXIII EURO konferencija, Bon, Nemačka Š4Ë Jovanović M., Delibašić B., Suknović M., BečejskiVujaklija D., Vukićević M. (2008), Primena poslovne inteligencije na oblast sistema upravljanja dokumentima SYMORG 2008 Š5Ë Inmon William (2005), Building the Data Warehouse, 4th ed, Wiley Publishing Š6Ë Kimbal R., Ross M. (2002), The Data Warehouse Toolkit, John Wiley & Sons Š7Ë Biere Mike (2003), Business Intelligence for the Enterprise, Prentice Hall PTR Š8Ë Chaudhuri S., Dayal U. (1997), An overview of data warehousing and OLAP technology, ACM SIGMOD Record 26, p65-74. => Nefunkcionalni zahtevi i rešenja u BI DMS rešenju LITERATURA Š1Ë Čupić M., Suknović M. (2008), Odlučivanje, šesto izdanje, Fakultet organizacionih nauka, Beograd Š2Ë Zakon o elektronskom potpisu (2004), Republika http://www.parlament.sr.gov.yu/content/lat/akta/akta_detalji.asp? ~~~ Id=190&t=Z Srbija, URL: Š3Ë Becejski-Vujaklija D., Delibašić B., Jovanović M (2009), Business intelligence model for electronic documents archive, XXIII EURO konferencija, Bon, Nemačka Š4Ë Jovanović M., Delibašić B., Suknović M., Bečejski-Vujaklija D., Vukićević M. (2008), Primena poslovne inteligencije na oblast sistema upravljanja dokumentima SYMORG 2008 Š5Ë Inmon William (2005), Building the Data Warehouse, 4th ed, Wiley Publishing Š6Ë Kimbal R., Ross M. (2002), The Data Warehouse Toolkit, John Wiley & Sons Š7Ë Biere Mike (2003), Business Intelligence for the Enterprise, Prentice Hall PTR Š8Ë Chaudhuri S., Dayal U. (1997), An overview of data warehousing and OLAP technology, ACM SIGMOD Record 26, p65-74. Š9Ë Larson Brian (2006), Delivering Business Intelligence with Microsoft SQL Server 2005, McGraw-Hill/Osborne Š10Ë Loshin David (2003), Business Intelligence:
LL@(4448) Š9Ë Larson Brian (2006), Delivering Business Intelligence with Microsoft SQL Server 2005, McGraw-Hill/Osborne Š10Ë Loshin David (2003), Business Intelligence: The Savvy Managers Guide, Morgan Kaufmann Š11Ë Turban E., Aronson J.E., Liang TP., Sharda R. (2007), Decision support and business intelligence systems, 8th edition, Pearson Prentice Hall Managerial implication of target costing UDC 005.51 ; 657.05 Prof.dr. Vesna Milićević, prof. ~~~ Dr. Bojan Ilić Faculty of Organizational Sciences, Belgrade In this paper we start from the multidimensional character of the companys objectives and the importance of achieving the targeted profit from the business success and the company development standpoints. => The Savvy Managers Guide, Morgan Kaufmann Š11Ë Turban E., Aronson J.E., Liang TP., Sharda R. (2007), Decision support and business intelligence systems, 8th edition, Pearson Prentice Hall Menadžerske implikacije ciljanog obračuna troškova UDK 005.51 ; 657.05 Prof.drVesna Milićević, prof.dr. Bojan Ilić Fakultet organizacionih nauka u Beogradu U radu se polazi od multidimenzionalnosti ciljeva preduzeća i od značaja ostvarenja cilljanog profita sa stanovišta poslovnog uspeha i razvoja preduzeća.
LL@(4449) We analyse the target costing and the way it is related to kaizen costing. => Analizira se ciljani obračun troškova i njegova povezanost sa kaizen obračunom troškova.
LL@(4450) We also present managerial implications of target costing in the conditions of a global economic crisis and recovery. => Date su menadžerske implikacije ciljanog obračuna troškova u uslovima svetske ekonomske krize i oporavka..
LL@(4451) The focus is on the managerial decision making related to costs reduction and achieving the targeted profit. ~~~ 1. => Akcenat je na donošenju menadžerskih odluka vezanih za sniženje troškova i ostvarenje ciljanog profita. 1.
LL@(4452) Introductory notes From the point of view of management, the objectives of a company can be defined as the future conditions that the company aims to achieve and towards which its activities are directed in order that the company should fulfill its basic purpose of existance. => Uvodna razmatranja Ciljevi preduzeća se mogu odrediti sa aspekta menadžmenta kao buduća stanja koja preduzeće namerava da ostvari i ka kojima su usmerene njegove aktivnosti da bi realizovalo svoju osnovnu svrhu postojanja.
LL@(4453) The objectives should be clear and realistic, the measurable ones being paid special attention in management. => Ciljevi bi trebalo da budu jasni i realni, a sa stanovišta upravljanja su naročito važni merljivi ciljevi.
LL@(4454) In almost every organization there is a hierarchy of objectives, based on the range of impact as well as on the time dimension; however, the long-term and the short-term dimensions are not absolute categories, but depend on both the type of production and the environment. => U skoro svakoj organizaciji je prisutna hijerarhija ciljeva, bazirana na širini uticaja i na vremenskoj dimenziji, mada dugoročnost i kratkoročnost nisu apsolutne kategorije, već zavise od vrste proizvodnje i od okruženja.
LL@(4455) It is of special importance that the objective should be attainable, having in mind the companys human, financial, physical and information resources, as well as the dynamics of economy and the complexity of the environment. => Od posebnog je značaja da cilj bude izvodljiv polazeći od raspoloživosti preduzeća u ljudskim, finansijskim,fizičkim i informacionim resursima, kao i od dinamike privrede i složenosti sredine.
LL@(4456) This context requires that the theory of the firm be analysed Š1Ë. => U ovom kontekstu je neophodno razmotriti teoriju firme (theory of the firm) Š1Ë.
LL@(4457) The theory of the firm was originally based on the assumption that the companys objective is to maximise the current or the short-term profit. => Prvobitno se teorija firme bazirala na pretpostavci da je cilj preduzeća da maksimizira tekući ili kratkoročni profit.
LL@(4458) The fact is, however, that the firm often sacrifies the current profit in favour of increasing the future, or long-term, profit. => Međutim, činjenica je da firma često žrtvuje tekući profit radi povećanja budućeg, odnosno dugoročnog profita.
LL@(4459) One good example are the expenditures for research and development, for new equipment, or for promotion. => Dobar primer za to su izdaci za istraživanje i razvoj, za novu opremu ili za promociju.
LL@(4460) As regards the fact that both the short-term and the long-term profits are important, the theory of the firm has it that the companys primary goal is to maximise the firm value, which is expressed as the present value (PV) of all the anticipated future profits, where profit is the difference between the total income and the total expenses. => S obzirom na činjenicu da su u suštini značajni i kratkoročni i dugoročni profit, danas je po teoriji firme primarni cilj preduzeća da maksimizira vrednost firme, koja se izračunava kao sadašnja vrednost (PV - Present Value) svih očekivanih budućih profita, pri čemu profit predstavlja razliku ukupnih prihoda i ukupnih troškova.
LL@(4461) The behavioural theory of the firm starts with the objectives of individual groups. => U okviru bihejviorističke teorije firme polazi se od ciljeva pojedinih grupa.
LL@(4462) The firm is regarded as a coalition of a number of groups: managers, shareholders, employees and customers, all of which have different interests. => Firma se posmatra kao koalicija više grupa: menadžera, akcionara, zaposlenih radnika i kupaca koji imaju različite interese.
LL@(4463) The objectives are essentially the result of resolving the conflicts within this coalition. => Ciljevi su u suštini rezultat razrešenja konflikata u okviru ove koalicije.
LL@(4464) The findings of the empiric research of the behavioural theory show that five goals are of special importance in making decisions as to the production and costs. => Rezultati empirijskih istraživanja bihejviorističke teorije ukazuju da je pet ciljeva od posebne važnosti kod donošenja odluke o proizvodnji i cenama.
LL@(4465) These are: production goals, sales goals, market share, the goal related to stocks and the profit-related goal Š2Ë. => To su: proizvodni cilj, prodajni cilj, tržišno učešće, cilj koji se odnosi na zalihe i cilj vezan za profit Š2Ë.
LL@(4466) The production goal, which largely presents the requirements of the coalition members directly involved in the production, does not only relate to the level of production, but also to the changes in various periods in terms of achieving steady employment and successful planning. => Proiz vodni cilj, koji u velikom stepenu predstavlja zahteve članova koalicije koji su direktno uključeni u proizvodnju, se ne odnosi samo na nivo proizvodnje, već i na promene u različitim periodima u smislu postizanja stabilne zaposlenosti i uspešnog planiranja.
LL@(4467) The managerial theories rise in the conditions of an increasing importance of the corporations market power, characterised by the separation of ownership and control over the capital. => Menadžerske teorije se javljaju u uslovima rastućeg značaja tržišne snage korporacija koje karakteriše odvajanje vlasništva i kontrole nad kapitalom.
LL@(4468) As regards the objectives of large corporations, J. K. Galbraith maintains that the actual decision-making power in corporations belongs to the technical, planning, and other specialized staff that introduce knowledge, talent and experience into the process of group decision-making Š3Ë. => J.K. Galbraith u vezi sa ciljevima velikih korporacija polazi od toga da stvarnu moć odlučivanja u korporacijama imaju pripadnici tehničkog, planerskog i drugog specijalizovanog osoblja koje unosi znanja, talenat i iskustvo u proces grupnog odlučivanja Š3Ë.
LL@(4469) According to this approach, the principal goals are the certain level of profit, i.e., the maximum growth rate, accompanied with earning the profit required for further investments. => Prema ovom pristupu glavni ciljevi su sigurna visina profita, odnosno maksimalna stopa rasta, zajedno sa stvaranjem profita koji je potreban za nova investiranja.
LL@(4470) The W. Baumol model includes the managers goal to maximise the sales profit, treating profit as a limitation. => Model W. Baumol-a uključuje cilj menadžera da se maksimizira prihod od prodaje, a profitu se pristupa kao ograničenju.
LL@(4471) In this sense, it is partly exogenously determined by the need to satisfy the shareholders, and partly by the companys internal requirements related to financing Š2Ë. => U ovom smisli on je delimično egzogeno determinisan potrebom da se zadovolje akcionari, a delimično internim zahtevima preduzeća vezanim za finansiranje Š2Ë.
LL@(4472) In the realistic conditions of the managers autonomy in managing a corporation, a large number of corporate objectives can be identified. => U realnim uslovima postojeće samostalnosti menadžera u upravljanju korporacijom prisutan je veći broj ciljeva preduzeća.
LL@(4473) P. Drucker specifies eight areas within which he suggests that managers should plan their business goals: 1) market position (planning goals that indicate a desired position in comparison to competition); 2) innovation (of products, services, knowledge, production methods); 3) productivity; 4) resources (physical and financial); 5) profitability; 6) managers activity and development; 7) the employees to financing work and attitudes and 8) responsibility towards society, especially to customers Š4Ë. => P. Drucker ističe osam područja u okviru kojih savetuje da menadžeri planiraju ciljeve poslovanja: ~~~ 1) pozicija na tržištu (planiranje ciljeva koji pokazuju poželjnu poziciju u odnosu na konkurente); 2) inoviranje (proizvoda, usluga, znanja, metoda proizvodnje); 3) produktivnost; 4) resursi (fizički i finansijski); 5) profitabilnost; 6) delovanje i razvoj menadžera; 7) rad i stavovi zaposlenih radnika i 8) odgovornost prema društvu, posebno prema kupcima Š4Ë.
LL@(4474) The importance of objectives for an organization is primarily reflected in their impact upon the managers decision-making, as well as upon exploiting the scarce resources available as efficiently as possible. => Značaj ciljeva za svaku organizaciju se pre svega ogleda u njihovom uticaju na donošenje odluka od strane menadžera, kao i na što efikasnije korišćenje raspoloživih ograničenih resursa.
LL@(4475) R. Marris argues that the primary goal of management is growth. => R. Marris ističe da je rast glavni cilj menadžmenta.
LL@(4476) It is important to note that the company can choose among a range of growth rates. => Bitno je imati u vidu da preduzeće može birati između različitih stopa rasta.
LL@(4477) Higher growth rates will mean more time and efforts in search of profitable investments, often more promotive activities towards the growth in demand, as well as a more intensive work in the fields of research and development. => Više stope rasta će podrazumevati više vremena i napora u potrazi za profitabilnim investicijama, a često i više promocije u cilju porasta tražnje, kao i intenzivniji istraživačko-razvojni rad.
LL@(4478) This means that a higher growth rate requires that a higher percentage of the current profit be allocated these promotivedevelopmental activities and investments into new capacities, which is where the importance of the level of earned profit stems from Š5Ë. => To znači da će za višu stopu rasta morati da se izdvoji veći procentualni deo tekućeg profita da bi se finansirale ove promotivno-razvojne aktivnosti i da bi se finansirale investicije potrebne za nove kapacitete, iz čega proizilazi važnost visine ostvarenog profita Š5Ë.
LL@(4479) It is important to point out that all the firm growth models assume that expansion requires a lot of financial means; the faster the growth rate, the more expensive the expansion. => Bitno je naglasiti da svi modeli rasta firme pretpostavljaju da je za ekspanziju potrebno dosta materijalnih sredstava, a ukoliko je brža stopa rasta, ekspanzija će biti skuplja.
LL@(4480) In the market conditions of economy, the outcomes of entrepreneurial function are valuated through the companys profit. => U tržišnim uslovima privređivanja ishodi preduzetničke funkcije se valorizuju kroz profit preduzeća.
LL@(4481) The profit category allows for the company to be assessed objectively and valued in the market that differentiates the companies as successful or unseccessful and is the arbitre of success in business. => Kategorija profita omogućava da se preduzeće objektivno ocenjuje i vrednuje preko tržišta koje vrši diferencijaciju na uspešne i neuspešne i prdstavlja arbitra uspešnosti poslovanja.
LL@(4482) Note that the profit maximization as a companys objective enables the company to survive, grow and develop. => Bitno je naglasiti da maksimizacija profita kao cilj preduzeća omogućava da se ostvari njegov opstanak, rast i razvoj.
LL@(4483) Generally, strategic objectives deal with the desires and conditions in which the company will operate over a longer period of time. => Generalno posmatrano, strategijski ciljevi se odnose na htenja i uslove u kojima će se preduzeće naći u dužem vremenskom periodu.
LL@(4484) Even so, they must not be arbitrary defined; they have to be clear enough to be taken into account when important managerial decisions are made. => Međutim, i pored toga ne smeju biti formulisani neodređeno, već moraju biti toliko jasni da mogu uticati na donošenje važnih upravljačkih odluka.
LL@(4485) Modern management insists that more recent methods of costing be used to achieve the planned objectives, primarily related to cost reduction and profitability. => Sa aspekta savremenog menadžmenta poželjno je da se koriste noviji metodi obračuna troškova radi dostizanja planiranih ciljeva, pre svega vezanih za sniženje troškova i za sferu profitabilnosti.
LL@(4486) It is important here to have in mind the complexity of cost tracking, of measuring and of increasing the company profitability Š6Ë. => Pri tome je bitno imati u vidu kompleksnost praćenja troškova, merenja i povećanja profitabilnosti preduzeća Š6Ë.
LL@(4487) In this context, it is important to understand the relationship between the target costing and the kaizen costing in the process of implementing modern approaches to cost and profit management, which is especially demanding in the condition of global economic crisis and recovery. => U ovom kontekstu je značajno sagledati povezanosi ciljanog obračun troškova i kaizen obračuna troškova u procesu realizovanja savremenih pristupa upravljanju troškovima i profitom, što je posebno zahtevno u uslovima svetske ekonomske krize i oporavka. 2.
LL@(4488) 2. ~~~ Relevance of kaizen costing A specific system of costing, kaizen costing is based on the kaizen concept. => Relevantnost kaizen obračuna troškova Kaizen obračun troškova (kaizen costing) kao specifičan sistem obračuna se bazira na konceptu kaizena.
LL@(4489) Kaizen (Kyzen) is a Japanese term, a specific combination of two words and literally means change (kai) in order to become good (zen). => Kaizen (Kyzen) je japanski termin koji predstavlja svojevrstan spoj dve reči i doslovno znači promena (kai) da bi se postao dobar (zen) .
LL@(4490) The cost management adopted the kaizen concept as a concept of permanent improvement, ewhich means the continuity and a long-term approach to change. => U menadžmentu troškova je danas prihvaćen koncept kaizena kao stalnog usavršavanja, što znači kontinuiranost i dugoročni pristup promenama.
LL@(4491) The kaizen strategy means slight, gradual improvements in a long-term perspective. => Kaizen strategija podrazumeva mala, postepena poboljšanja uz dugoročnu perspektivu.
LL@(4492) The philosophy underlying the kaizen idea is that each employee can contribute to the method of manufacturing a product and improve the companys operations in some way, therefore, a succession of slight improvements may in time cumulate into a significant increase in efficiency such as a large new investment. => Filozofija koja stoji iza ideje kaizena je da svi zaposleni mogu nečim doprineti načinu izrade proizvoda i boljem obavljanju poslovanja preduzeća, pa da niz malih poboljšanja može tokom vremena kumulirati u tako značajnom povećanju efikasnosti kao što bi bio slučaj sa jednom velikom novom investicijom.
LL@(4493) This could be visualized by a rising line representing the work productivity in a coordinate system where the x axis presents the time period, and the y axis presents productivity, contrary to single substantial improvements, such as inventions or investments into equipment, that are made at a definite moment and would be represented by a gradually rising line. => To bi moglo da se vizualizuje uzlaznom linijom koja predstavlja produktivnost rada u koordinatnom sistemu gde je na x osi vreme, a na y osi produktivnost, za razliku od jednokratnih velikih poboljšanja, kao što su invencije ili investicije u opremu koje se dešavaju u određenom vremenu, čemu bi odgovaralo predstavljanje stepenastom linijom.
LL@(4494) The key elements of kaizen are as follows: quality, effort, will for change and communication. => Ključni elementi kaizena su: kvalitet, napor, volja za promenom i komunikacija.
LL@(4495) The manager who accepts the kaizen supports the continual process of imcremental improvements within an organization. => Stav menadžera koji podrazumeva prihvatanje kaizena podržava kontinuelni proces inkrementalnih poboljšanja unutar neke organizacije.
LL@(4496) The fundamentals of kaizen model comprise five elements: team work, individual discipline, high level of ethics, quality circles and suggestions for improvements. => Osnova kaizen modela se sastoji od pet elemenata: timski rad, individualna disciplina, povišen moral, krugovi kvaliteta i sugestije za poboljšanja.
LL@(4497) These give three key aspects of keizen: elimination of waste products and inefficiency, the 5 S framework for good maintenance and standardization. => Iz ovoga proizilaze tri ključna aspekta kaizena: eliminacija škarta i neefikasnosti, 5 S okvir za dobro održavanje i standardizacija.
LL@(4498) The areas of the effects are quality management, cost management and logistics management. => Područja efekata su upravljanje kvalitetom, menadžment troškova i menadžment logistike.
LL@(4499) Through its impact upon manyfold functional parts of the organization, kaizen can eventually lead to a sustainable profit management. => Kroz uticaj na mnogostruke funkcionalne delove organizacije, kaizen može konačno dovesti do održivog upravljanja profitom.
LL@(4500) The organization should first reduce or eliminate waste products and inefficiency resulting from excessive production, surplus stocks, returned products, waiting, installation, transport. => Najpre bi organizacija trebalo da smanji ili eliminiše škart i neefikasnost koji su proizašli iz prekomerne proizvodnje, viška zaliha, vraćenih proizvoda, čekanja, montaže, transporta.
LL@(4501) The next building block, good maintenance is achieved through the 5 S (in Japanese): (1) seiri cleaning up in the sense of keeping only what is necessary for work to be done and what contributes to work simplification; (2) seiton tidiness as increased efficiency by allocating material, equipment, etc; (3) seiso cleanliness, so that everything looks appropriate and attractive; (4) seiketsu - putting to order in the sense of regularity and institutionalization of keeping things clean and organized as part of visual management; and (5) shitsuke discipline referring to individual responsibility Š7Ë. Standardization of practice is still very important, and management is in charge of the the standards. => Dobro održavanje kao sledeći gradivni blok se postiže kroz 5 S (na japanskom): (1) seiri pospremanje u smislu odvajanja samo onog što je neophodno za rad i doprinosi simplificiranju rada, (2) seiton urednost kao povećanje efikasnosti putem alokacije materijala, opreme itd., (3) seiso čistoću tako da sve izgleda prikladno i atraktivno, (4) seiketsu dovođenje u red u smislu regularnosti i institucionalizacije držanja stvari čistim i organizovanim kao deo vizuelnog menadžmenta i (5) shitsuke - disciplinu koja se odnosi na pojedinačnu odgovornost Š7Ë. ~~~ Standardizacija prakse je dalje veoma bitna, a menadžment je zadužen za poboljšanje standarda.
LL@(4502) Moreover, improving top management plays an important role in ensuring that kaizen, 5 S, and work standardization are widely implemented and coordinated, alongside the strict selfdiscipline of all employees, and their mutual collaboration. => Pri svemu ovome vrhovni menadžment igra značajnu ulogu u staranju o široko rasprostranjenoj primeni i koordinaciji kaizena, 5 S i standardizacije rada, uz veliku samodisciplinu svih zaposlenih, ali i njihovu međusobnu saradnju.
LL@(4503) This is essentially a process-oriented management style, which has its vital behaviouristic dimension. => U suštini se radi o procesno orijentisanom stilu menadžmenta, što ima svoju bitnu biheviorističku dimenziju.
LL@(4504) The implementation of the kaizen strategy brings the change in the employee behaviour in its wake. => U realizaciji kaizen strategije dolazi do promena ponašanja zaposlenih.
LL@(4505) As regards the cost management, it is important that kaizen costing has a mission of cost reduction. => Sa stanovišta menadžmenta troškova bitno je da kaizen obračun troškova ima misiju snižavanja troškova.
LL@(4506) This is the system of costing that focuses upon reducing costs in the manufacture phase as part of the overall life cycle of the product. => To je sistem obračuna troškova koji se usredsređuje na snižavanje troškova u fazi proizvodnje kao delu celokupnog životnog ciklusa proizvoda.
LL@(4507) Since the term kaizen in Japanese means slight incremental improvement of the process, rather than improvements through large-scale innovations, this is a reasonable approach to the manufacture phase, where big changes would incur high costs. => Pošto kaizen kao termin na japanskom znači mala inkrementalna poboljšanja procesa pre nego poboljšanja kroz velike inovacije, ovo predstavlja razuman pristup za fazu proizvodnje, gde bi velike promene zahtevale visoke troškove.
LL@(4508) The cost reduction goals mean continual engagement, that is, comparing target costs with actual amounts of reduced costs. => Ciljevi sniženja troškova podrazumevaju kontinuelno angažovanje, odnosno uporedjivanje ciljanih troškova sa stvarnim iznosima sniženih troškova.
LL@(4509) Here, it is especially important that the employees know how to improve the processes, as well as that they are responsible in achieving standards of cost reduction. => Pri tome je posebno značajno znanje radnika o tome kako da se poboljšaju procesi, kao i njihova odgovornost prilikom dostizanja standarda sniženja troškova.
LL@(4510) In case the amounts of targeted cost reduction are not achieved, an investigation is needed. => Istraživanje je potrebno izvršiti ukoliko iznosi ciljanog sniženja troškova nisu dostignuti.
LL@(4511) Problems may arise in cases of hard pressure upon the employees as well as due to managerial focusing upon details. => Problemi mogu nastati zbog velikog pritiska na zaposlene i zbog menadžerskog fokusiranja na detalje.
LL@(4512) In Toyota, a successful Japanese company, kaizen used to be stressed as a starting point for new reasoning and as an inspiration for high quality products and services focused on customers, which ultimately lead to a global business success Š8Ë. => U uspešnoj japanskoj kompaniji Toyota kaizen je istican kao polazište za novo razmišljanje i kao inspiracija za proizvode i usluge visokog kvaliteta fokusirane na kupce, što je u krajnjoj instanci doprinelo poslovnom uspehu globalnih razmera Š8Ë.
LL@(4513) The essence of kaizen is expressed in the following slogans: All roads lead to continual improvements and Always better rather than the best. => Suština kaizena je sažeta u sledečim sloganima: ~~~ Svi putevi vode ka kontinuiranim poboljšanjima i Uvek bolji pre nego najbolji. 3.
LL@(4514) 3. ~~~ Target costing and managerial decision making Target Costing (TC) is a method of cost and profit planning focusing upon products with discrete processes of production towards reducing costs to targeted levels in one plan cycle. => Ciljani obračun troškova i menadžersko odlučivanje Ciljani obračun troškova (TC - Target Costing) je metod planiranja troškova i profita koji se fokusira na proizvode sa diskretnim procesima proizvodnje da bi se snizili troškovi do ciljanih nivoa u jednom planskom ciklusu.
LL@(4515) It takes into account the assumed customers ability to pay, that is, market prices. => On uzima u obzir pretpostavljenu sposobnost kupaca da plate, odnosno formiranje tržišnih cena.
LL@(4516) Since this way starts from target profit, the target costs may not be exceeded. => Pošto se na ovaj način polazi od ciljanog profita, ciljani troškovi se ne smeju premašiti.
LL@(4517) The order of steps and the way of thinking in pricing the product in case of target costing differ from the traditional costing to a large extent. => Kod ciljanog obračuna troškova redosled koraka i način razmišljanja o određivanju troškova proizvoda se znatno razlikuju od tradicionalnog obračuna troškova.
LL@(4518) First and foremost, the marketing research does not stop in the starting phase prior to the product specification, but is run continually throughout the target costing process. => Pre svega, istraživanje marketinga se ne završava u početnoj fazi pre specifikacije proizvoda, već se odvija kontinuirano tokom čitavog procesa ciljanog obračuna troškova.
LL@(4519) Besides, more time is consumed in the specification phase and the product design phase in order to minimize the demand for changing the product design in the course of the production process when this is considerably more expensive. => Pored toga, više vremena se utroši u fazi specifikacije i projektovanja proizvoda da bi se minimizirala potreba za promenom dizajna proizvoda u toku procesa proizvodnje, kada je to mnogo skuplje.
LL@(4520) Generally, target costing uses a modified concept of the overall life cycle of a product or a service. => U celini posmatrano, kod ciljanog obračuna troškova primenjuje se modifilovani koncept celokupnog životnog ciklusa proizvoda ili usluge.
LL@(4521) This means that the costs of product maintenence and costs of getting rid of it are also included. => To znači da su uključeni i troškovi održavanja proizvoda i oslobađanja od njega.
LL@(4522) The target sales price of a product/service Stc, as well as the target scope of realized products/delivered services are determined. => Određuje se ciljana prodajna cena proizvoda/usluge Stc i ciljani obim realizovanih proizvoda/pruženih usluga.
LL@(4523) The target profit margin Ptc results from a long-term profit analysis and is usually based on the returns on income from sales, since this ratio is most easily brought into relation with profitability for any product/service. => Ciljana margina profita Ptc rezultira iz analize profita na dugi rok i obično je bazirana na prinosu na prihod od prodaje zato što se ovaj racio može najbliže dovesti u vezu sa profitabilnošću za svaki proizvod/uslugu.
LL@(4524) The target cost Ctc is the difference between the target sales price of the product and the target profit margin. => Ciljani trošak Ctc je razlika između ciljana prodajne cene proizvoda i ciljane margine profita.
LL@(4525) These relations are expressed by the following equation: Ctc = Stc Ptc Target costing is done for each product component too. => Ove relacije su predstavljene u sledećoj jednačini: ~~~ Ctc = Stc - Ptc. ~~~ Takođe se određuju ciljani troškovi za svaku komponentu proizvoda.
LL@(4526) This is the area of value engineering, which here represents the process of re-examining each of the product components in order to find out whether its costs could be reduced while retaining its functionality and its existing performances. => To je domen inženjeringa vrednosti, koji ovde predstavlja proces preispitivanja svake komponente proizvoda da bi se odredilo da li njeni troškovi mogu biti smanjeni uz zadržavanje funkcionalnosti i postojećih performansi.
LL@(4527) In some cases the design may be changed, the materials used in manufacturing may be replaced or production processes may be redesigned. => U nekim slučajevima se može izmeniti dizajn, zameniti materijali korišćeni u proizvodnji ili se vrši redizajniranje proizvodnih procesa.
LL@(4528) In practice, several iterations of value engineering are usually necessary in order that the final target costs are defined. => U praksi je obično potrebno nekoliko iteracija inženjeringa vrednosti da bi se odredili finalni ciljani troškovi.
LL@(4529) The strategy orientation and the holistic approach are evident in building crossfunctional teams whose members come from all business paths. => Strategijska orijentacija i holistički pristup su evidentni kod formiranja kros-funkcionalnih timova čiji su članovi iz svih poslovnih funkcija.
LL@(4530) There are also the external representatives of the value chain sections. => Pored toga, tu su i eksterni predstavnici delova lanca vrednosti.
LL@(4531) The company establishes long-term business relations with them. => Sa njima preduzeće uspostavlja dugoročne odnose.
LL@(4532) Of special importance is the role of suppliers who may be requested to reduce the costs of certain components if necessary. => Posebno je značajna uloga snabdevača od kojih se može tražiti da snize troškove pojedinih komponenti ukoliko je to potrebno.
LL@(4533) This can result into the supply chain management which develops long-term cooperation between the business customers and the suppliers, the one that will be fruitful for both parties. => Ovo može rezultirati u menadžmentu lanca snabdevanja kojim se razvijaju dugoročni kooperativni odnosi između poslovnih kupaca i dobavljača koji će doneti obostrane koristi.
LL@(4534) When implemented, target costing may cause certain difficulties, primarily in the communication among various parties involved in both the process and the employee motivation. => U primeni ciljani obračun troškova može prouzrokovati određene teškoće, pre svega u komunikaciji između različitih strana uključenih u proces i u motivaciji zaposlenih.
LL@(4535) It is successfully implemented not only in a large number of Japanese companies, but also in companies worldwide, as a broader approach to cost management and profit planning (e.g., in Eastman, Kodak and Boeing companies) Š9, 10Ë. => On se uspešno primenjuje u mnogim japanskim kompanijama, a kao širi pristup mendžmentu troškova i planiranju profita i u preduzećima širom sveta (npr. u kompanijama Eastman Kodak i Boeing) Š9, 10Ë .
LL@(4536) On the basis of research and comparison of more recent methods of costing, a conclusion can be drawn that target costing is a tool directly resulting from highly competitive markets in a variety of industries. => Na bazi istraživanja i kompariranja novijih metoda obračuna troškova možemo zaključiti da ciljani obračun troškova predstavjla alat koji je direktno rezultirao iz veoma konkurentnih tržišta u mnogim privrednim delatnostima.
LL@(4537) It is implemented to determine the desired costs of the product on the basis of the given competitive price, so that the product should yield a desired profit. => Njime se određuju poželjni troškovi proizvoda na bazi date konkurentske cene, tako da proizvod donese željeni profit.
LL@(4538) In this way, the cost is determined by the price. => Na ovaj način trošak je determinisan cenom.
LL@(4539) The company using target costing must frequently apply strict measures of cost reduction or redesign the product or production process to remain profitable with the given market price. => Preduzeće koje koristi target costing mora često da primenjuje striktne mere redukcije troškova ili da redizajnira proizvod ili proces proizvodnje da bi uspelo da uz datu tržišnu cenu ostane profitabilno.
LL@(4540) Target costing encourages the firm to become more competitive, especially in industries where even smallest differences in prices attract the customers towards lower-price products. => Ciljani obračun troškova podstiče firmu da bude konkurentnija, posebno u delatnostima gde čak i male razlike u ceni privlače kupce ka proizvodima sa nižom cenom.
LL@(4541) A good example of an industry implementing TC is the production of cameras. => Dobar primer za industriju koja primenjuje TC je proizvodnja foto aparata.
LL@(4542) The camera producers such as Minolta know the market price of each production line of the cameras they produce, therefore they redesign the product (for example, add/take out certain properties, use less expensive parts and materials) and redesign the production process in order to reduce production costs to previously defined target costs Š11Ë. => Proizvođači foto aparata kao što je Minolta, znaju tržišnu cenu za svaku liniju kamera koje proizvode, tako da oni redizajniraju proizvod (na primer dodaju/oduzimaju određene karakteristike, koriste jeftinije delove i materijale) i redizajniraju proizvodni proces da bi reducirali proizvodne troškove do unapred određenih ciljanih troškova Š11Ë.
LL@(4543) The automobile industry also uses the TC Š12Ë. => U automobilskoj industriji se takođe koristi TC Š12Ë.
LL@(4544) The Toyota company introduced the method of target costing in 1960s to achieve high quality and desired properties of products, at competitive prices. => Kompanija Toyota je kao metod uvela ciljani obračun troškova šezdesetih godina 20. veka da bi njime postigla visok kvalitet i željene karakteristike proizvoda po konkurentnoj ceni.
LL@(4545) It is well known that Toyota is one of the leading automobile producers in the world, which was evident in the conditions of the global economic crisis too. => Poznato je da je Toyota među vodećim svetskim proizvođačima automobila, što se pokazalo i u uslovima globalne ekonomske krize.
LL@(4546) This company is very successful in placing high quality vehices at competitive prices. => Ova kompanija uspešno plasira visoko kvalitetna vozila po konkurentnim cenama.
LL@(4547) It is important to note that target costing is an approach in which cost management plays an important role. => Bitno je naglasiti da ciljani obračun troškova predstavlja pristup u kome menadžment troškova igra veliku ulogu.
LL@(4548) In implementing target costing the company plans, or designs the product to achieve the desired profit, fulfilling the expectations of customers as to the quality and the properties of the product. => Korišćenjem ciljanog obračuna troškova preduzeće planira, odnosno projektuje proizvod da bi ostvarilo željeni profit uz zadovoljenje očekivanja kupaca vezanih za kvalitet i za karakteristike proizvoda.
LL@(4549) The balancing of costs, properties and quality is effected through designing, manufacturing, sales and servicing the product, but the stress is on the first phase, the design. => Balansiranje troškova, karakteristika i kvaliteta se odvija kroz projektovanje, proizvodnju, prodaju i servisiranje proizvoda, ali ima naglasak u prvoj fazi, projektovanju.
LL@(4550) When the alternatives in this area are analysed and the selection is accomplished, Toyota is shown to have a maximum flexibility in selecting the options that affect the production and all the other costs of the product, such as the costs related to the customer service and technical guarantee. => Kada se alternative u ovom području ispitaju i izvrši selekcija, Toyota ima maksimalnu fleksibilnost za izbor opcija koje utiču na proizvodne i sve ostale troškove proizvoda, kao što su troškovi vezani za servis kupcima i za tehničku garanciju.
LL@(4551) When the product design has been completed and the production starts, the cost consequences of the selection of properties and production methods are fixed until the next change in the model. => Pošto se projektovanje proizvoda završi i počne proizvodnja, troškovne posledice izbora karakteristika i metoda proizvodnje su utvrđene do sledeće promene modela.
LL@(4552) As a result, the development of proper, cost effective design is of critical importance. => Kao rezultat, razvoj dobrog, troškovno efektivnog projektovanja je kritičan.
LL@(4553) In this way, the concept of target costing stresses the application of the designing process to improve the product and reduce costs, that is, with time and material saving. => Na ovaj način koncept ciljanog obračuna troškova stavlja naglasak na koriščenje procesa projektovanja da bi se poboljšao proizvod i snizili troškovi, odnosno uz uštedu vremena i materijala.
LL@(4554) From the managerial point of view, target costing is a technique that assumes that the company defines the allowed, or permissible, i.e., target costs for a product or a service starting from the given market price, so that it should earn a desired profit, which is especially applied in the conditions of global competition and the customers increased expectations. => Sa menadžerskog aspekta, ciljani obračun troškova je tehnika koja podrazumeva da preduzeće određuje dozvoljene, odnosno dopustive, tj. ciljane troškove za proizvod ili uslugu polazeći od date tržišne cene, tako da može da ostvari željeni profit, što se posebno primenjuje u uslovima globalne konkurentnosti i povećanih očekivanja kupaca.
LL@(4555) The company has at disposal two options to reduce costs to the target cost level. => Preduzeće ima dve opcije da snizi troškove do ciljanog troškovnog nivoa:
LL@(4556) 1) by introducing new production technology, by implementing advanced cost management techniques, such as activity based costing and by achieving higher productivity; 2) by redesigning a product or a service, since decisions related to designing affect the whole life cycle of costs and can contribute to a significant reduction in total costs. => 1) uključivanjem nove proizvodne tehnologije, korišćenjem naprednih tehnika menadžmenta troškova, kao što je obračun troškova na bazi aktivnosti i ostvarenjem veće produktivnosti; 2) redizajniranjem proizvoda ili usluge, pošto odluke vezane za projektovanje utiču na ceo životni ciklus troškova i mogu doprineti znatnom sniženju ukupnih troškova.
LL@(4557) A large number of companies implement both options. => Mnoga preduzeća primenjuju obe opcije.
LL@(4558) The target costing, having a clearly set objective, is shown to motivate both the managers and the employees. => Pokazalo se da ciljani obračun troškova, pošto ima jasno postavljen cilj, deluje motivišuće i na menadžere, i na zaposlene.
LL@(4559) In the designing process, a large number of automobile, software and other commodity producers have to determine a number and type of properties that will be included into periodical updating and modernizations using cost and market analyses. => Veliki broj proizvođača automobila, softvera i mnogih potrošnih dobara moraju da odrede u procesu projektovanja broj i tip karakteristika koje će uključiti u periodično ažuriranje i modernizovanje korišćenjem troškova i tržišnih razmatranja.
LL@(4560) The target costing, based on the functionality and cost analysis is found to be an appropriate managerial tool for these companies. => Ciljani obračun troškova, baziran na analizi balansa funkcionalnosti i troškova, predstavlja odgovarajući menadžerski alat za ova preduzeća.
LL@(4561) Target costing is implemented by an increasing number of companies worldwide: Toyota, Honda Motor Company, Boeing, Intel Š13Ë. => Rastući broj preduzeća u svetu koristi ciljani obračun troškova : ~~~ Toyota, Honda Motor Company, Boeing, Intel Š13Ë.
LL@(4562) Thus they compete on the basis of price and functionality defining. => Oni na ovaj način konkurišu na bazi određivanja cena i funkcionalnosti.
LL@(4563) Target costing can also be viewed from the aspect of its individual phases. => Ciljani obračun troškova se može posmatrati i sa aspekta pojedinih njegovih faza.
LL@(4564) The analysis of the target costing implementation shows that it is conducted in five steps: 1) defining market cost; 2) determining desired profit; 3) computing target cost; 4) implementing value engineering to identify the ways of reducing production costs; 5) implementing kaizen costing and operational control for further cost reductions Š14Ë. => Analiza primene pristupa ciljanog obračuna troškova pokazuje da se on odvija u pet koraka: ~~~ 1) određivanje tržišne cene; 2) utvrđivanje poželjnog profita; 3) izračunavanje ciljanog troška; 4) korišćenje inženjeringa vrednosti da bi se identifikovali načini da se snize proizvodni troškovi; 5) primena kaizen obračuna troškova i operativne kontrole za dalje redukovanje troškova Š14Ë.
LL@(4565) Often, we deal with two approaches to the profit determining itself. => Često su prisutna dva pristupa samom određivanju profita.
LL@(4566) The desired profit is usually determined by the product unit, which means that, if the product price falls proportionally, the profit will remain unchanged after the change in the price, presuming that the quantity of target cost falls, and the products sold does not change for the company. => Obično se određuje poželjan profit po jedinici proizvoda, što podrazumeva da, ukoliko cena proizvoda pada, i ciljani trošak opada proporcionalno, tada će profit ostati nepromenjen posle promene cene, uz pretpostavku da se za preduzeće količina prodatih proizvoda ne menja.
LL@(4567) The other approach is determining the desired profit as a percentage of returns on sales. => Drugi pristup je određivanje poželjnog profita kao procentualnog dela prihoda od prodaje.
LL@(4568) Target costing implements the value engineering to reduce product costs by analysing the balance among different types of production functionality, or cost characteristics, and especially total production costs. => Inženjering vrednosti se koristi u ciljanom obračunu troškova da bi se snizili troškovi proizvoda analizira njem ravnoteže između različitih tipova proizvodne funkcionalnosti, odnosno karakteristika troškova, a posebno ukupnih proizvodnih troškova.
LL@(4569) An important first step in value engineering is the customer analysis in the new or modified product designing phase. => Značajan prvi korak u inženjeringu vrednosti je obavljanje analize potrošača u fazi projektovanja novog ili izmenjenog proizvoda.
LL@(4570) The customer analysis identifies the customers critical preferences that determine the desired functionality of the new product. => Analiza potrošača identifikuje kritične preference potrošača koje određuju željenu funkcionalnost novog proizvoda.
LL@(4571) The type of value engineering to be implemented will depend on the product functionality. => Tip inženjeringa vrednosti koji se koristi zavisi od funkcionalnosti proizvoda.
LL@(4572) In case of one group of products, including automobiles, software, and varied products of electronics such as cameras, audio and video equipment, functionality can be added or withdrawn in a relatively easy manner. => Za jednu grupu proizvoda, uključujući automobile, softver i mnoge proizvode potrošačke elektronike kao što su kamere, audio i video oprema, funkcionalnost se može dodati ili oduzeti relativno lako.
LL@(4573) These products often appear in new models or are innovated, therefore the customers preferences change. => Ovi proizvodi imaju česte nove modele ili se inoviraju, pa se preference kupaca menjaju.
LL@(4574) The manufacturer selects a group of properties that will be incorporated into each new model of the product. => Proizvođač bira grupu karakteristika koje će uključiti u svaki novi model proizvoda.
LL@(4575) For the other group of products, functionality is designed as part of the product, rather than added to it. => Za drugu grupu proizvoda funkcionalnost se pre pojektuje u proizvod, a ne dodaje se.
LL@(4576) This is true for specialized equipment, e.g., construction equipment, heavy specialized medical equipment. => To se odnosi na specijalizovanu opremu, na primer na građevinsku opremu, na teške kamione, na specijalizovanu medicinsku opremu.
LL@(4577) Contrary to the former group, here the preferences of customers, the professionsl customers, are relatively constant. => Za razliku od prve grupe, ovde su preference kupaca, koji su profesionalni kupci, relativno stabilne.
LL@(4578) It is logical that target costing is more useful to the products of the former group, since the company is more independent in dealing with a larger number of characteristics/properties. => Logično je da je ciljani obračun troškova korisniji za proizvode prve grupe, pošto preduzeće ima više samostalnosti oko većeg broja karakteristika.
LL@(4579) A usual type of value analysis in such companies is the functional analysis as a process of examining the performances and costs of each of the product properties and functions. => Uobičajen tip analize vrednosti u ovim firmama je funkcionalna analiza kao proces istraživanja performansi i troškova svake važne karakteristike i funkcija proizvoda.
LL@(4580) The aim of the analysis is to determine the desired balance of functionality and costs. ~~~ The desired level of performances for each function is achieved by keeping the costs of all the functions below the target costs level. => Cilj analize je da se odredi poželjni balans funkcionalnosti i troškova. @eljeni nivo performansi za svaku funkciju se dostiže uz držanje troškova svih funkcija ispod nivoa ciljanih troškova.
LL@(4581) Benchmarking is often used in this phase to determine which properties ensure competitive advantage to the company Š15Ë. => Benčmarking se često koristi u ovoj fazi da bi se odredilo koje karakteristike obezbeđuju preduzeću konkurentske prednosti Š15Ë.
LL@(4582) The examples for this are the Olympus and the Nissan companies Š16, 17Ë. => Primer su kompanije Olympus i Nissan Š16, 17Ë.
LL@(4583) It is characteristic that the Nissan company, one that has both internal and external suppliers of parts and components, implements target costing on both levels the level of costs and the component level. => Karakteristično je da se u kompaniji Nissan, koja ima i interne, i eksterne izvore snabdevanja za delove i komponente, ciljani obračun troškova koristi na oba nivoa proizvoda i komponenti.
LL@(4584) The design analysis is a usual form of value engineering for the products in the latter group, the industrial and specialized products. => Analiza projektovanja je uobičajena forma inženjeringa vrednosti za proizvode druge grupe, industrijske i specijalizovane proizvode.
LL@(4585) The designing team prepares several possible designs of a product, each of which has trucks, similar properties, with different levels of performances and different costs. => Tim za projektovanje priprema nekoliko mogućih dizajna proizvoda, od kojih svaki ima slične karakteristike, sa različitim nivoima performansi i različitim troškovima.
LL@(4586) Benchmarking and the value chain analysis help in the selection of design which includes both low costs and competition. => Benčmarking i analiza lanca vrednosti pomažu u izboru dizajna koji podrazumeva i niske troškove, i konkurentnost.
LL@(4587) The designing team works together with the cost management experts to identify the design that best satisfies the customers preferences, but does not exceed target costs. => Tim za projektovanje radi zajedno sa stručnjacima za menadžment troškova da bi izabrali onaj dizajn koji najbolje zadovoljava preference kupaca, a ne prelazi ciljane troškove.
LL@(4588) It is characteristic that the implementation of target costing means the collaboration of cost managers, product designers, supply managers, production managers and marketing managers, all towards an understanding of costs of different characteristics and options. => Karakteristično je da u primeni ciljanog obračuna troškova uspešno zajedno rade menadžeri troškova, dizajneri proizvoda, menadžeri nabavke, proizvodni menadžeri i marketing menadžeri uz težnju ka razumevanju troškova različitih karakteristika i opcija.
LL@(4589) This means an affirmation of crossfunctionality, which may even lead to the change in organizational culture. => To znači afirmaciju kros-funkcionalnosti, koja vodi i do promene organizacione kulture.
LL@(4590) The fifth step in target costing is the implementation of kaizen, as well as operational control to further reduce the costs. => Peti korak u ciljanom obračunu troškova je korišćenje kaizena, kao i operativne kontrole da bi se dalje snizili troškovi.
LL@(4591) Kaizen is conducted in the production phase after the effects achieved by value engineering and by an improved design, when new production methods, managerial approaches such as total quality control, but also new managerial techniques related to operational control are developed. => Kaizen se odvija u proizvodnoj fazi nakon efekata koji su postignuti inženjeringom vrednosti i poboljšanim projektovanjem, kada se razvijaju novi metodi proizvodnje, menadžerski pristupi kao što je upravljanje totalnim kvalitetom, ali i nove menadžerske tehnike vezane za operativnu kontrolu.
LL@(4592) Kaizen assumes continual improvement, which means continual attempts to find new ways of cost reductions in the production process with a given design and functionality. => Kaizen podrazumeva kontunelno poboljšanje, što znači neprestane pokušaje vezane za nove načine snižavanja troškova u proizvodnom pocesu sa datim dizajnom i funkcionalnošću.
LL@(4593) Figure 1 presents the relationship between the steady and the falling market prices in the business with intensive/high competition, target costing and kaizen Šmodified after 14Ë. Target costing is increasingly implemented as it enhanses the customer satisfaction due to focusing upon value for the customers, reduces costs, has a more efficient and a more effective product design, helps the company achieve the desired profitability on new or redesigned products, facilitates the coordination among the cost management, designing, production, marketing along the cost life cycle and along the sales life cycle. => Na slici 1. je predstavljena veza između stabilne ili opadajuće tržišne cena u delatnosti sa intenzivnom konkurencijiom, ciljanog obračun troškova i kaizena Šmodif.prema 14Ë. ~~~ Ciljani obračun troškova je sve više primenjivan pošto povećava zadovoljstvo kupaca zbog fokusiranja na vrednosti za kupce, snižava troškove, ima efikasniji i efektivniji dizajn proizvoda, pomaže da preduzeće ostvari željenu profitabilnost na novim ili na redizajniranim proizvodima, olakšava koordinaciju menadžmenta troškova, projektovanja, proizvodnje, marketinga kroz životni ciklus troškova i kroz životni ciklus prodaje.
LL@(4594) Figure 1. => Značaj ciljanog obračuna troškova kao svojevrsnog menadžerskog alata naročito dolazi do izražaja u uslovima svetske ekonomske krize i oporavka.
LL@(4595)  => Snižavanje troškova i ostvarenje ciljanog profita je u ovom kontekstu od vitalne važnosti sa stanovišta menadžmenta.
LL@(4596)  => NJ Cena Trošak- 1 Tržišna cena u delatnosti sa intenzivnom konkurencijom Kaizen da bi se snizili troškovi Trošak- 2 Prvi ciljani trošak i redizajn Drugi ciljani trošak i redizajn Vreme Slika 1.
LL@(4597) Relationship between market prices, target costing and kaizen 4. => Povezanost tržišnih cena, ciljanog obračuna troškova i kaizena 4.
LL@(4598) Conclusion On the basis of the above mentioned we can conclude that, as regards the planned company objectives, the managerial implications of more recent costing methods are highly significant. => Zaključak Na osnovu svega izloženog možemo zaključiti da su, polazeći od planiranih ciljeva preduzeća, veoma bitne menadžerske implikacije novijih metoda obračuna troškova.
LL@(4599) Our focus is the connection between the target costing and kaizen costing as relevant recent costing methods whose implementation becomes increasingly important in modern companies. => U fokusu je povezanost ciljanog obračuna troškova i kaizen obračuna troškova kao relevantnih novijih metoda obračuna troškova čija primena je sve aktuelnija u savremenim preduzećima.
LL@(4600) It should contribute to improving the companys longterm business success. => Ona bi trebalo da doprinese povećanju poslovnog uspeha preduzeća na dugi rok.
LL@(4601) We should also have in mind that this is the concern of managers in the conditions of an ever more intense competition and fast changes in the companys environment. => Moramo imati u vidu da se ovo uzima u obzir od strane menadžera u uslovima zaoštravanja konkurencije i brzih promena u okruženju preduzeća.
LL@(4602) The importance of target costing as a particular managerial tool is especially evident in the conditions of the global economic crisis and recovery. ~~~ From the point of view of management, cost reduction and achievement of target profit is,in this context, of vital importance. => LITERATURA Š1Ë Salvatore D., Managerial Economics in a Global Economy, Oxford University Press, 2006 Š2Ë Bridge J., Dodds J., Planning and the Growth of the Firm, Croom Helm, London, 1978 Š3Ë Salvatore D., Managerial Economics in a Global Economy, Oxford University Press, 2006 Š4Ë Bridge J., Dodds J., Planning and the Growth of the Firm, Croom Helm, London, 1978 Š5Ë Galbraith J. K., The New Industrial State, New American Library, 1971 Š6Ë Drucker P., The Practice of Management, Pan Bo oks Ltd.
LL@(4603) REFERENCES Š1Ë Salvatore D., Managerial Economics in a Global Economy, Oxford University Press, 2006 Š2Ë Bridge J., Dodds J., Planning and the Growth of the Firm, Croom Helm, London, 1978 Š3Ë Galbraith J. K., The New Industrial State, New American Library, 1971 Š4Ë Drucker P., The Practice of Management, Pan Books Ltd. London, 1968 Š5Ë Marris R., Wood A. (editors), The Corporate Economy, MacMillan, London, 1973 Š6Ë Milićević, V., Ilić, B., Kompleksnost merenja i povećanja profitabilnosti preduzeća, Ekonomski vidici, br.3, 2005. => London, 1968 Š7Ë Marris R., Wood A. (editors), The Corporate Economy, MacMillan, London, 1973 Š8Ë Milićević, V., Ilić, B., Kompleksnost merenja i povećanja profitabilnosti preduzeća, Ekonomski vidici, br.3, 2005. Š9Ë Imai, M., Kaizen:
LL@(4604) Š7Ë Imai, M., Kaizen:The Key to Japans Competitive Success, Random House Business Division, New York, 1994 Š8Ë www.toyota,com Š9Ë www.kodak.com Š10Ë www.boeing.com Š11Ë www.konicaminolta.com Š12Ë www.honda.co.jp Š13Ë www.intel.com Š14Ë Blocher, E., Stout, D., Cokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š15Ë Camp.R., Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance, Productivity Press, 2006 Š16Ë www.olympus.com Š17Ë www. nissan-global.com A Model of Supply Chain with Possible Transshipmens Between Retails UDC: 005.552.1 ; 658.7/.8 Mohamed Abu Gaben1, Slobodan Krčevinac2, Mirko Vujošević2 1Al Quds Open University, Gaza, Palestine, mohamedgubeen¿yahoo.com 2Faculty of Organizational Sciences, Beograd, mirkov¿fon.bg.ac.yu XI International Symposium SymOrg 2008, 10th - 13th. => The Key to Japans Competitive Success, Random House Business Division, New York, 1994 Š10Ë www.toyota,com Š11Ë www.kodak.com Š12Ë www.boeing.com Š13Ë www.konicaminolta.com Š14Ë www.honda.co.jp Š15Ë www.intel.com Š16Ë Blocher, E., Stout, D., Cokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGrawHill, Irwin, Boston, 2008 Š17Ë Camp. ~~~ R., Benchmarking: ~~~ The Search for Industry Best Practices That Lead to Superior Performance, Productivity Press, 2006 Š18Ë www.olympus.com Š19Ë www. nissan-global.com Model lanca snabdevanja sa preraspodelom zaliha između maloprodajnih objekata UDK: ~~~ 005.552.1 ; 658.7/. ~~~ Mohamed Abu Gaben1, Slobodan Krčevinac2, Mirko Vujošević21 Al Quds Open University, Gaza, Palestine, mohamedgubeen¿yahoo.com 2Fakultet organizacionih nauka, Beograd, mirkov¿fon.bg.ac.yu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(4605) September 2008, Belgrade, Serbia A supply chain with three stages - manufacturer, distributor and retail facilities - is considered. => Septembar 2008, Beograd, Srbija U ovom radu opisuje se model lanca snabdevanja sa tri karike: dobavljač, distributivni centar i maloprodaja.
LL@(4606) Stochastic demand is met on retail level. => Tražnja je slučajnog karaktera i zadovoljava se u objektima maloprodaje.
LL@(4607) Retail facilities replenish their inventory periodically from the distribution centre and this is supplied from manufacturer on a periodical basis. => Maloprodavci se periodično (dnevno) snabdevaju iz distributivnog centra, a ovaj jednom u nekoliko perioda (jednom nedeljno), od dobavljača.
LL@(4608) Retail inventory is reviewed at the end of each period and new order is placed to the distribution centre. => Zalihe se kontrolišu na kraju perioda, i naručuju za sledeći period.
LL@(4609) The following two supplying replenishment rules are considered: a) there is no transshipment between retails, and b) transshipment between retails is allowed. => Razmatraju se dva sistema snabdevanja: a) kada ne postoji poprečno snabdevanja između objekata maloprodaje i b) kada postoji mogućnost preraspodele zaliha između maloprodavaca.
LL@(4610) A mathematical model was developed for minimizing total inventory cost when demand is deterministic. ~~~ The model was implemented using the AMPL modelling language. => Razvijen je polazni matematički model za nalaženje optimalne politike snabdevanja kojom se minimiziraju ukupni troškovi za determinističku tražnju.
LL@(4611) Optimal solutions for different scenarios, i.e. different sets of deterministic demand, are obtained using this model. ~~~ These solutions are used as input data for new model which finds a compromise solution to minimizing the total regret. => Model je implementiran u modelujućem jeziku AMPL i korišćen je za određivanje ulaznih podataka za sledeći, složeniji model u kojem se traži najbolja politika snabdevanja za slučaj stohastičke tražnje.
LL@(4612) The total regret is defined as the sum of the differences between the total inventory cost obtained using compromise solution and the total inventory cost obtained using optimal solution for a given scenario. => Kao kriterijumska funkcija koristi se ukupno žaljenje koje se računa kao zbir razlike ostvarenih troškova za slučajnu tražnju u odnosu na optimalne troškove kada bi tražnja bila deterministička.
LL@(4613) Experimental results show that implementing transshipment between retails may reduce total inventory cost. ~~~ 1. => Izvršeni su eksperimenti sa hipotetičkim podacima i data je analiza i poređenje različitih sistema funkcionisanja lanca snabdevanja. 1.
LL@(4614) Introduction Inequalities in demand often result into the shortage of supplies in some retail facilities, while others report surpluses, regardless of their being part of the same supply chain. => Uvod Neravnomernost tražnje je uzrok pojavi nedostatka zaliha u nekim objektima maloprodaje (MP), dok u drugima, koji pripadaju istom lancu, istovremeno postoji višak.
LL@(4615) The classic rules of supply and the appropriate transportation models do not assume the redistribution of supplies among the retailers, that is, transshipment to the retail facility from another one. ~~~ The shortage in supplies lasts as long as the delivery arrives from a supplier or from a distribution centre (DC). => Klasična pravila snabdevanja i odgovarajući modeli transporta ne predviđaju preraspodelu zaliha između maloprodajnih objekata, odnosno poprečno snabdevanje objekta MP iz nekog drugog, Nedostatak zaliha traje sve dok ne dospe isporuka od dobavljača, odnosno iz distribucionog centra (DC).
LL@(4616) A logical issue that needs to be discussed is wheter a transshipment of supplies among retailers is possible and whether it pays. => Logično je postaviti pitanje da li je moguće i da li se isplati poprečna preraspodela zaliha između objekata MP.
LL@(4617) This paper is devoted to this very issue and offers a model to analyse various scenarios of the potential supplies redistribution. => U ovom radu se razmatra upravo to pitanje i daje model koji služi za analizu različitih scenarija potencijalne redistribucije zaliha.
LL@(4618) The study of the phenomena in the supply chains Š1,2Ë shows that the firms performance is increasingly dependent on the performance of the chain it is part of. => Izučavanje fenomena u lancima snabdevanja Š1,2Ë pokazuje da uspešnost firme u sve većoj meri zavisi od uspešnosti lanca kome pripada.
LL@(4619) In order that the efficiency be improved, the issues of transportation, stocks and information support, as well as new rules for the chain operation are analysed. => Radi postizanja što veće efikasnosti detaljnije se proučavaju pitanja transporta, zaliha i informatičke podrške kao i nova pravila funkcionisanja lanca.
LL@(4620) One modern approach is the implementation of transshipment and supply redistribution Š3,4Ë. => Jedan od modernih pristupa je korišćenje poprečnog snabdevanja i preraspodele zaliha Š3,4Ë.
LL@(4621) The modern information- communication infrastructure has allowed for the transshipment concepts to be implemented in dealing with the consumer commodity, and not, as it was earlier the case, only in dealing with relatively expensive products (e.g., automobiles) whose delivery, by a rule, takes time. => Savremena informaciono komunikaciona infrastruktura je omogućila da se koncepti poprečnog snabdevanja koriste i za proizvode široke proizvodnje, a ne, kao ranije, samo za relativno skupe proizvode (npr. atomobili) na čiju se isporuku, po pravilu, čeka.
LL@(4622) The chain and the issue description discussed in this paper is presented in the next chapter. => Opis lanca i problema koji se razmatra u ovom radu dat je u sledećoj sekciji.
LL@(4623) The third chapter brings a mathematical model, its translation into the algebraic modelling language AMPL Š5Ë, and the data used in the experiments. => Treća sekcija sadrži matematički model, njegovo prevođenje u algebarski mo delujući jezik AMPL Š5Ë. i podatke sa kojima su vršeni eksperimenti.
LL@(4624) The findings and the analysis of these are presented in the fourth chapter, whereas the fifth chapter offers brief concluding remarks related to the research the findings of which are presented below. => Eksperimentalni rezultati i njihova analiza su prikazani u četvrtoj sekciji, a u petoj su data kratka zaključna razmatranja u vezi sa istraživanjem čiji su rezultati ovde prikazani. 2.
LL@(4625) 2. ~~~ Problem description and formulation Redistribution is defined as a process of cross, lateral, transfer of stocks from one retail facility (RF) with a surplus of stocks to another RF that reports a shortage. => Opis i formulacija problema Preraspodela je proces poprečnog, bočnog, transfera zaliha od objekta MP sa viškom zaliha do objekta MP koji ima manjak.
LL@(4626) The stocks redistribution among the RF is often a less expensive and a more convenient option compared to the increase in the number of deliveries from the supplier. => Preraspodela zaliha između objekata MP je često jevtinija i poželjnija opcija od povećanja broja isporuka od dobavljača.
LL@(4627) It is one method to reduce the risk of the shortages in the product supply. => Omogućavanje preraspodele je jedan od načina da se smanji rizik nedostajućih zaliha proizvoda.
LL@(4628) Besides, redistribution increases the frequency of supplies and shortens the time of delivery which could otherwise be unacceptably long due to long distances between the suppliers and distribution centres, or due to the orders being extremely small. => Pored toga, preraspodela povećava učestanost snabdevanja i skraćuje vreme isporuke koje može biti nedozvoljeno dugo usled velikog rastojanja između dobavljača i distributivnih centara ili zbog uslova minimalne količine naručivanja.
LL@(4629) This is also the way to reduce the storage charges and the costs of stock-outs. => Na taj način se mogu smanjiti i troškovi držanja i troškovi nedostajućih zaliha.
LL@(4630) In case of the classical model, the RF orders are placed to the suppliers in advance, before it can be predisted what the demand will be like in the following period. => U klasičnom modelu se narudžbe MP dostavljaju dobavljačima unapred, pre nego što se može pouzdano proceniti kakva će biti tražnja u narednim periodima.
LL@(4631) Transshipment is the method of reallocation of stocks in accordance with the demand realized in the previous period. => Preraspodela je metod redistribucije zaliha u skladu sa tražnjom ostvarenom u prethodnom periodu.
LL@(4632) The transshipment of stocks helps reduce the costs of storage of defficient stocks in the sales facilities where the realized demand is not in accord with the planned one. => Preraspodelom zaliha smanjuju se troškovi čuvanja ili nedostajućih zaliha na mestima gde ostvarena tražnja odstupa od planirane.
LL@(4633) Transshipment of stocks is considered to be an effective method of dealing with stohastic demand as well as of improving the performance and the reliability of the chain. => Smatra se da preraspodela zaliha predstavlja efektivni metod tretmana stohastičke tražnje i poboljšanja performansi i pouzdanosti lanca.
LL@(4634) The stocks transshipment concept, however, requires that the communication and information exchange in the supply chain be increased. => Međutim, koncept preraspodele zaliha zahteva povećanu komunikaciju i deljenje informacija u lancu snabdevanja.
LL@(4635) The Internet and other modern communication technologies ensure efficient ways of communication among the agents in the supply chain. => Srećom, Internet i druge moderne komunikacione tehnologije obezbeđuju efikasne načine komunikacije učesnika u lancu snabdevanja.
LL@(4636) Contrary to the traditional systems of business information exchange EDI (Electronic Data Interchange) that only really big firms could afford, the information exchange mechanism provided by the Internet technologies and the mobile computer science is now available and affordable to small firms too. => Za razliku od tradicionalnih sistema za razmenu podataka u poslovanju EDI (Electronic Data Interchange), koji su mogli da priušte jedino sasvim velike firme, mehanizam razmene informacija uz pomoć Internet tehnologija i mobilnog računarstva je dostupan i malim firmama.
LL@(4637) Therefore, the requirement that communication should be efficient for the purpose of the stocks transshipment concept implementation is today easy to satisfy via the Internet. => Prema tome, zahtev efikasne komunikacije radi implementacije koncepta preraspodele zaliha danas je moguće jednostavno zadovoljiti uz pomoć Interneta.
LL@(4638) We will here analyse the impact the transshipment concept has upon the business policy of stocks ordering and replenishment. => Ovde ćemo razmotriti uticaj koncepta preraspodele na poslovnu politiku naručivanja i obnove zaliha.
LL@(4639) We will observe a single supplier system, with a centralized distribution centre and a large number of RFs, Figure 1. => Posmatraćemo sistem sa jednim dobavljačem, centralizovanim distributivnim centrom i većim brojem objekata MP, Slika 1.
LL@(4640) The supplier delivers periodically to the distribution centre, and the redistribution of stocks among the RFs is possible in the intervals between the two deliveries. => Dobavljač, periodično šalje isporuke do distributivnog centra, a preraspodela zaliha između objekata MP je moguća u periodima između dve isporuke dobavljača.
LL@(4641) The transshipment is reviewed at the end of each period and the redistributed products can be used to meet the demand in the periods to come. => Odluke o preraspodeli zaliha se donose na kraju svakog perioda i proizvodi koji se preraspodeljuju se mogu koristiti da zadovolje tražnju u sledećim periodima.
LL@(4642) Contrary to the research so far, this model explicitely includes the time of delivery and observes the problem of a number of periods when the stocks transshipment can be used to meet the demand not only in the next, but also in any following periods. => Za razliku od prethodnih istraživanja, u ovaj model je eksplicitno uključeno vreme isporuke i posmatran je problem sa više perioda kada se preraspodela zaliha može koristiti za zadovoljenje tražnje ne samo u sledećem nego i u budućim periodima.
LL@(4643)  => Prvi korak u razvoju modela sa mogućom preraspodelom zaliha je definisanje načina funkcionisanja lanca snabdevanja.
LL@(4644)  => U tom smislu su učinjene sledeće pretpostavke.
LL@(4645) The assumptions: 1. => Pretpostavke: ~~~ 1.
LL@(4646) One supplier meets the total demand of the RF net work. ~~~ 2. => Jedan dobavljač zadovoljava ukupnu tražnju mreže maloprodajnih objekata. 2.
LL@(4647) The supplier delivers to distribution centres in the network, which further deliver to the RF. ~~~ 3. => Dobavljač šalje isporuke distributivnim centrima mreže, koji potom isporučuju robu objektima MP. 3.
LL@(4648) The location and number of RF are specified. => Lokacija i broj objekata MP su poznati. 4.
LL@(4649) 4. ~~~ The capacities of distribution centres and of RF are infinite. ~~~ 5. => Kapaciteti distributivnih centara i objekata MP nisu ograničeni. 5.
LL@(4650) The transshipment of goods can be made between any two retail facilities. => Preraspodela robe se može obaviti između bilo koja dva objekta MP. 6.
LL@(4651) 6. ~~~ If the RF reports the shortage of goods in the period t, the sales are considered as lost. => Ako se u objektu MP jave nedostajuće zalihe robe u periodu t, smatra se da je došlo do izgubljene prodaje.
LL@(4652) Furthermore, there is an additional cost due to the loss of customer loyalty. => Pored toga, javlja se i dodatni trošak zbog gubljenja lojalnosti kupaca. 7.
LL@(4653) 7. ~~~ Each RF first uses its stocks to meet their own demend and only then, if requested, can send the surplus to other RS points. ~~~ 8. => Svaki objekat MP iz svojih zaliha zadovoljava prvo svoju tražnju a onda, po potrebi, višak može da pošalje u druge objekte MP. 8.
LL@(4654) Transshipments takes place at the end of each period, for the purpose of meeting the demand in the following one. => Preraspodela se dešava na kraju svakog perio da radi zadovoljenja tražnje u sledećim. 9.
LL@(4655) 9. ~~~ The supplier delivers to distribution centres on the basis of several (five) periods (i.e., at the beginning of every week, if a period is longer than a day), while the deliveries from distribution centres and the redistribution are shopped in all periods (i.e., daily). => Dobavljač isporučuje robu distributivnim centrima sa frekvencijom od nekoliko (pet) perioda (tj. na početku svake nedelje, ako je jedan period dužine jedan dan), a isporuke iz distributivnih centara i preraspodela se obavljavaju u svakom periodu (tj.dnevno).
LL@(4656) 10. => 10.
LL@(4657) The value of demand in the preceeding period serves to anticipate the demand in the period to come. ~~~ 11. => Kao prognoza tražnje u sledećem periodu koristi se vrednost tražnje u prethodnom periodu. 11.
LL@(4658) The surplus of stocks cannot be returned to the sup plier. => Višak zaliha se ne može vraćati dobavljaču. 12.
LL@(4659) The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions. => 
LL@(4660) Here the following assumptions are made. => 
LL@(4661) 12. ~~~ The costs of keepng stocks can formally be viewed as costs of stocks self-redistribution. ~~~ 13. => Troškovi čuvanja zaliha se mogu formalno posmatrati kao troškovi preraspodele zaliha samom sebi. 13.
LL@(4662) There is no competition among the RS points. => Objekti MP ne konkurišu međusobno.
LL@(4663) Figure 1. => Slika 1.
LL@(4664) Topology of supply chain In this network, the RFs receive goods before the demand has been met. => Topologija lanca snabdevanja U ovoj mreži, objekti MP primaju robu pre nego što je tražnja zadovoljena.
LL@(4665) Over time, the stocks in each RF are used to meet the demand in the respective period. => S protokom vremena, zalihe u svakom objektu MP se koriste da zadovolje tražnju u tom periodu.
LL@(4666) At the end of the period, the surplus of supplies can be retained or redistributed to other sales facilities. => Višak zaliha se na kraju perioda može zadržati ili preraspodeliti drugim objektima.
LL@(4667) In either situation the goods can be used to meet the demand in the subsequent period. => U obe ove situacije, roba se može koristi za zadovoljenje tražnje u sledećem periodu.
LL@(4668) Figure 2 presents the time flow with core events. ios. => Na Slici 2. je predstavljen vremenski tok sa osnovnim događajima.
LL@(4669) One scenario is defined by the number of periods and the respective values of demand. => Jedan scenario je definisan brojem perioda i odgovarajućim vrednostima tražnje.
LL@(4670) These values are previously defined randomly, according to the adopted function of the demand probability distribution. => Te vrednosti se prethodno definišu na slučajan način prema usvojenoj funkciji raspodele verovatnoće tražnje.
LL@(4671) Then the optimum solution to stocks and transport management, that is, the optimum scenario solution is worked out for the generated values of demand, viewed as deterministic input data. => Za tako generisane vrednosti tražnje, posmatrane kao deterministički ulazni podaci, pronalazi se optimalno rešenje upravljanja zalihama i transportom, odnosno optimalno rešenje scenarija.
LL@(4672) The original task set before the system designer and the planner is to define the policies of stock supply and redistribution in order to minimize the total costs incurred in the operations within the given supply chain. => Originalni zadatak koji se postavlja pred projektantom i planerom sistema je određivanje politike snabdevanja i preraspodele zaliha sa ciljem minimizacije ukupnih troškova koji nastaju u operacijama datog lanca snabdevanja.
LL@(4673) These costs include: fixed costs of supplies, delivery charges, costs of storage and costs of shortages. => Ovi troškovi obuhvataju: fiksne troškove nabavke, troškove isporuke, troškove čuvanja zaliha i troškove nedostajućih zaliha.
LL@(4674) As regards the stohastic character of demand, the total costs are also random costs. => S obzirom na stohastičnost tražnje, ukupni troškovi su takođe slučajnog karaktera.
LL@(4675) This means that a solution that could best meet one demand, need not be optimal, may even prove to be a very unfavourable solution if another, different demand arises. => To čini da neko rešenje, koje bi bilo najbolje za jednu realizaciju tražnje, ne mora da bude najbolje, ili čak može da bude veoma loše, ako se pojavi neka drugačija tražnja.
LL@(4676) Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenar The more different scenarios, the more optimum solutions. => Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija. ~~~ Više različitih scenarija daje više različitih optimalnih rešenja.
LL@(4677) In the end, the task is set to find a solution whose performances (costs) least deviate from the individual optimum costs of the concrete scenarios. => Na kraju se postavlja i rešava zadatak nalaženja rešenja čije performanse (troškovi) najmanje odstupaju od pojedinačnih optimalnih troškova konkretnih scenarija.
LL@(4678) This ultimate solution is a compromise and it need not be identical to any other individual optimum solutions obtained in analysisng a concrete scenario. => Ovo konačno rešenje nazivamo kompromisnim i ono ne mora da se poklopi ni sa jednim pojedinačnim optimalnim rešenjem koje je dobijeno pri razmatranju konkretnog scenarija.
LL@(4679) The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs. => Kompromisno rešenje, na neki način najbolje za sve scenarije posmatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP. (Period t-1) (Period t) (vremenski kontinuum) Kraj perioda t Višak zaliha iz prethodnog perioda Kolièina dobijena od drugih MP Kolièina dobijena iz distributivnog centra Kolièina potrebna za zadovoljenje tražnje Višak za zalihe u sledeæem periodu (1) Kolièina isporuèena drugim MP (1) (1) Ako postoje nedostajuæe zalihe u periodu t, nema viška niti preraspodele.
LL@(4680) Figure 2. => Ostvarena tražnja Slika 2.
LL@(4681) Time flow in the supply chain In order to examine the effectivity of the compromise solution, the function of the multiscenario model objective is defined as the total regret taken as a sum of regrets per scenario. ~~~ The regret per scenario is in turn defined as the difference between the costs incurred when a compromise solution is applied to this scenario and the costs incurred in applying the optimum solution to the scenario. ~~~ 3. => Vremenski tok u lancu snabdevanja Da bi se istražila efektivnost kompromisnog rešenja, kao funkcija cilja modela sa više scenarija definisano je ukupno žaljenje koje se računa kao suma žaljenja po scenarijima. @aljenje po scenariju se definiše kao razlika troškova koji nastaju kada se za taj scenario primeni kompromisno rešenje i troškova koji nastaju kada se za taj scenario primeni odgovarajuće optimalno rešenje. 3.
LL@(4682) Mathematical model In formulating a multiscenario model we will use the notation adjusted to the requirements of the AMPL modelling language, Š5Ë. 3.1 Notation Indices and sets K set of all the scenarios indexed by k, W set of all distribution centres indexed by w, I set of all RS points indexed by i and j, T set of time periods indexed by t ; t = 1 denotes the period 1. => Matematički model U formulisanju modela sa više scenarija, koristićemo notaciju usaglašenu sa zahtevima modelujućeg jezika AMPL, Š5Ë. 3.
LL@(4683) Input parametres n number of time intervals, sw unit cost of delivery from the supplier to the distribution centre w, cwi unit cost of delivery from the distribution centre w to the RF i, fij unit cost of redistribution from RF i to RF j, u unit cost of shortage in supplies, gw fixed costs added to the w distribution centre location, dik nario, D the factor ensuring that deliveries from the supplier are effected upon the expiry of five t demand in RF i in the t period for the k sce periods, hi initial inventories in RF i, qt = Ì1, if the t period is the period in which the supplier delivers to distribution centres, 0, otherwise Í vw initial inventories in the distribution centre w Managerial variables t the quantity redistributed from RF i to RF j in Xijk the period t for the scenario k; Ywi centre w to RF i in the period t; t the quantity delivered from the distribution t the quantity delivered from the supplier to the Zw distribution centre w in the period t; Performances t the amount of shortage od stocks in RF i, at the Ok the amount of minimum costs (optimum value) for the scenario k; Pik end of the period t for the scenario k; Rk regret per scenario k; Uik riod t for the scenario k, 0 otherwise Í 3.2. => 1 Notacija Indeksi i skupovi K skup svih scenarija indeksiran sa k , W skup svih distributivnih centara indeksiran sa w, I skup svih objekata MP indeksiran sa i i j, T skup vremenskih perioda indeksiran sa t ; t = 1 označava period 1 Ulazni parametri n broj vremenskih perioda, sw jedinični trošak isporuke od dobavljača do distributivnog centra w , cwi jedinični trošak isporuke od distributivnog centra w do MP i, fij jedinični trošak preraspodele od MP i do MP j, u - jedinični trošak nedostajanja zaliha, gw fiksni trošak pridružen lokaciji distribucionog centra w, t tražnja u MP i u periodu t za scenario k, dik D faktor koji obezbeđuje da se isporuke od dobavljača odigravaju po isteku pet perioda, hi početne zalihe u MP i, qt = Ì 1 , ako je period t period u kome dobavljač isporučuje robu distributivnim centrima, 0 , inače Í vw početne zalihe u distributivnom centru w Upravljačke promenljive t količina preraspodeljena iz MP i do MP Xijk j u periodu t za scenario k ; Ywi w do MP i u periodu t ; t količina isporučena iz distributivnog centra t količina koja je isporučena od dobavljača do Zw distributivnog centra w u periodu t ; Performanse t iznos nedostajućih zaliha u MP i , na kraju ok vrednost minimalnih troškova (optimalna vrednost) za scenario k .
LL@(4684) The TRANSSHIPMENT model t = Ì 1 if there is a shortage in stocks in RF i in pe On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs). => Pik perioda t za scenario k ; Rk žaljenje po scenariju k ; Uik t za scenario k 0 inače Í t = Ì 1 ako nedostaju zalihe u MP i u periodu 3.2. ~~~ Model PRERASPODELA Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.
LL@(4685) The stohastic character of demand in the RFs is described using different scenarios and the regret concept described earlier in the paper. => Stohastičnost tražnje u objektima MP se opisuje koriščćenjem različitih scenarija i koncept žaljenja koji je opisan ranije.
LL@(4686) The TRANSSHIPMENT model is an optimisation model used to devise a compromise optimum solution to minimize the expected value of regret for a larger number of scenarios. => Model PRERASPODELA je optimizacioni model koji se koristi za nalaženje kompromisnog optimalnog rešenja kojim se minimizira očekivana vrednost žaljenja za veći broj scenarija.
LL@(4687) Model 1. => Model.
LL@(4688) TRANSSHIPMENT In the above model the objective function is presented in (1) and (2) and expresses the total regret, where the formula (2) defines the the regret value for the k scenario. => 1 PRERASPODELA U gornjem modelu, funkcija cilja je data u (1) i (2) i predstavlja ukupno žaljenje, pri čemu formula (2) definiše vrednost žaljenja za scenario k.
LL@(4689) The constraint (3) reflects the assumption that demand is predicted on the basis of the previous period demand value. => Ograničenje (3) odgovara pretpostavki da se tražnja prognozira na osnovu vrednosti iz prethodnog perioda.
LL@(4690) In the constraint (4) we imply that the amount of goods ordered from the supplier in each delivery period has to be based on the total demand incurred since the previous delivery period. => U ograničenju (4) se iskazuje činjenica da količina robe koja se naručuje od dobavljača u svakom periodu isporuke mora biti zasnovana na ukupnoj tražnji napravljenoj u vremenu od prethodnog perioda isporuke.
LL@(4691) The constraints (5) and (6) specify that the amount of goods delivered to one RF equals the demand in this facility plus the amount of stocks transshiped from this facility to others. => Ograničenja (5) i (6) govore da je količina robe koja se isporučuje u objekat MP jednaka tražnji u tom objektu uvećanoj za iznos zaliha preraspodeljenih iz tog objekta u druge.
LL@(4692) The constraint (7) refers to the fact that no transshipment is allowed from a given RF until its demand has been met. => Ograničenje (7) se odnosi na zabranu preraspodele iz datog objekta MP pre nego što se ne zadovolji njegova tražnja.
LL@(4693) The constraint (8) says that the amount of shortage in one RF cannot be larger than the demand in that same facility. => U ograničenju (8) se zahteva da iznos nedostajućih zaliha u objektu MP ne može da bude veći od tražnje u njemu.
LL@(4694) The constraint (9) does not allow the shipments from the distribution centre to be larger than the shipments received from the supplier. => Ograničenje (9) zabranjuje isporuke iz distributivnog centra koje su veće od primljenih isporuka od dobavljača.
LL@(4695) Finally, the constraint (10) says that the supplier can deliver goods to distribution centres only in set periods. => Na kraju, ograničenje (10) kaže da dobavljač može da isporučuje robu distributivnim centrima samo u određenim periodima.
LL@(4696) Prior to working this model out, it is necessary that optimum solution ok for each individual scenario k be found. => Pre rešavanja ovog modela, potrebno je naći optimalna rešenja ok za svaki pojedinačni scenario k.
LL@(4697) Hence a single-scenario model was created where the objective function is expressed by the total costs, while the constratints in the functioning of the supply chain are the same as in the previous model. => U tu svrhu je formiran model za jedan scenario u kome funkciju cilja predstavljaju ukupni troškovi dok su ograničenja u vezi sa funkcionisanjem lanca istovetna kao u prethodnom modelu.
LL@(4698) The inputs to this model are the deterministic values of demand in each RF plus the shipment and storage charges. => Ulazi u taj model su deteminističke vrednosti tražnje u svakom objektu MP, kao i troškovi isporuke i čuvanja zaliha.
LL@(4699) The model helped find the optimal solutions of ok for each k scenario. => Korišćenjem tog modela dobijena su optimalna rešenja ok za svaki scenario k.
LL@(4700) These values were used as inputs for calculating the regret in the TRANSSHIPMENT model. => Ove vrednosti su ulaz za računanje zaljenja u modelu PRERASPODELA. 3.
LL@(4701) 3.3 Data In preparing the data we had to take several important characteristics of real issues into consideration. => Podaci U pripremi podataka, potrebnih za rešavanje modela PRERASPODELA, mora se voditi računa o nekim bitnim karakteristikama realnih problema.
LL@(4702) For example, it was important that the shortage costs be reasonably higher compared to shipment charges. => Na primer, važno je da troškovi nedostajućih zaliha budu razumno viši od troškova isporuke.
LL@(4703) If the costs of the shortage in supplies are too low, there will be no motivation to replenish the inventory by ordering from the supplier. => Ako su troškovi nedostajućih zaliha suviše niski, neće postojati nikakva motivacija obnavljanja zaliha naručivanjem od dobavljača.
LL@(4704) Similarly, the data must reflect the realistic fact that in everyday practice it is cheaper for the RF to order goods directly from the distribution centre, rather than through another retail facility, which can be written as follows: cwj < cwi + fij , ∀ w, i, j in addition, for the transshipments to be economically meaningful, it is necessary that the transshipment costs be lower than the storage charges in one RF and the shortages costs in another. => Slično, podaci moraju da odražavaju realnu činjenicu iz prakse, da je jevtinije da objekat MP dobija robu direktno iz distributivnog centra, a ne preko drugog objekta MP što se može izraziti sa: cwj < cwi + fij , ∀ w, i, j Dalje, da bi preraspodele imale ekonomski smisao, potrebno je osigurati da troškovi preraspodele budu manji od troškova čuvanja zaliha u jednom objektu MP i nedostajućih zaliha u drugom.
LL@(4705) This requirement can be written as follows: fij < fii + u, ∀ i , j To simplify the presentation, we decided to model the demand in the RF as an independent random variable with a normal distribution where the means and variances for the facilities differ, however not much, since RF are supposed to operate in similar markets. => Ovaj zahtev se može formulisati kao: fij < fii + u, ∀ i , j Iz razloga jednostavnosti, odlučeno je da se tražnja u objektu MP modelira kao nezavisna slučajna promenljiva sa normalnom raspodelom pri čemu se srednje vrednosti i varijanse za objekte razlikuju, ali ne mnogo, jer se pretpostavljaju slična tržišta za objekte MP.
LL@(4706) Independence in this case means that the demand in one RF does not affect the demand in another. => Nezavisnost u ovom slučaju znači da tražnja u jednom objektu MP nema uticaja na tražnju u drugom.
LL@(4707) It is also assumed that the demand in one facility cannot be transferred to another. => Takođe, pretpostavlja se da se tražnja u jednom objektu MP ne može prenositi na drugi.
LL@(4708) To illustrate this supply chain we chose a single supplier, single distribution centre and five retail facilities (A, B, C, D, E) network. ~~~ Table 1 shows the parametres used to generate demand in each of these objects. => Kao ilustrativni primer lanca snabdevanja, izabrana je mreža sa jednim dobavljačem, jednim distributivnim centrom i 5 objekata MP: A, B, C, D i E. U Tabeli 1. su prikazani parametri koji su korišćeni za generisanje tražnje u svakom od ovih objekata.
LL@(4709) RF Mean Standard deviation A B C D E Table 1. => Tabela 1.
LL@(4710) Demand in retail facilities Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs. => Tražnja u maloprodajnim objektima MP A B C D E Srednja vrednost Standardna devijacija Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.
LL@(4711) This fulfilled the needs of 5 different scenarios, 10 time periods per each of them. => To je zadovoljilo potrebe 5 različitih scenarija, po 10 vremenskih perioda svaki.
LL@(4712) The scenarios helped model the unpredictability of demand and the potential variations in real demand. => Uz pomoć scenarija modeluju se neizvesnost tražnje i potencijalne varijacije u stvarnoj tražnji. 3.
LL@(4713) 3.4 AMPL model The TRANSSHIPMENT model was translated into the computer executive variant using the AMPL modelling language. => AMPL model Model PRERASPODELA je preveden u računarski izvršnu varijantu korišćenjem modelujućeg jezika AMPL.
LL@(4714) The database listing containing the AMPL model is the following: AMPL Model1. => Listing datoteke koja sadrži AMPL model je sledeći.
LL@(4715) TRANSSHIPMENT.mod set SCENARIO; # scenarios set DISTCENTR; # distribution centres set MP; # retail facilities set PERIOD; param numperiods>=0; param costsw ÌDISTCENTRÍ >=0; param costwf ÌDISTCENTR, MPÍ >=0; param costff ÌMP, MPÍ >=0; param short>=0; param fixed ÌDISTCENTRÍ >=0; param demand ÌMP, PERIOD,SCENARIOÍ >=0; param weight >=0; param initial Inventory Ìi in MPÍ>=0; param shipping period Ìt in PERIODÍ binary; param initial InventoriesDCÌw in DISTCENTRÍ>=0; param optimal Ìs in SCENARIOÍ>=0; var shortamt Ìi in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipff Ìi in MP, j in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipwf Ìw in DISTCENTR, i in MP, t in PERIODÍ>=0; var shipsw Ìw in DISTCENTR, t in PERIODÍ>=0; var shortage Ìi in MP, t in PERIOD,s in SCENARIOÍ binary; var regret Ìs in SCENARIOÍ; minimize total regret: sum Ìs in SCENARIOÍ regretŠsË; #objective function (1) subject to Regret per Each Scenario Ìz in SCENARIOÍ: regretŠzË= (sum Ìw in DISTCENTRÍ (fixedŠwË)+ sum Ìi in MPÍ (initial InventoriesŠiË*costffŠi,iË + sum Ìt in PERIODÍ (short*shortamtŠi,t,zË+ sum Ìw in DISTCENTRÍ (costswŠwË*shipswŠw,tË+costwfŠw,iË*shipwfŠw,i,tË)+ sum Ìj in MPÍ costffŠi,jË*shipffŠi,j,t,zË))) - optimalŠzË; # regret (2) subject to Previous Demand1 Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sumÌw in DISTCENTRÍ shipwfŠw,i,tË + sumÌj in MPÍ shipffŠj,i,t-1,sË >= demand Ši,t1,sË; # constraint (3) subject to Previous Demand2 Ìt in 6..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipswŠw,tË>= sumÌt-5..t-1, i in MPÍ (Shipment periodŠtË*demandŠi,t,sË); # constraing (4) subject to Balance in Period1 Ìi in MP, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,1Ë + initial InventoriesŠiË - demandŠi,1,sË sum Ìj in MPÍ shipffŠi,j,1,sË + shortamtŠi,1,sË=0; # constraint (5) subject to Balance Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,tË+sum Ìj in MPÍ shipffŠj,i,t-1,sË - demandŠi,t,sË - sum Ìj in MPÍ shipffŠi,j,t,sË + shortamtŠi,t,sË=0; # constraint (6) subject to shiplimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: sum Ìj in MPÍ shipffŠi,j,t,sË<=weight*(1-shortageŠi,t,sË); # constraint (7) subject to shortagelimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: shortamtŠi,t,sË <=demandŠi,t,sË * shortageŠi,t,sË ; # constraint (8) subject to shiplimitfromDC Ìw in DISTCENTR, t in PERIODÍ: sum Ìi in MPÍ shipwfŠw,i,tË<=initial InventoriesDCŠwË+sum Ìt2 in 1..t-1Í (shipswŠw,t2Ë - sumÌi in MPÍ shipwfŠw,i,t2Ë); # constraint (9) subject to ShipToDC Ìw in DISTCENTR, t in PERIODÍ: weight*Shipping periodŠtË >= shipswŠw,tË; # constraint (10) The following listing is a database type .dat containing the input data for the AMPL Model1. => AMPL Model1.PRERASPODELA.mod set SCENARIO; # scenarija set DISTCENTR; # distributivni centri set MP; # maloprodajni objekti set PERIOD; param numperiods>=0; param costsw ÌDISTCENTRÍ >=0; param costwf ÌDISTCENTR, MPÍ >=0; param costff ÌMP, MPÍ >=0; param short>=0; param fixed ÌDISTCENTRÍ >=0; param traznja ÌMP, PERIOD,SCENARIOÍ >=0; param ponder >=0; param pocZalihe Ìi in MPÍ>=0; param periodIsporuke Ìt in PERIODÍ binary; param pocZaliheDCÌw in DISTCENTRÍ>=0; param optimal Ìs in SCENARIOÍ>=0; var shortamt Ìi in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipff Ìi in MP, j in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipwf Ìw in DISTCENTR, i in MP, t in PERIODÍ>=0; var shipsw Ìw in DISTCENTR, t in PERIODÍ>=0; var shortage Ìi in MP, t in PERIOD,s in SCENARIOÍ binary; var regret Ìs in SCENARIOÍ; minimize UkupnoZalenje: sum Ìs in SCENARIOÍ zaljenjeŠsË; #funkcija cilja (1) subject to ZaljenjezasvakiScenario Ìz in SCENARIOÍ: zaljenjeŠzË= (sum Ìw in DISTCENTRÍ (fixedŠwË)+ sum Ìi in MPÍ (pocZaliheŠiË*costffŠi,iË + sum Ìt in PERIODÍ (short*shortamtŠi,t,zË+ sum Ìw in DISTCENTRÍ (costswŠwË*shipswŠw,tË+costwfŠw,iË*shipwfŠw,i,tË)+ sum Ìj in MPÍ costffŠi,jË*shipffŠi,j,t,zË))) - optimalŠzË; # zaljenje (2) subject to PrethodnaTraznja1 Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sumÌw in DISTCENTRÍ shipwfŠw,i,tË + sumÌj in MPÍ shipffŠj,i,t-1,sË >= traznja Ši,t1,sË; # ogranicenje (3) subject to PrethodnaTraznja2 Ìt in 6..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipswŠw,tË>= sumÌt-5..t-1, i in MPÍ (periodIsporukeŠtË*traznjaŠi,t,sË); # ogranicenje (4) subject to BalansuPeriodu1 Ìi in MP, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,1Ë + pocZaliheŠiË - traznjaŠi,1,sË sum Ìj in MPÍ shipffŠi,j,1,sË + shortamtŠi,1,sË=0; # ogranicenje (5) subject to Balans Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,tË+sum Ìj in MPÍ shipffŠj,i,t-1,sË - traznjaŠi,t,sË - sum Ìj in MPÍ shipffŠi,j,t,sË + shortamtŠi,t,sË=0; # ogranicenje (6) subject to shiplimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: sum Ìj in MPÍ shipffŠi,j,t,sË<=ponder*(1-shortageŠi,t,sË); # ogranicenje (7) subject to shortagelimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: shortamtŠi,t,sË <=traznjaŠi,t,sË * shortageŠi,t,sË ; # ogranicenje (8) subject to shiplimitfromDC Ìw in DISTCENTR, t in PERIODÍ: sum Ìi in MPÍ shipwfŠw,i,tË<=pocZaliheDCŠwË+sum Ìt2 in 1..t-1Í (shipswŠw,t2Ë - sumÌi in MPÍ shipwfŠw,i,t2Ë); # ogranicenje (9) subject to ShipToDC Ìw in DISTCENTR, t in PERIODÍ: ponder*periodIsporukeŠtË >= shipswŠw,tË; # ogranicenje (10) Naredni listing je datoteka tipa .dat koja sadrži ulazne podatke za AMPL Model1.PRERASPODELA. ~~~ AMPL Model1.PRERASPODELA.dat set SCENARIO:=1 2 3 4 5; set WRHSE:= W; set FACIL:= A B C D E; set TIME:=1 2 3 4 5 6 7 8 9 10; param numperiods:= 10; param initialInventoryDC:= W 0; param costsw := W 2; param short:= 25; param fixed:= W 10000; param ponder:= 10000; param optimal := 1 74450 2 78805 3 81698 4 79836 5 82178; param pocZalihe:= param costff (tr): ~~~ A 0 B 0 C 0 D 0 E 0; A B C D E:= A 1 2 3 4 5 B 2 1 2 3 4 C 3 2 1 2 3 D 4 3 2 1 2 E 5 4 3 2 1; param periodIsporuke:= 1 1 2 0 3 0 4 0 5 0 6 1 7 0 8 0 9 0 10 0; param costwf (tr):
LL@(4716) TRANSSHIPMENT AMPL Model1. => W:= A 1 B 1 C 1 D 1 E 1; param traznja := Š*,*,1Ë:
LL@(4717)  => 1 2 3 4 5 6 7 8 9 10:= A 85 107 91 96 89 131 109 114 89 123 B 75 97 81 86 79 60 82 84 84 82 C 71 91 79 97 95 67 99 71 103 96 D 97 118 102 111 125 84 116 116 118 104 E 110 142 118 131 153 94 119 131 108 127 Š*,*,2Ë:
LL@(4718) TRANSSHIPMENT.dat set SCENARIO:=1 2 3 4 5; set WRHSE:= W; set FACIL:= A B C D E; set TIME:=1 2 3 4 5 6 7 8 9 10; param numperiods:= 10; param initialInventoryDC:= W 0; param costsw := W 2; param short:= 25; param fixed:= W 10000; param weight:= 10000; param optimal := 1 74450 2 78805 3 81698 4 79836 5 82178; param initInventories:= A 0 B 0 C 0 D 0 E 0; param costff (tr): A B C D E:= A 1 2 3 4 5 B 2 1 2 3 4 C 3 2 1 2 3 D 4 3 2 1 2 E 5 4 3 2 1; param shipping period:= 1 1 2 0 3 0 4 0 5 0 6 1 7 0 8 0 9 0 10 0; param costwf (tr): W:= A 1 B 1 C 1 D 1 E 1; param demand := Š*,*,1Ë: 1 2 3 4 5 6 7 8 9 10:= A 85 107 91 96 89 131 109 114 89 123 B 75 97 81 86 79 60 82 84 84 82 C 71 91 79 97 95 67 99 71 103 96 D 97 118 102 111 125 84 116 116 118 104 E 110 142 118 131 153 94 119 131 108 127 Š*,*,2Ë: 1 2 3 4 5 6 7 8 9 10:= A 75 95 96 84 105 104 96 122 102 107 B 66 91 96 67 95 96 91 96 100 87 C 72 95 107 91 90 86 73 85 87 89 D 97 114 101 100 114 111 112 121 127 107 E 163 139 141 132 170 102 124 121 133 152 Š*,*,3Ë: 1 2 3 4 5 6 7 8 9 10:= A 93 113 103 77 106 114 98 116 107 106 B 90 96 103 92 81 80 101 75 91 94 C 99 87 88 94 101 81 99 89 77 76 D 110 123 123 100 125 90 123 115 115 106 E 145 123 139 141 156 148 154 121 123 158 Š*,*,4Ë: 1 2 3 4 5 6 7 8 9 10:= A 117 114 89 107 109 100 106 115 99 103 B 101 106 110 86 95 75 96 90 84 93 C 95 108 100 90 93 95 97 86 91 83 D 116 101 102 122 107 84 124 110 93 112 E 134 113 130 152 115 124 136 142 136 126 Š*,*,5Ë: 1 2 3 4 5 6 7 8 9 10:= A 98 97 96 110 103 114 114 96 100 131 B 89 104 72 102 84 95 87 72 88 103 C 85 98 96 89 87 89 95 86 90 81 D 101 103 102 101 105 120 110 115 104 100 E 104 165 95 146 133 153 118 163 130 109; AMPL Model1. => 1 2 3 4 5 6 7 8 9 10:= A 75 95 96 84 105 104 96 122 102 107 B 66 91 96 67 95 96 91 96 100 87 C 72 95 107 91 90 86 73 85 87 89 D 97 114 101 100 114 111 112 121 127 107 E 163 139 141 132 170 102 124 121 133 152 Š*,*,3Ë: ~~~ 1 2 3 4 5 6 7 8 9 10:= A 93 113 103 77 106 114 98 116 107 106 B 90 96 103 92 81 80 101 75 91 94 C 99 87 88 94 101 81 99 89 77 76 D 110 123 123 100 125 90 123 115 115 106 E 145 123 139 141 156 148 154 121 123 158 Š*,*,4Ë: ~~~ 1 2 3 4 5 6 7 8 9 10:= A 117 114 89 107 109 100 106 115 99 103 B 101 106 110 86 95 75 96 90 84 93 C 95 108 100 90 93 95 97 86 91 83 D 116 101 102 122 107 84 124 110 93 112 E 134 113 130 152 115 124 136 142 136 126 Š*,*,5Ë:
LL@(4719) TRANSSHIPMENT.dat 4. => 1 2 3 4 5 6 7 8 9 10:= A 98 97 96 110 103 114 114 96 100 131 B 89 104 72 102 84 95 87 72 88 103 C 85 98 96 89 87 89 95 86 90 81 D 101 103 102 101 105 120 110 115 104 100 E 104 165 95 146 133 153 118 163 130 109; AMPL Model1.PRERASPODELA.dat 4.
LL@(4720) Results of the experiment Model1.TRANSSHIPMENT.mod The with Model1.TRANSSHIPMENT.dat input data was devised on the Intel Pentium 4 (Northwood), 2 GHz, 1GB DDR-SDRAM. => Rezultati eksperimenta Model1.PRERASPODELA.mod sa ulaznim podacima Model1.PRERASPODELA.dat rešavan je na Intel Pentium 4 (Northwood), 2 GHz, 1GB DDRSDRAM.
LL@(4721) A GLPSOL solver, component part of Open Source of the GLPK package (GNU Linear Programming Kit) was used, and this is meant for solving the problems of linear and mixed even number programming Š6Ë. => Korišćen je GLPSOL solver, koji je deo Open Source paketa GLPK (GNU Linear Programming Kit), namenjen rešavanju problema linearnog i mešovitog celobrojnog programiranja, Š6Ë.
LL@(4722) The package consists of a large number of GLPK API routines written in the C language and can be retrieved from the user application. => Paket se sastoji od većeg broja GLPK API rutina pisanih u jeziku C i koji se mogu zvati iz aplikacija korisnika.
LL@(4723) The GLPSOL solver can be used autonomously for solving problems formulated in the following formats: LP/MIP model in GNU LP format, LP/MIP problem in fixed MPS format, LP/MIP problem in freeMPS format, LP/MIP problem in CPLEX LP format, LP/MIP model written in GNU MathProg model ling language. => GLPSOL solver se može samostalno koristiti za rešavanje problema formulisanih u sledećim formatima: ~~~ LP/MIP model u GNU LP formatu, LP/MIP problem in fiksnom MPS format, LP/MIP problem u slobodnomMPS formatu, LP/MIP problem u CPLEX LP formatu, LP/MIP model pisan u GNU MathProg modelu jući jezik.
LL@(4724) The GNU MathProg modelling language is a subset of the AMPL, however, since it is open for general use, there are no limitations as to the number of variables nor limitations enforced by the AMPI 300 x 300 student version. => GNU MathProg modelujući jezik je podskup AMPLa, ali budući da je otvoren za opštu upotrebu, nema ni kakvih ograničenja na broj promenljivih i ograničenja, koja nameće studentska verzija AMPl 300 x 300.
LL@(4725) We were concerned with solving three varieties of the model: 1. => Rešavane su tri varijante modela: ~~~ 1.
LL@(4726) Model1.TRANSSHIPMENT that considers a possible distribution between the RFs. => Model1.PRERASPODELA koji razmatra mo guću preraspodelu izmedju objekata MP. 2.
LL@(4727) 2. => Model2.
LL@(4728) Model2.NoTRANSSHIPMENT which considers the case identical to the previous one, however, without the possibility of transshipment, i.e., RF are independent from each other. => BezPRERASPODELE koji razmatra slučaj, inače identičan prethodnom, ali bez mogućnosti preraspodele, tj svi maloprodajni objekti su nezavisni jedan od drugog. 3.
LL@(4729) 3. => Model3.
LL@(4730) Model3.Deterministic which does not consider the randomness of demand as the two previous models do, using the scenario concept, but is otherwise identical to the previous model. => Deterministik koji ne razmatra slučajnost tražnje, kao prethodna dva model koja to rade koristeći koncept scenarija, inače identičan prethodnom modelu.
LL@(4731) The results obtained are as follows: 1. => Dobijeni rezultati su sledeći: ~~~ 1.
LL@(4732) The model had a total of 1815 variables, of which 250 even-number, and 250 binary, and 1026 constraints. => Model je imao ukupno 1815 promenljivih od čega su 250 celobrojnih i 250 binarnih i 1026 ograničenja.
LL@(4733) There were 8390 non-zero values in the constraints matrix. => Nenultih vrednosti u matrici ograničenja ima 8390. 2.
LL@(4734) 2. ~~~ The optimum value for the objective function TotalRegret is 22896. ~~~ 3. => Optimalna vrednost za funkciju cilja Ukupno Zaljenje iznosi 22896. 3.
LL@(4735) The total costs and the total regret for the three previous cases are shown in Table 2, where the %Difference is given as related to the costs of the deterministic case: Table 2. => Ukupni troskovi i ukupno zaljenje za sva tri prethodna slučaja su prikazani u Tabeli 2, gde je % Razlika data u odnosu na troškove determinističkog slučaja: ~~~ Tabela 2.
LL@(4736) Optimization results Total costs Total Regret % Difference Transshipm ent allowed case No transshipm ent case Determinis tic case 5.77 % 5.23 % - - The deterministic case was expected to display minimum costs, since the future demand is known precisely. => Rezultati optimizacije Ukupni troškovi Ukupno žaljenje % Razlika Slučaj sa preraspodelom Slučaj bez preraspodele Deterministicki slučaj 5.77 % 5.23 % - - Bilo je očekivano da deterministički slučaj ima najmanje ukupne troškove, jer se tačno zna kakva će biti buduća tražnja.
LL@(4737) In such circumstances the safety inventory is not necessary and this reduces the storage charges. => U takviM okolnostima nije potrebno imati sigurnosne zalihe i to smanjuje troškove držanja zaiha.
LL@(4738) Besides, planning helps eliminate the costs of shortages. => Pored toga, planom je moguće eliminisati i troškove nedostajućih zaliha.
LL@(4739) The deterministic model is also the easiest problem to solve. => Deterministički model je i najlakši problem za rešavanje.
LL@(4740) Contrary to the deterministic model, the cases with and with no transshipment have to find compromise solutions. => Za razliku od determinističkog, slučajevi sa i bez preraspodele moraju da nađu kompromisna rešenja.
LL@(4741) In the case with an allowed transshipment among the RFs, the total costs are somewhat lower compared to the costs in the no transshipment case. => U slučaju sa mogućom preraspodelom između objekata MP, ukupni troškovi su nešto niži od troškova bez preraspodele.
LL@(4742) A more thor ough analysis of the two cases, however, can be conducted by observing the storage policy and the frequency of stock-outs. => Međutim, bolja analiza ova dva slučaja se može obaviti posmatrajući politiku čuvanja zaliha i učestanost pojave nedostajućih zaliha.
LL@(4743) The results of the analysis are shown in Table 3. => Rezultati ove analize su prikazani na Tabeli 3.
LL@(4744) Table 3. => Tabela 3.
LL@(4745) Optimization results analysis Number Frequency of of shortages shortages Maximum shortage amount Transshipment allowed case No transshipment case 3,56 % 6,67 % Average value of shortage amount 7,25 12,8 A conclusion can be drawn that the number of shortages almost doubles when transshipment is not allowed, since the RF has to meet an increased demand in a given period and hence stores the inventory ordered for the future periods, and this may reasult in shortages in other RFs. => Analiza rezultata optimizacije Broj nedostajanja Učestanost nedostajanja Maks. količina nedostajanja Srednja vred. nost količ. nedostajanja Slučaj sa preraspodelom Slučaj bez preraspodele 3.56 % 6.67 % 7.25 12.8 Može se zaključiti, da je broj slučajeva nedostajanja zaliha, skoro dvostruko kada preraspodela nije dozvoljen, jer MP mora da zadovolji povećanu tražnju u datom periodu i zato čuva zalihe spremljene za buduće periode, što može da dovede do pojave nedostajućih zaliha u drugim objektima MP.
LL@(4746) On the other hand, in case the transshipment among the RFs is allowed, the RF in which the demand is lower than predicted can share the surplus with the facility reporting the shortage. => S druge strane, u slučaju da je preraspodela između objekata MP dozvoljena, objekat koji ima manju tražnju od prognozirane, može da višak deli sa objektom koji ima manjak.
LL@(4747) In this case new transshipment costs emerge, however, the storage charges and the shortage costs are avoided. => U tom slučaju se pojavljuju novi troškovi preraspodele, ali se izbegavaju troškovi čuvanja zaliha i troškovi nedostajućih zaliha.
LL@(4748) Also, the maximum and the mean values of the shortage amount is by far more favourable in the transshipment case than in the case without it. => Takođe, maksimalna i srednja vrednost količine nedostajućih zaliha je znatno povoljnija u slučaju preraspodele nego bez nje.
LL@(4749) Table 4 shows the differences between the average values of total inventory in one period in both cases under consideration. => U Tabeli 4. su prikazane razlike prosečnih vrednosti ukupnih zaliha u jednom periodu u oba razmatrana slučaja.
LL@(4750) Table 4. => Tabela 4.
LL@(4751) Optimization results analysis Average inventory quantity stored over a period Transshipment allowed case No transshipment case 14,89 27,83 As seen in Table 4, there is a significant difference in the inventory quantity stored in the RFs. => Analiza rezultata optimizacije Srednja vrednost količine zaliha na čuvanju u periodu Slučaj s preraspodelom Slučaj bez preraspodele 14.89 27.83 Kao što se vidi u Tabeli 4, postoji značajna razlika u količini zaliha koje se drže u obkjektima MP.
LL@(4752) This is an important argument in favour of introducing the transshipment type system if the RFs dispose of small warehouse capacities or if we deal with perishable or seasonal goods. => Ovo je značajan argument za uvođenje sistema s preraspodelom ukoliko objekti MP imaju male kapacitete magacina ili je u pitanju kvarljiva roba ili proizvodi sezonskog karaktera.
LL@(4753) Another interesting characteristic for analysis is the behaviour of safety inventory, that is, to what extent the transshipment type systems reduce the amount of safety inventory due to risk pooling. => Druga interesantna karakteristika za analizu je ponašanje sigurnosnih zaliha, odnosno, u kojoj meri sistemi sa preraspodelom smanjuju iznos sigurnosnih zaliha zbog zajedničkog deljenja rizika.
LL@(4754) Table 5 shows the results of this analysis. => U Tabeli 5. su prikazani rezultati ove analize.
LL@(4755) Table 5. => Tabela 5.
LL@(4756) Delivery analysis Transshipment allowed case No transshipment case Total delivery to DC Total delivery to RF Mean value of deliveries to RF Standard deviation of quantity delivered 106,33 21,47 108,78 23,21 On the basis of the data from Table 5 we can conclude that the quantities of goods delivered to DC or RFs are only slightly smaller in the transshipment allowed case. => Analiza isporuka Ukupna isporuka do DC Ukupna isporuka do MP Srednja vrednost isporuka do MP Standardna devijacija isporučene količine Slučaj sa preraspodelom Slučaj bez preraspodele 106.33 21.47 108.78 23.21 Na osnovu podataka iz Tabele 5. može se zaključiti da su količine isporučene robe do DC i MP vrlo malo manje u slučaju sa preraspodelom.
LL@(4757) The explanation of this can be found in the model formulation. => Objašnjenje za ovo se nalazi u formulaciji modela.
LL@(4758) Namely, the model requires that the goods be ordered in accordance with the demand in the previous periods. => Naime, model traži naručivanje u skladu sa tražnjom prethodnim periodima.
LL@(4759) If the model were based on the respective demand distributions, a more significant effects of risk pooling could be expected in the cases where transshipment is allowed. => Ukoliko bi model bio baziran na odgovarajućim raspodelama tražnje, tada bi se mogli očekivati značajniji efekti deljenja zajedničkog rizika kada postoje mogućnosti preraspodele.
LL@(4760) Similarly, if the input data for the demand distribution and the cost parametres were different, a significant effect of transshipment upon the safety inventory could be expected. ~~~ 5. => Takođe, ukoliko bi ulazni podaci za raspodelu tražnje i troškovni parametri bili drugačiji, mogao bi da se očekuje značajniji efekat preraspodele na sigurnosne zalihe. 5.
LL@(4761) Conclusion The model presented allows for the analysis of different supply policies, as well as different replenishment policies in the supply chain. => Zaključak Prikazani model omogućava analizu različitih politika snabdevanja i obnavljanja zaliha u lancu snabdevanja.
LL@(4762) The experimentally obtained findings with hypothetic but really possible data lead to the conclusion that the system with the transshipment in the supply chains may significantly reduce the costs in the stohastic demand cases, especially if the storage charges and shortage costs are high. => Eksperimentalni rezultati sa hipotetičkim ali realno mogućim podacima, navode na zaključčak da da sistem sa preraspodelom u lancima snabdevanja može da dovede do bitnijeg smanjenja troškova u slučajevima stohastičke tražnje, naročito ako su troškovi čuvanja zaliha i troškovi nedostajućih zaliha visoki.
LL@(4763) It must, however, be pointed out that the systems with transshipment require a higher level of organization, trust and communication among the agents in the supply chains compared to the systems with no transshipment. => Međutim mora se istaći da sistemi sa preraspodelom u odnosu na sisteme bez preraspodele zahtevaju viši stepen organizacije, poverenja i međusobne komunikacije učesnika u lancu snabdevanja.
LL@(4764) The model presented could, naturally, be improved in various directions by the analysis of the model sensitivity to different cost parametres, as well as by the analysis of its implementation in various industries or in stocks management of different products. => Naravno, postavljeni model bi se mogao usavršavati u više pravaca analizom osetljivosti modela na različite parametre troškova, kao i analizom primene u različitim industrijama ili upravljanju zalihama različitih proizvoda.
LL@(4765) The model can also be extended by introducing a larger number of distribution centres and the problems of assigning the RFs to distribution centres. => Svakako, moguće je proširiti model uvođenjem većeg broja distributivnih centara i problema asignacije objekata MP po distributivnim centrima.
LL@(4766) A crucially substantial improvement of the model would be an explicit introduction of the stohastic programming method instead of the scenario method, however, the introduction of a significantly larger number of scenarios would also prove to be interesting. => Suštinski značajno poboljšanje modela bilo bi eksplicitno uvođenje metoda stohastičkog programiranja, umesto metoda scenarija, mada bi i uvođenje značajno većeg broja scenarija bilo interesantno.
LL@(4767) REFERENCE Š1Ë Chopra, S., Meindl P., Supply Chain management Strategy, planning, and opertaion. => LITERATURA Š1Ë Chopra, S., Meindl P., Supply Chain management Strategy, planning, and opertaion.
LL@(4768) Prentice Hall, Upper Saddle River, 2001. ~~~ Š2Ë Voss, S., Woodruff D.I., Introduction to computational optimization models for production planning in supply chain, Springer Verlag, Berlin, 2003. ~~~ Š3Ë Herer, Y. Lateral Stock Transshipments in a TwoLocation Inventory System with Fixed and Joint Replenishment Costs , Naval Research Logistics, 46, 525-547, 1999. => Prentice Hall, Upper Saddle River, 2001. Š2Ë Voss, S., Woodruff D.I., Introduction to computational optimization modelsfor production planning i n supply chain, Springer Verlag, Berlin, 2003. Š3Ë Herer, Y. Lateral Stock Transshipments in a Two-Location Inventory System with Fixed and Joint Replenishment Costs , Naval Research Logistics, 46, 525-547, 1999.
LL@(4769) Š4Ë Robinson, L. W, Optimal and Approximate Policies in Multiperiod, Multilocation Inventory Models with Transshipments, Operations Research, 38, 278-295,1990. => Š4Ë Robinson, L. W, Optimal and Approximate Policies in Multiperiod, Multilocation Inventory Models with Transshipments, Operations Research, 38, 278-295,1990.
LL@(4770) Š5Ë ŠFourer, R., AMPL, A Modeling Language for Mathematical Programming , Danvers, MA: Boyd and Fraser Publishing, 1993. => Š5Ë ŠFourer, R., AMPL, A Modeling Language for Mathematical Programming , Danvers, MA:
LL@(4771) Š6Ë http://www.gnu.org/software/glpk/, 2007 Four Dampillars against the Errone ous Spreadsheets UDC: 004.94 ; 005.311.6 Prof dr Konstantin Kostić Faculty of Organizational Sciences, Belgrade A review of the papers from past EuSpRIG conferences shows that they may be classed into four distinct areas: tools, education, auditing and management.. => Boyd and Fraser Publishing, 1993. Š6Ë http://www.gnu.org/software/glpk/, 2007 Četiri stuba odbrane od spredšitova sa greškama UDK: ~~~ 004.94 ; 005.311.6 Prof dr Konstantin Kostić Fakultet organizacionih nauka u Beogradu Pregled radova sa prošlih EuSpRIG konferencija pokazuju da se oni mogu razvrstati u četiri prepoznatljive oblasti: alat, obrazovanje, ispitivanje i menadžment.
LL@(4772) SPIN 09, 05-06. november 2009. godine, Belgrade, Serbia 1. => SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija 1.
LL@(4773) Introduction User-friendly, flexible and widely applicable, spreadsheets are used to support numerous business functions and frequently take roles for which the implementation of any other solutions would be too slow or too expensive. => Uvod 2. ~~~ Alat Zahvaljujući svojoj lakoći korišćenja, fleksibilnosti i mogućnostima, spredšitovi se koriste kao podrška mnogim poslovnim funkcijama i često poprimaju uloge za koje bi primena nekih drugih rešenja bila suviše spora ili skupa.
LL@(4774) As a result, the spreadsheets have silently grown into the key components in the analyses and reporting processes in numerous organizations, including the critical areas of financial reporting. ~~~ 2. => Kao rezultat toga, spredšitovi su tiho postali ključne komponente u procesima analiza i izveštavanja u mnogim organizacijama, uključujući kritične oblasti finansijskog izveštavanja.
LL@(4775) Tools Spreadsheets are generally approached as intuitive tools which are deceptively user-friendly and, although they are widely used in organizations, it often turns out that the information obtained is incorrect. => Spredšitovima se uglavnom prilazi kao intuitivnom alatu koji je varljivo lak za upotrebu i mada se naširoko koristi u organizacijama često ispadne da su dobijene informacije pogrešne.
LL@(4776) Spreadsheet itself has certain limitations that prevent the development of complex business models, however, the spreadsheet user (creator) himself may lack the necessary skills in developing such a model. => Spredšit sam po sebi ima odredjene ograničenja koja sprečavaju razvijanje kompleksnih poslovnih modela kao što i sam korisnik spredšita (kreator) može da bude nevešt u razvijanju takvog modela.
LL@(4777) There is ample evidence that errors in spreadsheets are usual and by no means trivial. => Postoji velika evidencija o tome da su greške u spredšitovima uobičajene i nisu trivijalne.
LL@(4778) The number of errors in spreadsheets is proportional to the number of errors occurring in other intellectual activities and they are caused by the fundamental limitations of the human intellect, not only by carelessness. => Količina greški u spredšitovima je srazmerna količini greški u drugim intelektualnim aktivnostima ljudi i one su uzrokovane fundamendalnim ograničenjima ljudskog intelekta, a ne samo ljudskom traljavošću.
LL@(4779) The warning be careful cannot by itself eliminate errors, nor can it reduce them to at least an acceptable level. => Sama opaska budi pažljiv ne može eliminisati greške ili ih bar redukovati do prihvatljivog nivoa.
LL@(4780) The research so far, presented in the papers at the annual conferences of the EurSpRIG European Spreadsheets Risk Interest Group can be classed into four groups: Tools methodologies and software used in spreadsheet modelling Education raising awareness, training and research Audit methods and software toold in spreadsheet auditing Management standards and controls in development management The first letters of the names of these areas make up the word TEAM. => Dosadašnja istraživanja, koja su prezentirana u radovima na godišnjim konferencijama Evropske interesne grupe za spredšit rizik (EurSpRIG European Spreadsheet Risk Interest Group) mogu se svrstati u četiri grupe: ~~~ Tools (alat) metodologije i softver za izradu spredšitova Education (obrazovanje) podizanje svesti, obučavanje i istraživanje Audit (ispitivanje) metode i softverski alati za preispitivanje spredšitova Management (menadžment) standardi i kontrole za upravljanje razvojem Prva slova naziva ovih oblasti čine reč TEAM (na engleskom znači tim).
LL@(4781) This proved to be rather apt, since the thus created word further explains that the team work is the key to solving spreadsheet problems in corporations: implementation of development tools, training the users in order to raise their awareness of the errors in spreadsheets, an appropriate organization and implementation of the spreadsheet auditing processes, as well as adopting a clear managerial policy to support standards and controls. => To je ispalo zgodno jer se time ukazuje da je timski rad ključ rešavanja spredšit problema u korporacijama: korišćenje razvojnih alata, obučavanje korisnika radi podizanja svesti o greškama u spredšitovima, pravilno organizovati i primenjivati procese ispitivanja spredšitova, kao i prihvatanje jasne menadžerske politike kojima će se podržati standardi i kontrole.
LL@(4782) There is undoubtedly a need to define and implement a structured approach in the model design, using the software tools that would serve as guidelines to the spreadsheet creator, so that he should avoid (or prevent) possible error situations, as well as document his activities. => Bez svake sumnje, postoji potreba da se definiše i primeni struktuirani pristup izrade modela uz pomoć softverskih alata kojima bi se rukovodio kreator spredšita kako bi koristio savete da izbegne (ili predupredi) moguće situacije pogreški, kao i da dokumentuje svoje akcije.
LL@(4783) Among the papers presented at the conferences so far there were some that advocate the use of programme languages to code the logic of the models and then design the spreadsheet interface in rows and columns together with its in-built logic. => Dosadašnji radovi na skupovima uključivali su i one koji zagovaraju korišćenje programskih jezika kojima bi se kodirala logika modela i tek onda konstruisao interfejs spredšita u redovima i kolonama zajedno sa svojom uključujućom logikom.
LL@(4784) One author advocates the implementation of a mathematics area known as the theory of categories Š13Ë. => Jedan autor zagovara korišćenje matematičke grane poznate kao teorija kategorija Š13Ë.
LL@(4785) The theory of categories, as well as logic, is a tool for studying mathematical and computer concepts and is focuses upon the form rather than upon the contents. => Teorija kategorija, kao logika, je alat za proučavanje matematičkih i računarskih koncepata koja je više koncentrisana na formu nego na sadržinu.
LL@(4786) A large number of participants at the conferences insisted on the need to create methods based on the principles of software engineering. => Mnogi učesnici skupova su isticali potrebu stvaranja metoda koje se zasnivaju na principima softverskog inženjerstva.
LL@(4787) They argue that the implementation of these principles of software engineering which would make spreadsheet engineering has a potential to improve the performance of spreadsheets programmers, reduce the frequency and gravity of errors in spreadsheets, improve the manipulation with spreadsheets in time. => Oni tvrde da primena principa softverskog inženjerstva što bi činilo spredšit inženjerstvo ima potencijal da poveća produktivnost spredšit programera, smanji učestanost i težinu greški u spredšitovima, unapredi manipulativnost spredšitovima u vremenu.
LL@(4788) Rajalingham, Chadwick and Knight Š14Ë propose the application of tools that create Jackson structures to obtain a graphic type of spreadsheets description in the course of 1 Spreadsheet models can be presented in the form identical to the data structure diagram Jackson structure which is used in software engineering. their development1. => Rajalingham, Chadwick and Knight Š14Ë nude alat koji kreira Džeksonove strukture radi dobijanja grafičkog tipa opisa spredšita tokom razvoja1.
LL@(4789) This allows for an easy check of the logic and a reverse spreadsheet engineering in its Jackson structure. => Ovo omogućava laku proveru logike i dopušta reverzni inženje 1 Spredšit modeli se mogu prikazati u formi identičnoj dijagramu strukture podataka - Džeksonova struktura koja se koristi u softverskom inženjerstvu. ring spredšita u njegovoj Jackson strukturi.
LL@(4790) Hence every spreadsheet model can be defined by its canonic form that will remain intact even when the spreadsheet form suffers cosmetical changes. => Dakle, svaki spredšit model može se definisati pomoću njegovog kanoničnog oblika koji će ostati netaknut čak i kad se forma spredšita promeni kozmetički.
LL@(4791) There is a lot of spreadsheet software on the market. => Na tržištu se nalazi veliki broj spredšit softvera.
LL@(4792) The list of the best known software can be seen at the website http://en.wikipedia.org/wiki/List_of_spreadsheet_software. => Lstu najpoznatijih spredšit softvera pogledajte na sajtu http://en.wikipedia.org/wiki/List_of_spreadsheet_software.
LL@(4793) New spreadsheet alternatives have also been proposed at the conferences. => Na skupovima su ponudjene i nove spredšit alternative.
LL@(4794) The combination of the most recent object technologies with new approaches are indeed genuine alternatives to spreadsheets that are directed towards responding to the so far identified resistance to spreadsheets. => Kombinacija najnovijih objektnih tehnologija sa novim pristupima nude istinske alternative spredšitovima koje idu u pravcu zadovoljavanja do sada identifikovanih otpora prema spredšitovima.
LL@(4795) For example, the XBRL (Extensible Business Reporting Language) is the language for electronic communication of financial data that revolutionized the financial reporting worldwide. => Na primer XBRL (Extensible Business Reporting Language) je jezik za elektronsku komunikaciju finansijskih podataka koji je revolucionizovao finansijsko izveštavanje širom sveta.
LL@(4796) It is used in the preparation, analysis and communication of financial information. => Koristi se za pripremu, analizu i komunikaciju finansijskih informacija.
LL@(4797) The XBRL is an application of XML for business information and uses the structure to describe the data, make them instantly operable, interactive and intelligent. => XBRL je aplikacija XML-a za poslovne informacije i koristi strukturu da opiše podatke, čini ih odmah upotrebljivim, interaktivnim i inteligentnim. [to se tiče dokumentovanja spredšitova, dobra dokumentacija:
LL@(4798) As regards the spreadsheet documentation, the proper documentation: Describes the substance and method of model implementation in that it allows the others to implement the model, but is useful in reactivating the model after a period of time it was idle. ~~~ Reduces the risk of discontinuing the use of the model because only one man or a limited number of people know how to use it and have trust in it. => Opisuje suštinu i način korišćenja modela tako da dopušta i drugima da koriste model, ali koristi i kada se ponovo aktivira model posle nekog vremena nekorišćenja Smanjuje rizik da model prestane da se koristi zato što samo jedan ili par ljudi zna kako da se koristi i imaju poverenja u njega Smanjuje broj iritirajućih prekida osobi koja je pre uzela dužnost da dalje razvija model.
LL@(4799) Reduces the number of irritating stoppages to the person responsible for further development of the model. => 
LL@(4800) The documentation should include the facts such as: what the model serves for, what it can do, how it does what it does, which premises are included in its design, which constants are used and where they lie, who developed the model and when, who modified the model after it was put to use, and when he did it, the presence of macros and their purpose. => U dokumentaciji treba da se navede: čemu služi model, šta on radi, kako to radi, koje su pretpostavke uključene u njegov dizajn, koje se konstante koriste i gde se one nalaze, ko i kada je razvio model, ko i kada je izvršio modifikacije modela posle njegovog stavljanja u upotrebu, postojanje makroa i njihova svrha.
LL@(4801) The systematis implementation of Excel comments may be viewed as an efficient method of spreadsheets documentation. ~~~ 3. => Korišćenje Excel-ovih komentara na sistematičan način može da predstavlja jednu efikasnu metodu dokumentovanja spredšitova. 3.
LL@(4802) Education In order to design and implement an efficient spreadsheet solution, it is important that one should know how to do the work so that the data may be turned into useful information. => Obrazovanje Da bi se projektovalo i primenilo jedno efikasno spredšit rešenje, važno je da se poseduje poznavanje posla kako bi se podaci pretvorili u korisne informacije.
LL@(4803) The knowledge of this know-how is al ready present in the organization. => Poznavanje posla već posoji u organizaciji.
LL@(4804) The knowledge of technique is achieved through training. => Poznavanje tehnike se stiče treningom.
LL@(4805) If the technical knowledge does not take the knowledge of how to work into account, the solutions will not be optimal. => Ako tehničko znanje ne uzima u obzir poznavanje posla, onda rešenja neće biti optimalna.
LL@(4806) A most efficient spreadsheet system management in an organization is the result of the training based on working out the solutions to concrete problems (task-based management). => Najefikasniji menadžment spredšit sistema u jednoj organizaciji postiže se treningom koji se bazira na rešavanju konkretnih problema (task-based management).
LL@(4807) Using one and only approach the user is being trained how to solve a concrete problem using the spreadsheet tools, contrary to the approach where the spreadsheet tools and techniques are studied independently of any concrete problem. => Taj pristup obučava korisnika kako da rešava konkretan problem spredšit alatima za razliku od pristupa izučavanja spredšit alata i tehnika nezavisno od bilo kog konkretnog problema.
LL@(4808) The trainers that favour the task-based approach are experienced as to the manner in which the spreadsheets are actually used in real situations. => Treneri koji koriste «task-based» pristup imaju iskustva u načinu kako se spredšitovi stvarno koriste u realnom svetu.
LL@(4809) They combine their experience with the clients knowledge of the business environment. => Oni kombinuju svoje iskustvo sa klijentovim poznavanjem poslovnog okruženja.
LL@(4810) This is a better way compared to dry and boring theorizing on how the spreadsheets should be used. => To je bolje od suvoparnog teoretisanja o tome kako bi trebalo koristiti spredšitove. ~~~ Na kraju treninga polaznik je: (cid:
LL@(4811)  => Kompletirao svoj zadatak (cid:
LL@(4812)  => Postavio sistem za buduće zadatke (cid:
LL@(4813) At the end of the training the attendant: (cid:57) Completed his task (cid:57) Set the system for future tasks (cid:57) Learned about the solutions to some of his problems (cid:57) Worked on an actual spreadsheet The attendant learned the task-related mechanic techniques, as well as the rationale of implementing these individual techniques in task situations. => Video je rešenja za neke od svojih problema (cid: ~~~ Radio je na aktuelnom spredšitu Polaznik je učio, kako mehaničke tehnike vezane za zadatak, tako i rezon korišćenja tih pojedinačnih tehnika u datim situacijama. «Task-based» trening nije jedini tip treninga i daleko od toga da je najpopularniji.
LL@(4814) The task-based training is neither the only type of training, nor is it the most popular one. => 
LL@(4815) A largely widespread type of training is the general training where the trainees are introduced to the spreadsheet programme package, since the attendants are usually people who already use spreadsheets for various purposes. => Mnogo rasprostranjeniji tip treninga je uopštena obuka upoznavanja sa spredšit programskim paketom pošto se medju polaznicima obuke obično nalaze ljudi koji spredšit koriste u različite svrhe.
LL@(4816) The third type of the training is most common and includes the users that have never had any formal training concerning spreadsheets. => Treći tip «obuke» je najčešći, a obuhvata korisnike koji nikada nisu imali bilo kakvu formalnu obuku o spredšitovima.
LL@(4817) They learned how to use spreadsheets at work, from their predecessors or colleagues, or are entirely self-taught. => Oni su naučili korišćenje spredšitova na poslu od svojih prethodnika ili kolega, ili su potpuno samouki.
LL@(4818) A quality training in using spreadsheets is offered at the Faculty of Organizational Sciences in Belgrade and at a number of other faculties. => Kvalietnu obuku korišćenja spredšitova daje Fakultet organizacionih nauka u Beogradu i još par drugih fakulteta.
LL@(4819) The training in how to work with spreadsheets, however, displays a rather poor approach to spreadsheets: Spreadsheets are presented as simple expressions of likewise simple accounting models Spreadsheets are easy to learn and their intellectual contents are limited Students became familiar with spreadsheets even before they enter university and thus acquired wrong habits that are difficult to correct at university. => Obuka za rad sa spredšitovima na fakultetima pati od lošeg pristupa spredšitovima: ~~~ Spredšitovi se predstavljaju kao prosti iskazi jedno stavnih računovodstvenih modela Spredšitovi su laki za učenje i njihov intelektualni sadržaj je ograničen Student je učio o spredšitovima još pre univerziteta i time stekao pogrešne navike koje se ne ispravljaju na fakultetu.
LL@(4820) The greatest problem, however, may be how to convince the lecturers that the training for work in spreadsheets requires an entirely different approach which is not based only on the changes in the teaching contents, but in the teaching methods, too. => Možda je najveći problem da se ubede nastavnici da obuka za rad u spredšitovima zahteva kompletno drugačiji pristup koji se ne zasniva samo na promeni sa držaja nastave već i u nastavnim metodama.
LL@(4821) A solution may be to encourage them to use the feedback loop RESEARCH LECTURE STUDENTS LEARN. => Treba ohrabriti primenu povratne petlje ISTRA@IVANJE PREDAVANJE UČENJE STUDENATA. 4.
LL@(4822) 4. ~~~ Audit The types of testing are numerous and the majority of them cannot reduce the errors to the point at which there are no singnificant errors in the spreadsheet. => Ispitivanje Postoje mnogobrojni tipovi testiranja od kojih većina nije dovoljna da smanji greške do tačke koja obezbedjuje da nema značajnih greški u spredšitu.
LL@(4823) Here we mention some of the test types: 1. => Nabrojaću neke od tipova. 1.
LL@(4824) Testing along spreadsheet development Testing ap plications, unit (module) testing, integral testing. ~~~ 2. => Testiranje tokom razvoja spredšita Testiranje zahteva, testiranje jedinica (modula), integralno testiranje. 2.
LL@(4825) Spreadsheet observation Review of tables in spreadsheet in order to get the impression of logic. => Posmatranje spredšita Pregled tabela u spredšitu da se stekne utisak logičnosti. 3.
LL@(4826) 3. ~~~ Error scanning software Software that browses the spreadsheet searching for errors on the basis of the built-in detection rules in the software. => Softver za skeniranje greški softver koji pretražuje spredšit tražeći greške na osnovu pravila za pronalaženje koja su ugradjena u softver.
LL@(4827) The automatic error scanning tools are similar to spell-checkers and grammar-checkers in the text processing programmes. => Alati za automatsko skeniranje greški slični su spel-čekeru i gramar-čekeru u programima ya obradu teksta.
LL@(4828) Excell has the built-in tools for error detection under the commands Tools, Error Checking. => Excel ima ugradjeni alat za pronalaženje greški pod komandama Tools, Error Checing.
LL@(4829) These tools are rather simple, but limited. => Ovaj alat je veoma jednostavan ali ograničen.
LL@(4830) There are several commercial tools available in spreadsheet auditing: SpACE (Spreadsheet Audit for Customs & Excise), OAK (Operis Analysis Kit), Spreadsheet Detective and Spreadsheet Professional, and others. => Postoji nekoliko komercijalnih alata koji su raspoloživi za ispitivanje spredšitova: ~~~ SpACE (Spreadsheet Audit for Customs & Excise), OAK (Operis Analysis Kit), Spreadsheet Detective and Spreadsheet Professional i drugi.
LL@(4831) Much more sophisticated scanners are now available on the market. => Mnogo sofisticiraniji skeneri se mogu naći na tržištu.
LL@(4832) The web site containing the list of such is http://www.sysmod.com/sslinks.htm#auditing. products 4. => Web strana sa listom takvih proizvoda je http://www.sysmod.com/sslinks.htm#auditing. 4.
LL@(4833) Auditing The option that is in Excell activated by the Tools, Formula Auditing commands. => Auditing opcija koja se kod Excela aktivira komandama Tools, Formula Auditing.
LL@(4834) Such commands allow us to select the links of the formula with the previous cells the result of the formula depends on, that is, with all the cells to which the value of the formula observed serves as input data. => Ova komanda omogućava da izaberemo vezu formule sa prethodnim ćelijama od kojih zavisi rezultat formule, odnosno sa svim ćelijama kojima vrednost posmatrane ćelije služi kao ulazni podatak.
LL@(4835) One problem with the real auditing is the question on which section of spreadsheet is audited. => Jedan od problema sa istinskim oditingom je pitanje koji deo spredšita da se ispituje.
LL@(4836) The most obvious candidate for auditing is the most risky section which includes complex formulas and links among the worksheets of the work ledger. => Najočigledniji kandidat za ispitivanje je najriskantniji deo koji uključuje kompleksne formule i linkove medju radnim listovima radne knjige.
LL@(4837) While the errors are more likely to occur in this type of formulae in comparison with the ordinary formulae, by the law of probability, there is probably a larger number of errors in ordinary formulae than in the complex ones (the ordinary ones are more numerous) will occur. => Medjutim, dok su greške verovatnije kod ovog tipa formula nego što je to slučaj kod običnih formula, po zakonu verovatnoće je verovatno više greški kod običnih formula nego kod kompleksnih formula. (običnih formula ima više).
LL@(4838) Very complex, but also very expensive automated auditing softwares for spreadsheets are now available on the market. => Na tržištu postoje automatizovani auditing softveri za spredšitove, koji su veoma kompleksni ali i skupi. 5.
LL@(4839) 5. ~~~ Testing through performance The tester tests a number of sets of input values to find out whether the spreadsheet produces (or does not produce) correct results. => Testiranje izvršenjem tester provera nekoliko setova ulaznih vrednosti da bi video da li spredšit proizvodi (ili ne proizvodi) korektne rezultate.
LL@(4840) Here, typical and extreme values (paranoid testing) can be used. => Pri tome se mogu koristiti tipične i ekstremna vrednosti (paranoidno testiranje).
LL@(4841) The problem here is how we can know whether the values obtained are accurate and correct. => Ovde se postavlja problem kako znati da su dobijene vrednosti tačne.
LL@(4842) In the best case, there are possibilities to compare the resulting values to the already known values. => Najbolje je kada postoji mogućnost da se rezultujuće vrednosti uporedjuju sa unapred poznatim vrednostima.
LL@(4843) A mathematical model would be welcome that can yield values which could be expected as a result in the spreadsheet, too. => Dobro bi bilo da postoji matematički model koji može da da vrednosti koje treba očekivati kao rezultat i u spredšitu.
LL@(4844) Without such values for comparison, testing through performance is meaningless. => Bez takvih vrednosti za uporedjivanje testiranje izvršenjem gubi smisao. 6.
LL@(4845) 6. ~~~ Logic inspection The inspector examines all the cells with formulae, searching for errors. => Inspekcija logike inspektor ispituje sve ćelije sa formulama, tražeći greške.
LL@(4846) For practical reasons, we recommend the team inspection: an individual usually manages to detect fewer than half the number of all the errors present. => Ovde se preporučuje timska inspekcija iz praktičnih razloga: pojedinac obično pronadje manje od polovine svih greški.
LL@(4847) In this case the reduction of all the errors cannot be requested, since this is impossible to do. => Pri tome se ne može zahtevati redukcija svih greški jer je to nemoguće.
LL@(4848) Therefore a reasonable limit is set, in accordance with the importance of spreadsheet in business decision making. => Zato se postavlja jedna razumna granica u skladu sa značajem spredšita za donošenje poslovnih odluka.
LL@(4849) The inspection process should consist of seven steps: 1. => Proces inspekcije treba da ima sedam koraka: ~~~ 1.
LL@(4850) Planning. => Planiranje.
LL@(4851) Provision of materials, getting the peer and working out the meetings schedule. => Priprema materijala, dobijanje sauče snika i izrada rasporeda sastanaka. 2.
LL@(4852) 2. ~~~ Discussing the meeting agenda. => Razmatranje sadržaja sastanaka.
LL@(4853) Presenting software, role delegation, process description. ~~~ 3. => Predstavljanje softvera, raspodela uloga, opis procesa. 3.
LL@(4854) Preparation. => Priprema.
LL@(4855) Inspectors check the spreadsheet individually. => Ispektori, radeći pojedinačno, ispituju spredšit.
LL@(4856) The aim is not to detect errors, but to understand software modules. => Cilj nije da se otkriju greške već da se razumeju softverski moduli.
LL@(4857) Many inspection methods, however, detect errors as early as this phase. ~~~ 4. => Medjutim, mnoge metode inspekcije otkriju greške već u ovoj fazi. 4.
LL@(4858) Inspectors meeting. => Sastanak inspektora.
LL@(4859) The task is to detect and explain errors. => Zadatak je da se otkriju i objasne greške.
LL@(4860) Nothing else is discussed. => Ne diskutuje se ništa izvan toga.
LL@(4861) The meeting has to be reasonably short, so that concentration should not weaken. ~~~ 5. => Sastanak mora da bude razumno kratak da ne bi opala obazrivost. 5.
LL@(4862) Improving the process. => Unapredjenje procesa.
LL@(4863) Inspection has to produce a feed-back information to the guide process inspection of the firm. => Inspekcija mora da proizvede povratnu informaciju za vodič procesa inspekcija firme.
LL@(4864) Each inspection must generate a statistics on the time consumed, errors detected and the gravity of error. ~~~ 6. => Svaka inspekcija mora da generiše statistiku o utrošenom vremenu, nadjenim greškama i ozbiljnosti greški. 6.
LL@(4865) Processing. => Prerada.
LL@(4866) The remedy to /repair of the software is effected after the meeting. ~~~ 7. => Popravka softvera se vrši posle sastanka. 7.
LL@(4867) Monitoring. => Praćenje.
LL@(4868) Ensuring that the change is correctly made. ~~~ 5. => Osigurati da su promene učinjene pravil no. 5.
LL@(4869) Management There are many, some argue too many, issues related to spreadsheet management which should be taken into consideratin by the organizational policy. => Menadžment Postoji mnogo, neki kažu suviše mnogo, pitanja koja se odnose na menadžment spredšitova na koja treba obratiti pažnju politikom organizacije.
LL@(4870) There are the issues of choice and of adopting a set of controls that should be analysed over a reasonable time interval. => Postoje pitanja izbora i prihvatanja seta kontrola koja treba razmotriti u regularnim intervalima vremena.
LL@(4871) These may be the spreadsheet version controls, the insight and self-auditing during the spreadsheet creation, team review and close inspection of spreadsheets models, the documentation policy, the use of proven models as templates, as well as recording usual errors and their storage at set sites such as corporate knowledge bases. => To mogu da budu kontrole verzija spredšitova, uvida i samo-ispitivanja tokom izrade spredšitova, timsko preispitivanje i pročešljavanje spredšit modela, politika dokumentovanja, korišćenje proverenih modela kao templejta, kao i beleženje uobičajenih greški i njihovo čuvanje na za to utvrdjenim mestima kao bazama korporativnog znanja.
LL@(4872) In order that only a small number of these requirements be met it is necessary to ensure the support of the firm top management and create a strategy to establish good practice based on the reasonable selection of standards. ~~~ Such a standard can be found in the CobiT (Control Objectives for Information and Related Technology) approach. => Da bi se ostvario samo deo tih zahteva potrebno je obezbediti podršku menadžmenta preduzeća višeg nivoa i stvoriti strategiju za uspostavljanje dobre prakse zasnovane na razuman izbor standarda. for Information and Takav standard se može naći u pristupu CobiT (Control Objectives related Technology).
LL@(4873) The CobiT is a set of tools that helps business managers to understand and manage the risk related to introducing new technology. => CobiT je set alata koji pomaže poslovnim menadžerima da razumeju i upravljaju rizikom vezanim za uvodjenje nove tehnologije.
LL@(4874) It also demonstrates to the interested parties or stakeholders how well the job was done. => Takodje, on demonstrira zainteresovanima koliko dobro je uradjen taj posao.
LL@(4875) The CobiT is based on the best international practice of IT management. => CobiT je zasnovan na medjunarodnoj najboljoj praksi IT mendžmena.
LL@(4876) The CobiT ensures a generic framework for all the main IT processes. => CobiT obezbedjuje generički okvir za sve glavne IT procese.
LL@(4877) It does not necessarily specify spreadsheets. => On ne spominje posebno spredšitove.
LL@(4878) However, this generic framework can be applied to all IT development solutions, from the entire ERP system to a relatively simple spreadsheet. => Medjutim, taj generički okvir se može primeniti na sva IT razvojnih rešenja od celokupnog ERP sistema do relativno jednostavnog spredšita.
LL@(4879) Project approval Defining and documenting necessary files Programme specification Source data collection project Defining input requirements and documentation Defining interfaces User-machine interface Defining necessary processes and documentation Defining necessary outputs and documentation Opportunity of control Accessibility as key factor of design Measures of IT integrity in software programme application Software application testing User manuals and other logistic material Re-evaluation of system project The CobiT approach is based on the Maturity model of the software development possibilities, defined by the Software Engineering Institute. ~~~ The Maturity model offers a method for a quantitative expression of the level of IT control procedures on the 0 (non-existent) to 5 (optimized) scale. => Pristupačnost kao ključni faktor dizajna Mere IT integriteta u aplikaciju softverskog programa Testiranje softverske aplikacije Korisnička uputstva i drugi materijali za podršku Ponovna procena sistemskog projekta Pristup CobiT se zasniva na Maturity modelu za mogućnosti razvoja softvera koji je definisan od strane firme Software Engineering Institute. «Maturiti» model nudi metodu za kvantitativno iskazivanje stepena IT kontrolnih procedura na skali od 0 (ne postoji) do 5 (otmiziran).
LL@(4880) The management used the Maturity model to map the current status of: Their own organization Best practices or an overall state of practice in their industry International standards For example, the Provision and Maintenance of Software control is described as follows: and to determine where the organization desires to be as regards those levels. => Menadžment koristi «Maturiti» model da mapira tekući status: svoje organizacije najbolje prakse ili opšte stanje prakse u svojoj grani internacionalnih standarda Na primer, za kontrolu procesa «Pribavljanje i održavanje softvera» navodi se: i da odredi gde organizacija želi da bude u odnosu na te nivoe. «Kontrola IT procesa pribavljanja i održavanja aplikacionog softvera, koji zadovoljava poslovne potrebe automatizacije funkcija radi efikasne podrške poslovnim procesima, obezbedjena je definicijama funkcionalnih i operativnih zahteva i faznom primenom sa jasnim izvršenjima i uzima u obzir:
LL@(4881) The control of the IT processes of provision and maintenance of software that satisfies the business requirements of function automation for the purpose of an efficient support to business processes is ensured by the definitions of functional and operational requirements and the phase implementation with clearly set performance and takes into account: Functional testing and adopting Application controls and security requirements Documentation requirements Software application life cycle Company infromation structure Methodology of development system life cycle User-machine interface Package adjustment This is backed up by 17 detailed goals of control, covering: Design methods Principal changes in the existing system Figure 1: CoBIT Maturity Model The development and maintenance processes control of spreadsheet models and applications that satisfy the business needs to obtain accurate business models and error-free analyses in order to efficiently support business processes is provided by defining the specific features of functional and operational requirements as well as by a phase implementation with clear performance and takes into account: design methods protection and data storage requirements testing and adopting documentation requirements. => Funkcionalno testiranje i prihvatanje kontrole aplikacije i zahteve obezbedjenja zahteve dokumentovanja životni ciklus softverske aplikacije informacionu strukturu preduzeća metodologiju životnog ciklusa sistema razvoja interfejs korisnik mašina prilagodjavanje paketa Ovo je podržano sa 17 detaljnih ciljeva kontrole pokrivajući:
LL@(4882) 6. => Metode projektovanja Glavnih promena postojećeg sistema Odobenje projekta Definisanje i dokumentovanje potrebnih fajlova Specifikacija programa Projekat kolekcije izvornih podataka Definisanje ulaznih zahteva i dokumentacije Definisanje interfejsova Interfejs korisnik mašina Definisanje potrebnih procesa i dokumentacije Definisanje potrebnih izlaza i dokumentacije Mogućnost kontrole Slika 1:
LL@(4883)  => CoBIT Maturity Model Kontrola procesa razvoja i održavanja spredšit modela i aplikacija koje zadovoljavaju poslovne potrebe da se dobiju tačni poslovni modeli i analize bez greški kako bi se efikasno podržali poslovni procesi, obezbedjuje se definisanjem specifičnih stavova funkcionalnih i operativnih zahteva kao i faznom implementacijom sa jasnim izvršenjima i uzima u obzir metode projektovanja zaštitu i zahteve čuvanja podataka testiranje i prihvatanje zahteve dokumentovanja 6.
LL@(4884) Conclusion In order that an appropriate spreadsheet information system be provided in an organization, it is necessary to improve four areas of intellectual activity: TOOLS adopt the methodology of the structural description of the data and their connexity as a basis of the business model description which is further developed in the spreadsheet; select an adequate software for the spreadsheet; ensure the spreadsheet documentation; EDUCATION select the most suitable user (creator) training and establish an appropriate system of permanent education together with research; AUDITING establish a spreadsheet audit system implementing most recent auditing tools (software); MANAGEMENT adopt standards and controls related to the management of versions, storage, usage of templates, spreadsheet systems performance measurement and continual improvement. => Zaključak Da bi se obezbedio svrsishodan spredšit informacioni sistem u jednoj organizaciji neophodno je unapredjivati četiri oblasti intelektualnog delovanja: ~~~ ALAT usvojiti metodologiju strukturnog opisa podataka i njihovih veza kao osnovu opisa poslovnog modela koji se potom razvija u spred šitu; odabrati adekvatan softver za spredšit; obezbediti dokumentovanje spredšita; OBRAZOVANJE Odabrati najpovoljniji način obuke korisnika (kreatora) spredšitova i uspostaviti svrsishodan sistem permanentnog obrazovanja u sprezi sa istraživanjima. ~~~ ISPITIVANJE - uspostaviti sistem ispitivanja (oditinga) spredšitova uz primenu najsavremenijih oditing alata (softvera); MENAD@MENT usvojiti standarde i kontrole u vezi sa upravljanjem verzijama, čuvanjem, korišćenjem templejta, merenjem performansi spredšit sistema i kontinualnim unapredjenjem.
LL@(4885) REFERENCE Š1Ë Panko R Spreadsheet Errors: What We Know. => LITERATURA Š1Ë Panko R Spreadsheet Errors: ~~~ What We Know.
LL@(4886) What We Think We Can Do. => What We Think We Can Do.
LL@(4887)  => Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0802.3457 Š2Ë Rajalingham K, Chadwick D, Knight B:
LL@(4888) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0802.3457 Š2Ë Rajalingham K, Chadwick D, Knight B: Classification of Spreadsheet Errors Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4224 Š3Ë Hawker A: Building Financial Accuracy into Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4219 Š4Ë Ayalew Y, Clermont M, Mittermeir R: Detecting Errors in Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.1740 Š5Ë Rajalingham K, Chadwick D, Knight B; A Structured Methodology for Spreadsheet Modelling. => Classifi cation of Spreadsheet Errors Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4224 Š3Ë Hawker A: ~~~ Building Financial Accuracy into Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4219 Š4Ë Ayalew Y, Clermont M, Mittermeir R: ~~~ Detecting Errors in Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.1740 Š5Ë Rajalingham K, Chadwick D, Knight B; A Struc tured Methodology for Spreadsheet Modelling.
LL@(4889) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4218 Š6Ë Butler R Risk Assessment for Spreadsheet Developments (HM Customs and Excise) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4236 Š7Ë Chan H Q Chen Y: Visual Checking Of Spreadsheets Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0805.2189 Š8Ë Cleary P M: How Important Are Spreadsheets To Organisations? => Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4218 Š6Ë Butler R Risk Assessment for Spreadsheet Developments (HM Customs and Excise) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4236 Š7Ë Chan H Q Chen Y:
LL@(4890) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. => Visual Checking Of Spreadsheets Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0805.2189 Š8Ë Cleary P M:
LL@(4891)  => How Important Are Spreadsheets To Organisations?
LL@(4892) Š9Ë Chadwick D Stop the Subversive Spreadsheet. => Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. Š9Ë Chadwick D Stop the Subversive Spreadsheet.
LL@(4893)  => Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0712.2594 Š10Ë Chadwick D., Sue R.:
LL@(4894)  => Teaching Spreadsheet De velopment Using Peer Audit and Self-Audit Methods for Reducing Errors, Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1514 Š11Ë Butler R J:
LL@(4895)  => Applying the Cobit® Control Framework to Spreadsheet Developments Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.0609 Š12Ë O'Beirne P:
LL@(4896) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0712.2594 Š10Ë Chadwick D., Sue R.: Teaching Spreadsheet Development Using Peer Audit and Self-Audit Methods for Reducing Errors, Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1514 Š11Ë Butler R J: Applying the Cobit® Control Framework to Spreadsheet Developments Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.0609 Š12Ë O'Beirne P: Euro Conversion in Spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š13Ë Paine J: Safer Spreadsheets With Model Master Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.3690 Š14Ë Rajalingham K, Chadwick D, Knight B: An Evaluation of the Quality of a Structured Spreadsheet Development Methodology Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1516 Š15Ë Raffensperger J: New Guidelines for Writing spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. => Euro Conversion in Spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š13Ë Paine J: ~~~ Safer Spreadsheets With Model Master Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.3690 Š14Ë Rajalingham K, Chadwick D, Knight B: ~~~ An Evaluation of the Quality of a Structured Spreadsheet Development Methodology Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1516 Š15Ë Raffensperger J: ~~~ New Guidelines for Writing spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. Š16Ë Ettema H, Janssen P, de Swart J: ~~~ Assurance By Control Around Is A Visible Alternative To The Traditional Approach Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.4775 Š17Ë Knight D,: ~~~ A Real alternative to spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š18Ë Nixon D, O'Hara M: ~~~ Spreadsheet Auditing Pro Š22Ë Clermont M., Hanin C., Mittermeir R.:
LL@(4897) Š16Ë Ettema H, Janssen P, de Swart J: Assurance By Control Around Is A Visible Alternative To The Traditional Approach Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.4775 Š17Ë Knight D,: A Real alternative to spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š18Ë Nixon D, O'Hara M: Spreadsheet Auditing Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š19Ë Chadwick D: Training Gamble Leads To Corporate Grumble Proceedings of 3rd International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š20Ë Banks D., Monday A.: Interpretation as a Factor in Understanding Flawed Spreadsheets Proceedings of 3rd International Symposium on Spreadsheet Risks -the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0801.1856 Š21Ë Grossman T.: Spreadsheet Engineering: A Research Framework Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0711.0538 Š22Ë Clermont M., Hanin C., Mittermeir R.: A Spreadsheet Auditing Tool Evaluated In An Industrial Context Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0805.1741 Š23Ë Chadwick D., Knight B.: The Subversive Spreadsheet Proceedings of 3d International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. => A Spre ceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š19Ë Chadwick D: ~~~ Training Gamble Leads To Corporate Grumble Proceedings of 3rd International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š20Ë Banks D., Monday A.: ~~~ Interpretation as a Factor in Understanding Flawed Spreadsheets Proceedings of 3rd International Symposium on Spreadsheet Risks -the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0801.1856 Š21Ë Grossman T.: ~~~ Spreadsheet Engineering:
LL@(4898) Š24Ë Butler R.: Losing At Spreadsheet Roulette Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š25Ë Croll G.: A Typical Spreadsheet Audit Approach Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0712.2591 Human Resources in the Drive Towards Creativity and Organisational Innovation UDC: 005.96 Dr Isabel Martins1 , Dr Orlando Petiz2, Dr Ana Martins3 1 HRM/OB Division, University of Glamorgan, Wales in UK 2 School of Economics and Management, Department of Economics, University of Minho in Portugal 3 Learning and Professional Development Division, University of Glamorgan, Wales in UK Innovation is the cornerstone of competitive advantage. => A Re search Framework Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0711.0538 adsheet Auditing Tool Evaluated In An Industrial Context Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0805.1741 Š23Ë Chadwick D., Knight B.: ~~~ The Subversive Spre adsheet Proceedings of 3d International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. Š24Ë Butler R.: ~~~ Losing At Spreadsheet Roulette Pro ceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July Š25Ë Croll G.:
LL@(4899)  => A Typical Spreadsheet Audit Approach Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0712.2591 Ljudski resursi u funkciji unapređivanja kreativnosti organizacionih inovacija UDK:
LL@(4900)  => 005.96 Dr Isabel Martins1, Dr Orlando Petiz2, Dr Ana Martins3 1 Odsek HRMB/OB, Univerzitet Glamorgan, Vels, Velika Britanija 2 Odeljenje za ekonomiju i menadžment, Ekonomski fakultet, Univerzitet Minho, Portugalija 3 Odeljenje za razvoj stručnjaka, Univerzitet Glamorgan, Vels, Velika Britanija Inovacije predstavljaju temelj konkurentske prednosti.
LL@(4901) For this, it is necessary to adopt the practices of a range of measures which lead to entrepreneurial re-structuring. => Stoga je neophodno usvojiti određene mere pomoću kojih ćemo restruktuirati preduzetništvo.
LL@(4902) This emphasizes the measures of change within the different components of the organisation, as well as implementing an innovative culture based on quality which will be broad ranging and affect all aspects of the organisation. => Posebno su značajne mere uvođenja promena u različite segmente organizacije, kao i primena inovativne kulture širokog opsega, zasnovane na kvalitetu, koja će prožimati sve aspekte organizacije.
LL@(4903) In this way, entrepreneurial flexibility has to be based on the creative individual and views that intelligence is the major ingredient of bringing about flexibility. => Na taj način, fleksibilnost preduzetništva će počivati na kreativnim pojedincima i na gledištu da je inteligencija najvažniji segment fleksibilnosti.
LL@(4904) With these new attitudes, policies and practices the innovative organisation neutralizes obsolete processes and products focusing instead on its potential. => Uz ove nove stavove, politiku i praksu, inovativna organizacija će se otarasiti zastarelih procesa i proizvoda i umesto toga će se osloniti na svoje potencijale.
LL@(4905) Therefore, in this quest for excellence, new core competencies have to be sought after. => Stoga, u ovoj potrazi za izvrsnošću moramo da tragamo i za novim osnovnim kompetentnostima.
LL@(4906) These must take into account all employees and not only those whose technical or conceptual competencies are more visible. => One moraju da obuhvate sve zaposlene, a ne samo one čija je tehnička i koncepcijska kompetentnost vidljivija.
LL@(4907) However, due to the constant and abrupt economic, social, technical and technological changes seen in the entrepreneurial contexts, it is vital to question what type of flexibility is more easily adaptable to the systems of constant change. => Ipak, s obzirom na neprekidne i nagle ekonomske, društvene, tehničke i tehnološke promene u sferi preduzetništva, neophodno je zapitati se kakvu vrstu fleksibilnosti je najlakše primeniti u sistemu stalnih promena.
LL@(4908) Therefore, there are some pillars which are vital for these foundations, namely, commitment, tolerance, involvement willingness to take risk, all of which will ensure these organisations are more complex and less bureaucratic. ~~~ 1. => Stoga predlažemo neke stubove za temelj ovakvog pristupa, a to su posvećenost, tolerancija, angažovanost, spremnost da se rizikuje, a sve to čini da organizacija postane složenija i manje birokratska. 1.
LL@(4909) Introduction Economic globalisation as well as the dissemination of new technologies has created a direct and indirect impact on both the life cycle and dynamism of organisations. => Uvod Globalizacija u privredi i širenje novih tehnologija utiče kako neposredno tako i posredno na životni ciklus i na dinamičnost organizacije.
LL@(4910) Nowadays, this impact is much more unpredictable, turbulent and buoyant. => U današnje vreme ovaj uticaj je manje predvidljiv, turbulentniji je i snažniji.
LL@(4911) Within this context, organisations will need to adopt a new lifestyle philosophy. => Organizacije će u ovom kontekstu morati da usvoje novu životnu filozofiju.
LL@(4912) In order to identify new sources of competitive advantage most organisations need to revisit their mission and objectives, at both strategic and operational levels. => Da bi mogle da identifikuju nove izvore konkurentne prednosti, većina organizacija će morati da preispita svoju misiju i ciljeve, kako na strateškom, tako i na operativnom nivou.
LL@(4913) Organisations require to redefine their behaviour in order to fight obsolescence of their competitive advantage within this constant evolution of both contextual and transactional environments. => Da bi se uspešno borile protiv zastarelih postupaka i stekle konkurentnu prednost u stalnom kretanju u okviru kontekstualnog i transakcionog okruženja, organizacije će morati da redefinišu svoje ponašanje.
LL@(4914) This behaviour should be more decisive and pro active, in so far as listening to the client and the competitor as well as in conceptualising and adopting new management paradigms. => Moraće da se ponašaju odlučnije i proaktivnije tako što će, s jedne strane, da osluškuju i klijente i konkurenciju, a s druge, da konceptualzuju i da usvoje nove paradigme upravljanja.
LL@(4915) In this way, client satisfaction, scanning the competitive environment, revisiting its ethical values and implementing an innovative culture from within the organisation, are all sources of inspiration and sustainable creativity of organisational innovation. more decisive, namely, listening carefully to the client as well as to the competitor. => To znači da su zadovoljstvo klijenta, praćenje konkurencije u okruženju, preispitivanje etičkih vrednosti i primena inovativne kulture u samoj organizaciji izvori inspiracije i održive kreativnosti organizacione inovacije. škivaćemo pažljivo i klijente i konkurenciju.
LL@(4916) Such listening is in turn linked to innovative behaviour. => Sa svoje strane, ovakvo osluškivanje je povezano sa inovativnim ponašanjem.
LL@(4917) Nevertheless, on the whole companies tend to ignore the importance of listening and fail to see its economic and social value. => Bez obzira na to, kompanije u celini obično zanemaruju značaj tog osluškivanja i stoga ne uviđaju njegovu ekonomsku i društvenu vrednost.
LL@(4918) This paper will reflect upon organisational behaviour, culture and values so as to compare the traditional organisational paradigm with the new paradigm, i.e. of dynamic vocation, evolutionary and transforming just as the new organisation theory professes it to be. => U ovom radu bavićemo se organizacionim ponašanjem, kulturom i vrednostima, tako što ćemo porediti tradicionalnu organizacionu paradigmu sa novom paradigmom, t.j., paradigmom dinamičke vokacije, koja evoluira i menja se, upravo kako to postavlja nova teorija organizacije.
LL@(4919) The aim of this paper is to highlight the importance of entrepreneurial dynamism which fosters innovation as a way of being and sees the intangible resources as the new source of creating sustainable value. => Naš cilj u ovom radu jeste da naglasimo značaj preduzetničke dinamičnosti koja inovaciju uzima kao način postojanja, a nematerijalne resurse posmatra kao nove izvore za stvaranje održive vrednosti.
LL@(4920) Three organisations located in the North of Portugal will be analysed. => Analiziraćemo tri organizacije koje se nalaze na severu Portugalije.
LL@(4921) This paper is essentially concerned with new technical trends adopted by successful companies. => U ovom radu prvenstveno se bavimo novim tehničkim tokovima koje su usvojile uspešne kompanije.
LL@(4922) Therefore, the paper will begin by contextualising various concepts related to organisational culture and innovation. => Stoga ćemo ovaj rad da započnemo kontekstualizacijom različitih koncepata vezanih za organizacionu kulturu i inovacije.
LL@(4923) Thereafter, a reflection will be made upon the reality of three Portuguese organisations located in the northern region of Portugal based on this theory. => Potom ćemo se u svetlu ove teorije osvrnuti na slučajeve tri portugalske organizacije na severu zemlje.
LL@(4924) Nowadays dynamism and company longevity are threatened by the contextual and transactional environments which, as the economic globalisation evolves, become ever more buoyant, turbulent and unpredictable. => Danas su dinamičnost i dugovečnost kompanija ugrožene uticajem kontekstualnih i transakcionih okruženja koja sa širenjem globalizacije postaju sve snažnija, turbilentnija i nepredvidljivija.
LL@(4925) However, this process can be slowed down or stopped by the adoption of entrepreneurial behaviour which is 2. => Ipak, ovaj proces se može usporiti ili čak zaustaviti tako što ćemo usvojiti preduzetnički način ponašanja koji je odlučniji; naime, oslu 2.
LL@(4926) Knowledge management There is a need to adopt a new management paradigm, i.e. knowledge management paradigm. => Upravljanje znanjem U novom vremenu, neophodna je nova paradigma upravljanja, naime, paradigma upravljanja znanjem.
LL@(4927) Knowledge management, according to Carter and Scarbrough (2001) is related to the frailties and vulnerabilities inherent in the organisational competitive advantages. => Kako navode Carter i Scarbrough (2001), upravljanje znanjem se bavi krhkošću i ranjivošću koje su prirođe ne datoj konkurentnoj prednosti organizacije.
LL@(4928) In the recent past, organisations failed to have sustainable characteristics absence of knowledge management paradigm. => U nedavnoj prošlosti organizacije nisu raspolagale održivim kvalitetima karakterističnim za paradigmu upravljanja znanjem.
LL@(4929) In this way, knowledge management is a practice (Halawi, Aronson and McCarthy, 2005: 75) and can be defined as the way in which knowledge is created, shared, distributed and utilised in order to attain organisational objectives (Serrano and Fialho, 2005: 4). => To bi značilo da upravljanje znanjem predstavlja jedan postupak (Halawi, Aronson i McCarthy, 2005:75) i da se može definisati kao način na koji se znanje stvara, razmenjuje, raspoređuje i koristi da bi se postigli organizacioni ciljevi (Serrano i Fialho, 2005:4).
LL@(4930) However, it is not simple to offer a definition of knowledge management. => Ipak, definisati upravljanje znanjem nije baš jednostavno.
LL@(4931) In addition to the complexities of the issues involved therein, it has also been the target of various interpretations. => Pored složenosti problematike kojom se bavi, upravljanje znanjem je često podložno različitim tumačenjima.
LL@(4932) However, knowledge management also allowed for catapulting different elements within the organisation, namely, at structural, social and human levels (Seemann, cited in Halawi, Aronson and McCarthy, 2005). => U svakom slučaju, upravljanje znanjem nam omogućava da se posebno bavimo različitim segmentima unutar organizacije, na strukturnom, društvenom i ljudskom nivou (Seemann, citirano u Halawi, Aronson i McCarthy, 2005).
LL@(4933) Knowledge management strategies entail two approaches, i.e. codification and personalization. => Strategije upravljanja znanjem podrazumevaju dva pristupa, kodifikaciju i personalizaciju.
LL@(4934) In codification, databases store codified knowledge allowing for easy company access and use (Hansen et al., 1999: 107, cited in Carter and Scarbrough, 2001). => U oblasti kodifikacije, u bazama podataka skladišti se kodifikovano znanje kojem kompanije lako pristupaju i koriste ga (Hansen i dr., 1999:107, citirano u Carter i Scarbrough, 2001).
LL@(4935) Personalization reveals that knowledge is inherently linked to the person who developed and shared it. => Personalizacija nam otkriva da je znanje po prirodi deo osobe koja ga stvara i razmenjuje.
LL@(4936) Unlike the economies of the past, current organisations are more exposed to international competition. => Za razliku od privreda u prošlosti, današnje organizacije su izloženije međunarodnoj konkurenciji.
LL@(4937) In this way, the need arose to identify and privilege other sources of competitive advantage. => Stoga se javila potreba da se identifikuju i da se da prednost drugim izvorima konkurentne prednosti.
LL@(4938) Consequently, according to Serrano and Fialho (2005: 4), knowledge management can be seen as the convergence between the bureaucratic organisational culture and information technologies which it uses. => Tako se, kako navode Serrano i Fialho (2005:4), upravljanje znanjem može posmatrati kao spoj birokratske organizacione kulture i informacionih tehnologija koje ona koristi.
LL@(4939) Due to this mutation of cultures as well as the behaviour of organisations, the notions of knowledge employee, learning organisations, and organisational learning all gain much more consistency and more relevance in the everyday occurrences within an organisation. ~~~ Furthermore, Carter and Scarbrough (2001) corroborate that knowledge management may take various forms, namely, (i) intellectual capital; (ii) knowledge assets as well as (iii) workplace and organisational learning . => Zbog ovih promena kulture i zbog ponašanja organizacija, pojmovi kao što su zaposleni koji zna, organizacije koje uče i organizaciono učenje dobijaju na doslednosti i na značaju u svakodnevnom životu organizacije. [ta više, Carter i Scarbrough (2001) potvrđuju da upravljanje znanjem može da poprima različite oblike, na primer, (i) intelektualni kapital, (ii) kapital u znanju i (iii) organizaciono učenje i učenje na radnom mestu.
LL@(4940) Indeed, knowledge is considered the only meaningful economic resource in the knowledge society rather than capital or labour. => Zaista, znanje se smatra jedninim smislenim privrednim resursom u društvu znanja, i to više nego kapital ili rad.
LL@(4941) Senge (1990) maintains that organisations cannot function as knowledgebased organisations because they suffer from learning disabilities. => Senge (1990) tvrdi da organizacije ne mogu da funkcionišu kao organizacije zasnovane na znanju zato što nisu sposobne da uče.
LL@(4942) Therefore, it is believed that companies must innovate or else they will perish. ~~~ Furthermore, Rowley (1999) posits that the core competency enabling organisations to survive, resides in their ability to adapt, learn and change. => Stoga se veruje da organizacije moraju da uvedu inovacije ili će nestati. [ta više, Rowley (1999) tvrdi da se osnovna kompetentnost koja omogućava organizacijama da opstanu nalazi u njihovoj sposobnosti da se prilagođavaju, da uče i da se menjaju.
LL@(4943) For Yang (2003:242), knowledge and learning are attributed a new conceptual framework in that (h)olistic theory defines knowledge as a social construct with three distinctive and interrelated facets—explicit, implicit, and emancipatory knowledge. => Kako kaže Yang (2003:242), znanje i učenje deo su novog koncepcijskog okvira po kojem holistička teorija definiše znanje kao društveni konstrukt koji ima tri posebne, a međusobno povezane strane eksplicitno, implicitno i emancipatorno znanje.
LL@(4944) Emancipatory knowledge is based on motivational levels, feelings and emotions towards the external circumstances surround ing the individual. => Emancipatorno znanje zasniva se na nivou motivacije, na osećanjima i stavovima prema spoljnim okolnostima koje okružuju pojedinca.
LL@(4945) Implicit knowledge is based on the individuals experiences, actions and behaviour. => Implicitno znanje zasniva se na iskustvima, aktivnostima i ponašanju pojedinca.
LL@(4946) Explicit knowledge is codified knowledge which arises from the individuals interpretation of the event. => Eksplicitno znanje jeste kodifikovano znanje koje proizilazi iz toga kako pojedinac tumači događaj.
LL@(4947) These three facets are holistic in that they are both contradictory and complementary to each other. => Ove tri strane su holističke po tome što su i suprotne i komplementarne jedna drugoj.
LL@(4948) Client satisfaction is a permanent source of inspiration for entrepreneurial innovation. => Zadovoljstvo klijenta predstavlja stalni izvor inspiracije za inovacije u preduzetništvu.
LL@(4949) Both the client and/or consumer are a touching stone in the innovation process. => I klijent i/ili potrošač predstavljaju kamen temeljac u procesu inovacija.
LL@(4950) In this way the new economy based on knowledge has also taken this fact into account. => Tako i nova ekonomija zasnovana na znanju posmatra ovu činjenicu.
LL@(4951) Even though in this respect innovation depends more on the market comparatively speaking to any other type of innovation (Drucker, 1998). => Mada u ovom smislu inovacija zavisi više od tržišta nego od bilo koje druge vrste inovacije (Drucker, 1998).
LL@(4952) 3. => 3.
LL@(4953) Entrepreneurial organisational culture and innovation Within the economic globalisation context, the process of constructing competitive advantage, is turbulent, unpredictable and rapidly changing, thus demanding that organisational senility be eradicated. => Preduzetnička organizaciona kultura i inovacije U kontekstu ekonomske globalizacije, proces izgradnje konkurentne prednosti je turbulentan, nepredvidiv i veoma brzo se menja, što znači da organizacija sebi ne sme da dozvoli da se opusti.
LL@(4954) This perspective leads to the transformation of entrepreneurial organisations, which according to Santos (1997a:6), can in turn be lighter, more flexible, cooperative and sensitive to organisational culture and the values of an organisation are essential to the creation of organisational identity through a sharing culture (Santos, 1998:244). => Ovaj aspekt vodi transformaciji preduzetničkih organizacija, koje, kako navodi Santos (1997a: ~~~ mogu da budu laganije strukture, fleksibilnije, kooperativne i osetljive na organizacionu kulturu a vrednosti jedne organizacije su od presudnog značaja za stvaranje organizacionog identiteta putem kulture poštovanja zajedničkih vrednosti (Santos, 1998:244).
LL@(4955) The adoption and sharing of these values and trends are at the root of the eradication of organisational senility and can also be regarded as the seed for innovation. => Usvajanje i poštovanje ovih vrednosti i pravaca leže u osnovi organizacionog truda da prevaziđe učmalost, a mogu se posmatrati i kao seme nove inovacije.
LL@(4956) In view of this, the production and management of this entrepreneurial organisational culture fosters a feeling of identity. => U ovom pogledu, proizvodnja i upravljanje ove preduzetničke organizacione kulture ojačava osećanje identiteta.
LL@(4957) This creates distinctive organisational characteristics. => Time se stvaraju posebne organizacione karakteristike.
LL@(4958) This culture creates homogenized behaviour patterns which arise from different group elements and thus produces strong interactions and interdependencies (Schein, 1997a, 1997b, 1997c and Daft, 1999). => Ova kultura proizvodi homogenizovane modele ponašanja koji potiču od elemenata iz različitih grupa, a time dolazi i do snažnih interakcija i međusobne zavisnosti (Schein, 1997a, 1997b, 1997c i Daft, 1999).
LL@(4959) Furthermore, Schein (1997a) proposes an integrated model to relate different variables, among which learning and organisational culture are viewed as the base for organisational success. => Pored toga, Schein (1997a) predlaže jedan integralni model kojim bi se dovele u vezu različite varijable, među kojima se učenje i organizaciona kultura smatraju osnovom organizacione uspešnosti.
LL@(4960) It is within this change perspective based on intangibles that Stata (1989) sets forth the idea that the only sustainable source of all competitive advantages is rate of organisational learning. => Upravo u okviru ove perspektive promene koja se zasniva na nematerijalnim vrednostima Stata (1989) iznosi ideju da stopa organizacionog učenja predstavlja jedini održivi izvor svih konkurentskih prednosti.
LL@(4961) Although, Haas and Hansen (2005) insist upon the use of coded and personal knowledge as these view the existence of a direct relationship between knowledge, gains and competitive advantages (Handzic and Chaimungkalanont, 2004). => Mada, Haas i Hansen (2005) insistiraju na primeni kodiranog i ličnog znanja, pošto smatraju da postoji neposredna veza između znanja, postignuća i konkurentnih prednosti (Handzic i Chaimungkalanont, 2004).
LL@(4962) The business world currently accepts that business quality depends on the quality and characteristics of its employees which, in turn, leads to business excellence. => U ovom trenutku poslovni svet se slaže da kvalitet poslovanja zavisi od kvaliteta i karakteristika zaposlenih, što, opet, vodi poslovnoj izvrsnosti.
LL@(4963) Competition is rife and, is often, disloyal arising from instability in market conditions, namely at the level of surplus capacity of world production. => Konkurencija je sveprisutna i često nelojalna, pošto proizilazi iz nestabilnosti uslova na tržištu, konkretno, na nivou viška kapaciteta proizvodnje u svetu.
LL@(4964) Such a situation, and parallel to that market, provokes deep alterations at the behavioural level, both for the producer and the consumer. => Ovakva situacija, i istovremeno takvo tržište, izaziva duboke promene na nivou ponašanja, kod proizvođača, jednako kao i kod potrošača.
LL@(4965) (Druhl, 2001:382) is centered on the living-systems approach. => 
LL@(4966) This approach is based on the individual learning and social interactions prevalent in organisations. => 
LL@(4967) Furthermore, in this systems/quantum paradigm organisational change strategies nurture the individuals ability for self-discovery, enhance communication and encourage teamwork. => 
LL@(4968) Various issues which warrant reflection have arisen in the literature and these are linked to the structure of those pre-requisites which lead to organisational success. => U literaturi se pojavio veliki broj pitanja koja treba razmotriti, a odnose se na strukturu preduslova koji treba da dovedu do organizacionog uspeha.
LL@(4969) In this regard, the debate revolves around intensive goods within knowledge which result from innovation, but which also lead to new innovation processes. => U tom smislu, debata se odvija oko značajne koristi od znanja koja proizilazi iz inovacija, ali koja i sama pokreće nove inovacione procese.
LL@(4970) This perception considers innovation as a guarantee to business success, although, despite the application, production and diffusion of knowledge, the alteration characteristics of demand and investment patterns are strategic for both the implementation and success of innovation processes. => Ovakvo gledište posmatra inovacije kao garanciju poslovnog uspeha, iako su, bez obzira na primenu, proizvodnju i difuziju znanja, promene u karakteristikama tražnje i modela investiranja od strateške važnosti i za primenu i za uspešnost procesa inovacija.
LL@(4971) In this way, organisational success and longevity include the capacity of offering the client a product adequate to the clients needs. => Na ovaj način uspeh i dugovečnost organizacije obuhvataju i sposobnost da se klijentu ponudi proizvod kakav mu je potreban.
LL@(4972) In this regard, Peters and Austin (1988:159) highlight that competition is seen as the continuous engine for innovation although Freire (1995) regards competition as engine for development. => U tom smislu, Peters i Austin (1988:159) naglašavaju da konkurencija predstavlja stalni motor inovacija, a i Freire (1995) smatra da je konkurencija motor razvoja.
LL@(4973) In these perspectives two non-coincidental, although complimentary parts, can be identified converging towards organisational development processes. ~~~ Furthermore, it is understood that competition is indeed important when implementing innovation policies. => U ovom pogledu, može se smatrati da ova dva aspekta, koja ne koincidiraju, ali su komplementarni, zajedno vode procesima organizacionog razvoja. [ta više, smatra se da je u procesu primene politike inovacija konkurencija zaista važna.
LL@(4974) Within a different perspective, Hamel (1998b) is fully aware of the importance inherent in both quality and globalization; he emphasizes the turnover of those variables and highlights a different one which is related to the revolution in the fundamental changes within the context of a new business paradigm. => U okviru jedne drugačije perspektive, Hamel (1998b) je potpuno svestan značaja koji imaju i kvalitet i globalizacija; on posebno ističe obrt ovih varijabli i još jednu koja se odnosi na revoluciju u fundamentalnim promenama u kontekstu jedne nove poslovne paradigme.
LL@(4975) Hamel further corroborates that one has to bet on differences seeing that in this unstable world, the main challenge is not to achieve productive efficiency in capital intensive industries but instead to free innovation power in creative intensive industries (Hamel, 1998a:47). => Hamel još potvrđuje da se treba kladiti na promene pošto u ovom nestabilnom svetu glavni izazov ne predstavlja postići proizvodnu efikasnost u kapitalno-intenzivnim privrednim delatnostima, već dati slobodu moći inovacije u stvaralački-intenzivnim delatnostima (Hamel, 1998a:
LL@(4976) In this way Hamel (1998b) corroborates that visionaries are worthy of analysis. => Na ovaj način Hamel (1998b) potvrđuje da vizionare vredi uzeti u obzir.
LL@(4977) The contemporary world does not adhere to fortuitous situations and that innovation does not result from isolated geniuses but instead from activists inherent in organisations. => Savremeni svet ne voli nepredviđene situacije, a inovacije ne donose izolovani genijalci, već su proizvod udruženog rada u okviru organizacija.
LL@(4978) In order for these to be genuinely different, innovation needs to be regarded as an added value and also as a source of value. => Da bi bile potpuno različite, inovacije treba posmatrati kao dodatu vrednost i istovremeno kao izvor vrednosti.
LL@(4979) The classical paradigm, i.e. the top-down approach is considered as planned change. => Klasična paradigma, t.j., pristup s vrha na dole smatra se planiranom promenom.
LL@(4980)  => Ovaj pristup se uglavnom pokazao neuspešnim, pošto menadžeri na nižim nivoima upravljanja nisu bili obuhvaćani procesom promena.
LL@(4981) This approach has mostly revealed to be unsuccessful as lower-level managers were not included in the change process. => Pristup promenama odozdo-nagore, poznat i kao si stem/kvantum paradigma (Druhl, 2001:382) bazira se na pristupu pomoću živih sistema.
LL@(4982)  => On se, u stvari, zasniva na individualnom učenju i društvenim interakcijama koje preovlađuju u organizaciji. [ta više, u ovoj sistem/kvantum paradigmi, strategije organizacionih promena podstiču sposobnost pojedinca za samo-spoznaju, podstiču komunikaciju i timski rad.
LL@(4983) The bottom-up approach to change, also known as systems/quantum paradigm Schein (1997a and 1997b) emphasises the importance of cultural change and believes that the sharing of pre-established suppositions in organisations may lead to such objectives and may thus create cascades of innovation. => Schein (1997a i 1997b) naglašava značaj kulturne promene i smatra da poštovanje prethodno uspostavljenih pretpostavki u organizaciji može da dovede do takvih ciljeva i da stoga prouzrokuje čitav vodopad inovacija.
LL@(4984) Mejía (2000) concurs with this set of ideas and further highlights that organisational culture is a way of cultivating human knowledge from which one can establish the capacity to mould individual behaviour in favour of a common goal through sharing of the same technology, language, rules, knowledge, sanctions and compensations. => Mejía (2000) se slaže sa ovim mišljenjem i dodaje da organizaciona kultura predstavlja način kultivacije ljudskog znanja iz kojeg se može stvoriti sposobnost da se ljudsko ponašanje oblikuje u funkciji postizanja zajedničkog cilja tako što ćemo imati zajedničku tehnologiju, jezik, pravila, sankcije i kompenzacije.
LL@(4985) Within this line of thought, Barros (2003) postulates that organisational culture is a source which controls and conditions human behaviour. => U istom smislu Barros (2003) navodi da organizaciona kultura predstavlja izvor koji upravlja ljudskim ponašanjem i koji ga uslovljava.
LL@(4986) Thus, Barros focuses on the concept of organisational behaviour, viewing it as an activity that studies the way people behave, including how to predict, understand and monitor their behavior. => Stoga se Barros fokusira na koncept organizacionog ponašanja i posmatra ga kao disciplinu koja proučava način na koji se ljudi ponašaju, uključujući i to kako se njihovo ponašanje može predvideti, razumeti i pratiti.
LL@(4987) We believe that this reality leads to an imposed conditioning on group elements. => Mi verujemo da ova realnost vodi nametnutom uslovaljavanju članova grupe.
LL@(4988) Rego and Cunha (2003) further corroborate that organisational culture is a strong factor influencing both employees behaviour and motivating them to be creative and innovative. => Rego i Cunha (2003) dalje potvrđuju da organizaciona kultura predstavlja snažan faktor koji utiče na ponašanje zaposlenih, a isto tako ih motiviše da budu kreativni i inovativni.
LL@(4989) Notwithstanding the importance of the abovementioned viewpoints, it seems that competitiveness is based on productive gains. => Ne umanjujući značaj gorenavadenih stavova, izgleda da se konkurentnost zasniva na proizvodnim postignućima.
LL@(4990) Thus, industrial policies have been object of various analyses and it is assumed that doing by knowing alone does not guarantee business success. => Tako je i politika industrije bila tema različitih analiza pa se došlo do zaključka da samo raditi po znanju ne garantuje poslovni uspeh.
LL@(4991) In this way, sustained competitiveness is based on dynamic factors which, Maximiniano Martins (1998:165 and 1997:69) regards as not directly productive, such as design, quality, energy, environment, research and development, strategic marketing, internal organisation, health and safety, human capital, innovation, technological context, product differentiation. => Naime, održiva konkurentnost zasniva se na dinamičkim faktorima za koje Maximiniano Martins (1998:165 i 1997:69) kaže da nisu neposredno produktivni, kao što su to dizajn, kvalitet, energija, okruženje, istraživanje i razvoj, strateški marketing, unutrašnja organizacija, zdravstvena zaštita i bezbednost na radu, ljudski kapital, inovacije, tehnološki kontekst, diferencijacija proizvoda.
LL@(4992) This author further highlights that the industrial policy, in its aim to modernize the business sector, should be proactive. => Ovaj autor dalje naglašava da politika određene privredne delatnosti, ako želi da osavremeni poslovni sektor, treba da bude proaktivna.
LL@(4993) Thus, there is a need to aid the construction of infrastructures to support industrial development, namely at the level of human resource development, creation of technological schools, diverse support services to industry and the creation of various entities offering scientific-technological support. => Stoga postoji potreba da se pomogne u izgradnji infrastrukture koja će podržati razvoj industrije; naime, na nivou razvoja ljudskih resursa, to bi značilo osnivanje tehničkih škola, različitih usluga podrške industriji i stvaranje različitih tela koja bi obezbeđivala naučno-tehnološku podršku.
LL@(4994) Thus, taking into account knowing-doing, Maximiniano Martins (1998: 165,6) is in favour of an interdependence between productive and societal systems, through its increasing immaterial and knowledge the devaluation of intensive strategic base and is in also favour of an economic intelligence as a form of responding to structural vulnerability. => Tako, ako uzmemo u obzir devalvaciju vrednosti sintagme znati pa raditi, vidimo da se Maximiniano Martins (1998:165,6) zalaže za po stojanje međuzavisnosti između proizvodnog i društvenog sistema putem povećavanja njihove nematerijalne i znanstvene strateške osnove i podržava ekonomsku inteligenciju kao oblik reakcije na strukturnu ranjivost.
LL@(4995) Although Oliveira Martins (1998:230) corroborates with opinion of Maximiniano Martins, the former believes education and industry to be two fundamental variables to re launch competitiveness in Portugal. => Iako se Oliveira Martins (1998:230) slaže sa mišljenjem koje iznosi Maximiniano Martins, ipak veruje da su obrazovanje i industrija dve osnovne varijable pomoću kojih se u Portugaliji može ponovo uspostaviti konkurentnost.
LL@(4996) In this way, Oliveira Martins further believes that to educate is to awaken autonomy and responsibility, but it also leads to actively respond to the creative social needs. => S tim u vezi, Oliveira Martins veruje da obrazovati nekoga znači probuditi samostalnost i odgovornost, ali vodi i do toga da taj neko aktivno odgovori na kreativne društvene potrebe.
LL@(4997) Thus, taking into account the economic changes which are occurring in the labour market, investment in education needs to be strategic and should be followed by quality parameters, motivation factors and mobilization, factors which are conducive to economic and social cohesion. => Stoga, kada se uzmu u obzir ekonomske promene koje se odvijaju na tržištu rada, investiranje u obrazovanje mora da bude strateškog karaktera i treba da ide zajedno sa parametrima kvaliteta, faktorima motivacije i mobilizacije, faktorima koji vode privrednoj i društvenoj koheziji.
LL@(4998)  => Jedno od pitanja odnosilo se na identifikovanje zaposlenih u organizaciji u odnosu na starosnu grupu, a cilj je bio da se utvrdi koliko zaposlenih pripada projektnom birou, koliko R&D, a koliko radi u prodaji/marketingu. ~~~ Odgovore prikazujemo na sledećoj tabeli:
LL@(4999) 4. => Tabela 1:
LL@(5000)  => Uloge zaposlenih u organizaciji (maj 2006) ULOGE ZAPOSLENIH Zaposleni u top menadžmentu Slučaj Slučaj Slučaj A B C (%) (%) (%) 0,00 14,29 9,09 4.
LL@(5001) The primary data analisis and discussion of findings In order to integrate and relate the organisational context to its competitors, organisations necessarily are required to aim at satisfying the client; in so doing, the focus should on the drive towards achieving innovative behaviour. => Primarna analiza podataka i diskusija o rezultatima R&D/Projektovanje/ 1.08 0,00 0,00 Istraživanje Da bi objedinile i dovele u određeni odnos svoj organizacioni kontekst sa konkurencijom, organizacije moraju da zadovolje klijenta; da bi to postigle, treba da se usredsrede na to kako da nauče da se ponašaju inovativno.
LL@(5002) This article will reflect on the findings gathered from three Portuguese organisations which are part of the traditional transformation sector. => U ovom radu bavićemo se rezultatima koje smo dobili u proučavanju tri portugalske organizacije koje su deo sektora tradicionalne transformacije.
LL@(5003) These organisations have different dimensions but are still considered Small and Medium Enterprises (SMEs). => Ove organizacije se razlikuju po veličini, ali i dalje spadaju u grupu malih i srednjih preduzeća (SME).
LL@(5004) The organisations in this analysis are referred to as Case A, Case B and Case C. Case A belongs to the traditional textile sector, whilst Cases B and C belong to production and sales of spares in the Motorcar Industry. => U ovoj analizi označićemo ih kao Slučaj A, Slučaj B i Slučaj C. Slučaj A pripada tradicionalnom sektoru tekstilne industrije, dok Slučaj B i Slučaj C pripadaju proizvodnji i prodaji rezervnih delova u automobilskoj industriji.
LL@(5005) Their dimension is two hundred and sixty (260) employees, forty-two (42) employees, fifty-one (51) employees respectively. => Imaju dvestašezdeset (260), četrdesetdva (42), odnosno pedesetjednog (51) zaposlenog.
LL@(5006) The sample incorporated all employees. => Uzorak je obuhvatio sve zaposlene.
LL@(5007) The response rate of valid questionnaires can be broken down into 74%, 66,6% and 43% respectively. => Procenat validnih odgovora (anketa) bio je 74%, 66,6%, odnosno 43%.
LL@(5008) In the abovementioned organisations, the sample entailed all the employees as the objective was to carry out of the cross section analysis thereby assessing the perceptions thereof. => U gore pomenutim organizacijama uzorak je obuhvatio sve zaposlene pošto je cilj bio da se izvrši unakrsna analiza i da se ocene stavovi zaposlenih.
LL@(5009) Thus, after gaining permission from these organisations, the authors placed the questionnaires personally at these organisations and in turn a employee from each organisation was responsible to distribute the questionnaires accordingly. => Pošto su dobili dozvolu od ovih organizacija, autori su lično doneli upitnike u organizacije i zadužili po jednog zaposlenog u svakoj organizaciji da ih podeli ostalima.
LL@(5010) However, the response rates obtained (valid questionnaires can be broken down into 74%, 66,6% and 43%, Cases A, B and C respectively), not all employees completed the questionnaires distributed. ~~~ Moreover, despite this response rate, the wider collaboration efforts on the part of the administration employees demonstrated their involvement and responded to our needs. => Ipak, procenat dobijenih odgovora (validnih 74%, 66,6%, odnosno 43% za Slučaj A, B, odnosno C) pokazao je da nisu svi zaposleni popunili upitnike koje su dobili. [ta više, bez obzira na stopu odgovora, pokazalo se da je saradnja zaposlenih i njihova spremnost da odgovore bila veća u sektorima administracije.
LL@(5011) The data gathered and included in this paper, were analysed using SPSS. => Podaci koje smo prikupili i koje navodimo u ovom radu analizirani su pomoću SPSS.
LL@(5012) One of the questions asked was related to identifying the organisations empoyees, according to the age group, with the objective of ascertaining how many employees were part of the Design, the R&D and also the Sales/Marketing. => 
LL@(5013) The responses are summarized in the following table: Table 1: Employee Roles in the organisations (May 2006) EMPLOYEE ROLES Top management employees R&D/Design/Re search Middle management Administrative employees Commercial/Mar keting employees Manufacturing employees Low employees Total skilled Case A (%) 0,00 Case B (%) 14,29 Case C (%) 9,09 1.08 0,00 0,00 1.61 7,14 4,55 3.22 10,71 18,18 1.08 3,57 54,55 93.01 64,29 13,64 0,00 0,00 0,00 100,00 100,00 100,00 Reflecting on the table above, we ascertain that Case A organisation merely allocates 1,08% of its total employees to Commercial and Marketing and R&D/ Design/Research. => Srednji menadžment 1.61 7,14 4,55 Administrativni radnici 3.22 10,71 18,18 Zaposleni u komercijali/ 1.08 3,57 54,55 marketingu Radnici u proizvodnji 93.01 64,29 13,64 Nekvalifikovani radnici 0,00 0,00 0,00 Ukupno 100,00 100,00 100,00 Kad posmatramo gornju tabelu, uviđamo da je organizacija predstavljena kao Slučaj A rasporedila samo 1,08% ukupno zaposlenih u komercijalu i marketing i u R&D / projektovanje /istraživanje.
LL@(5014) On the other hand the other organisations which are smaller, allocate 0% to R&D/ Design/Research, whereas they allocate 3,57% e 54,55%, to the Commercial and Marketing employees, these percentages are higher than those within the same scale, in Case A. => S druge strane, ostale dve organizacije koje su manje po obimu, rasporedile su 0% u R&D / projektovanje/istraživanje, ali zato 3,57%, odnosno 54,55% na komercijalne poslove i marketing.
LL@(5015) If we exclude the organisation in Case C which is concerned with both producing as well as marketing its products, hence the high percentage of people allocated to Commercial/Marketing sectors; all the other organisations exhibit low figures. => Ovi procenti su veći u odnosu na istu strukturu, u poređenju sa Slučajem A. Ako izostavimo organizaciju u Slučaju C koja se bavi i proizvodnjom i marketingom svojih proizvoda, pa stoga i ima toliko zaposlenih u sektorima komercijale i marketinga, brojke za ostale organizacije su male.
LL@(5016) On the other hand, Case A demonstrates 1,08% for R&D/ Design/Research, whereas the other organisations totally neglect these figures. => S druge strane, u Slučaju A imamo 1,08% u R&D/ projektovanje/istraživanje, dok ostale dve organizacije ovo zanemaruju.
LL@(5017) Such behaviour seems to be totally out of line seeing that nowadays competition is ferocious and organisations need to improve their performance in the realm of Marketing, R&D as well as Design. => Ovakvo ponašanje je potpuno neuo bičajeno kad se ima u vidu da je konkurencija sve žešća i da organizacije moraju da budu sve uspešnije u marketingu, u R&D i u projektovanju.
LL@(5018) In this way, implementing change and creating an organisational culture which lends itself to knowledge management which induces the diffusion of technologies and feeds innovation seems to be simple. => Ovako, uvođenje promena i razvijanje organizacione kulture u kojoj glavnu ulogu ima upravljanje znanjem, što opet obuhvata sve širu primenu tehnologija i inovacija, izgleda da je lak posao.
LL@(5019) However, if we compare the concern organisations have regarding their number of employees in top management, middle and administrative functions, larger organisations (Case A) are less concerned with this issue than the smaller organisations. => Ipak, ako uporedimo broj zaposlenih koje su ove organizacije rasporedile na mesta top menadžmenta i na funkcije srednjeg menadžmenta i administracije, zaključićemo da veće organizacije (Slučaj A) tome ne posvećuju toliko pažnje kao manje.
LL@(5020) The opposite occurs for the low skilled and manufacturing employees who are greatly valued by their large organisation, the opposite happens for the others. => Sasvim je obrnuto kad su u pitanju zaposleni niskih kvalifikacija i proizvodni radnici koje velika organizacija posebno uvažava, a druge ne.
LL@(5021) In reflecting upon the figures obtained, Case A is part of the textile industry and relies heavily on intensive labour. => Iz dobijenih brojki zaključićemo da Slučaj A predstavlja organizaciju u okviru sektora tekstilne industrije i da se u velikoj meri oslanja na radnu snagu u neposrednoj proizvodnji.
LL@(5022) The other organisations are concerned with the production and selling of automobile spare parts. => Druge dve organizacije proizvode i prodaju rezervne delove za automobile.
LL@(5023) Despite the fact that these also rely heavily on intensive labour, they have both different behaviour and needs when it comes to management and administration as well as different policies of focussing on their internal and external clients. => Bez obzira na to što i one veoma zavise od rada u neposrednoj proizvodnji, one imaju drugačiji pristup i drugačije potrebe kada je u pitanju upravljanje i administracija, a isto tako i drugačiju politiku prema unutrašnjim i spoljnim klijentima.
LL@(5024) These policies seem to be in opposition to the new principles of the new management paradigms, namely the knowledge management paradigm. => Ova politika izgleda da je u suprotnosti sa novim principima nove paradigme upravljanja, paradigme upravljanja znanjem.
LL@(5025) Seeing companies are exposed to international competition and towards the proliferation of new technologies which, in turn, shorten products life cycles, their competitive advantage may not be sustainable. => Pošto su kompanije prinuđene da posluju u uslovima snažne konkurencije iz inostranstva i da stalno isporučuju nove tehnologije, koje opet skraćuju životni ciklus proizvoda, njihova konkurentna prednost ne mora uvek da bude održiva.
LL@(5026) In this way, given the fact that companies insist on following strategies that are not related to knowledge economy, their survival seem to be difficult as it can be shown in the financial results. => Stoga, ako ove kompanije i dalje primenjuju strategije koje se ne uklapaju u ekonomiju znanja, videće da će teško opstati, a to se vidi i po njihovim finansijskim rezultatima.
LL@(5027) In view of such assertions encountered, there are great contradictions between the theoretical postulations and the everyday reality of companies. => Kada imamo u vidu ovakve zaključke, uvidećemo da postoje velike suprotnosti između teorijskih pretpostavki i svakodnevne realnosti u kojima kompanije posluju.
LL@(5028) This organisational feeling may be the result of a less flexible organisational culture, one that is more autistic to ethical values, and not aligned with a culture of learning, where tacit knowledge is the pivotal element in the usage and energising the production factors. => Ovakvo organizaciono određenje može da proističe iz manje fleksibilne organizacione kulture, kulture koja je malo više autistična u odnosu na etičke vrednosti, a nije usklađena sa kulturom učenja u kojoj je prećutno znanje u stvari osnovni deo primene i jačanja faktora proizvodnje.
LL@(5029) This paradigm impedes change of organisational perceptions and thereby not allowing the intangibles to be seen as a new organisational force as well and as new core value sources of sustainable wealth. => Ova paradigma koči promene u percepciji organizacije i ometa nas da prihvatimo nematerijalne vrednosti kao novu organizacionu snagu i nove izvore osnovnih vrednosti za održivo bogatstvo.
LL@(5030) Turbulences, vulnerability and unpredictability of the market competitors do not adhere to rigid organisational guidelines. => Turbulencije, ranjivost i nepredvidljivost konkurencije na tržištu nisu u skladu sa krutim smernicama u upravljanju organizacijom.
LL@(5031) The strategy of intensive labour and low salary costs is in direct contradiction to the current market demands because they do not create a consistent base for organisations and thus condition their longevi ty. => Strategija intenzivnog proizvodnog rada i niskih troškova za plate u suprotnoj je srazmeri sa današnjom tražnjom na tržištu, zato što se time ne stvara konzistent na osnova za rad organizacije a time ni uslovi za njihov dugoročniji opstanak.
LL@(5032) However, the lower the internal dynamism which can be considered as one of the organisational frailties, cannot be held accountable by the older employees, as these are still considered to be young, and which are within the age group between 22 35 years. ~~~ Moreover, the employees in the organisation - Case B, are all the same young age group or below. => Ipak, niža unutrašnja dinamičnost koja se može smatrati jednom od organizacionih slabosti, nije održiva u slučaju starijih zaposlenih, pošto se oni još uvek smatraju mladima, a nalaze se u starosnoj grupi između 22 35 godina. [ta više, zaposleni u organizaciji Slučaj B su svi u ovoj istoj grupi, ili su čak mlađi.
LL@(5033) In turn, Case C has 8,6% of young employees whilst 32% of the employees are in the age group of 35 55 years old. ~~~ 5. => S druge strane, Slučaj C ima 8,6% mladih zaposlenih, dok je 32% zaposlenih u starosnoj grupi od 35 55 godina života. 5.
LL@(5034) Conclusion Currently, the intangible values are the pillars of the organisational competitive advantages and are positively related to the performance of employees. => Zaključak Nematerijalne vrednosti danas predstavljaju stub temeljac konkurentne prednosti organizacije i pozitivno se odražavaju na učinak zaposlenih.
LL@(5035) This performance is however, dependent on the democratic organisational culture, the ethical principles and the implementation of the new cultural values of the organisation. => Ovaj učinak, ipak, zavisi od demokratske organizacione kulture, etičkih principa i primene novih kulturnih vrednosti organizacije.
LL@(5036) Nevertheless, the main and essential input fostering competitive advantages resides in the brains of individuals whose cognition capacity needs to be exercised through continuous learning and transversal knowledge as these are the main ingredients for creative sustainability. => Ipak, glavni i suštinski input kojim se postiže konkurentna prednost nalazi se u mozgovima pojedinaca čije kognitivne sposobnosti moramo neprekidno razvijati putem stalnog usavršavanja i prenošenja znanja, pošto se jedino tako može postići stvaralačka održivost.
LL@(5037) However, the majority of economic agents continue to overvalue information technologies material investment. => Ipak, većina privrednih činilaca i dalje precenjuje značaj materijalnih ulaganja u informacione tehnologije.
LL@(5038) On a daily basis these agents also display some ignorance about the real dynamic competitive factors, which reside within the intangibles. => Ovi činioci svakodnevno dokazuju da ne poznaju stvarne dinamične faktore konkurentnosti koji se u stvari nalaze u nematerijalnoj sferi.
LL@(5039) Thus, these agents are incapable of recognizing that personal knowledge, associated to organisational knowledge, is an additive for both its performance and competitiveness. => Stoga oni ne mogu da shvate da lično znanje, kada se poveže sa organizacionim znanjem, poboljšava i učinak i konkurentnost.
LL@(5040) This seems to also be applied to the organisations in this analysis. => Ovaj zaključak se može primeniti i na organizacije u našoj analizi.
LL@(5041) Consequently, a change in the organisational paradigm is hampered; it is also difficult to perceive the strategic value knowledge has both in its usage and in its diffusion. => Naravno, time se usporava promena organizacione paradigme; takođe je teško i prepoznati stratešku vrednost koju znanje ima kako u svojoj primen tako i u razmeni.
LL@(5042) Consequently, the innovation climate and a more entrepreneurial spirit of both employers and employees is not cultivated; the leap that organisations need to take in their search for strategic knowledge domain, namely at the individual level, continues to be postponed which thus blocks the organisations sustainability because it underutilizes its existing resources, namely at the level of intellectual capacity of employees. => To znači da još nija stvorena klima pogodna za inovacije i snažniji preduzetnički duh među zaposlenima i poslodavcima; veliki korak koji organizacije moraju da načine u domenu strateškog znanja, na nivou pojedinca, i dalje kasni, a time se koči održivost organizacije pošto ona nedovoljno koristi postojeće resurse na nivou intelektualnih sposobnosti zaposlenih.
LL@(5043) Therefore, it seems there is a need for attach greater importance to the intangible values in the organisation and harmonizing these with the tangibles in view of their capacity to expand, project and to form the foundations of organisational performance. => Stoga izgleda da treba obratiti veću pažnju nematerijalnim vrednostima u organizaciji i uskladiti ih sa materijalnim vrednostima da bi se proširile, projektovale i oformile osnove za bolji organizacioni učinak.
LL@(5044) This is achieved through synergies which are being created. => Ovo se postiže sinergijom koja se stvara.
LL@(5045) When variables such as competition, client and the business innovative spirit are appropriately blended, they are considered the foundations for organisational longevity. => Kada se varijable kao što su konkurencija, klijenti i inovativni poslovni duh spoje na pravi način, dobijaju se temelji dugovečnosti jedne organizacije.
LL@(5046) However, the organisational cultural heritage is thwarting the paradigm change and dependency on the old paradigm is jeopardising the organisations longevity. => Ipak, nasleđe organizacione kulture ometa promene u paradigmi, a zavisnost od stare paradigme ugrožava mogućnost da organizacija dugoročno opstane. ~~~ LITERATURA Š1Ë Barros, R.
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LL@(5048) Education, Training Vol. 43, No. 4/5, pp. 215-224, 2001 Š3Ë Daft, R. - Teoria e projecto das organizações, 6th Edition, Rio de Janeiro, LTC Editora, 1999 Š4Ë Drucker, P. - The Discipline of Innovation, Harvard Business Review, November-December 1998, pp. 149-157, 1998 Š5Ë Druhl, K., Langstaff, J. and Monson, N. - Towards a Synthesis of the Classical and Quantum Paradigms Vedic Science as a Holistic Approach to Organizational Change , Journal of Organisational Change Management, Vol. 14 No. 4, pp. 379-407, Š5Ë Freire, A. - Gestão Empresarial Japonesa, Lisboa, Verbo Editora, 1995 Š6Ë Haas, M. R. and Hansen, M. T. - When Using Knowledge can Hurt Performance: The Value of Organisational capabilities in a Management, Consulting Company, Strategic Management Journal, Vol. 26, Issue 1, pp. 01-24, 2005. => 43, No. 4/5, pp. 215-224, 2001 Š3Ë Daft, R. ~~~ - Teoria e projecto das organizações, 6th Edition, Rio de Janeiro, LTC Editora, 1999 Š4Ë Drucker, P. ~~~ - The Discipline of Innovation, Har vard Business Review, November-December 1998, pp. 149-157, 1998 Š5Ë Druhl, K., Langstaff, J. and Monson, N. Towards a Synthesis of the Classical and Quantum Paradigms Vedic Science as a Holistic Approach to Organizational Change , Journal of Organisational Change Management, Vol. ~~~ 14 No. 4, pp. 379-407, 2001 Š5Ë Freire, A. ~~~ - Gestão Empresarial Japonesa, Lis boa, Verbo Editora, 1995 Š6Ë Haas, M. R. and Hansen, M. T. ~~~ - When Using Knowledge can Hurt Performance: ~~~ The Value of Organisational capabilities in a Management, Consulting Company, Strategic Management Journal, Vol. ~~~ 26, Issue 1, pp. 01-24, 2005. ~~~ Š7Ë Halawi, L, Aronson, J. E. and McCarthy, R. V. Resources-Based View of Knowledge Management for Competitive Advantage, The Electronic Journal of knowledge Management, Vol. ~~~ 3, Issue 2, pp. 75-86, available online at www.ejkm.com, 2005 Š8Ë Hamel, G.
LL@(5049) Š7Ë Halawi, L, Aronson, J. E. and McCarthy, R. V. Resources-Based View of Knowledge Management for Competitive Advantage, The Electronic Journal of knowledge Management, Vol. 3, Issue 2, pp. 75-86, available online at www.ejkm.com, 2005 Š8Ë Hamel, G. - Faça você mesmo uma Revolução, Executive Digest, Ano 4, nº 49, Novembro de 1998, Lisboa, pp. 46-52, 1998a Š9Ë Hamel, G. - Uma lufada de ar fresco na estratégia, Executive Digest, Número 50, Dezembro de 1998, Lisboa, pp. 80-81, 1998b Š10Ë Handzic, M. and Chaimungkalanont, M. Enhancing Organisational Creativity Through Socialisation, The Electronic Journal of Knowledge Management, Volume 2, Issue 1, 57-64, available online at www.ejkm.com, 2004 Š11Ë Maximiniano, M. - Apoios à indústria portuguesa, Anuário da Economia Portuguesa 1997, Lisboa, Associação Portuguesa de Economistas, pp. 67-71, Š12Ë Maximiniano, M. - Política Industrial, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 164-167, 1998 Š13Ë Mejía, Ramírez F.- El desarrollo de una cultura organizacional de compartición del conocimiento,http://dois.mimas.ac.uk/DoIS/data/A rticles/juljuljiky.2000:v:4:p:4088.html, 2000 Š14Ë Oliveira Martins, G. - A aposta na educação, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 229-232, 1998 Š15Ë Peters, T.and Austin, N. - A Paixão pela Excelência, Lisboa, Pensamento Editorial Livreiros, Ldª, 1988 Š16Ë Rowley, J. - What is knowledge management? => - Faça você mesmo uma Revolução, Executive Digest, Ano 4, nº 49, Novembro de 1998, Lisboa, pp. 46-52, 1998a Š9Ë Hamel, G. ~~~ - Uma lufada de ar fresco na estratégia, Executive Digest, Número 50, Dezembro de 1998, Lisboa, pp. 80-81, 1998b Š10Ë Handzic, M. and Chaimungkalanont, M. ~~~ - En hancing Organisational Creativity Through Socialisation, The Electronic Journal of Knowledge Management, Volume 2, Issue 1, 57-64, available online at www.ejkm.com, 2004 Š12Ë Maximiniano, M. ~~~ - Política Industrial, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 164-167, 1998 Š13Ë Mejía, Ramírez F. ~~~ - El desarrollo de una cultura organizacional de compartición del conocimiento,http://dois.mimas.ac.uk/DoIS/data/Articles/juljuljiky.2000:v: ~~~ 2000 Š14Ë Oliveira Martins, G. ~~~ - A aposta na educação, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 229-232, 1998 Š15Ë Peters, T.and Austin, N. ~~~ - A Paixão pela Excelência, Lisboa, Pensamento Editorial Livreiros, Ldª, 1988 Š16Ë Rowley, J.
LL@(5050) Library Management, Volume 20, Number 8, 416419, 1999 Š17Ë Rego, Arménio, Cunha, Miguel Pina - A essência da liderança, Lisboa, Editora RH, 2003 Š18Ë Santos, Francisco Lopes dos - O papel da motivação do empresário no planeamento estratégico das PMEs, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 241-244, 1998 Š19Ë Schein, Edgar - Organisational Culture and Leadership, 2ª ed. California, Jossey-Bass, 1997a Š20Ë Schein, Edgar - Organisational Learning: What is New?, MIT Sloan School of Management, 1997b Š21Ë Schein, Edgar - Three Cultures of Management: The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. - Gestão do Conhecimento: O novo paradigma das organizações, 2ª Edição Aumentada, Lisboa, FCA-Editora de Informática, 2005 Š23Ë Stata, R. - Organisational Learning: the key to management innovation, Sloan Management Review, Spring: 63-74, 1989 Š24Ë Yang, B. - Holistic Learning Theory and Implications for Human Resource Development, Advances in Developing Human Resources; Vol 6; No. 2, 241-262, 2003 Internationalization of Retail UDC: 339.94:658.87 Iva N. Joksimović Delta sport, Belgrade The focus of the paper is on the development and positioning of the brands, based on international retail chains practice. => - What is knowledge management? ~~~ Library Management, Volume 20, Number 8, 416-419, 1999 Š17Ë Rego, Arménio, Cunha, Miguel Pina - A essência da liderança, Lisboa, Editora RH, 2003 Š18Ë Santos, Francisco Lopes dos - O papel da motivação do empresário no planeamento estratégico das PMEs, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 241-244, 1998 Š19Ë Schein, Edgar - Organisational Culture and Leadership, 2ª ed. ~~~ California, Jossey-Bass, 1997a Š20Ë Schein, Edgar - Organisational Learning: ~~~ What is New?, MIT Sloan School of Management, 1997b Š21Ë Schein, Edgar - Three Cultures of Management:
LL@(5051) The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning. => The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. ~~~ - Gestão do Conhecimento:
LL@(5052)  => O novo paradigma das organizações, 2ª Edição Aumentada, Lisboa, FCA-Editora de Informática, 2005 Š23Ë Stata, R.
LL@(5053)  => - Organisational Learning: the key to management innovation, Sloan Management Review, Spring:
LL@(5054)  => 63-74, 1989 Š11Ë Maximiniano, M.
LL@(5055)  => - Apoios à indústria portugu Š24Ë Yang, B. ~~~ - Holistic Learning Theory and Impli esa, Anuário da Economia Portuguesa 1997, Lisboa, Associação Portuguesa de Economistas, pp. 67-71, 1997 cations for Human Resource Development, Advances in Developing Human Resources; Vol 6; No. 2, 241-262, 2003 Proces internacionalizacije maloprodajnih mreža UDK:
LL@(5056) Planning and implementation of marketing communication and analysis of brand performance have been discussed in the paper. => 339.94:658.87 Iva N. Joksimović Delta sport u Beograd Rad se fokusira na analizu izgradnje i pozicioniranja brenda zasnovanog na internacionalnim maloprodajnim mrežama.
LL@(5057)  => Pojmovi iz oblasti brendiranja su polazna tačka rada, kao i identifikacija ključnih vrednosti za uspešno pozicioniranje brenda..
LL@(5058) Special attention has been paid to the analysis of the retail environment through the development of the model that defines the retail location, competition, customer and product aspects. => Osvrt na maloprodajno okruženje je prikazan kroz razvijanje modela upravljanja maloprodajom sa definisanjem maloprodajnog mesta, konkurencije, potrošača i proizvoda.
LL@(5059) The research focusing on the development of international retail chains and key elements for successful brand positioning and brand profitability has been presented. => U radu je posebna pažnja posvećena istraživanju razvoja internacionalnih maloprodajnih lanaca i ključnih elemenata za uspešno pozicioniranje i profitabilnost istih.
LL@(5060) Building profitable retail brand is largely linked to the strategy that is chosen for the development and brand positioning. ~~~ 1. => Stvaranje profitabilnog brenda maloprodaje u velikoj meri zavisi od strategije koja se koristi za izgradnju i njegovo pozicioniranje 1.
LL@(5061) Introduction Retail internationalization is a complex process, increasingly widespread in recent years. => Uvod Internacionalizacija maloprodajnih aktivnosti je kompleksan proces, koji se u poslednjim godinama rasprostranio.
LL@(5062) This internalization process has an increasing impact upon corporate strategies as well as upon the development of the retail sector. => Ovaj proces internacionalizacije ima sve veći uticaj na korporativne strategije i proširio je svoje efekte na razvoj maloprodajnog sektora.
LL@(5063) The size, form and the function of the process have completely changed. => Veličina, oblik i funkcija procesa su se u potpunosti promenili.
LL@(5064) The retail internationalization model has to include the process that permeats the whole retail firm, affects the activities of competition and changes the environment in which the firm and its competition do business. => Model maloprodajne internacionalizacije mora da obuhvati proces koji prožima celokupnu maloprodajnu firmu, utiče na aktivnosti konkurenata i menja okruženje u kome firma i njeni konkurenti posluju.
LL@(5065) Viewed as a process, internationalization allows for the firm to exploit innovation, and hence to grow and develop. => Internacionalizacija, kada se posmatra kao proces, omogućava maloprodajnoj firmi eksploataciju inovacije,a time i rast i razvoj.
LL@(5066) The process framework can be hypothetically presented in such a way that it consists of numeric values. => Okvir procesa se može prikazati hipotetički tako da se sastoji od brojnih veličina.
LL@(5067) These values (dimensions) can refer to:1 The process content; The process outcomes; and The process framework. => Ove veličine (dimenzije) se mogu odnositi na: ~~~ Sadržaj procesa, Rezultate procesa i Okvir procesa.
LL@(5068) The process content is characterised by three dimensions: The form of the internationalization process; Temporary phases or the order the process fol lows; Resources transformation and technology trans fers within the process. => Postoje tri dimenzije, koje se odnose na sadržaj procesa: ~~~ Oblik procesa internacionalizacije; Privremene faze ili redosled kroz koji proces prolazi; Transformacije resursa i prenosi tehnologije unutar procesa.
LL@(5069) The dimension or value containing the process outcomes is: The process outcomes. => Dimenzija ili veličina koja objedinjava rezultate procesa jeste:
LL@(5070) Three dimensions that can be discussed, and refer to the process framework, are: The value system on which the managerial deci sions are based; The process scope; The prevailing environmental conditions and the situational circumstances. => Rezultati procesa. ~~~ Tri veličine koje se mogu razmatrati, a odnose se na okvir procesa su:
LL@(5071) 1 Š1Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. => Sistem vrednosti na kojima se baziraju mena džerske odluke; Obim procesa; Preovladavajući uslovi okruženja i situacioni uslovi.
LL@(5072) These seven suggested dimensions of the process interact; however, it will be useful to take each into consideration and thus characterise the process better. => Ovih sedam sugerisanih veličina procesa su u interakciji, ali je korisno razmotriti svaku na način tako da se pokuša okarakterisati proces. 2.
LL@(5073) 2. ~~~ Dimensions of retail internationalization process contents Form of retail internationalization process There are four broad forms of international retail activities processes: functional, territorial, temporal and structural. => Dimenzije sadržaja procesa internacionalizacije maloprodajnih mreža Oblik procesa internacionalzacije maloprodajnih mreža Moguće je razlikovati četiri široka oblika procesa međunarodnih maloprodajnih aktivnosti: funkcionalan, prostorni, vremenski i strukturni.
LL@(5074) The functional form of the process refers to the functions affected by the internationalization activity. => Funkcionalan oblik procesa se odnosi na funkcije na koje utiče aktivnost internacionalizacije.
LL@(5075) The dominant functional form of the process is the business operations of retail facilities shops in the country which is not the country of origin of the firm (extrafirm, abroad). => Dominantan funkcionalan oblik procesa je poslovanje prodajnih punktova prodavnica u zemlji, koja nije zemlja porekla firme (inostranstvo).
LL@(5076) The other functional forms of the internationalization process include the use of other resources, provided by another country. => Ostali funkcionalni oblici procesa internacionalizacije uključuju upotrebu drugih resursa koje pruža druga zemlja.
LL@(5077) Such reasources are usually resale products, which may include items, services and labour employed in a retail firm. => Obično su ovi resursi proizvodi za preprodaju, a koji mogu uključiti stavke, usluge i rad, koji se koriste u maloprodajnoj firmi.
LL@(5078) The search for the source of supply for the resale items at an international level has long been established and includes increasing volumes of goods, as international trade expands. => Traženje izvora snabdevanja stavki za preprodaju na međunarodnom nivou je odavno ustanovljeno i uključuje sve veće obime roba kako se povećava međunarodna trgovina.
LL@(5079) The search for the sources of items supply the firm needs at an international level includes, for example, the computer equipment, the logistics equipment, packaging materials, vehicles, consulting services, etc. => Traženje izvora snabdevanja stavki na međunarodnom nivou koje koristi firma, uključuje, na primer, kompjutersku opremu, logističku opremu, materijale za ambalažu, vozila, konsultantske usluge, itd.
LL@(5080) The use of internationally mobile labour force and of international capital are examples of other input resources representing different functional forms of the internationalization process. => Upotreba međunarodno mobilne radne snage i međunarodni kapital primeri su drugih ulaznih resursa, koji predstavljaju različite funkcionalne oblike procesa internacionalizacije. 1 Š1Ë Dawson J, Larke R, Mukoyama M:
LL@(5081) The territorial form of the process includes the manner in which information flows across the geographical space, the nature of decisions as related to the territory, the expansion of knowledge across the territory, and the manner in which information is distributed across that territory. => Strategic Issues in International Retailing, Routledge, London, 2006. ~~~ Prostorni oblik procesa uključuje način na koje informacije prolaze kroz geografski prostor, prirodu odlu ka u odnosu na prostor, prostorno širenje znanja, te kako se investicija prostorno raspoređuje.
LL@(5082) The examples are: the method in which the network of retail facilities is created so as to expand the retailers market power, the method to spread information across the customer entity on export markets as well as the method of creating geographical networks of supply through regional distribution centres for a retail network. => Primeri su: način da se prostorna mreža prodavnica kreira tako da povećava tržišnu moć maloprodavca, način da se informacije šire kroz potrošačko telo na inostranom tržištu i način da se kreiraju prostorne mreže snabdevanja putem regionalnih distributivnih centara za mrežu prodavnica.
LL@(5083) On the global level, this form of the process can be observed in the way the IKEA established its shops in 32 countries, in that it opened each shop through direct investments. => Na globalnom nivou, vidi se ovaj oblik procesa na primeru kako je IKEA formirala prodavnice u 32 zemlje, otvaranjem svake prodavnice putem direktne investicije.
LL@(5084) The temporal form of the process refers to its activity period, the speed at which the business is done and the scope to which it is cyclic, phase or repetitive in time. => Vremenski oblik procesa se odnosi na period njegove aktivnosti, brzinu pri kojoj se posluje i obim do kojeg je cikličan, fazni ili ponovljen tokom vremena.
LL@(5085) Some retailers go international for a long time (for example, C&A in Europe). ~~~ Others have started working at an international level only recently, although the retailer has been active for already a long period (for example, Marks & Spencer went through a market research process for a period a little longer than 20 years). => Neki maloprodavci su uključeni u međunarodnu aktivnost duži period vremena (na primer C&A u Evropi) Za ostale je to nedavna aktivnost, iako je maloprodavac mogao postojati dugo vremena (na primer, Marks & Spencer je prolazio kroz proces istraživanja tržišta, ulaska na tržište, razvoj prodavnice, a zatim izlaska, od značajnog dela njegove međunarodne aktivnosti, nešto malo više od 20 godina).
LL@(5086) The corporate learning activities (running-in) related to retail firms abroad are characterised by a clear time dimension with the firms that learn faster than others. => Korporativne aktivnosti učenja (uhodavanja) vezane za inostrana preduzeća maloprodavaca imaju jasnu vremensku dimenziju sa nekim firmama, koje mogu da uče brže od ostalih.
LL@(5087) Carrefour, for example, entered several markets and promptly learned whether a market had potential for future development; if that was not the case, they made a relatively fast withdrawal, as they did in the USA, in Great Britain, in Germany and in Japan. => Carrefour je, na primer, stupio na nekoliko tržišta i brzo naučio da li je tržište imalo potencijal za budući razvoj; ako to nije bio slučaj, povlačenje je bilo relativno brzo, kao što je bilo to u SAD, Velikoj Britaniji, Nemačkoj i Japanu.
LL@(5088) Within the firm, therefore, different time lines of development in different countries are charted, so a complex time form for the process is created. => Unutar firme, stoga, mogu se videti različite vremenske linije razvoja u različitim zemljama, pa tako postoji kompleksan vremenski oblik za proces.
LL@(5089) The structural form of the process refers to the structure of the firm and its markets as well as to the changes related to the internationalization process. => Strukturni oblik procesa se odnosi na strukturu firme i njena tržišta i promene vezane za proces internacionalizacije.
LL@(5090) The structure is in this context the link between the relations among the the firm and its market defining variables. => Struktura u ovom kontekstu je spona odnosa koji postoji između promenljivih veličina (varijabli), koje definišu firmu i njeno tržište.
LL@(5091) Hence the cost structure, the management process structure, the relations with the suppliers, the competition in the sector, etc. together make up the total structure. => Stoga, struktura troškova, struktura procesa upravljanja, odnosi sa dobavljačima, konkurencija u sektoru, itd, čine zajedno ukupnu strukturu.
LL@(5092) The changes in this structure are caused by the internationalization. => Internacionalizacija uzrokuje promene u ovoj strukturi.
LL@(5093) An example of such a form of the process is the change in the relations with suppliers caused by Promodes entering the Greek food-processing sector. => Primer ovog oblika procesa je promena u odnosima sa dobavljačima, koja se desila kada je Promodes ušao u grčki prehrambeni sektor.
LL@(5094) Promodes requires their Greek suppliers to grant them longer payment periods and lower prices; after they managed to obtain these, the Greek retailers themselves demanded similar conditions from the suppliers. => Promodes traži duže periode za plaćanje i niže cene od svojih grčkih dobavljača, nego što je to ranije bio slučaj, pa kada je ovo postignuto, grčki maloprodavci su tražili slične uslove od dobavljača.
LL@(5095) All four aspects of the process contents exist simultaneously, they interact and hence help define a specific nature of a generic process which is connected with certain internationalization events. => Sva četiri aspekta sadržaja procesa postoje istovremeno, u interakciji su, pa tako pomažu definisanju specifične prirode generičkog procesa, koji je povezan sa određenim događajima internacionalizacije.
LL@(5096) Phases of retail networks internationalization process The retail internationalization process can be hypothetically presented as a several phase process. => Faze procesa internacionalzacije maloprodajnih mreža Proces maloprodajne internacionalizacije se može hipotetički prikazati tako da se sastoji od redosleda faza.
LL@(5097) The passage from one phase to another is characterized by a certain group of activities. => Prelaz iz jedne faze u sledeću je okarakterisan različitim nizom aktivnosti.
LL@(5098) One type of activators or catalysts will probably mark the movement of one phase into another. => Određeni tip aktivatora (pokretača) ili katalizatora će verovatno označiti kretanje iz jedne faze u narednu.
LL@(5099) The key phases are the following:2 Pre-entry Entry Post-entry development Assimilation Exit The amount of time for each of the phases changes from one firm to another. => Ključne faze su: ~~~ Pred-ulazak, Ulazak, Razvoj nakon ulaska, Asimilacija, Izlazak. ~~~ Količina vremena u svakoj fazi je veoma promenljiva po firmama i tržištima.
LL@(5100) Managerial activity also varies greatly in each phase. => Menadžerska aktivnost je takođe veoma različita u svakoj fazi.
LL@(5101) There is a lot of research on the aspects prior to entry and on being embedded into the market, especially on varied entry mechanisms, on the advantages and disadvantages of each of them. => Postoji značajan broj istraživanja o aspektima pre ulaska i ulasku na tržište, naročito različitim mehanizmima ulaska, te prednostima i nedostacima svakog.
LL@(5102) Such studies are useful, however, they show just one part of the ovarall internationalization process. => Takve studije su korisne, ali predstavljaju samo jedan deo ukupnog procesa internacionalizacije.
LL@(5103) The assimilation and the exit phases efficiently mark the different final phases of the internationalization process. => Faze asimilacije i izlaska efikasno označavaju različita završna stanja procesa internacionalizacije.
LL@(5104) Assimilation comes when the firm changes from an international into a national firm. => Asimilacija se dešava kada dolazi do promene firme, kao inostrane firme u domaću firmu.
LL@(5105) The exit can be of many types, from a complete withdrawal, to the firm reducing its activities. => 
LL@(5106) Figure 1. => Izlazak može biti više tipova, počev od kompletnog povlačenja, do smanjenih nivoa aktivnosti. A S E C O R P E Z A F OBLIK PROCESA Funkcionalni Prostorni Vremenski Strukturni Pregled znanja, Istraživanje tržišta Istraživanje lokalnog tržišta Obim ranijih iskustava Evaluacija strategije d e r P a z a l u k z a l U Projekat formule k a Razvoj maloprodajnog brenda, Prenos znanja u centralu Društvena integracija firme - j o v z a R n o k a n a k s a l u i m i s A a j i c a l z a l z I k a Izbor tržišta Tajming ulaska Razvoj mreže Brzina ekspanzije Pokretač za osnivanje nezavisne firme - - Zatvaranje prodajnih jedinica Metod ulaska, Odnosi sa isporučiocima Menadžment strukture troškova, Konkurentske aktivnosti Kreiranje zavisnog preduzeća Prodaja poslovanja drugom maloprodavcu Slika 1.
LL@(5107) The process form 2 Burt S, Mellahi K, Jackson P, Sparks L: Retail Internationalization and Retail Failure, International Review of Retail, Vol. 12, 2002. => Oblik procesa 2 Burt S, Mellahi K, Jackson P, Sparks L: ~~~ Retail Internationalization and Retail Failure, International Review of Retail, Vol.
LL@(5108) Resource transformation and knowledge transfer within the retail network internationalization process The internationalization process causes the resource transformation within a firm as the firm does business in export market. => 12, 2002. ~~~ Transformacija resursa i prenos znanja unutar procesa internacionalzacije maloprodajnih mreža Proces internacionalizacije uzrokuje transformaciju resursa unutar firme dok ona posluje na inostranom tržištu.
LL@(5109) This transformation process often includes a certain form of knowledge transfer within the firm and from the firm which goes international on the export market. => Ovaj proces transformacije često uključuje neki oblik prenosa znanja unutar firme i od firme, koja se internacionalizuje na inostranom tržištu.
LL@(5110) The transformation occurs through various economic and social mechanisms that operate in an international context, as related to the national one. => Transformacija se dešava putem različitih ekonomskih i društvenih mehanizama, koji rade na različite načine u inostranom kontekstu, u odnosu na domicilni.
LL@(5111) The examples of such mechanisms are the following:3 Economies of scale, scope and imitation differ in speed and intensity from country to country. => Primeri ovih mehanizama su: ~~~ Ekonomije skale, obima i imitacije rade pri različitim brzinama i različitim intenzitetom u različitim zemljama.
LL@(5112) The economies of scale in purchasing refer to the size of the market and the supply sector structure, both of which vary significantly in every country. => Ekonomije skale u kupovini se odnose na veličinu tržišta i strukturu sektora snabdevanja, od kojih oba značajno variraju u svim zemljama.
LL@(5113) Social mechanisms of communication and decision-making in the firm vary from one country to another. => Društveni mehanizmi komunikacije i odlučivanje unutar firme variraju od zemlje do zemlje.
LL@(5114) The scope of local control varies both in the firm and from country to country within the firm. => Obim lokalne kontrole varira kod firme i od zemlje do zemlje unutar firme.
LL@(5115) For example, Lidl, the retailer granting a discount for food produce, has a highly centralised managerial control, while DM, the retailer offering a discount for medical products, has a decentralized decision-making structure. => Na primer, Lidl, maloprodavac sa diskontom na prehrambene proizvode, ima veoma centralizovan sistem menadžerske kontrole dok DM, maloprodavac sa diskontom na medicinske proizvode, ima veoma decentralizovanu strukturu odlučivanja.
LL@(5116) The differences in transaction costs related to the decisions on alternative organizational structures, e.g., on franchising, subsiduaries or daughter firms in full ownership or mergers. => Razlike u transakcionim troškovima vezane za odluke o alternativnim organizacionim strukturama, na primer, sa franšiznim poslovanjem, podružnice ili zavisna preduzeća u potpunom vlasništvu i zajednička preduzeća.
LL@(5117) In honouring different transaction costs, Marks & Spencer implemented different organizational structures in different countries. => Marks & Spencer je koristio različitu organizacionu strukturu u različitim zemljama kod priznavanja različitih transakcionih troškova.
LL@(5118) Variations, within one country, in the social mechanisms of power relations that control the interaction with the customer environment, public policy agencies and firms. => Varijacije unutar zemlje u društvenim mehanizmima odnosa moći, koji upravljaju interakcijom sa spoljašnjim okruženjem potrošača, firme i agencije za javnu politiku.
LL@(5119) The Western retailers entering China encountered difficulties in adapting to the different nature of both social relations and power relations, even to the extent that some of them, especially Ahold and Obbies, withdrew from the market. => Zapadni maloprodavci, koji ulaze u Kinu, pronašli su teškoću prilagođavanja različitoj prirodi društvenih odnosa i odnosa moći, čak i u toj meri da su se neki, naročito Ahold i Obi, povukli sa tržišta.
LL@(5120) The differences in the managerial skills of a relevant capacity to do business in another country and to transfer organizational skills to the whole markets. => Razlike u menadžerskim sposobnostima relevantnog kapaciteta da posluju u različitoj zemlji i da prenesu organizacione sposobnosti na cela tržišta.
LL@(5121) The scope of the firms international perspective and international culture will precondition the nature of the perception of various countries and hence affect the mechanisms of managerial knowledge development and transfer that we know in practice. => Obim međunarodne perspektive i međunarodne kulture firme će uticati na prirodu percepcija različitih zemalja, te će uticati na mehanizme, koji su zaživeli u praksi za razvoj menadžerskog znanja i njegovog prenosa.
LL@(5122) In this respect we can compare the IKEA and the Boots . => U ovom po gledu, mogu se uporediti IKEA i Boots.
LL@(5123) The IKEA is strongly oriented towards internationalization, while the capacities are transferred in ternationally, regardless of the mutual qualities of the range of items in the shops. => IKEA ima jaku opredeljenost za internacionalizaciju, dok se kapaciteti prenose međunarodno, uprkos zajedničkim osobinama asortimana stavki u prodavnicama.
LL@(5124) The Boots have for years had a history of an unsuccessful international expansion due to their obvious incapability of doing business in other countries, and to an insufficient attention paid to export business. => U Boots-u je postojala, tokom mnogo godina, istorija neuspele međunarodne ekspanzije sa očiglednom nesposobnošću da posluju u drugim zemljama, te očigledno nizak nivo posvećenosti inostranim poslovima.
LL@(5125) This dimension of resources transformation is especially important as it deals with the nature of the retailers product on an export market. => Ova dimenzija transformacije resursa je od naročitog značaja, zato što se bavi prirodom maloprodavčevog proizvoda na inostranom tržištu.
LL@(5126) The retailer will be experienced and will have the knowledge of the work format adjusted to the country he comes from; hence it will be his so-called shop formula. => Maloprodavac će biti iskusan i imaće znanje u radu formata, koji je prilagođen zemlji odakle potiče, pa je to njegova tzv. formula prodavnice.
LL@(5127) This is then transferred to a new market; the firm will have its own formula and will adjust it to the market to a certain extent. => Ovo se potom prenosi na novo tržište, firma će imati svoju sopstvenu formulu, pa će se prilagoditi na neznatno drugačiji način tržištu.
LL@(5128) The formula will be further adjusted as the firm gains experience in the export markets. => Formula će se takođe prilagođavati kako se stiče iskustvo na inostranom tržištu.
LL@(5129) The knowledge transfer will differ when the retailer sets up individual retail facilities, from which the retailer acquires the existing firm. => Prenos znanja će biti različit kada maloprodavac formira pojedinačne prodavnice, odakle maloprodavac kupuje postojeću firmu.
LL@(5130) This can be illustrated by the international business of the Tesco hypermarkets. => Ovo se može ilustrovati Tesco-vim međunarodnim poslovanjem hipermarketa.
LL@(5131) The Tesco set their own hypermarket formula in Poland, in that they transferred the knowledge learned in Great Britain to the Polish market, as well as to the markets of other Central-European markets where they do business. => U Poljskoj je Tesco ustanovio svoju formulu hipermarketa, prenosom znanja na poljsko tržište iz iskustava u Velikoj Britaniji, kao i drugih centralnoevropskih tržišta, gde ima poslove.
LL@(5132) Besides, Tesco bought the HIT hypermarket chain in 2002. => Pored toga, Tesco je 2002. godine kupio lanac HIT hipermarketa.
LL@(5133) In the acquisition of these HIT shops and their change to the Tesco formula, there is the knowledge transfer again, but affected by the formula devised by the previous owner. => U kupovini ovih HIT prodavnica i njihovoj promeni na Tesco-vu formulu, postoji ponovo prenos znanja, ali takav na koji utiče formula, koju je izveo prethodni vlasnik.
LL@(5134) The aspects to this resource transformation and knowledge transfer are various:4 Transfers in the firm necessary in establishing a new formula on a new market in individually developed as well as in acquired shops; Transfer of knowledge within the firm, gained from the experience on a new market; Transfers to other firms and from other firms that do business on the same market. => U ovoj transformaciji resursa i prenosu znanja, postoje različiti aspekti: ~~~ Prenosi u firmi koji su potrebni za ustanovljavanje nove formule na novom tržištu - kako u pojedinačno razvijenim, tako i u kupljenim prodavnicama; Prenosi znanja unutar firme, koje je stečeno iz iskustva na novom tržištu; Prenosi u druge firme i iz drugih firmi, koje po sluju na istom tržištu.
LL@(5135) In terms of operational aspects of the firm, these three aspects of resources transformation and technology transfer operate on two levels: The level of key or basic format and the relations that 3 Š5Ë Dawson J: Strategy and Opportunism in European Retail Internationalozation, British Journal of Management, 12 (4), 2001. => Ova tri aspekta transformacije resursa i prenosa tehnologije funkcionišu na dva nivoa u pogledu operativnih aspekata firme: ~~~ 3 Š5Ë Dawson J: ~~~ Strategy and Opportunism in European Retail Internationalozation, British Journal of Management, 12 (4), 2001. 4 Š9Ë Dawson J, Larke R, Mukoyama M:
LL@(5136) 4 Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. define it, as well as its development, for example, the hypermarket, the shops offering facilities to customers, etc. => Strategic Issues in International Retailing, Routledge, London, 2006. 1. ~~~ Nivo ključnog ili osnovnog formata i odnosi koji ga definišu, kao i njegov razvoj, na primer hipermarket, prodavnice koje pružaju pogodnost potrošačima, itd. 2.
LL@(5137) Changes in format the firm effects in order to make it a formula of the firm on a given market. ~~~ 3. => Promene formata koje izvrši firma da bi ga načinila formulom, te firme na određenom tržištu. 3.
LL@(5138) Outcomes dimensions of retail networ internationalization process In addition to the issues of internal importance for the firm and certain decision activities within the firm, there is a number of issues to be dealt with in the internationalization process model in trade (retail activities), related to the process outcomes in its various phases. => Dimenzije rezultata procesa internacionalizacije maloprodajnih mreža Osim pitanja, koja su interna za firmu i deo aktivnosti odlučivanja unutar firme, postoji niz pitanja koja treba razmotriti u modelu procesa internacionalizacije u trgovini (maloprodajnim aktivnostima), koja se odnose na ishod procesa u njegovim različitim fazama.
LL@(5139) In analysing the internationalization impact, it is necessary to identify:5 Impact types Impact processes and Impact intensity level. ~~~ 4. => U razmatranju uticaja internacionalizacije, neophodno je razlikovati: ~~~ Tipove uticaja Procese uticaja i Nivo intenziteta uticaja. 4.
LL@(5140) Scope dimensions of retail network internationalization process The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process. => Dimenzija okvira procesa internacionalizacije maloprodajnih mreža Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.
LL@(5141) These frame dimensions are present outside the internationalization process as well, however, they affect both the contents and the outcomes. => Ove okvirne veličine postoje i izvan procesa internacionalizacije, ali utiču na sadržaj i rezultate.
LL@(5142) Managerial value systems The internationalization process operation in retail business is affected by managerial cultures of both the country and the firm. => Menadžerski sistemi vrednosti Na funkcionisanje procesa internacionalizacije u maloprodajnim aktivnostima utiču menadžerske kulture, kako firme, tako i zemlje.
LL@(5143) Managerial styles differ as the response to historical and and cultural factors which support the social value systems. => Menadžerski stilovi se razlikuju kao reakcija na istorijske i kulturne faktore, koji podržavaju sisteme društvene vrednosti.
LL@(5144) This is especially the case in the retail business, where, as we pointed out above, the relationship between the managerial culture and the cus Figure 2. => Ovo je naročito slučaj u maloprodajnim aktivnostima, kao što je ranije istaknuto, gde je važna veza između menadžerske kulture i potrošačke kulture.
LL@(5145) Internationalization impacts Each of these impact types has its allied processes; thus, for example, the trade management processes and the retail management are important in identifying the competition impacts, whereas the critical processes of the sales channels management and logistic, technology flow management and suppliers management are important for the changes in the demand chain efficiency. ~~~ We have clear interactions between these outcomes and the internal aspects of the internationalization process, especially resource transformation and the knowledge transfer within the firm. => U kontekstu nacionalnih maloprodajnih aktivnosti, barem četiri glavna, ali različita menadžerska stila se mogu hipotetički pri Inovacija koja utiče na strukturu kanala prodaje Novi odnosi u lancu prodaje Promene ponašanja u lancu Nove funkcije uvedene u kanal Promene u efikasnosti lanaca potražnje Gubitak starih vrednosti Prenos kulture Promene u društvenokulturnim vrednostima Performansa firme Uticaji maloprodajne internacionaliz acije Inovacija u konkurentskoj aktivnosti Dodatna investicija Poboljšana produktivnost sredstava Katalizator za sektoralno restrukturiranje Nova konkurentska ponašanja Promena u sektoralnoj konkurentnosti Reakcija javne politike na nacionalne i međunarodne agencije Povećana pismenost potrošača Ograničenja u pogledu vlasništva Barijera za ulazak Ograničenja u korporativnom ponašanju [ire znanje o proizvodu od strane potrošača Bolje razumevanje marketinga Novi potrošački koncepti Poštovanje kulturnih razlika i različitosti Profitabilnost novog tržišta Promenjen funkcije troškova Profit se šalje centrali Novo menadžersko znanje Povećan obim poslovanja HRM prilike za razvoj (kadrovi) Statusni uticaji Slika 2. uticaja internacionalizacije Svaki od ovih tipova uticaja ima srodne procese tako da su, na primer, procesi tržišnog menadžmenta i menadžmenta maloprodajnih poslova važni u određivanju konkurentskih uticaja, dok su kritični procesi menadžmenta kanala prodaje i logistike, menadžmenta tehnologije tokova i menadžmenta dobavljača važni za promene u efikasnosti lanca potražnje.
LL@(5146) 5 Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. tomer culture is important. => Postoje jasne interakcije između ovih rezultata i internih aspekata procesa internacionalizacije, naročito transformacija resursa i prenosa znanja u firmi. 5 Š9Ë Dawson J, Larke R, Mukoyama M:
LL@(5147) The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic. => Strategic Issues in International Retailing, Routledge, London, 2006. kazati: severnoamerički, evropski, azijski i islamski.
LL@(5148) These styles of managerial culture make a broad overgeneralization of subtle effects of the culture upon managerial methods, while some cultural approaces in each of the styles differ significantly. => Ovi stilovi menadžerske kulture su široka nad-generalizacija suptilnih efekata kulture na menadžerske metode, dok svaki stil sadrži neke značajno različite kulturne pristupe.
LL@(5149) Within the area of the European managerial culture it is, therefore, possible to identify the differences in both the managerial and the customer cultures. => Stoga, unutar područja evropske menadžerske kulture, moguće je diferencirati razlike u menadžerskoj i potrošačkoj kulturi.
LL@(5150) For example, different styles can be adequately differentiated in the firms on the macrore gional basis: the Mediterranean, the Scandinavian, the French and the Anglo-Saxon. => Na primer, mogu se adekvatno diferencirati različiti stilovi u firmama na bazi makro regiona, na primer: ~~~ Mediteranski, Skandinavski, Francuski i Anglosaksonski.
LL@(5151) Some experts argue that, for example, there is a French style hypermarket symbolised by Carrefour, or the Anglo-Saxon style represented by Tesco. => Mnogi stručnjaci su davali argumente da, na primer, postoji hipermarket francuskog stila, koji simboliše Carrefour, te anglosaksonski stil kojeg simboliše Tesco.
LL@(5152) This game between the customermarket culture and the firm culture is a complex one. => Međusobna igra između potrošačke-tržišne kulture i kulture firme je kompleksna.
LL@(5153) As regards the retail internationalization, a relatively small number of European retailers can boast of being successful in business in North America, these being the retailers who adopted the American management style. => U pogledu maloprodajne internacionalizacije, relativno malo evropskih maloprodavaca je bilo uspešno u Severnoj Americi i to su bili oni koji su usvojili američki stil menadžmenta.
LL@(5154) The European retailers were more successful in their international business within Europe. => Evropski maloprodavci su bili uspešniji u svojim međunarodnim kretanjima unutar Evrope.
LL@(5155) Few American retailers proved to be successful in Europe if they remained consistent to their American managerial style. => Malo američkih maloprodavaca je bilo uspešno u Evropi, kada su ostajali dosledni američkom menadžerskom stilu.
LL@(5156) Americal retailers preferred the Canadian market. => Američki maloprodavci su pokazali preferenciju ka Kanadskom tržištu.
LL@(5157) The Asian retailers, with only few exemptions, remained within the Asian region. => Azijski maloprodavci, uz malo izuzetaka, ostali su unutar azijskih zemalja.
LL@(5158) The managerial style is manifest in numerous areas of trade, including the business formula creation, the customer relations, interactions with clients, knowledge management and knowledge transfer, technology reactivity and the nature of innovation. => Menadžerski stil je manifest u mnogim osobinama trgovine, uključujući kreiranje poslovne formule, odnosa sa klijentima, te interakcijama sa klijentima, upravljanje znanjem i prenos znanja, tehnološku reaktivnost i prirodu inovacije.
LL@(5159) The retail internationalization process is largely affected by the cultural style of the firm that goes international and the cultural values of the managerial structures. => Na proces maloprodajne internacionalizacije veoma veliki uticaj vrše kulturni stil firme, koja se internacionalizuje i kulturne vrednosti menadžerskih struktura.
LL@(5160) Scope of the retail networks internationalization Every retail internationalization process has to adapt to the scope factor. => Obim procesa internacionalizacije maloprodajnih mreža Bilo koji model procesa maloprodajne internacionalizacije se mora prilagoditi faktoru obima.
LL@(5161) The firms size, the size of a retail facility and the size of the market, all affect the manner in which the process is conducted. => Veličina firme, veličina prodavnice i veličina tržišta imaju uticaja na način na koji se obavlja proces.
LL@(5162) The international movement of firms inevitably reduce their income, however, larger firms are more capable of adapting to such reductions. => Međunarodna kretanja firmi neizbežno umanjuju prihode firmi, dok veće firme imaju veću sposobnost prilagođavanja ovom smanjenju.
LL@(5163) The transfer of scarce managerial resources from home business to export business is easier in large companies. => Prenos oskudnih menadžerskih resursa iz domaćeg poslovanja u inostrano poslovanje je verovatnije moguće u većim firmama.
LL@(5164) It is also more likely that the location acquisition process for smaller units on export market is easier and less expensive compared to the location acquisition for large shops. => Isto je tako verovatnije da je proces lokacijske akvizicije za manje jedinice na inostranom tržištu lakši i jeftiniji nego akvizicija lokacija za velike prodavnice.
LL@(5165) The size of the market, among other factors, affects the commitment level the firm may have on a new market as well as the level of resources it is willing to allocate on this market. => Veličina tržišta utiče, između ostalih faktora, na stepen posvećenosti ili opredeljenosti koji može imati firma na novom tržištu i nivo resursa, koje je firma voljna da rasporedi na to tržište.
LL@(5166) Prevailing environmental and situational conditions The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin. => Preovladavajući uslovi okruženja i situacioni uslovi Finalan relevantni faktor uticaja odnosi se na preovladavajuće uslove okruženja u novim i matičnim zemljama.
LL@(5167) These affect the speed at which the process phase goes, the process outcomes, the response to managerial style, the process form as well as the resource transformation and knowledge transfer mechanisms. => Ovo utiče na brzinu pri kojoj faza procesa funkcioniše, rezultate procesa, reaktivnost na menadžerski stil, oblik procesa i mehanizme za transformaciju resursa i prenos znanja.
LL@(5168) The level of customer wealth can be a significant factor in this respect. => Nivo potrošačkog bogatstva može biti značajan faktor u ovom pogledu.
LL@(5169) The wealth is not evenly allocated, therefore the territorial model or pattern of international retailer development will be conditioned by the differences in wealth and in consumer power by the territory. => Bogatstvo nije ravnomerno raspoređeno, tako da će na prostorni model ili patern razvoja međunarodnog maloprodavca, uticati prostorne razlike u bogatstvu i potrošačkoj moći.
LL@(5170) In the movement of Western European retailers to Central Europe in the nineties, the firms first came to capitals/major cities with the greatest concentration of consumers purchasing power. => U kretanjima zapadnoevropskih maloprodavaca u Centralnu Evropu devedesetih godina, firme su se prvo kretale u glavne gradove sa koncentracijom potrošačke moći potrošača.
LL@(5171) Several other aspects of consumer environment affect the internationalization process, for example, the household structure and family relationships, permanent and house ownership, availability of individual and personal living space, etc. => Postoji nekoliko drugih aspekata potrošačkog okruženja koji utiču na proces internacionalizacije, na primer, struktura domaćinstva i porodični odnosi, trajno i kućno vlasništvo, raspoloživost ličnog prostora za život itd.
LL@(5172) A number of other aspects of the prevailing environment are also relevant. => Mnogi drugi aspekti preovladavajućeg okruženja su takođe relevantni.
LL@(5173) For example, the basic national culture will probably go through a long and deep internationalization process. => Na primer, osnovna nacionalna kultura će verovatno imati dubok i dugotrajan proces internacionalizacije.
LL@(5174) Other environmental factors may be shorter-termed, for example, the logistic problems for foreign retailers on a given market. => Ostali faktori okruženja mogu biti kratkoročniji, na primer, problemi logistike za inostrane maloprodavce na određenom tržištu.
LL@(5175) What is, however, important in all these cases, is the managerial perception of these aspects as they are. => U svim slučajevima, međutim, ono što je značajno je menadžerska percepcija ovih aspekata, kao aspekata njih samih.
LL@(5176) This managerial perception will be influenced by the firms managerial style. => Na ovu menadžersku percepciju će uticati menadžerski stil firme. 5.
LL@(5177) 5. ~~~ Conclusion In the last two decades of the twentieth century the retail chains internationalization has become an everyday affair, and an international aspect of retailers is evident in its many elements: the methods in which the shops work, the employment of labour force from other countries, the adoption and implementation of foreign ideas and the exploitation of foreign capital. => Zaključak Tokom poslednje dve decenije dvadesetog veka, internacionalizacija maloprodajnih lanaca postala je svakodnevnica, te je medjunarodni aspekt maloprodajnih lanaca evidentiran po mnogim elementima : načinima funkcionisanja prodavnica, korišćenju radne snage iz drugih zemalja, usvajanju i sprovodjenju inostranih ideja i korišćenju inostranog kapitala.
LL@(5178) We have shown that the most evident proof of retail internationalization is the presence of forein shops (brands) in a country and argued that the retail chains internationalization is a much broader concept. => Kao najevidentniji dokaz o internacionalizaciji maloprodaje prikazano je prisustvo stranih prodavnica (brendova) u jednoj zemlji i naglašeno da je internacionalizacija maloprodajnih lanaca mnogo opsežniji pojam.
LL@(5179) We have also studied the temporal and territorial aspects as essential in different cultures and environments and shown that they are the starting points of the analysis of an overall aspect of the retail internationalization. => Istraženi su vremenski i prostorni spekt, kao bitni kod različitih kultura i okruženja i oni predstavljaju osnovu od koje kreće analiza celokupnog aspekta internacionalizacije maloprodaje.
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LL@(5187) Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. => Strategic Issues in International Retailing, Routledge, London, 2006. Š10Ë Nisbett R. E:
LL@(5188) Š13Ë Burt S, Mellahi K, Jackson P, Sparks L: Retail Failure, Internationalization International Review of Retail, Vol. 12, 2002. and Retail Š14Ë Fill C: Marketing communication, FT Prentice Hill, Harlow, 2005. => The Geography of Thought, Free Press, New York, 2003. Š15Ë Filipović V, Kostić - Stanković M:
LL@(5189) Š15Ë Filipović V, Kostić - Stanković M: Marketing menadžment, FON- Menadžment, Beograd, 2007. => Marketing me nadžment, FON- Menadžment, Beograd, 2007. Š16Ë Hollensen S:
LL@(5190) Š16Ë Hollensen S: Global Marketing - A Decision-ori ented approach, Prentice Hall, London, 2007. => Global Marketing - A Decisionoriented approach, Prentice Hall, London, 2007.
LL@(5191) Š17Ë McGoldrick P: Retail Marketing, The McGraw Hill Companies, London, 2002. => Retail Marketing, The Š17Ë McGoldrick P:
LL@(5192) Š18Ë Pahalad C.K, Ramaswamy V: The Future of Competition: Co-creating Unique Value with Customers, Harvard Business School Press, Boston, 2004. => McGraw-Hill Companies, London, 2002. Š18Ë Pahalad C.K, Ramaswamy V: ~~~ The Future of Competition:
LL@(5193) Š19Ë Petkovic G: Modeli za donošenje odluka u trgovini, Ekonomski fakultet Beograd, 1998. => Co-creating Unique Value with Customers, Harvard Business School Press, Boston, 2004. Š19Ë Petkovic G:
LL@(5194) Š20Ë Podnar K, Golob U: CSR expecations: the focus of corporate marketing, Corporate Communications, International Journal, 2007. => Modeli za donošenje odluka u trgo vini, Ekonomski fakultet Beograd, 1998. Š20Ë Podnar K, Golob U: CSR expecations: the focus of corporate marketing, Corporate Communications, International Journal, 2007. Š11Ë Ducroq C: ~~~ La nouvelle distribution, Dunod, Š20Ë Rakita B:
LL@(5195) Š20Ë Rakita B: Međunarodni marketing, Ekonomski fakultet, Beograd, 2005. => Međunarodni marketing, Ekonomski Paris, 2003. fakultet, Beograd, 2005. Š12Ë Bennett R:
LL@(5196) Š10Ë Nisbett R. E: The Geography of Thought, Free Š21Ë Walters D, Hanrahan J: Retail Strategy, Planning Press, New York, 2003. => International Marketing, Kogan Pa Š21Ë Walters D, Hanrahan J:
LL@(5197) Š11Ë Ducroq C: La nouvelle distribution, Dunod, Paris, 2003. => Retail Strategy, Plan ge, London, 2005. Š13Ë Burt S, Mellahi K, Jackson P, Sparks L:
LL@(5198)  => Retail Internationalization and Retail Failure, International Review of Retail, Vol. ~~~ 12, 2002.
LL@(5199) Š12Ë Bennett R: International Marketing, Kogan Page, London, 2005. and Control, Macmillan Business, 2000. => Š14Ë Fill C: ~~~ Marketing communication, FT Prenti ce Hill, Harlow, 2005. ning and Control, Macmillan Business, 2000. Š22Ë Wrigley N, Coe N.M, Currah A:
LL@(5200) Š22Ë Wrigley N, Coe N.M, Currah A: Globalizing Retail: Conseptualizing the Distribution-based Transnational Corporation (TNC), Progess in Human Geography, 29 (4), 2005. => Globalizing Retail: ~~~ Conseptualizing the Distribution-based Transnational Corporation (TNC), Progess in Human Geography, 29 (4), 2005.
LL@(5201) The Role of Conjoint Analysis in the New Product Price Sensibility Research UDC: 658.8.031 ; 338.516.49 Marija Kuzmanović, Tijana Obradović Faculty of Organizational Sciences It is very important that in the new product development process we should be able to predict its sales price. => Uloga conjoint analize u istraživanju cenovne osetljivosti novih proizvoda UDK: ~~~ 658.8.031 ; 338.516.49 Marija Kuzmanović, Tijana Obradović Fakultet organizacionih nauka U procesu razvoja novog proizvoda veoma je značajno predviditi njegovu prodajnu cenu.
LL@(5202) The pricing strategy is largely responsible for whether the prospective customers will accept the new product as well as for the income to be earned from its sale. => Strategija cena u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača kao i prihode koji će se njegovom prodajom ostvariti.
LL@(5203) In defining the pricing strategy it is necessary that, besides the price elasticity, we pay attention to the customer demand elasticity, in terms of customer preferences, their perception of value and the very situation in which the product is purchased. => Prilikom definisanja strategije cene potrebno je, pored elastičnosti cene, obratiti pažnju i na elastičnost zahteva potrošača, u smislu potrošačkih preferencija, percepcije vrednosti i same situacije pri kupovini.
LL@(5204) Many methods are at our disposal when it comes to obtaining a thorough insight into customers demands, and, in view of the presumptions on which they are based, they yield different levels of useful information. => Za dobijanje kompletne slike potrošačkih zahteva moguće je koristiti veći broj metoda, koje u zavisnosti od pretpostavki na kojima se baziraju, pružaju različit nivo korisnih informacija.
LL@(5205) This paper presents the model of individual elasticity of demand and a review of methods most commonly implemented in pricing research with special emphasis on the conjoint analysis. => U radu je predstavljen model individualne elastičnosti tražnje i dat je pregled metoda koje se u praksi najčešće koriste za cenovna istraživanja, sa posebnim naglaskom na conjoint analizu.
LL@(5206) The conclusion that is drawn is that the traditional conjoint analysis and the choice based conjoint analysis are the methods that yield best results in pricing research conducted both in the early phases of the new product development and throughout their launching and the entire life cycle. ~~~ 1. => Zaključak je da su tradicionalna conjoint analiza i conjoint analiza bazirana na izboru metode koje daju najbolje rezultate u cenovnim istraživanjama koja se sprovode kako u ranim fazama razvoja novih proizvoda, tako i tokom njihovog lansiranja i celog životnog ciklusa. 1.
LL@(5207) Introduction It is important that in each phase of the new product development the customers response to the product characteristics, aspecially its price be predicted. => Uvod U svakoj fazi razvoja novog proizvoda veoma je važno predvideti reakcije potrošača na karakteristike proizvoda, a posebno na cenu.
LL@(5208) The price sensitivity analysis is a very popular research technique because it is relatively simple to conduct, it can be quantified, and it yields the results which are a good basis for decision making. => Analiza cenovne osetljivosti je veoma popularna istraživačka tehnika iz razloga što je relativno jednostavna za sprovođenje, može se kvantifikovati, i daje rezultate koji predstavljaju dobru osnovu za donošenje odluka.
LL@(5209) The errors related to the price sensitivity estimate may, however, mislead the managers to draw wrong conclusions, or to disregard other components of individual price elasticity, such as the customers system of values and situational factors. => Ipak, greške vezane za procenu osetljivosti cene mogu da navedu menadžere na pogrešne zaključke, kao i na to da se zanemare druge komponente individualne cenovne elastičnosti, kao što su sistem vrednosti potrošača i situacioni faktori.
LL@(5210) The knowledge of the customers perception of the appropriate, or fair price of the product is not enough to predict a probability that the customer will buy the product. => Poznavanje percepcije potrošača odgovarajuće ili fer cene proizvoda nije dovoljno za predviđanje verovatnoće da će potrošač kupiti proizvod.
LL@(5211) A more complete picture of individual price sensibility requires a model that consists of price sensibility and the factors motivating the customer to purchase. => Kompletnija slika individualne cenovne elastičnosti zahteva model koji se sastoji od cenovne osetljivosti i faktora koji motivišu potrošača na kupovinu.
LL@(5212) In the early phases of the new product development it is possible to define a large number of product concepts, however, each of them has to have a defined price. => U ranim fazama procesa razvoja novog proizvoda moguće je definisati veliki broj koncepata proizvoda, ali svaki od njih mora imati definisanu cenu.
LL@(5213) Hence the pricing strategy largely defines the acceptance of a new product by the prospective customers and the income to be gained from its sale. => Stoga strategija cene u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača i prihode koji će se od njega ostvariti.
LL@(5214) Vithala Rao claims that the price is the only element of the marketing mix that generates income; all the other elements create costs Š11Ë. => Vithala Rao kaže cena je jedini element marketing miksa koji generiše prihod; svi ostali elementi kreiraju troškove Š11Ë.
LL@(5215) Therefore the price should be observed in each phase of the new product development. => Stoga se cena mora razmatrati u svakoj fazi razvoja novog proizvoda.
LL@(5216) In the analysis of different concepts the price may prove to be a barrier for further development. => Prilikom analize različitih koncepata cena može biti barijera za dalji razvoj.
LL@(5217) In the process of product development the price is the input data related to making decisions as to the production costs. => Tokom razvoja proizvoda cena je ulazni podatak vezan za odlučivanje o proizvodnim troškovima.
LL@(5218) In launching the product, the price is the basic element of the income maximization strategy, the income to be earned throughout the life cycle of the product. => Prilikom lansiranja proizvoda cena predstavlja osnovni element strategije za maksimi zaciju prihoda koji se ostvaruje tokom celog životnog ciklusa proizvoda.
LL@(5219) The identification of the individual elasticity of demand can, therefore, prove to be a useful way of developing marketing mix and pricing strategy and of identifying the key segments of the market. => Stoga, identifikovanje individualne elastičnosti tražnje može biti koristan način da se razviju marketing miks, strategija cena i identifikuju ključni tržišni segmenti.
LL@(5220)  => Novi proizvodi se uvode na tržišta koja imaju malo ili nimalo informacija o uporedivim cenama za proizvod.
LL@(5221) New products are introduced to the markets that have little or no information on the comparable prices for the product. => Novi proizvodi se uvode na tržišta koja imaju malo ili nimalo informacija o uporedivim cenama za proizvod.
LL@(5222) The crucial problem related to new products is the customers uncertainty of the value the product will have for them. => Osnovni problem vezan za nove proizvode je nesigurnost kupca u vrednost koju će taj proizvod imati za njega.
LL@(5223) Hence one of the most important functions of marketing is to help prospective buyer to develop his/her own subjective measure of the products value, which will be a function of his perception of his needs. => Stoga je jedna od najvažnijih funkcija marketinga da pomogne da potencijalni potrošač razvije sopstvenu subjektivnu meru vrednosti proizvoda, koja predstavlja funkciju percepcija njegovih potreba.
LL@(5224) The research may help define the customers value systems, so that the product should be created as related to these systems and positioned on the market in relation to these attributes. => Istraživanje može da pomogne u određivanju sistema vrednosti potrošača, kako bi se kreirao proizvod u odnosu na njih i pozicionirao na tržištu u odnosu na ove atribute.
LL@(5225) On the other hand, in launching the product on the market that already has the products of the same purpose (substitutes), it is necessary that the impact of competitive products upon the demand elasticity of the new product should be examined too. => S druge strane, prilikom uvođenja proizvoda na tržište koje već poseduje proizvode iste namene (substituti) potrebno je istražiti i uticaj konkurentskih proizvoda na elastičnost tražnje novog proizvoda.
LL@(5226) Pricing research can use a number of methods, varying in accordance to their capability of providing quality information on the customer preferences, which in turn affect price elasticity. ~~~ The direct observation, the van Westendorp method, the traditional conjoint analysis, the discrete choice modelling are only some of the methods that allow for getting an insight into the customer behaviour. => Za cenovna istraživanja moguće je koristiti veći broj metoda, koje variraju u zavisnosti od mogućnosti da obezbede kvalitetne informacije o potrošačkim preferencijama, a koje utiču na cenovnu elastičnost. direktno ispitivanje, van Westendorpova metoda, tradicionalna conjoint analiza, modeliranje diskretnih izbora, su samo neke od metoda koje omogućavaju da se dobije uvid u ponašanje potrošača. 2.
LL@(5227) 2. ~~~ Demand elasticity, price sensitivity and customer value The price elasticity of demand is a concept traditionally related to markets and market segments, rather than to individuals and is a measure in which the market demand for a certain product change due to the change of its price. => Elastičnost tražnje, cenovna osetljivost i potrošačka vrednost Cenovna elastičnost tražnje je koncept koji se tradicionalno vezuje za tržišta i tržišne segmente, a ne za pojedince i predstavlja meru u kojoj se zahtevi tržišta za određenim proizvodom menjaju usled promene njegove cene.
LL@(5228) Formally, price elasticity is a ratio between the percentage change of the quantity of the product demanded and the percentage change in price, and can be expressed as follows: = E % % ∆ ∆ q p = ∆ q q / ∆ p p / = ∆ q p ∆ p q ⋅ , where q and p are the quantity and price of the product, respectively. => Formalno, cenovna elastičnost predstavlja odnos procentualne promene tražene količine proizvoda i procentualne promene cene, i može se izraziti na sledeći način: = E % % ∆ ∆ q p = ∆ q q / ∆ p p / = ∆ q p ∆ p q ⋅ , gde q i p predstavljaju količinu i cenu proizvoda, respektivno.
LL@(5229) When the elasticity coefficient exceeds 1, the demand is elastic, that is, the demand is sensitive to the change in price. => Kada je koeficijent elastičnosti veći od 1, tražnja je elastična, odnosno tražnja je osetljiva na promenu cene.
LL@(5230) When this coefficient is lower than 1, we deal with an inelastic demend, one that is not sensitive to changes in price. => Kada je ovaj koeficijent manji od 1, u pitanju je neelastična tražnja, odnosno tražnja nije osetljiva na promenu cene.
LL@(5231) Price elasticity is a measure of an individual or of market segments response to changes in price. => Osetljivost cene je mera reakcije pojedinaca ili tržišnih segmenata na promenu cene.
LL@(5232) Poor price elasticity means that an individual is willing to tolerate high price to obtain the product. => Mala cenovna osetljivost ukazuje na to da je pojedinac spreman da toleriše visoku cenu da bi dobio proizvod.
LL@(5233) The individuals that display a high price sensibility will consequently avoid high-price products. => Pojedinci koji imaju visoku cenovnu osetljivost će u skladu sa tim izbegavati proizvode sa visokim cenama.
LL@(5234) The price elasticity measure, however, does not yield enough information to predict demand, hence the data obtained solely on the basis of the reaction to price are not enough to define the elasticity of market demand. => Ipak, mera cenovne osetljivosti ne daje dovoljno informacija da bi se predvidela tražnja, tako da podaci dobijeni samo na osnovu reakcije na cenu nisu dovoljni za određivanje elastičnosti tražnje tržišta.
LL@(5235) It is also necessary to analyse other impacts, such as the brand reputation, advertising level, delivery promptness, etc. => Potrebno je sagledati i druge uticaje, kao što su reputacija brenda, nivo reklamiranja, brzina isporuke i sl.
LL@(5236) Price sensibility cannot be isolated from the stimuli that cause it, nor from the situation in which it exists, as the data obtained at that moment are useless. => Cenovna osetljivost se ne može izolovati od podsticaja koji je izazivaju, ili situacije u kojoj se javlja, jer se tada dobijaju podaci koji nisu upotrebljivi.
LL@(5237) The research that include the data on customer preferences can be used for market segmentation, product improvement and sale, by affecting the preferences that reduce the demand sensitivity. => Istraživanja koja uključuju podatke o preferencijama potrošača mogu se koristiti za segmentiranje tržišta, poboljšanje proizvoda, i prodaju proizvoda i to delovanjem na one preferencije koje smanjuju osetljivost tražnje.
LL@(5238) A useful measure of individual elasticity of demand is the probability that an individual will buy the product at a given price, in a given situation. => Korisna mera individualne elastičnosti tražnje je verovatnoća da će pojedinac kupiti dati proizvod po datoj ceni u datoj situaciji.
LL@(5239) This can be extended to the distribution of probability of purchasing at different prices, which can be further applied to market segments in order to get the demand elasticity of a given segment. => Ovo se može proširiti na raspodelu verovatnoća kupovina po različitim cenama, što se dalje može primeniti na tržišne segmente kako bi se dobila elastičnost tražnje datog segmenta.
LL@(5240) Basically, there are two components of the demand elasticity measure: price elasticity and customer values that also include situational factors. => U osnovi postoje dve komponente mere elastičnosti tražnje: cenovna osetljivost i potrošačke vrednosti koje obuhvataju i situacione faktore.
LL@(5241) Since the customer value factors can be in correlation with the intention to purchase, the customer values and the price sensitivity to gether make a good model of individual demand elasticity. => Kako činioci potrošačkih vrednosti mogu biti u korelaciji sa namerom kupovine, potrošačke vrednosti i cenovna osetljivost za jedno formiraju dobar model individualne individualne elstičnosti tražnje.
LL@(5242) The prospective customer may find the product price to be rather acceptable, however, he still does not intend to buy the product. => Potencijalnom kupcu cena proizvoda može biti veoma prihvatljiva, ali da on ipak nema nameru da ga kupi.
LL@(5243) A vegetarian may be aware of the price of beef, however, the translation of his price awareness into the demand measure without taking into consideration his eating habits is meaningless. => Vegeterijanac može da ima predstavu o ceni govedine, ali prevođenje njegove svesti o ceni u meru tražnje bez uzimanja u obzir njegovih navika u ishrani nema nikakvog osnova.
LL@(5244) In their research, Jamieson and Bass Š4Ë use five factors to describe purchasing intentions. => Jamieson i Bass Š4Ë u svom istraživanju koriste pet faktora da opišu kupovne namere.
LL@(5245) These are the product awareness, the product attractiveness, the prospective buyers financial solvency/capability, the buyers tendency to consult somebody on the purchase and the product availability. => To su svest o proizvodu, dopadljivost proizvoda, platežna sposobnost potencijalnog kupca, spremnost kupca da konsultuje nekoga u vezi kupovine, i dostupnost proizvoda.
LL@(5246) Other researchers propose similar sets of variables that affect price sensibility, common to all of them, however, being that the model includes the variables related to the situation, the product itself and the customer. => Drugi istraživači predlažu slične skupove promenljivih koje utiču na cenovnu osetljivost, a zajedničko za sve je da model uključuje promenljive vezane za situaciju, sam proizvod i potrošača.
LL@(5247) One of the best models is that proposed by Harmon and Laird Š3Ë, presented in Figure 1. => Jedan od najboljih je model koji su predložili Harmon i Laird 3Ë, i on je prikazan na slici 1.
LL@(5248) This model, together with the data obtained in the research, makes a good basis for marketing decision making. => Ovaj model, uz podatke dobijene istraživanjem, pruža dobru podlogu za marketinško odlučivanje.
LL@(5249) Figure 1: Demand elasticity factors Š4Ë The model in Figure 1 presents the sources of price elasticity, as well as the manner in which the value of the demand, including the product concept, the situation and the price, affects these factors so that they should result into a potential purchase. => Slika 1: ~~~ Činioci elastičnosti tražnje Š4Ë Modelom na slici 1 su prikazani izvori cenovne osetljivost, i na koji način vrednost ponude, uključujući koncept proizvoda, situaciju i cenu utiče na ove činioce kako bi oni rezultirali u potencijalnoj kupovini.
LL@(5250) In the purchase situation, the value of the offer has to answer the sources of customer values in every category the product must satisfy the customer needs. => U kupovnoj situaciji, vrednost ponude mora odgovoriti na izvore potrošačkih vrednosti u svakoj kategoriji proizvod mora da zadovolji potrebe potrošača.
LL@(5251) The situation has to be such that it satisfies the stimuli the product has to be available, the buyer has to be aware of it, the location has to be appropriate and the transaction has to be possible. => Situacija mora da bude takva da odgovara podsticajima koji utiču na nju proizvod mora biti dostupan, kupac mora da ima svest o njemu, lokacija mora biti podobna, i transakcija mora biti moguća.
LL@(5252) Finally, the price has to be reasonable, acceptable and fair. => Na kraju, cena mora biti razumna, prihvatljiva i fer. 3.
LL@(5253) 3. ~~~ Price sensitivity research methods The practice knows a number of methods used in defining price sensitivity. => Metode za istraživanje cenovne osetljivosti U praksi se za određivanje cenovne osetljivosti koristi veći broj metoda.
LL@(5254) One group of methods is based on direct observation to obtain an explicit measure of price sensitivity, whereas the other group of methods is based on indirect reasearch, i.e., price sensitivity is a derived value. => Prva grupa metoda se bazira na direktnom ispitivanju čime se dobija eksplicitna mera cenovne osetljivosti, dok se druga grupa metoda bazi ra na indirektnom ispitivanju odnosno cenovna osetljivost predstavlja izvedenu vrednost.
LL@(5255) The method that belongs to the former group and is most com monly implemented in practice is the van Westendorp method, while the latter includes the methods used to measure customer preferences, the Traditional conjoint analysis and the Choice based conjoint analysis. => Metoda koja spada u prvu grupu a koja se u praksi najčešće koristi je van Westendorp-ova metoda, dok u drugu grupu spadaju metode za merenje potrošačkih preferencija, i to Tradicionalna conjoint analiza i Conjoint analiza bazirana na izboru. 3.
LL@(5256) 3.1. ~~~ Direct observation research One question marketers most often ask in market research is How much are you willing to pay for ...? the data gathered in this way, however, may lead to wrong conclusions for several reasons. => Direktno ispitivanje Jedno od pitanja koje marketari najšečće postavljaju prilikom ispitivanja tržišta je Koliko ste spremni da platite za..? ~~~ Međutim, podaci prikupljeni na ovaj način mogu da navedu na pogrešne zaključke iz nekoliko razloga.
LL@(5257) Firstly, one and the same question combines the price and the purchase intention. => Prvo, u okviru istog pitanja kombinuje se cena sa namerom kupovine.
LL@(5258) The respondent may believe that the product is worth an amount of money, however, he does not need the product. => Ispitanik može da veruje da proizvod vredi određen iznos ali da nema potrebu za njim.
LL@(5259) The measure of the perceived price of the product and the intention to buy it should, therefore, be analysed separately. => Stoga meru percipirane cene proizvoda i nameru o njegovoj kupovini treba razmatrati zasebno.
LL@(5260) Secondly, the respondents answer will often be conditioned by the situation he is in. => Drugo, na odgovor ispitanika često podsvesno utiče situacija u kojoj se nalazi.
LL@(5261) The respondents may enter discussion or debate on prices, thus hindering the research, or they may tend to satisfy the researcher attaching to the price much more importance than necessary. => Ispitanici mogu da uđu u polemiku ili diskusiju o cenama čime otežavaju istraživanje ili da teže da udovolje istraživaču dajući ceni veći značaj.
LL@(5262) Some customers link the price of the product with its quality, or they are not really familiar with reference prices of similar products on a stready market, especially if the product is new. => Neki potrošači pak često cenu proizvoda povezuju sa njegovim kvalitetom ili ne poznaju dovoljno referentne cene sličnih proizvoda na ustaljenom tržištu, a posebno ukoliko je proizvod nov. 3.
LL@(5263) 3.2. ~~~ Van Westendorp method (VWSM) In 1970s, Peter H. van Westendorp, a Dutch economist, proposed a method for measuring customer perception as regards price. => Van Westendorp-ova metoda (VWPSM) Sedamdesetih godina prošlog veka, nemački ekonomista Peter H. van Vestendorp je predložio metodu za merenje percepcije potrošača u odnosu na cenu.
LL@(5264) The method is based on the premise that there is a scope of prices whose boundaries are, on one hand, the maximum price the customer is willing to pay, and, on the other, the minimum price below which the quality of the product is doubtful. => Metoda se bazira na premisi da postoji opseg cena čije granice predstavljaju, s jedne strane maksimalna cena koju je potrošač spreman da plati i, s druge strane, minimalna cena ispod koje je kredibilitet proizvoda pod sumnjom.
LL@(5265) This method is also known as the Price Sensitivity Measurement (PSM) and is a relatively simple and inexpensive method using a graphic presentation to find an acceptable price scope. => Metoda je poznata i pod nazivom Price Sensitivity Mesurement (PSM) i ralativno je jednostavna i jeftina metoda koja za pronalaženje prihvatljivog opsega cena koristi grafički prikaz.
LL@(5266) The model is based on the research in which the respondent is asked four questions for each described product: 1.) => Model se bazira na istraživanju u kome se za svaki opisani proizvod ispitaniku postavljaju četiri pitanja:
LL@(5267) Which price do you find low for a given product? (inexpensive) ~~~ 2.) => 
LL@(5268) Which price do you find high for a given product? (expensive) => 
LL@(5269) 3.) ~~~ Which price would be low enough to make the quality of the product disputable? (too inexpensive) 4.) ~~~ Which price would be high enough to make you abandon the idea of buying the product? (too expensive) On the basis of the responses, each of the questions is assigned a cummulative distribution of frequencies which are entered into the graph, where the x-axis denotes the price, and the y-axis shows the number of respondents. => 1.) Koju cenu smatrate niskom za dati proizvod? (jeftino) 2.) Koju cenu smatrate visokom za dati proizvod? (skupo) 3.) Koja cena bi bila toliko niska da bi dovela u sumnju kvalitet proizvoda? (isuviše jeftino) 4.) Koja cena bi bila toliko visoka da ne bi razma trali kupovinu proizvoda? (preskupo) Na osnovu odgovora ispitanika, za svako od pitanja se određuje kumulativna raspodela frekvencija koja se ucrtava na grafikon, gde se x-osa odnosi na cenu, a y osa na procenat ispitanika.
LL@(5270) The point of intersection of the curves obtained on the basis of the answers to the first two questions is the indifference point (IP). => Tačka peseka krivih dobijenih na osnovu odgovora na prva dva pitanja naziva se tačka indiferencije - (TI).
LL@(5271) It represents the price which an equal number of respondents find to be either high or low. => Ona predstavlja cenu za koju jednak broj ispitanika smatra da je visoka kao broj onih koji misli da je niska.
LL@(5272) The intersection of the other two curves, obtained from the answers to the third and the fourth questions is the optimum price (OP) and represents the price which an equal number of respondents find to be too low or too high (Figure 2). => Presek druge dve krive, dobijene na osnovu podataka iz trećeg i četvrtog pitanja, naziva se optimalna cena - (OC) i predstavlja cenu za koju podjednak broj ispitanika misli da je isuviše niska, kao broj onih koji misle da je isuviše visoka (slika 2).
LL@(5273) The point in which a the number of respondents who regard the price to be high is equal to the number of those who regard it to be too low is the lower limit for price (LL), whereas the point in which the number of respondents who find the product to be too expensive equals the number of those who find it in expensive is called the upper limit for price (UL). => Tačka u kojoj podjednak broj ispitanika smatra da je cena proizvoda visoka i isuviše niska naziva se donja granica cene - (DG), dok tačka u kojoj podjednak broj ispitanika smatra da je proizvod preskup i da je jeftin, gornja granica cene - (GG). ~~~ Slika 2.
LL@(5274) Figure 2: Van Westendorp method The original van Westendorp model assumes that the acceptable price of the product ranges between the lower and the upper limits, the Indifference point is the commonest price of the product or the price of the product market leader, whereas the point of the optimum price actually represents the ideal price. => Van Westendorp-ova metoda Originalan Van Westendorp-ov model pretpostavlja da se prihvatljiva cena proizvoda kreće u rasponu između donje i gornje granice, Tačka indiferencije predstavlja najčešću cenu proizvoda ili cenu proizvoda koji je lider na tržištu, dok tačka optimalne cene ustvari predstavlja idealnu cenu.
LL@(5275) Van Westendorp, however, argues that a number of products on the already established markets (the existing markets) have the prices that are not within the given range of acceptable prices. => Ipak, Van Westendorp tvrdi da na tržištima koja su već ustanovljena (postojećim tržištima) određen broj proizvoda ima cenu koja nije u datom rasponu prihvatljivih cena. 3.
LL@(5276) 3.3. ~~~ Traditional Conjoint Analysis The Conjoint Analysis is a research technique based on the multivariation analysis, used to define optimal characteristics of a product or a service, to measure individual preferences, to understand and anticipate the customer behaviour in new situations. => Tradicionalna conjoint analiza Conjoint analiza je istraživačka tehnika bazirana na multivarijacionoj analizi, a koja se koristi za utvrđivanje optimalnih karakteristika proizvoda ili usluga, za merenje individualnih preferencija, razumevanje i predviđanje ponašanja potrošača u novim situacijama.
LL@(5277) This is a decomposite method which assumes that the product/service can be decomposed to its attributive components and which implies measuring cumulative effects of a larger number of the product/service attributes on the customer preferences. => To je dekompozitna metoda koja podrazumeva da se proizvod/usluga može razložiti na svoje atributivne komponente i koja implicira merenje zbirnih efekata većeg broja atributa proizvoda/usluge na preferencije potrošača.
LL@(5278) The name of the method comes from its very nature, namely, the product attributes are CONsidered JOINTly. => Naziv metode proizilazi iz same njene prirode, tj. da se atributi proizvoda posmatraju zajedno (CONside red JOINTly).
LL@(5279) One reason for this is that the customer does not make a decision on purchase on the basis of just one characteristic, but takes into consideration all the characteristics of the product simultaneously. => Razlog za ovo je taj što kupac ne donosi odluku o kupovini samo na osnovu jedne, već posmatra sve karakteristike proizvoda istovremeno.
LL@(5280) The basic premise of the decomposite approach is that the customers evaluate the total utility of the product/service in that they combine individual partial utilities of the attribute levels describing the given product, where the partial utilities of the attribute are defined as numeric values reflecting the extent to which different product characteristics are desirable. => Osnovna pretpostavka dekompozitnog pristupa je da potrošači evaluiraju ukupnu korisnost proizvoda/usluge kombinovanjem pojedinačnih parcijalnih korisnosti nivoa atributa koji opisuju dati proizvod, pri čemu se parcijalne korisnositi atributa definišu kao numeričke vrednosti koje odražavaju koliko su poželjne različite karakteristike proizvoda.
LL@(5281) Using one set of both quantitative and qualitative attributes, including the price, the researchers in the conjoint analysis define a set of alternative products, i.e., profiles (Figure 3) which may be realistic or hypothetical. => U conjoint analizi istraživači najpre koristeći određeni skup kvantitativnih ali i kvalitativnih atributa, uključujući i cenu, definišu skup alternativnih proizvoda, tj. profila (slika 3) koji mogu biti realni ili hipotetički.
LL@(5282) They then eliminate from the set any impossible combinations such as a high quality product at low price. => Iz tog skupa eliminišu se nemoguće kombinacije kao što su proizvod visoko kvalitetnih karakteristika po niskoj ceni.
LL@(5283) Figure 3. => Slika 3.
LL@(5284) Relations between the profile, the attribute and the attribute level Products are described by a set of attributes that take different values, from lowest to highest, therefore, to establish an overall attitude towards the product, the customers evaluate the total utility of all the attribute values simultaneously, through ranking or assessing each of the combinations (Figure 4). => Veza između profila, atributa i nivoa atributa Kako se proizvodi opisuju skupom atributa koji uzimaju različite vrednosti, od najgorih do najboljih, potrošači u cilju formiranja ukupnog suda o proizvodu evaluiraju ukupnu korisnost svih vrednosti atributa simultano i to kroz rangiranje ili ocenjivanje svake od kombinacija (slika 4).
LL@(5285) Using a 10 point scale where 0 means certainly NOT and 10 certainly YES, answer the following: Which is the probability that you buy a printer of the following characteristics... => Koristeći skalu sa 10 tačaka gde 0 znači sigurno NE a 10 sigurno DA odgovorite Kolika je verovatnoća da kupite štampač sledećih karakteristika...
LL@(5286) HP printing 12 pages/min prints maximum 5000 pages no possibility of reverse print at a price of 250¡ Your answer: ______________ Figure 4. => HP koji štampa 12 strana/min maksimalno može da odštampa 5000 strana nema mogućnost dvostranog štampanja po ceni od 250¡ Vaš odgovor: ______________ Slika 4.
LL@(5287) Profile assessment On the basis of the total of customer attitudes it is possible to estimate partial utilities for certain attribute levels, using some of the composition rules. => Ocenjivanje profila Na osnovu ukupnih sudova potrošača, moguće je proceniti parcijalne korisnosti za određene nivoe atributa koristeći neko od pravila kompozicije.
LL@(5288) These rules serve to explain the structure of individual preferences of the customers. => Ova pravila služe za objašnjenje strukture individualnih preferencija potrošača.
LL@(5289) They help explain the manner in which the respondent combines part-worth utilities of each of the attribute levels into the total utility of the product (Figure 5). => Njima se objašnjava način na koji ispitanik kombinuje parcijalne korisnosti nivoa svakog atributa u ukupnu korisnost proizvoda (Slika 5).
LL@(5290) Figure 5. => Slika 5.
LL@(5291) Utility calculation process The total utility of the product j for the i respondent can be expressed as follows: U ij kLK = ∑∑ = l k = xβ ikl jkl where K is the total number of attributes, k = 1, ..., K, Lk is the number of k-attribute levels, l = 1, ..., Lk, and ßikl is the utility of the l- level of k- attribute for the i-respondent (i- segment). => Proces računanja korisnosti Ukupna korisnost proizvoda j za i-tog ispitanika može se izraziti na sledeći način: ~~~ U ij kLK = ∑∑ k = = l xβ ikl jkl gde predstavlja ukupan broj atributa, k = 1,.... ~~~ K, Lk broj nivoa k-tog atributa, l = 1,.... ~~~ Lk , a ßikl korisnost ltog nivoa k-tog atributa za i-tog ispitanika (i-ti segment).
LL@(5292) The variable xjkl takes the value l if the l-level of k-attribute is presented in the j profile, otherwise, it takes the value of 0. => Promenljiva xjkl uzima vrednost 1 ukoliko je lti nivo k-tog atributa prezentovan u profilu j, u suprotnom uzima vrednost 0.
LL@(5293) In calculating the part-worth utilities the traditional conjoint analysis commonly uses the least square method and the monotonic regression (analysis). => Za računanje parcijalnih korisnosti u tradicionalnoj conjoint analizi najčešće se koriste metoda najmanjih kvadrata i monotona regresiona anliza.
LL@(5294) The conjoint data can be used in determining the price sensitivity, but also all the other attributes included in the research. => Conjoint podaci se mogu koristiti za određivanje osetljivosti cene ali i svih ostalih atributa obuhvaćenih istraživanjem.
LL@(5295) The part-worth utilities of each of the price levels offer a unique measure of the market or a marketsegment sensibility to the change in price. => Parcijalne korisnosti svakog nivoa cene nude jedinstvenu meru osetljivosti tržišta ili tržišnog segmenta na promenu cene.
LL@(5296) When interactions between price and other attributes are calculated, it is possible to determine whether and in which manner the price sensitivity varies in relation to brand and other attributes. => Kada se izračunaju interakcije između cene i ostalih atributa, moguće je odrediti da li i na koji način cenovna osetljivost varira u odnosu na brend i ostale atribute.
LL@(5297) The price sensitivity of a brand with a strong image is usually lesser compared to that of an unknown brand. => Brend jakog imidža obično ima manju cenovnu osetljivost nego nepoznati brend.
LL@(5298) The part-worth utilities can further be used to obtain a range of useful information on customer preferences, such as the attribute relative importance, the customer utility functions, the preference shares, as well as to define a model to simulate the customer choice behaviour for the predicting purposes. = R β β ikl − ikl , * A relative attribute importance is a measure to which the attribute impacts the customers choice and equals the difference between the greatest and the least utilities of the level of a given attribute, namely: where l is the level with the highest utility value, and l* is the level of the lowest value for the utility within the k-attribute. => Parcijalne korisnosti se dalje mogu upotrebiti za dobijanje niza korisnih informacija u vezi potrošačkih preferencija, kao što su relativne značajnosti atributa, funkcije korisnosti ispitanika, udeli preferencija, ali i za definisanje modela kojim se u cilju predviđanja može simulirati izborno ponašanje potrošača. ~~~ Relativna značajnost atributa predstavlja meru uticaja atributa na potrošačev izbor, i jednaka je razlici najveće i najmanje korisnosti nivoa datog atributa, odnosno:
LL@(5299) The higher the value, the more important the attribute for the respondent or a group of respondents. => R β β = ikl , − ikl * gde l predstavlja nivo sa najvećom vrednosti za korisnost, a l* nivo sa najmanjom vrednosti za korisnost u okviru k-tog atributa. [to je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.
LL@(5300) In practice, the relative attribute importance is commonly used in market segmentation based on customer preferences. => Relativna značajnost atributa se u praksi obično koristi za segmentaciju tržišta baziranu na preferencijama potrošača.
LL@(5301) The utility function helps determine the individual sensitivities of the attribute value perceived to the change in its values. ~~~ These functions are unique for any individual customer. ~~~ The flatter the function, the lesser the attribute sensitivity. => Pomoću funkcije korisnosti se utvrđuju individualne osetljivosti percipirane vrednosti atributa na promenu njegovih vrednosti i ove funkcije su jedinstvene za svakog potrošača. [to je ova funkcija ravnija to ukazuje na manju osetljivost atributa i obrnuto.
LL@(5302) Hence the attribute sensitivity can vary for different ranges of attribute value, and it is the utility function that helps getting an insight into this (Figure 6). => Tako za različite raspone vrednosti atributa, njihova osetljivost može da varira, a uvid u to omogućava upravo funkcija korisnosti (slika 6).
LL@(5303) For example, we can see in Figure 6 that all the attributes are highly sensitive to the level change. => Tako na primer, sa slike 6 se može uočiti da su svi atributi izrazito osetljivi na promenu nivoa.
LL@(5304) As regards the price attribute, for example, we can see that the rise in price from ¡ 200 to ¡ 250 reduces the utility to a small degree, whereas the rise from ¡ 250 to ¡ 400 reduces the utility, and consequently the respondents preferencies, to a considerable extent. => Tako na primer kod atributa Cena povećanje cene sa 200 evra na 250 evra veoma malo smanjuje, dok povećanje cene sa 250 na 400 evra znatno smanjuje korisnost, a time i preferencije ispitanika.
LL@(5305) Figure 6. => Slika 6:
LL@(5306) Individual utility functions The utility functions, however, yield information only on the sensitivity of the attribute level utility, not on the demand sensitivity in general. => Individualne funkcije korisnosti Ipak funkcije korisnosti daju informacije samo o osetljivosti korisnosti nivoa atributa, a ne i osetljivost tražnje u celini.
LL@(5307) To measure the demand sensitivity it is necessary that, using these data, the preference share and then a potential market share be determined. => Za merenje osetljivosti tražnje potrebno je, koristeći ove podatke, odrediti najpre udeo preferencija a zatim i potencijalni tržišni udeo proizvoda.
LL@(5308) To determine the product preference share the Logit model is most commonly implemented. => Za određivanje udela preferencija proizvoda najčešće se koristi Logit model.
LL@(5309) This model does not assume that the respondents always decide in favour of purchasing the product with the greatest total utility. => Ovaj model ne podrazumeva da se ispitanici uvek odlučuju za kupovinu proizvoda koji ima najveću ukupnu korisnost.
LL@(5310) This is because, in making their decisions, the customers do not conduct detailed calculations. => Razlog za ovo je činjenica da kupci ne vrše detaljna računanja prilikom donošenja odluke.
LL@(5311) Instead, they base their assessment on a less precise notation of utility. => Umesto toga oni češće svoju procenu baziraju na manje preciznoj notaciji korisnosti.
LL@(5312) The Logit model employs the exponential transformation to translate the product utilities into the preference shares. => Logit model koristi eksponencijalnu transformaciju kako bi korisnosti proizvoda pretvorio u udele preferencija.
LL@(5313) The transformation has the following form: = P ij bU ij bU ij e e ∑ m = j where Pij is the preference share of the j- profile for the i- respondent, while Uij is the utility of the j- profile for the i- respondent. => Ova transformacija ima sledeći oblik: = P ij bU ij bU ij e e ∑ m = j gde Pij predstavlja udeo preferencija j-tog proizvoda za i-tog ispitanika, a Uij ukupnu korisnost j-tog profila za i-tog ispitanika.
LL@(5314) By definition, the exponent b has the value l and is used to fine-tune the results, so that they reflect the current customer behaviour on the market more accurately. => Eksponent b po definiciji ima vrednost 1 i koristi se za fino podešavanje rezultata, tako da oni bolje odražavaju trenutno ponašanje kupaca na tržištu.
LL@(5315) The preference share of a product, however, does not always represent its market share. => Ipak, udeo preferencija nekog proizvoda ne reprezentuje uvek i njegov tržišni udeo.
LL@(5316) It represents the share the product could have if there were no external variables to influence the customers choice. => On predstavlja udeo koji bi proizvod mogao postići ukoliko nema eksternih varijabli koje bi uticale na potrošačev izbor.
LL@(5317) This is because the awareness and the availability of the product often limit the prospect of purchasing the product. => Razlog za ovo je taj što svest i dostupnost proizvoda često limitiraju mogućnost kupovine proizvoda.
LL@(5318) Namely, in case preference shares of two products are equal, the one that is characterised by higher awareness and distribution will have a larger market share. => Naime, ukoliko dva proizvoda imaju isti udeo preferenci, ali prvi ima veću svest i distribuciju, imaće i veći tržišni udeo.
LL@(5319) The most commonly implemented method for the regulation of external variable impact upon conjoint data is weighting the preference share of each product by its visibility. => Najčešća metoda za regulisanje uticaja eksternih varijabli na conjoint podatke je ponderisanje udela preferenci svakog proizvoda njegovom vidljivošću.
LL@(5320) The product visibility is a measure of its chances to be in the shop. => Vidljivost proizvoda je mera njegove šanse da se nađe u radnji.
LL@(5321) This visibility is a combination of the awareness of the product and the value of distribution. => Ova vidljivost predstavlja kombinaciju svesti o proizvodu i vrednosti distribucije.
LL@(5322) For example, if a product is available in 50% of shops, it can achieve 50% of awareness in these shops and therefore achieve a 25% visibility (50%*50%). => Na primer, ako je neki proizvod dostupan u 50% radnji, u ovim radnjama on može dostići 50% svesti i tako imati vidljivost od 25% (50%*50%).
LL@(5323) Another product may be available in 75% of shops and have a 67% awareness in these shops, achieving a visibility of 50% (75%*67%). => Drugi proizvod može biti dostupan u 75% radnji i imati 67% svesti u ovim radnjama, ostvarujući vidljivost od 50% (75%*67%).
LL@(5324) The ratio between the preference shares of these two products after the transformation caused by the external variables impact can change drastically. => Odnos udela preferenci dva proizvoda nakon transformacije izazvane uticajem eksternih varijabli može se drastično izmeniti.
LL@(5325) Namely, the product with a larger preference share may have a smaller market share if its visibility on the market is smaller than the other products visibility. product from the set of the ones on offer. => Naime, proizvod koji je imao veći udeo preferenci, u stvarnosti može imati manji tržišni udeo ukoliko je njegova vidljivost na tržištu mnogo manja od vidljivosti drugog proizvoda. ~~~ Slika 7.
LL@(5326)  => Conjoint simulacija i cenovna osetljivost U okviru conjoint analize moguće je izvršiti simulaciju reakcije tržišta na različite nivoe cena kako bi se procenile moguće posledice koje ova promena može da izazove (slika 7) u konkurentskim uslovima.
LL@(5327)  => Ipak, kada je proizvod totalno nov na tržištu i nema direktnu konkurenciju, simulacija, tj. određivanje cenovne osetljivosti se može vršiti u odnosu na opciju da potrošači neće kupiti dati proizvod. 3.
LL@(5328)  => Conjoint analiza bazirana na izboru Conjoint analiza bazirana na izboru (Choice Based Conjoint - CBC) ili kako se u literaturi još naziva, Modeliranje diskretnih izbora (Discrete Choice Modeling - DCM), predstavlja jednu od conjoint metoda.
LL@(5329)  => Za razliku od pristupa baziranog na preferencijama (tradicionalna conjoint analiza) koji potiče iz marketinške prakse i koji je prvenstveno fokusiran na pronicanje u preferencije potrošača, pristup baziran na izboru vodi poreklo iz ekonomske discipline i koristi se za vrednovanje širokog opsega proizvoda i usluga Š9Ë.
LL@(5330)  => Kao i tradicionalna conjoint analiza, conjoint analiza bazirana na izboru pripada skupu dekompozitnih metoda, ali se od nje razlikuje u načinu prezentovanja pitanja ispitanicima.
LL@(5331) In this way evaluation is by far more simplified. => Postoji veći broj tipova modela diskretnih izbora.
LL@(5332)  => Zajedničko za sve je postojanje scenarija izbora sa opisom višestrukih skupova proizvoda čije se cene kreću u određenom intervalu.
LL@(5333)  => Scenariji mogu varirati od ispitanika do ispitanika, sa različitim skupovima zadataka ili različitim cenama za ciljni proizvod predstavljen u scenarijima kao i u različitim agregatnim podacima koji se dobijaju.
LL@(5334)  => Zadatak izbora može se posmatrati kao skup alternativnih proizvoda, gde se od ispitanika očekuje da izabere najbolji (slika 8).
LL@(5335)  => Vršenje izbora skreće pažnju sa ocenjivanja alternativa i procene razlike između njih, koje su karakteristične za tradicionalnu conjoint analizu, na izbor najboljeg proizvoda i skupa ponuđenih.
LL@(5336) In fact, the respondents do not evaluate each product separately, but look for the dominant product, and if they do not find it, they try to eliminate the one whose attributes are least important. => Ovim se evaluacija znatno uprošćava. ~~~ Naime, ispitanici ne evaluiraju svaki proizvod ponaosob, već najpre traže dominantni, a ukoliko ga ne nađu, pokušavaju da odstrane onaj čiji atributi imaju najmanju važnost.
LL@(5337) It is in this way that they find the best of the alternatives offered and they make their choice. => Na ovaj način dolaze do najbolje od ponuđenih alternativa i vrši se njen izbor.
LL@(5338) Figure 8. ~~~ The task of making choice from a set of alternatives offered The method became popular in the early 1990s due to its similarity to real situations in which the customers make decisions on purchasing one product or another. => Metoda je postala popularna početkom 90-ih godina prošlog veka, zbog svoje sličnosti sa realnim situacijama u kojima potrošači donose odluku o kupovini nekog proizvoda.
LL@(5339) One important advantage of this method is that it can include the answers such as none offered, or multiple answers. => Jedna od glavnih prednosti ove metode je u tome što može da uključi odgovore tipa Nijedan od navedenih, ili višestruke odgovore.
LL@(5340) This characteristic is very important as regards the fact that in reality each decision-making process ends up in the customer buying the product. => Ova karakteristika je veoma važna s obzirom na činjenicu da se u realnosti svaki proces odlučivanja potrošača ne završava kupovinom.
LL@(5341) By choosing the option none offered the respondent contributes the information on the change in demand caused by too high prices of the products on offer, or by the products becoming inattractive for any other reasons. => Izborom opcije Nijedan od navedenih ispitanik doprinosi informacijom o promeni tražnje izazvanoj previsokim cenama ponuđenih proizvoda ili ukoliko proizvodi postaju neatraktivni iz nekog drugog razloga.
LL@(5342) By its structure, the information obtained by the CBC is very similar to that yielded by the traditional conjoint analysis, the only difference being that in the CBS the preferences are calculated on the aggregate level, applying the Logit model. => Informacije koje pruža CBC su veoma slične po strukturi informacijama iz tradicionalne conjoint analize, s tom razlikom što se kod CBC preferencije računaju na agregatnom nivou, pri čemu se takođe logit model.
LL@(5343) The choice based conjoint analysis, too, offers a possibility of simulation to determine the sensitivity of preference and demand to the change in price or other attributes covered by the research. => I conjoint analiza bazirana na izboru pruža mogućnost simulacije u cilju određivnja osetljivosti preferencija i tražnje na promenu cene ili drugih atributa obuhvaćenih istraživanjem. 4.
LL@(5344) 4. ~~~ Comparative review of methods Table 1 presents a comparative review of four research methods described in the chapter above. => Uporedni pregled metoda U tabeli 1 dat je uporedni pregled četiri istraživačke metode koje su opisane u prethodnom poglavlju.
LL@(5345) The characteristics of the methods presented in the table are largely simplified; in practice, the value of each of the methods depends on the extent to which the reasearch is planned and conducted and to which the findings are well used. => Karakteristike metoda prikazane u tabeli dosta su pojednostavljene; u praksi vrednost svake od metoda zavisi od toga koliko je istraživanje dobro isplanirano i izvršeno, i koliko dobro se koriste rezultati.
LL@(5346) Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic Figure 7. => 
LL@(5347) Conjoint simulation and price sensitivity The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions. => 
LL@(5348) However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product. ~~~ 3.4. => Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.
LL@(5349) The Choice Based Conjoint Analysis The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods. => 
LL@(5350) Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services Š9Ë. => 
LL@(5351) Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents. ~~~ There is a range of types of discrete choice models. => 
LL@(5352) Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval. => 
LL@(5353) The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained. => 
LL@(5354) The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8). => 
LL@(5355) The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the best value, with preferences often being neglected. => 
LL@(5356) What makes a difference between the useful research from those whose findings are misleading is the significance of difference between the assumptions on which the model is based and the real situations in which the customers actually make decisions. => Ono što razlikuje korisna od istraživanja čiji rezultati navode na pogrešne zaključke, je nivo razlike između pretpostavki na kojima se bazira model i realnih situacija u kojima potrošači stvarno donose odluke.
LL@(5357) The van Westendorp method of price sensitivity measurement (VWPSM) does not provide the insight into the customer values that encourage decision-making on purchasing. => Van Westendorp-ova metoda istraživanja cenovne ostljivosti (VWPSM) ne obezbeđuje uvid u potrošačke vrednosti koje podstiču odluke o kupovini.
LL@(5358) Since this type of research combines the intention factors with price sensitivity, the research findings may be misleading. => Pošto ovaj tip istraživanja kombinuje faktore namere sa cenovnom osetljivošću, rezultati istraživanja mogu da navedu na pogrešne zaključke.
LL@(5359) Method Direct research PSM Presented options One product for all respondents One product Traditional Conjoint analysis CBC Sets of product characteristics (attrributes) Real and hypothetical products. => Slika 8. ~~~ Zadatak izbora iz skupa ponuđenih profila Metoda Direktno ispitivanje PSM Tradicionalna Conjoint analiza CBC Prezentovane opcije Jedan proizvod za sve ispitanike Jedan proizvod Skupovi karakteristika (atributa) proizvoda Stvarni i hipotetički proizvodi.
LL@(5360) Set of products described by price and characteristics. => Skup proizvoda opisanih cenom i karakteristikama Pitanja koja se postavljaju ispitanicima Pretpostavke Fokus Informacije koje se dobiju Koliko ste spremni da platite za...?
LL@(5361) Questions put to respondents How much are you willing to pay for...? The highest and the lowest price levels percieved Product evaluation and ranking Assumptions Respondents know how much they are willing to pay. => Najviši i najniži percipirani nivoi cena Ocenjivanje i rangiranje proizvoda Koji od ponudjenih proizvoda bi kupili? (izbor iz skupa ponudjenih proizvoda, sa mogućnostu izbora opcije nijedan) Ispitanici znaju koliko su spremni da plate.
LL@(5362) The range of acceptable prices is known for each respondent. => Poznat je opseg prihvatljivih cena za svakog ispitanika.
LL@(5363) Respondents are aware of the attributes they prefer. => Ispitanici su svesni karakteristika koje žele.
LL@(5364) Which of the products offered would you buy? (choice from the set of offered products, with the possibility of choosing the option none) Models realistic purchase conditions. => 
LL@(5365) Focus Intention to purchase a product at one price Price Attributes, Price Products, Price Information obtained One price Optimum or fair price as well as acceptable range of price Optimum combination of attributes Part-worth utilities of attributes, including the price Optimum product Prospective market share. => Modelira realne uslove pri kupovini.
LL@(5366) Attribute sensitivity in competitive conditions and a potential market share Table 1: Comparative review of price sensitivity reasearch methods The Conjoint analysis is both a technique appropriate for defining the new product prices and a good tool to gather data on preferences for the potential products attributes in the early phases of a new product development, but throughout its life cycle as well. => Namera o kupovini proizvoda po određenoj ceni Jedna cena Cena Atributi, Cena Proizvodi, Cena Optimalna ili fer cena. kao i prihvatljivi opseg cene Optimalna kombinacija atributa Parcijalne korisnosti atributa, uključujući i cenu Osetljivost atributa U konkurentskim uslovima i potencijalni tržišni udeo Optimalan proizvod Potencijalni tržišni udeo Conjoint analiza je tehnika koja je veoma prikladna za definisanje cene novih proizvoda i predstavlja dobar alat za dobijanje podataka o preferencijama za atribute potencijalnih proizvoda u ranim fazama procesa razvoja novog proizvoda, ali i tokom celog njegovog životnog ciklusa.
LL@(5367) By balancing between the characteristics and the price it is possible to decompose the precieved utility of the product as a whole into part-worth utilities the customers assign to each of the characteristics. => Balansiranjem između karakteristika i cene, moguće je razložiti percipiranu korisnost celog proizvoda na parcijalne korisnosti koje potrošači dodeljuju svakoj od karakteristika.
LL@(5368) These part-worth utilities may be useful in determining price sensitivity, but also all the other attributes covered by the research. => Ove parcijalne korisnosti mogu koristiti za određivanje osetljivosti cene ali i svih ostalih karakteristika obuhvaćenih istraživanjem.
LL@(5369) An especially important advantage of the Conjoint analysis in pricing research is that it takes into account the compe tition interactions and the potential impact of substitutes upon the demand for a given product. => Posebno značajna prednost conjoint analize u cenovnim istraživanjima je ta što u obzir uzima i konkutentske interakcije i potencijalni uticaj substituta na tražnju za datim proizvodom.
LL@(5370) The Discrete choice modelling has a number of advantages in pricing research concerned with the new and the existing products. => Modeliranje diskretnih izbora ima nekoliko prednosti u cenovnim istraživanjima vezanim za novi i postojeće proizvode.
LL@(5371) It is a model that is much more similar to realistic purchase situations, however, the hypotetical situational variables may be included into the research if necessary, to simulate the purchase situation. => To je model koji je mnogo sličniji realnim kupovnim situacijama, ali se i hipotetičke situacione varijable mogu eventualno uključiti u istraživanje kako bi se simulirala kupovna situacija.
LL@(5372) While the traditional conjoint analysis can identify the importance of the product attributes, the findings of the choice based conjoint analysis can determine the preceived value of the product as regards the competitive products. ~~~ 5. => Dok tradicionalna conjoint analiza može da otkrije značajnost atributa proizvoda, rezultati conjoint analize bazirane na izboru mogu da utvrde percipiranu vrednost proizvoda u odnosu na konkurentne proizvode.
LL@(5373) Conclusion In the early phases of the new product development the analysis of customer value has an important impact upon decision making. => Zaključak U ranim fazama procesa razvoja novog proizvoda analiza potrošačkih vrednosti ima veliki uticaj na donošenje odluka.
LL@(5374) Very important, too, is the opportunity to use the market research in the new product definition phase in order to identify both the attributes that enhance purchasing, and their best combinations in the product. => Veoma je značajna mogućnost korišćenja istraživanje tržišta u fazi definisanja koncepta novog proizvoda kako bi se identifikovali atributi koji podstiču kupovinu, a u skladu sa tim njihove najbolje kombinacije u proizvodu.
LL@(5375) In the subsequent phases the most favourable characteristics of the products are improved, by influencing the unique customer value factors and reducing the product price sensitivity. => U daljim fazama, utiče se na najpovoljnije karakteristike proizvoda, delovanjem na jedinstvene vrednosne faktore potrošača, i smanjenem cenovne osetljivosti proizvoda.
LL@(5376) Even when the product has all the characteristics the customers expect, it is necessary that data on customer preferences be collected, in order that the product should be positioned on the market as favourably as possible, since, in any case, the price sensitivity of a product may vary in dependance of its positioning and the perception the customer has of it. => Čak i kada proizvod sadrži sve karakteristike koje od njega očekuju kupci, važno je prikupiti podatke o potrošačkim preferencama, kako bi se proizvod što bolje pozicionirao na tržištu, jer ipak, cenovna osetljivost nekog proizvoda može varirati u zavisnosti od njegove pozicioniranost i percepciju koju potrošač ima u odnosu na nju.
LL@(5377) The paper presents a review of four pricing research methods. => U radu je dat pregled četiri metode za cenovna istraživanja.
LL@(5378) The comparison of these methods is conducted on the basis of their capabilities to yield data on customer preferences and the price sensitivity required to form a full insight into individual demand. => Poređenje ovih metoda izvršeno je na osnovu njihove sposobnosti da obezbede podatke o potrošačkim preferencama kao i cenovnoj osetljivosti koja je potrebna da bi se formirala potpuna slika individualne tražnje.
LL@(5379) Here, the traditional conjoint analysis and the choice based conjoint analysis have proved to be the best methods for an early market research of new products, since they include all the essential data on customer prefarences. => U tom smislu tradicionalna conjoint analiza i conjoint analiza bazirana na izboru su se pokazale kao najbolje metode za rano istraživanje tržišta novih proizvoda jer obuhvataju sve bitne podatake o potrošačkim preferencijama.
LL@(5380) REFERENCE Š1Ë Duke, C.R., Matching Appropriate Pricing Strategy with Markets and Objectives, Journal of Product and Brand Management, 3 (2) (1994) 1527. => LITERATURA Š1Ë Duke, C.R., Matching Appropriate Pricing Strategy with Markets and Objectives, Journal of Product and Brand Management, 3 (2) (1994) 1527. Š2Ë Green, P.E., Krieger, A.M., Whats Right with Conjoint Analysis?, Marketing Research, 14(1) (2002).
LL@(5381) Š2Ë Green, P.E., Krieger, A.M., Whats Right with Conjoint Analysis?, Marketing Research, 14(1) (2002). => Š3Ë Harmon, R.R., and Laird, G.L., Linking Marketing Strategy to Customer Value:
LL@(5382) Š3Ë Harmon, R.R., and Laird, G.L., Linking Marketing Strategy to Customer Value: Implications for Technology Marketers, Kocaoglu, et al. (Eds), Innovation in Technology Management: The Key to Global Leadership, PICMET, July 1997, 896-900. => Implications for Technology Marketers, Kocaoglu, et al. (Eds), Innovation in Technology Management: ~~~ The Key to Global Leadership, PICMET, July 1997, 896900.
LL@(5383) Š4Ë Jamieson, L.F., Bass, F.M., Adjusting Stated Intention Measures to Predict Trial Purchase of New Products: A Comparison of Models and Methods, Journal of Marketing Research, 26 (1989) 336-45. => Š4Ë Jamieson, L.F., Bass, F.M., Adjusting Stated Intention Measures to Predict Trial Purchase of New Products:
LL@(5384) Š5Ë Kuzmanović, M., Primena Conjoint analize u definisanju marketing strategije, Menadžment, FON, 2005, 28-35 Š6Ë Kuzmanović, M., Kvantitativne metode u upravl janju marketingom: Primena conjoint analize, Društvo operacionih istraživača, 2006. => A Comparison of Models and Methods, Journal of Marketing Research, 26 (1989) 336-45. Š5Ë Kuzmanović, M., Primena Conjoint analize u definisanju marketing strategije, Menadžment, FON, 2005, 28-35 Š6Ë Kuzmanović, M., Kvantitativne metode u upravljanju marketingom:
LL@(5385) Š7Ë Kuzmanović, M., To the Optimal Marketing Strategy Using Conjoint Simulation, SEEMAR06, 2006. => Primena conjoint analize, Društvo operacionih istraživača, 2006. Š7Ë Kuzmanović, M., To the Optimal Marketing Strategy Using Conjoint Simulation, SEEMAR06, 2006.
LL@(5386) Š8Ë Kuzmanović, M., The Nonstandard Algorithm for Constructing Efficient Conjoint Experimental Designs, Yugoslav Journal of Operations Research, 18(1) (2008). => Š8Ë Kuzmanović, M., The Nonstandard Algorithm for Constructing Efficient Conjoint Experimental Designs, Yugoslav Journal of Operations Research, 18(1) (2008).
LL@(5387) Š9Ë Louviere, J., Analyzing Decision Making: Metric Conjoint Analysis, Sage University Papers Series on Quantitative Applications in the Social Sciences, No 67, Newbury Park, California, 1988. => Š9Ë Louviere, J., Analyzing Decision Making: ~~~ Metric Conjoint Analysis, Sage University Papers Series on Quantitative Applications in the Social Sciences, No 67, Newbury Park, California, 1988. Š10Ë Mahajan, V., Muller, E., Bass F., New Product Diffusion Models in Marketing:
LL@(5388) Š10Ë Mahajan, V., Muller, E., Bass F., New Product Diffusion Models in Marketing: A Review and Directions for Research, Journal of Marketing, 54 (1990). => A Review and Directions for Research, Journal of Marketing, 54 (1990).
LL@(5389) Š11Ë Rao, V.R., Pricing Research in Marketing: The State of the Art, Journal of Business, 57 (1) (1984). => Š11Ë Rao, V.R., Pricing Research in Marketing: ~~~ The State of the Art, Journal of Business, 57 (1) (1984).
LL@(5390) Š12Ë Sullivan, P., Comparing Price Sensitivity Research Models for New Products, Portland State University, August 2003. => Š12Ë Sullivan, P., Comparing Price Sensitivity Research Models for New Products, Portland State University, August 2003.
LL@(5391) Developing a System of Indicators for Local Community Results from the Developmental Planning Point of View UDC: 005.92 Jože Benčina1, Srečko Devjak2 1University of Ljubljana, Faculty of Administration 2University of Ljubljana, Faculty of Administration XI International Symposium SymOrg 2008, 10th - 13th. => Razvoj sistema indikatora rezultata lokalne zajednice sa aspekta potreba razvojnog planiranja UDK: ~~~ 005.92 Jože Benčina1, Srečko Devjak2 1University of Ljubljana, Faculty of Administration 2University of Ljubljana, Faculty of Administration XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(5392) September 2008, Belgrade, Serbia This article discusses the issue of strategic planning support within local communities. => Septembar 2008, Beograd, Srbija U prilogu se obrađuje problem podrške strateškog planiranja u lokalnoj zajednici.
LL@(5393) The preparation and implementation of a strategy is a task that demands a high level of motivation and knowledge from all the participants. => Priprema i implementacija strategije je zadatak koji iziskuje visok stepen motivisanosti i znanja svih učesnika.
LL@(5394) An environment for transmitting theoretical knowledge and exchanging experience, or some sort of development advisory center, must be provided. => Potrebno je zasnovati okolinu za prenos teoretskih znanja i razmenu iskustava, svojevrstan razvojno-savetodavni centar.
LL@(5395) This kind of a center requires appropriate IT-support in order to function properly. => Uslov za rad takvog centra je odgovarajuća informaciona podrška.
LL@(5396) The issue must therefore be resolved at both the organizational level and the IT level. => Iz tog razloga problem treba rešavati na dva nivoa, organizacionom i informacionom.
LL@(5397) The article thus suggests a comprehensive multi-level resolution of the issue and gives a detailed view of the IT support model that has been developed at the Faculty of Administration. => U prilogu stoga predlažemo celovito rešenje problema u više nivoa i detaljnije predstavljamo model informacione podrške koji smo razvili na Fakultetu za upravu.
LL@(5398) This model comprises the budget indicator information and selection, as well as a software application that uses a fuzzy aggregation tree to establish an indicator structure and calculate and display the results. => Model obuhvata podatke i skup proračunskih indikatora, kao i programsko rešenje u kojem je implementirano fuzzy agregaciono drvo za uspostavljanje strukture indikatora i izračun, kao i prikaz rezultata.
LL@(5399) The article concludes with a discussion on the experience gained in two case studies in which this software is used, that are currently underway in two local communities in Slovenia. => Prilog zaključujemo predstavljanjem iskustava stečenih na studijama primera primene rešenja u dve slovenačke lokalne zajednice.
LL@(5400) Introduction Developmental planning and hence formulation and ensuring the prosperity of communities (local communities, regions, states) is one of the central topics in regional development considerations. ~~~ The desired outcomes should be planned (strategically, tactically), and the achievements should be controlled. => Uvod Razvojno planiranje i time utvrđivanje i obezbeđivanje uspešnosti zajednica (lokalnih zajednica, regiona, država) jedna je od centralnih tema razmišljanja o regionalnom razvoju. @eljene rezultate treba planirati (strateški, taktički), a dostignuća proveravati.
LL@(5401) The strategic planning approaches and models require that the planning methods be implemented jointly. => Metode planiranja se udružuju u pristupima i modelima strateškog planiranja.
LL@(5402) The strategy formulation process starts with the assessment of current results, the analysis of the organizational current efficiency and ends with evaluation and control (Figure 1: Strategy formulation and implementation). => Proces utvrđivanja strategije započinje ocenom trenutnih rezultata, analizom trenutne uspešnosti organizacije i zaključuje se vrednovanjem i nadzorom (Slika 1: ~~~ Proces utvrđivanja i ostvarivanja strategija).
LL@(5403) A thorough insight into the strategic planning structure is based on the balanced scorecard implementation Š10Ë, where the structure development goes from mission, to basic values, to personal goals, while the performance measurement goes from an individual in the organizational hierarchy to the final results the organization achieved as a whole. => Dobar uvid u strukturu strateškog planiranja zasniva se na primeni sistema uravnoteženih indikatora Š10Ë, gde razvoj strukture teče od misije preko osnovnih vrednosti do ličnih ciljeva, a merenje rezultata od pojedinca po organizacionoj hierarhiji do konačnih rezultata organizacije kao celine.
LL@(5404) Strategy development calls for a fully managerial approach, where as many as possible participants should be included. => Priprema strategije zahteva celovit menadžerski pristup, učešće što većeg broja učesnika.
LL@(5405) The task is a complex one and the organizations, and especially top management, do their best to develop and implement the strategy. => Zadatak je složen i organizacije, a naročito top menadžment, u pripremu i ostvarivanje strategija ulažu veliki trud.
LL@(5406) In the local community, which has to observe the interests of numerous members, these being of various kinds and priorities, the task is even more complex. => U sredini lokalne zajednice koja mora da prati interese brojnih učesnika s brojnim različitim interesima i prioritetima, zadatak je utoliko složeniji.
LL@(5407) This is the reason that in the numerous strategies of the Slovenian municipalities we practically cannot find any integral strategic documents that would contain all the elements necessary for a successfil implementa tion of strategies and timely reactions in case they might be departed from for any reasons. => Zbog toga je razumljivo da u, doduše, brojnim strategijama slovenačkih opština praktično ne nalazimo celovite strateške dokumente, koji bi sadržavali sve potrebne elemente za uspešno ostvarivanje strategija i blagovremeno reagovanje u slučaju odstupanja.
LL@(5408) In order that this situation be resolved, it is necessary that the approach be consolidated, that the selected objectives be clearly defined and that the tools for data gathering Figure 1: Strategy formulation and implementation Š20Ë and processing, as well as for the reporting of outcomes, be provided. => Radi prevazilaženja trenutnog stanja potrebno je što više objediniti pristup, jasno utvrditi izabrane ciljeve i obezbediti alat za sticanje i obradu podataka, kao i prikaz rezultata.
LL@(5409) It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level). => Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po regionima i na nivou države). ocena trenutnih rezultata poslovanja ispitivanje i ocena: misije, ciljeva, strategija i politika pregled i ocena interne okoline: struktura, kultura, izvori revizija upravljanja: uprava, top menadžment pregled i ocena spoljašnje okoline: socijalna, radna analiza notranjih dejavnikov: prednosti slabosti izbor strateških faktora (SWOT) u svetlu trenutne situacije analiza spoljašnjih èinilaca: prilike, pretnje revizija misije i ciljeva izbor i vrednovanje strateških alternativa izbor i preporuka najbolje alternative ostvarivanje strategija: programi, proraèuni, postupci vrednovanje i kontrola Slika 1:
LL@(5410) The core of each strategic approach is a qualitative planning and monitoring of the results. => Proces utvrđivanja i ostvarivanja strategija Š20Ë Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.
LL@(5411) It is necessary that a system of indicators be established to represent the objectives we set and to report on how successfully these objectives are being achieved. => Potrebno je da uspostavimo sistem indikatora koji će predstavljati postavljene ciljeve i tekuće iskazivati uspešnost dostizanja postavljenih ciljeva.
LL@(5412) An integral insight into how the local community functions brings forth a large number of all types of goals measured by an equally large number of various indicators which can be made clearer to local communities only with the aid of IT support. => Celovito utvrđivanje funkcionisanja lokalne zajednice donosi brojne različite ciljeve merene brojnim različitim indikatorima koje lokalnim zajednicama možemo da približimo samo uz pomoć informacione podrške.
LL@(5413) This must act on two levels: set of indicators ensures access to appropriate indicators, ensures the maintenance of the set of indicators (setting new ones, adjustment of the existing and leaving out the unnecessary ones), ensures access to data sources for the indicator value calculation, indicator structure allows for the building of a hierarchical organiza tional structure and the hierarchical indicator structure, supports (completing) structures with data, aggregates values by structure, presents the results on all the defined levels of the structure. => Ona mora da deluje na dva nivoa: skup indikatora omogućava pristup odgovarajućim indikatorima, omogućava održavanje skupa indikatora (utvrđivanje novih, prilagođavanje postojećih, izdvajanje nepotrebnih), obezbeđuje pristup izvorima podataka za izra čun vrednosti indikatora, struktura indikatora omogućava izgradnju hierarhijske organizacione strukture i hierarhijske strukture indikatora, podržava (punjenje) struktura sa podacima, agregira vrednosti po strukturi prikazuje rezultate na svim opredeljnim nivoima strukture.
LL@(5414) The problem will be dealt with in the following chapter, on both levels. => Problem će u narednom poglavlju biti obrađen na oba nivoa.
LL@(5415) First, we present an analysis of certain examples of indicator models on the basis of which we will be able to set up a framework for a system solution to provide the set of indicators for local communities. => Prvo predstavljamo analizu određenih primera modela pokazatelja na osnovu kojih čemo moći da postavimo okvir sistemskog rešenja za obezbeđivanje skupa indikatora za lokalne zajednice.
LL@(5416) The local community indicators are rather fragmentary at the points of their origin, the goals of various subjects in local communities may vary considerably. => Indikatori lokalne zajednice su na mestima nastanka prilično usitnjeni, ciljevi različitih subjekata u lokalnim zajednicama mogu da budu veoma različiti.
LL@(5417) In order to understand and resolve the problems of indicator structuring we, therefore, need an adequate methodological approach. => Stoga nam je radi razumevanja i uspešnog rešavanja problematike strukturiranja indikatora potreban odgovarajući metodološki pristup.
LL@(5418) For that purpose we have chosen a successful example of indicator modelling by using a balenced scorecard. => U tu svrhu odabrali smo uspešan primer modeliranja indikatora pomoću sistema uravnoteženih indikatora.
LL@(5419) We conclude the chapter with a short presentation of the approach to aggregation of hierarchically structured values of indicators. => Poglavje zaključujemo sa kratkom prezentacijom pristupa agregaciji hijerarhijski strukturiranih vrednosti indikatora.
LL@(5420) The third chapter is devoted to the discussion of the solutions to problems and the presentation of the logistic IT solution. => Treće poglavje je namenjeno razmatranju rešenja problema i prezentaciji logističkog informacionog rešenja.
LL@(5421) We conclude the paper with a discussion on the problems emerging in the field of establishing a system for measuring the local communities performance and the preliminary findings of case studies that were being conducted at the time this paper was prepared. => Prilog završavamo sa raspravom o problematici uspostavljanja sistema za merenje uspešnosti lokalnih zajednica i preliminarnim rezultatima studija primera koji se odvijaju upravo u vreme pripremanja prisutnog priloga.
LL@(5422) Locaj communities performance measuring methods In searching for the solution to the problem we conducted an analysis of certain indicator models, tested the method of the balanced scorecard implementation in the local communities and built a model for the indicator hyerarchical structure aggregation. => Metode ocenjivanja rezultata lokalne zajednice U traženju rešenja problema izvršili smo analizu određenih modela indikatora, proverili način primene sistema uravnoteženih indikatora u lokalnim zajednicama i izgradili model za agregaciju hijerarhijske strukture indikatora.
LL@(5423) In so doing, we provided the necessary elements for creating the solution model which is the basis for building a system for results evaluation system and the comparison between the local communities. => Na taj način smo pripremili potrebne elemente za oblikovanje modela rešenja, koji čini osnovu za izgradnju sistema za ocenjivanje rezultata i međusebojno upoređivanje lokalnih zajednica.
LL@(5424) Examples of indicators for local community performance evaluation Our starting point in analysing the problem is a number of examples of indicators which will further prove to be a basis for contemplations on an adequate approach to measuring and evaluation of the municipality, or the local community performance. => Primeri indikatora ocenjivanja rezultata lokalne zajednice Kao polazni osnov za razmatranje problema navodimo nekoliko primera indikatora koji u nastavku čine i osnovu za razmišljanje o odgovarajućem pristupu merenju i vrednovanju rezultata opštine, odnosno lokalne zajednice.
LL@(5425) The survey begins with four examples of indicators from Slovenia, the index of developmental threats to Slovenian municipalities Š17Ë, the index of development potential of Slovenian municipalities Š13Ë, and the financial indicators of the municipality Š5Ë. => Pregled započinjemo sa četiri primera indikatora iz Slovenije, indeksom razvojne ugroženosti slovenačkih opština Š17Ë, indeksom razvojnog potencijala slovenačkih opština Š13Ë i finansijskim indikatorima opštine Š5Ë.
LL@(5426) This set of examples is completed with the national indicators for local authorities and partnerships in the United Kingdom Š15Ë, indicators for regional development monitoring in the Alps Š19Ë, and the system of strategic assets of the cities Š16Ë. => Skup primera zaokružujemo sa nacionalnim indikatorima za lokalne vlasti i partnerstva u Udruženom kraljevstvu Š15Ë, indikatorima za praćenje regionalnog razvoja u Alpima Š19Ë i sistemom strateških kapitala gradova Š16Ë.
LL@(5427) We use these examples to give a detailed review of good practice and the core of the problem of IT logistics for a performance indicator system of a local community. => Uz pomoć izbranih primera detaljno čemo prikazati ostvarivanje dobre prakse i jezgro problema informacione podrške za sistem indikatora rezultata lokalne zajednice.
LL@(5428) The index of developmental threats, together with the Law on municipality financing Š21Ë is taken as a measure for co-financing investments by the state. => Indeks razvojne ugroženosti opština sa Zakonom o finansiranju opština Š21Ë određen je kao merilo za sufinansiranje investicija od strane države.
LL@(5429) Table 1: Development threats index calculation indicators Š17Ë 1. => Tabela 1: ~~~ Indikatori za obračun indeksa razvojne ugroženosti Š17Ë 1.
LL@(5430) Development level: a. GNP per inhabitant (20012003) b. Gross tax base on income per inhabitant (2001 2003) formal (registered) employment rate(20022004) c. GNV econom.soc/employee (20022004) d. 2. => Razvijenost: a. ~~~ BDP po stanovniku (20012003) b. bruto osnovica za porez na dohoda po stanovniku (20012003) c.
LL@(5431) Developmental threats: e. => BDV privr.društv/zaposlenog (20022004) d. stopa formalne (registrovane) zaposlenosti (20022004) 2.
LL@(5432) f. population age index (20022004) g. number of population supplied with sewerage system registered unemployment rate (20022004) (census 2002) Development opportunities: 3. h. => Razvojna ugroženost: e. stopa registrovane nezaposelnosti (20022004) f. indeks starenja stanovništva (20022004) g. udeo stanovništva priključenog na javnu kanalizaciju (popis 2002) 3.
LL@(5433) Average number of years of education (census 2002) i. number of work places per work active population in j. the region (20022004) share of the area of the Natura region 2000 (status 2004) k. population density of the region (census 2002) The key advantages of the model are that the number of indicators can be controlled and that the data are available. => Razvojne mogućnosti: h. prosečan broj godina školovanja (popis 2002) i. broj radnih mesta na radno aktivno stanovništvo u regionu (20022004) j. udeo površine područja Natura 2000 (stanje 2004) k. naseljenost područja (popis 2002) Bitne prednosti navedenog modela su savladiv broj indikatora i pristupačnost podataka.
LL@(5434) Certain indicators are only occasionally measured, therefore they are less adequate in monitoring the dynamics of local communities development. => Određeni indikatori mere se samo povremeno, pa je zbog toga za praćenje dinamike razvoja lokalnih zajednica manje podesan.
LL@(5435) The data sources are the databases of the Statistical Institute of the Republic of Slovenia which, unfortunately, do not allow for creating a single chart with arbitrary data, but rather the indicators have to be integrated into the chart by hand. => Izvor podataka čine baze Statističkog ureda Republike Slovenije, koji nažalost ne omogućavaju formiranje jedinstvene tabele sa proizvoljnim podacima, već se udruživanje indikatora u jedinstvenu tabelu mora izvršiti ručno.
LL@(5436) Besides, the data on the GNP per inhabitant and the number of years of education for the population are available only on the statistical region level. => Pored toga su podaci za BDP po stanovniku i broj godina školovanja stanovništva na raspolaganju samo na nivou statističkog regiona.
LL@(5437) The data processing algorythms are defined, however, there are no tools to perform the data calculation. => Algoritmi za obradu podataka su definisani, međutim, nema alata koji bi omogućavao obračun rezultata.
LL@(5438) The algorhythms are not included into the context of the problem as a whole, the possible cause-effect relation of the given indicators with other findings is not defined. => Indikatori nisu uključeni u kontekst celovite problematike, nije definisana eventualno uzročno posledična povezanost navedenih indikatora sa drugim rezultatima.
LL@(5439) As regards its basic purpose (classification of municipalities and regions in order to determine the share of investment projects co-financing) it would be interesting to see how the value of individual indicators affect the orientation of investing and the selection of projects to be co-financed. => S obzirom na osnovnu namenu (razvrstavanje opština i regiona sa namerom određivanja udela sufinansiranja investicionih projekata) bilo bi zanimljivo videti kako vrednost pojedinačnih indikatora utiče na usmeravanje investicione delatnosti i izbor projekata za sufinansiranje.
LL@(5440) The set of indicators is the result of the project named The Number of Tools for Defining and Monitoring the Regional Development Policy Š11Ë and stems from a broader set of indicators used in evaluation of the sustainability of the regions. => Skup indikatora je rezultat projekta Razvoj alata za utvrđivanje i praćenje politike regionalnog razvoja Š11Ë i proizlazi iz šireg skupa indikatora za ocenu samoodrživosti regiona.
LL@(5441) The Development potential scale of the Slovenian municipalities stems from the models developed by the Institute of Robert Hugging Associates on which the World knowledge scale of regions Š9Ë and the European competitiveness scale of regions are based Š8Ë. => Lestvica Razvojnoga potencijala slovenačkih opština proizlazi iz modela Instituta Robert Huggins Associates, na kojima se zasnivaju Svetska lestvica regiona u odnosu na znanja Š9Ë i Evropska lestvica konkurentnosti regiona Š8Ë.
LL@(5442) In making a choice of indicators, the data availability and the excellence model principles were employed. => Kod izbora indikatora uzeti su u obzir i pristupačnost podacima i principi modela izvrsnosti. ~~~ Tabela 2:
LL@(5443) In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential. => Sastav indeksa razvojnog potencijala slovenačkih opština Š13Ë EKONOMSKI INDIKATORI Indikatori, odnosno grupe indikatora Infrastruktura (ukupno bodova) Novi stanovi u m2/1000 Privredna uspešnost (ukupno bodova) Porez na dohodak građana Bruto promet preduzeća/stanovn.
LL@(5444)  => Broj zaposlenih/1000 Broj s.p./1000 Broj zemljoradnika/1000 (neg. kor.) Razvojna ulaganja (ukupno bodova) Građevinske dozvole za nestambene objekte m2/1000 preb.
LL@(5445)  => UKUPNO EKONOMSKI INDIKATORI % 47, 17, 7,5 7,5 % LJUDSKI FAKTOR Pojedinačni indikator Demografski potencijal (ukupno bodova) prirodni priraštaj Broj dece u vrtiću / 1000 stanovn. ~~~ Broj dece u osn. školama/1000 preb.
LL@(5446)  => Broj venčanja/1000 Odnos venčanja/razvodi Obrazovanje (ukupno bodova) Broj đaka/1000 stanovn.
LL@(5447)  => Broj studenata/1000 stanovn.
LL@(5448)  => Završili školovanje na 4. i 5. stepenu/1000 stanovn.
LL@(5449) Contrary to the developmental threat index, all indicators are measurable on the municipality level. => Završili školovanje na 6., 7. i višimim stepenima /1000 stanovnika UKUPNO INDIKATORI LJUDSKOG FAKTORA Korekturni faktor:
LL@(5450) Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results. => 5 bodova u odnosu na zbir svih rangova uzima se u obzir po gornjem obračunu Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.
LL@(5451) A short survey of two examples of indicators in the Slovenian environment already reveals a range of problems we encounter in the models of measuring performance and classification of local communities: content analysis of issues is missing, as is the cause-effect analysis, the relationships between initiatives and/or measures for improving performance, there is no guarrantee of consistency, seemingly similar approaches may result in different findings, there is no consistent context of indicators from which consistent subsets of indicators could be chosen, data are gathered from different sources, there is no mechanism which could make the input data gathering simple and prompt, indicator aggregating algorythms are different, there are no aggregating tools, that is, they are available only to the indicator creators. => Za razliku od indeksa razvojne ugroženosti svi indikatori su merljivi na nivou opštine. ~~~ Pošto naša namera nije bila detaljna analiza pojedinačnih primera indikatora, uradili smo samo okvirno poređivanje rezultata i ustanovili da se doduše, deo opština prema oba indikatora slično razvrstava, međutim mogu se naći brojni primeri kod kojih modeli daju praktično suprotne rezultate. Već kratak pogled na dva primera indikatora u slovenačkoj sredini otkriva nam niz problema na koje nailazimo kod modela utvrđivanja uspešnosti i razvrstavanja lokalnih zajednica: nedostaje sadržinsko razmatranje problematike, nema analize uzročno posledičnih veza, ni povezanosti sa inicijativama i/ili merama za poboljšanje uspešnosti, nema garancije konsistentnosti, na izgled slični pristupi, mogu da pruže sasvim suprotne rezultate, nedostaje celovit kontekst indikatora iz kojeg bi mogli da se biraju konzistentni podskupovi indikatora podaci se prikupljaju iz različitih izvora, nema mehanizma pomoću kojeg bi na brz i jednostavan način došli do ulaznih podataka, algoritmi za agregiranje indikatora sui različni, alata za agregiranje nema, odnosnona raspolaganju su samo autorima indikatora.
LL@(5452) At the Faculty of Administration we have developed a model of financial indicators for each municipality and implemented it in the system presented on the web-site and thus available to all the interested users. => Na Fakultetu za upravu razvili smo model finansijskih indikatora po opštinama i ostvarili ga u sistemu, koji je objavljen na veb stranici i na taj način dostupen svim zainteresovanim korisnicima.
LL@(5453) The model includes five aggregate indicators computed from the basic data for calculation. => Model obuhvata pet zbirnih indikatora, koji se izračunavaju iz osnovih proračunskih podataka.
LL@(5454) The system has a database which is annually updated from the data provided by the Statistical Institute of the Republic of Slovenia as well as a program module for data calculation and transfer to the users computers (Figure 2). => Sistem obuhvata bazu podataka koja se godišnje puni iz podataka Statističkog ureda Republike Slovenije i programski modul za obračun i prenos podataka na računare korisnika (Slika 2).
LL@(5455) It offers the full IT support for the provision and implementation of indicators, the necessary data and aggregation mechanisms for computing aggregate indicators. => On sadrži celokupnu informacionu podršku za pripremu i upotrebu indikatora, potrebne podatke i agregacione mehanizme za obračune zbirnih indikatora.
LL@(5456) The solution does not allow for the set of indicators to be extended, nor does it allow for data aggregation in any other ways, however, each user can manage processing of this kind using the table processing program. => Rešenje ne pruža mogućnost za širenje skupa indikatora, kao ni za udruživanje podataka na druge načine, međutim, obrade ove vrste svaki korisnik može da za sebe pripremi uz pomoć programa za obradu tabele. tata.
LL@(5457) The following two cases of indicators are presented as two more approaches that try to highlight the contents as well as to assign the content value to the performance. => Kao dva pristupa koji pokušavaju da daju akcenat sadržini i da rezultatima dodele i sadržinsku vrednost navodimo još dva slučaja indikatora.
LL@(5458) The system for monitoring the regional development in the Alps, DIAMONT Š19Ë, builds on the basic approach to the indicator study by defining the phenomena (issues) they relate to. => Sistem za praćenje regionalnega razvoja u Alpima DIAMONT Š19Ë nadograđuje osnovni pristup razmatranju indikatora opredeljivanjem pojava (problema), na koje se odnose.
LL@(5459) Thus it introduces a dynamic observation of indicators and allows for linking the indicators to problem solving, limitations and goals. => Na taj način uvodi dinamičku percepciju indikatora i omogućava povezivanje indikatora sa reševanjem problema, ograničenjima i cilojevima.
LL@(5460) Such a system is problem solving oriented and allows for the linkage of the performance in the permanent development evaluation by the performance improvement measures. => Takav sistem je usmeren na rešavanje problema i omogućava povezivanje rezultata vrednovanja trajnog razvoja merama za poboljšanje rezultata. ~~~ Tabela 3:
LL@(5461) Figure 2: Chart of indicator calculation systems for municipalities in RS Š18Ë The given examples of indicators are, similarly to the European competitiveness index Š8Ë, performance oriented and are in no way attached to development potentials and factors. => Kapitali zajednica i strateška vprašanja povezana sa njihovim rastom Š16Ë) kapital intelektualni kapital demokratski kapital kulturni kapital sredinski kapital tehnički kapital finansijski kapital područja ljudsko, organizaciono (sociajlni, inovacioni, procesni) insistiranje na većem stepenu javnosti optimizacija demokratskog učešća uspostavljanje novih vidova partnerstava čistoća bezbednost privlačan izgled organizacioni IT/IS e-uprava infrastruktura (energija, transport, zgrade) javno privatno partnerstvo obraćanje trećim stranama/privatizacija finansijska disciplina Kada određujemo očekivanja za rezultate, po pravilu smo usmereni na konačne vrednosti indikatora koji iskazuju željene ciljeve.
LL@(5462) They tell the community in which areas it lags, but do not explain what steps should be undertaken so that performance be better. => Teritorijalne zajednice su komplikovani sistem u kojim je potrebno da se uzmu u obzir brojni faktori koji utiču na očekivane rezultate.
LL@(5463) A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom Š15Ë. => Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.
LL@(5464) Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government. => 
LL@(5465) Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources. => S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.
LL@(5466) So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation. => Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice Š16Ë (Tabela 3).
LL@(5467) In defining the expectations for results we are, by a rule, oriented towards the end-values of indicators that express the desired objectives. ~~~ Territorial communities are complex systems where numerous factors affecting the expected results should be taken into consideration. => Rast kapitala je povezana Slika. ~~~ 2: [ema sistema proračunskih indikatorov opština u RS Š18Ë Navedeni primeri indikatora su slično kao Evropska lestvica konkurentnosti Š8Ë usmereni na rezultate i ničim se ne nadovezuju na razvojne potencijale i faktore, ali zbog toga teritorijalnoj zajednici prikažu na kojim područjima zaostaju, ali im ne kažu šta bi trebalo preduzeti u cilju postizanja boljih rezultata.
LL@(5468) The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement. => Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir merenja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu Š15Ë.
LL@(5469) On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently. => Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokupno delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.
LL@(5470) It is for this reason that the system of strategic assets city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community Š16Ë (Table 3). => Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.
LL@(5471) The growth of capital is related to the crucial strategic issues that make the starting point for both the strategic planning of a community and the creation of the system of indicators for monitoring the achievement of the set objectives. => Svi do sada navedeni primeri so koncipirani kao merni instrumenti, pa se stoga ne bave interpretacijom rezul sa ključnim strateškim pitanjima koji čine polazni osnov kako za strateško planiranje zajednice tako i za oblikovanje sistema indikatora za praćenje ostvarivanja postavljenih ciljeva.
LL@(5472) The analysis of various models of performance measuring indicators displayed two crusial flaws. => Analiza različitih modela indikatora za merenje rezultata ispoljila je dva suštinska nedostatka.
LL@(5473) The analysis of territorial communities on different levels (local, the association of local communities, region, association of regions, state, association of states) is not consolidated. => Razmatranje teritorijalnih zajednica na različitim nivojima (lokalna, zajednica lokalnih zajednica, region, zajednica regiona, država, zajednica država) ni objedinjeno.
LL@(5474) The ultimate objectives, good life of a community member (citizen, local) is often poorly presented in the sets of indicators, therefore it is not clear in which way the good performance within the model really affect the improvement of the quality of living in the local community. => Ultimativni ciljevi dobar život člana zajednice (građanina, meštanina, državljanina) u skupovima indikatora često nije dovoljno izražen, nije jasno kako dobri rezutlati v okviru modela stvarno utiču na povećanje kvaliteta života u lokalnoj zajednici.
LL@(5475) The essential problem, however, is not the different approaches, nor poor understanding, but the fact that, the problems of the territorial communities fail to be solved, due to the orientation towards satisfying specific, expert requirements within the tasks and the projects. => Međutim, glavni problem nije u različitim pristupima ili nedovoljnom razumevanju, već u tome da zbog usmerenosti na zadovoljavanje posebnih, ekspertskih zahteva u okviru zadataka i projekata, ne rešavaju probleme teritorijalnih zajednica.
LL@(5476) The implementation of the principles registered in the above mentioned cases, however, clearly leads to an applicable model. => Međutim, primena principa registrovanih u gore navedenim slučajevima, svakako nas dovodi do upotrebljivog modela.
LL@(5477) It is necessary that we start from the uniform offer of indicators. => Potrebno je da se krene od jedinstvene ponude indikatora.
LL@(5478) The local communities must be offered a uniform set of indicators made up of an adequate number of compulsory indicators, and of other, optional indicators that the community implements on the basis of its own estimate. => Lokalnim zajednicama moramo da ponudimo jedinstven skup indikatora sačinjen od odgovarajućeg broja obaveznih indikatora i preostalih neobaveznih koje zajednica primenjuje na osnovu sopstvene procene.
LL@(5479) They must be content structured, each must be accompanied with an explanation of meaning, instructions for use and the data source. => Oni moraju da budu sadržinski strukturirani, svako mora biti opremljen sa obrazloženjem značenja, načinom upotrebe i izvirom podataka.
LL@(5480) The set of indicators must be permanently controlled, adjusted and harmonized. => Skup indikatora potrebno je stalno nadzirati, ga prilagođavati i usklađivati.
LL@(5481) The Balanced Scorecard System for Public Sector (BSC) The planning system has to link the planning steps into the activity, validation and adjustment cycles. => Sistem uravnoteženih indikatora (SUI) za javni sektor Sistem planiranja mora da poveže korake planiranja u cikluse delovanja, proveravanja i prilagovađanja.
LL@(5482) The balanced scorecard system includes strategic planning focusing upon strategy implementation. => Sistem uravnoteženih indikatora pokriva strateško planiranje sa akcentom na ostvarivanju strategija.
LL@(5483) It focuses upon measuring performance, hence it is quite appropriate in resolving a given problem. => Usredsređen je na merenje rezultata, pa je iz tog razloga veoma podesan za rešavanje postavljenog problema.
LL@(5484) It observes the varied aspects of organizational business operations. => Poštuje različite vidike poslovanja organizacije.
LL@(5485) The original version has four perspectives. => Originalna verzija sadrži četiri vidika.
LL@(5486) The end performance is measured by the financial perspective, the operation flow is defined by the customer perspective and the perspective of internal processes. => Konačni rezultati mere se finansijskim vidikom, tok poslovanja opredeljuju vidici poslovanja sa strankama i internih procesa.
LL@(5487) The development orientation and developmental opportunities are measured by the perspective of growth and learning Š10Ë. => Razvojna orijentisanost i razvojne mogućnosti mere se vidikom rasta i učenja Š10Ë).
LL@(5488) The public sector can be treated in a similar way, only the end performance is by a rule measured by the customer value, therefore the customer perspective becomes the end performance measure Š14Ë. => Javni sektor možemo da tretiramo na veoma sličan način, samo se konačni rezultati po pravilu mere vrednošću za stranke, pa stoga vidik stranaka preuzima ulogu merila za konačne rezultate Š14Ë.
LL@(5489) Before we continue discussing the balanced scorecard, we would like to point out that this system is comple mentary with the excellence models (EFQM, CAF, Š6Ë), where the excellence models are oriented towards quality provision and achievement, while the balanced scorecard is oriented towards strategy formulating and implementation (Figure 3) Š4Ë, Š12Ë. => Pre nego što nastavimo raspravu o sistemu uravnoteženih indikatora, želeli bismo da naglasimo da je sistem komplementaran sa modelima izvrsnosti (EFQM, CAF, Š6Ë), pri čemu su modeli izvrsnosti orijentisanost na ostvarivanje i obezbeđivanje kvaliteta, a sistem uravnoteženih indikatora na oblikovanje i obezbeđivanje ostvarivanja strategije (Slika 3) Š4Ë, Š12Ë.
LL@(5490) Both approaches intersect in the area of performance measurement. => Oba pristupa susreću se na polju merenja rezultata.
LL@(5491) As we will see, the issue of choice of the value of pooling (perspectives) basically depends on the circumstances, and the basic logic in goal monitoring certainly remains the driving force of every BSC. => Kao što čemo videti u nastavku, pitanje izbora vrednosti udruživanja (vidika) u principu zavisi od okolnosti, a osnovna logika praćenja ciljeva svakako ostaje vodilja svakog SUI.
LL@(5492) The ultimate objectives of a territorial community are related to the community members quality of living (Figure 4). => Konačni ciljevi teritorijalne zajednice nadovezuju se na kvalitet života članova zajednice (građana, državljana) (Slika 4).
LL@(5493)  => Legenda ostvarivanje strategije prosleđivanje strategije strateško učenje stvaranje zajedničkog shavatanja strategije veliki strateški preskoci strateško prioritiziranje projekata izvrsnost delovanja OS PS SU SZSS VSP SPP ID MOPP mišljenje u okviru proširivanja SP SZSK OKZU osetljivost za kvalitet u zajedničkom uzimanju učešća KUK kompletno upravljanje kvalitetom povezanosti stalna pobolšanja stvaranje zajedničkog shvatanja kvaliteta Slika 3: ~~~ EFQM i BSC kao podudarajući, komplementarni modeli Š4Ë hodnika. ~~~ Kao bitna prednost pokazalo se naimenovanje vidika opštijim, a u praksi ipak razumljivijim terminima. ~~~ Slika 4:
LL@(5494) The above mentioned perspectives for strategy formulation may be too generalized, and the additional problem is that the standard BSC form is already rather widespread, therefore the features of the standard model came to be taken as the standard form of treating the issue. => Uzročno-posledične veze vidika SUI teritori jalne zajednice Š7Ë Navedeni vidici, za obrazovanje strategija, možda su nešto previše uopšteni, a teškoća je i u tome što je standardni oblik SUI već prilično raširen, pa su se stoga vidici standardnog modela afirmisali kao standardni oblik tretiranja problema.
LL@(5495) Hence the author of the above chart proposes that the perspectives be renamed and makes the link with the original BSC perspectives: governance and engagement (cid:197)(cid:198) learning communi ty / learning and growth, community governance processes (cid:197)(cid:198) community performance (task and project accomplishment) / processes, processes and strategies (cid:197)(cid:198) community ecconomy /finances, quality of living (cid:197)(cid:198) community priorities (desired outputs) / parties. => Zbog toga autor gornje šeme predlaže preimenovanje navedenih vidika i uspostavlja vezu sa originalnim vidicima SUI: rukovodstvo i aganžma ßà učenje zajednice / učenje i rast, procesi upravljanja zajednicom (cid: ~~~ zajednice (realizovanje zadataka i projekata) / procesi, projekti i storitve (cid: ~~~ ekonomija zajednice / finan cije, kvalitet života (cid: ~~~ prioriteti zajednice (željeni re zultati) / stranke.
LL@(5496) In implementing the BSC in the public sector different perspectives are used, their structure varying from one example to another. => Kod upotrebe SUI u javnom sektoru primenjeni su različiti vidici, i njihova struktura je od primera do primera nekoliko različita.
LL@(5497) The analysis of examples and conditions in the Slovenian municipalities has shown that the quoted set of perspectives of the Slovenian local community would, in fact, be adequate, although the aspect of finances had better be classed within the community competences (assets Table 3). => Analiza primera i okolnosti u slovenačkim opštinama je pokazala da bi navedeni skup vidika slovenačke lokalne zajednice, doduše, bio adekvatan, s tem što bi bilo bolje da se aspekat financija svrsta u sposobnosti (kapitale tabela 3) zajednice.
LL@(5498) Thus there would be three, instead of four perspectives competence, efficiency and performance. => Na taj način bi umesto četiri vidika dobili samo tri sposobnost, efikasnost i uspešnost.
LL@(5499) Even though the financial capital in the local community is considered to be a middle-term category (bigger changes in a shorter period of time are an exemption), we have formulated the BSC on the basis of the already presented starting points (Figure 5) which is more intelligible in comparison with the case of its predecessors, at least according to the first reactions in the studies. => I pored toga što je finansijski kapital u lokalnoj zajednici srednjoročna kategorija (veće promene u kraćem vremenu su izuzetak), na osnovu već predstavljenih polaznih osnova utvrdili smo SUI (Slika 5), koji je, sudeći barem prema prvim odzivima u studijama, razumljiviji od njegovih pret Slika 5:
LL@(5500) A key advantage appears to be that the perspectives are rather generalized, but are much easier to understand in practice. ~~~ The balanced scorecard for a territorial community shows three levels of activity: planning the performance deciding in favour of suc cessful performance, accomplishing tasks and projects towards achieving planned results, developing competences provision of finances and growth of other types of assets. => Vidici SUI teritorijalnih zajednica Sistem uravnoteženih pokazatelja teritorijalne zajednice pokazuje tri nivoa delovanja: planiranje rezultata opredeljenje uspešnosti, sprovođenje zadataka i projekata za ostvarivanje planiranih rezultata, razvoj sposobnosti - obezbeđivanje finansija i rasta ostalih kapitala.
LL@(5501) The members (subjects) of the territorial community are the creators and the consumers of its performances. => Subjekti teritorijalne zajednice su tvorci i korisnici rezultata.
LL@(5502) Each unit monitors its goals which contribute to the mutual objectives. => Svaka jedinica prati svoje ciljeve koji doprinose zajedničkim ciljevima.
LL@(5503) The individual (subject) can be a creator of the end objectives and thus directly contribute to the end performance. => Subjekat može da bude tvorac konačnih ciljeva i time neposredno doprinosi konačnim rezultatima.
LL@(5504) His end goal is simultaneously the end objective of the community. => Njegov konačni cilj je i končni cilj zajednice.
LL@(5505) Numerous subjects contribute to the growth of competences or support the task, or project, accomplishments. => Mnogi subjekti doprinose rastu sposobnosti ili podržavaju realizaciju zadataka, odnosno projekata.
LL@(5506) They contribute to the end objective indirectly, and their end goals are oriented towards ensuring efficiency or competence. => Konačnomu cilju svoj doprinos daju posredno, a njihovi konačni ciljevi spadaju u razred obezbeđivanja efikasnosti ili sposobnosti.
LL@(5507) The objectives and the performance are then integrated upwards, in accordance with the community structure; namely, a number of local communities follows mutual regional objectives, a number of regions follow the state objectives ... the structure of units and their goals (indicators) may be rather complex and branching, hence such an approach can be introduced into a community only accompanied by an appropriate IT support. => Ciljevi i rezutlati se zatim udružuju po strukturi zajednice naviše, više lokalnih zajednica prati zajedničke regionalne ciljeve, više regiona zajedničke ciljeve države, … Struktura jedinica i njihovih ciljeva (indikatora) može da bude veoma razgranata, stoga je pristupa ove vrste moguće uvesti u zajednici samo uz pomoć odgovarajuće informacione podrške.
LL@(5508) Fuzzy Aggregation Tree In analysing the hierarchical structures created using the balanced scorecard, we have at our disposal a number of IT solutions, each with certain limitations. => Fuzzy agregaciono drvo Za razmatranje hierarhijskihih struktura, koje gradimo uz pomoć sistema uravnoteženih indikatora, na raspolaganju ima više informacionih rešenja, ali svako od njih sa određenim ograničenjima.
LL@(5509) In exploring the possibility to implement the fuzzy logic to aggregate the tree structures Š1Ë and Š2Ë we came to the model so lution to aggregating tree structure with arbitrary variables on the leaves (children) and in the nodes of the fuzzy aggregation tree Š3Ë. => U okviru istraživanja mogućnosti korišćenja fuzzy logike za agregiranje struktura drveta Š1Ë i Š2Ë došli smo do modela rešenja za agregiranje struktura drveta sa proizvoljnim promenljivima na listi i u čvorištima fuzzy agregacionog drveta Š3Ë.
LL@(5510) The theoretical model was then applied within the IT solution that allowed for creating an organizational tree structure as well as the tree structure of the balances scorecard system for each organizational unit. => Teoretski model smo zatim ostvarili u informacionom rešenju koje omogućava uspostavljanje organizacione strukture drveta i za svaku organizacionu jedinicu uspostavljanje strukture drveta sistema uravnoteženih indikatora.
LL@(5511) As we now do not intend to conduct a detailed discussion on the theoretical foundations of the model (a curious reader can learn more about the issue in Š3Ë), we will primarily present here the applicable properties of the model and the IT solutions. => Pošto naša sadašnja namera nije detaljna rasprava o teoretskim osnovama modela (više o tome radoznali čitalac može da sazna u Š3Ë), predstavljamo, pre svega, upotrebljiva svojstva modela i informaciona rešenja.
LL@(5512) The basic idea of the fuzzy aggregation tree model is the implementation of the fuzzy logic theory in the tree structure. => Osnovna ideja modela fuzzy agregacionog drveta je upotreba teorije fuzzy logike u strukturi drveta.
LL@(5513) The variables in the leaves and in the nodes are noted in three forms (real value, fuzzy set, or fuzzy number and linguistic value). => Promenljive u listovima i čvorovima drveta zapisane su u tri oblika (realna vrednost, fuzzy skup, odnosno fuzzy broj i jezička vrednost).
LL@(5514) The input value of the variable can be any of the three mentioned. => Ulazna vrednost promenljive može da bude bilo koji od navedena tri.
LL@(5515) Transformations among the types of notations are defined within the model. => U okviru modela definisane su transformacije među vrstama zapisa.
LL@(5516) With each change in the value the input value is reflected into the other forms of notation. => Kod svake promene vrednosti ulazna vrednost preslikava se u preostale načine predstavljanja.
LL@(5517) All the variables in the tree can be expressed in three equivalent ways. => Sve promenljive u drvu mogu da se predstave na tri ekvivalentna načina.
LL@(5518) The model defines the methods of aggregation, which are in their simplest varieties expressed as the calculation of the weighted arithmetical mean. => Model definiše načine agregacije, koji se u najjednostavnijoj varijanti izražava kao proračun ponderisane aritmetičke sredine.
LL@(5519) We aggregate fuzzy numbers. => Agregiraju se fuzzy brojevi.
LL@(5520) At each node of the tree we calculate the sprouts (children) from this point, therefore the model can be implemented without any limitations as regards the number of levels in the tree, or the number of nodes, or the number of children on individual nodes. => Pošto se na svakom čvoru drveta radi o izračunavanju iznad potomaka izabranog čvorišta, model može da se implementira bez ograničenja u pogledu broja nivoa u drvetu, ili broja čvorišta, ili broja potomaka na pojedinačnom čvorištu.
LL@(5521) In the presentation we commonly employ linguistic values, the power of the noun segment of the set of values of the linguistic variable; the number of nouns is arbitrary, and we usually use the 3, 5 or 7-noun sets. => Za prezentaciju rezultata se po pravilu koriste jezičke vrednosti, moć poimeničnoga skupa vrednosti jezičke promenljive broj imena je proizvoljan, a obično koristimo 3, 5 ili 7-imenske skupove.
LL@(5522) Thus we come to an intelligible presentation of performance, where at the moment of defining the variables we can choose the value granulation arbitrarily. => Na taj način dolazimo do razumljivog predstavljanja rezultata, pri čemu u vreme definisanja promeljivih možemo proizvoljno da biramo granulaciju vrednosti.
LL@(5523) The targrt values are determined using the definition of transformation among values, while the granulation and the acceptable deviations of linguistic values are determined by the definition of noun values for the linguistic variable. => Ciljne vrednosti utvrđujemo pomoću definicije transformacije među vrednostima, a granulaciju i prihvatljiva odstupanja jezičkih vrednosti sa defincijom imenskih vrednosti jezičke promeljive.
LL@(5524) The model was implemented in the web IT solution1; to acces the system it is necessary to provide a user name and a password, which a curious reader can do on the web adress at the bottom. => Model smo implementirali u veb informacionom rešenju1, za pristup sistemu potrebno je obezbediti korisničko ime i lozinku, što radoznali čitalac to može da učini na veb adresi navedenoj ispod linije.
LL@(5525) Local community scorecard solution model In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided. => Model rešenja sistema uravnoteženih indikatora lokalne zajednice Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.
LL@(5526) The crucial elements of this activity are the motivation and the knowledge transfer. => Važni elementi u tome su motivisanje i prenos znanja.
LL@(5527) In this paper, we primarily focus upon the IT support perspective that can be defined on two levels. => U prisutnom prilogu usredsredili smo se pre svega na vidik informacione podrške koji se može definisati na dva nivoa.
LL@(5528) On the general level, meant for all the system users, it must ensure the creation of the consistent system of indicators for the local communities as well as an access to the data sources. => Na opštem nivou, za sve korisnike sistema, mora da omogući obrazovanje celovitog sistema indikatora za lokalne zajednice i obezbediti pristup izvorima podataka.
LL@(5529) For individuals who wish to create a balanced scorecard it has to provide the tools for defining the hierarchical organizational structure of the system under consideration and the BSC tree structures for each organizational unit. => Za pojedinačne subjekte koji žele da ostvare sistem uravnoteženih indikatora mora da obezbedi alat za opredeljivanje hijerarhijske organizacione strukture sistema, koji razmatramo, i strukture drveta SUI za svaku organizacionu jedinicu.
LL@(5530) The activity of an individual is organized for each case of performance separately, while for the support to the whole system it is necessary to provide an appropriate form of activity on the level of the local community associations or within a respective state agency (in Slovenia, it is the RS Government Agency for Regional Development). => Delovanje na nivou pojedinačnog subjekta organizuje se za svaki primer ostvarivanja posebno, a za delovanje podrške za celoviti sistem indikatora neophodno je obezbediti odgovarajući oblik delovanja na nivou udruženja lokalnih zajenica ili u okviru odgovarajućeg državnog organa (u Sloveniji je to Služba Vlade RS za regionalni razvoj).
LL@(5531) For a quality system to be established and functional, an appropriate level of knowledge is required, and the system will have to include a permanent surveillance and the test of the indicator set consistency. => U cilju uspostavljanja i funkcionisanja kvalitetnog sistema indikatora biće potrebno da se obezbedi odgovarajući nivo znanja, sistem će morati da uključuje stalan nadzor i proveravanje konzistentnosti skupa indikatora.
LL@(5532) The Local Community Indicator System Model On the operational level, the local community indicator system model includes the functions presented in the example of the financial indicators for the municipality (Figure 3), as follows: indicator definition (meaning, calculation method, da ta source); database for indicator calculation; indicator value calculation tools; methods and tools for consistency validation and the set of indicators rationalization. => Model sistema indikatora za lokalne zajednice Model indikatora za lokalne zajednice obuhvata na operativnom nivou funkcionalnosti koje su izražene na primeru finansijskih indikatora opština (Slika 3), i to: definisanje indikatora (značenje, metod za izračun, izvor podataka), baza podataka za izračunavanje indikatora, alat za izračunavanje vrednosti indikatora, metode i alat za proveravanje konzistetnosti i racio nalizaciju skupa indikatora.
LL@(5533) In this case we deal with a fixed set of indicators. => Primer razmatra fiksni skup indikatora.
LL@(5534) The system model assumes a dynamic generation of the indicator systems, which means that the existing solution should be upgraded by the the indicator system dynamic definition module, within which the life cycle of the indicator will flow, from the moment the indicator is proposed, to a detailed definition of the indicator and its allocation into the set of indicators, to an indicator adjustment and its discarding if necessary. => Model sistema predviđa dinamično obrazovanje sistema indikatora, što znači da postojeće rešenje treba nadograditi sa modulom za dinamično definisanje indikatora, u okviru kojeg će se odvijati održavanje životnog ciklusa indikatora, od predloga indikatora, preko detaljnog definisanja indikatora i uvrštanja u skup indikatora, do prilagođavanja indikatora i njihovog eventualnog ukidanja.
LL@(5535) The solutions must contain the built-in methods for system consistency assessment which will ensure that the set of indicators be optimal, without being burdened with ambiguous or redundant definitions. => U rešenja moraju biti ugrađene i metode za proveravanje konzistetnosti sistema koje će obezbeđivati da skup indikatora bude optimalan, bez dvostrukih i suvišnih definicija.
LL@(5536) Also, the entire indicator structure should be consolidated, starting from the general definition of the balanced scorecard for local communities (Fifure 7). => Pri tem ima smisla objedinjavanje celokupne strukuture indikatora polazeći od opšte definicije sistema uravnoteženih indikatora za lokalne zajednice (Slika 7).
LL@(5537) Significant differences among local communities do make it impossible to consolidate the system entirely, however, it is 1http://www.sqrbrowse.com/scorecards_beta/ necessary that a comparison be possible among the communities with similar characteristics. ~~~ IT Solution for Organizational Tree and for Balanced Bcorecard Tree Each organizational or a local community unit contributes to the system with its own organizational structure and the chosen indicator structure. => Velike razlike među lokalnim zajednicama, doduše, onemogućavaju potpuno objedinjavanje sistema, ali je svakako potrebno obezbediti komparaciju među zajednicama sa sličnim karakteristikama. 1http://www.sqrbrowse.com/scorecards_beta/ Informaciono rešenje za organizaciono drvo i drvo uravnoteženih indikatora Svaka jedinica organizacije, odnosno zajednice u sistem ugrađuje svoju organizacionu strukturu i izbranu strukturu indikatora.
LL@(5538) All the units are integrated by the organizational structure into a unique system. => Sve jedinice se povezuju po organizacionoj strukturi u jedinstven sistem.
LL@(5539) Hence the IT solution includes two tree structures, the organizational tree and the balanced scorecard tree. => Informaciono rešenje stoga sadrži dve strukture drveta, organizaciono drvo i drvo sistema uravnoteženih indikatora.
LL@(5540) In the former, we define the structure of the organizational system we observe. => U prvom se opredeljuje struktura organizacionog sistema koji razmatramo.
LL@(5541) On the local community level, these are all the subjects that participate in achieving the set objectives. => U lokalnoj zajednici to su svi subjekti koji učestvuju u realizaciji postavljenih ciljeva.
LL@(5542) We can further integrate the local communities themselves into higher organizational structures (regions, states, ...). => Same lokalne zajednice možemo dalje da udružujemo u više organizacione jedinice (regione, države, …).
LL@(5543) In the latter, we define the structure of the balanced scorecard for each node of the organizational tree. => Sa drugim, za svako čvorište organizacionog drveta određujemo strukturu sistema uravnoteženih indikatora.
LL@(5544) The input indicators (the BSC leaves) are transferred upward by the organizational structure, in which process the equal indicators of subordinate units integrate into an aggregate indicator of an assumed unit. => Ulazni indikatori (listovi drveća SUI) prenose se po organizaconoj strukturi naviše, pri čemu se jednaki indikatori potčinjenih jedinica udružuju u zbirni indikator pretpostavljene jedinice.
LL@(5545) The performance of each organizational unit integrates the performances of all the subordinate units and the performance of the unit under consideration itself. => Rezultat svake organizacione jedinice udružuje rezultate svih potčinjenih jedinica i rezultate razmatrane jedinice kao takve.
LL@(5546) The connectivity of input indicators with data sources is not yet implemented, since it depends on the system in which the indicators are defined. => Povezivost ulaznih indikatora sa izvorima podataka još nije implementirana, jer zavisi od sistema u kome su indikatori definisani.
LL@(5547) The integration of both systems is not anticipated; the approach to the set of indicators would be a special application, since the proposed balanced scorecard approach in the organizational structure is only one possible solution. => Integraciju oba sistema ne predviđamo, jer bi trebalo da pristup skupu indikatora bude posebna usluga, jer predloženi pristup sa sistemom uravnoteženih indikatora u organizacionoj strukturi predstavlja samo jedno od mogućih rešenja.
LL@(5548) For specific purposes, different, purpose-specific approaches will certainly be implemented in individual content areas. => Za posebne namere će se na pojedinačnim sadržinskim oblastima sasvim sigurno koristiti drugačiji, specifičkoj nameni prilagođeni pristupi.
LL@(5549) The levels of IT support for the indicator system are planned separately, their development and implementation are performed separately. => Nivoi informacione podrške za sistem indikatora planirani su odvojeno, njihov razvoj i upotreba odvijaju se sasvim odvojeno.
LL@(5550) They overlap in the methodology area, since, presumably, the same methodological starting points should be used in either of the sub-systems. => Pokrivaju se na področju metodologije, jer bi navodno u oba podsistema trebalo da se koriste iste metodološke polazne osnove.
LL@(5551) Discussion and conclusion The solution model is developed from organizational orientations, sets of methods and the already implemented IT solutions. => Rasprava i zaključak Model rešenja je sačinjen od organizacionih orijentacija, skupa metoda i već realizovanih informacionih rešenja.
LL@(5552) Much is still left to be desired until its full implementation, however, at this level of development it already defines the organizational and methodological starting premises that allow for a goal oriented system development. => Do celovite implementacije nedostaje mu još poprilično dosta, međutim, na već datom stepenu razvoja postavlja organizacione i metodološke polazne osnove koji omogućavaju ciljno usmereno nastavljanje razvoja sistema.
LL@(5553) The model is the result of the research conducted so far and includes two applicable solutions, financial indicators of Slovenian municipalities that allow for the benchmarking of local communities from the budgeting point of view, and the web-program solution to creating the balanced scorecard system. => Model je rezultat dosadašnjih istraživanja i sadrži dva upotrebljiva rešenja, finansijske indikatore slovenačkih opština koji omogućavaju benchmarking lokalnih zajednica sa aspekta sprovođenja budžeta i veb programsko rešenje za uspostavljanje sistema uravnoteženih indikatora.
LL@(5554) The former have been in use for some some now and municipalities may implement them in the performance analysis and planning. => Prvi su u upotrebi već neko vreme i mnoge od opština se poslužuju njime u analizi rezultata i planiranju.
LL@(5555) The web program solution is still in the testing phase, and the balanced scorecard system is being established in two municipalities in Slovenia. => Veb programsko rešenje nalazi se u fazi ispitivanja, a sistem uravnoteženih indikatora uspostavlja se u dve slovenačke opštine.
LL@(5556) In introducing the solutions to the balanced scorecard system we were happy to find that the employees in the municipal administration were only too willing to participate in the project, however, we did encounter some problems in the execution of the project. => Pri uvođenju rešenja sistema uravnoteženih indikatora naišli smo na veliku spremnost zaposlenih u opštinskim upravama za učešće u projektu, ali kod realizacije došlo je do manjih poteškoća.
LL@(5557) One is the understanding of the role of the municipality and the municipal administration in the local community. => Prilične probleme izaziva shvatanje uloge opštine i opštinske uprave u lokalnoj zajednici.
LL@(5558) The municipal administration somehow do not consider themselves responsible for the end performance, since the general opinion was that the task and project executors were either public agencies or contracted partners. => Opštinska uprava se nekako ne oseča odgovornom za konačne rezultate, jer su izvođači zadataka i projekata po večini bilo javni zavodi bilo ugovorni partneri.
LL@(5559) Hence it was necessary that we first analyse the roles in the system. ~~~ The result of the investigation into the problem was the definition of the perspectives of the balanced scorecard system (Figure 7). => Zbog toga smo morali prvo da analiziramo uloge u sistemu i kao rezultat istraživanja problema utvrdili smo strukturu vidika sistema uravnoteženih indikatora (slika 7).
LL@(5560) We crossed the basic barrier by introducing the notions of competence, efficiency and excellence. => Uvođenjem pojmova sposobnosti, efikasnosti i uspešnosti uspelo nam je da pređemo osnovnu barijeru.
LL@(5561) The municipal administration officials took on the roles of the citizens, consumers of services, or performance and thus gained a broader view on the community and the understanding of the role of the municipal administration itself. => Odgovorni u opštinskoj upravi postavili su se u ulogu građana, primalaca usluga, odnosno rezultata i tako preuzeli širu sliku zajednice i u shvatanje uloge same opštinske uprave.
LL@(5562) Not all the barriers were lifted, though, since it was difficult to find concrete, quantitatively oriented indicators. => Međutim, time nismo otklonili sve prepreke, jer je bilo veoma teško pronaći konkretne, kvantitativno opredeljene indikatore.
LL@(5563) The participants expected to be offered a set of indicators from which they would choose those they consider to be most adequate for their purposes. => Učesnici su očekivali da čemo im ponuditi skup indikatora iz kojeg će izabrati one koji su po njihovom mišljenju za njih najadekvatniji.
LL@(5564) The problem highlighted the need for a full solution model to be defined. => Teškoća nas je dovela do potrebe za defincijom celokupnog modela rešenja.
LL@(5565) The full knowledge of the local communities activities and of measuring performance requires to be formalized and the access should be granted to whoever is interested. => Ukupno znanje o delovanju lokalnih zajednica i merenju rezultata potrebno je formalizovati i zainteresovanima omogućiti pristup.
LL@(5566) At the time this paper was being prepared we were engaged in making an inventory and defining the indicators. => U vreme pripremanja ovog priloga bavimo se popisom i definisanjem indikatora.
LL@(5567) In addition to the issue of defining the set of indicators, the issue of defining the end goals emerged. => Pri tem se, pored problematike utvrđivanja skupa indikatora, ispoljiilo pitanje definisanja ciljnih vrednosti.
LL@(5568) Of great help in solving this problem was the presentation of performance with linguistic values that we determined for all those results that do not have any specific requirements and that still take the mean value to be the one from the previous periods, marked as good. => Pri prevazilaženju te teškoće od velike pomoći bila nam je prezentacija rezultata sa jezičkim vrednostima koje smo odredili za sve rezultate za koje ne postoje posebni zahtevi i kao srednju održavaju vrednost iz prethodnih perioda sa oznakom dobro.
LL@(5569) A general conclusion is that in the project planning we have underestimated the elements affecting the scope of work and the duration of the project, and to a large extent. => Generalna konstatacija jeste da smo u planiranju projekta elemente koji utiču na obim rada i trajanje projekta krepko potcenili.
LL@(5570) In the work in this field, the research work overlaps with the applicative development of the solution. => U radu na predstavljenom području istraživački rad prepliće se sa aplikativnim razvojem rešenja.
LL@(5571) In the field of reasearch we contributed the structure of the perspectives of the balanced scorecards systems for local communities and the solution to aggregating the values to the tree structure of the organizations and the indicators. => Na istraživačkom području doprineli smo struktruri vidika sistema uravnoteženih indikatora za lokalne zajednice i rešenje za agregiranje vrednosti drvnoj strukturi organizacije i indikatora.
LL@(5572) In the former case, we will continue our research and search for the balanced scorecard solutions to individual areas of the communal activities, while in the latter case we will introduce and test new methods for indicator aggregation and the presentation of performance. => Kod prvog nastavićemo istraživački rad traženjem rešenja SUI za pojedinačne oblasti delovanja zajednice, a kod drugog uvođenjem i proveravanjem novih metoda za agregiranje indikatora i predstavljanje rezultata.
LL@(5573) The applicative development of a full solution will require much work and funding. => Aplikativni razvoj celovitog rešenja nalagaće mnogo truda i znatna sredstva.
LL@(5574) The provision of sources for the development would certainly be much easier if cooperation among institutions from various countries were established. => Obezbeđivanje izvora za razvoj bi svakako bilo lakše kada bismo uspostavili saradnju institucija iz različitih zemalja.
LL@(5575) Hence, in conclusion, we invite all the researchers engaged in similar matter and planning similar projects to collaborate. => Stoga za kraj pozivamo na saradnju sve istraživače koji se bavite sličnim problemima i planirate slične projekte.
LL@(5576) The environment we offer for an exchange of knowledge and experience is the forum on the balanced scorecards solutions2. ~~~ REFERENCE Š1Ë Benčina, J., The use of fuzzy logic in coordinating investment projects in the public sector, Proceedings of Rijeka School of Economics: Journal of Economics and Business, Rijeka, 25/1 (2007) 113-136. => Kao prostor za razmenu mišljenja stavljamo na raspolaganje forum u testnom nameštanju rešenja sistema uravnoteženih indikatora2. LITERATURA Š1Ë Benčina, J., The use of fuzzy logic in coordina ting investment projects in the public sector, Proceedings of Rijeka School of Economics:
LL@(5577) Š2Ë Benčina, J., Web-based decision support system for the public sector comprising linguistic variables, Informatica, Ljubljana, 31/3 (2007) 311-323. ~~~ Š3Ë Benčina, J., Fuzzy trees in group decision support systems, Yugoslav journal of operations research, Beograd, (2009). => Journal of Economics and Business, Rijeka, 25/1 (2007) 113-136. Š2Ë Benčina, J., Web-based decision support system for the public sector comprising linguistic variables, Informatica, Ljubljana, 31/3 (2007) 311323. Š3Ë Benčina, J., Fuzzy trees in group decision sup port systems, Yugoslav journal of operations research, Beograd, (2009).
LL@(5578) Š4Ë Brinker, D., Das Modell der European Foundation of Quality Management (EFQM) und die Balanced Scorecards (BCS) abgestimmt einsetzen, 2007, <http://www.dbcconsult.de/downloads/EFQM%20und%20BSC.pdf>, accessed 10.08.2008. => Š4Ë Brinker, D., Das Modell der European Founda tion of Quality Management (EFQM) und die Balanced Scorecards (BCS) abgestimmt einsetzen, 2007, <http://www.dbc-consult.de/downloads/EFQM%20und%20BSC.pdf>, accessed 10.08.2008.
LL@(5579) Š5Ë Devjak, S., Peček, B., Koncepcija i razvojni program sistema pokazatelja budžetskog poslovanja u slovenačkim opštinama. => Š5Ë Devjak, S., Peček, B., Koncepcija i razvojni program sistema pokazatelja budžetskog poslovanja u slovenačkim opštinama.
LL@(5580) Management, Beograd, 7/32, (2003) 58-65. ~~~ Š6Ë The EFQM Excellence Model, 2008, <http://www.efqm.org>, accessed 10.08.2008. => Management, Beograd, 7/32, (2003) 58-65. Š6Ë The EFQM Excellence Model, 2008, <http://www.efqm.org>, accessed 10.08.2008.
LL@(5581) Š7Ë Epstein, P., Wray, L.: Community Balanced Scorecard and Effective Community Governance, Community Indicators Consortium Conference, Jacksonville, Florida, 2007, <www.resultsthatmatter.net/site/model/CommBalScd _CIC_Mar07-rev2_web.ppt>, dostop 07.08.2008. => Š7Ë Epstein, P., Wray, L.: ~~~ Community Balanced Scorecard and Effective Community Governance, Community Indicators Consortium Conference, Jacksonville, Florida, 2007, <www.resultsthatmatter.net/site/model/CommBalScd_CIC_Mar07rev2_web.ppt>, dostop 07.08.2008.
LL@(5582) Š8Ë Huggins, R., Davies, W.: European Competitiveness Index 2006, Robert Huggins Associates Ltd, Pontypridd, 2006, <http://www.cforic.org/downloads.php>, accessed 11.08.2008 2http://www.sqrbrowse.com/scorecards_beta/ Š9Ë Huggins, R., Izushi, H., Davies, W., Shougui, L., World Knowledge Competitiveness Index, Cardiff, Centre for International Competitiveness, Cardiff School of Management, University of Wales Institute, 2008, <http://www.cforic.org/downloads.php>, accessed 11.08.2008. ~~~ Š10Ë Kaplan, R.S., Norton, D.P., The strategy-focused or ganization : how balanced scorecard companies thrive in the new business environment, Harvard Business School Press, Boston, 2001. ~~~ Š11Ë Kavaš, D., et. => Š8Ë Huggins, R., Davies, W.: ~~~ European Competitiveness Index 2006, Robert Huggins Associates Ltd, Pontypridd, <http://www.cforic.org/downloads.php>, accessed 11.08.2008 2006, Š9Ë Huggins, R., Izushi, H., Davies, W., Shougui, L., World Knowledge Competitiveness Index, Cardiff, Centre for International Competitiveness, Cardiff School of Management, University of Wales Insti<http://www.cfotute, ric.org/downloads.php>, accessed 11.08.2008. 2008, Š10Ë Kaplan, R.S., Norton, D.P., The strategy-focused organization : how balanced scorecard companies 2http://www.sqrbrowse.com/scorecards_beta/ thrive in the new business environment, Harvard Business School Press, Boston, 2001. Š11Ë Kavaš, D., et. al., Razvoj orodij za oblikovanje in spremljanje politike regionalnega razvoja: raziskovalni projekt, Ljubljana, Inštitut za ekonomska raziskovanja:
LL@(5583) al., Razvoj orodij za oblikovanje in spremljanje politike regionalnega razvoja: raziskovalni projekt, Ljubljana, Inštitut za ekonomska raziskovanja: Center za mednarodno konkurenčnost: Urbanistični inštitut Republike Slovenije, 2005. => Center za mednarodno konkurenčnost:
LL@(5584) Š12Ë Kovač, P., Integracija modela odličnosti EFQM in sistema uravnoteženih kazalnikov BSC v javni upravi, Uprava, Ljubljana, 6/1 (2008) 57-76. ~~~ Š13Ë Modri trak, Razvojni potencial slovenskih občin, @upanska akademija, 2008, <http://www.zupanskaakademija.si/index.php?m=4&x=izpisi>, accessed 05.08.2008. => Urbanistični inštitut Republike Slovenije, 2005. Š12Ë Kovač, P., Integracija modela odličnosti EFQM in sistema uravnoteženih kazalnikov BSC v javni upravi, Uprava, Ljubljana, 6/1 (2008) 57-76. Š13Ë Modri trak, Razvojni potencial slovenskih občin, @upanska akademija, 2008, <http://www.zupanska-akademija.si/index.php?m=4&x=izpisi>, accessed 05.08.2008. ~~~ Š14Ë Niven, Paul R.:
LL@(5585) Š14Ë Niven, Paul R.: Balanced scorecard step-by-step for government and nonprofit agencies, Hoboken, Wiley, 2003. => Balanced scorecard step-by-step for government and nonprofit agencies, Hoboken, Wiley, 2003. Š15Ë New Performance Framework for Local Authorities & Local Authority Partnerships:
LL@(5586) Š15Ë New Performance Framework for Local Authorities & Local Authority Partnerships: Single Set of National Indicators, Department for Communities and Local Government, London, 2007, <http://www.communities.gov.uk/publications/localgovernment/nationalindicator>, accessed 06.08.2008. => Single Set of National Indicators, Department for Communities and Local Government, London, 2007, <http://www.communities.gov.uk/publications/localgovernment/nationalindicator>, accessed 06.08.2008.
LL@(5587) Š16Ë Cities of the future, global competition, local leader ship, PriceWaterhouse Coopers, 2005, <http://www.pwc.com/extweb/pwcpublications.nsf/do cid/6d6e19f6db793518ca25712d002a2e4a> accessed 06.08.2008. => Š16Ë Cities of the future, global competition, local leadership, PriceWaterhouse Coopers, 2005, <http://www.pwc.com/extweb/pwcpublications.nsf /docid/6d6e19f6db793518ca25712d002a2e4a> accessed 06.08.2008.
LL@(5588) Š17Ë Pečar, J., Kavaš, D., Metodologija izračuna indeksa razvojne ogroženosti za obdobje od 2007 do 2013, Delovni zvezek 6, UMAR, Ljubljana, 2006. => 
LL@(5589) Š18Ë Peček Bojan, Diskretne simulacije upravnih postop kov, Doktorska disertacija, Ekonomska fakulteta, Ljubljana, 2008. ~~~ Š19Ë Schönthaler, K., Andrian-Werburg, S., Spremljanje regionalnega razvoja v Alpah s pomočjo kazalnikov, DIAMONT, Projekt Interreg IIIB, Program Območje Alp, 2006, <http://www.uibk.ac.at/diamont/downloads/workpackages/folder_wp7_slovene. pdf>, accessed 05.08.2008 Š20Ë Wheelen, T.L., Hunger, J.D., Strategic management and business policy: entering 21st century global society, 6th ed., Addison-Wesley, Reading, 1998. => Š17Ë Pečar, J., Kavaš, D., Metodologija izračuna indeksa razvojne ogroženosti za obdobje od 2007 do 2013, Delovni zvezek 6, UMAR, Ljubljana, 2006. Š18Ë Peček Bojan, Diskretne simulacije upravnih postopkov, Doktorska disertacija, Ekonomska fakulteta, Ljubljana, 2008. Š19Ë Schönthaler, K., Andrian-Werburg, S., Spremljanje regionalnega razvoja v Alpah s pomočjo kazalnikov, DIAMONT, Projekt Interreg IIIB, Program 2006, < h t t p : / / w w w . u i b k . a c . a t / d i a mont/downloads/workpackages/folder_wp7_slovene.pdf>, accessed 05.08.2008 Območje Alp, Š20Ë Wheelen, T.L., Hunger, J.D., Strategic management and business policy: entering 21st century global society, 6th ed., Addison-Wesley, Reading, 1998. Š21Ë Zakon o spremembah in doplnitvah zakona o financiranju občin, Uradni list RS, št. 57/2008, 24. člen, 2008.
LL@(5590) Š21Ë Zakon o spremembah in doplnitvah zakona o finan ciranju občin, Uradni list RS, št. => Razumevanje problematike razvoja IS - uslov i predmet društvene odgovornosti za IS u Srbiji UDK:
LL@(5591) 57/2008, 24. člen, 2008. ~~~ IS Development Issues Understanding - a Condition and an Object of Social Responsibility for IS in Serbia UDC: 007:004 Mila Mitić Mihajlo Pupin Institute, Belgrade XI International Symposium SymOrg 2008, 10th - 13th. => 007:004 Mila Mitić Institut Mihajlo Pupin u Beogradu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(5592) September 2008, Belgrade, Serbia The issue of social responsibility for information systems (IS) becomes more and more important. => Septembar 2008, Beograd, Srbija Pitanje društvene odgovornosti za informacione sisteme (IS) postaje sve značajnije.
LL@(5593) However, it is not easy to determine what a socially responsible IS development is and which responsibilities for IS should be delegated and to whom. => Međutim, nije lako utvrditi šta se smatra društveno odgovornim razvojem IS niti koje odgovornosti za IS i kome treba pripisati.
LL@(5594) Different views on IS nature and on their roles in organizations and society are the basis for different delegation of responsibility for IS. => Različita gledišta o prirodi i ulozi IS u organizacijama i društvu predstavljaju osnovu za različita pripisivanja odgovornosti za IS.
LL@(5595) Besides,a permanent improvement of information technology, permanent changes in organizations and society and an increasing IS connectivity make IS development and the problem of ascription of social responsibility for IS ever harder. => Osim toga, stalno unapređivanje informacionih tehnologija, stalne promene organizacija i društva i sve veća povezanost IS otežavaju razvoj IS i problem pripisivanja odgovornosti za IS.
LL@(5596) Understanding of IS development issues can be seen as a condition and as an object of social responsibility for IS. => Razumevanje problematike razvoja IS može da se posmatra kao uslov i kao predmet društvene odgovornosti za IS.
LL@(5597) This paper points out that aa socially responsible IS development requires an understanding of IS development issues and delegation of responsibility for building that understanding. => U ovom radu ukazuje se da je za društveno odgovoran razvoj IS potrebno razumevanje problema razvoja IS, kao i utvrđivanje odgovornosti za izgradnju tog razumevanja.
LL@(5598) The issues of a socialyz responsible IS development are illustrated on the case of the water information system (WIS) development in Serbia. => Problematika razvoja IS sa aspekta društvene odgovornosti osvetljena je na primeru razvoja vodoprivrednog informacionog sistema (VIS) u Srbiji.
LL@(5599) The paper is a contribution to an understanding of IS and information society development issues in Serbia and in that way it is a contribution to a socially responsible development of IS and information society. ~~~ 1. => Rad predstavlja doprinos razumevanju problematike razvoja IS i informacionog društva u Srbiji, a samim tim i doprinos njihovom društveno odgovornom razvoju. 1.
LL@(5600) Demand for social Responsibility for IS in serbia Information systems bring changes to both an individual, an organization and a society. => Potreba za društvenom odgovornošću za IS u Srbiji Informacioni sistemi (IS) donose promene pojedincu, organizaciji i društvu.
LL@(5601) Their development gives rise to numerous ethical issues as well. => Njihov razvoj donosi i brojne etičke probleme.
LL@(5602) The number and the critical importance of the ethical issues in the information technologies (IT) development, which is the basis of modern IS have led to establishing a specific research area - computer ethics. => Broj i ozbiljnost etičkih problema razvoja informacionih tehnologija (IT), na kojima se zasnivaju savremeni IS, doveli su do uspostavljanja posebne istraživačke oblasti - računarske etike.
LL@(5603) The computer ethics issues are frequently approached with a presumption that IT are ethically neutral tools and that ethical problems result solely from a wrong use or a misuse of IT. => Problemima računarske etike često se pristupa sa pretpostavkom da su IT etički neutralan alat i da etički problemi nastaju samo pogrešnim korišćenjem ili zloupotrebom IT.
LL@(5604) There are, however, arguments that IT are not ethically neutral, that they include the implicit rules of the profession of their creators, the industries that sell, install and support them (Š1Ë, Š2Ë). => Međutim, postoje gledišta da IT nisu etički neutralni, da su u njih ugrađena pravila struke njihovih tvoraca, industrija koje ih prodaju, instaliraju i podržavaju (Š1Ë, Š2Ë).
LL@(5605) Moreover, the lack of coordination between the presumptions implicitly built into the IT and the IS and those of their users are usually taken to be the causes of numrous failures of IS implementation projects in the developing countries. => Šta više, neusaglašenost pretpostavki implicitno ugrađenih u IT i IS i pretpostavki njihovih korisnika smatraju se razlogom brojnih neuspeha projekata uspostavljanja IS u zemljama u razvoju.
LL@(5606) There are also arguments, that integrating IT with the systems of human activities is the basic problem in the IT area and that the real cause of a high percentage of failed IS is the neglect of human environment, that is, of the entire social context (Š13Ë). => Postoje gledišta da je integrisanje IT sa sistemima ljudskih aktivnosti osnovni problem u oblasti IS i da je zanemarivanje ljudskog okruženja tj. punog društvenog konteksta osnovni razlog velikog procenta neuspešnih IS (Š3Ë).
LL@(5607) The direct IS users are usually left out of a decision making process concerning IS development. => Direktni korisnici IS često ne učestvuju u donošenju odluka o njegovom razvoju.
LL@(5608) The information system, apart from having an impact upon its direct users, frequently affects other interested parties (stakeholders), whose interests, however, often fail to be taken into consideration in the IS development process. ~~~ There is evidence that the errors related to the IS development tend to be repeated and that many seem to have learned how not to succeed with IS. => Informacioni sistem, osim na svoje direktne korisnike, često utiče i na druge zainteresovane grupe, čiji se interesi, međutim, često ne razmatraju u procesu razvoja IS. ponašanje, koje nanosi štetu društvu i njegovim članovima, potrebno je da se uspostavi mehanizam društvene odgovornosti za IS.
LL@(5609) One reason that the IS fail in a large number of cases is peoples' unwillingness to learn from the errors and take on the responsibility for the failure. => 
LL@(5610) To eliminate this irresponsible and unethical behaviour that harms both the society in general and its individual members, it is necassary that a mechanism of social responsibility for IS should be established. => 
LL@(5611) Since in Serbia, despite all the attempts, the IS important for the functioning of the country and its citizens, supposed to be part of the national information infrastructure, i.e., the basics of information society, and recognized as such a decade back, have not yet been developed, it is of critical importance that social responsibility for IS in Serbia should be established. => S obzirom da u Srbiji, i pored učinjenih pokušaja, nisu razvijeni IS značajni za funkcionisanje zemlje i njene građane, koji bi trebalo da budu deo nacionalne informacione infrastrukture tj. osnove informacionog društva, a koji su kao takvi prepoznati još pre desetak godina, veoma je značajno uspostaviti društvenu odgovornost za IS u Srbiji.
LL@(5612) 2. => 2.
LL@(5613) The meaning of social Responsibility for IS - points At issue For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning (ŠGreška: izvor podataka nije nađenË, Š4Ë, Š5Ë, Š6Ë). => Značenje društvene odgovornosti za IS sporna pitanja U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti (Š2Ë, Š4Ë, Š5Ë, Š6Ë).
LL@(5614) 2.1. => 2.1.
LL@(5615) The concept of responsibility In a most general sense, responsibility means the relationship between two parties. => Pojam odgovornost Odgovornost, u najopštijem smislu, označava odnos između dve strane.
LL@(5616) By its acting or its failing to act, one party affects the welfare of the other party and hence has to (should) answer for its conduct. => Jedna strana svojim delovanjem ili nedelovanjem utiče na dobrobit druge strane i zbog toga (treba da) odgovara za svoje ponašanje.
LL@(5617) Social responsibility means the responsibility towards the society. => Društvena odgovornost predstavlja odgovornost prema društvu.
LL@(5618) It is not an objective in itself, but a means to change the behaviour of people in order that a desired condition of the society be established - a good life for all. => Ona nije cilj po sebi već sredstvo za promenu ponašanja ljudi u cilju formiranja poželjnog stanja u društvu dobrog života za sve.
LL@(5619)  => Uočeno je da se ponavljaju greške vezane za razvoj IS i da su izgleda mnogi naučili da ne uspeju sa IS.
LL@(5620)  => Jednim od razloga brojnih neuspeha IS smatra se nespremnost da se uči iz grešaka i da se preuzme odgovornost za neuspeh.
LL@(5621) There are various dimensions and conditions of responsibility. => Da bi se eliminisalo to neodgovorno i neetičko Razlikuju se dimenzije i uslovi odgovornosti.
LL@(5622) The dimensions of responsibility are: the subject, the object and the authority of responsibility. => Dimenzije odgovornosti su: subjekat, predmet i autoritet odgovornosti.
LL@(5623) The subject of responsibility denotes the one who is responsible, whereas the object denotes what is the subject responsible for. => Subjekat odgovornosti označava ko je odgovoran, a predmet odgovornosti za šta je subjekat odgovoran.
LL@(5624) In other words, the responsibility for an object of responsibility is delegated to the subject of responsibility. => Drugim rečima, odgovornost za neki predmet odgovornosti pripisuje se subjektu odgovornosti.
LL@(5625) The objective of delegating responsibility cannot be achieved without the authority of responsibility - an individual or an institution in charge of the rules and the validity of delegating a certain responsibility, nor can it be achieved without the support provided to a socially responsible behaviour. => Cilj pripisivanja odgovornosti ne može da se ostvari bez autoriteta odgovornosti - osobe ili institucije koja brine o pravilima i valjanosti pripisivanja određene odgovornosti, kao i podršci društveno odgovornom ponašanju.
LL@(5626) Responsibility can be delegated only if certain conditions are fulfilled - if there is a causality as well as the awareness of the causality, the freedom of will and choice, the power to act and certain personal qualities of the subject. => Odgovornost može da se pripiše samo ako su zadovoljeni određeni uslovi ako postoji uzročnost i svest o njoj, sloboda volje i izbora, moć delovanja i određena lična svojstva subjekta.
LL@(5627) In order that responsibility be delegated to the subject, there must exist a cause-effect relation between the subject and the object of responsibility. => Da bi se odgovornost pripisala subjektu, mora da postoji uzročna veza između njega i predmeta odgovornosti.
LL@(5628) The subject has to be aware that his behaviour may have an effect upon the object of responsibility. => Subjekat mora da bude svestan da svojim ponašanjem može da utiče na predmet odgovornosti.
LL@(5629) The subject of responsibility, furthermore, has to be capable of behaving in a responsible manner -he/she/it must have the freedom of will, the freedom of choice and the opportunity to act, as well as the power of controlling what he is responsible for. => Subjekat odgovornosti, dalje, mora da bude u stanju da se odgovorno ponaša on mora da ima slobodu volje, slobodu izbora i mogućnost delovanja, kao i moć da upravlja onim za šta je odgovoran.
LL@(5630) The greater the subject's power, the greater his/its responsibility. => Odgovornost subjekta raste sa povećanjem njegove moći.
LL@(5631) The subject can be responsible only if he/it has certain qualities. => Subjekat može da bude odgovoran samo ako poseduje određena svojstva.
LL@(5632) Emotions are an important precondition of responsibility, since a person without feelings for others and without self-respect cannot be a responsible member of a society. => Posedovanje emocija je važan uslov odgovornosti jer odgovoran član društva ne može da bude osoba bez osećaja za druge i bez poštovanja same sebe.
LL@(5633) Also important in delegating responsibility are the nature of the subject's intention and the extent of that intention, as well as the subject's knowledge of how to anticipate the outcomes of his own behaviour. => Za pripisivanje odgovornosti bitna je i priroda namere subjekta i stepen te namere, kao i znanje subjekta da predvidi ishod sopstvenog ponašanja.
LL@(5634) Hence a socially responsible subject should be capable of learning. => Zbog toga društveno odgovoran subjekat treba da ima sposobnost učenja.
LL@(5635) He has to observe the events and behaviours in his environment, learn from errors and change his behaviour in accordance with the understanding he achieved. => On mora da opaža događaje i ponašanja u sopstvenom okruženju, uči iz grešaka i menja ponašanje u skladu sa izgrađenim razumevanjem. 2.
LL@(5636) 2.2. ~~~ The problems in responsibility delegation The problems in responsibility delegating are those related to identifying the subjct and the object of responsibility. => Problemi pripisivanja odgovornosti Problemi pripisivanja odgovornosti su problemi vezani za utvrđivanje subjekta i predmeta odgovornosti, kao i praćenja odgovornog ponašanja.
LL@(5637) The problems of identifying the subject of responsi bility arise mainly due to the subject's failure to fulfill the conditions of responsibility. => Problemi utvrđivanja subjekta odgovornosti nastaju uglavnom zbog nemogućnosti subjekta da zadovolji uslove odgovornosti.
LL@(5638) Earlier, the responsibility used to be delegated to an individual, as it was thought that only man, as an ethical being, feels he has to answer for his behaviour. => Ranije je odgovornost pripisivana pojedincu jer se smatralo da jedino čovek, kao moralno biće, ima osećaj potrebe da odgovara za svoje ponašanje.
LL@(5639) Due to the conditions of an increasing complexity and interrelations, the individual has no knowledge of the cause-effect chain between himself and the object of responsibility, nor does he have the power to control the flow of events in this chain. => Međutim, u savremenom svetu pojedinac često ne može da ispuni sve uslove odgovornosti. ~~~ Zbog sve veće složenosti i međusobne povezanosti, pojedinac nema znanja o lancu uzročnih veza između njega i predmeta odgovornosti, kao ni moć da upravlja dešavanjima u tom lancu.
LL@(5640) In recent years, the social responsibility of organizations has been increasingly debated. => U novije vreme sve više se govori o društvenoj odgovornosti organizacija.
LL@(5641) In many cases the organizations fulfill their responsibilities more efficiently compared to the individuals. => Organizacije u mnogim slučajevima ispunjavaju uslove odgovornosti bolje od pojedinaca.
LL@(5642) Compared to an individual, the organization has generally more power, it can develop a greater capability of perception, of learning and of making relevant decisions. => Organizacija, u poređenju sa pojedincem, uglavnom ima veću moć, može da izgradi veću sposobnost opažanja i učenja i donošenja relevantnih odluka.
LL@(5643) Besides, organization generally lives longer than an individual. => Osim toga, organizacija obično duže živi od pojedinca.
LL@(5644) The organizational acceptance of responsibility, that is, group responsibility raised the issue of the opportunity for the responsibility of other, not so well-organized groups. => Prihvatanje odgovornosti organizacija tj. grupne odgovornosti otvorilo je pitanje mogućnosti odgovornosti drugih, manje organizovanih grupa.
LL@(5645) The basic points of issue of group responsibility are the group member's responsibility (whether it is only the group that is responsible or its member, too) and the relationship between the member's responsibility and the responsibility of the group (whether the group responsibility is greater than the sum of responsibilities of its members). => Osnovna sporna pitanja grupne odgovornosti su odgovornost člana grupe (da li je odgovorna samo grupa ili i njen član) i odnos odgovornosti člana i odgovornosti grupe (da li je odgovornost grupe veća od sume odgovornosti njenih članova).
LL@(5646) Besides, a serious problem of group responsibility is delegating responsibility for an activity with cumulative effects (effects evolving from a longer period of duration of the activity) since it is very difficult, if not impossible, to specify causality relations for such an activity. => Osim toga, velik problem grupne odgovornosti je pripisivanje odgovornosti za akciju sa kumulativnim efektima (efektima koji nastaju u dužem periodu obavljanja aktivnosti) jer je za takvu akciju veoma teško ili nemoguće utvrditi uzročne veze.
LL@(5647) Another problem of specifying the subject of responsibility is the problem of indirect responsibility. => U probleme utvrđivanja subjekta odgovornosti ubraja se i problem indirektne odgovornosti.
LL@(5648) The subject is indirectly responsible if he has an indirect impact upon the object of responsibility, e.g., if he tries to change the behaviour of other subjects of responsibility in order to avoid or diminish the undesirable outcome of their actions. => Indirektno odgovoran je subjekat koji može da utiče na predmet odgovornosti indirektno, npr. pokušajem promene ponašanja drugih subjekata odgovornosti, u cilju izbegavanja ili umanjenja nepoželjnog ishoda njihovih akcija.
LL@(5649) For example, indirectly responsible is the consultant who did not inform the decision makers on the possible adverse consequences of their decision. => Na primer, indirektno odgovoran mogao bi da bude konsultant koji nije informisao donosioce odluka o mogućim nepoželjnim posledicama njihove odluke.
LL@(5650) The points of issue in defining the subject of responsibility are the following: which type of behaviour and which types of outcomes of the subject's behaviour the responsibility should be delegated for. => Sporna pitanja utvđivanja predmeta odgovornosti su: za koju vrstu ponašanja i za koje vrste ishoda ponašanja subjekta treba pripisivati odgovornost.
LL@(5651) Responsibility is usually delegated for actions, however, there are some who claim that responsibility should be delegated for failing to act as well. => Odgovornost se obično pripisuje za akcije, ali smatra se da bi odgovornost trebalo pripisivati i za nedelovanje.
LL@(5652) Responsibility is usually delegated for planned outcomes. => Odgovornost se obično pripisuje za planirane ishode.
LL@(5653) A point of issue, though, is whether the object of responsibility includes the consequences that were not planned, and under which condi tions this can be done. => Sporno je, međutim, pitanje da li su i neplanirane posledice i pod kojim uslovima predmet odgovornosti.
LL@(5654) Similarly, a point of issue is whether cumulative effects can be taken as the object of responsibility. => Slično, sporno pitanje je i da li su kumulativni efekti predmet odgovornosti.
LL@(5655) The object of responsibility can also be the ability to be the subject of responsibility. => Predmet odgovornosti može da bude i sposobnost da se bude subjekat odgovornosti.
LL@(5656) Given that education plays a vitally important role in ensuring the development of responsible subjects of a society, raising a responsible subject can be viewed as the object of group responsibility, even the responsibility of the society as a whole. => S obzirom da obrazovanje ima jako važnu ulogu u omogućavanju razvoja odgovornih subjekata društva, formiranje odgovornog subjekta može da se posmatra kao predmet grupne odgovornosti, čak i odgovornosti čitavog društva.
LL@(5657) Besides, the very subject of a certain responsibility can be deemed responsible for the development of his own capabilities as the subject of responsibility, e.g., for permanent training in order that should be capable of accomplishing the tasks delegated to him by the society. => Osim toga, i sam subjekat neke odgovornosti može da bude odgovoran za razvoj sopstvene sposobnosti kao subjekta odgovornosti, npr. za stalno obrazovanje u cilju obavljanja poverenih uloga u društvu.
LL@(5658) The problems related to the authority of responsibility are also numerous. => Problemi koji se odnose na autoritet odgovornosti takođe su brojni.
LL@(5659) The authority of responsibility should accept to take care of responsibility. => Autoritet odgovornosti treba da prihvati da brine o odgovornosti.
LL@(5660) He has to have the power of improving responsibility. => On mora da ima moć da unapređuje odgovornost.
LL@(5661) In the process of improvement of the socially responsible behaviour he is in charge of, the authority of responsibility is faced with the problem of acceptability of universal rules of a socially responsible behaviour. => U procesu unapređenja društveno odgovornog ponašanja za koje je zadužen, autoritet odgovornosti suočava se sa problemom prihvatljivosti univerzalnih pravila društveno odgovornog ponašanja.
LL@(5662) One problem of authority is also the problem of the validity of the estimate of responsibility. => U probleme autoriteta ubraja se i problem valja nosti ocene odgovornosti.
LL@(5663) Responsibility depends on the extent to which the conditions for responsibility are fulfilled, which is interpreted by this authority. => Odgovornost zavisi od stepena zadovoljenja uslova odgovornosti, koji autoritet tumači.
LL@(5664) The interpretation of the authority, as an external observer, may differ from the feeling of the subject of responsibility. => Tumačenje autoriteta, kao spoljašnjeg posmatrača, može da se razlikuje od osećaja subjekta odgovornosti.
LL@(5665) For example, if the authority perceives a larger number of possible actions compared to the subject, his estimate of the freedom of choice will be higher compared to the freedom of choice the subject really felt. => Na primer, ako autoritet uočava više mogućih akcija nego subjekat, njegova ocena slobode izbora biće veća od slobode izbora koju je subjekat osećao.
LL@(5666) On the other hand, the subject may feel free to choose the actions, while the authority, who finds it easy to predict his actions, assumes that he has no freedom of choice. ~~~ 2.3. => S druge strane, subjekat može da se oseća slobodnim u izboru akcija, a da autoritet, koji lako predviđa sve njegove akcije, pretpostavlja da on nema slobodu izbora. 2.
LL@(5667) Responsibility for IS The problems in delegating responsibility in general are present in the case of delegating responsibility for IS, too. => Odgovornost za IS Problemi pripisivanja odgovornosti u opštem slučaju postoje i u slučaju pripisivanja odgovornosti za IS.
LL@(5668) Due to a continual development of IT, the permanent organizational and social change and increasing interrelations between IS, the development of the IS and the problem of delegating responsibility for IS become ever more difficult. => Zbog stalnog razvoja IT, stalnih promena organizacija i društva i sve veće povezanosti IS, razvoj IS i problem pripisivanja odgovornosti za IS postaju sve teži.
LL@(5669) The responsibility for IS is most often delegated to the IS designer/developer, despite the fact that such approach is wrong. => Odgovornost za IS najčešće se pripisuje projektantu IS mada je davno ukazano na pogrešnost tog pristupa.
LL@(5670) The director of the organization, who is often found responsible for the work of the organization, cannot be delegated responsibility for IS since he does not fulfill all the conditions of responsibility - he has no necessary knowledge of IS. => Direktoru organizacije, koji se često smatra odgovornim za rad organizacije, ne može da se pripiše odgovornost za IS jer on ne ispunjava sve uslove odgovornosti - nema potrebna znanja o IS.
LL@(5671) Other individuals, participants in its development, e.g., programmers, hardware experts, system analysts, individuals from the IS user organization that define the requirements for IS can also be deemed responsible for IS. => Odgovornim za IS mogli bi se smatrati i drugi pojedinci, učesnici u njegovom razvoju, npr. programeri, stručnjaci za hardver, sistem analitičari, pojedinci iz organizacije korisnika IS koji određuju zahteve za IS.
LL@(5672) An individual, however, cannot understand all the relations between IS and other systems, be knowledgeable of all the consequences of his decisions, nor does he have the power to control all the events vital in the IS development and operation. => Međutim, pojedinac ne može da shvati sve veze IS sa drugim sistemima, da ima znanja o svim posledicama svoje odluke, niti moć da upravlja svim događajima bitnim za razvoj i rad IS.
LL@(5673) Furthermore, the individual, in the organization in which he is employed, is not always free to take the action he finds desirable. => Osim toga, pojedinac, u organizaciji u kojoj je zaposlen, nema uvek slobodu da preduzime akciju koju on smatra poželjnom.
LL@(5674) The individual's freedom of choice and power of action are even smaller when he develops IS for the organization he is not employed in, since the rules of work in the organization and the expectations of its members mean an additional limitation to his activities. => Sloboda izbora i moć delovanja pojedinca su još manji kada razvija IS za organizaciju u kojoj nije zaposlen jer pravila rada te organizacije i očekivanja njenih članova dodatno ograničavaju njegovo delovanje.
LL@(5675) Given that technology is often understood as the application of science, the responsibility for IS can be delegated primarily to researchers, and then to the experts in the IT and IS areas. => S obzirom da se tehnologija često shvata kao primena nauke, odgovornost za IS mogla bi se pripiše najpre istraživačima, a zatim stručnjacima u oblasti IT i IS.
LL@(5676) Due to the fact, however, that human knowledge is limited, the researches cannot be responsible for all the results of their work either. => Međutim, zbog granica ljudskog znanja, ni istraživači ne mogu da budu odgovorni za sve rezultate sopstvenog rada.
LL@(5677) Moreover, practice is usually ahead of theory in the IS area - experts invent and develop new practical possibilities, without waiting for the results of respective research. => Osim toga, u oblasti IS praksa često prethodi teoriji - stručnjaci pronalaze i razvijaju nove praktične mogućnosti ne čekajući rezultate odgovarajućih istraživanja.
LL@(5678) In other words, having in mind the nature of modern IS, no individual can fulfill all the conditions of responsibility for the entire IS. => Drugim rečima, s obzirom na prirodu savremenih IS nijedan pojedinac ne može da zadovolji sve uslove odgovornosti za čitav IS.
LL@(5679) The individual can be deemed responsible for only certain aspects of IS. => Pojedinac bi mogao da se smatra odgovornim samo za neki aspekt IS.
LL@(5680) For example, a software engineer can be responsible for the quality of software, not for the entire IS. => Na primer, softverski inženjer može da bude odgovoran za kvalitet softvera, a ne za čitav IS.
LL@(5681) Organizational responsibility for IS can be delegated to the organizations engaged in certain activities in the IS area, e.g., in the delivery of services or in software or hardware supply. => Organizaciona odgovornost za IS mogla bi da se pripiše organizacijama koje se bave nekom od delatnosti u oblasti IS, npr. pružanjem usluga ili proizvodnjom softvera ili hardvera.
LL@(5682) They certainly do have an impact upon the events on the market, can develop an understanding of the IS development and operation on the basis of the acumulated experience, as well as understand the importance and relevance of new IT. => One svakako utiču na događanja na tržištu, mogu da izgrade razumevanje problema razvoja i rada IS na osnovu stečenog iskustva, kao i da shvate značaj i relevantnost novih IT.
LL@(5683) The prospective candidates for the subjects of group responsibility for IS can be various user groups or professional groups interested in IS since they can have an impact upon some aspects of IS. => Potencijalni kandidati za subjekte grupne odgovornosti za IS mogle bi da budu razne grupe korisnika ili profesionalne grupe zainteresovane za IS jer mogu da utiču na neke aspekte IS.
LL@(5684) The organization for which an IS is developed can also be deemed responsible for IS. => Odgovornom za IS mogla bi da se smatra i organizacija za koju se razvija IS.
LL@(5685) In order that the problem of delegating responsibility for IS be overcome, a reflective responsibility for IS, e.g., a responsible process of delegating responsibility for IS is proposed. => U cilju prevazilaženja problema pripisivanja odgovornosti za IS, predlaže se reflektivna odgovornost za IS tj. odgovoran proces pripisivanje odgovornosti za IS.
LL@(5686) The reflective responsibility assumes that the process of delegating responsibility it self is open to change, that is, that all the stakeholders should be involved, as well as that problems should be discussed freely and the existing decisions on assigned responsibilities can be changed if necessary. => Reflektivna odgovornost pretpostavlja da je sam proces pripisivanja odgovornosti otvoren za promenu tj. da treba da se uključe sve zainteresovane strane i da se otvoreno razmatraju problemi i po potrebi menjaju već pripisane odgovornosti.
LL@(5687) In other words, reflective responsibility for IS means permanent negotiations of all interested in IS. => Drugim rečima, reflektivna odgovornost za IS znači stalno pregovaranje svih zainteresovanih za IS.
LL@(5688) In practice, it looks like a discourse on the current state of affairs and the norms implemented, in which all the interested parties are in a position to express their standpoint. => Ona u praksi liči na diskurs u kojem se raspravlja o tekućem stanju i normama koje se primenjuju i u kojem sve zainteresovane strane imaju mogućnost da iznesu svoje mišljenje.
LL@(5689) The discourse starts the moment the responsibility problem is perceived. => Diskurs započinje kada se uoči problem odgovornosti.
LL@(5690) The goal of the discourse is the development of a common understanding of cause-effect chains of responsibility and an explicit delegation of responsibility on the basis of so developed understanding, agreed upon by all the parties interested in IS. => Cilj diskursa je izgradnja zajedničkog razumevanja uzročnih lanaca odgovornosti i eksplicitno pripisivanje odgovornosti na osnovu izgrađenog razumevanja, sa kojima se slažu sve zainteresovane strane za IS.
LL@(5691) In case new knowledge gained by those interested in IS endanger the agreement reached, a new discourse begins. => U slučaju da nova saznanja zainteresovanih za IS ugroze postignuto slaganje, započinje se novi diskurs. 3.
LL@(5692) 3. ~~~ Understanding of IS Development issues - condition of responsibility for IS The common understanding of reality is an element of a universal basis of responsibility for IS (Š2Ë). => Razumevanje problematike razvoja IS uslov odgovornosti za IS Zajedničko razumevanje stvarnosti predstavlja element univerzalne osnove odgovornosti za IS (Š2Ë).
LL@(5693) Since knowledge is one condition of responsiblity, the common understanding of the IS development issues shared by all the IS stakeholders can be regarded as a universal condition of responsibility for IS. => S obzirom da znanje predstavlja jedan od uslova odgovornosti, zajedničko razumevanje problematike razvoja IS svih zainteresovanih za IS može da se smatra univerzalnim uslovom odgovornosti za IS.
LL@(5694) The IS area is a new scientific discipline with a plethora of problems to solve. => Oblast IS je mlada naučna disciplina, sa mnogo problema.
LL@(5695) We have various attitudes as to the nature of IS, the role they play in both the organization and the society, the approach to their development, the roles of individual participants in their development, the factors of their success. => Postoje različita gledišta o prirodi IS, ulozi koju oni imaju u organizaciji i društvu, pristupu njihovom razvoju, ulogama pojedinih učesnika u njihovom razvoju, faktorima njihovog uspeha.
LL@(5696) In dependance of these attitudes, the responsibility for IS is delegated in different ways. => Različita gledišta vode do različitog pripisivanja odgovornosti za IS.
LL@(5697) Information systems are generally regarded as technical systems. => Informacioni sistemi se često posmatraju kao tehnički sistemi.
LL@(5698) At times they are equalled to IT. => Ponekad se izjednačavaju sa IT.
LL@(5699) The problems in the use of IS made researchers conclude that IS are technical systems with social consequences. => Problemi korišćenja IS doveli su do shvatanja da su IS tehnički si stemi sa društvenim posledicama.
LL@(5700) The attitude that is increasingly prevailing is, however, that IS are not technical, but social systems. => Širi se, međutim, gledište da IS nisu tehnički već društveni sistemi.
LL@(5701) An information system is viewed as a concrete sample of IT in an organization or a society, as a system evolving out of the interactions between IT and the organization, that is, in the interactions among the social, the technical and the knowledge systems. => Informacioni sistem se posmatra kao konkretan primerak IT u organizaciji ili društvu, kao sistem koji nastaje iz interakcija IT i organizacije, odnosno u međusobnim interakcijama društvenog, tehničkog i sistema znanja.
LL@(5702) IS are not merely a tool of a modern organization; they are an information infrastructure, that is, the organization itself (Š3Ë, Š7Ë, Š8Ë). => Ukazuje se da IS nisu samo alat savremene organizacije, već informaciona infrastruktura odnosno sama organizacija (Š3Ë, Š7Ë, Š8Ë).
LL@(5703) The modern IS cannot be imagined without IT, however, to understand the issues of IS development and discuss a responsible development of IS, it is necessary that those definitions should be analysed that do not assume that IS is based on IT. => Mada savremeni IS ne mogu da se zamisle bez IT, u cilju razumevanja problematike razvoja IS i razmatranja odgovornog razvoja IS prikladno je razmotriti definicije koje ne pretpostavljaju da se IS zasniva na IT.
LL@(5704) These definitions point to certain elements which are usually neglected, due to our infatuation with what modern IT can do. => Te definicije ukazuju na elemente koji se, zbog opčinjenosti mogućnostima savremenih IT, često zanemaruju.
LL@(5705) For example, according to one definition, the key IS element is an individual who, in order to solve the problems in an organizational context, needs the files to be presented in the way that corresponds to his/her psychological type (Š9Ë). => Na primer, prema jednoj od definicija, ključni element IS je osoba kojoj za rešavanje problema u nekom organizacionom kontekstu treba evidencija prikazana na način koji odgovara njenom psihološkom tipu (Š9Ë).
LL@(5706) Different attitudes of the nature of IS brought forth the development of different paradigms and approaches to the IS development. => Različiti pogledi o prirodi IS uzrokovali su razvoj različitih paradigmi i pristupa razvoju IS.
LL@(5707) The majority of conventional approaches to the development of IS do not include the tools and the knowledge for working with social processes. => Većina konvencionalnih pristupa razvoju IS ne obuhvata alate ni znanje za rad sa društvenim procesima.
LL@(5708) The majority of technologies highlights only thechnical and rational issues. => Većina metodologija ukazuje samo na tehnička ili racionalna pitanja.
LL@(5709) The use of the paradigm of natural sciences often results in neglecting the key elements, that is, man and his life. => Često se zbog korišćenja paradigme prirodnih nauka zanemaruju ključni elementi tj. čovek i njegov život.
LL@(5710) Man is regarded as a machine, as one of operative components of the system that needs to be tuned, adjusted to IT, not as a human being with a purpose, a will, one to whom IS should serve instead of him being adjusted (serving) to them. => Čovek se posmatra kao mašina, kao jedna od operativnih komponenata sistema koja treba da se podesi, prilagodi IT, a ne kao biće koje ima svrhu, volju, kojem IT treba da služe umesto da se on prilagođava (služi) njima.
LL@(5711) The designer often develops an IS that corresponds to his own psychological type, not to the psychological type of the IS users. => Projektant često gradi IS koji odgovara njegovom sopstvenom psihološkom tipu, a ne psihološkom tipu korisnika IS.
LL@(5712) Such approaches prevent us from understanding the phenomenon of the encounter between the technology and the organization; i.e., understanding that the organization, a host, and the IT, a guest, enter the process of mutual formation (Š3Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë). => Takvi pristupi ne omogućavaju da se shvati fenomen susreta tehnologije i organizacije tj. da se shvati da organizacija kao domaćin i IT kao gost ulaze u proces uzajamnog formiranja (Š3Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë).
LL@(5713) Neglect of the lack of understanding of the human environment, that is, the full social context of IS which includes the organizational, social, political and ethical aspects important in accepting and implementation of IT, is considered to be an important cause of IS failure (Š3Ë). => Zanemarivanje ili nerazumevanje ljudskog okruženja tj. punog društvenog konteksta IS, koje obuhvata organizacione, društvene, političke i etičke aspekte značajne za prihvatanje i korišćenje IT, smatra se značajnim razlogom neuspeha IS (Š3Ë).
LL@(5714) The coventional, non-system approaches recognize neither contradicting interests, information policies that result from the behaviour of the members of the organization for the purpose of maintaining their own power, nor the emergence of unpredicted events and consequences. => Konvencionalni, nesistemski pristupi ne prepoznaju suprotstavljene interese, informacione politike koje nastaju kao rezultat ponašanja članova organizacije u cilju održanja sopstvene moći, kao ni pojavu nepredviđenih događaja i posledica. nosno on je odgovoran za IS.
LL@(5715) The IS development method often defines the role, the liabilities and the responsibilities of the participants in the IS development. => 
LL@(5716) For example, according to the method that assumes that there is an objective reality characterised by order, the designer is an expert that analyses the problem, finds the proper answer and offers a solution, namely, he is responsible for IS. => 
LL@(5717) The methods that deal with human environment and understand IS as organizational intervention, assume the role of the designer in a different way - for example, together with the future users of IS, he tests the needs and and possibilities to improve the organization by IT implementation. => Metodi koji razmatraju ljudsko okruženje i shvataju IS kao organizacionu intervenciju, pretpostavljaju drugačiju ulogu projektanta npr. on sa budućim korisnicima IS preispituje potrebe i mogućnosti unapređenja organizacije primenom IT.
LL@(5718) A socially responsible IS expert abandons the insignia of the priest of high technology as well as an unintelligible technical vocabulary. => Društveno odgovoran IS stručnjak odbacuje barjak sveštenika visoke tehnologije i nerazumljiv tehnički rečnik.
LL@(5719) He digs into the users business operations and his needs for the purpose of building mutual/common understanding of the situation and finding out what kind of IS is required and which changes it can bring. => On uranja u poslovanje korisnika i njegove potrebe u cilju izgradnje zajedničkog razumevanja situacije i shvatanja kakav je IS potreban i kakve promene on donosi.
LL@(5720) Such approaches, however, require a non-engineering view of the world and a change in behaviour. => Takvi pristupi zahtevaju, međutim, neinženjerski pogled na svet i promenu ponašanja.
LL@(5721) These changes are by no means easy to achieve. => Te promene nisu lake.
LL@(5722) It is necessary that the designers and the users work together as partners, not as providers and clients for the technology. => Potrebno je da projektanti i korisnici rade zajedno kao partneri a ne kao provajderi odnosno klijenti tehnologije.
LL@(5723) These relations of mutual partnership are built in time. => Ti odnosi uzajamnog partnerstva grade se vremenom.
LL@(5724) This, of course, requires that the role of the users change and that they should be largely engaged in cultivating the human environment (Š3Ë,Š11Ë) . => To, naravno, zahteva i drugačiju ulogu korisnika i njihovo veliko angažovanje u negovanju ljudskog okruženja (Š3Ë, Š11Ë).
LL@(5725) 4. => 4.
LL@(5726) Understanding of IS Development issues - object Of responsibility for IS Knowledge for life and work is becoming increasingly important, hence knowledge is considered to be a must, the object of social responsibility (Š13Ë). => Razumevanje problematike razvoja IS predmet odgovornosti za IS S obzirom da značaj znanja za život i rad postaje sve veći, veruje se da znanje treba smatrati obavezom tj. predmetom društvene odgovornosti (Š13Ë).
LL@(5727) Therefore, knowledge of the IS development issues, as a precondition of a socially responsible IS development, should be the object of social responsibility. => Prema tome, znanje o problematici razvoja IS, kao uslov društveno odgovornog razvoja IS, treba da bude predmet društvene odgovornosti.
LL@(5728) It is necessary to determine who is responsible and which responsibilities he has in building the understanding of the IS development issues. => Treba da se utvrdi ko i koje odgovornosti ima za izgradnju razumevanja problematike razvoja IS.
LL@(5729) Since knowledge is achieved through formal education, through research processes and through permanent learning, it is necessary that responsibilities for these processes be delegated. => S obzirom da se znanje stiče formalnim obrazovanjem, procesima istraživanja i stalnim učenjem, neophodno je da se pripišu odgovornosti za te procese.
LL@(5730) The formal education for IS often offers only technical knowledge which does not meet all the needs of an IS expert (Š14Ë). => Formalno obrazovanje za IS često nudi samo tehnička znanja, koja IS stručnjaku nisu dovoljna (Š14Ë).
LL@(5731) In his practice, the socially responsible IS expert encounters the questions the answers to which are not always known, therefore it is necessary that the education system should develop a competence in an individual to find answers to such questions and to be able to ask similar questions himself (Š15Ë). => S obzirom da se društveno odgovoran stručnjak za IS u praksi susreće sa pitanjima čiji odgovori nisu uvek poznati, potrebno je da obrazovni sistem izgradi sposobnost pojedinca da pronalazi odgovore na takva pitanja i da sam postavlja takva pitanja (Š15Ë).
LL@(5732) To meet the criteria for getting higher degrees and titles in the field of research and science, many IS researchers often choose to deal with simple issues, even in cases when they are aware that it is necessary to conduct more difficult and more complex research (Š16Ë). => Mnogi istraživači u oblasti IS se često, u cilju zadovoljenja kriterijuma za dobijanje istraživačkih i naučnih zvanja, bave lakšim problemima, čak i kada su svesni neophodnosti težih i složenijih istraživanja (Š16Ë).
LL@(5733) The consequence is that the society is left not only without proper solutions to real problems, but is often quite unaware that these problems are present. => Zbog toga društvo ne samo da nema rešenja pravih problema već često nema ni svest o problemima. ~~~ Metod razvoja IS često određuje ulogu, obaveze i odgovornosti učesnika u razvoju IS.
LL@(5734) Fast changes in IT demand that the IS experts continually upgrade their technical knowledge. => Na primer, prema metodu koji pretpostavlja da postoji objektivna stvarnost u kojoj vlada red, projektant je ekspert koji analizira problem, nalazi pravi odgovor i daje rešenje, od Brze promene IT zahtevaju od stručnjaka za IS da stalno unapređuju svoja tehnička znanja.
LL@(5735) When they realize that mere technical knowledge is not a qualification enough to work in the field, they resist to acquiring other necessary knowledge for fear they will lose their technological competence (Š3Ë). => Kada shvate da im za rad nisu dovoljna samo tehnička znanja, oni pružaju otpor ovladavanju drugim, potrebnim znanjima u strahu da će izgubiti tehnološku kompetentnost (Š3Ë).
LL@(5736) Understanding of IS issues, therefore, is an important object of social competence. ~~~ 5. => Prema tome, razumevanje problematike razvoja IS predstavlja značajan predmet društvene odgovornosti. 5.
LL@(5737) Wis development in serbia and social responsibility Social responsibility is, by a rule, delegated in advance. => Razvoj VISa u Srbiji i društvena odgovornost Društvena odgovornost se, po pravilu, određuje unapred.
LL@(5738) The responsibility for the consequences of the actions or the consequences of failing to take action may, however, be discussed backwards, in order to clarify the current situations and improve the effects of future actions (Š2Ë). => Međutim, odgovornost za posledice akcije ili posledice nepreduzimanja akcije može da se razmatra i unazad u cilju pojašnjenja postojećih situacija i poboljšanja efekata budućih akcija (Š2Ë).
LL@(5739) This paper deals with the social responsibility aspects of the development of water supply information system (WIS) in Serbia, for the purpose of clarifying the IS development issues. => U ovom radu, u cilju pojašnjenja problema razvoja IS, razmatra se dosadašnji razvoj vodoprivrednog informacionog sistema (VIS) u Srbiji sa aspekta društvene odgovornosti.
LL@(5740) The Water power resources management of Serbia does not have an IS established, although much has been done on its development. => Vodoprivreda Srbije nema uspostavljen IS mada je na njegovom razvoju dosta rađeno.
LL@(5741) This paper presents a short review of the WIS development. => U radu je dat kratak prikaz razvoja VISa.
LL@(5742) The review is more detailed for more recent activities in which the author partisipated in person (which allowed for a more profound understanding of the gravity of the problems in WIS development). => Prikaz je detaljniji za novije aktivnosti i za aktivnosti u kojima je autor rada neposredno učestvovao (što je omogućilo bolje razumevanje težine problema razvoja VISa).
LL@(5743) Each group of activities described is followed by the issues of IS development viewed form the aspect of socially responsible behaviour (related to achieving goals, dimensions and/or conditions of social responsibility for IS) for the purpose of encouraging speculations which, according to the author, are necessary in building the awareness of the problems in WIS (and other IS) development as well as for a more responsible approach to IS development in Serbia. => Uz svaku opisanu grupu aktivnosti navedena su pitanja razvoja IS sporna sa aspekta društveno odgovornog ponašanja (vezana za ostvarenje cilja, dimenzije i/ili uslove društvene odgovornosti za IS) u cilju podsticanja razmišljanja koja su, prema mišljenju autora rada, neophodna za izgradnju svesti o težini razvoja VISa (i drugih IS) i za odgovorniji pristup razvoju IS u Srbiji.
LL@(5744) 5.1. => 5.1.
LL@(5745) Software for hydrological modelling The software for hydrological modelling was introduced by the 1990's, in accordance with the best practices in the U.S.A. => Softver za hidrološko modeliranje Do 1990ih godina, korišćenjem najbolje prakse SAD, uvođen je softver za hidrološko modeliranje.
LL@(5746) Numerous modules were developed, however, only one was used in Serbia. => Od brojnih razvijenih modula u Srbiji primenjivan je samo jedan.
LL@(5747) Its only direct user, a trainee engineer at the time of its introduction, has used it for years to base the forecasts for the needs of the electric power supplies of Serbia. => Njegov jedan jedini neposredni korisnik, koji je u vreme njegovog uvođenja bio pripravnik, godinama na njemu zasniva formiranje prognoza za potrebe elektroprivrede Srbije.
LL@(5748) The basic idea of the technology transfer and the knoWldege built into it is the creation of a better life using the technology that has already been successful ly used elsewhere. => Osnovna ideja transfera tehnologije i u nju ugrađenog znanja je stvaranje boljeg života pomoću tehnologije koja je tu funkciju negde već ostvarila.
LL@(5749) Failing to implement the software for hydrological modelling in Serbia (with the exemption of one case only), however, poses a large number of questions: Is the understanding of a better life universal - do both people in the U.S.A. and people in Serbia equally feel that hydrological modelling contributes to a better life? => Međutim, nekorišćenje softvera za hidrološko modeliranje u Srbiji (izuzev u jednom slučaju) otvara niz pitanja: ~~~ Da li je viđenje boljeg života univerzalno da li se i u SAD i u Srbiji smatra da hidrološko modeliranje donosi bolji život?
LL@(5750) Are there only one or more ideas of a better life in one country? => Da li u jednoj državi postoji samo jedna ili više vizija boljeg života u određenoj oblasti?
LL@(5751) Can one and the same idea of a better life be created in the same way and by the same software in different social environments? => Da li u različitim društvenim okruženjima može da se ostvari ista vizija boljeg života na isti način istim softverom?
LL@(5752) Are there any obstacles, which are they and how can they be overcome? => Da li i koje prepreke postoje i kako one mogu da se prevaziđu?
LL@(5753) Why was there only one young engineer who thought that the software offers a better life and that there are no obstacles that this proven better life be achieved? => Zašto je samo jedan mladi inženjer smatrao da softver nudi bolji život i da ne postoje prepreke da se dokaza ni bolji život i ostvari?
LL@(5754) Did he, compared to other potential users of the software, have a greater freedom of choice, more knowledge and/or was he more willing to build his own responsibility? => Da li je on, u poređenju sa drugim potencijalnim korisnicima softvera, imao veću slobodu izbora, više znanja i/ili bio spremniji da gradi svoju sopstvenu odgovornost?
LL@(5755) Implementing the software daily, this engineer appreciated its role in his work, found out in which cases he can rely on the software generated forecasts. => Taj inženjer je korišćenjem softvera shvatio njegovu ulogu u sopstvenom radu tj. u kojim slučajevima može da se osloni na softverom generisane prognoze.
LL@(5756) His work has an impact upon the quality of forecast-based decision making. => On svojim radom utiče na kvalitet odlučivanja zasnovanog na prognozama.
LL@(5757) When making decisions, indirect software users consult the forecast and will find it difficult to decide in the absense of the forecaster. => Indirektni korisnici softvera koriste prognozu u odlučivanju i teško donose odluke u odsustvu davaoca prognoze.
LL@(5758) The question is: why is there only one software user and does the lack of a decision to change this state of affairs affect the quality of managing hydro- and electrical power potential? => Nameće se pitanje zašto postoji samo jedan direktan korisnik softvera i da li nedonošenje odluke da se takvo stanje promeni u stvari utiče na smanjenje kvaliteta upravljanja hidro i elektropotencijalom?
LL@(5759) Is thare anybody (and who) in charge of such issues? => Da li neko i ko (treba da) brine o tome?
LL@(5760) 5.2. => 5.2.
LL@(5761) Studies and general designs The studies and general designs of the development of WIS (Vojvodina, Serbia) and the Hydro-meteorological information system of the basin of the river Drina (HISD) were made in the 1990's. => Studije i idejni projekti 1990ih godina razvijani su studije i idejni projekti razvoja VISa (Vojvodine, Srbije), kao i Hidrometeorološkog informacionog sistema sliva reke Drine (HISD).
LL@(5762) The review of the General design of WIS Vojvodina has shown that it was well done, but that it was devised on the basis of a poorly set project task, which cannot be taken as the designer's responsibility. => Na reviziji Idejnog projekta VISa Vojvodine ocenjeno je da je on dobro urađen, ali da je rađen na osnovu loše postavljenog projektnog zadatka, što ne može da se smatra odgovornošću projektanta.
LL@(5763) This triggers a number of questions: Did the vision of good life of those who formulated the project task differ from that of the reviewers? => To pokreće niz pitanja: ~~~ Da li se vizija dobrog života učesnika u formulisanju projektnog zadatka razlikovala od vizije učesnika recenzije?
LL@(5764) Should the reviewers have been included into the IS development in an earlier stage? => Da li je učesnike revizije trebalo ranije uključiti u razvoj IS?
LL@(5765) In which way would the participants with different visions of a better life create a mutual vision? => Kako bi učesnici, sa različitim viđenjima boljeg života, formirali zajedničku viziju?
LL@(5766) Would such a vision have changed from the moment the task was set to the moment the task was accomplished? => Da li se postavljena vizija promenila od trenutka postavljanja projektnog zadatka do završetka projekta?
LL@(5767) Who was in charge of the IS boundaries and their potential change? => Ko je brinuo o granicama IS i njihovoj eventualnoj promeni?
LL@(5768) The main point of issue the people responsible for the management in the basin had in the HISD review was in which republic of the former Yugoslavia the head information centre would be located. => Na reviziji HISD glavno sporno pitanje odgovornih za upravljanje u slivu bilo je u kojoj će republici bivše Jugoslavije biti glavni informacioni centar.
LL@(5769) Does it mean that the location of the centre on one's own territory was considered to be a quality of a better life? => Da li to znači da je glavni informacioni centar na sopstvenoj teritoriji smatran značajnim svojstvom boljeg života?
LL@(5770) Which are the causes of such a desire (power, perhaps?) and which are the ways to fight them? => Šta su uzroci te težnje (možda moć?) i kako se boriti protiv njih?
LL@(5771) How can IS be developed in such adverse conditions, how can its functioning be ensures and how can the resistance of those whose life will be deprived of the quality they favour be prevented? => Kako u takvim suprotstavljenim okolnostima razviti IS, obezbediti njegovo funkcionisanje, sprečiti otpor onih čiji život neće imati obeležje koje oni smatraju najbitnijim?
LL@(5772) 5.3. => 5.3.
LL@(5773) The Modules The studies and modules mentioned above were not further developed. => Pojedini moduli Urađene studije i idejni projekti dalje nisu razrađivani.
LL@(5774) Some moduled were developed without any coordination. => Nekoordinirano su razvijani pojedini moduli.
LL@(5775) Others, revised, accepted and highly assessed by the users, were never employed, while others still where not as much as installed. => Neki revidirani, prihvaćeni i od korisnika odlično ocenjeni rezultati nisu korišćeni, a drugi nisu čak ni instalirani kod korisnika.
LL@(5776) One module was not used because the input data could not be entered (in a way specified by the Water Act). => Jedan modul nije korišćen zbog nemo gućnosti obezbeđenja potrebnih ulaznih podataka (na način predviđen Zakonom o vodama).
LL@(5777) Another was developed in collaboration with a university professor who was interested in the field covered by the module. => Drugi modul je razvijen u saradnji sa profesorom fakulteta koji se interesovao za oblast pokrivenu modulom.
LL@(5778) As long as his interest lasted, the values of the data were supplied and the module database was kept updated. => Samo dok je postojalo njegovo interesovanje, obezbeđivane su vrednosti podataka i punjena baza podataka modula.
LL@(5779) In the later review of the chances that the module could be re-employed, the potential user assessed the module as very functional, however, he requested that a new module be developed using more modern IT. => Potencijalni korisnik je kasnije, kada je preispitivana mogućnost ponovnog korišćenja modula, ocenio da je modul veoma funkcionalan, ali je zahtevao razvoj novog pomoću savremenijih IT.
LL@(5780) One implemented module had only one user, while potential, even highly interested users had no idea it even existed (Š17Ë,Š18Ë). => Jedan od implementiranih modula imao je samo jednog korisnika, dok potencijalni, čak veoma zainteresovani korisnici nisu ni znali za njega (Š17Ë, Š18Ë). (Ne)korišćenje razvijenih modula pokreće niz pitanja:
LL@(5781) Whether the developed modules are or are not implemented, a number of questions remains: Is anyone granted the power not to act properly (not to install the software, not to supply the necessary resources) and by (not) doing this deprive somebody else of a better life? => Da li je, zašto i kojim pravom nečijim neangažovanjem (neinstaliranjem softvera, neobezbeđenjivanjem potrebnih resursa) neko drugi lišen obećanog boljeg života?
LL@(5782) Why should he be granted that power and what is his right to behave so? => 
LL@(5783) Does the developer have to check all the presumptions, especially those which are supposed to have been fulfilled, such as observing the law? => Da li projektant treba i može da proverava sve pretpostavke, posebno one koje bi trebalo da budu ispunjene, kao što je poštovanje zakona?
LL@(5784) What knowledge should he have, in which way can he achieve it, if he can achieve it at all? => Koja sve znanja on treba da ima, kako i da li uopšte može da ih stekne?
LL@(5785) Whose knowledge can he or should he rely on? => Na čija znanja on treba i može da se osloni?
LL@(5786) How are the responsibilities determined in this network of relationships? => Kako se određuju odgovornosti u toj mreži odnosa?
LL@(5787) Is everybody ready to participate to make his life better? => Da li su svi spremni da poboljšaju život sopstvenim angažovanjem?
LL@(5788) Does better life require most recent IT, or the prospective better life is not wanted at all, which is then concealed and justified by the need for most recent IT? => Da li su za bolji život presudne najsavremenije IT ili se ponuđeni bolji život u stvari ne želi, što se prikriva i pravda potrebom za najsavremenijim IT?
LL@(5789) Which are the reasons that force one to publicly accept something one does not seek for? => Iz kojih razloga se javno prihvata nešto što se ne želi?
LL@(5790) Who is to be in charge of such issues, and in which way can he do it? => Ko o ovim pitanjima treba da brine i kako?
LL@(5791) 5.4. => 5.4.
LL@(5792) System approach to WIS development In 2001, the develpment of WIS was approached in a systemic manner. => Sistemski pristup razvoju VISa Razvoju VISa 2001. godine pristupa se sistemski.
LL@(5793) The need for a change in the approach was understood on the project of integral IS development for the environment. => Potreba za promenom pristupa shvaćena je na projektu razvoja integralnog IS za životnu sredinu.
LL@(5794) The traditional approach to IS development was impossible to be implemented in this project - an important future user, who ordered the project, was of the opinion that the IS development was the responsibility of the developer and was unwilling to participate in setting the requirements for IS (Š19Ë). => Na tom projektu nije mogao da se primeni tradicionalan pristup razvoju IS - značajan budući korisnik IS, naručilac projekta, smatrao je da razvoj IS predstavlja obavezu jedino projektanta i nije bio voljan da učestvuje u određivanju zahteva za IS (Š19Ë).
LL@(5795) On the basis of the results obtained in this project, a Planning basis of the WIS development in Serbia. => Na osnovu rezultata rada na tom projektu izrađena je Planska osnova razvoja VISa Srbije.
LL@(5796) This document maintains that WIS should be in the function of a system of integral management of water resources (IMWR) and has to be developed simultaneously with the IMWR. => Osnova je ukazala da VIS treba da služi sistemu integralnog gazdovanja vodnim resursima (IGVR) i da mora da se razvija istovremeno sa sistemom IGVR.
LL@(5797) The new approach adopted marked the change in the fundamental presumptions on the reality, on the organization needs, on the method of decision making, people/human resources, responsibility, and on the development process. => Usvojen nov pristup označio je promenu osnovnih pretpostavki o stvarnosti, potrebama organizacije, načinu odlučivanja, ljudima, odgovornosti, procesu razvoja.
LL@(5798) A system approach to IS development was adopted, the need was recognized that IS should be developed in the process of permanent learning, with all the stakeholders of WIS participating (Š20Ë). => Usvojen je sistemski pristup razvoju IS, prepoznata potreba da se IS razvija u procesu stalnog učenja, uz učešće svih zainteresovanih grupa za VIS (Š20Ë).
LL@(5799) Putting this document into practice started with the creation of a strategic plan of the development of WIS in Vojvodina. => Realizacija ove osnove započeta je izradom strateškog plana razvoja VISa Vojvodine.
LL@(5800) In the process, however, the project started was found to be rather too difficult. => Međutim, u procesu rada otkriveno je da je započet projekat previše težak.
LL@(5801) Hence the project was discontinued, and, for the purpose of creating conditions for the project to be resumed, a decision was made that an IS be designed for the needs of drainage system implementing the system approach. => Projekat je zbog toga prekinut i, u cilju stvaranja uslova za njegov nastavak, odlučeno je da se razvije IS za potrebe odvodnjavanja korišćenjem sistemskog pristupa.
LL@(5802) Problems appeared with this IS, too. => Problemi su se javili i u razvoju tog IS.
LL@(5803) The basic causes were a resistance to change and a lack of understanding of the adopted planning basis and the set project tasks (Š21Ë). => Njihovi osnovni uzroci bili su nespremnost na promene i neshvatanje usvojene Planske osnove i postavljenih projektnih zadataka (Š21Ë).
LL@(5804) Although the basic presumptions were often repeated along the work, the participants were not willing to accept them because they were unfamiliar, different from expected and usual ones, adopted in the course of education. => Mada su u radu često ponavljane osnovne pretpostavke pristupa, učesnici nisu bili spremni da ih prihvate jer su bile strane, drugačije od očekivanih i uobičajenih, od usvojenih u obrazovanju.
LL@(5805) They expected that the state would stipulate the necessary changes in the water resourses management, independently from them. => Očekivali su da potrebne promene u upravljanju vodama utvrdi država nezavisno od njih.
LL@(5806) Besides, they pointed out a plethora of operational problems due to which the IMWR concept could not be paid the attention it deserved. => Osim toga, isticano je mnoštvo operativnih problema zbog kojih konceptu IGVR nije mogla da se pokloni potrebna pažnja.
LL@(5807) On the other hand, probably for the reasons of justifying the previous decisions on the WIS development, the proposition made by the designer and some other participants from the organization itself, that the project scope should temporarily be altered and adjusted to the identified organizational needs, was rejected. => S druge strane, verovatno u želji da se opravdaju prethodne odluke na razvoju VISa, nije prihvaćen predlog projektanta i nekih učesnika iz same organizacije da se obuhvat projekta privremeno promeni i prilagodi uočenim potrebama organizacije.
LL@(5808) The work in the WIS development work group meant an additional obligation, without any reward granted for performance. => Rad u radnoj grupi za razvoj VISa predstavljao je dodatnu obavezu, bez ikakve nagrade za uspešnost u radu.
LL@(5809) In such a situation, some participants expected the designer to provide the solution and considered him responsible, others insisted on the necessity of the solution to be worked out and were ready to actively take part (which never happened). => U takvoj situaciji, pojedini učesnici očekivali su rešenje od projektanta i njega smatrali odgovornim, drugi su isticali neophodnost i izražavali spremnost da vrlo aktivno učestvuju (do čega ipak nije dolazilo).
LL@(5810) Some participants wanted the designer to be their partner in search of a better life for the organization. => Pojedini učesnici su želeli da projektant bude njihov partner u pronalaženju boljeg života za organizaciju.
LL@(5811) It was difficult to explain to the engineers that the WIS development process could not be fully planned ahead, that it had to be iterative. => Inženjerima je bilo teško objasniti da proces razvoja VISa ne može unapred u potpunosti da se planira, da mora da bude iterativan.
LL@(5812) The planning problem appeared even in the process of gathering the requirements for the development of the technical characteristics module for the drainage system, that is, when it was agreed that the requirements were known, and that they could be easily and promptly defined. => Problem planiranja postojao je čak i u procesu prikupljanja zahteva za razvoj modula tehničkih karakteristika sistema za odvodnjavanje tj. u slučaju kada se smatralo da su zahtevi poznati, odnosno da mogu lako i brzo da se odrede.
LL@(5813) In 1990's, however, the water resourses experts changed their attitudes to these systems, in an attempt to preserve both the drainage systems and themselves. => Međutim, 1990tih godina stručnjaci u vodoprivredi su, u želji da održe i sisteme za odvodnjavanje i sebe, menjali svoje viđenje tih sistema.
LL@(5814) This required that, prior to the development of an appropriate IT solution, a thorough work should be done in building a mutual understanding of the importance of drainage systems as well as in defining the types of data for which values could be gathered. => To je zahtevalo da se pre razvoja prikladnog IT rešenja dugo radi na izgradnji zajedničkog razumevanja značenja sistema za odvodnjavanje i na utvrđivanju tipova podataka za koje mogu da se prikupe vrednosti.
LL@(5815) Due to the presence of a large number of values for technical data, often collected for a single occasion, i.e., for one single case, their validity had to be proven. => Zbog postojanja više različitih vrednosti tehničkih podataka, često prikupljanih jednokratno tj. za određenu potrebu, morala se određivati njihova valjanost.
LL@(5816) The system approach to WIS development brings forth new questions in the issue of IS development: What knowledge, which freedom of choice and which power of action were used in proposing and adopting the IS development plans? => Sistemski pristup razvoju VISa donosi nova pitanja o problematici razvoja ISa: ~~~ Sa kojim se znanjima, slobo dom izbora, moći delovanja predlažu i prihvataju planovi razvoja ISa?
LL@(5817) Why do people adopt the propositions they do not understand, they do not know the consequences of or which do not meet the needs of the organization according to some future IS users? => Zašto se prihvataju predlozi koji se ne razumeju, čije se posledice ne znaju i koji čak uopšte ne odgovaraju potrebama organizacije po mišljenju nekih budućih korisnika ISa?
LL@(5818) How can the set objectives be achieved at all when the participants are not introduced to them and when some managers even claim that the set objectives are inappropriate to the organization? => Kako uopšte može uspešno da se radi ka ostvarenju postavljenih ciljeva kada učesnici nisu upoznati sa njima, a neki rukovodioci čak smatraju da postavljeni ciljevi nisu prikladni za organizaciju?
LL@(5819) How can the inborn attitudes of men be changed? => Kako se menjaju osnovna uverenja ljudi?
LL@(5820) What should be done to convert the observers of the change into the supporters of them? => Šta je potrebno da se uradi da bi posmatrači promena postali nosioci tih promena?
LL@(5821) How can they be freed from fear of being blamed, how can the conditions be created in which there is readiness to learn from one's errors, to correct wrong decisions? => Kako se osloboditi straha od krivice, stvoriti uslove u kojima postoji spremnost da se uči iz grešaka, da se stalno koriguju pogrešne odluke?
LL@(5822) How difficult is it to work on the IS development if one's beliefs differ from those of the majority of experts? => Koliko je teško raditi na razvoju IS sa uverenjima drugačijim od uverenja većine stručnjaka?
LL@(5823) To what extent do those beliefs limit the participants' freedom? => Koliko ta uverenja ograničavaju slobodu učesnika?
LL@(5824) How much effort does it need that the approach itself be explained to both the participants in the development and the external observers. => Koliko je napora potrebno da se sam pristup objasni i učesnicima u razvoju i spoljašnjim posmatračima?
LL@(5825) How risky and demanding is that approach given that there is a high probability that the external observers, knowledgeable of only traditional IS approaches, decide that it is not expertly enough? => Koliko je taj pristup rizičan i zahtevan s obzirom da postoji velika verovatnoća da ga spoljašnji posmatrači, koji najčešće znaju samo za tradicionalne pristupe IS, ocene kao nestručan?
LL@(5826) Does the lack of accurate values for the data mean that the prospective IS users do not make decisions on the basis of facts? => Da li nepostojanje tačnih vrednosti podataka znači da potencijalni korisnici IS ne donose odluke na osnovu podataka?
LL@(5827) What type of IS do they need? => Kakav je IS njima potreban?
LL@(5828) In which way will IS meet the needs of different psychological types of users? => Kako će IS zadovoljiti potrebe različitih psiholoških tipova korisnika?
LL@(5829) Who is responsible for failing to ensure the conditions for a steady, continual work of all the participants in the IS development? => Ko je odgovoran za neobezbeđivanje uslova za stalan, kontinuiran rad svih učesnika u razvoju IS?
LL@(5830) Who is responsible for cumulative effects of a legitimate absence of a future IS user in the development of the system? => Ko je odgovoran za kumulativne efekte opravdanog izostanka budućeg korisnika IS u radu na njegovom razvoju?
LL@(5831) Who is to be in charge of these difficult, but important issues? ~~~ How can he do it? => Ko i kako može da brine o ovim teškim, ali značajnim pitanjima?
LL@(5832) 5.5. => 5.5.
LL@(5833) New HISD development project Simultaneously with the attempt to implement a different approach to the WIS development, efforts were made to develop a new HISD. => Nov projekat razvoja HISD Paralelno sa pokušajem primene drugačijeg pristupa razvoju VISa radilo se na razvoju novog HISD.
LL@(5834) The two projects were not related. => Ta dva projekta nisu bila međusobno povezana.
LL@(5835) The HISD approach did not correspond to the new approach the WIS development. => Pristup razvoju HISD nije odgovarao novom pristupu razvoju VIS.
LL@(5836) Furthermore, the HISD development was commenced without taking into account that a project under the same title had already been developed once, that the planned software was already developed, but was not implemented, although it was highly appreciated by the prospective users, on occasions of its presentations. to The HISD development commenced with the development of the simulation model for the purposes of management in the river Drina basin, although one such model is already in use in the basin (the only model out of many developed that has for years been in use in the basin - see 5.1.). => Šta više, razvoj HISD je započet a da uopšte nije uzeto u obzir da je na projektu sa istim nazivom već rađeno, da je planiran softver već razvijan ali da nije korišćen mada su ocene potencijalnih korisnika na njegovim prezentacijama bile odlične. ~~~ Razvoj HISD započeo je razvojem simulacionog modela za potrebe upravljanja u slivu reke Drine mada se jedan takav model već koristi u slivu (jedini model od mnoštva razvijenih koji se godinama koristi u slivu videti 5.1).
LL@(5837) Nobody bothered to enter into analysis as to why there is a need for a new model, nor which are the flaws of the old one, nor whether conditions allow for the implementation of that new one. => Nije razmotreno zašto je potreban nov model tj. koji su nedostaci starog, ko će koristiti novorazvijen model, niti da li postoje uslovi za njegovo korišćenje.
LL@(5838) Despite an evident conflict of interests of various institutions, the software for the management logistics in the river Drina basin was developed. => Mada je uočen sukob interesa različitih institucija, razvijan je softver za podršku upravljanju u slivu reke Drine.
LL@(5839) The development of the planned software was continued even when the key institutions from the Republic of Srpska and Montenegro waived participation. => Razvoj planiranog softvera je nastavljen i posle izostanka učešća ključnih institucija iz Republike Srpske i Crne Gore.
LL@(5840) Besides, the prospective user from Serbia claimed that they had no need for the newly-developed software. => Osim toga, potencijalni korisnik iz Srbije smatrao je da novorazvijen softver njemu nije potreban.
LL@(5841) In the review of the project, the key decision makers were in a dilemma about wahat was being done on the project and why. => Ključni donosioci odluka o projektu su na njegovoj reviziji iskazali dilemu zašto se i šta radi na projektu.
LL@(5842) They, however, were not willing to start a debate on serious problems highlighted in the preliminary statement of the organization-participant in the project execution (Š18Ë). => Oni, ipak, nisu bili spremni da započnu raspravu o ozbiljnim problemima na koje je ukazalo preliminarno mišljenje organizacije učesnice u reviziji projekta (Š18Ë).
LL@(5843) In spite of all these, the project was continued. => Šta više, projekat je nastavljen.
LL@(5844) The problems mentioned above point to serious problems in the approach to IS development: Can the goals of the development projects of related IS be achieved through uncoordinated work? => Navedeni problemi ukazuju na ozbiljna pitanja pristupa razvoju IS: ~~~ Da li se nekoordiniranim radom na projektima razvoja povezanih IS mogu ostvariti ciljevi svakog od njih?
LL@(5845) What are the reasons to forget the past, to not even mention it? => Zašto se zaboravlja prošlost, zašto se izbegava i podsećanje na nju?
LL@(5846) Why is there no desire to learn from one's own errors? => Zašto ne postoji želja da se uči iz sopstvenih grešaka?
LL@(5847) Is there an awareness that such unwillingness only hinders achievement of the desired goals? => Da li postoji svest da ta nespremnost otežava dostizanje željenih ciljeva?
LL@(5848) Is the existing knowledge an obstacle for openess to other knowledge and different opinions? => Da li postojeće znanje predstavlja prepreku za otvorenost ka drugim znanjima i drugačijim gledištima?
LL@(5849) Who is to take care of these problems, and how is it to be accomplished, if experts have no power to solve them, and the authorities do not care to learn their opinions? => Ko će i kako brinuti o ovim problemima ako stručnjaci nemaju moć da ih rešavaju, a nadležni ne žele da čuju njihovo mišljenje?
LL@(5850) 5.6. => 5. 6.
LL@(5851) European Union aid programmes The European Union aid programme was initiated for the purpose of introducing WIS in Serbia. => Program pomoći Evropske Unije U cilju uvođenja VISa u Srbiju, iniciran je projekat Programa pomoći Evropske Unije.
LL@(5852) The first project documents stressed the system approach and building success on errors as fundamental parts of WIS designing. => U prvim projektnim dokumentima kao značajni temelji izgradnje VISa istaknuti su sistemski pristup i izgradnja uspeha na osnovu grešaka.
LL@(5853) In his offer, the contractor stated that several unseccessful attempts to introduce WIS in Serbia so far were caused by organizational problems. => U ponudi izvođača ukazano je da su organizacioni problemi bili uzrok nekoliko neuspešnih pokušaja razvoja VISa u Srbiji.
LL@(5854) The proposed approach to WIS development in Serbia insisted that sustainable and appropriate approaches should be used from the very beginning of the project as well as that local knowledge and expertese and the representatives of all the stakeholders should be involved too. => U predloženom pristupu razvoju VISa istaknuto je da se od početka projekta moraju koristiti održivi i prikladni pristupi i uključiti lokalna znanja i ekspertize, kao i predstavnici svih zainteresovanih grupa.
LL@(5855) On the other hand, the project was conducted in accordance to the project task that was not considered appropriate by either the contractor or some members of the project monitoring Board, however, the European Development Agency representative was firmly against any changes in the project task. => S druge strane, na projektu se radilo po projektnom zadatku koji ni izvođač ni pojedini članovi Odbora za praćenje projekta nisu smatrali dobrim, sa čvrstim stavom predstavnika Evropske agencije za razvoj da promena projektnog zadatka nije moguća.
LL@(5856) The opening activities on the project were not carried out in the way that the contractor considered the key factor of the project success - the system approach was not implemented, the organizational issues were not analysed, the local knowledge was not involved, nor were the representatives of stakeholders. => Prve aktivnosti na projektu nisu izvršene na način koji je sam izvođač smatrao ključnim za uspeh projekta nije korišćen sistemski pristup, nisu analizirani organizacioni problemi, nije uklju čeno lokalno znanje, niti su uključeni predstavnici zainteresovanih grupa.
LL@(5857) In other words, the approach that was devised as appropriate was not properly implemented from the beginning of the project. => Drugim rečima, pristup koji je zamišljen kao prikladan nije primenjen od početka projekta.
LL@(5858) Likewise, the local experts' experience in WIS development was not used at all, regardless of an expressly stated opinion that it is rather extensive and highly valuable. => Iskustvo u razvoju VISa domaćih stručnjaka uopšte nije korišćeno i pored eksplicitno date ocene da je ono veoma bogato i jako značajno.
LL@(5859) Moreover, the local experts, after they had expressed their doubts as regards the project success, were excluded from further activities by simply not being appointed into the groups in which their engagement was planned. => Šta više, domaći stručnjaci su, nakon iskazivanja sumnji u uspeh projekta, isključeni iz daljih aktivnosti jednostavno neimenovanjem u grupe u kojima je njihov rad bio planiran.
LL@(5860) The above quoted problems were the indications of a great risk for the success of the project (Š22Ë). => Navedeni problemi bili su indikatori velikog rizika za uspeh ovog projekta (Š22Ë).
LL@(5861) The decision makers on the project, however, did not care to hear anything about this, a case similar to the one of the HISD. => Ali, o njima, kao i u slučaju HISD, donosioci odluka o projektu izgleda da nisu želeli da čuju.
LL@(5862) They seemed not to be willing to learn from the errors made, to use the acumulated experience. => Oni izgleda nisu bili spremni da uče na osnovu počinjenih grešaka, da koriste stečena iskustva.
LL@(5863) They seemed to feel it was easier to wait for the others to provide solutions, to absolve themselves by claiming that they are not acquainted with what IS is, to require all data, and to exclude those who do not agree with them from the process. => Izgleda da im je bilo lakše da očekuju rešenje od drugih, pravdaju svoje odluke neznanjem šta je IS, traže sve podatke, isključuju iz procesa one koji drugačije misle.
LL@(5864) However, does the decision maker in the WIS have the right to do so? => Ali, da li donosilac odluke o VISu na to ima prava?
LL@(5865) Isn't it his knowledge, his openness to different standpoints, his willingness to start a discourse on problems and responsibilities, that make the precondition for the WIS success? => Zar upravo njegova znanja i otvorenost ka različitim gledištima, spremnost da započne diskurs o problemima i odgovornosti, nisu preduslov uspeha VISa?
LL@(5866) Does he have the right and authority to change the social reality by not taking into consideration the needs and the interests of all the stakeholders? => Da li on ima pravo da menja društvenu stvarnost neuzimanjem u obzir potreba i interesa svih zainteresovanih?
LL@(5867) Could the project with a poorly set project task bring a better life to the water resources of Serbia? => Da li je projekat sa loše postavljenim projektnim zadatkom mogao da donese bolji život vodoprivredi Srbije?
LL@(5868) Did the European Union really aid Serbia in developing WIS in the appropriate manner? => Da li je Evropska Unija na pravi način pružila pomoć Srbiji na razvoju VISa?
LL@(5869) Is it really so difficult to look back, to recognize and analyse the errors we have made and thus try to create a better life instead of only talking about it? => Zar je zaista toliko teško da pogledamo unazad, prepoznamo i razmotrimo greške koje smo napravili i na taj način pokušamo da stvorimo bolji život umesto da samo pričamo o njemu?
LL@(5870) 6. => 6.
LL@(5871) Concluding remarks This paper is an author's attempt to, so far as it is possible, contribute to the responsible IS development in Serbia by liberating the IS experts and reasearchers from the limited and limitating understanding of IS. => Zaključna razmatranja Ovaj rad predstavlja pokušaj autora da, u granicama svoje moći, doprinese odgovornom razvoju IS u Srbiji pokušajem oslobađanja stručnjaka i israživača u oblasti IS od ograničenog i ograničavajućeg razumevanja IS.
LL@(5872) The paper highlights the issues of responsibility for IS and lists problems to be thought about in order to understand the IS developmet issues. => Rad ukazuje na probleme odgovornosti za IS i postavlja pitanja o kojima bi trebalo razmišljati u cilju razumevanja problematike razvoja IS.
LL@(5873) Due to the complexity of the problem and due to the limited human competences, the answers to these problems should be sought in the discourse among all the stakeholders in the IS development - the users, the investors, and the experts. => Zbog složenosti problema i ograničenja ljudskih sposobnosti, odgovore na pitanja trebalo bi tražiti u diskursu svih zainteresovanih za razvoj IS korisnika, investitora i stručnjaka.
LL@(5874) In finding the answers which will be subject to further changes, conditions could be created for both understanding and delegating social responsibility. => Pronalaženjem odgovora, koji se kasnije mogu menjati, stvarali bi se uslovi za razumevanje i pripisivanje društvene odgovornosti.
LL@(5875) In order that a realistic vision of a better life for all the parties interested in IS be created, the discourse should include the researchers, the teachers, and those who are responsible for generating knowledge required for a socially responsible IS development. => U cilju formiranja realne vizije boljeg života svih zainteresovanih za IS, u diskurs treba uključiti i istraživače, nastavnike, odnosno odgovorne za izgradnju znanja potrebnog za društveno odgovoran razvoj IS.
LL@(5876) Since the development of information society, and hence IS as part of the national information infrastructure is the care of the Ministry of Telecommunications and Information Society, the success Serbia will achieve in creating information society will depend on the willingness of the Ministry to analyse and discuss the socially responsible IS development and to take care of that social responsibility. => S obzirom da brigu o razvoju informacionog društva, a samim tim i IS kao dela nacionalne informacione infrastrukture, pravno vodi Ministarstvo za telekomunikacije i informatičko društvo, uspeh Srbije u izgradnji informacionog društva zavisiće od spremnosti Ministarstva da razmišlja i raspravlja o društvenom odgovornom razvoju IS odnosno informacionog društva i da brine o toj društvenoj odgovornosti.
LL@(5877) A significant role in this work certainly belongs to professional associations, as well as all the organizations engaged in the development of information systems. => Na tom putu značajnu ulogu bi svakako trebalo da imaju i profesionalna udruženja, kao i sve organizacije koje se bave razvojem informacionih sistema.
LL@(5878) REFERENCE Š1Ë Avgerou, C. Information Systems and Global Diversity, Oxford University Press, Oxford, 2002 Š2Ë Stahl, B. C. Responsibility and Information Systems in the Developing World: Is Responsibility a Universal Concept Generally Applicable to IS or Do We Need Different Standards for Different Places?, 4th BITWorld Conference, Cairo, 2001 Š3Ë du Plooy, N. F. => LITERATURA Š1Ë Avgerou, C. Information Systems and Global Diversity, Oxford University Press, Oxford, 2002 Š2Ë Stahl, B. C. Responsibility and Information Systems in the Developing World:
LL@(5879) The Social Responsibility of Information Systems Developers, in S. Clarke, E. Coakes, M.G. Hunter and A. Wenn (eds.), SocioTechnical and Human Cognition Elements of Information Systems, IGI Publishing, Hershey, 2002 Š4Ë Stahl, B. C., Responsible Management of Information Systems, Idea Group Publishing, Hershey, 2004 Š5Ë Stahl, B. C. Accountability and Reflective Responsibility in Information Systems, in C. Zielinski, P. Duquenoy and K. Kimppa (eds.), The Information Society: Emerging Landscapes, Proceedings of a Conference on Landscapes of ICT and Social Accountability, 2005, Springer, New York, 2006 Š6Ë Stahl, B. C. Ontology, Life-world, and Responsibility in IS, in R. Sharman, R. Kishore and R. Ramesh (eds.), Ontologies: A Handbook of Principles, Concepts and Applications in Information Systems, Springer, 2007 Š7Ë Lee, A.S. Thinking about Social Theory and Philosophy for Information Systems, in J. Mingers and L. Willcocks (eds.), Social Theory and Philosophy for Information Systems, John Wiley & Sons, Chichester, 2004 Š8Ë Hanseth, O. and E. Monteiro, Understanding Information Infrastructure, Manuscript for book, Š9Ë Mason, R. O. and I.I. Mitroff, A Program for Research on Management Information Systems, Management Science, Vol. 19, No. 5, pp 475 487, Š10Ë Bostrom, R. P. and J. S. Heinen, MIS Problems an Failures: A Socio-Technical Perspective - Part I: The Causes, MIS Quarterly, Vol. 1, No. 3, pp 17 32, 1977 Š11Ë Hirschheim, R., and H.K. Klein, Four Paradigms of Systems Development, Communication of the ACM, Vol. 32, No. 10, pp 1199-1216, 1989 Information Š12Ë Ciborra, C. Encountering information systems as a phenomenon, in C. Avgerou, C. Ciborra and F. Land (eds), The Social Study of Information and Communication Technology: Innovation, Actors, and Contexts, Oxford University Press, Oxford, Š13Ë Magnani, L. => Is Responsibility a Universal Concept Generally Applicable to IS or Do We Need Different Standards for Different Places?, 4th BITWorld Conference, Cairo, 2001 Š3Ë du Plooy, N. F. The Social Responsibility of Information Systems Developers, in S. Clarke, E. Coakes, M.G. Hunter and A. Wenn (eds.), Socio-Technical and Human Cognition Elements of Information Systems, IGI Publishing, Hershey, 2002 Š4Ë Stahl, B. C., Responsible Management of Infor mation Systems, Idea Group Publishing, Hershey, 2004 Š5Ë Stahl, B. C. Accountability and Reflective Responsibility in Information Systems, in C. Zielinski, P. Duquenoy and K. Kimppa (eds.), The Information Society: ~~~ Emerging Landscapes, Proceedings of a Conference on Landscapes of ICT and Social Accountability, 2005, Springer, New York, 2006 Š6Ë Stahl, B. C. Ontology, Life-world, ?nd Responsibility in IS, in R. Sharman, R. Kishore and R. Ramesh (eds.), Ontologies: ~~~ A Handbook of Principles, Concepts and Applications in Information Systems, Springer, 2007 Š7Ë Lee, A.S. Thinking about Social Theory and Philosophy for Information Systems, in J. Mingers and L. Willcocks (eds.), Social Theory and Philosophy for Information Systems, John Wiley & Sons, Chichester, 2004 Š8Ë Hanseth, O. and E. Monteiro, Understanding Information Infrastructure, Manuscript for book, 1998 Š9Ë Mason, R. O. and I.I. Mitroff, A Program for Research on Management Information Systems, Management Science, Vol. ~~~ 19, No. 5, pp 475487, 1973 Š10Ë Bostrom, R. P. and J. S. Heinen, MIS Pro blems an Failures: ~~~ A Socio-Technical Perspective Part I: ~~~ The Causes, MIS Quarterly, Vol. ~~~ 1, No. 3, pp 1732, 1977 Š11Ë Hirschheim, R., and H.K. Klein, Four Paradigms of Information Systems Development, Communication of the ACM, Vol. ~~~ 32, No. 10, pp 1199-1216, 1989 Š12Ë Ciborra, C. Encountering information systems as a phenomenon, in C. Avgerou, C. Ciborra and F. Land (eds), The Social Study of Information and Communication Technology: ~~~ Innovation, Actors, and Contexts, Oxford University Press, Oxford, 2004 Š13Ë Magnani, L. The Ethical Significance of the In terest in Information and Knowledge, The Second Asia-Pacific Computing and Philosophy Conference:
LL@(5880) The Ethical Significance of the Interest in Information and Knowledge, The Second Asia-Pacific Computing and Philosophy Conference: Computer Ethics in Asia-Pacific, Chulalongkorn University, Bangkok, Thailand, Š14Ë Checkland, P. and S. Holwell, Information, Systems and Information Systems: Making Sense of the Field, John Wiley & Sons, New York, 1997 Š15Ë von Foerster, H. Responsibilities of Competence, in H. von Foerster, Understanding Understanding: Essays on Cybernetics and Cognition, Springer, New York, 2002 Š16Ë Carola, L. Development and Status of the Information Systems / Wirtschaftsinformatik Discipline - An Interpretive Evaluation of Interviews with Renowned Researchers: Part II Results Information Systems Discipline, ICB Research Reports, No. 3, University DuisburgEssen, Institute for Computer Science and Business Information Systems, 2005 Š17Ë Mitic, M. Strateški plan razvoja Vodoprivrednog informacionog sistema VPC Dunav: Analiza intervjua - prikaz, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2002 poljoprivrede, Š18Ë Andelic, M., M. Mitic i B. Ivancevic-Pejovic, Mišljenje o recenziji Studije Hidro-informacioni sistem Drina - Simulacioni model II faza, mišljenje uradeno za Republicku direkciju za vode Ministarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2006 Š19Ë Andelic, M. i M. Mitic, Idejni projekat integralnog informacionog sistema za životnu sredinu Savezne Republike Jugoslavije, projekat raden za Savezno ministarstvo za razvoj, nauku i životnu sredinu, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2000 šumarstva Š20Ë Javno vodoprivredno preduzece Srbijavode, Planska osnova razvoja Vodoprivrednog informacionog sistema, Beograd, 2001 Š21Ë Mitic, M. Razvoj informacionog sistema za potrebe odvodnjavanja - šta i kako dalje?, prezentacija radena za JVP Vode Vojvodine, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2005 Š22Ë Mitic, M., Uvodenje Vodoprivrednog informacionog sistema u Republici Srbiji - Analiza uspešnosti projekta sa stanovišta korisnika rezultata projekta, analiza uradena za Republicku direkciju za vode Ministarstva poljoprivrede, šumarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2007 Management of Market and Life Environment Protection UDC: 005.6:502 Ružica Milovanović Faculty of Economics, Kragujevac XI International Symposium SymOrg 2008, 10th - 13th. => Computer Ethics in Asia-Pacific, Chulalongkorn University, Bangkok, Thailand, Š14Ë Checkland, P. and S. Holwell, Information, Systems and Information Systems: ~~~ Making Sense of the Field, John Wiley & Sons, New York, Reports, No. 3, University Duisburg-Essen, Institute for Computer Science and Business Information Systems, 2005 Š17Ë Mitić, M. Strateški plan razvoja Vodoprivred nog informacionog sistema VPC Dunav: ~~~ Analiza intervjua prikaz, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2002 Š18Ë Anđelić, M., M. Mitić i B. Ivančević-Pejović, Mišljenje o recenziji Studije Hidro-informacioni sistem Drina - Simulacioni model II faza, mišljenje urađeno za Republičku direkciju za vode Ministarstva poljoprivrede, šumarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2006 Š19Ë Anđelić, M. i M. Mitić, Idejni projekat integral nog informacionog sistema za životnu sredinu Savezne Republike Jugoslavije, projekat rađen za Savezno ministarstvo za razvoj, nauku i životnu sredinu, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2000 Š20Ë Javno vodoprivredno preduzeće Srbijavode, Planska osnova razvoja Vodoprivrednog informacionog sistema, Beograd, 2001 Š21Ë Mitić, M. Razvoj informacionog sistema za potrebe odvodnjavanja šta i kako dalje?, prezentacija rađena za JVP Vode Vojvodine, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2005 Š15Ë von Foerster, H. Responsibilities of Competen Š22Ë Mitić, M., Uvođenje Vodoprivrednog informa ce, in H. von Foerster, Understanding Understanding: ~~~ Essays on Cybernetics and Cognition, Springer, New York, 2002 Š16Ë Carola, L. Development and Status of the Information Systems / Wirtschaftsinformatik Discipline - An Interpretive Evaluation of Interviews with Renowned Researchers: ~~~ Part II - Results Information Systems Discipline, ICB - Research cionog sistema u Republici Srbiji Analiza uspešnosti projekta sa stanovišta korisnika rezultata projekta, analiza urađena za Republičku direkciju za vode Ministarstva poljoprivrede, šumarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2007 Upravljanje tržištem i zaštitom životne sredine UDK: ~~~ 005.6:502 Ružica Milovanović Ekonomski fakultet u Kragujevcu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(5881) September 2008, Belgrade, Serbia Modern business conditions demand a new kind of approach in process management areas and development of competition. => Septembar 2008, Beograd, Srbija Uslovi savremenog poslovanja zahtevaju nove pristupe u oblasti upravljanja procesima i razvoja konkurentnosti.
LL@(5882) Changes in market area produce a direct impact upon the way of thinking that is related to the company management so that generation and conservation of advantageous position over competition must be a result of a constant periodic process. => Promene u oblasti tržišta neposredno utiču na način razmišljanja koji se odnosi na upravljanje preduzećem, tako da stvaranje i održavanje prednosti nad konkurencijom mora predstavljati rezultat trajnog cikličnog procesa.
LL@(5883) The basic elements of advantage over competition are the dominance in expertise and in assets. => Osnovni elementi prednosti nad konkurencijom su nadmoć u stručnosti i nadmoć u sredstvima.
LL@(5884) A continual improvement of efficiency of knowledge and work efficiency is a basic imperative of modern economy and the most significant factor in the competitive activity of a company in world market, where the key players are Corporations. => Kontinualno unapređivanje produktivnosti znanja i rada jeste osnovni imperativ savremene privrede i najznačajniji faktor u konkurentskoj borbi preduzeća na globalnom tržištu, gde glavnu reč vode Korporacije.
LL@(5885) This knowledge needs to be built in business policy of every business organization. => Ova saznanja treba da se ugrade u poslovnu politiku svake poslovne organizacije.
LL@(5886) Assets dominion is a tangible advantage that is acieved by investing into automated processes, computerized and robotized production means, trade marks, and production quantity. => Nadmoć u sredstvima je opipljiva prednost postignuta ulaganjem u automatizovane procese, kompjuterizovana i robotizovana sredstva rada, ulaganjem u robne marke, kvantitet proizvodnje.
LL@(5887) By recognition of its values and by investing in these items, the company takes a new position as regards the consumers. => Prepoznavanjem svojih vrednosti i ulaganjem u njeno korišćenje, preduzeće zauzima novu poziciju kod kupca.
LL@(5888) Technological sciences, as multi disciplinary scientific areas, have to develop new kinds of knowledge in designing new products and processes, including complex systems and methods for protection of living environment. => Tehničko-tehnološke nauke, kao multidisciplinarne naučne oblasti, moraju da razvijaju nova znanja u projektovanju proizvoda i procesa, uključujući složene sisteme i metode zaštite životne okoline.
LL@(5889) Ecology, technology and environment protection, with successful interaction, should point toward a possibility of further improvement of living quality. => Ekologija, tehnologija i zaštita okoline, treba da ukažu na mogućnost daljeg unapređenja kvaliteta života uz uspešnu interakciju. 1.
LL@(5890) 1. ~~~ Introduction In international economic relationships, quality is recognized as a basis for removing technical-technological and many other obstacles that emerge in trading in goods and services. => Uvod U međunarodnim ekonomskim odnosima, kvalitet je osnova za uklanjanje tehničko-tehnoloških i mnogih drugih prepreka, koje mogu da nastanu u prometu roba i usluga.
LL@(5891) The companys competitive position, similarly, is based on a higher quality product, a higher safety in use, as well as upon a higher extent to which the needs are met, which further stresses the interrelation between the competitive advantage and technological innovations. => Takođe, konkurentska pozicija preduzeća se zasniva na višem kvalitetu proizvoda, većoj sigurnosti upotrebe, kao i višem stepenu zadovoljenja potreba, što govori o međupovezanosti konkurentske prednosti i tehnoloških inovacija.
LL@(5892) The background for these processes is an accelerated development of technology where the information technologies (IT) are of paramount importance Š1Ë. => Osnov ovih procesa je ubrzan razvoj tehnologije, a pre svih, veliki značaj imaju informacione tehnologije (IT), Š1Ë.
LL@(5893) The implementation of these gave rise to new rules of competition that lean on the production standards, service standards, technology development and innovations. => Njihovom upotrebom, formirana su nova pravila konkurencije, koja se oslanjaju na standarde proizvodnje, standarde usluge, tehnološki razvoj i inovacije.
LL@(5894) The processes of an accelerated growth of industry and raw materials leave huge quantities of pollutant waste materials that threaten the mans quality of life. => U procesima ubrzanog rasta proizvodnje i sirovina, nastaju ogromne količine zagađujućih otpadnih materijala koji ugrožavaju kvalitet života čoveka.
LL@(5895) We can even argue that the survival itself is endangered. => Može se reći da je ugrožena i mogućnost opstajanja.
LL@(5896) This has led to undertaking a number of activities whose objective is to solve the existing and prevent the emergence of new ecological problems. => To je dovelo do preuzimanja niza akcija koje imaju za cilj rešavanje nastalih i sprečavanje nastajanja novih ekoloških problema.
LL@(5897) The efforts of the majority of countries are focused upon bringing as adequate regulations as possible, as well as upon developing more efficient systems for environment management, in order that stimulative conditions for a successful environmental protection should be created. => Napori većine zemalja su usmereni na donošenje što adekvatnijih propisa, razvoj efikasnijih sistema za upravljanje okruženjem, kako bi se obezbedili stimulativni uslovi za uspešnu zaštitu životne sredine od zagađivača. 2.
LL@(5898) 2. ~~~ Market management A positioned company which fails to produce innovation at the times that demand one is doomed to stag nate and perish. => Upravljanje tržištem Pozicionirano preduzeće koje, u doba koje zahteva inovaciju, nije u stanju da pruži inovaciju, osuđeno je na stagniranje i nestanje.
LL@(5899) The management that is unable to manage innovation in that period has not expert enough to accomplish their task Š2Ë. => Rukovodstvo koje u tom periodu ne ume da upravlja inovacijama, nije doraslo svom zadatku, Š2Ë.
LL@(5900) The importance of new products in the technological innovations for a company has long been well known. => Važnost novih proizvoda u tehno loškim inovacijama za napredak preduzeća je odavno poznat.
LL@(5901) These are part of the modern companys competitive environment as well as the basis for its survival and growth. => Oni su deo konkurentskog okruženja savremenog preduzeća i osnova za njegov opstanak i rast.
LL@(5902) The success the company has made in the positioning of its competitiveness and profitability is directly related to the expertese of the management and their competence in bringing the needs and the offer into accord Š2Ë. Creating and maintaining advantage over the competition is a result of a permanent process (Figure 1). => Uspeh preduzeća u pozicioniranju svoje konkurentnosti i rentabilnosti je u direktnoj vezi sa stručnošću rukovodstva i njihovom sposobnošću da usklade iskazane potrebe sa ponudom, Š2Ë. ~~~ Stvaranje i održavanje prednosti nad konkurencijom je rezultat trajnog procesa (slika 1).
LL@(5903) Figure 1: Elements of competitive advantage When implemented correctly, information technologies can contribute to the adjustment and management processes in different ways. => Slika 1: ~~~ Elementi prednosti nad konkurencijom Pravilno primenjene informacione tehnologije mogu na različite načine da doprinesu procesu usklađivanja i upravljanja.
LL@(5904) They can encourage ideas for new products and new markets, in the first place. => Najpre podstiču ideje za nove proizvode i nova tržišta.
LL@(5905) They can also help improve the efficiency of the new product development process, increasing the probability of a future commercial success. => Takođe, poboljšavaju efikasnost procesa razvoja novih proizvoda, povećavajući verovatnoću kasnijeg komercijalnog uspeha.
LL@(5906) One advantage of the information technologies implementation is less time required for collecting, processing and sharing or distribution of information. => Jedna od prednosti primene informacionih tehnologija, je skraćivanje vremena potrebnog za prikupljanje, obradu i raspodelu informacija.
LL@(5907) A well informed manufacturer will decide in favour of implementing new technological procedures more readily. => Dobra informisanost proizvođača utiče na njihovo lakše opredeljenje za primenu novih tehnoloških postupaka.
LL@(5908) Information technologies enhance the development of numerous new products, however, they also cause certain products to disappear. => Informacione tehnologije podstiču razvoj mnogih novih proizvoda, ali isto tako i prouzrokuju nestanak pojedinih proizvoda.
LL@(5909) It is for this reason that a range of new product management models were proposed. => To je uticalo na predlaganje različitih modela upravljanja novim proizvodima.
LL@(5910) One of the possible models is the product life cycle analysis Š4Ë. => Jedan od mogućih modela je analiza životnog ciklusa proizvoda, Š4Ë.
LL@(5911) The essence of the product life cycle (PLC)1 is the awareness that the product is created, it grows, matures, declines and finally disappears from the market. => Suština životnog ciklusa proizvoda (PLC)1 je shvatanje da proizvod nastaje, raste, dostiže svoju zrelost, opada i na kraju nestaje sa scene tržišne.
LL@(5912) The product life cycle analysis yields the data on the market saturation. => Analizom životnog ciklusa proizvoda se mogu dobiti podaci o zasićenosti tržišta.
LL@(5913) In some circumstances, the tendency of demand over a certain time period can be predicted. => U nekim okolnostima se može predvideti tendencija potražnje tokom određenog vremenskog perioda.
LL@(5914) By shortening the life cycles of certain products and simultaneously prolonging the cycles of others, information technologies implementation can offer a range of advanced products with new and improved properties. => Primena informacionih tehnologija može, skraćujući životne cikluse nekih proizvoda, uz istovremeno produžavanje ciklusa trajanja drugih, da ponudi niz unapređenih proizvoda sa novim i poboljšanim osobinama.
LL@(5915) This postpones the process of ageing of the product at minimum costs, while at the same time increases the economy of business operations. => Na taj način se zastarevanje proizvoda odlaže uz minimizaciju troškova, uz istovremeno povećanje ekonomičnosti poslovanja.
LL@(5916) The purpose of information technologies implementation is the capability of surpassing the boundaries developed by the industries, creating new markets or making old markets obsolete. => Suština primene informacionih tehnologija je sposobnost prevazilaženja granica koje razvijaju industrije, stvarajući nova tržišta, ili, čineći stara tržišta zastarelim.
LL@(5917) In some cases, new markets are captured/created by identifying and enhancing the needs that have previously failed to be fulfilled or satisfied. => U nekim slučajevima su otvorena nova tržišta, otkrivanjem i podsticanjem potreba, koje su prethodno bile neiskorišćenje ili nezadovoljene.
LL@(5918) Meeting these needs enhances not only the development of new products and services, but also the development of new technologies, whose direct implementation generates new production processes and new ways to meet the customers elemntary needs. => Njihovim korišćenjem se ne podstiče, samo razvoj novih proizvoda i usluga, već i razvijanje novih tehnologija, čijom direktnom primenom generišemo nove proizvodne procese i načine zadovoljenja osnovnih potreba potrošača.
LL@(5919) The efficiency of information technologies is especially evident in the production of health-safe and hygienically pure food, the imperative of the modern man. => Delotvornost informacionih tehnologija je posebno evidentna u oblasti proizvodnje zdravstveno bezbedne i higijenski ispravne hrane, koja je imperativ savremenog čoveka.
LL@(5920) The automation of the processes by the digitalization of the parametre values of the product manufacturing and their manipulation by the computer management units becomes increasingly important in this field of production. => U ovoj oblasti proizvodnje, automatizacija procesa, digitalizacijom vrednosti parametara proizvodnje proizvoda i njihovim manipulisanjem računarskim upravljačkim jedinicama, sve više dobija na značaju.
LL@(5921) In order to meet the customers needs in a profitable way, the manufacturers use the information technologies to establish and maintain contacts with their suppliers and other agents, among which are not only the sup 1 Product Life Cycle pliers of raw materials and semi-finished products, but also the consulting or credit granting firms (Figure 2). => Da bi postigli profitabilno zadovoljavanje potreba potrošača, proizvođači primenom informacionih tehnologija, uspostavljaju i održavaju kontakte sa svojim dobavljačima i drugim posrednicima, u koje ne ubrajamo samo preduzeća koja snabdevaju sirovinama i polufabrikatima, već i firme koje se bave raznovrsnim konsaltingom, kreditiranjem (slika 2). ~~~ 1 Product Life Cycle Slika 2:
LL@(5922) Figure 2: Coordinating system Such electronic services result into a many-sided communication, a more efficient information flow and, consequently, the introduction of modern production processes. => Koordinirajući sistem Rezultati ovakvih elektronskih usluga su svestranija komunikacija, bolji protok informacija i na osnovu njih, uvođenje savremenih procesa proizvodnje.
LL@(5923) At the same time they help increase competitiveness and ensure conditions for a faster and a more efficient allocation of resources. => Takođe, povećava se konkurentnost i stvaraju se uslovi za brže i delotvornije raspoređivanje resursa.
LL@(5924) The advantages of electronic business (information) are, as potentially high, recognized and adopted in the production of functional food, too2, so that we can be certain that this is one of the possible new product management models. => Prednosti elektronskog poslovanja (informacije), kao veliki potencijal, iskorišćenje su u proizvodnji i funkcionalne hrane2, tako da sa sigurnošću možemo reći, da je to jedan od mogućih modela upravljanja novim proizvodima.
LL@(5925) The computer analysis of the marketing system has shown that the modern mans diet should include not only health-safe food, but also the nutriments that have an additional positive effect upon human health. => Računarskom analizom marketinškog sistema je utvrđeno da u ishrani savremenog čoveka, pored zdravstveno bezbedne hrane, treba koristiti i namirnice, kojima se ostvaruje I dodatni pozitivan uticaj na zdravlje organizma.
LL@(5926) Functional food production is most widely used in the flour mill and baking industry, however, it is also partly present in the meat industry. => Proizvodnja funkcionalne hrane je najviše zastupljena u mlinarskoj i mlekarskoj industriji,dok je delimično zastupljena i u industriji mesa.
LL@(5927) These are the products manufactured from natural ingredients and used in the daily diet. => Tosu proizvodi koji se dobijaju od prirodnih sastojaka i koriste se kao deo svakodnevne ishrane.
LL@(5928) The additives to the nutriments, use dto make them functional food are: probiotics3, prebiotics4, antioxidants, vegetable fibres, mineral matter, vitamins. => Sastojci koji se dodaju namirnicama, čineći ih funkcionalnom hranom, su: probiotici3, prebiotici4, antioksidanti, biljna vlakna, mineralne materije, vitamini.
LL@(5929) One potential solution in preventing starvation and death of thousands of people is certainly electronic information, implemented within new technologies. => Sigurno da je jedno od potencijalnih rešenja za zaštitu od gladi i umiranja više desetina hiljada ljudi, elektronske informacije, primenjive u okviru novih tehnologija.
LL@(5930) Fast developing countries, such as Brasil, China and India, are in an increasing demand for food products. => Zemlje brzog napredovanja, poput Brazila, Kine i Indije, pokazuju sve veću potražnju za prehrambenim proizvodima.
LL@(5931) A higher standard of living in these countries resulted in an 2 Refers to the nutriments that, besides their basic, nutritive, value, produce an additional positive effect upon human health. => Poboljšanje životnog standarda u tim zemljama je uticalo na povećanje potreba za mesom, 2 Odnosi se na namirnice koje, pored osnovne, nutritivne vrednosti, ostvaruju i dodatni pozitivan uticaj na zdravlje ljudi. 3 Fermentisane kobasice, kada se proizvode kao funkcionalna hrana, sadrže probiotske bakterije.
LL@(5932) 3 Fermented sausages, when produced as functional food, contain probiotic bacteria. => To su probiotski mikroorganizmi, vrste:
LL@(5933) These are probiotiv organisma, types: Bifidobacterium Spp. and some species from the Lactobacillus family. => Bifidobacterium Spp. i neke vrste iz roda Lactobacillus .
LL@(5934) 4 These are indigestible ingredients that stimulate the activity of one or several species of bacteria (diet fibres). increased demand for meat, eggs and milk. => 4 Čine ih nesvarljivi sastojci hrane koji stimulišu aktivnost jedne ili više vrsta bakterija (dijetalna vlakna). jajima i mlekom.
LL@(5935) Only in 2006, four times as much meat was produced compared to 1961, as its consumption worldwide is now twice as high and amounts to 43 kg per inhabitant. => Samo u 2006. godini u svetu je proizvedeno mesa četiri puta više nego 1961, jer se njegova potrošnja udvostručila i danas u svetu iznosi 43 kg po stanovniku.
LL@(5936) In 1985, an average Chinese consumed 20 kilos of meat annually; today, the quantity exceeded 60 kilos. ing adequate regulations in environment management and in creating a favourable social climate to ensure stimulative conditions for environmental protection. => Prosečan Kinez je 1985. trošio 20 kg mesa godišnje, dok danas je ta količina prešla 60 kg.
LL@(5937) Besides, an increasing portion of national income is allocated for working out the solutions to the environmental protection issues. => 
LL@(5938) In 2006, China imported 20,27*106 t of food, 40 percent more compared to the previous year. => Kina je u 2006. godini uvezla 20,27*106 t hrane, što je za oko 40% više nego prethodne godine.
LL@(5939) This is one reason that an increasing portion of world crops is now used in the so-called indirect diet5. => To je jedan od razloga zbog čega se u svetu sve veći deo žetve koristi za tzv. Indirektnu ishranu5.
LL@(5940) What concerns us most is the fact that arable land was once used to grow plants used in nutrition. => Najviše zabrinjava činjnenica, da su nekad obradive površine korišćenje da bi se uzgajale biljke za ishranu.
LL@(5941) Recently, the production of fuels has developed, using wheat to produce ethanole and diesel fuel. => U novije vreme se pojavila proizvodnja pogonskih goriva, koja od žitarica proizvodi etanol i dizel goriva.
LL@(5942) As much as 30% of crops in the U.S.A. is transformed into the fuel of plant origin, which is one of the generators of higher prices of bread wheat, i.e., of famine. => U Americi se šak 30% žitarica transformiše u gorivo biljnog porekla, što je jedan od generatora viših cena hlebnog žita, odnosno gladi.
LL@(5943) Modern agricultural achievements are not accessible to all the nations at the moment, however, modern genetic technology is possible to implement. => Trenutno nisu svima dostupna moderna poljoprivredna sredstva, ali je moguće primeniti modernu genetsku tehnologiju.
LL@(5944) By electronic communication it was established that there are approximately 200 genetically modified seeds (resistant to extreme weather conditions) in the laboratories of the poorest countries. => Elektronskom komunikacijom, utvrđeno je da se u laboratorijama najsiromašnijih zemalja, nalazi oko 200 genetski izmenjenih semenskih vrsta (otporne na ekstremne meteorološke pojave).
LL@(5945) Similarly, the sales of genetically mutated seeds commodity increase, and 43% of fertile soil in the fast growing economies (China, India, Brasil) is sewn with these very seeds. ~~~ 3. => Takođe, sve više se prodaje genetski izmenjena semenska roba, kao i to da je 43% plodnih površina zemalja sa jakim privrednim rastom (Kina, Indija, Brazil), zasejano upravo tim semenom. 3.
LL@(5946) Environmental protection management The pollution of the environment by the waste of nonbiological origin is increasing worldwide, therefore it is necessary that steps are undertaken to sustain the quality of life and ensure the conditions for biological survival. => Upravljanje zaštitom životne sredine Zagađivanje životne sredine otpacima nebiološkog porekla u svetu je sve intenzivnije, tako da je neophodno sprovoditi mere za očuvanje kvaliteta življenja i obezbeđenje uslova za biološki opstanak.
LL@(5947) The development of production and consumable raw materials, products and energy is such that it threatens the ballance between the quantities of extracted waste matter and the natures ability to absorb it. => Razvoj proizvodne i potrošne sirovine, proizvoda i energije, dostižu takve razmere da utiču na narušavanje balansa između količina izdvojenih štetnih materija i sposobnosti prirode da iste apsorbuje.
LL@(5948)  => Sa ukrupnjavanjem ekološke problematike, raslo je i saznanje o njenom globalnom karakteru.
LL@(5949)  => Većina zemalja je usmerena na donošenje adekvatnih propisa za upravljanje okruženjem i stvaranje povoljne društvene klime, kako bi se obezbedili stimulativni uslovi 5 Više od polovine proizvedenih količina soje i kukuruza od lazi na ishranu stoke. 6 Ambalaža na bazi:
LL@(5950)  => PET-polietilen-tereftalat (flašice za vodu i bezalkoholna pića), HDPE-polietilen visokegustine (flaše za jestivo ulje), LDPE-polietilen niskegustine (glavna komponenta plastičnih kesa), PP-polipropilen (ulični kontejneri i cevi za transport vode za piće). za zaštitu životne sredine.
LL@(5951)  => Takođe, sve veći deo nacionalnog dohotka se izdvaja za rešavanje problema zaštite životne sredine.
LL@(5952) Some serious pollutants are: PET, HDPE, LDPE, PP packagings6. => U velike zagađivače se ubrajaju: ~~~ PET, HDPE, LDPE, PP ambalažna pakovanja6.
LL@(5953) It is for this reason that the ecological status of packaging is estimated on the basis of the impact of used and discarded units of packaging upon the environment. => Upravo je to i bio razlog, da se ekološki status ambalažnih pakovanja procenjuje na osnovu uticaja, iskorišćenih i odbačenih jedinica pakovanja, na životnu sredinu.
LL@(5954) The term used in the estimate of the ecological ststus of packaging is the ecological balance and includes two groups of criteria: technological and economic eligibility of the unit of packaging and ecological acceptability of the unit of packaging. => Za procenu ekološkog statusa ambalažnih pakovanja, koristi se pojam ekološki balans, koji obuhvata dve grupe kriterijuma, Š6Ë: tehnološku i ekonomsku podobnost jedinice am balažnog pakovanja i ekološku prihvatljivost jedinice ambalažnog pa kovanja.
LL@(5955) It is important to note that the ecological status can be corrected in each of the phases of the life cycle. => Važno je napomenuti da se ekološki status može korigovati u svim fazama životnog ciklusa.
LL@(5956) To pack a product, such packaging is used whose properties satisfy technological requirements The selected packaging is then assessed from the economic point of view and valuated according to the techno-economic criteria. => Za pakovanje proizvoda, bira se ambalaža koja svojim karakteristikama ispunjava tehnološke uslove. ~~~ Odabrana ambalaža se potom procenjuje sa ekonomskog aspekta i vrednuje prema tehno-ekonomskim kriterijumima.
LL@(5957) Thus valuated packaging is then subjected to the estimate of ecological status. => Tako vrednovana ambalaža se podvrgava proceni ekološkog statusa.
LL@(5958) Contrary to the ecological suitability criteria (the impact of used and discarded packaging), the impact of packaging is estimated throughout the life cycle, from the use of raw materials, to the manufacturing process, to the use of packaging, to the procedures of treating the used and discarded packaging. => Za razliku od kriterijuma ekološke podobnosti (uticaja iskorišćene i odbačene ambalaže), procenjuje se uticaj ambalaže u čitavom životnom ciklusu, od upotrebe sirovina, preko procesa izrade I upotrebe ambalaže, do postupka sa iskorišćenom i odbačenom ambalažom.
LL@(5959) Empirically obtained data show that the energy consumption in the packaging manufacturing process affects the estimeted ecological status of packaging to a greatest extent. => Iz iskustva se došlo do podatka, da utrošak energije u procesu proizvodnje ambalaže, u najvećoj meri utiče na procenjeni ekološki status ambalaže.
LL@(5960) It is for this reason that the term ecological balance was introduced, to define the energy consumption in each of the phases of packaging life cycle. => Zbog toga se uvodi termin ekološki bilans, kojim se definiše utrošak energije u svim fazama životnog ciklusa ambalaže.
LL@(5961) The least energy consumption is found to be in producing glass packaging, whereas the greatest consumption is caused in the production of metal, especially aluminium packaging. => Utvrđeno je da se najmanji utrošak energije postiže kod staklene ambalaže, a najveći kod metalne, posebno aluminijumske ambalaže.
LL@(5962) The ammassement of ecology problem issues brought an increased awareness of its global character in its wake. => 
LL@(5963) The majority of countries are engaged in adopt The greatest effect in environmental protection, however, can be achieved by the implementation of appropriate procedures with used and discarded packaging. => Međutim, najveći efekat zaštite životne sredine može da se postigne primenom odgovarajućih postupaka sa iskorišćenom i odbačenim ambalažnim pakovanjima.
LL@(5964) 5 More than a half of soya quantity produced is used as livestock feed. => 
LL@(5965) 6 Packaging on the basis of: PET polyethilen-terephthalate (water and beverages bottles), HDPE high density polyethilene (table oil bottles), LDPE low density polyethilene (main component of plastic bags), PP polypropilene (street containers and drinking water supply pipes). => 
LL@(5966) Various types of packaging are usually a very valuable secondary raw material and the packaging waste phase includes all the procedures of packaging waste treatment for the purpose of getting new products produced. => Ambalažna pakovanja su veoma vredna sekundarna sirovina i faza ambalažnog otpada podrazumeva sve postupke prerade odbačenih ambalažnih pakovanja u cilju dobijanja novih proizvoda.
LL@(5967) Only the part that is not possible to recycle becomes the packaging waste and is permanently stored in underground storage sites. => Samo onaj deo koji nije moguće reciklirati, postaje ambalažni otpad, koji se trajno skladišti u podzemnim skladištima.
LL@(5968) It is important to note that recycling the used packaging helps reduce the volume and mass of packaging waste to the amounts more than ten times smaller. => Važno je reći da se preradom iskorišćene ambalaže smanjuje masa i zapremina ambalažnog smeća više desetina puta.
LL@(5969) It simultaneously provides raw materials and /or products that have a certain economic, and overall an ecological value. => Istovremeno, obezbeđuju se sirovine ili proizvodi koji imaju određenu ekonomsku, ali i znatno veću ekološku vrednost.
LL@(5970) Thus the cardboard, paper, woodboard packaging are increasingly used in the production of paper, cardboard and other products. => Iz tih razloga se, papirna, kartonska, drvena ambalaža, sve više koriste u proizvodnji papira, kartona i drugih proizvoda.
LL@(5971) Broken glass packaging is used as a basic raw material in the production of glass. => Stakleni krš se koristi kao osnovna sirovina u proizvodnji stakla.
LL@(5972) Recycling of metal packaging is also very important in terms of its economic justification. => U pogledu ekonomske opravdanosti, prerada metalne ambalaže je veoma bitna.
LL@(5973) As regards the recycling of plastic packaging, it is important to disintegrate the packaging into its ingredients, since only these can be recycled. => U procesima prerade plastične ambalaže, važno je razdvajanje na polazne sirovine, jer se samo takvi materijali mogu preraditi.
LL@(5974) If polymer materials are not possible to disintegrate further (manyfold polymers or combined materials), it is economically and ecologically reasonable to use them as fuels. => Ako polimerne materije nije moguće razdvojiti (višeslojni polimeri ili kombinovani materijali), ekonomski i ekološki je opravdano iskoristiti ih za dobijanje energije.
LL@(5975) Recycling is incresingly spoken about as a profitable business, as well as a way to protect the environment. => O recikliranju, kao unosnom poslu, kojim se prvenstveno titi životna sredina, ali i ostvaruje određen profit, sve više se govori.
LL@(5976) This is further supported by statistical data that present the total annual waste of 3*108 euros in Serbia, caused by an inappropriate waste management. => Na to ukazuju i statistički podaci, koji prikazuju ukupnu godišnju štetu u Srbiji, od približno 3*108 eura, prouzokovanu nepropisnim upravljanjem otpada.
LL@(5977) The value of the annual waste equals the value of 1.1% gross national product of Serbia. => Inače, vrednost godišnje štete je ekvivalentna vrednosti od 1.1% društvenog bruto proizvoda Srbije.
LL@(5978) It is for this reason that the rate of re-use and recycling of packaging (paper, plastics, metal and glass) should be raised to one foruth of its total quantity. => Zato je potrebno povećati stopu ponovnog iskorišćavanja i reciklaže ambalažnog otpada (papir, plastika, metal i staklo), na četvrtinu ukupne njegove količine.
LL@(5979) The packaging industry is a very profitable industry all over the world. => Industrija pakovanja i ambalaže je izuzetno profitabilna privredna grana u svetu.
LL@(5980) The development of technology, an ever-increasing care for the ecological aspect and recycling, as well as the growth of customers demands make it one of the most advantageous industries. => Stalnim razvojem tehnologije, sve većom brigom o ekološkom aspektu i reciklažom, ali i stalnim rastom potrošačkih zahteva postaje jedna od najperspektivnijih privrednih delatnosti.
LL@(5981) The reason is self-evident the goods for sale must be packed. => Razlog je jasan-sva roba mora biti upakovana.
LL@(5982) According to the data obtained from the Statistical Institute of Serbia, the Recycling Agency and the independent researchers, the data on the waste materials collected, the recycling, the production, the exports and the imports in Serbia in 2005 were as follows: On the basis of the data a conclusion can be drawn that the imports of paper exceeded the exports to a great extent, as is the case of collected and recycled paper, though only a portion of collected paper was recycled. => Prema podacima Republičkog zavoda Srbije za statistiku, Agencija za reciklažu i nezavisnih istraživača, podaci o sakupljenoj količini otpadnih materijala, reciklaži, proizvodnji, uvozu i izvozu u Srbiji, za 2005. godinu, su sledeći: ~~~ Tabela 1.
LL@(5983) As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case. => Veličina tržišta sekundarnih materijala u tonama Prema ovim podacima možemo zaključiti da je uvoz papira znatno premašio izvoz, kao i sakupljene i prerađene količine papira, ali i da je prerađen samo deo prikupljenog papira. [to se tiče metala možemo za ključiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slučaju približan izvozu.
LL@(5984) Very small quantities of glass are collected and recycled. => Staklo je prikupljeno i prerađeno u vrlo malom iznosu.
LL@(5985) The exports are negligible, and there were no imports at all. => Izvoz je neznatan, dok uvoza stakla nije ni bilo.
LL@(5986) Copper is collected in larger quantities than are recycled. => Bakra je sakupljeno znatno više nego što je prerađeno.
LL@(5987) The exports were satisfactory, but there were no imports. => Izvoz je bio zadovoljavajući, a uvoza, takođe, nije bilo.
LL@(5988) Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports. => Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz. [to se tiče plastike prerađena količina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.
LL@(5989) As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics. => Proizvodnja je, osim u slučaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.
LL@(5990) The production has, apart from the cases of copper and plastics, largely exceeded all the other positions. => Kao industrijska grana koja prati ostale sektore, proizvodnje ambalaže i pakovanja ne može stagnirati.
LL@(5991) An industry accompanying all other sectors, the packaging production cannot stagnate, especially if we know that all the products with a fast consumption rate (food, chemicals and other commodity purchased at mega markets) are consumed daily, therefore there is a demand for new quantities on the market. => Posebno ako se ima u vidu da se svi brzotrošeći proizvodi (proizvodi za ishranu, hemijski proizvodi, kao i ostala roba koju kupujemo u megamarketima) svakodnevno konzumiraju, te su iz dana u dan potrebne nove količine na tržištu.
LL@(5992) This is not a problem for packaging manufacturers, as they can always combine the forms and the types of material, and the production technology develops fast. => To nije problem za proizvođače ambalaže, s obzirom na to da postoje mogućnosti za kombinovanje oblika i vrste materijala, kao i sve brži razvoj tehnologije proizvodnje.
LL@(5993) The development of this industry here is a great opportunity for a majority of entrepreneurs. => Razvoj ove privredne grane, kod nas predstavlja priliku za većinu preduzetnika.
LL@(5994) There are 500 small private businesses in Serbia producing and importing packaging. => U Srbiji funkcioniše 500 malih privatnih firmi, koji se bave proizvodnjom ili uvozom ambalaže.
LL@(5995) A smaller number of firms is engaged in manufacturing or importing packaging machinery. => Takođe, manji broj firmi se bavi proizvodnjom ili uvozom mašina za pakovanje.
LL@(5996) The advantages of our market for this type of business are as follows: Strategic positioning on the markets of Europe, Asia and the Near East, Duty-free access to the free-trade area in South east Europe (6*107 customers), Serbia is not a European Union memeber; greater flexibility and advantages in investing, The lowest tax rate on profit in Europe, Trained and non-expensive work force, Relatively stable economy, Table 1. => Prednosti našeg tržišta za ovaj delokrug poslova su sledeće:
LL@(5997) Scope of secondary materials market in tons 7 http://www.ekoforum.org Stable monetary policy and prompt implementa tion of macroeconomic laws, Liberal regulations in foreign trade and foreign in vestments, and Relatively simple procedures of setting up a business and starting production, including the nonresidents stay regime, firm registration and customs duties. => Strateško pozicioniranje na tržištima Evrope, Azije i Bliskog Istoka, Duty free pristup slobodnoj trgovinskoj zoni u Jugoistočnoj Evropi (6*107 potrošača), Srbija nije članica Evropske Unije; veća fleksibil nost i prednosti za investiranje, Najniža poreska stopa na profit preduzeća u Evropi, Obrazovana i jeftina radna snaga, Relativno stabilna privreda, Stabilna monetarna politika i brza primena ključ nih makroekonomskih zakona, Liberalni propisi u spoljnoj trgovini i stranom ulaganju i 7 http://www.ekoforum.org Relativno jednostavne procedure za osnivanje preduzeća i započinjanje proizvodnje, uključujući režim boravka stranaca, registraciju preduzeća i carine.
LL@(5998) The packaging and packaging machinery industries also provide opportunities for large corporations with modern technology. => Industrija ambalaže i mašina za pakovanje pruža šansu i velikim korporacijama sa savremenom tehnologijom.
LL@(5999) Knowledge of ecology and the spread of ecology movements caused radical changes in the packaging industries of the developed countries. => Ekološko znanje i širenje uticaja ekološkog pokreta su uzrokovali radikalne promene u industriji pakovanja, razvijenih zemalja.
LL@(6000) The reesearch conducted in a number of countries show that certain international trusts and agencies are deeply concerned with eco-packaging and recycling issues. => Istraživanja sprovedena u nekim zemljama, ukazuju na postojanje međunarodnih fondova i agencija, koje se bave problemom eko-pakovanja i reciklaže.
LL@(6001) The member countries of the International Chamber of Commerce adopted the Human Environment Quality Protection Code. => Zemlje članice Međunarodne trgovinske komore su usvojile Kodeks o zaštiti kvaliteta čovekove okoline.
LL@(6002) These regulations urged numerous multinational corporations to adopt similar eco-rules. => Ta pravila su poslužila kao primer mnogim multinacionalnim kompanijama da i one pristupe donošenju sličnih eko-pravila.
LL@(6003) The field of recycling in Serbia is regulated by the Waste Management Act of 1996, when the Agency for recycling was established; by the Code on collecting, storage and transport of secondary raw materials of 2001; and by the Environmental Protection Act of 2004. => Oblast reciklaže je u Srbiji uređena Zakonom o upravljanju otpadom iz 1996, kada je i osnovana agencija za reciklažu, Pravilnikom o sakupljanju, skladištenju i transportu sekundarnih sirovina iz 2001. i Zakonom o zaštiti životne sredine iz 2004.
LL@(6004) The Agency for recycling reports to the Ministry of science and environment; however, as regards its activities and the type of liabilities, it collaborates with other compatible ministries, such as the ministries of privatization and economy, of power supply, of health care and of finance. => Resorno ministarstvo agencije za reciklažu je Ministarstvo nauke i životne sredine, ali prema svojoj delatnosti i vrsti poslova sarađuje i sa drugim, kompatibilnim ministarstvima: za privatizaciju i privredu, za energetiku, za zdravlje i finansije.
LL@(6005) The agency is simultaneously engaged in expert work such as monitoring the situation and control of the secondary raw material use, market research for such materials, data on the available and required quantities of secondary raw materials. => Ujedno, ova agencija obavlja stručne poslove koji se odnose na praćenje stanja i kontrolu korišćenjem sekundarnih sirovina, istraživanje njihovih tržišta, vođenje podataka o raspoloživim i potrebnim količinama sekundarnih sirovina.
LL@(6006) How much raw material and which materials we have, can they be treated in this country or not, do we have capacities installed, do these need to be revitalized, and, if we do not have them, which are the priorities in their construction7? => Koliko ih imamo i kojih, da li ih možemo obraditi u zemlji ili ne, imamo li instalirane kapacitete, treba li ih revitalizovati, a ukoliko ih nemamo, šta je prioritet za izgradnju7 4.
LL@(6007) 4. ~~~ Conclusion A continual improvement of the knowledge and work productivity is the fundamental imperative of the modern economy as well as the most important factor in the global competition of companies, where the main role is played by large corporations. => Zaključak Kontinualno unapređivanje produktivnosti znanja i rada, jeste osnovni imperativ savremene privrede i najznačajniji faktor u konkurentskoj borbi preduzeća na globalnom tržištu, gde glavnu reč vode korporacije.
LL@(6008) IT are the basic module in achieving technological advantage and adequate protection of environment. => IT predstavljaju osnovni modul u postizanju tehnološke prednosti i adekvatnoj zaštiti životnog okruženja.
LL@(6009) REFERENCE Š1Ë Day G. S, Wensley R, Assessing advantage: a framework for diagnosing competitive superiority, Journal of Marketing, 1988. => LITERATURA Š1Ë Day G. S, Wensley R, Assessing advantage: a framework for diagnosing competitive superiority, Journal of Marketing, 1988. Š2Ë Drucker P. F, Management:
LL@(6010) Š2Ë Drucker P. F, Management: Tasks, responsibilities and practices, Harper & Row, 1973. ~~~ Š3Ë Kukrika M, Formula za siguran uspeh, Tesla Comerc, Subotica, 2000. ~~~ Š4Ë Mann J, Thornton P, Micro electronics, marketing, Industrial Management, Data Systems, jul/avgust, 1981. ~~~ Š5Ë Petrović N, Ekološka svest kao osnova održivog razvoja, Zbornik radova Menadžment, tehnologije i inovacije, Beograd, 2006. ~~~ Š6Ë Vujković I, Ambalaža, Tehnološki fakultet Novosadskog Univerziteta, Novi Sad, 2002. => Tasks, responsibiliti es and practices, Harper & Row, 1973. Š3Ë Kukrika M, Formula za siguran uspeh, Tesla Comerc, Subotica, 2000. Š4Ë Mann J, Thornton P, Micro electronics, marke ting, Industrial Management, Data Systems, jul/avgust, 1981. Š5Ë Petrović N, Ekološka svest kao osnova održivog razvoja, Zbornik radova Menadžment, tehnologije i inovacije, Beograd, 2006. Š6Ë Vujković I, Ambalaža, Tehnološki fakultet Novosadskog Univerziteta, Novi Sad, 2002. Š7Ë International Organisation for Standardization, Standardi:
LL@(6011) Š7Ë International Organisation for Standardization, Standardi: 14001, 14004, 14010, 14011, 14012, http://www.iso.org Book review Entrepreneurship, Growth and Public Policy Zoltan Acs, David Audretsch, Robert Strom: Entrepreneurship, Growth and Public Policy, Cambridge University Press, 2009 the book three basic parts of titled Entrepreneurship, Growth and Public Policy, brought together eighteen authors around the key theme areas that thoroughly explore the main topic presented in the title. => 14001, 14004, 14010, 14011, 14012, http://www.iso.org U svetu knjiga Preduzetništvo, rast i javna politika Zoltan Acs, David Audretsch, Robert Strom, Entrepreneurship, Growth, and Public Policy (Preduzetništvo, rast i javna politika) Cambridge University Press, 2009. T ri osnovna dela knjige Preduzetništvo, rast i javna politika, okupljaju osamnaest autora oko ključnih tematskih celina koje iscrpno istražuju osnovnu temu istaknutu u naslovu.
LL@(6012) The first part, The Role of Entrepreneurship in Innovations, points to a novel and enhancing approach in dealing with the already classical topic of innovations and entrepreneurship, focusing upon entrepreneurship as an indispensable factor in achieving innovation, competitiveness and economic growth. => Prvi deo, Uloga preduzetništva u inovacijama, već samim naslovom ukazuje na nov i podsticajan pristup u sagledavanju već klasične teme inovacija i preduzetništva, postavljajući preduzetništvo u žižu, kao nezaobilazni faktor u ostvarivanju inovacija, konkurentnosti i privrednog rasta.
LL@(6013) The authors claim that the European Union takes entrepreneurship to be the basis for the generation of growth, employment and competitiveness in the T he global economy. => Ističe se da Evropska unija preduzetništvo postavlja kao osnovu za generisanje rasta, zaposlenosti i konkurentnosti u globalnoj privredi.
LL@(6014) The U.S.A. is also increasingly in favour of entrepreneurship; in the policies and strategies they adopt they expressly state that it is in the incentive of entrepreneurship that a new driving force of economic growth lies, as well as the key to surpass the crisis. => SAD se takođe sve više otvoreno zalažu za preduzetništvo i kroz politiku i strategije ko je donose eksplicitno navode da se u podsticanju preduzetništva nalazi novi zamajac privrednog rasta, kao i ključ za prevazilaženje krize.
LL@(6015) In the second part of the book, titled Linking Entrepreneurship to Growth, a large number of authors contributed the articles that define all the relevant instruments and mechanisms in entrepreneurship that foster the relationship among the science, the technology and the practice as the crucial paradigms of development and growth. => Drugi deo knjige na temu, Povezivanje preduzetništva i rasta, okuplja veći broj autora sa prilozima koji u preduzetništvu definišu sve one relevantne instrumente i mehanizme za jačanje veza između nauke, tehnologije i prakse kao ključne paradigme rasta i razvoja.
LL@(6016) The entrepreneurial efforts primarily guide the research and development towards those areas in which the best results are achieved and value is created as closely related to the peoples needs. => Preduzetničkim naporima se istraživanje i razvoj, pre svega, usmerava ka onim oblasima kojima se ostvaruju najveći rezultati i kreira vrednost u što neposrednijoj vezi sa potrebama ljudi.
LL@(6017) Entrepreneurship is responsible for linking all relevant factors in the earliest stages of the idea of products, the services and the processes in order that the innovation process should flow on efficiently and effectively towards the implementation and diffusion of concrete innovation. => Preduzetni štvo je odgovorno za povezivanje svih relevantnih aktera u najranijim fazama nastanka ideje o proizvodima, uslugama i procesima da bi se inovativni proces dalje efikasno i efektivno odvijao ka ostvarenju konkretnih inovacija i njihove difuzije.
LL@(6018) Entrepreneurship is in the focus of the efforts to achieve efficient commercialisation, create the environment for successful business operations with the acquisition of both tangible and intangible resources required material, financial and human. => Preduzetništvo je u žiži napora ka efikasnoj komercijalizaciji, kreiranju ambijenta za uspešno poslovanje, uz pribavljanje potrebnih opipljivih i neopipljivih resursa - materijalnih, finansijskih i ljudskih.
LL@(6019) This means new employees, new investments, the activities of funds and banks, and consequently a new wave of economic growth and development. => To znači okupljanje novih zaposlenih, nove investicije, aktivnost fondova i banaka, a to je upravo novi talas privrednog rasta i razvoja.
LL@(6020) In this part entrepreneurship is defined as a driving force and accellerator that does not allow for the particles of potential purposeful activity meant to generate new value, to scatter and fall to the bottom of social and economic trends, as a residue, or to drift unemployed on the surfice, as a stagnate water. => U tom delu preduzetništvo je definisano kao motor i akcelerator koji ne dopušta da se «čestice» potencijalne svrsishodne delatnosti, koje će generisati novu vrednost, raspu i slegnu na dno društvenih i ekonomskih tokova, kao talog, ili će plivati neupotrebljene na vrhu, kao žabokrečina.
LL@(6021) On the contrary, as an accellerator, entrepreneurship lifts them up, disperses them, connects them and mobilizes them, preventing any staleness, idling or inactivity characteristic of the states of defensiveness and absence of initiative so prevailingly present in the conditions of crisis and depression in the economy as well in the society. => Naprotiv, kao akcelerator, preduzetništvo ih podiže, raspršuje, povezuje i mobiliše ne dopuštajući nikakvu zaparloženost i neaktivnost koja je svojstvena stanjima defanzivnosti i odsustva inicijative koja prati situaciju krize i depresije u privredi i društvu.
LL@(6022) T he third part deals with politics and brings articles and reports on linking relevant facts of development on the economic and social levels as well as highlights the specific role entrepreneurship plays in creating entrepreneurial economy. => T reći deo koji se bavi politikom predstavlja priloge koji se bave povezivanjem relevantnih činilaca razvoja na nivou privrede i društva ističući posebno mesto preduzetništva u kreiranju preduzetničke ekonomije.
LL@(6023) The entrepreneurial economy is defined as the economy in which the entrepreneurial capital, as well as a physical, human and knowledge capitals represent a significant source of economic growth (p.8). => Preduzetnička ekonomija se definiše kao «ekonomija u kojoj preduzetnički kapital, kao i fizički, ljudski i kapital znanja, predstavljaju značajan izvor ekonomskog rasta» (str. 8).
LL@(6024) The role of Joseph Schumpeter, the leading theoretician in the field of entrepreneurship who set the theory of creative destruction as early as 1911, is specific. ~~~ Schumpeter maintains that the new firms with entrepreneurial charge will replace the old, obsolete and exhausted firms, leading to intensive innovative activities, which will, in turn, result in a higher level of economic growth. ~~~ According to Schumpeter, what makes the entrepreneurs different from other people engaged in economic activities is the willingness to wrestle with innovations and change. => Posebna je uloga ekonomiste Jozefa [umpetera kao nezaobilaznog teoretičara oblasti preduzetništva, koji je davne 1911. godine postavio «teoriju kreativne destrukcije». [umpeter je isticao da će nove firme sa preduzetničkim nabojem zameniti stare, dotrajale i zamorene firme, što će voditi ka intenzivnoj inovativnoj aktivnosti, koja će rezultirati višim nivoom ekonomskog rasta. [umpeter je isticao da je ono što raz likuje preduzetnike od drugih nosilaca privredne aktivnosti, upravo spremnost da se uhvate u koštac sa inovacijama i promenama.
LL@(6025) More precisely, Schumpeter argues that The role of the entrepreneur is to reform or transofrm the stale frames of production in a revolutionary manner, making use of inventiveness, or, better still, the unexploited and untested technological opportunity for manufacturing new goods or producing the old goods in a new way.... ~~~ Schumpeter also points out all the difficulties accompanying such an effort, giving entrepreneurship special emphasis. => Tačnije, [umpeter ističe »Uloga preduzetnika je da reformišu ili revolucionarno menjaju ustaljene okvire proizvodnje koristeći invenciju, ili još šire, neiskorišćenu u neisprobanu tehnološku mogućnost za proizvodnju nove robe ili za proizvodnju stare na novi način....». [umpeter je isticao i sve teškoće koje se vezuju za ovaj napor, dajući poseban značaj preduzetništvu.
LL@(6026) He states that entrepreneurship is, in fact, a specific and significant social function, primarily because it deals with the issues outside the routine tasks and familiar relationships known to everybody within the organization, fighting significnt resistance to such activities along its way. => Isticao je da je preduzetništvo u stvari posebna i značajna ekonomska funkcija, pre svega zato što se bavi pitanjima koja se nalaze van rutinskih zadataka i poznatih odnosa koje svi razumeju unutar organizacije, a pri tome se u okruženju nailazi na značajne otpore ovim aktivnostima.
LL@(6027) B uilding on the works of the classics and the Nobel Prize winners Robert Solow, Edith Penrose, Joseph Schumpeter, Richard Nelson, Milton Friedman, John Maynard Keynes and others, the editors and the authors of this edition deserve to be praized for having recognized and explored the crucial issues of the relationship in individual entrepreneurial efforts, entrepreneurship as a broader context and the social policy and strategy. => T ražeći uporište u radovima klasika i nobelovaca Roberta Soloua, Edit Penrouz, Jozefa [umpetera, Ričarda Nelsona, Miltona Fridmana, Džona Majnarda Kejnsa i drugih, redaktorima i autorima ovog izdanja se može odati priznanje na tome što su prepoznali i pristupili istraživanju ključne temu odnose individualnih preduzetničkih napora, preduzetništva kao šireg konteksta i politike i strategije društva.
LL@(6028) In the research of the environment, special attention is paid to those elements of public policy that strengthen the pillars of society which support the incentives to a greater stability in the conditions of entrepreneurial operations. => U istraživanju okruženja pažnja je usmerena ka onim elementima javne politike kojima se jačaju stubovi društva na kojima počivaju podsticaji stabilnijim uslovima za odvijanje preduzetničke aktivnosti.
LL@(6029) Universities are analysed as crucial agents in introducing innovation and in the development of new business endevours. => Univerziteti su analizirani kao krucijalni akteri u inovacijama i razvoju novih poslovnih poduhvata.
LL@(6030) The role of universities is viewed in two key directions, as educational institutions and as the promoters of research and development; hence, in addition to the support they give to a broader entrepreneurship in the society, they themselves are the centres in which a high level of entrepreneurial activity takes place. => Uloga univerziteta se sagledava u dva ključna pravca, kao obrazovnih institucija i onih koje su nosioci istraživanja i razvoja, tako da pored podrške koju pružaju širem preduzetništvu u društvu, oni i sami predstavljaju centre u kojima se odvija visok stepen preduzetničke aktivnosti.
LL@(6031) As regards the high levels of risk and uncertainty accompanying any entrepreneurial activity, the impact of the environment becomes crucial for the support to the sensitive entrepreneurial organism in the development phase. => Ukazujući na visok stepen rizika i neizvesnosti koji prati svaku preduzetničku aktivnost, uticaj okruženja postaje presudan u podršci osetljivom nastajućem preduzetničkom organizmu.
LL@(6032) Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(6033) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(6034) 1. ~~~ INTRODUCTION Papers have to be written in English. => We suggest your papers to be pre pared in form of this template. 1.
LL@(6035)  => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(6036) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(6037) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(6038) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(6039) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(6040) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(6041) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(6042) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(6043) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(6044) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(6045) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(6046) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(6047) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(6048) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(6049) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(6050)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(6051) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(6052) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( − Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. p p i , p n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(6053) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(6054) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(6055) R[$] Figure 1. => R[$] Slika 3.
LL@(6056) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(6057) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(6058) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(6059) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(6060) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994
LL@(6061) Proceedings of work, SINFF-N, page 75 -81. => 
LL@(6062) Zlatibor => 
LL@(6063)  => 
MATCH@M:(The author approaches this dilemma by trying to explain the concept of organizational learning, on which the phenomenon of learning organization is based, the learning types and processes, and consequently suggesting in that way a logical conclusion.===>Razrešavanje ove dileme autor nastoji da postigne tako sto je prvo objašnjen pojam organizacionog učenja, na kojem se zasniva fenomen organizacije koja uči, vrste i proces učenja, da bi se logički nametnuo određeni zaključak kojim se daje odgovor na postavljenu dilemu.)
MATCH@E:(The author approaches this dilemma by trying to explain the concept of organizational learning, on which the phenomenon of learning organization is based, the learning types and processes, and consequently suggesting in that way a logical conclusion.===>Razrešavanje ove dileme autor nastoji da postigne tako što je prvo objašnjen pojam organizacionog učenja, na kojem se zasniva fenomen organizacije koja uči, vrste i proces učenja, da bi se logički nametnuo određeni zaključak kojim se daje odgovor na postavljenu dilemu.)
MATCH@M:(The starting point of the paper is that the construct "learning organization" refers to the description of the characteristics of the model, and not on the model per se.===>Polazni stav rada jeste da je sintagma "organizacija koja uči" zapravo opis karakteristika određenog modela strukture, a ne model kao takav.)
MATCH@E:(The starting point of the paper is that the construct »learning organization« refers to the description of the characteristics of the model, and not on the model per se.===>Polazni stav rada jeste da je sintagma »organizacija koja uči« zapravo opis karakteristika određenog modela strukture, a ne model kao takav.)
MATCH@M:(The subject "the learning organization" is ever more present in the national literature in the field of organization and management.===>Tema "organizacija koja uči" je sve prisutnija u domaćoj literaturi iz oblasti organizacije i menadžmenta.)
MATCH@E:(Introduction The subject the learning organization is ever more present in the national literature in the field of organization and management.===>Uvod u temu Tema »organizacija koja uči« je sve prisutnija u domaćoj literaturi iz oblasti organizacije i menadžmenta.)
MATCH@M:(As knowledge has become a superior resource that will, according to some researchers, soon take its place in the companies' balance sheets, the concept of organizational learning and the design of the learning organization based upon it have become a real challenge for doctorands, postgraduates doing their masters degree and those with the masters degree achieved, but for conslutants and managers as well.===>Budući da je znanje postalo superioran resurs koji će se, kako neki istraživači tvrde, u dogledno vreme naći u kompanijskim bilansima stanja, koncept organizacionog učenja i na njemu baziran dizajn organizacije koja uči postali su pravi izazov za doktorante, magistrante i mastere, ali i za konsultante i menadžere.)
MATCH@E:(As knowledge has become a superior resource that will, according to some researchers, soon take its place in the companies balance sheetsŠ1Ë, the concept of organizational learning and the design of the learning organization based upon it have become a real challenge for doctorands, postgraduates doing their masters degree and those with the masters degree achieved, but for conslutants and managers as well.===>Budući da je znanje postalo superioran resurs koji će se, kako neki istraživači tvrde, u dogledno vreme naći u kompanijskim bilansima stanjaŠ1Ë, koncept organizacionog učenja i na njemu baziran dizajn organizacije koja uči postali su pravi izazov za doktorante, magistrante i mastere, ali i za konsultante i menadžere.)
MATCH@M:(Such an interest in this topic is undoubtedly a good sign, since it proves that there is awareness of the importance of learning, however, evident is a certain confusion in the interpretation and understanding of this issue.===>Iako je za svaku pohvalu veliko interesovanje za ovu temu, jer ona i simbolički nosi poruku da postoji svest o značaju učenja, primećuje se i određena konfuzija u tumačenju i razumevanju ove teme.)
MATCH@E:(Such an interest in this topic is undoubtedly a good sign, since it proves that there is awareness of the importance of learning, however, evident is a certain confusion in the interpretation and understanding of this issue.===>Iako je za svaku pohvalu veliko interesovanje za ovu temu, jer ona i simbolički nosi poruku da postoji svest o značaju učenja, primećuje se i određena konfuzija u tumačenju i razumevanju ove teme.)
MATCH@M:(The dilemma that is ever more present at expert seminars and in open students' works defences at various study levels is: well then, what is the learning organization - a new model of organizational structure or a property a model should have or develop.===>Sve češće se na stručnim skupovima i javnim odbranama studentskih radova na različitim nivoima studiranja pokreće pitanje tipa: pa dobro šta je onda organizacija koja uči - novi model organizacione strukture ili osobina koju neki model ima ili treba da razvije.)
MATCH@E:(The dilemma that is ever more present at expert seminars and in open students works defences at various study levels is: well then, what is the learning organization a new model of organizational structure or a property a model should have or develop.===>Sve češće se na stručnim skupovima i javnim odbranama studentskih radova na različitim nivoima studiranja pokreće pitanje tipa: pa dobro šta je onda organizacija koja uči novi model organizacione strukture ili osobina koju neki model ima ili treba da razvije.)
MATCH@M:(In this sense, some other important questions emerge: can a learning organization be presented by an organizational chart, which has so far been the only known way of presenting an organizational model, or does a knowledge and learning era offer new mechanisms, such as social networks that are presented by the number and the density of communications among organizational parts, management positions or members of a team121.===>U tom smislu, nameću se i druga važna pitanja: da li se organizacija koja uči može predstaviti organizacionom šemom, koja je do sada bila jedini poznati način za predstavljanje modela organizacije, ili nam era znanja i učenja nudi nove mehanizme, kao što su socijalne mreže koje se predstavljaju brojem i gustinom komunikacija između delova organizacije, rukovodećih pozicija ili članova jednog tima.[2])
MATCH@E:(In this sense, some other important questions emerge: can a learning organization be presented by an organizational chart, which has so far been the only known way of presenting an organizational model, or does a knowledge and learning era offer new mechanisms, such as social networks that are presented by the number and the density of communications among organizational parts, management positions or members of a teamŠ2Ë.===>U tom smislu, nameću se i druga važna pitanja: da li se organizacija koja uči može predstaviti organizacionom šemom, koja je do sada bila jedini poznati način za predstavljanje modela organizacije, ili nam era znanja i učenja nudi nove mehanizme, kao što su socijalne mreže koje se predstavljaju brojem i gustinom komunikacija između delova organizacije, rukovodećih pozicija ili članova jednog tima.)
MATCH@M:(In case the learning organization is not a specific model of organizational structure, do the structures differ according to the extent to which they are appropriate/inappropriate for learning, that is, are some structures a barrier to organizational learning?===>U slučaju da organizacija koja uči nije poseban model organizacione strukture, da li se onda strukture razlikuju po tome koliko pogoduju/nepogoduju učenju, odnosno da li su neke strukture barijera za organizaciono učenje.)
MATCH@E:(In case the learning organization is not a specific model of organizational structure, do the structures differ according to the extent to which they are appropriate/inappropriate for learning, that is, are some structures a barrier to organizational learning?===>Š2Ë U slučaju da organizacija koja uči nije poseban model organizacione strukture, da li se onda strukture razlikuju po tome koliko pogoduju/nepogoduju učenju, odnosno da li su neke strukture barijera za organizaciono učenje.)
MATCH@M:(Some authors maintain that the centralized structure blocks learning since it stresses the importance of the sequence of events from the past, whereas a somewhat more decentralised structure leaves more space for creativity and experimenting, which naturally leads to the conclusion that hierarchy is not a suitable learning environment.===>Neki autori tvrde da centralizovana struktura blokira učenje jer pojačava važnost sleda događaja iz prošlosti, a da nešto decentralizovanija struktura daje više prostora za kreativnost i eksperimentisanje što, po prirodi stvari, upućuje na zaključak da hijerarhija ne pogoduje učenju.)
MATCH@E:(Some authors maintain that the centralized structure blocks learning since it stresses the importance of the sequence of events from the past, whereas a somewhat more decentralised structure leaves more space for creativity and experimenting, which naturally leads to the conclusion that hierarchy is not a suitable learning environment.===>Neki autori tvrde da centralizovana struktura blokira učenje jer pojačava važnost sleda događaja iz prošlosti, a da nešto decentralizovanija struktura daje više prostora za kreativnost i eksperimentisanje što, po prirodi stvari, upućuje na zaključak da hijerarhija ne pogoduje učenju.)
MATCH@M:(Some research, however, show that effective and long-term learning is as possible in hierarchal bureaucratic societies as in decentralized structures, which challenges the above conclusion that hierarchy is not a suitable milieu for learning and gives support to those authors that claim that the learning organization is not a specific model of organozational structure, but a model characteristic131.===>Međutim, neka istraživanja su pokazala da je efektivno i dugoročno učenje podjednako moguće u hijerarhijskim birokratskim strukturama kao i u decentalizovanim strukturama, što dovodi u sumnju zaključak da hijerarhija ne pogoduje učenju i govori u prilog onih autora koji tvrde da učeća organizacija nije zaseban model organizacione strukture već osobina modela.[3])
MATCH@E:(Some research, however, show that effective and long-term learning is as possible in hierarchal bureaucratic societies as in decentralized structures, which challenges the above conclusion that hierarchy is not a suitable milieu for learning and gives support to those authors that claim that the learning organization is not a specific model of organozational structure, but a model characteristicŠ3Ë.===>Međutim, neka istraživanja su pokaza la da je efektivno i dugoročno učenje podjednako moguće u hijerarhijskim birokratskim strukturama kao i u decentalizovanim strukturama, što dovodi u sumnju zaključak da hijerarhija ne pogoduje učenju i govori u prilog onih autora koji tvrde da učeća organizacija nije zaseban model organizacione strukture već osobina modela.)
MATCH@M:(The differences among the authors are logical and result from a rigidity of a bureaucratic structure that gives major resistance to change; however, this does not mean that changes are not possible in bureaucratic structures, that is, that bureaucratic organizations do not learn.===>Razlike u stavovima autora su logične i posledica su rigidnosti birokratske strukture, koja pruža najveći otpor promenama, ali to nikako ne znači da u birokratskim strukturama promene nisu moguće, odnosno da birokratske organizacije ne uče.)
MATCH@E:(The differences among the authors are logical and result from a rigidity of a bureaucratic structure that gives major resistance to change; however, this does not mean that changes are not possible in bureaucratic structures, that is, that bureaucratic organizations do not learn.===>Š3Ë Razlike u stavovima autora su logične i posledica su rigidnosti birokratske strukture, koja pruža najveći otpor promenama, ali to nikako ne znači da u birokratskim strukturama promene nisu moguće, odnosno da birokratske organizacije ne uče.)
MATCH@M:(On the contrary, it only needs to provide the conditions for learning and adapt the learning process.===>Naprotiv, samo je potrebno stvoriti uslove za učenje i prilagoditi proces učenja.)
MATCH@E:(On the contrary, it only needs to provide the conditions for learning and adapt the learning process.===>Naprotiv, samo je potrebno stvoriti uslove za učenje i prilagoditi proces učenja.)
MATCH@M:(The key issue is how to teach bureaucracy and at the same time retain a necessary level of hierarchy which is synonymous to order, discipline and efficiency.===>Ključno pitanje je kako podučavati birokratiju a da, pri tom, zadržimo potreban stepen hijerarhije koja je sinonim za red, disciplinu i efikasnost.)
MATCH@E:(The key issue is how to teach bureaucracy and at the same time retain a necessary level of hierarchy which is synonymous to order, discipline and efficiency.===>Ključno pitanje je kako podučavati birokratiju a da, pri tom, zadržimo potreban stepen hijerarhije koja je sinonim za red, disciplinu i efikasnost.)
MATCH@M:(Bureaucratic structures are formalized and structured according to the rules, therefore strict rules form a kind of internal equilibrium.===>Birokratske strukture su formalizovane i uređene prema pravilima tako da čvrsta pravila stvaraju neku vrstu unutrašnjeg ekvilibrijuma.)
MATCH@E:(Bureaucratic structures are formalized and structured according to the rules, therefore strict rules form a kind of internal equilibrium.===>Birokratske strukture su formalizovane i uređene prema pravilima tako da čvrsta pravila stvaraju neku vrstu unutrašnjeg ekvilibrijuma.)
MATCH@M:(Nonaka maintains that bureaucracy learns best if this equilibrium is upset.===>Nonaka tvrdi da birokratija najbolje uči ako se taj ekvilibrijum poremeti.)
MATCH@E:(Nonaka maintains that bureaucracy learns best if this equilibrium is upset.===>Nonaka tvrdi da birokratija najbolje uči ako se taj ekvilibrijum poremeti.)
MATCH@M:(If we adopt the view that the learning organizations are flat (non-hierarchal), without rules or procedures, with despecialised executives, as some authors maintain, we will inevitably come to the conclusion that 90% among hierarchal and regulated organizations do not learn, that is, that they are non-learning organizations, which would be absolutely incorrect.===>Ako bismo prihvatili stav da su organizacije koje uče ravne (nehijerarhijske), bez pravila i procedura, sa despecijalizovanim izvršiocima, kao što neki autori pišu, onda bismo morali da zaključimo da 90% organizacija, koje su hijerarhizovane i uređene, ne uči, odnosno da su neučeće organizacije, što bi bilo potpuno netačno.)
MATCH@E:(If we adopt the view that the learning organizations are flat (non-hierarchal), without rules or procedures, with despecialised executives, as some authors maintain, we will inevitably come to the conclusion that 90% among hierarchal and regulated organizations do not learn, that is, that they are non-learning organizations, which would be absolutely incorrect.===>Ako bismo prihvatili stav da su organizacije koje uče ravne (nehijerarhijske), bez pravila i procedura, sa despecijalizovanim izvršiocima, kao što neki autori pišu, onda bismo morali da zaključimo da 90% organizacija, koje su hijerarhizovane i uređene, ne uči, odnosno da su neučeće organizacije, što bi bilo potpuno netačno.)
MATCH@M:(The structure of an organization is important in its learning, however, there are other conditions besides the structure that are to be met, and they also affect the employees' behaviour: motivation, carrer management, the learning climate and culture, leadership, etc.===>Za učenje u organizacijama njihova struktura jeste važna, ali je pored strukture potrebno ispuniti i druge uslove koji utiču na ponašanje zaposlenih: motivacija, upravljanje karijerom, klima i kultura učenja, liderstvo i dr.)
MATCH@E:(The structure of an organization is important in its learning, however, there are other conditions besides the structure that are to be met, and they also affect the employees behaviour: motivation, carrer management, the learning climate and culture, leadership, etc.===>Za učenje u organizacijama njihova struktura jeste važna, ali je pored strukture potrebno ispuniti i druge uslove koji utiču na ponašanje zaposlenih: motivacija, upravljanje karijerom, klima i kultura učenja, liderstvo i dr. Plan autora je da prvo objasni organizaciono učenje i proces učenja, zatim da definiše pojam organizacija koja uči i da na kraju pokuša da razreši iznetu dilemu. 1.)
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BAD_LINE_M:The structure of an organization is important in its learning, however, there are other conditions besides the structure that are to be met, and they also affect the employees' behaviour: motivation, carrer management, the learning climate and culture, leadership, etc.
BAD_LINE_M:Za učenje u organizacijama njihova struktura jeste važna, ali je pored strukture potrebno ispuniti i druge uslove koji utiču na ponašanje zaposlenih: motivacija, upravljanje karijerom, klima i kultura učenja, liderstvo i dr.
BAD_LINE_E:The structure of an organization is important in its learning, however, there are other conditions besides the structure that are to be met, and they also affect the employees behaviour: motivation, carrer management, the learning climate and culture, leadership, etc.
BAD_LINE_E:Za učenje u organizacijama njihova struktura jeste važna, ali je pored strukture potrebno ispuniti i druge uslove koji utiču na ponašanje zaposlenih: motivacija, upravljanje karijerom, klima i kultura učenja, liderstvo i dr. Plan autora je da prvo objasni organizaciono učenje i proces učenja, zatim da definiše pojam organizacija koja uči i da na kraju pokuša da razreši iznetu dilemu. 1.
MATCH@M:(This author plans to, first, explain organizational learning and the learning process, then to define the concept of the learning organization, and, finally, to try to solve the above dilemma.===>Plan autora je da prvo objasni organizaciono učenje i proces učenja, zatim da definiše pojam organizacija koja uči i da na kraju pokuša da razreši iznetu dilemu.)
MATCH@E:(This author plans to, first, explain organizational learning and the learning process, then to define the concept of the learning organization, and, finally, to try to solve the above dilemma. ~~~ 1.===>Organizaciono učenje Organizaciono učenje je mlad koncept u menadžmentu, koji se pojavio krajem 70-ih i početkom 80-ih godina XX-tog veka, sa ciljem da se objasne pojave do kojih je došlo pod uticajem novih trendova u organizacijama.)
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BAD_LINE_M:This author plans to, first, explain organizational learning and the learning process, then to define the concept of the learning organization, and, finally, to try to solve the above dilemma.
BAD_LINE_M:Plan autora je da prvo objasni organizaciono učenje i proces učenja, zatim da definiše pojam organizacija koja uči i da na kraju pokuša da razreši iznetu dilemu.
BAD_LINE_E:This author plans to, first, explain organizational learning and the learning process, then to define the concept of the learning organization, and, finally, to try to solve the above dilemma. ~~~ 1.
BAD_LINE_E:Organizaciono učenje Organizaciono učenje je mlad koncept u menadžmentu, koji se pojavio krajem 70-ih i početkom 80-ih godina XX-tog veka, sa ciljem da se objasne pojave do kojih je došlo pod uticajem novih trendova u organizacijama.
MATCH@M:(Organizational learning is a new concept in management; it emerged in the late 1970s and in the early 1980s, aiming to provide explanations to the phenomena that resulted from new trends in organizations.===>Organizaciono učenje je mlad koncept u menadžmentu, koji se pojavio krajem 70-ih i početkom 80-ih godina XX-tog veka, sa ciljem da se objasne pojave do kojih je došlo pod uticajem novih trendova u organizacijama.)
MATCH@E:(Organizational learning Organizational learning is a new concept in management; it emerged in the late 1970s and in the early 1980s, aiming to provide explanations to the phenomena that resulted from new trends in organizations.===>Tradicionalna praksa vodećih kompanija, da se ulaže u razvoj kompetentnosti pojedinaca i favorizovanje istraživačko-razvojne funkcije, doživela je veliki neuspeh sa pojavom japanskih kompanija, koje su svoj uspeh zasnivale na integralnom procesu učenja i razvoja svih zaposlenih.)
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BAD_LINE_M:Organizational learning is a new concept in management; it emerged in the late 1970s and in the early 1980s, aiming to provide explanations to the phenomena that resulted from new trends in organizations.
BAD_LINE_M:Organizaciono učenje je mlad koncept u menadžmentu, koji se pojavio krajem 70-ih i početkom 80-ih godina XX-tog veka, sa ciljem da se objasne pojave do kojih je došlo pod uticajem novih trendova u organizacijama.
BAD_LINE_E:Organizational learning Organizational learning is a new concept in management; it emerged in the late 1970s and in the early 1980s, aiming to provide explanations to the phenomena that resulted from new trends in organizations.
BAD_LINE_E:Tradicionalna praksa vodećih kompanija, da se ulaže u razvoj kompetentnosti pojedinaca i favorizovanje istraživačko-razvojne funkcije, doživela je veliki neuspeh sa pojavom japanskih kompanija, koje su svoj uspeh zasnivale na integralnom procesu učenja i razvoja svih zaposlenih.
MATCH@M:(The traditional practice of leading companies, to invest into the competences of an individual and favour the function of research and development was destined to fail with the emergence of Japanese companies that based their achievement on an integral process of learning and development of all their employees.===>Tradicionalna praksa vodećih kompanija, da se ulaže u razvoj kompetentnosti pojedinaca i favorizovanje istraživačko-razvojne funkcije, doživela je veliki neuspeh sa pojavom japanskih kompanija, koje su svoj uspeh zasnivale na integralnom procesu učenja i razvoja svih zaposlenih.)
MATCH@E:(The traditional practice of leading companies, to invest into the competences of an individual and favour the function of research and development was destined to fail with the emergence of Japanese companies that based their achievement on an integral process of learning and development of all their employees.===>Pokazalo se da su dugi periodi stabilnosti bili više posledica nedostatka prave konkurencije, nego kreativnog rada menadžera i eksperata iz istraživačko-razvojne funkcije.)
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BAD_LINE_M:The traditional practice of leading companies, to invest into the competences of an individual and favour the function of research and development was destined to fail with the emergence of Japanese companies that based their achievement on an integral process of learning and development of all their employees.
BAD_LINE_M:Tradicionalna praksa vodećih kompanija, da se ulaže u razvoj kompetentnosti pojedinaca i favorizovanje istraživačko-razvojne funkcije, doživela je veliki neuspeh sa pojavom japanskih kompanija, koje su svoj uspeh zasnivale na integralnom procesu učenja i razvoja svih zaposlenih.
BAD_LINE_E:The traditional practice of leading companies, to invest into the competences of an individual and favour the function of research and development was destined to fail with the emergence of Japanese companies that based their achievement on an integral process of learning and development of all their employees.
BAD_LINE_E:Pokazalo se da su dugi periodi stabilnosti bili više posledica nedostatka prave konkurencije, nego kreativnog rada menadžera i eksperata iz istraživačko-razvojne funkcije.
MATCH@M:(Long periods of stability have shown to last due to the lack of competition rather than to creative efforts of managers and experts on research and development.===>Pokazalo se da su dugi periodi stabilnosti bili više posledica nedostatka prave konkurencije, nego kreativnog rada menadžera i eksperata iz istraživačko-razvojne funkcije.)
MATCH@E:(Long periods of stability have shown to last due to the lack of competition rather than to creative efforts of managers and experts on research and development.===>Zato su, u talasu transformacije i restrukturiranja ovih kompanija, tokom 1980-ih i 1990-ih godina, menadžeri za razvoj i stručnjaci iz IR sektora masovno otpuštani.)
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BAD_LINE_M:Long periods of stability have shown to last due to the lack of competition rather than to creative efforts of managers and experts on research and development.
BAD_LINE_M:Pokazalo se da su dugi periodi stabilnosti bili više posledica nedostatka prave konkurencije, nego kreativnog rada menadžera i eksperata iz istraživačko-razvojne funkcije.
BAD_LINE_E:Long periods of stability have shown to last due to the lack of competition rather than to creative efforts of managers and experts on research and development.
BAD_LINE_E:Zato su, u talasu transformacije i restrukturiranja ovih kompanija, tokom 1980-ih i 1990-ih godina, menadžeri za razvoj i stručnjaci iz IR sektora masovno otpuštani.
MATCH@M:(It was for these reasons that in the 1980s and 1990s, in the course of transformation and restructuring of these companies, the development managers and the experts in IT sector were increasingly made redundant.151 The concept of Organizational Learning and the concept od the Learning Organization based on it links learning to the organizational (enterprise) performance.===>Zato su, u talasu transformacije i restrukturiranja ovih kompanija, tokom 1980-ih i 1990-ih godina, menadžeri za razvoj i stručnjaci iz IR sektora masovno otpuštani.[5] Koncept organizacionog učenja (Organizational Learning) i na njemu zasnovan koncept učeće organizacije (The Learning Organization) ili, u duhu našeg jezika, organizacije koja uči dovodi u vezu učenje sa performansama organizacije (preduzeća).)
MATCH@E:(It was for these reasons that in the 1980s and 1990s, in the course of transformation and restructuring of these companies, the development managers and the experts in IT sector were increasingly made redundant.Š5Ë The concept of Organizational Learning and the concept od the Learning Organization based on it links learning to the organizational (enterprise) performance.===>Š5Ë Koncept organizacionog učenja (Organizational Learning) i na njemu zasnovan koncept učeće organizacije (The Learning Organization) ili, u duhu našeg jezika, organizacije koja uči dovodi u vezu učenje sa performansama organizacije (preduzeća).)
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BAD_LINE_M:It was for these reasons that in the 1980s and 1990s, in the course of transformation and restructuring of these companies, the development managers and the experts in IT sector were increasingly made redundant.151 The concept of Organizational Learning and the concept od the Learning Organization based on it links learning to the organizational (enterprise) performance.
BAD_LINE_M:Zato su, u talasu transformacije i restrukturiranja ovih kompanija, tokom 1980-ih i 1990-ih godina, menadžeri za razvoj i stručnjaci iz IR sektora masovno otpuštani.[5] Koncept organizacionog učenja (Organizational Learning) i na njemu zasnovan koncept učeće organizacije (The Learning Organization) ili, u duhu našeg jezika, organizacije koja uči dovodi u vezu učenje sa performansama organizacije (preduzeća).
BAD_LINE_E:It was for these reasons that in the 1980s and 1990s, in the course of transformation and restructuring of these companies, the development managers and the experts in IT sector were increasingly made redundant.Š5Ë The concept of Organizational Learning and the concept od the Learning Organization based on it links learning to the organizational (enterprise) performance.
BAD_LINE_E:Š5Ë Koncept organizacionog učenja (Organizational Learning) i na njemu zasnovan koncept učeće organizacije (The Learning Organization) ili, u duhu našeg jezika, organizacije koja uči dovodi u vezu učenje sa performansama organizacije (preduzeća).
MATCH@M:(According to this concept learning is a process of critical importance for the organizational survival and success.===>Prema ovom konceptu, učenje je proces od kritične važnosti za opstanak i uspeh organizacija.)
MATCH@E:(According to this concept learning is a process of critical importance for the organizational survival and success.===>Prema ovom konceptu, učenje je proces od kritične važnosti za opstanak i uspeh organizacija.)
MATCH@M:(Basic to this concept is the pledge for radical changes in the behaviour of managers and employees in organizations, the changes that will result in the change of the organizations themselves, in that they should be transformed from low level performance organizations into the high level performance ones.===>U osnovi koncepta je zalaganje za radikalne promene u ponašanju menadžera i zaposlenih u organizacijama, koje treba da dovedu do promene samih organizacija, u smislu da se one od organizacija sa niskim performansama transformišu u organizacije sa visokim performansama.)
MATCH@E:(Basic to this concept is the pledge for radical changes in the behaviour of managers and employees in organizations, the changes that will result in the change of the organizations themselves, in that they should be transformed from low level performance organizations into the high level performance ones.===>U osnovi koncepta je zalaganje za radikalne promene u ponašanju menadžera i zaposlenih u organizacijama, koje treba da dovedu do promene samih organizacija, u smislu da se one od organizacija sa niskim performansama transformišu u organizacije sa visokim performansama.)
MATCH@M:(Essentially, the organizational learning concept supports and generates ample changes in the company.===>Suštinski, koncept organizacionog učenja podržava i generiše velike promene u preduzeću.)
MATCH@E:(Essentially, the organizational learning concept supports and generates ample changes in the company.===>Suštinski, koncept organizacionog učenja podržava i generiše velike promene u preduzeću.)
MATCH@M:(Therefore organizational learning is often classed in management literature among the concepts of organizational changes (of restructuring and revitalisation of the company).===>Zbog toga se, u menadžment literaturi, organizaciono učenje često svrstava u koncepte organizacionih promena (restrukturiranja i revitalizacije preduzeća).)
MATCH@E:(Therefore organizational learning is often classed in management literature among the concepts of organizational changes (of restructuring and revitalisation of the company).===>Zbog toga se, u menadžment literaturi, organizaciono učenje često svrstava u koncepte organizacionih promena (restrukturiranja i revitalizacije preduzeća).)
MATCH@M:(In the literature on organizational behaviour the organizational learning is related to new trends in the organization as well as to the need to explain new complex phenomena, such as leadership, organizational culture, teams and teamwork, making the employees independent etc., that are to support organizational learning.===>U literaturi iz organizacionog ponašanja organizaciono učenje se povezuje sa novim trendovima u organizaciji i potrebom da se objasne novi kompleksni fenomeni, kao što su vodstvo, organizacioina kultura, timovi i timski rad, osamostaljivanje zaposlenih i slično, koji treba da podrže organizaciono učenje.)
MATCH@E:(In the literature on organizational behaviour the organizational learning is related to new trends in the organization as well as to the need to explain new complex phenomena, such as leadership, organizational culture, teams and teamwork, making the employees independent etc., that are to support organizational learning.===>U literaturi iz organizacionog ponašanja organizaciono učenje se povezuje sa novim trendovima u organizaciji i potrebom da se objasne novi kompleksni fenomeni, kao što su vođstvo, organizacioina kultura, timovi i timski rad, osamostaljivanje zaposlenih i sl., koji treba da podrže organizaciono učenje.)
MATCH@M:(Here organizational learning is perceived as a generator of the changes of cognitive and behavioral nature, as a motive force creating enthusiasm and innovation and change-bound organizational competence.===>Ovde se organizaciono učenje vidi kao generator promena kognitivine i bihejviorističke prirode, kao pokretačka sila koja proizvodi entuzijazam i organizacionu sposobnost za inoviranje i promene.)
MATCH@E:(Here organizational learning is perceived as a generator of the changes of cognitive and behavioral nature, as a motive force creating enthusiasm and innovation and change-bound organizational competence.===>Ovde se organizaciono učenje vidi kao generator promena kognitivine i bihejviorističke prirode, kao pokretačka sila koja proizvodi entuzijazam i organizacionu sposobnost za inoviranje i promene.)
MATCH@M:(The organizational behaviour theory knows a relation between the individualized and the organized learning concepts.===>U teoriji organizacionog ponašanja postoji veza između koncepata individualnog i organizacionog učenja.)
MATCH@E:(The organizational behaviour theory knows a relation between the individualized and the organized le arning concepts.===>U teoriji organizacionog ponašanja postoji veza između koncepata individualnog i organizacionog učenja.)
MATCH@M:(Analogous to the individualized learning concept, which explains that learning is a process in which an individual's behaviour continually changes, the changes resulting from the experience and new knowledge acquisition, we can claim that organizational learning is a continual process of change that means promotion, innovation and improvements in production, services, customer service and other sectors, these changes being a result of experiences and new knowledge acuired by an organization.161 The knowledge remains within the organization regardless of the changes and the fluctuation of the employees.===>Analogno konceptu individualnog učenja, koji tumači da je učenje proces u kojem dolazi do stalnih promena ponašanja pojedinaca, koje nastaju kao rezultat iskustva i sticanja novih znanja, može se tvrditi da je organizaciono učenje stalni proces promena koje znače unapređenja, inoviranja i poboljšanja u proizvodnji, uslugama, potrošačkom servisu, i drugim sektorima, koje nastaju kao rezultat iskustva i novih znanja do kojih je došla jedna organizacija. [6] Ono uvek ostaje u organizaciji bez obzira na promene i fluktuaciju zaposlenih.)
MATCH@E:(Analogous to the individualized learning concept, which explains that learning is a process in which an individuals behaviour continually changes, the changes resulting from the experience and new knowledge acquisition, we can claim that organizational learning is a continual process of change that means promotion, innovation and improvements in production, services, customer service and other sectors, these changes being a result of experiences and new knowledge acuired by an organization.Š6Ë The knowledge remains within the organization regardless of the changes and the fluctuation of the employees.===>Analogno konceptu individualnog učenja, koji tumači da je učenje proces u kojem dolazi do stalnih promena ponašanja pojedinaca, koje nastaju kao rezultat iskustva i sticanja novih znanja, može se tvrditi da je organizaciono učenje stalni proces promena koje znače unapređenja, inoviranja i poboljšanja u proizvodnji, uslugama, potrošačkom servisu, i drugim sektorima, koje nastaju kao rezultat iskustva i novih znanja do kojih je došla jedna organizacija. ~~~ Š6Ë Ono uvek ostaje u organizaciji bez obzira na promene i fluktuaciju zaposlenih.)
MATCH@M:(All the processes in organizations are assumed to be the learning systems.171 Hence, organizational learning can be defined as a continual process of creating and improving the organization's (enterprise's) capability of changing.===>Smatra se da su svi procesi u organizacijama sistemi koji uče. [7] U tom smislu, organizaciono učenje se može definisati kao kontinuirani proces stvaranja i usavršavanja sposobnosti organizacija (preduzeca) za promene.)
MATCH@E:(All the processes in organizations are assumed to be the learning systems.Š7Ë Hence, organizational learning can be defined as a continual process of creating and improving the organizations (enterprises) capability of changing.===>Smatra se da su svi procesi u organizacijama sistemi koji uče. ~~~ Š7Ë U tom smislu, organizaciono učenje se može definisati kao kontinuirani proces stvaranja i usavršavanja sposobnosti organizacija (preduzeća) za promene.)
MATCH@M:(The organizational learning concept promoted continual learning that includes both learning from one's own experience and from the experience of the others.===>Koncept organizacionog učenja je promovisao kontinuirano učenje, koje uključuje učenje na sopstvenom iskustvu i iskustvima drugih.)
MATCH@E:(The organizational learning concept promoted continual learning that includes both learning from ones own experience and from the experience of the others.===>Koncept organizacionog učenja je promovisao kontinuirano učenje, koje uključuje učenje na sopstvenom iskustvu i iskustvima drugih.)
MATCH@M:(The idea is that the people in organizations be inspired to continuously learn, explore, experiment, research and change opinions, attitudes and approaches to the phenomena and problems in the organization.===>Suština je u tome da se ljudi u organizaciji inspirišu da stalno uče, ispituju, eksperimentišu, istražuju i menjaju mišljenje, stavove i pristupe pojavama i problemima u organizaciji.)
MATCH@E:(The idea is that the people in organizations be inspired to continuously learn, explore, experiment, research and change opinions, attitudes and approaches to the phenomena and problems in the organization.===>Suština je u tome da se ljudi u organizaciji inspirišu da stalno uče, ispituju, eksperimentišu, istražuju i menjaju mišljenje, stavove i pristupe pojavama i problemima u organizaciji.)
MATCH@M:(Thus they develop their abilities to anticipate the customers' needs and the competition's intentions, as well as to listen to the consumers and meet their expectations.===>Na taj način, ljudi u organizacijama razvijaju svoje sposobnosti da anticipiraju potrebe potrošača i namere konkurenata, kao i da slušaju potrošače i ispunjavaju njihova očekivanja.)
MATCH@E:(Thus they develop their abilities to anticipate the customers needs and the competitions intentions, as well as to listen to the consumers and meet their expectations.===>Na taj način, ljudi u organizacijama razvijaju svoje sposobnosti da anticipiraju potrebe potrošača i namere konkurenata, kao i da slušaju potrošače i ispunjavaju njihova očekivanja.)
MATCH@M:(The organizational learning concept enriched the language of management with terms such as: systems thinking, creative dialogue, team learning, and gave birth to a new perspective for understanding the managerial role.===>Koncept organizacionog učenja obogatio je jezik menadžmenta terminima kao što su: sistemsko mišljenje, kreativan dijalog, timsko učenje, i otvorio novu perspektivu za razumevanje menadžerske uloge.)
MATCH@E:(The organizational learning concept enriched the language of management with terms such as: systems thinking, creative dialogue, team learning, and gave birth to a new perspective for understanding the managerial role.===>Koncept organizacionog učenja obogatio je jezik menadžmenta terminima kao što su: sistemsko mišljenje, kreativan dijalog, timsko učenje, i otvorio novu perspektivu za razumevanje menadžerske uloge.)
MATCH@M:(Managers are advised to abandon the "problem solving" approach (manager is the one who solves the problem) and to perceive themselves as people who constantly remodel the organization.===>Menadžerima se sugeriše da napuste pristup "problem solving" (menadžer je onaj koji rešava problem) i da vide sebe kao ljude koji stalno iznova remodeliraju organizaciju.)
MATCH@E:(Managers are advised to abandon the problem solving approach (manager is the one who solves the problem) and to perceive themselves as people who constantly remodel the organization.===>Menadžerima se sugeriše da napuste pristup »problem solving« (menadžer je onaj koji rešava problem) i da vide sebe kao ljude koji stalno iznova remodeliraju organizaciju.)
MATCH@M:(The organizational learning concept suggests a type of learning (generative learning) different from the one that is taken to be the manager routine (adaptive learning). 181===>Koncept organizacionog učenja sugeriše drugačiju vrstu učenja (generativno učenje), od onoga što predstavlja menadžersku rutinu (adaptivno učenje).[8])
MATCH@E:(The organizational learning concept suggests a type of learning (generative learning) different from the one that is taken to be the manager routine (adaptive learning).===>Koncept organizacionog učenja sugeriše drugačiju vrstu učenja (generativno učenje), od onoga što predstavlja menadžersku rutinu (adaptivno učenje).)
MATCH@M:(The learning era in management is considered to have started in 1990, with the appearance of Peter Senge's book (Sloan School of Management, MIT) symbolically titled "The Fifth Discipline", in which the author describes the five new "competence technologies", by which the "organizations of control" can grow into the learning organizations.===>Smatra se da je era učenja u menadžmentu otpočela 1990 godine, sa pojavom knjige Peter-a Senge-a (Sloan School of Management, MIT) pod simboličnim naslovom "Peta disciplina" (The Fift Discipline), u kojoj autor opisuje pet novih "tehnologija kompetentnosti", putem kojih "organizacije kontrole", mogu postati organizacije koje uče.)
MATCH@E:(Š8Ë The learning era in management is considered to have started in 1990, with the appearance of Peter Senges book (Sloan School of Management, MIT) symbolically titled The Fifth Discipline, in which the author describes the five new competence technologies, by which the organizations of control can grow into the learning organizations.===>Š8Ë Smatra se da je era učenja u menadžmentu otpočela 1990 godine, sa pojavom knjige Peter-a Senge-a (Sloan School of Management, MIT) pod simboličnim naslovom »Peta disciplina« (The Fift Discipline), u kojoj autor opisuje pet novih »tehnologija kompetentnosti«, putem kojih »organizacije kontrole«, mogu postati organizacije koje uče.)
MATCH@M:(Systems thinking, personal skills, mental models, participation in vision shaping and team learning are the basic dimensions in shaping the organizations believing in the power of learning.191 Senge's work was a good starting point in understanding the concept and in affirming the organization as a learning system.===>Sistemsko mišljenje, lične veštine, mentalni modeli, učestvovanje u oblikovanju vizije i timsko učenje su bazične dimenzije u oblikovanju organizacija koje veruju u moć učenja.[9] Senge-ov rad je bio dobar početak za razumevanje koncepta i afirmisanje organizacije kao sistema koji uči.)
MATCH@E:(Systems thinking, personal skills, mental models, participation in vision shaping and team learning are the basic dimensions in shaping the organizations believing in the power of learning.Š9Ë Senges work was a good starting point in understanding the concept and in affirming the organization as a learning system.===>Sistemsko mišljenje, lične veštine, mentalni modeli, učestvovanje u oblikovanju vizije i timsko učenje su bazične dimenzije u oblikovanju organizacija koje veruju u moć učenja. ~~~ Š9Ë Senge-ov rad je bio dobar početak za razumevanje koncepta i afirmisanje organizacije kao sistema koji uči.)
MATCH@M:(The Sloan School of Management was the site where the Organizational Learning Center - OLC - was established - the world's best known centre that attracts researchers from numerous universities and business schools.===>U okviru Sloan School of Management osnovan je centar za organizaciono učenje (Organizational Learning Center - OLC), koji je najpoznatiji u svetu, i koji okuplja istraživače sa brojnih univerziteta i poslovnih škola.)
MATCH@E:(The Sloan School of Management was the site where the Organizational Learning Center OLC was established the worlds best known centre that attracts researchers from numerous universities and business schools.===>U okviru Sloan School of Management osnovan je centar za organizaciono učenje (Organizational Learning Center OLC), koji je najpoznatiji u svetu, i koji okuplja istraživače sa brojnih univerziteta i poslovnih škola.)
MATCH@M:(Their empiric research into organizations worldwide enabled them to describe the learning organization, to identify its key characteristics, to differentiate between organizations that learn in a proper way from those that learn in a wrong way, to suggest organizational design and the culture that will facilitate learning and, on this basis, to create a model of the organization as a learning system.===>Njihova empirijska istraživanja u organizacijama širom sveta omogućila su im da opišu organizaciju koja uči, da identifikuju njene osnovne karakteristike, da naprave razliku između organizacija koje uče na pravi način i onih koje uče na pogrešan način, da upute na dizajn organizacije i kulture pogodne za učenje i da, na osnovu toga, kreiraju obrazac organizacije kao sistema koji uči.)
MATCH@E:(Their empiric research into organizations worldwide enabled them to describe the learning organization, to identify its key characteristics, to differentiate between organizations that learn in a proper way from those that learn in a wrong way, to suggest organizational design and the culture that will facilitate learning and, on this basis, to create a model of the organization as a learning system.===>Njihova empirijska istraživanja u organizacijama širom sveta omogućila su im da opišu organizaciju koja uči, da identifikuju njene osnovne karakteristike, da naprave razliku između organizacija koje uče na pravi način i onih koje uče na pogrešan način, da upute na dizajn organizacije i kulture pogodne za uče nje i da, na osnovu toga, kreiraju obrazac organizacije kao sistema koji uči.)
MATCH@M:(Our further discussion on this topic will be based on the OLC research.===>Naša dalje izlaganja o ovoj temi će se zasnivati na istraživanjima OLC.)
MATCH@E:(Our further discussion on this topic will be based on the OLC research. ~~~ 2.===>Naša dalje izlaganja o ovoj temi će se zasnivati na istraživanjima OLC. 2.)
MATCH@M:(All organizations are considered to be learning systems, however, they differ from one another in accordance to the way they learn, that is, the method they use to adapt to the changes in the environment.===>Smatra se da su sve organizacije sistemi koji uče, ali da se međusobno razlikuju prema načinu kako uče, odnosno prema načinu kako se prilagođavaju promenama u okruženju.)
MATCH@E:(Types of organizational learning All organizations are considered to be learning systems, however, they differ from one another in accordance to the way they learn, that is, the method they use to adapt to the changes in the environment.===>Vrste organizacionog učenja Smatra se da su sve organizacije sistemi koji uče, ali da se međusobno razlikuju prema načinu kako uče, odnosno prema načinu kako se prilagođavaju promenama u okruženju.)
MATCH@M:(Some organizations learn in that they correct the existing behavioral practices, others completely abandon old practices and embrace new ones.===>Neke organizacije uče tako što koriguju postojeće prakse ponašanja, a druge u potpunosti odbacuju stare i usvajaju nove.)
MATCH@E:(Some organizations learn in that they correct the existing behavioral practices, others completely abandon old practices and embrace new ones.===>Neke organizacije uče tako što koriguju postojeće prakse ponašanja, a druge u potpunosti odbacuju stare i usvajaju nove.)
MATCH@M:(Some learn exploitatively, others learn exploratively.1101 Both start from their own past experience, from the experience and practice of similar organizations, and evaluate their competences for changing their behaviour.===>Jedne uče eksploatativno a druge eksplorativno.[10] I jedne i druge polaze od vlastitog iskustva iz prošlosti, iskustva i prakse sličnih organizacija, i procenjuju svoje sposobnosti za promene ponašanja.)
MATCH@E:(Some learn exploitatively, others learn exploratively.Š10Ë Both start from their own past experience, from the experience and practice of similar organizations, and evaluate their competences for changing their behaviour.===>Jedne uče eksploatativno a druge eksplorativno. ~~~ Š10Ë I jedne i druge polaze od vlastitog iskustva iz prošlosti, iskustva i prakse sličnih organizacija, i procenjuju svoje sposobnosti za promene ponašanja.)
MATCH@M:(In their well-known book, "Organizational Learning: A Theory of Action Perspective" (1978), the early researchers in this field, Chris Argyris, professor at Harvard Graduate School of Business, and Donald A. Schön, professor of Massachusetts Institute of Technology, explain that there are two levels of learning, a single-loop learning, based on the ability to detect and correct the errors in activities, within a set of hypotheses, which is classed as adaptive learning, and a double-loop learning, based on the ability to chech the validity of fundamental hypotheses, which is classed as generative learning.1111 The adaptive learning, or the one-loop learning is the one in which the organization adapts its behaviour to the changes in the environment, in that it undertakes slight interventions within its existing strategy, design and culture, in order to adapt.===>Rani istraživači u ovoj oblasti Chris Argyris, profesor na Harvardskoj poslovnoj školi (Harvard Graduate School of Business) i Donald A. Schon, profesor na Massachusetts Institute of Technology, u svojoj poznatoj knjizi "Organizational Learning: A Theory of Action Perspecitve" (1978) objašnjavaju da postoje dva nivoa učenja, učenje u jenom krugu (single-loop learning) koje se zasniva na sposobnosti da se detektuju i koriguju greške u aktivnostima, a u okviru postavljenog seta pretpostavki, što predstavlja adaptivno učenje, i učenje u duplom krugu (double-loop learning) koje se zasniva na sposobnosti da se proveri ispravnost bazičnih pretpostavki, što predstavlja generativno učenje.[11] Adaptivno učenje, ili učenje u jednom krugu, je vrsta učenja kada organizacija prilagođava svoje ponašanje promenama u okruženju, tako što u okvirima postojeće strategije, dizajna i kulture preduzima određene manje intervencije, da bi se prilagodila.)
MATCH@E:(In their well-known book, Organizational Learning: A Theory of Action Perspective (1978), the early researchers in this field, Chris Argyris, professor at Harvard Graduate School of Business, and Donald A. Schön, professor of Massachusetts Institute of Technology, explain that there are two levels of learning, a single-loop learning, based on the ability to detect and correct the errors in activities, within a set of hypotheses, which is classed as adaptive learning, and a double-loop learning, based on the ability to chech the validity of fundamental hypotheses, which is classed as generative learning.Š11Ë The adaptive learning, or the one-loop learning is the one in which the organization adapts its behaviour to the changes in the environment, in that it undertakes slight interventions within its existing strategy, design and culture, in order to adapt.===>Rani istraživači u ovoj oblasti Chris Argyris, profesor na Harvardskoj poslovnoj školi (Harvard Graduate School of Business) i Donald A. Schön, profesor na Massachusetts Institute of Technology, u svojoj poznatoj knjizi Organizational Learning: ~~~ A Theory of Action Perspecitve (1978) objašnjavaju da postoje dva nivoa učenja, učenje u jenom krugu (single-loop learning) koje se zasniva na sposobnosti da se detektuju i koriguju greške u aktivnostima, a u okviru postavljenog seta pretpostavki, što predstavlja adaptivno učenje, i učenje u duplom krugu (double-loop learning) koje se zasniva na sposobnosti da se proveri ispravnost bazičnih pretpostavki, što predstavlja generativno učenje. ~~~ Š11Ë Adaptivno učenje, ili učenje u jednom krugu, je vrsta učenja kada organizacija prilagođava svoje ponašanje promenama u okruženju, tako što u okvirima postojeće strategije, dizajna i kulture preduzima određene manje intervencije, da bi se prilagodila.)
MATCH@M:(The result of adaptive learning is a reactive organizational behaviour, which means that the organization adapts after the changes in the environment have already taken place.===>Rezultat adaptivnog učenja je reaktivno ponašanje organizacije, što znači da se organizacija prilagođava nakon što su se promene u okruženju već desile.)
MATCH@E:(The result of adaptive learning is a reactive organizational behaviour, which means that the organization adapts after the changes in the environment have already taken place.===>Rezultat adaptivnog učenja je reaktivno ponašanje organizacije, što znači da se organizacija prilagođava nakon što su se promene u okruženju već desile.)
MATCH@M:(Such organizations learn by using the others' good experiences to correct some dimensions in the existing structural and behavioural model, e.g., they reduce the level of formalization and delegate the authority to junior managers as well as to non-managers, so that the problems might be solved where they emerge.===>One uče tako što koriste tuđa dobra iskustva da bi korigovale neke dimenzije u postojećem modelu strukture i ponašanja, na primer smanjuju stepen formalizacije i delegiraju autoritet na niže rukovodioce kao i na nerukovodioce, da bi se problemi rešavali tamo gde i nastaju.)
MATCH@E:(Such organizations learn by using the others good experiences to correct some dimensions in the existing structural and behavioural model, e.g., they reduce the level of formalization and delegate the authority to junior managers as well as to non-managers, so that the problems might be solved where they emerge.===>One uče tako što koriste tuđa dobra iskustva da bi korigovale neke dimenzije u postojećem modelu strukture i ponašanja, na primer smanjuju stepen formalizacije i delegiraju autoritet na niže rukovodioce kao i na nerukovodioce, da bi se problemi rešavali tamo gde i nastaju.)
MATCH@M:(The generative learning, or the double-loop learning, is actually a two-fold learning: rejecting the old and learning the new.===>Generativno učenje, ili učenje u dva kruga, u suštini predstavlja dvostruko učenje: odučavanje od starog i učenje novog.)
MATCH@E:(The generative learning, or the double-loop learning, is actually a two-fold learning: rejecting the old and learning the new.===>Generativno učenje, ili učenje u dva kruga, u suštini predstavlja dvostruko učenje: odučavanje od starog i učenje novog.)
MATCH@M:(Senge defined this process as "learning to learn".===>Senge je ovaj proces definisao kao "učenje kako se uči".)
MATCH@E:(Senge defined this process as learning to learn.===>Senge je ovaj proces definisao kao »učenje kako se uči«.)
MATCH@M:(This is a delicate process that consists of rejecting the already learned and adopting the new, which means the change in the peoples' minds, the change in their attitudes, premises and value systems.===>To je delikatan proces koji se sastoji u odbacivanju već naučenog i usvajanju novog, koji podrazumeva promene u glavama ljudi, njihovih stavova, pretpostavki i sistema vrednosti.)
MATCH@E:(This is a delicate process that consists of rejecting the already learned and adopting the new, which means the change in the peoples minds, the change in their attitudes, premises and value systems.===>To je delikatan proces koji se sastoji u odbacivanju već naučenog i usvajanju novog, koji podrazumeva promene u glavama ljudi, njihovih stavova, pretpostavki i sistema vrednosti.)
MATCH@M:(The generative learning is a cognitive effort related to the processes of invention, imagination and creation.===>Generativno učenje je kognitivni napor vezan za proces invencije, imaginacije i kreacije.)
MATCH@E:(The generative learning is a cognitive effort related to the processes of invention, imagi nation and creation.===>Generativno učenje je kognitivni napor vezan za proces invencije, imaginacije i kreacije.)
MATCH@M:(In organizations, the generative learning results into deep, ample and radical changes.===>U organizacijama generativno učenje ima za rezultat dubinske, velike i radikalne promene.)
MATCH@E:(In organizations, the generative learning results into deep, ample and radical changes.===>U organizacijama generativno učenje ima za rezultat dubinske, velike i radikalne promene.)
MATCH@M:(It generates the change in the basic characteristics of the organizational model itself.===>Ono generiše promenu bazičnih karakteristika samog modela organizacije.)
MATCH@E:(It generates the change in the basic characteristics of the organizational model itself.===>Ono generiše promenu bazičnih karakteristika samog modela organizacije.)
MATCH@M:(The contribution to the development of the organizational learning concepts also came from the Japanese author Ikujiro Nonaka who, jointly with Tekeuchi, developed (1995) a model of organizational learning which explains the process of conversion of one form of knowledge into another: implicit and explicit knowledge.===>Razvoju koncepta organizacionog učenja doprineo je i japanski autor Ikujiro Nonaka, koji je sa koautorom Tekeuchi-om (1995) razvio model organizacionog učenja koji objašnjava proces konverzije jednog oblika znanja u drugi: implicitno i eksplicitno znanje.)
MATCH@E:(The contribution to the development of the organizational learning concepts also came from the Japanese author Ikujiro Nonaka who, jointly with Tekeuchi, developed (1995) a model of organizational learning which explains the process of conversion of one form of knowledge into another: implicit and explicit knowledge.===>Razvoju koncepta organizacionog učenja doprineo je i japanski autor Ikujiro Nonaka, koji je sa koautorom Tekeuchi-om (1995) razvio model organizacionog učenja koji objašnjava proces konverzije jednog oblika znanja u drugi: implicitno i eksplicitno znanje.)
MATCH@M:(The subjective or implicit knowledge can be transformed into the explicit knowledge through the exter-nalization process.===>Subjektivno ili implicitno znanje se može transformisati u eksplicitno znanje putem procesa eksternalizacije.)
MATCH@E:(The subjective or implicit knowledge can be transformed into the explicit knowledge through the externalization process.===>Subjektivno ili implicitno znanje se može transformisati u eksplicitno znanje putem procesa eksternalizacije.)
MATCH@M:(In this way the subjective, personal, or implicit knowledge is converted into a certain form of procedures, rules, instructions, i.e., into the explicit knowledge of an organization, and then the explicit knowledge can in turn be converted into the implicit knowledge, via an internalization process.===>Na taj način se subjektivno, lično odnosno implicitno znanje transformiše u određenu formu procedura, pravila, uputstava, odnosno u eksplicitno znanje organizacije, a zatim se eksplicitno znanje može konvertovati u implicitno znanje putem procesa internalizacije.)
MATCH@E:(In this way the subjective, personal, or implicit knowledge is converted into a certain form of procedures, rules, instructions, i.e., into the explicit knowledge of an organization, and then the explicit knowledge can in turn be converted into the implicit knowledge, via an internalization process.===>Na taj način se subjektivno, lično odnosno implicitno znanje transformiše u određenu formu procedura, pravila, uputstava, odnosno u eksplicitno znanje organizacije, a zatim se eksplicitno znanje može konvertovati u implicitno znanje putem procesa internalizacije.)
MATCH@M:(The internalization forms that appear most frequently are learning through practice, employee education and trainings.===>Najčešći oblici internalizacije su učenje kroz praksu, obuke i treninzi zaposlenih.)
MATCH@E:(The internalization forms that appear most frequently are learning through practice, employee education and trainings.===>Najčešći oblici internalizacije su učenje kroz praksu, obuke i treninzi zaposlenih.)
MATCH@M:(Nonaka and Tekeuchi explained two other processes of knowledge conversion: the socialization process which deals with the transfer of implicit knowledge from one member of the organization to another; and the combination process, which includes combining and systematizing of explicit knowledge, to be disseminated throughout the organization.===>Nonaka i Tekeuchi su objasnili još dva procesa konverzije znanja: proces socijalizacije koja se odnosi na prenošenje implicitnog znanja sa jednog na drugog člana organizacije, i proces kombinacije koji podrazumeva kombinovanje i sistematizovanje eksplicitnog znanja, u cilju širenja kroz organizaciju.)
MATCH@E:(Nonaka and Tekeuchi explained two other processes of knowledge conversion: the socialization process which deals with the transfer of implicit knowledge from one member of the organization to another; and the combination process, which includes combining and systematizing of explicit knowledge, to be disseminated throughout the organization.===>Nonaka i Tekeuchi su objasnili još dva procesa konverzije znanja: proces socijalizacije koja se odnosi na prenošenje implicitnog znanja sa jednog na drugog člana organizacije, i proces kombinacije koji podrazumeva kombinovanje i sistematizovanje eksplicitnog znanja, u cilju širenja kroz organizaciju.)
MATCH@M:(According to this model, the knowledge creation and organizational learning are conducted via an endless spiral of socialization, exter-nalization, combination and internalization.===>Prema ovom modelu, kreiranje znanja i organizaciono učenje se sprovodi kroz beskonačnu spiralu socijalizacije, eksternalizacije, kombinacije i internalizacije.)
MATCH@E:(According to this model, the knowledge creation and organizational learning are conducted via an endless spiral of socialization, externalization, combination and internalization.===>Prema ovom modelu, kreiranje znanja i organizaciono učenje se sprovodi kroz beskonačnu spiralu socijalizacije, eksternalizacije, kombinacije i internalizacije.)
MATCH@M:(The generative learning outputs are innovation and change, which means that generative learning equals creativity.===>Ishod generativnog učenja je inovacija i promena, što znači da je generativno učenje isto što i stvaralaštvo.)
MATCH@E:(Š12Ë The generative learning outputs are innovation and change, which means that generative learning equals creativity.===>Š12Ë Ishod generativnog učenja je inovacija i promena, što znači da je generativno učenje isto što i stvaralaštvo.)
MATCH@M:(The creative skill is reflected in discovering and valuating the factors that generate organizational life, and the processes that the organization values most.===>Veština stvaralaštva se ogleda u otkrivanju i vrednovanju onih faktora koji generišu život organizacije, i onih procesa koji su za organizaciju najvredniji.)
MATCH@E:(The creative skill is reflected in discovering and valuating the factors that generate organizational life, and the processes that the organization values most.===>Veština stvaralaštva se ogleda u otkrivanju i vrednovanju onih faktora koji generišu život organizacije, i onih procesa koji su za organizaciju najvredniji.)
MATCH@M:(The contents of generative learning, according to Senge, is made up of generative talks that move the boundaries of valuating the existing (what an organization is) to anticipating what an organization may become.===>Sadržaj generativnog učenja, prema Senge-u, čine generativni razgovori, koji pomeraju granice vrednovanja postojećeg (šta organizacija jeste) na predviđanje onoga šta bi organizacija mogla da bude.)
MATCH@E:(The contents of generative learning, according to Senge, is made up of generative talks that move the boundaries of valuating the existing (what an organization is) to anticipating what an organization may become.===>Sadržaj generativnog učenja, prema Senge-u, čine generativni razgovori, koji pomeraju granice vrednovanja postojećeg (šta organizacija jeste) na predviđanje onoga šta bi organizacija mogla da bude.)
MATCH@M:(Creativity requires both emotional and cognitive energies to create a positive image of the desired future.===>Stvaralaštvo zahteva emotivnu i kognitivnu energiju da bi se stvorila pozitivna predstava o željenoj budućnosti.)
MATCH@E:(Creativity requires both emotional and cognitive energies to create a positive image of the desired future.===>Stvaralaštvo zahteva emotivnu i kognitivnu energiju da bi se stvorila pozitivna predstava o željenoj budućnosti.)
MATCH@M:(It is essential that the organization is observed as a whole, not in terms of isolated parts.===>Suština je u tome da se posmatra celina organizacije a ne samo izolovani delovi.)
MATCH@E:(It is essential that the organization is observed as a whole, not in terms of isolated parts.===>Suština je u tome da se posmatra celina organizacije a ne samo izolovani delovi.)
MATCH@M:(When people in an organization are taught to understand the organization as a whole entity or as a system built up of interdependent and interrelated parts, they will be able to learn from the cause-consequence relations which make up their organization's method of functioning.===>Kada su ljudi u organizaciji osposobljeni da razumeju organizaciju kao celinu ili sistem sastavljen od međusobno zavisnih i povezanih delova, onda će oni moći da uče iz uzročno-posledičnih odnosa, koji čine način funkcionisanja njihove organizacije.)
MATCH@E:(When people in an organization are taught to understand the organization as a whole entity or as a system built up of interdependent and interrelated parts, they will be able to learn from the cause-consequence relations which make up their organizations method of functioning.===>Kada su ljudi u organizaciji osposobljeni da razumeju organizaciju kao celinu ili sistem sastavljen od međusobno zavisnih i povezanih delova, onda će oni moći da uče iz uzročno-posledičnih odnosa, koji čine način funkcionisanja njihove organizacije.)
MATCH@M:(• Personal skills are developed by training employees.===>• Lične veštine se razvijaju usavršavanjem zaposlenih.)
MATCH@E:(Personal skills are developed by training em ployees.===>Lične veštine se razvijaju usavršavanjem zaposlenih.)
MATCH@M:(The learning organization develops a practice of permanent learning, both on the basis of the results achieved and on the basis of errors made.===>Organizacija koja uči razvija praksu permanentnog učenja, kako na bazi postignutih uspeha, tako i iz učinjenih grešaka.)
MATCH@E:(The learning organization develops a practice of permanent learning, both on the basis of the results achieved and on the basis of errors made.===>Organizacija koja uči razvija praksu permanentnog učenja, kako na bazi postignutih uspeha, tako i iz učinjenih grešaka.)
MATCH@M:(The perceptive competence of the people in an organization leads to a permanent challenging of their own attitudes, to learning and to changes in behaviour.===>Sposobnost percepcije ljudi u organizaciji vodi ka stalnom preispitivanju vlastitih stavova, učenju i promeni ponašanja.)
MATCH@E:(The perceptive competence of the people in an organization leads to a permanent challenging of their own attitudes, to learning and to changes in behaviour.===>Sposobnost percepcije ljudi u organizaciji vodi ka stalnom preispitivanju vlastitih stavova, učenju i promeni ponašanja.)
MATCH@M:(• Mental models are personal images or pictures people have about the world, the processes and the phenomena.===>• Mentalni modeli su lične predstave ili slike koje ljudi imaju o svetu, pojavama i procesima.)
MATCH@E:(Mental models are personal images or pictures people have about the world, the processes and the phenomena.===>Mentalni modeli su lične predstave ili slike koje ljudi imaju o svetu, pojavama i procesima.)
MATCH@M:(These are gathered knowledge and experiences acting from behind, subconsciously, and affect the individual's behaviour in the organization.===>To su nataložena saznanja i iskustva koja deluju iz drugog plana, to jest iz podsvesti, utiču na određeno ponašanje pojedinaca u organizaciji.)
MATCH@E:(These are gathered knowledge and experiences acting from behind, subconsciously, and affect the individuals behaviour in the organization.===>To su nataložena saznanja i iskustva koja deluju iz dru gog plana, tj. iz podsvesti, utiču na određeno ponašanje pojedinaca u organizaciji.)
MATCH@M:(People change their images of the phenomena and processes in the organization when they learn something different from what they knew, or have different experience.===>Ljudi menjaju predstave o pojavama i procesima u organizaciji onda kada o njima saznaju različito od onoga što su znali, ili imaju drukčije iskustvo.)
MATCH@E:(People change their images of the phenomena and processes in the organization when they learn something different from what they knew, or have different experience.===>Ljudi menjaju predstave o pojavama i procesima u organizaciji onda kada o njima saznaju različito od onoga što su znali, ili imaju drukčije iskustvo.)
MATCH@M:(Working together people learn from one another and modify their mental models.===>Radeći zajedno ljudi međusobno uče i modifikuju svoje mentalne modele.)
MATCH@E:(Working together people learn from one another and modify their mental models.===>Radeći zajedno ljudi međusobno uče i modifikuju svoje mentalne modele.)
MATCH@M:(• Participating in vision creation (mutual vision), means education and training employees to understand the idea and develop awareness of its benefits.===>• Učestvovanje u kreiranju vizije (zajednička vizija), podrazumeva edukaciju i osposobljavanje zaposlenih da razumeju ideju i da imaju svest o njenoj korisnosti.)
MATCH@E:(Participating in vision creation (mutual vision), means education and training employees to understand the idea and develop awareness of its benefits.===>Učestvovanje u kreiranju vizije (zajednička vizija), podrazumeva edukaciju i osposobljavanje zaposlenih da razumeju ideju i da imaju svest o njenoj korisnosti.)
MATCH@M:(To become supporters and promoters of the vision, the employees should be included into its creation.===>Da bi bili podržavaoci i promoteri vizije zaposlene treba uključiti u njeno kreiranje.)
MATCH@E:(To become supporters and promoters of the vision, the employees should be included into its creation.===>Da bi bili podržavaoci i promoteri vizije zaposlene treba uključiti u njeno kreiranje.)
MATCH@M:(• Team learning is a synergy effect of team work that improves the way of thinking, the change of mental models, abandoning of prejudices and stereotypes.===>• Timsko učenje je sinergetski efekat timskog rada, koji unapređuje način razmišljanja, promenu mentalnih modela, odbacivanje predrasuda i stereotipa.)
MATCH@E:(Team learning is a synergy effect of team work that improves the way of thinking, the change of mental models, abandoning of prejudices and stereotypes.===>Timsko učenje je sinergetski efekat timskog rada, koji unapređuje način razmišljanja, promenu mentalnih modela, odbacivanje predrasuda i stereotipa.)
MATCH@M:(Teamwork encouraged dialogue, arguing and generating unique solutions.===>Timski rad podstiče dijalog, suprotstavljanje mišljenja i generisanje originalnih rešenja.)
MATCH@E:(Teamwork encouraged dialogue, arguing and generating unique solutions.===>Timski rad podstiče dijalog, suprotstavljanje mišljenja i generisanje originalnih rešenja.)
MATCH@M:(The organizational learning concept contributed to the rise of intrapreneurship which is reflected in the willingness of people in organizations to collaborate within work groups and teams, to share knowledge and experience in their interaction, to learn and develop their competences in order that they should be included into the unstructured and non-programmed activities in organizations.===>Koncept organizacionog učenja je doprineo usponu internog preduzetništva (intrapreneurship), koje se ogleda u spremnosti ljudi u organizacijama da međusobno sarađuju u okviru radnih grupa i timova, da u interaktivnim odnosima razmenjuju znanje i iskustvo, da uče i razvijaju svoje sposobnosti, kako bi mogli da se uključe u nestrukturirane i neprogramirane aktivnosti u organizacijama.)
MATCH@E:(The organizational learning concept contributed to the rise of intrapreneurship which is reflected in the willingness of people in organizations to collaborate within work groups and teams, to share knowledge and experience in their interaction, to learn and develop their com petences in order that they should be included into the unstructured and non-programmed activities in organizations.===>Koncept organizacionog učenja je doprineo usponu internog preduzetništva (intrapreneurship), koje se ogleda u spremnosti ljudi u organizacijama da međusobno sarađuju u okviru radnih grupa i timova, da u interaktivnim odnosima razmenjuju znanje i iskustvo, da uče i razvijaju svoje sposobnosti, kako bi mogli da se uključe u nestrukturirane i neprogramirane aktivnosti u organizacijama.)
MATCH@M:(The intrapreneurs are the people in factories and in workshops; they redefine technological processes, remodel work processes, redesign workposts, improve the quality, increase work productivity etc.===>Interni preduzetnici su ljudi u fabrikama i pogonima, koji redefinišu tehnološke procese, remodeliraju procese rada, redizajniraju radna mesta, unapređuju kvalitet, povećavaju produktivnost rada, i slično)
MATCH@E:(The intrapreneurs are the people in factories and in workshops; they redefine technological processes, remodel work processes, redesign workposts, improve the quality, increase work productivity etc.===>Interni preduzetnici su ljudi u fabrikama i pogonima, koji redefinišu tehnološke procese, remodeliraju procese rada, redizajniraju radna mesta, unapređuju kvalitet, povećavaju produktivnost rada, i sl.)
MATCH@M:(Hence organizational learning and intrapreneurship are gere-rating factors in high performance organizations.[14]===>Proističe da su organizaciono učenje i interno preduzetništvo generički faktori u organizacijama visokih performansi.)
MATCH@E:(Hence organizational learning and intrapreneurship are gererating factors in high performance organizations.===>Proističe da su organizaciono učenje i interno preduzetništvo generički faktori u organizacijama visokih performansi.)
MATCH@M:(The understanding of the organizational learning process can be facilitated by a system approach, according to which the organization is a complex system consisting of interrelated parts and open to the environ-mant.===>Za razumevanje procesa učenja u organizacijama pomaže sistemski pristup, prema kojem je organizacija složen sistem sastavljen iz međusobno povezanih delova, i koji je otvoren prema okruženju.)
MATCH@E:(The organizational learning process The understanding of the organizational learning process can be facilitated by a system approach, according to which the organization is a complex system consisting of interrelated parts and open to the environmant.===>Proces organizacionog učenja Za razumevanje procesa učenja u organizacijama pomaže sistemski pristup, prema kojem je organizacija složen sistem sastavljen iz međusobno povezanih delova, i koji je otvoren prema okruženju.)
MATCH@M:(Starting from the organization as a learning system we can draw a conclusion that learning is an integrative process permeating the entire organization.===>Polazeći od organizacije kao sistema koji uči može se zaključiti da je učenje integrativni proces koji prožima celu organizaciju.)
MATCH@E:(Starting from the organization as a learning system we can draw a conclusion that learning is an integrative process permeating the entire organization.===>Polazeći od organizacije kao sistema koji uči može se zaključiti da je učenje integrativni proces koji prožima celu organizaciju.)
MATCH@M:(The learning process, as well as other organizational processes, follows its own course, which means that organizatinal learning goes gradually, or in phases.===>Proces učenja, kao i drugi procesi u organizacijama, ima svoj tok, što znači da se učenje u organizaciji odvija postupno, ili po fazama.)
MATCH@E:(The learning process, as well as other organizational processes, follows its own course, which means that organizatinal learning goes gradually, or in phases.===>Proces učenja, kao i drugi procesi u organizacijama, ima svoj tok, što znači da se učenje u organizaciji odvija postupno, ili po fazama.)
MATCH@M:(Real knowledge is more than the information itself.===>Pravo znanje je više od same informacije.)
MATCH@E:(Real knowledge is more than the information itself.===>Pravo znanje je više od same informacije.)
MATCH@M:(It incorporates the meanings contained in the information, but also the messages that are not always manifest.===>Ono uključuje značenja koja sadrže inofrmacije kao i poruke koje često nisu očevidne.)
MATCH@E:(It incorporates the meanings contained in the information, but also the messages that are not always manifest.===>Ono uključuje značenja koja sadrže inofrmacije kao i poruke koje često nisu očevidne.)
MATCH@M:(Therefore, in creating knowledge it is very important who is the one that interprets the collected information.===>Zato je za kreiranje znanja veoma važno ko interpretira prikupljene informacije.)
MATCH@E:(Therefore, in creating knowledge it is very important who is the one that interprets the collected information.===>Zato je za kreiranje znanja veoma važno ko interpretira prikupljene informacije.)
MATCH@M:(Phase two: knowledge dissemination - organizational learning is collective learning.===>Druga faza: diseminacija znanja - organizaciono učenje je kolektivno učenje.)
MATCH@E:(Phase two: knowledge dissemination organizational learning is collective learning.===>Druga faza: diseminacija znanja - organizaciono učenje je kolektivno učenje.)
MATCH@M:(Hence the organizational learning process means that knowledge is disseminated throughout organization, it is available to everyone.===>Otuda proces organizacionog učenja podrazumeva da se znanje širi kroz organizaciju, i da bude dostupno svima.)
MATCH@E:(Hence the organizational learning process means that knowledge is disseminated throughout organization, it is available to everyone.===>Otuda proces organizacionog učenja podrazumeva da se znanje širi kroz organizaciju, i da bude dostupno svima.)
MATCH@M:(There are two basic forms of knowledge dissemination in organizations: formal, when knowledge is disseminated in a prescribed way, using established methods, manners and means, and informal, when knowledge is shared in informal relations among the employees.===>Dva su osnovna oblika diseminacije znanja u organizacijama: formalni, kada se znanje širi na propisan način, primenom utvrđenih metoda, načina i sredstava, i neformalni, kada se znanje prenosi u neformalnim odnosima između zaposlenih.)
MATCH@E:(There are two basic forms of knowledge dissemination in organizations: formal, when knowledge is disseminated in a prescribed way, using established methods, manners and means, and informal, when knowledge is shared in informal relations among the employees.===>Dva su osnovna oblika diseminacije znanja u organizacijama: formal ni, kada se znanje širi na propisan način, primenom utvrđenih metoda, načina i sredstava, i neformalni, kada se znanje prenosi u neformalnim odnosima između zaposlenih.)
MATCH@M:(Phase three: knowledge memorizing - organizational memory is a critical factor in the organizational learning process.===>Treća faza: memorisanje znanja - organizaciona memorija predstavlja kritičan faktor u procesu organizacionog učenja.)
MATCH@E:(Phase three: knowledge memorizing organizational memory is a critical factor in the organizational learning process.===>Treća faza: memorisanje znanja - organizaciona memorija predstavlja kritičan faktor u procesu organizacionog učenja.)
MATCH@M:(The basic difference between individual and organizational learning is in that the individual knowledge is the property of an individual, whereas the organizational knowledge is an organizational resource.===>Osnovna razlika između individualnog i organizacionog učenja je u tome što je individualno znanje svojina pojedinca, a organizaciono znanje je resurs organizacije.)
MATCH@E:(The basic difference between individual and organizational learning is in that the individual knowledge is the property of an individual, whereas the organizational knowledge is an organizational resource.===>Osnovna razlika između individualnog i organizacionog učenja je u tome što je individualno znanje svojina pojedinca, a organizaciono znanje je resurs organizacije.)
MATCH@M:(Hence the organizational knowldge has to be stored as organizational property.===>Zato organizaciono znanje mora biti sačuvano u vlasništvu organizacije.)
MATCH@E:(Hence the organizational knowldge has to be stored as organizational property.===>Zato organizaciono znanje mora biti sačuvano u vlasništvu organizacije.)
MATCH@M:(Organizational memory consists of written documents, such as the statute and codes, strategies and plans, decisions, mo-nografies, etc; as welll as unwritten rules of behaviour, such as norms, standards, jargon, style and other elements of organizational culture.===>Organizacionu memoriju čine pisani dokumenti, kao što su statut i pravilnici, strategije i planovi, odluke, monografije, i slično; kao i nepisana pravila ponašanja, kao što su norme, standardi, žargon, stil i drugi elementi organizacione kulture.)
MATCH@E:(Organizational memory consists of written documents, such as the statute and codes, strategies and plans, decisions, monografies, etc; as welll as unwritten rules of behaviour, such as norms, standards, jargon, style and other elements of organizational culture.===>Organizacionu memoriju čine pisani dokumenti, kao što su statut i pravilnici, strategije i planovi, odluke, monografije, i sl.; kao i nepisana pravila ponašanja, kao što su norme, standardi, žargon, stil i drugi elementi organizacione kulture.)
MATCH@M:(Phase four: knowledge application - the knowledge application phase includes the activities of implementation of what is learned.===>Četvrta faza: korišćenje znanja - faza korišćenja znanja sadrži aktivnosti implementacije naučenog.)
MATCH@E:(Phase four: knowledge application the knowledge application phase includes the activities of implementation of what is learned.===>Četvrta faza: korišćenje znanja - faza korišćenja znanja sadrži aktivnosti implementacije naučenog.)
MATCH@M:(The outcome of this phase should be a change in the behaviour of an individual and the change in the behaviour of the organization, that is, a general increase of individual and organizational performance.===>Ishod ove faze treba da bude promena ponašanja pojedinaca i promena ponašanja organizacije, odnosno opšti porast individualnih i organizacionih performansi.)
MATCH@E:(The outcome of this phase should be a change in the behaviour of an individual and the change in the behaviour of the organization, that is, a general increase of individual and organizational performance.===>Ishod ove faze treba da bude promena ponašanja pojedinaca i promena ponašanja organizacije, odnosno opšti porast individualnih i organizacionih performansi.)
MATCH@M:(It is this phase that new experience is formed, to become a useful source of information in the repeated process of learning in the organization itself as well as for other organizations, those that use benchmarking in the learning process.===>U ovoj fazi formira se novo iskustvo, koje će postati koristan izvor informacija u ponovljenom procesu učenja u samoj organizaciji, kao i za druge organizacije, koje u procesu učenja koriste benčmarking.)
MATCH@E:(It is this phase that new experience is formed, to become a useful source of information in the repeated process of learning in the organization itself as well as for other organizations, those that use benchmarking in the learning process.===>U ovoj fazi formira se novo iskustvo, koje će postati koristan izvor informacija u ponovljenom procesu učenja u samoj organizaciji, kao i za druge organizacije, koje u procesu učenja koriste benčmarking.)
MATCH@M:(The role of benchmarking in the organizational learning concept is to collect useful information on those who are better and who implement superior work proceses.===>Uloga benčmarkinga u konceptu organizacionog učenja je u tome da se dođe do korisnih informacija o drugima koji su bolji i koji primenjuju superiornije procese rada.)
MATCH@E:(The role of benchmarking in the organizational learning concept is to collect useful information on those who are better and who implement superior work proceses.===>Uloga benčmarkinga u konceptu organizacionog učenja je u tome da se dođe do korisnih informacija o drugima koji su bolji i koji primenjuju superiornije procese rada.)
MATCH@M:(Comparison to others who do their job better and more efficiently is a very popular method of self-evaluation of strengths and competences, and of collecting information and knowledge created by the best and the most successful.===>Poređenje sa drugima koji bolje i efikasnije obavljaju poslovnu aktivnost je veoma popularan metod samoocenjivanja snaga i sposobnosti, i prikupljanja informacija i znanja koje su kreirali najbolji i najuspešniji.)
MATCH@E:(Comparison to others who do their job better and more efficiently is a very popular method of self-evaluation of strengths and competences, and of collecting information and knowledge created by the best and the most successful.===>Poređenje sa drugima koji bolje i efikasnije obavljaju poslovnu aktivnost je veoma popularan metod samoocenjivanja snaga i sposobnosti, i prikupljanja informacija i znanja koje su kreirali najbolji i najuspešniji.)
MATCH@M:(Benchmarking is in fact a comparative analysis in which an organization compares with the best in the industry and gets information and knowledge about the way the best achieve highest performance and tries to find ways to become a high performance organization.===>Benčmarking je u stvari komparativna analiza, u kojoj se organizacija poredi sa najboljim u grani, kojom se dolazi do informacija i znanja kako najbolji postižu visoke performanse i pronalaze načini kako postati organizacija sa visokim performansama.)
MATCH@E:(Benchmarking is in fact a comparative analysis in which an organization compares with the best in the industry and gets information and knowledge about the way the best achieve highest performance and tries to find ways to become a high performance organization.===>Benčmarking je u stvari komparativna analiza, u kojoj se organizacija poredi sa najboljim u grani, kojom se dolazi do informacija i znanja kako najbolji postižu visoke performanse i pronalaze načini kako postati organizacija sa visokim performansama. 4.)
MATCH@M:(Given the definitions of organizational learning and the learning types and processes, it is logical to define the learning organization as an organization that has potentials for organizational learning development and that implements the characteristics of its basic dimensions, such as the level of bihavioral formalisation, the authority centralisation level, the process standardization extent, coordination mechanisms, etc. to create conditions and encourage its employees to permanently learn and improve.===>Ako pođemo od prethodnih definicija organizacionog učenja, vrsta i procesa učenja, onda se kao logična definicija nameće da je organizacija koja uči organizacija koja ima potencijal za razvoj organizacionog učenja i koja karakteristikama svojih bazičnih dimenzija, kao što su stepen formalizacije ponašanja, stepen centralizacije autoriteta, stepen standardizacije procesa, mehanizmi koordinacije, i dr., stvara uslove i ohrabruje zaposlene da kontinuirano uče i da se usavršavaju.)
MATCH@E:(4. ~~~ The learning organization Given the definitions of organizational learning and the learning types and processes, it is logical to define the learning organization as an organization that has potentials for organizational learning development and that implements the characteristics of its basic dimensions, such as the level of bihavioral formalisation, the authority centralisation level, the process standardization extent, coordination mechanisms, etc. to create conditions and encourage its employees to permanently learn and improve.===>Organizacija koja uči Ako pođemo od prethodnih definicija organizacionog učenja, vrsta i procesa učenja, onda se kao logična definicija nameće da je organizacija koja uči organizacija koja ima potencijal za razvoj organizacionog učenja i koja karakteristikama svojih bazičnih dimenzija, kao što su stepen formalizacije ponašanja, stepen centralizacije autoriteta, stepen standardizacije procesa, mehanizmi koordinacije, i dr., stvara uslove i ohrabruje zaposlene da kontinuirano uče i da se usavršavaju.)
MATCH@M:(The learning organization actively creates, transfers, stores and uses knowledge in order that it should improve its competencies, adapt to environmental changes and achieve superior performance.===>Organizacija koja uči aktivno kreira, transferiše, čuva i koristi znanje da bi usavršila svoje sposobnosti, izgradila nove kompetencije, omogućila prilagođavanje promenama u okruženju i ostvarila superiorne performanse.)
MATCH@E:(The learning organization actively creates, transfers, stores and uses knowledge in order that it should improve its competencies, adapt to environmental changes and achieve superior perfor mance.===>Organizacija koja uči aktivno kreira, transferiše, čuva i koristi znanje da bi usavršila svoje sposobnosti, izgradila nove kompetencije, omogućila prilagođavanje promenama u okruženju i ostvarila superiorne performanse.)
MATCH@M:(The learning organization promotes exchange of information among the employees and ensures the conditions for their permanent development and promotion.===>Organizacija koja uči promoviše razmenu informacija između zaposlenih i kreira uslove za njihov stalni razvoj i napredovanje.)
MATCH@E:(The learning organization promotes exchange of information among the employees and ensures the conditions for their permanent development and promotion.===>Organizacija koja uči promoviše razmenu informacija između zaposlenih i kreira uslove za njihov stalni razvoj i napredovanje.)
MATCH@M:(Thus it reduces rigidity while increasing organizational flexibility, that is, reduces the extent of organizational bureaucracy, which is a key barrier to learning.===>Na taj način se smanjuje rigidnost a povećava fleksibilnost organizacija, odnosno smanjuje stepen birokratizacije organizacije, što jeste ključna barijera za učenje.)
MATCH@E:(Thus it reduces rigidity while increasing organizational flexibility, that is, reduces the extent of organizational bureaucracy, which is a key barrier to learning.===>Na taj način se smanjuje rigidnost a povećava fleksibilnost organizacija, odnosno smanjuje stepen birokratizacije organizacije, što jeste ključna barijera za učenje.)
MATCH@M:(According to Senge, "The learning organization is one that permanently increases its competence for creating its own future.===>Prema Senge-u, "Organizacija koja uči je organizacija koja neprestano proširuje svoju sposobnost za stvaranje sopstvene budućnosti.)
MATCH@E:(According to Senge, The learning organization is one that permanently increases its competence for creating its own future.===>Prema Senge-u, Organizacija koja uči je organizacija koja neprestano proširuje svoju sposobnost za stvaranje sopstvene budućnosti.)
MATCH@M:(It does not stop at just mere survival.===>Za nju nije dovoljno samo da opstane.)
MATCH@E:(It does not stop at just mere survival.===>Za nju nije dovoljno samo da opstane.)
MATCH@M:(The aim of the learning organization is not only to achieve the planned business performance, but to achieve a higher level of competencies, primarily of its employees, and then of the organization itself."[161===>Organizacija koja uči nema samo za cilj direktno ostvarivanje planiranih poslovnih performansi, već i ostvarivanje višeg nivoa kompetencija, na prvom mestu zaposlenih a onda i same organizacije". [16])
MATCH@E:(The aim of the learning organization is not only to achieve the planned business performance, but to achieve a higher level of competencies, primarily of its employees, and then of the organization itself.===>Organizacija koja uči nema samo za cilj direktno ostvarivanje planiranih poslovnih performansi, već i ostvarivanje višeg nivoa kompetencija, na prvom mestu zaposlenih a onda i same organizacije.)
MATCH@M:(Consultants are frequently faced with numerous questions, dilemmas and doubts that people from practice put befor them, such as: "Even if I come across the learning organization, how will I be able to recognize it?"===>Konsultanti se često suočavaju sa brojnim pitanjima, dilemama i sumnjama koje im izražavaju ljudi iz prakse, tipa: "kada bih naišao na nju kako bih znao da je to organizacija koja uči"?)
MATCH@E:(Š16Ë Consultants are frequently faced with numerous questions, dilemmas and doubts that people from practice put befor them, such as: Even if I come across the learning organization, how will I be able to recognize it?===>Š16Ë Konsultanti se često suočavaju sa brojnim pitanjima, dilemama i sumnjama koje im izražavaju ljudi iz prakse, tipa: »kada bih naišao na nju kako bih znao da je to organizacija koja uči«?)
MATCH@M:(Indeed, this question can be asked by any of us.===>Zaista ovo pitanje može da postavi svako od nas.)
MATCH@E:(Indeed, this question can be asked by any of us.===>Zaista ovo pitanje može da postavi svako od nas.)
MATCH@M:(How will we know that the organization we analyse is the learning organization?===>Kako ćemo znati da li je organizacija koju analiziramo organizacija koja uči.)
MATCH@E:(How will we know that the organization we analyse is the learning organization?===>Kako ćemo znati da li je organizacija koju analiziramo organizacija koja uči.)
MATCH@M:(Literature brings a variety of descriptions of organizations that can be deemed the learning organizations, or are on their way to achieve this status.===>U literaturi postoje brojni opisi organizacija koje se mogu smatrati organizacijama koje uče, ili su na putu da to postignu.)
MATCH@E:(Literature brings a variety of descriptions of organizations that can be deemed the learning organizations, or are on their way to achieve this status.===>U literaturi postoje brojni opisi organizacija koje se mogu smatrati organizacijama koje uče, ili su na putu da to postignu.)
MATCH@M:(Most frequently used are the above quoted Senge's disciplines, such as the test on whether an organization is a learning one or it is on its way to become such.===>Najčešće se koriste gore opisane Sengeove discipline kao test provere da li je neka organizacija učeća ili je na putu da to bude.)
MATCH@E:(Most frequently used are the above quoted Senges disciplines, such as the test on whether an organization is a learning one or it is on its way to become such.===>Najčešće se koriste gore opisane Sengeove discipline kao test provere da li je neka organizacija učeća ili je na putu da to bude.)
MATCH@M:(A more pragmatic formula for testing organizational characteristics is provided by the consultants of Sloan School of Management who found that all successful companies use a more or less the same model to develop into a learning organization.===>Pragmatičniju formulu za proveru osobine organizacije dali su konsultanti sa Sloan School of Management koji su utvrdili da sve uspešne kompanije primenjuju u osnovi manje više isti obrazac, da bi se razvile u organizaciju koja uči.)
MATCH@E:(A more pragmatic formula for testing organizational characteristics is provided by the consultants of Sloan School of Management who found that all successful companies use a more or less the same model to develop into a learning organization.===>Pragmatičniju formulu za proveru osobine organizacije dali su konsultanti sa Sloan School of Management koji su utvrdili da sve uspešne kompanije primenjuju u osnovi manje više isti obrazac, da bi se razvile u organizaciju koja uči.)
MATCH@M:(Similar to Senge, who in fact belongs to this same school, the consultants, too, focus upon five elements: (1) leader with clear vision; (2) a detailed and measurable action plan; (3) prompt exchange of information; (4) inventiveness; (5) capability of turning activities into results.===>Slično Sengeu, koji inače pripada istoj školi, konsultanti se fokusiraju takođe na pet elemenata: (1) lider sa jasnom vizijom; (2) detaljan i merljiv plan akcija; (3) brza razmena informacija; (4) inventivnost; (5) sposobnost za sprovođenje akcija u delo.)
MATCH@E:(Similar to Senge, who in fact belongs to this same school, the consultants, too, focus upon five elements: (1) leader with clear vision; (2) a detailed and measurable action plan; (3) prompt exchange of information; (4) inventiveness; (5) capability of turning activities into results.===>Slično Sengeu, koji inače pripada istoj školi, konsultanti se fokusiraju takođe na pet elemenata: (1) lider sa jasnom vizijom; (2) detaljan i merljiv plan akcija; (3) brza razmena informacija; (4) inventivnost; (5) sposobnost za sprovođenje akcija u delo.)
MATCH@M:(The organizations that are characterised with the five quoted elements are on their way to become learning organizations.===>Organizacije koje imaju navedenih pet elemenata su na putu da postanu organizacija koja uči.)
MATCH@E:(The organizations that are characterised with the five quoted elements are on their way to become learning organizations.===>Organizacije koje imaju navedenih pet elemenata su na putu da postanu organizacija koja uči.)
MATCH@M:(In order that they should really become such, each of the elements should be filled with the right contents.[171 Anyway, the focus is upon the organizational characteristics that are reflected in the leader style characteristics, the state of development and maturity to accept authority for disseminating the vision and team work, to change their attitudes, values and mental models, to act in an entrepereneurial manner, by creating new ideas, or new products and services.===>Da bi zaista to i postale, svaki element treba popuniti pravim sadržajem.[171 U svakom slučaju, fokus je na osobinama organizacije, koje se ogledaju u karakteristikama stila liderstva, razvijenosti i zrelosti zaposlenih da prihvate autoritet za širenje vizije i timski rad, da menjaju stavove, vrednosti i mentalne modele, da se preduzetnički ponašaju, tako što će da kreiraju nove ideje, ili nove proizvode i usluge.)
MATCH@E:(In order that they should really become such, each of the elements should be filled with the right contents.Š17Ë Anyway, the focus is upon the organizational characteristics that are reflected in the leader style characteristics, the state of development and maturity to accept authority for disseminating the vision and team work, to change their attitudes, values and mental models, to act in an entrepereneurial manner, by creating new ideas, or new products and services.===>Da bi zaista to i postale, svaki element treba popuniti pravim sadržajem. ~~~ Š17Ë U svakom slučaju, fokus je na osobinama organizacije, koje se ogledaju u karakteristikama stila liderstva, razvijenosti i zrelosti zaposlenih da prihvate autoritet za širenje vizije i timski rad, da menjaju stavove, vrednosti i mentalne modele, da se preduzetnički ponašaju, tako što će da kreiraju nove ideje, ili nove proizvode i usluge.)
MATCH@M:(After we have learnt how to recognize the learning organization, let's try to answer the question on whether it is a new organizational model or is just a new characteristic to be developed within the model.===>Kada znamo po čemu se prepoznaje organizacija koja uči, pokušajmo da odgovorimo na pitanje da li je to novi model organizacije ili je to samo nova osobina koju treba razviti u modelu.)
MATCH@E:(After we have learnt how to recognize the learning organization, lets try to answer the question on whether it is a new organizational model or is just a new characteristic to be developed within the model.===>Kada znamo po čemu se prepoznaje organizacija koja uči, pokušajmo da odgovorimo na pitanje da li je to novi model organizacije ili je to samo nova osobina koju treba razviti u modelu.)
MATCH@M:(Here we will adopt the "frame and picture" metaphor, frequently used in the philosophy of Christianity, especially in the Orthodox tradition, when explaining the religious rites.===>Oslonićemo se ovde na metaforu "rama i slike", koja se često koristi u filozofiji hrišćanstva, naročito u pravoslavlju, kada se objašnjavaju slavski obredi.)
MATCH@E:(Here we will adopt the frame and picture metaphor, frequently used in the philosophy of Christianity, especially in the Orthodox tradition, when explaining the religious rites.===>Oslonićemo se ovde na metaforu rama i slike, koja se često koristi u filozofiji hrišćanstva, naročito u pravoslavlju, kada se objašnjavaju slavski obredi.)
MATCH@M:(The frame is the folklore, the picture is the essence or the contents of the rite.===>Ram je folklor, a slika je smisao ili sadržaj obreda.)
MATCH@E:(The frame is the folklore, the picture is the essence or the contents of the rite.===>Ram je folklor, a slika je smisao ili sadržaj obreda.)
MATCH@M:(The frame without the picture is nothing, however the picture, even if left without a frame, retains its meaning.===>Ram bez slike je ništa, ali slika bez rama ne gubi smisao.)
MATCH@E:(The frame without the picture is nothing, however the picture, even if left without a frame, retains its meaning.===>Ram bez slike je ništa, ali slika bez rama ne gubi smisao.)
MATCH@M:(Similarly, the organizational architecture as a frame is a mere organizational scheme, meaningless until we have seen the organizational picture, made up of processes and systems.===>Analogno tome, organizaciona arhitektura kao ram je puka organizaciona šema, koja ništa ne znači dok ne vidimo sliku organizacije, koju čine procesi i sistemi.)
MATCH@E:(Similarly, the organizational architecture as a frame is a mere organi zational scheme, meaningless until we have seen the organizational picture, made up of processes and systems.===>Analogno tome, organizaciona arhitektura kao ram je puka organizaciona šema, koja ništa ne znači dok ne vidimo sliku organizacije, koju čine procesi i sistemi.)
MATCH@M:(Herefore, some attitudes presented in literature must be questioned, since it is an extremely simplified and artificial to a priori pronounce some structural models, bureaucracy, for example, as inapropriate to learn.===>U tom smislu, neke stavove iz literature treba dovesti u sumnju, zato što krajnje pojednostavljeno i šablonski neke modele strukture apriori i bez mere proglašavaju nepodobnim za učenje, na primer birokratiju.)
MATCH@E:(Herefore, some attitudes presented in literature must be questioned, since it is an extremely simplified and artificial to a priori pronounce some structural models, bureaucracy, for example, as inapropriate to learn.===>U tom smislu, neke stavove iz literature treba dovesti u sumnju, zato što krajnje pojednostavljeno i šablonski neke modele strukture apriori i bez mere proglašavaju nepodobnim za učenje, na primer birokratiju.)
MATCH@M:(According to Daft, organizations have undergone a certain process of evolution, in three phases: (1) from hierarchally structured systems that built their success upon bureaucracy, in which the responsibility in decision-making and action implementation control is delegated to top management, (2) through hierarchally constituted systems that build their success upon interfunctional teams and training their employees to take over the authority independently, and (3) to organizational systems as learning organizations that base their success upon process teams and upon strategic responsibilitise of the employees.===>Prema Daftu, organizacije su prošle određeni evolutivni proces, u tri faze: (1) od hijerarhijski sturkturiranih sistema koji su svoj uspeh gradili na birokratiji, u kojima odgovornost za donošenje odluka i kontrolu spro vođenja akcija ima top menadžment, (2) preko hijerarhijski uređenih sistema koji svoj uspeh grade na interfunkvcionalnim timovima i osamostaljivanju zaposlenih za preuzimanje autoriteta, i (3) do organizacionih sistema kao učećih organizacija koje svoj uspeh baziraju na procesnim timovima i strateškoj odgovornosti zaposlenih.)
MATCH@E:(On the other hand, shallow structures are a priori considered appropriate to learn (Figure 2).Š18Ë Responsibilities for decision making and decision enforcement Figure 2: The Learning organizations evolution According to Daft, organizations have undergone a certain process of evolution, in three phases: (1) from hierarchally structured systems that built their success upon bureaucracy, in which the responsibility in decision-making and action implementation control is delegated to top management, (2) through hierarchally constituted systems that build their success upon interfunctional teams and training their employees to take over the authority independently, and (3) to organizational systems as learning organizations that base their success upon process teams and upon strategic responsibilitise of the employees.===>S druge strane, plitke strikture apriori smatraju pogodnim za učenje (slika2). ~~~ Š18Ë Odgovornost za donošenje odluka i sprovođenje akcija Slika 2: ~~~ Evolucija organizacije koja uči Prema Daftu, organizacije su prošle određeni evolutivni proces, u tri faze: (1) od hijerarhijski sturkturiranih sistema koji su svoj uspeh gradili na birokratiji, u kojima odgovornost za donošenje odluka i kontrolu sprovođenja akcija ima top menadžment, (2) preko hijerarhijski uređenih sistema koji svoj uspeh grade na interfunkvcionalnim timovima i osamostaljivanju zaposlenih za preuzimanje autoriteta, i (3) do organizacionih sistema kao učećih organizacija koje svoj uspeh baziraju na procesnim timovima i strateškoj odgovornosti zaposlenih.)
MATCH@M:(We are justified in wondering how many organizations today have reached the phase (3).===>S pravom se može postaviti pitanje koliko je organizacija danas u fazi (3).)
MATCH@E:(We are justified in wondering how many organizations today have reached the phase (3).===>S pravom se može postaviti pitanje koliko je organizacija danas u fazi (3).)
MATCH@M:(Every organization, according to the "frame and pic-ture" metaphor, is known to be more or less bureaucratic.===>Pouzdano se zna da je svaka organizacija, prema metafori "rama i slike" manje ili više birokratska.)
MATCH@E:(Every organization, according to the frame and picture metaphor, is known to be more or less bureaucratic.===>Pouzdano se zna da je svaka organizacija, prema metafori »rama i slike« manje ili više birokratska.)
MATCH@M:(According to Figure 2, the frame corresponds to phase (1), and the picture is the following: high horizontal and vertical specialisations, standardized processes, formalized behaviour and lack of flexibility.===>Prema slici 2, ram je kao u fazi (1) a slika je sledeća: visoka horizontalna i vertikalna specijalizacija, standardizovani procesi, formalizovano ponašanje i nefleksibilnost.)
MATCH@E:(According to Figure 2, the frame corresponds to phase (1), and the picture is the following: high horizontal and vertical specialisations, standardized processes, formalized behaviour and lack of flexibility.===>Prema slici 2, ram je kao u fazi (1) a slika je sledeća: visoka horizontalna i vertikalna specijalizacija, standardizovani procesi, formalizovano ponašanje i nefleksibilnost.)
MATCH@M:(The consequences of such a picture for organizational learning are:[191 any information, however objective, that may endanger the existing hierarchal system is not welcome; certain information, due to its bad flow, most often does not reach the people that would learn most from it; slow implementation of some decisions.===>Posledice ovakve slike po organizaciono učenje su sledeće:[19] bilo koja informacija, ma koliko objektivna, koja može ugroziti trenutni hijerarhijski sistem nije dobrodošla; određene informacije imaju loš protok i najčešće ne dođu do onih koji bi iz njih najviše naučili; spora implementacija određenih odluka.)
MATCH@E:(The consequences of such a picture for organizational learning are:Š19Ë any information, however objective, that may endanger the existing hierarchal system is not welcome; certain information, due to its bad flow, most often does not reach the people that would learn most from it; slow implementation of some decisions.===>Posledice ovakve slike po organizaciono učenje su sledeće: ~~~ Š19Ë bilo koja informacija, ma koliko objektivna, koja može ugroziti trenutni hijerarhijski sistem nije dobrodošla; određene informacije imaju loš protok i najčešće ne dođu do onih koji bi iz njih najviše naučili; spora implementacija određenih odluka.)
MATCH@M:(When we get to know the bureaucracy picture, we need not necessarily change the frame in order that we change the picture, since changing the frame without changing the picture would not ensure the conditions for the development of a learning organization.===>Kada upoznamo sliku birokratije, onda ne moramo neizostavno da menjamo ram da bismo promenili sliku, jer sa promenom rama bez promene slike ne bismo stvorili uslove za razvoj organizacije koja uči.)
MATCH@E:(When we get to know the bureaucracy picture, we need not necessarily change the frame in order that we change the picture, since changing the frame without changing the picture would not ensure the conditions for the development of a learning organization.===>Kada upoznamo sliku birokratije, onda ne moramo neizostavno da menjamo ram da bismo promenili sliku, jer sa promenom rama bez promene slike ne bismo stvorili uslove za razvoj organizacije koja uči.)
MATCH@M:(Hence we should educate bureaucratic models how to become learning organizations, or, as Senge says, "to learn how to learn".===>Zato treba da podučavamo birokratske modele kako da postanu učeće organizacije, ili kako Senge kaže da "nauče kako da uče".)
MATCH@E:(Hence we should educate bureaucratic models how to become learning organizations, or, as Senge says, to learn how to learn.===>Zato treba da podučavamo birokratske modele kako da postanu učeće organizacije, ili kako Senge kaže da nauče kako da uče.)
MATCH@M:(The bureaucracy level should be reduced to increase the learning speed of bureaucracy models and thus maintain hierarchy without which no organization can survive.===>Treba smanjiti stepen birokratizacije da bi se povećala brzina učenja birokratskih modela i na taj način održala hijerarhija bez koje ne može opstati ni jedna organizacija.)
MATCH@E:(The bureaucracy level should be reduced to increase the learning speed of bureaucracy models and thus maintain hierarchy without which no organization can survive.===>Treba smanjiti stepen birokratizacije da bi se povećala brzina učenja birokratskih modela i na taj način održala hijerarhija bez koje ne može opstati ni jedna organizacija.)
MATCH@M:(A scientific field of management and organization is rather prone to the impacts of "fashions".===>Naučno područje menadžmenta i organizacije je veoma podložno uticajima "mode".)
MATCH@E:(CONCLUSION A scientific field of management and organization is rather prone to the impacts of fashions.===>ZAKLJUČAK Naučno područje menadžmenta i organizacije je veoma podložno uticajima »mode«.)
MATCH@M:(Since the emergence of scientific management up till the present times, literature has marked numerous "revoultionary" inventions, that were never scientifically founded and were never proven in practice.===>Od pojave naučnog menadžmenta do danas u literaturi su zabeleženi mnogi "revolucionarni" izumi, koji nisu imali naučno utemeljenje i koji nikada nisu potvrđeni u praksi.)
MATCH@E:(Since the emergence of scientific management up till the present times, literature has marked numerous revoultionary inventions, that were never scientifically founded and were never proven in practice.===>Od pojave naučnog menadžmenta do danas u literaturi su zabeleženi mnogi »revolucionarni« izumi, koji nisu imali naučno utemeljenje i koji nikada nisu potvrđeni u praksi.)
MATCH@M:(The views presented in this paper rely on the historical development of theories and concepts, not only in the management and organization sciences, but also in other scientific fields.===>Izneti stavovi u ovom radu imaju uporište u istorijskom razvoju teorija i koncepata, ne samo u nauci menadžmenta i organizacije nego i u drugim oblastima nauke.)
MATCH@E:(The views presented in this paper rely on the historical development of theories and concepts, not only in the management and organization sciences, but also in other scientific fields.===>Izneti stavovi u ovom radu imaju uporište u istorijskom razvoju teorija i koncepata, ne samo u nauci menadžmenta i organizacije nego i u drugim oblastima nauke.)
MATCH@M:(New concepts stem from the weaknesses of the previous ones, in that they develop new, different approaches to the same problem and become a consistent and complete learning system to represent a new paradigm.===>Novi koncepti nastaju na nedostacima prethodnih, tako što razvijaju nove različite pristupe istom problemu i kao konzistentan i zaokružen sistem učenja predstavljaju novu paradigmu.)
MATCH@E:(New concepts stem from the weaknesses of the previous ones, in that they develop new, different approaches to the same problem and become a consistent and complete learning system to represent a new paradigm.===>Novi koncepti nastaju na nedostacima prethodnih, tako što razvijaju nove različite pristupe istom problemu i kao konzistentan i zaokružen sistem učenja predstavljaju novu paradigmu.)
MATCH@M:(It is the same with the concept of the "organization that learns" or the "learning organization".===>Ista stvar je sa konceptom "organizacija koja uči", ili "učeća organizacija".)
MATCH@E:(It is the same with the concept of the organization that learns or the learning organization.===>Ista stvar je sa konceptom »organizacija koja uči«, ili »učeća organizacija«.)
MATCH@M:(In order to survive, organizations have to change constantly.===>Organizacije su, da bi opstale, morale stalno da se menjaju.)
MATCH@E:(In order to survive, organizations have to change constantly.===>Organizacije su, da bi opstale, morale stalno da se menjaju.)
MATCH@M:(Nowadays, in an era of informatics and a high rate of change in the environment, when knowledge is doubled on a yearly basis, they have to change even faster.===>Danas, u eri informatizacije i visokog tempa promena u okruženju, kada se znanje udvostručuje godišnje, one moraju da se menjaju brže.)
MATCH@E:(Nowadays, in an era of informatics and a high rate of change in the environment, when knowledge is doubled on a yearly basis, they have to change even faster.===>Danas, u eri informatizacije i visokog tempa promena u okruženju, kada se znanje udvostručuje godišnje, one moraju da se menjaju brže.)
MATCH@M:(This is the main difference in their learning, and the speed has become their basic characteristics or capacity.===>U tome je osnovna razlika u njihovom učenju, a brzina je postala njihova osnovna sposobnost ili kapacitet.)
MATCH@E:(This is the main difference in their learning, and the speed has become their basic characteristics or capacity.===>U tome je osnovna razlika u njihovom učenju, a brzina je postala njihova osnovna sposobnost ili kapacitet.)
MATCH@M:(Hence it is incorrect to maintain that bureaucratic organizations are non-learning models, while debureaucratized models are the learning organizations.===>U tom smislu, nije korektno tvrditi da su birokratske organizacije modeli koji ne uče, a da su debirokratizovani modeli organizacije koje uče.)
MATCH@E:(Hence it is incorrect to maintain that bureaucratic organizations are non-learning models, while debureaucratized models are the learning organizations.===>U tom smislu, nije korektno tvrditi da su birokratske organizacije modeli koji ne uče, a da su debirokratizovani modeli organizacije koje uče.)
MATCH@M:(As shown in the above analysis, the model is only a frame, whereas the substance of the model is in the pisture, that is, in the characteristics of the system and the process that are going on within that model (frame).===>Kao što je u prethodnoj analizi pokazano, model je samo ram, a suština modela je u slici, odnosno u osobinama sistema i procesa koji se u tom modelu (ramu) odvijaju.)
MATCH@E:(As shown in the above analysis, the model is only a frame, whereas the substance of the model is in the pisture, that is, in the characteristics of the system and the process that are going on within that model (frame).===>Kao što je u prethodnoj analizi pokazano, model je samo ram, a suština modela je u slici, odnosno u osobinama sistema i procesa koji se u tom modelu (ramu) odvijaju.)
MATCH@M:(Every organization will be a learning organization if designed in such a way that there are no obstacles to learning and knowledge dissemination throughout the organization, to the information flow, to the employees' satisfaction, to solving problems where they emerged.===>Svaka organizacija će biti učeća ako se dizajnira tako da ne postoje prepreke za učenje i širenje znanja kroz organizaciju, za protok informacija, za satisfakciju zaposlenih, za rešavanje problema tamo gde su i nastali.)
MATCH@E:(Every organization will be a learning organization if designed in such a way that there are no obstacles to learning and knowledge dissemination throughout the organization, to the information flow, to the employees satisfaction, to solving problems where they emerged.===>Svaka organizacija će biti učeća ako se dizajnira tako da ne postoje prepreke za učenje i širenje znanja kroz organizaciju, za protok informacija, za satisfakciju zaposlenih, za rešavanje problema tamo gde su i nastali.)
MATCH@M:(That means that bureaucratic models cannot survive today with the smae characteristics they had one and a half a century ago, however they do survive with the characteristics that improved their potentials for change and adapting to the environment.===>To znači da birokratski modeli danas ne mogu opstati sa osobinama od pre vek i po, ali da opstaju sa osobinama koje su unapredile njihove potencijale za promene i prilagođavanje okruženju.)
MATCH@E:(That means that bureaucratic models cannot survive today with the smae characteristics they had one and a half a century ago, however they do survive with the characteristics that improved their potentials for change and adapting to the environment.===>To znači da birokratski modeli danas ne mogu opstati sa osobinama od pre vek i po, ali da opstaju sa osobinama koje su unapredile njihove potencijale za promene i prilagođavanje okruženju.)
MATCH@M:(Ford Motros Co., an image of "Taylorism" and a synonym to bureaucratic organizations was indeed a learning organization.===>Ford Motors Co., kao oličenje "tejlorizma" i sinonim za birokratsku organizaciju je itekako bila učeća organizacija.)
MATCH@E:(Ford Motros Co., an image of Taylorism and a synonym to bureaucratic organizations was indeed a learning organization.===>Ford Motors Co., kao oličenje »tejlorizma« i sinonim za birokratsku organizaciju je itekako bila učeća organizacija.)
MATCH@M:(A century ago, with a change in the working practice, having introduced Taylor's inventions, the process standardization and the assembly line, the company became a paradigm of learning and mass production.===>Pre jednog veka, sa promenom načina rada tako što je uvela Taylorov-e izume, standardizaciju procesa i rad na pokretnoj traci, ova kompanija je postala paradigma učenja i masovne proizvodnje.)
MATCH@E:(A century ago, with a change in the working practice, having introduced Taylors inventions, the process standardization and the assembly line, the company became a paradigm of learning and mass production.===>Pre jednog veka, sa promenom načina rada tako što je uvela Taylorov-e izume, standardizaciju procesa i rad na pokretnoj traci, ova kompanija je postala paradigma učenja i masovne proizvodnje.)
MATCH@M:(Today it is still a learning organization, only, in order to increase its capacity of learning faster and responding to change, it had to improve its bureaucratic structure by building teams.===>Danas je ona i dalje učeća organizacija, samo što je morala, da bi povećala svoje kapacitete za brže učenje i reagovanje na promene, svoju birokratsku strukturu da nadogradi timovima.)
MATCH@E:(Today it is still a learning organization, only, in order to increase its capacity of learning faster and responding to change, it had to improve its bureaucratic structure by building teams.===>Danas je ona i dalje učeća organizacija, samo što je morala, da bi povećala svoje kapacitete za brže učenje i reagovanje na promene, svoju birokratsku strukturu da nadogradi timovima.)
MATCH@M:(The communication alone is not sufficient to establish a business relationship; it is necessary that the parties in communication have technologies and tools for automatized negotiations at their disposal.===>Sama komunukacija nije dovoljna da bi se uspostavio poslovni odnos, već je potrebno da partneri u komunikaciji raspolažu tehnologijama i alatima za automatizovano pregovaranje.)
MATCH@E:(The communication alone is not sufficient to establish a business relationship; it is necessary that the parties in communication have technologies and tools for automatized negotiations at their disposal.===>Sama komunukacija nije dovoljna da bi se uspostavio poslovni odnos, već je potrebno da partneri u komunikaciji raspolažu tehnologijama i alatima za automatizovano pregovaranje.)
MATCH@M:(Electronic Negotiation Systems (ENS) are especially significant in the realm of supply, with a special emphasis on public sector supplies.===>Sistemi za elektronsko pregovaranje (Electronic Negotiation Systems: ENS) posebno su značajni u domenima nabavki, sa posebnim naglaskom na nabavke u javnom sektoru.)
MATCH@E:(Electronic Negotiation Systems (ENS) are especially significant in the realm of supply, with a special emphasis on public sector supplies.===>Sistemi za elektronsko pregovaranje (Electronic Negotiation Systems: ~~~ ENS) posebno su značajni u domenima nabavki, sa posebnim naglaskom na nabavke u javnom sektoru.)
MATCH@M:(In this work the advantages of use of ENS in negotiation processes are analyzed and a review, as well as basic characteristics of some of the best-known electronic negotiation systems, are presented.===>U ovom radu analiziraju se prednosti korišćenja ENS u procesima pregovaranja i daje se pregled, kao i osnovne karakteristike nekih od najpoznatijih sistema za elektronsko pregovaranje. Uvod)
MATCH@E:(In this work the advantages of use of ENS in negotiation processes are analyzed and a review, as well as basic characteristics of some of the best-known electronic negotiation systems, are presented.===>U ovom radu analiziraju se prednosti korišćenja ENS u procesima pregovaranja i daje se pregled, kao i osnovne karakteristike nekih od najpoznatijih sistema za elektronsko pregovaranje.)
MATCH@M:(Introduction The earliest electronic negotioation systems working via the Internet were the configurators, uploaded on the sites selling computers.===>Prvi sistemi za elektronsko pregovaranje preko Interneta bili su konfiguratori, postavljani na sajtovima, koji su se bavili prodajom racunara.)
MATCH@E:(Introduction The earliest electronic negotioation systems working via the Internet were the configurators, uploaded on the sites selling computers.===>Uvod Prvi sistemi za elektronsko pregovaranje preko Interneta bili su konfiguratori, postavljani na sajtovima, koji su se bavili prodajom računara.)
MATCH@M:(These tools served as basis upon which the Internet sales of computers were conducted.===>Ovi alati su predstavljali osnovu na kojoj se zasnivala prodaja racunara preko Interneta.)
MATCH@E:(These tools served as basis upon which the Internet sales of computers were conducted.===>Ovi alati su predstavljali osnovu na kojoj se zasnivala prodaja računara preko Interneta.)
MATCH@M:(They allowed for anyone who wanted to purchase a computer via the Internet to create their own configuration, i.e., to select the elements and components of the computer by deciding on the parts of the computer, the software supporting the site analysing whether it was possible to assemble the computer using these components.===>Omogućavaju da svako ko želi da nabavi racunar preko Interneta može sam da konfiguriše mašinu to jest da odabere elemente i delove racunara tako što odabira delove racunara a softver koji se nalazi u pozadini sajta analizira da li je moguće sklopiti racunar sa odabranim delovima.)
MATCH@E:(They allowed for anyone who wanted to purchase a computer via the Internet to create their own configuration, i.e., to select the elements and components of the computer by deciding on the parts of the computer, the software supporting the site analysing whether it was possible to assemble the computer using these components.===>Omogućavaju da svako ko želi da nabavi računar preko Interneta može sam da konfiguriše mašinu to jest da odabere elemente i delove računara tako što odabira delove računara a softver koji se nalazi u pozadini sajta analizira da li je moguće sklopiti računar sa odabranim delovima.)
MATCH@M:(The customers are thus in a position to optimize the computer's performances on the basis of the amount of money they had to spend, since the software computed the total price of the chosen components.===>Ovde je omogućeno korisnicima koji kupuju racunar da na bazi količine novca optimizuju performanse racunara jer softver u pozadini izracunava ukupnu cenu izabranih komponenti.)
MATCH@E:(The customers are thus in a position to optimize the computers performances on the basis of the amount of money they had to spend, since the software computed the total price of the chosen components.===>Ovde je omogućeno korisnicima koji kupuju računar da na bazi količine novca optimizuju performanse računara jer softver u pozadini izračunava ukupnu cenu izabranih komponenti.)
MATCH@M:(Today, these tools are numerous, supplied with various auxiliary programs (smart software agents).===>Danas ovakvih alata ima sijaset, s raznim pomoćnim programima (inteligentnim softverskim agentima).)
MATCH@E:(Today, these tools are numerous, supplied with various auxiliary programs (smart software agents).===>Danas ovakvih alata ima sijaset, s raznim pomoćnim programima (inteligentnim softverskim agentima).)
MATCH@M:(The customer can put together a computer (or any other device or machine) he likes, following a set of given rules, and the task of these tools is to use these same rules to show the customer how much he will have to pay.===>Zadatak im je da korisnik, prema zadatim pravilima, može sam sebi da formira racunar (ili bilo koji drugi uređaj ili mašinu) i vidi koliko će to da ga košta.)
MATCH@E:(The customer can put together a computer (or any other device or machine) he likes, following a set of given rules, and the task of these tools is to use these same rules to show the customer how much he will have to pay.===>Zadatak im je da korisnik, prema zadatim pravilima, može sam sebi da formira računar (ili bilo koji drugi uređaj ili mašinu) i vidi koliko će to da ga košta.)
MATCH@M:(The configurators, however, are only one in a series of the Internet e-negotiation systems.===>Međutim, konfiguratori su samo jedan od niza sistema za e-pregovaranje preko Interneta.)
MATCH@E:(The configurators, however, are only one in a series of the Internet e-negotiation systems.===>Međutim, konfiguratori su samo jedan od niza sistema za e-pregovaranje preko Interneta.)
MATCH@M:(In addition to these, there are also Negotiation Support Systems (NSS), and the Decision Support Systems (DSS).===>Uz njih postoje još i sistemi podrške pregovorima (Negotiation Support Systems: NSS) i sistemi podrške u odlučivanju (Decision Support Systems: DSS).)
MATCH@E:(In addition to these, there are also Negotiation Support Systems (NSS), and the Decision Support Systems (DSS).===>Uz njih postoje još i sistemi podrške pregovorima (Negotiation Support Systems: ~~~ NSS) i sistemi podrške u odlučivanju (Decision Support Systems:)
MATCH@M:(These are the softwares created to help the negotiator during all or only certain stages in negotiations and may be categorized in different ways.===>To su softveri kreirani da pruže pomoć pregovaracu tokom svih ili samo nekih faza pregovora i mogu se kategorisati na mnoštvo nacina.)
MATCH@E:(These are the softwares created to help the negotiator during all or only certain stages in negotiations and may be categorized in different ways.===>DSS). ~~~ To su softveri kreirani da pruže pomoć pregovaraču tokom svih ili samo nekih faza pregovora i mogu se kategorisati na mnoštvo načina.)
MATCH@M:(The ENS differ from some other information systems in several key aspects.===>ENS se razlikuju od nekih drugih informacionih sistema u nekoliko kljucnih aspekata.)
MATCH@E:(The ENS differ from some other information systems in several key aspects.===>ENS se razlikuju od nekih drugih informacionih sistema u nekoliko ključnih aspekata.)
MATCH@M:(Firstly, they are directed towards the network and have to be linked to the Internet at all times.===>Pre svega, usmereni su na mrežu i zavise od neprestane povezanosti s Internetom.)
MATCH@E:(Firstly, they are directed towards the network and have to be linked to the Internet at all times.===>Pre svega, usmereni su na mrežu i zavise od neprestane povezanosti s Internetom.)
MATCH@M:(Then, they provide for the close link between the business processes within and out of the company (e.g., supply chain management), as well as a large number of access systems from any place you are.===>Potom, omogućavaju čvrstu vezu poslovnih procesa unutar i van preduzeća (na primer upravljanje lancem snabdevanja), te veliki broj sistema za pristup s bilo kog mesta.)
MATCH@E:(Then, they provide for the close link between the business processes within and out of the company (e.g., supply chain management), as well as a large number of access systems from any place you are.===>Potom, omogućavaju čvrstu vezu poslovnih procesa unutar i van preduzeća (npr. upravljanje lancem snabdevanja), te veliki broj sistema za pristup s bilo kog mesta.)
MATCH@M:(Their interface with the users is ensured through the web-browser: it is easy to understand and common to many different applications.===>Njihov interfejs sa korisnicima je omogućen pomoću veb pretraživala; lak je za razumevanje i zajednicki kod mnogih razlicitih aplikacija.)
MATCH@E:(Their interface with the users is ensured through the web-browser: it is easy to understand and common to many different applications.===>Njihov interfejs sa korisnicima je omogućen pomoću veb pretraživača; lak je za razumevanje i zajednički kod mnogih različitih aplikacija.)
MATCH@M:(Besides the ENS, Video Conferencing is also used in economics or political negotiation processes, and this is also a type of electronic negotiations, given that information and communication technologies are used throughout all the phases of the negotiation process.===>Osim ENS sistema, video konferencije (Video Conferencing) cesto služe u ekonomskim ili političkim pregovaračkim procesima, a pošto se tokom svih faza pregovaračkog procesa koriste informacione i komunikacione tehnologije, reč je o vrsti elektronskog pregovaranja.)
MATCH@E:(Besides the ENS, Video Conferencing is also used in economics or political negotiation processes, and this is also a type of electronic negotiations, given that information and communication technologies are used throughout all the phases of the negotiation process.===>Osim ENS sistema, video konferencije (Video Conferencing) često služe u ekonomskim ili političkim pregovaračkim procesima, a pošto se tokom svih faza pregovaračkog procesa koriste informacione i komunikacione tehnologije, reč je o vrsti elektronskog pregovaranja.)
MATCH@M:(The history of video conferencing dates back as early as 1956, when the US firm ATamp;T first tried its invention - a video telephone (Pisturephone).===>Istorija video konferencije traje decenijama, tačnije od 1956. godine, kada je firma ATamp;T u Sjedinjenim Američkim Državama isprobala svoj izum - video telefon (Picturephone).)
MATCH@E:(The history of video conferencing dates back as early as 1956, when the US firm AT&T first tried its invention a video telephone (Pisturephone).===>Istorija video konferencije traje decenijama, tačnije od 1956. godine, kada je firma AT&T u Sjedinjenim Američkim Državama isprobala svoj izum video telefon (Picturephone).)
MATCH@M:(Fourteen years later, the users of the;T picturephone paid a monthly subscription fee of $180, and as early as 1971 the Ericsson company presented their product - the transatlantic video telephone - LME.===>Četrnaest godina kasnije, korisnici video telefona;T plaćali su mesečnu pretplatu od 180 $, a već 1971. godine, preduzeće Ericsson demonstriralo je svoj proizvod - transatlantski video telefon nazvan LME.)
MATCH@E:(Fourteen years later, the users of the AT&T picturephone paid a monthly subscription fee of $180, and as early as 1971 the Ericsson company presented their product the transatlantic video telephone LME.===>Četrnaest godina kasnije, korisnici video telefona AT&T plaćali su mesečnu pretplatu od 180 $, a već 1971. godine, preduzeće Ericsson demonstriralo je svoj proizvod transatlantski video telefon nazvan LME.)
MATCH@M:(The first actual video conference was conducted using the analogous TV and satellites, then conferences followed using the digital systems, and then via the computer systems.===>Prva prava video konferencija izvedena je sa analognom TV i satelitima, a zatim sa digitalnim sistemima, te upotrebom kompjuterskih sistema.)
MATCH@E:(The first actual video conference was conducted using the analogous TV and satellites, then conferences followed using the digital systems, and then via the computer systems.===>Prva prava video konferencija izvedena je sa analognom TV i satelitima, a zatim sa digitalnim sistemima, te upotrebom kompjuterskih sistema.)
MATCH@M:(These became a routine in the work of multinational companies in the 1980s.===>Upotrebljavane su već rutinski 80-ih godina XX veka od strane multinacionalnih kompanija.)
MATCH@E:(These became a routine in the work of multinational companies in the 1980s.===>Upotrebljavane su već rutinski 80-ih godina XX veka od strane multinacionalnih kompanija.)
MATCH@M:(Today, the signal transmitting the piscture and the sound is digital, therefore it can be sent in different ways.===>Danas je signal kojim se vrši prenos slike i zvuka digitalan, te može biti poslan na različite načine.)
MATCH@E:(Today, the signal transmitting the piscture and the sound is digital, therefore it can be sent in different ways.===>Danas je signal kojim se vrši prenos slike i zvuka digitalan, te može biti poslan na različite načine.)
MATCH@M:(The video conference is most commonly carried out within a local network (e.g., LAN) or through the public telephone network (most frequently the ISDN, because of its financial profitability and a satisfactory quality of transmission).===>Video konferencija najčešće se izvodi unutar lokalne mreže (na primer LAN) ili preko javne telefonske mreže (najčešće ISDN zbog financijske isplativosti i zadovoljavajućeg kvaliteta prenosa).)
MATCH@E:(The video conference is most commonly carried out within a local network (e.g., LAN) or through the public telephone network (most frequently the ISDN, because of its financial profitability and a satisfactory quality of transmission).===>Video konferencija najčešće se izvodi unutar lokalne mreže (npr. LAN) ili preko javne telefonske mreže (najčešće ISDN zbog financijske isplativosti i zadovoljavajućeg kvaliteta prenosa).)
MATCH@M:(The negotiation systems used on the Internet differ from the systems used in autonomous computers and in the networks covering large areas in their mechanisms as well as in the methodologies they use.===>Sistemi pregovaranja koji se koriste na Internetu, razlikuju se od sistema koji se koriste na samostalnim kompjuterima i mrežama koje pokrivaju velike oblasti po mehanizmima i tehnologijama za primenu.)
MATCH@E:(Functions and activities of ENS The negotiation systems used on the Internet differ from the systems used in autonomous computers and in the networks covering large areas in their mechanisms as well as in the methodologies they use.===>Funkcije i aktivnosti ENS Sistemi pregovaranja koji se koriste na Internetu, razlikuju se od sistema koji se koriste na samostalnim kompjuterima i mrežama koje pokrivaju velike oblasti po mehanizmima i tehnologijama za primenu.)
MATCH@M:(Some of these systems facilitate communication, others act as active mediators.===>Neki od ovih sistema olakšavaju komunikaciju, a ostali su aktivni posrednici.)
MATCH@E:(Some of these systems facilitate communication, others act as active mediators.===>Neki od ovih sistema olakšavaju komunikaciju, a ostali su aktivni posrednici.)
MATCH@M:(There are also systems that facilitate a mutual preparation of the contents of documents (Schoop and Quix 2001), and the systems that allow the negotiators to present offers to be further forwarded to experts (Cybersettle 2000, NovaForum 2000).===>Takođe postoje sistemi koji olakšavaju zajedničku pripremu sadržaja dokumenata (Schoop i Quix 2001), te sistemi koji omogućavaju pregovaračima da iznesu ponude koje se prosleđuju stručnjacima (Čbersettle 2000, NovaForum 2000).)
MATCH@E:(There are also systems that facilitate a mutual preparation of the contents of documents (Schoop and Quix 2001), and the systems that allow the negotiators to present offers to be further forwarded to experts (Cybersettle 2000, NovaForum 2000).===>Takođe postoje sistemi koji olakšavaju zajedničku pripremu sadržaja dokumenata (Schoop i Quix 2001), te sistemi koji omogućavaju pregovaračima da iznesu ponude koje se prosleđuju stručnjacima (Cybersettle 2000, NovaForum 2000).)
MATCH@M:(A mutual characteristic of both the software meant to be used in e-negotiating and of the systems that incorporate some elements of e-negotiations is that they are uploaded on the Internet and are able to support, aid or act in place of one or more negotiators, mediators or assistants.===>Zajednička osobina softvera koji je namenski napravljen za e-pregovaranje i sisteme koji imaju sastojke e-pregovaranja jeste da su raspoređeni na Internetu i u stanju su da podržavaju, pomažu ili zamene jednog ili više pregovarača, posrednika ili pomoćnika.)
MATCH@E:(A mutual characteristic of both the software meant to be used in e-negotiating and of the systems that incorporate some elements of e-negotiations is that they are uploaded on the Internet and are able to support, aid or act in place of one or more negotiators, mediators or assistants.===>Zajednička osobina softvera koji je namenski napravljen za e-pregovaranje i sisteme koji imaju sastojke e-pregovaranja jeste da su raspoređeni na Internetu i u stanju su da podržavaju, pomažu ili zamene jednog ili više pregovarača, posrednika ili pomoćnika.)
MATCH@M:(They are, as said above, entitled the e-negotiation systems (ENS), similar to the systems of e-commerce, e-business, or e-market.===>Oni se, kao što je navedeno, nazivaju sistemi e-pregovaranja (ENS), slično sistemima e-trgovine, e-poslovanja ili e-tržišta.)
MATCH@E:(They are, as said above, entitled the e-negotiation systems (ENS), similar to the systems of e-commerce, e-business, or e-market.===>Oni se, kao što je navedeno, nazivaju sistemi e-pregovaranja (ENS), slično sistemima e-trgovine, e-poslovanja ili etržišta.)
MATCH@M:(As softwares uploaded on the Internet, capable of aiding one or a number of negotiators, mediators or assistants, the ENS allow for the use of e-mail, chat and video technology, as well as automatic negotiations and auctions.===>ENS kao softveri postavljeni na Internetu, koji su u stanju da pomognu jednom ili više pregovarača, posrednika ili pomoćnika, omogućavaju upotrebu e-pošte (e-mail), ćaskanje (chat) i video tehnologiju, kao i automatske pregovore i aukcije.)
MATCH@E:(As softwares uploaded on the Internet, capable of aiding one or a number of negotiators, mediators or assistants, the ENS allow for the use of e-mail, chat and video technology, as well as automatic negotiations and auctions.===>ENS kao softveri postavljeni na Internetu, koji su u stanju da pomognu jednom ili više pregovarača, posrednika ili pomoćnika, omogućavaju upotrebu e-pošte (e-mail), ćaskanje (chat) i video tehnologiju, kao i automatske pregovore i aukcije.)
MATCH@M:(The role of the ENS is in some processes passive (e-mail and video).===>U nekim procesima, uloga ENS je pasivna (e-mail i video).)
MATCH@E:(The role of the ENS is in some processes passive (e-mail and video).===>U nekim procesima, uloga ENS je pasivna (e-mail i video).)
MATCH@M:(More advanced systems take an active participation in the process, including the estimation of the consequences of the offers placed, the propositions for new offers and agreements as well as a critical evaluation of counteroffers.===>Napredniji sistemi aktivno učestvuju u procesu, uključujući procenu posledica datih ponuda, predloge za nove ponude i sporazume kao i kritičku procenu protivponuda.)
MATCH@E:(More advanced systems take an active participation in the process, including the estimation of the consequences of the offers placed, the propositions for new offers and agreements as well as a critical evaluation of counteroffers.===>Napredniji sistemi aktivno učestvuju u procesu, uključujući procenu posledica datih ponuda, predloge za nove ponude i sporazume kao i kritičku procenu protivponuda.)
MATCH@M:(The overall role and behaviour of the ENS in negotiations is of crucial importance when it comes to their creation and use.===>Ukupna uloga i ponašanje ENS u pregovorima od ključne su važnosti prilikom njihove izrade i upotrebe.)
MATCH@E:(The overall role and behaviour of the ENS in negotiations is of crucial importance when it comes to their creation and use.===>Ukupna uloga i ponašanje ENS u pregovorima od ključne su važnosti prilikom njihove izrade i upotrebe.)
MATCH@M:(While passive systems can be understood as fast and sophisticated transmitters of messages, active systems can provide support, facilitate work and act as mediators.===>Dok se pasivni sistemi mogu shvatiti kao brzi i usavršeni prenosioci poruka, aktivni sistemi mogu da pružaju podršku, olakšavaju rad i posreduju.)
MATCH@E:(While passive systems can be understood as fast and sophisticated transmitters of messages, active systems can provide support, facilitate work and act as mediators.===>Dok se pasivni sistemi mogu shvatiti kao brzi i usavršeni prenosioci poruka, aktivni sistemi mogu da pružaju podršku, olakšavaju rad i posreduju.)
MATCH@M:(The systems capable of accessing and processing knowledge and able to work autonomously as regards their users are characterised by a certain level of intelligence and can be proactive.===>Sistemi koji mogu da pristupe i obrade znanje i koji su u stanju da rade nezavisno od svojih korisnika poseduju izvesni nivo inteligencije i mogu biti proaktivni.)
MATCH@E:(The systems capable of accessing and processing knowledge and able to work autonomously as regards their users are characterised by a certain level of intelligence and can be proactive.===>Sistemi koji mogu da pristupe i obrade znanje i koji su u stanju da rade nezavisno od svojih korisnika poseduju izvesni nivo inteligencije i mogu biti proaktivni.)
MATCH@M:(It is from this aspect that we can class the ENS into three broad groups:===>Iz ove perspektive, možemo razlikovati tri velike vrste ENS:)
MATCH@E:(It is from this aspect that we can class the ENS into three broad groups: 1.===>Iz ove perspektive, možemo razlikovati tri velike vrste ENS: ~~~ 1.)
MATCH@M:(These systems can also provide support in information collecting, organizing, and processing.===>Ovi sistemi takođe mogu da pružaju podršku prikupljanja, organizovanja i obrade informacija.)
MATCH@E:(These systems can also provide support in information collecting, organizing, and processing.===>Ovi sistemi takođe mogu da pružaju podršku prikupljanja, organizovanja i obrade informacija.)
MATCH@M:(Passive systems, such as e-mail and chat, are not concerned with the manner in which the contents is created, nor with the use of resources required for the given contents.===>Pasivni sistemi kao što su e-mail i čet, ne bave se načinom na koji nastaje ovaj sadržaj kao ni upotrebom resursa koji su potrebni za dati sadržaj.)
MATCH@E:(Passive systems, such as e-mail and chat, are not concerned with the manner in which the contents is created, nor with the use of resources required for the given contents.===>Pasivni sistemi kao što su e-mail i čet, ne bave se načinom na koji nastaje ovaj sadržaj kao ni upotrebom resursa koji su potrebni za dati sadržaj. 2.)
MATCH@M:(2. Active facilitating-mediating systems - help users in formulating, evaluating and solving difficult problems, giving concessions and creating offers, as well as in evaluating processes and agreements.===>2. Sistemi aktivnog olakšavanja-posredovanja - pomažu korisnicima prilikom uobličavanja, procene i rešavanja teških problema, donošenja ustupaka i stvaranju ponuda, i prilikom procene procesa i sporazuma.)
MATCH@E:(2. ~~~ Active facilitating-mediating systems help users in formulating, evaluating and solving difficult problems, giving concessions and creating offers, as well as in evaluating processes and agreements.===>Sistemi aktivnog olakšavanja-posredovanja - pomažu korisnicima prilikom uobličavanja, procene i rešavanja teških problema, donošenja ustupaka i stvaranju ponuda, i prilikom procene procesa i sporazuma.)
MATCH@M:(As a rule, these systems follow a negotiation process model to which the users have to reconcile.===>Ovi sistemi po pravilu slede model procesa pregovora kojima se korisnici moraju prilagoditi.)
MATCH@E:(As a rule, these systems follow a negotiation process model to which the users have to reconcile.===>Ovi sistemi po pravilu slede model procesa pregovora kojima se korisnici moraju prilagoditi.)
MATCH@M:(They also have the components for problem and solution structuring, as well as those for offering evaluation and for creating counteroffers.===>Oni takođe imaju komponente za strukturiranje problema i rešenja, kao i za procenu ponuda i stvaranje protivponuda.)
MATCH@E:(They also have the components for problem and solution structuring, as well as those for offering evaluation and for creating counteroffers.===>Oni takođe imaju komponente za strukturiranje problema i rešenja, kao i za procenu ponuda i stvaranje protivponuda.)
MATCH@M:(Models built into active systems are the models of the problem, of the negotiator and of the process itself.===>Modeli ugrađeni u aktivne sisteme su modeli problema, pregovarača i samog procesa.)
MATCH@E:(Models built into active systems are the models of the problem, of the negotiator and of the process itself.===>Modeli ugrađeni u aktivne sisteme su modeli problema, pregovarača i samog procesa. 3.)
MATCH@M:(3. Systems of proactive intervention-mediation -are characterized by the same properties as the systems of active facilitating-mediating, however, they are capable of coordinating the negotiators' activities, of supervising their activities, as well as of giving propositions as to what offer should be given or what agreement should be accepted.===>3. Sistemi proaktivne intervencije-posredovanja - imaju iste sposobnosti kao sistemi aktivnog olakšavanja-posredovanja, ali su tako|u stanju da koordinišu aktivnosti pregovarača, kritički sagledavajući njihove aktivnosti, kao i da iznose predloge po pitanju toga kakvu ponudu treba izneti ili kakav sporazum treba da se prihvati.)
MATCH@E:(3. ~~~ Systems of proactive intervention-mediation are characterized by the same properties as the systems of active facilitating-mediating, however, they are capable of coordinating the negotiators activities, of supervising their activities, as well as of giving propositions as to what offer should be given or what agreement should be accepted.===>Sistemi proaktivne intervencije-posredovanja imaju iste sposobnosti kao sistemi aktivnog olakšavanja-posredovanja, ali su takođu stanju da koordinišu aktivnosti pregovarača, kritički sagledavajući njihove aktivnosti, kao i da iznose predloge po pitanju toga kakvu ponudu treba izneti ili kakav sporazum treba da se prihvati.)
MATCH@M:(In order to be able to act in this way, the systems of active intervention-mediation access and use the data bases and make use of the means of intelligent softwares that supervise both the negotiation process and the individual activities of the negotiators.===>Da bi pružili ove mogućnosti, sitemi aktivne intervencije - posredništva pristupaju i koriste baze podataka te se služe sredstvima inteligentnih softvera koji nadgledaju pregovarački process kao i pojedinačne aktivnosti pregovarača.)
MATCH@E:(In order to be able to act in this way, the systems of active intervention-mediation access and use the data bases and make use of the means of intelligent softwares that supervise both the negotiation process and the individual activities of the negotiators.===>Da bi pružili ove mogućnosti, sitemi aktivne intervencije-posredništva pristupaju i koriste baze podataka te se služe sredstvima inteligentnih softvera koji nadgledaju pregovarački proces kao i pojedinačne aktivnosti pregovarača.)
MATCH@M:(Negotiations via e-mail have shown that a narrow scope of communication has a negative impact upon the negotiation process, therefore the scope should be increased by the methods of communication known so far.===>Pregovori putem elektronske pošte pokazali su da uzak obim komunikacije ima nepovoljan uticaj na pregovarački proces, tako da se taj obim treba povećati pomoću do sada koriščenih oblika komunikacije.)
MATCH@E:(Negotiations via e-mail have shown that a narrow scope of communication has a negative impact upon the negotiation process, therefore the scope should be increased by the methods of communication known so far.===>Pregovori putem elektronske pošte pokazali su da uzak obim komunikacije ima nepovoljan uticaj na pregovarački proces, tako da se taj obim treba povećati pomoću do sada korišćenih oblika komunikacije.)
MATCH@M:(The findings in the reasearch have also stressed the importance of the activities that are not related to the negotiation task itself, as regards the relations and the outcomes of the negotiations.===>Rezultati istraživanja su takođe pokazali važnost delatnosti koje nisu vezane za sam pregovarački zadatak, kada je reč o odnosima i ishodima pregovora.)
MATCH@E:(The findings in the reasearch have also stressed the importance of the activities that are not related to the negotiation task itself, as regards the re lations and the outcomes of the negotiations.===>Rezultati istraživanja su takođe pokazali važnost delatnosti koje nisu vezane za sam pregovarački zadatak, kada je reč o odnosima i ishodima pregovora.)
MATCH@M:(The activities that are not related to the task are very important to the negotiators who are supposed to establish a close relationship and trust.===>Delatnosti koje nisu vezane za zadatak, od naročite su važnosti za pregovarače koji treba da uspostave blizak odnos i poverenje.)
MATCH@E:(The activities that are not related to the task are very important to the negotiators who are supposed to establish a close relationship and trust.===>Delatnosti koje nisu vezane za zadatak, od naročite su važnosti za pregovarače koji treba da uspostave blizak odnos i poverenje.)
MATCH@M:(They ought to bridge the social differences existing between themselves and the other party, as well as use a positive or a negative "emotional style" instead of a "rational style".===>Oni bi morali da smanje društvene razlike koje postoje sa drugom stranom, kao i da upotrebe pozitivan ili negativan "emotivni stil", za razliku od "racionalnog stila".)
MATCH@E:(They ought to bridge the social differences existing between themselves and the other party, as well as use a positive or a negative emotional style instead of a rational style.===>Oni bi morali da smanje društvene razlike koje postoje sa drugom stranom, kao i da upotrebe pozitivan ili negativan emotivni stil, za razliku od racionalnog stila.)
MATCH@M:(The SimpleNS, as a passive ENS, does not impose upon the negotiators the need to formulate and exchange complete offers.===>SimpleNS, kao pasivni ENS, ne nameće učesnicima pregovora potrebu da uobliče i razmene potpune ponude.)
MATCH@E:(The SimpleNS, as a passive ENS, does not impose upon the negotiators the need to formulate and exchange complete offers.===>SimpleNS, kao pasivni ENS, ne nameće učesnicima pregovora potrebu da uobliče i razmene potpune ponude.)
MATCH@M:(The system does not enquire into the negotiators' wishes, it does not create a benefit function, nor does it show the negotiation graphs.===>Ovaj sistem ne pita za želje korisnika, ne stvara funkciju koristi i ne prikazuje grafikone pregovora.)
MATCH@E:(The system does not enquire into the negotiators wishes, it does not create a benefit function, nor does it show the negotiation graphs.===>Ovaj sistem ne pita za želje korisnika, ne stvara funkciju koristi i ne prikazuje grafikone pregovora.)
MATCH@M:(It is only slightly more eligible than the e-mail system, since it allows for the separation of offers as regards messages, and the whole negotiation flow is readily accessible to view and chronologically presented on one side.===>On je tek malo pogodniji od e-mail sistema, zbog toga što omogućava razdvajanje ponuda od poruka, a ceo tok pregovora lako je pristupačan na uvid i predstavljen na jednoj strani, po hronološkom redu.)
MATCH@E:(It is only slightly more eligible than the e-mail system, since it allows for the separation of offers as regards messages, and the whole negotiation flow is readily accessible to view and chronologically presented on one side.===>On je tek malo pogodniji od e-mail sistema, zbog toga što omogućava razdvajanje ponuda od poruka, a ceo tok pregovora lako je pristupačan na uvid i predstavljen na jednoj strani, po hronološkom redu.)
MATCH@M:(The SimpleNS has only three pages: one with the case description, one with the data entered and one showing the negotiation flow.===>U SimpleNS postoje samo tri stranice: stranica sa opisom slučaja, stranica sa unetim podacima i stranica na kojoj se nalazi tok pregovora.)
MATCH@E:(The SimpleNS has only three pages: one with the case description, one with the data entered and one showing the negotiation flow.===>U SimpleNS postoje samo tri stranice: stranica sa opisom slučaja, stranica sa unetim podacima i stranica na kojoj se nalazi tok pregovora.)
MATCH@M:(A different, active system Inspire was developed in 1995, as part of the InterNeg research programme.===>Za razliku od njega, aktivni sistem Inspire razvijen je 1995, kao deo istraživačkog programa InterNeg,)
MATCH@E:(A different, active system Inspire was developed in 1995, as part of the InterNeg research programme.===>Za razliku od njega, aktivni sistem Inspire razvijen je 1995, kao deo istraživačkog programa InterNeg, a od 1996. koristi se za vođenje anonimnih bilateralnih pregovora.)
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BAD_LINE_M:A different, active system Inspire was developed in 1995, as part of the InterNeg research programme.
BAD_LINE_M:Za razliku od njega, aktivni sistem Inspire razvijen je 1995, kao deo istraživačkog programa InterNeg,
BAD_LINE_E:A different, active system Inspire was developed in 1995, as part of the InterNeg research programme.
BAD_LINE_E:Za razliku od njega, aktivni sistem Inspire razvijen je 1995, kao deo istraživačkog programa InterNeg, a od 1996. koristi se za vođenje anonimnih bilateralnih pregovora.
MATCH@M:(Since 1996 it has been used to conduct anonymous bilateral negotiations.===>a od 1996. koristi se za vođenje anonimnih bilateralnih pregovora.)
MATCH@E:(Since 1996 it has been used to conduct anonymous bilateral negotiations.===>Sistem primenjuje trofazni model pregovaranja:)
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BAD_LINE_M:Since 1996 it has been used to conduct anonymous bilateral negotiations.
BAD_LINE_M:a od 1996. koristi se za vođenje anonimnih bilateralnih pregovora.
BAD_LINE_E:Since 1996 it has been used to conduct anonymous bilateral negotiations.
BAD_LINE_E:Sistem primenjuje trofazni model pregovaranja:
MATCH@M:(The Inspire system is commonly used in lectures and trainings.===>Sistem Inspire se uglavnom koristi na predavanjima i obuci.)
MATCH@E:(The Inspire system is commonly used in lectures and trainings.===>Sistem Inspire se uglavnom koristi na predavanjima i obuci.)
MATCH@M:(The use of the system is free of charge, on condition that the users fill in two questionnaires and that the developers of the system are allowed to use the obtained information, which they exchange for the purpose of further study.===>Upotreba sistema je besplatna, pod uslovom da korisnici popune dva upitnika i da oni koji su razvili ovaj sistem mogu upotrebiti dobijene informacije, koje razmenjuju u svrhu istraživanja.)
MATCH@E:(The use of the system is free of charge, on condition that the users fill in two questionnaires and that the developers of the system are allowed to use the obtained information, which they exchange for the purpose of further study.===>Upotreba sistema je besplatna, pod uslovom da korisnici popune dva upitnika i da oni koji su razvili ovaj sistem mogu upotrebiti dobijene informacije, koje razmenjuju u svrhu istraživanja.)
MATCH@M:(Typical negotiations via the Inspire system last three weeks, however, the users may demand that the terms are prolongated.===>Tipični pregovori pomoću sistema Inspire traju tri sedmice, ali korisnici mogu zatražiti i produženje krajnjeg roka.)
MATCH@E:(Typical negotiations via the Inspire system last three weeks, however, the users may demand that the terms are prolongated.===>Tipični pregovori pomoću sistema Inspire traju tri sedmice, ali korisnici mogu zatražiti i produženje krajnjeg roka.)
MATCH@M:(During the negotiations the participants can check the history of the offers and counteroffers presented, as well as view a graphic presentation of the offer exchange flow.===>Tokom pregovora, učesnici mogu da provere istorijat iznetih ponuda i protivponuda, kao i da vide grafičku prezentaciju toka razmena ponuda.)
MATCH@E:(During the negotiations the participants can check the history of the offers and counteroffers presented, as well as view a graphic presentation of the offer exchange flow.===>Tokom pregovora, učesnici mogu da provere istorijat iznetih ponuda i protivponuda, kao i da vide grafičku prezentaciju toka razmena ponuda.)
MATCH@M:(On reaching the agreement by the negotiating parties, the system decides whether the negotiations are concluded successfully.===>Nakon što pregovaračke strane postignu kompromis, sistem određuje da li je pregovaranje uspešno okončano.)
MATCH@E:(On reaching the agreement by the negotiating parties, the system decides whether the negotiations are concluded successfully.===>Nakon što pregovaračke strane postignu kompromis, sistem određuje da li je pregovaranje uspešno okončano.)
MATCH@M:(This allows for the system to create a negotiation flow graph.===>Ovo omogućava sistemu da izradi grafikon toka pregovora.)
MATCH@E:(This allows for the system to create a negotiation flow graph.===>Ovo omogućava sistemu da izradi grafikon toka pregovora.)
MATCH@M:(Since the users achieved a favourable agreement, no improvements of the situation are necessary.===>Pošto su korisnici postigli uspešan sporazum, nije potrebno nikakvo poboljšanje situacije.)
MATCH@E:(Since the users achieved a favourable agreement, no improvements of the situation are necessary.===>Pošto su korisnici postigli uspešan sporazum, nije potrebno nikakvo poboljšanje situacije.)
MATCH@M:(In the 1996 - 2004 period, 6,126 people from 62 countries used the Inspire system to negotiate.===>U razdoblju od 1996. do 2004. godine 6,126 ljudi iz 62 zemlje je pregovaralo pomoću sistema Inspire.)
MATCH@E:(In the 1996 2004 period, 6,126 people from 62 countries used the Inspire system to negotiate.===>U razdoblju od 1996. do 2004. godine 6,126 ljudi iz 62 zemlje je pregovaralo pomoću sistema Inspire.)
MATCH@M:(The majority of users were students, managers, lawyers, engineers, and physicians.===>Većina korisnika bili su studenti, menadžeri, advokati, inženjeri i lekari.)
MATCH@E:(The majority of users were students, managers, lawyers, engineers, and physicians.===>Većina korisnika bili su studenti, menadžeri, advokati, inženjeri i lekari.)
MATCH@M:(One example of a classic proactive electronic negotiation system is the Aspire, which is actually the Inspire active system expanded by a software agent called Atin (Aspire = Inspire + Atin).===>Primer klasičnog proaktivnog sistema za elektronsko pregovaranje jeste Aspire, koji predstavlja proširenje aktivnog sistema Inspire jednim softverskim agentom nazvanim Atin (Aspire = Inspire + Atin).)
MATCH@E:(One example of a classic proactive electronic negotiation system is the Aspire, which is actually the Inspire active system expanded by a software agent called Atin (Aspire = Inspire + Atin).===>Primer klasičnog proaktivnog sistema za elektronsko pregovaranje jeste Aspire, koji predstavlja proširenje aktivnog sistema Inspire jednim softverskim agentom nazvanim Atin (Aspire = Inspire + Atin).)
MATCH@M:(The Atin negotiation software retrives the information from the basis of negotiation knowledge and gives advice to the negotiator.===>Softver za vođenje pregovora Atin vadi informacije iz baze pregovaračkog znanja i daje savet pregovaraču.)
MATCH@E:(The Atin negotiation software retrives the information from the basis of negotiation knowledge and gives advice to the negotiator.===>Softver za vođenje pregovora Atin vadi informacije iz baze pregovaračkog znanja i daje savet pregovaraču. ~~~ Taj savet se zasniva na:)
MATCH@M:(At the beginning of negotiations each negotiator decides, using the Aspire system, whether they wish to use the services of the Atin.===>Svaki korisnik na početku pregovora pomoću sistema Aspire, odlučuje da li želi da koristi usluge Atina.)
MATCH@E:(At the beginning of negotiations each negotiator decides, using the Aspire system, whether they wish to use the services of the Atin.===>Svaki korisnik na početku pregovora pomoću sistema Aspire, odlučuje da li želi da koristi usluge Atina.)
MATCH@M:(The user's agent can access only the information available to this user and his knowledge database; private information on the other negotiating party are not available.===>Korisnikov agent može samo da pristupi podacima koji su dostupni ovom korisniku i njegovoj bazi znanja; privatni podaci o drugoj strani u pregovorima nisu dostupni.)
MATCH@E:(The users agent can access only the information available to this user and his knowledge database; private information on the other negotiating party are not available.===>Korisnikov agent može samo da pristupi podacima koji su dostupni ovom korisniku i njegovoj bazi znanja; privatni podaci o drugoj strani u pregovorima nisu dostupni.)
MATCH@M:(The Atin constantly supervises the negotiation process, thus giving the agent an opportunity to warn the user about the actions he undertakes, especially those which may have a negative impact upon his situation in negotiations.===>Atin neprestano nadgleda pregovarački proces, što omogućava agentu da upozori korisnika o akcijama koje preduzima i koje mogu imati negativan uticaj na njegovu pregovaračku situaciju.)
MATCH@E:(The Atin constantly supervises the negotiation process, thus giving the agent an opportunity to warn the user about the actions he undertakes, especially those which may have a negative impact upon his situation in negotiations.===>Atin neprestano nadgleda pregovarački proces, što omogućava agentu da upozori korisnika o akcijama koje preduzima i koje mogu imati negativan uticaj na njegovu pregovaračku situaciju.)
MATCH@M:(The Atin uses simple "traffic signs", to show the user the evaluation it created of the situation at one particular moment.===>Atin koristi jednostavne "saobraćajne znakove", pomoću kojih stavlja korisniku na uvid sopstvenu procenu trenutne situacije.)
MATCH@E:(The Atin uses simple traffic signs, to show the user the evaluation it created of the situation at one particular moment.===>Atin koristi jednostavne saobraćajne znakove, pomoću kojih stavlja korisniku na uvid sopstvenu procenu trenutne situacije.)
MATCH@M:(Thus the green colour means there are no warnings for the user (negotiations proceed as planned), the yellow colour means a warning, while the red colour warns the user that the Atin perceives a certain step as a wrong one.===>Tako, zelena boja znači da nema nikakvih upozorenja za korisnika (pregovori teku željenim tokom), žuta boja označava upozorenje, a crvena upozorava korisnika da Atin vidi neki korak kao pogrešan.)
MATCH@E:(Thus the green colour means there are no warnings for the user (negotiations proceed as planned), the yellow colour means a warning, while the red colour warns the user that the Atin perceives a certain step as a wrong one.===>Tako, zelena boja znači da nema nikakvih upozorenja za korisnika (pregovori teku željenim tokom), žuta boja označava upozorenje, a crvena upozorava korisnika da Atin vidi neki korak kao pogrešan.)
MATCH@M:(In such a case the user opens a separate window in which the reasons for showing the red sign are shown, as well as a proposition towards the solution to the problem.===>U tom slučaju korisnik otvara poseban prozor, u kojem su navedeni razlozi za pokazivanje crvenog znaka, kao i predlog za rešenje problema.)
MATCH@E:(In such a case the user opens a separate window in which the reasons for showing the red sign are shown, as well as a proposition towards the solution to the problem.===>U tom slučaju korisnik otvara poseban prozor, u kojem su navedeni razlozi za pokazivanje crvenog znaka, kao i predlog za rešenje problema.)
MATCH@M:(Besides, the user can require that the agent make an evaluation of the previous activities, as well as advise on potential further steps.===>Osim toga, korisnik može zatražiti od agenta procenu prethodnih aktivnosti, kao i savet u vezi sa mogućim potezima.)
MATCH@E:(Besides, the user can require that the agent make an evaluation of the previous activities, as well as advise on potential further steps.===>Osim toga, korisnik može zatražiti od agenta procenu prethodnih aktivnosti, kao i savet u vezi sa mogućim potezima.)
MATCH@M:(In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.).===>Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (na primer strategiju pregovora, volja da se naprave ustupci, i tako dalje).)
MATCH@E:(In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.). then, the user may ask the Atin for advice concerning possible strategies.===>Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (npr. strategiju pregovora, volja da se naprave ustupci, itd.). ~~~ Nadalje, korisnik može tražiti od Atina savet u vezi sa mogućim strategijama.)
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BAD_LINE_M:In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.).
BAD_LINE_M:Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (na primer strategiju pregovora, volja da se naprave ustupci, i tako dalje).
BAD_LINE_E:In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.). then, the user may ask the Atin for advice concerning possible strategies.
BAD_LINE_E:Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (npr. strategiju pregovora, volja da se naprave ustupci, itd.). ~~~ Nadalje, korisnik može tražiti od Atina savet u vezi sa mogućim strategijama.
MATCH@M:(The agent then shows a list of strategies together with explanations of their positive and negative aspects.===>Agent tada pokazuje spisak strategija zajedno sa objašnjenjima o njihovim pozitivnim i negativnim aspektima.)
MATCH@E:(The agent then shows a list of strategies together with explanations of their positive and negative aspects.===>Agent tada pokazuje spisak strategija zajedno sa objašnjenjima o njihovim pozitivnim i negativnim aspektima.)
MATCH@M:(The eAgora system is a proactive ENS prototype providing the services of an electronic market to the users who wish to sell or buy goods in such a way.===>Sistem eAgora je proaktivni prototip ENS koji omogućuje elektronsko tržište korisnicima, koji žele da na taj način kupuju i prodaju robu.)
MATCH@E:(The eAgora system is a proactive ENS prototype providing the services of an electronic market to the users who wish to sell or buy goods in such a way.===>Sistem eAgora je proaktivni prototip ENS koji omogućuje elektronsko tržište korisnicima, koji žele da na taj način kupuju i prodaju robu.)
MATCH@M:(The services of this system include the existence of a software agent that presents offers and criticizes the ones presented by the purchaser (seller) and their partners in negotiations.===>Usluge ovog sistema uključuju postojanje jednog softverskog agenta koji iznosi ponude i kritikuje one koje iznosi kupac (prodavac) i njihovi sagovornici u pregovorima.)
MATCH@E:(The services of this system include the existence of a software agent that presents offers and criticizes the ones presented by the purchaser (seller) and their partners in negotiations.===>Usluge ovog sistema uključuju postojanje jednog softverskog agenta koji iznosi ponude i kritikuje one koje iznosi kupac (pro davac) i njihovi sagovornici u pregovorima.)
MATCH@M:(If the user activates the agent, the agent will require the information on the approach and the strategy of the user.===>Ako korisnik aktivira agenta, on zahteva informacije o pristupu i strategiji tog korisnika.)
MATCH@E:(If the user activates the agent, the agent will require the information on the approach and the strategy of the user.===>Ako korisnik aktivira agenta, on zahteva informacije o pristupu i strategiji tog korisnika.)
MATCH@M:(This data, together with the offers and counteroffers exchanged during the negotiations are used to determine a number of possible offers (packages) which are presented to the user.===>Ovi podaci, zajedno sa ponudama i protivponudama razmenjenim tokom pregovora, koriste se da odrede nekoliko mogućih ponuda (paketa) koji se predstavljaju korisniku.)
MATCH@E:(This data, together with the offers and counteroffers exchanged during the negotiations are used to determine a number of possible offers (packages) which are presented to the user.===>Ovi podaci, zajedno sa ponudama i protivponudama razmenjenim tokom pregovora, koriste se da odrede nekoliko mogućih ponuda (paketa) koji se predstavljaju korisniku.)
MATCH@M:(The agent analyses the information on the user, his approach, wishes and the reserve levels, in order that it should evaluate the offer the user wants to place, as well as the offers the user is given.===>Agent analizira informacije o korisniku, njegovom pristupu, željama i nivoima rezervisanosti, kako bi procenio ponudu koju korisnik želi da iznese, kao i ponude koje korisnik dobij a.)
MATCH@E:(The agent analyses the information on the user, his approach, wishes and the reserve levels, in order that it should evaluate the offer the user wants to place, as well as the offers the user is given.===>Agent analizira informacije o korisniku, njegovom pristupu, željama i nivoima rezervisanosti, kako bi procenio ponudu koju korisnik želi da iznese, kao i ponude koje korisnik dobija.)
MATCH@M:(If the user wants to propose an offer that violates the reserve levels of a certain disputable issue or that does not conform to the chosen negotiation strategy (e.g., a competition bound user offers a significant concession), the agent warns the user and criticizes the offer.===>Ako korisnik želi da predloži neku ponudu koja krši nivoe rezervisanosti nekog spornog pitanja ili koja nije u skladu sa izabranom strategijom pregovora (na primer takmičarski nastrojen korisnik iznosi značajan ustupak), agent upozorava korisnika i kritikuje tu ponudu.)
MATCH@E:(If the user wants to propose an offer that violates the reserve levels of a certain disputable issue or that does not conform to the chosen negotiation strategy (e.g., a competition bound user offers a significant concession), the agent warns the user and criticizes the offer.===>Ako korisnik želi da predloži neku ponudu koja krši nivoe rezervisanosti nekog spornog pitanja ili koja nije u skladu sa izabranom strategijom pregovora (npr. takmičarski nastrojen korisnik iznosi značajan ustupak), agent upozorava korisnika i kritikuje tu ponudu.)
MATCH@M:(It also criticizes the user's move to accept an offer that does not fulfill his reserve level.===>On takođe kritikuje pokušaj korisnika da prihvati neku ponudu koja ne ispunjava njegov nivo rezervisanosti.)
MATCH@E:(It also criticizes the users move to accept an offer that does not fulfill his reserve level.===>On takođe kritikuje pokušaj korisnika da prihvati neku ponudu koja ne ispunjava njegov nivo rezervisanosti.)
MATCH@M:(The agent's capability of criticizing helps the user understand the possible deviations from the strategy and the innitially agreed wishes, as well as a need that they should be corrected.===>Sposobnost agenta za kritiku pomaže korisniku da shvati moguća odstupanja od strategije i želja koje su na početku usvojene, kao i potrebu za njihovom ispravkom.)
MATCH@E:(The agents capability of criticizing helps the user understand the possible deviations from the strategy and the innitially agreed wishes, as well as a need that they should be corrected.===>Sposobnost agenta za kritiku pomaže korisniku da shvati moguća odstupanja od strategije i želja koje su na početku usvojene, kao i potrebu za njihovom ispravkom.)
MATCH@M:(Video conferences, defined as communication by which the sound and the motion picture are exchanged among two or more locations2, are the most suitable method of conducting international electronic negotiations.===>Video konferencije, koje se definišu kao komunikacija putem koje se zvuk i slika u pokretu izmenjuju između dve ili više lokacija, najpodesniji su način vođenja međunarodnih elektronskih pregovora.)
MATCH@E:(Negotiations via video conferences (Video conferencing) Video conferences, defined as communication by which the sound and the motion picture are exchanged among two or more locations2, are the most suitable method of conducting international electronic negotiations.===>Pregovaranje putem video konferencije (Video conferencing) Video konferencije, koje se definišu kao komunikacija putem koje se zvuk i slika u pokretu izmenjuju između dve ili više lokacija2, najpodesniji su način vođenja međunarodnih elektronskih pregovora.)
MATCH@M:(Using information and communication technologies (ICT), the video conference allows for the people situated in different places to see and hear one another, which is very important in conducting negotiations with high stakes.===>Korišćenjem informacionih i komunikacionih tehnologija (IKT), video konferencija omogućava ljudima na različitim lokacijama da se međusobno, vide i čuju, što je veoma značajno za vođenje pregovora s velikim ulozima.)
MATCH@E:(Using information and communication technologies (ICT), the video conference allows for the people situated in different places to see and hear one another, which is very important in conducting negotiations with high stakes.===>Korišćenjem informacionih i komunikacionih tehnologija (IKT), video konferencija omogućava ljudima na različitim lokacijama da se međusobno, vide i čuju, što je veoma značajno za vođenje pregovora s velikim ulozima.)
MATCH@M:(Therefore the video conference is frequently used, not only in Distance Education, but also in business, and increasingly so in international politics.===>Stoga se video konferencija, osim za učenje na daljinu (Distance Education), vrlo često upotrebljava u poslovne svrhe, a sve češće i u međunarodnoj politici.)
MATCH@E:(Therefore the video conference is frequently used, not only in Distance Education, but also in business, and increasingly so in international politics.===>Stoga se video konferencija, osim za učenje na daljinu (Distance Education), vrlo često upotrebljava u poslovne svrhe, a sve češće i u međunarodnoj politici.)
MATCH@M:(In terms of the quality required in transmitting the motion picture and the sound and in terms of financial means, we distinguish between the Desktop Video Conference System and the Room-based Video Conference System.===>Zavisno o potrebi za kvalitetom prenosa slike u pokretu i zvuka, te finansijskim mogućnostima, razlikujemo stonu video konferencijsku opremu (Desktop Video Conference System) i sobnu video konferencijsku opremu (Room-based Video Conference System).)
MATCH@E:(In terms of the quality required in transmitting the motion picture and the sound and in terms of financial means, we distinguish between the Desktop Video Conference System and the Room-based Video Conference System.===>Zavisno o potrebi za kvalitetom prenosa slike u pokretu i zvuka, te finansijskim mogućnostima, razlikujemo stonu video konferencijsku opremu (Desktop Video Conference System) i sobnu video konferencijsku opremu (Room-based Video Conference System).)
MATCH@M:(Also, in terms of the type of the equipment used, we can distinguish between the Desktop and Room-based Video Conferences.===>Takođe razlikujemo, zavisno od tipa opreme koja se koristi, na stonu i sobnu video konferenciju (Desktop and Room-based Video Conference).)
MATCH@E:(Also, in terms of the type of the equipment used, we can distinguish between the Desktop and Room-based Video Conferences.===>Takođe razlikujemo, zavisno od tipa opreme koja se koristi, na stonu i sobnu video konferenciju (Desktop and Room-based Video Conference).)
MATCH@M:(Besides the basic equipment required for conducting a video conference, there is additional equipment which allows for presenting written materials, graphs, or the presentation of the screen background.===>Osim osnovne opreme koja je nužna za izvođenje video konferencije, može se još koristiti i dodatna oprema s mogućnošću prikazivanja pisanog materijala, grafičkog prikazivanja, te prikazivanja pozadine ekrana.)
MATCH@E:(Besides the basic equipment required for conducting a video conference, there is additional equipment which allows for presenting written materials, graphs, or the presentation of the screen background.===>Osim osnovne opreme koja je nužna za izvođenje video konferencije, može se još koristiti i dodatna oprema s mogućnošću prikazivanja pisanog materijala, grafičkog prikazivanja, te prikazivanja pozadine ekrana.)
MATCH@M:(The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called "codec" (Coder-decoder) are attached.===>Stona video konferencija je najčešće izvođena video konferencija, uz korisœnje racunara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana "kodek" (Coder-decoder),)
MATCH@E:(The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called codec (Coder-decoder) are attached. ~~~ The codec provides video conferencing via telephone (in case of desktop negotiations).===>Introduction to Videoconferencing, http://www.video.ja.net/intro/ Stona video konferencija je najčešće izvođena video konferencija, uz korišćenje računara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana kodek (Coder-decoder), koji obezbeđuje video konferenciju preko telefonske linije (ako se radi o stonim pregovorima).)
BAD_LINE_=============================================================
BAD_LINE_M:The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called "codec" (Coder-decoder) are attached.
BAD_LINE_M:Stona video konferencija je najčešće izvođena video konferencija, uz korisœnje racunara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana "kodek" (Coder-decoder),
BAD_LINE_E:The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called codec (Coder-decoder) are attached. ~~~ The codec provides video conferencing via telephone (in case of desktop negotiations).
BAD_LINE_E:Introduction to Videoconferencing, http://www.video.ja.net/intro/ Stona video konferencija je najčešće izvođena video konferencija, uz korišćenje računara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana kodek (Coder-decoder), koji obezbeđuje video konferenciju preko telefonske linije (ako se radi o stonim pregovorima).
MATCH@M:(Its task is twofold.===>Njegov zadatak je dvostruk.)
MATCH@E:(Its task is twofold.===>Njegov zadatak je dvostruk.)
MATCH@M:(On the front it has a role of the coder, that is, it receives the analogous video signal and codes it (digitalizes and compresses it).===>Na predajnoj strani ima ulogu kodera, to jest uzima analogni video signal i kodira ga (digitalizuje i kompresuje).)
MATCH@E:(On the front it has a role of the coder, that is, it receives the analogous video signal and codes it (digitalizes and compresses it).===>Na predajnoj strani ima ulogu kodera, tj. uzima analogni video signal i kodira ga (digitalizuje i kompresuje).)
MATCH@M:(On the reception side it has a role of a decoder, that is, it decompresses the incoming, digitalized video signal and transforms it into the analogous signal.===>Na prijemnoj strani ima ulogu dekodera, to jest dekompresuje ulazni, digitalizovani video signal, i ga pretvara u analogni signal.)
MATCH@E:(On the reception side it has a role of a decoder, that is, it decompresses the incoming, digitalized video signal and transforms it into the analogous signal.===>Na prijemnoj strani ima ulogu dekodera, tj. dekompresuje ulazni, digitalizovani video signal, i ga pretvara u analogni signal.)
MATCH@M:(The quality of picture and sound transmittance largely depends on the codec, since losses occur during the compression of the outcoming video signal and the bandwidth.===>Kvalitet prenosa slike i zvuka uveliko zavisi o kodeku, jer ima gubitke prilikom kompresije izlaznog video signala, i propusnosti komunikacijske linije (Bandwidth).)
MATCH@E:(The quality of picture and sound transmittance largely depends on the codec, since losses occur during the compression of the outcoming video signal and the bandwidth.===>Kvalitet prenosa slike i zvuka uveliko zavisi o kodeku, jer ima gubitke prilikom kompresije izlaznog video signala, i propusnosti komunikacijske linije (Bandwidth).)
MATCH@M:(The consequences of a slow codec or a poor bandwidth are the interrupted picture and the delay in the sound signal.===>Posledice sporog kodeka ili niske propusnosti komunikacijske linije su isprekidana slika i kašnjenje zvučnog signala.)
MATCH@E:(The consequences of a slow codec or a poor bandwidth are the interrupted picture and the delay in the sound signal.===>Posledice sporog kodeka ili niske propusnosti komunikacijske linije su isprekidana slika i kašnjenje zvučnog signala.)
MATCH@M:(In February 1994 the CU-SeeMe software for Macintosh was created, making it possible for the video conference to be conducted.===>Februara 1994. godine osmišljen je softver CU-SeeMe za Macintosh, koji je omogućavao održavanje video konferencije,)
MATCH@E:(In February 1994 the CU-SeeMe software for Macintosh was created, making it possible for the video conference to be conducted. ~~~ Next year the same was created for the Windows.===>Februara 1994. godine osmišljen je softver CU-SeeMe za Macintosh, koji je omogućavao održavanje video konferencije, a sledeće godine je napravljen i za Windows.)
MATCH@M:(The Microsoft NetMeeting, whose improved version is still used in computer-conducted video conferences, was created in April 1999.===>Microsoft NetMeeting, koji se u poboljšanoj verziji i danas često koristi za održavanje video konferencija pomoću računara, zaživeo je aprila 1999. godine.)
MATCH@E:(The Microsoft NetMeeting, whose improved version is still used in computer-conducted video conferences, was created in April 1999.===>Microsoft NetMeeting, koji se u poboljšanoj verziji i danas često koristi za održavanje video konferencija pomoću računara, zaživeo je aprila 1999. godine.)
MATCH@M:(The above qouted equipment, the modem, the analogous or digital communication lines help conduct an Internet video conference, too.===>Navedenom opremom, uključujući i modem, te analogne ili digitalne komunikacijske linije, moguće je realizovati i Internet video konferenciju.)
MATCH@E:(The above qouted equipment, the modem, the analogous or digital communication lines help conduct an Internet video conference, too.===>Navedenom opremom, uključujući i modem, te analogne ili digitalne komunikacijske linije, moguće je realizovati i Internet video konferenciju.)
MATCH@M:(The Internet is, however, still too slow for conducting a quality video conference.===>Međutim, Internet je još uvek prespor za izvođenje kvalitetne video konferencije.)
MATCH@E:(The Internet is, however, still too slow for conducting a quality video conference.===>Međutim, Internet je još uvek prespor za izvođenje kvalitetne video konferencije.)
MATCH@M:(An additional flaw is that the line capacity is shared with other Internet data, which causes an interrupted video picture and a delay in the sound signal.===>Dodatni nedostatak je deljenje kapaciteta linije s drugim Internet podacima, što uzrokuje isprekidanu video sliku i kašnjenje zvučnog signala.)
MATCH@E:(An additional flaw is that the line capacity is shared with other Internet data, which causes an interrupted video picture and a delay in the sound signal.===>Dodatni nedostatak je deljenje kapaciteta linije s drugim Internet podacima, što uzrokuje isprekidanu video sliku i kašnjenje zvučnog signala.)
MATCH@M:(New methods in picture and sound compressions, as well as new capabilities of the Internet technology will allow for a higher quality video conferencing in the near future.===>Novi načini kompresija slike i zvuka, kao i nove mogućnosti Internet tehnologije omogućiće kvalitetniju video konferenciju u skoroj budućnosti.)
MATCH@E:(New methods in picture and sound compressions, as well as new capabilities of the Internet technology will allow for a higher quality video conferencing in the near future.===>Novi načini kompresija slike i zvuka, kao i nove mogućnosti Internet tehnologije omogućiće kvalitetniju video konferenciju u skoroj budućnosti.)
MATCH@M:(Every participant in an audio or a video conference must be supplied by a necessary software that controls the messages exchange process between the participants.===>Svaki učesnik audio ili video konferencije mora imati neophodan softver koji upravlja procesom razmene poruka između učesnika.)
MATCH@E:(Every participant in an audio or a video conference must be supplied by a necessary software that controls the messages exchange process between the partici pants.===>Svaki učesnik audio ili video konferencije mora imati neophodan softver koji upravlja procesom razmene poruka između učesnika.)
MATCH@M:(Certain programmes, such as the above mentioned Microsoft NetMeeting and the virtual classrooms packages produced by Centra and LearnLinc companies are specially created for conferences, while in some other cases the necessary functionality may be achieved at special Web sites.===>Neki programi, kao što je pomenuti Microsoft NetMeeting i paketi za virtuelne učionice firmi Centra i LearnLinc, namenski su pravljeni za konferencije, dok se u drugim slučajevima neophodna funkcionalnost može postići na posebnim Web stranicama.)
MATCH@E:(Certain programmes, such as the above mentioned Microsoft NetMeeting and the virtual classrooms packages produced by Centra and LearnLinc companies are specially created for conferences, while in some other cases the necessary functionality may be achieved at special Web sites.===>Neki programi, kao što je pomenuti Microsoft NetMeeting i paketi za virtuelne učionice firmi Centra i LearnLinc, namenski su pravljeni za konferencije, dok se u drugim slučajevima neophodna funkcionalnost može postići na posebnim Web stranicama.)
MATCH@M:(Besides the change in the video picture, the sound and the data, the desktop video conference frequently includes the document sharing.===>Desktop video konferencija cesto osim izmene video slike, zvuka i podataka uključuje i deljenje dokumenata (Document sharing).)
MATCH@E:(Besides the change in the video picture, the sound and the data, the desktop video conference frequently includes the document sharing.===>Desktop video konferencija često osim izmene video slike, zvuka i podataka uključuje i deljenje dokumenata (Document sharing).)
MATCH@M:(The notion "shared do-cument" means a possibility to add, amend, prepare or print a document which is simultaneously available to other parties.===>Pod pojmom "deljeni dokument", podrazumeva se mogućnost dodavanja, prepravljanja, spremanja ili štampanja nekog dokumenta, dostupnog u isto vreme različitim stranama.)
MATCH@E:(The notion shared document means a possibility to add, amend, prepare or print a document which is simultaneously available to other parties.===>Pod pojmom deljeni dokument, podrazumeva se mogućnost dodavanja, prepravljanja, spremanja ili štampanja nekog dokumenta, dostupnog u isto vreme različitim stranama.)
MATCH@M:(Thus, for example, if one of the participants has an open Word document and is writing in it, the other participant can see the same document on his screen and can add, alter, write in or print that same document.===>Tako na primer ako neko od sagovornika ima otvoren Word dokument i nešto u njega piše, tada drugi sagovornik može na svom ekranu takođe videti taj isti dokument i može dodavati, prepravljati, upisivati ili štampati isti.)
MATCH@E:(Thus, for example, if one of the participants has an open Word document and is writing in it, the other participant can see the same document on his screen and can add, alter, write in or print that same document.===>Tako npr. ako neko od sagovornika ima otvoren Word dokument i nešto u njega piše, tada drugi sagovornik može na svom ekranu takođe videti taj isti dokument i može dodavati, prepravljati, upisivati ili štampati isti.)
MATCH@M:(The room-based video conference is meant for work among a larger number of participants, which meets all the conditions required in conducting any more complex negotiations.===>Sobna video konferencija namenjena je za rad u prisustvu većeg broja sagovornika, što zadovoljava sve uslove potrebne za vođenje složenijih pregovora.)
MATCH@E:(The room-based video conference is meant for work among a larger number of participants, which meets all the conditions required in conducting any more complex negotiations.===>Sobna video konferencija namenjena je za rad u prisustvu većeg broja sagovornika, što zadovoljava sve uslove potrebne za vođenje složenijih pregovora.)
MATCH@M:(A video conference may have a very high quality of transmission, however, the price of the communication and equipment in this case is equally high.===>Video konferencija može imati vrlo visok kvalitet prenosa, ali zbog toga i vrlo visoku cenu komunikacije i opreme.)
MATCH@E:(A video conference may have a very high quality of transmission, however, the price of the communication and equipment in this case is equally high.===>Video konferencija može imati vrlo visok kvalitet prenosa, ali zbog toga i vrlo visoku cenu komunikacije i opreme.)
MATCH@M:(Contrary to the desktop video conference, the room-based video conference uses one or two large monitors similar to television screens, larger loudspeakers and a larger vide camera, most commonly positioned between the monitors.===>Za razliku od stone video konferencije, sobna video konferencija koristi jedan ili dva velika monitora slična televiziji, veće zvučnike i veću video kameru, najčešće smeštenu između monitora,)
MATCH@E:(Contrary to the desktop video conference, the room-based video conference uses one or two large monitors similar to television screens, larger loudspeakers and a larger vide camera, most commonly positioned between the monitors. ~~~ Nowadays videobeams are increasingly used.===>Za razliku od stone video konferencije, sobna video konferencija koristi jedan ili dva velika monitora slična televiziji, veće zvučnike i veću video kameru, najčešće smeštenu između monitora, a danas se sve češće koriste i video-bimovi (video-beam).)
MATCH@M:(The equipment is usually mounted on a moving platform, therefore it is not confined to only one location, especially as regards the video-beam.===>Oprema se obično nalazi na pokretnom postolju tako da nije vezana samo za jednu lokaciju, posebno što se tiče video-bima.)
MATCH@E:(The equipment is usually mounted on a moving platform, therefore it is not confined to only one location, especially as regards the video-beam.===>Oprema se obično nalazi na pokretnom postolju tako da nije vezana samo za jednu lokaciju, posebno što se tiče video-bima.)
MATCH@M:(It is connected to the communication network by more than two digital lines (most frequently a combination of 3 to 6 digital lines is used).===>Obično je na digitalnu komunikacijsku mrežu spojena s više od dve digitalne linije (najčešće se koristi kombinacija od 3 do 6 digitalnih linija).)
MATCH@E:(It is connected to the communication network by more than two digital lines (most frequently a combination of 3 to 6 digital lines is used).===>Obično je na digitalnu komunikacijsku mrežu spojena s više od dve digitalne linije (najčešće se koristi kombinacija od 3 do 6 digitalnih linija).)
MATCH@M:(The desktop and the room-based video conferences are only the types of video conferences as regards the equipment used, and they can be employed in the point-to-point and the multi-point types of communication too.===>Stona (desktop) i sobna video konferencija samo su tipovi video konferencije obzirom na korišćenu opremu, a mogu biti primenjene i u point-to-point i u multi-point komunikaciji.)
MATCH@E:(The desktop and the room-based video conferences are only the types of video conferences as regards the equipment used, and they can be employed in the point-to-point and the multi-point types of communication too.===>Stona (desktop) i sobna video konferencija samo su tipovi video konferencije obzirom na korišćenu opremu, a mogu biti primenjene i u point-to-point i u multi-point komunikaciji.)
MATCH@M:(Participation of more than five parties in a video conference is considered to result into a poor, ineffective communication.===>Smatra se da učestvovanje više od pet strana u video konferenciji rezultuje lošom, neefektivnom komunikacijom.)
MATCH@E:(Participation of more than five parties in a video conference is considered to result into a poor, ineffective communication.===>Smatra se da učestvovanje više od pet strana u video konferenciji rezultuje lošom, neefektivnom komunikacijom.)
MATCH@M:(The multi-point videoconference is conducted via a specific device called "bridge" (Multiple conference unit).===>Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog "most" (Multiple conference unit),)
MATCH@E:(The multi-point videoconference is conducted via a specific device called bridge (Multiple conference unit).===>Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog most (Multiple conference unit), odnosno ako se radi o računaru, onda o posebnom softveru.)
BAD_LINE_=============================================================
BAD_LINE_M:The multi-point videoconference is conducted via a specific device called "bridge" (Multiple conference unit).
BAD_LINE_M:Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog "most" (Multiple conference unit),
BAD_LINE_E:The multi-point videoconference is conducted via a specific device called bridge (Multiple conference unit).
BAD_LINE_E:Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog most (Multiple conference unit), odnosno ako se radi o računaru, onda o posebnom softveru.
MATCH@M:(In case a computer is used, there must be a specific software.===>odnosno ako se radi o računaru, onda o posebnom softveru.)
MATCH@E:(In case a computer is used, there must be a specific software.===>Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.)
BAD_LINE_=============================================================
BAD_LINE_M:In case a computer is used, there must be a specific software.
BAD_LINE_M:odnosno ako se radi o računaru, onda o posebnom softveru.
BAD_LINE_E:In case a computer is used, there must be a specific software.
BAD_LINE_E:Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.
MATCH@M:(The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas.===>Satelitska video konferencija podrazumeva video konferenciju pomoću digitalne satelitske televizije, a često je koriste poznati svetski univerziteti kao način za povezivanje grupa studenata s različitih geografskih područja.)
MATCH@E:(The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas.
BAD_LINE_M:Satelitska video konferencija podrazumeva video konferenciju pomoću digitalne satelitske televizije, a često je koriste poznati svetski univerziteti kao način za povezivanje grupa studenata s različitih geografskih područja.
BAD_LINE_E:The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas.
BAD_LINE_E:
MATCH@M:(This communication may be conducted via electronic mail, via picture or via sound.===>Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.)
MATCH@E:(This communication may be conducted via electronic mail, via picture or via sound.===>Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.)
BAD_LINE_=============================================================
BAD_LINE_M:This communication may be conducted via electronic mail, via picture or via sound.
BAD_LINE_M:Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.
BAD_LINE_E:This communication may be conducted via electronic mail, via picture or via sound.
BAD_LINE_E:Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.
MATCH@M:(The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back.===>Satelitska video konferencija osigurava vrlo veliku propusnost (Bandwidth) i velike transmisijske brzine ka satelitu i od njega.)
MATCH@E:(The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back.===>Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.)
BAD_LINE_=============================================================
BAD_LINE_M:The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back.
BAD_LINE_M:Satelitska video konferencija osigurava vrlo veliku propusnost (Bandwidth) i velike transmisijske brzine ka satelitu i od njega.
BAD_LINE_E:The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back.
BAD_LINE_E:Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.
MATCH@M:(Today's mobile phones allow for the meetings to be held in real time, with picture and sound, therefore we can also talk about a mobile video conference.===>Današnji mobilni telefoni omogućavaju sastanke u realnom vremenu, uz sliku i zvuk, tako da možemo govoriti i o mobilnoj video konferenciji.)
MATCH@E:(Todays mobile phones allow for the meetings to be held in real time, with picture and sound, therefore we can also talk about a mobile video conference.===>Današnji mobilni telefoni omogućavaju sastanke u realnom vremenu, uz sliku i zvuk, tako da možemo govoriti i o mobilnoj video konferenciji.)
MATCH@M:(They are available to all the subscribers of the third-generation network (3 G) who own the respective models of mobile phones.===>Dostupni su svim pretplatnicima mreže treće generacije (3 G), koji imaju odgovarajuće modele mobilnih telefona.)
MATCH@E:(They are available to all the subscribers of the third-generation network (3 G) who own the respective models of mobile phones.===>Dostupni su svim pretplatnicima mreže treće generacije (3 G), koji imaju odgovarajuće modele mobilnih telefona.)
MATCH@M:(A number of persons can participate in such conferences, with the screen showing each of the participants.===>U takvim konferencijama može sudelovati više osoba, pri čemu ekran prikazuje svakog od učesnika.)
MATCH@E:(A number of persons can participate in such conferences, with the screen showing each of the participants.===>U takvim konferencijama može sudelovati više osoba, pri čemu ekran prikazuje svakog od učesnika.)
MATCH@M:(It is also possible that the screen is not shared, that it shows only the portrait of the participant currently speaking.===>Takođe, postoji i mogućnost da ekran ne bude podeljen, pa da na njemu bude slika samo onog učesnika koji trenutno govori.)
MATCH@E:(It is also possible that the screen is not shared, that it shows only the portrait of the participant currently speaking.===>Takođe, postoji i mogućnost da ekran ne bude podeljen, pa da na njemu bude slika samo onog učesnika koji trenut no govori.)
MATCH@M:(The development of the ICT and electronic business brought forth a significant acceleration in the negotiation process.===>Razvoj IKT-a i elektronskog poslovanja doveo je do značajnog ubrzavanja procesa pregovaranja.)
MATCH@E:(CONCLUSION The development of the ICT and electronic business brought forth a significant acceleration in the negotiation process.===>ZAKLJUČAK Razvoj IKT-a i elektronskog poslovanja doveo je do značajnog ubrzavanja procesa pregovaranja.)
MATCH@M:(This acceleration reached the level at which it is difficult to follow the processes without appropriate tools.===>Ovo ubrzavanje dostiglo je nivo u kojem je teško pratiti procese bez pomoći odgovarajućih alata.)
MATCH@E:(This acceleration reached the level at which it is difficult to follow the processes without appropriate tools.===>Ovo ubrzavanje dostiglo je nivo u kojem je teško pratiti procese bez pomoći odgovarajućih alata.)
MATCH@M:(On the other hand, globalization of business made it necessary that the negotiation processes be conducted on a world level, among the parties geographically distant from one another.===>S druge strane, globalizacija poslovanja stvorila je potrebu da se pregovarački procesi obavljaju na svetskom nivou između strana koje su na različitim geografskim lokacijama.)
MATCH@E:(On the other hand, globalization of business made it necessary that the negotiation processes be conducted on a world level, among the parties geographically distant from one another.===>S druge strane, globalizacija poslovanja stvorila je potrebu da se pregovarački procesi obavljaju na svetskom nivou između strana koje su na različitim geografskim lokacijama.)
MATCH@M:(Companies became global, with a need for the communication to be conducted both within their organizational units and with the environment.===>Kompanije su postale globalne, sa potrebom da komuniciraju unutar svojih organizacionih jedinica i sa okruženjem.)
MATCH@E:(Companies became global, with a need for the communication to be conducted both within their organizational units and with the environment.===>Kompanije su postale globalne, sa potrebom da komuniciraju unutar svojih organizacionih jedinica i sa okruženjem. ~~~ Komunikacija se ostvaruje na više nivoa:)
MATCH@M:(In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts.===>Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.)
MATCH@E:(In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts.===>Komunikacija sa lokalnih lidera. ~~~ Komunikacija sa i između donosioca odluka.)
BAD_LINE_=============================================================
BAD_LINE_M:In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts.
BAD_LINE_M:Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.
BAD_LINE_E:In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts.
BAD_LINE_E:Komunikacija sa lokalnih lidera. ~~~ Komunikacija sa i između donosioca odluka.
MATCH@M:(It is the ENS that make the preconditions of business linking and negotiations.===>Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.)
MATCH@E:(It is the ENS that make the preconditions of business linking and negotiations.===>Komunikacija sa medijima. ~~~ Komunikacija između strana u konfliktu.)
BAD_LINE_=============================================================
BAD_LINE_M:It is the ENS that make the preconditions of business linking and negotiations.
BAD_LINE_M:Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.
BAD_LINE_E:It is the ENS that make the preconditions of business linking and negotiations.
BAD_LINE_E:Komunikacija sa medijima. ~~~ Komunikacija između strana u konfliktu.
MATCH@M:(The ENS differ from other information systems in that they are primarily directed towards networks and depend on an ever-present connection to the Internet.===>ENS se razlikuju od drugih informacionih sistema u tome što su pre svega usmereni na mrežu i zavise od uvek prisutne povezanosti s Internetom.)
MATCH@E:(The ENS differ from other information systems in that they are primarily directed towards networks and depend on an ever-present connection to the Internet.===>ENS se razlikuju od drugih informacionih sistema u tome što su pre svega usmereni na mrežu i zavise od uvek prisutne povezanosti s Internetom.)
MATCH@M:(They allow for a close connection of business processes within and without the company (e.g., value chain systems and supply chain management) as well as a large number of systems ensuring access from any place.===>Oni omogućavaju čvrstu vezu poslovnih proseca unutar i van preduzeća (na primer sistemi lanaca vrednosti i upravljanje lancem snabdevanja) i veliki broj sistema za pristup sa bilo kog mesta.)
MATCH@E:(They allow for a close connection of business processes within and without the company (e.g., value chain systems and supply chain management) as well as a large number of systems ensuring access from any place.===>Oni omogućavaju čvrstu vezu poslovnih proseca unutar i van preduzeća (npr. sistemi lanaca vrednosti i upravljanje lancem snabdevanja) i veliki broj sistema za pristup sa bilo kog mesta.)
MATCH@M:(The negotiation systems used on the Internet differ from the previous systems that were used on personal computers and in local and even the networks covering large areas in both the mechanisms and the technologies of use.===>Sistemi pregovaranja koji se koriste na Internetu razlikuju se od prethodnih sistema koji se koriste na samostalnim kompjuterima ili lokalnim, pa čak i mrežama koje pokrivaju velike oblasti, i to po mehanizmima i tehnologijama primene.)
MATCH@E:(The negotiation systems used on the Internet dif fer from the previous systems that were used on personal computers and in local and even the networks covering large areas in both the mechanisms and the technologies of use.===>Sistemi pregovaranja koji se koriste na Internetu razlikuju se od prethodnih sistema koji se koriste na samostalnim kompjuterima ili lokalnim, pa čak i mrežama koje pokrivaju velike oblasti, i to po mehanizmima i tehnologijama primene.)
MATCH@M:(Finally, a conclusion can be drawn that electronic negotiations in local and international business and political relations have a future, because of the safety of negotiating parties, because mutually favourable agreements can be reached in a shorter period of time and because of the lower costs in conducting the negotiation process in comparison to classic negotiations.===>Na kraju, može se zaključiti da elektronsko pregovaranje u lokalnim i međunarodnim poslovnim i političkim odnosima ima svoju budućnost zbog: bezbednosti pregovaračkih strana, bržeg dolaženja do obostrano zadovoljavajućeg sporazuma, te malih troškova održavanja pregovaračkog procesa u odnosu na klasično pregovaranje.)
MATCH@E:(Finally, a conclusion can be drawn that electronic negotiations in local and international business and political relations have a future, because of the safety of negotiating parties, because mutually favourable agreements can be reached in a shorter period of time and because of the lower costs in conducting the negotiation process in comparison to classic negotiations.===>Na kraju, može se zaključiti da elektronsko pregovaranje u lokalnim i međunarodnim poslovnim i političkim odnosima ima svoju budućnost zbog: bezbednosti pregovaračkih strana, bržeg dolaženja do obostrano zadovoljavajućeg sporazuma, te malih troškova održavanja pregovaračkog procesa u odnosu na klasično pregovaranje. ~~~ LITERATURA Š1Ë Gregory E. Kersten:)
MATCH@M:(The process of managing organization development is fundamentally a comprehensive, highly planned and systematic approach to implement and further improve a broader, long-range perspective of the change management efforts.===>Proces upravljanja organizacionim razvojem je u osnovi detaljan, pažljivo planiran i sistematski pristup u implemetaciji i unapređivanju jedne šire, dugoročne perspektive u upravljanju promenama.)
MATCH@E:(Belgrade, Serbia The process of managing organization development is fundamentally a comprehensive, highly planned and systematic approach to implement and further improve a broader, long-range perspective of the change management efforts.===>Beograd, Srbija Proces upravljanja organizacionim razvojem je u osnovi detaljan, pažljivo planiran i sistematski pristup u implemetaciji i unapređivanju jedne šire, dugoročne perspektive u upravljanju promenama.)
MATCH@M:(The very organization development, as an emerging discipline aimed at improving the overall organization effectiveness, developing the potential of the individual members and creating the basis for a continuous and profound change is neither a micro approach to change, nor it refers to a single, random or an ad-hoc change technique.===>Sam organizacioni razvoj, kao nova disciplina nastala sa ciljem da se unapredi ukupna efektivnost organizacije, razvije potencijal pojedinačnih članova i stvori osnova za stalne i duboke promene, nije ni mikro pristup promenama, niti se pak odnosi na neku pojedinačnu, slučajnu ili ad-hoc tehniku promene.)
MATCH@E:(The very organization development, as an emerging discipline aimed at improving the overall organization effectiveness, developing the potential of the individual members and creating the basis for a continuous and profound change is neither a micro approach to change, nor it refers to a single, random or an ad-hoc change technique.===>Sam organizacioni razvoj, kao nova disciplina nastala sa ciljem da se unapredi ukupna efektivnost organizacije, razvije potencijal pojedinačnih članova i stvori osnova za stalne i duboke promene, nije ni mikro pristup promenama, niti se pak odnosi na neku pojedinačnu, slučajnu ili ad-hoc tehniku promene.)
MATCH@M:(Therefore, it is often considered as an integration of action programs aimed at creating and maintaining the organization capability to predict, adapt and change, particularly the attitudes, capabilities and the morale of the organization members.===>Stoga se često smatra spojem akcionih programa za stvaranje i održavanje sposobnosti organizacije da predvidi, da se prilagodi i da se menja, posebno kada su u pitanju stavovi, sposobnosti i moral članova organizacije.)
MATCH@E:(Therefore, it is often considered as an integration of action programs aimed at creating and maintaining the organization capability to predict, adapt and change, particularly the attitudes, capabilities and the morale of the organization members.===>Stoga se često smatra spojem akcionih programa za stvaranje i održavanje sposobnosti organizacije da predvidi, da se prilagodi i da se menja, posebno kada su u pitanju stavovi, sposobnosti i moral članova organizacije.)
MATCH@M:(Nowadays, the principal issues of organization development emerges from transformational restructuring, reengineering and responsible flattening the management hierarchy, to creating and managing a reconfigurable organization, as a flexible and able to change system on an annual, monthly, weekly, daily, or even hourly time frame.===>U današnjem svetu, najznačajnija pitanja organizacionog razvoja tiču se transformacionog restruktuiranja, reinženjeringa i odgovornog splošnjavanja upravljačke hierarhije, kreiranja i održavanja organizacije koja se može preoblikovati, kao sistemu koji je fleksibilan i sposoban za promenu, na godišnjoj, mesečnoj, nedeljnoj, dnevnoj osnovi, pa čak i kad su u pitanju sati.)
MATCH@E:(Nowadays, the principal issues of organization development emerges from transformational restructuring, reengineering and responsible flattening the management hierarchy, to creating and managing a reconfigurable organization, as a flexible and able to change system on an annual, monthly, weekly, daily, or even hourly time frame.===>U današnjem svetu, najznačajnija pitanja organizacionog razvoja tiču se transformacionog restruktuiranja, reinženjeringa i odgovorhog splošnjavanja upravljacke hierarhije, kreiranja i održavanja organizacije koja se može preoblikovati, kao sistemu koji je fleksibilan i sposoban za promenu, na godišnjoj, mesečnoj, nedeljnoj, dnevnoj osnovi, pa čak i kad su u pitanju sati.)
MATCH@M:(The reconfigurable organization focuses the attention to the continuing need for a long-range strategies to improve strategic organizational decision making process and the relationships among organization members, in order to meet the changing conditions.===>Organizacija koja se rekonfiguriše fokusira svoju pažnju na kontinuiranu potrebu za dugoročnim strategijama za unaprđjivanje procesa strategijskog odlučivanja i odnosima između članova u organizaciji, sa ciljem da se predvide okolnosti koje se konstantno menjaju.)
MATCH@E:(The reconfigurable organization focuses the attention to the continuing need for a long-range strategies to improve strategic organizational decision making process and the relationships among organization members, in order to meet the changing conditions.===>Organizacija koja se rekonfiguriše fokusira svoju pžnju na kontinuiranu potrebu za dugoročnim strategijama za unaprđjivanje procesa strategijskog odlučivanja i odnosima između članova u organizaciji, sa ciljem da se predvide okolnosti koje se konstantno menjaju.)
MATCH@M:(These strategies are the framework for the planned change techniques, well known as the action programs for organization development.===>Ove strategije su osnov za planirane tehnike promena, dobro poznate kao akcioni programi za organizacioni razvoj.)
MATCH@E:(These strategies are the framework for the planned change techniques, well known as the action programs for organization development.===>Ove strategije su osnov za planirane tehnike promena, dobro poznate kao akcioni programi za organizacioni razvoj.)
MATCH@M:(The process of managing the action programs for organization development would be a central point in the proposed scientific work.===>Proces upravljana akcionim programima za organizacioni razvoj predstavlja središnju tačku ovog naučnog rada.)
MATCH@E:(The process of managing the action programs for organization development would be a central point in the proposed scientific work.===>Proces upravljana akcionim programima za organizacioni razvoj predstavlja središnju tačku ovog naučnog rada.)
MATCH@M:(It is of such an importance that determines the necessity to further modify, continue or discontinue the overall change efforts in the organization.===>On je utoliko značajniji ukoliko ističe potrebu za daljim promenama, kontinuitetom ili diskontinuitetom ukupnih napora za promene u organizaciji.)
MATCH@E:(It is of such an importance that determines the necessity to further modify, continue or discontinue the overall change efforts in the organization.===>On je utoliko značajniji ukoliko ističe potrebu za daljim promenama, kontinuitetom ili diskontinuitetom ukupnih napora za promene u organizaciji.)
MATCH@M:(Finally, a successful action program for organization development must result in a modified or changed organization behavior and capacity for further organization development.===>Konačno, uspešan akcioni program za organizacioni razvoj rezultira u izmenjeno ili u celosti promenjeno organizaciono ponašanje i sposobnost za dalji organizacioni razvoj.)
MATCH@E:(Finally, a successful action program for organization development must result in a modified or changed organization behavior and capacity for further organization development.===>Konačno, uspešan akcioni program za organizacioni razvoj rezultira u izmenjeno ili u celosti promenjeno organizaciono ponašanje i sposobnostza dalji organizacioni razvoj.)
MATCH@M:(The fundamental evolutionary definition of the management discipline organizational development has been created by Richard Beckhard, back in 1969, according to whom it is determined as an effort, planned, organization - wide and managed from the top, to increase organization development and health through planned interventions in the organization's process, using behavioral science knowledge.===>snovnu razvojnu definiciju organizacionog razvoja kao discipline menadžmenta dao je još 1969. godine Richard Beckhard, koji ju je definisao kao planiranu, ciljanu organizaciju kojom se upravlja odozgo, a cilj joj je da unapredi razvoj i zdravlje organizacije putem planiranih intervencija u organizacionom procesu, a primenom znanja iz oblasti bihejviorističke teorije.)
MATCH@E:(Introduction The fundamental evolutionary definition of the management discipline organizational development has been created by Richard Beckhard1, back in 1969, according to whom it is determined as an effort, planned, organization wide and managed from the top, to increase organization development and health through planned interventions in the organizations process, using behavioral science knowledge.===>Uvod Osnovnu razvojnu definiciju organizacionog razvoja kao discipline menadžmenta dao je još 1969. godine Richard Beckhard1, koji ju je definisao kao planiranu, ciljanu organizaciju kojom se upravlja odozgo, a cilj joj je da unapredi razvoj i zdravlje organizacije putem planiranih intervencija u organizacionom procesu, a primenom znanja iz oblasti bihejviorističke teorije.)
MATCH@M:(The content of the above principal definition implies to the integration of theoretically - systematic and practically oriented methods and techniques, fundamentally known as interventions, which are principally distinct from the general field of organizational change management.===>Sadržaj gore navedene definicije podrazumeva integraciju teorijski sistematičnih i praktično orijentisanih metoda i tehnika, koje su u osnovi poznate kao intervencije, a koje su u suštini izdvojene iz opšte oblasti upravljanja organizacionim promenama.)
MATCH@E:(The content of the above principal definition implies to the integration of theoretically systematic and practically oriented methods and techniques, fundamentally known as interventions, which are principally distinct from the general field of organizational change management.===>Sadržaj gore navedene definicije podrazumeva integraciju teorijski sistematičnih i praktično orijentisanih metoda i tehnika, koje su u osnovi poznate kao intervencije, a koje su u suštini izdvojene iz opšte oblasti upravljanja organizacionim promenama.)
MATCH@M:(The basic reason for the distinction between the organizational change theory and the practice of organizational development lies in the momentum that most of the change management implementation methodologies have been influenced by the core values, concepts and framework of the organizational development, as a long range, stable, deliberate and highly planned framework for any change management effort.===>Osnovni razlog što pravimo razliku između teorije o organizacionim promenama i prakse organizacionog razvoja nalazi se u stavu da je većina metodologija za implementaciju upravljanja promenama nastala pod uticajem osnovnih vrednosti, koncepata i okvira organizacionog razvoja, kao dalekosežni, stabilan, nameran i brižljivo planirani okvir za svaki postupak u upravljanju promenama.)
MATCH@E:(The basic reason for the distinction between the organizational change theory and the practice of organizational development lies in the momentum that most of the change management implementation methodologies have been influenced by the core values, concepts and framework of the organizational development, as a long range, stable, deliberate and highly planned framework for any change management effort.===>Osnovni razlog što pravimo razliku između teorije o organizacionim promenama i prakse organizacionog razvoja nalazi se u stavu da je većina metodologija za implementaciju upravljanja promenama nastala pod uticajem osnovnih vrednosti, koncepata i okvira organizacionog razvoja, kao dalekosežni, stabilan, nameran i brižljivo planirani okvir za svaki postupak u upravljanju promenama. 1 Beckhard R., Organization Development:)
MATCH@M:(At early days, in 40's, 50's and 60's, organizational development has been quite sober and business oriented, emphasizing the fact that an individual could flourish only when contributing to organizational purposes, theories predominantly influenced by the work of McGregor, Maslow and Herzberg.===>Na samom početku, četrdesetih, pedesetih i šezdesetih godina dvadesetog veka, organizacioni razvoj bio je normalan i poslovno orijentisan proces koji je insistirao na činjenici da pojedinac može da postigne uspeh samo kada doprinosi ciljevima organizacije, a na ovakve teorije koje su svojim radovima prevsahodno uticali Mc Gregor, Maslow i Herzberg.)
MATCH@E:(1 Beckhard R., Organization Development: Strategies and Models, Addison - Wesley, Reading, Mass, 1969, p.9 At early days, in 40s, 50s and 60s, organizational development has been quite sober and business oriented, emphasizing the fact that an individual could flourish only when contributing to organizational purposes, theories predominantly influenced by the work of McGregor, Maslow and Herzberg.===>Strategies and Models, Addison Wesley, Reading, Mass, 1969, p.9 Na samom početku, četrdesetih, pedesetih i šezdesetih godina dvadesetog veka, organizacioni razvoj bio je normalan i poslovno orijentisan proces koji je insistirao na činjenici da pojedinac može da postigne uspeh samo kada doprinosi ciljevima organizacije, a na ovakve teorije koje su svojim radovima prevsahodno uticali Mc Gregor, Maslow i Herzberg.)
MATCH@M:(OD has been perceived as mobilization of information, energy and resources that are present in an organization, but currently diverted to unconstructive channels,===>OD (organizacioni razvoj) posmatran je kao mobilizacija informacija, energije i resursa kojima organizacija raspolaže, ali koji su do tada bili usmereni u pravcu koji nije donosio uspeh.)
MATCH@E:(OD has been perceived as mobilization of information, energy and resources that are present in an organization, but currently diverted to unconstructive channels, for organizational improvement.===>OD (organizacioni razvoj) posmatran je kao mobilizacija informacija, energije i resursa kojima organizacija raspolaže, ali koji su do tada bili usmereni u pravcu koji nije donosio uspeh. ~~~ Cilj ove mobilizacije jeste organizaciono poboljšanje.)
MATCH@M:(Starting from the 80's, an enormous accent in the organizational development is given to the human - centered strategies and tactics which contributed committed practitioners of the organizational development to build-up a clear and prescriptive value orientation.===>Od osamdesetih godina dvadesetog veka veliki značaj u oblasti organizacionog razvoja pripisuje se strategijama i taktikama koje u središte pažnje postavljaju ljudski faktor, a na osnovu kojih praktičari u oblasti organizacionog razvoja kreiraju i propisuju jasnu vrednosnu orijentaciju.)
MATCH@E:(Starting from the 80s, an enormous accent in the organizational development is given to the human centered strategies and tactics which contributed committed practitioners of the organizational development to build-up a clear and prescriptive value orientation.===>Od osamdesetih godina dvadesetog veka veliki značaj u oblasti organizacionog razvoja pripisuje se strategijama i taktikama koje u središte pažnje postavljaju ljudski faktor, a na osnovu kojih praktičari u oblasti organizacionog razvoja kreiraju i propisuju jasnu vrednosnu orijentaciju.)
MATCH@M:(The importance of creating a value principally for the overall organization, and also for the individuals and groups or teams, in accordance with the prevailing view of the foremost management authors, is centered in the following assumptions:===>Značaj kreiranja vrednosti za organizaciju u celini, ali i za pojedince i grupe ili timove, u skladu sa stavovima najistaknutijih autora u oblasti menadžmenta, ogleda se u sledećim pretpostavkama:)
MATCH@E:(The importance of creating a value principally for the overall organization, and also for the individuals and groups or teams, in accordance with the prevailing view of the foremost management authors, is centered in the following assumptions: 1.===>Značaj kreiranja vrednosti za organizaciju u celini, ali i za pojedince i grupe ili timove, u skladu sa stavovima najistaknutijih autora u oblasti menadžmenta, ogleda se u sledećim pretpostavkama: ~~~ 1.)
MATCH@M:(1. Every individual affected by change should be involved in the change implementation===>1. Svaki pojedinac na kojeg će promena uticati treba da bude obuhvaćen primenom promena.)
MATCH@E:(Every individual affected by change should be involved in the change implementation 2.===>Svaki pojedinac na kojeg će promena uticati tre ba da bude obuhvaćen primenom promena. 2.)
MATCH@M:(2. Any effort in developing the organization should rely on the capability of the employees to prepare and implement the action change programs, well known as action programs===>2. Svaki napor u razvoju organizacije treba da se oslanja na sposobnosti zaposlenih da pripreme i primene programe akcionih promena, poznatije kao akcione programe.)
MATCH@E:(Any effort in developing the organization should rely on the capability of the employees to prepare and implement the action change programs, well known as action programs 3.===>Svaki napor u razvoju organizacije treba da se oslanja na sposobnosti zaposlenih da pripreme i primene programe akcionih promena, poznatije kao akcione programe. 3.)
MATCH@M:(Organizational development is an ongoing process because an organization can not remain static and effective, at the same time.===>Organizacioni razvoj predstavlja trajni proces, pošto organizacija ne može u isto vreme da ostane statična i da bude efikasna.)
MATCH@E:(Organizational development is an ongoing process because an organization can not remain static and effective, at the same time.===>Organizacioni razvoj predstavlja trajni proces, pošto organizacija ne može u isto vreme da ostane statična i da bude efikasna.)
MATCH@M:(Therefore, organizations develop anticipative management systems and methods, such as action change programs.===>Stoga organizacije razvijaju sisteme i metode upravljanja pomoću kojih mogu da predviđaju, kao što su akcioni programi za promene.)
MATCH@E:(Therefore, organizations develop anticipative management systems and methods, such as action change programs.===>Stoga organizacije razvijaju sisteme i metode upravljanja pomoću kojih mogu da predviđaju, kao što su akcioni programi za promene.)
MATCH@M:(As a process for continuous improvement, organizational development states that the completion of one change cycle leads to another cycle in the development process, whereas changes on the following cycle are on a higher level than of the previous one.===>Pošto je u pitanju proces stalnog usavršavanja, organizacioni razvoj nalaže da završetak jednog ciklusa promena vodi u novi ciklus u razvojnom procesu, pri čemu su promene u tom narednom ciklusu na višem nivou nego u prethodnom ciklusu.)
MATCH@E:(As a process for continuous improvement, organizational development states that the completion of one change cycle leads to another cycle in the development process, whereas changes on the following cycle are on a higher level than of the previous one.===>Pošto je u pitanju proces stalnog usavršavanja, organizacioni razvoj nalaže da završetak jednog ciklusa promena vodi u novi ciklus u razvojnom procesu, pri čemu su promene u tom narednom ciklusu na višem nivou nego u prethodnom ciklusu. 1.)
MATCH@M:(In the field of the organizational development, action science is also known as action inquiry, action research - most commonly used, or organizational learning.===>U oblasti organizacionog razvoja, učenje o akciji je poznato i pod nazivom akciono ispitivanje, akciono istraživanje - što se najčešće i upotrebljava, ili organizaciono učenje.)
MATCH@E:(In the field of the organizational development, action science is also known as action inquiry, action research most commonly used, or organizational learning.===>U oblasti organizacionog razvoja, učenje o akciji je poznato i pod nazivom akciono ispitivanje, akciono istraživanje što se najčešće i upotrebljava, ili organizaciono učenje.)
MATCH@M:(Action research aims to contribute both to the practical concerns of people in immediate problematic situation and to the goals of the social science by joint collaboration within a mutually acceptable ethical framework.===>Cilj akcionog istraživanja jeste da doprinese kako praktičnim potrebama ljudi u neposrednim problemskim situacijama, tako i ciljevima nauke o društvu, zajedničkim delovanjem i okviru obostrano prihvatljivog etičkog okvira.)
MATCH@E:(Action research aims to contribute both to the practical concerns of people in immediate problematic situation and to the goals of the social science by joint collaboration within a mutually acceptable ethical framework.===>Cilj akcionog istraživanja jeste da doprinese kako praktičnim potrebama ljudi u neposrednim problemskim situacijama, tako i ciljevima nauke o društvu, zajedničkim delovanjem i okviru obostrano prihvatljivog etičkog okvira.)
MATCH@M:(As such, it is a type of applied social research intervention model.===>Kao takvo, akciono istraživanje predstavlja jednu vrstu interventnog modela primenjenog istraživanja društva.)
MATCH@E:(As such, it is a type of applied social research intervention model.===>Kao takvo, akciono istraživanje predstavlja jednu vrstu interventnog modela primenjenog istraživanja društva.)
MATCH@M:(Each action research focuses primarily on identifying and resolving difficult, complex, real - life problems, vital for the organizational change and development.===>Svako akciono istraživanje prvenstveno se fokusira na otkrivanje i rešavanje teških i složenih problema iz realnog života, a koji su od presudnog značaja za organizacione promene i razvoj.)
MATCH@E:(Each action research focuses primarily on identifying and resolving difficult, complex, real life problems, vital for the organizational change and development.===>Svako akciono istraživanje prvenstveno se fokusira na otkrivanje i rešavanje teških i složenih problema iz realnog života, a koji su od presudnog značaja za organizacione promene i razvoj.)
MATCH@M:(It uses actionable data in order to detect and correct gaps between descriptive claims and practical outcomes.===>Ono koristi primenljive podatke pomoću kojih pronalazi i ispravlja neusklađenosti između opisnih, teorijskih tvrdnji i praktičnih ishoda.)
MATCH@E:(It uses actionable data in order to detect and correct gaps between descriptive claims and practical outcomes.===>Ono koristi primenljive podatke pomoću kojih pronalazi i ispravlja neusklađenosti između opisnih, teorijskih tvrdnji i praktičnih ishoda.)
MATCH@M:(In spite of the numerous individual methods and techniques for the organizational development intervention, such as sensitivity training, structural change, process consultation, survey feedback, team building, intergroup development, role negotiation and many others, the fundamental types of intervention models form a broader perspective through which changes are planned, effected, monitored and controlled.===>Uprkos velikom broju pojedinačnih metoda i tehnika koji se koriste pri intervencijama u organizacioni razvoj, na primer, obuka u oblasti osetljivosti, strukturne promene, konsultacije u procesu, povratna sprega dobijena ispitivanjem, stvaranje timova, razvoj saradnje između grupa, primena uloga i mnogim drugima, osnovni tipovi modela intervencije čine širu perspektivu u okviru koje se promene planiraju, izvode, prate i kontrolišu.)
MATCH@E:(In spite of the numerous individual methods and techniques for the organizational development intervention, such as sensitivity training, structural change, process consultation, survey feedback, team building, intergroup development, role negotiation and many others, the fundamental types of intervention models form a broader perspective through which changes are planned, effected, monitored and controlled.===>Uprkos velikom broju pojedinačnih metoda i tehnika koji se koriste pri intervencijama u organizacioni razvoj, na primer, obuka u oblasti osetljivosti, strukturne promene, konsultacije u procesu, povratna sprega dobijena ispitivanjem, stvaranje timova, razvoj saradnje između grupa, primena uloga i mnogim drugima, osnovni tipovi modela intervencije čine širu perspektivu u okviru koje se promene planiraju, izvode, prate i kontrolišu.)
MATCH@M:(The first, planning model refers to creating, acting and stabilizing a plan for organizational development and consequently following a detailed prescription of the road to be followed.===>Prvi, model planiranja, odnosi se na stvaranje, primenu i stabilizaciju plana organizacionog razvoja i doslednog praćenja detaljnog uputstva o tome kako preduzimati planom propisane aktivnosti.)
MATCH@E:(The first, planning model refers to creating, acting and stabilizing a plan for organizational development and consequently following a detailed prescription of the road to be followed.===>Prvi, model planiranja, odnosi se na stvaranje, primenu i stabilizaciju plana organizacionog razvoja i doslednog praćenja detaljnog uputstva o tome kako preduzimati planom propisane aktivnosti.)
MATCH@M:(However, the originally created plan is usually subject to modification and refinement, as a result of the internal and external unforeseen changes.===>Ipak, prvobitni plan se često mora menjati ili usavršavati, što će zavisiti od nepredviđenih promena kako unutar organizacije tako i van nje.)
MATCH@E:(However, the originally created plan is usually subject to modification and refinement, as a result of the internal and external unforeseen changes.===>Ipak, prvobitni plan se često mora menjati ili usavršavati, što će zavisiti od nepredviđenih promena kako unutar organizacije tako i van nje.)
MATCH@M:(At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances.===>Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima.)
MATCH@E:(At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances.===>I samo istraživanje ukazuje na to da je cilj stvaranje znanja koje se onda može primeniti i u drugim organizacionim situacijama. ~~~ Za razliku od modela planiranja koji podrazumeva takozvanu jednokratnu informaciju, model akcionog istraživanja insistira na cikličnoj prirodi organizacione promene i razvoja.)
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BAD_LINE_M:At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances.
BAD_LINE_M:Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima.
BAD_LINE_E:At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances.
BAD_LINE_E:I samo istraživanje ukazuje na to da je cilj stvaranje znanja koje se onda može primeniti i u drugim organizacionim situacijama. ~~~ Za razliku od modela planiranja koji podrazumeva takozvanu jednokratnu informaciju, model akcionog istraživanja insistira na cikličnoj prirodi organizacione promene i razvoja.
MATCH@M:(The applicative importance of the action research model lies in the fact that it involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance.===>Značaj primenljivosti modela akcionoh istraživanja jeste u činjenici da on obuhvata prikupljanje informacija o organizaciji, unošenje ovih informacija u klijentov sistem i razvijanje i primenu akcionih programa u cilju poboljšanja rada i učinka sistema.)
MATCH@E:(The applicative importance of the action research model lies in the fact that it4 involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance.===>Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima. 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St.)
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BAD_LINE_M:The applicative importance of the action research model lies in the fact that it involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance.
BAD_LINE_M:Značaj primenljivosti modela akcionoh istraživanja jeste u činjenici da on obuhvata prikupljanje informacija o organizaciji, unošenje ovih informacija u klijentov sistem i razvijanje i primenu akcionih programa u cilju poboljšanja rada i učinka sistema.
BAD_LINE_E:The applicative importance of the action research model lies in the fact that it4 involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance.
BAD_LINE_E:Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima. 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St.
MATCH@M:(The challenge of detailing the relationship between the action research and the overall organization development, in fact, implies to creating an action research perspective to the organizational development.===>Detaljno obrazlaganje odnosa između akcionog istraživanja i ukupnog organizacionog razvoja u stvari predstavlja osnovu za stvaranje jedne perspektive akcionog istraživanja u cilju organizacionog razvoja.)
MATCH@E:(1.1. ~~~ Relationship between action research and organizational development The challenge of detailing the relationship between the action research and the overall organization development, in fact, implies to creating an action research perspective to the organizational development.===>Odnos između akcionog istraživanja i organizacionog razvoja Detaljno obrazlaganje odnosa između akcionog istraživanja i ukupnog organizacionog razvoja u stvari predstavlja osnovu za stvaranje jedne perspektive akcionog istraživanja u cilju organizacionog razvoja.)
MATCH@M:(This approach stimulates continual inquiry, development and consciousness in our selves and our colleges, through creating processes and structures for so called collaborative inquiry.===>Ovaj pristup podrazumeva neprekidno ispitivanje, razvoj i svest o sebi i o kolegama, a putem razvijanja procesa i struktura za takozvano saradničko ispitivanje.)
MATCH@E:(This approach stimulates continual inquiry, development and consciousness in our selves and our colleges, through creating processes and structures for so called collaborative inquiry.===>Ovaj pristup podrazumeva neprekidno ispitivanje, razvoj i svest o sebi i o kolegama, a putem razvijanja procesa i struktura za takozvano saradničko ispitivanje.)
MATCH@M:(The nature of their relations specifies the fact that both of them are pragmatic, rooted in participative management methods and aimed to improve the behavior through engagement of all concerned.===>Priroda ovih odnosa naglašava činjenicu da su i jedno i drugo pragmatični, ukore njeni u metode učesničkog menadžmenta i da im je cilj da unaprede ponašanje putem angažovanja svih zainteresovanih strana.)
MATCH@E:(The nature of their relations specifies the fact that both of them are pragmatic, rooted in participative management methods and aimed to improve the behavior through engagement of all concerned.===>Priroda ovih odnosa naglašava činjenicu da su i jedno i drugo pragmatični, ukorenjeni u metode učesničkog menadžmenta i da im je cilj da unaprede ponašanje putem angažovanja svih zainteresovanih strana.)
MATCH@M:(In other words, both of them propose that we can not generate a valid understanding of a certain person, unless we fully engage with him/her.===>Drugim rečima, i akciono istraživanje i organizacioni razvoj podrazumevaju da neku osobu ne možemo zaista razumeti i sagledati ako s njom/njim ne sarađujemo sve vreme.)
MATCH@E:(In other words, both of them propose that we can not generate a valid understanding of a certain person, unless we fully engage with him/her.===>Drugim rečima, i akciono istraživanje i organizacioni razvoj podrazumevaju da neku osobu ne možemo zaista razumeti i sagledati ako s njom/njim ne sarađujemo sve vreme.)
MATCH@M:(Action research is a practice for systematic development of knowing and knowledge which brings together the action and reflection, theory and practice.===>Akciono istraživanje predstavlja postupak sistematskog razvijanja saznavanja i znanja koje spaja akciju i razmišljanje, teoriju i praksu.)
MATCH@E:(Action research is a practice for systematic development of knowing and knowledge which brings together the action and reflection, theory and practice.===>Akciono istraživanje predstavlja postupak sistematskog razvijanja saznavanja i znanja koje spaja akciju i razmišljanje, teoriju i praksu.)
MATCH@M:(Action research and the organization development involve an active interplay between me - my own experience and behavior, us - our immediate peers and them - the wider organization and encourage simultaneous attention to all 3 perspectives.===>Akciono istraživanje i organizacioni razvoj podrazumevaju aktivni odnos između mene - mog sopstvenog iskustva i ponašanja, nas - naših neposrednih saradnika i njih - šire organizacije i podstiču nas da istovremeno uzimamo u obzir sve tri ove perspektive.)
MATCH@E:(Developmental from tentative beginnings to ward more significant influence Action research and the organization development involve an active interplay between me my own experience and behavior, us our immediate peers and them the wider organization and encourage simultaneous attention to all 3 perspectives.===>Proširena epistemologija velikog broja načina saznavanja i vrednovanja, predloženog i konceptualnog d.)
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BAD_LINE_M:Action research and the organization development involve an active interplay between me - my own experience and behavior, us - our immediate peers and them - the wider organization and encourage simultaneous attention to all 3 perspectives.
BAD_LINE_M:Akciono istraživanje i organizacioni razvoj podrazumevaju aktivni odnos između mene - mog sopstvenog iskustva i ponašanja, nas - naših neposrednih saradnika i njih - šire organizacije i podstiču nas da istovremeno uzimamo u obzir sve tri ove perspektive.
BAD_LINE_E:Developmental from tentative beginnings to ward more significant influence Action research and the organization development involve an active interplay between me my own experience and behavior, us our immediate peers and them the wider organization and encourage simultaneous attention to all 3 perspectives.
BAD_LINE_E:Proširena epistemologija velikog broja načina saznavanja i vrednovanja, predloženog i konceptualnog d.
MATCH@M:(Initially, organization development, in relation to the action research, is needed in the following situations:===>U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama:)
MATCH@E:(Initially, organization development, in relation to the action research, is needed in the following situations6: 1.===>Usmerenost na vrednosti u smislu doprinosa ekonomskog, političkog, psihološkog, duhovnog i ekološkog e.)
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BAD_LINE_M:Initially, organization development, in relation to the action research, is needed in the following situations:
BAD_LINE_M:U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama:
BAD_LINE_E:Initially, organization development, in relation to the action research, is needed in the following situations6: 1.
BAD_LINE_E:Usmerenost na vrednosti u smislu doprinosa ekonomskog, političkog, psihološkog, duhovnog i ekološkog e.
MATCH@M:(1. The current nature of the organization is leading to a failure to achieve objectives===>1. Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve)
MATCH@E:(The current nature of the organization is leading to a failure to achieve objectives 2.===>Opredeljenost za razvoj od početaka kroz probne aktivnosti do značajnijeg uticaja.)
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BAD_LINE_M:1. The current nature of the organization is leading to a failure to achieve objectives
BAD_LINE_M:1. Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve
BAD_LINE_E:The current nature of the organization is leading to a failure to achieve objectives 2.
BAD_LINE_E:Opredeljenost za razvoj od početaka kroz probne aktivnosti do značajnijeg uticaja.
MATCH@M:(2. Change is required to react faster to external alterations===>2. Promena je potrebna da bi se brže reagovalo na promene u okruženju)
MATCH@E:(Change is required to react faster to external alter ations 3.===>U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama6:)
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BAD_LINE_M:2. Change is required to react faster to external alterations
BAD_LINE_M:2. Promena je potrebna da bi se brže reagovalo na promene u okruženju
BAD_LINE_E:Change is required to react faster to external alter ations 3.
BAD_LINE_E:U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama6:
MATCH@M:(3. The introduction of factors, such as new technology requires change in the organization itself and===>3. Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i)
MATCH@E:(The introduction of factors, such as new technology requires change in the organization itself and 4.===>Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve Promena je potrebna da bi se brže reagovalo na promene u okruženju Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i Uvođenje promena zahteva da se usvoji novi pristup.)
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BAD_LINE_M:3. The introduction of factors, such as new technology requires change in the organization itself and
BAD_LINE_M:3. Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i
BAD_LINE_E:The introduction of factors, such as new technology requires change in the organization itself and 4.
BAD_LINE_E:Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve Promena je potrebna da bi se brže reagovalo na promene u okruženju Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i Uvođenje promena zahteva da se usvoji novi pristup.
MATCH@M:(The contemporary state of development of the action research model, in the state of action programs for organization development, has been originally created as a model in consecutive phases, integrated with a feedback mechanism.===>Trenutno stanje u razvoju modela akcionog istraživanja u okviru akcionih programa za organizacioni razvoj u početku se razvijalo kao model u uzastopnim fazama, i integrisalo se sa mehanizmom povratne sprege.)
MATCH@E:(The introduction of change allows a new approach to be adopted The contemporary state of development of the action research model, in the state of action programs for organization development, has been originally created as a model in consecutive phases, integrated with a feedback mechanism.===>Trenutno stanje u razvoju modela akcionog istraživanja u okviru akcionih programa za organizacioni razvoj u početku se razvijalo kao model u uzastopnim fazama, i integrisalo se sa mehanizmom povratne sprege.)
MATCH@M:(It is highly important to emphasize that the new behavior arises in the 11th phase, in the 2nd stage, which indicates the depth of the model.===>Veoma je važno naglasiti da se novo ponašanje javlja u jedanaestoj fazi, u 2. etapi, što ukazuje na to kolika je dubina modela.)
MATCH@E:(It is highly important to emphasize that the new behavior arises in the 11th phase, in the 2nd stage, which indicates the depth of the model.===>Veoma je važno naglasiti da se novo ponašanje javlja u jedanaestoj fazi, u 2. etapi, što ukazuje na to kolika je dubina modela.)
MATCH@M:(In the essence of the participative management and the concept of organization development is the fundamental belief that effective change requires joint decision making by the managers and the employees, which is initially connected with the fact that the corporate environment and the conditions of business must be understood before the research begins, as a fundamental point of the action research model.===>U biti participativnog upravljanja i koncepta organizacionog razvoja nalazi se osnovni stav da efektivna promena zahteva da menadžeri i zaposleni zajednički odlučuju, što je u početnoj fazi povezano s činjenicom da se korporativno okruženje i uslovi poslovanja moraju razumeti i upoznati pre nego što počne istraživanje, a što je osnovna postavka modela akcionog istraživanja.)
MATCH@E:(In the essence of the participative management and the concept of organization development is the fundamental belief that effective change requires joint decision making by the managers and the employees, which is initially connected with the fact that the corporate environment and the conditions of business must be understood before the research begins, as a fundamental point of the action research model.===>U biti participativnog upravljanja i koncepta organizacionog razvoja nalazi se osnovni stav da efektivna promena zahteva da menadžeri i zaposleni zajednički odlučuju, što je u početnoj fazi povezano s činjenicom da se korporativno okruženje i uslovi poslovanja moraju razumeti i upoznati pre nego što počne istraživanje, a što je osnovna postavka modela akcionog istraživanja.)
MATCH@M:(The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process.===>Osnovni naučni značaj modela akcionog istraživanja jeste da on integriše organizacione perspektive procesa akcionog istraživanja.)
MATCH@E:(The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process.===>)
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BAD_LINE_M:The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process.
BAD_LINE_M:Osnovni naučni značaj modela akcionog istraživanja jeste da on integriše organizacione perspektive procesa akcionog istraživanja.
BAD_LINE_E:The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process.
BAD_LINE_E:
MATCH@M:(In order to predict and achieve the dynamic and intensive changes in the market circumstances, today's forms of organizations dramatically change.===>Da bi se predvidele i postigle dinamične i intenzivne promene u tržišnim uslovima, današnji oblici organizacije doživljavaju dramatične promene.)
MATCH@E:(Reconfigurable organization In order to predict and achieve the dynamic and intensive changes in the market circumstances, todays forms of organizations dramatically change.===>Da bi se predvidele i postigle dinamične i intenzivne promene u tržišnim uslovima, današnji oblici organizacije doživljavaju dramatične promene.)
MATCH@M:(Global, cultural, technological, competitive and management determinants change the prevalent method of doing business.===>Globalne, kulturne, tehnološke, konkurentske i upravljačke odrednice utiču na promene u preovlađujućem metodu poslovanja.)
MATCH@E:(Global, cultural, technological, competitive and management determinants change the prevalent method of doing business.===>Ono je7: ~~~ Globalne, kulturne, tehnološke, konkurentske i upravljačke odrednice utiču na promene u preovlađujućem metodu poslovanja.)
MATCH@M:(Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc.===>Stoga organizacije obično reaguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, i tako dalje)
MATCH@E:(Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc.===>Stoga organizacije obično re Subjektivno, pošto se promatra očima učesnika u studiji Interaktivno 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 aguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, itd.)
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BAD_LINE_M:Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc.
BAD_LINE_M:Stoga organizacije obično reaguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, i tako dalje
BAD_LINE_E:Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc.
BAD_LINE_E:Stoga organizacije obično re Subjektivno, pošto se promatra očima učesnika u studiji Interaktivno 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 aguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, itd.
MATCH@M:(The contemporary term for the above explained type of organization is reconfigurable organization, which is defined as an organization that is flexible and able to change on an annual, monthly, weekly, daily, or even hourly time frame.===>Savremeni naziv za tip organizacije koji smo napred opisali jeste organizacija koja je sposobna da se preoblikuje, a koja se definiše kao fleksibilna organizacija, sposobna da se menja na godišnjem, mesečnom, nedeljnom i dnevnom nivou, pa čak i iz sata u sat.)
MATCH@E:(The contemporary term for the above explained type of organization is reconfigurable organization8, which is defined as an organization that is flexible and able to change on an annual, monthly, weekly, daily, or even hourly time frame.===>Savremeni naziv za tip organizacije koji smo napred opisali jeste organizacija koja je sposobna da se preoblikuje8, a koja se definiše kao fleksibilna organizacija, sposobna da se menja na godišnjem, mesečnom, nedeljnom i dnevnom nivou, pa čak i iz sata u sat.)
MATCH@M:(The reconfigurable organization imposes the need to meet the changing conditions by developing a long-range strategies for improving the organizational decision - making process.===>Organizacija koja se preoblikuje nameće potrebu da se prilagodi promenljivim uslovima tako što će razviti dugoročne strategije za poboljšanje procesa odlučivanja u organizaciji.)
MATCH@E:(The reconfigurable organization imposes the need to meet the changing conditions by developing a longrange strategies for improving the organizational decision making process.===>Organizacija koja se preoblikuje nameće potrebu da se prilagodi promenljivim uslovima tako što će razviti dugoročne strategije za poboljšanje procesa odlučivanja u organizaciji.)
MATCH@M:(The process of creating a set of change techniques in order to constitute a systematic approach to the future organizational perspective leads to the organizational development.===>Proces stvaranja skupa tehnika promene da bi se postigao sistematski pristup perspektivi organizacije u budućnosti vodi organizacionom razvoju.)
MATCH@E:(The process of creating a set of change techniques in order to constitute a systematic approach to the future organizational perspective leads to the organizational development.===>Proces stvaranja skupa tehnika promene da bi se postigao sistematski pristup perspektivi organizacije u budućnosti vodi organizacionom razvoju.)
MATCH@M:(Within the organization development, the long-term capacity of maintaining and further developing the reconfigurable organization is effected through the action programs for organizational development.===>U okviru organizacionog razvoja, ova dugoročna sposobnost za održavanje i dalji razvoj organizacije koja se preoblikuje, ispoljava se kroz akcione programe za organizacioni razvoj.)
MATCH@E:(Within the organization development, the long-term capacity of maintaining and further developing the reconfigurable organization is effected through the action programs for organizational development.===>U okviru organizacionog razvoja, ova dugoročna sposobnost za održavanje i dalji razvoj organizacije koja se preoblikuje, ispoljava se kroz akcione programe za organizacioni razvoj. 2.)
MATCH@M:(Action change programs for organization development are based upon a systematic analyses of problems and an active commitment of the top management to develop and implement the change effort.===>Programi akcionih promena za organizacioni razvoj zasnivaju se na sistematskoj analizi problema i aktivnoj posvećenosti top menadžmenta razvijanju i primeni promena.)
MATCH@E:(2. ~~~ Action change programs Action change programs for organization development are based upon a systematic analyses of problems and an active commitment of the top management to develop and implement the change effort.===>Programi akcionih promena Programi akcionih promena za organizacioni razvoj zasnivaju se na sistematskoj analizi problema i aktivnoj posvećenosti top menadžmenta razvijanju i primeni promena.)
MATCH@M:(The initial step in creating a sustainable action program is determining the organizational perception that the state of equilibrium needs to be changed in order to bring the system to new, qualitatively higher organizational vitality and predictability for changes.===>Početni korak u kreiranju održivog akcionog programa jeste da organizacija shvati da se stanje ravnoteže mora menjati da bi se sistem doveo u novu, kvalitativno višu organizacionu vitalnost i novo predviđanje promena.)
MATCH@E:(The initial step in creating a sustainable action program is determining the organizational perception that the state of equilibrium needs to be changed in order to bring the system to new, qualitatively higher organizational vitality and predictability for changes.===>Početni korak u kreiranju održivog akcionog programa jeste da organizacija shvati da se stanje ravnoteže mora menjati da bi se sistem doveo u novu, kvalitativno višu organizacionu vitalnost i novo predviđanje promena.)
MATCH@M:(It is a very sensitive phase owing to the fact that week, inaccurate or faulty diagnosis can easily lead to creating a costly or ineffective action programs.===>Ova faza je veoma osetljiva, zbog toga što slaba, neprecizna ili pogrešna dijagnoza može lako da dovede do kreiranja skupih programa koji nemaju efekta.)
MATCH@E:(It is a very sensitive phase owing to the fact that week, inaccurate or faulty diagnosis can easily lead to creating a costly or ineffective action programs.===>Ova faza je veoma osetljiva, zbog toga što slaba, neprecizna ili pogrešna dijagnoza može lako da dovede do kreiranja skupih programa koji nemaju efekta.)
MATCH@M:(Once the problem has been corrected and a change program implemented and monitored, means must be devised to make sure that the new organizational behavior is stabilized and internalized.===>Kada se problem ispravi/reši i kada se program promena primeni i prati, moraju se naći načini da se obezbedi da se novo organizaciono ponašanje stabilizuje i usvoji.)
MATCH@E:(Once the problem has been corrected and a change program implemented and monitored, means must be devised to make sure that the new organizational behavior is stabilized and internalized.===>Kada se problem ispravi/reši i kada se program promena primeni i prati, moraju se naći načini da se obezbedi da se novo organizaciono ponašanje stabilizuje i usvoji.)
MATCH@M:(In order to create an action program for the organization development, that is dynamic and sustainable at the same time, measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed.===>Da bi se izradio akcioni program za organizacioni razvoj, program koji je istovremeno dinamičan i održiv, potrebno je meriti organizacioni napredak, stabilisati promenjeno željeno ponašanje i napraviti ukupnu evaluaciju akcionih programa.)
MATCH@E:(Dynamics of the action programs In order to create an action program for the organization development, that is dynamic and sustainable at the same time, measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed.===>Dinamika akcionih programa Da bi se izradio akcioni program za organizacioni razvoj, program koji je istovremeno dinamičan i održiv, potrebno je meriti organizacioni napredak, stabilisati promenjeno željeno ponašanje i napraviti ukupnu evaluaciju akcionih programa.)
MATCH@M:(The feedback of information related to determining how efficiently the action program has been effected is a beginning of creating a dynamics of the action programs.===>Povratna sprega informacija koje se odnose na procenu o tome koliko efikasno je akcioni program sproveden predstavlja početak stvaranja dinamike akcionih programa.)
MATCH@E:(The feedback of information related to determining how efficiently the action program has been effected is a beginning of creating a dynamics of the action programs.===>Povratna sprega informacija koje se odnose na procenu o tome koliko efikasno je akcioni program sproveden predstavlja početak stvaranja dinamike akcionih programa.)
MATCH@M:(It's importance is higher owing to the fact that it creates an organizational commitment among organizational members, that derives from the open communication and management's capability to reinforce the new behavior.===>Njegov značaj je veći zato što ima za posledicu posvećenost članova organizacije samoj organizaciji, što proizilazi iz otvorene komunikacije i sposobnosti menadžmenta da nametne novu vrstu ponašanja.)
MATCH@E:(Its importance is higher owing to the fact that it creates an organizational commitment among organizational members, that derives from the open communication and managements capability to reinforce the new behavior.===>Njegov značaj je veći zato što ima za posledicu posvećenost članova organizacije samoj organizaciji, što proizilazi iz otvorene komunikacije i sposobnosti menadžmenta da nametne novu vrstu ponašanja.)
MATCH@M:(This changed behavior is a result of a continuous and profound change, implemented through the action programs.===>Ovo izmenjeno ponašanje posledica je stalne i duboke promene primenjene putem akcionih programa.)
MATCH@E:(This changed behavior is a result of a continuous and profound change, implemented through the action programs.===>Ovo izmenjeno ponašanje posledica je stalne i duboke promene primenjene putem akcionih programa.)
MATCH@M:(Probably the most intriguing phase of the dynamics of the programs refers to creating a stabilizing effect of the changes made in the whole or a section of the organization.===>Verovatno najinteresantnija faza dinamike ovih programa odnosi se na postizanje stabilizujućeg efekta promena izvršenih u celoj organizaciji ili u jednom njenom delu.)
MATCH@E:(Probably the most intriguing phase of the dynamics of the programs refers to creating a stabilizing effect of the changes made in the whole or a section of the organization.===>Verovatno najinteresantnija faza dinamike ovih programa odnosi se na postizanje stabilizujućeg efekta promena izvršenih u celoj organizaciji ili u jednom njenom delu.)
MATCH@M:(In this cases, certain form of continuing assessment should be introduced against future time degradation of the achieved results.===>U ovim slučajevima treba uvesti neke oblike stalnog procesa ocenjivanja, da se postignuti rezultati ne bi izgubili u budućnosti.)
MATCH@E:(In this cases, certain form of continuing assessment should be introduced against future time degradation of the achieved results.===>U ovim slučajevima treba uvesti neke oblike stalnog procesa ocenjivanja, da se postignuti rezultati ne bi izgubili u budućnosti.)
MATCH@M:(The final evaluation of the action programs must take place in the framework of the detailed change process, leading to an increased performances and relationship among organizational members, and particularly in increased key factor indicators and bottom - line measures.===>Krajnja procena akcionih programa mora da se vrši u okviru detaljnog procesa promena, koji će dovesti do povećanog učinka i boljeg odnosa među članovima organizacije, a posebno u boljim ključnim pokazateljima i osnovnim merilima.)
MATCH@E:(The final evaluation of the action programs must take place in the framework of the detailed change process, leading to an increased performances and relationship among organizational members, and particularly in increased key factor indicators and bottom line measures.===>Krajnja procena akcionih programa mora da se vrši u okviru detaljnog procesa promena, koji će dovesti do povećanog učinka i boljeg odnosa među članovima organizacije, a posebno u boljim ključnim pokazateljima i osnovnim merilima.)
MATCH@M:(By integrating the action programs in the model of action research, we develop the stages of the action research program, on the following way:===>Uklapanjem akcionih programa u model akcionog istraživanja razvijamo faze programa akcionog istraživanja na sledeći način:)
MATCH@E:(By integrating the action programs in the model of action research, we develop the stages of the action research program11, on the following way: 1.===>Uklapanjem akcionih programa u model akcionog istraživanja razvijamo faze programa akcionog istraživanja11 na sledeći način: ~~~ 1.)
MATCH@M:(1. Problem identification===>1. Identifikacija problema)
MATCH@E:(Problem identification 2.===>Identifikacija problema 2.)
MATCH@M:(2. Preliminary diagnosis===>2. Preliminarna dijagnoza)
MATCH@E:(Preliminary diagnosis 3.===>Preliminarna dijagnoza 3.)
MATCH@M:(3. Data gathering from the client group===>3. Prikupljanje podataka od klijentske grupe)
MATCH@E:(Data gathering from the client group 4.===>Prikupljanje podataka od klijentske grupe 4.)
MATCH@M:(4. Data feedback to the client group===>4. Povratna informacija o podacima klijentskoj grupi)
MATCH@E:(Data feedback to the client group 5.===>Povratna informacija o podacima klijentskoj grupi 5.)
MATCH@M:(5. Joint evaluation of data===>5. Zajedničko ocenjivanje podataka)
MATCH@E:(Joint evaluation of data 6.===>Zajedničko ocenjivanje podataka 6.)
MATCH@M:(6. Joint action planning===>6. Zajedničko planiranje aktivnosti)
MATCH@E:(Joint action planning 7.===>Zajedničko planiranje aktivnosti 7.)
MATCH@M:(7. Action or implementation of proposals for change===>7. Aktivnost na primeni predloga promena)
MATCH@E:(Action or implementation of proposals for change 8.===>Aktivnost na primeni predloga promena 8.)
MATCH@M:(The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development.===>Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.)
MATCH@E:(Repeat the cycle fresh data gathering and feedback of results of change The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development.===>Ponavljanje ciklusa ponovno prikupljanje podata ka i povratna informacija o rezultatima promena. ~~~ Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.)
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BAD_LINE_M:The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development.
BAD_LINE_M:Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.
BAD_LINE_E:Repeat the cycle fresh data gathering and feedback of results of change The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development.
BAD_LINE_E:Ponavljanje ciklusa ponovno prikupljanje podata ka i povratna informacija o rezultatima promena. ~~~ Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.
MATCH@M:(Each contemporary organization must manage the action programs for organization development in the attempt to make the entire benefit in the organization processes, structure and entire behavior.===>Svaka savremena organizacija mora da upravlja akcionim programima za organizacioni razvoj da bi postigla ukupni napredak u organizacionim procesima, strukturi i ukupnom ponašanju.)
MATCH@E:(Each contemporary organization must manage the action programs for organization development in the attempt to make the entire benefit in the organization processes, structure and entire behavior.===>Svaka savremena organizacija mora da upravlja akcionim programima za organizacioni razvoj da bi postigla ukupni napredak u organizacionim procesima, strukturi i ukupnom ponašanju.)
MATCH@M:(The organization development is not only a process of organizational improvement, but far more a process of deliberate and mutual inquiry and belief in the change efforts.===>Organizacioni razvoj nije samo proces organizacionog usavršavanja, to je u mnogo većoj meri proces odlučnog i zajedničkog istraživanja i verovanja u postupke promena.)
MATCH@E:(CONCLUSION The organization development is not only a process of organizational improvement, but far more a process of deliberate and mutual inquiry and belief in the change efforts.===>ZAKLJUČAK Organizacioni razvoj nije samo proces organizacionog usavršavanja, to je u mnogo većoj meri proces odlučnog i zajedničkog istraživanja i verovanja u postupke promena.)
MATCH@M:(On the other hand, the action research is not only a methodology, but an approach that shapes the methodological practices.===>S druge strane, akciono istraživanje nije samo metodologija, već i pristup kojim se oblikuju metodološki postupci.)
MATCH@E:(On the other hand, the action research is not only a methodology, but an approach that shapes the methodological practices.===>S druge strane, akciono istraživanje nije samo metodologija, već i pristup kojim se oblikuju metodološki postupci.)
MATCH@M:(It fully endeavors to make the most appropriate choice in various organization circumstances.===>Ono je u potpunosti angažovano u nalaženju najboljeg izbora u različitim organizacionim okolnostima.)
MATCH@E:(It fully endeavors to make the most appropriate choice in various organization circumstances.===>Ono je u potpunosti angažovano u nalaženju najboljeg izbora u različitim organizacionim okolnostima.)
MATCH@M:(The actual choice must be clear, transparent, articulated to each selves, to other inquiry partners, individually or as a members of the groups or teams and of the broader organization.===>Stvarni izbor mora da bude jasan, transparentan, razumljiv nama samima, drugim saradnicima u istraživanju, pojedinačno ili kao članovima grupa ili timova, i konačno, široj organizaciji.)
MATCH@E:(The actual choice must be clear, transparent, articulated to each selves, to other inquiry partners, individually or as a members of the groups or teams and of the broader organization.===>Stvarni izbor mora da bude jasan, transparentan, razumljiv nama samima, drugim saradnicima u istraživanju, pojedinačno ili kao članovima grupa ili timova, i konačno, široj organizaciji.)
MATCH@M:(The primary difference between the organization development and other behavioral science techniques is the application of the organizational - wide approach to the functional, structural, technical and personal relationships in organizations.===>Osnovna razlika između organizacionog razvoja i drugih bihejviorističkih tehnika jeste primena pristupa funkcionalnim, strukturnim, tehničkim i ličnim odnosima u organizacijama na nivou cele organizacije.)
MATCH@E:(The primary difference between the organization development and other behavioral science techniques is the application of the organizational wide approach to the functional, structural, technical and personal relationships in organizations.===>Osnovna razlika između organizacionog razvoja i drugih bihejviorističkih tehnika jeste primena pristupa funkcionalnim, strukturnim, tehničkim i ličnim odnosima u organizacijama na nivou cele organizacije.)
MATCH@M:(It functions through an iterative series of steps, involving data collection and joint problem solving, that brings about the new knowledge.===>Ono funkcioniše putem jednog iterativnog niza koraka, i obuhvata prikupljanje podataka i zajedničko rešavanje problema, kojim se stiču nova znanja.)
MATCH@E:(It functions through an iterative series of steps, involving data collection and joint problem solving, that brings about the new knowledge.===>Ono funkcioniše putem jednog iterativnog niza koraka, i obuhvata prikupljanje podataka i zajedničko rešavanje problema, kojim se stiču nova znanja.)
MATCH@M:(Action research is the process of systematically data gathering for the system objective, or the particular need or objective of the system, implementing the data in the system, involving the action programs for organization development with the application of altering selected variables that are based on specific data or on hypothesis and monitoring and evaluating of the action programs in order to achieve the continuous and profound change.===>Akciono istraživanje predstavlja proces sistematičnog prikupljanja podataka za ciljeve celog sistema ili za neke posebne potrebe ili ciljeve sistema, primenu podataka u sistemu, uključujući akcione programe za organizacioni razvoj i primenu izabranih varijabli da bi se postigla trajna i duboka promena.)
MATCH@E:(Action research is the process of systematically data gathering for the system objective, or the particular need or objective of the system, implementing the data in the system, involving the action programs for organization development with the application of altering selected variables that are based on specific data or on hypothesis and monitoring and evaluating of the action programs in order to achieve the continuous and profound change.===>Akciono istraživanje predstavlja proces sistematičnog prikupljanja podataka za ciljeve celog sistema ili za neke posebne potrebe ili ciljeve sistema, primenu podataka u sistemu, uključujući akcione programe za or 11 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 ganizacioni razvoj i primenu izabranih varijabli da bi se postigla trajna i duboka promena.)
MATCH@M:(that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage.===>One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.)
MATCH@E:(The fundamental action research model consists of 16 phases, organized in 3 stages, that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage.===>Osnovni model akcionog istraživanja ima 16 faza, organizovanih u 3 etape. ~~~ One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.)
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BAD_LINE_M:that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage.
BAD_LINE_M:One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.
BAD_LINE_E:The fundamental action research model consists of 16 phases, organized in 3 stages, that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage.
BAD_LINE_E:Osnovni model akcionog istraživanja ima 16 faza, organizovanih u 3 etape. ~~~ One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.
MATCH@M:(The research and the change principles are prevalent both for the action research and the action change programs for organization development.===>Principi istraživanja i promene preovlađuju i u programima akcionog istraživanja i u programima akcionih programa u organizacionom razvoju.)
MATCH@E:(The research and the change principles are prevalent both for the action research and the action change programs for organization development.===>Principi istraživanja i promene preovlađuju i u programima akcionog istraživanja i u programima akcionih programa u organizacionom razvoju.)
MATCH@M:(Action programs are vital for the long - term capacity of creating and maintaining the reconfigurable organization, as a flexible and able to change on a various range of level, staring from the annual and ending with an hourly time frame.===>Akcioni programi su od suštinskog značaja za dugoročnu sposobnost stvaranja i održavanja organizacije koja se preoblikuje, kao organizacije sposobne da se menja na raznim nivoima, kako na godišnjoj osnovi, tako i iz sata u sat.)
MATCH@E:(Action programs are vital for the long term capacity of creating and maintaining the reconfigurable organization, as a flexible and able to change on a various range of level, staring from the annual and ending with an hourly time frame.===>Akcioni programi su od suštinskog značaja za dugoročnu sposobnost stvaranja i održavanja organizacije koja se preoblikuje, kao organizacije sposobne da se menja na raznim nivoima, kako na godišnjoj osnovi, tako i iz sata u sat.)
MATCH@M:(Once the action programs are implemented, it's dynamics refer to measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed.===>Kad se akcioni programi primene, potrebno je stalno meriti organizacioni progres, stabilizovatiati promenjeno željeno ponašanje i vršiti ukupnu ocenu akcionih programa.)
MATCH@E:(Once the action programs are implemented, its dynamics refer to measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed.===>Kad se akcioni programi primene, potrebno je stalno meriti organizacioni progres, stabilizovatiati promenjeno željeno ponašanje i vršiti ukupnu ocenu akcionih programa.)
MATCH@M:(Finally, while the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances, the objective of the action programs for organization development inclines to establishing a continuous improvement process, self aware of the change needs and of the potential to allow the flow of fresh data from the environment, in order to further develop the capacities for a qualitative and planned change technique.===>Konačno, dok je cilj modela akcionog istraživanja stvaranje novog organizacionog znanja i uvida koji će se koristiti u različitim organizacionim okolnostima, cilj akcionih programa za organizacioni razvoj jeste uspostavljanje neprekidnog procesa usavršavanja, svest o potrebama za promene i o potencijalima da se omogući protok svežih podataka iz okruženja, da bi se dalje razvijali kapaciteti za kvalitativne i planirane tehnike promene.)
MATCH@E:(Finally, while the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances, the objective of the action programs for organization development inclines to establishing a continuous improvement process, self aware of the change needs and of the potential to allow the flow of fresh data from the environment, in order to further develop the capacities for a qualitative and planned change technique.===>Konačno, dok je cilj modela akcionog istraživanja stvaranje novog organizacionog znanja i uvida koji će se koristiti u različitim organizacionim okolnostima, cilj akcionih programa za organizacioni razvoj jeste uspostavljanje neprekidnog procesa usavršavanja, svest o potrebama za promene i o potencijalima da se omogući protok svežih podataka iz okruženja, da bi se dalje razvijali kapaciteti za kvalitativne i planirane tehnike promene. ~~~ LITERATURA Š1Ë Beckhard R., Organization Development:)
MATCH@M:(Mass communication techniques and promotion mix which included advertising and sales promotion were favuored in previous decades. Recently direct marketing as a new tool with high development potential has become their competitor.===>Tehnike masovnih komunikacija, toliko favorizovane proteklih decenija, i promotivni miks koji se uglavnom sastojao od sredstava kao sto su oglašavanje i unapređenje prodaje, dobili su konkurenta sa izuzetnim razvojnim potencijalom - direktni marketing.)
MATCH@E:(10th-13th September 2008. ~~~ Belgrade, Serbia Mass communication techniques and promotion mix which included advertising and sales promotion were favuored in previous decades. ~~~ Recently direct marketing as a new tool with high development potential has become their competitor.===>Beograd, Srbija Tehnike masovnih komunikacija, toliko favorizovane proteklih decenija, i promotivni miks koji se uglavnom sastojao od sredstava kao što su oglašavanje i unapređenje prodaje, dobili su konkurenta sa izuzetnim razvojnim potencijalom direktni marketing.)
MATCH@M:(Target markets and media became very fragmented and thus inhibit companies' efforts to approach mass markets.===>Ciljni auditorijum i mediji postali su vrlo fragmentirani, zbog čega je kompanijama teško da dopru do masovnog tržišta.)
MATCH@E:(Target markets and media became very fragmented and thus inhibit companies efforts to approach mass markets.===>Ciljni auditorijum i mediji postali su vrlo fragmentirani, zbog čega je kompanijama teško da dopru do masovnog tržišta.)
MATCH@M:(Direct marketing is a tool which comprises precise targeting of customers by using a variety of different techniques like data bases, e-marketing, direct mail, telemarketing, mobile marketing, promotion with direct response and catalogues marketing.===>Direktni marketing je oblast koja podrazumeva precizno targetiranje kupaca upotrebom niza različitih tehnika uključujući baze podataka, e-marketing, direktnu poštu, telemarketing, mobilni marketing, propagandu sa direktnim odgovorom i kataloški marketing.)
MATCH@E:(Direct marketing is a tool which comprises precise targeting of customers by using a variety of different techniques like data bases, e-marketing, direct mail, telemarketing, mobile marketing, promotion with direct response and catalogues marketing.===>Direktni marketing je oblast koja podrazumeva precizno targetiranje kupaca upotrebom niza različitih tehnika uključujući baze podataka, e-marketing, direktnu poštu, telemarketing, mobilni marketing, propagandu sa direktnim odgovorom i kataloški marketing.)
MATCH@M:(Internet technologies offer several innovative tools for adapting marketing mix to specific business problems.===>Internet tehnologije obezbeđuju neka vrlo inovativna sredstva za adaptiranje marketing miksa prema specifičnim poslovnim problemima.)
MATCH@E:(Internet technologies offer several innovative tools for adapting marketing mix to specific business problems.===>Internet tehnologije obezbeđuju neka vrlo inovativna sredstva za adaptiranje marketing miksa prema specifičnim poslovnim problemima.)
MATCH@M:(Improvement of the Internet created new business opportunities and potential competitive advantages, some of which are of lower costs and prices, a perfect customer service, a wider variety and a products' customization.===>Napredak interneta je omogućio nove poslovne mogućnosti i potencijalne prednosti nad konkurentima, kao što su niži troškovi i cene, izuzetnu uslugu prema kupcima, veći izbor i kastumizaciju proizvoda.)
MATCH@E:(Improvement of the Internet created new business opportunities and potential competitive advantages, some of which are of lower costs and prices, a perfect customer service, a wider variety and a products customization.===>Napredak interneta je omogućio nove poslovne mogućnosti i potencijalne prednosti nad konkurentima, kao što su niži troškovi i cene, izuzetnu uslugu prema kupcima, veći izbor i kastumizaciju proizvoda.)
MATCH@M:(Along with computer technology, the Internet and database software developments, a most important company activity is becoming a two way communication between the companies and their customers.===>Paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.)
MATCH@E:(Along with computer technology, the Internet and database software developments, a most important company activity is becoming a two way communication between the companies and their customers.===>Paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.)
MATCH@M:(Customer relationship management (CRM) is a new concept which, as a result of changes made in management, strategic business planning and personalized customer services, develops fast.===>CRM ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menad'mentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.)
MATCH@E:(Customer relationship management (CRM) is a new concept which, as a result of changes made in management, strategic business planning and personalized customer services, develops fast.===>CRM ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.)
MATCH@M:(Developments of new information technologies have influence on business transactions to change from product push strategy to customer pull strategy, which will, as a result, change the position of the customer in the chain value.===>Razvoj novih informacionih tehnologija utiče i na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti. Kupci, kao glavni assets preduzeća, postaju sofisticirani i sve zahtevniji pri kupovnom ponašanju.)
MATCH@E:(Developments of new information technologies have influence on business transactions to change from product push strategy to customer pull strategy, which will, as a result, change the position of the customer in the chain value.===>Razvoj novih informacionih tehnologija utiče i na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.)
MATCH@M:(Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour.===>Otuda je bitno sagledati osnovne dimenzije Customer Relationship Managementa, koji može značajno unaprediti konkurentsku poziciju preduzeća:)
MATCH@E:(Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour.===>Kupci, kao glavni assets preduzeća, postaju sofisticirani i sve zahtevniji pri kupovnom ponašanju.)
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BAD_LINE_M:Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour.
BAD_LINE_M:Otuda je bitno sagledati osnovne dimenzije Customer Relationship Managementa, koji može značajno unaprediti konkurentsku poziciju preduzeća:
BAD_LINE_E:Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour.
BAD_LINE_E:Kupci, kao glavni assets preduzeća, postaju sofisticirani i sve zahtevniji pri kupovnom ponašanju.
MATCH@M:(In order to improve the company's competitive position it is important to analyze several aspects of Customer Relationship Management: Customer Selection, Customer Acquisition, Customer Retention and Customer Growth.===>Customer Selection (identifikacija, selekcija), Customer Acquisition (privlačenje), Customer Retention (zadržavanje), Customer Growth (rast, održavanje dugoročnih odnosa).)
MATCH@E:(In order to improve the companys competitive position it is important to analyze several aspects of Customer Relationship Management: Customer Selection, Customer Acquisition, Customer Retention and Customer Growth.===>Customer Selection (identifikacija, selekcija), Customer Acquisition (privlačenje), Customer Retention (zadržavanje), Customer Growth (rast, održavanje dugoročnih odnosa).)
MATCH@M:(In order to adequately respond to the challenges of the modern business environment, we must take into account some specific features of the situation the Serbian economy and society are in, but also the developments of the world theory and practice, primarily in the fields of marketing and management.===>Da bi se na pravi način odgovorilo izazovima savremenog poslovnog okruženja moraju se uvažavati specifičnosti situacije u kojima se nalazi srpska privreda i društvo, ali i savremena dostignuća svetske teorije i prakse, pre svega u oblasti marketinga i menadžmenta.)
MATCH@E:(Introduction In order to adequately respond to the challenges of the modern business environment, we must take into account some specific features of the situation the Serbian economy and society are in, but also the developments of the world theory and practice, primarily in the fields of marketing and management.===>Uvod Da bi se na pravi način odgovorilo izazovima savremenog poslovnog okruženja moraju se uvažavati specifičnosti situacije u kojima se nalazi srpska privreda i društvo, ali i savremena dostignuća svetske teorije i prakse, pre svega u oblasti marketinga i menadžmenta.)
MATCH@M:(New business strategy creation and the quality of business environment are key preconditions for the competitive growth of our economy.===>Kreiranje poslovnih strategija i kvalitet poslovnog okruženja bitni su preduslovi za jačanje konkurentnosti privrede.)
MATCH@E:(New business strategy creation and the quality of business environment are key preconditions for the competitive growth of our economy.===>Kreiranje poslovnih strategija i kvalitet poslovnog okruženja bitni su preduslovi za jačanje konkurentnosti privrede.)
MATCH@M:(The growth in Serbian competitiveness should be sought in shifting the focus towards the microeconomic level of the business decision making, as well as in adopting a new philosophy of production - strategic management and innovation.===>Unapredjenje konkurentnosti Srbije treba tražiti u pomeranju fokusa na mikroekonomski nivo donošenja poslovnih odluka, kao i u prihvatanju nove filozofije privredjivanja - strategijskom upravljanju i inovativnosti.)
MATCH@E:(The growth in Serbian competitiveness should be sought in shifting the focus towards the microeconomic level of the business decision making, as well as in adopting a new philosophy of production strategic management and innovation.===>Unapredjenje konkurentnosti Srbije treba tražiti u pomeranju fokusa na mikroekonomski nivo donošenja poslovnih odluka, kao i u prihvatanju nove filozofije privredjivanja strategijskom upravljanju i inovativnosti.)
MATCH@M:(One way to significantly enhance the competitive level is the development of direct marketing via the CRM (Customer Relationship Managemant) concept.===>Jedan od načina kojima se može značajno uticati na podizanje nivoa konkurentnosti je razvoj direktnog marketinga kroz koncept CRM (Customer Relationship Management).)
MATCH@E:(One way to significantly enhance the competitive level is the development of direct marketing via the CRM (Customer Relationship Managemant) concept.===>Jedan od načina kojima se može značajno uticati na podizanje nivoa konkurentnosti je razvoj direktnog marketinga kroz koncept CRM (Customer Relationship Management).)
MATCH@M:(The focus of market oriented business shifts increasingly towards the consumers, as companies become aware of the growing importance and role the consumers play in profitable business activities.===>Fokus tržišnog poslovanja pomera se sve više ka potrošačima, jer kompanije postaju svesne rastućeg značaja i uloge koje potrošač ima u profitabilnom poslovanju.)
MATCH@E:(The focus of market oriented business shifts increasingly towards the consumers, as companies become aware of the growing importance and role the consumers play in profitable business activities.===>Fokus tržišnog poslovanja pomera se sve više ka potrošačima, jer kompanije postaju svesne rastućeg značaja i uloge koje potrošač ima u profitabilnom poslovanju.)
MATCH@M:(The companies explore, monitor and try to identify the existing and anticipate the customers' future needs and desires, since the basic aim of any company is to meet the needs in a profitable way and create customer loyalty, as basis of a long-term growth.===>Kompanije istražuju, prate i pokušavaju da prepoznaju postojeće i anticipiraju buduće potrebe i želje potrošača, jer je bazični cilj svake kompanije profitabilno zadovoljenje potreba i stvaranje lojalnosti potrošača, kao osnove dugoročnog rasta.)
MATCH@E:(The companies explore, monitor and try to identify the existing and anticipate the customers future needs and desires, since the basic aim of any company is to meet the needs in a profitable way and create customer loyalty, as basis of a long-term growth.===>Kompanije istražuju, prate i pokušavaju da prepoznaju postojeće i anticipiraju buduće potrebe i želje potrošača, jer je bazični cilj svake kompanije profitabilno zadovoljenje potreba i stvaranje lojalnosti potrošača, kao osnove dugoročnog rasta.)
MATCH@M:(The companies' response to the change in demand, as well as a continuous adjusting the products and/or services to the customers' needs are only some elements that affect the customers' overall satisfaction and loyalty.===>Reakcije kompanija na promene potreba, kao i kontinuelno prilagođavanje proizvoda i/ili usluga zahtevima potrošača samo su neki od elemenata koji utiču na ukupno zadovoljstvo i lojalnost potrošača.)
MATCH@E:(The companies response to the change in demand, as well as a continuous adjusting the products and/or services to the customers needs are only some elements that affect the customers overall satisfaction and loyalty.===>Reakcije kompanija na promene potreba, kao i kontinuelno prilagođavanje proizvoda i/ili usluga zahtevima potrošača samo su neki od elemenata koji utiču na ukupno zadovoljstvo i lojalnost potrošača.)
MATCH@M:(It is necessary to carry on a segmentation and targeting processes of prospective clients and create marketing campaigns geared to each segment individually.===>Potrebno je izvršiti segmentaciju i targetiranje potencijalnih klijenata i kreirati marketinške kampanje prilagođene svakom segmentu zasebno.)
MATCH@E:(It is necessary to carry on a segmentation and targeting processes of prospective clients and create marketing campaigns geared to each segment individually.===>Potrebno je izvršiti segmentaciju i targetiranje potencijalnih klijenata i kreirati marketinške kampanje prilagođene svakom segmentu zasebno. 2.)
MATCH@M:(The customer's response may be: a telephone call, direct mail, an enquiry to get more specific information, an order, etc.===>Odgovor (reakcija) kupca može biti: telefonski poziv, slanje adrese, upit odnosno zahtev za podrobnijim informacijama, narudžbina, i slično.)
MATCH@E:(The customers response may be: a telephone call, direct mail, an enquiry to get more specific information, an order, etc.===>1. direktan marketing je interaktivan, što znači da postoji dvosmerna komunikacija, tj. obostrani kontakt između učesnika (preduzeća i kupca) u procesu komuniciranja. 2. direktan marketing implicira (trenutni) odgovor odnosno reakciju kupca.)
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BAD_LINE_M:The customer's response may be: a telephone call, direct mail, an enquiry to get more specific information, an order, etc.
BAD_LINE_M:Odgovor (reakcija) kupca može biti: telefonski poziv, slanje adrese, upit odnosno zahtev za podrobnijim informacijama, narudžbina, i slično.
BAD_LINE_E:The customers response may be: a telephone call, direct mail, an enquiry to get more specific information, an order, etc.
BAD_LINE_E:1. direktan marketing je interaktivan, što znači da postoji dvosmerna komunikacija, tj. obostrani kontakt između učesnika (preduzeća i kupca) u procesu komuniciranja. 2. direktan marketing implicira (trenutni) odgovor odnosno reakciju kupca.
MATCH@M:(3. the results of the direct marketing activities (customers' response or reactions) are measurable.===>3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.)
MATCH@E:(3. the results of the direct marketing activities (customers response or reactions) are measurable.===>Zbog toga se često direktni marketing naziva i marketing direktnog odgovora ili marketing direktnog naručivanja. 3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.)
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BAD_LINE_M:3. the results of the direct marketing activities (customers' response or reactions) are measurable.
BAD_LINE_M:3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.
BAD_LINE_E:3. the results of the direct marketing activities (customers response or reactions) are measurable.
BAD_LINE_E:Zbog toga se često direktni marketing naziva i marketing direktnog odgovora ili marketing direktnog naručivanja. 3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.
MATCH@M:(The results of the direct marketing activities are most commonly expressed in the form of response rates, which specifies a percentage share of the number of customers responding within a total number of "contacted" customers, or in the form of a rate of conversion of enquiries into orders, that specifies a percentage share of the number of orders in the total number of enquiries.===>Rezultati akcija direktnog marketinga najčešće se izražavaju u obliku stope odziva, koja izražava procentualni udeo broja kupaca koji su reagovali u ukupnom broju "kontaktiranih" kupaca, ili u obliku stope konverzije pitanja u porudžbine, koja izražava procentualno učešće broja porudžbina u ukupnom broju upita.)
MATCH@E:(The results of the direct marketing activities are most commonly expressed in the form of response rates, which specifies a percentage share of the number of customers responding within a total number of contacted customers, or in the form of a rate of conversion of enquiries into orders, that specifies a percentage share of the number of orders in the total number of enquiries.===>Rezultati akcija direktnog marketinga najčešće se izražavaju u obliku stope odziva, koja izražava procentualni udeo broja kupaca koji su reagovali u ukupnom broju «kontaktiranih» kupaca, ili u obliku stope konverzije pitanja u porudžbine, koja izražava procentualno učešće broja porudžbina u ukupnom broju upita.)
MATCH@M:(This is why direct marketing is often called the "one-to-one" marketing.===>Zbog ove osobine direktan marketing se često zove "jedan na jedan" marketing.)
MATCH@E:(This is why direct marketing is often called the one-to-one marketing.===>Zbog ove osobine direktan marketing se često zove «jedan na jedan» marketing.)
MATCH@M:(• Possibility of testing all variables affecting the success of the promotive campaign, such as mailing the customers list, the delivery size, the contents, the format of advertizing message, the shape and colour of letters, etc.===>• Mogućnost testiranja svih varijabli od kojih zavisi uspeh promotivne kampanje, kao što su mailing liste kupaca (liste slanja pošte), veličina pošiljke, sadržaj, format propagandne poruke, oblik i boja pisama i slično)
MATCH@E:(Possibility of testing all variables affecting the success of the promotive campaign, such as mailing the customers list, the delivery size, the contents, the format of advertizing message, the shape and colour of letters, etc.===>Mogućnost testiranja svih varijabli od kojih zavisi uspeh promotivne kampanje, kao što su mailing liste kupaca (liste slanja pošte), veličina pošiljke, sadržaj, format propagandne poruke, oblik i boja pisama i sl.)
MATCH@M:(A basic drawback of direct marketing is reflected in very high innitial costs in attracting customers.===>Osnovni nedostatak direktnog marketinga ogleda se u veoma visokim početnim troškovima pridobijanja kupaca.)
MATCH@E:(A basic drawback of direct marketing is reflected in very high innitial costs in attracting customers.===>Osnovni nedostatak direktnog marketinga ogleda se u veoma visokim početnim troškovima pridobijanja kupaca.)
MATCH@M:(Direct marketing can be an especially expensive form of promotion if used towards only one sale.===>Direktan marketing može biti izuzetno skup oblik promocije ako se koristi samo za jednokratnu prodaju.)
MATCH@E:(Direct mar keting can be an especially expensive form of promotion if used towards only one sale.===>Direktan marketing može biti izuzetno skup oblik promocije ako se koristi samo za jednokratnu prodaju.)
MATCH@M:(Besides, certain forms of direct marketing, such as direct mail and telemarketing, are very aggressive and are an attack on the customer's privacy.===>Osim toga, pojedini oblici direktnog marketinga, kao što su direktna pošta i telemarketing, veoma su nametljivi i predstavljaju napad na privatnost kupaca.)
MATCH@E:(Besides, certain forms of direct marketing, such as direct mail and telemarketing, are very aggressive and are an attack on the customers privacy.===>Osim toga, pojedini oblici direktnog marketinga, kao što su direktna pošta i telemarketing, veoma su nametljivi i predstavljaju napad na privatnost kupaca.)
MATCH@M:(Finally, if used inefficiently, direct marketing may endanger the corporate reputation and result in a decrease in sales.===>Konačno, ako se upotrebi neefikasno, direktan marketing može da ugrozi korporacijski imidž i da dovede do smanjenja prodaje.)
MATCH@E:(Finally, if used inefficiently, direct marketing may endanger the corporate reputation and result in a decrease in sales.===>Konačno, ako se upotrebi neefikasno, direktan marketing može da ugrozi korporacijski imidž i da dovede do smanjenja prodaje.)
MATCH@M:(Forms of direct marketing are often defined in terms of media, or means used in conveying advertizing messages.===>Oblici direktnog marketinga se često definišu u smislu medija odnosno sredstava koja se koriste za prenos propagandnih poruka.)
MATCH@E:(Forms of direct marketing are often defined in terms of media, or means used in conveying advertizing messages.===>Oblici direktnog marketinga se često definišu u smislu medija odnosno sredstava koja se koriste za prenos propagandnih poruka.)
MATCH@M:(A very large number of factors affect people's behaviour and they can be classed as internal and external.===>Na ponašanje ljudi kao potrošača utiče izuzetno veliki broj faktora koje možemo razvrstati u interne i eksterne.)
MATCH@E:(A very large number of factors affect peoples behaviour and they can be classed as internal and external.===>Na ponašanje ljudi kao potrošača utiče izuzetno veliki broj faktora koje možemo razvrstati u interne i eksterne.)
MATCH@M:(Internal factors (psychological) refer to the mental state, the customer's personality and his/her character traits.===>Interni faktori (psihološki) pripisuju se mentalnom stanju, ličnosti potrošača i njenim karakteristikama.)
MATCH@E:(Internal factors (psychological) refer to the mental state, the customers personality and his/her character traits.===>Interni faktori (psihološki) pripisuju se mentalnom stanju, ličnosti potrošača i njenim karakteristikama.)
MATCH@M:(They affect the formation of customers' attitudes and views and are strongly influenced by external factors.===>Utiču na formiranje stavova i mišljenja potrošača i pod snažnim su dejstvom eksternih faktora.)
MATCH@E:(They affect the formation of customers attitudes and views and are strongly influenced by external factors.===>Utiču na formiranje stavova i mišljenja potrošača i pod snažnim su dejstvom eksternih faktora.)
MATCH@M:(External factors are environmentally created factors that affect customers.===>Eksterni faktori su oni koji deluju na potrošače iz okruženja.)
MATCH@E:(External factors are environmentally created factors that affect customers.===>Eksterni faktori su oni koji deluju na potrošače iz okruženja.)
MATCH@M:(Until the appearance of marketing as a scientific discipline that gave rise to a succession of other disciplines, the customer had a marginal position and a passive role.===>Potrošač je imao periferno mesto i pasivnu ulogu sve do pojave marketinga kao naučne discipline iz koga se kasnije razvio čitav niz disciplina.)
MATCH@E:(Until the appearance of marketing as a scientific discipline that gave rise to a succession of other disciplines, the customer had a marginal position and a passive role.===>Potrošač je imao periferno mesto i pasivnu ulogu sve do pojave marketinga kao naučne discipline iz koga se kasnije razvio čitav niz disciplina.)
MATCH@M:(The customers' behaviour is a discipline focusing upon the customer and studies him/her both as an individual and as a member of the community, aiming to learn about their behaviour and about the factors that influence the behaviour.===>Ponašanje potrošača je disciplina koja u fokusu ima potrošača, i proučava ga i kao individuu i kao člana zajednice, težeći da prodre u njegovo ponašanje i faktore koji na to ponašanje utiču.)
MATCH@E:(The customers behaviour is a discipline focusing upon the customer and studies him/her both as an individual and as a member of the community, aiming to learn about their behaviour and about the factors that influence the behaviour.===>Ponašanje potrošača je disciplina koja u fokusu ima potrošača, i proučava ga i kao individuu i kao člana zajednice, težeći da prodre u njegovo ponašanje i faktore koji na to ponašanje utiču.)
MATCH@M:(It does not, however, deal with the development and definition of the strategy of establishing and maintaining the customers' relations, but serves as background for other disciplines that are being born.===>Međutim, ne bavi se razvojem i definisanjem strategije uspostavljanja i održavanja odnosa sa kupcima, već služi kao baza za druge discipline koje su nastajale.)
MATCH@E:(It does not, however, deal with the development and definition of the strategy of establishing and maintaining the customers relations, but serves as background for other disciplines that are being born.===>Međutim, ne bavi se razvojem i definisanjem strategije uspostavljanja i održavanja odnosa sa kupcima, već služi kao baza za druge discipline koje su nastajale.)
MATCH@M:(In the past decade or so a succession of new marketing concepts have developed, giving the role and importance of marketing a new, long-term dimension and focusing on developing not only the loyalty, but also the long-term collaboration and partnership relations with key buyers and customers; therefore, as such, they present a dynamic aspect of direct marketing.===>U poslednjih desetak godina razvio se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju jednu novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, te kao takvi predstavljaju dinamičan aspekt direktnog marketinga.)
MATCH@E:(In the past decade or so a succession of new marketing concepts have developed, giving the role and importance of marketing a new, long-term dimension and focusing on developing not only the loyalty, but also the long-term collaboration and partnership relations with key buyers and customers; therefore, as such, they present a dynamic aspect of direct marketing.===>U poslednjih desetak godina razvio se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju jednu novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, te kao takvi predstavljaju dinamičan aspekt direktnog marketinga.)
MATCH@M:(The relationship marketing paradigm dominates the modern marketing practice, but also the academic circles, regardless of the fact that the ideas it is based upon are not new.===>Paradigma relationship marketing dominira u praksi savremenog marketinga, ali i u naučnim krugovima, uprkos tome što ideje na kojima se zasniva nisu nove.)
MATCH@E:(Relationship marketing: The relationship marketing paradigm dominates the modern marketing practice, but also the academic circles, regardless of the fact that the ideas it is based upon are not new.===>Relationship marketing Paradigma relationship marketing dominira u praksi savremenog marketinga, ali i u naučnim krugovima, uprkos tome što ideje na kojima se zasniva nisu nove.)
MATCH@M:(The research has shown that the term relationship marketing is a specific challenge to the traditional marketing practice and academic thought.===>Istraživanja su pokazala da termin relationship marketing predstavlja svojevrstan izazov tradicionalnoj marketing praksi i naučnoj misli.)
MATCH@E:(The research has shown that the term relationship marketing is a specific challenge to the traditional marketing practice and academic thought.===>Istraživanja su pokazala da termin relationship marketing predstavlja svojevrstan izazov tradicionalnoj marketing praksi i naučnoj misli.)
MATCH@M:(This is a new conception founded on the basic marketing premise, that it is a profitable way of meeting the customers' needs, viewed in the long term.===>To je nova koncepcija koja se bazira na osnovnoj pretpostavci marketinga, a to je profitabilno zadovoljavanje potreba potrošača, ali dugoročno posmatrano.)
MATCH@E:(This is a new conception founded on the basic marketing premise, that it is a profitable way of meeting the customers needs, viewed in the long term.===>To je nova koncepcija koja se bazira na osnovnoj pretpostavci marketinga, a to je profitabilno zadovoljavanje potreba potrošača, ali dugoročno posmatrano.)
MATCH@M:(The approaches to the development of programs and strategies as well as necessary elements differ as to whether, in terms of ensuring the ways of building stronger and longer-termed relations, it is regarded as a specific marketing field or as a development of the existing conceptions.===>U zavisnosti od toga da li se posmatra kao posebna oblast marketinga ili kao nadogradnja postojećih koncepcija, u smislu obezbeđivanja načina za čvršće i dugotrajnije veze, razlikuju se i pristupi razvoju programa i strategija, te elemenata koji su potrebni za to.)
MATCH@E:(The approaches to the development of programs and strategies as well as necessary elements differ as to whether, in terms of ensuring the ways of building stronger and longer-termed relations, it is regarded as a specific marketing field or as a development of the existing conceptions.===>U zavisnosti od toga da li se posmatra kao posebna oblast marketinga ili kao nadogradnja postojećih koncepcija, u smislu obezbeđivanja načina za čvršće i dugotrajnije veze, razlikuju se i pristupi razvoju programa i strategija, te elemenata koji su potrebni za to.)
MATCH@M:(Relation marketing can, of course, be observed on different levels.===>Treba napomenuti i da se relationship marketing može posmatrati i na različitim nivoima.)
MATCH@E:(Relation marketing can, of course, be observed on different levels.===>Treba napomenuti i da se relationship marketing može posmatrati i na različitim nivoima.)
MATCH@M:(A large extent of interrelations is seen between relationship marketing and direct marketing and the CRM concept via different types of loyalty marketing which in turn can be viewed both as a separate conception and as part of relationship marketing.===>Preplitanje relationship marketinga naročito je veliko sa direktnim marketingom i CRM konceptom kroz različite vrste loyalty marketinga, koji se može posmatrati i kao zasebna koncepcija i kao deo relationship marketinga.)
MATCH@E:(A large extent of interrelations is seen between relationship marketing and direct marketing and the CRM concept via different types of loyalty marketing which in turn can be viewed both as a separate conception and as part of relationship marketing.===>Preplitanje relationship marketinga naročito je veliko sa direktnim marketingom i CRM konceptom kroz različite vrste loyalty marketinga, koji se može posmatrati i kao zasebna koncepcija i kao deo relationship marketinga. 2.)
MATCH@M:(The CRM (Customer Relation Management) or managing the relationship with customers is a relatively recent concept that increasingly improves, due to the changes in management, in strategic business planning and in the personalized customer service.===>CRM (Customer Relationship Management) ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.)
MATCH@E:(2.2. ~~~ Customer Relationship Management (CRM) The CRM (Customer Relation Management) or managing the relationship with customers is a relatively recent concept that increasingly improves, due to the changes in management, in strategic business planning and in the personalized customer service.===>Customer Relationship Management (CRM) CRM (Customer Relationship Management) ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.)
MATCH@M:(In a modern market-oriented economy, alongside the advance of the computer technology, the Internet and database creating software, the two-way communication between the company and its customers or clients becomes a priority in business activities.===>U savremenoj tržišnoj privredi, paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.)
MATCH@E:(In a modern market-oriented economy, alongside the advance of the computer technology, the Internet and database creating software, the two-way communication between the company and its customers or clients becomes a priority in business activities.===>U savremenoj tržišnoj privredi, paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.)
MATCH@M:(The Internet technology affects the changes in business transactions from the product push strategy to the customer's pull strategy, namely, the change that will result into the change of the customer's position in the value chain.===>Internet tehnologija utiče na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.)
MATCH@E:(The Internet technology affects the changes in business transactions from the product push strategy to the customers pull strategy, namely, the change that will result into the change of the customers position in the value chain.===>Internet tehnologija utiče na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.)
MATCH@M:(The CRM means the possibilities, the methodology and the technology that allows for a company to work through the customer relationship regulation.===>CRM podrazumeva mogućnosti, metadologiju i tehnologiju koja omogućava da funkcioniše preduzeće kroz regulisanje odnosa sa potrošačima.)
MATCH@E:(The CRM means the possibilities, the methodology and the technology that allows for a company to work through the customer relationship regulation.===>Customer growth (rast, održavanje dugoročnih odnosa) CRM podrazumeva mogućnosti, metadologiju i tehnologiju koja omogućava da funkcioniše preduzeće kroz regulisanje odnosa sa potrošačima.)
MATCH@M:(The basic purpose of the CRM is to enable the companies to manage customers more efficiently by presenting reliable systems, processes and procedures.===>Osnovna svrha CRM je da omogući preduzećima da bolje upravljaju potrošačima kroz predstavljanje pouzdanih sistema, procesa i procedura.)
MATCH@E:(The basic purpose of the CRM is to enable the companies to manage customers more efficiently by presenting reliable systems, processes and procedures.===>Osnovna svrha CRM je da omogući preduzećima da bolje upravljaju potrošačima kroz predstavljanje pouzdanih sistema, procesa i procedura.)
MATCH@M:(The CRM is a corporative level of the strategy focusing on creating and maintaining lasting relationships with customers.===>CRM je korporativni nivo strategije koja se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.)
MATCH@E:(The CRM is a corporative level of the strategy focusing on creating and maintaining lasting relationships with customers.===>CRM je korporativni nivo strategije koja se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.)
MATCH@M:(There are a number of commercial CRM program packages supporting the CRM strategy in the market, however, it is not a technology per se, but a substantial change in the organizational philosophy, that places the stress upon the customer.===>Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.)
MATCH@E:(There are a number of commercial CRM program packages supporting the CRM strategy in the market, however, it is not a technology per se, but a substantial change in the organizational philosophy, that places the stress upon the customer.===>Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.)
MATCH@M:(These program packages, i.e., the development of a respective software and hardware, allow for the CRM system to become a largely automated process, the purpose of which is not only to offer information, but to serve as a significant support in decision making and in the market situation analysis.===>Ti programski paketi to jest razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.)
MATCH@E:(These program packages, i.e., the development of a respective software and hardware, allow for the CRM system to become a largely automated process, the purpose of which is not only to offer information, but to serve as a significant support in decision making and in the market situation analysis.===>Ti programski paketi tj. razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.)
MATCH@M:(A successful CRM strategy, however, cannot be carried out by just installing and integrating the program package and cannot be executed in a moment.===>Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.)
MATCH@E:(A successful CRM strategy, however, cannot be carried out by just installing and integrating the program package and cannot be executed in a moment.===>Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.)
MATCH@M:(Change must occur on all levels, including the company policy, employee trainings, marketing systems, information management etc.===>Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i slično)
MATCH@E:(Change must occur on all levels, including the company policy, employee trainings, marketing systems, information management etc.===>Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i sl.)
MATCH@M:(This means that all the aspects of business must be harmonized with the CRM principles.===>To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.)
MATCH@E:(This means that all the aspects of business must be harmonized with the CRM principles.===>To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.)
MATCH@M:(In order to be efficient, the CRM process must be integrated via marketing, sales, as well as via the customer relationship.===>Da bi bio efikasan CRM proces mora da bude integrisan kroz marketing, prodaju i kroz odnos sa potrošačima.)
MATCH@E:(In order to be efficient, the CRM process must be integrated via marketing, sales, as well as via the customer relationship.===>Da bi bio efikasan CRM proces mora da bude integrisan kroz marketing, prodaju i kroz odnos sa potrošačima.)
MATCH@M:(In establishing the CRM segment in the company it is of greatest importance to specify the aspects that are crucial for its business, the information to be served to customers, to give an insight into the customers' financial past record, to identify the effects of CRM segments and to identify unnecessary information.===>Kada se uspostavlja CRM segment za preduzeće je najvažnije da precizira koji su najvažniji aspekti za njeno poslovanje, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata i identifikovati nepotrebne informacije.)
MATCH@E:(In establishing the CRM segment in the company it is of greatest importance to specify the aspects that are crucial for its business, the information to be served to customers, to give an insight into the customers financial past record, to identify the effects of CRM segments and to identify unnecessary information.===>Kada se uspostavlja CRM segment za preduzeće je najvažnije da precizira koji su najvažniji aspekti za njeno poslovanje, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata i identifikovati nepotrebne informacije.)
MATCH@M:(The possibility to eliminate the unnecessary information is a very important aspect of the CRM system implementation.===>Mogućnost eleminisanja nepotrebnih informacija je veoma važan aspekt primene CRM sistema.)
MATCH@E:(The possibility to eliminate the unnecessary information is a very important aspect of the CRM system implementation.===>Mogućnost eleminisanja nepotrebnih informacija je veoma važan aspekt primene CRM sistema.)
MATCH@M:(When creating a CRM structure, a very important task of the company should be the provision of as detailed information as possible for its primary (loyal) clients.===>Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunih informacija za njihove primarne (lojalne) krijente.)
MATCH@E:(When creating a CRM structure, a very important task of the company should be the provision of as detailed information as possible for its primary (loyal) clients.===>Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunih informacija za njihove primarne (lojalne) krijente.)
MATCH@M:(The CRM can be defined as a business strategy the purpose of which is to bring into accord the revenue and the profit with the customers' satisfaction and the value delivered to them, taking into consideration a number of levels: measuring, customers' behaviour, processes and technologies.===>CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.)
MATCH@E:(The CRM can be defined as a business strategy the purpose of which is to bring into accord the revenue and the profit with the customers satisfaction and the value delivered to them, taking into consideration a number of levels: measuring, customers behaviour, processes and technologies.===>CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.)
MATCH@M:(For fruitful customer relationship to be developed it needs aligning all the elements in the company.===>Za razvoj uspešnih odnosa sa potrošačima potrebno je ukomponovati sve elemente u preduzeću.)
MATCH@E:(For fruitful customer relationship to be developed it needs aligning all the elements in the company.===>Za razvoj uspešnih odnosa sa potrošačima potrebno je ukomponovati sve elemente u preduzeću.)
MATCH@M:(Of crucial importance are strategy planning and development, organization, implementation, as well as the CRM process control.===>Od izuzetnog značaja je planiranje i razvijanje strategije, organizacija, implementacija kao i kontrola CRM procesa.)
MATCH@E:(Of crucial importance are strategy planning and development, organization, implementation, as well as the CRM process control.===>Od izuzetnog značaja je planiranje i razvijanje strategije, organizacija, implementacija kao i kontrola CRM procesa.)
MATCH@M:(While the transaction marketing, based on the idea that the customer should be subject to some influence so that the transaction be effected as fast and as efficiently as possible, the new marketing and relationship management concepts insist upon creating and maintaining contacts with every individual buyer (4, pp. 164-195) even after the transaction has been completed, which significantly contributes to the increase in the company's competitive advantage.===>Za razliku od transakcionog marketinga, koji se zasniva na ideji da se utiče na potrošača, kako bi se transakcija što brže i lakše obavila, novim konceptom marketinga i menadžmenta odnosa, insistira se na uspostavljanju i održavanju kontakta sa svakim pojedinim kupcem (4, str. 164-195) i onda kada je transakcija završena, što značajno doprinosi povećanju konkurentne prednosti preduzeća.)
MATCH@E:(While the transaction marketing, based on the idea that the customer should be subject to some influence so that the transaction be effected as fast and as efficiently as pos sible, the new marketing and relationship management concepts insist upon creating and maintaining contacts with every individual buyer (4, pp. 164-195) even after the transaction has been completed, which significantly contributes to the increase in the companys competitive advantage.===>Za razliku od transakcionog marketinga, koji se zasniva na ideji da se utiče na potrošača, kako bi se transak cija što brže i lakše obavila, novim konceptom marketinga i menadžmenta odnosa, insistira se na uspostavljanju i održavanju kontakta sa svakim pojedinim kupcem (4, str. 164-195) i onda kada je transakcija završena, što značajno doprinosi povećanju konkurentne prednosti preduzeća.)
MATCH@M:(The CRM focuses upon creation and maintenance of lasting relationships with the customers.===>CRM se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.)
MATCH@E:(The CRM focuses upon creation and maintenance of lasting relationships with the customers.===>CRM se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.)
MATCH@M:(Although there are a number of commercial CRM program packages in the market that support the CRM strategy, it is not a technology by itself; it is rather a crucial change in the organizational philosophy that places a customer in the centre of attention.===>Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.)
MATCH@E:(Although there are a number of commercial CRM program packages in the market that support the CRM strategy, it is not a technology by itself; it is rather a crucial change in the organizational philosophy that places a customer in the centre of attention.===>Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.)
MATCH@M:(The program packages, i.e., the development of appropriate software and hardware allow for the CRM system to become a largely automated process, with a task not only to provide information, but to serve as significant logistics to decision making and the situation analysis in the market.===>Ti programski paketi to jest razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.)
MATCH@E:(The program packages, i.e., the development of appropriate software and hardware allow for the CRM system to become a largely automated process, with a task not only to provide information, but to serve as significant logistics to decision making and the situation analysis in the market.===>Ti programski paketi tj. razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.)
MATCH@M:(A successful CRM strategy however cannot be conducted by just a simple installation and integration of a program package and cannot be executed overnight.===>Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.)
MATCH@E:(A successful CRM strategy however cannot be conducted by just a simple installation and integration of a program package and cannot be executed overnight.===>Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.)
MATCH@M:(Changes have to occur on all the levels, including the company policy, the employee training, the marketing systems, information management, etc.===>Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i slično)
MATCH@E:(Changes have to occur on all the levels, including the company policy, the employee training, the marketing systems, information management, etc.===>Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i sl.)
MATCH@M:(That means that all aspects of business must be shaped in accordance with the CRM principles.===>To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.)
MATCH@E:(That means that all aspects of business must be shaped in accordance with the CRM principles.===>To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.)
MATCH@M:(In establishing the CRM concepts it is most important that a company stipulate the key aspects of business, such as which information should be served to customers, what the customers' financial history is, what the effects of the CRM segments are.===>Pri uspostavljanju CRM koncepta za preduzeće je najvažnije da precizira najvažnije aspekte poslovanja, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata.)
MATCH@E:(In establishing the CRM concepts it is most important that a company stipulate the key aspects of business, such as which information should be served to customers, what the customers financial history is, what the effects of the CRM segments are.===>Pri uspostavljanju CRM koncepta za preduzeće je najvažnije da precizira najvažnije aspekte poslovanja, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata.)
MATCH@M:(A very important aspect, too, of the CRM structure implementation is the identification and elimination of unnecessary information.===>Takodje, veoma važan aspekt primene CRM sistema je identifikovanje i eliminisanje nepotrebnih informacija.)
MATCH@E:(A very important aspect, too, of the CRM structure implementation is the identification and elimination of unnecessary information.===>Takodje, veoma važan aspekt primene CRM sistema je identifikovanje i eliminisanje nepotrebnih informacija.)
MATCH@M:(When creating a CRM structure, a major task of the company should be collecting as accurate as possible information on its primary (loyal) clients.===>Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunijih informacija za njihove primarne (lojalne) klijente.)
MATCH@E:(When creating a CRM structure, a major task of the company should be collecting as accurate as possible information on its primary (loyal) clients.===>Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunijih informacija za njihove primarne (lojalne) klijente.)
MATCH@M:(In this context the CRM can be defined as a business strategy the purpose of which is to balance the revenues and the profit with the customers' satisfaction and the value delivered to them, within which a number of levels should be taken into account: measuring, customers' behaviour, processes, and technologies.===>U tom kontekstu CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.)
MATCH@E:(In this context the CRM can be defined as a business strategy the purpose of which is to balance the revenues and the profit with the customers satisfaction and the value delivered to them, within which a number of levels should be taken into account: measuring, customers behaviour, processes, and technologies.===>U tom kontekstu CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.)
MATCH@M:(The Customer Relationship Management combines the business strategy and technology aiming to identify, attract and retain long-term relations with customers - by creating value that results from the interaction between a business organization and customers.===>Customer Relationship Management kombinuje poslovnu strategiju i tehnologiju sa ciljem da identifikuje, privuče i održi dugoročne odnose sa kupcima - stvaranjem vrednosti, koja nastaje kao rezultat interakcije poslovne organizacije i kupaca.)
MATCH@E:(The Customer Relationship Management combines the business strategy and technology aiming to identify, attract and retain long-term relations with customers by creating value that results from the interaction between a business organization and customers.===>Customer Relationship Management kombinuje poslovnu strategiju i tehnologiju sa ciljem da identifikuje, privuče i održi dugoročne odnose sa kupcima stvaranjem vrednosti, koja nastaje kao rezultat interakcije poslovne organizacije i kupaca.)
MATCH@M:(The CRM includes the knowledge of strategic management and Internet technologies, and the purpose of this concept is to identify the opportunity to establish profitable relations with clients, creating new relationships as well as retaining such profitable customer relationships.===>CRM uključuje poznavanje strateškog menadžmenta i Internet tehnologija, a svrha ovog koncepta je - identifikacija mogućnosti za uspostavljanje profitabilnih odnosa sa klijentima, formiranje odnosa, kao i zadržavanje (retencija) profitabilnih odnosa sa klijentima.)
MATCH@E:(The CRM includes the knowledge of strategic management and Internet technologies, and the purpose of this concept is to identify the opportunity to establish profitable relations with clients, creating new relationships as well as retaining such profitable customer relationships.===>CRM uključuje poznavanje strateškog menadžmenta i Internet tehnologija, a svrha ovog koncepta je - identifikacija mogućnosti za uspostavljanje profitabilnih odnosa sa klijentima, formiranje odnosa, kao i zadržavanje (retencija) profitabilnih odnosa sa klijentima.)
MATCH@M:(As a strategic set of activities the CRM starts with a detailed analysis of the company's organizational strategy, and ends with measuring value for shareholders.===>CRM kao strateški skup aktivnosti započinje detaljnom analizom organizacione strategije preduzeća, a završava se merenjem vrednosti za shareholdere.)
MATCH@E:(As a strategic set of activities the CRM starts with a detailed analysis of the companys organizational strategy, and ends with measuring value for shareholders.===>CRM kao strateški skup aktivnosti započinje detaljnom analizom organizacione strategije preduzeća, a završava se merenjem vrednosti za shareholdere.)
MATCH@M:(The concept of competitive advantage that simultaneously generates value for both the customer and the company is a key to the CRM success, being a managerial approach to creating, developing and establishing relationships with precisely defined target groups in order to optimize the value for the customer, the corporate profitability and consequently, the value for the stakeholders.===>Pojam konkurentske prednosti, koja istovremeno generiše vrednost za kupca i za kompaniju, jeste ključ uspeha CRM-a, koji predstavlja menadžerski pristup kreiranju, razvoju i uspostavljanju odnosa sa precizno definisanim ciljnim grupama u cilju optimizacije vrednosti za kupca, korporativne profitabilnosti, pa samim tim, i vrednosti stakeholdera.)
MATCH@E:(The concept of competitive advantage that simultaneously generates value for both the customer and the company is a key to the CRM success, being a managerial approach to creating, developing and establishing relationships with precisely defined target groups in order to optimize the value for the customer, the corporate profitability and consequently, the value for the stakeholders.===>Pojam konkurentske prednosti, koja istovremeno generiše vrednost za kupca i za kompaniju, jeste ključ uspeha CRM-a, koji predstavlja menadžerski pristup kreiranju, razvoju i uspostavljanju odnosa sa precizno definisanim ciljnim grupama u cilju optimizacije vrednosti za kupca, korporativne profitabilnosti, pa samim tim, i vrednosti stakeholdera.)
MATCH@M:(It is for this reason that the CRM is highly positioned on the priority list of the modern corporate agenda and is closely associated to employing information technologies, necessary in implementation of customer relations marketing strategies.===>Ovo je razlog zbog čega se CRM pozicionira visoko na listi prioriteta današnje korporativne agende i tesno je povezan sa korišćenjem informacionih tehnologija, neophodnih za implementaciju marketinških strategija odnosa sa kupcima.)
MATCH@E:(It is for this reason that the CRM is highly positioned on the priority list of the modern corporate agenda and is closely associated to employing information technologies, necessary in implementation of customer relations marketing strategies.===>Ovo je razlog zbog čega se CRM pozicionira visoko na listi prioriteta današnje korporativne agende i tesno je povezan sa korišćenjem informacionih tehnologija, neophodnih za implementaciju marketinških strategija odnosa sa kupcima. 3.)
MATCH@M:(The long-term customer relationships concept must always have in mind the value chain of the customer relationships development, that is, the activities to be undertaken in order that profitable relationships should be developed.===>Koncept razvoja dugoročnih odnosa sa potrošačima mora voditi računa o lancu vrednosti upravljanja odnosima sa potrošačima, odnosno o aktivnostima koje treba preduzeti da se razviju profitabilni odnosi.)
MATCH@E:(3. ~~~ The long-term customer relationships development strategy The long-term customer relationships concept must always have in mind the value chain of the customer relationships development, that is, the activities to be undertaken in order that profitable relationships should be developed.===>Strategija razvoja dugoročnih odnosa sa potrošačima Koncept razvoja dugoročnih odnosa sa potrošačima mora voditi računa o lancu vrednosti upravljanja odnosima sa potrošačima, odnosno o aktivnostima koje treba preduzeti da se razviju profitabilni odnosi.)
MATCH@M:(Strategy is the basis of the development of long-term relations with customers and key partners.===>Strategija je osnova razvoja dugoročnih odnosa sa potrošačima i ključnim partnerima.)
MATCH@E:(Strategy is the basis of the development of long-term relations with customers and key partners.===>Strategija je osnova razvoja dugoročnih odnosa sa potrošačima i ključnim partnerima.)
MATCH@M:(The basic aim is to deliver a quality service and thus enhance a lasting customer satisfaction, which is a precondition of unquestioned loyalty.===>Osnovni cilj je da se isporučivanjem kvalitetne usluge utiče na dugoročnu satisfakciju potrošača, koja je glavni preduslov pune lojalnosti.)
MATCH@E:(The basic aim is to deliver a quality service and thus enhance a lasting customer satisfaction, which is a precondition of unquestioned loyalty.===>Osnovni cilj je da se isporučivanjem kvalitetne usluge utiče na dugoročnu satisfakciju potrošača, koja je glavni preduslov pune lojalnosti.)
MATCH@M:(Customers' loyalty means the rise in profits which all affects the satisfaction and loyalty of employees in a services delivering company (customer and employee satisfactions are mutually conditioned).===>Lojalnost potrošača znači i porast profita, što sve utiče na satisfakciju i lojalnost zaposlenih u uslužnom preduzeću (satisfakcija potrošača i zaposlenih međusobno je uslovljena).)
MATCH@E:(Customers loyalty means the rise in profits which all affects the satisfaction and loyalty of employees in a services delivering company (customer and employee satisfactions are mutually conditioned).===>Lojalnost potrošača znači i porast profita, što sve utiče na satisfakciju i lojalnost zaposlenih u uslužnom preduzeću (satisfakcija potrošača i zaposlenih međusobno je uslovljena).)
MATCH@M:(In order that the concept be conducted there must be some basic preconditions, and they are defined as to the concept needs.===>Moraju postojati osnovne pretpostavke da bi se koncept sproveo i one su definisane polazeći od potreba koncepta.)
MATCH@E:(In order that the concept be conducted there must be some basic preconditions, and they are defined as to the concept needs.===>Moraju postojati osnovne pretpostavke da bi se koncept sproveo i one su definisane polazeći od potreba koncepta.)
MATCH@M:(The phases of the long-term relationshipss with customers include: data collecting, data analysis, establishing and maintainance of long-term relationships, as well as the concept implementation monitoring, analysis, and control.===>Faze razvoja dugoročnih odnosa sa potrošačima obuhvataju: prikupljanje podataka, analizu podataka, uspostavljanje i održavanje dugoročnih odnosa, kao i praćenje, analizu i kontrolu sprovođenja koncepta.)
MATCH@E:(The phases of the long-term relationshipss with customers include: data collecting, data analysis, establishing and maintainance of long-term relationships, as well as the concept implementation monitoring, analysis, and control.===>Faze razvoja dugoročnih odnosa sa potrošačima obuhvataju: prikupljanje podataka, analizu podataka, uspostavljanje i održavanje dugoročnih odnosa, kao i praćenje, analizu i kontrolu sprovođenja koncepta.)
MATCH@M:(Introducing a new concept into the company is an investment into the future, therefore we must start from a planned long-term approach.===>Uvođenje novog koncepta u preduzeću je investicija u budućnost, stoga se mora poći od planskog dugoročnog pristupa.)
MATCH@E:(Introducing a new concept into the company is an investment into the future, therefore we must start from a planned long-term approach.===>Uvođenje novog koncepta u preduzeću je investicija u budućnost, stoga se mora poći od planskog dugoročnog pristupa.)
MATCH@M:(The company must analyse the profitability of investment into the concept development and must compare its performance and results to the results of the leading companies in the industry and wider.===>Preduzeće mora izvršiti analizu isplativosti ulaganja u razvoj koncepta i mora upoređivati svoje performanse i rezultate sa rezultatima vodećih preduzeća u grani i šire.)
MATCH@E:(The company must analyse the profitability of investment into the concept development and must compare its performance and results to the results of the leading companies in the industry and wider.===>Preduzeće mora izvršiti analizu isplativosti ulaganja u razvoj koncepta i mora upoređivati svoje performanse i rezultate sa rezultatima vodećih preduzeća u grani i šire.)
MATCH@M:(At the same time, specific features of the company must be properly observed.===>U isto vreme se moraju uvažiti specifičnosti koje svako preduzeće poseduje.)
MATCH@E:(At the same time, specific features of the company must be properly observed.===>U isto vreme se moraju uvažiti specifičnosti koje svako preduzeće poseduje.)
MATCH@M:(Threats and possible errors in the concept implementation have to be located and corrected.===>Opasnosti i moguće greške u primeni koncepta treba locirati i otkloniti.)
MATCH@E:(Threats and possible errors in the concept implementation have to be located and corrected.===>Opasnosti i moguće greške u primeni koncepta treba locirati i otkloniti.)
MATCH@M:(Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies.===>Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.)
MATCH@E:(The change in the situation may result into negative effects, since the majority will leave. ~~~ Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies.===>Pretpostavka da je zadovoljstvo osobe dovoljno samo po sebi; Ukoliko se klijenti prebace u više klase, i stavi im se do znanja koliko su značajni za preduzeće, onda više i očekuju; Problem da se ne povrede klijenti koji nisu na vrhu ni po profitu, ni po pažnji koja im je od preduzeća upućena, ali imaju značajan doprinos; Problem promena pravila u odnosima sa ključnim klijentima-donatorima, koji mogu izazvati konfuziju i zbunjenost; Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.)
BAD_LINE_=============================================================
BAD_LINE_M:Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies.
BAD_LINE_M:Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.
BAD_LINE_E:The change in the situation may result into negative effects, since the majority will leave. ~~~ Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies.
BAD_LINE_E:Pretpostavka da je zadovoljstvo osobe dovoljno samo po sebi; Ukoliko se klijenti prebace u više klase, i stavi im se do znanja koliko su značajni za preduzeće, onda više i očekuju; Problem da se ne povrede klijenti koji nisu na vrhu ni po profitu, ni po pažnji koja im je od preduzeća upućena, ali imaju značajan doprinos; Problem promena pravila u odnosima sa ključnim klijentima-donatorima, koji mogu izazvati konfuziju i zbunjenost; Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.
MATCH@M:(The concept of long-term relationships means a continual interaction between the company and the customers.===>Koncept razvoja dugoročnih odnosa podrazumeva stalnu interakciju između preduzeća i potrošača.)
MATCH@E:(The concept of long-term relationships means a continual interaction between the company and the customers.===>Koncept razvoja dugoročnih odnosa podrazumeva stalnu interakciju između preduzeća i potrošača.)
MATCH@M:(The communication between the company and customers is to ensure specific connections to be created, developed and improved.===>Komunikacija između preduzeća i potrošača treba da obezbedi postojanje specifičnih veza treba da obezbedi postojanje specifičnih veza koje će biti razvijane i unapređivane.)
MATCH@E:(The communication between the company and customers is to ensure specific connections to be created, developed and improved.===>Komunikacija između preduzeća i potrošača treba da obezbedi postojanje specifičnih veza treba da obezbedi postojanje specifičnih veza koje će biti razvijane i unapređivane.)
MATCH@M:(The course of these rela-tionsips, i.e., the method and the site where the customer and the company meet and exchange information must also be paid attention to.===>Mora se voditi računa i o toku odnosa to jest o načinu i mestima u kojima se potrošač i preduzeće susreću i razmenjuju informacije.)
MATCH@E:(The course of these relationsips, i.e., the method and the site where the customer and the company meet and exchange information must also be paid attention to.===>Mora se voditi računa i o toku odnosa tj. o načinu i mestima u kojima se potrošač i preduzeće susreću i razmenjuju informacije.)
MATCH@M:(To ensure the interaction we must achieve an accord between the interaction itself and the communication process, but also meet the other elemets affecting positive attitudes forming (personal experience, influences by friends and family,...), those that will favour the brand and be a precondition for loyalty.===>Da bi interakcija bila obezbeđena mora da postoji sklad između nje i procesa komunikacije, ali i ispunjeni ostali elementi koji utiču na formiranje pozitivnih stavova (lično iskustvo, uticaj prijatelja i rodbine...) koji će favorizovati marku preduzeća i biti preduslov lojalnosti.)
MATCH@E:(To ensure the interaction we must achieve an accord between the interaction itself and the communication process, but also meet the other elemets affecting positive attitudes forming (personal experience, influences by friends and family,…), those that will favour the brand and be a precondition for loyalty.===>Da bi interakcija bila obezbeđena mora da postoji sklad između nje i procesa komunikacije, ali i ispunjeni ostali elementi koji utiču na formiranje pozitivnih stavova (lično iskustvo, uticaj prijatelja i rodbine...) koji će favorizovati marku preduzeća i biti preduslov lojalnosti.)
MATCH@M:(The customer must be shown that the company cares about his satisfaction and his attitude.===>Treba se staviti potrošaču do znanja da je preduzeću stalo do njegovog zadovoljstva i njegovog mišljenja.)
MATCH@E:(The customer must be shown that the company cares about his satisfaction and his attitude.===>Treba se staviti potrošaču do znanja da je preduzeću stalo do njegovog zadovoljstva i njegovog mišljenja.)
MATCH@M:(Mass marketing in media is used parallelly, to acquire prospective new customers, but also to remind the existing customers of the products.===>Masovna sredstva promocije koriste se uporedno, za privlačenje potencijalnih novih potrošača, ali i za prisutnost u svesti postojećih potrošača.)
MATCH@E:(Mass marketing in media is used parallelly, to acquire prospective new customers, but also to remind the existing customers of the products.===>Masovna sredstva promocije koriste se uporedno, za privlačenje potencijalnih novih potrošača, ali i za prisutnost u svesti postojećih potrošača.)
MATCH@M:(The word-of-mouth advertizing is not under the direct control of the company.===>Usmena propaganda se odvija van direktnog uticaja preduzeća.)
MATCH@E:(The word-of-mouth advertizing is not under the direct control of the company.===>Usmena propaganda se odvija van direktnog uticaja preduzeća.)
MATCH@M:(The majority of firms claim that their products and services are geared to the customers' needs and requirements, however it does not show in practice.===>I dok većina firmi tvrdi da su njihovi proizvodi i usluge prilagođeni potrebama i zahtevima potrošača, u praksi se to najčešće ne pokazuje.)
MATCH@E:(The majority of firms claim that their products and services are geared to the customers needs and requirements, however it does not show in practice.===>I dok većina firmi tvrdi da su njihovi proizvodi i usluge prilagođeni potrebama i zahtevima potrošača, u praksi se to najčešće ne pokazuje.)
MATCH@M:(Reasons are numerous, the key ones being the inconsistent implementation of the marketing concept, the growing needs and desires of the modern customer and the limitations of the classic marketing approach.===>Razloga ima više, a ključni su nedosledna primena marketing koncepta, rastuće potrebe i želje savremenog potrošača i ograničenja klasičnog marketing pristupa.)
MATCH@E:(Reasons are numerous, the key ones being the inconsistent implementation of the marketing concept, the growing needs and desires of the modern customer and the limitations of the classic marketing approach.===>Razloga ima više, a ključni su nedosledna primena marketing koncepta, rastuće potrebe i želje savremenog potrošača i ograničenja klasičnog marketing pristupa.)
MATCH@M:(To formulate the marketing strategy rules it is necessary that we know both the customer and the way he purchases and uses products and services, as well as what causes his satisfaction or dissatisfaction.===>Da bi se formulisala pravilna marketing strategija potrebno je poznavati potrošača i način na koji on kupuje i troši proizvode i usluge, te na koji način sa javlja njegovo zadovoljstvo ili nezadovoljstvo.)
MATCH@E:(To formulate the marketing strategy rules it is necessary that we know both the customer and the way he purchases and uses products and services, as well as what causes his satisfaction or dissatisfaction.===>Da bi se formulisala pravilna marketing strategija potrebno je poznavati potrošača i način na koji on kupuje i troši proizvode i usluge, te na koji način sa javlja njegovo zadovoljstvo ili nezadovoljstvo.)
MATCH@M:(The overall activity must be market-, that is, customer- oriented.===>Celokupna aktivnost mora biti okrenuta tržištu, odnosno potrošaču.)
MATCH@E:(The overall activity must be market-, that is, customer- oriented.===>Celokupna aktivnost mora biti okrenuta tržištu, odnosno potrošaču.)
MATCH@M:(The starting point must be the customer's value for the company, hence the company has to adjust its behaviour to this fact, with the techniques and concepts of direct marketing contributing to this to a large extent.===>Mora se poći od vrednosti potrošača za preduzeće i shodno tome preduzeće mora prilagoditi svoje ponašanje toj činjenici, čemu u značajnoj meri doprinose tehnike i koncepti direktnog marketinga.)
MATCH@E:(The starting point must be the customers value for the company, hence the company has to adjust its behaviour to this fact, with the techniques and concepts of direct marketing contributing to this to a large extent.===>Mora se poći od vrednosti potrošača za preduzeće i shodno tome preduzeće mora prilagoditi svoje ponašanje toj činjenici, čemu u značajnoj meri doprinose tehnike i koncepti direktnog marketinga.)
MATCH@M:(The last couple of decades of the twentieth century bring a succession of new marketing concepts giving the role and importance of the customer a new, long-term dimension and focusing upon developing not only loyalty, but also long-term collaborative relationships with key customers and consumers, with a significant aspect of personalization of these relationships.===>Poslednjih decenija XX veka javlja se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, sa značajnim vidom personalizacije tih odnosa.)
MATCH@E:(The last couple of decades of the twentieth century bring a succession of new marketing concepts giving the role and importance of the customer a new, long-term dimension and focusing upon developing not only loyalty, but also long-term collaborative relationships with key customers and consumers, with a significant aspect of personalization of these relationships.===>Poslednjih decenija XX veka javlja se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, sa značajnim vidom personalizacije tih odnosa.)
MATCH@M:(The best and the most profitable customers merit the best treatment.===>Najbolji i najprofitabilniji kupci zaslužuju i najbolji tretman.)
MATCH@E:(The best and the most profitable customers merit the best treatment.===>Najbolji i najprofitabilniji kupci zaslužuju i najbolji tretman.)
MATCH@M:(The marketer's task is to identify his best customers and to maintain a continual and personalized communication with them.===>Zadatak marketara je da identifikuje svoje najbolje kupce i da sa njima održava neprekidnu i personalizovanu komunikaciju.)
MATCH@E:(The marketers task is to identify his best customers and to maintain a continual and personalized communication with them.===>Zadatak marketara je da identifikuje svoje najbolje kupce i da sa njima održava neprekidnu i personalizovanu komunikaciju.)
MATCH@M:(In order to obtain valid response and measurable results the marketing manager has to be trained to create the "customer's intelligence" on the basis of hundreds of incoherent details that a number of sectors collect in a day.===>Da bi se dobili valjani odgovori i merljivi rezultati marketing menadžer mora biti obučen da kreira "inteligenciju kupca" na osnovu desetina i stotina nepovezanih podataka koju nekoliko sektora sakuplja u toku dana.)
MATCH@E:(In order to obtain valid response and measurable results the marketing manager has to be trained to create the customers intelligence on the basis of hundreds of incoherent details that a number of sectors collect in a day.===>Da bi se dobili valjani odgovori i merljivi rezultati marketing menadžer mora biti obučen da kreira inteligenciju kupca na osnovu desetina i stotina nepovezanih podataka koju nekoliko sektora sakuplja u toku dana.)
MATCH@M:(The CRM solutions are designed in such a way as to provide knowledge required to develop and implement "smart" strategies in order to maximize the customer's profitability, thus ensuring the competitive advantage for the company.===>CRM rešenja su tako dizajnirana da pružaju znanje koje je neophodno za razvoj i implementaciju "pametnih" strategija u cilju maksimiziranja kupčeve profitabilnosti, a time i obezbedjuju konkurentsku prednost preduzeća.)
MATCH@E:(The CRM solutions are designed in such a way as to provide knowledge required to develop and implement smart strategies in order to maximize the customers profitability, thus ensuring the competitive advantage for the company.===>CRM rešenja su tako dizajnirana da pružaju znanje koje je neophodno za razvoj i implementaciju pametnih strategija u cilju maksimiziranja kupčeve profitabilnosti, a time i obezbedjuju konkurentsku prednost preduzeća.)
MATCH@M:(The analysis of the CRM technologies helps us understand the customer, so we can avoid acting anew when a problem arises, but act proactively, discovering hidden possibilities to meet the increasing demand of the customers.===>Analizom CRM tehnologija možemo razumeti kupca i nećemo ponovo reagovati kada dođe do problema, već ćemo proaktivno otkrivati skrivene mogućnosti za zadovoljenje sve većih zahteva kupaca.)
MATCH@E:(The analysis of the CRM technologies helps us understand the customer, so we can avoid acting anew when a problem arises, but act proactively, discovering hidden possibilities to meet the increasing demand of the customers.===>Analizom CRM tehnologija možemo razumeti kupca i nećemo ponovo reagovati kada dođe do problema, već ćemo proaktivno otkrivati skrivene mogućnosti za zadovoljenje sve većih zahteva kupaca.)
MATCH@M:(Hence it is necessary that a platform should be created which allows for the communication with the customers, for colprovide.===>U tom cilju je neophodno napraviti platformu koja omogućava komunikacije sa potrošačoma, sakupljanje i analitiku bitnih informacija od njih.)
MATCH@E:(Hence it is necessary that a platform should be created which allows for the communication with the customers, for collecting and for the analysis of essential information they provide.===>U tom cilju je neophodno napraviti platformu koja omogućava komunikacije sa potrošačoma, sakupljanje i analitiku bitnih informacija od njih.)
MATCH@M:(Specialised statistical software packages within the web-sites allow for monitoring and collecting replies to various questions that can be stored in a respective data base.===>U okviru web site-ova, specijalizovani statistički softverski paketi omogućavaju nadgledanje i sakupljanje odgovora na razna pitanja koji se mogu čuvati u odgovarajućoj bazi podataka.)
MATCH@E:(Specialised statistical software packages within the web-sites allow for monitoring and collecting replies to various questions that can be stored in a respective data base.===>U okviru web site-ova, specijalizovani statistički softverski paketi omogućavaju nadgledanje i sakupljanje odgovora na razna pitanja koji se mogu čuvati u odgovarajućoj bazi podataka.)
MATCH@M:(Therefore the record can be kept on the customers' habits and special interests they may have.===>Na ovaj način se može voditi evidencija o potrošačkim navikama i njihovim specijalnim interesovanjima.)
MATCH@E:(Therefore the record can be kept on the customers habits and special interests they may have.===>Na ovaj način se može voditi evidencija o potrošačkim navikama i njihovim specijalnim interesovanjima.)
MATCH@M:(The objective the companies wish to achieve is to influence prospective customers to buy, to subscribe, to register, to answer questionnaires and polls, to generate recommendations, thus contributing to the company's competitive position in the long run.===>Cilj koji preduzeća žele da ostvare je da utiču na potencijalne kupce da kupuju, da se pretplate, da se registruju, odgovaraju na upite i ankete, da generišu preporuke, čime u krajnjoj instanci utiču na konkurentsku poziciju preduzeća.)
MATCH@E:(The objective the companies wish to achieve is to influence prospective customers to buy, to subscribe, to register, to answer questionnaires and polls, to generate recommendations, thus contributing to the companys competitive position in the long run.===>Cilj koji preduzeća žele da ostvare je da utiču na potencijalne kupce da kupuju, da se pretplate, da se registruju, odgovaraju na upite i ankete, da generišu preporuke, čime u krajnjoj instanci utiču na konkurentsku poziciju preduzeća.)
MATCH@M:(Prospective customers, as well as the company, have their own objectives - satisfaction of their needs and understanding, as well as strategies to achieve what they planned.===>Potencijalni kupci, kao i preduzeće, imaju svoje ciljeve - zadovoljenje potreba i razumevanje, kao i strategije za postizanje planiranog.)
MATCH@E:(Prospective customers, as well as the company, have their own objectives satisfaction of their needs and understanding, as well as strategies to achieve what they planned.===>Potencijalni kupci, kao i preduze će, imaju svoje ciljeve - zadovoljenje potreba i razumevanje, kao i strategije za postizanje planiranog.)
MATCH@M:(The measure of the company's ability to persuade prospective customers to plan action and carry it out is the conversion as a result of the company's effectiveness and the customers' satisfaction.===>Mera sposobnosti preduzeca da ubedi potencijalne kupce da planirane akciju i realizuju je konverzija kao rezultat efektivnosti preduzeca i zadovoljstva kupaca.)
MATCH@E:(The measure of the companys ability to persuade prospective customers to plan action and carry it out is the conversion as a result of the companys effectiveness and the customers satisfaction.===>Mera sposobnosti preduzeća da ubedi potencijalne kupce da planirane akciju i realizuju je konverzija kao rezultat efektivnosti preduzeća i zadovoljstva kupaca.)
MATCH@M:(The process during which the customer becomes and remains a real customer, contributing to the company's business by his loyalty, is based on proven principles that incorporate analysis, the art of communication, the CRM concept and the fundamental knowledge of economics.===>Proces u kome potencijalni kupac postaje i ostaje stvarni kupac, koji svojom lojalnošću unapredjuje poslovanje preduzeca utemeljen je na proverenim principima koji uključuju analitiku, umetnost komunikacije, CRM koncept i fundamentalna ekonomska znanja.)
MATCH@E:(The process during which the customer becomes and remains a real customer, contributing to the companys business by his loyalty, is based on proven principles that incorporate analysis, the art of communication, the CRM concept and the fundamental knowledge of economics.===>Proces u kome potencijalni kupac postaje i ostaje stvarni kupac, koji svojom lojalnošću unapredjuje poslovanje preduzeća utemeljen je na proverenim principima koji uključuju analitiku, umetnost komunikacije, CRM koncept i fundamentalna ekonomska znanja. 5.)
MATCH@M:(These days the supply exceeds the demand by far and we need more information and knowledge in order to build a better product and a product with added value.===>Danas je ponuda višestruko veća od potražnje; stoga nam je potrebno mnogo više informacija i znanja da bismo mogli da napravimo bolji proizvod i to proizvod sa dodatom vrednošću.)
MATCH@E:(These days the supply exceeds the demand by far and we need more information and knowledge in order to build a better product and a product with added value.===>Danas je ponuda višestruko veća od potražnje; stoga nam je potrebno mnogo više informacija i znanja da bismo mogli da napravimo bolji proizvod i to proizvod sa dodatom vrednošću.)
MATCH@M:(On the other side, we need to avoid being snowed under enormous amounts of internal and external data.===>S druge strane, ne želimo da budemo zatrpani ogromnim brojem podataka i iznutra i spolja.)
MATCH@E:(On the other side, we need to avoid being snowed under enormous amounts of internal and external data.===>S druge strane, ne želimo da budemo zatrpani ogromnim brojem podataka i iznutra i spolja.)
MATCH@M:(The application of the business intelligence concept allows business systems to use only those pieces of information that, while being presented in the best way, are needed at a particular time to make business decisions.===>Primenom koncepta poslovne inteligencije poslovni sistemi će biti u mogućnosti da primenjuju samo one informacije koje su, pored toga što su prikazane na najbolji način, potrebne u jednom određenom trenutku poslovnog odlučivanja.)
MATCH@E:(The application of the business intelligence concept allows business systems to use only those pieces of information that, while being presented in the best way, are needed at a particular time to make business decisions.===>Primenom koncepta poslovne inteligencije poslovni sistemi će biti u mogućnosti da primenjuju samo one informacije koje su, pored toga što su prikazane na najbolji način, potrebne u jednom određenom trenutku poslovnog odlučivanja.)
MATCH@M:(At the same time, if the concept is being implemented properly, the amount of data and information business system employees are receiving is being reduced, while simultaneously the quality is being increased.===>Istovremeno, ako se ovaj koncept pravilno primenjuje, smanjiće se broj podataka koje zaposleni u tom poslovnom sistemu dobijaju, a kvalitet tih informacija će biti bolji.)
MATCH@E:(At the same time, if the concept is being implemented properly, the amount of data and information business system employees are receiving is being reduced, while simultaneously the quality is being increased.===>Istovremeno, ako se ovaj koncept pravilno primenjuje, smanjiće se broj podataka koje zaposleni u tom poslovnom sistemu dobijaju, a kvalitet tih informacija će biti bolji.)
MATCH@M:(That is why the main objective of the business intelligence concept is to generate high-quality information business systems need in order to make correct business decisions.===>Stoga je glavni cilj koncepta poslovne inteligencije da stvori visoko-kvalitetne informacije, potrebne poslovnim sistemima da bi doneli pravilne poslovne odluke.)
MATCH@E:(That is why the main objective of the business intelligence concept is to generate high-quality information business systems need in order to make correct business decisions. ~~~ 1.===>Stoga je glavni cilj koncepta poslovne inteligencije da stvori visoko-kvalitetne informacije, potrebne poslovnim sistemima da bi doneli pravilne poslovne odluke. 1.)
MATCH@M:(We live in a time marked by ever-increasing acceleration and mutual interdependency.===>Živimo u doba koje odlikuju sve brži ritam i sve veća međusobna zavisnost.)
MATCH@E:(Introduction We live in a time marked by ever-increasing acceleration and mutual interdependency.===>Uvod @ivimo u doba koje odlikuju sve brži ritam i sve veća međusobna zavisnost.)
MATCH@M:(That is why "the new economy" favours global players who are quick to notice changes and challenges and meet their requirements.===>Upravo zato se "nova ekonomija" okreće globalnim igraćima koji su u stanju da brzo uoče promene i izazove i da odgovore na njihove zahteve.)
MATCH@E:(That is why the new economy favours global players who are quick to notice changes and challenges and meet their requirements.===>Upravo zato se nova ekonomija okreće globalnim igračima koji su u stanju da brzo uoče promene i izazove i da odgovore na njihove zahteve.)
MATCH@M:(The times when you could build an information system "easily" and "tomorrow", without a serious approach, are behind us.===>Vremena u kojima ste mogli da kreirate neki informacioni sistem "polako" i "sutra", da pritom nemate jedan ozbiljan pristup tom zadatku, daleko su za nama.)
MATCH@E:(The times when you could build an information system easily and tomorrow, without a serious approach, are behind us.===>Vremena u kojima ste mogli da kreirate neki informacioni sistem polako i sutra, da pritom nemate jedan ozbiljan pristup tom zadatku, daleko su za nama.)
MATCH@M:(With the dynamic development of information technologies - data gathering, storage, analysis, processing and use - modern management and communication with the environment start to have a new character.===>Dinamičnim razvojem informacionih tehnologija - prikupljanja, skladištenja, analize, obrade i korišćenja podataka - savremeni menadžment i komunikacija sa okruženjem dobijaju novi karakter.)
MATCH@E:(With the dynamic development of information technologies - data gathering, storage, analysis, processing and use - modern management and communication with the environment start to have a new character.===>Dinamičnim razvojem informacionih tehnologija prikupljanja, skladištenja, analize, obrade i korišćenja podataka savremeni menadžment i komunikacija sa okruženjem dobijaju novi karakter.)
MATCH@M:(Timely, complete and accurate information is one of the main business resources and is a key for making best business decision no matter what level we are talking about - operational or strategic management, current or long-term business activities.===>Pravovremene, potpune i precizne informacije predstavljaju jedan od glavnih poslovnih resursa i ključ za donošenje najboljih poslovnih odluka, bez obzira o kojem nivou je reč - o operativnom ili strateškom menadžmentu, o tekućem ili o dugoročnom poslovanju.)
MATCH@E:(Timely, complete and accurate information is one of the main business resources and is a key for making best business decision no matter what level we are talking about - operational or strategic management, current or long-term business activities.===>Pravovremene, potpune i precizne informacije predstavljaju jedan od glavnih poslovnih resursa i ključ za donošenje najboljih poslovnih odluka, bez obzira o kojem nivou je reč o operativnom ili strateškom menadžmentu, o tekućem ili o dugoročnom poslovanju.)
MATCH@M:(Processing data, finding hidden relations between them, identifying new possibilities for better business efforts, all these are indispensable factors that help us make the best business decisions.===>Obrada podataka, pronalaženje skrivenih odnosa među njima, identifikovanje novih mogućnosti za bolje poslovanje - sve su ovo nezamenljivi faktori koji nam pomažu u donošenju najboljih poslovnih odluka.)
MATCH@E:(Processing data, finding hidden relations between them, identifying new possibilities for better business efforts, all these are indispensable factors that help us make the best business decisions.===>Obrada podataka, pronalaženje skrivenih odnosa među njima, identifikovanje novih mogućnosti za bolje poslovanje sve su ovo nezamenljivi faktori koji nam pomažu u donošenju najboljih poslovnih odluka.)
MATCH@M:(In turn, such decisions are necessary if our company is to survive and grow.===>Opet, ovakve odluke je neophodno doneti ako kompanija treba da opstane i napreduje.)
MATCH@E:(In turn, such decisions are necessary if our company is to survive and grow.===>Opet, ovakve odluke je neophodno doneti ako kompanija treba da opstane i napreduje.)
MATCH@M:(Managing knowledge through business intelligence is a vital element of strategies of successful business systems that want to use information better in order to increase their market share, improve their relations with buyers and customers, increase profitability and hold market advantage over their rivals Ê1,2].===>Upravljanje znanjem putem poslovne inteligencije predstavlja ključni element strategija uspešnih poslovnih sistema koji žele da koriste informacije na bolji način da bi povećali svoj udeo u tržistu, poboljšali odnose sa kupcima i potrošačima, povećali profitabilnost i zadržali tržišnu konkurentnost u odnosu na svoje takmace [1,2].)
MATCH@E:(Managing knowledge through business intelligence is a vital element of strategies of successful business systems that want to use information better in order to increase their market share, improve their relations with buyers and customers, increase profitability and hold market advantage over their rivals Š1,2Ë.===>Upravljanje znanjem putem poslovne inteligencije predstavlja ključni element strategija uspešnih poslovnih sistema koji žele da koriste informacije na bolji način da bi povećali svoj udeo u tržistu, poboljšali odnose sa kupcima i potrošačima, povećali profitabilnost i zadržali tržišnu konkurentnost u odnosu na svoje takmace Š1,2Ë.)
MATCH@M:(• Defining sources of data for the identified processes.===>• Definisanje izvora podataka za procese koje smo identifikovali.)
MATCH@E:(Defining sources of data for the identified processes.===>Definisanje izvora podataka za procese koje smo identifikovali.)
MATCH@M:(• Implementing data mart, defining its objectives, design and realization.===>• Primenu tržišta podataka, definisanje njegovih ciljeva, dizajna i realizacije.)
MATCH@E:(Implementing data mart, defining its objectives, design and realization.===>Primenu tržišta podataka, definisanje njegovih ciljeva, dizajna i realizacije.)
MATCH@M:(• Realizing the decision model, describing the way the OLAP tools are being used and presenting developed OLAP models.===>• Realizacija modela odluke, opis načina na koji se koriste OLAP alati i predstavljanje razvijenih OLAP modela.)
MATCH@E:(Realizing the decision model, describing the way the OLAP tools are being used and presenting developed OLAP models.===>Realizacija modela odluke, opis načina na koji se koriste OLAP alati i predstavljanje razvijenih OLAP modela.)
MATCH@M:(The results we get by using the proposed business intelligence system can be used in turn to learn more about the customers and suppliers in order to facilitate negotiations with them, use the existing resources more efficiently, become more competitive and make right decisions needed to attain a better market position - since we always have to keep in mind that the market becoming more global all the time.===>Rezultati koje dobijemo primenom predloženog sistema poslovne inteligencije mogu se onda koristiti da se bolje upoznaju potrošači i dobavljači da bi se olakšali pregovori s njima, da bi se efikasnije koriatili postojeći resursi, da bi se povećala konkurentnost i donosile pravilne odluke potrebne za osvajanje bolje tržišne pozicije - pošto uvek moramo da imamo na umu da je tržište svakim danom sve globalnije.)
MATCH@E:(The results we get by using the proposed business intelligence system can be used in turn to learn more about the customers and suppliers in order to facilitate negotiations with them, use the existing resources more efficiently, become more competitive and make right decisions needed to attain a better market position - since we always have to keep in mind that the market becoming more global all the time. ~~~ 2.===>Rezultati koje dobijemo primenom predloženog sistema poslovne inteligencije mogu se onda koristiti da se bolje upoznaju potrošači i dobavljači da bi se olakšali pregovori s njima, da bi se efikasnije koriatili postojeći resursi, da bi se povećala konkurentnost i donosile pravilne odluke potrebne za osvajanje bolje tržišne pozicije pošto uvek moramo da imamo na umu da je tržište svakim danom sve globalnije. 2.)
MATCH@M:(Today companies are operating in an environment of extreme competition and developed channels of distribution, where more goods are services are available than are needed.===>Danas kompanije posluju u okruženju koje se odlikuje visokim nivoom konkurencije i razvijenim kanalima distribucije i u kojem se nudi više robe i usluga nego što je tržištu potrebno.)
MATCH@E:(Identifica of decision models Today companies are operating in an environment of extreme competition and developed channels of distribution, where more goods are services are available than are needed.===>Identifikacija modela odlučivanja Danas kompanije posluju u okruženju koje se odlikuje visokim nivoom konkurencije i razvijenim kanalima distribucije i u kojem se nudi više robe i usluga nego što je tržištu potrebno.)
MATCH@M:(In this time of the supply considerably exceeding the demand any increase of production is focused on increasing the amount of data and knowledge in order to produce a better product, a product with added value.===>U ovo vreme, kada ponuda u značajnoj meri premaša potražnju, svako povećanje proizvodnje fokusira se na sve veći broj podataka i znanja sa ciljem da se proizvede bolji proizvod, proizvod koji sadrži i dodatu vrednost.)
MATCH@E:(In this time of the supply considerably exceeding the demand any increase of production is focused on increasing the amount of data and knowledge in order to produce a better product, a product with added value.===>U ovo vreme, kada ponuda u značajnoj meri premaša potražnju, svako povećanje proizvodnje fokusira se na sve veći broj podataka i znanja sa ciljem da se proizvede bolji proizvod, proizvod koji sadrži i dodatu vrednost.)
MATCH@M:(Some companies are trying to gain strategic advantages through more efficient use of existing resources, including their information system.===>Neke kompanije pokušavaju da steknu stratešku prednost putem efikasnije primene postojećih resursa, uključujući i informacioni sistem kojim raspolažu.)
MATCH@E:(Some companies are trying to gain strategic advantages through more efficient use of existing resources, including their information system.===>Neke kompanije pokušavaju da steknu stratešku prednost putem efikasnije primene postojećih resursa, uključujući i informacioni sistem kojim raspolažu.)
MATCH@M:(By skilfully using analytical application one can turn data into information needed for making strategic decisions, thereby gaining advantage over his rivals.===>Vestom primenom analitičkih aplikacija podaci se mogu preobratiti u informacije potrebne za donošenje strateških odluka, a time se postiže i prednost u odnosu na konkurenciju.)
MATCH@E:(By skilfully using analytical application one can turn data into information needed for making strategic decisions, thereby gaining advantage over his rivals.===>Veštom primenom analitičkih aplikacija podaci se mogu preobratiti u informacije potrebne za donošenje strateških odluka, a time se postiže i prednost u odnosu na konkurenciju.)
MATCH@M:(The decision-making process is a generic process that can be applied to all forms of organized activities aimed at achieving a predefined goal.===>Proces odlučivanja predstavlja generički proces koji se može primeniti na sve oblike organizovanih aktivnosti koje imaju za cilj postizanje unapred zacrtanog cilja.)
MATCH@E:(The decision-making process is a generic process that can be applied to all forms of organized activities aimed at achieving a predefined goal.===>Proces odlučivanja predstavlja generički proces koji se može primeniti na sve oblike organizovanih aktivnosti koje imaju za cilj postizanje unapred zacrtanog cilja.)
MATCH@M:(Our use of this process can be intentional or unintentional.===>Mi ovaj proces možemo da primenimo namerno ili nenamerno.)
MATCH@E:(Our use of this process can be intentional or unintentional.===>Mi ovaj proces možemo da primenimo namerno ili nenamerno.)
MATCH@M:(We do not analyze different types of data using the same method.===>Različite vrste podataka ne analiziramo primenom istog metoda.)
MATCH@E:(We do not analyze different types of data using the same method.===>Različite vrste podataka ne analiziramo primenom istog metoda.)
MATCH@M:(It is important to indentify the best analytic method to apply to a certain type of data.===>Važno je prepoznati najbolji analitički metod koji se može primeniti na određenu vrstu podataka.)
MATCH@E:(It is important to indentify the best analytic method to apply to a certain type of data.===>Važno je prepoznati najbolji analitički metod koji se može primeniti na određenu vrstu podataka.)
MATCH@M:(When the customer demand is defined, including the type of data and the method of data gathering and distribution, the choice of analytic method becomes the key for creating a high-quality decision-making basis.===>Pošto se definiše potražnja koju su izrazili potrošači, što obuhvata i vrstu podataka i metod prikupljanja i distribucije podataka, izbor metoda analize postaje ključ za stvaranje veoma kvalitetne baze za odlučivanje.)
MATCH@E:(When the customer demand is defined, including the type of data and the method of data gathering and distribution, the choice of analytic method becomes the key for creating a highquality decision-making basis.===>Pošto se definiše potražnja koju su izrazili potrošači, što obuhvata i vrstu podataka i metod prikupljanja i distribucije podataka, izbor metoda analize postaje ključ za stvaranje veoma kvalitetne baze za odlučivanje.)
MATCH@M:(For instance, a simple descriptive statistics can sometime provide a better basis than a sophisticated business econometric model.===>Na primer, jednostavna deskriptivna statistika nekada može da posluži kao bolja osnova nego neki sofisticirani ekonometrijski poslovni model.)
MATCH@E:(For instance, a simple descriptive statistics can sometime provide a better basis than a sophisticated business econometric model.===>Na primer, jednostavna deskriptivna statistika nekada može da posluži kao bolja osnova nego neki sofisticirani ekonometrijski poslovni model.)
MATCH@M:(Data analysis and ideal problem for OLAP reporting, since the source of data for such a multidimensional analysis can be found in every company's sale invoices.===>Analiza podataka predstavlja idealni problem za izveštavanje OLAP, pošto se izvori podataka za ovakvu višedimenzionalnu analizu mogu naći na fakturama svake kompanije.)
MATCH@E:(Data analysis and ideal problem for OLAP reporting, since the source of data for such a multidimensional analysis can be found in every companys sale invoices.===>Analiza podataka predstavlja idealni problem za izveštavanje OLAP, pošto se izvori podataka za ovakvu višedimenzionalnu analizu mogu naći na fakturama svake kompanije.)
MATCH@M:(The realized models that are presented in this paper help understand the relations between all critical aspects of the organizations (costs, income and profit).===>Realizovani modeli koje predstavljamo u ovom radu pomažu nam da shvatimo odnose između svih kritičkih aspekata organizacija (troškovi, prihod i profit).)
MATCH@E:(The realized models that are presented in this paper help understand the relations between all critical aspects of the organizations (costs, income and profit).===>Realizovani modeli koje predstavljamo u ovom radu pomažu nam da shvatimo odnose između svih kritičkih aspekata organizacija (troškovi, prihod i profit).)
MATCH@M:(Once this analysis is understood we can reduce a (possible) deviation between the planned and the real profit by modifying these elements.===>Pošto shvatimo ovu analizu, modifikovanjem ovih elemenata možemo da smanjimo (moguća) odstupanja između planiranog i stvarnog profita.)
MATCH@E:(Once this analysis is understood we can reduce a (possible) deviation between the planned and the real profit by modifying these elements.===>Pošto shvatimo ovu analizu, modifikovanjem ovih elemenata možemo da smanjimo (moguća) odstupanja između planiranog i stvarnog profita.)
MATCH@M:(Also we can answer the following questions: Which are the best-selling products, what are the most profitable shops, which is the key product as far as sale results are concerned?===>Takođe možemo da odgovorimo na sledeća piutanja: koji se proizvodi najbolje prodaju, koje prodavnice su najprofitabilnije, koji proizvod je najznačajniji u smislu uspeha u prodaji.)
MATCH@E:(Also we can answer the following questions: Which are the best-selling products, what are the most profitable shops, which is the key product as far as sale results are concerned?===>Takođe možemo da odgovorimo na sledeća piutanja: koji se proizvodi najbolje prodaju, koje prodavnice su najprofitabilnije, koji proizvod je najznačajniji u smislu uspeha u prodaji.)
MATCH@M:(Has my business practice improved or deteriorated since last year/quarter/month?===>Da li se moje poslovanje poboljšalo ili pogoršalo u odnosu na prethodnu godinu/tromesečje/mesec?)
MATCH@E:(Has my business practice improved or deteriorated since last year/quarter/month?===>Da li se moje poslovanje poboljšalo ili pogoršalo u odnosu na prethodnu godinu/tro mesečje/mesec?)
MATCH@M:(It is possible to compare similar products over the same time period and that reveals which brands are sought by consumers.===>Moguće je porediti slične proizvode u istom periodu vremena, a ovo poređenje može da pokaže koje brendove kupci najviše traže.)
MATCH@E:(It is possible to compare similar products over the same time period and that reveals which brands are sought by consumers.===>Moguće je porediti slične proizvode u istom periodu vremena, a ovo poređenje može da pokaže koje brendove kupci najviše traže.)
MATCH@M:(These and many other answers make it easier for us to make best business decisions and discover relations that were not obvious before.===>Ovi i mnogi drugi odgovori pomažu nam da donesemo najbolje poslovne odluke i da otkrijemo odnose koji do sada nisu bili vidljivi.)
MATCH@E:(These and many other answers make it easier for us to make best business decisions and discover relations that were not obvious before.===>Ovi i mnogi drugi odgovori pomažu nam da donesemo najbolje poslovne odluke i da otkrijemo odnose koji do sada nisu bili vidljivi. 3.)
MATCH@M:(A data warehouse includes a large quantity of data organized in smaller logical elements, data marts.===>Skladište podataka obuhvata veliki broj podataka koji su organizovani u logičke elememnte manjeg obima, tržišta podataka.)
MATCH@E:(3. ~~~ Data mart implementation A data warehouse includes a large quantity of data organized in smaller logical elements, data marts.===>Primena tržišta podataka Skladište podataka obuhvata veliki broj podataka koji su organizovani u logičke elememnte manjeg obima, tržišta podataka.)
MATCH@M:(Data marts are usually subsets of logically linked data warehouse information that refers to a certain area.===>To su obično podskupovi logički povezanih informacija iz skladišta podataka koje se odnosi na određenu oblast.)
MATCH@E:(Data marts are usually subsets of logically linked data warehouse information that refers to a certain area.===>To su obično podskupovi logički povezanih informacija iz skladišta podataka koje se odnosi na određenu oblast.)
MATCH@M:(A data mart that reflects a business segment of a company will enable us to implement an OLAP model.===>Tržište podataka koje odražava poslovni segment kompanije omogućiće nam da primenimo model OLAP.)
MATCH@E:(A data mart that reflects a business segment of a company will enable us to implement an OLAP model.===>Tržište podataka koje odražava poslovni segment kompanije omogućiće nam da primenimo model OLAP.)
MATCH@M:(• Analyzing profit according to months and shops in any desired year.===>• Analiza prodaje po proizvođaču, prodajnim mestima i godinama.)
MATCH@E:(Analyzing profit according to months and shops in any desired year.===>Analiza prodaje po proizvođaču, prodajnim mestima i godinama.)
MATCH@M:(• Analyzing profit according to groups of products, shops and years.===>• Analiza profita prema mesecima i prodajnim mestima u bilo kojoj godini. •)
MATCH@E:(Analyzing profit according to groups of products, shops and years.===>Analiza profita prema mesecima i prodajnim mestima u bilo kojoj godini.)
MATCH@M:(• Analyzing profit in successive quarters.===>• Analiza profita u nekoliko tromesečja zaredom.)
MATCH@E:(Analyzing profit in successive quarters.===>Analiza profita u nekoliko tromesečja zaredom.)
MATCH@M:(• Analyzing income according to months, products in selected years.===>• Analiza dohotka po mesecu ili po proizvodima u određenoj godini.)
MATCH@E:(Analyzing income according to months, products in selected years.===>Analiza dohotka po mesecu ili po proizvodima u određenoj godini.)
MATCH@M:(Data marts can be used for exploration, data mining, managed inquiries or on-line analytical processing (OLAP) and they are a direct source of information for end customers.===>Tržišta podataka mogu se koristiti za istraživanje, za "iskopavanje" podataka, za kontrolisane upite ili za analitičku obradu on-line (OLAP) i predstavljaju neposredni izvor informacija za krajnje korisnike.)
MATCH@E:(Data marts can be used for exploration, data mining, managed inquiries or on-line analytical processing (OLAP) and they are a direct source of information for end customers.===>Tržišta podataka mogu se koristiti za istraživanje, za iskopavanje podataka, za kontrolisane upite ili za analitičku obradu on-line (OLAP) i predstavljaju neposredni izvor informacija za krajnje korisnike.)
MATCH@M:(A data mart used for on-line analytical data processing needs to be easily and intuitively accessible by end users.===>Tržište podataka koje se koristi za analitičku obradu podataka on-line treba da bude lako i intuitivno dostupno krajnjim korisnicima.)
MATCH@E:(A data mart used for on-line analytical data processing needs to be easily and intuitively accessible by end users.===>Tržište podataka koje se koristi za analitičku obradu podataka on-line treba da bude lako i intuitivno dostupno krajnjim korisnicima.)
MATCH@M:(The dimensional model is the best in such cases.===>U ovakvim slučajevima najbolje je koristiti dimenzionalni model.)
MATCH@E:(The dimensional model is the best in such cases.===>U ovakvim slučajevima najbolje je koristiti dimenzionalni model.)
MATCH@M:(The most frequently used method for managing linked multidimensional analysis data is the star schema.===>Najčešće korišćeni metod za upravljanje vezanom multidimenzionalnom analizom podataka jeste šema zvezde.)
MATCH@E:(The most frequently used method for managing linked multidimensional analysis data is the star schema.===>Najčešće korišćeni metod za upravljanje vezanom multidimenzionalnom analizom podataka jeste šema zvezde.)
MATCH@M:(The fact table is in the centre of the schematic.===>U centru šeme nalazi se tabela činjeničnog stanja.)
MATCH@E:(The fact table is in the centre of the schematic.===>U centru šeme nalazi se tabela činjeničnog stanja.)
MATCH@M:(This table contains data for analysis and keys for links with dimension tables.===>Ova tabela sadrži podatke za analizu i ključeve za veze sa dimenzionim tabelama.)
MATCH@E:(This table contains data for analysis and keys for links with dimension tables.===>Ova tabela sadrži podatke za analizu i ključeve za veze sa dimenzionim tabelama.)
MATCH@M:(The fact table usually include several million short records.===>Tabela činjeničnog stanja obično obuhvata nekoliko miliona kratkih zapisa.)
MATCH@E:(The fact table usually include several million short records.===>Tabela činjeničnog stanja obično obuhvata nekoliko miliona kratkih zapisa.)
MATCH@M:(They give additional information for the fact table records by providing description, name and other text values.===>Oni pružaju dodatne informacije u vezi sa zapisima na tabeli činjeničnog stanja, tako što daju opis, naziv i druge vrednosti.)
MATCH@E:(They give additional information for the fact table records by providing description, name and other text values.===>Oni pružaju dodatne informacije u vezi sa zapisima na tabeli činjeničnog stanja, tako što daju opis, naziv i druge vrednosti.)
MATCH@M:(Every dimension table has a single primary key that directly corresponds to one of the components of a multiple key in the fact table.===>Svaka dimenziona tabela ima jedinstveni primarni ključ koji neposredno odgovara jednoj od komponenti višečlanog ključa u tabeli činjeničnog stanja.)
MATCH@E:(Every dimension table has a single primary key that directly corresponds to one of the components of a multiple key in the fact table.===>Svaka dimenziona tabela ima jedinstveni primarni ključ koji neposredno odgovara jednoj od komponenti višečlanog ključa u tabeli činjeničnog stanja. ski nivo nastavlja se drugim hijerarhijskim nivoom.)
MATCH@M:(In our example (Picture 3.1), the process of producing dimension tables is linked to inclusion of calendars, customers, producers, products and shops.===>U našem primeru (slika 3.1) proces stvaranja dimenzionih tabela povezan je tako što su obuhvaćeni kalendari, potrošači, proizvođači, proizvodi i prodajna mesta.)
MATCH@E:(In our example (Picture 3.1), the process of producing dimension tables is linked to inclusion of calendars, customers, producers, products and shops.===>U našem primeru (slika 3.1) proces stvaranja dimenzionih tabela povezan je tako što su obuhvaćeni kalendari, potrošači, proizvođači, proizvodi i prodajna mesta.)
MATCH@M:(Dimension tables can be organized in hierarchies.===>Dimenzione tabele mogu se organizovati po hijerarhijskim nivoima (hijerarhijama).)
MATCH@E:(Dimension tables can be organized in hierarchies.===>Dimenzione tabele mogu se organizovati po hijerarhijskim nivoima (hijerarhijama).)
MATCH@M:(Each hierarchy level continues with another hierarchy level.===>Svaki hijerarhijski nivo nastavlja se drugim hijerarhijskim nivoom.)
MATCH@E:(Each hierarchy level continues with another hierarchy level.===>Svaki hijerarhij faza definisanja, faza generisanja, faza unošenja podataka.)
BAD_LINE_=============================================================
BAD_LINE_M:Each hierarchy level continues with another hierarchy level.
BAD_LINE_M:Svaki hijerarhijski nivo nastavlja se drugim hijerarhijskim nivoom.
BAD_LINE_E:Each hierarchy level continues with another hierarchy level.
BAD_LINE_E:Svaki hijerarhij faza definisanja, faza generisanja, faza unošenja podataka.
MATCH@M:(The definition phase includes definitions of dimensional models and aggregations, generation of data sources and ETL procedures.===>Faza definisanja obuhvata definicije dimenzionalnih modela i agregacija, generisanje izvora podataka i ETL postupke.)
MATCH@E:(The definition phase includes definitions of dimensional models and aggregations, generation of data sources and ETL procedures.===>Faza definisanja obuhvata definicije dimenzionalnih modela i agregacija, generisanje izvora podataka i ETL postupke.)
MATCH@M:(For instance, the star schematics definition looks like Picture 3.2.===>Na primer, definicija šeme zvezde izgleda kao što je prikazana na slici 3.2.)
MATCH@E:(For instance, the star schematics definition looks like Picture 3.2.===>)
BAD_LINE_=============================================================
BAD_LINE_M:For instance, the star schematics definition looks like Picture 3.2.
BAD_LINE_M:Na primer, definicija šeme zvezde izgleda kao što je prikazana na slici 3.2.
BAD_LINE_E:For instance, the star schematics definition looks like Picture 3.2.
BAD_LINE_E:
MATCH@M:(The data loading phase includes a definition of sequence for execution of ETL procedure scripts.===>Faza unošenja podataka obuhvata definisanje niza postupaka za sprovođenje programa ETL postupaka.)
MATCH@E:(The data loading phase includes a definition of sequence for execution of ETL procedure scripts.===>Faza unošenja podataka obuhvata definisanje niza postupaka za sprovođenje programa ETL postupaka.)
MATCH@M:(Definition of ETL procedure for a fact sales is described by Picture 3.3.===>Definicija ETL postupka za prodaju opisana je na slici 3.3.)
MATCH@E:(Definition of ETL procedure for a fact sales is described by Picture 3.3.===>Definicija ETL postupka za prodaju opisana je na slici 3.3.)
MATCH@M:(The suggested data mart model is realized through application of Oracle tools: Oracle9i RDBMS, Oracle9i Warehouse Builder [4].===>Predloženi model tržišta podataka izveden je primenom Oracle alata: Oracle9i RDBMS, Oracle9I Warehouse Builder [4].)
MATCH@E:(The suggested data mart model is realized through application of Oracle tools: Oracle9i RDBMS, Oracle9i Warehouse Builder Š4Ë.===>Predloženi model tržišta podataka izveden je primenom Oracle alata: ~~~ Oracle9i RDBMS, Oracle9I Warehouse Builder Š4Ë.)
MATCH@M:(The Oracle Discoverer [5], as part of Oracle's Business Intelligence set of tools, is used for implementing the identified models.===>Oracle Discoverer [5], kao deo kompleta alata Oracle Business Intelligence, koristi se za primenu identifikovanih modela.)
MATCH@E:(The Oracle Discoverer Š5Ë, as part of Oracles Business Intelligence set of tools, is used for implementing the identified models.===>Oracle Discoverer Š5Ë, kao deo kompleta alata Oracle Business Intelligence, koristi se za primenu identifikovanih modela.)
MATCH@M:(Discoverer is intended to provide end users with an easy access to data and allow them to do data analysis and set-up ad-hoc queries [6].===>Discoverer je razvijen sa ciljem da krajnjim korisnicima omogući da lako pristupaju podacima i da mogu da vrše analizu podataka i postavljaju ad-hok pitanja [6].)
MATCH@E:(Discoverer is intended to provide end users with an easy access to data and allow them to do data analysis and set-up ad-hoc queries Š6Ë. 4.===>Discoverer je razvijen sa ciljem da krajnjim korisnicima omogući da lako pristupaju podacima i da mogu da vrše analizu podataka i postavljaju ad-hok pitanja Š6Ë. 4.)
MATCH@M:(The Case Study data - for data mart realization we used records from 2005, 2006 and 2007.===>Podatke za studiju slučaja - za realizaciju tržišta podataka uzeli smo za 2005., 2006., i 2007. godinu.)
MATCH@E:(The Case Study data - for data mart realization we used records from 2005, 2006 and 2007.===>Podatke za studiju slučaja za realizaciju tržišta podataka uzeli smo za 2005., 2006., i 2007. godinu.)
MATCH@M:(More than 2,000,000 lines have been imported.===>Više od 2.000.000 linija je iz uvoza.)
MATCH@E:(More than 2,000,000 lines have been imported.===>Više od 2.000.000 linija je iz uvoza.)
MATCH@M:(The fact of sales contained about 410,000 lines, the mapping procedure was excellent and lasted about 5 seconds.===>Činjenično stanje prodaje sadržalo je oko 410.000 linija, postupak mapiranja bio je izvanredan i trajao je oko 5 sekundi.)
MATCH@E:(The fact of sales contained about 410,000 lines, the mapping procedure was excellent and lasted about 5 seconds.===>Činjenično stanje prodaje sadržalo je oko 410.000 linija, postupak mapiranja bio je izvanredan i trajao je oko 5 sekundi.)
MATCH@M:(The observed 4.1 model is analyzing income, profit and quantity categories.===>Model 4.1 koji smo posmatrali predstavlja analizu kategorija dohotka, profita i količine.)
MATCH@E:(The observed 4.1 model is analyzing income, profit and quantity categories.===>Model 4.1 koji smo posmatrali predstavlja analizu kategorija dohotka, profita i količine.)
MATCH@M:(On the Page Item level we selected a year (or all of them) and product categories for which we do the analysis.===>Na nivou Predmet obrade (Page Item) odabrali smo godinu (ili sve godine) i kategorije proizvoda za koje vršimo analizu.)
MATCH@E:(On the Page Item level we selected a year (or all of them) and product categories for which we do the analysis.===>Na nivou Predmet obrade (Page Item) odabrali smo godinu (ili sve godine) i kategorije proizvoda za koje vršimo analizu.)
MATCH@M:(We observe all this in relation with customers, towns or regions.===>Sve ovo posmatrali smo u odnosu na potrošače, gradove ili regione.)
MATCH@E:(We observe all this in relation with customers, towns or regions.===>Sve ovo posmatrali smo u odnosu na potrošače, gradove ili regione.)
MATCH@M:(This analysis will provide us with precious data on most profitable groups of products.===>Ova analiza pružiće nam dragocene podatke o najprofitabilnijim grupama proizvoda.)
MATCH@E:(This analysis will provide us with precious data on most profitable groups of products.===>Ova analiza pružiće nam dragocene podatke o najprofitabilnijim grupama proizvoda.)
MATCH@M:(We can also see which customers buy most of a particular product and this can affect future sales conditions, discounts, special conditions and the way we treat that particular customer.===>Takođe možemo da vidimo koji potrošači kupuju maj veći broj određenih proizvoda, a ovo može da ima uticaja na buduće uslove prodaje, na popuste, na posebne uslove i na način na koji se ponašamo prema tom određenom potrošaču.)
MATCH@E:(We can also see which customers buy most of a particular product and this can affect future sales conditions, discounts, special conditions and the way we treat that particular customer.===>Takođe možemo da vidimo koji potrošači kupuju majveći broj određenih proizvoda, a ovo može da ima uticaja na buduće uslove prodaje, na popuste, na posebne uslove i na način na koji se ponašamo prema tom određenom potrošaču.)
MATCH@M:(Picture 4.2 shows a graphical presentation of profit according to regions.===>Slika 4.2 prikazuje grafički pregled profita po regionima.)
MATCH@E:(Picture 4.2 shows a graphical presentation of profit according to regions.===>Slika 4.2 prikazuje grafički pregled profita po regionima.)
MATCH@M:(Picture 4.3 shows a multidimensional model that is being used for analyzing quantities of sold products according to brands.===>Slika 4.3 prikazuje multidimenzionalni model koji se koristi u analizi količina prodatih proizvoda po brendovima.)
MATCH@E:(Picture 4.3 shows a multidimensional model that is being used for analyzing quantities of sold products according to brands.===>Slika 4.3 prikazuje multidimenzionalni model koji se koristi u analizi količina prodatih proizvoda po brendovima.)
MATCH@M:(One of the possibilities (the one depicted here) is to analyze all the years - or we can select one of them.===>Jedna od mogućnosti (ovde opisana) jeste da se analiziraju sve godine - ili možemo odabrati jednu od njih.)
MATCH@E:(One of the possibilities (the one depicted here) is to analyze all the years - or we can select one of them.===>Jedna od mogućnosti (ovde opisana) jeste da se analiziraju sve godine ili možemo odabrati jednu od njih.)
MATCH@M:(This clearly shows which brands are attractive and which are not accepted by the market.===>Ovim se jasno pokazuje koji brendovi privlače kupce, a koje brendove tržište ne prihvata.)
MATCH@E:(This clearly shows which brands are attractive and which are not accepted by the market.===>Ovim se jasno pokazuje koji brendovi privlače kupce, a koje brendove tržište ne prihvata.)
MATCH@M:(We can also display data on shops.===>Takođe možemo da prikažemo podatke po prodajnim mestima.)
MATCH@E:(We can also display data on shops.===>Takođe možemo da prikažemo podatke po prodajnim mestima.)
MATCH@M:(For instance, we notice that only one Elisabeth Arden product was sold in Berane over all three observed years, while 11 Dolce Gabana products were sold in the same store.===>Na primer, zapazićemo da je u Beranama prodat samo jedan proizvod marke Elizabet Arden tokom sve tri posmatrane godine, dok je u istoj radnji prodato 11 proizvoda Dolče i Gabana.)
MATCH@E:(For instance, we notice that only one Elisabeth Arden product was sold in Berane over all three observed years, while 11 Dolce Gabana products were sold in the same store. the most profitable month.===>Na primer, zapazićemo da je u Beranama prodat samo jedan proizvod marke Elizabet Arden tokom sve tri posmatrane godine, dok je u istoj radnji prodato 11 proizvoda Dolče i Gabana. ~~~ Jedan od realizovanih radnih listova može da izgleda kao na slici 4.4.)
MATCH@M:(One of the realized workbooks can look like the Picture 4.4.===>Jedan od realizovanih radnih listova može da izgleda kao na slici 4.4.)
MATCH@E:(One of the realized workbooks can look like the Picture 4.4.===>Decembar je bio na drugom mestu po visini ostvarenog profita.)
BAD_LINE_=============================================================
BAD_LINE_M:One of the realized workbooks can look like the Picture 4.4.
BAD_LINE_M:Jedan od realizovanih radnih listova može da izgleda kao na slici 4.4.
BAD_LINE_E:One of the realized workbooks can look like the Picture 4.4.
BAD_LINE_E:Decembar je bio na drugom mestu po visini ostvarenog profita.
MATCH@M:(Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations.===>Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama.)
MATCH@E:(Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations.
BAD_LINE_M:Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama.
BAD_LINE_E:Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations.
BAD_LINE_E:
MATCH@M:(It is obvious that the central region is dominant as far as profit is concerned and that March is the most profitable month.===>Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.)
MATCH@E:(It is obvious that the central region is dominant as far as profit is concerned and that March is The 4.9 example shows seasonal oscillations.===>Primer prikazan na slici 4.9 pokazuje sezonske oscilacije.)
BAD_LINE_=============================================================
BAD_LINE_M:It is obvious that the central region is dominant as far as profit is concerned and that March is the most profitable month.
BAD_LINE_M:Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.
BAD_LINE_E:It is obvious that the central region is dominant as far as profit is concerned and that March is The 4.9 example shows seasonal oscillations.
BAD_LINE_E:Primer prikazan na slici 4.9 pokazuje sezonske oscilacije.
MATCH@M:(This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case).===>Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju))
MATCH@E:(This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case).===>Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama. ~~~ Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.)
BAD_LINE_=============================================================
BAD_LINE_M:This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case).
BAD_LINE_M:Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju)
BAD_LINE_E:This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case).
BAD_LINE_E:Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama. ~~~ Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.
MATCH@M:(The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item.===>Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.)
MATCH@E:(The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item.===>Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju) Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.)
BAD_LINE_=============================================================
BAD_LINE_M:The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item.
BAD_LINE_M:Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.
BAD_LINE_E:The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item.
BAD_LINE_E:Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju) Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.
MATCH@M:(In this particular case we analyze profit from sale of the perfume product group.===>U ovom posebnom slučaju analiziramo profit od prodaje parfema.)
MATCH@E:(In this particular case we analyze profit from sale of the perfume product group.===>U ovom posebnom slučaju analiziramo profit od prodaje parfema.)
MATCH@M:(Adding an exception is simple - in this case it excludes the shops where the sale of perfume exceeded 1,000 euros.===>Izuzetke je jednostavno uvesti - u ovom slučaju isključene su prodavnice u kojima je prodaja parfema premašala sumu od 1000 evra.)
MATCH@E:(Adding an exception is simple - in this case it excludes the shops where the sale of perfume exceeded 1,000 euros.===>Izuzetke je jednostavno uvesti u ovom slučaju isključene su prodavnice u kojima je prodaja parfema premašala sumu od 1000 evra.)
MATCH@M:(The following Picture 4.6 shows a multidimensional model for analyzing income, profit and cost per product, ship, region and year.===>Sledeća slika, 4.6, prikazuje multidimenzionalni model za analizu dohotka, profita i troškova po proizvodu, prodavnici, regionu i godini.)
MATCH@E:(The following Picture 4.6 shows a multidimensional model for analyzing income, profit and cost per product, ship, region and year.===>Sledeća slika, 4.6, prikazuje multidimenzionalni model za analizu dohotka, profita i troškova po proizvodu, prodavnici, regionu i godini.)
MATCH@M:(The following OLAP model described by Picture 4.7 deals with comparative analysis of profit by quarter.===>Naredni OLAP model, opisan na slici 4.7, predstavlja komparativnu analizu profita po tromesečju.)
MATCH@E:(The following OLAP model described by Picture 4.7 deals with comparative analysis of profit by quarter.===>Naredni OLAP model, opisan na slici 4.7, predstavlja komparativnu analizu profita po tromesečju.)
MATCH@M:(The first quarter profit is compared to the second quarter and so on for two consecutive years, 2005 and 2006.===>Profit iz prvog tromesečja poredi se sa profitom iz drugog i tako redom tokom dve uzastopne godine, 2005. i 2006.)
MATCH@E:(The first quarter profit is compared to the second quarter and so on for two consecutive years, 2005 and 2006.===>Profit iz prvog tromesečja poredi se sa profitom iz drugog i tako redom tokom dve uzastopne godine, 2005. i 2006.)
MATCH@M:(The LAG function is used to realize this model.===>Za sprovođenje ovog modela korišćena je LAG funkcija.)
MATCH@E:(The LAG function is used to realize this model.===>Za sprovođenje ovog modela korišćena je LAG funkcija.)
MATCH@M:(This function allows us to do this comparison but also to compare a single period of one year with the same period of the next year or following years.===>Ova funkcija nam dozvoljava da obavimo ovo poređenje, ali takođe da poredimo jedan period jedne godine sa istim tim periodom sledeće godine ili narednih godina.)
MATCH@E:(This function allows us to do this comparison but also to compare a single period of one year with the same period of the next year or following years.===>Ova funkcija nam dozvoljava da obavimo ovo poređenje, ali takođe da poredimo jedan period jedne godine sa istim tim periodom sledeće godine ili narednih godina.)
MATCH@M:(We are using the Rank function that enables us to rank the deviation percentage from the greatest increase to the greatest drop in consecutive quarters.===>Ovde primenjujem funkciju Rank pomoću koje možemo da rangiramo procenat odstupanja od najveceg porasta do najveceg pada u uzastopnim kvartalima.)
MATCH@E:(We are using the Rank function that enables us to rank the deviation percentage from the greatest increase to the greatest drop in consecutive quarters.===>Ovde primenjujem funkciju Rank pomoću koje možemo da rangiramo procenat odstupanja od najvećeg porasta do najvećeg pada u uzastopnim kvartalima.)
MATCH@M:(The rankings show that this is also the greatest single increase in the entire comparative list for consecutive quarters.===>Rangiranje pokazuje da je ovo istovremeno i najveći pojedinačni porast na celoj komparativnoj listi za zastopne tromesečne periode.)
MATCH@E:(The rankings show that this is also the greatest single increase in the entire comparative list for consecutive quarters.===>Rangiranje pokazuje da je ovo istovremeno i najveći pojedinačni porast na celoj komparativnoj listi za uzastopne tromesečne periode.)
MATCH@M:(The greatest loss of profit was in the fourth quarter of 2005 compared to the third quarter - 32.97 per cent.===>Najveći pad profita zabeležen je u četvrtom tromesečju 2005. godine u poređenju sa trećim tromesečjem - 32.97%.)
MATCH@E:(The greatest loss of profit was in the fourth quarter of 2005 compared to the third quarter - 32.97 per cent.===>Najveći pad profita zabeležen je u četvrtom tromesečju 2005. godine u poređenju sa trećim tromesečjem 32.97%.)
MATCH@M:(The next observed model (Picture 4.8) is analyzing profit from sale of perfumes in 2005 by months.===>Sledeći posmatrani model (slika 4.8) predstavlja analizu profita od prodaje parfema tokom 2005. godine, po mesecima.)
MATCH@E:(The next observed model (Picture 4.8) is analyzing profit from sale of perfumes in 2005 by months.===>Sledeći posmatrani model (slika 4.8) predstavlja analizu profita od prodaje parfema tokom 2005. godine, po mesecima.)
MATCH@M:(The greatest profit was made in September, despite expectations that this would happen in March due to the 8 March holiday.===>Najveći profit ostvaren je u septembru, uprkos očekivanjima da će to biti u martu, zbog praznika 8. marta.)
MATCH@E:(The greatest profit was made in September, despite expectations that this would happen in March due to the 8 March holiday.===>Najveći profit ostvaren je u septembru, uprkos očekivanjima da će to biti u martu, zbog praznika 8. marta.)
MATCH@M:(December was the next most profitable month.===>Decembar je bio na drugom mestu po visini ostvarenog profita.)
MATCH@E:(December was the next most profitable month.===>)
BAD_LINE_=============================================================
BAD_LINE_M:December was the next most profitable month.
BAD_LINE_M:Decembar je bio na drugom mestu po visini ostvarenog profita.
BAD_LINE_E:December was the next most profitable month.
BAD_LINE_E:
MATCH@M:(If we examine the Sun sun screen we notice that over half a year (October, November, December, January, February and March) not one item was sold, while the greatest profit, as expected, was made in June and July.===>Ako analiziramo Sun mleko za sunčanje, videćemo da tokom pola godine (oktobar, novembar, decembar, januar, februar i mart) nije prodat ni jedan proizvod, dok je najveći profit, kako se i očekivalo, ostvaren u junu i julu.)
MATCH@E:(If we examine the Sun sun screen we notice that over half a year (October, November, December, January, February and March) not one item was sold, while the greatest profit, as expected, was made in June and July.===>Ako analiziramo Sun mleko za sunčanje, videćemo da tokom pola godine (oktobar, novembar, de cembar, januar, februar i mart) nije prodat ni jedan proizvod, dok je najveći profit, kako se i očekivalo, ostvaren u junu i julu.)
MATCH@M:(This is particularly important for products with short expiry date.===>Ovo je posebno značajno kada je reč o proizvodima kratkog roka trajanja.)
MATCH@E:(This is particularly important for products with short expiry date. ~~~ 5.===>Ovo je posebno značajno kada je reč o proizvodima kratkog roka trajanja. 5.)
MATCH@M:(Using business intelligence tools enables us to collect available internal and significant external data in order to transform them into useful information that can help business users make their decisions.===>Primenom alata poslovne inteligencije možemo da prikupimo dostupne interne i značajne eksterne podatke i da ih pretvorimo u korisne informacije koje mogu da pomognu korisnicima u odlučivanju.)
MATCH@E:(CONCLUSION Using business intelligence tools enables us to collect available internal and significant external data in order to transform them into useful information that can help business users make their decisions.===>ZAKLJUČAK Primenom alata poslovne inteligencije možemo da prikupimo dostupne interne i značajne eksterne podatke i da ih pretvorimo u korisne informacije koje mogu da pomognu korisnicima u odlučivanju.)
MATCH@M:(Business intelligence systems are focused on improving information access and distribution capabilities, both for those who make and for those who use such systems.===>Sistemi poslovne inteligencije imaju za cilj da poboljšaju pristup informacijama i mogućnosti distribucije, kako za one koji razvijaju ovakve sisteme, tako i za one koji ih koriste.)
MATCH@E:(Business intelligence systems are focused on improving information access and distribution capabilities, both for those who make and for those who use such systems.===>Sistemi poslovne inteligencije imaju za cilj da poboljšaju pristup informacijama i mogućnosti distribucije, kako za one koji razvijaju ovakve sisteme, tako i za one koji ih koriste.)
MATCH@M:(Data based on use of business intelligence tools provide a trade company with an opportunity to identify not only advantages but also problems.===>Podaci zasnovani na primeni alata poslovne inteligencije pružaju trgovinskoj firmi mogućnost da identifikuje prednosti, ali i probleme.)
MATCH@E:(Data based on use of business intelligence tools provide a trade company with an opportunity to identify not only advantages but also problems.===>Podaci zasnovani na primeni alata poslovne inteligencije pružaju trgovinskoj firmi mogućnost da identifikuje prednosti, ali i probleme.)
MATCH@M:(Therefore the company can deal with causes in a timely manner instead of having to deal with consequences.===>Stoga ta firma može pravovremeno da se bavi uzrocima, a ne da mora da se bavi posledicama.)
MATCH@E:(Therefore the company can deal with causes in a timely manner instead of having to deal with consequences.===>Stoga ta firma može pravovremeno da se bavi uzrocima, a ne da mora da se bavi posledicama. 6.)
MATCH@M:(Initially determined in this way, pluralism should be treated as a research area that is specially significant for organizational development management, in theoretical, methodological and applicable senses.===>Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno za upravljanje razvojem organizacija, u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@E:(Initially determined in this way, pluralism should be treated as a research area that is specially significant for organizational development management, in theoretical, methodological and applicable senses.===>Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno za upravljanje razvojem organizacija, u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@M:(A relevant break-through is made in dealing with pluralism in systems thinking and systems practice.===>U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.)
MATCH@E:(A relevant break-through is made in dealing with pluralism in systems thinking and systems practice.===>U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.)
MATCH@M:(In the first place, the important result of confronting the different system conceptualizations of organizational problem areas is the powerful Systems movement.===>Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.)
MATCH@E:(In the first place, the important result of confronting the different system conceptualizations of organizational problem areas is the powerful Systems movement.===>Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.)
MATCH@M:(At the same time, systems thinking has shown a great potential for fruitfully linking the theory with practice.===>Istovremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.)
MATCH@E:(At the same time, systems thinking has shown a great potential for fruitfully linking the theory with practice.===>Istovremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.)
MATCH@M:(Namely, in order to understand a management problem situation in a proper way, and to intervene in such situation effectively and efficiently, systems thinking, through employing the valuable contributions of social sciences, tries to support a variety of perspectives on the management problem situation under consideration.===>Koristeći doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.)
MATCH@E:(Namely, in order to understand a management problem situation in a proper way, and to intervene in such situation effectively and efficiently, systems thinking, through employing the valuable contributions of social sciences, tries to support a variety of perspectives on the management problem situation under consideration.===>Koristeći doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.)
MATCH@M:(Also, systems thinking, through the combined use of methodologies for problem situations structuring, attempts to creatively manage the interventions in organizations.===>Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u organizacijama.)
MATCH@E:(Also, systems thinking, through the combined use of methodologies for problem situations structuring, attempts to creatively manage the interventions in organizations.===>Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u organizacijama.)
MATCH@M:(System research tries to improve pluralistic practice in organizations by continual thinking about relevant implications of pluralism at a theoretical level.===>Kroz promišljanje o implikacijama pluralizma na teorijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu u organizacijama.)
MATCH@E:(System research tries to improve pluralistic practice in organizations by continual thinking about relevant implications of pluralism at a theoretical level.===>Kroz promišljanje o implikacijama pluralizma na teorijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu u organizacijama.)
MATCH@M:(In order to identify the possibilities of founding the systems thinking on pluralism and to determine the usefulness of systems practice in organizations when they are managed by means of pluralism, it is necessary: a) to examine the relationship between pluralism, as a special developmental strategy of systems thninking, and strategies of isolationism, imperialism and pragmatism, and b) to consider the basic pluralistic systemic theoretical-methodological and applicable developments - System of Systems Methodologies, Total Systems Intervention and Multimethodology.===>U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je: a) preispitati odnos pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma, i b) razmotriti osnovne pluralističke sistemske teorijsko-metodološke i aplikativne razvoje - Sistem Sistemskih Metodologija, Sveukupnu Intervenciju u Sistemima i Multimetodologiju.)
MATCH@E:(In order to identify the possibilities of founding the systems thinking on pluralism and to determine the usefulness of systems practice in organizations when they are managed by means of pluralism, it is necessary: a) to examine the relationship between pluralism, as a special developmental strategy of systems thninking, and strategies of isolationism, imperialism and pragmatism, and b) to consider the basic pluralistic systemic theoreticalmethodological and applicable developments System of Systems Methodologies, Total Systems Intervention and Multimethodology.===>U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je: a) preispitati odnos pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma, i b) razmotriti osnovne pluralističke sistemske teorijsko-metodološke i aplikativne razvoje - Sistem Sistemskih Metodologija, Sveukupnu Intervenciju u Sistemima i Multimetodologiju.)
MATCH@M:(Initially defined in this way, pluralism is obviously a distinctive problem area, relevant in terms of both theory, methodology, and application.===>Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@E:(Initially defined in this way, pluralism is obviously a distinctive problem area, relevant in terms of both theory, methodology, and application.===>Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@M:(The key reasons for a broad, well founded study of pluralism in the modern Systems Science and Management Science are numerous and varied [6, 2000, pp. 377 -378].===>Ključni razlozi širokog, utemeljenog bavljenja pluralizmom u savremenom Systems Science-u i Management Science-u su brojni i različiti [6, 2000, pp. 377 -378].)
MATCH@E:(The key reasons for a broad, well founded study of pluralism in the modern Systems Science and Management Science are numerous and varied Š6, 2000, pp. 377 378Ë.===>Ključni razlozi širokog, utemeljenog bavljenja pluralizmom u savremenom Systems Science-u i Management Science-u su brojni i različiti Š6, 2000, pp. 377 378Ë.)
MATCH@M:(Primarily, it is a well known fact that traditional approaches have become the issue of much criticism in various applied disciplines.===>Pre svega, činjenica je da su u različitim primenjenim disciplinama tradicionalni prilazi predmet ozbiljnih kritika.)
MATCH@E:(Primarily, it is a well known fact that traditional approaches have become the issue of much criticism in various applied disciplines.===>Pre svega, činjenica je da su u različitim primenjenim disciplinama tradicionalni prilazi predmet ozbiljnih kritika.)
MATCH@M:(In the systems thinking, in organizational theory, and in classic operational research, the old, orthodox approaches have become the issue of justified challenge, the new perspectives being opened in the paradigmatic sense.===>U sistemskom mišljenju, organizacionoj teoriji, klasičnim operacionim istraživanjima, stari, ortodoksni prilazi su predmet argumentovanih osporavanja, a, u paradigmatskom smislu nove perspektive se otvaraju.)
MATCH@E:(In the systems thinking, in organizational theory, and in classic operational research, the old, orthodox approaches have become the issue of justified challenge, the new perspectives being opened in the paradigmatic sense.===>U sistemskom mišljenju, organizacionoj teoriji, klasičnim operacionim istraživanjima, stari, ortodoksni prilazi su predmet argumentovanih osporavanja, a, u paradigmatskom smislu nove perspektive se otvaraju.)
MATCH@M:(The relations between different approaches to the development of each particular discipline are the topic of special study.===>Odnosi između različitih pristupa razvijanju svake pojedine discipline su predmet posebnih promišljanja.)
MATCH@E:(The relations be tween different approaches to the development of each particular discipline are the topic of special study.===>Odnosi između različitih pristupa razvijanju svake pojedine discipline su predmet po sebnih promišljanja.)
MATCH@M:(Challenging totalyzing discourses that claim to command the truth and generating conditions for the emergence of respective relativism, appears as special support to research into pluralism.===>Takođe, suprotstavljanje totalizujućim diskursima, koji tvrde da raspolažu istinama, i generisanje uslova za odgovarajući relativizam, predstavlja posebnu podršku istraživanju pluralizma.)
MATCH@E:(Challenging totalyzing discourses that claim to command the truth and generating conditions for the emergence of respective relativism, appears as special support to research into pluralism.===>Takođe, suprotstavljanje totalizujućim diskursima, koji tvrde da raspolažu istinama, i generisanje uslova za odgovarajući relativizam, predstavlja posebnu podršku istraživanju pluralizma.)
MATCH@M:(Besides, from the practitioners' point of view, pluralism apparently becomes indispensable in the processes of creative management of the development of modern organizations.===>Uz navedeno, sa stanovišta praktičara, čini se da je u procesima kreativnog upravljanja razvojem savremenih organizacija pluralizam neophodan.)
MATCH@E:(Besides, from the practitioners point of view, pluralism apparently becomes indispensable in the processes of creative management of the development of modern organizations.===>Uz navedeno, sa stanovišta praktičara, čini se da je u procesima kreativnog upravljanja razvojem savremenih organizacija pluralizam neophodan.)
MATCH@M:(An important breakthrough has been made in the systems thinking and practice into the study of pluralism.===>U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.)
MATCH@E:(An important breakthrough has been made in the systems thinking and practice into the study of pluralism.===>U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.)
MATCH@M:(In the first place, through the conflict among various systemic conceptualizations of relevant organizational problem areas, the Systems movement came out stronger.===>Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.)
MATCH@E:(In the first place, through the conflict among various systemic conceptualizations of relevant organizational problem areas, the Systems movement came out stronger.===>Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.)
MATCH@M:(Simultaneously, systems thinking displayed a remarkable potential for a reasoned and useful linking of theory and practice.===>Istvremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.)
MATCH@E:(Simultaneously, systems thinking displayed a remarkable potential for a reasoned and useful linking of theory and practice.===>Istvremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.)
MATCH@M:(Making use of respective contributions of social sciences, systems thinking tries to support a certain variability of standpoint on a complex and manyfold management problem situationunder consideration that we wish to apprehend and effectively and efficiently intervene into.===>Koristeći odgovarajuće doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj složenoj i višeznačnoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.)
MATCH@E:(Making use of respective contributions of social sciences, systems thinking tries to support a certain variability of standpoint on a complex and manyfold management problem situationunder consideration that we wish to apprehend and effectively and efficiently inter vene into.===>Koristeći odgovarajuće doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj složenoj i višeznačnoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.)
MATCH@M:(Furthermore, systems thinking applies a combined use of methodologies of management problem situations structuring to creatively conduct interventions in complex and dynamic organizations.===>Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u kompleksnim i dinamičkim organizacijama.)
MATCH@E:(Furthermore, systems thinking applies a combined use of methodologies of management problem situations structuring to creatively conduct interventions in complex and dynamic organizations.===>Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u kompleksnim i dinamičkim organizacijama.)
MATCH@M:(Systems thinking tries to improve pluralistic practice through reasoning on the implications of pluralism on a theoretical level.===>Kroz promišljanje o implikacijama pluralizma na teorijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu.)
MATCH@E:(Systems thinking tries to improve pluralistic practice through reasoning on the implications of pluralism on a theoretical level.===>Kroz promišljanje o implikacijama pluralizma na teo rijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu.)
MATCH@M:(In defining the possibilities of using pluralism as basis to establish systems thinking and in determining the benefit the systems practices may have in organizations if managed through pluralism, it is necessary, in the first place, to analyse the relationship between pluralism as a distinctive strategy of systems thinking development and the isolationism, imperialism and pragmatism strategies.===>U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je, pre svega, preispitati odnos između pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma.)
MATCH@E:(Pluralistic strategy of systemic thinking and practice development In defining the possibilities of using pluralism as basis to establish systems thinking and in determining the benefit the systems practices may have in organizations if managed through pluralism, it is necessary, in the first place, to analyse the relationship between pluralism as a distinctive strategy of systems thinking development and the isolationism, imperialism and pragmatism strategies.===>Pluralistička strategija razvoja sistemskog mišljenja i prakse U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je, pre svega, preispitati odnos između pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma.)
MATCH@M:(As regards the above mentioned, the following four MS developmental strategies emerged: isolationism, imperialism, pragmatism and pluralism [5, 1995, pp. 311 - 316].===>U vezi sa navedenim, izdvojile su se sledeće četiri razvojne strategije MS-a: izolacionizam, imperijalizam, pragmatizam i pluralizam [5], 1995, pp. 311 - 316].)
MATCH@E:(As regards the above mentioned, the following four MS developmental strategies emerged: isolationism, imperialism, pragmatism and pluralism Š5, 1995, pp. 311 - 316Ë.===>U vezi sa navedenim, izdvojile su se sledeće četiri razvojne strategije MS-a: izolacionizam, imperijalizam, pragmatizam i pluralizam Š5, 1995, pp. 311 - 316Ë.)
MATCH@M:(The strategy of isolationism is supposed to result into the presence of various trends in MS, the trends that develop independently, on the bases of their own hypotheses, and with a minimum interaction.===>Izolacionisticka strategija bi trebala rezultirati postojanjem različitih tokova u MS-u, koji se nezavisno razvijaju, na osnovama sopstvenih pretpostavki, i sa minimalnim međukontaktom.)
MATCH@E:(The strategy of isolationism is supposed to result into the presence of various trends in MS, the trends that develop independently, on the bases of their own hypotheses, and with a minimum interaction.===>Izolacionistička strategija bi trebala rezultirati postojanjem različitih tokova u MS-u, koji se nezavisno razvijaju, na osnovama sopstvenih pretpostavki, i sa minimalnim među-kontaktom.)
MATCH@M:(The promoters of isolationism deem their MS approach to be self-sufficient.===>Predstavnici izolacionizma shvataju sopstveni MS- prilaz kao samodovoljan.)
MATCH@E:(The promoters of isolationism deem their MS approach to be self-sufficient.===>Predstavnici izolacionizma shvataju sopstveni MS- prilaz kao samodovoljan.)
MATCH@M:(They believe that there is nothing to learn from other perspectives, which are considered useless.===>Oni veruju da ne postoji ništa što se može naučiti iz drugih perspektiva, koje se smatraju nekorisnim.)
MATCH@E:(They believe that there is nothing to learn from other perspectives, which are considered useless.===>Oni veruju da ne postoji ništa što se može naučiti iz drugih perspektiva, koje se smatraju nekorisnim.)
MATCH@M:(In such circumstances, the attempts of building the ideas of alternative methodological tendencies into a certain preferential position might weaken the given position, therefore they are taken as a serious threat.===>U tim okolnostima, pokušaji ugrađivanja ideja iz alternativnih metodoloških tendencija u određenu preferiranu poziciju bi mogli oslabiti dotičnu poziciju, i stoga se shvataju kao ozbiljna pretnja.)
MATCH@E:(In such circumstances, the attempts of building the ideas of alternative methodological tendencies into a certain preferential position might weaken the given position, therefore they are taken as a serious threat.===>U tim okolnostima, pokušaji ugrađivanja ideja iz alternativnih metodoloških tendencija u određenu preferiranu poziciju bi mogli oslabiti dotičnu poziciju, i stoga se shvataju kao ozbiljna pretnja.)
MATCH@M:(The isolationists are especially powerful in the traditional MS and in the Organizastional cybernetics.===>Izolacionisti su posebno moćni u tradicionalnom MS-u i Organizacionoj kibernetici.)
MATCH@E:(The isolationists are especially powerful in the traditional MS and in the Organizastional cybernetics.===>Izolacionisti su posebno moćni u tradicionalnom MS-u i Organizacionoj kibernetici.)
MATCH@M:(The paradigmatic incompatibility1 can be quoted as supportive to isolationistic strategy.===>Paradigmatska nesamerljivost1 bi mogla biti navedena kao podrška izolacionističkoj strategiji.)
MATCH@E:(The paradigmatic incompatibility1 can be quoted as supportive to isolationistic strategy.===>Paradigmatska nesamerljivost1 bi mogla biti navedena kao podrška izolacionističkoj strategiji.)
MATCH@M:(There are suggestions that isolationism should be abandoned since it disintegrates MS as a scientific discipline, prevents establishing purposeful relationships of different methodological tendencies, and discredits the profession with clients who do not believe that one method is enough to solve all the problems.===>Smatra se da izolacionizam treba biti odbačen, zato što dezintegriše MS kao naučnu disciplinu, sprečava uspostavljanje osmišljenih odnosa između različitih metodoloških tokova, i diskredituje dotičnu profesiju kod klijenata koji ne veruju da jedan metod može rešiti sve probleme.)
MATCH@E:(There are suggestions that isolationism should be abandoned since it disintegrates MS as a scientific discipline, prevents establishing purposeful relationships of different methodological tendencies, and discredits the profession with clients who do not believe that one method is enough to solve all the problems.===>Smatra se da izolacionizam treba biti odbačen, zato što dezintegriše MS kao naučnu disciplinu, sprečava uspostavljanje osmišljenih odnosa između različitih metodoloških tokova, i diskredituje dotičnu profesiju kod klijenata koji ne veruju da jedan metod može rešiti sve probleme.)
MATCH@M:(The imperialistic strategy has it that one MS approach is superior to its other methodological trends, capable of providing adequate premises for the development of MS as a distinct scientific discipline.===>Imperijalistička strategija pretpostavlja da je jedan MS prilaz, u odnosu na ostale njegove metodološke tokove, superioran, i sposoban da obezbedi adekvatne premise razvoja MS-a kao posebne naučne discipline.)
MATCH@E:(The imperialistic strategy has it that one MS approach is superior to its other methodological trends, capable of providing adequate premises for the development of MS as a distinct scientific discipline.===>Imperijalistička strategija pretpostavlja da je jedan MS prilaz, u odnosu na ostale njegove metodološke tokove, superioran, i sposoban da obezbedi adekvatne premise razvoja MS-a kao posebne naučne discipline.)
MATCH@M:(It is simultaneously willing to incorporate certain aspects of other methodological trends, provided that they can, in terms of favoured approach, be useful and fortifying.===>Istovremeno, postoji spremnost da se inkorporiraju izvesni aspekti drugih metodoloških tokova, ukoliko se smatra da oni, u kategorijama favorizovanog pristupa, mogu biti korisni i mogu ga osnažiti.)
MATCH@E:(It is simultaneously willing to incorporate certain aspects of other methodological trends, provided that they can, in terms of favoured approach, be useful and fortifying.===>Istovremeno, postoji spremnost da se inkorporiraju izvesni aspekti drugih metodoloških tokova, ukoliko se smatra da oni, u kategorijama favorizovanog pristupa, mogu biti korisni i mogu ga osnažiti.)
MATCH@M:(The knowledge gained from other methodological developments will be integrated into the theoretical-methodological aparatus of the favoured approach as long as these do not endanger its key principles.===>Saznanja iz drugih metodoloških razvoja će biti integrisana u teorijsko-metodološku aparaturu favorizovanog prilaza sve dotle dok ne prete njegovim ključnim načelima.)
MATCH@E:(The knowledge gained from other methodological developments will be integrated into the theoreticalmethodological aparatus of the favoured approach as long as these do not endanger its key principles.===>Saznanja iz drugih metodoloških razvoja će biti integrisana u teorijsko-metodološku aparaturu favorizovanog prilaza sve dotle dok ne prete njegovim ključnim načelima.)
MATCH@M:(The representatives of the imperialistic strategy believe that they can explain the presence of alternative approaches, as well as analyse the limited sphere of their use, in the category of the approach they consider to be the leading one.===>Predstavnici imperijalističke strategije veruju da mogu razjasniti postojanje alternativnih prilaza, i analizirati ograničenu sferu njihove primene, u kategorijama pristupa kome oni priznaju vodeću poziciju.)
MATCH@E:(The representatives of the imperialistic strategy believe that they can explain the presence of alternative approaches, as well as analyse the limited sphere of their use, in the category of the approach they consider to be the leading one.===>Predstavnici imperijalističke strategije veruju da mogu razjasniti postojanje alternativnih prilaza, i analizirati ograničenu sferu njihove primene, u kategorijama pristupa kome oni priznaju vodeću poziciju.)
MATCH@M:(Especially powerful imperialistic aspirations are identified in the soft systems thinking (hard systems thinking is often taken to be a special case of soft systems thinking) [1, 1985, pp. 757 - 767] and Organizational cybernetics.===>Posebno snažne imperijalističke aspiracije su identifikovane u soft sistemskom mišljenju (hard sistemsko mišljenje se često smatra posebnim slučajem soft sistemskog mišljenja [1, 1985, pp. 757 - 767], i Organizacionoj kibernetici.)
MATCH@E:(Especially powerful imperialistic aspirations are identified in the soft systems thinking (hard systems thinking is often taken to be a special case of soft systems thinking) Š1, 1985, pp. 757 - 767Ë and Organizational cybernetics.===>Posebno snažne imperijalističke aspiracije su identifikovane u soft sistemskom mišljenju (hard sistemsko mišljenje se često smatra posebnim slučajem soft sistemskog mišljenja Š1, 1985, pp. 757 - 767Ë, i Organizacionoj kibernetici.)
MATCH@M:(This MS developmental strategy of was abandoned since, in order to be aplicable within any other paradigm, the methodologies and methods developed to function in one paradigm have to be "denaturalised", that is, deprived of their key determinants, therefore the full potential available for MS cannot be realized.===>Ova strategija razvoja MS-a je odbačena, zato što metodologije i metodi razvijeni u službi jedne paradigme, da bi bili upotrebljeni pod okriljem drugačijih paradigmi, moraju biti "denaturalizovani", odnosno, lišeni svojih ključnih određenja, čime puni potencijal raspoloživ za MS ne može biti realizovan.)
MATCH@E:(This MS developmental strategy of was abandoned since, in order to be aplicable within any other paradigm, the methodologies and methods developed to function in one paradigm have to be denaturalised, that is, deprived of their key determinants, therefore the full potential available for MS cannot be realized.===>Ova strategija razvoja MS-a je odbačena, zato što metodologije i metodi razvijeni u službi jedne paradigme, da bi bili upotrebljeni pod okriljem drugačijih paradigmi, moraju biti denaturalizovani, odnosno, lišeni svojih ključnih određenja, čime puni potencijal raspoloživ za MS ne može biti realizovan.)
MATCH@M:(At the same time, the imperialistic scenario of MS development is considered to be feasible if broader, social impacts favour one approach over certain other methodological alternatives, endangering their chances to be applied.===>Istovremeno, smatra se da je imperijalistički scenario razvoja MS-a ostvariv ukoliko širi, društveni uticaji favorizuju jedan prilaz na račun određenih metodoloških alternativa, ugrožavajući njihove šanse za primenu.)
MATCH@E:(At the same time, the imperialistic scenario of MS development is considered to be feasible if broader, social impacts favour one approach over certain other methodological alternatives, endangering their chances to be applied.===>Istovremeno, smatra se da je imperijalistički scenario razvoja MS-a ostvariv ukoliko širi, društveni uticaji favorizuju jedan prilaz na račun određenih metodoloških alternativa, ugrožavajući njihove šanse za primenu.)
MATCH@M:(The pragmatists do not bother to take "artificial" theoretical distinctions into consideration.===>Pragmatisti ne brinu o "artificijelnim" teorijskim distinkcijama.)
MATCH@E:(The pragmatists do not bother to take artificial theoretical distinctions into consideration.===>Pragmatisti ne brinu o artificijelnim teorijskim distinkcijama.)
MATCH@M:(They concentrate upon building an appropriate "collection of tools" in which the methods and techniques are taken from different MS trends and prepared to be jointly used in the course of problem solving, on condition the problem situation under consideration justifies the application of a given set of methods and techniques.===>Oni se koncentrišu na građenje odgovarajuće "kolekcije instrumenata", u kojoj su metodi i tehnike preuzeti iz različitih tokova MS-a, i pripremljeni da budu zajedno upotrebljeni tokom rešavanja problema, ukoliko istraživana problemska situacija opravdava korišćenje datog skupa metoda i tehnika.)
MATCH@E:(They concentrate upon building an appropriate collection of tools in which the methods and techniques are taken from different MS trends and prepared to be jointly used in the course of problem solving, on condition the problem situation under consideration justifies the application of a given set of methods and techniques.===>Oni se koncentrišu na građenje odgovarajuće kolekcije instrumenata, u kojoj su metodi i tehnike preuzeti iz različitih tokova MS-a, i pripremljeni da budu zajedno upotrebljeni tokom rešavanja problema, ukoliko istraživana problemska situacija opravdava korišćenje datog skupa metoda i tehnika.)
MATCH@M:(The selection of methods and techniques, as well as the entire procedure, are deemed to be justified as measured by the results obtained in practice.===>Izbor metoda i tehnika, i celokupna procedura se smatraju opravdanim u razmerama davanja rezultata u praksi.)
MATCH@E:(The selection of methods and techniques, as well as the entire procedure, are deemed to be justified as measured by the results obtained in practice.===>Izbor metoda i tehnika, i celokupna procedura se smatraju opravdanim u razmerama davanja rezultata u praksi.)
MATCH@M:(The appeal of the pragmatist option is evident among the representatives of the traditional MS and some soft systems thinkers.===>Privlačnost pragmatističke opcije je evidentna među predstavnicima tradicionalnog MS-a i pojedinim soft sistemskim misliocima.)
MATCH@E:(The appeal of the pragmatist option is evident among the representatives of the traditional MS and some soft systems thinkers.===>Privlačnost pragmatističke opcije je evidentna među predstavnicima tradicionalnog MS-a i pojedinim soft sistemskim misliocima.)
MATCH@M:(This strategy, however, was abandoned because it failed to support the development of MS as a distinct scientific discipline.===>Međutim, ova strategija je odbačena zato što nije mogla da podrži razvoj MS-a kao posebne naučne discipline.)
MATCH@E:(This strategy, however, was abandoned because it failed to support the development of MS as a distinct scientific discipline.===>Međutim, ova strategija je odbačena zato što nije mogla da podrži razvoj MS-a kao posebne naučne discipline.)
MATCH@M:(Theory, which the representatives of the pragmatist strategy try to avoid, is necessary to explain why certain methods are successful, while others are not, that is, to enable us to learn from experience and to be in a position to pass the lessons learned to others.===>Teorija, koje se predstavnici pragmatističke strategije klone, nužna je da bi se razumelo zašto su pojedini metodi uspešni, a drugi ne, to jest da bi se moglo učiti iz iskustva, i da bi se stečena znanja mogla preneti drugima.)
MATCH@E:(Theory, which the representatives of the pragmatist strategy try to avoid, is necessary to explain why certain methods are successful, while others are not, that is, to enable us to learn from experience and to be in a position to pass the lessons learned to others.===>Teorija, koje se predstavnici pragmatističke strategije klone, nužna je da bi se razumelo zašto su pojedini metodi uspešni, a drugi ne, tj. da bi se moglo učiti iz iskustva, i da bi se stečena znanja mogla preneti drugima.)
MATCH@M:(Besides, pragmatism is especially dangerous in the social field, as it may result in errors to be dearly paid for, otherwise possible to avoid by following relevant theories.===>Osim toga, pragmatizam je posebno opasan u društvenom području, jer može rezultirati skupim greškama, koje se mogu izbeći uz pomoć odgovarajućih teorijskih razumevanja.)
MATCH@E:(Besides, pragmatism is especially dangerous in the social field, as it may result in errors to be dearly paid for, otherwise possible to avoid by following relevant theories.===>Osim toga, pragmatizam je posebno opasan u društvenom području, jer može rezultirati skupim greškama, koje se mogu izbeći uz pomoć odgovarajućih teorijskih razumevanja.)
MATCH@M:(Also, pragmatism may lead to the application of methods whose implementation is ensured, not because they are most appropriate to the problem situation under consideration, but because they further strengthen the position of the powerful.===>Takođe, pragmatizam može dovesti do korišćenja metoda čija je implementacija osigurana, ali ne zato što su najprimereniji istraživanoj problemskoj situaciji, već zato što osnažuju poziciju moćnih.)
MATCH@E:(Also, pragmatism may lead to the application of methods whose implementation is ensured, not because they are most appropriate to the problem situation under consideration, but because they further strengthen the position of the powerful.===>Takođe, pragmatizam može dovesti do korišćenja metoda čija je implementacija osigurana, ali ne zato što su najprimereniji istraživanoj problemskoj situaciji, već zato što osnažuju poziciju moćnih.)
MATCH@M:(It is an accepted fact that different approaches stress different relevant interlinked aspects of the complex and multilayer management problem under consideration.===>Prihvata se da različiti prilazi ističu različite relevantne međupovezane aspekte istraživanog kompleksnog i višeznačnog upravljačkog problema.)
MATCH@E:(It is an accepted fact that different approaches stress different relevant interlinked aspects of the complex and multilayer management problem under consideration.===>Prihvata se da različiti prilazi ističu različite relevantne međupovezane aspekte istraživanog kompleksnog i višeznačnog upravljačkog problema.)
MATCH@M:(The strengths and weaknesses of the MS trends will be better understood and the field of effective application of each approach must be determined individually.===>Snage i slabosti tokova MS-a će biti potpunije shvaćene, a područje efektivne primene svakog prilaza mora biti posebno utvrđeno.)
MATCH@E:(The strengths and weaknesses of the MS trends will be better understood and the field of effective application of each approach must be determined individually.===>Snage i slabosti tokova MS-a će biti potpunije shvaćene, a područje efektivne primene svakog prilaza mora biti posebno utvrđeno.)
MATCH@M:(The diversity of theories and methodologies available in the MS is understood not as heralding a crisis in the MS as a scientific discipline, but as expressing an growing competence and effectiveness in a certain variety of management problem situations [18, 2004, pp. 411 - 431].===>Raznolikost teorija i metodologija raspoloživih u MS-u se shvata ne kao najava krize u MS-u kao naučnoj disciplini, već kao izraz narasle kompetentnosti i efektivnosti u određenoj varijetetnosti upravljačkih problemskih situacija [18, 2004, pp. 411 - 431].)
MATCH@E:(The diversity of theories and methodologies available in the MS is understood not as heralding a crisis in the MS as a scientific discipline, but as expressing an growing competence and effectiveness in a certain variety of management problem situations Š18, 2004, pp. 411 431Ë.===>Raznolikost teorija i metodologija raspoloživih u MS-u se shvata ne kao najava krize u MS-u kao naučnoj disciplini, već kao izraz narasle kompetentnosti i efektivnosti u određenoj varijetetnosti upravljačkih problemskih situacija Š18, 2004, pp. 411 - 431Ë.)
MATCH@M:(Pluralism is considered to offer, as regards the foundations of a traditional MS, the best bases for the (re)construction of the MS as a cohesive discipline and profession.===>Smatra se da pluralizam nudi, u odnosu na utemeljenja tradicionalnog MS-a, najbolje osnove (re)izgradnje MS-a kao kohezivne discipline i profesije.)
MATCH@E:(Pluralism is considered to offer, as regards the foundations of a traditional MS, the best bases for the (re)construction of the MS as a cohesive discipline and profession.===>Smatra se da pluralizam nudi, u odnosu na utemeljenja tradicionalnog MS-a, najbolje osnove (re)izgradnje MS-a kao kohezivne discipline i profesije. 3.)
MATCH@M:(The SiSiM attempts to show that different systems methodologies, relying on different hypotheses on the nature of different ideally-standard management problem contexts, can be understood as an appropriate, scientifically founded and practically beneficial complementary set.===>SiSiM nastoji da pokaže da različite sistemske metodologije, oslonjene na različite pretpostavke o prirodi posebnih idealno-tipskih upravljačkih problemskih konteksta, mogu biti shvaćene kao odgovarajući, naučno utemeljen i praktično koristan komplementarni skup.)
MATCH@E:(The SiSiM attempts to show that different systems methodologies, relying on different hypotheses on the nature of different ideally-standard management problem contexts, can be understood as an appropriate, scientifically founded and practically beneficial complementary set.===>SiSiM nastoji da pokaže da različite sistemske metodologije, oslonjene na različite pretpostavke o prirodi posebnih idealno-tipskih upravljačkih problemskih konteksta, mogu biti shvaćene kao odgovarajući, naučno utemeljen i praktično koristan komplementarni skup.)
MATCH@M:(The starting point in the building of the SiSiM was the idea that it is possible to develop an ideally-standard matrix of problem context, that may be used to classify systems methodologies in accordance with their key premises on the nature of problem situations.===>U građenju SiSiM-a pošlo se od ideje da je moguće razviti idealno-tipsku matricu problemskih konteksta, koja može biti upotrebljena za razvrstavanje sistemskih metodologija u skladu sa njihovim ključnim pretpostavkama o prirodi problemskih situacija.)
MATCH@E:(The starting point in the building of the SiSiM was the idea that it is possible to develop an ideally-standard matrix of problem context, that may be used to classify systems methodologies in accordance with their key premises on the nature of problem situations.===>U građenju SiSiM-a pošlo se od ideje da je moguće razviti idealno-tipsku matricu problemskih konteksta, koja može biti upotrebljena za razvrstavanje sistemskih metodologija u skladu sa njihovim ključnim pretpostavkama o prirodi problemskih situacija.)
MATCH@M:(The systems, within which the management problems are located, are classed in a continuum from relatively simple to extremely complex, according to the following criteria: the number of subsystems, the number and the level of organization of the subsystems interactions, the preliminary determination / the prior lack of determination of the subsystems' properties, deterministic / probabilistic laws in the systems conduct, systems nonevolution / evolution over time, nongenerating / generating the subsystems own objectives, a considerable exclusiveness /openess od the systems as regards the environment.===>Sistemi, u koje su istraživani upravljački problemi smešteni, razvrstani su na kontinuumu od relativno jednostavnih do ekstremno kompleksnih, i to uvažavajući sledeće kriterijume: broj podsistema, broj i nivo organizovanosti interakcija podsistema, prethodna određenost / prethodna neodređenost svojstava podsistema, determinističke / probabilističke zakonitosti ponašanja sistema, neevoluiranje / evoluiranje sistema tokom vremena, negenerisanje / generisanje sopstvenih ciljeva od strane podsistema, znatna zatvorenost / otvorenost sistema u odnosu na okruženje.)
MATCH@E:(The systems, within which the management problems are located, are classed in a continuum from relatively simple to extremely complex, according to the following criteria: the number of subsystems, the number and the level of organization of the subsystems interactions, the preliminary determination / the prior lack of determination of the subsystems properties, deterministic / probabilistic laws in the systems conduct, systems nonevolution / evolution over time, nongenerating / generating the subsystems own objectives, a considerable exclusiveness /openess od the systems as regards the environment.===>Sistemi, u koje su istraživani upravljački problemi smešteni, razvrstani su na kontinuumu od relativno jednostavnih do ekstremno kompleksnih, i to uvažavajući sledeće kriterijume: broj podsistema, broj i nivo organizovanosti interakcija podsistema, prethodna određenost / prethodna neodređenost svojstava podsistema, determinističke / probabilističke zakonitosti ponašanja sistema, neevoluiranje / evoluiranje sistema tokom vremena, negenerisanje / generisanje sopstvenih ciljeva od strane podsistema, znatna zatvorenost / otvorenost sistema u odnosu na okruženje.)
MATCH@M:(Relatively simple management problems are embraced and expressed by relatively simple systems, while extremely complex management problems situations are represented by complex systems.===>Relativno jednostavni upravljački problemi su obuhvaćeni i iskazani relativno jednostavnim sistemima, a ekstremno složene upravljačke problemske situacije su reprezentovane kompleksnim sistemima.)
MATCH@E:(Relatively simple management problems are embraced and expressed by relatively simple systems, while extremely complex management problems situations are represented by complex systems.===>Relativno jednostavni upravljački problemi su obuhvaćeni i iskazani relativno jednostavnim sistemima, a ekstremno složene upravljačke problemske situacije su reprezentovane kompleksnim sistemima.)
MATCH@M:(In turn, the relations among the participants in the management problem situation under consideration are observed as unitary, pluralistic or forced, in that the criteria for categorization of the participants' relations are the following: existence / non-existence of mutual interests, the level of compatibility / conflict of values and thinking, the level of consensus / lack of consensus on the goals and means, participation / no participation in the problem solving and decisionmaking processes, acting in accordance with the agreed goals.===>A odnosi između učesnika u istraživanoj upravljačkoj problemskoj situaciji su posmatrani kao unitarni, pluralistički ili prisilni, s tim da su kriterijumi kategorizacije odnosa učesnika sledeći: postojanje / nepostojanje zajedničkih interesa, nivo kompatibilnosti / konfliktnosti vrednosti i mišljenja, nivo saglasnosti / nepostojanje saglasnosti o ciljevima i sredstvima, učešće / ili ne u procesima rešavanja problema i odlučivanja, delovanje u skladu sa usaglašenim ciljevima.)
MATCH@E:(In turn, the relations among the participants in the management problem situation under consideration are observed as unitary, pluralistic or forced, in that the criteria for categorization of the participants relations are the following: existence / non-existence of mutual interests, the level of compatibility / conflict of values and thinking, the level of consensus / lack of consensus on the goals and means, participation / no participation in the problem solving and decisionmaking processes, acting in accordance with the agreed goals.===>A odnosi između učesnika u istraživanoj upravljačkoj problemskoj situaciji su posmatrani kao unitarni, pluralistički ili prisilni, s tim da su kriterijumi kategorizacije odnosa učesnika sledeći: postojanje / nepostojanje zajedničkih interesa, nivo kompatibilnosti / konfliktnosti vrednosti i mišljenja, nivo saglasnosti / nepostojanje saglasnosti o ciljevima i sredstvima, učešće / ili ne u procesima rešavanja problema i odlučivanja, delovanje u skladu sa usaglašenim ciljevima.)
MATCH@M:(The result of a one-off consideration into the specified key dimensions of the management problems situations - systems dimensions and the participant dimensions - is a respective matrix of six basic types of problems contexts in organizations: simple-unitary, complex-unitary, simple-pluralistic, complex-pluralistic, simple-forced, complex-forced.===>Rezultat jednovremenog razmatranja specificiranih ključnih dimenzija upravljačkih problemskih situacija - dimenzije sistema i dimenzije učesnika - je odgovarajuća matrica šest osnovnih tipova problemskih konteksta u organizacijama: jednostavan-unitaran, kompleksan-unitaran, jednostavan-pluralistički, komplek-san-pluralistički, jednostavan-prisilan, kompleksan-prisilan.)
MATCH@E:(The result of a one-off consideration into the specified key dimensions of the management problems situations systems dimensions and the participant dimensions is a respective matrix of six basic types of problems contexts in organizations: simple-unitary, complex-unitary, simple-pluralistic, complex-pluralistic, simple-forced, complex-forced.===>Rezultat jednovremenog razmatranja specificiranih ključnih dimenzija upravljačkih problemskih situacija - dimenzije sistema i dimenzije učesnika - je odgovarajuća matrica šest osnovnih tipova problemskih konteksta u organizacijama: jednostavan-unitaran, kompleksan-unitaran, jednostavan-pluralistički, kompleksan-pluralistički, jednostavan-prisilan, kompleksanprisilan.)
MATCH@M:(Identifying the six ideally-standard problems contexts in organizations implies the need for a variety of methodologies of management problems situations structuring, having in mind that crucial differences between the problems contexts are to be reflected in different methodology types.===>Identifikovanje šest idealno-tipskih problemskih konteksta u organizacijama implicira potrebu za nekom varijetetnošću metodologija strukturiranja upravljačkih problemskih situacija, s tim da bitne razlike između problemskih konteksta trebaju biti reflektovane u različitim tipovima metodologija.)
MATCH@E:(Identifying the six ideally-standard problems contexts in organizations implies the need for a variety of methodologies of management problems situations structuring, having in mind that crucial differences between the problems contexts are to be reflected in different methodology types.===>Identifikovanje šest idealno-tipskih problemskih konteksta u organizacijama implicira potrebu za nekom varijetetnošću metodologija strukturiranja upravljačkih problemskih situacija, s tim da bitne razlike između problemskih konteksta trebaju biti reflektovane u različitim tipovima metodologija.)
MATCH@M:(Therefore, the next step in the building of the SiSiM is the linking the existing systems methodologies of problem situations structuring, that is, the management problem solving methods, with defined problem contexts - Figure 1. [16, 2006, p. 350; 17, 2007, p. 214].:===>Dakle, sledeći korak u građenju SiSiM-a je povezivanje postojećih sistemskih metodologija strukturiranja problemskih situacija, odnosno, metoda rešavanja upravljačkih problema, sa opredeljenim problemskim kontekstima - Slika 1. [16, 2006, str. 350; 17, 2007, p. 214]:)
MATCH@E:(Therefore, the next step in the building of the SiSiM is the linking the existing systems methodologies of problem situations structuring, that is, the management problem solving methods, with defined problem contexts Figure 1.===>Dakle, sledeći korak u građenju SiSiM-a je povezivanje postojećih sistemskih metodologija strukturiranja problemskih situacija, odnosno, metoda rešavanja upravljačkih problema, sa opredeljenim problemskim kontekstima Slika 1. Š16, 2006, str. 350; 17, 2007, p. 214Ë:)
MATCH@M:(The developed SiSiM brought several important benefits in its wake.===>Iz razvijenog SiSiM-a preliminarno je proizašlo nekoliko važnih koristi.)
MATCH@E:(The developed SiSiM brought several important benefits in its wake.===>Iz razvijenog SiSiM-a preliminarno je proizašlo nekoliko važnih koristi.)
MATCH@M:(First and foremost, the SiSiM requires the researchers to determine the methodology that is most adequate to a problem context under consideration, for any management problem situation they deal with.===>Pre svega, SiSiM zahteva od istraživača da u svakoj upravljačkoj problemskoj situaciji kojom se bave utvrde koja metodologija je najprimerenija istraživanom problemskom kontekstu.)
MATCH@E:(First and foremost, the SiSiM requires the researchers to determine the methodology that is most adequate to a problem context under consideration, for any management problem situation they deal with.===>Pre svega, SiSiM zahteva od istraživača da u svakoj upravljačkoj problemskoj situaciji kojom se bave utvrde koja metodologija je najprimerenija istraživanom problemskom kontekstu.)
MATCH@M:(Then, the SiSiM helps understand the difficulties resulting from the application of a problem solving methodological approach that is inadequate to a concrete problem context - for example, in case of applying the Methodology of soft systems in forced management problem contexts.===>Zatim, SiSiM pomaže razumevanje teškoća koje proizilaze iz primene nekog metodološkog pristupa rešavanju problema koji je neprimeren konkretnom problemskom kontekstu - na primer, u slučaju korišćenja Metodologije soft sistema u prisilnim upravljačkim problemskim kontekstima.)
MATCH@E:(Then, the SiSiM helps understand the difficulties resulting from the application of a problem solving methodological approach that is inadequate to a concrete problem context for example, in case of applying the Methodology of soft systems in forced management problem contexts.===>Zatim, SiSiM pomaže razumevanje teškoća koje proizilaze iz primene nekog metodološkog pristupa rešavanju problema koji je neprimeren konkretnom problemskom kontekstu - na primer, u slučaju korišćenja Metodologije soft sistema u prisilnim upravljačkim problemskim kontekstima.)
MATCH@M:(Finally, of crucial importance - especially in the long run - is the opening of a new perspective of systems thinking and Management Science development.===>Konačno, od odlučujuće važnosti - posebno u dugom roku - je otvaranje nove perspektive razvoja sistemskog mišljenja i Management Science-a.)
MATCH@E:(Finally, of crucial importance especially in the long run is the opening of a new perspective of systems thinking and Management Science development.===>Konačno, od odlučujuće važnosti posebno u dugom roku - je otvaranje nove perspektive razvoja sistemskog mišljenja i Management Science-a.)
MATCH@M:(In fact, appreciating the different methodologies as sets of instruments geared to different problem contexts, the SiSiM has offered an adequate method of departing from the debates on Operational Research and systems research in which the various methodologies/methods of problem solving are understood as competitive.===>Zapravo, shvatajući različite metodologije kao instrumentarijume primerene različitim problemskim kontekstima, SiSiM je ponudio odgovarajući način izlaska iz onih debata o Operacionim istraživanjima i sistemskim istraživanjima u kojima su različite metodologije/metodi rešavanja problema shvatani kao konkurentski.)
MATCH@E:(In fact, appreciating the different methodologies as sets of instruments geared to different problem contexts, the SiSiM has offered an adequate method of departing from the debates on Operational Research and systems research in which the various methodologies/methods of problem solving are understood as competitive.===>Zapravo, shvatajući različite metodologije kao instrumentarijume primerene različitim problemskim kontekstima, SiSiM je ponudio odgovarajući način izlaska iz onih debata o Operacionim istraživanjima i sistemskim istraživanjima u kojima su različite metodologije/metodi rešavanja problema shvatani kao konkurentski.)
MATCH@M:(An evident breakthrough made by the SiSiM suggested an opportunity to achieve pluralism based on different methodologies (hard, cybernetic, soft systems approaches, etc.) developed from more than one paradigm.===>Evidentan iskorak napravljen SiSiM-om sugerisao je mogućnost dostizanja pluralizma zasnovanog na različitim metodologijama (hard, kibernetski, soft sistemski prilazi, i tako dalje) razvijenim iz više od jedne paradigme.)
MATCH@E:(An evident breakthrough made by the SiSiM suggested an opportunity to achieve pluralism based on different methodologies (hard, cybernetic, soft systems approaches, etc.) developed from more than one paradigm.===>Evidentan iskorak napravljen SiSiM-om sugerisao je mogućnost dostizanja pluralizma zasno vanog na različitim metodologijama (hard, kibernetski, soft sistemski prilazi, itd.) razvijenim iz više od jedne paradigme.)
MATCH@M:(However, the pluralism incorporated in the SiSiM is implicitly limited to different interventions into the organizational development management.===>Međutim, pluralizam obuhvaćen SiSiM-om je implicitno ograničen na različite intervencije u upravljanju razvojem organizacija.)
MATCH@E:(However, the pluralism incorporated in the SiSiM is implicitly limited to different interventions into the organizational development management.===>Međutim, pluralizam obuhvaćen SiSiM-om je implicitno ograničen na različite intervencije u upravljanju razvojem organizacija.)
MATCH@M:(Namely, the application of varied methodologies within one and the same intervention has not been taken into consideration.===>Odnosno, korišćenje različitih metodologija u istoj intervenciji nije razmatrano.)
MATCH@E:(Namely, the application of varied methodologies within one and the same intervention has not been taken into consideration.===>Odnosno, korišćenje različitih metodologija u istoj intervenciji nije razmatrano.)
MATCH@M:(Another drawback of the SiSiM results from tha lack of explicit distinction made between the methodology concept (as regards the entire theory of method application) and the methods or techniques concepts, which in turn results into a lack of flexibility in the use of methods, models, techniques, instruments together with methodology applied.===>Druga manjkavost SiSiM-a proizilazi iz ne pravljenja jasne distinkcije između koncepta metodologije (reč je o sveukupnoj teoriji korišćenja metoda) i koncepata metoda ili tehnika, iz čega rezultira nefleksibilno korišćenje metoda, modela, tehnika, instrumenata udruženih sa primenjenom metodologijom.)
MATCH@E:(Another drawback of the SiSiM results from tha lack of explicit distinction made between the methodology concept (as regards the entire theory of method application) and the methods or techniques concepts, which in turn results into a lack of flexibility in the use of methods, models, techniques, instruments together with methodology applied.===>Druga manjkavost SiSiM-a proizilazi iz ne pravljenja jasne distinkcije između koncepta metodologije (reč je o sveukupnoj teoriji korišćenja metoda) i koncepata metoda ili tehnika, iz čega rezultira nefleksibilno korišćenje metoda, modela, tehnika, instrumenata udruženih sa primenjenom metodologijom.)
MATCH@M:(For example, the selection of the Methodology of Soft Systems authomatically requires the use of various techniques associated with this methodology ("rich images", CATWOE, etc).===>Na primer, izborom Metodologije soft sistema automatski se koriste i različite tehnike pridružene toj metodologiji (?bogate slike", CATWOE, i tako dalje).)
MATCH@E:(For example, the selection of the Methodology of Soft Systems authomatically requires the use of various techniques associated with this methodology (rich images, CATWOE, etc).===>Na primer, izborom Metodologije soft sistema automatski se koriste i različite tehnike pridružene toj metodologiji (?bogate slike, CATWOE, itd.).)
MATCH@M:(In addition to the above said, not much attention is paid to other ways of understanding problem contexts.===>Uz navedeno, nedovoljna pažnja je posvećena drugačijim načinima shvatanja problemskih konteksta.)
MATCH@E:(In addition to the above said, not much attention is paid to other ways of understanding problem contexts.===>Uz navedeno, nedovoljna pažnja je posvećena drugačijim načinima shvatanja problemskih konteksta.)
MATCH@M:(That is, the problem solver should examine the problem contexts in the light of different appreciations of the world, in order to determine which of the appreciations is most adequate in reflecting the essence of the management problem context he encounters.===>Odnosno, rešavalac problema bi trebalo da preispita problemske kontekste u svetlu različitih shvatanja sveta, kako bi odredio koje shvatanje sveta najprimerenije obuhvata suštinu upravljačkog problemskog konteksta sa kojim se on susreće.)
MATCH@E:(That is, the problem solver should examine the problem contexts in the light of different appreciations of the world, in order to determine which of the appreciations is most adequate in reflecting the essence of the management problem context he encounters.===>Odnosno, rešavalac problema bi trebalo da preispita problemske kontekste u svetlu različitih shvatanja sveta, kako bi odredio koje shvatanje sveta najprimerenije obuhvata suštinu upravljačkog problemskog konteksta sa kojim se on susreće.)
MATCH@M:(The key SiSiM idea that pluralism should be based on different concepts of the management problem situation under consideration and on the use of respective methodologies in combination, is operationalized in the TSI.===>Ključna ideja Si-SiM-a da pluralizam treba biti zasnovan na različitim shvatanjima istraživane upravljačke problemske situacije i korišćenju odgovarajućih metodologija u kombinaciji, operacionalizovana je u SIS-u.)
MATCH@E:(The key SiSiM idea that pluralism should be based on different concepts of the management problem situation under consideration and on the use of respective methodologies in combination, is operationalized in the TSI.===>Ključna ideja SiSiM-a da pluralizam treba biti zasnovan na različitim shvatanjima istraživane upravljačke problemske situacije i korišćenju odgovarajućih metodologija u kombinaciji, operacionalizovana je u SIS-u.)
MATCH@M:(As a new approach to planning, designing, problem solving in organizations, and evaluation, the TSI relies on the critical systems thinking in a philosophical, or theoretical sense.===>Kao novi pristup planiranju, dizajniranju, rešavanju problema u organizacijama, evaluaciji, SIS se u filozofskom, odnosno, teorijskom smislu oslanja na kritičko sistemsko mišljenje.)
MATCH@E:(As a new approach to planning, designing, problem solving in organizations, and evaluation, the TSI relies on the critical systems thinking in a philosophical, or theoretical sense.===>Kao novi pristup planiranju, dizajniranju, rešavanju problema u organizacijama, evaluaciji, SIS se u filozofskom, odnosno, teorijskom smislu oslanja na kritičko sistemsko mišljenje.)
MATCH@M:(• Organizations are too complicated to be understood by means of one management model, and their problems are too complex to be discussed via the so-called prompt identification.===>• Organizacije su previše komplikovane da bi mogle biti shvaćene korišćenjem jednog upravljačkog modela, a njihovi problemi su previše kompleksni da bi se pretresali tzv. brzim određivanjem.)
MATCH@E:(Certain crucial principles operationalized in the TSI are: Organizations are too complicated to be understood by means of one management model, and their problems are too complex to be discussed via the so-called prompt identification.===>Neki od bitnih principa, operacionalizovani u SIS-u su: ~~~ Organizacije su previše komplikovane da bi mogle biti shvaćene korišćenjem jednog upravljač kog modela, a njihovi problemi su previše kompleksni da bi se pretresali tzv. brzim određivanjem.)
MATCH@M:(• Organizations and their problems ought to be researched into using a respective rank of systems metaphors.===>• Organizacije i njihovi problemi bi trebali biti istraženi korišćenjem odgovarajućeg ranga sistemskih metafora.)
MATCH@E:(Organizations and their problems ought to be researched into using a respective rank of systems metaphors.===>Organizacije i njihovi problemi bi trebali biti istraženi korišćenjem odgovarajućeg ranga sistemskih metafora.)
MATCH@M:(• The strengths and weaknesses of systems methodologies can be estimated, and each methodology may be linked to respective organizational problems.===>• Snage i slabosti sistemskih metodologija mogu biti procenjene, a svaka od metodologija može biti povezana sa odgovarajućim organizacijskim problemima.)
MATCH@E:(The strengths and weaknesses of systems methodologies can be estimated, and each methodology may be linked to respective organizational problems.===>Snage i slabosti sistemskih metodologija mogu biti procenjene, a svaka od metodologija može biti povezana sa odgovarajućim organizacijskim problemima.)
MATCH@M:(• The TSI develops a system interactive cycle of research.===>• SIS razvija sistemski interaktivan krug istraživanja.)
MATCH@E:(The TSI develops a system interactive cycle of research.===>SIS razvija sistemski interaktivan krug istraživanja.)
MATCH@M:(Relevant stakeholders are included in all the phases of the TSI.===>Relevantni stakeholder-i su uključeni u sve faze SIS-a.)
MATCH@E:(Relevant stakeholders are included in all the phases of the TSI.===>Relevantni stakeholder-i su uključeni u sve faze SIS-a.)
MATCH@M:(The task in the creativity phase is to use the systems metaphors as organizing structures to help managers and other stakeholders think creatively of their enterprises.===>Zadatak u fazi kreativnosti je upotrebiti metafore sistema kao organizujuće strukture da bi se pomoglo menadžerima i drugim stakeholder-ima da o svojim preduzećima promišljaju kreativno.)
MATCH@E:(The Total Systems Intervention The task in the creativity phase is to use the systems metaphors as organizing structures to help managers and other stakeholders think creatively of their enterprises.===>Sveukupna Intervencija u Sistemima Zadatak u fazi kreativnosti je upotrebiti metafore sistema kao organizujuće strukture da bi se pomoglo menadžerima i drugim stakeholder-ima da o svojim preduzećima promišljaju kreativno.)
MATCH@M:(The given organizational meatphors - machinery, organic, brain metaphor, culture metaphor, political system metaphor, physical prison metaphor, the flow and transformation metaphor, the domination instrument metaphor [15, 1997] are focused upon varied relevant aspects of the organization under consideration and upon its problems -the organizational culture, the human and political aspects of organization, etc.===>Dotične metafore organizacija - mašinska, organska, metafora mozga, metafora kulture, metafora političkog sistema, metafora fizičkog zatvora, metafora toka i transformacija, metafora instrumenta dominacije [15, 1997] fokusirane su na različite relevantne aspekte istraživane organizacije i njene probleme - na organizacionu strukturu, ljudske i političke aspekte organizacije, i tako dalje)
MATCH@E:(The given organizational meatphors machinery, organic, brain metaphor, culture metaphor, political system metaphor, physical prison metaphor, the flow and transformation metaphor, the domination instrument metaphor Š15, 1997Ë are focused upon varied relevant aspects of the organization under consideration and upon its problems the organizational culture, the human and political aspects of organization, etc.===>Dotične metafore organizacija - mašinska, organska, metafora mozga, metafora kulture, metafora političkog sistema, metafora fizičkog zatvora, metafora toka i transformacija, metafora instrumenta dominacije Š15, 1997Ë fokusirane su na različite relevantne aspekte istraživane organizacije i njene probleme - na organizacionu strukturu, ljudske i političke aspekte organizacije, itd.)
MATCH@M:(Pluralism is introduced as a means to obtain a broader knowledge of management problems situations as well as to incorporate the concepts from alternative paradigms.===>Pluralizam se uvodi kao sredstvo dobijanja bogatije spoznaje upravljačkih problemskih situacija, i da bi se obuhvatila shvatanja iz alternativnih paradigmi.)
MATCH@E:(Pluralism is introduced as a means to obtain a broader knowledge of management problems situations as well as to incorporate the concepts from alternative paradigms.===>Pluralizam se uvodi kao sredstvo dobijanja bogatije spoznaje upravljačkih problemskih situacija, i da bi se obuhvatila shvatanja iz alternativnih paradigmi.)
MATCH@M:(The use of systems metaphors serves as support the formalization of the process by which a decision maker analyses management problem contexts in the light of different views of the world.===>Korišcenjem sistemskih metafora podržava se formalizovanje procesa pomoću koga rešavalac problema ispituje upravljačke problemske kontekste u svetlu različitih shvatanja sveta.)
MATCH@E:(The use of systems metaphors serves as support the formalization of the process by which a decision maker analyses management problem contexts in the light of different views of the world.===>Korišćenjem sistemskih metafora podržava se formalizovanje procesa pomoću koga rešavalac problema ispituje upravljačke problemske kontekste u svetlu različitih shvatanja sveta.)
MATCH@M:(The result of the creativity phase is a set of key issues and problems that becomes the basis for the selection of systems methodology/methodologies of intervention in the organization under consideration.===>Rezultat faze kreativnosti je skup ključnih pitanja i problema, koji postaje osnov izbora sistemske metodologije/a intervencije u istraživanoj organizaciji.)
MATCH@E:(The result of the creativity phase is a set of key issues and problems that becomes the basis for the selection of systems methodology/methodologies of intervention in the organization under consideration.===>Rezultat faze kreativnosti je skup ključnih pitanja i problema, koji postaje osnov izbora sistemske metodologije/a intervencije u istraživanoj organizaciji.)
MATCH@M:(In the selection phase, alongside the metaphor analysis, the SiSiM is used to identify the strengths and weaknesses of prospective candidate-methodologies.===>U fazi izbora, uporedo sa analizom metafora, upotrebljava se SiSiM da bi se otkrile snage i slabosti mogućih kandidat-metodologija.)
MATCH@E:(In the selection phase, alongside the metaphor analysis, the SiSiM is used to identify the strengths and weaknesses of prospective candidate-methodologies.===>U fazi izbora, uporedo sa analizom metafora, upotrebljava se SiSiM da bi se otkrile snage i slabosti mogućih kandidat-metodologija.)
MATCH@M:(The intervention methodology/methodologies is/are selected on the basis of whether their strengths make them adequate for dealing with major organizational issues and problems identified in the creativity phase.===>Metodologija/e intervencije se bira na osnovu toga da li je njene snage čine primerenom bavljenju glavnim organizacijskim pitanjima i problemima identifikovanim u fazi kreativnosti.)
MATCH@E:(The intervention methodology/methodologies is/are selected on the basis of whether their strengths make them adequate for dealing with major organizational issues and problems identified in the creativity phase.===>Metodologija/e intervencije se bira na osnovu toga da li je njene snage čine primerenom bavljenju glavnim organizacijskim pitanjima i problemima identifikovanim u fazi kreativnosti.)
MATCH@M:(The result of the selection phase is the "dominant" methodology which, if necessary, is to be supported by respective "dependent" methodologies.===>Rezultat faze izbora je "dominantna" metodologija, koja, ukoliko je potrebno, treba biti podržana odgovarajućim "zavisnim" metodologijama.)
MATCH@E:(The result of the selection phase is the dominant methodology which, if necessary, is to be supported by respective dependent methodologies.===>Rezultat faze izbora je dominantna metodologija, koja, ukoliko je potrebno, treba biti podržana odgovarajućim zavisnim metodologijama.)
MATCH@M:(During the implementation phase, the methodology/ methodologies selected are applied to devise the required specific suggestions and to implement these, that is, to process the management problems situation in an adequate manner.===>Tokom faze implementacije, izabrana metodologija/e se upotrebljava da bi se stiglo do zahtevanih specifičnih predloga i da bi se oni implementirali, odnosno, da bi se istraživana upravljačka problemska situacija adekvatno preradila.)
MATCH@E:(During the implementation phase, the methodology/ methodologies selected are applied to devise the required specific suggestions and to implement these, that is, to process the management problems situation in an adequate manner.===>Tokom faze implementacije, izabrana metodologija/e se upotrebljava da bi se stiglo do zahtevanih specifičnih predloga i da bi se oni implementirali, odnosno, da bi se istraživana upravljačka problemska situacija adekvatno preradila.)
MATCH@M:(The result will be a coordinated change caused in such aspects of the organization under consideration that are currently most vital to its effective, efficient, ethical, etc. functioning.===>Rezultat je koordinisana promena prouzrokovana u onim aspektima istraživane organizacije koji su tekuće najvitalniji za njeno efektivno, efikasno, etično, i tako dalje funkcionisanje.)
MATCH@E:(The result will be a coordinated change caused in such aspects of the organization under consideration that are currently most vital to its effective, efficient, ethical, etc. functioning.===>Rezultat je koordinisana promena prouzrokovana u onim aspektima istraživane organizacije koji su tekuće najvitalniji za njeno efektivno, efikasno, etično, itd. funkcionisanje.)
MATCH@M:(The views of the participants as to what the major organizational problem areas are change over time.===>Shvatanja učesnika o tome šta su glavne problemske oblasti organizacije se tokom vremena menjaju.)
MATCH@E:(The views of the participants as to what the major organizational problem areas are change over time.===>Shvatanja učesnika o tome šta su glavne problemske oblasti organizacije se tokom vremena menjaju.)
MATCH@M:(A dymanic aspect of the TIS means a continual iterative circling about the creativity, selecting and changing implementation, in accordance with the relations between the "dominant" and the "dependent" methodologies.===>Dinamički aspekt SIS-a znači neprekidno iterativno kruženje oko kreativnosti, izbora i menjanja implementacije, a shodno odnosima "dominantne" i "zavisnih" metodologija.)
MATCH@E:(A dymanic aspect of the TIS means a continual iterative circling about the creativity, selecting and changing implementation, in accordance with the relations between the dominant and the dependent methodologies.===>Dinamički aspekt SIS-a znači neprekidno iterativno kruženje oko kreativnosti, izbora i menjanja implementacije, a shodno odnosima dominantne i zavisnih metodologija.)
MATCH@M:(The TSI, therefore, encourages creative reasoning on the nature of the managemnt problem situation under consideration, and once the decision on the character of the major organizational difficulties has been made, the SIS conducts the manager/researcher towards the type of systems methodology most adequate in creative dealing with the problems identified as major ones.===>Dakle, SIS podstiče kreativno promišljanje o prirodi istraživane upravljačke problemske situacije, a kada se odluka o karakteru glavnih organizacijskih teškoća donese, SIS vodi menadžera/istraživača prema tipu sistemske metodologije koja je najprimerenija za kreativno bavljenje problemima identifikovanim kao najvažniji.)
MATCH@E:(The TSI, therefore, encourages creative reasoning on the nature of the managemnt problem situation under consideration, and once the decision on the character of the major organizational difficulties has been made, the SIS conducts the manager/researcher towards the type of systems methodology most adequate in creative dealing with the problems identified as major ones.===>Dakle, SIS podstiče kreativno promišljanje o prirodi istraživane upravljačke problemske situacije, a kada se odluka o karakteru glavnih organizacijskih teškoća donese, SIS vodi menadžera/istraživača prema tipu sistemske metodologije koja je najprimerenija za kreativno bavljenje problemima identifikovanim kao najvažniji.)
MATCH@M:(As the intervention using the TSI proceedes, the nature of the problems situation is being analysed, which will be reflected in the selection of the systems methodology/methodolo-gies.===>Kako se, uz korišćenje SIS-a, intervencija odvija, tako se priroda problemske situacije preispituje, što će se odraziti na izbor sistemske metodologije/a.)
MATCH@E:(As the intervention using the TSI proceedes, the nature of the problems situation is being analysed, which will be reflected in the selection of the systems methodology/methodologies.===>Kako se, uz korišćenje SIS-a, intervencija odvija, tako se priroda problemske situacije preispituje, što će se odraziti na izbor sistemske metodologije/a.)
MATCH@M:(Namely, in dealing with highly complex, dynamic, interactive, multilayer management problem situations, the simultaneous identification of different relevant aspects revealed through different perspectives of observing the situation means the use of different systems methodologies in combination - one is "dominant" whereas the others are the "support" methodologies.===>Odnosno, u bavljenju visoko kompleksnim, dinamičkim, interaktivnim, višeznačnim upravljačkim problemskim situacijama, istovremeno naznačavanje različitih relevantnih aspekata otkrivenih kroz različite perspektive promatranja situacije podrazumeva korišćenje različitih sistemskih metodologija u kombinaciji - jedna je "dominantna", a druge su metodologije "podrške".)
MATCH@E:(Namely, in dealing with highly complex, dynamic, interactive, multilayer management problem situations, the simultaneous identification of different relevant aspects revealed through different perspectives of observing the situation means the use of different systems methodologies in combination one is dominant whereas the others are the support methodologies.===>Odnosno, u bavljenju visoko kompleksnim, dinamičkim, interaktivnim, višeznačnim upravljačkim problemskim situacijama, istovremeno naznačavanje različitih relevantnih aspekata otkrivenih kroz različite perspektive promatranja situacije podrazumeva korišćenje različitih sistemskih metodologija u kombinaciji jedna je dominantna, a druge su metodologije podrške.)
MATCH@M:(As a meta-methodology, the TIS has made an important theoretical-methodological and applicable step by making it possible to use the methodologies belonging to different paradigms in one and the same intervention and in one and the same problem situation.===>Kao metametodologija, SIS je napravio bitan teorijsko-metodološki i aplikativni iskorak omogućivši da u istoj intervenciji na istoj problemskoj situaciji budu upotrebljene metodologije koje pripadaju različitim paradigmama.)
MATCH@E:(As a meta-methodology, the TIS has made an important theoretical-methodological and applicable step by making it possible to use the methodologies belonging to different paradigms in one and the same intervention and in one and the same problem situation.===>Kao meta-metodologija, SIS je napravio bitan teorijsko-metodološki i aplikativni iskorak omogućivši da u istoj intervenciji na istoj problemskoj situaciji budu upotrebljene metodologije koje pripadaju različitim paradigmama.)
MATCH@M:(The TSI tries to devise an adequate, coherent way of managing different methodologies that rely on alternative episte-mologic premises.===>SIS nastoji da pronađe primeren, koherentan način upravljanja različitim metodologijama oslonjenim na alternativne epistemološke pretpostavke.)
MATCH@E:(The TSI tries to devise an adequate, coherent way of managing different methodologies that rely on alternative epistemologic premises.===>SIS nastoji da pronađe primeren, koherentan način upravljanja različitim metodologijama oslonjenim na alternativne epistemološke pretpostavke.)
MATCH@M:(On condition that it is practically impossible to use different methodologies alongside each other in complex problems situstions, the TSI assumes that the best way in methodological pluralism is to -over a given time interval - treat one methodology as "dominant", and the others as "dependent" and that the relationship among the methodologies is to be continually analysed and changed in accordance with new knowledge on the management problem situation under consideration.===>Ukoliko je u kompleksnim problemskim situacijama praktično nemoguće koristiti različite metodologije jednu pored druge, SIS sugeriše da je tada za metodološki pluralizam najbolje da se - u određenom intervalu vremena - jedna metodologija smatra "dominantnom", a druge "zavisnim", s tim da se odnos između metodologija stalno preispituje i može promeniti shodno novim saznanjima o istraživanoj upravljačkoj poblemskoj situaciji.)
MATCH@E:(On condition that it is practically impossible to use different methodologies alongside each other in complex problems situstions, the TSI assumes that the best way in methodological pluralism is to over a given time interval treat one methodology as dominant, and the others as dependent and that the relationship among the methodologies is to be continually analysed and changed in accordance with new knowledge on the management problem situation under consideration.===>Ukoliko je u kompleksnim problemskim situacijama praktično nemoguće koristiti različite metodologije jednu pored druge, SIS sugeriše da je tada za metodološki pluralizam najbolje da se - u određenom intervalu vremena - jedna metodologija smatra dominantnom, a druge zavisnim, s tim da se odnos između metodologija stalno preispituje i može promeniti shodno novim saznanjima o istraživanoj upravljačkoj poblemskoj situaciji.)
MATCH@M:(If the greatest strength of the TSI was its activity on the meta-methodological level, in order to ensure that methodologies representing different paradigmatic hypotheses can be used combined, the activities on this level also resulted into certain TSI weaknesses.===>Ako je najveća snaga SIS-a bilo delovanje na meta-metodološkom nivou, da bi se osiguralo da metodologije koje otelotvoruju različite paradigmatske pretpostavke mogu biti upotrebljene u kombinaciji, delovanje na ovom nivou je istovremeno rezultiralo određenom slabošću SIS-a.)
MATCH@E:(If the greatest strength of the TSI was its activity on the meta-methodological level, in order to ensure that methodologies representing different paradigmatic hypotheses can be used combined, the activities on this level also resulted into certain TSI weaknesses.===>Ako je najveća snaga SIS-a bilo delovanje na metametodološkom nivou, da bi se osiguralo da metodologije koje otelotvoruju različite paradigmatske pretpostavke mogu biti upotrebljene u kombinaciji, delovanje na ovom nivou je istovremeno rezultiralo određenom slabošću SIS-a.)
MATCH@M:(Similarly to the SiSiM, the TSI requires that the "total" methodologies be used, which evidently results into a substantial lack of flexibility in the use of methodologies, i.e., their methods, models, and techniques.===>Poput SiSiM-a, SIS zahteva korišćenje "celovitih" metodologija, iz čega evidentno rezultira bitan manjak fleksibilnosti korišćenja metodologija, odnosno, njihovih metoda, modela, tehnika.)
MATCH@E:(Similarly to the SiSiM, the TSI requires that the total methodologies be used, which evidently results into a substantial lack of flexibility in the use of methodologies, i.e., their methods, models, and techniques.===>Poput SiSiM-a, SIS zahteva korišćenje celovitih metodologija, iz čega evidentno rezultira bitan manjak fleksibilnosti korišćenja metodologija, odnosno, njihovih metoda, modela, tehnika.)
MATCH@M:(A separate, unsolved TSI problem refers to the assumption that it can remain "above paradigms", selecting methodologies in accordance with a specific human interest they have to meet.===>Zaseban, neotklonjeni problem SIS-a tiče se sugerisanja da on može ostati "iznad paradigmi", izdvajajući metodologije u skladu sa posebnim ljudskim interesom kome one treba da služe.)
MATCH@E:(A separate, unsolved TSI problem refers to the assumption that it can remain above paradigms, selecting methodologies in accordance with a specific human interest they have to meet.===>Zaseban, neotklonjeni problem SIS-a tiče se sugerisanja da on može ostati iznad paradigmi, izdvajajući metodologije u skladu sa posebnim ljudskim interesom kome one treba da služe.)
MATCH@M:(The different paradigms, however, relying on the differently understood realities and built into different systems methodologies, provide answers to all human interests, in either an implicit or an explicit way [19, 1993, pp. 53 - 70].===>Međutim, različite paradigme, oslonjene na različito shvaćene realnosti, i ugrađene u različite sistemske metodologije, eksplicitno ili implicitno obezbeđuju odgovore za sve ljudske interese [19, 1993, pp. 53 - 70].)
MATCH@E:(The different paradigms, however, relying on the differently understood realities and built into different systems methodologies, provide answers to all human interests, in either an implicit or an explicit way Š19, 1993, pp. 53 - 70Ë.===>Međutim, različite paradigme, oslonjene na različito shvaćene realnosti, i ugrađene u različite sistemske metodologije, eksplicitno ili implicitno obezbeđuju odgovore za sve ljudske interese Š19, 1993, pp. 53 - 70Ë.)
MATCH@M:(A special systems theoretical, metodological and aplic-able development, relevant from the point of view of improving pluralism, is the Multimethodology.===>Poseban sistemski teorijsko-metodološki i aplikativni razvoj, relevantan sa stanovišta unapređivanja pluralizma, je Multimetodologija.)
MATCH@E:(A special systems theoretical, metodological and aplicable development, relevant from the point of view of improving pluralism, is the Multimethodology.===>Poseban sistemski teorijsko-metodološki i aplikativni razvoj, relevantan sa stanovišta unapređivanja pluralizma, je Multimetodologija.)
MATCH@M:(This development endeavours to link sections of methodologies that may come from different paradigms, in theoretically founded and practically useful ways [11, 1997 a, pp. 1 - 20; 12, 1997 b, pp. 407 - 440; 13, 2006, pp. 217 - 240; 14, 1997, pp. 489 - 509].===>Ona nastoji da teorijski utemeljeno i praktično korisno poveže delove metodologija koje mogu pripadati različitim paradigmama [11, 1997 a, pp. 1 - 20; 12, 1997 b, pp. 407 - 440; 13, 2006, pp. 217 - 240; 14, 1997, pp. 489 - 509].)
MATCH@E:(This development endeavours to link sections of methodologies that may come from different paradigms, in theoretically founded and practically useful ways Š11, 1997 a, pp. 1 20; 12, 1997 b, pp. 407 440; 13, 2006, pp. 217 240; 14, 1997, pp. 489 - 509Ë.===>Ona nastoji da teorijski utemeljeno i praktično korisno poveže delove metodologija koje mogu pripadati različitim paradigmama Š11, 1997 a, pp. 1 - 20; 12, 1997 b, pp. 407 - 440; 13, 2006, pp. 217 - 240; 14, 1997, pp. 489 - 509Ë.)
MATCH@M:(The basic idea of Multimethodology is that all problem situations involving varied material, social and personal aspects are extremely complex and multidimensional.===>Bazna ideja Multimetodologije je da su sve problemske situacije, koje involviraju različite materijalne, društvene i personalne aspekte, ekstremno složene i višedimenzionalne.)
MATCH@E:(The basic idea of Multimethodology is that all problem situations involving varied material, social and personal aspects are extremely complex and multidimensional.===>Bazna ideja Multimetodologije je da su sve problemske situacije, koje involviraju različite materijalne, društvene i personalne aspekte, ekstremno složene i višedimenzionalne.)
MATCH@M:(Therefore, and in order that the intervention in the problem area under consideration be as efficient as possible, it is necessary to: a) identify all its relevant determinants within limited resources, and b) wherever possible, use a certain rank of methodologies (or their sections) that may be founded on different paradigms.===>Stoga, da bi intervencija u istraživanoj organizacijskoj problemskoj oblasti bila što efektivnija neophodno je nastojati: a) unutar ograničenih resursa, naznačiti sva njena relevantna određenja, i b) gde god je moguće upotrebiti neki rang metodologija (ili njihovih delova), koje mogu biti utemeljene na različitim paradigmama.)
MATCH@E:(Therefore, and in order that the intervention in the problem area under consideration be as efficient as possible, it is necessary to: a) identify all its relevant determinants within limited resources, and b) wherever possible, use a certain rank of methodologies (or their sections) that may be founded on different paradigms.===>Stoga, da bi intervencija u istraživanoj organizacijskoj problemskoj oblasti bila što efektivnija neophodno je nastojati: a) unutar ograničenih resursa, naznačiti sva njena relevantna određenja, i b) gde god je moguće upotrebiti neki rang metodologija (ili njihovih delova), koje mogu biti utemeljene na različitim paradigmama.)
MATCH@M:(Important dimensions of these relations can be highlighted via appropriate series of questions focused upon the design of the intervention.===>Bitne dimenzije ovih odnosa mogu biti osvetljene kroz odgovarajuće serije pitanja, fokusiranih na dizajn intervencije.)
MATCH@E:(Important dimensions of these relations can be highlighted via appropriate series of questions focused upon the design of the intervention.===>Bitne dimenzije ovih odnosa mogu biti osvetljene kroz odgovarajuće serije pitanja, fokusiranih na dizajn intervencije.)
MATCH@M:(Thus, the context of Multimethodology is determined by three conceptual systems and their important interrelations - Figure 3. [12, 1997 b, p. 420].===>Dakle, kontekst Multimetodologije opredeljuju tri koncepcijska sistema i njihovi bitni međuodnosi - Slika 3. [12, 1997 b, p. 420].)
MATCH@E:(Thus, the context of Multimethodology is determined by three conceptual systems and their important interrelations Figure 3. ~~~ Š12, 1997 b, p. 420Ë.===>Dakle, kontekst Multimetodologije opredeljuju tri koncepcijska sistema i njihovi bitni međuodnosi - Slika 3. Š12, 1997 b, p. 420Ë.)
MATCH@M:(The conceptual system related to the contents of the problem situation under consideration includes three spheres/worlds - material, social, and personal, as well as the language as a medium.===>Koncepcijski sistem koji se tiče sadržaja razmatrane problemske situacije obuhvata tri sfere/sveta - materijalni, društveni i personalni, i jezik kao medijum.)
MATCH@E:(The conceptual system related to the contents of the problem situation under consideration includes three spheres/worlds material, social, and personal, as well as the language as a medium.===>Koncepcijski sistem koji se tiče sadržaja razmatrane problemske situacije obuhvata tri sfere/sveta - materijalni, društveni i personalni, i jezik kao medijum.)
MATCH@M:(The distinctions among these spheres are analytical in character, since there are no separated onthological worlds, nor are they independent on one another.===>Distinkcije među ovim sferama su analitičke, jer ne postoje odvojeni ontološki svetovi, niti su oni nezavisni jedan od drugog.)
MATCH@E:(The distinctions among these spheres are analytical in character, since there are no separated onthological worlds, nor are they independent on one another.===>Distinkcije među ovim sferama su analitičke, jer ne postoje odvojeni ontološki svetovi, niti su oni nezavisni jedan od drugog.)
MATCH@M:(The conceptual system of intervention includes the organizational agents who make selections and act.===>Koncepcijski sistem intervencije obuhvata aktere organizacije, koji prave izbore i deluju.)
MATCH@E:(The conceptual system of intervention includes the organizational agents who make selections and act.===>Koncepcijski sistem intervencije obuhvata aktere organizacije, koji prave izbore i deluju.)
MATCH@M:(In the Multimethodology context the agents - with their knowledge, developments, relations with a problem situation under consideration, their personalities, values, obligations - are awarded the central position.===>U kontekstu Multimetodologije, akterima - s njihovim znanjima, razvojima, odnosima s istraživanom problemskom situacijom, personalnostima, vrednostima, obavezanostima - pripada centralna pozicija.)
MATCH@E:(In the Multimethodology context the agents with their knowledge, developments, relations with a problem situation under consideration, their personalities, values, obligations are awarded the central position.===>U kontekstu Multimetodologije, akterima - s njihovim znanjima, razvojima, odnosima s istraživanom problemskom situacijom, personalnostima, vrednostima, obavezanostima - pripada centralna pozicija.)
MATCH@M:(The result of the combining of the two key factors is an analytical grid that can be used to map the characteristics of various methodologies, the goal being the support to their linking together.===>Rezultat kombinovanja dotična dva ključna faktora je analitička rešetka koja može biti upotrebljena da bi se mapirale karakteristike različitih metodologija, s ciljem podrške njihovom međusobnom povezivanju.)
MATCH@E:(The result of the combining of the two key factors is an analytical grid that can be used to map the characteristics of various methodologies, the goal being the support to their linking together.===>Rezultat kombinovanja dotična dva ključna faktora je analitička rešetka koja može biti upotrebljena da bi se mapirale karakteristike različitih metodologija, s ciljem podrške njihovom međusobnom povezivanju.)
MATCH@M:(The logic of this conceptual frame is that the overall intervention in the problem situation under consideration means dealing with three key dimensions of the situation - the material, the social, and the personal ones, via four different phases - apprehending, analysis, estimation, and action taking.===>Logika ovog kocepcijskog okvira je da sveobuhvatna intervencija u istraživanoj upravljačkoj problemskoj situaciji podrazumeva bavljenje s tri ključne dimenzije situacije - materijalnom, društvenom i personalnom i to kroz četiri različite faze - razumevanje, analiza, procenjivanje i delovanje.)
MATCH@E:(The logic of this conceptual frame is that the overall intervention in the problem situation under consideration means dealing with three key dimensions of the situation the material, the social, and the personal ones, via four different phases apprehending, analysis, estimation, and action taking.===>Logika ovog kocepcijskog okvira je da sveobuhvatna intervencija u istraživanoj upravljačkoj problemskoj situaciji podrazumeva bavljenje s tri ključne dimenzije situacije materijalnom, društvenom i personalnom i to kroz četiri različite faze razumevanje, analiza, procenjivanje i delovanje.)
MATCH@M:(Each section of the grid generates questions referring to the specific important aspects of the situation/intervention under consideration, and these aspects have to be identified.===>Svaki odeljak rešetke generiše pitanja o posebnim bitnim aspektima razmatrane situacije/intervencije, koji trebaju biti naznačeni.)
MATCH@E:(Each section of the grid generates questions referring to the specific important aspects of the situation/intervention under consideration, and these aspects have to be identified.===>Svaki odeljak rešetke generiše pitanja o posebnim bitnim aspektima razmatrane situacije/intervencije, koji trebaju biti naznačeni.)
MATCH@M:(The given conceptual frame can be used in different vays.===>Dotični koncepcijski okvir može biti upotrebljen na različite načine.)
MATCH@E:(The given conceptual frame can be used in different vays.===>Dotični koncepcijski okvir može biti upotrebljen na različite načine.)
MATCH@M:(In the first place, it is possible to examine and evaluate the strengths (and weaknesses) of individual methodologies and map them on the grid in order to find out to what extent they determine relevant issues.===>Pre svega, moguće je ispitati i proceniti snage (i slabosti) posebnih metodologija i mapirati ih na rešetku da bi se shvatilo u kojim razmerama one naznačuju relevantna pitanja.)
MATCH@E:(In the first place, it is possible to examine and evaluate the strengths (and weaknesses) of individual methodologies and map them on the grid in order to find out to what extent they determine relevant issues.===>Pre svega, moguće je ispitati i proceniti snage (i slabosti) posebnih metodologija i mapirati ih na rešetku da bi se shvatilo u kojim razmerama one naznačuju relevantna pitanja.)
MATCH@M:(Or, alternatively, it is possible to test which methodologies may be helpful in a given specific aspect of intervention.===>Ili, alternativno, može se ispitati koje metodologije mogu biti od pomoći u određenom posebnom aspektu intervencije.)
MATCH@E:(Or, alternatively, it is possible to test which methodologies may be helpful in a given specific aspect of intervention.===>Ili, alternativno, može se ispitati koje metodologije mogu biti od pomoći u određenom posebnom aspektu intervencije.)
MATCH@M:(The conceptual frame of methodology decomposition has it that the essence of Multimethodology is to - upon respective decomposition of methodologies (which may be relying on different paradigms) into their methods, techniques, tools - provide for a creative linking of their parts.===>U koncepcijskom okviru dekomponovanja metodologija smatra se da je suština Multimetodologije da, nakon odgovarajućeg razlaganja metodologija - koje mogu biti oslonjene na različite paradigme - na njihove metode, tehnike, instrumente, obezbedi kreativno povezivanje njihovih gradivnih delova.)
MATCH@E:(The conceptual frame of methodology decomposition has it that the essence of Multimethodology is to upon respective decomposition of methodologies (which may be relying on different paradigms) into their methods, techniques, tools provide for a creative linking of their parts.===>U koncepcijskom okviru dekomponovanja metodologija smatra se da je suština Multimetodologije da, nakon odgovarajućeg razlaganja metodologija - koje mogu biti oslonjene na različite paradigme - na njihove metode, tehnike, instrumente, obezbedi kreativno povezivanje njihovih gradivnih delova.)
MATCH@M:(Therefore, when starting from the idea that the methods/techniques can be taken from one and purposefully applied within another methodology, it is necessary that different methodologies be studied in detail, to find out where the fruitful links can be created.===>Dakle, polazeći od ideje da metodi/tehnike mogu biti izdvojeni iz jedne i upotrebljeni svrhovito u drugoj metodologiji, neophodno je detaljno proučavanje različitih metodologija, da bi se otkrilo gde plodonosne veze mogu biti kreirane.)
MATCH@E:(Therefore, when starting from the idea that the methods/techniques can be taken from one and purposefully applied within another methodology, it is necessary that different methodologies be studied in detail, to find out where the fruitful links can be created.===>Dakle, polazeći od ideje da metodi/tehnike mogu biti izdvojeni iz jedne i upotrebljeni svrhovito u drugoj metodologiji, neophodno je detaljno proučavanje različitih metodologija, da bi se otkrilo gde plodonosne veze mogu biti kreirane.)
MATCH@M:(In this process the methodologies must be decomposed systematically so as to identify their separable elements and their functions or purposes.===>Pri tome, metodologije moraju budu dekomponovane na sistematičan način da bi se identifikovali izdvojivi elementi i njihove funkcije ili svrhe.)
MATCH@E:(In this process the methodologies must be decomposed systematically so as to identify their separable elements and their functions or purposes.===>Pri tome, metodologije moraju budu dekomponovane na sistematičan način da bi se identifikovali izdvojivi elementi i njihove funkcije ili svrhe.)
MATCH@M:(We suggest that it be done in the categories of distinctions among the philosophy principles - why; the methodology phases - what, and techniques - how.===>Predlaže se da to može biti učinjeno u kategorijama distinkcija između filozofskih principa - zašto, metodoloških etapa - šta i tehnika - kako.)
MATCH@E:(We suggest that it be done in the categories of distinctions among the philosophy principles why; the methodology phases what, and techniques how.===>Predlaže se da to može biti učinjeno u kategorijama distinkcija između filozofskih principa - zašto, metodoloških etapa - šta i tehnika - kako.)
MATCH@M:(In "moving" one technique from one methodology (and paradigm) to another, its context and interpretation can be altered respectively.===>U "kretanju" neke tehnike od jedne metodologije (i paradigme) do druge, njen kontekst i interpretacija moraju biti odgovarajuće promenjeni.)
MATCH@E:(In moving one technique from one methodology (and paradigm) to another, its context and interpretation can be altered respectively.===>U kretanju neke tehnike od jedne metodologije (i paradigme) do druge, njen kontekst i interpretacija moraju biti odgovarajuće promenjeni.)
MATCH@M:(The change in the management problem situation under consideration which is generated by the intervention depends on the context, and, by a rule, is rather limited.===>Promena u istraživanoj upravljačkoj problemskoj situaciji, generisana intervencijom, zavisi od konteksta, i, po pravilu, je lokalna i često vrlo ograničena.)
MATCH@E:(The Multimethodology context The change in the management problem situation under consideration which is generated by the intervention depends on the context, and, by a rule, is rather limited.===>Kontekst Multimetodologije Promena u istraživanoj upravljačkoj problemskoj situaciji, generisana intervencijom, zavisi od konteksta, i, po pravilu, je lokalna i često vrlo ograničena.)
MATCH@M:(Of central importance is to determine the boundaries in the research process.===>Opredeljivanje granica u procesu istraživanja je od centralnog značaja.)
MATCH@E:(Of central importance is to determine the boundaries in the research process.===>Opredeljivanje granica u procesu istraživanja je od centralnog značaja.)
MATCH@M:(The agents' activities are related to three analytically separate worlds - the material, the social, and the personal ones, that provide the other important dimension for the given concept of critical thinking.===>Delovanja aktera su povezana sa tri analitički odvojena sveta - materijalnim, društvenim i ličnim, koji obezbeđuju drugu bitnu dimenziju za dotični koncept kritičkog promišljanja.)
MATCH@E:(The agents activities are related to three analytically separate worlds the material, the social, and the personal ones, that provide the other important dimension for the given concept of critical thinking.===>Delovanja aktera su povezana sa tri analitički odvojena sveta materijalnim, društvenim i ličnim, koji obezbeđuju drugu bitnu dimenziju za dotični koncept kritičkog promišljanja.)
MATCH@M:(Power is an integral part of all the three worlds, and knowledge (including methodologies and meta-methodologies) is undoubtedly linked with power.===>Moć je integralni deo sva tri sveta, a znanje (uključujući metodologije i metametodologije) je nesumnjivo povezano s moći.)
MATCH@E:(Power is an integral part of all the three worlds, and knowledge (including methodologies and meta-methodologies) is undoubtedly linked with power.===>Moć je integralni deo sva tri sveta, a znanje (uključujući metodologije i meta-metodologije) je nesumnjivo povezano s moći.)
MATCH@M:(Interventions in organizational problem situations should be conducted in such a way to provide the conditions for discussion.===>Intervencije u organizacijskim problemskim situacijama bi trebale da biti sprovođene na način koji obezbeđuje uslove za rasprave.)
MATCH@E:(Interventions in organizational problem situations should be conducted in such a way to provide the conditions for discussion.===>Intervencije u organizacijskim problemskim situacijama bi trebale da biti sprovođene na način koji obezbeđuje uslove za rasprave.)
MATCH@M:(In other words, the process of critical multimethodology is supposed to be a continual cycle of thinking, judging and acting.===>Odnosno, proces kritičke multimetodologije bi trebao biti neprekinuti krug promišljanja, prosuđivanja i delovanja.)
MATCH@E:(In other words, the process of critical multimethodology is supposed to be a continual cycle of thinking, judging and acting.===>Odnosno, proces kritičke multimetodologije bi trebao biti neprekinuti krug promišljanja, prosuđivanja i delovanja. 4.)
MATCH@M:(With respect for the various perceptions and interpretations of management problem situations and the efforts to ensure an appropriate combined use of different methodologies, methods, models, and techniques in management problem situations structuring and problem solving in organizations, pluralism obviously is a complax research field, relevant in both theoretical, methodological and applicable senses.===>Shodno respektovanju različitih percepcija i interpretacija upravljačkih problemskih situacija, i nastojanjima da se omogući odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema u organizacijama, pluralizam očito predstavlja složeno istraživačko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@E:(4. ~~~ Conclusion With respect for the various perceptions and interpretations of management problem situations and the ef forts to ensure an appropriate combined use of different methodologies, methods, models, and techniques in management problem situations structuring and problem solving in organizations, pluralism obviously is a complax research field, relevant in both theoretical, methodological and applicable senses.===>Zaključak Shodno respektovanju različitih percepcija i interpretacija upravljačkih problemskih situacija, i nastojanjima da se omogući odgovarajuće kombinovano kori šćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema u organizacijama, pluralizam očito predstavlja složeno istraživačko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@M:(Dealing with pluralism in creative organizational development management means, above all, examining the relationship between pluralism as a specific strategy of the Management Science development and the strategies of isolationism, imperialism and pragmatism, on one side, as well as taking into consideration the basic pluralistic systemic theoretical, methodological and applicable developments - System of Systems Methodologies, Total Systems Intervention, and Multimethodology, on the other side.===>Bavljenje pluralizmom u kreativnom upravljanju razvojem organizacija podrazumeva, pre svega, preispitivanje odnosa između pluralizma, kao posebne strategije razvoja Management Science-a, i strategija izolacionizma, imperijalizma i pragmatizma, s jedne, i razmatranje osnovnih pluralističko sistemskih teorijsko-metodoloških i aplikativnih razvoja - Sistem Sistemskih Metodologija, Sveukupna Intervencija u Sistemima i Multimetodologija, s druge strane.)
MATCH@E:(Dealing with pluralism in creative organizational development management means, above all, examining the relationship between pluralism as a specific strategy of the Management Science development and the strategies of isolationism, imperialism and pragmatism, on one side, as well as taking into consideration the basic pluralistic systemic theoretical, methodological and applicable developments System of Systems Methodologies, Total Systems Intervention, and Multimethodology, on the other side.===>Bavljenje pluralizmom u kreativnom upravljanju razvojem organizacija podrazumeva, pre svega, preispitivanje odnosa između pluralizma, kao posebne strategije razvoja Management Science-a, i strategija izolacionizma, imperijalizma i pragmatizma, s jedne, i razmatranje osnovnih pluralističko sistemskih teorijskometodoloških i aplikativnih razvoja Sistem Sistemskih Metodologija, Sveukupna Intervencija u Sistemima i Multimetodologija, s druge strane.)
MATCH@M:(Relying on the presented development of pluralism in systems thinking and the systems practice, a further global consideration of pluralism and its capacities in the creative management of organizational development requires a precise definition of essential aspects in the relations between pluralism and critical systems thinking, an analysis of the key dimensions of paradigmatic variety, a research into the theoretical, methodological and applicable difficulties related to paradigmatic incompatibility.===>Oslanjajući se na prezentirani razvoj pluralizma u sistemskom mišljenju i sistemskoj praksi, dalje celovito razmatranje pluralizma i njegovih kapaciteta u kreativnom upravljanju organizacijskim razvojem zahteva preciziranje bitnih aspekata odnosa pluralizma i kritičkog sistemskog mišljenja, preispitivanje ključnih dimenzija paradigmatske raznovrsnosti, istraživanje teorijsko-metodoloških i aplikativnih teškoća vezanih za paradigmatsku nesamerljivost.)
MATCH@E:(Relying on the presented development of pluralism in systems thinking and the systems practice, a further global consideration of pluralism and its capacities in the creative management of organizational development requires a precise definition of essential aspects in the relations between pluralism and critical systems thinking, an analysis of the key dimensions of paradigmatic variety, a research into the theoretical, methodological and applicable difficulties related to paradigmatic incompatibility.===>Oslanjajući se na prezentirani razvoj pluralizma u sistemskom mišljenju i sistemskoj praksi, dalje celovito razmatranje pluralizma i njegovih kapaciteta u kreativnom upravljanju organizacijskim razvojem zahteva preciziranje bitnih aspekata odnosa pluralizma i kritičkog sistemskog mišljenja, preispitivanje ključnih dimenzija paradigmatske raznovrsnosti, istraživanje teorijsko-metodoloških i aplikativnih teškoća vezanih za paradigmatsku nesamerljivost.)
MATCH@M:(Of special importance is the fact that the future of pluralism in the systems thinking and practice is directly determined by the manner(s) in which theoretical pluralism can, or should, be processed.===>Od posebne važnosti je činjenica da je budućnost pluralizma u sistemskom mišljenju i praksi neposredno determinisana načinom/načinima na koje teorijski pluralizam može, odnosno, treba biti validno prerađen.)
MATCH@E:(Of special importance is the fact that the future of pluralism in the systems thinking and practice is directly determined by the manner(s) in which theoretical pluralism can, or should, be processed.===>Od posebne važnosti je činjenica da je budućnost pluralizma u sistemskom mišljenju i praksi neposredno determinisana načinom/načinima na koje teorijski pluralizam može, odnosno, treba biti validno prerađen.)
MATCH@M:(Furthermore, any individual development of pluralism (as a meta-paradigm, as a new paradigm, as postmodernism, as disparate pluralism, as critical systems practice) as a particular way of formulating and operationalization of pluralism should be valued from the point of view of the extent to which it enables pluralism to realise its full potential in organizational practice.===>U vezi s tim, svaki pojedini razvoj pluralizma (kao metaparadigma, kao nova paradigma, kao postmodernizam, kao neskladni pluralizam, kao kritička sistemska praksa), kao poseban način formulisanja i operacionalizovanja pluralizma treba biti vrednovan sa stanovišta razmera u kojima on omogućava pluralizmu da u organizacijskoj praksi ostvari svoj puni potencijal.)
MATCH@E:(Furthermore, any individual development of pluralism (as a meta-paradigm, as a new paradigm, as postmodernism, as disparate pluralism, as critical systems practice) as a particular way of formulating and operationalization of pluralism should be valued from the point of view of the extent to which it enables pluralism to realise its full potential in organizational practice.===>U vezi s tim, svaki pojedini razvoj pluralizma (kao meta-paradigma, kao nova paradigma, kao postmodernizam, kao neskladni pluralizam, kao kritička sistemska praksa), kao poseban način formulisanja i operacionalizovanja pluralizma treba biti vrednovan sa stanovišta razmera u kojima on omogućava pluralizmu da u organizacijskoj praksi ostvari svoj puni potencijal.)
MATCH@M:(Of special importance for the improvement of pluralism in the systems thinking and the systems practice are the experiences in developing pluralism in other disciplines, especially in organizational theory (focus upon combined application of various methods for the purpose of improving our understanding of organizational phenomena), operational research (varied combinations of soft methods of operational research, as a rule managed by interpretative paradigm), information systems (complementarism in the use of methodologies), consultation in management (the efforts of management consultants with academic experience to point to the relevance of theoretical supports for the purpose of strengthening pluralistic consulting practice).===>Za unapređivanje pluralizma u sistemskom mišljenju i sistemskoj praksi od odgovarajućeg značaja su i iskustava razvijanja pluralizma u drugim disciplinama, posebno, u organizacionoj teoriji (fokusiranost na korišćenje različitih metoda u kombinaciji s ciljem unapređivanja razumevanja organizacijskih fenomena), operacionim istraživanjima (različite vrste kombinacija soft metoda operacionih istraživanja, po pravilu, upravljanih interpretativnom paradigmom), informacionim sistemima (komplementarizam u korišćenju metodologija), konsultantnosti u menadžmentu (nastojanja menadžment konsultanata sa akademskim iskustvima da ukazivanjem na relevantnost teorijskih podrški osnaže pluralističku konsultantsku praksu).)
MATCH@E:(Of special importance for the improvement of pluralism in the systems thinking and the systems practice are the experiences in developing pluralism in other disciplines, especially in organizational theory (focus upon combined application of various methods for the purpose of improving our understanding of organizational phenomena), operational research (varied combinations of soft methods of operational research, as a rule managed by interpretative paradigm), information systems (complementarism in the use of methodologies), consultation in management (the efforts of management consultants with academic experience to point to the relevance of theoretical supports for the purpose of strengthening pluralistic consulting practice).===>Za unapređivanje pluralizma u sistemskom mišljenju i sistemskoj praksi od odgovarajućeg značaja su i iskustava razvijanja pluralizma u drugim disciplinama, posebno, u organizacionoj teoriji (fokusiranost na korišćenje različitih metoda u kombinaciji s ciljem unapređivanja razumevanja organizacijskih fenomena), operacionim istraživanjima (različite vrste kombinacija soft metoda operacionih istraživanja, po pravilu, upravljanih interpretativnom paradigmom), informacionim sistemima (komplementarizam u korišćenju metodologija), konsultantnosti u menadžmentu (nastojanja menadžment konsultanata sa akademskim iskustvima da ukazivanjem na relevantnost teorijskih podrški osnaže pluralističku konsultantsku praksu).)
MATCH@M:(It is for these reasons that managers pay an increasing attention to corporate social responsibility and stakeholder management.===>Iz tih razloga menadžeri sve više pažnje poklanjaju društvenoj odgovornosti preduzeca i poštovanju etičkih pravila ponašanja.)
MATCH@E:(It is for these reasons that managers pay an increasing attention to corporate social responsibility and stakeholder management.===>Iz tih razloga menadžeri sve više pažnje poklanjaju društvenoj odgovornosti preduzeća i poštovanju etičkih pravila ponašanja.)
MATCH@M:(At the same time a higher level of corporate social responsibility and ethical behavior towards stakeholders make it possibile for the firm to build a high reputation in society, and to acquire a competitive advantage.===>U isto vreme veći stepen društvene odgovornosti i etičnog ponašanja prema interesnim grupama omogućava preduzeću da izgradi dobru reputaciju u društvu i stekne konkurentsku prednosti.)
MATCH@E:(At the same time a higher level of corporate social responsibility and ethical behavior towards stakeholders make it possibile for the firm to build a high reputation in society, and to acquire a competitive advantage.===>U isto vreme veći stepen društvene odgovornosti i etičnog ponašanja prema interesnim grupama omogućava preduzeću da izgradi dobru reputaciju u društvu i stekne konkurentsku prednosti.)
MATCH@M:(Therefore the corporate social responsibility and stakeholder management are increasingly becoming the focus of attention.===>Iz tih razloga sve više pažnje se poklanja društvenoj odgovornosti i steikholder menad'mentu. 1. Uvod)
MATCH@E:(Therefore the corporate social responsibility and stakeholder management are increasingly becoming the focus of attention.===>Iz tih razloga sve više pažnje se poklanja društvenoj odgovornosti i steikholder menadžmentu. 1.)
MATCH@M:(1. Introduction The needs for social responsibility are increasingly higher in the modern business environment, making the responsible conduct and relationships with stakeholders the key factors of success.===>U savremenim uslovima poslovanja zahtevi za društvenom odgovornošću postaju izuzetno povećani, tako da odgovorno ponašanje i odnos sa steikholderima postaju kljucni faktori uspeha.)
MATCH@E:(1. ~~~ Introduction The needs for social responsibility are increasingly higher in the modern business environment, making the responsible conduct and relationships with stakeholders the key factors of success.===>Uvod U savremenim uslovima poslovanja zahtevi za društvenom odgovornošću postaju izuzetno povećani, tako da odgovorno ponašanje i odnos sa steikholderima postaju ključni faktori uspeha.)
MATCH@M:(An increasing attention paid to corporate social responsibility has not been a voluntary process.===>Povećanje obraćanja pažnje društvenoj odgovornosti u preduzećima nije se desilo sasvim slučajno (dobrovoljno).)
MATCH@E:(An increasing attention paid to corporate social responsibility has not been a voluntary process.===>Povećanje obraćanja pažnje društvenoj odgovornosti u preduzećima nije se desilo sasvim slučajno (dobrovoljno).)
MATCH@M:(A large number of companies became aware of the need for social responsibility only after they were taken aback by the public reaction to some of their former imprudent acts that shockd the public.===>Mnoge kompanije su postale svesne potrebe za društvenom odgovornošću, tek pošto ih je iznenadila reakcija javnosti na neke njihove nepromišljene prethodne postupke koji su uzdrmali javnost.)
MATCH@E:(A large number of companies became aware of the need for social responsibility only after they were taken aback by the public reaction to some of their former imprudent acts that shockd the public.===>Mnoge kompanije su postale svesne potrebe za društvenom odgovornošću, tek pošto ih je iznenadila reakcija javnosti na neke njihove nepromišljene prethodne postupke koji su uzdrmali javnost.)
MATCH@M:(The "Nike", for example, faced a strong customers' boycott after the "New York Times" and other media reported on the horrible treatment of workforce in the suppliers' factories in the early 1990s.===>Na primer, "Nike" se susrela sa jakim bojkotom potrošača, pošto su "New York Times" i drugi mediji objavili izveštaj o praksi zlostavljanja radne snage u fabrikama dobavljača kompanije početkom 1990. tih.)
MATCH@E:(The Nike, for example, faced a strong customers boycott after the New York Times and other media reported on the horrible treatment of workforce in the suppliers factories in the early 1990s.===>Na primer, Nike se susrela sa jakim bojkotom potrošača, pošto su New York Times i drugi mediji objavili izveštaj o praksi zlostavljanja radne snage u fabrikama dobavljača kompanije početkom 1990. tih.)
MATCH@M:(The decision of the "Shell Oil" company to bury their obsolete oil-refining technology (Brent Spar) into the North Sea faced a strong opposition from the environment protecting organizations and was condemned in a host of articles in international journals in 1995.===>Odluka kompanije "Shell Oil" da potopi zastarelu tehnologiju za preradu nafte (Brent Spar) u Severno more, izazvala je jak protest organizacija za zaštitu prirodne sredine i bila praćena brojnim člancima osude u međunarodnim časopisima 1995. godine.)
MATCH@E:(The decision of the Shell Oil company to bury their obsolete oil-refining technology (Brent Spar) into the North Sea faced a strong opposition from the environment protecting organizations and was condemned in a host of articles in international journals in 1995.===>Odluka kompanije Shell Oil da potopi zastarelu tehnologiju za preradu nafte (Brent Spar) u Severno more, izazvala je jak protest organizacija za zaštitu prirodne sredine i bila praćena brojnim člancima osude u međunarodnim časopisima 1995. godine.)
MATCH@M:(Such examples are numerous.===>Ovakvih primera ima mnogo.)
MATCH@E:(Such examples are numerous.===>Ovakvih primera ima mnogo.)
MATCH@M:(And so the activities of all types of organizations have recently been under an increasing pressure of the public demand that their activities be conducted in a socially responsible manner [1 pp. 78-94].===>Tako aktivnosti organizacija svih vrsta u poslednje vreme, doživljavaju sve veći pritisak javnosti za društveno odgovornim ponašanjem 1 str. 78-94].)
MATCH@E:(And so the activities of all types of organizations have recently been under an increasing pressure of the public demand that their activities be conducted in a socially responsible manner Š1 pp. 78-94Ë.===>Tako aktivnosti organizacija svih vrsta u poslednje vreme, doživljavaju sve veći pritisak javnosti za društveno odgovornim ponašanjem 1 str. 78-94Ë.)
MATCH@M:(This increasing demand for social responsibility was further supported by the globalization process, the multinational companies' expansion and the emergence of numerous ecological problems.===>Na povećanje zahteva i potrebe za društvenom odgovornošću, između ostalog utiče proces globalizacije, širenje multinacionalnih korporacija i pojava brojnih ekoloških problema.)
MATCH@E:(This increasing demand for social responsibility was further supported by the globalization process, the multinational companies expansion and the emergence of numerous ecological problems.===>Na povećanje zahteva i potrebe za društvenom odgovornošću, između ostalog utiče proces globalizacije, širenje multinacionalnih korporacija i pojava brojnih ekoloških problema.)
MATCH@M:(Traditionally, the care about the companies' social responsibility was the concern of the Governments of states.===>U tradicionalnim uslovima o društvenoj odgovornosti preduzeća vodile su računa Vlade država.)
MATCH@E:(Traditionally, the care about the companies social responsibility was the concern of the Governments of states.===>U tradicionalnim uslovima o društvenoj odgovornosti preduzeća vodile su računa Vlade država.)
MATCH@M:(With the globalization process the enterprises expanded beyond the national boundaries therefore the manufacturing, sales, payment ... processes do not end in one country and, consequently, the government of that one country does not have an insight into (cannot control) the company's business.===>Sa procesom globalizacije, došlo je do širenja preduzeća van nacionalnih granica tako da se proces proizvodnje, prodaje, plaćanja ... ne zaokružuje u jednoj zemlji i vlada jedne zemlje nema uvid (ne može da kontroliše) u poslovanje preduzeća.)
MATCH@E:(With the globalization process the enterprises expanded beyond the national boundaries therefore the manufacturing, sales, payment … processes do not end in one country and, consequently, the government of that one country does not have an insight into (cannot con trol) the companys business.===>Sa procesom globalizacije, došlo je do širenja preduzeća van nacionalnih granica tako da se proces proizvodnje, prodaje, plaćanja ... ne zaokružuje u jednoj zemlji i vlada jedne zemlje nema uvid (ne može da kontroliše) u poslovanje preduzeća.)
MATCH@M:(As companies expand, the chances that the states monitor and control their work are further reduced.===>Kako se kompanije šire van nacionalnih granica tako se smanjuje mogućnost pojedinih država da prate i kontrolišu njihov rad.)
MATCH@E:(As companies expand, the chances that the states monitor and control their work are further reduced.===>Kako se kompanije šire van nacionalnih granica tako se smanjuje mogućnost pojedinih država da prate i kontrolišu njihov rad.)
MATCH@M:(Thus the governments have limited possibilities to monitor and control to what extent the multinational companies observe ethical and legal regulations and standards.===>Tako da Vlade imaju ograničene mogućnosti da prate i kontrolišu poštovanje etičkih i zakonskih propisa i standarda u multinacionalnim kompanijama.)
MATCH@E:(Thus the governments have limited possibilities to monitor and control to what extent the multinational companies observe ethical and legal regulations and standards.===>Tako da Vlade imaju ograničene mogućnosti da prate i kontrolišu poštovanje etičkih i zakonskih propisa i standarda u multinacionalnim kompanijama.)
MATCH@M:(It is for these reasons that the multinational companies are expected to exert a much higher level of ethics and social responsibility in their behaviour.===>Iz tih razloga od multinacionalnih kompanija se očekuje mnogo viši stepen etičnosti ponašanja i društvene odgovornosti.)
MATCH@E:(It is for these reasons that the multinational companies are expected to exert a much higher level of ethics and social responsibility in their behaviour.===>Iz tih razloga od multinacionalnih kompanija se očekuje mnogo viši stepen etičnosti ponašanja i društvene odgovornosti.)
MATCH@M:(The problems of corporate social responsibility are increasingly visible due to the expansion of global corporations that cause many social problems.===>Problemi korporativne društvene odgovornosti se sve više naglašavaju i usled širenja globalnih korporacija koje stvaraju mnoge socijalne probleme.)
MATCH@E:(The problems of corporate social responsibility are increasingly visible due to the expansion of global corporations that cause many social problems.===>Problemi korporativne društvene odgovornosti se sve više naglašavaju i usled širenja globalnih korporacija koje stvaraju mnoge socijalne probleme.)
MATCH@M:(It is the corporation's responsibility, then, to solve these problems worldwide.===>Korporacija je odgovorna da ih rešava svuda u svetu.)
MATCH@E:(It is the corporations responsibility, then, to solve these problems worldwide.===>Korporacija je odgovorna da ih rešava svuda u svetu.)
MATCH@M:(It is also the long-term interest of global companies to solve social problems since this gives them an opportunity to avoid legal limitations in certain countries and build a reputation in the society.===>Dugoročno posmatrano u interesu globalnih kompanija je da rešavaju socijalne probleme jer im to daje mogućnosti da izbegnu zakonska ograničenja pojedinih država i izgrade dobru reputaciju u društvu.)
MATCH@E:(It is also the long-term interest of global companies to solve social problems since this gives them an opportunity to avoid legal limitations in certain countries and build a reputation in the society.===>Dugoročno posmatrano u interesu globalnih kompanija je da rešavaju socijalne probleme jer im to daje mogućnosti da izbegnu zakonska ograničenja pojedinih država i izgrade dobru reputaciju u društvu.)
MATCH@M:(Solving social problems comes at a price.===>Rešavanje socijlanih problema nosi određene troškove.)
MATCH@E:(Solving social problems comes at a price.===>Rešavanje socijlanih problema nosi određene troškove.)
MATCH@M:(By successfully solving social problems and suffering some expences the company shows it is ahead of its competition.===>Time što uspešno rešava socijalne probleme i snosi određene troškove, preduzeće pokazuje da je uspešnije od svojih konkurenata.)
MATCH@E:(By successfully solving social problems and suffering some expences the company shows it is ahead of its competition.===>Time što uspešno rešava socijalne probleme i snosi određene troškove, preduzeće pokazuje da je uspešnije od svojih konkurenata.)
MATCH@M:(These arguments are especially relevant in a global competitive environment, since, if the company is doing business in a number of countries, it means it will solve social problems in each of them.===>Ovi argumenti su naročito relevantni u globalnom konkurentskom okruženju, jer ako kompnaija posluje u više zemalja znači da će rešavati socijalne probleme u svakoj od njih.)
MATCH@E:(These arguments are especially relevant in a global competitive environment, since, if the company is doing business in a number of countries, it means it will solve social problems in each of them.===>Ovi argumenti su naročito relevantni u globalnom konkurentskom okruženju, jer ako kompnaija posluje u više zemalja znači da će rešavati socijalne probleme u svakoj od njih.)
MATCH@M:(Technology development is also responsible for the emergence of social problems.===>Socijalni problemi nastaju i sa razvojem tehnologije.)
MATCH@E:(Technology development is also responsible for the emergence of social problems.===>Socijalni problemi nastaju i sa razvojem tehnologije.)
MATCH@M:(For example, the access to the Internet enables the company to use a less expensive, but more efficient marketing and sales of products and services, however it brings the danger of abusing a lot of information, and this gives rise to the problem of protection and safety.===>Na primer, pristup Internetu pruža mogućnosti kompaniji da koristi jeftiniji i efikasniji marketing i prodaju proizvoda i usluga, ali joj nosi opasnosti zloupotrebe mnogih informacija, zato se javlja problem obezbeđenja i sigurnosti.)
MATCH@E:(For example, the access to the Internet enables the company to use a less expensive, but more efficient marketing and sales of products and services, however it brings the danger of abusing a lot of information, and this gives rise to the problem of protection and safety.===>Na primer, pristup Internetu pruža mogućnosti kompaniji da koristi jeftiniji i efikasniji marketing i prodaju proizvoda i usluga, ali joj nosi opasnosti zloupotrebe mnogih informacija, zato se javlja problem obezbeđenja i sigurnosti.)
MATCH@M:(Companies in the field of biotechnology are faced with ethical and social problems of genetic engineering, cloning, etc.===>Kompanije iz oblasti biotehnologije suočavaju se sa etičkim i socijalnim problemima genetskog inženjeringa, kloniranja isl.)
MATCH@E:(Companies in the field of biotechnology are faced with ethical and social problems of genetic engineering, cloning, etc.===>Kompanije iz oblasti biotehnologije suočavaju se sa etičkim i socijalnim problemima genetskog inženjeringa, kloniranja isl.)
MATCH@M:(Technology growth does offer more opportunities to the companies, however it burdens them with an ever greater social and ethical responsibility.===>Razvoj tehnologije nosi više mogućnosti preduzećima, ali i sve više socijalnih i etičkih odgovornosti.)
MATCH@E:(Technology growth does offer more opportunities to the companies, however it burdens them with an ever greater social and ethical responsibility.===>Razvoj tehnologije nosi više mogućnosti preduzećima, ali i sve više so cijalnih i etičkih odgovornosti.)
MATCH@M:(Another serious problem that highlights the importance of social responsibility is the emergence of alarming environment-related problems, such as air pollution, acid rains, radioactive waste, ozone layer damage and similar global problems.===>Drugi veliki problem koji naglašava značaj društvene odgovornosti su alarmantni problemi u prirodnom okruženju, kao što su zagađenje vazduha, kisele kiše, radioaktivni otpad, pojava ozonskih rupa i slični globalni problemi.)
MATCH@E:(Another serious problem that highlights the importance of social responsibility is the emergence of alarming environment-related problems, such as air pollution, acid rains, radioactive waste, ozone layer damage and similar global problems.===>Drugi veliki problem koji naglašava značaj društvene odgovornosti su alarmantni problemi u prirodnom okruženju, kao što su zagađenje vazduha, kisele kiše, radioaktivni otpad, pojava ozonskih rupa i slični globalni problemi.)
MATCH@M:(These incited the socio-economic awareness that made the companies pay more attention to social responsibility, since they directly affect different eco-systems and social welfare.===>Oni su doveli do buđenja socio-ekonomske svesti koja je podstakla preduzeca da više i ozbiljnije posvete pažnju društvenoj odgovornosti, pošto ona neposredno utiču na različite ekosisteme u prirodi i društveno blagostanje.)
MATCH@E:(These incited the socio-economic awareness that made the companies pay more attention to social responsibility, since they directly affect different eco-systems and social welfare.===>Oni su doveli do buđenja socio-ekonomske svesti koja je podstakla preduzeća da više i ozbiljnije posvete pažnju društvenoj odgovornosti, pošto ona neposredno utiču na različite ekosisteme u prirodi i društveno blagostanje.)
MATCH@M:(The newly created awareness of the need to solve environmental and social problems made it a must for scientists and company managers to approach the company social responsibility issue in a more serious way.===>Probuđena svest o potrebi za rešavanjem ekoloških i socijalnih problema kod naučnika i menadžera u preduzecu podstakla je naglašavanje značaja društvene odgovornosti preduzeca.)
MATCH@E:(The newly created awareness of the need to solve environmental and social problems made it a must for scientists and company managers to approach the company social responsibility issue in a more serious way.===>Probuđena svest o potrebi za rešavanjem ekoloških i socijalnih problema kod naučnika i menadžera u preduzeću podstakla je naglašavanje značaja društvene odgovornosti preduzeća.)
MATCH@M:(Regardless of the fact that a higher level of social responsibility means higher costs in the company's business operations, it appears that the company's operations with the regard to the environmental and social needs do not collide with profit making.===>I pored toga što veci stepen društvene odgovornosti nosi vece troškove poslovanja preduzeca, pokazalo se da funkcionisanje preduzeca uz uzimanje u obzir potreba prirodnog okruženja i društva, nije u sukobu sa ostvarenjem profita,)
MATCH@E:(Regardless of the fact that a higher level of social responsibility means higher costs in the companys business operations, it appears that the companys operations with the regard to the environmental and social needs do not collide with profit making. ~~~ On the contrary, it may significantly increase its competitive advantage.===>I pored toga što veći stepen društvene odgovornosti nosi veće troškove poslovanja preduzeća, pokazalo se da funkcionisanje preduzeća uz uzimanje u obzir potreba prirodnog okruženja i društva, nije u sukobu sa ostvarenjem profita, već utiče na povećanje konkurentske sposobnosti preduzeća.)
MATCH@M:(Investing into social responsibility affects value creation in the company, both directly and indirectly.===>Ulaganja u društvenu odgovornost utiču direkno i indirekno na stvaranje vrednosti u preduzecu.)
MATCH@E:(Investing into social responsibility affects value creation in the company, both directly and indirectly.===>Ulaganja u društvenu odgovornost utiču direkno i indirekno na stvaranje vrednosti u preduzeću.)
MATCH@M:(It is true that investment into elements of environmental protection and philantropic behaviour means larger short-term expenses to the company, however, in increasing the safety and product quality the company builds positive reputation which has a favourable impact upon a long-term value creation and therefore these issues atrract more and more attention.===>Pre svega ulaganja u elemente za zaštitu okruženja i filantropsko ponašanje u kratkom roku donose preduzecu povecane troškove, ali povecanjem sigurnosti i kvaliteta proizvoda preduzece stiče lojalne potrošače izgrađuje dobru reputaciju što pozitivno utiče na stvaranje dugoročne vrednosti preduzeca, zato se ovim pitanjima posvecuje sve veca pažnja.)
MATCH@E:(It is true that investment into elements of environmental protection and philantropic behaviour means larger short-term expenses to the company, however, in increasing the safety and product quality the company builds positive reputation which has a favourable impact upon a long-term value creation and therefore these issues atrract more and more attention.===>Pre svega ulaganja u elemente za zaštitu okruženja i filantropsko ponašanje u kratkom roku donose preduzeću povećane troškove, ali povećanjem sigurnosti i kvaliteta proizvoda preduzeće stiče lojalne potrošače izgrađuje dobru reputaciju što pozitivno utiče na stvaranje dugoročne vrednosti preduzeća, zato se ovim pitanjima posvećuje sve veća pažnja.)
MATCH@M:(The corporation can build a good reputation only if it is socially responsible.===>Korporacija može izgraditi dobru reputaciju samo ako je odgovorna prema društvu.)
MATCH@E:(The corporation can build a good reputation only if it is socially responsible.===>Korporacija može izgraditi dobru reputaciju samo ako je odgovorna prema društvu.)
MATCH@M:(For these reasons the practice of successful companies increasingly stresses the importance of social responsibility, while it becomes a frequent subject of academic study by the scientists from various fields of economics.===>Iz tih razloga u praksi uspešnih preduzeca sve više se naglašava značaj društvene odgovornosti, a u teoriji ona postaje sve češci predmet proučavanja naučnika različitih ekonomskih oblasti.)
MATCH@E:(For these reasons the practice of successful companies increasingly stresses the importance of social responsibility, while it becomes a frequent subject of academic study by the scientists from various fields of economics.===>Iz tih razloga u praksi uspešnih preduzeća sve više se naglašava značaj društvene odgovornosti, a u teoriji ona postaje sve češći predmet proučavanja naučnika različitih ekonomskih oblasti. 2.)
MATCH@M:(The idea of social responsibility demands that individuals and organizations be aware of the impact of their activities upon the social system as a whole and insists that they act with responsibility in conducting any activity that may affect the system.===>Ideja o društvenoj odgovornosti podrazumeva da pojedinci i organizacije budu svesni uticaja svojih aktivnosti na celokupan društveni sistem i navodi ih da se odgovorno ponašaju pri izvršenju bilo koje aktivnosti koja može uticati na taj sistem.)
MATCH@E:(The idea of social responsibility demands that individuals and organizations be aware of the impact of their activities upon the social system as a whole and insists that they act with responsibility in conducting any activity that may affect the system.===>Ideja o društvenoj odgovornosti podrazumeva da pojedinci i organizacije budu svesni uticaja svojih aktivnosti na celokupan društveni sistem i navodi ih da se odgovorno ponašaju pri izvršenju bilo koje aktivnosti koja može uticati na taj sistem.)
MATCH@M:(These ideas on corporate social responsibility are not new, they are present in the mind and in the practice of the company since the moment it is set up, however, they are expressed differently.===>Ideje o društvenoj odgovornosti preduzeca nisu nove, one su prisutne u svesti i praksi preduzeca od njihovog osnivanja, ali su se ispoljavale na različite načine.)
MATCH@E:(These ideas on corporate social responsibility are not new, they are present in the mind and in the practice of the company since the moment it is set up, however, they are expressed differently.===>Ideje o društvenoj odgovornosti preduzeća nisu nove, one su prisutne u svesti i praksi preduzeća od njihovog osnivanja, ali su se ispoljavale na različite načine.)
MATCH@M:(The first ideas on social responsibility that theory knows date back into the year 1899, to Andrew Carnegie's "the Gospel of Wealth".===>U teoriji se ideje o društvenoj odgovornosti prvi put srecu 1899. godine u radu "Jevanđelje Bogatstva", Andrew-a Carnegie.)
MATCH@E:(The first ideas on social responsibility that theory knows date back into the year 1899, to Andrew Carnegies the Gospel of Wealth.===>U teoriji se ideje o društvenoj odgovornosti prvi put sreću 1899. godine u radu Jevanđelje Bogatstva, Andrew-a Carnegie.)
MATCH@M:(He was the first to write about the need that a company help and improve the society and the environment it operates in.===>On je prvi govorio o potrebi preduzeca da pomaže i unapređuje društvo i okruženje u kome funkcioniše.)
MATCH@E:(He was the first to write about the need that a company help and improve the society and the environment it operates in.===>On je prvi govorio o potrebi preduzeća da pomaže i unapređuje društvo i okruženje u kome funkcioniše.)
MATCH@M:(In the 1930-1950 period the state's influence becomes greater.===>U periodu od 1930-1950. godina dolazi do velikog jačanja uticaja države.)
MATCH@E:(In the 1930-1950 period the states influence becomes greater.===>U periodu od 1930 1950. godina dolazi do velikog jačanja uticaja države.)
MATCH@M:(The social responsibility at that time is focused on increasing the social welfare of the employees (retirement and insurance plans), their safety, health care, pension plans, etc. [2 pp. 395-403].===>U to vreme društvena odgovornost je bila usmerena na povecanje socijalnog blagostanja zaposlenih (penzioni i osiguravajuci planovi), njihove sigurnosti, zdravstvene zaštite, penzionih programa isl. 2 str.395-403])
MATCH@E:(The social responsibility at that time is focused on increasing the social welfare of the employees (retirement and insurance plans), their safety, health care, pension plans, etc. ~~~ Š2 pp. 395-403Ë.===>U to vreme društvena odgovornost je bila usmerena na povećanje socijalnog blagostanja zaposlenih (penzioni i osiguravajući planovi), njihove sigurnosti, zdravstvene zaštite, penzionih programa isl.)
MATCH@M:(Since the 1950s a modern concept of corporate social responsibility is developed in which the key issues refer to moral standards and ethical behaviour such as: product safety, truthful marketing, employees' rights, opportunities for promotion, environment protection, etc.===>Od 1950-tih do danas razvija se moderan koncept korporativne društvene odgovornosti u kome su ključna pitanja vezana za moralna načela i etičko ponašanje, kao što su: sigurnost proizvoda, iskrenost u marketingu, prava zaposlenih, mogucnost napredovanja na poslu, zaštita životne sredine isl.)
MATCH@E:(Since the 1950s a modern concept of corporate social responsibility is developed in which the key issues refer to moral standards and ethical behaviour such as: product safety, truthful marketing, employees rights, opportunities for promotion, environment protection, etc.===>str.395-403Ë Od 1950-tih do danas razvija se moderan koncept korporativne društvene odgovornosti u kome su ključna pitanja vezana za moralna načela i etičko ponašanje, kao što su: sigurnost proizvoda, iskrenost u marketingu, prava zaposlenih, mogućnost napredovanja na poslu, zaštita životne sredine isl.)
MATCH@M:(Since the 1960s strong human rights movements and those promoting consumerism, environmentalism, etc. emerge, generating new demands to companies.===>Od 1960. tih godina javljaju se veoma jaki pokreti za ostvarenje ljudskih prava, konzumerizam, invajromentalizam koji su uneli nove zahteve preduzecima.)
MATCH@E:(Since the 1960s strong human rights movements and those promoting consumerism, environmentalism, etc. emerge, generating new demands to companies.===>Od 1960. tih godina javljaju se veoma jaki pokreti za ostvarenje ljudskih prava, konzumerizam, invajromentalizam koji su uneli nove zahteve preduzećima.)
MATCH@M:(A general idea was that the one who has great power, should have big responsibility.===>Generalna ideja bila je da svako ko ima veliku moc, treba da ima i veliku odgoovornost.)
MATCH@E:(A general idea was that the one who has great power, should have big responsibility.===>Generalna ideja bila je da svako ko ima veliku moć, treba da ima i veliku odgoovornost.)
MATCH@M:(Hence numerous organizations were invited to act proactively in search of the causes of social problems and finding solutions to them.===>Zato su mnoge organizacije bile pozvane da proaktivno deluju na pronalaženju uzroka društvenih problema i njihovom rešavanju.)
MATCH@E:(Hence numerous organizations were invited to act proactively in search of the causes of social problems and finding solutions to them.===>Zato su mnoge organizacije bile pozvane da proaktivno deluju na pronalaženju uzroka društvenih problema i njihovom rešavanju.)
MATCH@M:(Many companies became concerned with the safety of their products, environmental protection, providing opportunities and promoting the employees, etc.===>Mnoge kompanije počele su da vode računa o sigurnosti svojih proizvoda, zaštiti okruženja, pružanju mogucnosti i unapređenja zaposlenih isl.)
MATCH@E:(Many companies became concerned with the safety of their products, environmental protection, providing opportunities and promoting the employees, etc.===>Mnoge kompanije počele su da vode računa o sigurnosti svojih proizvoda, zaštiti okruženja, pružanju mogućnosti i unapređenja zaposlenih isl.)
MATCH@M:(Such issue of concern was corporate ethical responsibility too.===>Tako je bila naglašena i etička odgovornost preduzeca.)
MATCH@E:(Such issue of concern was corporate ethical responsibility too.===>Tako je bila naglašena i etička odgovornost preduzeća.)
MATCH@M:(Moreover, the society now expected the company to participate in problem solving on a voluntary basis, regardless of whether it was affected by the problems concerned or not.===>Šta više, društvo je počelo da očekuje od preduzeca da učestvuju u rešavanju socijalnih problema dobrovoljno, bez obzira da li njega pogađaju ti problemi ili ne.)
MATCH@E:(Moreover, the society now expected the company to participate in problem solving on a voluntary basis, regardless of whether it was affected by the problems concerned or not.===>Šta više, društvo je počelo da očekuje od preduzeća da učestvuju u rešavanju socijalnih problema dobrovoljno, bez obzira da li njega pogađaju ti problemi ili ne.)
MATCH@M:(In 1970s, however, due to a large number of problems (stagflation, inflation and unemployment increase, oil prices rise, greater operational costs in companies partly due to the previously enacted laws on consumers' interests protection and environmental protection) that threaten normal functioning of the company, Milton Friedman returns to the classic interpretation of social responsibility.===>Međutim, 1970. tih godina usled brojnih problema (stagflacija-rast inflacije i nezaposlenosti, rast cene nafte, povecanje troškova poslovanja preduzeca delimično uslovljenih prethodno donetim zakonima o zaštiti interesa potrošača i okruženja) koji ugrožavaju normalno funkcionisanje preduzeca, Milton Fridman se vraca klasičnom shvatanju društvene odgovornosti.)
MATCH@E:(In 1970s, however, due to a large number of problems (stagflation, inflation and unemployment increase, oil prices rise, greater operational costs in companies partly due to the previously enacted laws on consumers interests protection and environmental protection) that threaten normal functioning of the company, Milton Friedman returns to the classic interpretation of social responsibility.===>Međutim, 1970. tih godina usled brojnih problema (stagflacija-rast inflacije i nezaposlenosti, rast cene nafte, povećanje troškova poslovanja preduzeća delimično uslovljenih prethodno donetim zakonima o zaštiti interesa potrošača i okruženja) koji ugrožavaju normalno funkcionisanje preduzeća, Milton Fridman se vraća klasičnom shvatanju društvene odgovornosti.)
MATCH@M:(Such an attitude was largely criticised since the behaviour directed only towards satisfying one's own interests may harm the others and have a negative impact upon social welfare.===>Ovakvo shvatanje bilo je u velikoj meri kritikovano jer ponašanje koje je usmereno samo na sopstveni interes može nositi štetu ostalima i negativno uticati na društveno blagostanje.)
MATCH@E:(Such an attitude was largely criticised since the behaviour directed only towards satisfying ones own interests may harm the others and have a negative impact upon social welfare.===>Ovakvo shvatanje bilo je u velikoj meri kritikovano jer ponašanje koje je usmereno samo na sopstveni interes može nositi štetu ostalima i negativno uticati na društveno blagostanje.)
MATCH@M:(A much more complex understanding of social responsibility arises, which says that business should be conducted in such a way that the influences of society be taken into account, therefore the organization is responsible to the society as regards the activities it carries out.===>Razvija se mnogo kompleksnije shvatanje društvene odgovornosti, po kome poslovanjem treba upravljati na način koji uzima u obzir uticaj društva, tako da organizacija snosi odgovornost prema društvu za izvršenje aktivnosti.)
MATCH@E:(A much more complex understanding of social responsibility arises, which says that business should be conducted in such a way that the influences of society be taken into account, therefore the organization is responsible to the society as regards the activities it carries out.===>Razvija se mnogo kompleksnije shvatanje društvene odgovornosti, po kome poslovanjem treba upravljati na način koji uzima u obzir uticaj društva, tako da organizacija snosi odgovornost prema društvu za izvršenje aktivnosti.)
MATCH@M:(One frequently quoted modern approach to social responsibility is the concept introduced by Archie Caroll.===>Kao jedan od veoma često citiranih savremenih pristupa društvene odgovornosti je koncept koji navodi Arči Kerol.)
MATCH@E:(One frequently quoted modern approach to social responsibility is the concept introduced by Archie Caroll.===>Kao jedan od veoma često citiranih savremenih pristupa društvene odgovornosti je koncept koji navodi Arči Kerol.)
MATCH@M:(He combines various economic, legal, ethical and philantropic principles by observing to which extent the company does its duty to the society and creates positive relationships with the stakeholders.===>On kombinuje različite ekonomske, zakonske, moralne i filantropske principe, čijim poštovanjem preduzece ispunjava svoje obaveze prema društvu i uspostavlja pozitivne relacije sa steikholderima.)
MATCH@E:(He combines various economic, legal, ethical and philantropic princi ples by observing to which extent the company does its duty to the society and creates positive relationships with the stakeholders.===>On kombinuje različite ekonomske, zakonske, moralne i filantropske principe, čijim poštovanjem preduzeće ispunjava svoje obaveze prema društvu i uspostavlja pozitivne relacije sa steikholderima.)
MATCH@M:(The social responsibility theory allowed for the stakeholder management concept to develop and besome the prevailing one in the 1990s, in the conditions of high uncertainty of business, when the companies become largely dependant on the behaviour, expectations and objectives of a large number of varied interest (stakeholder) groups with whom they establish different relationships and interactions [4, p. 81].===>Iz teorije društvene odgovornosti razvio se koncept steikholder menaždmenta i doživeo ekspanziju 1990-tih godina u uslovima visoke neizvesnosti poslovanja, kada preduzeca postaju u velikoj meri zavisna od ponašanja, očekivanja i ciljeva velikog broja različitih interesnih grupa, sa kojima uspostavljaju različite veze i interakcije 4 str. 81])
MATCH@E:(The social responsibility theory allowed for the stakeholder management concept to develop and besome the prevailing one in the 1990s, in the conditions of high uncertainty of business, when the companies become largely dependant on the behaviour, expectations and objectives of a large number of varied interest (stakeholder) groups with whom they establish different relationships and interactions Š4, p. 81Ë.===>str. 39 Iz teorije društvene odgovornosti razvio se koncept steikholder menaždmenta i doživeo ekspanziju 1990tih godina u uslovima visoke neizvesnosti poslovanja, kada preduzeća postaju u velikoj meri zavisna od ponašanja, očekivanja i ciljeva velikog broja različitih interesnih grupa, sa kojima uspostavljaju različite veze i interakcije 4 str. 81Ë To ne znači da pre 1990-tih niko nije ni razmišljao o prisustvu i uticaju interesnih grupa.)
MATCH@M:(Their interests had to be taken into consideration since their influence upon the company's successful performance was great [5 pp. 361-375].===>o čijim se interesima moralo voditi računa, jer imaju veliki uticaj na uspešnost poslovanja kompanije 5 str. 361-375].)
MATCH@E:(Their interests had to be taken into consideration since their influence upon the companys successful performance was great Š5 pp. 361-375Ë.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Their interests had to be taken into consideration since their influence upon the company's successful performance was great [5 pp. 361-375].
BAD_LINE_M:o čijim se interesima moralo voditi računa, jer imaju veliki uticaj na uspešnost poslovanja kompanije 5 str. 361-375].
BAD_LINE_E:Their interests had to be taken into consideration since their influence upon the companys successful performance was great Š5 pp. 361-375Ë.
BAD_LINE_E:
MATCH@M:(Such examples however were scarce in the theory and the practice of management.===>Međutim, ovakvih primera u praksi i teoriji menadžmenta bilo je malo.)
MATCH@E:(Such examples however were scarce in the theory and the practice of management.===>Međutim, ovakvih primera u praksi i teoriji menadžmenta bilo je malo.)
MATCH@M:(The earliest serious academic research and explanations of stakeholder management are associated primarily with Edward Freeman, who gives a detailed explanation of the notion of stakeholder, presents certain definitions of stakeholders and offers basic theoretical analyses of stakeholders in his "Strategic Management", published 1984.===>Prva ozbiljnija teorijska istraživanja i objašnjenja steikholder menadžmenta vezuju se uglavnom za Edwarda Freemana, koji u knjizi Strategijski menadžment 1984. detaljno objašnjava pojam steikhol-dera, navodi određene definicije steikholdera i daje osnove teorijske analize steikholdera.)
MATCH@E:(The earliest serious academic research and explanations of stakeholder management are associated primarily with Edward Freeman, who gives a detailed explanation of the notion of stakeholder, presents certain definitions of stakeholders and offers basic theoretical analyses of stakeholders in his Strategic Management, published 1984.===>Prva ozbiljnija teorijska istraživanja i objašnjenja steikholder menadžmenta vezuju se uglavnom za Edwarda Freemana, koji u knjizi Strategijski menadžment 1984. detaljno objašnjava pojam steikholdera, navodi određene definicije steikholdera i daje osnove teorijske analize steikholdera.)
MATCH@M:(According to Freeman, the term stakeholder was first used on the memorandum of the Stanford University, in 1963, and he adopts it in order to warn the management that it was of great importance that they should pay attention to the interests and expectations of those whose influence is not negligible, or who are affected by the company's business operations.===>Prema Frimenu, termin steikholder upotrebljen je prvi put na memorandumu Standford instituta 1963. godine, a on ga prihvata da bi skrenuo pažnju menadžmentu kako je veoma bitno da obrati pažnju na interese i očekivanja onih koji imaju određeni uticaj, ili su pod uticajem poslovanja preduzeca.)
MATCH@E:(According to Freeman, the term stakeholder was first used on the memorandum of the Stanford University, in 1963, and he adopts it in order to warn the management that it was of great importance that they should pay attention to the interests and expectations of those whose influence is not negligible, or who are affected by the companys business operations.===>Prema Frimenu, termin steikholder upotrebljen je prvi put na memorandumu Standford instituta 1963. godine, a on ga prihvata da bi skrenuo pažnju menadžmentu kako je veoma bitno da obrati pažnju na interese i očekivanja onih koji imaju određeni uticaj, ili su pod uticajem poslovanja preduzeća. ~~~ U skladu sa tim on i definiše steikholdere na sledeći način:)
MATCH@M:(A rather detailed explanation of the notion and a definition of stakeholders are supplied by Archie B. Caroll.===>Veoma detaljno objašnjenje pojma i definiciju steik-holdera daje i Archie B. Carroll.)
MATCH@E:(A rather detailed explanation of the notion and a definition of stakeholders are supplied by Archie B. Caroll.===>Veoma detaljno objašnjenje pojma i definiciju steikholdera daje i Archie B. Carroll.)
MATCH@M:(According to Archie B. Caroll, stakeholders can be defined as individuals, groups or organizations with whom the company interacts or is in the relations of interdependence.===>Prema Archie B. Carroll steikholderi se mogu definisati kao pojedinci, grupe ili organizacije sa kojima je preduzece u interakciji ili međuzavisnosti.)
MATCH@E:(According to Archie B. Caroll, stakeholders can be defined as individuals, groups or organizations with whom the company interacts or is in the relations of interdependence.===>Prema Archie B. Carroll steikholderi se mogu definisati kao pojedinci, grupe ili organizacije sa kojima je preduzeće u inter akciji ili međuzavisnosti.)
MATCH@M:(He believes that the term "stakeholder" is derived from the term "stockholder", defining the owner of a certain job or an investor.===>Dok za termin "stakeholder" smatra da je izveden iz termina "stockholder" koji označava vlasnika određenog posla ili investitora.)
MATCH@E:(He believes that the term stakeholder is derived from the term stockholder, defining the owner of a certain job or an investor.===>Dok za termin stakeholder smatra da je izveden iz termina stockholder koji označava vlasnika određenog posla ili investitora.)
MATCH@M:(Regardless of the fact that the term "stakeholder" is much broader compared to that of "stockholder" (since besides the stockholders it includes a large number of other individuals and groups concerned with the company's operations and having a certain share in it), the root of the word "stake" that means interest, investment, participation, primarily refers to the shareholders-owners who invested their own assets, who are most interested in the company's business operations and have a certain share in it [3 p.7].===>I pored toga što je "stakeholder" mnogo širi od pojma "stockholder" (jer pored akcionara podrazumeva i veliki broj drugih pojedinaca i grupa koje su zainteresovane za poslovanje preduzeca i na njega vrše određeni uticaj), koren reči. "stake" koji predstavlja zainteresovanost, ulog, učešće u nečemu, pre svega upućuje na akcionare-vlasnike koji su uložili svoja sredstva, najzainteresovaniji su za poslovanje preduzeća i imaju određeno učešće u njemu 3 str.7].)
MATCH@E:(Regardless of the fact that the term stakeholder is much broader compared to that of stockholder (since besides the stockholders it includes a large number of other individuals and groups concerned with the companys operations and having a certain share in it), the root of the word stake that means interest, investment, participation, primarily refers to the shareholders-owners who invested their own assets, who are most interested in the companys business operations and have a certain share in it Š3 p.7Ë.===>I pored toga što je stakeholder mnogo širi od pojma stockholder (jer pored akcionara podrazumeva i veliki broj drugih pojedinaca i grupa koje su zainteresovane za poslovanje preduzeća i na njega vrše određeni uticaj), koren reči. stake koji predstavlja zainteresovanost, ulog, učešće u nečemu, pre svega upućuje na akcionare-vlasnike koji su uložili svoja sredstva, najzainteresovaniji su za poslovanje preduzeća i imaju određeno učešće u njemu 3 str.7Ë.)
MATCH@M:(At the same time, however, "stake" (as claim) means a demand, pretending, expectations, search of something.===>Međutim, u isto vreme "stake" (kao claim) predstavlja zahtev, pretenziju, očekivanje, težnju za nečim.)
MATCH@E:(At the same time, however, stake (as claim) means a demand, pretending, expectations, search of something.===>Međutim, u isto vreme stake (kao claim) predstavlja zahtev, pretenziju, očekivanje, težnju za nečim.)
MATCH@M:(It is clear that the owner or a shareholder expects that the completion of a business operation should mean achieving some of his objectives, since he invested his money into the business.===>Jasno je da vlasnik ili akcionar očekuje ostvarenje nekih ciljeva izvršenjem posla jer je u njega uložio svoj novac.)
MATCH@E:(It is clear that the owner or a shareholder expects that the completion of a business operation should mean achieving some of his objectives, since he invested his money into the business.===>Jasno je da vlasnik ili akcionar očekuje ostvarenje nekih ciljeva izvršenjem posla jer je u njega uložio svoj novac.)
MATCH@M:(However, there are other individuals that also have certain expectations and demands, who did not invest the money, but some other elements that entitle them to some requirements and expectations (for example, the employees who invest their work, time and energy; then the suppliers who invested the results of their work, the customers who pay for the products; the state that expects that the reason of its existence should be justified and that a certain social need be honoured, etc).===>Ali, pored njega određena očekivanja i zahteve imaju i neki drugi pojedinci i grupe, koji nisu uložili novac, ali su uložili neke druge elemente koji im daju prava na određene zahteve i očekivanja (na primer zaposleni koji ulažu svoj rad, vreme i energiju, zatim dobavljači koji su uložili rezultate svog rada, potrošači koji plaćaju proizvode, država koja očekuje opravdanje svrhe postojanja-zadovoljenje neke društvene potrebe i tako dalje).)
MATCH@E:(However, there are other individuals that also have certain expectations and demands, who did not invest the money, but some other elements that entitle them to some requirements and expectations (for example, the employees who invest their work, time and energy; then the suppliers who invested the results of their work, the customers who pay for the products; the state that expects that the reason of its existence should be justified and that a certain social need be honoured, etc).===>Ali, pored njega određena očekivanja i zahteve imaju i neki drugi pojedinci i grupe, koji nisu uložili novac, ali su uložili neke druge elemente koji im daju prava na određene zahteve i očekivanja (na primer zaposleni koji ulažu svoj rad, vreme i energiju, zatim dobavljači koji su uložili rezultate svog rada, potrošači koji plaćaju proizvode, država koja očekuje opravdanje svrhe postojanja-zadovoljenje neke društvene potrebe itd.).)
MATCH@M:(They are all stakeholders.===>Svi oni predstavljaju stakeholdere.)
MATCH@E:(They are all stakeholders.===>Svi oni predstavljaju stakeholdere.)
MATCH@M:(In addition to these, there is a host of other definitions and explanations of the term "stakeholder" that differ to a smaller or a larger extent.===>Pored ovih, prisutan je još veliki broj drugih definicija i objašnjenja steikholdera, koje se u manjoj ili većoj meri razlikuju.)
MATCH@E:(In addition to these, there is a host of other definitions and explanations of the term stakeholder that differ to a smaller or a larger extent.===>Pored ovih, prisutan je još veliki broj drugih definicija i objašnjenja steikholdera, koje se u manjoj ili većoj meri razlikuju.)
MATCH@M:(What is common to all these definitions is that they all view stakeholders as a very numerous and heterogeneous group of individuals and organizations, whose objectives frequently affect and precondition those of the company.===>Ono što je zajedničko svim definicijama je činjenica da su steikholderi veoma brojna i heterogena grupa pojedinaca i organizacija, sa čijim su ciljevima, ciljevi preduzeća međusobno uslovljeni.)
MATCH@E:(What is common to all these definitions is that they all view stakeholders as a very numerous and heterogeneous group of individuals and organizations, whose objectives frequently affect and precondition those of the company.===>Ono što je zajedničko svim definicijama je činjenica da su steikholderi veoma brojna i heterogena grupa pojedinaca i organizacija, sa čijim su ciljevima, ciljevi preduzeća međusobno uslovljeni.)
MATCH@M:(In order that the survival and successful performance of the company be ensured it is necessary that they should be well managed.===>Da bi se omogućio opstanak i uspeh preduzeća potrebno je upravljati njima.)
MATCH@E:(In order that the survival and successful performance of the company be ensured it is necessary that they should be well managed.===>Da bi se omogućio opstanak i uspeh preduzeća potrebno je upravljati njima.)
MATCH@M:(These are the reasons for the emergence of the stakeholder management concept.===>Iz tih razloga nastaje koncept steikholder menadžment.)
MATCH@E:(These are the reasons for the emergence of the stakeholder management concept.===>Iz tih razloga nastaje koncept steikholder menadžment.)
MATCH@M:(The concept means managing the company in such a way as to make it possible that the objectives of key stakeholders be achieved, so that they may have a beneficial influence upon the company's business operations [3 p.81].===>On podrazumeva upravljanje preduzećem na način kojim će se omogućiti ostvarenje ciljeva ključnih steikholdera, kako bi se obezbedio njihov pozitivan uticaj na poslovanje preduzeća 3 str. 81].)
MATCH@E:(The concept means managing the company in such a way as to make it possible that the objectives of key stakeholders be achieved, so that they may have a beneficial influence upon the companys business operations Š3 p.81Ë. 3.===>On podrazumeva upravljanje preduzećem na način kojim će se omogućiti ostvarenje ciljeva ključnih steikholdera, kako bi se obezbedio njihov pozitivan uticaj na poslovanje preduzeća 3 str. 81Ë. 3.)
MATCH@M:(Successful corporations need a sound society: education, health care, equality, productive workforce.===>Uspešnim korporacijama potrebno je zdravo društvo: obrazovanje, zdravstvena zaštita, ravnopravnost, produktivna radna snaga.)
MATCH@E:(Successful corporations need a sound society: education, health care, equality, productive workforce.===>Uspešnim korporacijama potrebno je zdravo društvo: obrazovanje, zdravstvena zaštita, ravnopravnost, produktivna radna snaga.)
MATCH@M:(Safe products and good working conditions are not only attractive for the customers, but they also reduce internal costs of accidents.===>Sigurni proizvodi i dobri uslovi rada nisu samo privlačni elementi za potrošače, već i snižavaju interne troškove nesrećnih slučajeva.)
MATCH@E:(Safe products and good working conditions are not only attractive for the customers, but they also reduce internal costs of accidents.===>Sigurni proizvodi i dobri uslovi rada nisu samo privlačni elementi za potrošače, već i snižavaju interne troškove nesrećnih slučajeva.)
MATCH@M:(An efficient exploitation of land, water, energy and other natural resources enhances business productivity.===>Efikasna upotreba vode, zemlje, energije i drugih prirodnih resursa čini biznis produktivnijim.)
MATCH@E:(An efficient exploitation of land, water, energy and other natural resources enhances business productivity.===>Efikasna upotreba vode, zemlje, energije i drugih prirodnih resursa čini biznis produktivnijim.)
MATCH@M:(Effective management, regulations, laws and property rights make the essence of efficiency and innovation.===>Dobra uprava, pravila, zakoni i pravo svojine su suština efikasnosti i inovativnosti.)
MATCH@E:(Effective management, regulations, laws and property rights make the essence of efficiency and innovation.===>Dobra uprava, pravila, zakoni i pravo svojine su suština efikasnosti i inovativnosti.)
MATCH@M:(Sound standards and regulations protect both the customers and the competing companies from exploitation.===>Jaki standardi i regulative štite potrošače i konkurentske kompanije od eksploatacije.)
MATCH@E:(Sound standards and regulations protect both the customers and the competing companies from exploitation.===>Jaki standardi i regulative štite potrošače i konkurentske kompa nije od eksploatacije.)
MATCH@M:(A sound society can be said to offer numerous opportunities to the companies; by increasing the demand for their products, offering productive resources, imposing highly ethical standards, it creates favourable conditions for the companies to do business efficiently and in fair competition conditions on the market.===>Može se zaključiti da zdravo društvo stvara brojne mogućnosti kompanijama, povećavajući tražnju za njihovim proizvodima, pružanjem poduktivnih resursa, nametanjem visokih etičkih standarda ono omogućava kompanijama efikasno poslovanje i fer konkurentske odnose na tržištu.)
MATCH@E:(A sound society can be said to offer numerous opportunities to the companies; by increasing the demand for their products, offering productive resources, imposing highly ethical standards, it creates favourable conditions for the companies to do business efficiently and in fair competition conditions on the market.===>Može se zaključiti da zdravo društvo stvara brojne mogućnosti kompanijama, povećavajući tražnju za njihovim proizvodima, pružanjem poduktivnih resursa, nametanjem visokih etičkih standarda ono omogućava kompanijama efikasno poslovanje i fer konkurentske odnose na tržištu.)
MATCH@M:(The moral appeal tells us that the company is obliged to be a good citizen and do the right things since its activities affect the society both directly and indirectly.===>Moralni apel ukazuje da kompanija ima obavezu da bude dobar građanin i da radi prave stvari pošto njene aktivnosti direkno ili indirekno utiču na društvo.)
MATCH@E:(The moral appeal tells us that the company is obliged to be a good citizen and do the right things since its activities affect the society both directly and indirectly.===>Moralni apel ukazuje da kompanija ima obavezu da bude dobar građanin i da radi prave stvari pošto njene aktivnosti direkno ili indirekno utiču na društvo.)
MATCH@M:(Virtually every activity in the value chain affects the society, causing positive or negative effects.===>Virtualno svaka aktivnost komapnije iz lanca vrednosti dotiče društvo stvarajući pozitivne ili negativne efekte.)
MATCH@E:(Virtually every activity in the value chain affects the society, causing positive or negative effects.===>Virtualno svaka aktivnost komapnije iz lanca vrednosti dotiče društvo stvarajući pozitivne ili negativne efekte.)
MATCH@M:(When companies are aware of their influence upon the society, the influence may be rather subtle.===>Kada su kompanije svesne svog uticaja na društvo taj uticaj može biti veoma suptilan.)
MATCH@E:(When companies are aware of their influence upon the society, the influence may be rather subtle.===>Kada su kompanije svesne svog uticaja na društvo taj uticaj može biti veoma suptilan.)
MATCH@M:(Sustainability refers to their responsibility towards their natural environment as well as to the political system in the society.===>Održivost se odnosi na odgovornost prema prirodnoj sredini i društvenom uređenju.)
MATCH@E:(Sustainability refers to their responsibility towards their natural environment as well as to the political system in the society.===>Održivost se odnosi na odgovornost prema prirodnoj sredini i društvenom uređenju.)
MATCH@M:(Work licence refers to the obligations the company has to meet so that it should be issued a work licence by the state and acquire the support of internal and external stakeholders.===>Licenca za rad se odnosi na obaveze koje kompanija mora da ispunjava da bi dobila dozvolu za rad od strane države i stekla podršku eksternih i internih steikholdera.)
MATCH@E:(Work licence refers to the obligations the company has to meet so that it should be issued a work licence by the state and acquire the support of internal and external stakeholders.===>Licenca za rad se odnosi na obaveze koje kompanija mora da ispunjava da bi dobila dozvolu za rad od strane države i stekla podršku eksternih i internih steikholdera.)
MATCH@M:(And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc. [1 pp. 78-94].===>I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94])
MATCH@E:(And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc.===>)
BAD_LINE_=============================================================
BAD_LINE_M:And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc. [1 pp. 78-94].
BAD_LINE_M:I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94]
BAD_LINE_E:And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc.
BAD_LINE_E:
MATCH@M:(As the society consists of a large number of interest groups that directly or indirectly affect the company's business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups.===>Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.)
MATCH@E:(Š1 pp. 78-94Ë. ~~~ As the society consists of a large number of interest groups that directly or indirectly affect the companys business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups.===>I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94Ë Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.)
BAD_LINE_=============================================================
BAD_LINE_M:As the society consists of a large number of interest groups that directly or indirectly affect the company's business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups.
BAD_LINE_M:Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.
BAD_LINE_E:Š1 pp. 78-94Ë. ~~~ As the society consists of a large number of interest groups that directly or indirectly affect the companys business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups.
BAD_LINE_E:I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94Ë Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.
MATCH@M:(Only if the company satisfies the key stakeholders' expectations can it expect to be able to do business effectively, since the achievement of the company goals is preconditioned by the behaviour of its key stakeholders.===>Samo ako preduzeće zadovolji očekivanja ključnih steikholdera, može se nadati uspešnom poslovanju, pošto je ostvarenje ciljeva preduzeća uslovljeno ponašanjem ključnih steik-holdera.)
MATCH@E:(Only if the company satisfies the key stakeholders expectations can it expect to be able to do business effectively, since the achievement of the company goals is preconditioned by the behaviour of its key stakeholders.===>Samo ako preduzeće zadovolji očekivanja ključnih steikholdera, može se nadati uspešnom poslovanju, pošto je ostvarenje ciljeva preduzeća uslovljeno ponašanjem ključnih steikholdera.)
MATCH@M:(The stakeholders' influence and the contribution will directly depend on the realization of their goals and their satisfaction with the company's results.===>Kakav će uticaj i doprinos steikholdera biti zavisi od ostvarenja njihovih ciljeva i satisfakcije rezultatima poslovanja preduzeća.)
MATCH@E:(The stakeholders influence and the contribution will directly depend on the realization of their goals and their satisfaction with the companys results.===>Kakav će uticaj i doprinos steikholdera biti zavisi od ostvarenja njihovih ciljeva i satisfakcije rezultatima poslovanja preduzeća.)
MATCH@M:(Hence the stakeholders' satisfaction and their contribution to the company's business success are mutually preconditioned elements that they present as the bases of the prism.===>Tako da su satisfakcija steikholdera i njihov doprinos uspešnosti poslovanja preduzeća međusobno uslovljeni elementi koje oni prikazuju kao osnove prizme.)
MATCH@E:(Hence the stakeholders satisfaction and their contribution to the companys business success are mutually preconditioned elements that they present as the bases of the prism.===>Tako da su satisfakcija steikholdera i njihov doprinos uspešnosti poslovanja preduzeća međusobno uslovljeni elementi koje oni prikazuju kao osnove prizme.)
MATCH@M:(The amount of stakeholders' contribution to the company's success is preconditioned by the strategy, the processes and the company's competences, presented as lateral sides of the prism [7 pp. 7-15].===>Veličina doprinosa steikholdera uspešnosti poslovanja preduzeća uslovljena je strategijom, procesima i sposobnostima preduzeća koji čine bočne strane prizme 7 str. 7-15].)
MATCH@E:(The amount of stakeholders contribution to the companys success is preconditioned by the strategy, the processes and the companys competences, presented as lateral sides of the prism Š7 pp. 7-15Ë.===>Veličina doprinosa steikholdera uspešnosti poslovanja preduzeća uslovljena je strategijom, procesima i sposobnostima preduzeća koji čine bočne strane prizme 7 str. 7-15Ë. ~~~ To se može grafički prikazati na sledeći način:)
MATCH@M:(Then the adequate strategy, processes and resources should be employed to coordinate and reconcile the key stakeholders' objectives to the objectives of the company.===>A zatim odgovarajućom strategijom, procesima i resursima povezati i uskladiti ciljeve ključnih steikholdera sa ciljevima preduzeća.)
MATCH@E:(Then the adequate strategy, processes and resources should be employed to coordinate and reconcile the key stakeholders objectives to the objectives of the company.===>A zatim odgovarajućom strategijom, procesima i resursima povezati i uskladiti ciljeve ključnih steikholdera sa ciljevima preduzeća.)
MATCH@M:(A conclusion can be drawn that a need for responsible behaviour and creating fruitful relationships with key stakeholders is not only a philantropic one, but is also a precondition for the survival and success of the company, since the company's success and that of the society are mutually enhanced.===>Može se zaključiti da potreba za odgovornim ponašanjem i uspostavljanjem dobrih odnosa sa ključnim steikholderima nije samo filantropskog karaktera, već od njih zavisi uspeh i opstanak preduzeća, pošto se uspeh kompanije i uspeh društva međusobno pojačavaju.)
MATCH@E:(A conclusion can be drawn that a need for responsible behaviour and creating fruitful relationships with key stakeholders is not only a philantropic one, but is also a precondition for the survival and success of the com pany, since the companys success and that of the society are mutually enhanced.===>Može se zaključiti da potreba za odgovornim ponašanjem i uspostavljanjem dobrih odnosa sa ključnim steikholderima nije samo filantropskog karaktera, već od njih zavisi uspeh i opstanak preduzeća, pošto se uspeh kompanije i uspeh društva međusobno pojačavaju.)
MATCH@M:(Typically, a close relationship between the society and the company operations means a more purposeful employment of company's resources that in turn brings benefit to the society.===>Tipično, blisko povezan odnos društva i poslovanja preduzeća je bolja upotreba resursa kompanija, koja donosi i koristi društvu.)
MATCH@E:(Typically, a close relationship between the society and the company operations means a more purposeful employment of companys resources that in turn brings benefit to the society.===>Tipično, blisko povezan odnos društva i poslovanja preduzeća je bolja upotreba resursa kompanija, koja donosi i koristi društvu.)
MATCH@M:(On the other hand, the company works in a competitive environment that also affects its success in its strategy realisation.===>Sa druge strane, svaka kompanija posluje u konkurentskom okruženju koje utiče na uspešnost realizacije njene strategije.)
MATCH@E:(On the other hand, the company works in a competitive environment that also affects its success in its strategy realisation.===>Sa druge strane, svaka kompanija posluje u konkurentskom okruženju koje utiče na uspešnost realizacije njene strategije.)
MATCH@M:(Social conditions are the key segment of this context.===>Društveni uslovi formiraju ključni segment tog konteksa.)
MATCH@E:(Social conditions are the key segment of this context.===>Društveni uslovi formiraju ključni segment tog konteksa.)
MATCH@M:(In creating a strategy, a competitive context has a considerably weaker impact compared to the value chain, but may be of a considerably greater strategic importance for both the company and the society.===>Konkurentski konteks ima mnogo manji uticaj od lanca vrednosti pri oblikovanju stategije, ali može imati mnogo veći strateški značaj i za kompaniju i za društvo.)
MATCH@E:(In creating a strategy, a competitive context has a considerably weaker impact compared to the value chain, but may be of a considerably greater strategic importance for both the company and the society.===>Konkurentski konteks ima mnogo manji uticaj od lanca vrednosti pri oblikovanju stategije, ali može imati mnogo veći strateški značaj i za kompaniju i za društvo. ~~~ Konkurentski kontekst obuhvata nekoliko elementata 1 str. 78-94Ë: (cid:)
MATCH@M:(Each of the quoted aspects of this context may considerably improve the company's competitive position and trigger a development of a social responsibility programme.===>Svaki od navedenih aspekta ovog konteksta može imati veliki uticaj na poboljšanje konkurentske pozicije preduzeća i predstavljati podsticaj za pokretanje programa društvene odgovornosti.)
MATCH@E:(Each of the quoted aspects of this context may considerably improve the companys competitive position and trigger a development of a social responsibility programme.===>Svaki od navedenih aspekta ovog konteksta može imati veliki uticaj na poboljšanje konkurentske pozicije preduzeća i predstavljati podsticaj za pokretanje programa društvene odgovornosti.)
MATCH@M:(For example, a chance of rectuitment and hiring experts they need can be a key source of competitive advantage.===>Na primer, za veliki broj kompanija mogućnost obezbeđenja i regrutovanja odgovarajućih stručnjaka, može biti kljucni izvor konkurentske prednosti.)
MATCH@E:(For example, a chance of rectuitment and hiring experts they need can be a key source of competitive advantage.===>Na primer, za veliki broj kompanija mogućnost obezbeđenja i regrutovanja odgovarajućih stručnjaka, može biti ključni izvor konkurentske prednosti.)
MATCH@M:(The expertise and knowledge of the local population largely depend on the local education system, presence of discrimination, level of development of information infrastructure, the information system level, etc.===>Stručnost i znanja lokalnog stanovništva u najvećoj meri zavise od lokalnog sistema obrazovanja, prisustva diskriminacije, razvijenosti informatičke infrastrukture, razvijenosti sistema informisanja isl.)
MATCH@E:(The expertise and knowledge of the local population largely depend on the local education system, presence of discrimination, level of development of information infrastructure, the information system level, etc.===>Stručnost i znanja lokalnog stanovništva u najvećoj meri zavise od lokalnog sistema obrazovanja, prisustva diskriminacije, razvijenosti informatičke infrastrukture, razvijenosti sistema informisanja isl.)
MATCH@M:(The company's investments into one of these elements bring benefits to the society, and return to the company in the form of higher competitive opportunities.===>Ulaganjem u unapređenje nekog od ovih elemenata kompanije obezbeđuju koristi društvu, koje povratno obezbeđuju njima veće konkurentske mogućnosti.)
MATCH@E:(The companys investments into one of these elements bring benefits to the society, and return to the company in the form of higher competitive opportunities.===>Ulaganjem u unapređenje nekog od ovih elemenata kompanije obezbeđuju koristi društvu, koje povratno obezbeđuju njima veće konkurentske mogućnosti.)
MATCH@M:(For example, due to the problems in recruiting the programmers with appropriate expertise the "Microsoft Company" started collaboration with the American College Association (which is responsible for the education and training of 45 percent population in the U.S.A.) for the purpose of improving the college curricula and providing technical support to the Association's faculties.===>Na primer, kompanija "Microsoft" je usled teškoća u obezbeđenju programera odgovarajuće stručnosti uspostavila saradnju sa "Američkom asocijacijom koledža" (koja školuje oko 45% populacije u USA) u cilju unapređenja nastavnih programa i poboljšanja tehniče podrške na fakultetima iz asocijacije.)
MATCH@E:(For example, due to the problems in recruiting the programmers with appropriate expertise the Microsoft Company started collaboration with the American College Association (which is responsible for the education and training of 45 percent population in the U.S.A.) for the purpose of improving the college curricula and providing technical support to the Associations faculties.===>Na primer, kompanija Microsoft je usled teškoća u obezbeđenju programera odgovarajuće stručnosti uspostavila saradnju sa Američkom asocijacijom koledža (koja školuje oko 45% populacije u USA) u cilju unapređenja nastavnih programa i poboljšanja tehniče podrške na fakultetima iz asocijacije.)
MATCH@M:(A five-year project worth $50 milion has been carried out to modernize the technology used in instruction and improve the knowledge of the lecturers in this field.===>Realizovan je petogodišnji projekat u vrednosti od 50 miliona dolara, kojim je modernizovana tehnologija koja je korišćena u nastavi i unapređeno znanje predavača navedenih oblasti.)
MATCH@E:(A five-year project worth $50 milion has been carried out to modernize the technology used in instruction and improve the knowledge of the lecturers in this field.===>Realizovan je petogodišnji projekat u vrednosti od 50 miliona dolara, kojim je modernizovana tehnologija koja je korišćena u nastavi i unapređeno znanje predavača navedenih oblasti.)
MATCH@M:(The aim was to get the students acquainted with the latest achievements and trends in this field as well as to standardize the biographies of IT graduates so that in the recruitment process for a certain work post their skills should be already outlined.===>Cilj je bio omogućavanje studentima da se upoznaju sa najnovijim dostignućima i prate trendove u ovoj oblasti kao i standardizovanje biografija diplomiranih IT stručnjaka kako bi se pri regrutovanju za određeno radno mesto pretpostavilo kojim veštima bi trebalo da raspolažu.)
MATCH@E:(The aim was to get the students acquainted with the latest achievements and trends in this field as well as to standardize the biographies of IT graduates so that in the recruitment process for a certain work post their skills should be already outlined.===>Cilj je bio omogućavanje studentima da se upoznaju sa najnovijim dostignućima i prate trendove u ovoj oblasti kao i standardizovanje biografija diplomiranih IT stručnjaka kako bi se pri regrutovanju za određeno radno mesto pretpostavilo kojim veštima bi trebalo da raspolažu.)
MATCH@M:(Thus the company brought substantial benefit to the society, and simultaneously provided itself with generations of prospective professionals who are the key value carriers and the source of competitive advantage [1 pp. 78-94].===>Na ovaj način kompanija je obezbedila ogromne koristi društvu, ali u isto vreme obezbedila sebi generacije potencijalnih stručnjaka, koji predstavljaju ključni nosilac vrednosti i izvor konkurentske prednosti 1 str. 78-94].)
MATCH@E:(Thus the company brought substantial benefit to the society, and simultaneously provided itself with generations of prospective professionals who are the key value carriers and the source of competitive advantage Š1 pp. 78-94Ë.===>Na ovaj način kompanija je obezbedila ogromne koristi društvu, ali u isto vreme obezbedila sebi generacije potencijalnih stručnjaka, koji predstavljaju ključni nosilac vrednosti i izvor konkurentske prednosti 1 str. 78-94Ë.)
MATCH@M:(This and a host of other examples show that there is an increasing demand for social responsibility and that modern companies are increasingly aware of this issue.===>Ovaj i mnogi drugi primeri pokazuju da postoji sve veća potreba za društvenom odgovornošću i da se o njoj sve više vodi računa u praksi savremenih preduzeća.)
MATCH@E:(This and a host of other examples show that there is an increasing demand for social responsibility and that modern companies are increasingly aware of this issue.===>Ovaj i mnogi drugi primeri pokazuju da postoji sve veća potreba za društvenom odgovornošću i da se o njoj sve više vodi računa u praksi savremenih preduzeća.)
MATCH@M:(And, while everybody clearly understands that irresponsible behaviour means great risk, not everybody is clear about what they should do.===>I ako je svima postalo jasno da je rizik neodgovornog ponašanja vrlo veliki, svima nije baš jasno šta treba da rade.)
MATCH@E:(And, while everybody clearly understands that irresponsible behaviour means great risk, not everybody is clear about what they should do.===>I ako je svima postalo jasno da je rizik neodgovornog ponašanja vrlo veliki, svima nije baš jasno šta treba da rade.)
MATCH@M:(For these reasons many companies have not undertaken any radical strategic or operational steps but tried to solve the problem introducing only some "cosmetic" improvements (for example, improving their public relations activities, media campaigns, reporting on social responsibility in their annual reports, etc).===>Iz tih razloga mnoge kompanije nisu preduzele nikakve radikalne strateške ni operativne mere, već su samo nekim kozmetičkim poboljšanjima (kao što su poboljšanje odnosa sa javnošću i medijskih kampanja, iznošenje izveštaja o društvenoj odgovornosti u svojim godišnjim izveštajima isl) pokušale da reše problem.)
MATCH@E:(For these reasons many companies have not undertaken any radical strategic or operational steps but tried to solve the problem introducing only some cosmetic improvements (for example, improving their public relations activities, media campaigns, reporting on social responsibility in their annual reports, etc).===>Iz tih razloga mnoge kompanije nisu preduzele nikakve radikalne strateške ni operativne mere, već su samo nekim kozmetičkim poboljšanjima (kao što su poboljšanje odnosa sa javnošću i medijskih kampanja, iznošenje izveštaja o društvenoj odgovornosti u svojim godišnjim izveštajima isl) pokušale da reše problem.)
MATCH@M:(Hence the measures the companies introduce and the social responsibility programmes vary to a large extent [1 pp. 78-94].===>Zato se mere koje različite kompanije preduzimaju i programi društvene odgovornosti se veoma razlikuju 1 str. 78-94].)
MATCH@E:(Hence the measures the companies introduce and the social responsibility programmes vary to a large extent Š1 pp. 78-94Ë. 4.===>Zato se mere koje različite kompanije preduzimaju i programi društvene odgovornosti se veoma razlikuju 1 str. 78-94Ë. 4.)
MATCH@M:(While everybody is aware that socially responsible behaviour brings benefits to both the company and the society, not everybody clearly understands what it is that should be done and what should be contained in the social responsibility programmes.===>I pored toga što je svima jasno da odgoovrno ponašanje prema društvu nosi koristi I kompaniji I društvu, nije baš jasno šta treba uraditi I šta sve treba da obuhvata program društvene odgovornosti.)
MATCH@E:(Social responsibility incentive measures While everybody is aware that socially responsible behaviour brings benefits to both the company and the society, not everybody clearly understands what it is that should be done and what should be contained in the social responsibility programmes.===>Mere za podsticanje društvene odgoovrnosti I pored toga što je svima jasno da odgoovrno ponašanje prema društvu nosi koristi I kompaniji I društvu, nije baš jasno šta treba uraditi I šta sve treba da obuhvata program društvene odgovornosti.)
MATCH@M:(One problem is that the issues related to social responsibility are generally assocoated with the ethics and relativism.===>Problem je u tome što su pitanja vezana za društvenu odgovornost uglavnom vezana za etiku i relativizam.)
MATCH@E:(One problem is that the issues related to social responsibility are generally assocoated with the ethics and relativism.===>Pro blem je u tome što su pitanja vezana za društvenu odgovornost uglavnom vezana za etiku i relativizam.)
MATCH@M:(The extent to which the companies will meet their obligations towards their stakeholders and support the achievement of their objectives depends on the legal regulations and the ethics of the management of the organization itself.===>Stepen u kome će organizacije ispunjavati svoje obaveze prema steikholderima i omogućavati ostvarenje njihovih ciljeva zavisi od zakonske regulative i etičnosti uprave same organizacije.)
MATCH@E:(The extent to which the companies will meet their obligations towards their stakeholders and support the achievement of their objectives depends on the legal regulations and the ethics of the management of the organization itself.===>Stepen u kome će organizacije ispunjavati svoje obaveze prema steikholderima i omogućavati ostvarenje njihovih ciljeva zavisi od zakonske regulative i etičnosti uprave same organizacije.)
MATCH@M:(The legislation affects all organizations in the same manner, while the ethics of the management varies from one organization to another, as well as from one management level to another.===>Zakonska regulativa se na isti način odražava na sve organizacije, dok je etičnost menadžmenta različita od organizacije do organizacije i po pojedinim nivoima menadžemta.)
MATCH@E:(The legislation affects all organizations in the same manner, while the ethics of the management varies from one organization to another, as well as from one management level to another.===>Zakonska regulativa se na isti način odražava na sve organizacije, dok je etičnost menadžmenta različita od organizacije do organizacije i po pojedinim nivoima menadžemta.)
MATCH@M:(On the other hand, the issues of social responsibility are not precisely stipulated, therefore one type of behaviour may be deemed responsible and moral by one group of stakeholders, while another group may condemn it as immoral and unethical.===>A, sa druge strane, pitanja društvene odgovornosti nisu precizno definisana, tako da se neko ponašanje može proceniti moralnim i odgovornim od jedne grupe steikholdera, a prema shvatanju drugih ono može biti ocenjeno kao nemoralno i neetičko.)
MATCH@E:(On the other hand, the issues of social responsibility are not precisely stipulated, therefore one type of behaviour may be deemed responsible and moral by one group of stakeholders, while another group may condemn it as immoral and unethical.===>A, sa druge strane, pitanja društvene odgovornosti nisu precizno definisana, tako da se neko ponašanje može proceniti moralnim i odgovornim od jedne grupe steikholdera, a prema shvatanju drugih ono može biti ocenjeno kao nemoralno i neetičko.)
MATCH@M:(A large number of global companies, for example, conduct mass manufacture in the countries where the work force can be recruited cheaply, and where the state regulation is poor, and the environment protection and human rights standards are low.===>Na primer, veliki broj globalnih kompanija organizuje masovnu proizvodnju u zemljama gde je jeftina radna snaga, a državna regulacija slaba i standardi za zaštitu okruženja, ljudskih prava isl. nisko postavljeni.)
MATCH@E:(A large number of global companies, for example, conduct mass manufacture in the countries where the work force can be recruited cheaply, and where the state regulation is poor, and the environ ment protection and human rights standards are low.===>Na primer, veliki broj globalnih kompanija organizuje masovnu proizvodnju u zemljama gde je jeftina radna snaga, a državna regulacija slaba i standardi za zaštitu okruženja, ljudskih prava isl. nisko postavljeni.)
MATCH@M:(Foreign direct investments here enormously improve the economic and social development, therefore their behaviour is valued as ethical and socially responsible, due to which they are highly priviledged.===>U takvim zemljama strane direkne investicije imaju ogroman značaj za ekonomski i socijalni razvoj i njihovo ponašanje se ocenjuje etičkim i društveno odgovornim zahvaljući čemu dobijaju mnoge privilegije.)
MATCH@E:(Foreign direct investments here enormously improve the economic and social development, therefore their behaviour is valued as ethical and socially responsible, due to which they are highly priviledged.===>U takvim zemljama strane direkne investicije imaju ogroman značaj za ekonomski i socijalni razvoj i njihovo ponašanje se ocenjuje etičkim i društveno odgovornim zahvaljući čemu dobijaju mnoge privilegije.)
MATCH@M:(Then these companies observe legal regulations, pay taxes and honour minimum standards related to work force and environment protection, however, they do not find themselves responsible for social problem solving.===>Tada kompanije poštuju zakonske propise, plaćaju porez i poštuju minimalne standarde vezane za radnu snagu i ekologiju, ali ne smatraju se odgovornim za rešavanje socijalnih problema.)
MATCH@E:(Then these companies observe legal regulations, pay taxes and honour minimum standards related to work force and environment protection, however, they do not find themselves responsible for social problem solving.===>Tada kompanije poštuju zakonske propise, plaćaju porez i poštuju minimalne standarde vezane za radnu snagu i ekologiju, ali ne smatraju se odgovornim za rešavanje socijalnih problema.)
MATCH@M:(They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour [3 p. 55].===>Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55])
MATCH@E:(They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour Š3 p. 55Ë.===>Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55Ë Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni. ~~~ Neka od ključnih pravila kojih bi sva preduzeća trebala da se pridržavaju su da 3 str. 59Ë: (cid: ~~~ proizvode i prodaju poizvode koji ne ugroža vaju živote potrošača, (cid: ~~~ ne zagađuju vodu, (cid: ~~~ poštuju zakon u svim segmentima poslovanja, (cid:)
BAD_LINE_=============================================================
BAD_LINE_M:They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour [3 p. 55].
BAD_LINE_M:Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55]
BAD_LINE_E:They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour Š3 p. 55Ë.
BAD_LINE_E:Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55Ë Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni. ~~~ Neka od ključnih pravila kojih bi sva preduzeća trebala da se pridržavaju su da 3 str. 59Ë: (cid: ~~~ proizvode i prodaju poizvode koji ne ugroža vaju živote potrošača, (cid: ~~~ ne zagađuju vodu, (cid: ~~~ poštuju zakon u svim segmentima poslovanja, (cid:
MATCH@M:(In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established.===>Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni.)
MATCH@E:(In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established.===>promovišu iskrenost, poštenje, etičko po našanje među zaposlenima, (cid: ~~~ ne zloupotrebljavaju reklame i propagandu, (cid: ~~~ imaju prijateljski odnos prema životnoj sredi ni, (cid:)
BAD_LINE_=============================================================
BAD_LINE_M:In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established.
BAD_LINE_M:Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni.
BAD_LINE_E:In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established.
BAD_LINE_E:promovišu iskrenost, poštenje, etičko po našanje među zaposlenima, (cid: ~~~ ne zloupotrebljavaju reklame i propagandu, (cid: ~~~ imaju prijateljski odnos prema životnoj sredi ni, (cid:
MATCH@M:(Sociological institutions in the form of sociological auditors have been formed or are still being formed in a large number of countries to control and evaluate the level of social responsibility of certain companies.===>U mnogim zemljama formirane su ili se formiraju sociološke institucije u obliku socioloških revizora koji proveravaju i procenjuju stepen društvene odgovornosti pojedinih kompanija.)
MATCH@E:(Sociological institutions in the form of sociological auditors have been formed or are still being formed in a large number of countries to control and evaluate the level of social responsibility of certain companies.===>U mnogim zemljama formirane su ili se formiraju sociološke institucije u obliku socioloških revizora koji proveravaju i procenjuju stepen društvene odgovornosti pojedinih kompanija.)
MATCH@M:(In 1990 the "Domini index" was created in the U.S.A., to measure the organizational social responsibility.===>U SAD-u je još 1990. kreiran "indeks Domini" kojim se meri društvena odgovornost organizacija.)
MATCH@E:(In 1990 the Domini index was created in the U.S.A., to measure the organizational social responsibility.===>U SAD-u je još 1990. kreiran indeks Domini kojim se meri društvena odgovornost organizacija.)
MATCH@M:(The code of ethics and the ethical behaviour programme creation is a legal obligation of companies in some countries, meant to promote the level of social responsibility.===>U nekim zemljama izrada etičkog koda i programa etičkog ponašanja, predstavlja i zakonsku obavezu preduzeća, čime se podstiče veći stepen društvene odgovornosti.)
MATCH@E:(The code of ethics and the ethical behaviour programme creation is a legal obligation of companies in some countries, meant to promote the level of social responsibility.===>U nekim zemljama izrada etičkog koda i programa etičkog ponašanja, predstavlja i zakonsku obavezu preduzeća, čime se podstiče veći stepen društvene odgovornosti.)
MATCH@M:(All the examples quoted are from the practice, whereas various theories stress an increasing importance of social responsibility and its impact upon the change in the manner of corporate behaviour as well as in the behaviour of managers [8 p. 235].===>Svi navedeni primeri iz prakse i različite teorije ukazuju na rastući značaj društvene odgovornosti i njen uticaj na promenu načina poslovanja preduzeća i ponašanje menadžera 8 str. 235].)
MATCH@E:(All the examples quoted are from the practice, whereas various theories stress an increasing importance of social responsibility and its impact upon the change in the manner of corporate behaviour as well as in the behaviour of managers Š8 p. 235Ë. 5.===>Svi navedeni primeri iz prakse i različite teorije ukazuju na rastući značaj društvene odgovornosti i njen uticaj na promenu načina poslovanja preduzeća i ponašanje menadžera 8 str. 235Ë. 5.)
MATCH@M:(The awareness of socially responsible behaviour was present as early as the first companies were set up and has been shown since in various forms.===>Može se zaključiti da je svest o društveno odgovornom ponašanju bila prisutna još kod prvih preduzeća i u različitim oblicima se ispoljavala do danas.)
MATCH@E:(CONCLUSION The awareness of socially responsible behaviour was present as early as the first companies were set up and has been shown since in various forms.===>ZAKLJUčAK Može se zaključiti da je svest o društveno odgovornom ponašanju bila prisutna još kod prvih preduzeća i u različitim oblicima se ispoljavala do danas.)
MATCH@M:(In modern business conditions there is a clearly expressed demand for a corporate responsible behaviour.===>U savremenim uslovima poslovanja postoji izuzetno naglašena potreba za odgovornim ponašanjem preduzeća.)
MATCH@E:(In modern business conditions there is a clearly expressed demand for a corporate responsible behaviour.===>U savremenim uslovima poslovanja postoji izuzetno naglašena potreba za odgovornim ponašanjem preduzeća.)
MATCH@M:(On one hand, numerous problems in the environment (environmental, sociological, etc.) demand that the company be included into problem solving and prevent these problems from getting more serious.===>Sa jedne strane brojni problemi u okruženju (ekološki, sociološki isl) zahtevaju od preduzeća da se uključe u rešavanje nastalih problema i spreče njihovo produbljivanje.)
MATCH@E:(On one hand, numerous problems in the environment (environmental, sociological, etc.) demand that the company be included into problem solving and prevent these problems from getting more serious.===>Sa jedne strane brojni problemi u okruženju (ekološki, sociološki isl) zahtevaju od preduzeća da se uključe u rešavanje nastalih problema i spreče njihovo produbljivanje.)
MATCH@M:(On the other hand, a consequence of the globalization in business is that the company's business activities expand beyond the boundaries of one country, therefore the governments are not in a position to control the behaviour of numerous global companies, but insist on improving their social awareness and responsible behaviour.===>A, sa druge strane globalizacija poslovanja dovodi do toga da poslovne aktivnosti preduzeća prevazilaze granice jedne zemlje, tako da Vlade ne mogu kontrolisati ponašanje mnogih globalnih kompanija već se insistira na podizanju njihove društvene svesti i odgovornosti ponašanja.)
MATCH@E:(On the other hand, a consequence of the globalization in business is that the companys business activities expand beyond the boundaries of one country, therefore the governments are not in a position to control the behaviour of numerous global companies, but insist on improving their social awareness and responsible behaviour.===>A, sa druge strane globalizacija poslovanja dovodi do toga da poslovne aktivnosti preduzeća prevazilaze granice jedne zemlje, tako da Vlade ne mogu kontrolisati ponašanje mnogih globalnih kompanija već se insistira na podizanju njihove društvene svesti i odgovornosti ponašanja.)
MATCH@M:(A higher level of socially responsible behaviour means more expenses for the company to suffer.===>Veći stepen društveno odgovornog ponašanja za preduzeće znači veće troškove.)
MATCH@E:(A higher level of socially responsible behaviour means more expenses for the company to suffer.===>Veći stepen društveno odgovornog ponašanja za preduzeće znači veće troškove.)
MATCH@M:(However, the company's socially responsible behaviour is the basis of good reputation, the loyalty of most profitable customers, of attracting highly talented work force etc., which is a precondition of competitive advantage in modern business conditions.===>Ali, odgovorno ponašanje preduzeća prema društvu predstavlja osnovu dobre reputacije, lojalnosti najprofitabilnijih potrošača, privlačenja najtalentovanije radne snage isl koji predstavljaju uslov sticanja konkurentske prednosti u savremenim uslovima poslovanja.)
MATCH@E:(However, the companys socially responsible behaviour is the basis of good reputation, the loyalty of most profitable customers, of attracting highly talented work force etc., which is a precondition of competitive advantage in modern business conditions.===>Ali, odgovorno ponašanje preduzeća prema društvu predstavlja osnovu dobre reputacije, lojalnosti najprofitabilnijih potrošača, privlačenja najtalentovanije radne snage isl koji predstavljaju uslov sticanja konkurentske prednosti u savremenim uslovima poslovanja.)
MATCH@M:(It is for these reasons that in the modern business conditions the companies pay increasing attention to social responsibility.===>Iz tih razloga u savremenim uslovima poslovanja preduzeća sve više pažnje posveđuju društvenoj odgovornosti.)
MATCH@E:(It is for these reasons that in the modern business conditions the companies pay increasing attention to social responsibility.===>Iz tih razloga u savremenim uslovima poslovanja preduzeća sve više pažnje posveđuju društvenoj odgovornosti. 6.)
MATCH@M:(In this paper we analyze the motivating factors for the company management using the questionnaires.===>U ovom radu analiziramo motivacione faktore u upravljanju kompanijom.)
MATCH@E:(Belgrade, Serbia In this paper we analyze the motivating factors for the company management using the questionnaires.===>Belgrade, Serbia U ovom radu analiziramo motivacione faktore u upravljanju kompanijom.)
MATCH@M:(We apply the cluster analysis to divide the employees into similarly motivated and oriented groups.===>U analizi smo koristili upitnik i klaster analizu na osnovu koje smo podelili zaposlene u grupe slične motivacije i orijentacije.)
MATCH@E:(We apply the cluster analysis to divide the employees into similarly motivated and oriented groups.===>U analizi smo koristili upitnik i klaster analizu na osnovu koje smo podelili zaposlene u grupe slične motivacije i orijentacije.)
MATCH@M:(The resulting information concerning motivational factors can be later utilized in creation of a company motivational program..===>Podaci o faktorima motivacije do kojih smo došli mogu se kasnije koristiti prilikom izrade motivacionih programa kompanije. 1. Uvod)
MATCH@E:(The resulting information concerning motivational factors can be later utilized in creation of a company motivational program..===>Podaci o faktorima motivacije do kojih smo došli mogu se kasnije koristiti prilikom izrade motivacionih programa kompanije. 1.)
MATCH@M:(1. Introduction Employees' motivation is a topic number one in most companies today.===>U većini današnjih kompanija motivacija zaposlenih predstavlja najvažniju temu.)
MATCH@E:(1. ~~~ Introduction Employees´ motivation is a topic number one in most companies today.===>Uvod U većini današnjih kompanija motivacija zaposlenih predstavlja najvažniju temu.)
MATCH@M:(There are never enough employees who achieve excellent job performance so we have to motivate each of them properly.===>Uvek su potrebni zaposleni koji postižu maksimum u svom poslu, tako da moramo da ih motivišemo na pravi način.)
MATCH@E:(There are never enough employees who achieve excellent job performance so we have to motivate each of them properly.===>Uvek su potrebni zaposleni koji postižu maksimum u svom poslu, tako da moramo da ih motivišemo na pravi način.)
MATCH@M:(Motivation plays one of the most important roles in a system of company human resources management.===>Motivacija stoga ima veoma značajnu ulogu u upravljanju ljudskim resursima u kompaniji.)
MATCH@E:(Motivation plays one of the most important roles in a system of company human resources management.===>Motivacija stoga ima veoma značajnu ulogu u upravljanju ljudskim resursima u kompaniji.)
MATCH@M:(Managers from the area of manpower management have to deal with and find a solution to the problem of why some employees work less and why the others are able to achieve excellent results. (www.dieradosveta.sk).===>Menadžeri koji upravljaju ljudskom radnom snagom moraju da nađu pravi odgovor na pitanje zašto neki zaposleni rade manje nego što se od njih očekuje, a drugi postižu odlične rezultate. (www.dieradosveta.sk).)
MATCH@E:(Managers from the area of manpower management have to deal with and find a solution to the problem of why some employees work less and why the others are able to achieve excellent results. (www.dieradosveta.sk).===>Menadžeri koji upravljaju ljudskom radnom snagom moraju da nađu pravi odgovor na pitanje zašto neki zaposleni rade manje nego što se od njih očekuje, a drugi postižu odlične rezultate. (www.dieradosveta.sk).)
MATCH@M:(Motivation is a feeling lying somewhere inside a man, something that cannot be enforced.===>Motivacija jeste osećanje koje osoba nosi u sebi, to je nešto što se ne može jednostavno nametnuti čoveku.)
MATCH@E:(Motivation is a feeling lying somewhere inside a man, something that cannot be enforced.===>Motivacija jeste osećanje koje osoba nosi u sebi, to je nešto što se ne može jednostavno nametnuti čoveku.)
MATCH@M:(Motivation is in hearts of managers and it means much more than praise for a well done work. (Heller, 2005)===>Motivaciju imaju i menadžeri i ona predstavlja mnogo više nego što je nagrada za dobro obavljen posao. (Heller, 2005).)
MATCH@E:(Motivation is in hearts of managers and it means much more than praise for a well done work.===>Motivaciju imaju i menadžeri i ona predstavlja mnogo više nego što je nagrada za dobro obavljen posao. (Heller, 2005).)
MATCH@M:(So if we assume that human resources are the basis of the company development we can state that a key to success is the management of human resources.===>Stoga, ako znamo da ljudski resursi predstavljaju osnovu za razvoj kompanije, onda možemo da tvrdimo i da je upravljanje ljudskim resursima ključ uspeha.)
MATCH@E:((Heller, 2005) So if we assume that human resources are the basis of the company development we can state that a key to success is the management of human resources.===>Stoga, ako znamo da ljudski resursi predstavljaju osnovu za razvoj kompanije, onda možemo da tvrdimo i da je upravljanje ljudskim resursima ključ uspeha.)
MATCH@M:(One of the primary tasks of human resources management is to ensure a positive employees' behaviour.===>Jedan od primarnih zadataka koji se postavljaju pred menadžment jeste da obezbede pozitivno ponašanje zaposlenih.)
MATCH@E:(One of the primary tasks of human resources management is to ensure a positive employees´ behaviour.===>Jedan od primarnih zadataka koji se postavljaju pred menadžment jeste da obezbede pozitivno ponašanje zaposlenih.)
MATCH@M:(By this we mean the behaviour of employees which will lead to a fulfillment of the company strategy and an effective achievement of its goals.===>Pod ovim podrazumevamo ponašanje zaposlenih koje će voditi ostvarivanju strategije kompanije i efektivnom postizanju ciljeva koje je postavila pred sebe.)
MATCH@E:(By this we mean the behaviour of employees which will lead to a fulfillment of the company strategy and an effective achievement of its goals.===>Pod ovim podrazumevamo ponašanje zaposlenih koje će voditi ostvarivanju strategije kompanije i efektivnom postizanju ciljeva koje je postavila pred sebe.)
MATCH@M:(Such effective behaviour of employees presupposes their systematic motivation and execution of motivational processes.===>Ovakvo efektivno ponašanje zaposlenih pretpostavlja da su oni stalno motivisani, a to znači da proces njihove motivacije nikada ne prestaje.)
MATCH@E:(Such effective behaviour of employees presupposes their systematic motivation and execution of motivational processes.===>Ovakvo efektivno ponašanje zaposlenih pretpostavlja da su oni stalno motivisani, a to znači da proces njihove motivacije nikada ne prestaje.)
MATCH@M:(A lot of different motivational factors affect the employees' motivation.===>Na motivaciju zaposlenih utiče veliki broj različitih motivacionih faktora.)
MATCH@E:(A lot of different motivational factors affect the employees´ motivation.===>Na motivaciju zaposlenih utiče veliki broj različitih motivacionih faktora.)
MATCH@M:(In standard practice the topic of employees' motivation is often undervalued and perceived as something generally valid but not actually required in many companies.===>U svakodnevnoj praksi temi motivisanja zaposlenih posvećuje se nedovoljna pažnja i smatra se da je to nešto što jeste značajno, ali ne uvek i neophodno u kompaniji.)
MATCH@E:(In standard practice the topic of employees´ motivation is often undervalued and perceived as something generally valid but not actually required in many companies.===>U svakodnevnoj praksi temi motivisanja zaposlenih posvećuje se nedovoljna pažnja i smatra se da je to nešto što jeste značajno, ali ne uvek i neophodno u kompaniji.)
MATCH@M:(Its internal basis and depth is not paid due respect, on one side, and its very frequent utilization is not taken into consideration, on the other side.===>S jedne strane, ne uvažava se njena uvreženost i dubina u ljudskom karakteru, a s druge strane, ne uzima se u obzir koliko često se na nju pozivamo u svakodnevnom radu.)
MATCH@E:(Its internal basis and depth is not paid due respect, on one side, and its very frequent utilization is not taken into consideration, on the other side.===>S jedne strane, ne uvažava se njena uvreženost i dubina u ljudskom karakteru, a s druge strane, ne uzima se u obzir koliko često se na nju pozivamo u svakodnevnom radu.)
MATCH@M:(Despite all these, the emotivation of employees is one of the most significant tasks in the employees' behaviour regulation. (Bajcura, 1985).===>Uprkos svemu tome, motivisanje zaposlenih predstavlja jedan od najznačajnijih zadataka u usmeravanju ponašanja zaposlenih. (Bajcura, 1985).)
MATCH@E:(Despite all these, the emotivation of employees is one of the most significant tasks in the employees´ behaviour regulation. ~~~ (Bajcura, 1985).===>Uprkos svemu tome, motivisanje zaposlenih predstavlja jedan od najznačajnijih zadataka u usmeravanju ponašanja zaposlenih. (Bajcura, 1985).)
MATCH@M:(Our aim in this work is to develop an effective system of employees' motivation which would include actual changes and modifications in the area of human resources management and at the same time respond to particular conditions in a company.===>U ovom radu postavili smo cilj da razvijemo jedan efektivni sistem motivisanja zaposlenih koji bi obuhvatao sve promene i dopune u oblasti upravljanja ljudskim resursima i istovremeno bio primenljiv u svim okolnostima u kojima kompanija posluje.)
MATCH@E:(The objective of the paper Our aim in this work is to develop an effective system of employees´ motivation which would include actual changes and modifications in the area of human resources management and at the same time respond to particular conditions in a company.===>Cilj rada U ovom radu postavili smo cilj da razvijemo jedan efektivni sistem motivisanja zaposlenih koji bi obuhvatao sve promene i dopune u oblasti upravljanja ljudskim resursima i istovremeno bio primenljiv u svim okolnostima u kojima kompanija posluje.)
MATCH@M:(This system tool of personnel work will provide an opportunity to learn the motivational factors of employees which mostly influence the increase in their work performance.===>Ovaj sistemski instrument u radu sa osobljem omogućio bi nam da bolje upoznamo faktore koji utiču na motivaciju zaposlenih, a time uglavnom i na povećanje produktivnosti u njihovom radu.)
MATCH@E:(This system tool of personnel work will provide an opportunity to learn the motivational factors of employees which mostly influence the increase in their work performance.===>Ovaj sistemski instrument u radu sa osobljem omogućio bi nam da bolje upoznamo faktore koji utiču na motivaciju zaposlenih, a time uglavnom i na povećanje produktivnosti u njihovom radu.)
MATCH@M:(We plan to achieve the above mentioned objective through the survey of motivational factors of employees in CHEMES, a. s. Humenne.===>Da bismo ostvarili ovaj cilj planirali smo da sprovedemo jedno istraživanje motivacionih faktora među zaposlenima u kompaniji CHEMES, a.s. Humenne.)
MATCH@E:(We plan to achieve the above mentioned objective through the survey of motivational factors of employees in CHEMES, a. s.===>Da bismo ostvarili ovaj cilj planirali smo da sprovedemo jedno istraživanje motivacionih faktora među zaposlenima u kompaniji CHEMES, a.s.)
MATCH@M:(We plan to do it using a questionnaires, and then use a cluster analysis to divide employees into similarly motivated and oriented groups (Hitka, 2004).===>U istraživanju ćemo koristiti upitnik, a onda ćemo primenom klaster analize pokušati da razvrstamo zaposlene u grupe slične motivacije i orijentacije (Hitka, 2004).)
MATCH@E:(We plan to do it using a questionnaires, and then use a cluster analysis to divide employees into similarly motivated and oriented groups (Hitka, 2004).===>U istraživanju ćemo koristiti upitnik, a onda ćemo primenom klaster analize pokušati da razvrstamo zaposlene u grupe slične motivacije i orijentacije (Hitka, 2004).)
MATCH@M:(The resulting information concerning motivational factors can be applied in the development of the company program of motivation.===>Rezultati do kojih ćemo doći u ispitivanju motivacionih faktora biće primenjeni u izradi programa motivacije u kompaniji.)
MATCH@E:(The resulting information concerning motivational factors can be applied in the development of the company program of motivation.===>Rezultati do kojih ćemo doći u ispitivanju motivacionih faktora biće primenjeni u izradi programa motivacije u kompaniji. 2.)
MATCH@M:(2.1 Characteristics of the current state of motivation in the company===>2.1 Karaktiristike sadašnje motivisanosti u kompaniji)
MATCH@E:(2.1 Characteristics of the current state of motivation in the company CHEMES, a. s.===>Karaktiristike sadašnje motivisanosti u kompaniji CHEMES, a.s.)
MATCH@M:(CHEMES, a. s. Humenne plays an important role in its region and is one of the most relevant companies in the area of power industry.===>CHEMES, a.s. Humenne je značajna kompanija u regionu i jedna od najznačajnijih u oblasti energetike.)
MATCH@E:(Humenné plays an important role in its region and is one of the most relevant companies in the area of power industry.===>Humenné je značajna kompanija u regionu i jedna od najznačajnijih u oblasti energetike.)
MATCH@M:(According to the data of a yearbook Trend Top 2003, according to its turnover the company occupies the eighth position among the biggest companies of the Presov region and the eleventh place in the section of the biggest companies of power industry.===>Prema podacima godišnjaka Trend top 2003, ova kompanija se po svom obrtu nalazi na osmom mestu, među najvećim kompanijama u oblasti Prešov, a na jedanaestom na listi najvećih kompanija u oblasti energetike.)
MATCH@E:(According to the data of a yearbook Trend Top 2003, according to its turnover the company occupies the eighth position among the biggest companies of the Prešov region and the eleventh place in the section of the biggest companies of power industry.===>Prema podacima godišnjaka Trend top 2003, ova kompanija se po svom obrtu nalazi na osmom mestu, među najvećim kompanijama u oblasti Prešov, a na jedanaestom na listi najvećih kompanija u oblasti energetike.)
MATCH@M:(The company is responsible for the development of the Industrial zone of CHEMES and a town Humenne by energy and services provision.===>Zahvaljujući ovoj kompaniji i isporuci energije i usluga razvija se Industrijska zona CHEMES i grad Humenne.)
MATCH@E:(The company is responsible for the development of the Industrial zone of CHEMES and a town Humenné by energy and services provision.===>Zahvaljujući ovoj kompaniji i isporuci energije i usluga razvija se Industrijska zona CHEMES i grad Humenné.)
MATCH@M:(The basic motivational factors which are currently used are financial factors of different types, education of the employees and social care of the employees.===>Osnovni motivacioni faktori koji se primenjuju u sadašnjim uslovima jesu različite vrste finansijskih faktora, obrazovanje zaposlenih i i njihova socijalna zaštita.)
MATCH@E:(The basic motivational factors which are currently used are financial factors of different types, education of the employees and social care of the employees.===>Osnovni motivacioni faktori koji se primenjuju u sadašnjim uslovima jesu različite vrste finansijskih faktora, obrazovanje zaposlenih i i njihova socijalna zaštita.)
MATCH@M:(The employees in CHEMES are paid in accordance with the principles of financial remuneration which applie to all the employees of CHEMES a. s. however, they are partially restrictive for the employees paid a contractual wage/salary.===>Nadoknada za ostvareni rad u CHEMESu isplaćuje se u skladu sa novčanom naknadom kojom su obuhvaćeni svi zaposleni u kompaniji, a plate / nadnice su delimično umanjene za radnike koji se isplaćuju na osnovu ugovora o radu.)
MATCH@E:(The employees in CHEMES are paid in accordance with the principles of financial remuneration which applie to all the employees of CHEMES a. s. however, they are partially restrictive for the employees paid a contractual wage/salary.===>Nadoknada za ostvareni rad u CHEMESu isplaćuje se u skladu sa novčanom naknadom kojom su obuhvaćeni svi zaposleni u kompaniji, a plate / nadnice su delimično umanjene za radnike koji se isplaćuju na osnovu ugovora o radu.)
MATCH@M:(All the above mentioned principles are stated and explained in detail in a collective agreement.===>Svi navedeni principi obuhvaćeni su i detaljno objašnjeni u kolektivnom ugovoru.)
MATCH@E:(All the above mentioned principles are stated and explained in detail in a collective agreement.===>Svi navedeni principi obuhvaćeni su i detaljno objašnjeni u kolektivnom ugovoru.)
MATCH@M:(Education and training are provided based on the article 141 of the Labour Code and the directions of the managing director concerning planning, execution and documentation of employees education where also requirements for individual levels of managers, specialists and employees education as well as forms of training activities that they are supposed to go through are mentioned.===>Obrazovanje i obuka zaposlenih sprovode se na osnovu člana 141 Zakona o radu i uputstvima generalnog direktora u vezi sa planiranjem, izvršavanjem i dokumentacijom o obrazovanju zaposlenih u kojima su navedeni i zahtevi u vezi sa nivoom obrazovanja menadžera, specijalista i drugih zaposlenih, kao i oblici obuke koju oni treba da prođu.)
MATCH@E:(Education and training are provided based on the article 141 of the Labour Code and the directions of the managing director concerning planning, execution and documentation of employees education where also requirements for individual levels of managers, specialists and employees education as well as forms of training activities that they are supposed to go through are mentioned.===>Obrazovanje i obuka zaposlenih sprovode se na osnovu člana 141 Zakona o radu i uputstvima generalnog direktora u vezi sa planiranjem, izvršavanjem i dokumentacijom o obrazovanju zaposlenih u kojima su navedeni i zahtevi u vezi sa nivoom obrazovanja menadžera, specijalista i drugih zaposlenih, kao i oblici obuke koju oni treba da prođu.)
MATCH@M:(We have selected a questionnaire as a method to gather information about the state of motivation in CHEMES, a.s., since it allows us to collect a vast amount of information within a short period of time.===>Kao metod za prikupljanje informacija o motivisanosti zaposlenih u CHEMES, a.s. odabrali smo upitnik, pošto na taj način možemo da dobijemo veliki broj podataka za kratko vreme.)
MATCH@E:(2.2 Formation of a questionnaire We have selected a questionnaire as a method to gather information about the state of motivation in CHEMES, a.s., since it allows us to collect a vast amount of information within a short period of time.===>Sastavljanje upitnika Kao metod za prikupljanje informacija o motivisanosti zaposlenih u CHEMES, a.s. odabrali smo upitnik, pošto na taj način možemo da dobijemo veliki broj podataka za kratko vreme.)
MATCH@M:(The questionnaire had two parts.===>Upitnik sa sastoji iz dva dela.)
MATCH@E:(The questionnaire had two parts.===>Upitnik sa sastoji iz dva dela.)
MATCH@M:(Questions concerning the basic information about the respondents such as their age, sex, education, number of years spent in the company and occupation category were included in the first part.===>Pitanja koja se odnose na osnovne podatke o ispitanicima, kao što je pol, uzrast, stepen obrazovanja, godine staža u kompaniji i vrsta posla koju obavljaju obuhvaćena su prvim delom.)
MATCH@E:(Questions concerning the basic information about the respondents such as their age, sex, education, number of years spent in the company and occupation category were included in the first part.===>Pitanja koja se odnose na osnovne podatke o ispitanicima, kao što je pol, uzrast, stepen obrazovanja, godine staža u kompaniji i vrsta posla koju obavljaju obuhvaćena su prvim delom.)
MATCH@M:(The second part listedd thirty motivational factors and the employees were supposed to express their opinion on them from the point of view of the required and the actual state or they could say how they imagine motivation in the company and to what extent they are satisfied with the current state of individual motivational factors in the company.===>Drugi deo sadrži trideset motivacionih faktora, a od ispitanika se tražilo da daju mišljenje o njima s tačke gledišta sadašnjeg stanja i poželjnog stanja, ili su mogli da kažu kako oni zamišljaju motivaciju u kompaniji i u kojoj meri su zadovoljni motivacionim faktorima koji se primenjuju u kompaniji u tom trenutku.)
MATCH@E:(The second part listedd thirty motivational factors and the employees were supposed to express their opinion on them from the point of view of the required and the actual state or they could say how they imagine motivation in the company and to what extent they are satisfied with the current state of individual motivational factors in the company.===>Drugi deo sadrži trideset motivacionih faktora, a od ispitanika se tražilo da daju mišljenje o njima s tačke gledišta sadašnjeg stanja i poželjnog stanja, ili su mogli da kažu kako oni zamišljaju motivaciju u kompaniji i u kojoj meri su zadovoljni motivacionim faktorima koji se primenjuju u kompaniji u tom trenutku.)
MATCH@M:(Based on this information we were in a position to evaluate the areas in which motivation should be improved as well as the areas in which it is satisfactory.===>Na osnovu ovih informacija mogli smo da ocenjujemo one oblasti u kojima je potrebno povećati motivisanost, kao i oblasti u kojima je ona zadovoljavajuća.)
MATCH@E:(Based on this information we were in a position to evaluate the areas in which motivation should be improved as well as the areas in which it is satisfactory.===>Na osnovu ovih informacija mogli smo da ocenjujemo one oblasti u kojima je potrebno povećati motivisanost, kao i oblasti u kojima je ona zadovoljavajuća.)
MATCH@M:(A target group to find out the state of motivation in the company was a group of workers, supervisors and technical and economic staff (abbreviated to THZ).===>Naša ciljna grupa bila je grupa radnika, nadzornika i zaposlenih na tehničkim i ekonomskim poslovima (skraćeno THZ).)
MATCH@E:(A target group to find out the state of motivation in the company was a group of workers, supervisors and technical and economic staff (abbreviated to THZ).===>Naša ciljna grupa bila je grupa radnika, nadzornika i zaposlenih na tehničkim i ekonomskim poslovima (skraćeno THZ).)
MATCH@M:(We handed out the questionnaires to the respondents and we received 123 of them back.===>Upitnike nam je vratilo 123 zaposlenih.)
MATCH@E:(We handed out the questionnaires to the respondents and we received 123 of them back.===>Upitnike nam je vratilo 123 zaposlenih.)
MATCH@M:(We consider this to be a success since the questionnaires were anonymous.===>To smatramo uspehom, pošto je anketa bila anonimna.)
MATCH@E:(We consider this to be a success since the questionnaires were anonymous.===>To smatramo uspehom, pošto je anketa bila anonimna.)
MATCH@M:(From the total number of 123 questionnaires 69 were filled in by workers (from the total number of 157 workers in a division), 37 by THZ (total number of THZ in the company is 145) and 17 by supervisors (from their total number equal to 37).===>Od ukupnog broja od 123 upitnika, 69 su popunili radnici (u ovom sektoru zaposleno je ukupno 157 radnika), 37 su popunili zaposleni u THZ (ukupan broj ovih zaposlenih u kompaniji je 145), a 17 su popunili nadzornici (ukupan broj je 37).)
MATCH@E:(From the total number of 123 questionnaires 69 were filled in by workers (from the total number of 157 workers in a division), 37 by THZ (total number of THZ in the company is 145) and 17 by supervisors (from their total number equal to 37).===>Od ukupnog broja od 123 upitnika, 69 su popunili radnici (u ovom sektoru zaposleno je ukupno 157 radnika), 37 su popunili zaposleni u THZ (ukupan broj ovih zaposlenih u kompaniji je 145), a 17 su popunili nadzornici (ukupan broj je 37).)
MATCH@M:(So the percentage representation of individual monitored groups is 33,9 % workers, 25,5 % THZ a 45,9 % supervisors.===>Stoga procentualna zastupljenost pojedinačnih posmatranih grupa iznosi 33.9 % za radnike, 25.5 % za THZ, a 45.9 % za nadzornike.)
MATCH@E:(So the percentage representation of individual monitored groups is 33,9 % workers, 25,5 % THZ a 45,9 % supervisors.===>Stoga procentualna zastupljenost pojedinačnih posmatranih grupa iznosi 33.9 % za radnike, 25.5 % za THZ, a 45.9 % za nadzornike. 3.)
MATCH@M:(The analysis was based on the employees' responses to the second part of the questionnaire.===>Analiza se zasniva na odgovorima koje su zaposleni dali u drugom delu upitnika.)
MATCH@E:(The analysis was based on the employees responses to the second part of the questionnaire.===>Analiza se zasniva na odgovorima koje su zaposleni dali u drugom delu upitnika.)
MATCH@M:(As mentioned before the questionnaire contained 30 motivational factors listed in table 1.===>Kao što smo već pomenuli, upitnik je obuhvatio 30 motivacionih faktora koji su navedeni u tabeli 1.)
MATCH@E:(As mentioned before the questionnaire contained 30 motivational factors listed in table 1.===>)
BAD_LINE_=============================================================
BAD_LINE_M:As mentioned before the questionnaire contained 30 motivational factors listed in table 1.
BAD_LINE_M:Kao što smo već pomenuli, upitnik je obuhvatio 30 motivacionih faktora koji su navedeni u tabeli 1.
BAD_LINE_E:As mentioned before the questionnaire contained 30 motivational factors listed in table 1.
BAD_LINE_E:
MATCH@M:(For the three groups we calculated the average values of all motivational factors and a difference between a required and actual state.===>U sva tri slučaja izračunali smo srednje vrednosti za sve motivacione faktore i razliku između željenog i sadašnjeg stanja.)
MATCH@E:(For the three groups we calculated the average values of all motivational factors and a difference between a required and actual state.===>U sva tri slučaja izračunali smo srednje vrednosti za sve motivacione faktore i razliku između željenog i sadašnjeg stanja.)
MATCH@M:(Graphs 1 and 2 present the required and the actual state of motivation and a difference between them.===>Grafikoni 1 i 2 prikazuju željeno i stvarno stanje motivacije i razlike između njih.)
MATCH@E:(Graphs 1 and 2 present the required and the actual state of motivation and a difference between them.===>Grafikoni 1 i 2 prikazuju željeno i stvarno stanje motivacije i razlike između njih.)
MATCH@M:(On axis x are presented the individual motivational factors, whereas on axis y the average values of required and actual state of motivation of particular motivational factors are given.===>Na osi x prikazani su pojedinačni motivacioni faktori, na osi y prikazane su srednje vrednosti željenog i stvarnog stanja motivacije određenih motivacionih faktora.)
MATCH@E:(On axis x are presented the individual motivational factors, whereas on axis y the average values of required and actual state of motivation of particular motivational factors are given.===>Na osi x prikazani su pojedinačni motivacioni faktori, na osi y prikazane su srednje vrednosti željenog i stvarnog stanja motivacije određenih motivacionih faktora.)
MATCH@M:(Based on the comparison of individual curves it is possible to determine which areas of motivation are the most problematic and in which areas the employees are satisfied.===>Na osnovu poređenja pojedinačnih krivih moguće je odrediti koje oblasti motivacije su najproblematičnije, a kojim oblastima su zaposleni zadovoljni.)
MATCH@E:(Based on the comparison of individual curves it is possible to determine which areas of motivation are the most problematic and in which areas the employees are satisfied.===>Na osnovu poređenja pojedinačnih krivih moguće je odrediti koje oblasti motivacije su najproblematičnije, a kojim oblastima su zaposleni zadovoljni.)
MATCH@M:(The biggest variance between the requirements and the actual situation can be observed for motivational factors such as basic pay, additional financial remuneration and a fair assessment of an employee.===>Najveća varijacija između željene i stvarne situacije vidi se kod motivacionih faktora kao što su osnovna plata, dopunske isplate i pravična procena zaposlenog.)
MATCH@E:(The biggest variance between the requirements and the actual situation can be observed for motivational factors such as basic pay, additional financial remuneration and a fair assessment of an employee.===>Najveća varijacija između željene i stvarne situacije vidi se kod motivacionih faktora kao što su osnovna plata, dopunske isplate i pravična procena zaposlenog.)
MATCH@M:(The workers group proved to be least satisfied with the total financial remuneration.===>To znači da je grupa u kojoj su radnici najmanje zadovoljna ukupnim finansijskim nadoknadama.)
MATCH@E:(The workers group proved to be least satisfied with the total financial remuneration.===>To znači da je grupa u kojoj su radnici najmanje zadovoljna ukupnim finansijskim nadoknadama.)
MATCH@M:(Motivationally weak are also factors such as working environment, atmosphere at the working place and the stress resulting from it.===>Nisku motivacionu vrednost pokazali su i faktori kao što je radno okruženje, atmosfera na radnom mestu i stres koji iz nje proizilazi.)
MATCH@E:(Motivationally weak are also factors such as working environment, atmosphere at the working place and the stress resulting from it.===>Nisku motivacionu vrednost pokazali su i faktori kao što je radno okruženje, atmosfera na radnom mestu i stres koji iz nje proizilazi.)
MATCH@M:(The employees in the production segment consider acknowledgement, working process, vision of the company or regional development also important.===>Zaposlenima u proizvodnji stalo je do priznanja, radnog procesa, imaju viziju razvoja kompanije i regiona.)
MATCH@E:(The employees in the production segment consider acknowledgement, working process, vision of the company or regional development also important.===>Zaposlenima u proizvodnji stalo je do priznanja, radnog procesa, imaju viziju razvoja kompanije i regiona.)
MATCH@M:(The respondents expressed total satisfaction with physical intensity of work, trade name and working output.===>Ispitanici su naveli da su u potpunosti zadovoljni fizičkim intenzitetom posla, ugledom kompanije i postignutim rezultatima na radu.)
MATCH@E:(The respondents expressed total satisfaction with physical intensity of work, trade name and working output.===>Ispitanici su naveli da su u potpunosti zadovoljni fizičkim intenzitetom posla, ugledom kompanije i postignutim rezultatima na radu.)
MATCH@M:(Other motivators where we can observe a big variance between the required and the actual state of motivation are the job security and powers.===>Drugi motivacioni faktori kod kojih smo uočili veliku razliku između željenog i stvarnog stanja motivisanosti jesu sigurnost posla i vlast.)
MATCH@E:(Other motivators where we can observe a big variance between the required and the actual state of motivation are the job security and powers.===>Drugi motivacioni faktori kod kojih smo uočili veliku razliku između željenog i stvarnog stan ja motivisanosti jesu sigurnost posla i vlast.)
MATCH@M:(Employees are not satisfied with the opportunity to utilize their abilities nor with their acknowledgement.===>Zaposleni smatraju da nemaju odgovarajuću šansu da iskoriste svoje sposobnosti i znanje.)
MATCH@E:(Employees are not satisfied with the opportunity to utilize their abilities nor with their acknowledgement.===>Zaposleni smatraju da nemaju odgovarajuću šansu da iskoriste svoje sposobnosti i znanje.)
MATCH@M:(On contrary, THZ are most satisfied with working hours, physical intensity of work and trade name (company name).===>Nasuprot tome, zaposleni THZ su veoma zadovoljni radnim vremenom, fizičkim intenzitetom posla i imenom (ugledom) kompanije.)
MATCH@E:(On contrary, THZ are most satisfied with working hours, physical intensity of work and trade name (company name).===>Nasuprot tome, zaposleni THZ su veoma zadovoljni radnim vremenom, fizičkim intenzitetom posla i imenom (ugledom) kompanije.)
MATCH@M:(Communication at the place of work, atmosphere at work, job security and regional development do not correspond with the requirements affecting the level of motivation.===>Komunikacija na radnom mestu, atmosfera na poslu, sigurno radno mesto i regionalni razvoj nisu procenjeni kao dovoljno snažni motivacioni faktori.)
MATCH@E:(Communication at the place of work, atmosphere at work, job security and regional development do not correspond with the requirements affecting the level of motivation.===>Komunikacija na radnom mestu, atmosfera na poslu, sigurno radno mesto i regionalni razvoj nisu procenjeni kao dovoljno snažni motivacioni faktori.)
MATCH@M:(Supervisors were quite satisfied with physical intensity of work, company name - trade name, working hours and the attitude of the company towards environment.===>Rukovodioci su sasvim zadovoljni fizičkim intenzitetom posla, ugledom koji kompanija ima, radnim vremenom i odnosom kompanije prema okruženju.)
MATCH@E:(Supervisors were quite satisfied with physical intensity of work, company name trade name, working hours and the attitude of the company towards environment.===>Rukovodioci su sasvim zadovoljni fizičkim intenzitetom posla, ugledom koji kompanija ima, radnim vremenom i odnosom kompanije prema okruženju. 3.)
MATCH@M:(We processed the data gathered from the questionnaires and generated dendrograms, which helped us slass the employees into similarly motivationally oriented groups - clusters, according the range of importance of individual motivational factors allocated by the employees.===>Pošto smo obradili podatke iz upitnika, napravili smo dendrograme pomocu kojih smo mogli da podelimo zaposlene u slično motivaciono orijentisane grupe - klastere, a prema značaju koji su zaposleni dali pojedinačnim motivacionim faktorima.)
MATCH@E:(We processed the data gathered from the questionnaires and generated dendrograms, which helped us slass the employees into similarly motivationally oriented groups clusters, according the range of importance of individual motivational factors allocated by the employees.===>Pošto smo obradili podatke iz upitnika, napravili smo dendrograme pomoću kojih smo mogli da podelimo zaposlene u slično motivaciono orijentisane grupe klastere, a prema značaju koji su zaposleni dali pojedinačnim motivacionim faktorima.)
MATCH@M:(The result is that employees assigned into individual groups have similar opinions on individual motivational factors, therefore they are motivated by similar motivational factors.===>To je za posledicu imalo da zaposleni razvrstani u pojedinačne grupe imaju slične stavove o pojedinačnim motivacionim faktorima i da su motivisani sličnim motivacionim faktorima.)
MATCH@E:(The result is that employees assigned into individual groups have similar opinions on individual motivational factors, therefore they are motivated by similar motivational factors.===>To je za posledicu imalo da zaposleni razvrstani u pojedinačne grupe imaju slične stavove o pojedinačnim motivacionim faktorima i da su motivisani sličnim motivacionim faktorima.)
MATCH@M:(The other group of motivators with average values 4,80 - 4,32 are the motivators concerning working environment such as atmosphere and communication at the work place,a good working group but also an attitude of a supervisor and the possibility of stress elimination at work place.===>Druga grupa motivatora koja ima srednje vrednosti od 4,80 - 4,32 su oni koji se odnose na radno okruženje, na primer, radna atmosfera i komunikacija na radnom mestu, dobra radna grupa, ali i stav rukovodioca i eliminacija stresa na radnom mestu.)
MATCH@E:(The other group of motivators with average values 4,80 4,32 are the motivators concerning working environment such as atmosphere and communication at the work place,a good working group but also an attitude of a supervisor and the possibility of stress elimination at work place.===>Druga grupa motivatora koja ima srednje vrednosti od 4,80 4,32 su oni koji se odnose na radno okruženje, na primer, radna atmosfera i komunikacija na radnom mestu, dobra radna grupa, ali i stav rukovodioca i eliminacija stresa na radnom mestu.)
MATCH@M:(The importance assigned to these motivational factors by the respondents of all groups show that they realize a negative impact of bad relations in a working group.===>Značaj koji ispitanici iz svih grupa pridaju ovim motivacionim faktorima pokazuje da oni shvataju koliki je negativni uticaj loših odnosa u radnoj grupi.)
MATCH@E:(The importance assigned to these motivational factors by the respondents of all groups show that they realize a negative impact of bad relations in a working group.===>Značaj koji ispitanici iz svih grupa pridaju ovim motivacionim faktorima pokazuje da oni shvataju koliki je negativni uticaj loših odnosa u radnoj grupi.)
MATCH@M:(There are many ways to make relations in a working group better, so the supervisor plays a very important role influencing the behaviour of his subordinates in either a positive or a negative way in the course of managing them.===>Odnosi u radnoj grupi mogu se pogoršati na mnogo načina i zato je uloga rukovodioca veoma značajna, pošto on svojim načinom upravljanja može da utiče na ponašanje zaposlenih na radnom mestu i u negativnom i u pozitivnom smeru.)
MATCH@E:(There are many ways to make relations in a working group better, so the supervisor plays a very important role influencing the behaviour of his subordinates in either a positive or a negative way in the course of managing them.===>Odnosi u radnoj grupi mogu se pogoršati na mnogo načina i zato je uloga rukovodioca veoma značajna, pošto on svojim načinom upravljanja može da utiče na ponašanje zaposlenih na radnom mestu i u negativnom i u pozitivnom smeru.)
MATCH@M:(When comparing the importance of motivational factors we were also in a position to observe the workers' fear of loosing their jobs.===>Kada poredimo značaj motivacionih faktora, vidimo i da radnici strahuju od gubitka posla.)
MATCH@E:(When comparing the importance of motivational factors we were also in a position to observe the workers fear of loosing their jobs.===>Kada poredimo značaj motivacionih faktora, vidimo i da radnici strahuju od gubitka posla.)
MATCH@M:(This is especially evident in the fourth group of respondents since the top position among the motivators belongs to job security motivator and its average value is 5.===>To se posebno jasno uočava u četvrtoj grupi ispitanika, pošto je na prvom mestu među motivatorima sigurnost radnog mesta i njegova prosečna vrednost je 5.)
MATCH@E:(This is especially evident in the fourth group of respondents since the top position among the motivators belongs to job security motivator and its average value is 5.===>To se posebno jasno uočava u četvrtoj grupi ispitanika, pošto je na prvom mestu među motivatorima sigurnost radnog mesta i njegova prosečna vrednost je 5.)
MATCH@M:(There are results of a group which included both a group of THZ employees and supervisors in graph 6, where individual respondents are presented on the vertical axis (supervisors as A1 to A17 and THZ as B1 to B37) and there is a scope of variance inf their responses presented on the horizontal axis.===>Na dijagramu 6 predstavljeni su rezultati grupe koja obuhvata i članove THZ i rukovodioce, gde su pojedinačni ispitanici predstavljeni na vertikalnoj osi (rukovodioci kao A1 do A17, a THZ kao B1 do B37), a varijacija u njihovim odgovorima predstavljena je na horizontalnoj osi.)
MATCH@E:(There are results of a group which included both a group of THZ employees and supervisors in graph 6, where individual respondents are presented on the vertical axis (supervisors as A1 to A17 and THZ as B1 to B37) and there is a scope of variance inf their responses presented on the horizontal axis.===>Na dijagramu 6 predstavljeni su rezultati grupe koja obuhvata i članove THZ i rukovodioce, gde su pojedinačni ispitanici predstavljeni na vertikalnoj osi (rukovodioci kao A1 do A17, a THZ kao B1 do B37), a varijacija u njihovim odgovorima predstavljena je na horizontalnoj osi.)
MATCH@M:(It was interesting to observe how employees from both groups mixed together in individual groups.===>Bilo je interesantno posmatrati kako su se zaposleni iz obe grupe mešali u pojedinačnim grupama.)
MATCH@E:(It was interesting to observe how employees from both groups mixed together in individual groups.===>Bilo je interesantno posmatrati kako su se zaposleni iz obe grupe mešali u pojedinačnim grupama.)
MATCH@M:(Only one homogeneous group was formed, its members are THZ employees.===>Formirana je samo jedna homogena grupa, a njeni članovi su zaposleni THZ.)
MATCH@E:(Only one homo geneous group was formed, its members are THZ employees.===>Formirana je samo jedna homogena grupa, a njeni članovi su zaposleni THZ.)
MATCH@M:(There are only five THZ members in the first group (19, 15, 2, 26 and 10) and three supervisors (1, 11and 8).===>U prvoj grupi nalazi se samo pet članova THZ (19, 15, 2, 26 i 10) i tri rukovodioca (1, 11 i 8).)
MATCH@E:(There are only five THZ members in the first group (19, 15, 2, 26 and 10) and three supervisors (1, 11and 8).===>U prvoj grupi nalazi se samo pet članova THZ (19, 15, 2, 26 i 10) i tri rukovodioca (1, 11 i 8).)
MATCH@M:(Based on similarities of their responses six THZ were included to the second group (29, 34, 35, 32, 16 and 17) and nine supervisors (2, 14, 15, 6, 17, 9, 7, 13 and 12).===>Na osnovu sličnosti u odgovorima šest THZ obuhvaćeni su drugom grupom (29, 34, 35, 32, 16 i 17) kao i devet rukovodilaca (2, 14, 15, 6, 17, 9, 7, 13 i 12).)
MATCH@E:(Based on similarities of their responses six THZ were included to the second group (29, 34, 35, 32, 16 and 17) and nine supervisors (2, 14, 15, 6, 17, 9, 7, 13 and 12).===>Na osnovu sličnosti u odgovorima šest THZ obuhvaćeni su drugom grupom (29, 34, 35, 32, 16 i 17) kao i devet rukovodilaca (2, 14, 15, 6, 17, 9, 7, 13 i 12).)
MATCH@M:(The third group that was analysed consisted from nine THZ (18, 8, 1, 36, 31, 11, 12, 13 and 27) and two supervisors (10 and 16).===>Treća analizirana grupa obuhvata devet THZ (18, 8, 1, 36, 31, 11, 12, 13 i 27) i dva rukovodioca (10 i 16).)
MATCH@E:(The third group that was analysed consisted from nine THZ (18, 8, 1, 36, 31, 11, 12, 13 and 27) and two supervisors (10 and 16).===>Treća analizirana grupa obuhvata devet THZ (18, 8, 1, 36, 31, 11, 12, 13 i 27) i dva rukovodioca (10 i 16).)
MATCH@M:(The fourth group, slightly bigger compared to the third one is formed from 12 employees.===>Četvrta grupa je nešto veća od treće i obuhvata 12 zaposlenih.)
MATCH@E:(The fourth group, slightly bigger compared to the third one is formed from 12 employees.===>Četvrta grupa je nešto veća od treće i obuhvata 12 zaposlenih.)
MATCH@M:(Nine of them are THZ (14, 22, 21, 20, 6, 30, 23, 24 and 25) and three are supervisors (3, 4 and 5).===>Njih devet su THZ (14, 22, 21, 20, 6, 30, 23, 24 i 25) i tri rukovodioca (3, 4 i 5).)
MATCH@E:(Nine of them are THZ (14, 22, 21, 20, 6, 30, 23, 24 and 25) and three are supervisors (3, 4 and 5).===>Njih devet su THZ (14, 22, 21, 20, 6, 30, 23, 24 i 25) i tri rukovodioca (3, 4 i 5).)
MATCH@M:(There are only eight THZ in the last group - the respondents with numbers: 3, 7, 4, 5, 9, 28, 33 and 37.===>U poslednjoj grupi je samo osam THZ - ispitanici sa brojevima: 3, 7, 4, 5, 9, 28, 33 i 37.)
MATCH@E:(There are only eight THZ in the last group the respondents with numbers: 3, 7, 4, 5, 9, 28, 33 and 37.===>U poslednjoj grupi je samo osam THZ ispitanici sa brojevima: ~~~ 3, 7, 4, 5, 9, 28, 33 i 37.)
MATCH@M:(One of the most essential factors for the group of workers is a factor of money.===>Jedan od najznačajnijih faktora za grupu radnika jeste faktor novca.)
MATCH@E:(One of the most essential factors for the group of workers is a factor of money.===>Jedan od najznačajnijih faktora za grupu radnika jeste faktor novca.)
MATCH@M:(It is related to welfare, the standard of living and the financial needs.===>On je povezan sa blagostanjem, životnim standardom i finansijskim potrebama.)
MATCH@E:(It is related to welfare, the standard of living and the financial needs.===>On je povezan sa blagostanjem, životnim standardom i finansijskim potrebama.)
MATCH@M:(It was affected by the basic pay, the additional financial remunneration and the fair assessment of the employee, which were all assigned high average values.===>Na njega utiče osnovna plata, dodatne isplate i pravična procena zaposlenog, koje su sve dobile visoke vrednosti.)
MATCH@E:(It was affected by the basic pay, the additional financial remunneration and the fair assessment of the employee, which were all assigned high average values.===>Na njega utiče osnovna plata, dodatne isplate i pravična procena zaposlenog, koje su sve dobile visoke vrednosti.)
MATCH@M:(Job security as a motivational factor which can be found in all groups and is one of the most relevant.===>Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.)
MATCH@E:(Job security as a motivational factor which can be found in all groups and is one of the most relevant.===>Članovi pete grupe smatraju faktor novca najz načajnijim, sva tri motivatora nalaze se na prvom mestu na listi i imaju maksimalnu srednju vrednost 5.)
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BAD_LINE_M:Job security as a motivational factor which can be found in all groups and is one of the most relevant.
BAD_LINE_M:Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.
BAD_LINE_E:Job security as a motivational factor which can be found in all groups and is one of the most relevant.
BAD_LINE_E:Članovi pete grupe smatraju faktor novca najz načajnijim, sva tri motivatora nalaze se na prvom mestu na listi i imaju maksimalnu srednju vrednost 5.
MATCH@M:(It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company.===>Proističe iz aktuelne situacije u regionu i iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja.)
MATCH@E:(It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company.===>Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.)
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BAD_LINE_M:It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company.
BAD_LINE_M:Proističe iz aktuelne situacije u regionu i iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja.
BAD_LINE_E:It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company.
BAD_LINE_E:Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.
MATCH@M:(The next group of motivators at top positions in the THZ group are the motivators concerning working environment.===>Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.)
MATCH@E:(The next group of motivators at top positions in the THZ group are the motivators concerning working environment.===>Proističe iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja. iz aktuelne situacije u regionu i Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.)
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BAD_LINE_M:The next group of motivators at top positions in the THZ group are the motivators concerning working environment.
BAD_LINE_M:Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.
BAD_LINE_E:The next group of motivators at top positions in the THZ group are the motivators concerning working environment.
BAD_LINE_E:Proističe iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja. iz aktuelne situacije u regionu i Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.
MATCH@M:(A good working group, the attitude of the supervisor, the communication and atmosphere at work place but also the working hours and stress elimination at work place indicated a negative influence of disturbing factors which may cause stressful situations in a collective as a whole and may have an impact on the overall working comfort.===>Dobra radna grupa, stav rukovodioca, komunikacija i atmosfera na radnom mestu, ali i radno vreme i eliminacija stresa na radnom mestu predstavljaju negativni uticaj remetilačkih faktora koji mogu da izazovu stresne situacije u kolektivu kao celini, a to može da utiče na ukupno osećanje opuštenosti i udobnosti na radnom mestu.)
MATCH@E:(A good working group, the attitude of the supervisor, the communication and atmosphere at work place but also the working hours and stress elimination at work place indicated a negative influence of disturbing factors which may cause stressful situations in a collective as a whole and may have an impact on the overall working comfort.===>Dobra rad na grupa, stav rukovodioca, komunikacija i atmosfera na radnom mestu, ali i radno vreme i eliminacija stresa na radnom mestu predstavljaju negativni uticaj remetilačkih faktora koji mogu da izazovu stresne situacije u kolektivu kao celini, a to može da utiče na ukupno osećanje opuštenosti i udobnosti na radnom mestu.)
MATCH@M:(Table 4 Summary of most motivating factors for a group of THZ employees + supervisors===>Tabela 4 pregled faktora najvišeg nivoa motivacije za grupu THZ zaposlenih + rukovodioci)
MATCH@E:(Table 4 Summary of most motivating factors for a group of THZ employees + supervisors Scope of employment and its type 6.===>Tabela 4 pregled faktora najvišeg nivoa motivacije za grupu THZ zaposlenih + rukovodioci s. n. ~~~ Motivacioni faktor 1. 2. 3. 4. 5.)
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BAD_LINE_M:Table 4 Summary of most motivating factors for a group of THZ employees + supervisors
BAD_LINE_M:Tabela 4 pregled faktora najvišeg nivoa motivacije za grupu THZ zaposlenih + rukovodioci
BAD_LINE_E:Table 4 Summary of most motivating factors for a group of THZ employees + supervisors Scope of employment and its type 6.
BAD_LINE_E:Tabela 4 pregled faktora najvišeg nivoa motivacije za grupu THZ zaposlenih + rukovodioci s. n. ~~~ Motivacioni faktor 1. 2. 3. 4. 5.
MATCH@M:(Form the individual group analysis it is clear that it is possible to group all the employees in the company under consideration according to their motivational requirements by means of cluster analyses.===>Na osnovu pojedinačne analize jasno je da je primenom klaster analize moguce grupisati sve zaposlene prema motivaciji koju su odredili kao poželjnu.)
MATCH@E:(Form the individual group analysis it is clear that it is possible to group all the employees in the company under consideration according to their motivational requirements by means of cluster analyses.===>Na osnovu pojedinačne analize jasno je da je primenom klaster analize moguće grupisati sve zapos lene prema motivaciji koju su odredili kao poželjnu.)
MATCH@M:(As we could see it was not so efficient to create or develop only one motivational programme and apply it for all the employees as it was supposed.===>Kao što se vidi, to nije toliko efikasno, pošto se moglo predvideti da treba stvoriti ili razviti samo jedan program za motivisanje zaposlenih i primeniti ga na sve zaposlene u kompaniji.)
MATCH@E:(As we could see it was not so efficient to create or develop only one motivational programme and apply it for all the employees as it was supposed.===>Kao što se vidi, to nije toliko efikasno, pošto se moglo predvideti da treba stvoriti ili razviti samo jedan program za motivisanje zaposlenih i primeniti ga na sve zaposlene u kompaniji.)
MATCH@M:(On the contrary, if a company wanted to create individual motivational programmes for all its employees it would be very costly and uneconomic.===>Nasuprot tome, ako kompanija želi da razvije individualne programe za motivisanje, to bi bilo veoma skupo i neekonomično.)
MATCH@E:(On the contrary, if a company wanted to create individual motivational programmes for all its employees it would be very costly and uneconomic.===>Nasuprot tome, ako kompanija želi da razvije individualne programe za motivisanje, to bi bilo veoma skupo i neekonomično.)
MATCH@M:(That is why we recommend the implementation of the method of cluster analyses where clusters of employees sharing similar opinions about motivational factors can be created and the company can form motivational programmes for individual groups.===>Stoga predlažemo da se primeni metod klaster analize gde se mogu formirati klasteri (grupe) zaposlenih koji imaju iste stavove o motivacionim efektima, a kompanija onda može da razvija motivacione programe za pojedinačne grupe.)
MATCH@E:(That is why we recommend the implementation of the method of cluster analyses where clusters of employees sharing similar opinions about motivational factors can be created and the company can form motivational programmes for individual groups.===>Stoga predlažemo da se primeni metod klaster analize gde se mogu formirati klasteri (grupe) zaposlenih koji imaju iste stavove o motivacionim efektima, a kompanija onda može da razvija motivacione programe za pojedinačne grupe.)
MATCH@M:(If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand.===>Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.)
MATCH@E:(Stress / stress elimination at a place of work 4,63 4 Conclusion If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand.===>Stres / eliminacija stresa na random mestu Srednja vrednost 4,63 4,63 4,63 4,50 4,50 Srednja vrednost 4,47 4,47 4,47 4,40 4,33 Srednja vrednost 4,45 4,36 4,36 4,36 4,27 Srednja vrednost 4,83 4,75 4,67 4,67 4,67 Srednja vrednost 4,88 4,88 4,75 4,75 4,63 4. ~~~ Zaključak Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.)
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BAD_LINE_M:If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand.
BAD_LINE_M:Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.
BAD_LINE_E:Stress / stress elimination at a place of work 4,63 4 Conclusion If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand.
BAD_LINE_E:Stres / eliminacija stresa na random mestu Srednja vrednost 4,63 4,63 4,63 4,50 4,50 Srednja vrednost 4,47 4,47 4,47 4,40 4,33 Srednja vrednost 4,45 4,36 4,36 4,36 4,27 Srednja vrednost 4,83 4,75 4,67 4,67 4,67 Srednja vrednost 4,88 4,88 4,75 4,75 4,63 4. ~~~ Zaključak Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.
MATCH@M:(So it is necessary to work out an integral motivational programme in which the requirements of the company and its employees are put together.===>Stoga je neophodno razraditi jedan integralni motivacioni program u kojem se zahtevi kompanije i njenih zaposlenih usklađuju.)
MATCH@E:(So it is necessary to work out an integral motivational programme in which the requirements of the company and its employees are put together.===>Stoga je neophodno razraditi jedan integralni motivacioni program u kojem se zahtevi kompanije i njenih zaposlenih usklađuju.)
MATCH@M:(When the motivational programme is being created it is important to find out which and how motivational factors can influence individual employees and adapt them to the company possibilities.===>Pri izradi motivacionog programa važno je saznati koji motivacioni faktori i kako utiču na zaposlene pojedinačno i prilagoditi ih mogućnostima kompanije.)
MATCH@E:(When the motivational programme is being created it is important to find out which and how motivational factors can influence individual employees and adapt them to the company possibilities.===>Pri izradi motivacionog programa važno je saznati koji motivacioni faktori i kako utiču na zaposlene pojedinačno i prilagoditi ih mogućnostima kompanije.)
MATCH@M:(If the motivational programme in a company is worked out in this way it should encourage employees towards a higher performance, creativity, self-sacrifice, orderliness and match their value orientation with the goals of the company.===>Ako se motivacioni program u kompaniji razradi na ovaj način, on će podsticati zaposlene da budu produktivniji, kreativniji, požrtvovaniji, redovniji na poslu i da svoje vrednosti usklade sa ciljevima kompanije.)
MATCH@E:(If the motivational programme in a company is worked out in this way it should encourage employees towards a higher performance, creativity, self-sacrifice, orderliness and match their value orientation with the goals of the company.===>Ako se motivacioni program u kompaniji razradi na ovaj način, on će podsticati zaposlene da budu produktivniji, kreativniji, požrtvovaniji, redovniji na poslu i da svoje vrednosti usklade sa ciljevima kompanije.)
MATCH@M:(Every single employee works motivated by a unique set of motivational factors, reacts to someof them in a positive and to the others in a negative way, sometimes with some objections.===>Svaki zaposleni radi u skladu sa jedinstvenim skupom motivacionih faktora, na neke reaguje pozitivno, na neke negativno, nekad samo ima neke zamerke.)
MATCH@E:(Every single employee works motivated by a unique set of motivational factors, reacts to someof them in a positive and to the others in a negative way, sometimes with some objections.===>Svaki zaposleni radi u skladu sa jedinstvenim skupom motivacionih faktora, na neke reaguje pozitivno, na neke negativno, nekad samo ima neke zamerke.)
MATCH@M:(People working in a team are different.===>Ljudi koji rade u timu su drugačiji.)
MATCH@E:(People working in a team are different.===>Ljudi koji rade u timu su drugačiji.)
MATCH@M:(It is up to each company to find out what makes every member of a team give a maximum output.===>Na kompaniji je da utvrdi šta utiče na svakog čklana tima da pokaže svoj maksimum.)
MATCH@E:(It is up to each company to find out what makes every member of a team give a maximum output.===>Na kompaniji je da utvrdi šta utiče na svakog čklana tima da pokaže svoj maksimum.)
MATCH@M:(It is necessary to listen to the employees, to acknowledge and apply the motivational factors which are considered to be relevant.===>Mišljenje zaposlenih treba slušati da bi se shvatili i kasnije primenili motivacioni faktori koji se smatraju značajnim.)
MATCH@E:(It is necessary to listen to the employees, to acknowledge and apply the motivational factors which are considered to be relevant.===>Mišljenje zaposlenih treba slušati da bi se shvatili i kasnije primenili motivacioni faktori koji se smatraju značajnim.)
MATCH@M:(The aim of our analyses was to find out the requirements concerning the required and the actual motivations of employees for selected motivational factors and consequently point out an opportunity to form motivationally similarly oriented groups.===>Cilj naše analize bio je da utvrdimo zahteve koji se tiču poželjne i stvarne motivacije zaposlenih u odnosu na motivacione faktore i da na osnovu toga ukažemo na mogućnosti formiranja grupa slične orijentacije.)
MATCH@E:(The aim of our analyses was to find out the requirements concerning the required and the actual motivations of employees for selected motivational factors and consequently point out an opportunity to form motivationally similarly oriented groups.===>Cilj naše analize bio je da utvrdimo zahteve koji se tiču poželjne i stvarne motivacije zaposlenih u odnosu na motivacione faktore i da na osnovu toga ukažemo na mogućnosti formiranja grupa slične orijentacije.)
MATCH@M:(Based on the analysis of motivational factors in which we compared the required and the actually perceived levels of motivation we came to a conclusion that employees do not feel the level of motivational factors satisfactory.===>Na osnovu analize motivacionih faktora tokom koje smo poredili poželjnu i stvarno posmatranu motivaciju, zaključili smo da, kad se uzmu u obzir njihove težnje, zaposleni nisu zadovoljni nivoom motivacionih faktora.)
MATCH@E:(Based on the analysis of motivational factors in which we compared the required and the actually perceived levels of motivation we came to a conclusion that employees do not feel the level of motivational factors satisfactory.===>Na osnovu analize motivacionih faktora tokom koje smo poredili poželjnu i stvarno posmatranu motivaciju, zaključili smo da, kad se uzmu u obzir njihove težnje, zaposleni nisu zadovoljni nivoom motivacionih faktora.)
MATCH@M:(The results of the questionnaire analyses exactly say that employees consider the most important factors to be: basic pay, additional financial remuneration and also a fair assessment of an employee.===>Rezultati analize upitnika jasno ukazuju da među motivacionim faktorima zaposleni najveći značaj pridaju: osnovnoj plati, dodatnim prihodima, i pravičnoj proceni zaposlenih.)
MATCH@E:(The results of the questionnaire analyses exactly say that employees consider the most important factors to be: basic pay, additional financial remuneration and also a fair assessment of an employee.===>Rezultati analize upitnika jasno ukazuju da među motivacionim faktorima zaposleni najveći značaj pridaju: osnovnoj plati, dodatnim prihodima, i pravičnoj proceni zaposlenih.)
MATCH@M:(All these factors belong to a group of wage motivators.===>Svi ovi faktori pripadaju grupi motivacionih faktora zarade.)
MATCH@E:(All these factors belong to a group of wage motivators.===>Svi ovi faktori pripadaju grupi motivacionih faktora zarade.)
MATCH@M:(But job security and factors concerning working environment are very important, too.===>Ali, takođe su značajni i sigurnost radnog mesta i faktori koji se odnose na radno okruženje.)
MATCH@E:(But job security and factors concerning working environment are very important, too.===>Ali, takođe su značajni i sigurnost radnog mesta i faktori koji se odnose na radno okruženje.)
MATCH@M:(For these motivators we found the biggest differences between the actual and the required state, as stated by the employees.===>U vezi sa ovim faktorima naišli smo na najveće razlike između poželjnog stanja i stvarnog stanja u stavovima zaposlenih.)
MATCH@E:(For these motivators we found the biggest differences between the actual and the required state, as stated by the employees.===>U vezi sa ovim faktorima naišli smo na najveće razlike između poželjnog stanja i stvarnog stanja u stavovima zaposlenih.)
MATCH@M:(According to the results it is clear that each employee should feel that he is helpful and conducive to the company and that his work in the company has a future, perspective and that it is equally financially compensated.===>Na osnovu rezultata jasno je da svaki zaposleni treba da oseća da je potreban i značajan za kompaniju i da njegov rad u kompaniji ima budućnost, perspektivu, i da je finansijski nagrađen na zadovoljavajući način.)
MATCH@E:(According to the results it is clear that each employee should feel that he is helpful and conducive to the company and that his work in the company has a future, perspective and that it is equally financially compensated.===>Na osnovu rezultata jasno je da svaki zaposleni treba da oseća da je potreban i značajan za kompaniju i da njegov rad u kompaniji ima budućnost, perspektivu, i da je finansijski nagrađen na zadovoljavajući način.)
MATCH@M:(He should be sure that he can stay in a company for a longer time.===>On treba da bude siguran da će ostati u kompaniji duže vreme.)
MATCH@E:(He should be sure that he can stay in a company for a longer time.===>On treba da bude siguran da će ostati u kompaniji duže vreme.)
MATCH@M:(We recommend that the employees should be motivated through an opportunity to acquire a share in the profit, since this can encourage the entrepreneurial thinking and lead the employees to initiative to fight against unthrift but also to increase the profit and the earning capacity of the company.===>Predlažemo da se zaposleni motivišu tako što će im se pružiti prilika da učestvuju u podeli profita, pošto se time podstiče preduzetnički način razmišljanja, a zaposleni se podstiču da se bore da povećaju profit i sposobnost kompanije da zaradi.)
MATCH@E:(We recommend that the employees should be motivated through an opportunity to acquire a share in the profit, since this can encourage the entrepreneurial thinking and lead the employ ees to initiative to fight against unthrift but also to increase the profit and the earning capacity of the company.===>Predlažemo da se zaposleni motivišu tako što će im se pružiti prilika da učestvuju u podeli profita, pošto se time podstiče preduzetnički način razmišljanja, a zaposleni se podstiču da se bore da povećaju profit i sposobnost kompanije da zaradi.)
MATCH@M:(The employees participation in the profit makes them feel that the results are distributed in a fair way and that they are sharede because they see that the company profit does not belong only to the company owners but that a part of it is divided among the employees.===>Učešće zaposlenih u podeli profita stvara u njima osećanje da su rezultati rada pravedno podeljeni, i da profit kompanije ne pripada samo vlasnicima kompanije , već da deo profita dele i oni.)
MATCH@E:(The employees participation in the profit makes them feel that the results are distributed in a fair way and that they are sharede because they see that the company profit does not belong only to the company owners but that a part of it is divided among the employees.===>Učešće zaposlenih u podeli profita stvara u njima osećanje da su rezultati rada pravedno podeljeni, i da profit kompanije ne pripada samo vlasnicima kompanije , već da deo profita dele i oni.)
MATCH@M:(By means of our survey we found out that not all the employees have the same needs and that not for all of them the above mentioned motivational factors are important.===>Ovim istraživanjem zaključili smo da svi zaposleni nemaju iste potrebe i da ovi motivacioni faktori nisu jednako značajni za svakog od njih.)
MATCH@E:(By means of our survey we found out that not all the employees have the same needs and that not for all of them the above mentioned motivational factors are important.===>Ovim istraživanjem zaključili smo da svi zaposleni nemaju iste potrebe i da ovi motivacioni faktori nisu jednako značajni za svakog od njih.)
MATCH@M:(It resulted from the analyses that other motivators are also relevant for the employees: the atmosphere and communication at work place, a good working group, the attitude of a supervisor, the stress elimination work place, actually, the motivational factors concerning the working environment.===>Iz analize proizilazi da su i drugi motivatori značajni za zaposlene: atmosfera i komunikacija na radnom mestu, dobra radna grupa, stav rukovodioca, eliminacija stresa na radnom mestu, ukratko, motivacioni faktori koji se odnose na radno okruženje.)
MATCH@E:(It resulted from the analyses that other motivators are also relevant for the employees: the atmosphere and communication at work place, a good working group, the attitude of a supervisor, the stress elimination work place, actually, the motivational factors concerning the working environment.===>Iz analize proizilazi da su i drugi motivatori značajni za zaposlene: atmosfera i komunikacija na radnom mestu, dobra radna grupa, stav rukovodioca, eliminacija stresa na radnom mestu, ukratko, motivacioni faktori koji se odnose na radno okruženje.)
MATCH@M:(For the time being, the company does not pay enough attention to the last mentioned factors.===>U ovom trenutku kompanija ne vodi mnogo računa o ovim poslednjim faktorima.)
MATCH@E:(For the time being, the company does not pay enough attention to the last mentioned factors.===>U ovom trenutku kompanija ne vodi mnogo računa o ovim poslednjim faktorima.)
MATCH@M:(The company management should approach employees in a different way, continuously analyzing the individual motivational factors through a statistic method and create different motivational programmes for them.===>Uprava kompanije bi trebalo da priđe zaposlenima na drugačiji način, da neprestano analizira pojedinačne motivacione faktore primenom statističkog metoda i stvara različite motivacione programe za zaposlene.)
MATCH@E:(The company management should approach employees in a different way, continuously analyzing the individual motivational factors through a statistic method and create different motivational programmes for them.===>Uprava kompanije bi trebalo da priđe zaposlenima na drugačiji način, da neprestano analizira pojedinačne motivacione faktore primenom statističkog metoda i stvara različite motivacione programe za zaposlene.)
MATCH@M:(Leadership is a complex and ambiguous concept based on a new paradigm of management, which includes the processes of identifying the purpose and the direction of an organization, varied management impacts; of achieving goals.===>Liderstvo je složen i višeznačan koncept utemeljen na novoj paradigmi rukovođenja, koja obuhvata procese uspostavljanja svrhe i smera organizacije, različite upravljačke uticaje, ostvarivanje ciljeva.)
MATCH@E:(Leadership is a complex and ambiguous concept based on a new paradigm of management, which includes the processes of identifying the purpose and the direction of an organization, varied management impacts; of achieving goals.===>Liderstvo je složen i višeznačan koncept utemeljen na novoj paradigmi rukovođenja, koja obuhvata procese uspostavljanja svrhe i smera organizacije, različite upravljačke uticaje, ostvarivanje ciljeva.)
MATCH@M:(In our practice the leader has not yet got his distinct position; he is generally equaled to the director, the manager or the political leader.===>Lider u našoj praksi još uvek nije dobio pravo značenje; najčešće se izjednačava sa direktorom, rukovodiocem ili političkim prvakom.)
MATCH@E:(In our practice the leader has not yet got his distinct position; he is generally equalled to the director, the manager or the political leader.===>Lider u našoj praksi još uvek nije dobio pravo značenje; najčešće se izjednačava sa direktorom, rukovodiocem ili političkim prvakom.)
MATCH@M:(Whereas our directors and managers, mainly the leading public officials, protectors of laws and other legal norms, are focused upon their superiors, the leaders are predominantly focused upon their followers-collaborators.===>I dok su naši direktori i rukovodioci pretežno državni vodeći činovnici, zaštitnici zakona i drugih pravnih normi usredsređeni na nadređene, dotle su lideri pretežno usredređeni na sledbenike-saradnike.)
MATCH@E:(Whereas our directors and managers, mainly the leading public officials, protectors of laws and other legal norms, are focused upon their superiors, the leaders are predominantly focused upon their followers-collaborators.===>I dok su naši direktori i rukovodioci pretežno državni vodeći činovnici, zaštitnici zakona i drugih pravnih normi usredsređeni na nadređene, dotle su lideri pretežno usredređeni na sledbenike-saradnike.)
MATCH@M:(Leaders are councellors rather than executive authorities, they deal with the unknown and the uncertain transforming them into the known and the clear.===>Lideri su pre savetnici, nego nalogodavci podređenima, nose se s nepoznatim i neizvesnim, te ih pretvaraju u poznato i jasno.)
MATCH@E:(Leaders are councellors rather than executive authorities, they deal with the unknown and the uncertain transforming them into the known and the clear.===>Lideri su pre savetnici, nego nalogodavci podređenima, nose se s nepoznatim i neizvesnim, te ih pretvaraju u poznato i jasno.)
MATCH@M:(The new age warns that the times of leading the subordinated are far behind us, that a new type of manager emerges, the one that uses his knowledge, courage, cleverness, visionary and missionary qualities act ex aequo et bono (according to what is just, what is good), thus enabling his company to perform above the average.===>Novo doba upozorava da je prošlo vreme autoritarnog vođenja podređenih, da se javlja novi tip rukovodioca, koji svojim znanjem, hrabrošću, lucidnošću, vizionarstvom i misionarstvom deluje ex aequo et bono (po onome što je pravo, što je dobro), podižući tako svoje firme iznad proseka.)
MATCH@E:(The new age warns that the times of leading the subordinated are far behind us, that a new type of manager emerges, the one that uses his knowledge, courage, cleverness, visionary and missionary qualities act ex aequo et bono (according to what is just, what is good), thus enabling his company to perform above the average.===>Novo doba upozorava da je prošlo vreme autoritarnog vođenja podređenih, da se javlja novi tip rukovodioca, koji svojim znanjem, hrabrošću, lucidnošću, vizionarstvom i misionarstvom deluje ex aequo et bono (po onome što je pravo, što je dobro), podižući tako svoje firme iznad proseka.)
MATCH@M:(Dr Leposava Grubić-Nešić, the author of a recently published, intriguing book Knowing How to be a tions make the basis of a successful organizational innovativeness, crucial for the organization's survival on the market.===>Temeljna je teza dr Leposave Grubić-Nešić, autorke upravo objavljenje, provokativne knjige Znati biti lider, da liderstvo i težnja ka liderstvu čini osnovu uspešne inovativnosti organizacije, presudne za njenu održivost na tržištu.)
MATCH@E:(Dr Leposava Grubić-Nešić, the author of a recently published, intriguing book Knowing How to be a Leader, maintains that leadership and leadership aspira tions make the basis of a successful organizational innovativeness, crucial for the organizations survival on the market.===>Temeljna je teza dr Leposave Grubić-Nešić, autorke upravo objavljenje, provokativne knjige Znati biti lider, da liderstvo i težnja ka liderstvu čini osnovu uspešne inovativnosti organizacije, presudne za njenu održivost na tržištu.)
MATCH@M:(Therefore the leader has to adapt his /her behaviour to changes, to a new way of (systemic) reasoning, so in this sense his role is the one of a constructor, a manager and a teacher.===>Zato lider svoje delovanje mora usaglašavati sa promenama, novim načinom (sistemskog) razmišljanja, pa u tom smislu on ima ulogu konstruktora, upravljača i učitelja.)
MATCH@E:(Therefore the leader has to adapt his /her behaviour to changes, to a new way of (systemic) reasoning, so in this sense his role is the one of a constructor, a manager and a teacher.===>Zato lider svoje delovanje mora usaglašavati sa promenama, novim načinom (sistemskog) razmišljanja, pa u tom smislu on ima ulogu konstruktora, upravljača i učitelja.)
MATCH@M:(The leader is a designer of the business processes, of organizational culture, and of the business climate in the organization, Dr Grubic-Nesic claims.===>Lider je dizajner poslovnih procesa, navodi dr Grubić-Nešić, organizacione kulture i poslovne klime u organizaciji.)
MATCH@E:(The leader is a designer of the business processes, of organizational culture, and of the business climate in the organization, Dr Grubić-Nešić claims.===>Lider je dizajner poslovnih procesa, navodi dr Grubić-Nešić, organizacione kulture i poslovne klime u organizaciji.)
MATCH@M:(He is also a mentor, guiding his collaborators in the direction desired, but also a protector of his followers against external environment.===>On je i mentor, koji usmerava saradnike u željenom pravcu, ali je i zaštitnik svojih sledbenika od spoljašnjeg okruženja.)
MATCH@E:(He is also a mentor, guiding his collaborators in the direction desired, but also a protector of his followers against external environment.===>On je i mentor, koji usmerava saradnike u željenom pravcu, ali je i zaštitnik svojih sledbenika od spoljašnjeg okruženja.)
MATCH@M:(Leader - manager.===>Lider - menadžer.)
MATCH@E:(Leader manager.===>Lider menadžer.)
MATCH@M:(Therefore the author, although strictly focusing upon the interpretation of the idea of leadership, implies a broader context of this issue - the concept of entrepreneurial leadership, nowadays crucial in revitalizing the staggering economy.===>Stoga autorka, iako striktno orijentisana na tumačenje ideje liderstva, implicira i širi kontekst ovog pitanja - koncept preduzetničkog liderstva, danas posebno važnog za oživljavanje poljuljane privrede.)
MATCH@E:(Therefore the author, although strictly focusing upon the interpretation of the idea of leadership, implies a broader context of this issue the concept of entrepreneurial leadership, nowadays crucial in revitalizing the staggering economy.===>Stoga autorka, iako striktno orijentisana na tumačenje ideje liderstva, implicira i širi kontekst ovog pitanja koncept preduzetničkog liderstva, danas posebno važnog za oživljavanje poljuljane privrede.)
MATCH@M:(If the manager has leadership potentials and personal authority, he will be able to motivate people towards creative changes; he will be ready to take on the risk of such changes himself.===>Menadžer, ukoliko ima i liderskih potencijala i ličnog autoriteta može da animira ljude za kreativne promene, spreman je i sam da preuzme rizike tih promena.)
MATCH@E:(If the manager has leadership potentials and personal authority, he will be able to motivate people towards creative changes; he will be ready to take on the risk of such changes himself.===>Menadžer, ukoliko ima i liderskih potencijala i ličnog autoriteta može da animira ljude za kreativne promene, spreman je i sam da preuzme rizike tih promena.)
MATCH@M:(The leader must primarily be a manager, says Dr Grubic-Nesic; he must be familiar with all the functions of management, therefore it is "absurd to favor either the manager or the leader".===>Lider mora prvo biti menadžer, kaže dr Grubić-Nešić; on mora poznavati sve funkcije menadžmenta, pa je zato "nerealistično favorizovati bilo menadžera, bilo lidera".)
MATCH@E:(The leader must primarily be a manager, says Dr Grubić-Nešić; he must be familiar with all the functions of management, therefore it is absurd to favor either the manager or the leader.===>Lider mora prvo biti menadžer, kaže dr GrubićNešić; on mora poznavati sve funkcije menadžmenta, pa je zato nerealistično favorizovati bilo menadžera, bilo lidera.)
MATCH@M:(Although the functions of the leader and the manager are complementary, the author does not forget to mention the attitudes according to which these roles are different, based on the premise that the manager is the "mind", and the leader is the "soul" of the organization.===>Iako su funkcije lidera i menadžera komplementarne, autorka ukazuje i na stanovišta koja još uvek potenciraju različitosti u karakteristikama ovih uloga, bazirana na premisi o menadžeru kao "umu" i lideru kao "duši" organizacije.)
MATCH@E:(Although the functions of the leader and the manager are complementary, the author does not forget to mention the attitudes according to which these roles are different, based on the premise that the manager is the mind, and the leader is the soul of the organization.===>Iako su funkcije lidera i menadžera komplementarne, autorka ukazuje i na stanovišta koja još uvek potenciraju različitosti u karakteristikama ovih uloga, bazirana na premisi o menadžeru kao umu i lideru kao duši organizacije.)
MATCH@M:(Thus, for example, according to the Benis' list of specific qualities of the manager and the leader, the manager is oriented to administration and acting according to orders and procedures, whereas the leader is focused upon people and innovations.===>Tako, na primer, prema Benisovoj listi specifičnih odlika menadžera i lidera, menadžer je više okrenut administriranju i delovanju prema uputstvima i procedurama, dok je lider orijentisan na ljude i inovacije.)
MATCH@E:(Thus, for example, according to the Benis list of specific qualities of the manager and the leader, the manager is oriented to administration and acting according to orders and procedures, whereas the leader is focused upon people and innovations.===>Tako, na primer, prema Benisovoj listi specifičnih odlika menadžera i lidera, menadžer je više okrenut administriranju i delovanju prema uputstvima i procedurama, dok je lider orijentisan na ljude i inovacije.)
MATCH@M:(The manager copies, maintains and counts on control, while the leader develops and advocates trust.===>Menadžer kopira, održava i računa na kontrolu, a lider razvija i podržava poverenje.)
MATCH@E:(The manager copies, maintains and counts on control, while the leader develops and advocates trust.===>Menadžer kopira, održava i računa na kontrolu, a lider razvija i podržava poverenje.)
MATCH@M:(Furthermore, the manager is oriented towatds control and short-term goals, while the leader favours creativity and follows long-term paths.===>Nadalje, menadžer je orijentisan na kontrolu i kratkoročne ciljeve, dok lider neguje kreativnost i orijentisan je na dugoročne staze.)
MATCH@E:(Furthermore, the manager is oriented towatds control and short-term goals, while the leader favours creativity and follows long-term paths.===>Nadalje, menadžer je orijentisan na kontrolu i kratkoročne ciljeve, dok lider neguje kreativnost i orijentisan je na dugoročne staze.)
MATCH@M:(The former supports the actual, ststus quo situation, the latter is a creator, "looking beyond the horizon".===>Prvi podržava postojeće, satus quo stanje, drugi je kreator, "očima uprt u horizont".)
MATCH@E:(The former supports the actual, ststus quo situation, the latter is a creator, looking beyond the horizon.===>Prvi podržava postojeće, satus quo stanje, drugi je kreator, očima uprt u horizont.)
MATCH@M:(Professional and organizational skills of the leader.===>Profesionalno i organizacijsko umeće lidera.)
MATCH@E:(Professional and organizational skills of the leader.===>Profesionalno i organizacijsko umeće lidera.)
MATCH@M:(Leadership requires two types of skills, dr Grubic-Nesic states, and these are professional skill and organizational skill.===>Za liderstvo su potrebne dve vrste umeća, navodi dr Grubić-Nešić, a to su profesionalno i organizacijsko.)
MATCH@E:(Leadership requires two types of skills, dr Grubić-Nešić states, and these are professional skill and organizational skill.===>Za liderstvo su potrebne dve vrste umeća, navodi dr GrubićNešić, a to su profesionalno i organizacijsko.)
MATCH@M:(Therefore this demanding function requires that the leader command enormous work energy, be highly intelligent, sociable and open-minded, honest, self-confident, with personal integrity and a desire to be a leader.===>Stoga ova zahtevna funkcija iziskuje veliku radnu energiju lidera, visoku inteligenciju i poslovno znanje, društvenost i otvorenost, poštenje i lični integritet, samopouzdanje, kao i želju za vodstvom.)
MATCH@E:(Therefore this demanding function requires that the leader command enormous work energy, be highly intelligent, sociable and open-minded, honest, self-confident, with personal integrity and a desire to be a leader.===>Stoga ova zahtevna funkcija iziskuje veliku radnu energiju lidera, visoku inteligenciju i poslovno znanje, društvenost i otvorenost, poštenje i lični integritet, samopouzdanje, kao i želju za vođstvom.)
MATCH@M:(The author also stresses the component of emotional intelligence (EQ) since the leader primarily "activates the emotions of his followers-collaborators and guides them in a certain direction".===>Autorka potencira i komponentu emocionalne inteligencije (EQ), budući da lider, pre svega, "pokreće emocije svojih saradnika-sledbenika i usmerava ih u odredenom pravcu".)
MATCH@E:(The author also stresses the component of emotional intelligence (EQ) since the leader primarily activates the emotions of his followers-collaborators and guides them in a certain direction.===>Autorka potencira i komponentu emocionalne inteligencije (EQ), budući da lider, pre svega, pokreće emocije svojih saradnika-sledbenika i usmerava ih u određenom pravcu.)
MATCH@M:(The quoted qualities are also mentioned by H. Friedman, who relates them to the characteristics of a charismatic (he says: present) personality: the leader's traits are basic self-confidence and the ability to project himself upon the others (Friedman's research into the secrets of charismatic management - B. R. Nj.).===>Navedene osobine spominje i H. Fridman i vezuje ih s karakteristikama harizmatske (kaže: prisutne) ličnosti: da poseduje bazično samopouzdanje i sposobnost da se projektuje drugima (Fridmanova istraživanja tajni harizmatskog upravljanja - B. R. Nj.).)
MATCH@E:(The quoted qualities are also mentioned by H. Friedman, who relates them to the characteristics of a charismatic (he says: present) personality: the leaders traits are basic self-confidence and the ability to project himself upon the others (Friedmans research into the secrets of charismatic management B. R. Nj.).===>Navedene osobine spominje i H. Fridman i vezuje ih s karakteristikama harizmatske (kaže: prisutne) ličnosti: da poseduje bazično samopouzdanje i sposobnost da se projektuje drugima (Fridmanova istraživanja tajni harizmatskog upravljanja B. R. Nj.).)
MATCH@M:(Leadership theories.===>Teorije liderstva.)
MATCH@E:(Leadership theories.===>Teorije liderstva.)
MATCH@M:(In her presentation of modern leadership theories Professor Grubic-Nesic first highlights two dominant orientations, opposing each other in their approach to referent qualities of a leader.===>Predstavljajući savremene teorije liderstva, profesorka Grubić-Nešić prethodno skreće pažnju na dve dominantne orijentacije, suprotstavljene u pristupu referentnim osobinama lidera.)
MATCH@E:(In her presentation of modern leadership theories Professor Grubić-Nešić first highlights two dominant orientations, opposing each other in their approach to referent qualities of a leader.===>Predstavljajući savremene teorije liderstva, profesorka Grubić-Nešić prethodno skreće pažnju na dve dominantne orijentacije, suprotstavljene u pristupu referentnim osobinama lidera.)
MATCH@M:(According to one, the research into the leader traits should be focused to the personality traits and characteristics by which the leader differs from the rest, whereas the other approach is based on observing the leader's behaviour, the one that makes him a leader.===>Prema prvoj, istraživanje karakteristika lidera treba fokusirati na osobine i karakteristike ličnosti kojima se lider razlikuje u odnosu na ostale, dok se drugi pristup bazira na opserviranju ponašanja lidera, koja ga i čine liderom.)
MATCH@E:(According to one, the research into the leader traits should be focused to the personality traits and characteristics by which the leader differs from the rest, whereas the other approach is based on observing the leaders behaviour, the one that makes him a leader.===>Prema prvoj, istraživanje karakteristika lidera treba fokusirati na osobine i karakteristike ličnosti kojima se lider razlikuje u odnosu na ostale, dok se drugi pristup bazira na opserviranju ponašanja lidera, koja ga i čine liderom.)
MATCH@M:(Regardless of these conceptual differences, the majority of authors is of opinion that leaders can be classified (ideally-typi-cally) into the groups of authoritative, transformational and charismatic leaders.===>I pored ovih, konceptualnih razlika, većina autora deli mišljenje da je lidere moguće klasifikovati (idealno-tipski) u grupe autoritarnih, transformacionih i harizmatičkih.)
MATCH@E:(Regardless of these conceptual differences, the majority of authors is of opinion that leaders can be classified (ideally-typically) into the groups of authoritative, transformational and charismatic leaders.===>I pored ovih, konceptualnih razlika, većina autora deli mišljenje da je lidere moguće klasifikovati (idealno-tipski) u grupe autoritarnih, transformacionih i harizmatičkih.)
MATCH@M:(The innitial academic dilemma in the study of the leadership phenomenon (traits or behaviour) is resolved by a compromise, a concept of the two-dimensional nature of the leader - oriented towards the task and oriented towards the employees.===>Početna teorijska dilema u izučavanju fenomena liderstva (osobine ili ponašanje) kompromisno se razrešava konceptom o dvodimenzionalnoj prirodi lidera - orijentisanoj na zadatak i orijentisanoj na zaposlene.)
MATCH@E:(The innitial academic dilemma in the study of the lead ership phenomenon (traits or behaviour) is resolved by a compromise, a concept of the two-dimensional nature of the leader oriented towards the task and oriented towards the employees.===>Početna teorijska dilema u izučavanju fenomena lider stva (osobine ili ponašanje) kompromisno se razrešava konceptom o dvodimenzionalnoj prirodi lidera orijentisanoj na zadatak i orijentisanoj na zaposlene.)
MATCH@M:(It is on this premise, the author says, that the thoreticians Blake and Mouton developed a managerial network of the forms of management behaviour identification, that is, four types of leadership behaviour.===>Na toj premisi su, navodi autorka, teoretičari Blejk i Mauton razvili menadžersku mrežu identifikacije oblika ponašanja menadžmenta, odnosno četiri stila liderskog ponašanja.)
MATCH@E:(It is on this premise, the author says, that the thoreticians Blake and Mouton developed a managerial network of the forms of management behaviour identification, that is, four types of leadership behaviour.===>Na toj premisi su, navodi autorka, teoretičari Blejk i Mauton razvili menadžersku mrežu identifikacije oblika ponašanja menadžmenta, odnosno četiri stila liderskog ponašanja.)
MATCH@M:(The first type includes leaders oriented towards the structure, strategy, environment, implementation, experimenting and adaptation (leader as a "social architect that analyses and designs").===>Prvom stilu pripadaju lideri orijentisani na strukturu, strategiju, okruženje, implementaciju, eksperimentisanje i adaptaciju (lider kao "društveni arhitekta koji analizira i dizajnira").)
MATCH@E:(The first type includes leaders oriented towards the structure, strategy, environment, implementation, experimenting and adaptation (leader as a social architect that analyses and designs).===>Prvom stilu pripadaju lideri orijentisani na strukturu, strategiju, okruženje, implementaciju, eksperimentisanje i adaptaciju (lider kao društveni arhitekta koji analizira i dizajnira).)
MATCH@M:(The second type includes the leaders oriented towards human resources, the third type are the politically oriented leaders, while the fourth type includes leaders - visionaries.===>Drugi tip čine lideri orijentisani na ljudske resurse, treći su politički orijentisani lideri, dok u četvrtu grupu spadaju lideri - vizionari.)
MATCH@E:(The second type includes the leaders oriented towards human resources, the third type are the politically oriented leaders, while the fourth type includes leaders visionaries.===>Drugi tip čine lideri orijentisani na ljudske resurse, treći su politički orijentisani lideri, dok u četvrtu grupu spadaju lideri vizionari.)
MATCH@M:(The author proceedes to give a review and interpretation of relevant leadership theories.===>Autorka, nadalje, daje pregled i interpretaciju relevantnih teorija liderstva.)
MATCH@E:(The author proceedes to give a review and interpretation of relevant leadership theories.===>Autorka, nadalje, daje pregled i interpretaciju relevantnih teorija liderstva.)
MATCH@M:(This section of the book is, in the author's opinion, its central part, and calls for closer attention due to its importance and informative quality.===>Ovaj deo knjige je, po intenciji pisca središnji, a zbog svoje značajnosti i informativnosti zaslužuje i nešto veću pažnju.)
MATCH@E:(This section of the book is, in the authors opinion, its central part, and calls for closer attention due to its importance and informative quality.===>Ovaj deo knjige je, po intenciji pisca središnji, a zbog svoje značajnosti i informativnosti zaslužuje i nešto veću pažnju.)
MATCH@M:(According to the contingency theory, the leader's success not only depends only on his management style (no successful style has proven universally efficient), but also on the specific conditions or a situation he is faced with.===>Prema teoriji kontingencije, uspeh lidera ne zavisi samo od njegovog stila rukovođenja (pokazalo se da ni jedan uspešan stil nije bio efikasan u svim situacijama), već i od specifičnih uslova ili situacije s kojom se suočava.)
MATCH@E:(According to the contingency theory, the leaders success not only depends only on his management style (no successful style has proven universally efficient), but also on the specific conditions or a situation he is faced with.===>Prema teoriji kontingencije, uspeh lidera ne zavisi samo od njegovog stila rukovođenja (pokazalo se da ni jedan uspešan stil nije bio efikasan u svim situacijama), već i od specifičnih uslova ili situacije s kojom se suočava.)
MATCH@M:(The contingency approach to leadership is operationalized in the Fiedler's model of "three leadership situations", analysed through the realtionships: leader - member, task structure, power on the basis of position.===>Kontigentni pristup liderstvu operacionalizovan je u Fidlerom modelu "tri liderske situacije", analizirane kroz odnose: lider - član, struktura zadatka, moć na osnovu položaja.)
MATCH@E:(The contingency approach to leadership is operationalized in the Fiedlers model of three leadership situations, analysed through the realtionships: leader member, task structure, power on the basis of position.===>Kontigentni pristup liderstvu operacionalizovan je u Fidlerom modelu tri liderske situacije, analizirane kroz odnose: lider član, struktura zadatka, moć na osnovu položaja.)
MATCH@M:(The normative decision-making theory (Vroom, Yaton) studies the procedure of decision making as a key determinant of leader's efficiency.===>Teorija normativnog odlučivanja (Vrum, Jeton) istražuje postupak donošenja odluka kao ključnu determinantu efikasnosti lidera.)
MATCH@E:(The normative decision-making theory (Vroom, Yaton) studies the procedure of decision making as a key determinant of leaders efficiency.===>Teorija normativnog odlučivanja (Vrum, Jeton) istražuje postupak donošenja odluka kao ključnu determinantu efikasnosti lidera.)
MATCH@M:(According to this model, the leadership decision-making styles may be authoritative, consultative and participant, depending on whether the leaders solve the problems autonomously, or make decision using available information; whether they include employees in data gathering, whether they talk to their subordinates on the problems individually or in groups, whether they make decisions jointly.===>Prema ovom modelu, liderski stilovi odlučivanja mogu biti autoritarni, konsultatski i participativni s obzirom na to da li lideri sami rešavaju probleme ili donose odluke koristeći dostupne informacije, koliko uključuju zaposlene u pribavljane informacija, razgovaraju li s podređenima o problemima individualno ili grupno, donose li odluke zajednički.)
MATCH@E:(According to this model, the leadership decision-making styles may be authoritative, consultative and participant, depending on whether the leaders solve the problems autonomously, or make decision using available information; whether they include employees in data gathering, whether they talk to their subordinates on the problems individually or in groups, whether they make decisions jointly.===>Prema ovom modelu, liderski stilovi odlučivanja mogu biti autoritarni, konsultatski i participativni s obzirom na to da li lideri sami rešavaju probleme ili donose odluke koristeći dostupne informacije, koliko uključuju zaposlene u pribavljane informacija, razgovaraju li s podređenima o problemima individualno ili grupno, donose li odluke zajednički.)
MATCH@M:(The transformational leadership concept (Baas) promotes the idea of energetic leaders of distinctive personal vision, continually interacting with their followers, motivating and activating them towards a higher level of needs.===>Koncept transformacionog liderstva (Bas) promoviše ideju energičnih lidera izražene lične vizije, koji su u trajnoj interakciji sa sledbenicima, motivišu i aktiviraju za viši nivo potreba.)
MATCH@E:(The transformational leadership concept (Baas) promotes the idea of energetic leaders of distinctive personal vision, continually interacting with their followers, motivating and activating them towards a higher level of needs.===>Koncept transformacionog liderstva (Bas) promoviše ideju energičnih lidera izražene lične vizije, koji su u trajnoj interakciji sa sledbenicima, motivišu i aktiviraju za viši nivo potreba.)
MATCH@M:(In this work they use specific methods such as idealized situations, inspiring motivations, intellectual stimulations and individualized concerns.===>Pri tome koriste specifične metode kao što su idealizovane situacije, inspirativne motivacije, intelektualne stimulacije i individualizovane obzirnosti.)
MATCH@E:(In this work they use specific methods such as idealized situations, inspiring motivations, intellectual stimulations and individualized concerns.===>Pri tome koriste specifične metode kao što su idealizovane situacije, inspirativne motivacije, intelektualne stimulacije i individualizovane obzirnosti.)
MATCH@M:(L. Grubic-Nesic continues to explain the House's concept of the charismatic leader of great referent powers, self-confident and dominant, firmly confident of the ethicity of his own beliefs.===>U nastavku, L. Grubić-Nešić skreće pažnju i na Hausov koncept harizmatskog lidera velikih referentnih moći, samopouzdanog i dominantnog, čvrsto uverenog u moralnost ličnih uverenja.)
MATCH@E:(L. Grubić-Nešić continues to explain the Houses concept of the charismatic leader of great referent powers, self-confident and dominant, firmly confident of the ethicity of his own beliefs.===>U nastavku, L. Grubić-Nešić skreće pažnju i na Hausov koncept harizmatskog lidera velikih referentnih moći, samopouzdanog i dominantnog, čvrsto uverenog u moralnost ličnih uverenja.)
MATCH@M:(She also explains the hypotheses of the substitution for leadership theory, according to which there are situations in which the leaders are redundant if the subordinates have mastered an extremely high level of knowledge and committment to the task, if jobs are elaborated in detail and are performed in a routine way, or in case the applied technology defines the conduct of an indiviudal to the utmost.===>Objašnjene su, takođe, i postavke teorije supstitucije za liderstvo, prema kojoj postoje situacije gde su lideri suvišni ukoliko podređeni poseduju izuzetan nivo znanja i predanosti zadatku, poslovi su razrađeni i obavljaju se rutinski ili u slučaju kada primenjena tehnologija do krajnosti određuje ponašanje pojedinca.)
MATCH@E:(She also explains the hypotheses of the substitution for leadership theory, according to which there are situations in which the leaders are redundant if the subordinates have mastered an extremely high level of knowledge and committment to the task, if jobs are elaborated in detail and are performed in a routine way, or in case the applied technology defines the conduct of an indiviudal to the utmost.===>Objašnjene su, takođe, i postavke teorije supstitucije za liderstvo, prema kojoj postoje situacije gde su lideri suvišni ukoliko podređeni poseduju izuzetan nivo znanja i predanosti zadatku, poslovi su razrađeni i obavljaju se rutinski ili u slučaju kada primenjena tehnologija do krajnosti određuje ponašanje pojedinca.)
MATCH@M:(Leadership and eticity.===>Liderstvo i etičnost.)
MATCH@E:(Leadership and eticity.===>Liderstvo i etičnost.)
MATCH@M:(The leadership issue is by no means fully covered by the so far presented considerations.===>Ovim konstatacijama se tematika liderstva nipošto ne iscrpljuje.)
MATCH@E:(The leadership issue is by no means fully covered by the so far presented considerations.===>Ovim konstatacijama se tematika liderstva nipošto ne iscrpljuje.)
MATCH@M:(The author further brings up an important issue of the leader's role in promoting the ethical dimension of business activities.===>Autorka otvara i značajno pitanje uloge lidera u promovisanju etičke dimenzije poslovanja.)
MATCH@E:(The author further brings up an important issue of the leaders role in promoting the ethical dimension of business activities.===>Autorka otvara i značajno pitanje uloge lidera u promovisanju etičke dimenzije poslovanja.)
MATCH@M:(The more so because management in a laissez-faire athmosphere requires a high level of business ethics.===>Tim više, što rukovođenje u laissez-faire atmosferi zahteva i visok stepen poslovne etičnosti.)
MATCH@E:(The more so because management in a laissez-faire athmosphere requires a high level of business ethics.===>Tim više, što rukovođenje u laissez-faire atmosferi zahteva i visok stepen poslovne etičnosti.)
MATCH@M:(In interpreting this dimension of business activities, professor Grubic-Nesic highlights two principles of ethical conduct.===>Tumačeći ovu dimenziju poslovanja, profesorka Grubić-Nešić naglašava dva principa etičkog delanja.)
MATCH@E:(In interpreting this dimension of business activities, professor Grubić-Nešić highlights two principles of ethical conduct.===>Tumačeći ovu dimenziju poslovanja, profesorka Grubić-Nešić naglašava dva principa etičkog delanja.)
MATCH@M:(The first is the ethical determinism, which clearly distinguishes the ethical from the non-ethical leadership, via the criteria of leaders' motives, the tactics of influence they use and the way in which the leaders' character is formed.===>Prvi je etički determinizam, kojim se ukazuje na jasnu distinkciju između etičkog i neetičkog liderstva, kroz kriterij ume motiva lidera, taktika uticaja koje koriste i načina formiranje karaktera lidera.)
MATCH@E:(The first is the ethical determinism, which clearly distinguishes the ethical from the non-ethical leadership, via the criteria of leaders motives, the tactics of influence they use and the way in which the leaders character is formed.===>Prvi je etički determinizam, kojim se ukazuje na jasnu distinkciju između etičkog i neetičkog liderstva, kroz kriterijume motiva lidera, taktika uticaja koje koriste i načina formiranje karaktera lidera.)
MATCH@M:(The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical.===>Drugi, (sporni) princip etičkog ponašanja, zasniva se na doktrini etičkog relativizma, formulisanog kroz stanovište da ni jedan oblik liderstva nije moguće okarakterisati kao neetički.)
MATCH@E:(The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical.
BAD_LINE_M:Drugi, (sporni) princip etičkog ponašanja, zasniva se na doktrini etičkog relativizma, formulisanog kroz stanovište da ni jedan oblik liderstva nije moguće okarakterisati kao neetički.
BAD_LINE_E:The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical.
BAD_LINE_E:
MATCH@M:(Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the "language" and certain "serious" functions such as the leadership is, which are priviledged and male by stereotype.===>Pred sam kraj, postavlja se i pitanje šta biva kada žena, obrazovana i angažovana, savlada "jezik" neke "ozbiljne" funkcije kao što je liderska, privilegovano i stereotipno muške.)
MATCH@E:(Women leaders. ~~~ Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the language and certain serious functions such as the leadership is, which are priviledged and male by stereotype.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the "language" and certain "serious" functions such as the leadership is, which are priviledged and male by stereotype.
BAD_LINE_M:Pred sam kraj, postavlja se i pitanje šta biva kada žena, obrazovana i angažovana, savlada "jezik" neke "ozbiljne" funkcije kao što je liderska, privilegovano i stereotipno muške.
BAD_LINE_E:Women leaders. ~~~ Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the language and certain serious functions such as the leadership is, which are priviledged and male by stereotype.
BAD_LINE_E:
MATCH@M:(In the analysis of the chapter titled Women Leaders, professor Grubic-Nesic appears to ask this question herself, situating the issue into the context of the gender principle.===>Analizirajući poglavlje pod naslovom Liderke, stiče se utisak da profesorka Grubić-Nešić i sama postavlja ovo pitanje, situirajući temu u kontekst principa rodnosti.)
MATCH@E:(In the analysis of the chapter titled Women Leaders, professor Grubić-Nešić appears to ask this question herself, situating the issue into the context of the gender principle.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In the analysis of the chapter titled Women Leaders, professor Grubic-Nesic appears to ask this question herself, situating the issue into the context of the gender principle.
BAD_LINE_M:Analizirajući poglavlje pod naslovom Liderke, stiče se utisak da profesorka Grubić-Nešić i sama postavlja ovo pitanje, situirajući temu u kontekst principa rodnosti.
BAD_LINE_E:In the analysis of the chapter titled Women Leaders, professor Grubić-Nešić appears to ask this question herself, situating the issue into the context of the gender principle.
BAD_LINE_E:
MATCH@M:(Such a behaviour is conditioned, among other things, by the differences between the genders, important for the work atmosphere.===>Ovakvo ponašanje uslovljeno je i razlikama među polovima bitnim za radnu atmosferu.)
MATCH@E:(Such a behaviour is conditioned, among other things, by the differences between the genders, important for the work atmosphere.===>Ovakvo ponašanje uslovljeno je i razlikama među polovima bitnim za radnu atmosferu.)
MATCH@M:(Therefore, for example, broad, rich and open feelings are characteristic of women (female emotional engagement - B. R. Nj.); women are emotionally while men are creatively intelligent.===>Tako su, na primer, za žene karakteristična razuđena, bogata i otvorena osećanja (ženski emocionalni angažman - B. R. Nj.); žene poseduju emocionalnu, a muškarci kreativnu inteligenciju.)
MATCH@E:(Therefore, for example, broad, rich and open feelings are characteristic of women (female emotional engagement B. R. Nj.); women are emotionally while men are creatively intelligent.===>Tako su, na primer, za žene karakteristična razuđena, bogata i otvorena osećanja (ženski emocionalni angažman B. R. Nj.); žene poseduju emocionalnu, a muškarci kreativnu inteligenciju.)
MATCH@M:(Women communicate more easily, since they are better anatomically and physiologically prepared for verbal presentation.===>Žene i lakše komuniciraju, budući da imaju veće anatomske i fiziološke mogućnosti za verbalno prezentovanje.)
MATCH@E:(Women notice details; men see the whole. ~~~ Women communicate more easily, since they are better anatomically and physiologically prepared for verbal presentation.===>One zapažaju detalje, a muškarci celinu. @ene i lakše komuniciraju, budući da imaju veće anatomske i fiziološke mogućnosti za verbalno prezentovanje.)
MATCH@M:(However, in their estimate of self-authorization, women are somewhat uncomfortable, due to their belief that the status achieved is in itself a significant success, therefore it is immodest to be over-ambitious.===>Ipak, u proceni samoovlašćenosti žena-liderki potvrđuje se izvesna nelagoda, proizašla iz ubeđenja da je dostignuti profesionalni status već značajan dobitak, pa je nerealno stremiti većim ambicijama.)
MATCH@E:(However, in their estimate of self-authorization, women are somewhat uncomfortable, due to their belief that the status achieved is in itself a significant success, therefore it is immodest to be over-ambitious.===>Ipak, u proceni samoovlašćenosti žena-liderki potvrđuje se izvesna nelagoda, proizašla iz ubeđenja da je dostignuti profesionalni status već značajan dobitak, pa je nerealno stremiti većim ambicijama.)
MATCH@M:(Let us just add that, faithful to her primary academic and personal interest in universal problems of human resources development and maintenance and more humaine relations in work and management (book Human Resources Development, 2005), L. Grubic-Nesic again insists on the importance of human capital and a new role of the leader in identification, development and maintenance of human resources in their organizations.===>Dodajmo i to da, verna svom primarnom naučnom i ličnom interesovanju za univerzalnu problematiku razvoja i održavanja ljudskih resursa i humanije odnose u radu i upravljanju (knjiga Razvoj ljudskih resursa, 2005), L. Grubić Nešić i u ovoj studiji insistira na značaju ljudskog kapitala i novoj ulozi lidera u prepoznavanju, razvijajnju i održavanju ljudskih resursa u svojim organizacijama.)
MATCH@E:(Let us just add that, faithful to her primary academic and personal interest in universal problems of human resources development and maintenance and more humaine relations in work and management (book Human Resources Development, 2005), L. Grubić-Nešić again insists on the importance of human capital and a new role of the leader in identification, development and maintenance of human resources in their organizations.===>Dodajmo i to da, verna svom primarnom naučnom i ličnom interesovanju za univerzalnu problematiku razvoja i održavanja ljudskih resursa i humanije odnose u radu i upravljanju (knjiga Razvoj ljudskih resursa, 2005), L. Grubić Nešić i u ovoj studiji insistira na značaju ljudskog kapitala i novoj ulozi lidera u prepoznavanju, razvijajnju i održavanju ljudskih resursa u svojim organizacijama. ~~~ Liderke.)
MATCH@M:(Intriguing in its choice of subject, systematic and accurate in the methodology of presentation, Dr Leposava Grubic-Nesic's book is a thorough, informative and above all a clever contribution to the study of theory and yet insufficiently mastered leadership practice, as well as still ambiguous issue of management.===>Po izboru teme aktuelna, po metodici izlaganja sistematična i terminološki precizna, knjiga dr Leposave Grubić-Nešić Znati biti lider predstavlja iscrpan, informativan i nadasve promišljen prilog u proučavanju teorije i još ne prokrčene prakse liderstva, kao i zamršenog pitanja rukovođenja.)
MATCH@E:(Intriguing in its choice of subject, systematic and accurate in the methodology of presentation, Dr Leposava Grubić-Nešićs book is a thorough, informative and above all a clever contribution to the study of theory and yet insufficiently mastered leadership practice, as well as still ambiguous issue of management.===>Pri tome kon Po izboru teme aktuelna, po metodici izlaganja sistematična i terminološki precizna, knjiga dr Leposave Grubić-Nešić Znati biti lider predstavlja iscrpan, informativan i nadasve promišljen prilog u proučavanju teorije i još ne prokrčene prakse liderstva, kao i zamršenog pitanja rukovođenja.)
MATCH@M:(These qualities will certainly earn it due recognition in academic and professional circles.===>U tome će ona zasigurno biti zapažena u naučnoj i stručnoj javnosti.)
MATCH@E:(These qualities will certainly earn it due recognition in academic and professional circles.===>U tome će ona zasigurno biti zapažena u naučnoj i stručnoj javnosti.)
MATCH@M:(If we sustain system approach to management we can observe it as a system that brings together elements having a planning, informational, decisional, organizational, as well as a motivational character.===>Ako se držimo sistemskog pristupa upravljanju, možemo ga posmatrati kao sistem koji objedinjuje elemente planiranja, informisanja, odlučivanja, organizacije i motivacije.)
MATCH@E:(If we sustain system approach to management we can observe it as a system that brings together elements having a planning, informational, decisional, organizational, as well as a motivational character.===>Ako se držimo sistemskog pristupa upravljanju, možemo ga posmatrati kao sistem koji objedinjuje elemente planiranja, informisanja, odlučivanja, organizacije i motivacije.)
MATCH@M:(The increasingly complex subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organization’s managers’ professionalization.===>Sve složeniji podsistem upravljačkih metoda i tehnika u stvari je metodolosko-eksperimentalni podsistem koji čine racionalni, složeni i formalni metodi, tehnike, postupci i alati kojima se postiže sve veća dimanika u profesionalizaciji menadžera u datoj organizaciji.)
MATCH@E:(The increasingly complex subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organizations managers professionalization.===>Sve složeniji podsistem upravljačkih metoda i tehnika u stvari je metodološko-eksperimentalni podsistem koji čine racionalni, složeni i formalni metodi, tehnike, postupci i alati kojima se postiže sve veća dimanika u profesionalizaciji menadžera u datoj organizaciji.)
MATCH@M:(As this article will illustrate, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods.===>Kao sto ćemo i prikazati u ovom radu, specifični metodi upravljanja su toliko različiti, da savladavanje potrebnih znanja i vestina može da ima za posledicu preusku specijalizaciju stručnjaka i da predstavlja prepreku kad treba kombinovati veći broj različitih metoda.)
MATCH@E:(As this article will illustrate, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods.===>Kao što ćemo i prikazati u ovom radu, specifični metodi upravljanja su toliko različiti, da savladavanje potrebnih znanja i veština može da ima za posledicu preusku specijalizaciju stručnjaka i da predstavlja prepreku kad treba kombinovati veći broj različitih metoda.)
MATCH@M:(So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods.===>Stoga možemo da zaključimo da su za dalje korake u ovoj oblasti potrebni teorijski okviri koje će razvijati stručnjaci iz različitih oblasti nauke koje, opet, razvijaju specifične metode upravljanja. 1.	Uvod)
MATCH@E:(So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods. ~~~ 1.===>Stoga možemo da zaključimo da su za dalje korake u ovoj oblasti potrebni teorijski okviri koje će razvijati stručnjaci iz različitih oblasti nauke koje, opet, razvijaju specifične metode upravljanja. 1.)
MATCH@M:(1.	Introduction The specific management methods, although believed to have an applicability below the level of the entire managerial process - which is, indeed, much more restricted, i.e. for a limited number of functions or stages - gather the broadest range of manners of approaching matters, as well as principles, techniques, procedures of analyzing the phenomena and the internal processes of the organization, and displaying its results, as a consequence of the joint action of various disciplines, which generates a multiple structure of distinct characteristic classes.===>Nasuprot stavovima da se specifični metodi upravljanja ne mogu primeniti na celokupan proces upravljanja - koji je, istina, vrlo restriktivan, na primer, u slučaju jednog ograničenog broja funkcija ili faza - ovi metodi obuhvataju veoma širok spektar pristupa problemima, a isto tako i principa, tehnika, postupaka u analizi pojava i unutrašnjih organizacionih procesa i prikazivanja njenog učinka, što je rezultat združene delatnosti ražličitih disciplina i čini višeslojnu strukturu različitih karakterističnih klasa.)
MATCH@E:(Introduction The specific management methods, although believed to have an applicability below the level of the entire managerial process which is, indeed, much more restricted, i.e. for a limited number of functions or stages gather the broadest range of manners of approaching matters, as well as principles, techniques, procedures of analyzing the phenomena and the internal processes of the organization, and displaying its results, as a consequence of the joint action of various disciplines, which generates a multiple structure of distinct characteristic classes.===>Uvod Nasuprot stavovima da se specifični metodi upravljanja ne mogu primeniti na celokupan proces upravljanja koji je, istina, vrlo restriktivan, na primer, u slučaju jednog ograničenog broja funkcija ili faza ovi metodi obuhvataju veoma širok spektar pristupa problemima, a isto tako i principa, tehnika, postupaka u analizi pojava i unutrašnjih organizacionih procesa i prikazivanja njenog učinka, što je rezultat združene delatnosti ražličitih disciplina i čini višeslojnu strukturu različitih karakterističnih klasa.)
MATCH@M:(In further text, several proposed categories of methods and techniques will be presented, and methods within those categories will be promptly described.===>U daljem tekstu predstavićemo nekoliko predloženih kategorija metoda i tehnika i odmah cemo opisati metode u okviru ovih kategorija.)
MATCH@E:(In further text, several proposed categories of methods and techniques will be presented, and methods within those categories will be promptly described.===>U daljem tekstu predstavićemo nekoliko predloženih kategorija metoda i tehnika i odmah ćemo opisati metode u okviru ovih kategorija.)
MATCH@M:(The idea is not so much to provide unified list of potential specific methods in management, but to emphasize vast differences in background disciplines.===>Naša namera nije toliko da prezentu-jemo jedinstvenu listu potencijalnih specijalnih metoda u upravljanju, koliko da naglasimo velike razlike koje postoje u osnovnim disciplinama.)
MATCH@E:(The idea is not so much to provide unified list of potential specific methods in management, but to emphasize vast differences in background disciplines. ~~~ 2.===>Naša namera nije toliko da prezentujemo jedinstvenu listu potencijalnih specijalnih metoda u upravljanju, koliko da naglasimo velike razlike koje postoje u osnovnim disciplinama. 2.)
MATCH@M:(2.	Specific methods for improving personnel’s creativity===>2.	Specifični metodi za stimulisanje kreativnosti kadrova)
MATCH@E:(Specific methods for improvingpersonnels creativity A.===>Specifični metodi za stimulisanje kreativnosti kadrova A. Metodi za stimulisanje kreativnosti kadrova u organizaciji predstavljaju splet jednostavnih, ali efikasnih tehnika u velikom broju konkretnih situacija koje zahtevaju kreativnost u pristupu; oni su značajni za uspostavljanje novih odnosa između ljudi, stvari i ideja Š1], što je posledica delovanja psihološko-socioloških naučnih disciplina i disciplina vezanih za komunikaciju i odnose sa javnošću.)
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BAD_LINE_M:2.	Specific methods for improving personnel’s creativity
BAD_LINE_M:2.	Specifični metodi za stimulisanje kreativnosti kadrova
BAD_LINE_E:Specific methods for improvingpersonnels creativity A.
BAD_LINE_E:Specifični metodi za stimulisanje kreativnosti kadrova A. Metodi za stimulisanje kreativnosti kadrova u organizaciji predstavljaju splet jednostavnih, ali efikasnih tehnika u velikom broju konkretnih situacija koje zahtevaju kreativnost u pristupu; oni su značajni za uspostavljanje novih odnosa između ljudi, stvari i ideja Š1], što je posledica delovanja psihološko-socioloških naučnih disciplina i disciplina vezanih za komunikaciju i odnose sa javnošću.
MATCH@M:(Brainstorming starts by postponing the evaluation of an idea in favour of generating a new one, in a stimulated group, and thus creates a genuine explosion of ideas, as each member of the group is inspired by his/her predecessors’ ideas (in circa 30-45 minutes, in a group of 5-6 people, an average of 100-150 ideas can be generated).===>Ova tehnika počinje time što se vrednovanje neke ideje odlaže da bi se u okviru stimu-lisane grupe proizvela nova, tako da dolazi do eksplozije ideja, pošto svaki član grupe dobija inspiraciju od ideje svog prethodnika (za oko 30-45 minuta, grupa od 5-6 ljudi može da smisli 100 - 150 ideja u proseku).)
MATCH@E:(Brainstorming starts by postponing the evaluation of an idea in favour of generating a new one, in a stimulated group, and thus creates a genuine explosion of ideas, as each member of the group is inspired by his/her predecessors ideas (in circa 30-45 minutes, in a group of 5-6 people, an average of 100-150 ideas can be generated).===>Ova tehnika počinje time što se vrednovanje neke ideje odlaže da bi se u okviru stimulisane grupe proizvela nova, tako da dolazi do eksplozije ideja, pošto svaki član grupe dobija inspiraciju od ideje svog prethodnika (za oko 30-45 minuta, grupa od 5-6 ljudi može da smisli 100 150 ideja u proseku).)
MATCH@M:(The technique is also called the technique of unchaining ideas, and has generated three specific tackling ways: the progressive-linear one, the catalytic, prevalently analogic, or innovative one, and the mixed way.===>Ova tehnika se takođe naziva i tehnika oslobađanja ideja i ima tri specifična načina na koji se bavi idejama: progresivno-linearni, katalitički, pretežno analogni, ili inovativni i mešoviti.)
MATCH@E:(The technique is also called the technique of unchaining ideas, and has generated three specific tackling ways: the progressive-linear one, the catalytic, prevalently analogic, or innovative one, and the mixed way.===>Ova tehnika se takođe naziva i tehnika oslobađanja ideja i ima tri specifična načina na koji se bavi idejama: progresivno-linearni, katalitički, pretežno analogni, ili inovativni i mešoviti.)
MATCH@M:(The Frisco technique can be partially identified with another variant, namely the technique of the thinking hats [3] belonging to Edward de Bono, which is centred on the hypothesis that if you play the part of a good/effi-cient thinker, or that of a good manager, you will actually become one.===>Frisko tehnika se delom može poistovetiti sa još jednom verzijom, naime sa tehnikom šešira za razmišljanje [3] čiji je autor Edward de Bono, a zasniva se na pretpostavci da ako igrate ulogu dobrog/efikasnog mislioca, ili ulogu dobrog menadžera, to ćete zaista i postati.)
MATCH@E:(The Frisco technique can be partially identified with another variant, namely the technique of the thinking hats Š3Ë belonging to Edward de Bono, which is centred on the hypothesis that if you play the part of a good/efficient thinker, or that of a good manager, you will actually become one.===>Frisko tehnika se delom može poistovetiti sa još jednom verzijom, naime sa tehnikom šešira za razmišljanje Š3Ë čiji je autor Edward de Bono, a zasniva se na pretpostavci da ako igrate ulogu dobrog/efikasnog mislioca, ili ulogu dobrog menadžera, to ćete zaista i postati.)
MATCH@M:(William Gordon’s technique [4] is also a group technique, where it is only the leader of the group who knows the problem to be solved, while the topic is chosen in conformity with the problem, without however revealing its precise nature.===>William Gordon je autor jedne takođe grupne tehnike [4] u kojoj jedino vođa grupe zna koji problem treba rešavati, a tema se bira u skladu sa problemom, ali tako da se ipak ne otkriva prava priroda problema.)
MATCH@E:(William Gordons technique Š4Ë is also a group technique, where it is only the leader of the group who knows the problem to be solved, while the topic is chosen in conformity with the problem, without however revealing its precise nature.===>William Gordon je autor jedne takođe grupne tehnike Š4Ë u kojoj jedino vođa grupe zna koji problem treba rešavati, a tema se bira u skladu sa problemom, ali tako da se ipak ne otkriva prava priroda problema.)
MATCH@M:(The central axis of this technique is the leader of the group, who guides and di-rects/orientates the talks, over a duration a bit longer than that of regular brainstorming; he/she will try to alter its often superficial solutions, through skilful and expert / experience-trained substituting the problem-ridden relations in the organization for the ideas expressed by the participants with respect to the subject-matter being debated.===>Centralna osovina ove tehnike je vođa grupe koji usmerava/orijentiše razgovore, a razgovori traju nešto duže nego kod olujne tehnike; on/ona ce pokušavati da izmene često izlišna rešenja veštim i stručnim, na iskustvu zasnovanim zamenom problematičnih odnosa u organizaciji idejama koje su izložili učesnici, a u skladu sa temom o kojoj se raspravlja.)
MATCH@E:(The central axis of this technique is the leader of the group, who guides and directs/orientates the talks, over a duration a bit longer than that of regular brainstorming; he/she will try to alter its often superficial solutions, through skilful and expert / experience-trained substituting the problem-ridden relations in the organization for the ideas expressed by the participants with respect to the subject-matter being debated.===>Centralna osovina ove tehnike je vođa grupe koji usmerava/orijentiše razgovore, a razgovori traju nešto duže nego kod olujne tehnike; on/ona će pokušavati da izmene često izlišna rešenja veštim i stručnim, na iskustvu zasnovanim zamenom problematičnih odnosa u organizaciji idejama koje su izložili učesnici, a u skladu sa temom o kojoj se raspravlja.)
MATCH@M:(The problem itself is disclosed at the end of the discussion, and disseminated / made public.===>Sam problem se saopštava na kraju rasprave i svi učesnici se upoznaju s njim - postaje javan.)
MATCH@E:(The problem itself is disclosed at the end of the discussion, and disseminated / made public.===>Sam problem se saopštava na kraju rasprave i svi učesnici se upoznaju s njim postaje javan.)
MATCH@M:(The method (or the technique) described stimulates the developing of novel, unexampled, original ideas, starting from a human’s ability to establish connections between apparently irrelevant elements.===>Opisani metod (ili tehnika) stimuliše razvijanje novih, dosad nepoznatih, originalnih ideja, polaze-ci od sposobnosti ljudi da uspostave veze između elemenata između kojih naoko ne mogu da postoje nikakvi odnosi.)
MATCH@E:(The method (or the technique) described stimulates the developing of novel, unexampled, original ideas, starting from a humans ability to establish connections between apparently irrelevant elements.===>Opisani metod (ili tehnika) stimuliše razvijanje novih, dosad nepoznatih, originalnih ideja, polazeći od sposobnosti ljudi da uspostave veze između elemenata između kojih naoko ne mogu da postoje nikakvi odnosi.)
MATCH@M:(The stages of synectics are: the building of the synectic group, the presentation of the problem, the setting of the synectic itinerary/course, the elaboration of the model / pattern according to which the problem will be solved, and, eventually, experimenting and applying the model.===>Faze sinektike su sledece: organizovanje sinektičke grupe, prezentacija problema, određivanje sinektičkog itinerera/pravca, razrada modela/sklopa u skladu s tim koji problem ce se rešavati, i, na kraju, eksperimentisanje i primena modela.)
MATCH@E:(The stages of synectics are: the building of the synectic group, the presentation of the problem, the setting of the synectic itinerary/course, the elaboration of the model / pattern according to which the problem will be solved, and, eventually, experimenting and applying the model.===>Faze sinektike su sledeće: organizovanje sinektičke grupe, prezentacija problema, određivanje sinektičkog itinerera/pravca, razrada modela/sklopa u skladu s tim koji problem će se rešavati, i, na kraju, eksperimentisanje i primena modela.)
MATCH@M:(An interesting conclusion of the method, whose implications concern both management, and the assessment of emotional intelligence, underlines the fact that, in creative processes, the emotional element counts more than the intellectual element, the irrational prevailing over the rational.===>Interesantan zaključak modela čije implikacije se tiču kako menadž-menta tako i ocene emocionalne inteligencije jeste da je u kreativnim procesima emocionalni element jači od intelektualnog elementa, da iracionalno ima prevagu nad racionalnim.)
MATCH@E:(An interesting conclusion of the method, whose implications concern both management, and the assessment of emotional intelligence, underlines the fact that, in creative processes, the emotional element counts more than the intellectual element, the irrational prevailing over the rational.===>Interesantan zaključak modela čije implikacije se tiču kako menadžmenta tako i ocene emocionalne inteligencije jeste da je u kreativnim procesima emocionalni element jači od intelektualnog elementa, da iracionalno ima prevagu nad racionalnim.)
MATCH@M:(Apart from the facts synthetically mentioned, there exist many other techniques specific to management, which fall, be it in a relative way, within the broad category of the methods of identification and stimulation of the staff’s creativity; such techniques refer to the dynamics of the groups, and evince the special part held by groups in leading the organization, as well as in the process of multiplying ideas, which occurs in the participative management of the organizations, and no less in the management achieved through communication, when it comes to using the tests meant for the recruitment and selection of the creative employees, and the sociogram (i.e. the scheme of the aptitudes necessary to fill in a position), etc.===>Osim ovih koje smo naveli, postoji još veliki broj tehnika koje su specifične za menadžment, a koje spadaju, makar relativno, u široku kategoriju metoda za identifikaciju i stimulisanje kreativnosti kod osoblja; ovakve tehnike odnose se na dinamiku grupa i jasno ukazuju na posebnu ulogu grupa u vođenju organizacije, kao i u procesu umnožavanja ideja, do čega dolazi prilikom participativnog upravljanja organizacijom, i u upravljanju putem komunikacije, kada se koriste testovi za regrutovanje i izbor kreativnih zaposlenih, kao i kod sociograma (t.j., strukture sposobnosti potrebne za određeno radno mesto), itd.)
MATCH@E:(Apart from the facts synthetically mentioned, there exist many other techniques specific to management, which fall, be it in a relative way, within the broad category of the methods of identification and stimulation of the staffs creativity; such techniques refer to the dynamics of the groups, and evince the special part held by groups in leading the organization, as well as in the process of multiplying ideas, which occurs in the participative management of the organizations, and no less in the management achieved through communication, when it comes to using the tests meant for the recruitment and selection of the creative employees, and the sociogram (i.e. the scheme of the aptitudes necessary to fill in a position), etc. ~~~ 3.===>Osim ovih koje smo naveli, postoji još veliki broj tehnika koje su specifične za menadžment, a koje spada ju, makar relativno, u široku kategoriju metoda za identifikaciju i stimulisanje kreativnosti kod osoblja; ovakve tehnike odnose se na dinamiku grupa i jasno ukazuju na posebnu ulogu grupa u vođenju organizacije, kao i u procesu umnožavanja ideja, do čega dolazi prilikom participativnog upravljanja organizacijom, i u upravljanju putem komunikacije, kada se koriste testovi za regrutovanje i izbor kreativnih zaposlenih, kao i kod sociograma (t.j., strukture sposobnosti potrebne za određeno radno mesto), itd. 3.)
MATCH@M:(The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran Rant, in the years 1953, and respectively 1963.===>b2. metod analize energije nastao je sa ciljem da se poboljša metod uravnotežavanja energije, kao način istraživanja i izračunavanja koji ima i energetske i ekološke implikacije.)
MATCH@E:(The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran RantŠ6Ë, in the years 1953, and respectively 1963.===>Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant Š6Ë 1953. i ponovo 1963. godine.)
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BAD_LINE_M:The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran Rant, in the years 1953, and respectively 1963.
BAD_LINE_M:b2. metod analize energije nastao je sa ciljem da se poboljša metod uravnotežavanja energije, kao način istraživanja i izračunavanja koji ima i energetske i ekološke implikacije.
BAD_LINE_E:The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran RantŠ6Ë, in the years 1953, and respectively 1963.
BAD_LINE_E:Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant Š6Ë 1953. i ponovo 1963. godine.
MATCH@M:(In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment - only anergy, while thermal energy contains both exergy and anergy.===>Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant 1953. i ponovo 1963. godine. U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.)
MATCH@E:(In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment only anergy, while thermal energy contains both exergy and anergy.===>U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.)
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BAD_LINE_M:In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment - only anergy, while thermal energy contains both exergy and anergy.
BAD_LINE_M:Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant 1953. i ponovo 1963. godine. U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.
BAD_LINE_E:In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment only anergy, while thermal energy contains both exergy and anergy.
BAD_LINE_E:U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.
MATCH@M:(In general, all the natural processes are irreversible, as they conduce to a qualitative degradation of energy through transforming exergy into anergy.===>Uopšteno govoreći, svi prirodni procesi su nepovratni, pošto vode kvalitativnoj degradaciji energije, transformacijom eg-zergije u anergiju.)
MATCH@E:(In general, all the natural processes are irreversible, as they conduce to a qualitative degradation of energy through transforming exergy into anergy.===>Uopšteno govoreći, svi prirodni procesi su nepovratni, pošto vode kvalitativnoj degradaciji energije, transformacijom egzergije u anergiju.)
MATCH@M:(The energa balance becomes, in keeping with the exergy analysis, a balance between exergy and anergy, through applying the second principle of thermodynamics, which defines the behaviour of both exergy and anergy during the reversible or irreversible processes, as follows:===>Energetska ravnoteža, u analizi egzergije, postaje ravnoteža između egzergije i anergije -primenom drugog principa termodinamike kojim se ponašanje egzergije i anergije tokom nepovratnih i povratnih procesa definiše na sledeći način:)
MATCH@E:(The energa balance becomes, in keeping with the exergy analysis, a balance between exergy and anergy, through applying the second principle of thermodynamics, which defines the behaviour of both exergy and anergy during the reversible or irreversible processes, as follows: Axiom I - In the irreversible processes, exergy turns into anergy.===>Energetska ravnoteža, u analizi egzergije, postaje ravnoteža između egzergije i anergije primenom drugog principa termodinamike kojim se ponašanje egzergije i anergije tokom nepovratnih i povratnih procesa definiše na sledeći način:)
MATCH@M:(Axiom I - In the irreversible processes, exergy turns into anergy.===>Aksiom I - u nepovratnim (ireverzibilnim) procesima egzergija se pretvara u anergiju.)
MATCH@E:(Axiom II - In the reversible processes, exergy remains constant.===>Aksiom I u nepovratnim (ireverzibilnim) procesima egzergija se pretvara u anergiju.)
MATCH@M:(Axiom III - It is impossible for anergy to turn into ex-ergy.===>Aksiom III - anergija se ne može pretvoriti u egzergiju)
MATCH@E:(Axiom III It is impossible for anergy to turn into exergy.===>Aksiom II u povratnim (reverzibilnim) procesima egzergija ostaje nepromenjena.)
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BAD_LINE_M:Axiom III - It is impossible for anergy to turn into ex-ergy.
BAD_LINE_M:Aksiom III - anergija se ne može pretvoriti u egzergiju
BAD_LINE_E:Axiom III It is impossible for anergy to turn into exergy.
BAD_LINE_E:Aksiom II u povratnim (reverzibilnim) procesima egzergija ostaje nepromenjena.
MATCH@M:(The ration between the exergy deficit upon going out of the contour, in proportion to the same on entering (DE), and the exergy deficit generated within the contour (DEg) defines the degree of irreversibility of the energy transformation (DE /DEg).===>Odnos između deficita egzergije na kraju procesa i kada ulazi u proces (DE), i deficit egzergije stvoren unutar procesa (DEg) određuje stepen ireverzibilnosti transformacije energije (DE/Deg).)
MATCH@E:(The ration between the exergy deficit upon going out of the contour, in proportion to the same on entering (DE), and the exergy deficit generated within the contour (DEg) defines the degree of irreversibility of the energy transformation (DE /DEg).===>Odnos između deficita egzergije na kraju procesa i kada ulazi u proces (DE), i deficit egzergije stvoren unutar procesa (DEg) određuje stepen ireverzibilnosti transformacije energije (DE/Deg).)
MATCH@M:(One can easily see that nearly all organizations are faced with the phenomenon of the sense of haste/urgency in realizing the production at the end of the time period allowed by the contract (called by Goldratt Eliyahu “a hockeystick”, from the graphic aspect of the evolution of the production towards the final part of the period).===>Nije teško zaključiti da skoro sve organizacije dolaze u situaciju kada moraju da požure, kada moraju hitno da završe poslove do kraja perioda utvrđenog ugovorom (Goldratt Elyahu ga naziva „štap za hokej“, na osnovu grafičkog prikaza razvoja proizvodnje prema kraju ugovorenog vremenskog perioda).)
MATCH@E:(One can easily see that nearly all organizations are faced with the phenomenon of the sense of haste/urgency in realizing the production at the end of the time period allowed by the contract (called by Goldratt Eliyahu a hockeystick, from the graphic aspect of the evolution of the production towards the final part of the period).===>Nije teško zaključiti da skoro sve organizacije dolaze u situaciju kada moraju da požure, kada moraju hitno da završe poslove do kraja perioda utvrđenog ugovorom (Goldratt Elyahu ga naziva štap za hokej, na osnovu grafičkog prikaza razvoja proizvodnje prema kraju ugovorenog vremenskog perioda).)
MATCH@M:(The cause of the cyclic occurrence of this problem[7], lies in the fact that two different sets of indicators are involved: the initial indicators of norm-regulation of the energy consumptions, (manual) work / labour and materials (of efficiency of the cost accounting, local indicators, which lead to minimizing the number of technological interventions through large lots of work pieces, and also to diminishing deviations from the consumption norms), and final indicators, which refer to the financial performance (theoretically, monetary units/de-livered product, but practically in the shape of the net profit, the amortization of investment, and of the flow of cash per product).===>Ovaj problem se ciklično ponavlja [7C, a uzrok leži u tome što ovde imamo posla sa dva različita skupa pokazatelja: početnim pokazateljima regulisanja norme utroška energije, (fizičkog) rada i materijala (efikasnosti obračuna troškova, lokalnih pokazatelja koji broj tehnoloških intervencija svode na najmanju meru i umanjuju odstupanja od normi utrošaka) i skupom finalnih pokazatelja, koji se odnose na finansijski učinak (teorijski, novčana jedinica / isporučeni proizvod, ali i praktično, u obliku neto profita, amortizacije investicije i gotovinskog toka po proizvodu).)
MATCH@E:(The cause of the cyclic occurrence of this problemŠ7Ë, lies in the fact that two different sets of indicators are involved: the initial indicators of norm-regulation of the energy consumptions, (manual) work / labour and materials (of efficiency of the cost accounting, local indicators, which lead to minimizing the number of technological interventions through large lots of work pieces, and also to diminishing deviations from the consump tion norms), and final indicators, which refer to the financial performance (theoretically, monetary units/delivered product, but practically in the shape of the net profit, the amortization of investment, and of the flow of cash per product).===>Ovaj problem se ciklično ponavlja Š7], a uzrok leži u tome što ovde imamo posla sa dva različita skupa pokazatelja: početnim pokazateljima regulisanja norme utroška energije, (fizičkog) rada i materijala (efikasnosti obračuna troškova, lokalnih pokazatelja koji broj tehnoloških intervencija svode na najmanju meru i umanjuju odstupanja od normi utrošaka) i skupom finalnih pokazatelja, koji se odnose na finansijski učinak (teorijski, novčana jedinica / isporučeni proizvod, ali i praktično, u obliku neto profita, amortizacije investicije i gotovinskog toka po proizvodu).)
MATCH@M:(Thus appears the need for realizing other indicators having an operational character, another set of indicators, which could offer a direction of action: the equivalent value of the sold product, the stocks and the operational costs.===>Na taj način nastaje potreba za realizacijom drugih pokazatelja operativnog karaktera, još jednog skupa pokazatelja koji ukazuju na pravac aktivnosti: cena ekvivalentna pro-datom proizvodu, zalihe i troškovi poslovanja.)
MATCH@E:(Thus appears the need for realizing other indicators having an operational character, another set of indicators, which could offer a direction of action: the equivalent value of the sold product, the stocks and the operational costs.===>Na taj način nastaje potreba za realizacijom drugih pokazatelja operativnog karaktera, još jednog skupa pokazatelja koji ukazuju na pravac aktivnosti: cena ekvivalentna prodatom proizvodu, zalihe i troškovi poslovanja.)
MATCH@M:(The added and realized value is concisely defined as the equivalent value of the sold products, the stocks represent the money that the organization has invested in the products which it/they want(s) to sell, and the operational costs - the money that the organization pays for transforming the stocks into a turnover.===>Dodata i realizovana vrednost precizno se utvrđuje kao vred-nost ekvivalentna prodatim proizvodima, zalihe predstavljaju novac koji je organizacija investirala u proizvode koje želi da proda, a troškovi poslovanja se defi-nišu kao novac koji organizacija placa da bi zalihe pretvorila u obrt.)
MATCH@E:(The added and realized value is concisely defined as the equivalent value of the sold products, the stocks represent the money that the organization has invested in the products which it/they want(s) to sell, and the operational costs the money that the organization pays for transforming the stocks into a turnover.===>Dodata i realizovana vrednost precizno se utvrđuje kao vrednost ekvivalentna prodatim proizvodima, zalihe predstavljaju novac koji je organizacija investirala u proizvode koje želi da proda, a troškovi poslovanja se defi nišu kao novac koji organizacija plaća da bi zalihe pretvorila u obrt.)
MATCH@M:(The organization’s objective becomes treating all three indicators simultaneously and continuously, and this leads to achieving the end of obtaining the money for which provision was made in the order or the contract proper, i.e. it is expressed through increasing the added and realized value, at the same time as the stocks and the operational costs are reduced.===>Organizacija stoga mora da vodi računa 0	sve tri grupe indikatora istovremeno i neprekidno, a cilj je da dobije novac koji je ugovoren porudžbinom ili samim ugovorom, t.j., cilj je uvećana dodata i reali-zovana vrednost, a u isto vreme smanjenje zaliha i operativnih troškova.)
MATCH@E:(The organizations objective becomes treating all three indicators simultaneously and continuously, and this leads to achieving the end of obtaining the money for which provision was made in the order or the contract proper, i.e. it is expressed through increasing the added and realized value, at the same time as the stocks and the operational costs are reduced.===>Organizacija stoga mora da vodi računa o sve tri grupe indikatora istovremeno i neprekidno, a cilj je da dobije novac koji je ugovoren porudžbinom ili samim ugovorom, t.j., cilj je uvećana dodata i realizovana vrednost, a u isto vreme smanjenje zaliha i operativnih troškova.)
MATCH@M:(Another problem faced by the organization is generated by the deficient capacities, the exceeding capacities, and the resources having capacity restrictions.===>Organizacija ima još jedan problem koji proizilazi iz nedovoljnih kapaciteta, ili prevelikih kapaciteta ili ograničenih resursa.)
MATCH@E:(Another problem faced by the organization is generated by the deficient capacities, the exceeding capacities, and the resources having capacity restrictions.===>Organizacija ima još jedan problem koji proizilazi iz nedovoljnih kapaciteta, ili prevelikih kapaciteta ili ograničenih resursa.)
MATCH@M:(The notion of deficit capacity is identified, or the appearance of a bottleneck as being the resource with capacity smaller than the demand placed on it, and the notion of excess capacity, or the appearance of a wide spot, as being the resource the capacity of which is bigger than the demand placed on it.===>Pojam nedovoljnih kapaciteta smo odredili, to je usko grlo kao u slučaju resursa koji su manji nego što je potražnja za njima, a pojam prevelikih kapaciteta predstavlja preveliki slobodan prostor, kada su kapaciteti veći nego što je potražnja za njima.)
MATCH@E:(The notion of deficit capacity is identified, or the appearance of a bottleneck as being the resource with capacity smaller than the demand placed on it, and the notion of excess capacity, or the appearance of a wide spot, as being the resource the capacity of which is bigger than the demand placed on it.===>Pojam nedovoljnih kapaciteta smo odredili, to je usko grlo kao u slučaju resursa koji su manji nego što je potražnja za njima, a pojam prevelikih kapaciteta predstavlja preveliki slobodan prostor, kada su kapaciteti veći nego što je potražnja za njima.)
MATCH@M:(The conclusions of the analysis are remarkably useful: one hour saved in a tight spot / bottleneck virtually means an extra hour for the entire production system, while an hour saved at a wide spot is but an illusion, which only adds another hour to the idle/inactivity time.===>Zaključci ove analize su veoma korisni: jedan sat koji se uštedi u uskom grlu zaista znači jedan sat više za ceo proizvodni sistem, dok je jedan sat koji se uštedi kad je prostora previše upravo samo ilizija kojom se samo dobija još jedan sat praznog hoda, neiskorišćenog vremena.)
MATCH@E:(The conclusions of the analysis are remarkably useful: one hour saved in a tight spot / bottleneck virtually means an extra hour for the entire production system, while an hour saved at a wide spot is but an illusion, which only adds another hour to the idle/inactivity time.===>Zaključci ove analize su veoma korisni: jedan sat koji se uštedi u uskom grlu zaista znači jedan sat više za ceo proizvodni sistem, dok je jedan sat koji se uštedi kad je prostora previše upravo samo ilizija kojom se samo dobija još jedan sat praznog hoda, neiskorišćenog vremena.)
MATCH@M:(Thus, the analysis reveals resources with a restriction of capacity, or resources whose utilization is near to capacity, and so they can become bottlenecks/tight spots if they are not carefully programmed.===>Stoga analiza ukazuje na resurse dostupne u situacijama smanjenih kapaciteta ili resurse čija je iskorišćenost blizu raspoloživih kapaciteta, onih koji mogu da postanu usko grlo ako se pažljivo ne programiraju.)
MATCH@E:(Thus, the analysis reveals resources with a restriction of capacity, or resources whose utilization is near to capacity, and so they can become bottlenecks/tight spots if they are not carefully programmed.===>Stoga analiza ukazuje na resurse dostupne u situacijama smanjenih kapaciteta ili resurse čija je iskorišćenost blizu raspoloživih kapaciteta, onih koji mogu da postanu usko grlo ako se pažljivo ne programiraju.)
MATCH@M:(The time of a complete cycle of executing a product is made up of a number of specific categories, or types of time: the adjustment time, a time that a team spend waiting for a resource to be scheduled or accessed, the access, or resource processing time, the queuing time, while the team waits their turn to come to access the resource, while the latter is busy with another team, the waiting time, when the team waits for another team (the subcontracted phase in the product’s technological flow) in order to co-generate a certain stage of the project, and the inactivity time, as the difference of the duration of the activity cycle and the sum of the four previous times.===>Vreme ukupnog ciklusa izrade jednog proizvoda sastoji se od određenog broja specifičnih kategorija ili tipova vremena: vreme prilagođa-vanja, vreme koje tim potroši da se određeni resurs planira ili proceni, pristup, ili vreme za obradu resursa, vreme čekanja, dok tim čeka svoj red da pristupi resursu, dok se resursom bavi neki drugi tim, vreme čakanja kada tim čeka neki drugi tim (podugovaračka faza u tehnološkom toku proizvoda) da bi zajedno kreirali neku fazu projekta, i vreme mirovanja, kao razlika između ciklusa aktivnosti i sume prethodna četiri vremena.)
MATCH@E:(The time of a complete cycle of executing a product is made up of a number of specific categories, or types of time: the adjustment time, a time that a team spend waiting for a resource to be scheduled or accessed, the access, or resource processing time, the queuing time, while the team waits their turn to come to access the resource, while the latter is busy with another team, the waiting time, when the team waits for another team (the subcontracted phase in the products technological flow) in order to co-generate a certain stage of the project, and the inactivity time, as the difference of the duration of the activity cycle and the sum of the four previous times.===>Vreme ukupnog ciklusa izrade jednog proizvoda sastoji se od određenog broja specifičnih kategorija ili tipova vremena: vreme prilagođavanja, vreme koje tim potroši da se određeni resurs planira ili proceni, pristup, ili vreme za obradu resursa, vreme čekanja, dok tim čeka svoj red da pristupi resursu, dok se resursom bavi neki drugi tim, vreme čakanja kada tim čeka neki drugi tim (podugovaračka faza u tehnološkom toku proizvoda) da bi zajedno kreirali neku fazu projekta, i vreme mirovanja, kao razlika između ciklusa aktivnosti i sume prethodna četiri vremena.)
MATCH@M:(b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium.===>b4. Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.)
MATCH@E:(Communication, called, in a graphical manner, a rope, can be formal, in the form of a programme, or informal, coming as free talks. b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium.===>Komunikacija, koju ćemo u grafičkom smislu nazivati konopac, može da bude formalna, u obliku programa, ili neformalna, u vidu niza slobodnih, nezavisnih razgovora. b4. ~~~ Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.)
BAD_LINE_=============================================================
BAD_LINE_M:b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium.
BAD_LINE_M:b4. Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.
BAD_LINE_E:Communication, called, in a graphical manner, a rope, can be formal, in the form of a programme, or informal, coming as free talks. b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium.
BAD_LINE_E:Komunikacija, koju ćemo u grafičkom smislu nazivati konopac, može da bude formalna, u obliku programa, ili neformalna, u vidu niza slobodnih, nezavisnih razgovora. b4. ~~~ Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.
MATCH@M:(The acceptations of entropy are variegated, from thermodynamic entropy to statistical entropy, from informational entropy to social entropy.===>Entropija je različita - to je i termodinamička entropija i statistička entropija, informativna entropija i socijalna entropija.)
MATCH@E:(The acceptations of entropy are variegated, from thermodynamic entropy to statistical entropy, from informational entropy to social entropy.===>En tropija je različita to je i termodinamička entropija i statistička entropija, informativna entropija i socijalna entropija.)
MATCH@M:(Entropy has facilitated the understanding of the processes having to do with energy, of the losses accompanying any energy transformation, seeking to increase efficiency of turning to account the energy available.===>Entropija olakšava poimanje procesa koji su u vezi sa energijom, gubitaka koji nastaju prilikom svake transformacije energije i teži da poveća efikasnost obrta i time opravda dostupnu energiju.)
MATCH@E:(Entropy has facilitated the understanding of the processes having to do with energy, of the losses accompanying any energy transformation, seeking to increase efficiency of turning to account the energy available.===>Entropija olakšava poimanje procesa koji su u vezi sa energijom, gubitaka koji nastaju prilikom svake transformacije energije i teži da poveća efikasnost obrta i time opravda dostupnu energiju.)
MATCH@M:(The entropic analysis extends the contour of the productive technological flow, also involving the environment, or nature, in a polluting, negative and non-regenerative sense; the product and the packaging become, after use, factors of increasing the outer disorder.===>Entro-pijska analiza proširuje konture proizvodnog tehnološkog toka koji obuhvata i okruženje, ili prirodu, tako što je zagađuje, negativno utiče i sprečava njenu rege-neraciju; posle upotrebe, proizvod i pakovanje postaju faktori koji povećavaju nered u spoljnom svetu.)
MATCH@E:(The entropic analysis extends the contour of the productive technological flow, also involving the environment, or nature, in a polluting, negative and non-regenerative sense; the product and the packaging become, after use, factors of increasing the outer disorder.===>Entropijska analiza proširuje konture proizvodnog tehnološkog toka koji obuhvata i okruženje, ili prirodu, tako što je zagađuje, negativno utiče i sprečava njenu regeneraciju; posle upotrebe, proizvod i pakovanje postaju faktori koji povećavaju nered u spoljnom svetu.)
MATCH@M:(The process of product execution is defined as entropic, or resource-consuming, thus maximizing disorder in the ambient milieu.===>Proces realizacije proizvoda definiše se kao entropijski, proces koji troši resurse i time izaziva nered u životnoj sredini.)
MATCH@E:(The process of product execution is defined as entropic, or resource-consuming, thus maximizing disorder in the ambient milieu.===>Proces realizacije proizvoda definiše se kao entropijski, proces koji troši resurse i time izaziva nered u životnoj sredini.)
MATCH@M:(Value analysis is a systemic and creative method of analysis and research-planning that, through the functional approach, sees to it that the functions of the product under study are conceived and realized at minimal costs, in conditions of quality that should satisfy the users’ necessities in keeping with social-economic demands.===>Analiza vrednosti predstavlja sistemski i kreativan metod analize i planiranja istraživanja kojim se, funkcionalnim pristupom, obezbeđuje da se funkcije posmatranog proizvoda projektuju i realizuju uz minimalne troškove, a da on kvalitetom može da zadovolji potrebe kupca u skladu sa društveno-ekonomskom potražnjom.)
MATCH@E:(Value analysis is a systemic and creative method of analysis and research-planning that, through the functional approach, sees to it that the functions of the product under study are conceived and realized at minimal costs, in conditions of quality that should satisfy the users necessities in keeping with social-economic demands.===>Analiza vrednosti predstavlja sistemski i kreativan metod analize i planiranja istraživanja kojim se, funkcionalnim pristupom, obezbeđuje da se funkcije posmatranog proizvoda projektuju i realizuju uz minimalne troškove, a da on kvalitetom može da zadovolji potrebe kupca u skladu sa društveno-ekonomskom potražnjom.)
MATCH@M:(During World War Two, the crisis of such strategic materials as nickel, chromium, wolfram/tungsten and platinum determined the allied governments to prioritize their allotment to the armament industries.===>Tokom Drugog svetskog rata, kriza koja se odnosila na strateške materijale kao što su nikl, hrom, volfram / tungsten i platina primorala je vlade zemalja saveznica da po osnovu prioriteta opredele ove resurse vojnoj industriji.)
MATCH@E:(Cassette no. ~~~ 2 - During World War Two, the crisis of such strategic materials as nickel, chromium, wolfram/tungsten and platinum determined the allied governments to prioritize their allotment to the armament industries.===>Kaseta br. 2 Tokom Drugog svetskog rata, kriza koja se odnosila na strateške materijale kao što su nikl, hrom, volfram / tungsten i platina primorala je vlade zemalja saveznica da po osnovu prioriteta opredele ove resurse vojnoj industriji.)
MATCH@M:(Diminution of resources generated an increase in the insurance of supply of substitute materials.===>Umanjeni resursi stvorili su potrebu da se obezbede materijali koji bi ih zameni-li.)
MATCH@E:(Diminution of resources generated an increase in the insurance of supply of substitute materials.===>Umanjeni resursi stvorili su potrebu da se obezbede materijali koji bi ih zamenili.)
MATCH@M:(For a buyer, the value of a product signified the maximal amount of monetary units that he/she was willing to pay in exchange for the defining attributes of the product, in accordance with the quality characteristics, the conjuncture of the relationship demand-supply, and the prices of the products that concurred them in point of usefulness, or of the similar products offered by the other firms present on the market.===>Za kupca, vrednost proizvoda predstavljala je maksimalni broj novčanih jedinica koji je on spreman da plati u zamenu za atribute proizvoda, u skladu sa karakteristikama kvaliteta, odnosom ponude i potražnje i cenama proizvoda koji su se poklapali s njima u smislu korisnosti, ili sličnih proizvoda koje su nudile neke druge firme na tržištu.)
MATCH@E:(For a buyer, the value of a product signified the maximal amount of monetary units that he/she was willing to pay in exchange for the defining attributes of the product, in accordance with the quality characteristics, the conjuncture of the relationship demand-supply, and the prices of the products that concurred them in point of usefulness, or of the similar products offered by the other firms present on the market.===>Za kupca, vrednost proizvoda predstavljala je maksimalni broj novčanih jedinica koji je on spreman da plati u zamenu za atribute proizvoda, u skladu sa karakteristikama kvaliteta, odnosom ponude i potražnje i cenama proizvoda koji su se poklapali s njima u smislu korisnosti, ili sličnih proizvoda koje su nudile neke druge firme na tržištu.)
MATCH@M:(Virtually opposed to the value-for-the-buyer, the value-for-the-producer, or the cost value, was defined as the minimal amount of costs by which the respective product can be manufactured.===>Potpuno suprotno od vrednosti za kupca, vrednost za proizvođača, ili nabavna vrednost, određena je kao minimalna količina troškova potrebnih da se taj proizvod proizvede.)
MATCH@E:(Virtually opposed to the value-for-the-buyer, the value-for-the-producer, or the cost value, was defined as the minimal amount of costs by which the respective product can be manufactured.===>Potpuno suprotno od vrednosti za kupca, vrednost za proizvođača, ili nabavna vrednost, određena je kao minimalna količina troškova potrebnih da se taj proizvod proizvede.)
MATCH@M:(Value analysis is a type of organized analysis aiming at identifying the useless costs in the products having more than one component elements, utilizing functional analysis to define the problem, and group creativity to solve it.===>Analiza vrednosti je vrsta organizovane analize čiji je cilj da identifikuje beskorisne troškove u proizvodima koji se sastoje od više elemenata, a koristi funkcionalnu analizu da definiše problem i grupnu kreativnost da ga reši.)
MATCH@E:(Value analysis is a type of organized analysis aiming at identifying the useless costs in the products having more than one component elements, utilizing functional analysis to define the problem, and group creativity to solve it.===>Analiza vrednosti je vrsta organizovane analize čiji je cilj da identifikuje beskorisne troškove u proizvodima koji se sastoje od više elemenata, a koristi funkcionalnu analizu da definiše problem i grupnu kreativnost da ga reši.)
MATCH@M:(Among the specific techniques and instruments that are incorporated in value analysis, one can distinguish the techniques of functional analysis, of analysis of the product structure, the use of the contact schemes and the determination of the conception function of the new product, the cost analyses (calculating costs through analogic, parametric or analytical methods, using matrices of the functions-costs type, and the cost histograms), methods for identifying the appropriate solutions to meet the consumer’s needs and requirements, such as the techniques of creativeness stimulation, of functional arborescent analysis, and the computer-assisted devices (CAD), the technique of evaluation of the design solutions for the new products (the functional block diagram, or BDF, the table of functional analysis, or TAF, calculation of the conception efficiency rate, reliability, globally assessed through AMDEC (Analysis of Modes of Failure, Effects and their Criticalness).===>Među specifičnim tehnikama i instrumentima obuhvaćenim analizom vrednosti mogu se prepoznati tehnike funkcionalne analize, analize strukture proizvoda, pri-mena kontaktnih šema i određenje koncepcijske funkcije novog proizvoda, analize troškova (izračunava troškove primenom analognih, parametarskih ili analitičkih metoda, primenom matrica tipa funkci-ja/trošak, i histograma troškova), metoda za identifi-kovanje odgovarajućih rešenja kojima će se zadovoljiti potrebe i zahtevi potrošača, kao što su tehnike stimulacije kreativnosti, funkcionalne granajuće analize, oruđa sa kompjuterskom podrškom (CAD), tehnike vrednovanja projektnih rešenja za nove proizvode (funkcionalni blok dijagram ili BDF, tabela funkcionalne analize ili TAF, izračunavanja stope koncepcijske efikasnosti, pouzdanosti koja se u globalu ocenju-je primenom AMDEC (Analiza modela neuspeha, efekata i njihova kritičnost).)
MATCH@E:(Among the specific techniques and instruments that are incorporated in value analysis, one can distinguish the techniques of functional analysis, of analysis of the product structure, the use of the contact schemes and the determination of the conception function of the new product, the cost analyses (calculating costs through analogic, parametric or analytical methods, using matrices of the functions-costs type, and the cost histograms), methods for identifying the appropriate solutions to meet the consumers needs and requirements, such as the techniques of creativeness stimulation, of functional arborescent analysis, and the computer-assisted devices (CAD), the technique of evaluation of the design solutions for the new products (the functional block diagram, or BDF, the table of functional analysis, or TAF, calculation of the conception efficiency rate, reliability, globally assessed through AMDEC (Analysis of Modes of Failure, Effects and their Criticalness).===>Među specifičnim tehnikama i instrumentima obuhvaćenim analizom vrednosti mogu se prepoznati tehnike funkcionalne analize, analize strukture proizvoda, primena kontaktnih šema i određenje koncepcijske funkcije novog proizvoda, analize troškova (izračunava troškove primenom analognih, parametarskih ili analitičkih metoda, primenom matrica tipa funkcija/trošak, i histograma troškova), metoda za identifikovanje odgovarajućih rešenja kojima će se zadovoljiti potrebe i zahtevi potrošača, kao što su tehnike stimulacije kreativnosti, funkcionalne granajuće analize, oruđa sa kompjuterskom podrškom (CAD), tehnike vrednovanja projektnih rešenja za nove proizvode (funkcionalni blok dijagram ili BDF, tabela funkcionalne analize ili TAF, izračunavanja stope koncepcijske efikasnosti, pouzdanosti koja se u globalu ocenjuje primenom AMDEC (Analiza modela neuspeha, efekata i njihova kritičnost).)
MATCH@M:(By detailing the inventory of the various techniques of functional analysis, one can find that each of them is more or less adapted to the specificity of the product or the type of analysis (the technique of the interactors, the functional tree, the F.A.S.T. diagram, the S.A.D.T. or G.R.A.F.C.E.T. techniques).===>Detaljnim uvidom u različite tehnike funkcionalne analize možemo da zaključimo da je svaka od njih u manjoj ili u većoj meri prilagođena specifičnom karakteru proizvoda ili tipu analize (tehnika uzajamnih činilaca, funkcionalno stablo, F.A.S.T. dijagram, S.A.D.T. ili G.R.A.F.C.E.T. tehnika).)
MATCH@E:(By detailing the inventory of the various techniques of functional analysis, one can find that each of them is more or less adapted to the specificity of the product or the type of analysis (the technique of the interactors, the functional tree, the F.A.S.T. diagram, the S.A.D.T. or G.R.A.F.C.E.T. techniques).===>Detaljnim uvidom u različite tehnike funkcionalne analize možemo da zaključimo da je svaka od njih u manjoj ili u većoj meri prilagođena specifičnom karakteru proizvoda ili tipu analize (tehnika uzajamnih činilaca, funkcionalno stablo, F.A.S.T. dijagram, S.A.D.T. ili G.R.A.F.C.E.T. tehnika).)
MATCH@M:(Concluding, the method of value analysis has become, at present, more than an inevitable reality in the management of prevalently productive organizations, over a comparatively short period (only half of a the main argument of a managerial type in the context of the drastic limitation of resources.===>Možemo da zaključimo da ja danas metod analize vrednosti postao jedna određena neizbežna realnost u upravljanju pretežno proizvodnim organizacijama, i to u veoma kratkom periodu (za samo pola veka) od kad se spektakularno pojavio, i sada predstavlja glavni oslonac za onaj tip upravljanja koji se primenjuje u kontekstu strogo ograničenih resursa.)
MATCH@E:(Concluding, the method of value analysis has become, at present, more than an inevitable reality in the management of prevalently productive organizations, over a comparatively short period (only half of a century) after its spectacular appearance, looming as the main argument of a managerial type in the context of the drastic limitation of resources. ~~~ 4.===>Možemo da zaključimo da ja danas metod analize vrednosti postao jedna određena neizbežna realnost u upravljanju pretežno proizvodnim organizacijama, i to u veoma kratkom periodu (za samo pola veka) od kad se spektakularno pojavio, i sada predstavlja glavni oslonac za onaj tip upravljanja koji se primenjuje u kontekstu strogo ograničenih resursa. 4.)
MATCH@M:(The technique of the scenarios defines a procedure that points out the critical moments where the manager is required to intervene for the activity of the organization to continue, through decision-making, opting for one of the possible variants in a certain domain.===>Tehnikom scenarija definiše se postupak koji ističe kritične momente u kojima se od menadžera očekuje da interveniše, da bi organizacija nastavila da funkcioniše. On to čini tako što donosi odluku, čime se opredeljuje za jednu od nekoliko varijanti u određenoj oblasti.)
MATCH@E:(The technique of the scenarios defines a procedure that points out the critical moments where the manager is required to intervene for the activity of the organization to continue, through decision-making, opting for one of the possible variants in a certain domain.===>Tehnikom scenarija definiše se postupak koji ističe kritične momente u kojima se od menadžera očekuje da interveniše, da bi organizacija nastavila da funkcioniše. ~~~ On to čini tako što donosi odluku, čime se opredeljuje za jednu od nekoliko varijanti u određenoj oblasti.)
MATCH@M:(The technique describes a sequential, yet logical, event, and has the capacity of emphasising critical moments.===>Ova tehnika opisuje događaj koji logično sledi iz situacije i ističe kritične momente.)
MATCH@E:(The technique describes a sequential, yet logical, event, and has the capacity of emphasising critical moments.===>Ova tehnika opisuje događaj koji logično sledi iz situacije i ističe kritične momente.)
MATCH@M:(The option allows continuing the action along one direction or the other, and generates another logical succession of sequences, as the iterations lead towards different critical areas, imposing another option through decision-making, etc.===>Ova opcija omogućava da se aktivnost nastavi u jednom ili drugom pravcu i generiše novi niz događaja, pošto svaki korak vodi do drugih kritičnih oblasti i nameće još jednu opciju u zaključivanju, itd.)
MATCH@E:(The option allows continuing the action along one direction or the other, and generates another logical succession of sequences, as the iterations lead towards different critical areas, imposing another option through decision-making, etc.===>Ova opcija omogućava da se aktivnost nastavi u jednom ili drugom pravcu i generiše novi niz događaja, pošto svaki korak vodi do drugih kritičnih oblasti i nameće još jednu opciju u zaključivanju, itd.)
MATCH@M:(The technique diversifies in keeping with the elements characteristic of the sce-through simulation, mathematical models, dynamic programming, etc.===>Ova tehnika se razlikuje u skladu sa elementima koji su karakteristični za određeni scenario; od teorije strateških igara, preko si-mulacije, matematičkih modela, do programiranja, itd.)
MATCH@E:(The technique diversifies in keeping with the elements characteristic of the scenarios, through the theory of the strategic games, through simulation, mathematical models, dynamic programming, etc.===>Ova tehnika se razlikuje u skladu sa elementima koji su karakteristični za određeni scenario; od teorije strateških igara, preko simulacije, matematičkih modela, do programiranja, itd.)
MATCH@M:(The pattern technique, utilized in prevision-making in the technical and technological field, first puts forward the objective, and then effects the previsional study in order to discover the factors that facilitate attaining the time targets, or make it more difficult; it is apparently similar to the management method based on objectives, applied in the particular case when the objectives cannot be rigorously quantified, so the moment of attaining partial goals cannot be accurately predicted, and consequently the stages of performing the programme have a broader tolerance margin.===>Tehnika uzorka, koja se koristi u predviđanju u tehničkoj i tehnološkoj oblasti rada, na prvo mesto stavlja cilj, a onda efekte studije predviđanja, i na taj način otkriva faktore pomoću kojih će lakše postići vremenski određene ciljeve, ili koji će taj proces otežavati. Ona je očigledno slična metodu upravljanja zasnovanom na ciljevima, koji se primenjuje u posebnom slučaju kada se ciljevi ne mogu strogo kvantifikovati, pa se trenutak u kome će se postizati parcijalni ciljevi ne može precizno predvideti i stoga faze u izvođenju programa imaju širu marginu tolerancije.)
MATCH@E:(The pattern technique, utilized in prevision-making in the technical and technological field, first puts forward the objective, and then effects the previsional study in order to discover the factors that facilitate attaining the time targets, or make it more difficult; it is apparently similar to the management method based on objectives, applied in the particular case when the objectives cannot be rigorously quantified, so the moment of attaining partial goals cannot be accurately predicted, and consequently the stages of performing the programme have a broader tolerance margin.===>Tehnika uzorka, koja se koristi u predviđanju u tehničkoj i tehnološkoj oblasti rada, na prvo mesto stavlja cilj, a onda efekte studije predviđanja, i na taj način otkriva faktore pomoću kojih će lakše postići vremenski određene ciljeve, ili koji će taj proces otežavati. ~~~ Ona je očigledno slična metodu upravljanja zasnovanom na ciljevima, koji se primenjuje u posebnom slučaju kada se ciljevi ne mogu strogo kvantifikovati, pa se trenutak u kome će se postizati parcijalni ciljevi ne može precizno predvideti i stoga faze u izvođenju programa imaju širu marginu tolerancije.)
MATCH@M:(The morphological technique of prediction decomposes the whole into its structural parts, and distinctly realizes the independent quality projection for the component parts, starting from the progress of technique and technologies.===>Morfološka tehnika predviđanja razlaže celinu na njene sastavne delove i jasno izvodi nezavisnu projekciju kvaliteta za ove komponente, počevši od napretka tehnike i tehnologije.)
MATCH@E:(Š11Ë The morphological technique of prediction decomposes the whole into its structural parts, and distinctly realizes the independent quality projection for the component parts, starting from the progress of technique and technologies.===>Š11Ë Morfološka tehnika predviđanja razlaže celinu na njene sastavne delove i jasno izvodi nezavisnu projekciju kvaliteta za ove komponente, počevši od napretka tehnike i tehnologije.)
MATCH@M:(5.	Specific nzmanagerials models of organizational generalization===>5.	Specifični metodi upravljanja putem organizacione generalizacije)
MATCH@E:(5. ~~~ Specific nžmanagerials models of organizational generalization D.===>Specifični metodi upravljanja putem organizacione generalizacije D. Tipični modeli menadžerskih postupaka su metodi maksimalne organizacione generalizacije i oni obuhvataju: d1.)
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BAD_LINE_M:5.	Specific nzmanagerials models of organizational generalization
BAD_LINE_M:5.	Specifični metodi upravljanja putem organizacione generalizacije
BAD_LINE_E:5. ~~~ Specific nžmanagerials models of organizational generalization D.
BAD_LINE_E:Specifični metodi upravljanja putem organizacione generalizacije D. Tipični modeli menadžerskih postupaka su metodi maksimalne organizacione generalizacije i oni obuhvataju: d1.
MATCH@M:(6.	Various specific methods of management===>6.	Različiti specifični metodi upravljanja)
MATCH@E:(6. ~~~ Various specific methods of management E.===>Kontrolni panel predstavlja takođe korisnu tehniku, posebno na najvišem nivou uprave u organizaciji.)
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BAD_LINE_M:6.	Various specific methods of management
BAD_LINE_M:6.	Različiti specifični metodi upravljanja
BAD_LINE_E:6. ~~~ Various specific methods of management E.
BAD_LINE_E:Kontrolni panel predstavlja takođe korisnu tehniku, posebno na najvišem nivou uprave u organizaciji.
MATCH@M:(The weather disaster management involves many disciplines and institutions and focus on the main activities that take place, some on a regular basis as part of the weather forecast service, and some triggered by extreme events.===>Upravljanje vremenskim katastrofama obuhvata veliki broj disciplina i institucija i fokusira se na glavne aktivnosti koje treba preduzeti, neke kao deo redovne aktivnosti, kao posao službe meteorološke prognoze, a neke kada dođe do nekih elementarnih nepogoda.)
MATCH@E:(The specific methods of management (e.g. weather disasters management) The weather disaster management involves many disciplines and institutions and focus on the main activities that take place, some on a regular basis as part of the weather forecast service, and some triggered by extreme events.===>Različiti specifični metodi upravljanja E. specifični metodi upravljanja (na primer, upravljanje vremenskim katastrofama) Upravljanje vremenskim katastrofama obuhvata veliki broj disciplina i institucija i fokusira se na glavne aktivnosti koje treba preduzeti, neke kao deo redovne aktivnosti, kao posao službe meteorološke prognoze, a neke kada dođe do nekih elementarnih nepogoda.)
MATCH@M:(These activities are: 1) weather and hydrological forecast; 2) assessment of weather disaster risk for specific zones and warning; 3) evacuation and other measures taken to diminish damage; 4) further intervention and rescue missions, help in case of weather disaster; 5) steps to restore normality and resume economic activities; 6) complex evaluation of the situation and implementation of plans that will adapt communities for future possible severe weather disaster [12-13]. Disaster Management includes the main weather management issues of weather disasters: monitoring environmental changes, observations and data collection, diagnosis, modelling forecasting of meteorological and hydrological hazards produced by extreme weather and climate change, advances in radar, satellite and hydrological modelling methods for flash flood forecasting and droughts, remote sensing and geophysical surveying, quantifying fluxes of water among hydrologic reservoirs, and understanding the causes of global water and energy cycle variability, prediction and simulation of hazardous weather using mesoscale and microscale, numerical models and assimilation systems, urban planning or urban disaster management, natural catastrophe risk modelling (recent development in loss modelling technology and application to insurance, risk managers and local governments).===>Ove aktivnosti obuhvataju: 1) vremensku i hidrološku prognozu, 2) procenu rizika od vremenskih nepogoda za posebne zone i upozoravanje, 3) evakuaciju i druge mere koje se preduzimaju da bi se umanjila šteta, 4) dalje intervencije i akcije spasavanja, pomoć u slučaju vremenskih nepogoda, 5) korake koji se preduzimaju da se stvari vrate u normalno stanje i da se nastave ekonomske aktivnosti, 6) složeno vrednovanje situacije i prime-na planova pomoću kojih će se zajednica pripremiti za moguće ozbiljne vremenske katastrofe u budućnosti [12-13C. Upravljanje u slučajevima nesreće obuhvata glavne probleme vremenskih katastrofa: praćenje promena u okruženju, osmatranje i prikupljanje podataka, modele predviđanja meteoroloških i hidroloških rizika izazvanih ekstremnim promenama vremena i klime, unapređenje radarske tehnike, modelovanje metoda za predviđanje poplava ili suša pomoću satelita i hidrolo-ških tehnika, osmatranje na daljinu i geofizička ispitivanja, kvantifikovanje vodenih tokova u hidrološkim rezervoarima i poimanje uzroka globalnog ciklusa promena vode i energije, predviđanje i simulacija opasnosti od vremenske promene pomoću mezoskale i mikroskale, numerički modeli i sistemi asimilacije, urbano planiranje ili upravljanje nesrećama u urbanoj sredini, modeli rizika od prirodnih katastrofa (savremeno dostignuće u tehnologiji modela gubutaka i primena u osiguranju, kod menadžera rizika i u lokalnoj upravi).)
MATCH@E:(These activities are: 1) weather and hydrological forecast; 2) assessment of weather disaster risk for specific zones and warning; 3) evacuation and other measures taken to diminish damage; 4) further intervention and rescue missions, help in case of weather disaster; 5) steps to restore normality and resume economic activities; 6) complex evaluation of the situation and implementation of plans that will adapt communities for future possible severe weather disaster Š12-13Ë. Disaster Management includes the main weather management issues of weather disasters: monitoring environmental changes, observations and data collection, diagnosis, modelling forecasting of meteorological and hydrological hazards produced by extreme weather and climate change, advances in radar, satellite and hydrological modelling methods for flash flood forecasting and droughts, remote sensing and geophysical surveying, quantifying fluxes of water among hydrologic reservoirs, and understanding the causes of global water and energy cycle variability, prediction and simulation of hazardous weather using mesoscale and microscale, numerical models and assimilation systems, urban planning or urban disaster management, natural catastrophe risk modelling (recent development in loss modelling technology and application to insurance, risk managers and local governments).===>Ove aktivnosti obuhvataju: ~~~ 1) vremensku i hidrološku prognozu, 2) procenu rizika od vremenskih nepogoda za posebne zone i upozoravanje, 3) evakuaciju i druge mere koje se preduzimaju da bi se umanjila šteta, 4) dalje intervencije i akcije spasavanja, pomoć u slučaju vremenskih nepogoda, 5) korake koji se preduzimaju da se stvari vrate u normalno stanje i da se nastave ekonomske aktivnosti, 6) složeno vrednovanje situacije i primena planova pomoću kojih će se zajednica pripremiti za moguće ozbiljne vremenske katastrofe u budućnosti Š12-13]. ~~~ Upravljanje u slučajevima nesreće obuhvata glavne probleme vremenskih katastrofa: praćenje promena u okruženju, osmatranje i prikupljanje podataka, modele predviđanja meteoroloških i hidroloških rizika izazvanih ekstremnim promenama vremena i klime, unapređenje radarske tehnike, modelovanje metoda za predviđanje poplava ili suša pomoću satelita i hidroloških tehnika, osmatranje na daljinu i geofizička ispitivanja, kvantifikovanje vodenih tokova u hidrološkim rezervoarima i poimanje uzroka globalnog ciklusa promena vode i energije, predviđanje i simulacija opasnosti od vremenske promene pomoću mezoskale i mikroskale, numerički modeli i sistemi asimilacije, urbano planiranje ili upravljanje nesrećama u urbanoj sredini, modeli rizika od prirodnih katastrofa (savremeno dostignuće u tehnologiji modela gubutaka i primena u osiguranju, kod menadžera rizika i u lokalnoj upravi).)
MATCH@M:(Natural catastrophe risk can represent overall social and economic impacts of natural hazard on humans and the built environment.===>Rizik od prirodne katastrofe obuhvata ukupni društveni i ekonomski uticaj opasnosti od prirodnih katastrofa na ljude i naseljene oblasti.)
MATCH@E:(Natural catastrophe risk can represent overall social and economic impacts of natural hazard on humans and the built environment.===>Rizik od prirodne katastrofe obuhvata ukupni društveni i ekonomski uticaj opasnosti od prirodnih katastrofa na ljude i naseljene oblasti.)
MATCH@M:(Such impacts include, among others, loss of life, injury, damage and loss to properties, business interruption and loss of profit.===>Ovi uticaji, između ostalog, obuhvataju gubitak života, povrede, oštećenje ili gubitak imovine, prekid poslovanja i gubitak profita.)
MATCH@E:(Such impacts include, among others, loss of life, injury, damage and loss to properties, business interruption and loss of profit.===>Ovi uticaji, između ostalog, obuhvataju gubitak života, povrede, oštećenje ili gubitak imovine, prekid poslovanja i gubitak profita.)
MATCH@M:(Natural catastrophe risk models may also be used by local government for risk mitigation, post-disaster reaction, recovery planning and public awareness programs relating to: computer modelling of natural risks, natural catastrophe risk modelling methodologies, the use of GIS in natural catastrophe risk modelling, uncertainty and sensitivity of computer risk models, availability, reliability and quality of data used in natural catastrophe risk models, regional vs. local risk models, modelling the social and humanitarian impacts of natural disasters, natural catastrophe risk modelling of urban areas and its application to urban planning, post-disaster planning and risk mitigation, building and social vulnerability of developing countries to natural disasters, practical applications of natural catastrophe risk models in the business environment, etc.===>Modele rizika od prirodnih katastrofa može takođe koristiti i lokalna vlast, da bi ublažila rizik, rego-vala u slučaju nepogoda, planirala oporavak zajednice i izradila programe za upoznavanje stanovništva sa opasnošću, a to čini pomoću: izrade kompjuterskih modela rizika od prirodnih nepogoda, metodologija za izradu modela rizika od prirodnih katastrofa, primenom GIS u izradi modela rizika od prirodnih katastrofa, nesigurnosti i osetljivosti kompjuterskih modela rizika, dostupnosti, pouzdanosti i kvaliteta podataka koji se koriste u modelima rizika od prirodnih katastrofa, odnosu regionalnih i lokalnih modela, izrade modela društvenih i humanitarnih uticaja prirodnih katastrofa, izrade modela rizika od prirodnih nepogoda u urbanim sredinama i njegove primene u urbanom planiranju, planiranju poslova posle katastrofe i ublažavanje rizika, u građevinarstvu i socijalnoj ranjivosti zemalja u razvoju u slučaju prirodne katastrofe, praktične primene modela rizika od prirodnih katastrofa u poslovnom okruženju, itd.)
MATCH@E:(Natural catastrophe risk models may also be used by local government for risk mitigation, post-disaster reaction, recovery planning and public awareness programs relating to: computer modelling of natural risks, natural catastrophe risk modelling methodologies, the use of GIS in natural catastrophe risk modelling, uncertainty and sensitivity of computer risk models, availability, reliability and quality of data used in natural catastrophe risk models, regional vs. local risk models, modelling the social and humanitarian impacts of natural disasters, natural catastrophe risk modelling of urban areas and its application to urban planning, post-disaster planning and risk mitigation, building and social vulnerability of developing countries to natural disasters, practical applications of natural catastrophe risk models in the business environment, etc. ~~~ 7.===>Modele rizika od prirodnih katastrofa može takođe koristiti i lokalna vlast, da bi ublažila rizik, regovala u slučaju nepogoda, planirala oporavak zajednice i izradila programe za upoznavanje stanovništva sa opasnošću, a to čini pomoću: izrade kompjuterskih modela rizika od prirodnih nepogoda, metodologija za izradu modela rizika od prirodnih katastrofa, primenom GIS u izradi modela rizika od prirodnih katastrofa, nesigurnosti i osetljivosti kompjuterskih modela rizika, dostupnosti, pouzdanosti i kvaliteta podataka koji se koriste u modelima rizika od prirodnih katastrofa, odnosu regionalnih i lokalnih modela, izrade modela društvenih i humanitarnih uticaja prirodnih katastrofa, izrade modela rizika od prirodnih nepogoda u urbanim sredinama i njegove primene u urbanom planiranju, planiranju poslova posle katastrofe i ublažavanje rizika, u građevinarstvu i socijalnoj ranjivosti zemalja u razvoju u slučaju prirodne katastrofe, praktične primene modela rizika od prirodnih katastrofa u poslovnom okruženju, itd. 7.)
MATCH@M:(As management theory advances in development of wide spectrum of specific multidisciplinary methods and techniques it is becoming more and more necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased efficaciousness of management.===>Teorija menadžmenta postiže veliki napredak u razvijanju širokog spektra specifičnih multidisciplinarnih metoda i tehnika i stoga postaje sve neophodnija kada treba kombinovati različite tehnike da bi se dobili novi metodi, i pretvaranju metoda u nove sisteme liderstva i menadžmenta, a sve u cilju postizanja veće efikasnosti u upravljanju.)
MATCH@E:(Conclusion As management theory advances in development of wide spectrum of specific multidisciplinary methods and techniques it is becoming more and more necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased efficaciousness of management.===>Zaključak Teorija menadžmenta postiže veliki napredak u razvijanju širokog spektra specifičnih multidisciplinarnih metoda i tehnika i stoga postaje sve neophodnija kada treba kombinovati različite tehnike da bi se dobili novi metodi, i pretvaranju metoda u nove sisteme liderstva i menadžmenta, a sve u cilju postizanja veće efikasnosti u upravljanju.)
MATCH@M:(We propose further study aimed at aggregation of methods.===>Predlažemo da se istraživanja nastave, sa ciljem da se izvrši agregacija metoda.)
MATCH@E:(We propose further study aimed at aggregation of methods.===>Predlažemo da se istraživanja nastave, sa ciljem da se izvrši agregacija metoda.)
MATCH@M:(Aggregation of techniques in practice, while the methods and the techniques are increasingly utilized in ever more diverse combinations by the managers, can result from disadvantages of individual application of any method or technique, further the capacity of homogeneous ensembles of techniques grouped into methods of satisfying multifunctional managerial needs, in constant striving toward improvement.===>Agregaci-ja tehnika u praksi, dok menadžeri primenjuju ove tehnike i metode sve različitijim kombinacijama, može da proistekne iz nedostataka pojedinačne primene bilo kog metoda ili tehnike i da unapredi sposobnost homogenih skupova tehnika grupisanih u metode koji treba da zadovolje multifunkcionalne potrebe menadžera koji se neprekidno bore za poboljšanja.)
MATCH@E:(Aggregation of techniques in practice, while the methods and the techniques are increasingly utilized in ever more diverse combinations by the managers, can result from disadvantages of individual application of any method or technique, further the capacity of homogeneous ensembles of techniques grouped into methods of satisfying multifunctional managerial needs, in constant striving toward improvement.===>Agregacija tehnika u praksi, dok menadžeri primenjuju ove tehnike i metode sve različitijim kombinacijama, može da proistekne iz nedostataka pojedinačne primene bilo kog metoda ili tehnike i da unapredi sposobnost homogenih skupova tehnika grupisanih u metode koji treba da zadovolje multifunkcionalne potrebe menadžera koji se neprekidno bore za poboljšanja.)
MATCH@M:(But as this article has illustrated, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods.===>Ali, kako je pokazano u ovom radu, specifični metodi upravljanja toliko su različiti da postignuće potrebne vešti-ne može da preraste u preteranu specijalizaciju stručnjaka i stvori probleme u spajanju nekoliko različitih metoda.)
MATCH@E:(But as this article has illustrated, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods.===>Ali, kako je pokazano u ovom radu, specifični metodi upravljanja toliko su različiti da postignuće potrebne veštine može da preraste u preteranu specijalizaciju stručnjaka i stvori probleme u spajanju nekoliko različitih metoda.)
MATCH@M:(So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods.===>Stoga možemo da zaključimo da je za dalji napredak u ovoj oblasti potrebna podrška teorijskih okvira koje će razviti stručnjaci iz različitih oblasti nauke koji podržavaju specifične metode upravljanja.)
MATCH@E:(So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods.===>Stoga možemo da zaključimo da je za dalji napredak u ovoj oblasti potrebna podrška teorijskih okvira koje će razviti stručnjaci iz različitih oblasti nauke koji podržavaju specifične metode upravljanja.)
MATCH@M:(According to the Basel Committee on Banking Supervision, Operational Risk is the risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events.===>Operativni rizik je rizik ostvarenja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema ili usled eksternih događaja.)
MATCH@E:(According to the Basel Committee on Banking Supervision, Operational Risk is the risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events.===>Operativni rizik je rizik ostvarenja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema ili usled eksternih događaja.)
MATCH@M:(Infrastructure failures (e.g., information technology, terrorist attacks), fraud (e.g., rogue trading), legal and regulatory risks (e.g., fines), have become the motivators behind the move to proactively manage Operational Risk in large Financial Services Institutions.===>Loša infrastruktura (npr. informaciona tehnologija, teroristički napadi), prevara, zakonski i regula-torni rizici su uslovili potrebu aktivnijeg upravljanja operativnim rizikom u velikim finansijskim institucijama.)
MATCH@E:(Infrastructure failures (e.g., information technology, terrorist attacks), fraud (e.g., rogue trading), legal and regulatory risks (e.g., fines), have become the motivators behind the move to proactively manage Operational Risk in large Financial Services Institutions.===>Loša infrastruktura (npr. informaciona tehnologija, teroristički napadi), prevara, zakonski i regulatorni rizici su uslovili potrebu aktivnijeg upravljanja operativnim rizikom u velikim finansijskim institucijama.)
MATCH@M:(In this paper we provide an up to date critical review of the most fundamental issues on Operational Risk Management, e.g., methodology, data collection, analytics, implementation, based on practical experience.===>Rad daje kritički osvrt na osnovna pitanja upravljanja operativnim rizikom, odnosno na metodologiju, prikupljanje podataka, analitiku i primenu zasnovanu na praktičnom iskustvu u ovoj oblasti. 1.	Uvod)
MATCH@E:(In this paper we provide an up to date critical review of the most fundamental issues on Operational Risk Management, e.g., methodology, data collection, analytics, implementation, based on practical experience. ~~~ 1.===>Rad daje kritički osvrt na osnovna pitanja upravljanja operativnim rizikom, odnosno na metodologiju, prikupljanje podataka, analitiku i primenu zasnovanu na praktičnom iskustvu u ovoj oblasti. 1.)
MATCH@M:(1.	Introduction Of all the different types of risk that can affect institutions, operational risk can be among the most devastating and the most difficult to anticipate.===>Od svih mogućih vrsta rizika koji prete institucijama, operativni rizik je najopasniji i njega je najteže pred-videti.)
MATCH@E:(Introduction the most difficult Of all the different types of risk that can affect institutions, operational risk can be among the most devastating and to anticipate.===>Uvod Od svih mogućih vrsta rizika koji prete institucijama, operativni rizik je najopasniji i njega je najteže predvideti.)
MATCH@M:(Management of operating risks is a key component of our financial and risk management discipline that drives net income results, capital management and customer satisfaction.===>Kod nas upravljanje operativnim rizikom predstavlja kljucnu komponentu u upravljanju finansija-ma i rizikom koja utiče na čist dohodak, upravljanje kapitalom i zadovoljstvo kupaca.)
MATCH@E:(Management of operating risks is a key component of our financial and risk management discipline that drives net income results, capital management and customer satisfaction.===>Kod nas upravljanje operativnim rizikom predstavlja ključnu komponentu u upravljanju finansijama i rizikom koja utiče na čist dohodak, upravljanje kapitalom i zadovoljstvo kupaca.)
MATCH@M:(Rigorously controlled and well-managed risk, frees up resources and capital for revenue generating opportunities.===>Ako se rizik drži pod strogom kontrolom i ako se njime pravilno upravlja, oslobađaju se resursi i kapital i stvara se prilika za ostvarivanje prihoda.)
MATCH@E:(Rigorously controlled and wellmanaged risk, frees up resources and capital for revenue generating opportunities.===>Ako se rizik drži pod strogom kontrolom i ako se njime pravilno upravlja, oslobađaju se resursi i kapital i stvara se prilika za ostvarivanje prihoda.)
MATCH@M:(Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers.===>Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.)
MATCH@E:(Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers.===>Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.)
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BAD_LINE_M:Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers.
BAD_LINE_M:Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.
BAD_LINE_E:Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers.
BAD_LINE_E:Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.
MATCH@M:(It is the relative lack of understanding of it that is threatening.===>Opasan je zato što nije u dovoljnoj meri shvaćen.)
MATCH@E:(It is the relative lack of understanding of it that is threatening.===>U bankarskom sektoru to je nova oblast upravljanja, puna izazova.)
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BAD_LINE_M:It is the relative lack of understanding of it that is threatening.
BAD_LINE_M:Opasan je zato što nije u dovoljnoj meri shvaćen.
BAD_LINE_E:It is the relative lack of understanding of it that is threatening.
BAD_LINE_E:U bankarskom sektoru to je nova oblast upravljanja, puna izazova.
MATCH@M:(Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes.===>Za razliku od tržišnog ili kreditnog rizika, koji su obicno karakteristicni za pojedine poslovne linije, operativni rizici su prisutni u svim poslovnim procesima.)
MATCH@E:(Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes.===>Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.)
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BAD_LINE_M:Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes.
BAD_LINE_M:Za razliku od tržišnog ili kreditnog rizika, koji su obicno karakteristicni za pojedine poslovne linije, operativni rizici su prisutni u svim poslovnim procesima.
BAD_LINE_E:Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes.
BAD_LINE_E:Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.
MATCH@M:(It is a broader concept than “operations” or back office risk.===>Operativni rizik predstavlja širi pojam od „poslovne operacije“ ili rizika administrativnog poslovanja)
MATCH@E:(It is a broader concept than operations or back office risk.===>Opasan je zato što nije u dovoljnoj meri shvaćen.)
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BAD_LINE_M:It is a broader concept than “operations” or back office risk.
BAD_LINE_M:Operativni rizik predstavlja širi pojam od „poslovne operacije“ ili rizika administrativnog poslovanja
BAD_LINE_E:It is a broader concept than operations or back office risk.
BAD_LINE_E:Opasan je zato što nije u dovoljnoj meri shvaćen.
MATCH@M:(Along with established capital charges for market and credit risk, Basel proposes an explicit capital charge to guard the banks against operational risks.===>Pored već uspostavljanih troškova osiguranja kredita u vezi sa tržišnim i kreditnim rizikom, Sporazum iz Bazela predlaže i određeni trošak osiguranja kapitala kojim bi se banke štitile od operativnog rizika.)
MATCH@E:(Along with established capital charges for market and credit risk, Basel proposes an explicit capital charge to guard the banks against operational risks.===>Operativni rizik predstavlja širi pojam od poslovne operacije ili rizika administrativnog poslovanja Pored već uspostavljanih troškova osiguranja kredita u vezi sa tržišnim i kreditnim rizikom, Sporazum iz Bazela predlaže i određeni trošak osiguranja kapitala kojim bi se banke štitile od operativnog rizika.)
MATCH@M:(Since January 2005, the new capital requirements require financial services institutions to implement robust systems for the collection and tracking of data.===>Od januara meseca 2005. godine, novi zahtevi koji se odnose na kapital propisuju obavezu finansijskih institucija da pri-menjuju stroge sisteme prikupljanja i praćenja podataka.)
MATCH@E:(Since January 2005, the new capital requirements require financial services institutions to implement robust systems for the collection and tracking of data.===>Od januara meseca 2005. godine, novi zahtevi koji se odnose na kapital propisuju obavezu finansijskih institucija da primenjuju stroge sisteme prikupljanja i praćenja podataka.)
MATCH@M:(As a result of that, the biggest financial institutions have started devoting significant resources to identify, measure, analyze, report and mitigate this potentially catastrophic risk class.===>Stoga su sada najveće finansijske institucije počele da izdvajaju značajne resurse za identifikovanje, mere-nje, analiziranje, izveštavanje i ublažavanje ove potencijalno razorne vrste rizika.)
MATCH@E:(As a result of that, the biggest financial institutions have started devoting significant resources to identify, measure, analyze, report and mitigate this potentially catastrophic risk class.===>Stoga su sada najveće finansijske institucije počele da izdvajaju značajne resurse za identifikovanje, merenje, analiziranje, izveštavanje i ublažavanje ove potencijalno razorne vrste rizika.)
MATCH@M:(They aim to implement a framework that meets all the compliance requirements with the New Capital Accord (Bank for International Settlements, BIS II) regulations: data collection, data tracking and a robust internal risk-control system.===>One teže da primene jedan okvir kojim bi se zadovoljili svi zahtevi propisani Novim sporazumom o kapitalu (Banka za međunarodna poravnanja, BIS II): prikupljanje podataka, praćenje podataka i strog unutrašnji sistem kontrole rizika.)
MATCH@E:(They aim to implement a framework that meets all the compliance requirements with the New Capital Accord (Bank for International Settlements, BIS II) regulations: data collection, data tracking and a robust internal risk-control system.===>One teže da primene jedan okvir kojim bi se zadovoljili svi zahtevi propisani Novim sporazumom o kapitalu (Banka za međunarodna poravnanja, BIS II): prikupljanje podataka, praćenje podataka i strog unutrašnji sistem kontrole rizika. 2.)
MATCH@M:(Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field.===>Pošto se operativni rizik našao u središtu pažnje svih učesnika u industrijskim procesima, regulatornih tela i drugih posmatrača, stručnjaci za proučavanje poslovnih operacija, menadžeri rizika i teoretičari menadžmenta dobili su savršenu priliku da primene kvantitativne i kvalitativne tehnike u ovoj oblasti.)
MATCH@E:(Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field.===>)
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BAD_LINE_M:Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field.
BAD_LINE_M:Pošto se operativni rizik našao u središtu pažnje svih učesnika u industrijskim procesima, regulatornih tela i drugih posmatrača, stručnjaci za proučavanje poslovnih operacija, menadžeri rizika i teoretičari menadžmenta dobili su savršenu priliku da primene kvantitativne i kvalitativne tehnike u ovoj oblasti.
BAD_LINE_E:Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field.
BAD_LINE_E:
MATCH@M:(There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished.===>Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.)
MATCH@E:(There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished.===>)
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BAD_LINE_M:There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished.
BAD_LINE_M:Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.
BAD_LINE_E:There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished.
BAD_LINE_E:
MATCH@M:(It is a new, exciting area of risk management in the banking sector.===>U bankarskom sektoru to je nova oblast upravljanja, puna izazova.)
MATCH@E:(It is a new, exciting area of risk management in the banking sector.===>)
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BAD_LINE_M:It is a new, exciting area of risk management in the banking sector.
BAD_LINE_M:U bankarskom sektoru to je nova oblast upravljanja, puna izazova.
BAD_LINE_E:It is a new, exciting area of risk management in the banking sector.
BAD_LINE_E:
MATCH@M:(In general, operational risk contains the losses that follow from acts undertaken (or neglected) in carrying out business activities.===>Uopšteno govoreći, operativni rizik podrazumeva gubitke koji proizilaze iz postupaka koji su preduzeti (ili nisu preduzeti) u sprovođenju poslovnih aktivnosti.)
MATCH@E:(2. ~~~ Operational risk definition and categorization In general, operational risk contains the losses that follow from acts undertaken (or neglected) in carrying out business activities.===>Definicija i kategorizacija operativnog rizika Uopšteno govoreći, operativni rizik podrazumeva gubitke koji proizilaze iz postupaka koji su preduzeti (ili nisu preduzeti) u sprovođenju poslovnih aktivnosti.)
MATCH@M:(Therefore, when a transaction is priced solely in terms of market and credit risks, an important risk, which can have devastating financial consequences, is missing from the product pricing.===>Stoga, ako se jedna transakcija procenjuje samo na osnovu tr-žisšnog i kreditnog rizika, to znači da se u određivanju cene proizvoda nije uzeo u obzir još jedan važan rizik, čije finansijske posledice mogu da budu katastrofalne.)
MATCH@E:(Therefore, when a transaction is priced solely in terms of market and credit risks, an important risk, which can have devastating financial consequences, is missing from the product pricing.===>Stoga, ako se jedna transakcija procenjuje samo na osnovu tržisšnog i kreditnog rizika, to znači da se u određivanju cene proizvoda nije uzeo u obzir još jedan važan rizik, čije finansijske posledice mogu da budu katastrofalne.)
MATCH@M:(After a number of years of intensive debate on what constitutes an operational risk, according to the Basel’s current definition for purposes of quantification and capital allocation, operational risk can be defined as a risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events 2, pp. 144.===>Ozbiljne rasprave o tome šta sve čini operativni rizik traju već godinama, a prema trenutno važećoj definiciji Bazela koja služi za kvantifikaciju i alokaciju kapitala, operativni rizik se može definisati kao rizik ostvarivanja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema, ili usled eksternih događaja [2, str.144].)
MATCH@E:(After a number of years of intensive debate on what constitutes an operational risk, according to the Basels current definition for purposes of quantification and capital allocation, operational risk can be defined as a risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events 2, pp. 144.===>Ozbiljne rasprave o tome šta sve čini operativni rizik traju već godinama, a prema trenutno važećoj definiciji Bazela koja služi za kvantifikaciju i alokaciju kapitala, operativni rizik se može definisati kao rizik ostvarivanja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema, ili usled eksternih događaja Š2, str.144Ë.)
MATCH@M:(People as a risk category are losses associated with intentional violation of internal policies by current or past employees.===>Ljudi kao kategorija rizika predstavljaju gubitke nastale namernim kršenjem interne (poslovne) politike od strane sadašnjih ili bivših zaposlenih.)
MATCH@E:(People as a risk category are losses associated with intentional violation of internal policies by current or past employees.===>Ljudi kao kategorija rizika predstavljaju gubitke nastale namernim kršenjem interne (poslovne) politike od strane sadašnjih ili bivših zaposlenih.)
MATCH@M:(In some specific cases, the risk extends to people who are being considered for employment.===>U nekim specifičnim slučajevima rizik se prenosi i na ljude koji tek treba da se zaposle.)
MATCH@E:(In some specific cases, the risk extends to people who are being considered for employment.===>U nekim specifičnim slučajevima rizik se prenosi i na ljude koji tek treba da se zaposle.)
MATCH@M:(Process risk can be explained as losses that have been incurred due to a deficiency in an existing procedure, or the absence of a procedure.===>Procesni rizik se može objasniti kao gubitak izazvan manjkavošću u postojećem postupku ili nepostojanjem potrebnog postupka.)
MATCH@E:(Process risk can be explained as losses that have been incurred due to a deficiency in an existing procedure, or the absence of a procedure.===>Procesni rizik se može objasniti kao gubitak izazvan manjkavošću u postojećem postupku ili nepostojanjem potrebnog postupka.)
MATCH@M:(Losses in this category can result from human error or failure to follow an existing procedure.===>Gubici u ovoj kategoriji mogu da nastanu greškom ljudskog faktora ili nepoštovanjem postojeće procedure.)
MATCH@E:(Losses in this category can result from human error or failure to follow an existing procedure.===>Gubici u ovoj kategoriji mogu da nastanu greškom ljudskog faktora ili nepoštovanjem postojeće procedure.)
MATCH@M:(Process-related losses are unintentional.===>Gubici koji se odnose na procese nisu namerni.)
MATCH@E:(Process-related losses are unintentional.===>Gubici koji se odnose na procese nisu namerni.)
MATCH@M:(Systems risk category consists of losses that are caused by breakdowns in existing systems or technology.===>Kategorija sistemskih rizika obuhvata gubitke izazvane slomom postojećih sistema ili tehnologije.)
MATCH@E:(Systems risk category consists of losses that are caused by breakdowns in existing systems or technology.===>Kategorija sistemskih rizika obuhvata gubitke izazvane slomom postojećih sistema ili tehnologije.)
MATCH@M:(Losses in this category are unintentional.===>Gubici u ovoj kategoriji su nenamerni.)
MATCH@E:(Losses in this category are unintentional.===>Gubici u ovoj kategoriji su nenamerni.)
MATCH@M:(If intentional technology-related losses occur, they should be placed in either the people or external category.===>Ako dođe do namernih gubitaka zbog tehnologije, njih treba kategorisati ili kao prvu kategoriju - ljudi, ili u kategoriju eksternih rizika.)
MATCH@E:(If intentional technology-related losses occur, they should be placed in either the people or external category.===>Ako dođe do namernih gubita ka zbog tehnologije, njih treba kategorisati ili kao prvu kategoriju ljudi, ili u kategoriju eksternih rizika.)
MATCH@M:(Finally, external risk category could be defined as losses occurring as a result of natural or man-made forces, or the direct result of a third party's action.===>Konačno, kategorija eksternih rizika se može definisa-ti kao gubici koji nastaju usled delovanja prirodnih ili veštački stvorenih sila ili su direktna posledica činjenja treće strane.)
MATCH@E:(Finally, external risk category could be defined as losses occurring as a result of natural or man-made forces, or the direct result of a third party's action.===>Konačno, kategorija eksternih rizika se može definisati kao gubici koji nastaju usled delovanja prirodnih ili veštački stvorenih sila ili su direktna posledica činjenja treće strane.)
MATCH@M:(The definition focuses on the causes of operational risk and is open to endless discussion about the detailed definition of each loss category.===>Ova definicija je usmerena na uzroke operativnog rizika i omogućava široku raspravu o tome kako detaljno definisati svaku kategoriju gubitaka.)
MATCH@E:(The definition focuses on the causes of operational risk and is open to endless discussion about the detailed definition of each loss category.===>Ova definicija je usmerena na uzroke operativnog rizika i omogućava široku raspravu o tome kako detaljno definisati svaku kategoriju gubitaka.)
MATCH@M:(1.===>1.)
MATCH@E:(1.===>Model akcionog istraživanja Teorija menadžmenta poznaje dva klasična tipa modela intervencije u oblasti organizacionog razvoja2: (cid:)
BAD_LINE_=============================================================
BAD_LINE_M:1.
BAD_LINE_M:1.
BAD_LINE_E:1.
BAD_LINE_E:Model akcionog istraživanja Teorija menadžmenta poznaje dva klasična tipa modela intervencije u oblasti organizacionog razvoja2: (cid:
MATCH@M:(2.===>2.)
MATCH@E:(2.===>2.)
MATCH@M:(3.===>3.)
MATCH@E:(3.===>Dobra radna grupa 3.)
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BAD_LINE_M:3.
BAD_LINE_M:3.
BAD_LINE_E:3.
BAD_LINE_E:Dobra radna grupa 3.
MATCH@M:(4.===>4.)
MATCH@E:(4.===>Dodatna novčana nagrada 4.)
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BAD_LINE_M:4.
BAD_LINE_M:4.
BAD_LINE_E:4.
BAD_LINE_E:Dodatna novčana nagrada 4.
MATCH@M:(5.===>5.)
MATCH@E:(5.===>Fizički intenzitet posla 5.)
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BAD_LINE_M:5.
BAD_LINE_M:5.
BAD_LINE_E:5.
BAD_LINE_E:Fizički intenzitet posla 5.
MATCH@M:(6.===>6.)
MATCH@E:(6.===>LITERATURA Š1Ë Porter M. & Kramer M.:)
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BAD_LINE_M:6.
BAD_LINE_M:6.
BAD_LINE_E:6.
BAD_LINE_E:LITERATURA Š1Ë Porter M. & Kramer M.:
MATCH@M:(Business Disruption and System Failure	Systems===>Prekid poslovanja i pad sistema	Systems)
MATCH@E:(Business Disruption and System Failure Systems 7.===>Prekid poslovanja i pad sistema Systems 7.)
MATCH@M:(7.===>7.)
MATCH@E:(7.===>Komunikacija na random mestu 7.)
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BAD_LINE_M:7.
BAD_LINE_M:7.
BAD_LINE_E:7.
BAD_LINE_E:Komunikacija na random mestu 7.
MATCH@M:(Execution, DeliveryandProcess Management	Transaction Capture, ExecutionandMaintenance Monitoring and Reporting Customer Intake and Documentation Customer/Client Accounting Management Trade Counterparties VendorsandSupplies===>Izvođenje, isporukaiupravljanje procesima	Obuhvat, izvođenjeiodržavanje transakcija Monitoring and Reporting Priticaj klijenata i dokumentacija Računovodstveno upravljanje korisnik/klijent Druga strana u trgovanju Prodavciizalihe)
MATCH@E:(Execution, Delivery&Process Management Transaction Capture, Execution&Maintenance Monitoring and Reporting Customer Intake and Documentation Customer/Client Accounting Management Trade Counterparties Vendors&Supplies 3.===>Izvođenje, isporuka&upravljanje procesima Obuhvat, izvođenje&održavanje transakcija Monitoring and Reporting Priticaj klijenata i dokumentacija Računovodstveno upravljanje korisnik/klijent Druga strana u trgovanju Prodavci&zalihe 3.)
MATCH@M:(There are three common categorization methods: event, cause and effect.===>Postoje tri uobičajena metoda kategorizacije: događaj, uzrok i posledica.)
MATCH@E:(There are three common categorization methods: event, cause and effect.===>Postoje tri uobičajena metoda kategorizacije: događaj, uzrok i posledica.)
MATCH@M:(There is a live debate in the operational risk managers and insurance community regarding the pros and cons of each method.===>Među menadžerima operativnog rizika i u osiguranju vodi se živa debata za i protiv svakog od ovih metoda.)
MATCH@E:(There is a live debate in the operational risk managers and insurance community regarding the pros and cons of each method.===>Među menadžerima operativnog rizika i u osiguranju vodi se živa debata za i protiv svakog od ovih metoda.)
MATCH@M:(Tables 1 and table 2 demonstrate the classification proposed by Basel.===>Tabela 1 i 2 prikazuju klasifikaciju koju je predložio Bazel.)
MATCH@E:(Tables 1 and table 2 demonstrate the classification proposed by Basel.===>Tabela 1 i 2 prikazuju klasifikaciju koju je predložio Bazel. ~~~ Tabela 1:)
MATCH@M:(Capital Adequacy Framework 2 identified operational risk as a key area of regulatory consideration.===>Okvir (struktura) adekvatnosti kapitala [2] određuje operativni rizik kao kljucnu oblast kojom regulativa treba da se bavi.)
MATCH@E:(Basel treatment of operational risk Capital Adequacy Framework 2 identified operational risk as a key area of regulatory consideration.===>Bazelski komitet i operativni rizik Okvir (struktura) adekvatnosti kapitala Š2Ë određuje operativni rizik kao ključnu oblast kojom regulativa treba da se bavi.)
MATCH@M:(According to basic indicator approach, the capital charge should be derived as a fixed multiple (alpha) of some aggregate activity measure such as gross income that has to be positive (in either case, should be excluded from numerator and denominator) 2, pp. 144.===>Prema osnovnom pristupu putem indikatora indikatora, troškove osiguranja kapitala treba izvoditi kao fiksni proizvod (alfa) mere neke združene aktivnosti, kao što je bruto dohodak, koji mora da bude pozitivan (u svakom slučaju, ne treba da bude deo imenitelja i bro-jioca) [2, str.144].)
MATCH@E:(According to basic indicator approach, the capital charge should be derived as a fixed multiple (alpha) of some aggregate activity measure such as gross income that has to be positive (in either case, should be excluded from numerator and denominator) 2, pp. 144.===>Prema osnovnom pristupu putem indikatora indikatora, troškove osiguranja kapitala treba izvoditi kao fiksni proizvod (alfa) mere neke združene aktivnosti, kao što je bruto dohodak, koji mora da bude pozitivan (u svakom slučaju, ne treba da bude deo imenitelja i brojioca) Š2, str.144Ë.)
MATCH@M:(Where KBIA is the capital charge under the Basic Indicator Approach; GI is annual gross income, where positive, over the previous three years; N is a number of the previous three years for which gross income is positive and; is 15%, which is set by the Committee, relating the industry wide level of required capital to the industry wide level of the indicator.===>Gde KBIA predstavlja trošak po pristupu putem osnovnih indikatora; GI predstavlja godišnji bruto dohodak, koji je pozitivan tokom prethodne tri godine; N predstavlja tri prethodne godine u kojima je bruto dohodak pozitivan; a iznosi 15%, kako je odredio Komitet i pokazuje odnos nivoa potrebnog kapitala u industrijskoj grani i nivoa indikatora u industrijskoj grani.)
MATCH@E:(The charge may be expressed as follows 2, pp. 144: KBIA= (GI1,..n ) n (1), Where KBIA is the capital charge under the Basic Indicator Approach; GI is annual gross income, where positive, over the previous three years; N is a number of the previous three years for which gross income is positive and; is 15%, which is set by the Committee, relating the industry wide level of required capital to the industry wide level of the indicator.===>Trošak se može izraziti na sledeći način Š2, str. 144Ë: (GI1,..n ) n (1), KBIA= Gde KBIA predstavlja trošak po pristupu putem osnovnih indikatora; GI predstavlja godišnji bruto dohodak, koji je pozitivan tokom prethodne tri godine; N predstavlja tri prethodne godine u kojima je bruto dohodak pozitivan; a iznosi 15%, kako je odredio Komitet i pokazuje odnos nivoa potrebnog kapitala u industrijskoj grani i nivoa indikatora u industrijskoj grani.)
MATCH@M:(The business lines are defined in detail in table 3.===>Poslovne linije su detaljno obrazložene u tabeli 3.)
MATCH@E:(The business lines are defined in detail in table 3. (1)===>Standardizovani pristup (STA) i 3.)
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BAD_LINE_M:The business lines are defined in detail in table 3.
BAD_LINE_M:Poslovne linije su detaljno obrazložene u tabeli 3.
BAD_LINE_E:The business lines are defined in detail in table 3. (1)
BAD_LINE_E:Standardizovani pristup (STA) i 3.
MATCH@M:(The total capital charge is calculated as the three-year average of the simple summation of the regulatory capital charges across each of the business lines in each year.===>Ukupni troškovi za osiguranje kapitala izračunavaju se kao srednja vrednost za period od tri godine prostog zbira troška osiguranja regulatornog kapitala u svakoj poslovnoj liniji u svakoj godini.)
MATCH@E:(The total capital charge is calculated as the three-year average of the simple summation of the regulatory capital charges across each of the business lines in each year.===>Ukupni troškovi za osiguranje kapitala izračunavaju se kao srednja vrednost za period od tri godine prostog zbira troška osiguranja regulatornog kapitala u svakoj poslovnoj liniji u svakoj godini.)
MATCH@M:(Where KTSA the capital charge under the Standardized Approach; GI1-8 is a annual gross income in a given year; as defined in the Basic Indicator Approach, for each of the eight business lines and; 61-8 is a fixed percentage, set by the Committee, relating the level of required capital to the level of the gross income for each of the eight business lines.===>Gde Ktsa predstavlja trošak za osiguranje kapitala po standardizovanom pristupu; GI1-8 predstavlja bruto dohodak u datoj godini, kako je definisano u pristupu putem osnovnih indikatora za svaku od osam poslovnih linija; 61-8 predstavlja fiksni procenat koji je odredio Komitet, a pokazuje odnos nivoa potrebnog kapitala prema nivou bruto dohotka za svaku od osam poslovnih linija.)
MATCH@E:(The total capital charge may be expressed as: KTSA= šΣ year 1-3 max Σ(GI1-8 × β 1-8), 0ć / 3 (2), Where KTSA the capital charge under the Standardized Approach; GI1-8 is a annual gross income in a given year; as defined in the Basic Indicator Approach, for each of the eight business lines and; ß1-8 is a fixed percentage, set by the Committee, relating the level of required capital to the level of the gross income for each of the eight business lines.===>Totalni troškovi osiguranja kapitala može se izraziti kao: ~~~ KTSA= šΣ 1-8), 0ć / 3 (2), year 1-3 max Σ(GI1-8 × β Gde KTSA predstavlja trošak za osiguranje kapitala po standardizovanom pristupu; GI1-8 predstavlja bruto dohodak u datoj godini, kako je definisano u pristupu putem osnovnih indikatora za svaku od osam poslovnih linija; ß1-8 predstavlja fiksni procenat koji je odredio Komitet, a pokazuje odnos nivoa potrebnog kapitala prema nivou bruto dohotka za svaku od osam poslovnih linija.)
MATCH@M:(When applying internal measurement approach, the business lines are overlaid with a series of operational risk types.===>Kada se primenjuje pristup putem internih merenja, poslovne linije se „pokriju“ nizom tipova operativnih rizika.)
MATCH@E:(When applying internal measurement approach, the business lines are overlaid with a series of operational risk types.===>Kada se primenjuje pristup putem internih merenja, poslovne linije se pokriju nizom tipova operativnih rizika.)
MATCH@M:(For each business line/risk type combination, regulators define an exposure indicator (EI).===>Za svaku kombinaciju poslovne linije / tipa rizika regulatori definišu indikator izloženosti riziku (EI).)
MATCH@E:(For each business line/risk type combination, regulators define an exposure indicator (EI).===>Za svaku kombinaciju poslovne linije / tipa rizika regulatori definišu indikator izloženosti riziku (EI).)
MATCH@M:(Banks then use internal data to define the probability of a loss event (PE) per unit of the exposure indicator, and the expected loss given such an event (LGE).===>Onda banke primenjuju interne podatke i definišu verovatnoću gubitka usled nekog događaja (PE) po jedinici indikatora rizičnosti i očekivani gubitak u slučaju takvog događaja (LGE).)
MATCH@E:(Banks then use internal data to define the probability of a loss event (PE) per unit of the exposure indicator, and the expected loss given such an event (LGE).===>Onda banke primenjuju interne podatke i definišu verovatnoću gubitka usled nekog događaja (PE) po jedinici indikatora rizičnosti i očekivani gubitak u slučaju takvog događaja (LGE).)
MATCH@M:(Expected losses (EL) by business line and risk type are the product of these three components.===>Očekivani gubici (EL) po poslovnoj liniji i tipu rizika proizvod su ove tri komponente.)
MATCH@E:(Expected losses (EL) by business line and risk type are the product of these three components.===>Očekivani gubici (EL) po poslovnoj liniji i tipu rizika proizvod su ove tri komponente.)
MATCH@M:(Regulators supply a fixed multiplier (gamma) to translate these expected losses into a capital charge, i.e., Value-at-Risk (VaR) figure for unexpected losses.===>Regulatori obezbeđuju fiksni proizvod (gama) da bi preveli očekivane gubitke u troškove osiguranja kapitala, t.j., cifru za vrednost u odnosu na rizik (VaR) za neočekivane gubitke.)
MATCH@E:(Regulators supply a fixed multiplier (gamma) to translate these expected losses into a capital charge, i.e., Value-at-Risk (VaR) figure for unexpected losses.===>Regulatori obezbeđuju fiksni proizvod (gama) da bi preveli očekivane gubitke u troškove osiguranja kapitala, t.j., cifru za vrednost u odnosu na rizik (VaR) za neočekivane gubitke.)
MATCH@M:(Loss distribution approach involves estimating two distributions based on internal loss data.===>Pristup putem raspodele gubitka obuhvata procenu dve vrste podele na osnovu internih podataka o gubitku.)
MATCH@E:(Loss distribution approach involves estimating two distributions based on internal loss data.===>Pristup putem raspodele gubitka obuhvata procenu dve vrste podele na osnovu internih podataka o gubitku.)
MATCH@M:(One distribution is the loss associated with a single event and the other is the frequency of loss events over a given (usually one year) time horizon.===>Jedna vrsta raspodele jeste gubitak koji se vezuje za jedan jedini događaj/situaciju, a druga predstavlja učestalost gubitnih situacija tokom datog vremenskog perioda (obično jedna godina).)
MATCH@E:(One distribution is the loss associated with a single event and the other is the frequency of loss events over a given (usually one year) time horizon.===>Jedna vrsta raspodele jeste gubitak koji se vezuje za jedan jedini događaj/situaciju, a druga predstavlja učestalost gubitnih situacija tokom datog vremenskog perioda (obično jedna godina).)
MATCH@M:(Scorecard approaches are using forward-looking risk indicators and built them into “scorecards”, to measure relative levels of risk.===>Pristupi putem tabele rezultata koriste pokazatelje rizika koji se predviđa i ugrađuju ih u „tabele rezultata“ i tako mere relativni stepene rizika.)
MATCH@E:(Scorecard approaches are using forward-looking risk indicators and built them into scorecards, to measure relative levels of risk.===>Pristupi putem tabele rezultata koriste pokazatelje rizika koji se predviđa i ugrađuju ih u tabele rezultata i tako mere relativni stepene rizika.)
MATCH@M:(It is clear that basic and standardized approaches are not scientific ones.===>Osnovni i standardizovani pristupi svakako nisu naučni pristupi.)
MATCH@E:(The operational risk framework It is clear that basic and standardized approaches are not scientific ones.===>)
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BAD_LINE_M:It is clear that basic and standardized approaches are not scientific ones.
BAD_LINE_M:Osnovni i standardizovani pristupi svakako nisu naučni pristupi.
BAD_LINE_E:The operational risk framework It is clear that basic and standardized approaches are not scientific ones.
BAD_LINE_E:
MATCH@M:(The internal measurement approach framework is similar to the one followed for market risk.===>Okvir pristupa putem internih merenja sličan je okviru koji se primenjuje u izračunavanju tržišnog rizika.)
MATCH@E:(The internal measurement approach framework is similar to the one followed for market risk.===>Okvir pristupa putem internih merenja sličan je okviru koji se primenjuje u izračunavanju tržišnog rizika.)
MATCH@M:(However, without data to calibrate such a framework objectively, it will have the appearance of scientific sophistication with little of the reality.===>Ipak, u nedostatku podataka koji bi mu obezbe-dili objektivnost, on može da izgleda kao naučno sofisticiran okvir, ali nije realan.)
MATCH@E:(However, without data to calibrate such a framework objectively, it will have the appearance of scientific sophistication with little of the reality.===>Ipak, u nedostatku podataka koji bi mu obezbedili objektivnost, on može da izgleda kao naučno sofisticiran okvir, ali nije realan.)
MATCH@M:(The Basel Accord states that as banks move along the continuum, they will reap the reward of a lower capital charge.===>Bazelski sporazum navodi da kad banke održavaju isti režim poslovanja, imaće niže troškove za osiguranje kapitala.)
MATCH@E:(The Basel Accord states that as banks move along the continuum, they will reap the reward of a lower capital charge.===>Bazelski sporazum navodi da kad banke održavaju isti režim poslovanja, imaće niže troškove za osiguranje kapitala.)
MATCH@M:(Further, the Accord also mandates that failure to comply will be addressed by a variety of supervisory actions including increased oversight, senior management changes, and the requirement of additional capital.===>Pored toga, Sporazum navodi da ukoliko se banke ne pridržavaju uputstava, na njih će se primeni-ti niz nadzornih mera uključujući povećani nadzor, promene višeg nivoa menadžmenta i zahtev za dodatnim kapitalom.)
MATCH@E:(Further, the Accord also mandates that failure to comply will be addressed by a variety of supervisory actions including increased oversight, senior management changes, and the requirement of additional capital.===>Pored toga, Sporazum navodi da ukoliko se banke ne pridržavaju uputstava, na njih će se primeniti niz nadzornih mera uključujući povećani nadzor, promene višeg nivoa menadžmenta i zahtev za dodatnim kapitalom.)
MATCH@M:(The Accord emphasizes the importance of data collection and stipulates that banks must have data collection processes in place long before the January 2005 deadline, when the new capital requirements became mandatory.===>U Sporazumu se ističe značaj prikupljanja podataka i utvrđuje da banke moraju da sprovedu postupke prikupljanja podataka daleko pre roka, januara 2005. godine, od kada važe novi zahtevi u vezi sa kapitalom.)
MATCH@E:(The Accord emphasizes the importance of data collection and stipulates that banks must have data collection processes in place long before the January 2005 deadline, when the new capital requirements became mandatory.===>U Sporazumu se ističe značaj prikupljanja podataka i utvrđuje da banke moraju da sprovedu postupke prikupljanja podataka daleko pre roka, januara 2005. godine, od kada važe novi zahtevi u vezi sa kapitalom.)
MATCH@M:(It also mandates that banks must be able to prove that these systems are robust and auditable.===>Takođe se nalaže da banke moraju da dokažu da su njihovi sistemi čvrsti i da mogu da izdrže revizorsku kontrolu.)
MATCH@E:(It also mandates that banks must be able to prove that these systems are robust and auditable.===>Takođe se nalaže da banke moraju da dokažu da su njihovi sistemi čvrsti i da mogu da izdrže revizorsku kontrolu.)
MATCH@M:(After the January 2005, the majority of the institutions have not had sufficient internal data to support loss distribution approach.===>Posle januara 2005. godine, većina ovih institucija nije raspolagala dovoljnim brojem internih podataka da bi mogla da primeni pristup putem raspodele gubitaka.)
MATCH@E:(After the January 2005, the majority of the institutions have not had sufficient internal data to support loss distribution approach.===>Posle januara 2005. godine, većina ovih institucija nije raspolagala dovoljnim brojem internih podataka da bi mogla da primeni pristup putem raspodele gubitaka.)
MATCH@M:(The intention of the Basel Committee was to keep the aggregate capital requirement roughly constant for most banks under the new Accord.===>Namera Bazelskog komiteta bila je da novim Sporazumom zadrži ukupne potrebe za kapitalom za većinu banaka na relativno konstantnom nivou.)
MATCH@E:(The intention of the Basel Committee was to keep the aggregate capital requirement roughly constant for most banks under the new Accord.===>Namera Bazelskog komiteta bila je da novim Sporazumom zadrži ukupne potrebe za kapitalom za većinu banaka na relativno konstantnom nivou.)
MATCH@M:(On the other hand a desirable secondary goal was the creation of internal incentives for improved operational risk management as well as the reliable basis creation for the trend analysis.===>S druge strane, poželjni sekundarni cilj bio je da se kreiraju neke interne stimulacije za poboljšano upravljanje operativnim rizikom, kao i pouzdana osnova za analizu trendova.)
MATCH@E:(On the other hand a desirable secondary goal was the creation of internal incentives for improved operational risk management as well as the reliable basis creation for the trend analysis. ~~~ 4.===>S druge strane, poželjni sekundarni cilj bio je da se kreiraju neke interne stimulacije za poboljšano upravljanje operativnim rizikom, kao i pouzdana osnova za analizu trendova. 4.)
MATCH@M:(The large financial services institutions are in the process of building a framework that provides an enterprise-wide view of losses and allows them to proactively manage operational risk, no matter if the risks lie in operational processes, resources, systems or external events.===>Velike finansijske institucije su u procesu izgradnje okvira koji bi im omogućio da sagledaju gubitke na nivou celog preduzeća i da proaktivno upravljaju operativnim rizikom, bez obzira da li rizik leži u operativnim procesima, u resursima, sistemima ili u događajima spolja.)
MATCH@E:(However, these approaches are not out of line with the practice in many The large financial services institutions are in the process of building a framework that provides an enterprise-wide view of losses and allows them to proactively manage operational risk, no matter if the risks lie in operational processes, resources, systems or external events.===>Okvir operativnog rizika Velike finansijske institucije su u procesu izgradnje okvira koji bi im omogućio da sagledaju gubitke na nivou celog preduzeća i da proaktivno upravljaju operativnim rizikom, bez obzira da li rizik leži u operativnim procesima, u resursima, sistemima ili u događajima spolja.)
MATCH@M:(This framework should meet the compliance requirements with the BIS II Regulations, in terms of data collection, data tracking and a robust internal riskcontrol system.===>Ovaj okvir bi trebalo da odgovori na zahteve BIS II propisa kad je reč o prikupljanju podataka, praćenju podataka i strogog sistema interne kontrole.)
MATCH@E:(This framework should meet the compliance requirements with the BIS II Regulations, in terms of data collection, data tracking and a robust internal riskcontrol system.===>Ovaj okvir bi trebalo da odgovori na zahteve BIS II propisa kad je reč o prikupljanju podataka, praćenju podataka i strogog sistema interne kontrole.)
MATCH@M:(It should deal with operational risk measurement and management issues, such as: developing efficient management and organizational frameworks, economic capital allocation, advanced operational value-at-risk (operational VaR) measurement techniques, internal loss database design and implementation, data collection and reporting, definition and categorization issues, risk indicators analysis, and the integration of operational risk measurement with control self-assessment scores and insurance.===>Okvir treba da se bavi pitanjima merenja operativnog rizika i upravljanja rizikom, na primer: razvijanje efikasnih upravljačkih i organizacionih okvira, usmera-vanje ekonomskog kapitala, napredne tehnike merenja operativne vrednosti u odnosu na rizik (Operativni VaR), izrada i primena interne baze podataka o gubicima, prikupljanje i objavljivanje podataka, pitanja definisanja i kategorizacije, analiza pokazatelja rizika i integrisanje merenja operativnog rizika sa kontrolnim rezultatima samo-vrednovanja i osiguranje.)
MATCH@E:(It should deal with operational risk measurement and management issues, such as: developing efficient management and organizational frameworks, economic capital allocation, advanced operational value-at-risk (operational VaR) measurement techniques, internal loss database design and implementation, data collection and reporting, definition and categorization issues, risk indicators analysis, and the integration of operational risk measurement with control self-assessment scores and insurance.===>Okvir treba da se bavi pitanjima merenja operativnog rizika i upravljanja rizikom, na primer: razvijanje efikasnih upravljačkih i organizacionih okvira, usmeravanje ekonomskog kapitala, napredne tehnike merenja operativne vrednosti u odnosu na rizik (Operativni VaR), izrada i primena interne baze podataka o gubicima, prikupljanje i objavljivanje podataka, pitanja definisanja i kategorizacije, analiza pokazatelja rizika i integrisanje merenja operativnog rizika sa kontrolnim rezultatima samo-vrednovanja i osiguranje.)
MATCH@M:(Risk identification and assessment is usually done through a Risk and Control Self-Assessment (RCSA) program.===>Identifikacija i ocena rizika obično se vrši pomoću programa samo-ocenjivanja rizika i kontrole (RCSA).)
MATCH@E:(Risk identification & assessment is usually done through a Risk and Control Self-Assessment (RCSA) program.===>Identifikacija & ocena rizika obično se vrši pomoću programa samo-ocenjivanja rizika i kontrole (RCSA).)
MATCH@M:(Managers of line of business identify key processes, risks and controls in those processes, gaps and action plans to close gaps.===>Menadžeri u jednoj poslovnoj liniji identifikuju ključne procese, rizike i kontrolu u tim procesima, pukotine i akcione planove da se te pukotine popune.)
MATCH@E:(Managers of line of business identify key processes, risks and controls in those processes, gaps and action plans to close gaps.===>Menadžeri u jednoj poslovnoj liniji identifikuju ključne procese, rizike i kontrolu u tim procesima, pukotine i akcione planove da se te pukotine popune.)
MATCH@M:(They could also assess the impact and likelihood of risk, in a qualitative manner.===>Oni bi isto tako mogli da ocenjuju uticaj i verovatnoću rizika, na kvalitativan način.)
MATCH@E:(They could also assess the impact and likelihood of risk, in a qualitative manner.===>Oni bi isto tako mogli da ocenjuju uticaj i verovatnoću rizika, na kvalitativan način.)
MATCH@M:(A quantitative framework that follows the advanced measurement approach is suggested, so operational risk can be measured accurately.===>Preporučuje se primena kvantitativnog pristupa koji funkcioniše na principu pristupa putem naprednih merenja, zato što on omogućava precizno merenje operativnog rizika.)
MATCH@E:(A quantitative framework that follows the advanced measurement approach is suggested, so operational risk can be measured accurately.===>Preporučuje se primena kvantitativnog pristupa koji funkcioniše na principu pristupa putem naprednih merenja, zato što on omogućava precizno merenje operativnog rizika.)
MATCH@M:(Typically, exposure indicators, e.g., gross income, past losses and Key Risk Drivers/Indicators (KRDs/KRIs) constitute the internal database.===>U internoj bazi podataka obično se nalaze pokazatelji rizičnosti, na primer, bruto dohodak, prethodni gubici i Ključni zamajci /pokazatelji rizika (KRDs/KRIs).)
MATCH@E:(Typically, exposure indicators, e.g., gross income, past losses and Key Risk Drivers/Indicators (KRDs/KRIs) constitute the internal database.===>U internoj bazi podataka obično se nalaze pokazatelji rizičnosti, na primer, bruto dohodak, prethodni gubici i Ključni zamajci /pokazatelji rizika (KRDs/KRIs).)
MATCH@M:(Availability and integrity of internal data as well as relevance and scalability of external data are important issues.===>Važno je da interna baza podataka bude dostupna i integralna, a da eksterni podaci budu pouzdani i da se mogu meriti.)
MATCH@E:(Availability and integrity of internal data as well as relevance and scalability of external data are important issues.===>Važno je da interna baza podataka bude dostupna i integralna, a da eksterni podaci budu pouzdani i da se mogu meriti.)
MATCH@M:(Risk profiles, provided by RCSAs, have fundamental information as well.===>Osnovne informacije sadrže i profili rizika, koje obezbeđuju RCSA.)
MATCH@E:(Risk profiles, provided by RCSAs, have fundamental information as well.===>Osnovne informacije sadrže i profili rizika, koje obezbeđuju RCSA.)
MATCH@M:(Risk analysis contributes to the integration of risk and business performance, making risks transparent and identifying gaps.===>Analiza rizika pomaže integraciji rizika i poslovnog učinka tako što se putem njih može jasno sagledati rizik i što se mogu prepoznati pukotine.)
MATCH@E:(Risk analysis contributes to the integration of risk and business performance, making risks transparent and identifying gaps.===>Analiza rizika pomaže integraciji rizika i poslovnog učinka tako što se putem njih može jasno sagledati rizik i što se mogu prepoznati pukotine.)
MATCH@M:(Risk monitoring of operational risks, key risk drivers/indicators and action plans, should reflect changes in the enterprise and raise awareness.===>Praćenje rizika u oblasti operativnog rizika, ključni zamajci / pokazatelji rizika i akcioni planovi treba da odražavaju promene u preduzeću i da podignu nivo svesti o tome.)
MATCH@E:(Risk monitoring of operational risks, key risk drivers/indicators and action plans, should reflect changes in the enterprise and raise awareness.===>Praćenje rizika u oblasti operativnog rizika, ključni zamajci / pokazatelji rizika i akcioni planovi treba da odražavaju promene u preduzeću i da podignu nivo svesti o tome.)
MATCH@M:(Risk management performance, which links the risk to value creation, becomes important.===>Sve značajnije mesto dobija učinak u upravljanju rizikom, kojim se rizik dovodi u vezu sa stvaranjem vrednosti.)
MATCH@E:(Risk management performance, which links the risk to value creation, becomes important.===>Sve značajnije mesto dobija učinak u upravljanju rizikom, kojim se rizik dovodi u vezu sa stvaranjem vrednosti.)
MATCH@M:(Consolidated reporting across the enterprise, should be appropriate for various levels of management, including the Board of Directors.===>U čitavom preduzeću, na različitim nivoima upravljanja, uključujući i Odbor direktora, trebalo bi da postoji objedinjeno izveštavanje.)
MATCH@E:(Consolidated reporting across the enterprise, should be appropriate for various levels of management, including the Board of Directors.===>U čitavom preduzeću, na različitim nivoima upravljanja, uključujući i Odbor direktora, trebalo bi da postoji objedinjeno izveštavanje.)
MATCH@M:(Ongoing communication making risks transparent, training and sharing of best practices becomes vital.===>Ovde je od suštinske važnosti da stalno postoji komunikacija čime rizik postaje transparentan, a vrši se obuka i razmenjuje najbolja praksa.)
MATCH@E:(Ongoing communication making risks transparent, training and sharing of best practices becomes vital. ~~~ 5.===>Ovde je od suštinske važnosti da stalno postoji komunikacija čime rizik postaje transparentan, a vrši se obuka i razmenjuje najbolja praksa. 5.)
MATCH@M:(Definitions of what constitutes an operational loss differ from institution to institution and even across departments.===>Definicija sadržaja operativnog rizika razlikuje se od institucije do institucije, pa čak i od sektora do sektora.)
MATCH@E:(Definitions of what constitutes an operational loss differ from institution to institution and even across departments.===>Definicija sadržaja operativnog rizika razlikuje se od institucije do institucije, pa čak i od sektora do sektora.)
MATCH@M:(Even the range of items to be considered under the operational loss heading is a subject to dispute.===>Diskutabilno je čak koje stavke treba uvrstiti u operativne gubitke.)
MATCH@E:(Even the range of items to be considered under the operational loss heading is a subject to dispute.===>Diskutabilno je čak koje stavke treba uvrstiti u operativne gubitke.)
MATCH@M:(In addition to that, even with agreement on the relevant risk categories, there remains room for dispute on how to calibrate exposure drivers for each area.===>Pored toga, čak i kad se postigne saglasnost o relevantnim kategorijama rizika, ostaje rasprava o tome kako kalibrirati zamajce rizičnosti za svaku oblast.)
MATCH@E:(In addition to that, even with agreement on the relevant risk categories, there remains room for dispute on how to calibrate exposure drivers for each area.===>Pored toga, čak i kad se postigne saglasnost o relevantnim kategorijama rizika, ostaje rasprava o tome kako kalibrirati zamajce rizičnosti za svaku oblast.)
MATCH@M:(On a “purely scientific” basis, the problem is great in the current environment.===>Na „čisto naučnoj“ bazi, ovo jeste ozbiljan problem u sadašnjem okruženju.)
MATCH@E:(On a purely scientific basis, the problem is great in the current environment.===>Na čisto naučnoj bazi, ovo jeste ozbiljan problem u sadašnjem okruženju.)
MATCH@M:(Sources of data can be: internal operational loss data and exposures, collected from and within the institution; educational opinions (e.g. management scenarios or self-assessments); key risk drivers/indicators for each risk type in order to signal problem in the earliest stages so that preventive action can be undertaken and; other institutions’ operational loss data ( i.e. external data can be used as a proxy for the institution that is being analyzed).===>Izvori podataka su različiti: interni podaci o operativnim gubicima i rizičnosti, koji se dobijaju od jedne institucije i u okviru same institucije; stručna mišljenja (na primer, scenariji menadžmenta ili samo-ocenjiva-nje); ključni zamajci/pokazatelji rizika za svaki tip rizika da bi se skrenula pažnja na problem još u najranijoj fazi, tako da se mogu preduzeti neki preventivni koraci; podaci o operativnim gubicima drugih institu-cija (na primer, eksterni podaci mogu se uzeti kao kontrolni u slučaju institucije koja se analizira).)
MATCH@E:(Sources of data can be: internal operational loss data and exposures, collected from and within the institution; educational opinions (e.g. management scenarios or self-assessments); key risk drivers/indicators for each risk type in order to signal problem in the earliest stages so that preventive action can be undertaken and; other institutions operational loss data ( i.e. external data can be used as a proxy for the institution that is being analyzed).===>Izvori podataka su različiti: interni podaci o operativnim gubicima i rizičnosti, koji se dobijaju od jedne institucije i u okviru same institucije; stručna mišljenja (na primer, scenariji menadžmenta ili samo-ocenjivanje); ključni zamajci/pokazatelji rizika za svaki tip rizika da bi se skrenula pažnja na problem još u najranijoj fazi, tako da se mogu preduzeti neki preventivni koraci; podaci o operativnim gubicima drugih institu cija (na primer, eksterni podaci mogu se uzeti kao kontrolni u slučaju institucije koja se analizira).)
MATCH@M:(Integration of data (objective and subjective) provides details of events and risk indicators for model calibration, a predictive look at new initiatives, and a retrospective picture of the historical patterns of risk in the business processes.===>Objedinjavanjem podataka (objektivnim i subjektivnim) dobijaju se informacije o situacijama i pokazatelji rizika koji se koriste u kalibraciji modela, predviđanju novih inicijativa i stvaranju retrospektivne slike strukture rizika u poslovnim procesima iz prošlog perioda.)
MATCH@E:(Integration of data (objective and subjective) provides details of events and risk indicators for model calibration, a predictive look at new initiatives, and a retrospective picture of the historical patterns of risk in the business processes. ~~~ 5.1.===>Objedinjavanjem podataka (objektivnim i subjektivnim) dobijaju se informacije o situacijama i pokazatelji rizika koji se koriste u kalibraciji modela, predviđanju novih inicijativa i stvaranju retrospektivne slike strukture rizika u poslovnim procesima iz prošlog perioda. 5.)
MATCH@M:(The development of a model for measuring operational risk begins by building an internal database.===>Razvijanje modela za merenje operativnog rizika počinje izradom interne baze podataka.)
MATCH@E:(The internal operational risk database The development of a model for measuring operational risk begins by building an internal database.===>Interna baza podataka za operativni rizik Razvijanje modela za merenje operativnog rizika počinje izradom interne baze podataka.)
MATCH@M:(Events therein should carry their losses or potential losses, the business activity giving the losses, and other risk indicators.===>Događaji u njoj treba da ukažu na gubitke i potencijalne gubitke koje mogu da proizvedu, na poslovnu aktivnost koja dovodi do gubitaka i na druge pokazatelje.)
MATCH@E:(Events therein should carry their losses or potential losses, the business activity giving the losses, and other risk indicators.===>Događaji u njoj treba da ukažu na gubitke i potencijalne gubitke koje mogu da proizvedu, na poslovnu aktivnost koja dovodi do gubitaka i na druge pokazatelje.)
MATCH@M:(The creation and management of the database is important to understand the business environment.===>Stvaranje i upravljanje bazom podataka je značajno da bi se razumelo poslovno okruženje.)
MATCH@E:(The creation and management of the database is important to understand the business environment.===>Stvaranje i upravljanje bazom podataka je značajno da bi se razumelo poslovno okruženje.)
MATCH@M:(The aiming target should be a comprehensive database that provides reliable information on significant losses, e.g., losses above a certain threshold.===>Cilj treba da bude jedna sveobuhvatna baza podataka koja će pružiti pouzdane informacije o značajnim gubicima, na primer, gubicima koji prelaze određeni prag.)
MATCH@E:(The aiming target should be a comprehensive database that provides reliable information on significant losses, e.g., losses above a certain threshold.===>Cilj treba da bude jedna sveobuhvatna baza podataka koja će pružiti pouzdane informacije o značajnim gubicima, na primer, gubicima koji prelaze određeni prag.)
MATCH@M:(Major financial institutions have started putting in place a process for ongoing tracking and monitoring of operational risk losses, to facilitate the effective measurement and management of operational risk.===>Glavne fi-nansijske institucije su počele da primenjuju proces stalnog praćenja i kontrole gubitaka iz operativnog rizika, da bi olakšale efektivno merenje u upravljanje operativnim rizikom.)
MATCH@E:(Major financial institutions have started putting in place a process for ongoing tracking and monitoring of operational risk losses, to facilitate the effective measurement and management of operational risk.===>Glavne finansijske institucije su počele da primenjuju proces stalnog praćenja i kontrole gubitaka iz operativnog rizika, da bi olakšale efektivno merenje u upravljanje operativnim rizikom.)
MATCH@M:(Data should be reviewed for accuracy and completeness thoroughly, i.e., being of high-quality.===>Tačnost i sveobuhvatnost podataka treba pomno pro-veriti; to treba da budu visoko-kvalitetni podaci.)
MATCH@E:(Data should be reviewed for accuracy and completeness thoroughly, i.e., being of high-quality.===>Tačnost i sveobuhvatnost podataka treba pomno proveriti; to treba da budu visoko-kvalitetni podaci.)
MATCH@M:(The database should include only those losses that have impacted the institution and not losses that have been realized by individuals or shareholders, since this information cannot reliably be used for modeling purposes.===>Baza podataka treba da sadrži samo one gubitke koji su uticali na instituciju, ne i one koje su ostvarili pojedinci ili akcionari, pošto se takve informacije ne mogu upo-trebiti za razvijanje pouzdanih modela.)
MATCH@E:(The database should include only those losses that have impacted the institution and not losses that have been realized by individuals or shareholders, since this information cannot reliably be used for modeling purposes.===>Baza podataka treba da sadrži samo one gubitke koji su uticali na instituciju, ne i one koje su ostvarili pojedinci ili akcionari, pošto se takve informacije ne mogu upotrebiti za razvijanje pouzdanih modela.)
MATCH@M:(There are several technical issues that managers face when it comes down to designing an internal operational risk database.===>Postoji nekoliko tehničkih problema na koje menadžeri nailaze kada prave internu bazu podataka za operativne rizike.)
MATCH@E:(There are several technical issues that managers face when it comes down to designing an internal operational risk database.===>Postoji nekoliko tehničkih problema na koje menadžeri nailaze kada prave internu bazu podataka za operativne rizike.)
MATCH@M:(The first issue refers to kind of data to be collected and the reason for the data collection, regarding losses, exposures, key risk drivers/indicators, and management control information.===>Prvi se odnosi na vrstu podataka koje treba prikupiti i na razloge za prikupljanje podataka, u odnosu na gubitke, rizičnost poslovanja, ključne zamajce/pokazatelje rizika i informacije za kontrolu upravljanja.)
MATCH@E:(The first issue refers to kind of data to be collected and the reason for the data collection, regarding losses, exposures, key risk drivers/indicators, and management control information.===>Prvi se odnosi na vrstu podataka koje treba prikupiti i na razloge za prikupljanje podataka, u odnosu na gubitke, rizičnost poslovanja, ključne zamajce/pokazatelje rizika i informacije za kontrolu upravljanja.)
MATCH@M:(The second issue refers to the definition of the optimal database structure.===>Drugi se tiče definisanja optimalne strukture baze podataka.)
MATCH@E:(The second issue refers to the definition of the optimal database structure.===>Drugi se tiče definisanja optimalne strukture baze podataka.)
MATCH@M:(Third issue is the treatment of so-called “near misses” data, i.e. the mistakes that almost cost the bank but which are sorted out just in time.===>Treći se odnosi na rukovanje tzv. podacima o „promašajima koji su jedva izbegnuti“, t.j., o greškama koje umalo nisu mnogo koštake banku ali koje su ispravljene u poslednjem trenutku.)
MATCH@E:(Third issue is the treatment of so-called near misses data, i.e. the mistakes that almost cost the bank but which are sorted out just in time.===>Treći se odnosi na rukovanje tzv. podacima o promašajima koji su jedva izbegnuti, t.j., o greškama koje umalo nisu mnogo koštake banku ali koje su ispravljene u poslednjem trenutku.)
MATCH@M:(There are many other technical issues, regarding: losses and key risk drivers/indicators data module design and implementation, database features and specifications, security and user authorization issues, hardware and software requirements, integration with the bank’s internal systems, e.g. accounting system, etc.===>Ima još mnogo drugih tehničkih problema, kao što su: izrada i primena modula podataka o gubicima i ključnim za-majcima/pokazateljima izloženosti riziku, osobine i specifičnosti baza podataka, pitanja bezbednosti i ovlašćenja za pristup korisnika, zahtevi hardvera i softvera, integrisanje sa internim sistemima banke, na primer, sa računovodstvenim sistemom, itd.)
MATCH@E:(There are many other technical issues, regarding: losses and key risk drivers/indicators data module design and implementation, database features and specifications, security and user authorization issues, hardware and software requirements, integration with the banks internal systems, e.g. accounting system, etc.===>Ima još mnogo drugih tehničkih problema, kao što su: izrada i primena modula podataka o gubicima i ključnim zamajcima/pokazateljima izloženosti riziku, osobine i specifičnosti baza podataka, pitanja bezbednosti i ovlašćenja za pristup korisnika, zahtevi hardvera i softvera, integrisanje sa internim sistemima banke, na primer, sa računovodstvenim sistemom, itd.)
MATCH@M:(The “granularity” of loss and risk data records by the different line of business is another important issue.===>„Granularnost“ gubitaka i vođenje podataka o riziku po različitim poslovnim granama takođe je važno pitanje.)
MATCH@E:(The granularity of loss and risk data records by the different line of business is another important issue.===>Granularnost gubitaka i vođenje podataka o riziku po različitim poslovnim granama takođe je važno pitanje.)
MATCH@M:(If banks record their internal losses in very general categories, and do not associate losses with enough contextual information, it may be impossible later to drill down into the data looking for finer gradations of risk or it may be very hard to reclassify the database according to an agreed industry or regulatory standard.===>Ako banke vode podatke o internim gubicima u vrlo opštim kategorijama i ako ne povezuju podatke sa dovoljnim brojem kontekstualnih informacija, kasnije možda neće moći da da prodru do tih podataka kada im je potrebna finija gradacija rizika ili će im biti veoma teško da preklasifikuju bazu podataka u skladu sa određenom industrijskom granom ili regulator-nim standardom.)
MATCH@E:(If banks record their internal losses in very general categories, and do not associate losses with enough contextual information, it may be impossible later to drill down into the data looking for finer gradations of risk or it may be very hard to reclassify the database according to an agreed industry or regulatory standard.===>Ako banke vode podatke o internim gubicima u vrlo opštim kategorijama i ako ne povezuju podatke sa dovoljnim brojem kontekstualnih informacija, kasnije možda neće moći da da prodru do tih podataka kada im je potrebna finija gradacija rizika ili će im biti veoma teško da preklasifikuju bazu podataka u skladu sa određenom industrijskom granom ili regulatornim standardom.)
MATCH@M:(Operational risk teams should identify the sources of data and how to obtain it, ensuring it is all captured and reported to a central database.===>Timovi koji se bave operativnim rizikom treba da identifikuju izvore podataka i načine kako da dođu do njih, i da se postaraju da svi podaci budu na broju i preneti u bazu podataka.)
MATCH@E:(Operational risk teams should identify the sources of data and how to obtain it, ensuring it is all captured and reported to a central database.===>Timovi koji se bave operativnim rizikom treba da identifikuju izvore podataka i načine kako da dođu do njih, i da se postaraju da svi podaci budu na broju i preneti u bazu podataka.)
MATCH@M:(“Open issues” type of events should not be included in the database but should be made available upon request.===>Situacije kao što su „otvorena pitanja“ ne treba unositi u bazu podataka, ali trebalo bi da ostanu dostupni za slučaj da se za njima ukaže potreba.)
MATCH@E:(Open issues type of events should not be included in the database but should be made available upon request.===>Situacije kao što su otvorena pitanja ne treba unositi u bazu podataka, ali trebalo bi da ostanu dostupni za slučaj da se za njima ukaže potreba.)
MATCH@M:(However, a certain number of practitioners argue that the main barriers to data collection are not technical and methodological, but rather the economic and cultural ones.===>Ipak, određeni broj praktičara smatra da glavne prepreke prikupljanju podataka nisu tehničke ili metodološke prirode, već ekonomske i kulturološke prirode.)
MATCH@E:(However, a certain number of practitioners argue that the main barriers to data collection are not technical and methodological, but rather the economic and cultural ones.===>Ipak, određeni broj praktičara smatra da glavne prepreke prikupljanju podataka nisu tehničke ili metodološke prirode, već ekonomske i kulturološke prirode.)
MATCH@M:(For example, some managers worry that admitting to mistakes and quantifying total losses will weaken their position.===>Na primer, neki menadžeri strepe da bi priznavanje grešaka i kvantifikovanje ukupnih gubitaka oslabilo njihovu poziciju.)
MATCH@E:(For example, some managers worry that admitting to mistakes and quantifying total losses will weaken their position.===>Na primer, neki menadžeri strepe da bi priznavanje grešaka i kvantifikovanje ukupnih gubitaka oslabilo njihovu poziciju.)
MATCH@M:(Also, to the collection of key risk indicators, the bank would need to be convinced that there would be considerable benefits.===>Takođe, pri prikupljanju ključnih pokazatelja rizika, banke treba uveriti da će od toga imati znatne koristi.)
MATCH@E:(Also, to the collection of key risk indicators, the bank would need to be convinced that there would be considerable benefits.===>Takođe, pri prikupljanju ključnih pokazatelja rizika, banke treba uveriti da će od toga imati znatne koristi.)
MATCH@M:(The decision about whether to gather data comes down to a cost/benefit analysis, just like any other decision.===>Odluka o tome da li prikupljati podatke ili ne donosi se na osnovu kost/benefit analize, kao i svaka druga.)
MATCH@E:(The decision about whether to gather data comes down to a cost/benefit analysis, just like any other decision.===>Odluka o tome da li prikupljati podatke ili ne donosi se na osnovu kost/benefit analize, kao i svaka druga. 5.)
MATCH@M:(Unlike market and credit risk observations, operational risk observations are not summarized on a Reuters or Bloomberg screen.===>Za razliku od praćenja tržišnog ili kreditnog rizika, podatke o operativnom riziku ne objavljuju ni Reuters ni Bloomberg.)
MATCH@E:(Unlike market and credit risk observations, operational risk observations are not summarized on a Reuters or Bloomberg screen.===>Za razliku od praćenja tržišnog ili kreditnog rizika, podatke o operativnom riziku ne objavljuju ni Reuters ni Bloomberg.)
MATCH@M:(Internal operational loss data is the most relevant information for measuring operational risk, but it is generally insufficient for purposes of modeling operational risk.===>Interni podaci o operativnom riziku predstavljaju najrelevantnije podatke za merenje operativnog rizika, ali su obično nedovoljni za modelovanje operativnog rizika.)
MATCH@E:(Internal operational loss data is the most relevant information for measuring operational risk, but it is generally insufficient for purposes of modeling operational risk.===>Interni podaci o operativnom riziku predstavljaju najrelevantnije podatke za merenje operativnog rizika, ali su obično nedovoljni za modelovanje operativnog rizika.)
MATCH@M:(More specifically, in order to measure operational VaR one must be able to accurately measure the probability of rare loss events taking place.===>Preciznije, da bi se merio operativni rizik VaR, mora se prvo precizno izmeriti verovatnoća da će se desiti neki događaj koji je redak i dovodi do gubitka.)
MATCH@E:(More specifically, in order to measure operational VaR one must be able to accurately measure the probability of rare loss events taking place.===>Preciznije, da bi se merio operativni rizik VaR, mora se prvo precizno izmeriti verovatnoća da će se desiti neki događaj koji je redak i dovodi do gubitka.)
MATCH@M:(Rare events, by definition, occur infrequently, so it is unlikely that a single institution will have experienced a sufficiently large number of these events to develop a useful data pool.===>Retki događaji po pravilu nisu učestali, tako da postoji mala verovatnoća da jedna institucija proživi dovoljno veliki broj takvih situacija da bi na osnovu njih mogla da razvije korisnu bazu podataka.)
MATCH@E:(Rare events, by definition, occur infrequently, so it is unlikely that a single institution will have experienced a sufficiently large number of these events to develop a useful data pool.===>Retki događaji po pravilu nisu učestali, tako da postoji mala verovatnoća da jedna institucija proživi dovoljno veliki broj takvih situacija da bi na osnovu njih mogla da razvije korisnu bazu podataka.)
MATCH@M:(Therefore, based on internal data alone, an institution could find it extremely difficult to estimate the shape of the tail of its loss severity distributions.===>Stoga će jednoj instituciji biti veoma teško da na osnovu samo internih podataka proceni oblik i tok krajnjeg ishoda raspodele ozbiljnih gubitaka.)
MATCH@E:(Therefore, based on internal data alone, an institution could find it extremely difficult to estimate the shape of the tail of its loss severity distributions.===>Stoga će jednoj instituciji biti veoma teško da na osnovu samo internih podataka proceni oblik i tok krajnjeg ishoda raspodele ozbiljnih gubitaka.)
MATCH@M:(To address this dilemma, the institution has two options: it can estimate the shape of the tail using "expert" opinion and scenario analysis (people usually question and dispute those scenarios), or it can use external data.===>Institucija onda ima dve opcije da reši ovu dilemu: može da izvrši njenu proce-nu koristeći „stručno“ mišljenje i analizu scenarija (ljudi obično dovode u pitanje i raspravljaju o ovim scenarijima), ili može da koristi eksterne podatke.)
MATCH@E:(To address this dilemma, the institution has two options: it can estimate the shape of the tail using expert opinion and scenario analysis (people usually question and dispute those scenarios), or it can use external data.===>Institucija onda ima dve opcije da reši ovu dilemu: može da izvrši njenu procenu koristeći stručno mišljenje i analizu scenarija (ljudi obično dovode u pitanje i raspravljaju o ovim scenarijima), ili može da koristi eksterne podatke.)
MATCH@M:(Banks cannot develop their operational risk strategy in isolation.===>Banke ne mogu same, izolovano da razvijaju strategiju operativnog rizika.)
MATCH@E:(Banks cannot develop their operational risk strategy in isolation.===>Banke ne mogu same, izolovano da razvijaju strategiju operativnog rizika.)
MATCH@M:(Once a bank has begun to gather a rich set of data on internal losses and key risk indicators, it may decide that it needs to compare this information to the pattern of losses incurred by other banks.===>Kad banka poene da prikuplja obiman broj podataka o unutrašnjim gubicima i ključnim pokazateljima izloženosti riziku, može da zaključi da je potrebno da uporedi svoje podatke sa strukturom gubitaka drugih banaka.)
MATCH@E:(Once a bank has begun to gather a rich set of data on internal losses and key risk indicators, it may decide that it needs to compare this information to the pattern of losses incurred by other banks.===>Kad banka počne da prikuplja obiman broj podataka o unutrašnjim gubicima i ključnim pokazateljima izloženosti riziku, može da zaključi da je potrebno da uporedi svoje podatke sa strukturom gubitaka drugih banaka.)
MATCH@M:(In addition, by sharing data, the possibility of creating efficient operational risk financing and transfer markets, increases dramatically.===>Pored toga, kad se razmenjuju podaci, postoji daleko veća mogućnost razvijanja efikasnijeg tržišta finansiranja i transfera operativnog rizika.)
MATCH@E:(In addition, by sharing data, the possibility of creating efficient operational risk financing and transfer markets, increases dramatically.===>Pored toga, kad se razmenjuju podaci, postoji daleko veća mogućnost razvijanja efikasnijeg tržišta finansiranja i transfera operativnog rizika.)
MATCH@M:(However, there are consistency and technical issues related to the use of external data, which makes the whole problem more challenging.===>Ipak, postoje pitanja konzistentnosti i tehnička pitanja koja se odnose na raspolaganje eksternim podacima, što ovaj problem čini interesantnijim.)
MATCH@E:(However, there are consistency and technical issues related to the use of external data, which makes the whole problem more challenging.===>Ipak, postoje pitanja konzistentnosti i tehnička pitanja koja se odnose na raspolaganje eksternim podacima, što ovaj problem čini interesantnijim.)
MATCH@M:(Mainly reliability issues of data drawn from so many different institutions of varying sizes with different control structures, different cultures and different countries.===>To se prvenstveno odnosi na pouzdanost podataka koji se prikupljaju iz tolikog broja različitih institucija, koje se razlikuju kako po veličini, tako i po strukturi kontrole, a pripadaju različitim kulturama i različitim zemljama.)
MATCH@E:(Mainly reliability issues of data drawn from so many different institutions of varying sizes with different control structures, different cultures and different countries.===>To se prvenstveno odnosi na pouzdanost podataka koji se prikupljaju iz tolikog broja različitih institucija, koje se razlikuju kako po veličini, tako i po strukturi kontrole, a pripadaju različitim kulturama i različitim zemljama.)
MATCH@M:(This information is also subject to numerous truncations and data capture biases.===>Ovi podaci podložni su i skraćivanju ili oni koji ih prikupljaju nisu uvek objektivni.)
MATCH@E:(This information is also subject to numerous truncations and data capture biases.===>Ovi podaci podložni su i skraćivanju ili oni koji ih prikupljaju nisu uvek objektivni.)
MATCH@M:(A number of problems have not been resolved yet (for example, scalling problem, aggregation problems with the internal data, consistency problem in categorization of event types between different institutions etc.).===>Jedan broj problema još uvek nije rešen (na primer, problem skaliranja, agregacije problema sa internim podacima, problem doslednosti u kategorizaciji vrste događaja kada se radi o dve različite institucije, itd.).)
MATCH@E:(A number of problems have not been resolved yet (for example, scalling problem, aggregation problems with the internal data, consistency problem in categorization of event types between different institutions etc.).===>Jedan broj problema još uvek nije rešen (na primer, problem skaliranja, agregacije problema sa internim podacima, problem doslednosti u kategorizaciji vrste događaja kada se radi o dve različite institucije, itd.).)
MATCH@M:(In last few years there are initiatives and efforts to industry-wide database creation, as well as effort in sharing data promotion, which could be beneficial for institutions and which could help them to model operational losses and find risk-transfer solutions.===>Poslednjih nekoliko godina javljaju se inicijative i napori da se stvori baza podataka za čitavu granu industrije, kao i da se podaci razmenjuju, što može da bude korisno za institucije i što može da im pomogne da načine model operativnih gubitaka i da nađu rešenja za transfer rizika.)
MATCH@E:(In last few years there are initiatives and efforts to industry-wide database creation, as well as effort in sharing data promotion, which could be beneficial for institutions and which could help them to model operational losses and find risk-transfer solutions. ~~~ 6.===>Poslednjih nekoliko godina javljaju se inicijative i napori da se stvori baza podataka za čitavu granu industrije, kao i da se podaci razmenjuju, što može da bude korisno za institucije i što može da im pomogne da načine model operativnih gubitaka i da nađu rešenja za transfer rizika. 6.)
MATCH@M:(According to Basel a capital charge for operational risk should cover unexpected losses, so the provisions should cover expected losses 2.===>Prema Bazelskom sporazumu, troškovi za osiguranje kapitala za operativni rizik trebalo bi da pokriju neočekivane gubitke, a zalihe treba da pokriju očekivane gubitke [2].)
MATCH@E:(Operational risk Quantification and capotal allocation According to Basel a capital charge for operational risk should cover unexpected losses, so the provisions should cover expected losses 2.===>Kvantifikacija operativnog rizika i usmeravanje kapitala Prema Bazelskom sporazumu, troškovi za osiguranje kapitala za operativni rizik trebalo bi da pokriju neočekivane gubitke, a zalihe treba da pokriju očekivane gubitke Š2Ë.)
MATCH@M:(The measurement of operational risks along the different line of business enables the allocation of risk capital to be determined from historical loss information and/or scenario analysis.===>Merenje operativnih rizika u različitim poslovnim linijama omogucava da se rizični kapital usmerava na osnovu informacija o gubicima u prošlom periodu i/ili na osnovu analize scenarija.)
MATCH@E:(The measurement of operational risks along the different line of business enables the allocation of risk capital to be determined from historical loss information and/or scenario analysis.===>Merenje operativnih rizika u različitim poslovnim linijama omogućava da se rizični kapital usmerava na osnovu informacija o gubicima u prošlom periodu i/ili na osnovu analize scenarija.)
MATCH@M:(The Accord highlights risky business activities, and help management monitor and manage the risk.===>U Sporazumu se ističu rizični poslovni potezi, što može menadžerima da pomogne u praćenju i upravljanju rizikom.)
MATCH@E:(The Accord highlights risky business activities, and help management monitor and manage the risk.===>U Sporazumu se ističu rizični poslovni potezi, što može menadžerima da pomogne u praćenju i upravljanju rizikom.)
MATCH@M:(An operational risk system could take a tool-kit approach, permitting users to select various combinations of quantification approaches 4, depending on their preferences.===>Jedan sistem operativnog rizika može da prime-ni pristup pomoću određenih alata kojim dozvoljava korisnicima da se opredele za različite kombinacije u kvantifikacionom pristupu [4], prema sopstvenom izboru.)
MATCH@E:(An operational risk system could take a tool-kit approach, permitting users to select various combinations of quantification approaches 4, depending on their preferences.===>Jedan sistem operativnog rizika može da primeni pristup pomoću određenih alata kojim dozvoljava korisnicima da se opredele za različite kombinacije u kvantifikacionom pristupu Š4Ë, prema sopstvenom izboru.)
MATCH@M:(In future we could expect the more use of curve fitting using maximum likelihood estimators to various types of distributions, Monte Carlo simulations, modeling the benefits of insurance, and methods to consider both internal and external data for calibration.===>U budućnosti možemo da očekujemo širu pri-menu podešavanja krive primenom alata za procenu maksimalne verovatnoće na različite vrste raspodele, na Monte Carlo simulacije, modela koristi od osiguranja i metoda koji u kalibraciji uzimaju u obzir i interne i eksterne podatke.)
MATCH@E:(In future we could expect the more use of curve fitting using maximum likelihood estimators to various types of distributions, Monte Carlo simulations, modeling the benefits of insurance, and methods to consider both internal and external data for calibration.===>U budućnosti možemo da očekujemo širu primenu podešavanja krive primenom alata za procenu maksimalne verovatnoće na različite vrste raspodele, na Monte Carlo simulacije, modela koristi od osiguranja i metoda koji u kalibraciji uzimaju u obzir i interne i eksterne podatke.)
MATCH@M:(The financial services institutions could do this by assuming families of distributions, based on descriptive statistics and empirical evidence on observations of public and non-public loss events.===>Finansijske institucije mogu ovo da čine tako što će pretpostaviti postojanje grupe distribucija, zasnovane na deskriptivnoj statistici i empirijskim dokazima do-bijenim posmatranjem javnih događaja koji dovode do gubitaka i onih koji nisu javni.)
MATCH@E:(The financial services institutions could do this by assuming families of distributions, based on descriptive statistics and empirical evidence on observations of public and non-public loss events.===>Finansijske institucije mogu ovo da čine tako što će pretpostaviti postojanje grupe distribucija, zasnovane na deskriptivnoj statistici i empirijskim dokazima dobijenim posmatranjem javnih događaja koji dovode do gubitaka i onih koji nisu javni.)
MATCH@M:(Families of distributions often suggested: frequency distribution (the chance that a loss event will occur, such as: Poisson, binomial and, negative binomial distribution) and severity distribution (the size of the loss, such as lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mixture, etc.).===>Te grupe respodela obično pretpostavljaju: distribuciju frekventnosti (ve-rovatnoća da će doći do situacije koja ima za posledi-cu gubitke, kao što je Poisson, dvočlan i negativna dvočlana raspodela) i distribuciju po žestini (veličina gubitka, kao što je lognormal, Weibull, Frechet, Gum-bel, Pareto, beta, gamma, mešavina, itd.).)
MATCH@E:(Families of distributions often suggested: frequency distribution (the chance that a loss event will occur, such as: Poisson, binomial and, negative binomial distribution) and severity distribution (the size of the loss, such as lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mixture, etc.).===>Te grupe respodela obično pretpostavljaju: distribuciju frekventnosti (verovatnoća da će doći do situacije koja ima za posledicu gubitke, kao što je Poisson, dvočlan i negativna dvočlana raspodela) i distribuciju po žestini (veličina gubitka, kao što je lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mešavina, itd.).)
MATCH@M:(Institutions, then, need to estimate the parameters from the available sets of data.===>Na osnovu dostupnih skupova podataka institucije onda treba da da izvrše procenu parametara.)
MATCH@E:(Institutions, then, need to estimate the parameters from the available sets of data.===>Na osnovu dostupnih skupova podataka institucije onda treba da da izvrše procenu parametara.)
MATCH@M:(The next step consists of determining whether fitted distributions are representative or not.===>U sledećem koraku treba odrediti da li su prilagođene raspodele reprezentativne ili ne.)
MATCH@E:(The next step consists of determining whether fitted distributions are representative or not.===>U sledećem koraku treba odrediti da li su prilagođene raspodele reprezentativne ili ne.)
MATCH@M:(The parameters might be selected on the basis of opinion, or by visually inspection, or by applying “goodness of fit” tests to the existing data (e.g. Chi-square, Kolmogorov-Smirnov and weighted Kolmogorov-Smirnov tests).===>Parametri se mogu birati na osnovu ličnog stava ili vizuelnog praćenja, ili primenom testova po-desnosti na postojeće podatke (na primer, ki-kvadrat, Kolmogorov-Smirnov i ponderisani Kolmogorov-Smirnov test).)
MATCH@E:(The parameters might be selected on the basis of opinion, or by visually inspection, or by applying goodness of fit tests to the existing data (e.g. Chi-square, Kolmogorov-Smirnov and weighted Kolmogorov-Smirnov tests).===>Parametri se mogu birati na osnovu ličnog stava ili vizuelnog praćenja, ili primenom testova podesnosti na postojeće podatke (na primer, ki-kvadrat, Kolmogorov-Smirnov i ponderisani KolmogorovSmirnov test).)
MATCH@M:(However, “goodness of fit” tests make sense when a moderate amount of data is available.===>Ipak, ovi testovi imaju smisla samo kada je dostupan manji obim podataka.)
MATCH@E:(However, goodness of fit tests make sense when a moderate amount of data is available.===>Ipak, ovi testovi imaju smisla samo kada je dostupan manji obim podataka.)
MATCH@M:(Therefore, the “best fits” derived from very limited sample sets may not necessarily reflect that would be expected from the complete distribution (were it available) 3.===>Stoga najbolji rezultati „podesnosti“ koji su izvedeni na osnovu veoma ograničenih skupova uzoraka ne moraju obavezno da pokažu šta se može očekivati u slučaju ukupne distribucije (ukoliko bi bila moguća) [3].)
MATCH@E:(Therefore, the best fits derived from very limited sample sets may not necessarily reflect that would be expected from the complete distribution (were it available) 3.===>Stoga najbolji rezultati podesnosti koji su izvedeni na osnovu veoma ograničenih skupova uzoraka ne moraju obavezno da pokažu šta se može očekivati u slučaju ukupne distribucije (ukoliko bi bila moguća) Š3Ë.)
MATCH@M:(Once the distributions have been established, an operational Capital-at-Risk (CaR) model can be applied, and CaR results obtained.===>Pošto se utvrde distribucije, može se primeniti operativni model kapitala u uslovima rizika (CaR) i onda se dobijaju CaR rezultati.)
MATCH@E:(Once the distributions have been established, an operational Capital-at-Risk (CaR) model can be applied, and CaR results obtained.===>Pošto se utvrde distribucije, može se primeniti operativni model kapitala u uslovima rizika (CaR) i onda se dobijaju CaR rezultati.)
MATCH@M:(The key to stable and robust CaR numbers is to find distributions that best fit the data.===>Da bi se dobile stabilne i zdrave cifre za CaR treba naći distribucije koje najbolje odgovaraju podacima.)
MATCH@E:(The key to stable and robust CaR numbers is to find distributions that best fit the data.===>Da bi se dobile stabilne i zdrave cifre za CaR treba naći distribucije koje najbolje odgovaraju podacima.)
MATCH@M:(For example, using multiple distributions to estimate the distribution of the underlying data means that the CaR results will be more robust, as long as the basis for selecting the curves can be justified.===>Na primer, primena multipnih distribucija da bi se procenila raspodela podataka koji su nam na raspolaganju znači da će rezultati CaR biti zdraviji, sve dok je baza za izbor krivih opravdana.)
MATCH@E:(For example, using multiple distributions to estimate the distribution of the underlying data means that the CaR results will be more robust, as long as the basis for selecting the curves can be justified.===>Na primer, primena multipnih distribucija da bi se procenila raspodela podataka koji su nam na raspolaganju znači da će rezultati CaR biti zdraviji, sve dok je baza za izbor krivih opravdana.)
MATCH@M:(There are several problems to overcome: sample size (usually limited data sets), “fat tails” (a relatively high proportion of “unusual” or “catastrophic” events), data-capture biases, scale, mixing internal and external data for calibration, truncation, fitting data to the most appropriate frequency and severity distributions, inflation, factoring in insurance, VaR, etc.===>Ovde treba naći rešenje za nekoliko problema: veličina uzorka (obično ograničeni skupovi podataka), „fat tails“ (relativno visok broj „neuobičajenih“ ili „kata-strofičnih“ događaja), pristrasnost prilikom odabira podataka, skala, mešanje internih i eksternih podataka za kalibraciju, skraćivanje, prilagođavanje podataka raspodelama koje najviše odgovaraju po frekvenciji i žestini, inflacija, faktoring u osiguranju, VaR, itd.)
MATCH@E:(There are several problems to overcome: sample size (usually limited data sets), fat tails (a relatively high proportion of unusual or catastrophic events), data-capture biases, scale, mixing internal and external data for calibration, truncation, fitting data to the most appropriate frequency and severity distributions, inflation, factoring in insurance, VaR, etc.===>Ovde treba naći rešenje za nekoliko problema: veličina uzorka (obično ograničeni skupovi podataka), fat tails (relativno visok broj neuobičajenih ili katastrofičnih događaja), pristrasnost prilikom odabira podataka, skala, mešanje internih i eksternih podataka za kalibraciju, skraćivanje, prilagođavanje podataka raspodelama koje najviše odgovaraju po frekvenciji i žestini, inflacija, faktoring u osiguranju, VaR, itd.)
MATCH@M:(The relative scarcity of operational risk data means that the risk managers often have to adjust either the data that is available, or the models that they use.===>Pošto podaci o operativnom riziku nisu dostupni u velikim količinama, menadžeri koji upravljaju rizikom često moraju da prilagođavaju ili podatke koji su im dostupni ili modele koje koriste.)
MATCH@E:(The relative scarcity of operational risk data means that the risk managers often have to adjust either the data that is available, or the models that they use.===>Pošto podaci o operativnom riziku nisu dostupni u velikim količinama, menadžeri koji upravljaju rizikom često moraju da prilagođavaju ili podatke koji su im dostupni ili modele koje koriste.)
MATCH@M:(There is a series of techniques that can be applied to limited data sets, or that estimate/extrapolate data using limited data samples.===>Postoji čitav niz tehnika koje se mogu primeniti na ograničene skupove podataka, ili kojima se procenjuju/ekstrapoliraju podaci primenom ograničenih uzoraka podataka.)
MATCH@E:(There is a series of techniques that can be applied to limited data sets, or that estimate/extrapolate data using limited data samples.===>Postoji čitav niz tehnika koje se mogu primeniti na ograničene skupove podataka, ili kojima se procenjuju/ekstrapoliraju podaci primenom ograničenih uzoraka podataka.)
MATCH@M:(For example “resampling with replacement” (“bootstrapping”) allows analysts to create multiple distributions for analysis, all of which are based on empirical data - thus eliminating the need to “assume” any distribution 1.===>Na primer, primenom „preuzorkovanja sa zamenom“ („boot-strapping“) analitičari mogu da kreiraju multipne distribucije za analizu, a sve na osnovu empirijskih podataka, tako da nema potrebe da „pretpostavljaju“ bilo kakvu vrstu raspodele [1].)
MATCH@E:(For example resampling with replacement (bootstrapping) allows analysts to create multiple distributions for analysis, all of which are based on empirical data thus eliminating the need to assume any distribution 1.===>Na pri mer, primenom preuzorkovanja sa zamenom (bootstrapping) analitičari mogu da kreiraju multipne distribucije za analizu, a sve na osnovu empirijskih podataka, tako da nema potrebe da pretpostavljaju bilo kakvu vrstu raspodele Š1Ë.)
MATCH@M:(It is critical that attention be paid to how well the distributions employed by the analyst fit the empirical operational risk data.===>Veoma je značajno obratiti pažnju na to koliko raspodele koje je primenio analitičar zaista odgovaraju empirijskim podacima o operativnom riziku.)
MATCH@E:(It is critical that attention be paid to how well the distributions employed by the analyst fit the empirical operational risk data.===>Veoma je značajno obratiti pažnju na to koliko raspodele koje je primenio analitičar zaista odgovaraju empirijskim podacima o operativnom riziku.)
MATCH@M:(To combat fitting problems, the severity distribution can be broken up and different distributions can be fitted to different portions of the curve.===>Da bi se uspešno izborila sa problemima podešavanja, distribucija po žestini se može razložiti i različite distribucije mogu se priključiti na različite delove krive.)
MATCH@E:(To combat fitting problems, the severity distribution can be broken up and different distributions can be fitted to different portions of the curve.===>Da bi se uspešno izborila sa problemima podešavanja, distribucija po žestini se može razložiti i različite distribucije mogu se priključiti na različite delove krive.)
MATCH@M:(For example, the risk manager might use an empirical distribution for the bulk, lognormal for the middle, and generalized Pareto for the tail.===>Na primer, menadžer koji upravlja rizikom može da primeni jednu empirijsku distribuciju za zbirnu količinu, lognormal za sredinu i Pareto za kraj.)
MATCH@E:(For example, the risk manager might use an empirical distribution for the bulk, lognormal for the middle, and generalized Pareto for the tail.===>Na primer, menadžer koji upravlja rizikom može da primeni jednu empirijsku distribuciju za zbirnu količinu, lognormal za sredinu i Pareto za kraj.)
MATCH@M:(Currently, most operational risk groups have adopted an actuarial based approach, using either real loss data (when available) or scenario analysis.===>U ovom trenutku, većina grupa operativnog rizika prihvatile su aktuarno zasnovan pristup i koriste ili stvarne podatke o gubicima (kada su dostupni) ili analizu scenarija.)
MATCH@E:(Currently, most operational risk groups have adopted an actuarial based approach, using either real loss data (when available) or scenario analysis.===>U ovom trenutku, većina grupa operativnog rizika prihvatile su aktuarno zasnovan pristup i koriste ili stvarne podatke o gubicima (kada su dostupni) ili analizu scenarija.)
MATCH@M:(The approach is theoretically valid, for the purposes of quantification of operational risk.===>Ovaj pristup je validan u teorijskom smislu, kada je cilj kvantifikacija operativnog rizika.)
MATCH@E:(The approach is theoretically valid, for the purposes of quantification of operational risk.===>Ovaj pristup je validan u teorijskom smislu, kada je cilj kvantifikacija operativnog rizika.)
MATCH@M:(The model, e.g., a compound Poisson, derives frequency and severity distributions which drive the cumulative loss distribution (losses due to different risk types) for each line of business (for example, a compound Poisson process with lognormal severity intensity, is commonly used).===>Model, na primer složeni Poisson, proizvodi distribucije učestalosti i žestine koje izazivaju raspodelu kumulativ-nog gubitka (gubici izazvani različitim vrstama rizika) za svaku poslovnu liniju (na primer, uobičajeno se pri-menjuje složeni Poisson proces sa lognormalnim intenzitetom žestine).)
MATCH@E:(The model, e.g., a compound Poisson, derives frequency and severity distributions which drive the cumulative loss distribution (losses due to different risk types) for each line of business (for example, a compound Poisson process with lognormal severity intensity, is commonly used).===>Model, na primer složeni Poisson, proizvodi distribucije učestalosti i žestine koje izazivaju raspodelu kumulativnog gubitka (gubici izazvani različitim vrstama rizika) za svaku poslovnu liniju (na primer, uobičajeno se primenjuje složeni Poisson proces sa lognormalnim intenzitetom žestine).)
MATCH@M:(Monte-Carlo simulation calculates the expected losses and the operational VaR percentiles.===>Simulacija Monte-Carlo izračunava očekivane gubitke i operacione VaR procentual-nosti.)
MATCH@E:(Monte-Carlo simulation calculates the expected losses and the operational VaR percentiles.===>Simulacija Monte-Carlo izračunava očekivane gubitke i operacione VaR procentualnosti.)
MATCH@M:(In addition to the actuarial approach for risk quantification, operational risk specialists experiment with Bayesian modeling, extreme value theory and causal modeling 5.===>Pored aktuarnog pristupa u kvantifikaciji rizika, stručnjaci za operativni rizik eksperimentišu sa Bayes-ovim modelom, teorijom ekstremnih vrednosti i uzročnim modelima [5].)
MATCH@E:(In addition to the actuarial approach for risk quantification, operational risk specialists experiment with Bayesian modeling, extreme value theory and causal modeling 5.===>Pored aktuarnog pristupa u kvantifikaciji rizika, stručnjaci za operativni rizik eksperimentišu sa Bayes-ovim modelom, teorijom ekstremnih vrednosti i uzročnim modelima Š5Ë.)
MATCH@M:(Extreme value theory (EVT) provides a useful framework for the application of parametric smoothing methods to fit the tail of loss distribution beyond a certain level.===>Teorija ekstremnih vrednosti (EVT) daje korisne okvire za primenu parametričkih metoda iz-glađivanja/ispravljanja da bi postavila tail raspodele rizika iznad određenog nivoa.)
MATCH@E:(Extreme value theory (EVT) provides a useful framework for the application of parametric smoothing methods to fit the tail of loss distribution beyond a certain level.===>Teorija ekstremnih vrednosti (EVT) daje korisne okvire za primenu parametričkih metoda izglađivanja/ispravljanja da bi postavila tail raspodele rizika iznad određenog nivoa.)
MATCH@M:(The extreme value theory helps the risk manager to estimate the shape of the distribution deep into the tail, where relatively little data are available.===>Teorija ekstremnih vrednosti pomaže menadžeru koji upravlja rizikom da pro-ceni oblik raspodele ulazeći duboko u tail, gde je dostupan relativno mali broj podataka.)
MATCH@E:(The extreme value theory helps the risk manager to estimate the shape of the distribution deep into the tail, where relatively little data are available.===>Teorija ekstremnih vrednosti pomaže menadžeru koji upravlja rizikom da proceni oblik raspodele ulazeći duboko u tail, gde je dostupan relativno mali broj podataka.)
MATCH@M:(Correlations are usually assumed to be perfect across line of business and zero among the risk types per line of business.===>Obično se smatra da su korelacije savršene u okviru jednog oblika poslovanja, a da imaju nultu vrednost kod vrsta rizika po poslovne linije.)
MATCH@E:(Correlations are usually assumed to be perfect across line of business and zero among the risk types per line of business.===>Obično se smatra da su korelacije savršene u okviru jednog oblika poslovanja, a da imaju nultu vrednost kod vrsta rizika po poslovne linije.)
MATCH@M:(However, this is a stylized assumption.===>Ipak, ovo je samo jedna stilizovana pretpostavka.)
MATCH@E:(However, this is a stylized assumption.===>Ipak, ovo je samo jedna stilizovana pretpostavka.)
MATCH@M:(Copulas is a tool for combining correlated risks, which is getting popularity 3.===>Kopule predstavljaju alatku za kombinova-nje rizika koji su u korelaciji, a ovaj način stiče sve veću popularnost [3].)
MATCH@E:(Copulas is a tool for combining correlated risks, which is getting popularity 3.===>Kopule predstavljaju alatku za kombinovanje rizika koji su u korelaciji, a ovaj način stiče sve veću popularnost Š3Ë.)
MATCH@M:(It can be used in conjunction with Monte Carlo simulations to aggregate correlated losses.===>Mogu se koristiti zajedno sa simula-cijama Monte Carlo za agregaciju gubitaka u korelaciji.)
MATCH@E:(It can be used in conjunction with Monte Carlo simulations to aggregate correlated losses.===>Mogu se koristiti zajedno sa simulacijama Monte Carlo za agregaciju gubitaka u korelaciji.)
MATCH@M:(Deregulation and globalization of financial services institutions, together with the growing sophistication of financial technology, are making the activities of banks (and thus their risk profiles) more diverse and complex.===>Deregulacija i globalizacija finansijskih institucija kao i sve usavršenija finansijska tehnologija utiču na to da aktivnosti banaka (i njihovi profili rizika) budu sve di-versifikovanije i složenije.)
MATCH@E:(Conclusions Deregulation and globalization of financial services institutions, together with the growing sophistication of financial technology, are making the activities of banks (and thus their risk profiles) more diverse and complex.===>Zaključci Deregulacija i globalizacija finansijskih institucija kao i sve usavršenija finansijska tehnologija utiču na to da aktivnosti banaka (i njihovi profili rizika) budu sve diversifikovanije i složenije.)
MATCH@M:(Developing banking practices at internationally active banks suggest that risks other than credit and market risk can be substantial.===>Razvoj bankarskih postupaka u međunarodno aktivnim bankama ukazuje na to da osim tržišnih i kreditnih rizika postoje i drugi ozbiljni rizici.)
MATCH@E:(Developing banking practices at internationally active banks suggest that risks other than credit and market risk can be substantial.===>Razvoj bankarskih postupaka u međunarodno aktivnim bankama ukazuje na to da osim tržišnih i kreditnih rizika postoje i drugi ozbiljni rizici.)
MATCH@M:(Although the operational risk management is still immature, there is a growing industry.===>Iako je upravljanje operativnim rizikom još uvek u razvoju, napredak u industriji postoji.)
MATCH@E:(Although the operational risk management is still immature, there is a growing industry.===>Iako je upravljanje operativnim rizikom još uvek u razvoju, napredak u industriji postoji.)
MATCH@M:(The Risk Management Group of Basel and other regulatory bodies have been stressing the importance of operational risk in the last few years.===>Bazelska Grupa za upravljanje rizikom i druga regulatorna tela u poslednjih nekoliko godina naglašavaju značaj operativnog rizika.)
MATCH@E:(The Risk Management Group of Basel and other regulatory bodies have been stressing the importance of operational risk in the last few years.===>Bazelska Grupa za upravljanje rizikom i druga regulatorna tela u poslednjih nekoliko godina naglašavaju značaj operativnog rizika.)
MATCH@M:(By creating operational risk awareness, financial services institutions can enhance their ability to achieve their objectives and improve their processes, technology and business practices.===>Razvijanjem svesti o operativnom riziku finansijske institucije mogu da pospeše svoje sposobnosti da ostvare ciljeve i poboljšaju svoje procese, tehnologiju i poslovnu praksu.)
MATCH@E:(By creating operational risk awareness, financial services institutions can enhance their ability to achieve their objectives and improve their processes, technology and business practices.===>Razvijanjem svesti o operativnom riziku finansijske institucije mogu da pospeše svoje sposobnosti da ostvare ciljeve i poboljšaju svoje procese, tehnologiju i poslovnu praksu.)
MATCH@M:(Sustainable best practices would lead to reduced losses, higher profitability, improved customer and employee satisfaction.===>Najbolja održiva praksa dovela bi do smanjenja gubitaka, do veće profitabilnosti, i većeg zadovoljstva i korisnika i zaposlenih.)
MATCH@E:(Sustainable best practices would lead to reduced losses, higher profitability, improved customer and employee satisfaction.===>Najbolja održiva praksa dovela bi do smanjenja gubitaka, do veće profitabilnosti, i većeg zadovoljstva i korisnika i zaposlenih.)
MATCH@M:(Dissemination of statistical data targeting to web-based audience is one of inevitable requirements for statistical organisations.===>Diseminacija statističkih podataka koji se šalju korisnicima veb-sajta predstavlja jedan of neizbežnih zahteva za organizacije koje se bave obradom statističkih podataka.)
MATCH@E:(Dissemination of statistical data targeting web-based audience is one of essential task of statistical organisations.===>Diseminacija statističkih podataka za korisnike veb stranica predstavlja jedan od suštinskih zadataka organizacija koje se bave statistikom.)
BAD_LINE_=============================================================
BAD_LINE_M:Dissemination of statistical data targeting to web-based audience is one of inevitable requirements for statistical organisations.
BAD_LINE_M:Diseminacija statističkih podataka koji se šalju korisnicima veb-sajta predstavlja jedan of neizbežnih zahteva za organizacije koje se bave obradom statističkih podataka.
BAD_LINE_E:Dissemination of statistical data targeting web-based audience is one of essential task of statistical organisations.
BAD_LINE_E:Diseminacija statističkih podataka za korisnike veb stranica predstavlja jedan od suštinskih zadataka organizacija koje se bave statistikom.
MATCH@M:(This poses a significant challenge to the statistical organisation to provide the suitable web page format, accuracy, timeliness, and reliability of data and especially metadata.===>Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za svaki statistički zavod.)
MATCH@E:(This poses a significant challenge to the statistical organisation to provide the suitable web page format, accuracy, timeliness, and reliability of data and especially metadata.===>Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za svaki statistički zavod.)
MATCH@M:(Descriptive metadata are strongly content oriented and their aim is to ensure a correct interpretation of presented data on the website and to avoid the misuse.===>Deskriptivni metapodaci su strogo određeni sadržajem i njihova uloga jeste da omoguće tačno tumačenje prikazanih podataka na vebsajtu i spreče njihovu zloupotrebu.)
MATCH@E:(Descriptive metadata are strongly content oriented and their aim is to ensure a correct interpretation of presented data on the website and to avoid the misuse.===>Deskriptivni metapodaci su strogo određeni sadržajem i njihova uloga jeste da omoguće tačno tumačenje prikazanih podataka na vebsajtu i spreče njihovu zloupotrebu.)
MATCH@M:(Metadata assisting the search and navigation give general view of the statistical website and help users to understand the general website structure.===>Metapodaci koji se koriste kao pomoć pri pretrazi i navigaciji daju opšti pregled statističke veb stranice i pomažu korisnicima da shvate opštu strukturu veb stranice.)
MATCH@E:(Metadata assisting the search and navigation give general view of the statistical website and help users to understand the general website structure.===>Metapodaci koji se koriste kao pomoć pri pretrazi i navigaciji daju opšti pregled statističke veb stranice i pomažu korisnicima da shvate opštu strukturu veb stranice.)
MATCH@M:(The form of metadata and data presentation facilitates legibility and apprehensibility of the disseminated data meaning.===>Forma metapodataka i prezentacija podataka omogućava bolju čitljivost i razumljivost značenja disemi-novanih podataka.)
MATCH@E:(The form of metadata and data presentation facilitates legibility and apprehensibility of the disseminated data meaning.===>Forma metapodataka i prezentacija podataka omogućava bolju čitljivost i razumljivost značenja diseminovanih podataka.)
MATCH@M:(The aim of this paper is to present experience in the design of websites for statistical purposes with emphasis on metadata, data and the appropriate form of data dissemination related to territorial units.===>Naš cilj u ovom radu jeste da predstavimo naše iskustvo u projektovanju veb stranica za potrebe statistike, pri čemu naglasak stavljamo na metapodatke, podatke i na odgovarajući oblik diseminacije podataka u odnosu na teritorijalne jedinice.)
MATCH@E:(The aim of this paper is to present experience in the design of websites for statistical purposes with emphasis on metadata, data and the appropriate form of data dissemination related to territorial units.===>Naš cilj u ovom radu jeste da predstavimo naše iskustvo u projektovanju veb stranica za potrebe statistike, pri čemu naglasak stavljamo na metapodatke, podatke i na odgovarajući oblik diseminacije podataka u odnosu na teritorijalne jedinice.)
MATCH@M:(These important factors for website design are analysed, and discussed on examples of following websites: MO[/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit for selected Slovak towns and Censuses (Population and housing censuses in Slovakia).===>Ove faktore, značajne za projektovanje veb stranice, analizirali smo, diskutovali o njima na primerima sledećih veb stranica: MOS/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (odabrani gradovi u Slovačkoj) i Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).)
MATCH@E:(These important factors for website design are analysed, and discussed on examples of following websites: MOŠ/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit for selected Slovak towns and Censuses (Population and housing censuses in Slovakia).===>Ove faktore, značajne za projektovanje veb stranice, analizirali smo, diskutovali o njima na primerima sledećih veb stranica: ~~~ MO[/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (odabrani gradovi u Slovačkoj) i Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).)
MATCH@M:(Each of these projects has its own requirements, goals and user groups as well as common features which are highlighted.===>Svaki od ovih projekata ima svoje zahteve, ciljeve i korisničke grupe, kao i zajedničke odlike koje smo naglasili.)
MATCH@E:(Each of these projects has its own requirements, goals and user groups as well as common features which are highlighted.===>Svaki od ovih projekata ima svoje zahteve, ciljeve i korisničke grupe, kao i zajedničke odlike koje smo naglasili.)
MATCH@M:(The common features of these websites are researched to obtain as unified presentation of information and navigation structure as possible.===>Ispitali smo zajedničke odlike ovih veb stranica da bismo dobili što jedinstveniju prezentaciju informacione i navigacione strukture.)
MATCH@E:(The common features of these websites are researched to obtain as unified presentation of information and navigation structure as possible.===>Ispitali smo zajedničke odlike ovih veb stranica da bismo dobili što jedinstveniju prezentaciju informacione i navigacione strukture.)
MATCH@M:(The purposes and goals of each website are preserved in unchanged form.===>Svrha i cilj svake veb stranice sačuvani su u nepromenjenom obliku. 1.	Uvod)
MATCH@E:(The purposes and goals of each website are preserved in unchanged form.===>Svrha i cilj svake veb stranice sačuvani su u nepromenjenom obliku. 1.)
MATCH@M:(1.	Introduction Data dissemination is broad area of research and application.===>Diseminacija podataka predstavlja široku oblast istraživanja i primene.)
MATCH@E:(1. ~~~ Introduktion Data dissemination is broad area of research and application.===>Uvod Diseminacija podataka predstavlja široku oblast istraživanja i primene.)
MATCH@M:(The statistical websites should present vast variety of collected and analyzed data.===>Statističke veb stranice bi trebalo da predstave veliki broj sabranih i analiziranih podataka.)
MATCH@E:(The statistical websites should present vast variety of collected and analyzed data.===>Statističke veb stranice bi trebalo da predstave veliki broj sabranih i analiziranih podataka.)
MATCH@M:(New developing tools and new knowledge about dissemination offers new possibilities for statistical organisations to create more sophisticated websites with large data sets.===>Novi alati koji se razvijaju i nova znanja o diseminaciji pružaju statističkim zavodima nove mogućnosti da kreiraju usavršenije veb stranice koje će sadržati velike skupove podataka.)
MATCH@E:(New developing tools and new knowledge about dissemination offers new possibilities for statistical organisations to create more sophisticated websites with large data sets.===>Novi alati koji se razvijaju i nova znanja o diseminaciji pružaju statističkim zavodima nove mogućnosti da kreiraju usavršenije veb stranice koje će sadržati velike skupove podataka.)
MATCH@M:(This poses a significant challenge to statistical organisations to provide suitable format to the users and also ensure accuracy, timeliness, and reliability of data and especially metadata.===>Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravo-vremenost i pouzdanost podataka i posebno metapoda-taka predstavlja značajan izazov za statistički zavod.)
MATCH@E:(This poses a significant challenge to statistical organisations to provide suitable format to the users and also ensure accuracy, timeliness, and reliability of data and especially metadata.===>Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za statistički zavod.)
MATCH@M:(As the way in which websites are designed can either improve or impede users to look up for information on Internet, great attention has to be paid to the website design to facilitate the access to data.===>Pošto način na koji je veb sranica projektovana može kako da pomogne, tako i da odmogne korisniku da nađe informaciju na internetu, treba posvetiti veliku pažnju konstrukciji veb stranice da bi se olakšao pristup podacima.)
MATCH@E:(As the way in which websites are designed can either improve or impede users to look up for information on Internet, great attention has to be paid to the website design to facilitate the access to data.===>Pošto način na koji je veb sranica projektovana može kako da pomogne, tako i da odmogne korisniku da nađe informaciju na internetu, treba posvetiti veliku pažnju konstrukciji veb stranice da bi se olakšao pristup podacima.)
MATCH@M:(A website with an easy to use and comprehensible navigation is required.===>Potrebna je stranica sa sveobuhvatnom navigacijom koja se lako koristi.)
MATCH@E:(A website with an easy to use and comprehensible navigation is required.===>Potrebna je stranica sa sveobuhvatnom navigacijom koja se lako koristi.)
MATCH@M:(This paper points out metadata on the one hand in relation with giving context and increasing meaning of presented data and on the other hand in relation with navigation and search on statistical websites.===>U ovom radu ističemo, s jedne strane, metapodatke u smislu prikazivanja sadržaja i potpunijeg značenja prezentiranih podataka, a sa druge strane, u vezi sa navigacijom i pretragom na statističkim veb stranicama.)
MATCH@E:(This paper points out metadata on the one hand in relation with giving context and increasing meaning of presented data and on the other hand in relation with navigation and search on statistical websites.===>U ovom radu ističemo, s jedne strane, metapodatke u smislu prikazivanja sadržaja i potpunijeg značenja prezentiranih podataka, a sa druge strane, u vezi sa navigacijom i pretragom na statističkim veb stranicama.)
MATCH@M:(The purpose of tables and graphs is to show important information effectively.===>Tabele i grafikoni treba efektivno da prikažu značajne informacije.)
MATCH@E:(The purpose of tables and graphs is to show important information effectively.===>Tabele i grafikoni treba efektivno da prikažu značajne informacije.)
MATCH@M:(This paper briefly discusses the appropriate design of websites as well as design of tables and graphs to support better legibility of information presented on these websites.===>U ovom radu ukratko se razmatra odgovarajući dizajn veb stranica, ali i dizajn tabela i grafikona, a s ciljem da se obezbedi bolja čitljivost informacija prikazanih na ovim veb stranicama.)
MATCH@E:(This paper briefly discusses the appropriate design of websites as well as design of tables and graphs to support better legibility of information presented on these websites.===>U ovom radu ukratko se razmatra odgovarajući dizajn veb stranica, ali i dizajn tabela i grafikona, a s ciljem da se obezbedi bolja čitljivost informacija prikazanih na ovim veb stranicama.)
MATCH@M:(The websites have to satisfy the requirements of users and to attract them to repeatedly visit websites and to apply the content of the website for their needs.===>Zadatak veb stranica jeste da odgovore zahtevima korisnika i da ih privuku da im što češće pristupaju i da koriste sadržaj stranice za svoje potrebe.)
MATCH@E:(The websites have to satisfy the requirements of users and to attract them to repeatedly visit websites and to apply the content of the website for their needs.===>Zadatak veb stranica jeste da odgovore zahtevima korisnika i da ih privuku da im što češće pristupaju i da koriste sadržaj stranice za svoje potrebe.)
MATCH@M:(The purpose of websites analysed in this paper is to enhance knowledge of home and foreign general and professional public about some statistical information concerning the Slovak Republic.===>Svrha veb stranica koje analiziramo u ovom radu jeste da što podrobnije upoznaju domaće i inostrane korisnike, i laike i stručnjake sa nekim statističkim podacima u vezi sa Slovačkom Republikom.)
MATCH@E:(The purpose of websites analysed in this paper is to enhance knowledge of home and foreign general and professional public about some statistical information concerning the Slovak Republic.===>Svrha veb stranica koje analiziramo u ovom radu jeste da što podrobnije upoznaju domaće i inostrane korisnike, i laike i stručnjake sa nekim statističkim podacima u vezi sa Slovačkom Republikom.)
MATCH@M:(The theoretical aspects and practical solutions of statistical websites are discussed in this paper.===>Predmet razmatranja u ovom radu su teorijski aspekti i praktična rešenja statističkih veb stranica.)
MATCH@E:(The theoretical aspects and practical solutions of statistical websites are discussed in this paper.===>Predmet razmatranja u ovom radu su teorijski aspekti i praktična rešenja statističkih veb stranica.)
MATCH@M:(First, common aspects for the website design are mentioned and then these aspects and experiences with the web design are discussed on examples of the MOS/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit and Population and Housing Censuses in Slovakia (Censuses) websites.===>Prvo navodimo uobičajene aspekte projektovanja veb stranica, a zatim analiziramo i ove aspekte i naša iskustva sa projektovanjem veb strana na veb stranicama MOS/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (za određene slovačke gradove) i Censuses Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).)
MATCH@E:(First, common aspects for the website design are mentioned and then these aspects and experiences with the web design are discussed on examples of the MO[/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit and Population and Housing Censuses in Slovakia (Censuses) websites.===>Prvo navodimo uobičajene aspekte projektovanja veb stranica, a zatim analiziramo i ove aspekte i naša iskustva sa projektovanjem veb strana na veb stranicama MO[/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (za određene slovačke gradove) i Censuses Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).)
MATCH@M:(Each of these projects has its own requirements, goals and user groups as well as common design elements which are highlighted.===>Svaki od ovih projekta imao je svoje sopstvene zahteve, ali je bilo i zajedničkih projektnih rešenja, što smo tako-đe naglasili.)
MATCH@E:(Each of these projects has its own requirements, goals and user groups as well as common design elements which are highlighted. ~~~ 2.===>Svaki od ovih projekta imao je svoje sopstvene zahteve, ali je bilo i zajedničkih projektnih rešenja, što smo takođe naglasili. 2.)
MATCH@M:(Data are raw representation of facts; the metadata are necessary to supply the context for the data to be usable.===>Podaci su sirov prikaz činjenica; metapodaci su neophodni da bi se napravio kontekst u kojem se podaci mogu koristiti.)
MATCH@E:(Metadata Data are raw representation of facts; the metadata are necessary to supply the context for the data to be usable.===>Metapodaci Podaci su sirov prikaz činjenica; metapodaci su neophodni da bi se napravio kontekst u kojem se podaci mogu koristiti.)
MATCH@M:(IAIDQ‘s definition of data is as follows: Data: (1) Symbols, numbers, or other representation of facts; (2) the raw material from which information is produced when it is put in a context that gives it meaning [13].===>IAIDQ definiše podatke na sledeći način: Podaci: (1) Simboli, brojevi ili neki drugi prikaz činjenica, (2) sirovina iz koje se proizvodi informacija koja, kada se stavi u kontekst, ima konkretno značenje [13].)
MATCH@E:(IAIDQs definition of data is as follows: Data: (1) Symbols, numbers, or other representation of facts; (2) the raw material from which information is produced when it is put in a context that gives it meaning Š13Ë. Information is data in context.===>IAIDQ definiše podatke na sledeći način: ~~~ Podaci: (1) Simboli, brojevi ili neki drugi prikaz činjenica, (2) sirovina iz koje se proizvodi informacija koja, kada se stavi u kontekst, ima konkretno značenje Š13Ë.)
MATCH@M:(IAIDQ’s definition of information: Information: (1) Data in context, i.e., the meaning given to data or the interpretation of data based on its context; (2) the finished product as a result of processing, presentation and interpretation of data [13].===>IAIDQ definiše informaciju na sledeći način: Informacija: (1) podaci u kontekstu, t.j., značanje pripisano podacima ili tumačenje podataka na osnovu konteksta, (2) finalni proizvod koji je rezultat obrade, prikaza i tumačenja podataka [13].)
MATCH@E:(IAIDQs definition of information: Information: (1) Data in context, i.e., the meaning given to data or the interpretation of data based on its context; (2) the finished product as a result of processing, presentation and interpretation of data Š13Ë. Thereby, information is data plus description given by metadata.===>Informacija je podatak u kontekstu. ~~~ IAIDQ definiše informaciju na sledeći način: ~~~ Informacija: (1) podaci u kontekstu, t.j., značanje pripisano podacima ili tumačenje podataka na osnovu konteksta, (2) finalni proizvod koji je rezultat obrade, prikaza i tumačenja podataka Š13Ë. ~~~ Stoga se informacije definišu kao podaci plus opis koji pružaju metapodaci.)
BAD_LINE_=============================================================
BAD_LINE_M:IAIDQ’s definition of information: Information: (1) Data in context, i.e., the meaning given to data or the interpretation of data based on its context; (2) the finished product as a result of processing, presentation and interpretation of data [13].
BAD_LINE_M:IAIDQ definiše informaciju na sledeći način: Informacija: (1) podaci u kontekstu, t.j., značanje pripisano podacima ili tumačenje podataka na osnovu konteksta, (2) finalni proizvod koji je rezultat obrade, prikaza i tumačenja podataka [13].
BAD_LINE_E:IAIDQs definition of information: Information: (1) Data in context, i.e., the meaning given to data or the interpretation of data based on its context; (2) the finished product as a result of processing, presentation and interpretation of data Š13Ë. Thereby, information is data plus description given by metadata.
BAD_LINE_E:Informacija je podatak u kontekstu. ~~~ IAIDQ definiše informaciju na sledeći način: ~~~ Informacija: (1) podaci u kontekstu, t.j., značanje pripisano podacima ili tumačenje podataka na osnovu konteksta, (2) finalni proizvod koji je rezultat obrade, prikaza i tumačenja podataka Š13Ë. ~~~ Stoga se informacije definišu kao podaci plus opis koji pružaju metapodaci.
MATCH@M:(They enable better understanding meaning of data (in statistics data are mostly figures).===>Oni omogućavaju bolje poimanje značenja podataka (u statistici, podaci su uglavnom brojke).)
MATCH@E:(They enable better understanding meaning of data (in statistics data are mostly figures).===>Oni omogućavaju bolje poimanje značenja podataka (u statistici, podaci su uglavnom brojke).)
MATCH@M:(Metadata describe who, when, how, where, in which unit... collected data and these metadata are very useful for end users.===>Metapodaci opisuju ko, gde, kada, kako, u kojoj jedinici ... sabrani podaci i ovi metapodaci su od velike koristi za krajnje korisnike.)
MATCH@E:(Metadata describe who, when, how, where, in which unit… collected data and these metadata are very useful for end users.===>Metapodaci opisuju ko, gde, kada, kako, u kojoj jedinici ... sabrani podaci i ovi metapodaci su od velike koristi za krajnje korisnike.)
MATCH@M:(According to these definitions the following equation is correct: Information = Data + Metadata.===>Prema ovim definicijama, možemo izvesti sledeću jed-načinu: Informacija = Podaci + Metapodaci.)
MATCH@E:(According to these definitions the following equation is correct: Information = Data + Metadata.===>Prema ovim definicijama, možemo izvesti sledeću jednačinu: ~~~ Informacija = Podaci + Metapodaci.)
MATCH@M:(Data are raw facts.===>Podaci su sirove činjenice.)
MATCH@E:(Data are raw facts.===>Podaci su sirove činjenice.)
MATCH@M:(Information takes into account the context of data.===>Informacije uzimaju u obzir kontekst podataka.)
MATCH@E:(Information takes into account the context of data.===>Informacije uzimaju u obzir kontekst podataka.)
MATCH@M:(Without any context the figure is just a number, and a number by itself has no meaning associated with it.===>Ako nema konteksta, podatak je samo običan broj, a broj sam po sebi ne nosi nikakvo značenje.)
MATCH@E:(Without any context the figure is just a number, and a number by itself has no meaning associated with it.===>Ako nema konteksta, podatak je samo običan broj, a broj sam po sebi ne nosi nikakvo značenje.)
MATCH@M:(If there is an error in the data value the error can be found and corrected only by means of an adequate context.===>Ako postoji greška u vrednosti podataka, ona se može pronači i ispraviti samo ako postoji adekvatan kontekst.)
MATCH@E:(If there is an error in the data value the error can be found and corrected only by means of an adequate context.===>Ako postoji greška u vrednosti podataka, ona se može pronači i ispraviti samo ako postoji adekvatan kontekst.)
MATCH@M:(The essence of metadata is reducing or eliminating the communication barrier between the human and the presentation unit (in this web pages case), so that the data obtained from web pages are in general clear and can facilitate actions based on these data.===>Suština metapodataka jeste u tome da smanje ili eliminišu komunikacijsku prepreku između ljudi i jedinice prezentacije (u ovom slučaju veb stranice), tako da podaci koje dobij amo sa veb stranica budu uglavnom jasni i da koraci koji se pred-uzimaju na osnovu njih budu bolje zasnovani.)
MATCH@E:(The essence of metadata is reducing or eliminating the communication barrier between the human and the presentation unit (in this web pages case), so that the data obtained from web pages are in general clear and can facilitate actions based on these data.===>Suština metapodataka jeste u tome da smanje ili eliminišu komunikacijsku prepreku između ljudi i jedinice prezentacije (u ovom slučaju veb stranice), tako da podaci koje dobijamo sa veb stranica budu uglavnom jasni i da koraci koji se preduzimaju na osnovu njih budu bolje zasnovani.)
MATCH@M:(The metadata quality is more important than the data quality.===>Kvalitet metapodataka je značajniji nego kvalitet podataka.)
MATCH@E:(The metadata quality is more important than the data quality.===>Kvalitet metapodataka je značajniji nego kvalitet podataka.)
MATCH@M:(It is absolutely necessary that the description of the data is up-to-date, accurate, accessible, complete, and consistent.===>Apsolutno je neophodno da opis podataka bude tačan, ažururan, dostupan, potpun i dosledan.)
MATCH@E:(It is absolutely necessary that the description of the data is up-to-date, accurate, accessible, complete, and consistent.===>Apsolutno je neophodno da opis podataka bude tačan, ažururan, dostupan, potpun i dosledan.)
MATCH@M:(Shortly, the metadata have to be of such high quality and so appropriately presented that users can rely on them.===>Ukratko, metapodaci moraju da imaju tako visok kva-litet i da budu prikazani na dovoljno odgovarajući način da se korisnici mogu osloniti na njih.)
MATCH@E:(Shortly, the metadata have to be of such high quality and so appropriately presented that users can rely on them.===>Ukratko, metapodaci moraju da imaju tako visok kvalitet i da budu prikazani na dovoljno odgovarajući način da se korisnici mogu osloniti na njih.)
MATCH@M:(If any metadata component does not meet user’s quality expectations, then the user will deem the metadata and data to be unusable.===>Ako bilo koji element metapodataka ne zadovolji očekivanja korisnika, korisnik će smatrati da su i podaci i metapoda-ci beskorisni.)
MATCH@E:(If any metadata component does not meet users quality expectations, then the user will deem the metadata and data to be unusable.===>Ako bilo koji element metapodataka ne zadovolji očekivanja korisnika, korisnik će smatrati da su i podaci i metapodaci beskorisni.)
MATCH@M:(If an error occurs in data, it can be relatively easily found with the help of reliable metadata and corrected as long as the error in data is not essential.===>Ako kod podataka dođe do neke greške, ona se može relativno lako naći pomoću pouzdanih metapodataka i ispraviti, sve dok greška u podacima nije suštinska.)
MATCH@E:(If an error occurs in data, it can be relatively easily found with the help of reliable metadata and corrected as long as the error in data is not essential.===>Ako kod podataka dođe do neke greške, ona se može relativno lako naći pomoću pouzdanih metapodataka i ispraviti, sve dok greška u podacima nije suštinska.)
MATCH@M:(Metadata mentioned above are descriptive metadata and they are strongly content oriented.===>Metapodaci koje smo naveli su deskriptivni metapo-daci i strogo su orijentisani na sadržaj.)
MATCH@E:(Metadata mentioned above are descriptive metadata and they are strongly content oriented.===>Metapodaci koje smo naveli su deskriptivni metapodaci i strogo su orijentisani na sadržaj.)
MATCH@M:(Their aim is to ensure a correct interpretation of presented data on the website and to avoid misuse.===>Njihov cilj je da ispravno tumače prikazane podatke na veb stranici i da onemoguće njihovu zloupotrebu.)
MATCH@E:(Their aim is to ensure a correct interpretation of presented data on the website and to avoid misuse.===>Njihov cilj je da ispravno tumače prikazane podatke na veb stranici i da onemoguće njihovu zloupotrebu.)
MATCH@M:(Metadata assisting search and navigation give general view of the statistical website and help users to understand the general website structure.===>Metapodaci koji se koriste u pretrazi i navigaciji pružaju opšti uvid u statističku veb stranicu i pomažu korisnicima da shvate opšti sklop veb stranice.)
MATCH@E:(Metadata assisting search and navigation give general view of the statistical website and help users to understand the general website structure.===>Metapodaci koji se koriste u pretrazi i navigaciji pružaju opšti uvid u statističku veb stranicu i pomažu korisnicima da shvate opšti sklop veb stranice.)
MATCH@M:(Metadata for searching and navigation are also interconnected with descriptive metadata to enable navigation across three-dimensions in this case: indicator, territorial unit and period.===>Metapodaci u pretrazi i navigaciji su međusobno povezani sa opisnim metapoda-cima, tako da omogućavaju navigaciju kroz tri dimenzije, u ovom slučaju: pokazatelj, teritorijalna jedinica i period.)
MATCH@E:(Metadata for searching and navigation are also interconnected with descriptive metadata to enable navigation across three-dimensions in this case: indicator, territorial unit and period.===>Metapodaci u pretrazi i navigaciji su međusobno povezani sa opisnim metapodacima, tako da omogućavaju navigaciju kroz tri dimenzije, u ovom slučaju: pokazatelj, teritorijalna jedinica i period.)
MATCH@M:(Such navigation helps users to obtain adequate data more efficiently. The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time.===>Ovakav način navigacije omogućava korisnicima da dobiju odgovarajuće podatke na efikasniji način. Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima.)
MATCH@E:(The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time. ~~~ 3.===>Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima. 3.)
BAD_LINE_=============================================================
BAD_LINE_M:Such navigation helps users to obtain adequate data more efficiently. The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time.
BAD_LINE_M:Ovakav način navigacije omogućava korisnicima da dobiju odgovarajuće podatke na efikasniji način. Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima.
BAD_LINE_E:The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time. ~~~ 3.
BAD_LINE_E:Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima. 3.
MATCH@M:(Besides the sufficient amount of the relevant metadata and data, the form of metadata and especially data presentation is very important too.===>Složili smo se da nam je potreban odgovarajući broj relevantnih metapodataka i podataka, ali je značajna i forma i posebno način prezentovanja podataka.)
MATCH@E:(Website design Besides the sufficient amount of the relevant metadata and data, the form of metadata and especially data presentation is very important too.===>Dizajn veb stranice Složili smo se da nam je potreban odgovarajući broj relevantnih metapodataka i podataka, ali je značajna i forma i posebno način prezentovanja podataka.)
MATCH@M:(The intent is to point out the most important data.===>Na-mera je da se istaknu najznačajniji podaci.)
MATCH@E:(The intent is to point out the most important data.===>Namera je da se istaknu najznačajniji podaci.)
MATCH@M:(The user’s preattentive process is an extremely fast process.===>Proces u kojem se korisnik priprena da koristi podatke je izuzetno brz.)
MATCH@E:(The users preat tentive process is an extremely fast process.===>Proces u kojem se korisnik priprena da koristi podatke je izuzetno brz.)
MATCH@M:(If the designer wants a particular set of objects to be seen as belonging together, then he/she should design them differently from the surrounding information.===>Ako projektant želi da određeni skup predmeta izgleda kao da su deo jedne celine, onda on treba da ih projektuje tako da izgledaju kao da su izdvojeni od informacija koje ih okružuju.)
MATCH@E:(If the designer wants a particular set of objects to be seen as belonging together, then he/she should design them differently from the surrounding information.===>Ako projektant želi da određeni skup predmeta izgleda kao da su deo jedne celine, onda on treba da ih projektuje tako da izgledaju kao da su izdvojeni od informacija koje ih okružuju.)
MATCH@M:(This visual information is moved into the user’s short-term-memory.===>Ove vizuelne informacije prenose se u kratkoročnu memoriju korisnika.)
MATCH@E:(This visual information is moved into the users short-termmemory.===>Ove vizuelne informacije prenose se u kratkoročnu memoriju korisnika.)
MATCH@M:(In this context the most important fact concerning the short-term-memory is that readers of graphs or tables can only hold a few chunks of information at any time.===>U ovom kontekstu, najznačajniji podatak koji se odnosi na kratkoročnu memoriju jeste da oni koji čitaju tabele i grafikone mogu da raspolažu samo delići-ma informacija u određenom trenutku.)
MATCH@E:(In this context the most important fact concerning the short-term-memory is that readers of graphs or tables can only hold a few chunks of information at any time.===>U ovom kontekstu, najznačajniji podatak koji se odnosi na kratkoročnu memoriju jeste da oni koji čitaju tabele i grafikone mogu da raspolažu samo delićima informacija u određenom trenutku.)
MATCH@M:(It means that in tables and graphs the relevant legend information should be kept as close as possible to the data and to have adequate supporting-information.===>To znači da relevantna legenda u tabelama i grafikonima treba da bude u što većem skladu sa podacima i da sadrži odgovarajuće informacije koje sve ovo podržavaju.)
MATCH@E:(It means that in tables and graphs the relevant legend information should be kept as close as possible to the data and to have adequate supporting information.===>To znači da relevantna legenda u tabelama i grafikonima treba da bude u što većem skladu sa podacima i da sadrži odgovarajuće informacije koje sve ovo podržavaju.)
MATCH@M:(Only well designed tables and graphs are usually stored in the user's long-term-memory.===>U dugoročnoj memoriji korisnika opstaju samo dobro pro-jektovane tabele i grafikoni.)
MATCH@E:(Only well designed tables and graphs are usually stored in the user's long-term-memory.===>U dugoročnoj memoriji korisnika opstaju samo dobro projektovane tabele i grafikoni.)
MATCH@M:(Some tables and graphs from the websites analysed in this paper are shown in this chapter.===>Neke tabele i grafikone iz veb stranica koje smo analizirali u ovom radu prikazali smo u ovom poglavlju.)
MATCH@E:(Some tables and graphs from the websites analysed in this paper are shown in this chapter.===>Neke tabele i grafikone iz veb stranica koje smo analizirali u ovom radu prikazali smo u ovom poglavlju.)
MATCH@M:(It is more useful if data are in several smaller tables than in big one.===>Korisnije je ako se podaci nalaze u nekoliko manjih tabela nego ako su predstavljeni na jednoj velikoj.)
MATCH@E:(It is more useful if data are in several smaller tables than in big one.===>Korisnije je ako se podaci nalaze u nekoliko manjih tabela nego ako su predstavljeni na jednoj velikoj.)
MATCH@M:(When such separation is not possible, is better to put data into logical parts in the same table to point out differences and common chunks of data.===>Ako takav raspored i prikaz nije moguć, bolje je rasporediti podatke u logičke celine na istoj tabeli, kako bi se uočile razlike i zajedničke količine podataka.)
MATCH@E:(When such separation is not possible, is better to put data into logical parts in the same table to point out differences and common chunks of data.===>Ako takav raspored i prikaz nije moguć, bolje je rasporediti podatke u logičke celine na istoj tabeli, kako bi se uočile razlike i zajedničke količine podataka.)
MATCH@M:(“The numbers have an important story to tell and it is up to us to help them tell it.”[2].===>“Brojevi mogu da nam kažu nešto veoma važno, ali na nama je da im pomognemo da nam to kažu“ [2].)
MATCH@E:(The numbers have an important story to tell and it is up to us to help them tell it.Š2Ë.===>Brojevi mogu da nam kažu nešto veoma važno, ali na nama je da im pomognemo da nam to kažu Š2Ë.)
MATCH@M:(In this case study three above mentioned websites are considered.===>U ovoj studiji slučaja posmatramo tri pomenute veb stranice.)
MATCH@E:(In this case study three above mentioned websites are considered.===>U ovoj studiji slučaja posmatramo tri pomenute veb stranice.)
MATCH@M:(At the beginning of deeper analyses goals and purposes of each website are mentioned.===>Na početku dublje analize navodimo ciljeve i svrhu svake stranice.)
MATCH@E:(At the beginning of deeper analyses goals and purposes of each website are mentioned.===>Na početku dublje analize navodimo ciljeve i svrhu svake stranice.)
MATCH@M:(The environment for data is the same for all websites.===>Okruženje iz kojeg su podaci prikupljeni isto je za sve veb stranice.)
MATCH@E:(The environment for data is the same for all websites.===>Okruženje iz kojeg su podaci prikupljeni isto je za sve veb stranice.)
MATCH@M:(Data are situated in a cube of three dimensions (axes): territorial units, indicators and periods.===>Podaci se nalaze u kocki koja ima tri dimenzije (ose): teritorijalne jedinice, pokazatelji i periodi.)
MATCH@E:(Data are situated in a cube of three dimensions (axes): territorial units, indicators and periods.===>Podaci se nalaze u kocki koja ima tri dimenzije (ose): teritorijalne jedinice, pokazatelji i periodi.)
MATCH@M:(These dimensions are basis for navigation on web sites to retrieve an appropriate data.===>Ove dimenzije predstavljaju osnovu za navigacju na veb stranici kad želimo da nađemo odgovarajući podatak.)
MATCH@E:(These dimensions are basis for navigation on web sites to retrieve an appropriate data.===>Ove dimenzije predstavljaju osnovu za navigacju na veb stranici kad želimo da nađemo odgovarajući podatak.)
MATCH@M:(Common design elements are highlighted bellow.===>U daljem tekstu navešćemo neke zajedničke elemente projektovanja.)
MATCH@E:(Common design elements are highlighted bellow.===>U daljem tekstu navešćemo neke zajedničke elemente projektovanja.)
MATCH@M:(Statistics about users’ behaviour shows that: 34% of users selects the search engine, 23% chooses the menu list (the toolbar, tree structure), 10% goes to or looks at key figures and 4% goes to or looks at marketing part of the page (relevant statistical publications for example) and none looks at the institution or of project logo.===>Statistika koja se odnodi na ponašanje korisnika pokazuje da: 34% korisnika koristi uređaj za pretraživanje, 23% se opredeljuje za meni (tulbar, granasta struktura), 10 % traži ključne brojke, a 4% ide na marketinški deo stranice (na primer, odgovarajuće statističke publikacije), a niko ne pogleda naziv insti-tucile ili logo projekta.)
MATCH@E:(Statistics about users behaviour shows that: 34% of users selects the search engine, 23% chooses the menu list (the toolbar, tree structure), 10% goes to or looks at key figures and 4% goes to or looks at marketing part of the page (relevant statistical publications for example) and none looks at the institution or of project logo.===>Statistika koja se odnodi na ponašanje korisnika pokazuje da: ~~~ 34% korisnika koristi uređaj za pretraživanje, 23% se opredeljuje za meni (tulbar, granasta struktura), 10 % traži ključne brojke, a 4% ide na marketinški deo stranice (na primer, odgovarajuće statističke publikacije), a niko ne pogleda naziv institucile ili logo projekta.)
MATCH@M:(In above mentioned survey on Statistics Denmark websites log files and Eye tracking method were used.===>U gore pomenutom istraživanju statističkih veb stranica Danske korišćeni su metodi dnevničkih zapisa i neposrednog praćenja.)
MATCH@E:(In above mentioned survey on Statistics Denmark websites log files and Eye tracking method were used.===>U gore pomenutom istraživanju statističkih veb stranica Danske korišćeni su metodi dnevničkih zapisa i neposrednog praćenja.)
MATCH@M:(Eye tracking method uses special designed cameras to catch movement of user eyes during browsing web pages.===>Neposredno praćenje koristi podebno opremljene kamere koje snimaju pokrete očiju korisnika dok ovi pregledaju veb stranice.)
MATCH@E:(Eye tracking method uses special designed cameras to catch movement of user eyes during browsing web pages.===>Neposredno praćenje koristi podebno opremljene kamere koje snimaju pokrete očiju korisnika dok ovi pregledaju veb stranice.)
MATCH@M:(Log files were analysed to trace how users attain statistical web pages.===>Dnevničke zapise smo analizirali da bismo istražili kao korisnici pristupaju stranicama sa statističkim podacima.)
MATCH@E:(Log files were analysed to trace how users attain statistical web pages.===>Dnevničke zapise smo analizirali da bismo istražili kao korisnici pristupaju stranicama sa statističkim podacima.)
MATCH@M:(This data mining shows that users attain a web page by different ways.===>Ova potraga za podacima pokazuje da korisnici imaju različite načine da stignu do veb stranice.)
MATCH@E:(This data mining shows that users attain a web page by different ways.===>Ova potraga za podacima pokazuje da korisnici imaju različite načine da stignu do veb stranice.)
MATCH@M:(Users mostly come “out of the blue”.===>Korisnici obično pristupe potpuno neočekivano.)
MATCH@E:(Users mostly come out of the blue.===>Korisnici obično pristupe potpuno neočekivano.)
MATCH@M:(The second way is searching by the search engine, then follow direct links and links from other statistical pages.===>Drugi način jeste da se vrši pretraga upotrebom mašine, i da se zatim prate direktni linkovi i lin-kovi sa drugih statističkih stranica.)
MATCH@E:(The second way is searching by the search engine, then follow direct links and links from other statistical pages.===>Drugi način jeste da se vrši pretraga upotrebom mašine, i da se zatim prate direktni linkovi i linkovi sa drugih statističkih stranica.)
MATCH@M:(This survey also has shown that Google is the most important searching engine.===>U ovom pregledu smo takože pokazali da Google predstavlja najznačajniju mašinu za pretraživanje.)
MATCH@E:(This survey also has shown that Google is the most important searching engine.===>U ovom pregledu smo takože pokazali da Google predstavlja najznačajniju mašinu za pretraživanje.)
MATCH@M:(All of examined parts except the marketing one can be find on MO[/MIS webpage shown in Figure 1.===>Svi ispitani elementi osim marketinga mogu se naći na stranici MOS/MIS kao na tabeli 1.)
MATCH@E:(All of examined parts except the marketing one can be find on MOŠ/MIS webpage shown in Figure 1.===>Svi ispitani elementi osim marketinga mogu se naći na stranici MO[/MIS kao na tabeli 1.)
MATCH@M:(Detailed description of this web page is in the next section.===>Detaljni opis ove veb stranice daćemo u narednom poglavlju.)
MATCH@E:(Detailed description of this web page is in the next section.===>Detaljni opis ove veb stranice daćemo u narednom poglavlju. 3.)
MATCH@M:(The purpose of this presentation is to enhance awareness of home and foreign community about basic indicators concerning all Slovak municipalities and whole territorial structure of the Slovak Republic.===>Svrha ove prezentacije jeste da utiče na jačanje svesti domaćeg stanovništva i stranaca o osnovnim pokazateljima koji se odnose na sve slovačke opštine i celo-kupnu teritorijalnu strukturi Slovačke Republike.)
MATCH@E:(3.1 MO[/MIS The purpose of this presentation is to enhance awareness of home and foreign community about basic indicators concerning all Slovak municipalities and whole territorial structure of the Slovak Republic.===>MO[/MIS Svrha ove prezentacije jeste da utiče na jačanje svesti domaćeg stanovništva i stranaca o osnovnim pokazateljima koji se odnose na sve slovačke opštine i celo kupnu teritorijalnu strukturi Slovačke Republike.)
MATCH@M:(The goals are following: to simplify the access to basic data concerning municipalities, to enable the presentation of whole structure of monitored indicators for all periods of their monitoring and to make available the contact for ordering further data.===>Ciljevi su sledeći: pojednostaviti pristup osnovnim podacima koji se odnose na opštine, omogućiti prezentova-nje celokupne strukture posmatranih pokazatelja za sve periode u kojima su posmatrani i obezbediti kontakte za traženje narednih podataka.)
MATCH@E:(The goals are following: to simplify the access to basic data concerning municipalities, to enable the presentation of whole structure of monitored indicators for all periods of their monitoring and to make available the contact for ordering further data.===>Ciljevi su sledeći: pojednostaviti pristup osnovnim podacima koji se odnose na opštine, omogućiti prezentovanje celokupne strukture posmatranih pokazatelja za sve periode u kojima su posmatrani i obezbediti kontakte za traženje narednih podataka.)
MATCH@M:(This website presents data only for the last year approved by the Statistical Office.===>Ova veb stranica predstavlja smo podatke za prošlu godinu, a koje je ozvaničio Statistički zavod.)
MATCH@E:(This website presents data only for the last year approved by the Statistical Office.===>Ova veb stranica predstavlja smo podatke za prošlu godinu, a koje je ozvaničio Statistički zavod.)
MATCH@M:(The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr.===>Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br. MF/013261/2008-132 o načinu pro-jektovanja sistema informisanja i veb stranica za potrebe javne uprave (nacionalne odredbe).)
MATCH@E:(The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr.===>Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br.)
BAD_LINE_=============================================================
BAD_LINE_M:The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr.
BAD_LINE_M:Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br. MF/013261/2008-132 o načinu pro-jektovanja sistema informisanja i veb stranica za potrebe javne uprave (nacionalne odredbe).
BAD_LINE_E:The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr.
BAD_LINE_E:Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br.
MATCH@M:(The navigation tree of territorial units is in fact metadata describing the whole territorial structure of country and assisting in navigation.===>Stablo navigacije teritorijalnih jedinica predstavlja u stvari metapodatke koji opisuju ukupnu teritorijalnu strukturu zemlje i pomažu pri navigaciji.)
MATCH@E:(Figure 1: Key figures and navigation to municipalities MO[/MIS The navigation tree of territorial units is in fact metadata describing the whole territorial structure of country and assisting in navigation.===>Slika 1: ~~~ Ključne brojke i navigacija za opštine - MO[/MIS Stablo navigacije teritorijalnih jedinica predstavlja u stvari metapodatke koji opisuju ukupnu teritorijalnu strukturu zemlje i pomažu pri navigaciji.)
MATCH@M:(The territorial units navigation tree has been done according to the Nomenclature des Unités Territoriales Statistiques (NUTS) structure.===>Stablo navigacije za teritorijalne jedinice napravljeno je u skladu sa strukturom Nomenclature des Unités Territoriales Statistiques (NUTS).)
MATCH@E:(The territorial units navigation tree has been done according to the Nomenclature des Unités Territoriales Statistiques (NUTS) structure.===>Stablo navigacije za teritorijalne jedinice napravljeno je u skladu sa strukturom Nomenclature des Unités Territoriales Statistiques (NUTS).)
MATCH@M:(The map presents the navigation through the fourth NUTS level.===>Mapa predstavlja navigaciju kroz četvrti stepen NUTS.)
MATCH@E:(The map presents the navigation through the fourth NUTS level.===>Mapa predstavlja navigaciju kroz četvrti stepen NUTS.)
MATCH@M:(Six key figures (data) and list of municipalities are presented for the selected district.===>Za određenu oblast predstavljeno je šest ključnih brojki (podataka) i spisak opština.)
MATCH@E:(Six key figures (data) and list of municipalities are presented for the selected district.===>Za određenu oblast predstavljeno je šest ključnih brojki (podataka) i spisak opština.)
MATCH@M:(There are three ways for reaching municipalities.===>Postoje tri načina da se pristupi opštinama.)
MATCH@E:(There are three ways for reaching municipalities.===>Postoje tri načina da se pristupi opštinama.)
MATCH@M:(First two ways are done by metadata.===>Prva dva se oslanjaju na metapodatke.)
MATCH@E:(First two ways are done by metadata.===>Prva dva se oslanjaju na metapodatke.)
MATCH@M:(The first one is fast selecting the district (NUTS 4) by the aid of the map shown in Figure 1 and choosing the particular municipality from the list of municipalities belonging to the selected district.===>Prvi podrazumeva brzo traženje oblasti (NUTS 4) uz pomoć mape prikazane na slici 1 i odabir jedne posebne opštine sa liste opština koje pripadaju odabranoj oblasti.)
MATCH@E:(The first one is fast selecting the district (NUTS 4) by the aid of the map shown in Figure 1 and choosing the particular municipality from the list of municipalities belonging to the selected district.===>Prvi podrazumeva brzo traženje oblasti (NUTS 4) uz pomoć mape prikazane na slici 1 i odabir jedne posebne opštine sa liste opština koje pripadaju odabranoj oblasti.)
MATCH@M:(The second method consists in navigation across the hierarchical tree from NUTS 1 to NUTS 4 shown on the left side in Figure 1 and 2.===>Drugi metod predstavlja navigacju po hijerarhijskom stablu od NUTS 1 do NUTS 4 koja je prikazana na levoj strani na slikama 1 i 2.)
MATCH@E:(The second method consists in navigation across the hierarchical tree from NUTS 1 to NUTS 4 shown on the left side in Figure 1 and 2.===>Drugi metod predstavlja navigacju po hijerarhijskom stablu od NUTS 1 do NUTS 4 koja je prikazana na levoj strani na slikama 1 i 2.)
MATCH@M:(These two navigation methods enable to preview the municipality position in the map and get some statistical key figures for the selected district, region, group of regions and country.===>Ova dva metoda navigacije omogućavaju da se unapred vidi pozicija opštine na karti i da se dobiju neke statistički kljucne brojke za odabranu oblast, region, grupu regiona i zemlju.)
MATCH@E:(These two navigation methods enable to preview the municipality position in the map and get some statistical key figures for the selected district, region, group of regions and country.===>Ova dva metoda navigacije omogućavaju da se unapred vidi pozicija opštine na karti i da se dobiju neke statistički ključne brojke za odabranu oblast, region, grupu regiona i zemlju.)
MATCH@M:(Finally, the user can attain the requested municipality directly through the search engine.===>Konačno, korisnik može da pristupi željenoj opštini direktno pomoću mašine za pretragu.)
MATCH@E:(Finally, the user can attain the requested municipality directly through the search engine.===>Konačno, korisnik može da pristupi željenoj opštini direktno pomoću mašine za pretragu.)
MATCH@M:(In a final step indicators for selected municipality divided into domains are presented in Figure 2.===>U poslednjem koraku predstavljeni su pokazatelji za odabranu opštinu podeljeni na oblasti i nalaze se na slici 2.)
MATCH@E:(In a final step indicators for selected municipality divided into domains are presented in Figure 2.===>U poslednjem koraku predstavljeni su pokazatelji za odabranu opštinu podeljeni na oblasti i nalaze se na slici 2.)
MATCH@M:(Two tables in the middle of page contain rows and fill colours are used here for better information legibility.===>Dve tabele na sredini strane imaju kolone, a boje pomažu da informacija bude čitljivija.)
MATCH@E:(Two tables in the middle of page contain rows and fill colours are used here for better information legibility.===>Dve tabele na sredini strane imaju kolone, a boje pomažu da informacija bude čitljivija.)
MATCH@M:(This is an example of how fill colours in alternating rows can be used to aid scanning across rows and point out that the importance is on the row not on the single value.===>Ovo je primer kako boja u svakom drugom redu može da se iskoristi za skeniranje redova i da istakne da je značajan čitav red, a ne samo pojedinačna vrednost.)
MATCH@E:(This is an example of how fill colours in alternating rows can be used to aid scanning across rows and point out that the importance is on the row not on the single value.===>Ovo je primer kako boja u svakom drugom redu može da se iskoristi za skeniranje redova i da istakne da je značajan čitav red, a ne samo pojedinačna vrednost.)
MATCH@M:(Properly designed fill colours are for scanning across rows less distracting to the eye than grids.===>Prilikom skeniranja, dobro projektovane boje za popunjavanje redova manje štete oku nego “rešetke”.)
MATCH@E:(Properly designed fill colours are for scanning across rows less distracting to the eye than grids.===>Prilikom skeniranja, dobro projektovane boje za popunjavanje redova manje štete oku nego rešetke.)
MATCH@M:(If user wants to know more about an indicator, the tooltip with full methodical notes concerning an indicator appear by pointing on an indicator or on his value.===>Ako korisnik želi da sazna nešto više o nekom pokazatelju, pojavi-će se strelica sa celokupnim metodološkim beleškama u vezi sa tim pokazateljem ili sa njegovom vrednosšću.)
MATCH@E:(If user wants to know more about an indicator, the tooltip with full methodical notes concerning an indicator appear by pointing on an indicator or on his value.===>Ako korisnik želi da sazna nešto više o nekom pokazatelju, pojavi će se strelica sa celokupnim metodološkim beleškama u vezi sa tim pokazateljem ili sa njegovom vrednosšću.)
MATCH@M:(In the MO[/MIS website the descriptive metadata are used as a navigation tool too.===>Na MOS/MIS veb stranici metapodaci se koriste i kao oruđe za navigaciju.)
MATCH@E:(In the MO[/MIS website the descriptive metadata are used as a navigation tool too.===>Na MO[/MIS veb stranici metapodaci se koriste i kao oruđe za navigaciju.)
MATCH@M:(Users can very easy obtain indicators from all domains by one click.===>Korisnici mogu veoma lako da dođu do pokazatelja iz svih domena, samo jednim klikom.)
MATCH@E:(Users can very easy obtain indicators from all domains by one click.===>Korisnici mogu veoma lako da dođu do pokazatelja iz svih domena, samo jednim klikom.)
MATCH@M:(The user also can very easy obtain the desired district, region and group of region for the analysed municipality.===>Korisnik može takođe lako da dobije željenu oblast, region i grupu regiona za opštinu, grupu ili regiju.)
MATCH@E:(The user also can very easy obtain the desired district, region and group of region for the analysed municipality.===>Korisnik može takođe lako da dobije željenu oblast, region i grupu regiona za opštinu, grupu ili regiju.)
MATCH@M:(It is very useful that user can by one click on the tree of territorial units obtain a totally different district with its municipalities.===>Veoma je korisno to što korisnik jednim klikom na stablu teritorijalnih jedinica može da dobije potpuno različitu oblast sa njenim opštinama.)
MATCH@E:(It is very useful that user can by one click on the tree of territorial units obtain a totally different district with its municipalities.===>Veoma je korisno to što korisnik jednim klikom na stablu teritorijalnih jedinica može da dobije potpuno različitu oblast sa njenim opštinama.)
MATCH@M:(The territorial unit tree always shows user’s position in the whole NUTS structure of the Slovak Republic.===>Teritorijalno stablo uvek pokazuje poziciju korisnika u ukupnoj strukturi NUTS Republike Slovačke.)
MATCH@E:(The territorial unit tree always shows users position in the whole NUTS structure of the Slovak Republic.===>Teritorijalno stablo uvek pokazuje poziciju korisnika u ukupnoj strukturi NUTS Republike Slovačke.)
MATCH@M:(The purpose of the Urban Audit Website is to present all indicators concerning eight selected towns and their subcities in the Slovak Republic in years 2001 and 2004.===>Svrha veb stranice Urban Audit jeste da predstavi sve indikatore koji se tiču osam odabranih gradova i i ni-hovih predgrađa u Republici Slovačkoj 2001 i 2004 godine.)
MATCH@E:(3.2 Urban Audit The purpose of the Urban Audit Website is to present all indicators concerning eight selected towns and their subcities in the Slovak Republic in years 2001 and 2004.===>3.2 Pregled u urbanim uslovima Svrha veb stranice Urban Audit jeste da predstavi sve indikatore koji se tiču osam odabranih gradova i i nihovih predgrađa u Republici Slovačkoj 2001 i 2004 godine.)
MATCH@M:(The eight selected towns are shown in tree on left side of screen in Figure 3.===>Na dijagramu stabla na levoj strani slike na slici 3 prikazano je osam određenih gradova.)
MATCH@E:(The eight selected towns are shown in tree on left side of screen in Figure 3.===>Na dijagramu stabla na levoj strani slike na slici 3 prikazano je osam određenih gradova.)
MATCH@M:(All indicators for selected towns (C -city), one level above or districts (L - large) and parts of town (S - sub-city) are presented.===>Predstavljeni su svi pokazatelji za odabrane gradove (C - grad), jedan nivo iznad distrikta (L - prostranost) i delovi grada (S - predgrađe).)
MATCH@E:(All indicators for selected towns (C city), one level above or districts (L large) and parts of town (S sub-city) are presented.===>Predstavljeni su svi pokazatelji za odabrane gradove (C - grad), jedan nivo iznad distrikta (L - prostranost) i delovi grada (S - predgrađe).)
MATCH@M:(The navigation structure is the same as on the MO[/MIS website but only for selected districts, cities and sub-cities participated in this European project.===>Struktura navigacije je ista kao i kod MOŠ/MIS stranice, ali samo za odabrane oblasti, gradove i predgrađa koji su učestvovali u ovom Evropskom projektu.)
MATCH@E:(The navigation structure is the same as on the MOŠ/MIS website but only for selected districts, cities and sub-cities participated in this European project.===>Struktura navigacije je ista kao i kod MO[/MIS stranice, ali samo za odabrane oblasti, gra dove i predgrađa koji su učestvovali u ovom Evropskom projektu.)
MATCH@M:(The user can obtain data for all supported territories by its selection from the tree.===>Korisnik može da dobije podatke sa svih umreženih teritorija tako što ih bira sa tog stabla.)
MATCH@E:(The user can obtain data for all supported territories by its selection from the tree.===>Korisnik može da dobije podatke sa svih umreženih teritorija tako što ih bira sa tog stabla.)
MATCH@M:(Here are significantly more indicators (338) in comparison with the MOS/MIS, where are presented 140 indicators.===>Postoji značajno veći broj pokazatelja (338) u poređe-nju sa MOŠ/MIS, gde je prikazano 140 indikatora.)
MATCH@E:(Here are significantly more indicators (338) in comparison with the MO[/MIS, where are presented 140 indicators.===>Postoji značajno veći broj pokazatelja (338) u poređenju sa MO[/MIS, gde je prikazano 140 indikatora.)
MATCH@M:(Indicators are divided into domains and sub-domains, which are accessible via the drop-down menu.===>Pokazatelji su podeljeni u domene i sub-domene kojima se može pristupiti pomoću padajućeg menija.)
MATCH@E:(Indicators are divided into domains and sub-domains, which are accessible via the drop-down menu.===>Pokazatelji su podeljeni u domene i sub-domene kojima se može pristupiti pomoću padajućeg menija.)
MATCH@M:(After clicking on a subdomain, user can see all indicators and their values.===>Kad klikne na sub-domen, korisnik može da vidi sve pokazatelje i njihove vrednosti.)
MATCH@E:(After clicking on a subdomain, user can see all indicators and their values.===>Kad klikne na sub-domen, korisnik može da vidi sve pokazatelje i njihove vrednosti.)
MATCH@M:(The table is of the same type as in Figure 2 but with a larger number of rows and also fill colours are here used for better legibility.===>Tabela izgleda isto kao na slici 2, ali ima veći broj redova, a boje se takođe koriste zbog bolje čitljivosti.)
MATCH@E:(The table is of the same type as in Figure 2 but with a larger number of rows and also fill colours are here used for better legibility.===>Tabela izgleda isto kao na slici 2, ali ima veći broj redova, a boje se takođe koriste zbog bolje čitljivosti.)
MATCH@M:(In this website fill colours in alternating rows are more accentuated than the previous one because there are significantly more rows in each table.===>Na ovoj veb stranici, boje u svakom drugom redu naglašenije su nego prethodne zato što ima značajno više redova na svakoj tabeli.)
MATCH@E:(In this website fill colours in alternating rows are more accentuated than the previous one because there are significantly more rows in each table.===>Na ovoj veb stranici, boje u svakom drugom redu naglašenije su nego prethodne zato što ima značajno više redova na svakoj tabeli.)
MATCH@M:(Figure 3: Selected sub-domain of indicators for selected city - Urban Audit===>Slika 3: Odabrani sub-domen pokazatelja za odabrani grad - pregled urbane oblasti)
MATCH@E:(Figure 3: Selected sub-domain of indicators for selected city Urban Audit 3.3.===>Slika 3:)
BAD_LINE_=============================================================
BAD_LINE_M:Figure 3: Selected sub-domain of indicators for selected city - Urban Audit
BAD_LINE_M:Slika 3: Odabrani sub-domen pokazatelja za odabrani grad - pregled urbane oblasti
BAD_LINE_E:Figure 3: Selected sub-domain of indicators for selected city Urban Audit 3.3.
BAD_LINE_E:Slika 3:
MATCH@M:(The UrbanAudit website is similar to the MO[/MIS website and also meets the W3C standards and the mentioned national regulation.===>Veb stranica pregleda grada (Urban Audit) slična je veb stanici MOŠ/MIS i zadovoljava W3C standarde i pomenute nacionalne propise.)
MATCH@E:(The UrbanAudit website is similar to the MOŠ/MIS website and also meets the W3C standards and the mentioned national regulation.===>Veb stranica pregleda grada (Urban Audit) slična je veb stanici MO[/MIS i zadovoljava W3C standarde i pomenute nacionalne propise.)
MATCH@M:(When users become familiar with one of these websites they will be able to use easily the other one.===>Kada se korisnici dobro upoznaju sa jednom od ovih veb stranica lako će moći da koriste drugu.)
MATCH@E:(When users become familiar with one of these websites they will be able to use easily the other one.===>Kada se korisnici dobro upoznaju sa jednom od ovih veb stranica lako će moći da koriste drugu.)
MATCH@M:(The purpose of this project is to enhance the knowledge of domestic and foreign general audience and professionals about population and housing censuses realised in the area of Slovakia during almost one century.===>Cilj ovoga projekta jeste da što potpunije obavesti i domaću i stranu publiku i stručnjake o popisu stanovništva i stambenog prostora sprovedenog u Slovačkoj tokom skoro celog veka.)
MATCH@E:(Censuses The purpose of this project is to enhance the knowledge of domestic and foreign general audience and professionals about population and housing censuses realised in the area of Slovakia during almost one century.===>Odabrani sub-domen pokazatelja za odabrani grad - pregled urbane oblasti 3.3 Censuses Cilj ovoga projekta jeste da što potpunije obavesti i domaću i stranu publiku i stručnjake o popisu stanovništva i stambenog prostora sprovedenog u Slovačkoj tokom skoro celog veka.)
MATCH@M:(The population and housing censuses, give a complex picture of demography and social and economic characteristics of a country.===>Popisi stanovništva i stambenog prostora pružaju složenu sliku demografije i društvenih i privrednih osobenosti jedne zemlje.)
MATCH@E:(The population and housing censuses, give a complex picture of demography and social and economic characteristics of a country.===>Popisi stanovništva i stambenog prostora pružaju složenu sliku demografije i društvenih i privrednih osobenosti jedne zemlje.)
MATCH@M:(The census data are very specific and it is impossible to replace them by data from other types of surveys.===>Podaci iz popisa su veoma specifični i nije ih moguće zameniti podacima iz nekih drugih istraživanja.)
MATCH@E:(The census data are very specific and it is impossible to replace them by data from other types of surveys.===>Podaci iz popisa su veoma specifični i nije ih moguće zameniti podacima iz nekih drugih istraživanja.)
MATCH@M:(The objectives of this project partially differ from the objectives of other two projects mentioned above.===>Ciljevi ovoga projekta se delimično razlikuju od ciljeva druga dva projekta koja smo pomenuli.)
MATCH@E:(The objectives of this project partially differ from the objectives of other two projects mentioned above.===>Ciljevi ovoga projekta se delimično razlikuju od ciljeva druga dva projekta koja smo pomenuli.)
MATCH@M:(This presentation offers detailed results and other related basic information concerning population and housing censuses realised in Slovakia in years 1921, 1930, 1950, 1961, 1970, 1980, 1991 and 2001.===>Ova prezentacija prikazuje detaljne rezultate i druge osnovne informacije koje se odnose na popis stanovništva i stambenog prostora u Slovačkoj 1921., 1930., 1950, 1961., 1970., 1980, 1991. i 2001. godine.)
MATCH@E:(This presentation offers detailed results and other related basic information concerning population and housing censuses realised in Slovakia in years 1921, 1930, 1950, 1961, 1970, 1980, 1991 and 2001.===>Ova prezentacija prikazuje detaljne rezultate i druge osnovne informacije koje se odnose na popis stanovništva i stambenog prostora u Slovačkoj 1921., 1930., 1950, 1961., 1970., 1980, 1991. i 2001. godine.)
MATCH@M:(The user obtains the results in one place, in the unified form and in various representation modes like tables, diagrams, maps and their combinations.===>Korisnik dobi-ja rezultate na jednom mestu, u jedinstvenoj formi i u različitim modelima predstavljanja, kao što su tabele, dijagrami, mape i njihove kombinacije.)
MATCH@E:(The user obtains the results in one place, in the unified form and in various representation modes like tables, diagrams, maps and their combinations.===>Korisnik dobija rezultate na jednom mestu, u jedinstvenoj formi i u različitim modelima predstavljanja, kao što su tabele, dijagrami, mape i njihove kombinacije.)
MATCH@M:(Detailed results of each census are in separated web pages because territorial unit structure was changed in the time between every two censuses and the structure of indicators was designed for each census according to actual requirements.===>Detaljni prikaz rezultata za svaki popis nalazi se na posebnim veb stranicama, zato što se struktura teritorijalnih jedinica menjala između svaka dva popisa, a struktura pokazatelja stvarana je za svaki popis posebno, u skladu sa stvarnim potrebama.)
MATCH@E:(Detailed results of each census are in separated web pages because territorial unit structure was changed in the time between every two censuses and the structure of indicators was designed for each census according to actual requirements.===>Detaljni prikaz rezultata za svaki popis nalazi se na posebnim veb stranicama, zato što se struktura teritorijalnih jedinica menjala između svaka dva popisa, a struktura pokazatelja stvarana je za svaki popis posebno, u skladu sa stvarnim potrebama.)
MATCH@M:(This presentation also provides the possibility to compare common selected indicators in their historical context.===>Ova prezentacija omogućava i da se porede uobičajeni izabrani pokazatelji u svom istorijskom kontekstu.)
MATCH@E:(This presentation also provides the possibility to compare common selected indicators in their historical context.===>Ova prezentacija omogućava i da se porede uobičajeni izabrani pokazatelji u svom istorijskom kontekstu.)
MATCH@M:(The design allows an easy and trouble-free future expansion of this website.===>Ovakav dizajn omogućava da se veb stranica lako i bez problema širi u budućnosti.)
MATCH@E:(The de sign allows an easy and trouble-free future expansion of this website.===>Ovakav dizajn omogućava da se veb stranica lako i bez problema širi u budućnosti.)
MATCH@M:(More about this project is in Ê4].===>Više o ovom projektu saznaćete u [4].)
MATCH@E:(More about this project is in Š4Ë.===>Više o ovom projektu saznaćete u Š4Ë.)
MATCH@M:(The data from the last three censuses (1980, 1991 and 2001) were computer processed already in the census time.===>Podaci iz poslednja tri popisa (1980., 1991. i 2001.) obrađeni su kompjuterski već tokom samog popisa.)
MATCH@E:(The data from the last three censuses (1980, 1991 and 2001) were computer processed already in the census time.===>Podaci iz poslednja tri popisa (1980., 1991. i 2001.) obrađeni su kompjuterski već tokom samog popisa.)
MATCH@M:(The creation of the three - dimensional data structure (time, territory and indicator), the conversion to the unified data format and the storage of data into the common database were accomplished in first project realisation steps.===>Projekcija trodimenzionalne strukture podataka (vreme, teritorija i pokazatelj), konverzija u format jedinstvenih podataka i skladištenje podataka u zajedničku bazu podataka završeni su u prvim koracima realizacije projekta.)
MATCH@E:(The creation of the three - dimensional data structure (time, territory and indicator), the conversion to the unified data format and the storage of data into the common database were accomplished in first project realisation steps.===>Projekcija trodimenzionalne strukture podataka (vreme, teritorija i pokazatelj), konverzija u format jedinstvenih podataka i skladištenje podataka u zajedničku bazu podataka završeni su u prvim koracima realizacije projekta.)
MATCH@M:(The territorial navigation for the three latest censuses is realised via the hierarchical tree of territorial units actual for each census.===>Teritorijalna navigacija u tri poslednja popisa sprovedena je uz pomoć hijerarskijskog stabla teritorijalnih jedinica za svaki popis.)
MATCH@E:(The territorial navigation for the three latest censuses is realised via the hierarchical tree of territorial units actual for each census.===>Teritorijalna navigacija u tri poslednja popisa sprovedena je uz pomoć hijerarskijskog stabla teritorijalnih jedinica za svaki popis.)
MATCH@M:(Figure 4 depicts the hierarchical navigation tree of territories, list of available tables and the selected table for the 1991 census.===>Slika 4 opisuje stablo hijerarhijske navigacije za terirorije, listu dostupnih tabela i odabranu tabelu sa popisa 1991.)
MATCH@E:(Figure 4 depicts the hierarchical navigation tree of territories, list of available tables and the selected table for the 1991 census.===>Slika 4 opisuje stablo hijerarhijske navigacije za terirorije, listu dostupnih tabela i odabranu tabelu sa popisa 1991.)
MATCH@M:(Territorial unit navigation tree is the administration division of the Slovak Republic effective during the 1991Census.===>Navigaciono stablo teritorijalnih jedinica predstavlja administrativnu po-delu Slovačke koja je bila na snazi tokom popisa 1991.)
MATCH@E:(Territorial unit navigation tree is the administration division of the Slovak Republic effective during the 1991Census.===>Navigaciono stablo teritorijalnih jedinica predstavlja administrativnu podelu Slovačke koja je bila na snazi tokom popisa 1991.)
MATCH@M:(The difference to the MOÊ/MIS website is in the territorial unit navigation tree as the administration division of the Slovak Republic changed between years 1991 and 2001.===>Razlika u odnosu na MOS/MIS veb stranicu nalazi se u navigacionom stablu teritorijalne jedinice pošto se administrativna podela Republike Slovačke menjala između 1991. i 2001. godine.)
MATCH@E:(The difference to the MOŠ/MIS website is in the territorial unit navigation tree as the administration division of the Slovak Republic changed between years 1991 and 2001.===>Razlika u odnosu na MO[/MIS veb stranicu nalazi se u navigacionom stablu teritorijalne jedinice pošto se administrativna podela Republike Slovačke menjala između 1991. i 2001. godine.)
MATCH@M:(The focus in this table is on individual values in cells, so the grids are used.===>U ovoj tabeli obratićemo pažnju na pojedinačne vrednosti u rubrikama, stoga smo upotrebili mrežni prikaz.)
MATCH@E:(The focus in this table is on individual values in cells, so the grids are used.===>U ovoj tabeli obratićemo pažnju na pojedinačne vrednosti u rubrikama, stoga smo upotrebili mrežni prikaz.)
MATCH@M:(This table is bidirectionally structured with two sets of subdivisions of categories.===>Ova tabela je dvosmer-no struktuirana, sa dva seta sub-podele kategorija.)
MATCH@E:(This table is bidirectionally structured with two sets of subdivisions of categories.===>Ova tabela je dvosmerno struktuirana, sa dva seta sub-podele kategorija. ~~~ Slika 4:)
MATCH@M:(When tables are long or total values are more important than the detailed ones, total values are placed at the top of a table so the user can read total values without moving the vertical bar on the screen.===>Kada su tabele duge ili kada su ukupne vrednosti značajnije nego pojedinačne, ukupne vrednosti se postavljaju na vrh tabele, tako da korisnik može da pročita ukupne vrednosti a da ne po-mera vertikalni bar na ekranu.)
MATCH@E:(When tables are long or total values are more important than the detailed ones, total values are placed at the top of a table so the user can read total values without moving the vertical bar on the screen.===>Kada su tabele duge ili kada su ukupne vrednosti značajnije nego pojedinačne, ukupne vrednosti se postavljaju na vrh tabele, tako da korisnik može da pročita ukupne vrednosti a da ne pomera vertikalni bar na ekranu.)
MATCH@M:(Besides the data from individual censuses, the presentation offers time series of selected indicators in numerical and diagram form.===>Pored podataka iz pojedinačnih popisa, prezentacija nudi vremenski niz odabranih pokazatelja u numeričkom i u obliku dijagrama.)
MATCH@E:(Besides the data from individual censuses, the presentation offers time series of selected indicators in numer ical and diagram form.===>Pored podataka iz pojedinačnih popisa, prezentacija nudi vremenski niz odabranih pokazatelja u numerič kom i u obliku dijagrama.)
MATCH@M:(Some series start as early as in 1848.===>Neki nizovi počeli su još 1848. godine.)
MATCH@E:(Some series start as early as in 1848.===>Neki nizovi počeli su još 1848. godine.)
MATCH@M:(An example of time series is shown the Figure 5 depicting the population development in years 1848 -2001 in the area of Slovakia.===>Jedan primer vremenskog niza prikazan je na slici 5 koja opisuje rast stanovništva u godinama 1848 - 2001 i opisuje razvoj stanovništva u Slovačkoj u periodu 1848 - 2001.)
MATCH@E:(An example of time series is shown the Figure 5 depicting the population development in years 1848 2001 in the area of Slovakia.===>Jedan primer vremenskog niza prikazan je na slici 5 koja opisuje rast stanovništva u godinama 1848 - 2001 i opisuje razvoj stanovništva u Slovačkoj u periodu 1848 - 2001.)
MATCH@M:(The population is presented in the bar graph.===>Stanovništvo je predstavljeno stubičastim grafikonom.)
MATCH@E:(The population is presented in the bar graph.===>Stanovništvo je predstavljeno stubičastim grafikonom.)
MATCH@M:(Figure 5: Population development in years 1848 - 2001===>Slika 5: Rast stanovništva od 1848 - 2001)
MATCH@E:(Figure 5: Population development in years 1848 2001 4.===>Slika 5: ~~~ Rast stanovništva od 1848 - 2001 4.)
MATCH@M:(The MOÊ/MIS and the Urban Audit websites were already finished and only maintenance of web pages is assumed.===>Veb stranice MOŠ/MIS i Pregled gradskih zona (Urban Audit) već su završene i potrebno ih je samo održavati.)
MATCH@E:(Conclusion The MOŠ/MIS and the Urban Audit websites were already finished and only maintenance of web pages is assumed.===>Zaključak Veb stranice MO[/MIS i Pregled gradskih zona (Urban Audit) već su završene i potrebno ih je samo održavati.)
MATCH@M:(Both websites are placed on the website of the Statistical Office of the Slovak Republic.===>Obe su postavljene na vebsajt Statističkog zavoda Republike Slovačke.)
MATCH@E:(Both websites are placed on the website of the Statistical Office of the Slovak Republic.===>Obe su postavljene na vebsajt Statističkog zavoda Republike Slovačke.)
MATCH@M:(For example the enlargement of the amount of presented data can be done by expanding the territorial units to the municipality level, adding detailed bibliographical part for individual censuses, expanding the length and number of time series, transforming static presentation system from older censuses (censuses till 1970) into dynamic form, adding the search engine working across the website, retrieving and presenting data from censuses older than 1921 census.===>Na primer, može se povećati količina podataka tako što bi se teritorijalne jedinice proširile do nivoa opština i dodali bibliografski podaci za svaki pojedinačni popis, što bi se povećala dužina i broj vremenskih nizova, što bi sistem statičke prezentacije za starije popise (popise do 1970. godine) dobio dinamički oblik, što bi se dodala mašina za pretragu koja bi pretraživala celu stranu, povlačili i prezentova-li i podaci iz perioda pre popisa 1921. godine.)
MATCH@E:(In response to the requests, changes in the Censuses website could be realised. ~~~ For example the enlargement of the amount of presented data can be done by expanding the territorial units to the municipality level, adding detailed bibliographical part for individual censuses, expanding the length and number of time series, transforming static presentation system from older censuses (censuses till 1970) into dynamic form, adding the search engine working across the website, retrieving and presenting data from censuses older than 1921 census.===>Na primer, može se povećati količina podataka tako što bi se teritorijalne jedinice proširile do nivoa opština i dodali bibliografski podaci za svaki pojedinačni popis, što bi se povećala dužina i broj vremenskih nizova, što bi sistem statičke prezentacije za starije popise (popise do 1970. godine) dobio dinamički oblik, što bi se dodala mašina za pretragu koja bi pretraživala celu stranu, povlačili i prezentova li i podaci iz perioda pre popisa 1921. godine.)
MATCH@M:(The presentation should also fully meet the W3C standards and the above mentioned national regulation.===>Prezentacija bi takođe trebalo da u potpunosti zadovolji standarde W3C i gore pomenute nacionalne propise.)
MATCH@E:(The presentation should also fully meet the W3C standards and the above mentioned national regulation.===>Prezentacija bi takođe trebalo da u potpunosti zadovolji standarde W3C i gore pomenute nacionalne propise.)
MATCH@M:(These three projects have specific and common points.===>Ova tri projekta imaju i različitosti i zajedničkih tača-ka.)
MATCH@E:(These three projects have specific and common points.===>Ova tri projekta imaju i različitosti i zajedničkih tačaka.)
MATCH@M:(The common points are analysed to obtain as unified presentation form and navigation as possible.===>Zajedničke tačke smo analizirali da bismo dobili što jedinstveniji oblik prezentacije i navigacije.)
MATCH@E:(The common points are analysed to obtain as unified presentation form and navigation as possible.===>Zajedničke tačke smo analizirali da bismo dobili što jedinstveniji oblik prezentacije i navigacije.)
MATCH@M:(These websites are running at different web servers (Apache and MS IIS), web pages (jsp, aspx and html) and database management systems (Oracle, SQL Server).===>Ove veb stranice stoje na različitim serverima (Apache i MS IIS), veb stranama (jsp, aspx, i html) i sistemima upravljanja bazama podataka (Oracle, SQL Server).)
MATCH@E:(These websites are running at different web servers (Apache and MS IIS), web pages (jsp, aspx and html) and database management systems (Oracle, SQL Server).===>Ove veb stranice stoje na različitim serverima (Apache i MS IIS), veb stranama (jsp, aspx, i html) i sistemima upravljanja bazama podataka (Oracle, SQL Server).)
MATCH@M:(The particular solution depends on the hardware and software infrastructure of the respective web server manager - the Statistical Office of the Slovak Republic or INFOSTAT, where the websites are operated.===>Određena rešenja zavise od hardverske i softverske infrastrukture odgovarajuće organizacije koja upravlja veb serverom - Statističkog zavoda Republike Slovačke ili INFOSTATa, na kojima se veb stranice nalaze.)
MATCH@E:(The particular solution depends on the hardware and software infrastructure of the respective web server manager - the Statistical Office of the Slovak Republic or INFOSTAT, where the websites are operated.===>Određena rešenja zavise od hardverske i softverske infrastrukture odgovarajuće organizacije koja upravlja veb serverom - Statističkog zavoda Republike Slovačke ili INFOSTATa, na kojima se veb stranice nalaze.)
MATCH@M:(For end users it is not important because the layout and navigation system of these websites is as unified as possible and the purpose and goals of the each project remain in unchanged form.===>Za krajnjeg korisnika ovo nije značajno, pošto su izgled i sistem navigacije ovih veb stranica projek-tovani da budu što istovetniji, a svrha i ciljevi i jednog i drugog projekta ostaju u neizmenjenom obliku.)
MATCH@E:(For end users it is not important because the layout and navigation system of these websites is as unified as possible and the purpose and goals of the each project remain in unchanged form.===>Za krajnjeg korisnika ovo nije značajno, pošto su izgled i sistem navigacije ovih veb stranica projektovani da budu što istovetniji, a svrha i ciljevi i jednog i drugog projekta ostaju u neizmenjenom obliku.)
MATCH@M:(Projects mentioned above result in better information of home and foreign community.===>Gore pomenuti projekti doprineli su boljem informi-sanju i domaćih i stranih korisnika.)
MATCH@E:(Projects mentioned above result in better information of home and foreign community.===>Gore pomenuti projekti doprineli su boljem informisanju i domaćih i stranih korisnika.)
MATCH@M:(Relevant websites enable easier accessing the vide variety of statistic indicators describing different territorial levels and time periods.===>Odgovarajuće veb strane omogućavaju lakši pristup širokom spektru statističkih informacija koje opisuju različite teritorijalne nivoe i vremenske periode.)
MATCH@E:(Relevant websites enable easier accessing the vide variety of statistic indicators describing different territorial levels and time periods.===>Odgovarajuće veb strane omogućavaju lakši pristup širokom spektru statističkih informacija koje opisuju različite teritorijalne nivoe i vremenske periode.)
MATCH@M:(The MO[/MIS presents on his website only current data and information.===>MOS/MIS na svojim stranicama predstavlja samo aktuelne podatke i informacije.)
MATCH@E:(The MOŠ/MIS presents on his website only current data and information.===>MO[/MIS na svojim stranicama predstavlja samo aktuelne podatke i informacije.)
MATCH@M:(The Urban Audit website presents data for both surveys.===>Urban Audit predstavlja podatke i za jednu i za drugu pretragu.)
MATCH@E:(The Urban Audit website presents data for both surveys.===>Urban Audit predstavlja podatke i za jednu i za drugu pretragu.)
MATCH@M:(The Censuses website presents data and information from almost one century period starting with the 1921 and ending with the 2001 census.===>Censuses veb stranica prikazuje podatke i informacije za period od skoro jednog veka, počevši od popisa 1921. godine i završavajući sa popisom iz 2001. godine.)
MATCH@E:(The Censuses website presents data and information from almost one century period starting with the 1921 and ending with the 2001 census.===>Censuses veb stranica prikazuje podatke i informacije za period od skoro jednog veka, počevši od popisa 1921. godine i završavajući sa popisom iz 2001. godine.)
MATCH@M:(The decision complexity derived from the fact that compound and financially demanding projects are acceptable only if expected social and economic benefits are more influential then costs associated with the project operationalization.===>Kompleksnost odluke proizilazi iz činjenice da su složeni i finansijski zahtevni projekti jedino prihvatljivi ukoliko se očekivane socijalne i društvene koristi značajnije od troškova koji prate njihovu realizaciju.)
MATCH@E:(The decision complexity derived from the fact that compound and financially demanding projects are acceptable only if expected social and economic benefits are more influential then costs associated with the project operationalization.===>Kompleksnost odluke proizilazi iz činjenice da su složeni i finansijski zahtevni projekti jedino prihvatljivi ukoliko se očekivane socijalne i društvene koristi značajnije od troškova koji prate njihovu realizaciju.)
MATCH@M:(According to the previous, project financing comes up as a potentially useful method that governments use for development promoting of the most important resources, or better still, for establishing new independent facilities at the places of major importance.===>Shodno tome, projektno finansir-anje pruža potencijalno koristan način po kome država može promovisati razvoj svojih najvrednih resursa ili uspostaviti nezavisno proizvodno postrojenje, upravo tamo gde je ono i najpotrebnije.)
MATCH@E:(According to the previous, project financing comes up as a potentially useful method that governments use for development promoting of the most important resources, or better still, for establishing new independent facilities at the places of major importance.===>Shodno tome, projektno finansiranje pruža potencijalno koristan način po kome država može promovisati razvoj svojih najvrednih resursa ili uspostaviti nezavisno proizvodno postrojenje, upravo tamo gde je ono i najpotrebnije.)
MATCH@M:(This paper presents advantages and disadvantages of project financing, as one of the financing models, as well as circumstances in which it can be meaningful for investors.===>Ovim radom predstavljene su prednosti i nedostaci projektnog finansiranja kao jednog od mogućih modaliteta finansiranja, ali su prikazane i okolnosti kada projektno finansiranje može biti od značaja investitorima.)
MATCH@E:(This paper presents advantages and disadvantages of project financing, as one of the financing models, as well as circumstances in which it can be meaningful for investors.===>Ovim radom predstavljene su prednosti i nedostaci projektnog finansiranja kao jednog od mogućih modaliteta finansiranja, ali su prikazane i okolnosti kada projektno finansiranje može biti od značaja investitorima.)
MATCH@M:(The paper particularly points out the fact that project financing is a kind of financing model that strives to satisfy all contract parts, taking into account their mutual interests and a return on joint investments as well.===>Posebno je ukazano na činjenicu da ovaj model finansiranja nastoji zadovoljiti sve ugovorne strane, uzimajući u obzir njihov zajednički interes, ali i prinos koji ovaj modalitet finansiranja može da donese. 1.	Uvod)
MATCH@E:(The paper particularly points out the fact that project financing is a kind of financing model that strives to satisfy all contract parts, taking into account their mutual interests and a return on joint investments as well. ~~~ 1.===>Posebno je ukazano na činjenicu da ovaj model finansiranja nastoji zadovoljiti sve ugovorne strane, uzimajući u obzir njihov zajednički interes, ali i prinos koji ovaj modalitet finansiranja može da donese. 1.)
MATCH@M:(1.	Introduction Project financing is a financing model which is becoming increasingly important and attractive, due to the scope and the complexity of the projects that can be funded in this way.===>Projektno finansiranje je modalitet finansiranja koji posebno dobija na značaju i atraktivnosti, usled veličine i kompleksnosti projekata koji se mogu finansirati na ovaj način.)
MATCH@E:(Introduction Project financing is a financing model which is becoming increasingly important and attractive, due to the scope and the complexity of the projects that can be funded in this way.===>Uvod Projektno finansiranje je modalitet finansiranja koji posebno dobija na značaju i atraktivnosti, usled veličine i kompleksnosti projekata koji se mogu finansirati na ovaj način.)
MATCH@M:(It is a very useful and attractive technique used in a large number of industries worldwide.===>Ono predstavlja jako atraktivnu i korisnu tehniku koja se koristi u celom svetu među različitim granama industrije.)
MATCH@E:(It is a very useful and attractive technique used in a large number of industries worldwide.===>Ono predstavlja jako atraktivnu i korisnu tehniku koja se koristi u celom svetu među različitim granama industrije.)
MATCH@M:(Project financing is a model long implemented in the developed countries and is used to maximize the results within the financial means available.===>Projektno finansiranje je model koji je odavno u primeni u razvijenim zemljama i koristi se radi maksimizacije rezultata u okviru raspoloživih finansijskih sredstava.)
MATCH@E:(Project financing is a model long implemented in the developed countries and is used to maximize the results within the financial means available.===>Projektno finansiranje je model koji je odavno u primeni u razvijenim zemljama i koristi se radi maksimizacije rezultata u okviru raspoloživih finansijskih sredstava.)
MATCH@M:(In the developing countries, this method of financing infrastructure facilities is by all means present in a broadest sense, however, it is expected to yet gain popularity and importance, since, as a rule, the developing countries do not command enough financial resources to start large-scope projects, nor to complete them in a proper way.===>U zemljama u razvoju ovaj način finansiranja infrastrukturnih projekata je svakako prisutan u najširem smislu te reči, ali očekuje se da tek dobije na svom značaju, budući da zemlje u razvoju po pravilu ne raspolažu sa dovoljno finansijskih sredstava da bi pokrenule velike projekte, odnosno da bi ih komplementirale na pravi način.)
MATCH@E:(In the developing countries, this method of financing infrastructure facilities is by all means present in a broadest sense, however, it is expected to yet gain popularity and importance, since, as a rule, the developing countries do not command enough financial resources to start largescope projects, nor to complete them in a proper way.===>U zemljama u razvoju ovaj način finansiranja infrastrukturnih projekata je svakako prisutan u najširem smislu te reči, ali očekuje se da tek dobije na svom značaju, budući da zemlje u razvoju po pravilu ne raspolažu sa dovoljno finansijskih sredstava da bi pokrenule velike projekte, odnosno da bi ih komplementirale na pravi način.)
MATCH@M:(Project financing is defined as financing a certain project, most often an infrastructure or a financial one, where the lenders rely on cash flow and project returns as monetary sources to pay the invested funds back.===>Projektno finansiranje se definiše kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.)
MATCH@E:(Project financing is defined as financing a certain project, most often an infrastructure or a financial one, where the lenders rely on cash flow and project returns as monetary sources to pay the invested funds back.===>Projektno finansiranje se definiše kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.)
MATCH@M:(Basically, this means that the investor has an insight into the monetary flows, and that the profit earned is the only way to pay the debts off, i.e., that the “project assets are to ensure the financing of the project itself“, therefore it is the only gurantee that the project will be completed.===>To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da „aktiva projekta treba da osigura finansiranje samog projekta“, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.)
MATCH@E:(Basically, this means that the investor has an insight into the monetary flows, and that the profit earned is the only way to pay the debts off, i.e., that the project assets are to ensure the financing of the project itself Š4Ë, therefore it is the only gurantee that the project will be completed.===>To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da aktiva projekta treba da osigura finansiranje samog projekta Š4Ë, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.)
MATCH@M:(The driving force of the project financing include its sponsors and investors.===>Pokretačku snagu projektnog finansiranja čine njegovi sponzori i investitori.)
MATCH@E:(The driving force of the project financing include its sponsors and investors.===>Pokretačku snagu projektnog finansiranja čine njegovi sponzori i investitori.)
MATCH@M:(The project sponsor is the party “behind the project“ and serves as its motive power, most frequently the Government of a country, an autonomous entity of an industry sector, or a consortium, a future buyer of the project products or services.===>Sponzor projekta je strana koja stoji “iza projekta” i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.)
MATCH@E:(The project sponsor is the party behind the project and serves as its motive power, most frequently the Government of a country, an autonomous entity of an industry sector, or a consortium, a future buyer of the project products or services.===>Sponzor projekta je strana koja stoji iza projekta i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.)
MATCH@M:(The project financiers/promoters are mainly financial institutions, such as: international organizations for development financing, banks, investment trusts, equipment manufacturers, construction companies, future buyers, etc. [1]===>Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, budući kupci i sl. [1])
MATCH@E:(The project financiers/promoters are mainly financial institutions, such as: international organizations for development financing, banks, investment trusts, equipment manufacturers, construction companies, future buyers, etc.===>Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, bu dući kupci i sl.)
MATCH@M:(A project may have one or more sponsors who promote the project idea and motivate all the participants in its execution.===>Projekat može imati jednog ili više sponzora koji potenciraju ideju o projektu i motivišu sve učesnike u njegovoj realizaciji.)
MATCH@E:(Š1Ë A project may have one or more sponsors who promote the project idea and motivate all the participants in its execution.===>Š1Ë Projekat može imati jednog ili više sponzora koji potenciraju ideju o projektu i motivišu sve učesnike u njegovoj realizaciji.)
MATCH@M:(The governments of the countries worldwide hailed the appropriation of funds of individual investors in the fields of infrastructure and services in a broad range of industrial activities, among them power supply, transport, irrigation and soil improvement, telecommunications, petroleum and gas, mineral resources exploitation, schools and hospitals.===>Vlade država širom sveta su pokazale inicijativu za an-gažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, ekploatacije ruda i minerala, škola i bolnica.)
MATCH@E:(The governments of the countries worldwide hailed the appropriation of funds of individual investors in the fields of infrastructure and services in a broad range of industrial activities, among them power supply, transport, irrigation and soil improvement, telecommunications, petroleum and gas, mineral resources exploitation, schools and hospitals.===>Vlade država širom sveta su pokazale inicijativu za angažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, ekploatacije ruda i minerala, škola i bolnica.)
MATCH@M:(Such a manner of funding means improvement of a large number of public works and services without which the quality of operations and work would be hard to achieve.===>Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delovanja i poslovanja.)
MATCH@E:(Such a manner of funding means improvement of a large number of public works and services without which the quality of operations and work would be hard to achieve.===>Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delovanja i poslovanja.)
MATCH@M:(The start up of investment cycles in Serbia was addi-tionaly imposed by the analysis of various models of financing of such projects, so the market is being introduced to the advantages and disadvantages these different methods of financing bring.===>Pokretanje investicionih ciklusa u Srbiji nametnulo je i razmatranje različitih modela finansiranja takvih projekata, te je izvesna prisutnost upoznavanja tržišta sa prednostima i nedostacima koje različiti vidovi finansiranja donose.)
MATCH@E:(The start up of investment cycles in Serbia was additionaly imposed by the analysis of various models of financing of such projects, so the market is being introduced to the advantages and disadvantages these different methods of financing bring.===>Pokretanje investicionih ciklusa u Srbiji nametnulo je i razmatranje različitih modela finansiranja takvih projekata, te je izvesna prisutnost upoznavanja tržišta sa prednostima i nedostacima koje različiti vidovi finansiranja donose.)
MATCH@M:(By the adoption of the Mortgage Act that introduces the notion of the mortgage securing the facility under construction and the new method of receivables classification on the basis of the monetary flow projections (in the past period, such claims were only possible on the basis of the historic financial indicators) provided by the National Benk of Serbia, a legal basis is formed for implementing such a model of financing.===>Usvajanjem Zakona o hipoteci, kojim se uvodi pojam hipoteke na objektu u izgradnji i omogućavanjem klasifikacije potraživanja i po osnovu projektovanih novčanih tokova (za razliku od prethodnog perioda, kada je to bilo moguće isključivo na osnovu istorijskih finansijskih pokazatelja) omogućenim od strane Narodne Banke Srbije, stvoreni su zakonski uslovi za primenu ovog modaliteta finansira-nja.)
MATCH@E:(By the adoption of the Mortgage Act that introduces the notion of the mortgage securing the facility under construction and the new method of receivables classification on the basis of the monetary flow projections (in the past period, such claims were only possible on the basis of the historic financial indicators) provided by the National Benk of Serbia, a legal basis is formed for implementing such a model of financing.===>Usvajanjem Zakona o hipoteci, kojim se uvodi pojam hipoteke na objektu u izgradnji i omogućavanjem klasifikacije potraživanja i po osnovu projektovanih novčanih tokova (za razliku od prethodnog perioda, kada je to bilo moguće isključivo na osnovu istorijskih finansijskih pokazatelja) omogućenim od strane Narodne Banke Srbije, stvoreni su zakonski uslovi za primenu ovog modaliteta finansiranja.)
MATCH@M:(Hence project financing earns a special importance as an infrastructure and capital-intensive projects financing, since in this form it means an improvement in the methodology of project evaluating and financing.===>U tom smislu projektno finansiranje dobija poseban značaj kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata.)
MATCH@E:(Hence project financing earns a special importance as an infrastructure and capital-intensive projects financing, since in this form it means an improvement in the methodology of project evaluating and financing. ~~~ 2.===>U tom smislu projektno finansiranje dobija poseban značaj kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata. 2.)
MATCH@M:(The project financing is a form of contracting that means firm contractual relations between/among the participants, and, as such, can be applied only in the projects that are capable of supporting such a form of firm contract and sustain it on an acceptable cost level.===>Projektno finansiranje je takva forma ugovaranja koja podrazumeva čvrste ugovorne odnose među učesnicima, te se shodno tome može primenjivati samo kod onih projekata koji mogu izneti takvu formu čvrstog ugovora i održavati istu na prihvatljivom troškovnom nivou.)
MATCH@E:(Project Financing The project financing is a form of contracting that means firm contractual relations between/among the participants, and, as such, can be applied only in the projects that are capable of supporting such a form of firm contract and sustain it on an acceptable cost level.===>Projektno finansiranje Projektno finansiranje je takva forma ugovaranja koja podrazumeva čvrste ugovorne odnose među učesnicima, te se shodno tome može primenjivati samo kod onih projekata koji mogu izneti takvu formu čvrstog ugovora i održavati istu na prihvatljivom troškovnom nivou.)
MATCH@M:(Basically, the project financing requires the presence of a real “joint interest“ among the parties included in the project execution.===>Suštinski, projektno finansiranje zahteva postojanje istinske „zajednice interesa“ među stranama uključenim u realizaciju projekta.)
MATCH@E:(Basically, the project financing requires the presence of a real joint interest among the parties included in the project execution.===>Suštinski, projektno finansiranje zahteva postojanje istinske zajednice interesa među stranama uključenim u realizaciju projekta.)
MATCH@M:(Only when each of the parties is really interested in a successful operalization of the project financing will all the participants do their best to ensure that the project is actually completed.===>Tek kada je svakoj strani u interesu da se projektno finansiranje realizuje sa uspehom, tada će se i svi učenici potruditi da se realizacija projekta i desi.)
MATCH@E:(Only when each of the parties is really interested in a successful operalization of the project financing will all the participants do their best to ensure that the project is actually completed.===>Tek kada je svakoj strani u interesu da se projektno finansiranje realizuje sa uspehom, tada će se i svi učenici potruditi da se realizacija projekta i desi.)
MATCH@M:(Simultaneously, project financing requires that the financial engineers should design such a financial framework that would contribute to forming of a set of contracts, which will in turn provide benefits from the contracts to all the parties concerned.===>U isto vreme projektno finansiranje zahteva da finansijski inženjeri dizajniraju takvu finansijsku strukturu koja ce doprineti formiranju seta ugovora, koji ce omoguciti svim stranama korist od dogovora.)
MATCH@E:(Simultaneously, project financing requires that the financial engineers should design such a financial framework that would contribute to forming of a set of contracts, which will in turn provide benefits from the contracts to all the parties concerned.===>U isto vreme projektno finansiranje zahteva da finansijski inženjeri dizajniraju takvu finansijsku strukturu koja će doprineti formiranju seta ugovora, koji će omogućiti svim stranama korist od dogovora.)
MATCH@M:(The selection of the project financing model prior to the corporate direct finansing includes the selection of such an organization form that differs from a traditional company in two basic aspects: [3]===>Izbor projektnog finansiranja ispred korporativnog direktnog finansiranja uključuje i odabir takve organizacione forme koja se razlikuje od tradicionalne kompanije u dve osnovne stavke:[3])
MATCH@E:(The selection of the project financing model prior to the corporate direct finansing includes the selection of such an organization form that differs from a traditional company in two basic aspects: Š3Ë 1.===>Izbor projektnog finansiranja ispred korporativnog direktnog finansiranja uključuje i odabir takve organizacione forme koja se razlikuje od tradicionalne kompanije u dve osnovne stavke: ~~~ Š3Ë 1.)
MATCH@M:(1.	The project has a limited life cycle, the same as the legal entity that owns it, therefore the identity of the entity is defined by the project.===>1.	Projekat ima ograničen rok trajanja, baš kao i pravna jedinica koja ga poseduje, te je shodno tome i identitet te jedinice određen projektom.)
MATCH@E:(The project has a limited life cycle, the same as the legal entity that owns it, therefore the identity of the entity is defined by the project.===>Projekat ima ograničen rok trajanja, baš kao i pravna jedinica koja ga poseduje, te je shodno tome i identitet te jedinice određen projektom.)
MATCH@M:(In case of the traditional company, the identity of the organizational unit is not time-limited.===>U slučaju tradicionalne kompanije identitet organizacione jedinice nije vremenski ograničen.)
MATCH@E:(In case of the traditional company, the identity of the organizational unit is not time-limited. ~~~ 2.===>U slučaju tradicionalne kompanije identitet organizacione jedinice nije vremenski ograničen. 2.)
MATCH@M:(2.	The project unit distributes the cash flow directly from the project to the creditors and to the capital investors on the project.===>2.	Projektna jedinica distribuira tok gotovine direktno sa projekta ka zajmodavcima i kapitalnim investitorima projekta.)
MATCH@E:(The project unit distributes the cash flow directly from the project to the creditors and to the capital investors on the project.===>Projektna jedinica distribuira tok gotovine direktno sa projekta ka zajmodavcima i kapitalnim investitorima projekta.)
MATCH@M:(The traditional companies can hold the resulting free cash flow of profitable projects and reinvest it into other projects, according to the company management preferences.===>Tradicionalne kompanije, imaju na raspolaganju mogućnost zadržavanja rezulti-rajuceg slobodnog toka gotovine profitabilnih projekata i reinvestiranja istog u druge projekte prema preferencijama menadžmenta kompanije.)
MATCH@E:(The traditional companies can hold the resulting free cash flow of profitable projects and reinvest it into other projects, according to the company management preferences.===>Tradicionalne kompanije, imaju na raspolaganju mogućnost zadržavanja rezultirajućeg slobodnog toka gotovine profitabilnih projekata i reinvestiranja istog u druge projekte prema preferencijama menadžmenta kompanije.)
MATCH@M:(The project financing has an opposite approach, therefore the free cash flos goes to the capital investors.===>Projektno finansiranje ima suprotan pristup, te shodno tome kapitalni investitori dobij aj u slobodan tok gotovine.)
MATCH@E:(The project financing has an opposite approach, therefore the free cash flos goes to the capital investors.===>Projektno finansiranje ima suprotan pristup, te shodno tome kapitalni investitori dobijaju slobodan tok gotovine.)
MATCH@M:(As a result, it is they who make the decision on a further investment of free assets.===>Posledično, odluku o daljem investiranju slobodnih novčanih sredstava donose sami.)
MATCH@E:(As a result, it is they who make the decision on a further investment of free assets.===>Posledično, odluku o daljem investiranju slobodnih novčanih sredstava donose sami.)
MATCH@M:(that is also called the special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) - Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing.===>Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) - Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno pred-uzeće čija je namena osnivanja projektno finansiranje.)
MATCH@E:(The initial and the main characteristic of the the project financing model is the establishment of an entirely new company that is also called the special Purpose Vehicle Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing.===>Početna i glavna karakteristika modela projektnog finansiranja jeste formiranje potpuno novog preduzeća koje je projektno finansirano. ~~~ Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno preduzeće čija je namena osnivanja projektno finansiranje.)
BAD_LINE_=============================================================
BAD_LINE_M:that is also called the special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) - Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing.
BAD_LINE_M:Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) - Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno pred-uzeće čija je namena osnivanja projektno finansiranje.
BAD_LINE_E:The initial and the main characteristic of the the project financing model is the establishment of an entirely new company that is also called the special Purpose Vehicle Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing.
BAD_LINE_E:Početna i glavna karakteristika modela projektnog finansiranja jeste formiranje potpuno novog preduzeća koje je projektno finansirano. ~~~ Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno preduzeće čija je namena osnivanja projektno finansiranje.
MATCH@M:(This entity (most commonly, the incorporated limited liability company, or limited partnership) is set up for the purpose of accomplishing narrow, specific, temporary goals.===>To je telo (najčešće društvo ograničene odgovornosti, odnosno partnerstvo sa ograničenom odgovornošću) formirano sa namenom realizacije uskih, specifičnih ili privremenih ciljeva.)
MATCH@E:(This entity (most commonly, the incorporated limited liability company, or limited partnership) is set up for the purpose of accomplishing narrow, specific, temporary goals.===>To je telo (najčešće društvo ograničene odgovornosti, odnosno partnerstvo sa ograničenom odgovornošću) formirano sa namenom realizacije uskih, specifičnih ili privremenih ciljeva.)
MATCH@M:(The primary goal is the isolation from financial risks and bankruptcy, although one of the goals can often be the deduction of tax base and risk.===>Primarni cilj je izolacija finan-sijskog rizika i stečaja, mada se kao cilj često pojavljuje umanjenje poreske osnovice i rizika.)
MATCH@E:(The primary goal is the isolation from financial risks and bankruptcy, although one of the goals can often be the deduction of tax base and risk.===>Primarni cilj je izolacija finansijskog rizika i stečaja, mada se kao cilj često pojavljuje umanjenje poreske osnovice i rizika.)
MATCH@M:(The project organization is financed by the post-entry funds/property, because of the posibility of disposal on the basis of the standard ownership rights.===>U projektnu organizaciju unosi se imovina koja se naknadno knjiži, zarad mogućnosti raspolaganja standardnim pravima vlasništva.)
MATCH@E:(The project organization is financed by the post-entry funds/property, because of the posibility of disposal on the basis of the standard ownership rights.===>U projektnu organizaciju unosi se imovina koja se naknadno knjiži, zarad mogućnosti raspolaganja standardnim pravima vlasništva.)
MATCH@M:(Such companies are most commonly established for the purpose of executing a concrete project. Here, a number of companies join to build a facility, a part of infrastructure, or to develop a technical innovation.===>Ovakve kompanije se najčešće osnivaju zbog realizacije nekog konkretnog projekta, pri čemu se za njegovu realizaciju udružuje više preduzeća radi izgradnje nekog objekta, dela infrastrukture, odnosno razvoja tehničke inovacije.)
MATCH@E:(Such companies are most commonly established for the purpose of executing a concrete project. ~~~ Here, a number of companies join to build a facility, a part of infrastructure, or to develop a technical innovation.===>Ovakve kompanije se najčešće osnivaju zbog realizacije nekog konkretnog projekta, pri čemu se za njegovu realizaciju udružuje više preduzeća radi izgradnje nekog objekta, dela infrastrukture, odnosno razvoja tehničke inovacije.)
MATCH@M:(In case of large projects, the investors insist on forming such a company, where the credis risk is limited to special projects.===>Kod velikih projekata investitori uslovljavaju formiranje takve kompanije, pri čemu se kreditni rizik ograničava na specijalne projekte.)
MATCH@E:(In case of large projects, the investors insist on forming such a company, where the credis risk is limited to special projects.===>Kod velikih projekata investitori uslovljavaju formiranje takve kompanije, pri čemu se kreditni rizik ograničava na specijalne projekte.)
MATCH@M:(In this sense, there is no threat from other risks from the business activities that the investor (most often a bank) may not be able to get an insight in.===>U tom smislu, ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor (najčešće neka banka) ne može sagledati.)
MATCH@E:(In this sense, there is no threat from other risks from the business activities that the investor (most often a bank) may not be able to get an insight in.===>U tom smislu, ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor (najčešće neka banka) ne može sagledati.)
MATCH@M:(The project organization is owned by one or a number of subjects, whereas in certain cases the law provides that the ownership share be percentual, but is not owned by the subject in whose name it is established, that is, is not owned by the sponsor.===>Projektna organizacija je u vlasništvu jednog ili više subjekata, dok u određenim slučajevima zakon nalaže da učešće u vlasništvu mora biti i procentualno zadovoljeno, ali nije u vlasništvu onog subjekta u čije se ime osniva, odnosno nije u vlasništvu sponzora.)
MATCH@E:(The project organization is owned by one or a number of subjects, whereas in certain cases the law provides that the ownership share be percentual, but is not owned by the subject in whose name it is established, that is, is not owned by the sponsor. ~~~ 3.===>Projektna organizacija je u vlasništvu jednog ili više subjekata, dok u određenim slučajevima zakon nalaže da učešće u vlasništvu mora biti i procentualno zadovoljeno, ali nije u vlasništvu onog subjekta u čije se ime osniva, odnosno nije u vlasništvu sponzora. 3.)
MATCH@M:(Project financing is most frequently compared to direct (corporate) financing, provided by way of a credit.===>Projektno finansiranje se najčešće upoređuje sa direktnim (korporativnim) finansiranjam, obezbeđenim kroz kredit.)
MATCH@E:(Direct and project financing relationship Project financing is most frequently compared to direct (corporate) financing, provided by way of a credit.===>Odnos direktnog i projektnog finansiranja Projektno finansiranje se najčešće upoređuje sa direktnim (korporativnim) finansiranjam, obezbeđenim kroz kredit.)
MATCH@M:(Here the choice of financing modalities is defined by the characteristics of the project under way, the cost of capital, and the risk that the project itself is exposed to.===>Pri tome je izbor modaliteta finansiranja definisan karakteristima projekta koji se realizuje, ce-nom kapitala, kao i rizikom koji prati sam projekat.)
MATCH@E:(Here the choice of financing modalities is defined by the characteristics of the project under way, the cost of capital, and the risk that the project itself is exposed to.===>Pri tome je izbor modaliteta finansiranja definisan karakteristima projekta koji se realizuje, cenom kapitala, kao i rizikom koji prati sam projekat.)
MATCH@M:(The implementation of project financing means the use of a specific technique of risk and uncertainty, which is what makes the design of the Monetary flow report extremely complex.===>Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projek-tovanje Izveštaja o novčanim tokovima izuzetno složenim.)
MATCH@E:(The implementation of project financing means the use of a specific technique of risk and uncertainty, which is what makes the design of the Monetary flow report extremely complex.===>Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projektovanje Izveštaja o novčanim tokovima izuzetno složenim.)
MATCH@M:(Project financing is an applicable financing model even in the low credit worth countries, in case the project earns enough hard-currency income to regularly service the liabilities to creditors and in case there are a legal and other guarantees that thus earned income will be used to service the debts incurred in project financing.===>Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.)
MATCH@E:(Project financing is an applicable financing model even in the low credit worth countries, in case the project earns enough hard-currency income to regularly service the liabilities to creditors and in case there are a legal and other guarantees that thus earned income will be used to service the debts incurred in project financing.===>Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.)
MATCH@M:(The aim of project financing is not to conceal the debt from the creditors, credit rating estimating agencies or shareholders, but to share the project risk.===>Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjiva-nje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.)
MATCH@E:(The aim of project financing is not to conceal the debt from the creditors, credit rating estimating agencies or shareholders, but to share the project risk.===>Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjivanje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.)
MATCH@M:(An extremely important characteristic of project financing is the firm belief that the investment funds will be earned back, with a due return on investment.===>Izuzetno značajna karakteristika projektnog finansi-ranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.)
MATCH@E:(An extremely important characteristic of project financing is the firm belief that the investment funds will be earned back, with a due return on investment.===>ukoliko sponzor ima nizak kreditni rejting, a projekat je dobar, postoji veća šansa da se dođe do finansijskih sredstava i povoljnijih uslova za projekat, (cid:)
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BAD_LINE_M:An extremely important characteristic of project financing is the firm belief that the investment funds will be earned back, with a due return on investment.
BAD_LINE_M:Izuzetno značajna karakteristika projektnog finansi-ranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.
BAD_LINE_E:An extremely important characteristic of project financing is the firm belief that the investment funds will be earned back, with a due return on investment.
BAD_LINE_E:ukoliko sponzor ima nizak kreditni rejting, a projekat je dobar, postoji veća šansa da se dođe do finansijskih sredstava i povoljnijih uslova za projekat, (cid:
MATCH@M:(This usually stems from the guarantees, both direct and indirect, issued by a third party, most commonly the state itself.===>Ova stavka najčešće proiz-ilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.)
MATCH@E:(This usually stems from the guarantees, both direct and indirect, issued by a third party, most commonly the state itself.===>Ova stavka najčešće proizilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.)
MATCH@M:(The need for these projects to be insured comes from the fact that they are capital-intensive, i.e., that they most often require that a high amount of borrowed funds be invested.===>Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno intezivni, odnosno da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.)
MATCH@E:(The need for these projects to be insured comes from the fact that they are capital-intensive, i.e., that they most often require that a high amount of borrowed funds be invested.===>Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno intezivni, odnosno da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.)
MATCH@M:(In such a case all the above mention-ad sources of funds are possible, however, each brings its own costs and risks.===>U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.)
MATCH@E:(In such a case all the above mentionad sources of funds are possible, however, each brings its own costs and risks.===>U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.)
MATCH@M:(Companies make use of project investment when investing into large projects, where they most commonly use the so-called structural financing.===>Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.)
MATCH@E:(Companies make use of project investment when investing into large projects, where they most commonly use the so-called structural financing.===>Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.)
MATCH@M:(The structural financing is one that allows the investors to track the monetary flows due to having formed a project organization, as a unit responsible for the achievement of the defined financial goals.===>Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova zahvaljujući formiranju projektnog preduzeća, kao jedinice zadužene za realizaciju defini-sanih finansijskih ciljeva.)
MATCH@E:(The structural financing is one that allows the investors to track the monetary flows due to having formed a project organization, as a unit responsible for the achievement of the defined financial goals.===>Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova zahvaljujući formiranju projektnog preduzeća, kao jedinice zadužene za realizaciju definisanih finansijskih ciljeva.)
MATCH@M:(Project financing is a special focus of interest of both the manufacturing companies, and those in the field of power processing and transport.===>Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.)
MATCH@E:(Project financing is a special focus of interest of both the manufacturing companies, and those in the field of power processing and transport.===>Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.)
MATCH@M:(As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide.===>Kada se govori o investitorima projekta, treba istaći da se u svetu javlja povećano interesovanje za zajedničke projekte.)
MATCH@E:(As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide.===>Mnogo je faktora koji podstiču ulazak u realizaciju projekta s partnerima, pri čemu se najčešćim smatraju sledeći: (cid:)
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BAD_LINE_M:As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide.
BAD_LINE_M:Kada se govori o investitorima projekta, treba istaći da se u svetu javlja povećano interesovanje za zajedničke projekte.
BAD_LINE_E:As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide.
BAD_LINE_E:Mnogo je faktora koji podstiču ulazak u realizaciju projekta s partnerima, pri čemu se najčešćim smatraju sledeći: (cid:
MATCH@M:(Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsor’s credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds.===>Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima.)
MATCH@E:(Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsors credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds.===>Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima. ~~~ Prednosti projektnog finanisranja najčešće se ogledaju u: ~~~ Š3Ë (cid: ~~~ Dostizanju ekonomske rente, (cid: ~~~ Dostizanju ekonomije obima, (cid: ~~~ Raspodeli rizika, (cid: ~~~ Povećanju dugovnog kapaciteta, (cid: ~~~ Nižim ukupnim troškovima sredstava, (cid: ~~~ Proizvoljnom plasmanu slobodnog toka gotovi ne, (cid:)
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BAD_LINE_M:Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsor’s credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds.
BAD_LINE_M:Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima.
BAD_LINE_E:Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsors credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds.
BAD_LINE_E:Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima. ~~~ Prednosti projektnog finanisranja najčešće se ogledaju u: ~~~ Š3Ë (cid: ~~~ Dostizanju ekonomske rente, (cid: ~~~ Dostizanju ekonomije obima, (cid: ~~~ Raspodeli rizika, (cid: ~~~ Povećanju dugovnog kapaciteta, (cid: ~~~ Nižim ukupnim troškovima sredstava, (cid: ~~~ Proizvoljnom plasmanu slobodnog toka gotovi ne, (cid:
MATCH@M:(The administrative sector which controls the disposal of the natural resources stocks, can contract a long-term sale, whose project financing it supports, since that earns an over-than-average return rate on invested funds.===>Pravna služba, koja kontroliše korišćenje skladišta prirodnih resursa, može ugovoriti dugoročnu prodaju, koju projektno finansiranje upravo podržava, budući da donosi nadprosečnu stopu prinosa na uložene investicije.)
MATCH@E:(The administrative sector which controls the disposal of the natural resources stocks, can contract a long-term sale, whose project financing it supports, since that earns an over-than-average return rate on invested funds.===>Pravna služba, koja kontroliše korišćenje skladišta prirodnih resursa, može ugovoriti dugoročnu prodaju, koju projektno finansiranje upravo podržava, budući da donosi nadprosečnu stopu prinosa na uložene investicije.)
MATCH@M:(The economists define this portion of overall revenue that is higher than expected as economic rent.===>Ekonomisti definišu deo ukupnog prinosa koji je viši od očekivanog kao ekonomsku rentu.)
MATCH@E:(The economists define this portion of overall revenue that is higher than expected as economic rent.===>Ekonomisti definišu deo ukupnog prinosa koji je viši od očekivanog kao ekonomsku rentu.)
MATCH@M:(The project sponsors have before them a choice to cash the economic rent by entering longterm sales contracts, where these contracts can be used as collaterals for credits necessary to finance the development of raw material basis.===>Sponzorima projekta stoji opcija unovčavanja ekonomske rente ulaskom u dugoročne prodajne ugovore, pri čemu se ti ugovori mogu koristiti kao koleteral kreditne pozajmice, neophodne za finansiranje razvoja rudne osnove.)
MATCH@E:(The project sponsors have before them a choice to cash the economic rent by entering longterm sales contracts, where these contracts can be used as collaterals for credits necessary to finance the development of raw material basis.===>Sponzorima projekta stoji opcija unovčavanja ekonomske rente ulaskom u dugoročne prodajne ugovore, pri čemu se ti ugovori mogu koristiti kao koleteral kreditne pozajmice, neophodne za finansiranje razvoja rudne osnove.)
MATCH@M:(Concretely, two aluminium producers may decide to build a plant to process aluminium near the site where both partners have large bauxite basins at disposal.===>Konkretno, dva proizvođača aluminijuma mogu odlučiti da izgrade fabriku za preradu aluminij uma blizu lokacije, gde oba partnera imaju na raspolaganju veliko ležište boksita.)
MATCH@E:(Concretely, two aluminium producers may decide to build a plant to process aluminium near the site where both partners have large bauxite basins at disposal.===>Konkretno, dva proizvođača aluminijuma mogu odlučiti da izgrade fabriku za preradu aluminijuma blizu lokacije, gde oba partnera imaju na raspolaganju veliko ležište boksita.)
MATCH@M:(If the cost of capital is high as related to the capitalization the sponsor realizes, the decision on project financing by own funds can seriously imperil the sponsor’s future.===>Ukoliko je trošak kapitala projekta visok u odnosu na kapitalizaciju koju sponzor ostvaruje, odluka o finansiranju projekta isključivo sopstvenim sredstvima uistinu može ugroziti budućnost sponzora.)
MATCH@E:(If the cost of capital is high as related to the capitalization the sponsor realizes, the decision on project financing by own funds can seriously imperil the sponsors future.===>Ukoliko je trošak kapitala projekta visok u odnosu na kapitalizaciju koju sponzor ostvaruje, odluka o finansiranju projekta isključivo sopstvenim sredstvima uistinu može ugroziti budućnost sponzora.)
MATCH@M:(Similarly, the project may be too large for the host country, in financial terms, to justify financing from the country’s own sources.===>Slično, projekat može biti prevelik za zemlju domaćina, u smislu finansijskog naprezanja, da bi se smatralo opravdanim finansiranje samo iz sopstvenih izvora.)
MATCH@E:(Similarly, the project may be too large for the host country, in financial terms, to justify financing from the countrys own sources.===>Slično, projekat može biti prevelik za zemlju domaćina, u smislu finansijskog naprezanja, da bi se smatralo opravdanim finansiranje samo iz sopstvenih izvora.)
MATCH@M:(The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions.===>Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada: 1) kupci uđu u dugoročni dogovor za kupovinu proizvoda-usluge i 2) kada su ugovorene odredbe sastavljene tako da omogućavaju adekvatni tok gotovine za projekat, omogućavajući servisiranje duga u potpunosti pod razumno prihvatljivim uslovima.)
MATCH@E:(The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions.===>)
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BAD_LINE_M:The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions.
BAD_LINE_M:Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada: 1) kupci uđu u dugoročni dogovor za kupovinu proizvoda-usluge i 2) kada su ugovorene odredbe sastavljene tako da omogućavaju adekvatni tok gotovine za projekat, omogućavajući servisiranje duga u potpunosti pod razumno prihvatljivim uslovima.
BAD_LINE_E:The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions.
BAD_LINE_E:
MATCH@M:(In case any unforeseen costs arise, and the cash flow is not high enough to service them, additional credit support agreements are closed, or often a foundation is established to support the project financing.===>U slučaju pojave nepredviđenih troškova, usled kojih je tok gotovine nedovoljan, sastavljaju se dopunski dogovori za kreditnu podršku, odnosno neretko se formira fondacija za podršku projektnom finansiranju.)
MATCH@E:(In case any unforeseen costs arise, and the cash flow is not high enough to service them, additional credit support agreements are closed, or often a foundation is established to support the project financing.===>U slučaju pojave nepredviđenih troškova, usled kojih je tok gotovine nedovoljan, sastavljaju se dopunski dogovori za kreditnu podršku, odnosno neretko se formira fondacija za podršku projektnom finansiranju.)
MATCH@M:(It should be pointed out that the company established for the purpose of project financing is often in a position to be financed at a fairly higher level of indebtedness compared to the funds invested than it would be normal in the sponsor capitalization.===>Treba napomenuti da je kompanija koja je osnovana zarad projektnog finansiranja često u prilici da se fi-nansira sa daleko višim nivoom zaduženosti u odnosu na investirana sredstva, nego što bi to bilo uobičajeno kod sponzorske kapitalizacije.)
MATCH@E:(It should be pointed out that the company established for the purpose of project financing is often in a position to be financed at a fairly higher level of indebtedness compared to the funds invested than it would be normal in the sponsor capitalization.===>Treba napomenuti da je kompanija koja je osnovana zarad projektnog finansiranja često u prilici da se finansira sa daleko višim nivoom zaduženosti u odnosu na investirana sredstva, nego što bi to bilo uobičajeno kod sponzorske kapitalizacije.)
MATCH@M:(The cash flow that is not required to cover operational costs, is used for debt servicing, or for capital improvements approved of by the investors.===>Tok gotovine koji nije potreban za pokrivanje operativnih troškova, služi za servisiranje dugova, odnosno za kapitalna unapređenja odobrena od strane ulagača kapitala (investitora).)
MATCH@E:(The cash flow that is not required to cover operational costs, is used for debt servicing, or for capital improvements approved of by the investors.===>Tok gotovine koji nije potreban za pokrivanje operativnih troškova, služi za servisiranje dugova, odnosno za kapitalna unapređenja odobrena od strane ulagača kapitala (investitora).)
MATCH@M:(Hence the approach where the investors, rather than professional managers, make decisions as to how the free cash flow will be reinvested.===>Otuda i pristup da ulagači kapitala, pre nego li profesionalni menadžeri, odlučuju kako će slobodan tok gotovine projekta biti ponovo investiran.)
MATCH@E:(Hence the approach where the investors, rather than professional managers, make decisions as to how the free cash flow will be reinvested.===>Otuda i pristup da ulagači kapitala, pre nego li profesionalni menadžeri, odlučuju kako će slobodan tok gotovine projekta biti ponovo investiran.)
MATCH@M:(In this sense, the advantage of the project financing is in that it eliminates the will and the wishes of the Board of directors and grants more freedom to the investors to decide upon the manner of distribution of the cash flow obtained.===>U tom smislu projektno finansiranje ima prednost u tome što eli-miniše volju i nahođenje borda direktora, i daje veću slobodu investitorima u donošenju odluka o raspodeli ostvarenog tok gotovine.)
MATCH@E:(In this sense, the advantage of the project financing is in that it eliminates the will and the wishes of the Board of directors and grants more freedom to the investors to decide upon the manner of distribution of the cash flow obtained.===>U tom smislu projektno finansiranje ima prednost u tome što eliminiše volju i nahođenje borda direktora, i daje veću slobodu investitorima u donošenju odluka o raspodeli ostvarenog tok gotovine.)
MATCH@M:(Simultaneously with the reduction of the risk that the free cash flow can be retained and reinvested without the consent of the capital investors of the project, the equity capital costs of the project are reduced.===>Smanjenjem rizika da se slobodan tok gotovine može zadržati i biti investiran bez odobrenja kapitalnih investitora projekta, smanjuju se istovremeno i troškovi akcijskog kapitala projekta.)
MATCH@E:(Simultaneously with the reduction of the risk that the free cash flow can be retained and reinvested without the consent of the capital investors of the project, the equity capital costs of the project are reduced.===>Smanjenjem rizika da se slobodan tok gotovine može zadržati i biti investiran bez odobrenja kapitalnih investitora projekta, smanjuju se istovremeno i troškovi akcijskog kapitala projekta.)
MATCH@M:(It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves.===>Treba pomenuti da sponzor u takvim okolnostima nije po pravilu u nezahvalnoj poziciji, budući da mu stoji na raspolaganju opcija pregovora sa investitorima o novim projektima za koje smatra da su profitabilni, a koji bi bili od interesa i samim ulagačima kapitala.)
MATCH@E:(It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves.===>Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada: ~~~ 1) kupci uđu u dugoročni dogovor za kupovinu proizvoda-usluge i 2) kada su ugovorene odredbe sastavljene tako da omogućavaju adekvatni tok gotovi Treba pomenuti da sponzor u takvim okolnostima nije po pravilu u nezahvalnoj poziciji, budući da mu stoji na raspolaganju opcija pregovora sa investitorima o novim projektima za koje smatra da su profitabilni, a koji bi bili od interesa i samim ulagačima kapitala.)
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BAD_LINE_M:It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves.
BAD_LINE_M:Treba pomenuti da sponzor u takvim okolnostima nije po pravilu u nezahvalnoj poziciji, budući da mu stoji na raspolaganju opcija pregovora sa investitorima o novim projektima za koje smatra da su profitabilni, a koji bi bili od interesa i samim ulagačima kapitala.
BAD_LINE_E:It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves.
BAD_LINE_E:Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada: ~~~ 1) kupci uđu u dugoročni dogovor za kupovinu proizvoda-usluge i 2) kada su ugovorene odredbe sastavljene tako da omogućavaju adekvatni tok gotovi Treba pomenuti da sponzor u takvim okolnostima nije po pravilu u nezahvalnoj poziciji, budući da mu stoji na raspolaganju opcija pregovora sa investitorima o novim projektima za koje smatra da su profitabilni, a koji bi bili od interesa i samim ulagačima kapitala.
MATCH@M:(Thecapital structure of the project unit normally includes only one debt class, and the number of creditors is rather small.===>Struktura kapitala projektne jedinice uglavnom ima samo jednu klasu duga i vrlo je mali broj potencijalnih poverilaca.)
MATCH@E:(The capital structure of the project unit normally includes only one debt class, and the number of creditors is rather small.===>Struktura kapitala projektne jedinice uglavnom ima samo jednu klasu duga i vrlo je mali broj potencijalnih poverilaca.)
MATCH@M:(It is a general rule that the time and the cost accompanying the resolving of financial disorders increases with the increase in the number of creditors, as well as with the increase in the debtor’s capital structure complexity.===>Opšte je pravilo da se vreme i trošak koji prate reša-vanje finansijskih poremećaja povećava sa brojem poverilaca, kao i sa usložnjavanjem strukture kapitala dužnika.)
MATCH@E:(It is a general rule that the time and the cost accompanying the resolving of financial disorders increases with the increase in the number of creditors, as well as with the increase in the debtors capital structure complexity.===>Opšte je pravilo da se vreme i trošak koji prate rešavanje finansijskih poremećaja povećava sa brojem poverilaca, kao i sa usložnjavanjem strukture kapitala dužnika.)
MATCH@M:(In case of the traditional organization, direct debts of the sponsor will be covered by an entire portfolio of the sponsor’s property, therefore, if one business line fails, the creditor will nevertheless be paid back, thanks to the project sponsor’s other business lines.===>Kod tradicionalne organizacije, direktni dugovi sponzora će biti pokriveni od strane čitavog portfolia imovine sponzora, te ukoliko jedna linija poslovanja propadne, zajmodavac će ipak biti isplaćen, zahvaljujući drugim linijama poslovanja sponzora projekta.)
MATCH@E:(In case of the traditional organization, direct debts of the sponsor will be covered by an entire portfolio of the sponsors property, therefore, if one business line fails, the creditor will nevertheless be paid back, thanks to the project sponsors other business lines.===>Kod tradicionalne organizacije, direktni dugovi sponzora će biti pokriveni od strane čitavog portfolia imovine sponzora, te ukoliko jedna linija poslovanja propadne, zajmodavac će ipak biti isplaćen, zahvaljujući drugim linijama poslovanja sponzora projekta.)
MATCH@M:(In case of the project financing of the project, however, the project property will be separated from the sponsor’s other property, therefore the access to the property is limited by the level of the reimbursement that the sponsor guarantees to the creditor by a project debt contract.===>Međutim, kod projektnog finansiranja projekta, imovina projekta je razdvojena od druge imovine sponzora, te je i pristup imovini limitiran nivoom nadoknade sponzora koja je garantovana zajmodavcu u projektnom dugov-nom ugovoru.)
MATCH@E:(In case of the project financing of the project, however, the project property will be separated from the sponsors other property, therefore the access to the property is limited by the level of the reimbursement that the sponsor guarantees to the creditor by a project debt contract.===>Međutim, kod projektnog finansiranja projekta, imovina projekta je razdvojena od druge imovine sponzora, te je i pristup imovini limitiran nivoom nadoknade sponzora koja je garantovana zajmodavcu u projektnom dugovnom ugovoru.)
MATCH@M:(Concretely, chemical and petroleum companies that enter a joint project, may be faced with considerable costs that result from the ignorance of legal and regulatory provisions accompanying the investment.===>Konkretno, hemijska i naftna kompanija koje ulaze u zajednički projekat, mogu se susresti sa značajnim troškovima koji nastaju usled nepoznavanja pravnih i regulatornih odredbi koje prate ulaganje.)
MATCH@E:(Concretely, chemical and petroleum companies that enter a joint project, may be faced with considerable costs that result from the ignorance of legal and regulatory provisions accompanying the investment.===>Konkretno, hemijska i naftna kompanija koje ulaze u zajednički projekat, mogu se susresti sa značajnim troškovima koji nastaju usled nepoznavanja pravnih i regulatornih odredbi koje prate ulaganje.)
MATCH@M:(When the projects are run by a team of experts from the field, project financing may lead to the economy of scope, due to the expert control over legal and regulatory costs.===>Kada su projekti vođeni timom eksperata iz te oblasti, projektno finansiranje može dovesti i do ekonomije obima zahvaljujući ekspert-skoj kontroli pravnih i regulatornih troškova.)
MATCH@E:(When the projects are run by a team of experts from the field, project financing may lead to the economy of scope, due to the expert control over legal and regulatory costs.===>Kada su projekti vođeni timom eksperata iz te oblasti, projektno finansiranje može dovesti i do ekonomije obima zahvaljujući ekspertskoj kontroli pravnih i regulatornih troškova.)
MATCH@M:(The economic sustainability of the project will depend on the further cooperation of a number of external organizations that are not under the direct control of industrial organizations, whereas using the knowledge and experience of the expert team, reputed for having successfully completed similar projects, will reduce operational costs to a considerable extent.===>Ekonomska održivost projekta će zavisiti od nastavka kooperacije nekoliko spoljnih organizacija nad kojima industrijska preduzeća nemaju direktnu kontrolu, dok korišćenje znanja i iskustva ekspertskog tima koji iza sebe ima uspešno završene slične projekte će značajno smanjiti operativne troškove.)
MATCH@E:(The economic sustainability of the project will depend on the further cooperation of a number of external organizations that are not under the direct control of industrial organizations, whereas using the knowledge and experience of the expert team, reputed for having successfully completed similar projects, will reduce operational costs to a considerable extent.===>Ekonomska održivost projekta će zavisiti od nastavka kooperacije nekoliko spoljnih organizacija nad kojima industrijska preduzeća nemaju direktnu kontrolu, dok korišćenje znanja i iskustva ekspertskog tima koji iza sebe ima uspešno završene slične projekte će značajno smanjiti operativne troškove.)
MATCH@M:(More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production.===>Tačnije, nezavisnost statusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju.)
MATCH@E:(More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production.===>)
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BAD_LINE_M:More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production.
BAD_LINE_M:Tačnije, nezavisnost statusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju.
BAD_LINE_E:More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production.
BAD_LINE_E:
MATCH@M:(Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important.===>Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.)
MATCH@E:(5. ~~~ Disadvantages of project financing Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important.===>Tačnije, nezavisnost sta tusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju. 5 Nedostaci projektnog finansiranja Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.)
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BAD_LINE_M:Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important.
BAD_LINE_M:Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.
BAD_LINE_E:5. ~~~ Disadvantages of project financing Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important.
BAD_LINE_E:Tačnije, nezavisnost sta tusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju. 5 Nedostaci projektnog finansiranja Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.
MATCH@M:(It is those costs and the negative effects accompanying them that may prevail over all the advantages of the project financing.===>Stoga, upravo ovi troškovi, kao i negativni efekti koji ih prate, mogu značajno prevagnuti u odnosu na sve prednosti projektnog finansiranja.)
MATCH@E:(It is those costs and the negative effects accompanying them that may prevail over all the advantages of the project financing.===>Stoga, upravo ovi troškovi, kao i negativni efekti koji ih prate, mogu značajno prevagnuti u odnosu na sve prednosti projektnog finansiranja.)
MATCH@M:(The negotiations themselves may be rather complex and hence expensive to conduct.===>Sami pregovori mogu biti prilično složeni i samim tim skupi za realizaciju.)
MATCH@E:(The negotiations themselves may be rather complex and hence expensive to conduct.===>Sami pregovori mogu biti prilično složeni i samim tim skupi za realizaciju.)
MATCH@M:(More precisely, the credit support in project financing is carried out through obligations stipulated in the contract, not through direct payments, therefore the lenders of project financing are deeply concerned about having to continually answer the contractual obligations and service debt.===>Tačnije, kreditna podrška kod projektnog finansiranja se realizuje kroz ugovorne obaveze, a ne kroz direktno plaćanje, te su zajmodavci projektnog finansiranja zabrinuti za mogućnost kontinuirane realizacije ugovorenih obaveza i servisiranje duga.)
MATCH@E:(More precisely, the credit support in project financing is carried out through obligations stipulated in the contract, not through direct payments, therefore the lenders of project financing are deeply concerned about having to continually answer the contractual obligations and service debt.===>Tačnije, kreditna podrška kod projektnog finansiranja se realizuje kroz ugovorne obaveze, a ne kroz direktno plaćanje, te su zajmodavci projektnog finansiranja zabrinuti za mogućnost kontinuirane realizacije ugovorenih obaveza i servisiranje duga.)
MATCH@M:(One way of achieving this goal is the insurance provided by a third party, which was discussed above.===>Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto.)
MATCH@E:(One way of achieving this goal is the insurance provided by a third party, which was discussed above.===>Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto.)
MATCH@M:(The projects supported by a third party without that party earning a direct benefit from the project are, however, rare.===>Ipak, retki su projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta.)
MATCH@E:(The projects supported by a third party without that party earning a direct benefit from the project are, however, rare. ~~~ 6.===>Ipak, retki su projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta. 6.)
MATCH@M:(6.===>6.)
MATCH@E:(6.===>Sigurnost radnog mesta 6.)
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BAD_LINE_M:6.
BAD_LINE_M:6.
BAD_LINE_E:6.
BAD_LINE_E:Sigurnost radnog mesta 6.
MATCH@M:(A well developed and quality infrastructure is a precondition for the development of any country.===>Razvijena i kvalitetna infrastruktura preduslov je za razvoj svake zemlje.)
MATCH@E:(Conclusion A well developed and quality infrastructure is a precondition for the development of any country.===>Zaključak Razvijena i kvalitetna infrastruktura preduslov je za razvoj svake zemlje.)
MATCH@M:(Project financing may prove to be an attractive financing model in case of large scale projects that can survive as independent economic units, i.e., in case the sponsor companies are sensitive about employing debts in project financing and the risk accompanying the project execution.===>Projektno finansiranje može biti atraktivan model finansiranja kod velikih projekata koji su sposobni da opstanu kao nezavisna ekonomska jedinica, odnosno kada su sponzorska preduzeća ose-tljiva na korišćenje duga u funkciji finansiranja projekta i rizika koji prati realizaciju projekta.)
MATCH@E:(Project financing may prove to be an attractive financing model in case of large scale projects that can survive as independent economic units, i.e., in case the sponsor companies are sensitive about employing debts in project financing and the risk accompanying the project execution.===>Projektno finansiranje može biti atraktivan model finansiranja kod velikih projekata koji su sposobni da opstanu kao nezavisna ekonomska jedinica, odnosno kada su sponzorska preduzeća osetljiva na korišćenje duga u funkciji finansiranja projekta i rizika koji prati realizaciju projekta.)
MATCH@M:(Project financing appears especially adequate in cases the companies wish to retain operative control over the project, accept complex contracts, firm obligations and a rigid financial audit that normally accompanies project financing as a financing model.===>Primetno je da je projektno finanisranje naročito pogodno kada preduzeća žele da zadrže operativnu kontrolu nad projektom, prihvate kompleksne ugovore, čvrste obaveze i jaku finansijsku kontrolu koja, po prirodi stvari, prati projektno finansiranje kao modalitet finansiranja.)
MATCH@E:(Project financing appears especially adequate in cases the companies wish to retain operative control over the project, accept complex contracts, firm obligations and a rigid financial audit that normally accompanies project financing as a financing model.===>Primetno je da je projektno finanisranje naročito pogodno kada preduzeća žele da zadrže operativnu kontrolu nad projektom, prihvate kompleksne ugovore, čvrste obaveze i jaku finansijsku kontrolu koja, po prirodi stvari, prati projektno finansiranje kao modalitet finansiranja.)
MATCH@M:(Agreements on project financing include the mutual interests of different parties concerned, therefore, the expected economic returns for each of the participants is proportionate to the risk they take in the project execution process.===>Dogovori kod projektnog finansiranja uključuju zajednički interes među različitim stranama, te je shodno tome i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji oni nose prilikom realizacije projekta.)
MATCH@E:(Agreements on project financing include the mutual interests of different parties concerned, therefore, the expected economic returns for each of the participants is proportionate to the risk they take in the project execution process.===>Dogovori kod projektnog finansiranja uključuju zajednički interes među različitim stranama, te je shodno tome i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji oni nose prilikom realizacije projekta.)
MATCH@M:(Project financing has numerous advantages compared to direct financing founded on the corporate basis.===>Projektno finansiranje pruža veliki broj prednosti u odnosu na direkno finansiranje zasnovano na korporativnoj osnovi.)
MATCH@E:(Project financing has numerous advantages compared to direct financing founded on the corporate basis.===>Projektno finansiranje pruža veliki broj prednosti u odnosu na direkno finansiranje zasnovano na korporativnoj osnovi.)
MATCH@M:(Potential benefits are possible to be achieved only after a careful analysis by expert financial engineering.===>Potencijalne koristi moguće su samo nakon pažljive analize stručnog fi-nansijskog inženjeringa.)
MATCH@E:(Potential benefits are possible to be achieved only after a careful analysis by expert financial engineering.===>Potencijalne koristi moguće su samo nakon pažljive analize stručnog finansijskog inženjeringa.)
MATCH@M:(The project organization, its legal framework and its financial plan should reflect the nature of the project, the designated project risk, the profitability, the participants’ credit worthiness, tax reliefs, the sponsors’ and the state’s financial standing, as well as other factors that largely affect the desires of prospective investors and creditors.===>Organizacija projekta, njena pravna struktura, kao i finansijski plan, treba da odražavaju prirodu projekta, utvrđeni projektni rizik, pro-fitabilnost, kreditnu sposobnost učesnika, poreske olakšice, finansijsku poziciju sponzora i države, kao i druge faktore koji značajno utiču na želju potencijalnih investitora i zajmodavaca.)
MATCH@E:(The project organization, its legal framework and its financial plan should reflect the nature of the project, the designated project risk, the profitability, the participants credit worthiness, tax reliefs, the sponsors and the states financial standing, as well as other factors that largely affect the desires of prospective investors and creditors.===>Organizacija projekta, njena pravna struktura, kao i finansijski plan, treba da odražavaju prirodu projekta, utvrđeni projektni rizik, profitabilnost, kreditnu sposobnost učesnika, poreske olakšice, finansijsku poziciju sponzora i države, kao i druge faktore koji značajno utiču na želju potencijalnih investitora i zajmodavaca.)
MATCH@M:(Project financing is more efficient in allocating the risk and the revenue in comparison with the diirect corporate financing, therefore the contracts related to project financing are concluded in such a manner as to allocate the project risk and revenue in a most appropriate way, in accordance to the participants in the project execution.===>Projektno finansiranje uspešnije alocira rizik i prinos u odnosu na direktno korporativno finansiranje, pa se i ugovori koji prate projektno finansiranje sačinjavaju tako da na najpogodniji način alociraju rizik i prinos projekta, prema mogućnostima učesnika u realizaciji projekta.)
MATCH@E:(Project financing is more efficient in allocating the risk and the revenue in comparison with the diirect corporate financing, therefore the contracts related to project financing are concluded in such a manner as to allocate the project risk and revenue in a most appropriate way, in accordance to the participants in the project execution.===>Projektno finansiranje uspešnije alocira rizik i prinos u odnosu na direktno korporativno finansiranje, pa se i ugovori koji prate projektno finansiranje sačinjavaju tako da na najpogodniji način alociraju rizik i prinos projekta, prema mogućnostima učesnika u realizaciji projekta.)
MATCH@M:(It is for this reason that the project financing minimizes the credit impact upon the project sopnsors, hence the contracts that support project loans are drafted so as to minimise direct financial obligations of the project sponsors.===>Zato projektno finansiranje omogućava mi-nimiziranje kreditnog uticaja na sponzore projekta, pa se i ugovori koji podržavaju projektne pozajmice formiraju tako da minimiziraju direktno finansijsko obavezivanje sponzora projekta.)
MATCH@E:(It is for this reason that the project financing minimizes the credit impact upon the project sopnsors, hence the contracts that support project loans are drafted so as to minimise direct financial obligations of the project sponsors.===>Zato projektno finansiranje omogućava minimiziranje kreditnog uticaja na sponzore projekta, pa se i ugovori koji podržavaju projektne pozajmice formiraju tako da minimiziraju direktno finansijsko obavezivanje sponzora projekta.)
MATCH@M:(Project financing is also accompanied by higher transaction costs compared to conventional financing, and these are mostly related to the stipulation of contract obligations.===>Projektno finansiranje prate i viši transakcioni troškovi nego li konvencionalno finansiranje, koji su uglavnom vezani za izradu ugovornih obaveza.)
MATCH@E:(Project financing is also accompanied by higher transaction costs compared to conventional financing, and these are mostly related to the stipulation of contract obligations.===>Projektno finansiranje prate i viši transakcioni troškovi nego li konvencionalno finansiranje, koji su uglavnom vezani za izradu ugovornih obaveza.)
MATCH@M:(The cost of control is also an important item, hence it is clear that project financing as a model of financing is especially appropriate in case of large projects where it is possible to earn enough returns to cover necessary expences and higher transaction costs.===>Troškovi kontrole takođe predstavljaju značajnu stavku, te iz toga proizilazi da je projektno finansiranje kao modalitet finansiranja naročito pogodno za velike projekte kod kojih je moguće ostvariti dovoljno koristi koje bi trebalo da nadoknade neophodne izdatke i više tran-sakcione troškove.)
MATCH@E:(The cost of control is also an important item, hence it is clear that project financing as a model of financing is especially appropriate in case of large projects where it is possible to earn enough returns to cover necessary expences and higher transaction costs.===>Troškovi kontrole takođe predstavljaju značajnu stavku, te iz toga proizilazi da je projektno finansiranje kao modalitet finansiranja naročito pogodno za velike projekte kod kojih je moguće ostvariti dovoljno koristi koje bi trebalo da nadoknade neophodne izdatke i više transakcione troškove.)
MATCH@M:(Consequently, project financing is an especially appropriate choice when it comes to financing infrastructure projects both in developed countries and in developing countries, such as Serbia.===>Shodno tome, projektno finansiranje je naročito pogodno za finansiranje infrastrukturnih projekata kako u razvijenim zemljama, tako i u zemljama u razvoju, kao što je Srbija.)
MATCH@E:(Consequently, project financing is an especially appropriate choice when it comes to financing infrastructure projects both in developed countries and in developing countries, such as Serbia.===>Shodno tome, projektno finansiranje je naročito pogodno za finansiranje infrastrukturnih projekata kako u razvijenim zemljama, tako i u zemljama u razvoju, kao što je Srbija.)
MATCH@M:(Project financing includes a choice of the alternative organizational form which is largely different from the corporate form unlimited in time.===>Projektno finansiranje uključuje izbor alternativne organizacione forme koja se značajno razlikuje od korporativne forme neodređenog veka trajanja.)
MATCH@E:(Project financing includes a choice of the alternative organizational form which is largely different from the corporate form unlimited in time.===>Projektno finansiranje uključuje izbor alternativne organizacione forme koja se značajno razlikuje od korporativne forme neodređenog veka trajanja.)
MATCH@M:(As companies most often dispose of a portfolio of assets whose returnss are not perfectly correlated, their managers have a range of choices to choose from when allocating the free cash flow and so they try to sustain their position by new investments into property and into new business.===>Kako kompanije najčešće raspolažu sa portfoliom imovine kod koje prinosi nisu u savršenoj korelaciji, njihovi menadžeri uživaju široko pravo izbora u alokaciji slobodnog toka gotovine i teže da sebe održe novim ulaganjem u imovinu i nove poslove.)
MATCH@E:(As companies most often dispose of a portfolio of assets whose returnss are not perfectly correlated, their managers have a range of choices to choose from when allocating the free cash flow and so they try to sustain their position by new investments into property and into new business.===>Kako kompanije najčešće raspolažu sa portfoliom imovine kod koje prinosi nisu u savršenoj korelaciji, njihovi menadžeri uživaju široko pravo izbora u alokaciji slobodnog toka gotovine i teže da sebe održe novim ulaganjem u imovinu i nove poslove.)
MATCH@M:(Project financing is related to strictly defined property, hence it may be organized in the form of a company, a partnership or a limited liability company.===>Projektno finansira-nje je vezano za tačno definisanu imovinu, pa shodno tome može biti organizovano kao kompanija, partnerstvo ili društvo sa ograničenom odgovornošću.)
MATCH@E:(Project financing is related to strictly defined property, hence it may be organized in the form of a company, a partnership or a limited liability company.===>Projektno finansiranje je vezano za tačno definisanu imovinu, pa shodno tome može biti organizovano kao kompanija, partnerstvo ili društvo sa ograničenom odgovornošću.)
MATCH@M:(The life cycle of the project company is limited, since the life cycle of the project itself is limited too.===>Vek projektnog preduzeća je konačan budući da je i sam projekat ograničenog veka trajanja.)
MATCH@E:(The life cycle of the project company is limited, since the life cycle of the project itself is limited too.===>Vek projektnog preduzeća je konačan budući da je i sam projekat ograničenog veka trajanja.)
MATCH@M:(The free cash flow in the project company is primarily distributed towards investors, or creditors, who can then decide whether to refinance further or invest into new projects.===>Kod projektnog preduzeća slobodan tok gotovine se najpre distribuira ka investitorima, odnosno ulagačima kapitala, koji po osnovu toga imaju mogućnost odlučivanja o daljem refinansiranju, ili investiranju u nove projekte.)
MATCH@E:(The free cash flow in the project company is primarily distributed towards investors, or creditors, who can then decide whether to refinance further or invest into new projects.===>Kod projektnog preduzeća slobodan tok gotovine se najpre distribuira ka investitorima, odnosno ulagačima kapitala, koji po osnovu toga imaju mogućnost odlučivanja o daljem refinansiranju, ili investiranju u nove projekte.)
MATCH@M:(From the aspect of property, project financing can be viewed as form of financial engineering, since every financing is based on the property available, and the financial framework, too, is defined on the basis of the project itself.===>Sa aspekta imovine, projektno finansiranje se može posmatrati i kao forma finansijskog inženjeringa, budući da svako finansiranje bazira na raspoloživoj imovini, a i finansijska struktura se definiše u zavisnosti od samog projekta.)
MATCH@E:(From the aspect of property, project financing can be viewed as form of financial engineering, since every financing is based on the property available, and the financial framework, too, is defined on the basis of the project itself.===>Sa aspekta imovine, projektno finansiranje se može posmatrati i kao forma finansijskog inženjeringa, budući da svako finansiranje bazira na raspoloživoj imovini, a i finansijska struktura se definiše u zavisnosti od samog projekta.)
MATCH@M:(The role of financial engineering in project financing is especially important when it comes to the analysis of the project risk management, the interest rate, the currency and the credit swapa the project sponsors use to reduce the risk.===>Uloga finansijskog inženjeringa kod projektnog finansiranja je naročito značajna kada se razmatra upravljanje rizikom projekta, kamatna stopa, valuta i kreditni swap-ovi koje korise sponzori projekta prilikom umanjenja rizika.)
MATCH@E:(The role of financial engineering in project financing is especially important when it comes to the analysis of the project risk management, the interest rate, the currency and the credit swapa the project sponsors use to reduce the risk.===>Uloga finansijskog inženjeringa kod projektnog finansiranja je naročito značajna kada se razmatra upravljanje rizikom projekta, kamatna stopa, valuta i kreditni swap-ovi koje korise sponzori projekta prilikom umanjenja rizika.)
MATCH@M:(All the above mentioned tools used in risk management used in combination with securities, such as forward, futures and optional contracts may be crucial in project financing contracting, since the allocation of exposure to risk is of vital importance in the project structuring and financing.===>Svi prethodno navedeni alati koji se koriste za upravljanje rizikom u kombinaciji sa hartijama od vrednosti kao što su for-vad, fjučers i opcionim ugovori mogu biti ključni kod ugovaranja projektnog finansiranja, jer je alokacija izloženosti riziku od vitalnog značaja u strukturiranju i finansiranju projekata.)
MATCH@E:(All the above mentioned tools used in risk management used in combination with securities, such as forward, futures and optional contracts may be crucial in project financing contracting, since the allocation of exposure to risk is of vital importance in the project structuring and financing.===>Svi prethodno navedeni alati koji se koriste za upravljanje rizikom u kombinaciji sa hartijama od vrednosti kao što su forvad, fjučers i opcionim ugovori mogu biti ključni kod ugovaranja projektnog finansiranja, jer je alokacija izloženosti riziku od vitalnog značaja u strukturiranju i finansiranju projekata.)
MATCH@M:(This paper gives an account on the impact of the process approach on the implementation of the BSC concept.===>U ovom radu je opisan uticaj postojanja procesnog pristupa na uvođenje BSC koncepta.)
MATCH@E:(This paper gives an account on the impact of the process approach on the implementation of the BSC concept.===>U ovom radu je opisan uticaj postojanja procesnog pristupa na uvođenje BSC koncepta.)
MATCH@M:(In addition to theoretical presentation, this paper presents a case study of the Toyota company.===>Teoretsko izlaganje je potkrepljeno studijom slučaja u kompaniji Toyota.)
MATCH@E:(In addition to theoretical presentation, this paper presents a case study of the Toyota company.===>Teoretsko izlaganje je potkrepljeno studijom slučaja u kompaniji Toyota.)
MATCH@M:(The traditional organizations, that is, the organizations that operated or are still operating in the conditions of a relatively steady and predictable environment, did not need to monitor the events in the environment on a permanent basis, nor did they need to implement frequent changes in their strategy, processes and structure.===>Tradicionalne organizacije, odnosno organizacije koje su delovale ili još uvek deluju u uslovima relativno stabilnog i predvidljivog okruženja, nisu imale potrebu da permanentno prate dešavanja u okruženju, kao ni da vrše ceste izmene u svojoj strategiji, procesima i strukturi.)
MATCH@E:(Introduction The traditional organizations, that is, the organizations that operated or are still operating in the conditions of a relatively steady and predictable environment, did not need to monitor the events in the environment on a permanent basis, nor did they need to implement frequent changes in their strategy, processes and structure.===>Uvod Tradicionalne organizacije, odnosno organizacije koje su delovale ili još uvek deluju u uslovima relativno stabilnog i predvidljivog okruženja, nisu imale potrebu da permanentno prate dešavanja u okruženju, kao ni da vrše česte izmene u svojoj strategiji, procesima i strukturi.)
MATCH@M:(Due to such conditions they were able to grow and develop to a great extent, assuming that size is a characteristic that guarantees success in the market.===>Usled takvih okolnosti, one su mogle da rastu i da se razvijaju do velikih razmera, shvatajući pritom da je veličina karakteristika koja garantuje uspeh na tržištu.)
MATCH@E:(Due to such conditions they were able to grow and develop to a great extent, assuming that size is a characteristic that guarantees success in the market.===>Usled takvih okolnosti, one su mogle da rastu i da se razvijaju do velikih razmera, shvatajući pritom da je veličina karakteristika koja garantuje uspeh na tržištu.)
MATCH@M:(However, a new business era began, an era in which large companies find it ever more difficult to maintain their competitive position and to defend themselves from smaller, far more flexible organizations which can adapt to the changing requirements of the environment in a relatively short period of time.===>Međutim, otpočela je nova era poslovanja, era u kojoj je velikim organizacijama sve teže da održavaju sop-stvenu konkurentsku poziciju, kao i da se brane od manjih, znatno fleksibilnijih organizacija, koje su u stanju da se u relativno kratkom roku prilagode pro-menljivim zahtevima okruženja.)
MATCH@E:(However, a new business era began, an era in which large companies find it ever more difficult to maintain their competitive position and to defend themselves from smaller, far more flexible organizations which can adapt to the changing requirements of the environment in a relatively short period of time. ~~~ 1.===>Međutim, otpočela je nova era poslovanja, era u kojoj je velikim organizacijama sve teže da održavaju sopstvenu konkurentsku poziciju, kao i da se brane od manjih, znatno fleksibilnijih organizacija, koje su u stanju da se u relativno kratkom roku prilagode promenljivim zahtevima okruženja. 1.)
MATCH@M:(1.	The process approach implementation===>1.	Primena procesnog pristupa)
MATCH@E:(One is the process approach implementation.===>Kao jedan od njih, mogao bi se navesti uvođenje procesnog pristupa.)
BAD_LINE_=============================================================
BAD_LINE_M:1.	The process approach implementation
BAD_LINE_M:1.	Primena procesnog pristupa
BAD_LINE_E:One is the process approach implementation.
BAD_LINE_E:Kao jedan od njih, mogao bi se navesti uvođenje procesnog pristupa.
MATCH@M:(It is obvious that traditional organizations encounter numerous problems stemming from their bulky structure intersected by functional barriers.===>Jasno je da tradicionalne organizacije imaju brojne probleme koji nastaju kao posledica njihove glomazne strukture iscepkane funkcionalnim barijerama.)
MATCH@E:(The process approach implementation It is obvious that traditional organizations encounter numerous problems stemming from their bulky structure intersected by functional barriers.===>Primena procesnog pristupa Jasno je da tradicionalne organizacije imaju brojne probleme koji nastaju kao posledica njihove glomazne strukture iscepkane funkcionalnim barijerama.)
MATCH@M:(Modern theory and practice, however, offer solutions to this problem.===>Međutim, savremena teorija i praksa organizacije ponudila je odgovor na ove probleme.)
MATCH@E:(Modern theory and practice, however, offer solutions to this problem.===>Međutim, savremena teorija i praksa organizacije ponudila je odgovor na ove probleme.)
MATCH@M:(We are talking about the organizations that are able to minimize these flaws, actually, about the organizations that adjusted their structure and work methodology to the requirements of the modern environment.===>Reč je o organizacijama koje su u stanju da minimiziraju po-menute nedostatke, odnosno reč je o organizacijama koje su svoju strukturu i način funkcionisanja prilagodile zahtevima savremenog okruženja.)
MATCH@E:(We are talking about the organizations that are able to minimize these flaws, actually, about the organizations that adjusted their structure and work methodology to the requirements of the modern environment.===>Reč je o organizacijama koje su u stanju da minimiziraju pomenute nedostatke, odnosno reč je o organizacijama koje su svoju strukturu i način funkcionisanja prilagodile zahtevima savremenog okruženja.)
MATCH@M:(These organizations are not oriented towards their functions, they are directed exclusively towards their customers, by focusing upon their own processes which in turn create value for them.===>Ove organizacije nisu orijentisane na svoje funkcije, već su usmerene isključivo na svoje potrošače, i to posredstvom fokusa na sopstvene procese koji stvaraju vrednost za njih.)
MATCH@E:(These organizations are not oriented towards their functions, they are directed exclusively towards their customers, by focusing upon their own processes which in turn create value for them.===>Ove organizacije nisu orijentisane na svoje funkcije, već su usmerene isključivo na svoje potrošače, i to posredstvom fokusa na sopstvene procese koji stvaraju vrednost za njih.)
MATCH@M:(In order that these organizations be in a position to respond promptly and to adapt to different situations, their structures are characterised by a minimum number of hierarchical levels.===>Njihove strukture, kako bi uspele da reaguju brzo i da se prilagođavaju različitim situacijama, imaju minimalan broj hijerarhijskih nivoa.)
MATCH@E:(In order that these organizations be in a position to respond promptly and to adapt to different situations, their structures are characterised by a minimum number of hierarchical levels.===>Njihove strukture, kako bi uspele da reaguju brzo i da se prilagođavaju različitim situacijama, imaju minimalan broj hijerarhijskih nivoa.)
MATCH@M:(These are the organizations that have implemented the process approach into all the aspects of their operations, these are process organizations.===>Ovde je reč o organizacijama koje su implementirale procesni pristup u sve aspekte sopstvenog delova-nja, odnosno o procesnim organizacijama.)
MATCH@E:(These are the organizations that have implemented the process approach into all the aspects of their operations, these are process organizations.===>Ovde je reč o organizacijama koje su implementira le procesni pristup u sve aspekte sopstvenog delovanja, odnosno o procesnim organizacijama.)
MATCH@M:(The process organization is one whose entire operation is established in such a way that it can be viewed as a process or part to the process.===>Procesna organizacija je ona organizacija kod koje je celokupno funkcionisanje postavljeno tako da se može posmatrati kao proces ili deo procesa.)
MATCH@E:(The process organization is one whose entire operation is established in such a way that it can be viewed as a process or part to the process.===>Procesna organizacija je ona organizacija kod koje je celokupno funkcionisanje postavljeno tako da se može posmatrati kao proces ili deo procesa.)
MATCH@M:(The process organizations are managed through their basic processes.===>Procesnim organizacijama se upravlja posredstvom njihovih baznih procesa.)
MATCH@E:(The process organizations are managed through their basic processes.===>Procesnim organizacijama se upravlja posredstvom njihovih baznih procesa.)
MATCH@M:(In other words, the changes in the processes result in changes across the organization.===>Drugim recima, promene procesa utiču na promene celokupne organizacije.)
MATCH@E:(In other words, the changes in the processes result in changes across the organization.===>Drugim rečima, promene procesa utiču na promene celokupne organizacije.)
MATCH@M:(Literature lists these organizations also as “horizontal organizations“ or “flat organizations“.===>Procesne organizacije se u literaturi mogu sresti i pod nazivima kao što su „organizacije ravnih linija” i „horizontalne organizacije”.)
MATCH@E:(Literature lists these organizations also as horizontal organizations or flat organizations.===>Procesne organizacije se u literaturi mogu sresti i pod nazivima kao što su organizacije ravnih linija i horizontalne organizacije.)
MATCH@M:(The process approach, i.e., the process oriented organization, means that attention is shifted from end output (products and services) to the activity chain that shapes this output.===>Procesni pristup, odnosno organizaciona orijentacija prema procesima, znači da se pažnja pomera od gotovih rezultata (proizvoda i usluga) na onaj lanac aktivnosti koji oblikuje ove rezultate.)
MATCH@E:(The process approach, i.e., the process oriented organization, means that attention is shifted from end output (products and services) to the activity chain that shapes this output.===>Procesni pristup, odnosno organizaciona orijentacija prema procesima, znači da se pažnja pomera od gotovih rezultata (proizvoda i usluga) na onaj lanac aktivnosti koji oblikuje ove rezultate.)
MATCH@M:(The basic idea is that, since the process (with an active human participation) is responsible for the output creation, the organizational processes should be managed and continually improved.===>Osnovna zamisao je da, s obzirom da je proces taj koji (uz aktivno učestvovanje ljudi) stvara rezultate, procesima u organizaciji treba upravljati i treba ih neprekidno poboljšavati.)
MATCH@E:(The basic idea is that, since the process (with an active human participation) is responsible for the output creation, the organizational processes should be managed and continually improved Š11, pp. 17-18Ë.===>Osnovna zamisao je da, s obzirom da je proces taj koji (uz aktivno učestvovanje ljudi) stvara rezultate, procesima u organizaciji treba upravljati i treba ih neprekidno poboljšavati Š11, str. 1718Ë.)
MATCH@M:(The orientation towards processes results in shortening the process total flow time, as well as in an increased flexibility that allows for a prompt response to the variations in market demand [2, p. 115].===>Usmerenost na procese dovodi do skraćenja ukupnih protočnih vremena procesa, kao i do povećane fleksibilnosti koja omogućuje brz odgovor na varijacije u potrebama tržišta.)
MATCH@E:(The orientation towards processes results in shortening the process total flow time, as well as in an increased flexibility that allows for a prompt response to the variations in market demand Š2, p. 115Ë.===>Usmerenost na procese dovodi do skraćenja ukupnih protočnih vremena procesa, kao i do povećane fleksibilnosti koja omogućuje brz odgovor na varijacije u potrebama tržišta Š2, str. 115Ë.)
MATCH@M:(On the other hand, the most important characteristic of the process is its easy decomposition (fragmentation), but also an easy way of making it into a momentuous process.===>Sa druge strane, najznačajnije svojstvo procesa je lako dekomponovanje (usitnjavanje), ali i lako ukrupnjavanje.)
MATCH@E:(On the other hand, the most important characteristic of the process is its easy decomposition (fragmentation), but also an easy way of making it into a momentuous process.===>Sa druge strane, najznačajnije svojstvo procesa je lako dekomponovanje (usitnjavanje), ali i lako ukrupnjavanje.)
MATCH@M:(Processes are identified by an anatomy approach to organizational systems, starting from the ma-terial/ object of work specified for the purposes of an easy identification of the process [10, p. 13].===>Procesi se identifikuju anatomskim pristupom organizacionim sistemima, polazeći od predmeta rada, specificiranog baš za potrebe lakog identifikovanja procesa [10, str.  13].)
MATCH@E:(Processes are identified by an anatomy approach to organizational systems, starting from the material/ object of work specified for the purposes of an easy identification of the process Š10, p. 13Ë.===>Procesi se identifikuju anatomskim pristupom organizacionim sistemima, polazeći od predmeta rada, specificiranog baš za potrebe lakog identifikovanja procesa Š10, str. 13Ë.)
MATCH@M:(This facilitates permanent monitoring, analysis and improvement of processes, allowing for the organization to continually increase its own efficiency and effectiveness, and hence its competitiveness in the target markets.===>Ovo olakšava njihovo permanentno praćenje, preispitivanje i poboljšavanje, usled čega je organizacija u stanju da kontinuirano povećava sopstvenu efektivnost i efikasnost, a samim tim i konkurentnost na ciljnim tržištima.)
MATCH@E:(This facilitates permanent monitoring, analysis and improvement of processes, allowing for the organization to continually increase its own efficiency and effectiveness, and hence its competitiveness in the target markets.===>Ovo olakšava njihovo permanentno praćenje, preispitivanje i poboljšavanje, usled čega je organizacija u stanju da kontinuirano povećava sopstvenu efektivnost i efikasnost, a samim tim i konkurentnost na ciljnim tržištima.)
MATCH@M:(A research conducted in autumn 2005 on the sample of 1267 Slovenian companies of over 50 employees each (small and medium-sized enterprises) has revealed that the process orientation has significant positive effects on the overall organizational performance.===>Jedno istraživanje koje je sprovedeno u jesen 2005. godine na uzorku od 1267 slovenačkih preduzeca, koja zapošljavaju preko 50 zaposlenih (srednja i velika preduzeca), pokazalo je da procesna orijentacija ima značajne pozitivne efekte po ukupne performanse organizacije.)
MATCH@E:(A research conducted in autumn 2005 on the sample of 1267 Slovenian companies of over 50 employees each (small and medium-sized enterprises) has revealed that the process orientation has significant positive effects on the overall organizational performance.===>Jedno istraživanje koje je sprovedeno u jesen 2005. godine na uzorku od 1267 slovenačkih preduzeća, koja zapošljavaju preko 50 zaposlenih (srednja i velika preduzeća), pokazalo je da procesna orijentacija ima značajne pozitivne efekte po ukupne performanse organizacije.)
MATCH@M:(This research verified the following three hypotheses [14, pp. 171-185]:===>U ovom istraživanju su potrvđene sledece tri hipoteze:)
MATCH@E:(This research verified the following three hypotheses Š14, pp. 171-185Ë: 1.===>U ovom istraživanju su potrvđene sledeće tri hipoteze Š14, str. 171185Ë:)
MATCH@M:(1.	The increase in the process orientation results in the improvement of the organization’s financial performances;===>1.	Povećanje procesne orijentacije dovodi do poboljšanja finansijskih performansi preduzeca.)
MATCH@E:(The increase in the process orientation results in the improvement of the organizations financial performances; 2.===>1. ~~~ Povećanje procesne orijentacije dovodi do po boljšanja finansijskih performansi preduzeća. 2.)
MATCH@M:(2.	The increase in the process orientation results in the improvement of non-financial performances, in terms of the increase in the customers’, the employees’, and the suppliers’ satisfaction;===>2.	Povećanje procesne orijentacije dovodi do poboljšanja nefinansijskih performansi, u smislu povećanja zadovoljstva kupaca, zaposlenih i dobavljača.)
MATCH@E:(The increase in the process orientation results in the improvement of non-financial performances, in terms of the increase in the customers, the employees, and the suppliers satisfaction; 3.===>Povećanje procesne orijentacije dovodi do poboljšanja nefinansijskih performansi, u smislu povećanja zadovoljstva kupaca, zaposlenih i dobavljača. 3.)
MATCH@M:(3.	The improvement of non-financial performances results in the improvement of the organization’s financial performances.===>3.	Poboljšanje nefinansijskih performansi dovodi do poboljšanja finansijskih performansi preduzeca.)
MATCH@E:(The improvement of non-financial performances results in the improvement of the organizations financial performances.===>Poboljšanje nefinansijskih performansi dovodi do poboljšanja finansijskih performansi preduzeća.)
MATCH@M:(This research supports the already adopted hypothesis that the process oriented organizations generally achieve higher performances compared to the traditionally designed (functional) organizations.===>Ovo istraživanje potkrepljuje vec opšte prihvacenu hipotezu da procesno orijentisane organizacije uglavnom ostvaruju bolje performanse u odnosu na tradicionalno koncipirane (funkcionalne) organizacije.)
MATCH@E:(This research supports the already adopted hypothesis that the process oriented organizations generally achieve higher performances compared to the traditionally designed (functional) organizations. ~~~ 2.===>Ovo istraživanje potkrepljuje već opšte prihvaćenu hipotezu da procesno orijentisane organizacije uglavnom ostvaruju bolje performanse u odnosu na tradicionalno koncipirane (funkcionalne) organizacije. 2.)
MATCH@M:(The creation of the BSC (Balanced Scorecard) concept was initiated by the attitude that the existing approaches to organizational performances measurement based primarily on the financial and accounting indicators have long become obsolete.===>Nastanak koncepta BSC (Balanced Scorecard) bio je podstaknut uverenjem da su postojeci pristupi mere-nju performansi organizacija, zasnovani prvenstveno na finansijsko-računovodstvenim pokazateljima, uveliko postali prevaziđeni.)
MATCH@E:(The BSC concept and organizational performances measurement The creation of the BSC (Balanced Scorecard) concept was initiated by the attitude that the existing approaches to organizational performances measurement based primarily on the financial and accounting indicators have long become obsolete Š7, p. 143Ë.===>BSC koncept i merenje organizacionih performansi Nastanak koncepta BSC (Balanced Scorecard) bio je podstaknut uverenjem da su postojeći pristupi merenju performansi organizacija, zasnovani prvenstveno na finansijskoračunovodstvenim pokazateljima, uveliko postali prevaziđeni Š7, str. 143Ë.)
MATCH@M:(The BSC is a system that translates the organization’s mission and strategy into measurable goals and indicators in four basic fields: finances, internal processes, customers and learning and growth.===>BSC je sistem koji prevodi misiju i strategiju organizacije u merljive ciljeve i pokazatelje u četiri osnovne oblasti: finansija-ma, internim procesima, potrošačima i učenju i rastu.)
MATCH@E:(The BSC is a system that translates the organizations mission and strategy into measurable goals and indicators in four basic fields: finances, internal processes, customers and learning and growth.===>BSC je sistem koji prevodi misiju i strategiju organizacije u merljive ciljeve i pokazatelje u četiri osnovne oblasti: finansijama, internim procesima, potrošačima i učenju i rastu.)
MATCH@M:(Thus the BSC concept, as a measurement method, means the indicators among which there is a balance between the external indicators that refer to shareholders and customers and internal indicators of critical processes, innovations as well as learning and growth; however, simultaneously, the balance between the indicators of the results achieved (lagging indicators) and the indicators of future performances (leading indicators) is also achieved [4, p. 10].===>To znači da BSC koncept, kao sistem merenja, podra-zumeva pokazatelje među kojima je postignuta ravnoteža između eksternih pokazatelja koji se odnose na akcionare i potrošače, i internih pokazatelja kritičnih procesa, inovacija, kao i učenja i rasta; ali je postignuta i ravnoteža između pokazatelja ostvarenih rezultata (zaostajucih indikatora) i pokazatelja buducih performansi (vodecih indikatora) [4, str. 10].)
MATCH@E:(Thus the BSC concept, as a measurement method, means the indicators among which there is a balance between the external indicators that refer to shareholders and customers and internal indicators of critical processes, innovations as well as learning and growth; however, simultaneously, the balance between the indicators of the results achieved (lagging indicators) and the indicators of future performances (leading indicators) is also achieved Š4, p. 10Ë.===>To znači da BSC koncept, kao sistem merenja, podrazumeva pokazatelje među kojima je postignuta ravnoteža između eksternih pokazatelja koji se odnose na akcionare i potrošače, i internih pokazatelja kritičnih procesa, inovacija, kao i učenja i rasta; ali je postignuta i ravnoteža između pokazatelja ostvarenih rezultata (zaostajućih indikatora) i pokazatelja budućih performansi (vodećih indikatora) Š4, str. 10Ë.)
MATCH@M:(More precisely, the BSC means a balanced system of organizational performances measurement, one that means a balance between the short-term and the long-term goals, between financial and non-financial indicators, between lagging and leading indicators, as well as between internal and external perspectives of organizational performance.===>Da budemo precizniji, BSC podrazumeva uravnoteženi sistem merenja performansi organizacija, koji podrazumeva ravnotežu između kratkoročnih i dugoročnih ciljeva, finansijskih i nefinansijskih pokazatelja, zaostajacih i vodecih indikatora, kao i internih i eksternih perspektiva performansi organizacija.)
MATCH@E:(More precisely, the BSC means a balanced system of organizational performances measurement, one that means a balance between the short-term and the long-term goals, between financial and non-financial indicators, between lagging and leading indicators, as well as between internal and external perspectives of organizational performance Š7, p. 144Ë.===>Da budemo precizniji, BSC podrazumeva uravnoteženi sistem merenja performansi organizacija, koji podrazumeva ravnotežu između kratkoročnih i dugoročnih ciljeva, finansijskih i nefinansijskih pokazatelja, zaostajaćih i vodećih indikatora, kao i internih i eksternih perspektiva performansi organizacija Š7, str. 144Ë.)
MATCH@M:(It should be mentioned that the four above quoted fields in which the organizational performance is measured need not be understood as imperative.===>Potrebno je napomenuti da pomenute četiri oblasti, u kojima se mere performanse organizacija, ne treba shvatiti kao imperativ.)
MATCH@E:(It should be mentioned that the four above quoted fields in which the organizational performance is measured need not be understood as imperative.===>Potrebno je napomenuti da pomenute četiri oblasti, u kojima se mere performanse organizacija, ne treba shvatiti kao imperativ.)
MATCH@M:(They are proposed as most desirable to be measured since they are the basis of development and work of any organization.===>One se predlažu kao najpoželjnije za merenje jer predstavljaju osnov razvoja i funkcionisanja svake organizacije.)
MATCH@E:(They are proposed as most desirable to be measured since they are the basis of development and work of any organization.===>One se predlažu kao najpoželjnije za merenje jer predstavljaju osnov razvoja i funkcionisanja svake organizacije.)
MATCH@M:(Of course, an organization may add (or even subtract) certain areas the management finds to be of crucial importance for the organization, i.e., for the achievement of the organizational goals and the operal-ization of formulated strategies.===>Naravno, svaka organizacija može da doda (ili čak izuzme) određene oblasti za koje njen menadžment smatra da su od ključnog značaja za organizaciju, odnosno za dostizanje organizacionih ciljeva i realizaciju formulisa-nih strategija.)
MATCH@E:(Of course, an organization may add (or even subtract) certain areas the management finds to be of cru cial importance for the organization, i.e., for the achievement of the organizational goals and the operalization of formulated strategies.===>Naravno, svaka organizacija može da doda (ili čak izuzme) određene oblasti za koje njen menadžment smatra da su od ključnog značaja za organizaciju, odnosno za dostizanje organizacionih ciljeva i realizaciju formulisanih strategija.)
MATCH@M:(It is, however, necessary that one should be very cautious in selecting the areas of crucial importance for the organization’s work, in which the performances will be monitored.===>Međutim, prilikom izbora oblasti koje su od ključnog značaja za funkcionisanje organizacije, a u kojima će se samim tim i pratiti performanse, potrebno je biti veoma obazriv.)
MATCH@E:(It is, however, necessary that one should be very cautious in selecting the areas of crucial importance for the organizations work, in which the performances will be monitored.===>Međutim, prilikom izbora oblasti koje su od ključnog značaja za funkcionisanje organizacije, a u kojima će se samim tim i pratiti performanse, potrebno je biti veoma obazriv.)
MATCH@M:(The selection of each area means the identification of a certain number of indicators on the basis of which the organizational performances will be monitored.===>Izbor svake oblasti podrazumeva identifikaciju i određenog broja indikatora na bazi kojih će se pratiti performanse organizacije.)
MATCH@E:(The selection of each area means the identification of a certain number of indicators on the basis of which the organizational performances will be monitored.===>Izbor svake oblasti podrazumeva identifikaciju i određenog broja indikatora na bazi kojih će se pratiti performanse organizacije.)
MATCH@M:(The larger number of areas to be monitored, the more numerous the indicators.===>Veći broj oblasti koje će se pratiti povlači za sobom i veći broj indikatora.)
MATCH@E:(The larger number of areas to be monitored, the more numerous the indicators.===>Veći broj oblasti koje će se pratiti povlači za sobom i veći broj indikatora.)
MATCH@M:(Normally, a larger number of indicators increases a total amount of information to be processed in the formal managerial decision-making mechanism, which may affect its efficiency and eventually cause the “paralysis of the analysis“.===>Logično, veći broj indikatora povećava ukupan broj informacija koje treba da se procesuiraju u formalnom menadžerskom mehanizmu odlučivanja, što može da utiče na njegovu efikasnost, ali konačno i da dovede do „paralize analize”.)
MATCH@E:(Normally, a larger number of indicators increases a total amount of information to be processed in the formal managerial decision-making mechanism, which may affect its efficiency and eventually cause the paralysis of the analysis.===>Logično, veći broj indikatora povećava ukupan broj informacija koje treba da se procesuiraju u formalnom menadžerskom mehanizmu odlučivanja, što može da utiče na njegovu efikasnost, ali konačno i da dovede do paralize analize.)
MATCH@M:(On the other hand, a small number of key areas or indicators will certainly increase the decision-making efficiency, however, it may hinder the effectiveness of measuring and monitoring of the ovarall organizational performance.===>Sa druge strane, mali broj ključnih oblasti ili indikatora će sigurno povećati brzinu donošenja odluka, ali može ugroziti efektivnost merenja i praćenja ukupnih organizacionih performansi.)
MATCH@E:(On the other hand, a small number of key areas or indicators will certainly increase the decision-making efficiency, however, it may hinder the effectiveness of measuring and monitoring of the ovarall organizational performance.===>Sa druge strane, mali broj ključnih oblasti ili indikatora će sigurno povećati brzinu donošenja odluka, ali može ugroziti efektivnost merenja i praćenja ukupnih organizacionih performansi.)
MATCH@M:(Therefore it is the responsibility of every organization management to, aware of both the positive and the negative effects of a small or of a large number of indicators (or areas), determine the areas of crucial importance for the work of the organization they manage, and then define an optimal number of indicators that will allow for a comprehensive insight into the work of the organization.===>Zbog toga je na menadžmentu svake organizacije da, imajući u vidu pozitivne i negativne efekte izbora velikog i malog broja indikatora (ili oblasti), ustanovi koje su oblasti od ključnog značaja za funkcionisanje organizacije na čijem se čelu nalaze, a da zatim uspostave optimalan broj indikatora koji će dati celovitu sliku0	funkcionisanju organizacije.)
MATCH@E:(Therefore it is the responsibility of every organization management to, aware of both the positive and the negative effects of a small or of a large number of indicators (or areas), determine the areas of crucial importance for the work of the organization they manage, and then define an optimal number of indicators that will allow for a comprehensive insight into the work of the organization.===>Zbog toga je na menadžmentu svake organizacije da, imajući u vidu pozitivne i negativne efekte izbora velikog i malog broja indikatora (ili oblasti), ustanovi koje su oblasti od ključnog značaja za funkcionisanje organizacije na čijem se čelu nalaze, a da zatim uspostave optimalan broj indikatora koji će dati celovitu sliku o funkcionisanju organizacije.)
MATCH@M:(After the organization has decided upon the areas in which the performance is to be measured (these may be the areas other than the four mentioned), it has to define the key organizational performance indicators (KPI) in them.===>Kada organizacija utvrdi u kojim oblastima je potrebno da se vrše merenja performansi (to mogu biti i oblasti van pomenute četiri), na redu je definisanje ključnih organizacionih performansi (indikatora) u njima (engl. Key Performance Indicators - KPI).)
MATCH@E:(After the organization has decided upon the areas in which the performance is to be measured (these may be the areas other than the four mentioned), it has to define the key organizational performance indicators (KPI) in them.===>Kada organizacija utvrdi u kojim oblastima je potrebno da se vrše merenja performansi (to mogu biti i oblasti van pomenute četiri), na redu je definisanje ključnih organizacionih performansi (indikatora) u njima (engl. Key Performance Indicators KPI).)
MATCH@M:(Then comes the definition of the result planned to achieve in the chosen areas (to be measured via the defined indicators), as well as the method to be used in measuring.===>Nakon ovoga se određuju željeni rezultati u utvrđenim oblastima (koji će se meriti posredstvom definisanih indikatora), kao i način na koji će se merenje vršiti.)
MATCH@E:(Then comes the definition of the result planned to achieve in the chosen areas (to be measured via the defined indicators), as well as the method to be used in measuring Š13, pp. 197-204Ë.===>Nakon ovoga se određuju željeni rezultati u utvrđenim oblastima (koji će se meriti posredstvom definisanih indikatora), kao i način na koji će se merenje vršiti Š13, str. 197204Ë.)
MATCH@M:(The BSC (Balanced Scorecard) should be implemented as an adequate system of measuring and improving the overall organizational performance in all organizations, since it is in this way that the organization (with an implemented BSC), on the basis of a set of different indicators referring to finances, customers, internal processes and the organizational learning and growth, could at any moment find out its standing as regards its goals [3, pp. 41-46].===>U svim organizacijama je poželjno uspostaviti BSC (Balanced Scorecard) kao adekvatan sistem merenja i unapređivanja ukupnih organizacionih performansi, jer bi na taj način, organizacija (u kojoj je BSC implementiran) na bazi skupa različitih indikatora, koji se pre svega odnose na finansije, kupce, interne procese, kao i na organizaciono učenje i rast, mogla u svakom trenutku da bude svesna gde se nalazi u odnosu na svoje ciljeve.)
MATCH@E:(The BSC (Balanced Scorecard) should be implemented as an adequate system of measuring and improving the overall organizational performance in all organizations, since it is in this way that the organization (with an implemented BSC), on the basis of a set of different indicators referring to finances, customers, internal processes and the organizational learning and growth, could at any moment find out its standing as regards its goals Š3, pp. 41-46Ë.===>U svim organizacijama je poželjno uspostaviti BSC (Balanced Scorecard) kao adekvatan sistem merenja i unapređivanja ukupnih organizacionih performansi, jer bi na taj način, organizacija (u kojoj je BSC implementiran) na bazi skupa različitih indikatora, koji se pre svega odnose na finansije, kupce, interne procese, kao i na organizaciono učenje i rast, mogla u svakom trenutku da bude svesna gde se nalazi u odnosu na svoje ciljeve Š3, str. 4146Ë.)
MATCH@M:(Hence the BSC can be said to represent the essential tool of the strategic management system.===>Zbog toga se može reći da BSC predstavlja suštinski instrument sistema strategijskog menadžmenta.)
MATCH@E:(Hence the BSC can be said to represent the essential tool of the strategic management system.===>Zbog toga se može reći da BSC predstavlja suštinski instrument sistema strategijskog menadžmenta.)
MATCH@M:(It harminizes, supports and provides for the inter-correlation of the key processes of management, guiding them towards the defined strategy.===>On usklađuje, podržava i obezbeđuje međusobnu korelaciju ključnih procesa menadžmenta, usmeravajući ih na definisanu strategiju.)
MATCH@E:(It harminizes, supports and provides for the inter-correlation of the key processes of management, guiding them towards the defined strategy.===>On usklađuje, podržava i obezbeđuje međusobnu korelaciju ključnih procesa menadžmenta, usmeravajući ih na definisanu strategiju.)
MATCH@M:(The BSC allows for the strategic goals to be transparent and translated into the goals of each of the organizational seg-ments/processes, and of all the employees.===>BSC omogućuje da strategijski ciljevi budu transparentni i pretočeni u ciljeve svih segmenata/procesa organizacije, kao 1	svih zaposlenih.)
MATCH@E:(The BSC allows for the strategic goals to be transparent and translated into the goals of each of the organizational segments/processes, and of all the employees.===>BSC omogućuje da strategijski ciljevi budu transparentni i pretočeni u ciljeve svih segmenata/procesa organizacije, kao i svih zaposlenih.)
MATCH@M:(The strategy has to be defined in such a way that each organizational unit, each process owner, and even each employee,can and must recognize their role in the defined strategic goals and hence set their individual goals and activities to accomplish them.===>Strategija mora da bude tako defini-sana da svaka organizaciona celina, svaki vlasnik procesa, pa čak i svaki zaposleni, mogu i moraju da prepo-znaju svoju ulogu u definisanim strategijskim ciljevima i da na taj način odrede sopstvene ciljeve i aktivnosti na njihovom ispunjenju.)
MATCH@E:(The strategy has to be defined in such a way that each organizational unit, each process owner, and even each employee, can and must recognize their role in the defined strategic goals and hence set their individual goals and activities to accomplish them Š1, pp. 75-78Ë. 3.===>Strategija mora da bude tako definisana da svaka organizaciona celina, svaki vlasnik procesa, pa čak i svaki zaposleni, mogu i moraju da prepo znaju svoju ulogu u definisanim strategijskim ciljevima i da na taj način odrede sopstvene ciljeve i aktivnosti na njihovom ispunjenju Š1, str. 7578Ë. 3.)
MATCH@M:(In other words, it is desirable, if not necessary that the BSC implementation be preceeded by the process approach implementation in the organizational management.===>Drugim rečima, poželjno je, ako ne i neophodno, da implementaciji BSC koncepta prethodi implementacija procesnog pristupa u organizacionom upravljanju.)
MATCH@E:(In other words, it is desirable, if not necessary that the BSC implementation be preceeded by the process approach implementation in the organizational management.===>Drugim rečima, poželjno je, ako ne i neophodno, da implementaciji BSC koncepta prethodi implementacija procesnog pristupa u organizacionom upravljanju.)
MATCH@M:(The BSC concept was already said to observe the performance indicators (leading and lagging) in four key areas (there may be more than four), one of which refers to internal processes.===>Već je napomenuto da BSC koncept uvažava pokazatelje performansi (vodeće i zaostajuće) u četiri ključne oblasti (može ih biti i više), od kojih se jedna odnosi na interne procese.)
MATCH@E:(The BSC concept was already said to observe the performance indicators (leading and lagging) in four key areas (there may be more than four), one of which refers to internal processes.===>Već je napomenuto da BSC koncept uvažava pokazatelje performansi (vodeće i zaostajuće) u četiri ključne oblasti (može ih biti i više), od kojih se jedna odnosi na interne procese.)
MATCH@M:(If we observe only the internal processes area, we can easily conclude that there is a large number of indicators that can be monitored there.===>Ukoliko posmatramo samo oblasti internih procesa, lako možemo doći do zaključka da se u toj oblasti može pratiti veći broj indikatora.)
MATCH@E:(If we observe only the internal processes area, we can easily conclude that there is a large number of indicators that can be monitored there.===>Ukoliko posmatramo samo oblasti internih procesa, lako možemo doći do zaključka da se u toj oblasti može pratiti veći broj indikatora.)
MATCH@M:(From the standpoint of the process approach, where all the processes can be classed as eithr basic or subsidiary processes, however, a logical conclusion can be inferred that the performance indicators will not be used in measuring all, but only basic processes, which can further be divided into three basic process groups: inovations, operations (manufacturing process) and postsales services.===>Međutim, sa aspekta procesnog pristupa, kod koga možemo sve procese u organizaciji podeliti na osnovne i pomoćne, logično je zaključiti da će se indikatorima performansi neće pratiti svi, već samo osnovni procesi, koje pritom možemo podeliti na tri osnovne procesne grupe: inovacije, operacije (proces proizvodnje) i post-prodajne usluge.)
MATCH@E:(From the standpoint of the process approach, where all the processes can be classed as eithr basic or subsidiary processes, however, a logical conclusion can be inferred that the performance indicators will not be used in measuring all, but only basic processes, which can further be divided into three basic process groups: inovations, operations (manufacturing process) and post sales services Š5, p.91Ë.===>Kao primer možemo navesti da za podoblast operacija (proces proizvodnje) možemo uspostaviti tri grupe indikatora (pokazatelja): pokazatelji vremena trajanja procesa, pokazatelji kvaliteta procesa i pokazatelji troškova procesa Š7, str. 175176Ë.)
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BAD_LINE_M:From the standpoint of the process approach, where all the processes can be classed as eithr basic or subsidiary processes, however, a logical conclusion can be inferred that the performance indicators will not be used in measuring all, but only basic processes, which can further be divided into three basic process groups: inovations, operations (manufacturing process) and postsales services.
BAD_LINE_M:Međutim, sa aspekta procesnog pristupa, kod koga možemo sve procese u organizaciji podeliti na osnovne i pomoćne, logično je zaključiti da će se indikatorima performansi neće pratiti svi, već samo osnovni procesi, koje pritom možemo podeliti na tri osnovne procesne grupe: inovacije, operacije (proces proizvodnje) i post-prodajne usluge.
BAD_LINE_E:From the standpoint of the process approach, where all the processes can be classed as eithr basic or subsidiary processes, however, a logical conclusion can be inferred that the performance indicators will not be used in measuring all, but only basic processes, which can further be divided into three basic process groups: inovations, operations (manufacturing process) and post sales services Š5, p.91Ë.
BAD_LINE_E:Kao primer možemo navesti da za podoblast operacija (proces proizvodnje) možemo uspostaviti tri grupe indikatora (pokazatelja): pokazatelji vremena trajanja procesa, pokazatelji kvaliteta procesa i pokazatelji troškova procesa Š7, str. 175176Ë.
MATCH@M:(These three groups of processes can be understood as sub-areas of the internal processes area and each can be appointed performance indicators.===>Ove tri grupe procesa možemo shvatiti kao podoblasti oblasti internih procesa, a onda za svaku od ovih grupa utvrditi indikatore performansi.)
MATCH@E:(These three groups of processes can be understood as sub-areas of the internal processes area and each can be appointed performance indicators.===>Dalje se za svaku od ovih grupa definišu indikatori.)
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BAD_LINE_M:These three groups of processes can be understood as sub-areas of the internal processes area and each can be appointed performance indicators.
BAD_LINE_M:Ove tri grupe procesa možemo shvatiti kao podoblasti oblasti internih procesa, a onda za svaku od ovih grupa utvrditi indikatore performansi.
BAD_LINE_E:These three groups of processes can be understood as sub-areas of the internal processes area and each can be appointed performance indicators.
BAD_LINE_E:Dalje se za svaku od ovih grupa definišu indikatori.
MATCH@M:(For example, in the sub-area of operations (manufacturing process) three groups of indicators can be set: process duration indicators, process quality indicators and process costs indicators [7, pp. 175-176].===>Kao primer možemo navesti da za podoblast operacija (proces proizvodnje) možemo uspostaviti tri grupe indikatora (pokazatelja): pokazatelji vremena trajanja procesa, pokazatelji kvaliteta procesa i pokazatelji troškova procesa [7, str. 175-176].)
MATCH@E:(For example, in the sub-area of operations (manufacturing process) three groups of indicators can be set: process duration indicators, process quality indicators and process costs indicators Š7, pp. 175-176Ë. Indicators are then defined for each of the groups.===>)
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BAD_LINE_M:For example, in the sub-area of operations (manufacturing process) three groups of indicators can be set: process duration indicators, process quality indicators and process costs indicators [7, pp. 175-176].
BAD_LINE_M:Kao primer možemo navesti da za podoblast operacija (proces proizvodnje) možemo uspostaviti tri grupe indikatora (pokazatelja): pokazatelji vremena trajanja procesa, pokazatelji kvaliteta procesa i pokazatelji troškova procesa [7, str. 175-176].
BAD_LINE_E:For example, in the sub-area of operations (manufacturing process) three groups of indicators can be set: process duration indicators, process quality indicators and process costs indicators Š7, pp. 175-176Ë. Indicators are then defined for each of the groups.
BAD_LINE_E:
MATCH@M:(For the process quality level, for example, indicators can be established to measute the quality level achieved, knowing there are four basic levels of process qualiy definition.===>Npr. za nivo kvaliteta procesa možemo uspostaviti indikatore koji će meriti dostignuti nivo kvaliteta, pri čemu se zna da postoje četiri osnovna nivoa kvalitativnog određenja procesa.)
MATCH@E:(For the process quality level, for example, indicators can be established to measute the quality level achieved, knowing there are four basic levels of process qualiy definition.===>Npr. za nivo kvaliteta procesa možemo uspostaviti indikatore koji će meriti dostignuti nivo kvaliteta, pri čemu se zna da postoje četiri osnovna nivoa kvalitativnog određenja procesa.)
MATCH@M:(1.	Spontaneity level.===>1.	Nivo spontanosti.)
MATCH@E:(Spontaneity level.===>1. ~~~ Nivo spontanosti.)
MATCH@M:(This is a primitive process level.===>U pitanju je nivo primitivnog procesa.)
MATCH@E:(This is a primitive process level.===>U pitanju je nivo primitivnog procesa.)
MATCH@M:(Its structure any dynamics are insufficiently well planned.===>Njegova struktura i dinamika su nedovoljno planirane.)
MATCH@E:(Its structure any dynamics are insufficiently well planned.===>Njegova struktura i dinamika su nedovoljno planirane.)
MATCH@M:(On this level the process is usually aproached ad hoc.===>Na ovom nivou, procesu se obično pristupa ad hoc.)
MATCH@E:(On this level the process is usually aproached ad hoc.===>Na ovom nivou, procesu se obično pristupa ad hoc.)
MATCH@M:(2.	Initialization level.===>2.	Nivo inicijalizacije.)
MATCH@E:(Initialization level.===>Nivo inicijalizacije.)
MATCH@M:(This is the level on which initial attempts in a systematic approach to processes occur.===>Na ovom nivou dolazi do početnih pokušaja u sistematizovanom pristupu procesima.)
MATCH@E:(This is the level on which initial attempts in a systematic approach to processes occur.===>Na ovom nivou dolazi do početnih pokušaja u sistematizovanom pristupu procesima.)
MATCH@M:(Its main features are the mistakes made in the initial attempts to organize and run-in the process.===>Odlikuju ga greške koje se javljaju prilikom početnih pokušaja organizacije i uhodavanja procesa.)
MATCH@E:(Its main features are the mistakes made in the initial attempts to organize and run-in the process.===>Odlikuju ga greške koje se javljaju prilikom početnih pokušaja organizacije i uhodavanja procesa.)
MATCH@M:(3.	Formalization level is one on which the overall process becomes completely harmonized.===>3.	Nivo formalizma je nivo na kome dolazi do potpunog usaglašavanja celokupnog procesa.)
MATCH@E:(Formalization level is one on which the overall process becomes completely harmonized.===>Nivo formalizma je nivo na kome dolazi do potpunog usaglašavanja celokupnog procesa.)
MATCH@M:(This level is characterised by the presence of precise standards and procedures in the process execution, in the course of which the process loses its adjustment capability, i.e., it becomes rigid.===>Na ovom nivou je karakteristično postojanje preciznih standarda i procedura izvršenja procesa, pri čemu proces u određenoj meri gubi sposobnost prilagođava-nja, odnosno postaje krut.)
MATCH@E:(This level is characterised by the presence of precise standards and procedures in the process execution, in the course of which the process loses its adjustment capability, i.e., it becomes rigid.===>Na ovom nivou je karakteristično postojanje preciznih standarda i procedura izvršenja procesa, pri čemu proces u određenoj meri gubi sposobnost prilagođavanja, odnosno postaje krut.)
MATCH@M:(4.	Optimization level.===>4.	Nivo optimizacije.)
MATCH@E:(Optimization level.===>Nivo optimizacije.)
MATCH@M:(This is the highest quality level of the process organization.===>U pitanju je najviši nivo kvaliteta organizovanja procesa.)
MATCH@E:(This is the highest quality level of the process organization.===>U pitanju je najviši nivo kvaliteta organizovanja procesa.)
MATCH@M:(On this level, the process has precise standards, clearly defined procedures in certain parts, and acquires a capacity of adjusting to changing circumstances.===>Na ovom nivou, proces ima precizne standarde, u određenim delovima i jasno definisane procedure, ali dobij a sposobnost prilagođavanja promenljivim okolnostima.)
MATCH@E:(On this level, the process has precise standards, clearly defined procedures in certain parts, and acquires a capacity of adjusting to changing circumstances.===>Na ovom nivou, proces ima precizne standarde, u određenim delovima i jasno definisane procedure, ali dobija sposobnost prilagođavanja promenljivim okolnostima.)
MATCH@M:(The analysis of the above classification leads to the conclusion that the last two levels of quality definition of the process are those which the organization of all processes should seek to achieve.===>Analizom navedene klasifikacije, može se doci do zaključka da su poslednja dva nivoa kvalitativnog određenja procesa, nivoi kojima bi uređenje svih procesa trebalo da teži.)
MATCH@E:(The analysis of the above classification leads to the conclusion that the last two levels of quality definition of the process are those which the organization of all processes should seek to achieve.===>Analizom navedene klasifikacije, može se doći do zaključka da su poslednja dva nivoa kvalitativnog određenja procesa, nivoi kojima bi uređenje svih procesa trebalo da teži.)
MATCH@M:(To which of the two levels it will be directed in particular will depend on the nature of the process itself.===>Kome od ova dva nivoa uređenje konkretnog procesa treba da teži, zavisi od prirode samog procesa.)
MATCH@E:(To which of the two levels it will be directed in particular will depend on the nature of the process itself.===>Kome od ova dva nivoa uređenje konkretnog procesa treba da teži, zavisi od prirode samog procesa.)
MATCH@M:(In modern business conditions, the organization of a majority of processes should lead to the optimization level, a consequence of the impact of frequent changes in the environment.===>U savremenim uslovima poslovanja, uređenje većine procesa bi trebalo da teži nivou optimizacije, kao posledica uticaja čestih promena u okruženju.)
MATCH@E:(In modern business conditions, the organization of a majority of processes should lead to the optimization level, a consequence of the impact of frequent changes in the environment.===>U savremenim uslovima poslovanja, uređenje većine procesa bi trebalo da teži nivou optimizacije, kao posledica uticaja čestih promena u okruženju.)
MATCH@M:(There are, however, processes whose nature does not allow them to be executed on a level on which major deviations from the execution method defined by pracise standards and procedures are possible.===>Međutim, postoje procesi kojim njihova priroda ne dozvoljava da budu realizovani na nivou na kome su moguća veća odstupanja od načina realizacije koji je utvrđen preciznim standardima i procedurama.)
MATCH@E:(There are, however, processes whose nature does not allow them to be executed on a level on which major deviations from the execution method defined by pracise standards and procedures are possible.===>Međutim, postoje procesi kojim njihova priroda ne dozvoljava da budu realizovani na nivou na kome su moguća veća odstupanja od načina realizacije koji je utvrđen preciznim standardima i procedurama.)
MATCH@M:(Such examples may be the processes in chemical and base industries.===>Kao primer se mogu navesti procesi u hemijskoj i baznoj industriji.)
MATCH@E:(Such examples may be the processes in chemical and base industries.===>Kao primer se mogu navesti procesi u hemijskoj i baznoj industriji.)
MATCH@M:(The hydrochloric acid or pyrolitic oil production processes require a very precise production technology and clearly defined standards of execution.===>Procesi proizvodnje hlorovodonične kiseline ili piroli-tičkog ulja zahtevaju vrlo preciznu tehnologiju proizvodnje i jasno definisane standarde izvršenja.)
MATCH@E:(The hydrochloric acid or pyrolitic oil production processes require a very precise production technology and clearly defined standards of execution.===>Procesi proizvodnje hlorovodonične kiseline ili pirolitičkog ulja zahtevaju vrlo preciznu tehnologiju proizvodnje i jasno definisane standarde izvršenja.)
MATCH@M:(It is for this reason that in the production of these it is necessary that the manufacturing processes should be brought to the formalization level.===>Zbog toga je za proizvodnju ovih proizvoda neophodno da se njihovi proizvodni procesi dovedu do nivoa formalizma.)
MATCH@E:(It is for this reason that in the production of these it is necessary that the manufacturing processes should be brought to the formalization level.===>Zbog toga je za proizvodnju ovih proizvoda neophodno da se njihovi proizvodni procesi dovedu do nivoa formalizma.)
MATCH@M:(Changes in this production are possible only on condition a new technology has been adopted, more effective than the present one.===>Promene u ovoj vrsti proizvodnje su moguće samo u slučaju prihvatanja nove tehnologije proizvodnje, koja će dati bolje efekte od postojeće [12, str. 41].)
MATCH@E:(Changes in this production are possible only on condition a new technology has been adopted, more effective than the present one Š12, p. 41Ë.===>Promene u ovoj vrsti proizvodnje su moguće samo u slučaju prihvatanja nove tehnologije proizvodnje, koja će dati bolje efekte od postojeće Š12, str. 41Ë.)
MATCH@M:(The implementation of the process approach as a basic strategic management concept, that is, as the basis for the management of the entire organizaton, largely facilitates the introduction of the BSC concept, as well as measuring, or monitoring, various organizational pre-formance indicators (primarily in the area of internal processes, and then in all the other areas).===>Uvođenjem procesnog pristupa kao baznog koncepta strategijskog menadžmenta, odnosno kao osnova za upravljanje celokupnom organizacijom, u velikoj meri se olakšava uvođenje BSC koncepta, kao i merenje, odnosno praćenje različitih pokazatelja performansi organizacije (pre svega u oblasti internih procesa, ali i u ostalim oblastima).)
MATCH@E:(The implementation of the process approach as a basic strategic management concept, that is, as the basis for the management of the entire organizaton, largely facilitates the introduction of the BSC concept, as well as measuring, or monitoring, various organizational preformance indicators (primarily in the area of internal processes, and then in all the other areas).===>Uvođenjem procesnog pristupa kao baznog koncepta strategijskog menadžmenta, odnosno kao osnova za upravljanje celokupnom organizacijom, u velikoj meri se olakšava uvođenje BSC koncepta, kao i merenje, odnosno praćenje različitih pokazatelja performansi organizacije (pre svega u oblasti internih procesa, ali i u ostalim oblastima).)
MATCH@M:(The logic is the following: since the main purpose of the existence of a market oriented company is to meet the needs and desires of its customers, all its processes should be oriented towards fulfilling this goal.===>Logika je sledeća: s obzirom da je osnovna svrha postojanja svake tržišno orijentisane organizacije da zadovolji potrebe i želje svojih potrošača, svi procesi u njoj treba da se stave u funkciju ostvarivanja ove svrhe.)
MATCH@E:(The logic is the following: since the main purpose of the existence of a market oriented company is to meet the needs and desires of its customers, all its processes should be oriented towards fulfilling this goal.===>Logika je sledeća: s obzirom da je osnovna svrha postojanja svake tržišno orijentisane organizacije da zadovolji potrebe i želje svojih potrošača, svi procesi u njoj treba da se stave u funkciju ostvarivanja ove svrhe.)
MATCH@M:(This means that all the processes in the organization are carried out for the purpose of achieving the customers’s satisfaction with the products or services of the organization, which will (in case these needs are satisfied successfully) result in improving the organization’s financial performance.===>To znači da se svi procesi u organizaciji stavljaju u funkciju zadovoljstva potrošača proizvodima ili uslugama posmatrane organizacije, što će (ukoliko se uspešno zadovolje potrebe i želje potrošača) za posledicu imati poboljšanje finansijskih performansi organizacije.)
MATCH@E:(This means that all the processes in the organization are carried out for the purpose of achieving the customerss satisfaction with the products or services of the organization, which will (in case these needs are satisfied successfully) result in improving the organizations financial performance.===>To znači da se svi procesi u organizaciji stavljaju u funkciju zadovoljstva potrošača proizvodima ili uslugama posmatrane organizacije, što će (ukoliko se uspešno zadovolje potrebe i želje potrošača) za posledicu imati poboljšanje finansijskih performansi organizacije.)
MATCH@M:(On the other hand, the efficient execution of all the organizational processes requires appropriately trained executives, ones who will use knowledge and skills to permanently monitor any possible changes in the processes, as well as an adequate remuneration system.===>Sa druge strane, efikasna realizacija svih procesa u organizaciji zahteva adekvatno osposobljene izvršioce, čija će znanja i veštine permanentno pratiti sve eventualne promene u procesima, kao i adekvatan sistem nagrađivanja.)
MATCH@E:(On the other hand, the efficient execution of all the organizational processes requires appropriately trained executives, ones who will use knowledge and skills to permanently monitor any possible changes in the processes, as well as an adequate remuneration system.===>Sa druge strane, efikasna realizacija svih procesa u organizaciji zahteva adekvatno osposobljene izvršioce, čija će znanja i veštine permanentno pratiti sve eventualne promene u procesima, kao i adekvatan sistem nagrađivanja.)
MATCH@M:(Thus all the four areas of organizational operations considered to be crucial in the basic BSC concept are embraced: processes, customers, finances and employee learning.===>Ovim su zaokružene sve četiri oblasti organizacionog funkcionisanja koje se propagiraju kao ključne u osnovnom BSC konceptu: procesi, potrošači, finansije i učenje zaposlenih.)
MATCH@E:(Thus all the four areas of organizational operations consid ered to be crucial in the basic BSC concept are embraced: processes, customers, finances and employee learning.===>Ovim su zaokružene sve četiri oblasti organizacionog funkcionisanja koje se propagiraju kao ključne u osnovnom BSC konceptu: procesi, potrošači, finansije i učenje zaposlenih.)
MATCH@M:(It only remains to identify an optimum number of indicators and the performance monitoring may start.===>Ostalo je samo da se identifikuje optimalan broj indikatora i praćenje performansi organizacije može da počne.)
MATCH@E:(It only remains to identify an optimum number of indicators and the performance monitoring may start.===>Ostalo je samo da se identifikuje optimalan broj indikatora i praćenje performansi organizacije može da počne.)
MATCH@M:(In other words, the process approach implementation into the organization management system allows for a solid basis to be formed for processes monitoring and measuring, which will eventually result into an easier measuring and monitoring of indicators related to customers, finances and employee learning.===>Drugim recima, uvođenjem procesnog pristupa u sistem upravljanja organizacijom, stvara se solidna osnova za merenje i praćenje procesa, što će u krajnoj meri usloviti i lakše merenje i praćenje indikatora koji su vezani za potrošače, finansije i učenje zaposlenih.)
MATCH@E:(In other words, the process approach implementation into the organization management system allows for a solid basis to be formed for processes monitoring and measuring, which will eventually result into an easier measuring and monitoring of indicators related to customers, finances and employee learning.===>Drugim rečima, uvođenjem procesnog pristupa u sistem upravljanja organizacijom, stvara se solidna osnova za merenje i praćenje procesa, što će u krajnoj meri usloviti i lakše merenje i praćenje indikatora koji su vezani za potrošače, finansije i učenje zaposlenih.)
MATCH@M:(It will only be necessary that the indicators in these areas be defined and the BSC concept is complete.===>Potom je potrebno samo definisati indikatore u ovim oblastima i BSC koncept je upotpunjen.)
MATCH@E:(It will only be necessary that the indicators in these areas be defined and the BSC concept is complete.===>Potom je potrebno samo definisati indikatore u ovim oblastima i BSC koncept je upotpunjen. 4.)
MATCH@M:(The modern environment is extremely dynamic, hence unpredictable, which requires that all the organizations doing business in the area should achieve a satisfactory level of flexibility.===>Savremeno okruženje je izuzetno dinamično, a samim tim i nepredvidljivo, što iziskuje od svih organizacija koje u njemu deluju da ostvare zadovoljavajući nivo fleksibilnosti.)
MATCH@E:(5. ~~~ Case study: process approach implementation in the Tojota company The modern environment is extremely dynamic, hence unpredictable, which requires that all the organizations doing business in the area should achieve a satisfactory level of flexibility.===>Studija slučaja: primena procesnog pristupa u kompaniji TOYOTA Savremeno okruženje je izuzetno dinamično, a samim tim i nepredvidljivo, što iziskuje od svih organizacija koje u njemu deluju da ostvare zadovoljavajući nivo fleksibilnosti.)
MATCH@M:(One example is that customers have become considerably choosier.===>Kao primer možemo navesti činjenicu da su kupci postali daleko izbirljiviji.)
MATCH@E:(One example is that customers have become considerably choosier.===>Kao primer možemo navesti činjenicu da su kupci postali daleko izbirljiviji.)
MATCH@M:(They demand specific products, both in functionality and in design [8].===>Oni žele specifične proizvode, kako po funkcionalnosti, tako i po dizajnu [8].)
MATCH@E:(They demand specific products, both in functionality and in design Š8Ë.===>Oni žele specifične proizvode, kako po funkcionalnosti, tako i po dizajnu Š8Ë.)
MATCH@M:(Such tendencies create a demand for the implementation of flexible production systems, where flexibility is above all mirrored in the production of a large number of small series, with a wide range of products [9].===>Ovakve tendencije stvaraju potrebu za implementacijom fleksibilnih proizvodnih sistema, pri čemu se fleksibilnost pre svega ogleda u proizvodnji velikog broja malih serija, sa velikim asortimanom proizvoda [9].)
MATCH@E:(Such tendencies create a demand for the implementation of flexible production systems, where flexibility is above all mirrored in the production of a large number of small series, with a wide range of products Š9Ë.===>Ovakve tendencije stvaraju potrebu za implementacijom fleksibilnih proizvodnih sistema, pri čemu se fleksibilnost pre svega ogleda u proizvodnji velikog broja malih serija, sa velikim asortimanom proizvoda Š9Ë.)
MATCH@M:(Such tendencies in the environment development have timely been identified by the management of the Toyota company, the result being that Toyota is today a modern process oriented company, based on flexible production systems.===>Ovakve tendencije razvoja okruženja je na vreme uočio menadžment kompanije Toyota, što je rezultovalo time da je danas Toyota savremena procesno orijenti-sana organizacija bazirana na fleksibilnim sistemima proizvodnje.)
MATCH@E:(Such tendencies in the environment development have timely been identified by the management of the Toyota company, the result being that Toyota is today a modern process oriented company, based on flexible production systems.===>Ovakve tendencije razvoja okruženja je na vreme uočio menadžment kompanije Toyota, što je rezultovalo time da je danas Toyota savremena procesno orijentisana organizacija bazirana na fleksibilnim sistemima proizvodnje.)
MATCH@M:(The philosophy that has for years been prevailing in Toyota, and which is customer and employee oriented is called the Toyota production system (TPS).===>Filozofija koja se već godinama prime-njuje u Toyoti, a koja je okrenuta kupcima i zaposlenima, naziva se Toyota proizvodni program (TPS) .)
MATCH@E:(The philosophy that has for years been prevailing in Toyota, and which is customer and employee oriented is called the Toyota production system (TPS).===>Filozofija koja se već godinama primenjuje u Toyoti, a koja je okrenuta kupcima i zaposlenima, naziva se Toyota proizvodni program (TPS) .)
MATCH@M:(2.	The receptionist should answer the call politely, identify the name of the serviceman, introduce himself and ask questions in order to encourage the client to explain what he needs.===>2.	Recepcionar treba ljubazno da odgovori na poziv, identifikuje ime servisera, predstavi se i otvoreno pita kako bi ohrabrio klijenta da objasni svoje potrebe.)
MATCH@E:(The receptionist should answer the call politely, identify the name of the serviceman, introduce himself and ask questions in order to encourage the client to explain what he needs.===>Recepcionar treba ljubazno da odgovori na poziv, identifikuje ime servisera, predstavi se i otvoreno pita kako bi ohrabrio klijenta da objasni svoje potrebe. 3.)
MATCH@M:(3.	The receptionist should direct the client to the person in charge of clients' complaints resolving (CRE - Customer Relationship Executive).===>3.	Recepcionar treba da uputi klijenta na odgovarajuću osobu koja se bavi rešavanjem žalbi klijenata (CRE - Customer Relationship Executive).)
MATCH@E:(3. ~~~ The receptionist should direct the client to the person in charge of clients' complaints resolving (CRE - Customer Relationship Executive).===>Recepcionar treba da uputi klijenta na odgovarajuću osobu koja se bavi rešavanjem žalbi klijenata (CRE - Customer Relationship Executive).)
MATCH@M:(To find out what the client's problem is, the CRE should listen to the client attentively and make necessary notes.===>Prilikom utvrđivanja klijentovog problema, CRE osoba treba da klijenta dobro sasluša i napravi odgovarajuće beleške.)
MATCH@E:(To find out what the client's problem is, the CRE should listen to the client attentively and make necessary notes. ~~~ 4.===>Prilikom utvrđivanja klijentovog problema, CRE osoba treba da klijenta dobro sasluša i napravi odgovarajuće beleške. 4.)
MATCH@M:(4.	The CRE should search for the solutions to propose to the client.===>4.	CRE osoba treba da traga za rešenjima koja će predložiti klijentu.)
MATCH@E:(The CRE should search for the solutions to pro contacts with the client. pose to the client.===>CRE osoba treba da traga za rešenjima koja će predložiti klijentu. 5.)
MATCH@M:(5.	The repair takes place.===>5.	Obavljanje intervencije.)
MATCH@E:(5. ~~~ The repair takes place.===>Obavljanje intervencije. 6.)
MATCH@M:(6.	The CRE in the service makes a questionnaire to check whether the client is satisfied and sends it by post or calls the client on the phone.===>6.	CRE servisera vrši anketu za proveru; poštom ili telefonski proverava da li je klijent zadovoljan.)
MATCH@E:(6. ~~~ The CRE in the service makes a questionnaire to check whether the client is satisfied and sends it by post or calls the client on the phone.===>CRE servisera vrši anketu za proveru; poštom ili telefonski proverava da li je klijent zadovoljan.)
MATCH@M:(There is a documented procedure for every work activity connected to servicing the automobile.===>Dokumentovana procedura postoji i za bilo koju radnu aktivnost povezanu sa servisiranjem automobila.)
MATCH@E:(There is a documented procedure for every work activity connected to servicing the automobile.===>Dokumentovana procedura postoji i za bilo koju radnu aktivnost povezanu sa servisiranjem automobila.)
MATCH@M:(Figure 2 presents such a procedure related to making an appointment for a repair.===>Na slici 2 je dat jedan takav prikaz postupka koji se odnosi na zakazivanje popravke.)
MATCH@E:(Figure 2 presents such a procedure related to making an appointment for a repair.===>Na slici 2 je dat jedan takav prikaz postupka koji se odnosi na zakazivanje popravke.)
MATCH@M:(The ultimate goal is to improve the appointment rate.===>Krajnji cilj je unapređenje stope zakazivanja.Naravno, svi procesi u Toyoti se detaljno definišu, kako bi se lakše pratile performanse istih.)
MATCH@E:(The ultimate goal is to improve the appointment rate.===>Krajnji cilj je unapređenje stope zakazivanja.)
BAD_LINE_=============================================================
BAD_LINE_M:The ultimate goal is to improve the appointment rate.
BAD_LINE_M:Krajnji cilj je unapređenje stope zakazivanja.Naravno, svi procesi u Toyoti se detaljno definišu, kako bi se lakše pratile performanse istih.
BAD_LINE_E:The ultimate goal is to improve the appointment rate.
BAD_LINE_E:Krajnji cilj je unapređenje stope zakazivanja.
MATCH@M:(Figure 4.===>Slika 4.)
MATCH@E:(Figure 3.===>Razvojno odreðivanje problemske situacije C Ustrojstvo rasprave - moæ / znanje Sistem sadržaja istraživane problemske situacije Istraživana problemska situacija Sistem intelektualnih resursa Raspoložive teorije i metodologije relevantne za istraživanu problemsku situaciju B Sistem intervencije Akteri koji preduzimaju intervenciju A Konstitucija subjekata - tehnologije personalnosti Slika 3.)
BAD_LINE_=============================================================
BAD_LINE_M:Figure 4.
BAD_LINE_M:Slika 4.
BAD_LINE_E:Figure 3.
BAD_LINE_E:Razvojno odreðivanje problemske situacije C Ustrojstvo rasprave - moæ / znanje Sistem sadržaja istraživane problemske situacije Istraživana problemska situacija Sistem intelektualnih resursa Raspoložive teorije i metodologije relevantne za istraživanu problemsku situaciju B Sistem intervencije Akteri koji preduzimaju intervenciju A Konstitucija subjekata - tehnologije personalnosti Slika 3.
MATCH@M:(On the basis on the above, we can draw a conclusion that Toyota implements the process approach in organizational management simultaneously, and that this type of management is supported by a developed BSC system used to monitor all the important performance indicators of this large company.===>Na bazi svega što je rečeno, možemo zaključiti da Toyota simultano primenjuje procesni pristup u organizacionom upravljanju, pri čemu je ovo upravljanja podržano razvijenim BSC sistemom, kojim se prate svi bitniji indikatori performansi ove velike kompanije.)
MATCH@E:(The Toyota company income in the last three years On the basis on the above, we can draw a conclusion that Toyota implements the process approach in organizational management simultaneously, and that this type of management is supported by a developed BSC system used to monitor all the important performance indicators of this large company.===>Ostvareni prihod kompanije Toyota u protekle tri godine Na bazi svega što je rečeno, možemo zaključiti da Toyota simultano primenjuje procesni pristup u organizacionom upravljanju, pri čemu je ovo upravljanja podržano razvijenim BSC sistemom, kojim se prate svi bitniji indikatori performansi ove velike kompanije.)
MATCH@M:(Naturally, establishing these and many other management and organizational systems resulted in Toyota becoming a leader on a global automobile market.===>Naravno, uspostavljanje ovih i brojnih drugih me-nadžment i organizacionih sistema je uticalo da Toyota vremenom postane svojevrsni lider na globalnom tržištu motornih vozila. Zaklju~ak)
MATCH@E:(Naturally, establishing these and many other management and organizational systems resulted in Toyota becoming a leader on a global automobile market.===>Naravno, uspostavljanje ovih i brojnih drugih menadžment i organizacionih sistema je uticalo da Toyota vremenom postane svojevrsni lider na globalnom tržištu motornih vozila.)
MATCH@M:(Conclusion The process oriented organizations can manage these processes in an easier way.===>Organizacije koje su orijentisane na svoje procese lakše mogu da upravljaju njima.)
MATCH@E:(Conclusion The process oriented organizations can manage these processes in an easier way.===>Zaključak Organizacije koje su orijentisane na svoje procese lakše mogu da upravljaju njima.)
MATCH@M:(Naturally, in marketing oriented organizations, where the basic (key) processes are customer oriented, this means that organizations focus upon meeting the needs and desires of their customers.===>Naravno, to u marketinški usmerenim organizacijama, gde su osnovni (ključni) procesi okrenuti prema kupcima, znači da se organizacije fokusiraju na zadovoljavanje potreba i želja svojih kupaca.)
MATCH@E:(Naturally, in marketing oriented organizations, where the basic (key) processes are customer oriented, this means that organizations focus upon meeting the needs and desires of their customers.===>Naravno, to u marketinški usmerenim organizacijama, gde su osnovni (ključni) procesi okrenuti prema kupcima, znači da se organizacije fokusiraju na zadovoljavanje potreba i želja svojih kupaca.)
MATCH@M:(On the other hand, occasional changes in the processes will require that all the employees permanently learn and improve so that they should, using their knowledge and skills, efficiently adapt to the changes within organizational processes.===>Sa druge strane, povremene promene u procesima će iziskivati permanento učenje i usavršavanje svih zaposlenih, kako bi se, sa aspekta znanja i veština, efikasno prilagođavali nastalim pro-menama unutar organizacionih procesa.)
MATCH@E:(On the other hand, occasional changes in the processes will require that all the employees permanently learn and improve so that they should, using their knowledge and skills, efficiently adapt to the changes within organizational processes.===>Sa druge strane, povremene promene u procesima će iziskivati permanento učenje i usavršavanje svih zaposlenih, kako bi se, sa aspekta znanja i veština, efikasno prilagođavali nastalim promenama unutar organizacionih procesa.)
MATCH@M:(Such a method of work will most probably have a positive effect upon the financial aspects of organizational activities.===>Ovakav način rada će vrlo verovatno u pozitivnoj meri uticati na fi-nansijske aspekte delovanja organizacije.)
MATCH@E:(Such a method of work will most probably have a positive effect upon the financial aspects of organizational activities.===>Ovakav način rada će vrlo verovatno u pozitivnoj meri uticati na finansijske aspekte delovanja organizacije.)
MATCH@M:(All this will in turn make it necessary that a specific system of performance measuring be implemented in all the areas of crucial importance for the organizational activities.===>Sve ovo će usloviti neophodnost uspostavljanja svojevrsnog sistema merenja performansi u svim oblastima koje su od ključnog značaja za funkcionisanje organizacije.)
MATCH@E:(All this will in turn make it necessary that a specific system of performance measuring be implemented in all the areas of crucial importance the organizational activities.===>Sve ovo će usloviti neophodnost uspostavljanja svojevrsnog sistema merenja performansi u svim oblastima koje su od ključnog značaja za funkcionisanje organizacije.)
MATCH@M:(Therefore we can conclude that the process orientation really facilitates the implementation of a complex system used to measure the overall organizational performance, such as the BSC (in certain cases the process orientation is a necessary condition for the BSC implementation).===>Samim tim, možemo da zaključimo da procesna orijentacija zaista olakšava implementaciju složenog sistema merenja ukupnih performansi organizacije, kakav je BSC (u određenim slučajevima je procesna orijentacija neophodan uslov za implementaciju BSC-a).)
MATCH@E:(Therefore we can conclude that the process orienta for tion really facilitates the implementation of a complex system used to measure the overall organizational performance, such as the BSC (in certain cases the process orientation is a necessary condition for the BSC implementation).===>Samim tim, možemo da zaključimo da procesna orijentacija zaista olakšava implementaciju složenog sistema merenja ukupnih performansi organizacije, kakav je BSC (u određenim slučajevima je procesna orijentacija neophodan uslov za implementaciju BSC-a).)
MATCH@M:(The Toyota example, presented in this paper, is an attempt to introduce the readers to the importance of the process approach.===>Primer Toyote, koji je opisan u ovom radu, predstavlja pokušaj približavanja značaja procesnog pristupa u organizaciji čitaocima.)
MATCH@E:(The Toyota example, presented in this paper, is an attempt to introduce the readers to the importance of the process approach.===>Primer Toyote, koji je opisan u ovom radu, predstavlja pokušaj približavanja značaja procesnog pristupa u organizaciji čitaocima.)
MATCH@M:(It is a critical role.===>To je, u stvari, njegova najznačajnija uloga.)
MATCH@E:(It is a critical role.===>To je, u stvari, njegova najznačajnija uloga.)
MATCH@M:(The aim of this research is to find out how the Internet is impacting advertising. The study was carried out through a questionnaire of the top executives of 200 firms in the services sectors in Abu Dhabi, UAE (Banking and Insurance industries). It examined their attitudes about the effect of advertising through the Internet.===>Naš cilj u ovom istraživanju jeste da proučimo kako internet utiče na oglašavanje. Studija je obuhvatila izvršne direktore 200 firmi koje rade u uslužnom sektoru u Abu Dabiju u UAR (oblast bankarstva i osiguranja), a sprovedena je putem upitnika, sa ciljem da se sazna kako ovi direktori ocenjuju efekat oglašavanja primenom interneta.)
MATCH@E:(The study was carried out through a questionnaire of the top executives of 200 firms in the services sectors in Abu Dhabi, UAE (Banking and Insurance industries). ~~~ It examined their attitudes about the effect of advertising through the Internet.===>Studija je obuhvatila izvršne direktore 200 firmi koje rade u uslužnom sektoru u Abu Dabiju u UAR (oblast bankarstva i osiguranja), a sprovedena je putem upitnika, sa ciljem da se sazna kako ovi direktori ocenjuju efekat oglašavanja primenom interneta.)
MATCH@M:(Research findings conclude that the scope of the Internet usage in advertising is affected by managements 'perceptions of the effectiveness of their web sites as a marketing tool.===>Zaključci dobijeni istraživanjem pokazuju da opseg primene interneta u oglašavanju zavisi od toga kako menad'ment ocenjuje efekat vebsajtova kao instrumenta marketinga.)
MATCH@E:(Research findings conclude that the scope of the Internet usage in advertising is affected by managements' perceptions of the effectiveness of their web sites as a marketing tool.===>Zaključci dobijeni istraživanjem pokazuju da opseg primene interneta u oglašavanju zavisi od toga kako menadžment ocenjuje efekat vebsajtova kao instrumenta marketinga.)
MATCH@M:(Result indicates that negative attitudes towards advertising through the Internet are associated with the Banking and Insurance businesses, which are the largest two sectors in the services industry.===>Rezultati ukazuju na to da su negativni stavovi prema oglašavanju putem interneta uglavnom vezani za firme u sektoru bankarstva i osiguranja, dva najveća sektora u oblasti uslužne delatnosti.)
MATCH@E:(Result indicates that negative attitudes towards advertising through the Internet are associated with the Banking and Insurance businesses, which are the largest two sectors in the services industry.===>Rezultati ukazuju na to da su negativni stavovi prema oglašavanju putem interneta uglavnom vezani za firme u sektoru bankarstva i osiguranja, dva najveća sektora u oblasti uslužne delatnosti.)
MATCH@M:(These findings suggest that managers believe there are no economic benefits for advertising through the Internet.===>Ovi rezultati ukazuju i na to da menadžeri smatraju da oglašavanje putem interneta ne donosi nikakvu ekonomsku korist.)
MATCH@E:(These findings suggest that managers believe there are no economic benefits for advertising through the Internet.===>Ovi rezultati ukazuju i na to da menadžeri smatraju da oglašavanje putem interneta ne donosi nikakvu ekonomsku korist.)
MATCH@M:(Based upon the sample size the researcher believes that the findings may prevail in other service industries in Abu Dhabi in particular and, the UAE in general.===>Na osnovu veličine uzirka ovaj istraživač iznosi stav da ovakvi rezultati mogu da važe i u drugim uslužnim delatnostima, posebno u Abu Dabiju, a i u UAR uopšte.)
MATCH@E:(Based upon the sample size the researcher believes that the findings may prevail in other service industries in Abu Dhabi in particular and, the UAE in general.===>Na osnovu veličine uzirka ovaj istraživač iznosi stav da ovakvi rezultati mogu da važe i u drugim uslužnim delatnostima, posebno u Abu Dabiju, a i u UAR uopšte.)
MATCH@M:(1.===>1.)
MATCH@E:(1.===>1.)
MATCH@M:(Recently, the Internet has become one of the most vivid topics in business and academia.===>Internet je u poslednje vreme postao tema veoma živih rasprava kako u poslovnim, tako i u naučnim krugovima.)
MATCH@E:(1. ~~~ Introduction Recently, the Internet has become one of the most vivid topics in business and academia.===>Uvod Internet je u poslednje vreme postao tema veoma živih rasprava kako u poslovnim, tako i u naučnim krugovima.)
MATCH@M:(The speed of development of electronic marketing has been fast by all standards.===>Brzina kojom se elektronski marketing razvija po svim standardima je svakako veoma velika.)
MATCH@E:(The speed of development of electronic marketing has been fast by all standards.===>Brzina kojom se elektronski marketing razvija po svim standardima je svakako veoma velika.)
MATCH@M:(Such development has a far reaching impact on how business is conducted and perceived.===>Ovakav razvoj ima dalekosežni uticaj i na samo poslovanje i na naše poimanje poslovanja.)
MATCH@E:(Such development has a far reaching impact on how business is conducted and perceived.===>Ovakav razvoj ima dalekosežni uticaj i na samo poslovanje i na naše poimanje poslovanja.)
MATCH@M:(In fact, the speed of development has accelerated the debate on the usefulness and its profound influence on organizations and management.===>U stvari, brzina kojom se internet razvija je ubrzala rasprave o njegovoj korisnosti i o njegovom velikom uticaju na organizacije i menadžment.)
MATCH@E:(In fact, the speed of development has accelerated the debate on the usefulness and its profound influence on organizations and management.===>U stvari, brzina kojom se internet razvija je ubrzala rasprave o njegovoj korisnosti i o njegovom velikom uticaju na organizacije i menadžment.)
MATCH@M:(Business and financial markets are recovering from earlier over exuberance about the Internet.===>Poslovna i finansijska tržišta počinju objektivnije da sagledavaju ulogu interneta u odnosu na ranije preterano oduševljenje koje su pokazivali u njegovom korišćenju.)
MATCH@E:(Business and financial markets are recovering from earlier over exuberance about the Internet.===>Poslovna i finansijska tržišta počinju objektivnije da sagledavaju ulogu interneta u odnosu na ranije preterano oduševljenje koje su pokazivali u njegovom korišćenju.)
MATCH@M:(Ang and Buttle, (2006) recognized that the fundamentals of business have not changed, that most pure-play dotcom business models were widely overoptimistic, especially in business-to-consumer (B2C) markets, and that the future role of the Internet in marketing will be largely as a part of an integrated combination of "bricks and clicks".===>Ang i Buttle (2006) priznaju da se u osnovnim postavkama poslovanja ništa nije promenilo, da je većina čisto dotcom poslovnih modela previše optimistična, posebno na tržištima koja ne-guju neposredan pristup potrošaču (B2C tržišta), i da će buduća uloga interneta u marketingu u velikoj me-ri biti deo objedinjene kombinacije „bricksiclicks“.)
MATCH@E:(Ang & Buttle, (2006) recognized that the fundamentals of business have not changed, that most pure-play dotcom business models were widely overoptimistic, especially in business-to-consumer (B2C) markets, and that the future role of the Internet in marketing will be largely as a part of an integrated combination of bricks & clicks.===>Ang & Buttle (2006) priznaju da se u osnovnim postavkama poslovanja ništa nije promenilo, da je većina čisto dotcom poslovnih modela previše optimistična, posebno na tržištima koja neguju neposredan pristup potrošaču (B2C tržišta), i da će buduća uloga interneta u marketingu u velikoj meri biti deo objedinjene kombinacije bricks&clicks.)
MATCH@M:(The Internet remains the most wide-ranging and significant area of current development in advertising.===>Internet je i dalje najsveobuhvatnija i najznačajnija oblast savremenih dostignuća u domenu oglašavanja.)
MATCH@E:(The Internet remains the most wide-ranging and significant area of current development in advertising.===>Internet je i dalje najsveobuhvatnija i najznačajnija oblast savremenih dostignuća u domenu oglašavanja.)
MATCH@M:(The Internet allows faster, cheaper and more personalized advertising than any previous medium.===>Oglašavanje putem interneta je brže, jeftinije i nepo-srednije nego kod bilo kojih ranijih medija.)
MATCH@E:(The Internet allows faster, cheaper and more personalized advertising than any previous medium.===>Oglašavanje putem interneta je brže, jeftinije i neposrednije nego kod bilo kojih ranijih medija.)
MATCH@M:(McAlister, (2005) suggested that advertising by the Internet, can dramatically reduce customer search costs and even support purchase decisions made on behalf of the customer by intelligent software agents.===>McAlister (2005) navodi da oglašavanje putem interneta štedi potrošačima troškove traženja proizvoda i da im primenom inteligentnih softverskih rešenja čak pomaže da donesu odluku.)
MATCH@E:(McAlister, (2005) suggested that advertising by the Internet, can dramatically reduce customer search costs and even support purchase decisions made on behalf of the customer by intelligent software agents.===>McAlister (2005) navodi da oglašavanje putem interneta štedi potrošačima troškove traženja proizvoda i da im primenom inteligentnih softverskih rešenja čak pomaže da donesu odluku.)
MATCH@M:(Therefore, it allows seamless communication over any distance, local or global increasingly.===>Na taj način internet obezbeđuje neprekinutu komunikaciju na bilo kojoj udaljenosti, u lokalu i sve više u globalnim razmerama.)
MATCH@E:(Therefore, it allows seamless communication over any distance, local or global increasingly.===>Na taj način internet obezbeđuje neprekinutu komunikaciju na bilo kojoj udaljenosti, u lokalu i sve više u globalnim razmerama.)
MATCH@M:(A firm's knowledge of the Internet, including perceptions of opportunities and problems is acquired to a large extent through the experience of engaging in various forms on Internet enabled-commerce,(Daniel and Grimshaw,2002).===>Firma u velikoj meri upoznaje internet i prepoznaje svoju priliku i probleme tako što se uključuje u rezličite oblike internet-trgovine (Daniel i Grimshaw, 2002).)
MATCH@E:(A firm's knowledge of the Internet, including perceptions of opportunities and problems is acquired to a large extent through the experience of engaging in various forms on Internet en abled-commerce,(Daniel & Grimshaw,2002).===>Firma u velikoj meri upoznaje internet i prepoznaje svoju priliku i pro bleme tako što se uključuje u rezličite oblike internettrgovine (Daniel & Grimshaw, 2002).)
MATCH@M:(These capabilities have the potential in principle to transform many aspects of marketing: segmentation and targeting, pricing, customer service and customer relationship management, marketing communication, promotion, channels and value chain.===>U principu, internet ima potencijale da transformiše veliki broj aspe-kata marketinga: segmentaciju i ciljano obraćanje, određivanje cene, upravljanje korisničkim servisom i odnosima sa kupcima, marketinšku komunikaciju, promociju, kanale komunikacije i lanac vrednosti.)
MATCH@E:(These capabilities have the potential in principle to transform many aspects of marketing: segmentation and targeting, pricing, customer service and customer relationship management, marketing communication, promotion, channels and value chain.===>U principu, internet ima potencijale da transformiše veliki broj aspekata marketinga: segmentaciju i ciljano obraćanje, određivanje cene, upravljanje korisničkim servisom i odnosima sa kupcima, marketinšku komunikaciju, promociju, kanale komunikacije i lanac vrednosti.)
MATCH@M:(Local advertising costs, as a barrier to entry, will be significantly reduced as the Internet makes it possible to reach a local audience more cheaply, (Hamid and George, 2005).===>Troškovi lokalnog oglašavanja, koji predstavljaju prepreku za ulaz na tržište, biće značajno umanjeni pošto je obraćanje lokalnim potrošačima putem interneta daleko jeftinije (Hamid i George, 2005).)
MATCH@E:(Local advertising costs, as a barrier to entry, will be significantly reduced as the Internet makes it possible to reach a local audience more cheaply, (Hamid and George, 2005).===>Troškovi lokalnog oglašavanja, koji predstavljaju prepreku za ulaz na tržište, biće značajno umanjeni pošto je obraćanje lokalnim potrošačima putem interneta daleko jeftinije (Hamid & George, 2005).)
MATCH@M:(This new way of thinking has raised several importance issues that need further research.===>Ovaj novi način razmišljanja pokrenuo je nekoliko značajnih pitanja koja zahtevaju šira istraživanja.)
MATCH@E:(This new way of thinking has raised several importance issues that need further research.===>Ovaj novi način razmišljanja pokrenuo je nekoliko značajnih pitanja koja zahtevaju šira istraživanja.)
MATCH@M:(The main issue is the lack of meaningful research in our understanding of how managers' perceptions of the benefits and disadvantages of the internet translate into marketing decisions that may or may not involve an Internet presence.===>Glavno pitanje je nedostatak dobrih, smislenih istraživanja o tome kako viđenje menadžera o tome šta su koristi, a šta nedostaci interneta mogu da se prevedu u marketinške odluke u kojima internet može i ne mora da postoji.)
MATCH@E:(The main issue is the lack of meaningful research in our understanding of how managers' perceptions of the benefits and disadvantages of the internet translate into marketing decisions that may or may not involve an Internet presence, (Lanz, 2002).===>Glavno pitanje je nedostatak dobrih, smislenih istraživanja o tome kako viđenje menadžera o tome šta su koristi, a šta nedostaci interneta mogu da se prevedu u marketinške odluke u kojima internet može i ne mora da postoji (Lanz, 2002).)
MATCH@M:(The Internet impacts marketing strategy, channel management, marketing communications, customer service and business-to-business marketing.===>Internet utiče na strategiju marketinga, na upravljanje kanalima informacija, marketing komunikacijama, korisničkim servisom i firma-firma marketingom.)
MATCH@E:(The Internet impacts marketing strategy, channel management, marketing communications, customer service and business-to-business marketing.===>Internet utiče na strategiju marketinga, na upravljanje kanalima informacija, marketing komunikacijama, korisničkim servisom i firma-firma marketingom.)
MATCH@M:(Also, permits the instant establishment of vital branches locally or even throughout the world, and allows these firms to improve their images even abroad.===>On omogućava i momentalno uspostavljanje veoma važnih filijala na lokalu, ali i širom sveta i omogućava firmama da poboljšaju sliku o sebi i u inostranstvu.)
MATCH@E:(Also, permits the instant establishment of vital branches locally or even throughout the world, and allows these firms to improve their images even abroad, (Hamid and George, 2005).===>On omogućava i momentalno uspostavljanje veoma važnih filijala na lokalu, ali i širom sveta i omogućava firmama da poboljšaju sliku o sebi i u inostranstvu (Hamid % George, 2005).)
MATCH@M:(This research focuses on the usage of the Internet as an instrument which is available for services institutions to expand their operations in the local market.===>U ovom istraživanju usredsredili smo se na primenu interneta kao instrumenta koji koriste uslužne firme u širenju poslova na lokalnom tržištu.)
MATCH@E:(This research focuses on the usage of the Internet as an instrument which is available for services institutions to expand their operations in the local market.===>U ovom istraživanju usredsredili smo se na primenu interneta kao instrumenta koji koriste uslužne firme u širenju poslova na lokalnom tržištu.)
MATCH@M:(While several studies have already addressed the importance of the Internet in services firms, however, to the researcher's knowledge, such effort is not recognized that the use of the Internet for local or even global business enables them to enhance themselves in the marketplace.===>Jedan broj studija se već bavio značajem koji internet ima za firme koje posluju u sektoru uslužnih delatnosti, ali, koliko je poznato ovom istraživaču, nije bilo pokušaja da se prouči da li je i koliko primena interneta u lokalnom i globalnom poslovanju pomogla firmama da poboljšaju svoje pozicije na tržištu.)
MATCH@E:(While several studies have already addressed the importance of the Internet in services firms, however, to the re searcher's knowledge, such effort is not recognized that the use of the Internet for local or even global business enables them to enhance themselves in the marketplace.===>Jedan broj studija se već bavio značajem koji internet ima za firme koje posluju u sektoru uslužnih delatnosti, ali, koliko je poznato ovom istraživaču, nije bilo pokušaja da se prouči da li je i koliko primena interneta u lokalnom i globalnom poslovanju pomogla firmama da poboljšaju svoje pozicije na tržištu.)
MATCH@M:(The aim of this research is to assess the attitude of commercial firms in the services sector (Banking and insurance) in the UAE towards the usage of Internet advertising.===>Ovo istraživanje sprovedeno je sa ciljem da se ocene stavovi komercijalnih firmi u sektoru usluga (bankarstvo i osiguranje) u UAR u odnosu na primenu interneta.)
MATCH@E:(The aim of this research is to assess the attitude of commercial firms in the services sector (Banking and insurance) in the UAE towards the usage of Internet advertising.===>Ovo istraživanje sprovedeno je sa ciljem da se ocene stavovi komercijalnih firmi u sektoru usluga (bankarstvo i osiguranje) u UAR u odnosu na primenu interneta.)
MATCH@M:(This study therefore, provides an important ratification of literature as well as extending the validity of its conclusions to include other states in the UAE, or even the Gulf Region, and is intended to be representative of the entire Emirates.===>Stoga ova studija predstavlja značajnu potvrdu navoda literature i proširuje validnost donetih zaključaka i na druge države UAR, pa čak i na Zalivsku oblast, a teži da bude reprezentativna i za sve Emirate.)
MATCH@E:(This study therefore, provides an important ratification of literature as well as extending the validity of its conclusions to include other states in the UAE, or even the Gulf Region, and is intended to be representative of the entire Emirates.===>Stoga ova studija predstavlja značajnu potvrdu navoda literature i proširuje validnost donetih zaključaka i na druge države UAR, pa čak i na Zalivsku oblast, a teži da bude reprezentativna i za sve Emirate.)
MATCH@M:(The researcher expects its impact to increase steadily over the next decade, as the technology improves, its availability and usage continue to grow, and businesses learn better how to use it within their wide advertising strategy.===>Istraživač očekuje da će uticaj interneta ravnomerno da raste tokom naredne decenije, uporedo sa razvojem tehnologije, sa sve većom dostupnošću i mogućnošću primene i što više firme shvataju kako da ga koriste u svojim strategijama oglašavanja.)
MATCH@E:(The researcher expects its impact to increase steadily over the next decade, as the technology improves, its availability and usage continue to grow, and businesses learn better how to use it within their wide advertising strategy.===>Istraživač očekuje da će uticaj interneta ravnomerno da raste tokom naredne decenije, uporedo sa razvojem tehnologije, sa sve većom dostupnošću i mogućnošću primene i što više firme shvataju kako da ga koriste u svojim strategijama oglašavanja.)
MATCH@M:(However, the paper deals with empirical research than with theory.===>Ipak, u ovoj studiji bavićemo se empirijskim istraživanjem, mnogo manje teorijom.)
MATCH@E:(However, the paper deals with empirical research than with theory.===>Ipak, u ovoj studiji bavićemo se empirijskim istraživanjem, mnogo manje teorijom.)
MATCH@M:(The subsequent analysis attempts to address the above research questions.===>U analizi koja sledi, pokušaćemo da odgovorimo na gore postavljena pitanja.)
MATCH@E:(The subsequent analysis attempts to address the above research questions. ~~~ 2.===>U analizi koja sledi, pokušaćemo da odgovorimo na gore postavljena pitanja. 2.)
MATCH@M:(It is certainly exciting to be at the forefront of a new technology.===>Svakako je veoma uzbudljivo biti među prvima koji koriste neku novu tehnologiju.)
MATCH@E:(The role of advertising online It is certainly exciting to be at the forefront of a new technology.===>Uloga on-line oglašavanja Svakako je veoma uzbudljivo biti među prvima koji koriste neku novu tehnologiju.)
MATCH@M:(Just as the television in the 1950’s and after, dramatically changed society, the Internet is changing society and market operations profoundly for many years to come.===>Kao što je i televizija 1950-ih i kasnije promenila društvo u značajnoj meri, i internet donosi duboke promene i tek će narednih godina uticati na promene u društvu i na poslovanje na tržištu.)
MATCH@E:(Just as the television in the 1950s and after, dramatically changed society, the Internet is changing society and market operations profoundly for many years to come.===>Kao što je i televizija 1950-ih i kasnije promenila društvo u značajnoj meri, i internet donosi duboke promene i tek će narednih godina uticati na promene u društvu i na poslovanje na tržištu.)
MATCH@M:(The Internet is the fastest growing medium in history, considering, for example, the growth rate of radio and television.===>Ni jedan medij se do sada nije razvijao takvom brzinom, čak i kada ga uporedimo sa rezvojem radija i televizije.)
MATCH@E:(The Internet is the fastest growing medium in history, considering, for example, the growth rate of radio and television.===>Ni jedan medij se do sada nije razvijao takvom brzinom, čak i kada ga uporedimo sa rezvojem radija i televizije.)
MATCH@M:(The use of the Internet as advertising channel depends both on the growth in general Internet penetration and usage and on how the Internet then influences the adoption and diffusion of other products and services, (Adam (2002).===>Primena interneta kao kanala oglašavanja zavisi kako od razvoja opšteg uticaja i prodora interneta, tako i od toga kako internet utiče na pri-hvatanje i širenje drugih proizvoda i usluga (Adam, 2002).)
MATCH@E:(The use of the Internet as advertising channel depends both on the growth in general Internet penetration and usage and on how the Internet then influences the adoption and diffusion of other products and services, (Adam (2002).===>Primena interneta kao kanala oglašavanja zavisi kako od razvoja opšteg uticaja i prodora interneta, tako i od toga kako internet utiče na prihvatanje i širenje drugih proizvoda i usluga (Adam, 2002).)
MATCH@M:(In both these contexts, there is the usual caveat that one must be careful not to assume that the predictors of early adoption will also hold for later adoption.===>U oba ova konteksta prisutna je uobičajena opomena da treba da budemo oprezni i da ne mislimo da će prvi pokazatelji da je nešto usvojeno važiti i ubuduće.)
MATCH@E:(In both these contexts, there is the usual caveat that one must be careful not to assume that the predictors of early adoption will also hold for later adoption.===>U oba ova konteksta prisutna je uobičajena opomena da treba da budemo oprezni i da ne mislimo da će prvi pokazatelji da je nešto usvojeno važiti i ubuduće.)
MATCH@M:(The researcher draws on the adoption and diffusion literature to propose how the Internet will develop, and found among early adopters for these firms in the sample, the primary reason for using the Web was for entertainment rather than advertising.===>Ovaj istraživač se oslanja na literaturu o pri-hvatanju i širenju interneta i na osnovu te literature predviđa kako će se internet razvijati. U firmama koje su poslužile kao uzorak za istraživanje, istraživač je zaključio da su oni koji su odmah prihvatili internet radije koristili mrežu da se zabave nego da se preko nje oglašavaju.)
MATCH@E:(The researcher draws on the adoption and diffusion literature to propose how the Internet will develop, and found among early adopters for these firms in the sample, the primary reason for using the Web was for entertainment rather than advertising.===>Ovaj istraživač se oslanja na literaturu o prihvatanju i širenju interneta i na osnovu te literature predviđa kako će se internet razvijati. ~~~ U firmama koje su poslužile kao uzorak za istraživanje, istraživač je zaključio da su oni koji su odmah prihvatili internet radije koristili mrežu da se zabave nego da se preko nje oglašavaju.)
MATCH@M:(To determine if there were differences between Internet users and non-users between these two groups in their attitudes towards technology, ownership of different technologies, and information versus entertainment needs, the researcher found that compared to non-users as they are the majority, Internet users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort of time, (Mittal et.al., 2008).===>Pokušali smo da utvrdimo da li između korisnika interneta i onih koji ga ne koriste postoji razlika u stavovima prema tehnologiji, vlasništvu nad različitim tehnologijama i odnosu između informacija i zabave. Zaključili smo da su oni koji ne koriste internet u većini, a da korisnike više interesuje tehnologija uopšte i koristi koje od nje dobijaju, posebno ako bi primenom tehnologije uštedeli trud i vreme (Mittal i dr., 2008).)
MATCH@E:(To determine if there were differences between Internet users and non-users between these two groups in their attitudes towards technology, ownership of different technologies, and information versus entertainment needs, the researcher found that compared to non-users as they are the majority, Internet users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort of time, (Mittal et.al., 2008).===>Pokušali smo da utvrdimo da li između korisnika interneta i onih koji ga ne koriste postoji razlika u stavovima prema tehnologiji, vlasništvu nad različitim tehnologijama i odnosu između informacija i zabave. ~~~ Zaključili smo da su oni koji ne kori ste internet u većini, a da korisnike više interesuje tehnologija uopšte i koristi koje od nje dobijaju, posebno ako bi primenom tehnologije uštedeli trud i vreme (Mittal i dr., 2008).)
MATCH@M:(They were also more likely to think that technology was both important and fun.===>Takođe su smatrali da je tehnologija istovremeno i značajna i zabavna.)
MATCH@E:(They were also more likely to think that technology was both important and fun.===>Takođe su smatrali da je tehnologija istovremeno i značajna i zabavna.)
MATCH@M:(Internet users were primarily motivated by communication/informa-tion needs but this did not appear to be because they felt time-pressured compared to non-users.===>Korisnici interneta su bili prvenstveno motivisani potrebama za komunikacijom i informacijama, ali izgleda da to nije bio jedini razlog, pošto su u odnosu na one koji ne koriste internet sve vreme osećali da nemaju dovoljno vremena.)
MATCH@E:(Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.===>Korisnici interneta su bili prvenstveno motivisani potrebama za komunikacijom i informacijama, ali izgleda da to nije bio jedini razlog, pošto su u odnosu na one koji ne koriste internet sve vreme osećali da nemaju dovoljno vremena.)
MATCH@M:(A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user base.===>Implikacija koja se može izvesti iz ovih zaključaka jeste da bi internet možda trebalo da bude nešto više orijentisan na zabavne sadržaje, da bi privukao veći broj aktivnih korisnika.)
MATCH@E:(A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user base.===>Implikacija koja se može izvesti iz ovih zaključaka jeste da bi internet možda trebalo da bude nešto više orijentisan na zabavne sadržaje, da bi privukao veći broj aktivnih korisnika.)
MATCH@M:(Internet advertising and marketing will provide the revenues necessary to keep the Internet "free" and accessible to anyone with a computer and modem.===>Oglašavanje i marketing putem interneta doneće prihode koji će dozvoljavati da internet bude besplatno dostupan svakome ko ima kompjuter i modem.)
MATCH@E:(Internet advertising and marketing will provide the revenues necessary to keep the Internet free and accessible to anyone with a computer and modem.===>Oglašavanje i marketing putem interneta doneće prihode koji će dozvoljavati da internet bude besplatno dostupan svakome ko ima kompjuter i modem.)
MATCH@M:(As of the writing of this paper, the Internet as a commercial medium has only been in existence for three years.===>U vreme kada je ovaj rad pisan, internet je kao komercijalni medij postojao tek tri godine.)
MATCH@E:(As of the writing of this paper, the Internet as a commercial medium has only been in existence for three years.===>U vreme kada je ovaj rad pisan, internet je kao komercijalni medij postojao tek tri godine.)
MATCH@M:(In three short years, however, marketers have turned the Internet into an entertaining and fun marketplace, (Cheng et.al, 2003).===>Ipak, tokom ove tri kratke godine, marke tari su ga pretvorili u tržište zabave (Cheng i dr., 2003).)
MATCH@E:(In three short years, however, marketers have turned the Internet into an entertaining and fun marketplace, (Cheng et.al, 2003).===>Ipak, tokom ove tri kratke godine, marketari su ga pretvorili u tržište zabave (Cheng i dr., 2003).)
MATCH@M:(Emmanouilides and Hammond (2000) identified the unique many-to-many property of computer-mediated environments such as the Web.===>Emmanouilides i Hammond (2000) uočili su da okruženja u kojima se komunicira putem interneta pružaju jedinstvenu mogućnost komuniciranja svako-sa-svakim, kao što je to Web (mreža).)
MATCH@E:(Emmanouilides and Hammond (2000) identified the unique many-to-many property of computer-mediated environments such as the Web.===>Emmanouilides i Hammond (2000) uočili su da okruženja u kojima se komunicira putem interneta pružaju jedinstvenu mogućnost komuniciranja svako-sa-svakim, kao što je to Web (mreža).)
MATCH@M:(They suggested that marketing activities will be difficult to implement in their traditional form and predicted the evolution of a marketing paradigm compatible with the increased role of the consumer and of interactive technologies.===>Naveli su da će marketing aktivnosti od sada biti teško ostvariti na tradicionalni način i predvideli su razvoj paradigme marketinga koja će odgovarati sve značajnijoj ulozi potrošača i interaktivnih tehnologija.)
MATCH@E:(They suggested that marketing activities will be difficult to implement in their traditional form and predicted the evolution of a marketing paradigm compatible with the increased role of the consumer and of interactive technologies.===>Naveli su da će marketing aktivnosti od sada biti teško ostvariti na tradicionalni način i predvideli su razvoj paradigme marketinga koja će odgovarati sve značajnijoj ulozi potrošača i interaktivnih tehnologija.)
MATCH@M:(In other words the collaborative potential of information technology and the Internet might react business as a game with customers rather than a game against competitors.===>Drugim rečima, saradnički potencijal informacione tehnologije i interneta mogao bi da pretvori poslovanje u igru sa potrošačima umesto u igru protiv konkurencije.)
MATCH@E:(In other words the collaborative potential of information technology and the Internet might react business as a game with customers rather than a game against competitors.===>Drugim rečima, saradnički potencijal informacione tehnologije i interneta mogao bi da pretvori poslovanje u igru sa potrošačima umesto u igru protiv konkurencije.)
MATCH@M:(The demographic profile of the average surfer is marketer's dream.===>San svakog marketara jeste da dobije demografski profil prosečnog surfera.)
MATCH@E:(The demographic profile of the average surfer is marketer's dream.===>San svakog marketara jeste da dobije demografski profil prosečnog surfera.)
MATCH@M:(Although the demographic profile changes a little each day to look more and more like the average person in the United States, currently the average surfer is male (59%), in his mid 30's, educated, a business manager or executive, and has a relatively high income.===>Iako se demografski profil svakoga dana pomalo menja i približava se profilu prosečnog građanina SAD, u ovom trenutku prosečni surfer može se opisati kao muškarac (59%) u srednjim tridesetim godinama, obrazovan, poslovni menadžer ili direktor, i ima relativno visok dohodak.)
MATCH@E:(Although the demographic profile changes a little each day to look more and more like the average person in the United States, currently the average surfer is male (59%), in his mid 30's, educated, a business manager or executive, and has a relatively high income.===>Iako se demografski profil svakoga dana pomalo menja i približava se profilu prosečnog građanina SAD, u ovom trenutku prosečni surfer može se opisati kao muškarac (59%) u srednjim tridesetim godinama, obrazovan, poslovni menadžer ili direktor, i ima relativno visok dohodak.)
MATCH@M:(The scales seem to be tipping more evenly between the genders as time elapses.===>Vremenom neravnoteža između polova nestaje.)
MATCH@E:(The scales seem to be tipping more evenly between the genders as time elapses.===>Vremenom neravnoteža između polova nestaje.)
MATCH@M:(Eventually, it is believed, that the average Internet user will look much like the average television viewer (Lehmann, 2005).Table (1), below summarizes the Internet indications published by the United Nations/International Telecommunication Union for the year 2005.===>Veruje se da će na kraju prosečni korisnik interneta izgledati isto kao i prosečni gledalac televizije (Lehmann, 2005). Na tabeli 1 zbirno su predstavljeni pokazatelji koje su objavile Ujedinjene Nacije/ Unija za međunarodne telekomunikacije za 2005. godinu.)
MATCH@E:(Eventually, it is believed, that the average Internet user will look much like television viewer (Lehmann, 2005).Table (1), below summarizes the Internet indications published by the United Nations/International Telecommunication Union for the year 2005. the average The demographic profile of the average user is changing as more people come online.===>Veruje se da će na kraju prosečni korisnik interneta izgledati isto kao i prosečni gledalac televizije (Lehmann, 2005). ~~~ Na tabeli 1 zbirno su predstavljeni pokazatelji koje su objavile Ujedinjene Nacije/ Unija za međunarodne telekomunikacije za 2005. godinu. ~~~ Kako se sve veći broj ljudi priključuje na mrežu, i profil prosečnog korisnika se menja.)
MATCH@M:(Consequently, usage patterns are likely to change somewhat.===>Stoga se unekoliko menjaju i strukture korišćenja interneta.)
MATCH@E:(Consequently, usage patterns are likely to change somewhat.===>Stoga se unekoliko menjaju i strukture korišćenja interneta.)
MATCH@M:(Currently, users are often going to the Internet for research, education, entertainment, and news.===>Sada se korisnici često priključuju na internet zbog istraživanja, sticanja obrazovanja, zabave i da bi saznali novosti.)
MATCH@E:(Currently, users are often going to the Internet for research, education, entertainment, and news.===>Sada se korisnici često priključuju na internet zbog istraživanja, sticanja obrazovanja, zabave i da bi saznali novosti.)
MATCH@M:(A discussion of the average Internet user would not be complete without briefly addressing the geographic location of the Internet users.===>Ova analiza prosečnog korisnika interneta ostala bi nepotpuna ako ne obratimo pažnju i na geografski položaj korisnika interneta.)
MATCH@E:(A discussion of the average Internet user would not be complete without briefly addressing the geographic location of the Internet users.===>UN/ITU 2005 Ova analiza prosečnog korisnika interneta ostala bi nepotpuna ako ne obratimo pažnju i na geografski položaj korisnika interneta.)
MATCH@M:(It is difficult to obtain an exact geographic profile on the average Internet users because they can access the Internet from anywhere in the world.===>Teško je dobiti precizan geografski profil prosečnog korisnika interneta zato što oni mogu da pristupe internetu iz bilo kojeg kraja sveta.)
MATCH@E:(It is difficult to obtain an exact geographic profile on the average Internet users because they can access the Internet from anywhere in the world.===>Teško je dobiti precizan geografski profil prosečnog korisnika interneta zato što oni mogu da pristupe internetu iz bilo kojeg kraja sveta.)
MATCH@M:(Users are primarily located throughout the United States.===>Prvenstveno ih ima širom SAD.)
MATCH@E:(Users are primarily located throughout the United States.===>Prvenstveno ih ima širom SAD.)
MATCH@M:(However, it is relevant to discuss the geographic location of potential users by country and the opportunities to come for marketers advertisers as these countries develop the ability to access the Internet.===>Ipak, značajno je analizirati geografski položaj potencijalnih korisnika po zemljama i priliku koju će marketari dobiti pošto ove zemlje razvijaju pristup internetu.)
MATCH@E:(However, it is relevant to discuss the geographic location of potential users by country and the opportunities to come for marketers advertisers as these countries develop the ability to access the Internet.===>Ipak, značajno je analizirati geografski položaj potencijalnih korisnika po zemljama i priliku koju će marketari dobiti pošto ove zemlje razvijaju pristup internetu.)
MATCH@M:(A little over a year ago, nearly 99% of the servers accessing the Internet were located throughout North America, Western Europe, and Asia.===>Pre nešto više od godinu dana, skoro 99% servera koji operišu na internetu nalazilo se na području Sever-ne Amerike, Zapadne Evrope i Azije.)
MATCH@E:(A little over a year ago, nearly 99% of the servers accessing the Internet were located throughout North America, Western Europe, and Asia.===>Pre nešto više od godinu dana, skoro 99% servera koji operišu na internetu nalazilo se na području Severne Amerike, Zapadne Evrope i Azije.)
MATCH@M:("The emerging 20 Nations," a phrase coined by Interactive week, is a list of 20 nations which may prove to be the most lucrative Internet markets going into the 21st century.===>“20 nacija u usponu”, izraz koji su skovali na InterZactive week, predstavlja spisak 20 nacija koje ce možda postati naj-profitabilnije tržište interneta koje ulazi u 21. vek.)
MATCH@E:(The emerging 20 Nations, a phrase coined by Inter¿active week, is a list of 20 nations which may prove to be the most lucrative Internet markets going into the 21st century.===>20 nacija u usponu, izraz koji su skovali na Inter@active week, predstavlja spisak 20 nacija koje će možda postati najprofitabilnije tržište interneta koje ulazi u 21. vek.)
MATCH@M:(Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier.===>Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet. Za delatnost oglašavanja putem Interneta postoje velike mogućnosti ne samo u SAD, već sve više i širom sveta, kako se sve veći broj zemalja “kači” na internet. Na tabeli koja sledi predstavljene su “20 nacija u usponu” kako su ih naveli na Inter@active week.)
MATCH@E:(Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier.===>Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet.)
BAD_LINE_=============================================================
BAD_LINE_M:Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier.
BAD_LINE_M:Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet. Za delatnost oglašavanja putem Interneta postoje velike mogućnosti ne samo u SAD, već sve više i širom sveta, kako se sve veći broj zemalja “kači” na internet. Na tabeli koja sledi predstavljene su “20 nacija u usponu” kako su ih naveli na Inter@active week.
BAD_LINE_E:Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier.
BAD_LINE_E:Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet.
MATCH@M:(Selnes and James (2003) argued that the Internet will prove to be a challenging advertising medium.===>Seines i James (2003) drže da ce internet postati interesantan medijum za oglašavanje.)
MATCH@E:(Selnes & James (2003) argued that the Internet will prove to be a challenging advertising medium.===>Inter¿active week Selnes & James (2003) drže da će internet postati interesantan medijum za oglašavanje.)
MATCH@M:(Because the Internet is growing quickly, advertisers must try to standardize and adapt all Internet advertising communications to fit a global need.===>Pošto se internet razvija velikom brzinom, oglašivači moraju da se potrude da standardizuju i prilagode svako oglašavanje na internetu tako da odgovara globalnim potrebama.)
MATCH@E:(Because the Internet is growing quickly, advertisers must try to standardize and adapt all Internet advertising communications to fit a global need.===>Pošto se internet razvija velikom brzinom, oglašivači moraju da se potrude da standardizuju i prilagode svako oglašavanje na internetu tako da odgovara globalnim potrebama.)
MATCH@M:(Although growth and users are primarily focused on the United States today, preparation must be taken for the users who are coming online tomorrow and the day after.===>Iako se i razvoj i korisnici danas uglavnom vezuju za SAD, moraju se obaviti pripreme za korisnike koji ce biti na mreži sutra i prekosutra.)
MATCH@E:(Although growth and users are primarily focused on the United States today, preparation must be taken for the users who are coming online tomorrow and the day after.===>Iako se i razvoj i korisnici danas uglavnom vezuju za SAD, moraju se obaviti pripreme za korisnike koji će biti na mreži sutra i prekosutra.)
MATCH@M:(These new users will most likely not be current demographic average users but will be users with differing education, age, income, and ethnicity backgrounds.===>Ovi novi korisnici verovatno nece odgovarati demografskom profilu prosečnog korisnika, vec ce to biti korisnici različitog obrazovanja, starosnog doba, prihoda i iz različitih etničkih sredina.)
MATCH@E:(These new users will most likely not be current demographic average users but will be users with differing education, age, income, and ethnicity backgrounds. ~~~ 3.===>Ovi novi korisnici verovatno neće odgovarati demografskom profilu prosečnog korisnika, već će to biti korisnici različitog obrazovanja, starosnog doba, prihoda i iz različitih etničkih sredina. 3.)
MATCH@M:(Barwise (2001) concluded that like most industries, the advertising industry is large and established with market leaders and recognizable corporate names.===>Barwise (2001) zaključuje da, kao i vecina drugih de-latnosti, oglašavanje predstavlja široku i dobro uspostavljenu delatnost koja ima svoje lidere tržišta i prepoznatljiva korporativna imena.)
MATCH@E:(The online adversting industry Barwise (2001) concluded that like most industries, the advertising industry is large and established with market leaders and recognizable corporate names.===>On-line oglašavanje kao privredna delatnost Barwise (2001) zaključuje da, kao i većina drugih delatnosti, oglašavanje predstavlja široku i dobro uspostavljenu delatnost koja ima svoje lidere tržišta i prepoznatljiva korporativna imena.)
MATCH@M:(Christensen and Tedlow (2000) explored that in this new segment of the industry, advertising agencies have had to quickly become experts in a field where researchers and academics have not yet established all of the rules and strategies; an industry where standards of practice have not been agreed upon; where outcomes are still being debated.===>U svojim istraživanjima Christensen i Tedlow (2000) su zaključili da su u ovom novom segmentu privredne delatnosti agencije morale da za kratko vreme postanu stručnjaci u oblasti u kojoj istraživači i teoretičari još uvek nisu uspostavili sva pravila i strategije, u delatnosti u kojoj standardi u praktičnim procesima još nisu dogovoreni i u kojoj su rezultati još uvek bili diskutabilni.)
MATCH@E:(Christensen & Tedlow (2000) explored that in this new segment of the industry, advertising agencies have had to quickly become experts in a field where researchers and academics have not yet established all of the rules and strategies; an industry where standards of practice have not been agreed upon; where outcomes are still being debated.===>U svojim istraživanjima Christensen & Tedlow (2000) su zaključili da su u ovom novom segmentu privredne delatnosti agencije morale da za kratko vreme postanu stručnjaci u oblasti u kojoj istraživači i teoretičari još uvek nisu uspostavili sva pravila i strategije, u delatnosti u kojoj standardi u praktičnim procesima još nisu dogovoreni i u kojoj su rezultati još uvek bili diskutabilni.)
MATCH@M:(This is a day in the life of advertising on the Internet.===>Takvo je bilo oglašavanje na internetu u to vreme.)
MATCH@E:(This is a day in the life of advertising on the Internet (Fader& Hardie, 2001).===>Takvo je bilo oglašavanje na internetu u to vreme (Fader & Hardie, 2001).)
MATCH@M:(Because the industry evolved so quickly, there was barrage of new entries into this undeveloped field.===>Pošto se ova delatnost razvijala veoma velikom brzinom, mnogi su želeli da uđu u ovu još nerazvijenu oblast.)
MATCH@E:(Because the industry evolved so quickly, there was barrage of new entries into this undeveloped field.===>Pošto se ova delatnost razvijala veoma velikom brzinom, mnogi su želeli da uđu u ovu još nerazvijenu oblast.)
MATCH@M:(Many entrepreneurs with web site development skills took advantage of corporations' need to be the first with an Internet presence.===>Veliki broj preduzetnika koji su imali neka znanja o razvijanju veb-sajtova iskoristili su to što su neke kompanije želele da budu prve na internetu.)
MATCH@E:(Many entrepreneurs with web site development skills took advantage of corporations' need to be the first with an Internet presence.===>Veliki broj preduzetnika koji su imali neka znanja o razvijanju veb-sajtova iskoristili su to što su neke kompanije želele da budu prve na internetu.)
MATCH@M:(Economists and marketers have long agreed that the first entries into an undeveloped industry typically have a competitive advantage over later entries.===>Ekonomisti i marketari su se odavno složili da su oni koji su se prvi našli u ovoj još nerazvijenoj oblasti bili u konkurentskoj prednosti u odnosu na one koji su došli kasnije.)
MATCH@E:(Economists and marketers have long agreed that the first entries into an undeveloped industry typically have a competitive advantage over later entries (Hammond, 2001).===>Ekonomisti i marketari su se odavno složili da su oni koji su se prvi našli u ovoj još nerazvijenoj oblasti bili u konkurentskoj prednosti u odnosu na one koji su došli kasnije (Hammond, 2001).)
MATCH@M:(As advertising agencies and marketing research companies assess the value of using the Internet in marketing activities as a tool, commercial firms will find more Innovations which will lead to faster and more cost effective for their future success.===>Reklamne agencije i kompanije koje se bave istraživanjem marketinga procenjuju internet kao instrument marketinških aktivnosti, a trgovinske firme smišljaju inovacije pomoću kojih će brže i kost-efektivnije postići uspeh.)
MATCH@E:(As advertising agencies and marketing research companies assess the value of using the Internet in marketing activities as a tool, commercial firms will find more Innovations which will lead to faster and more cost effective for their future success.===>Reklamne agencije i kompanije koje se bave istraživanjem marketinga procenjuju internet kao instrument marketinških aktivnosti, a trgovinske firme smišljaju inovacije pomoću kojih će brže i kost-efektivnije postići uspeh.)
MATCH@M:(The challenge lies in both firm's creativity and logistics.===>Izazov leži kako u kreativnosti firme, tako i njenoj logistici.)
MATCH@E:(The challenge lies in both firm's creativity and logistics.===>Izazov leži kako u kreativnosti firme, tako i njenoj logistici.)
MATCH@M:(To "catch" a surfer, each company must decide upon the bait.===>Da bi “upecala” surfera, kompanija mora da pripremi dobar mamac.)
MATCH@E:(To catch a surfer, each company must decide upon the bait.===>Da bi upecala surfera, kompanija mora da pripremi dobar mamac.)
MATCH@M:(The bait decision comes only after the why, when, and how of advertising on the Internet has been taken.===>Odluka o mamcu donosi se tek pošto se odgovori na pitanja zašto, kada i kako oglašavati na internetu.)
MATCH@E:(The bait decision comes only after the why, when, and how of advertising on the Internet has been taken.===>Odluka o mamcu donosi se tek pošto se odgovori na pitanja zašto, kada i kako oglašavati na internetu.)
MATCH@M:(One must decide why the company needs an Internet presence before creating that presence.===>Pre nego što se napravi internet prezentacija, mora se odlučiti zašto je kompaniji potrebno da bude prisutna na internetu.)
MATCH@E:(One must decide why the company needs an Internet presence before creating that presence.===>Pre nego što se napravi internet prezentacija, mora se odlučiti zašto je kompaniji potrebno da bude prisutna na internetu.)
MATCH@M:(Companies are jumping on the Internet advertising bandwagon too quickly, without first giving thought as to how advertising on the Internet fits the rest of the marketing strategy.===>Kompanije uskaču na internet previše brzo, a da prethodno nisu razmislile o tome kako se oglašavanje putem interneta uklapa u preostali deo njihove strategije marketinga.)
MATCH@E:(Companies are jumping on the Internet advertising bandwagon too quickly, without first giving thought as to how advertising on the Internet fits the rest of the marketing strategy.===>Kompanije uskaču na internet previše brzo, a da prethodno nisu razmislile o tome kako se oglašavanje putem interneta uklapa u preostali deo njihove strategije marketinga.)
MATCH@M:(Internet advertising should begin only after consideration of how the web site will fit into the corporate marketing strategy.===>Oglašavanje na internetu trebalo bi da otpočne tek kada se sagleda kako se veb-stranica uklapa u korporativnu marketinšku strategiju.)
MATCH@E:(Internet advertising should begin only after consideration of how the web site will fit into the corporate marketing strategy, (Hornby etal.===>Oglašavanje na internetu trebalo bi da otpočne tek kada se sagleda kako se veb-stranica uklapa u korporativnu marketinšku strategiju (Hornby i dr., 2002).)
MATCH@M:(The web seems to be developing into an effective branding tool as well as a direct marketing tool.===>Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.)
MATCH@E:(2002). ~~~ The web seems to be developing into an effective branding tool as well as a direct marketing tool.===>Slika (1) Uklapanje veb-sajta u korporativnu marketinšku strategiju Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.)
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BAD_LINE_M:The web seems to be developing into an effective branding tool as well as a direct marketing tool.
BAD_LINE_M:Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.
BAD_LINE_E:2002). ~~~ The web seems to be developing into an effective branding tool as well as a direct marketing tool.
BAD_LINE_E:Slika (1) Uklapanje veb-sajta u korporativnu marketinšku strategiju Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.
MATCH@M:(Those companies whose marketing objectives and strategies center around building brand awareness and consumer loyalty are taking advantage of the Internet's ability to reach narrow targeted audiences.===>One kompanije čiji se marketinški ciljevi i strategije usredsređuju na izgradnju svesti o robnoj marki i lojalnosti potrošača koriste prednosti interneta da dopre do usko ciljane publike.)
MATCH@E:(Those companies whose marketing objectives and strategies center around building brand awareness and consumer loyalty are taking advantage of the Internet's ability to reach narrow targeted audiences.===>One kompanije čiji se marketinški ciljevi i strategije usredsređuju na izgradnju svesti o robnoj marki i lojalnosti potrošača koriste prednosti interneta da dopre do usko ciljane publike.)
MATCH@M:(Those companies whose marketing objectives and strategies center on educating the customer of products and product use are taking advantage of the Internet's value as a giant catalogue.===>One kompanije čiji ciljevi i strategije marketinga jesu da eduku-ju potrošača u vezi sa proizvodima i primenom proizvoda koriste prednosti interneta kao ogromnog kataloga.)
MATCH@E:(Those companies whose marketing objectives and strategies center on educating the customer of products and product use are taking advantage of the Internet's value as a giant catalogue.===>One kompanije čiji ciljevi i strategije marketinga jesu da edukuju potrošača u vezi sa proizvodima i primenom pro izvoda koriste prednosti interneta kao ogromnog kataloga.)
MATCH@M:(The key to using the Internet as an effective tool lays in developing ads and web sites that center on the company's current marketing goals.===>Ključ primene interneta kao efektivnog alata nalazi se u kreiranju reklama i veb-stranica koje se fokusiraju na trenutne marketinške ciljeve kompanije.)
MATCH@E:(The key to using the Internet as an effective tool lays in developing ads and web sites that center on the company's current marketing goals, (Van and Bekker, 2003).===>Ključ primene interneta kao efektivnog alata nalazi se u kreiranju reklama i veb-stranica koje se fokusiraju na trenutne marketinške ciljeve kompanije (Van i Bekker, 2003).)
MATCH@M:(When developing a web site, the company must keep three crucial objectives in mind: Attract, Retain, and Repeat .===>Kada razvija veb-sajt, kompanija mora da ima na umu tri suštinski važna cilja: Privuci, Zadržati i Ponoviti.)
MATCH@E:(When developing a web site, the company must keep three crucial objectives in mind: Attract, Retain, and Repeat .===>Kada razvija veb-sajt, kompanija mora da ima na umu tri suštinski važna cilja:)
MATCH@M:(The web site must attract visitors, retain them, and generate repeat visits.===>Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.)
MATCH@E:(The web site must attract visitors, retain them, and generate repeat visits.===>Privući, Zadržati i Ponoviti.)
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BAD_LINE_M:The web site must attract visitors, retain them, and generate repeat visits.
BAD_LINE_M:Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.
BAD_LINE_E:The web site must attract visitors, retain them, and generate repeat visits.
BAD_LINE_E:Privući, Zadržati i Ponoviti.
MATCH@M:(If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company.(Bikes and Brynjolfsson, 2000).===>Ako se ova tri cilja ne zadovolje, veb sajt neće moči da ispuni marketinške ciljeve kompanije (Bikes i Brynjolfsson, 2000).)
MATCH@E:(If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company.===>Slika (2) Uspešnost veb stranice Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.)
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BAD_LINE_M:If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company.(Bikes and Brynjolfsson, 2000).
BAD_LINE_M:Ako se ova tri cilja ne zadovolje, veb sajt neće moči da ispuni marketinške ciljeve kompanije (Bikes i Brynjolfsson, 2000).
BAD_LINE_E:If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company.
BAD_LINE_E:Slika (2) Uspešnost veb stranice Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.
MATCH@M:(One key aspect of the online experience is the time taken for customers to access the information they required.===>Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.)
MATCH@E:(One key aspect of the online experience is the time taken for customers to access the information they required.===>Najveći promet izgleda da se ostvaruje putem oglašavanja putem banera, hiperlinkova, registracije kod mašina pretraživača i vezane promocije (slika 3).)
BAD_LINE_=============================================================
BAD_LINE_M:One key aspect of the online experience is the time taken for customers to access the information they required.
BAD_LINE_M:Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.
BAD_LINE_E:One key aspect of the online experience is the time taken for customers to access the information they required.
BAD_LINE_E:Najveći promet izgleda da se ostvaruje putem oglašavanja putem banera, hiperlinkova, registracije kod mašina pretraživača i vezane promocije (slika 3).
MATCH@M:(Lacobucci, Arabie, and Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails.===>Lacobucci, Arabie i Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.)
MATCH@E:(Lacobucci, Arabie, & Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails.===>Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.)
BAD_LINE_=============================================================
BAD_LINE_M:Lacobucci, Arabie, and Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails.
BAD_LINE_M:Lacobucci, Arabie i Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.
BAD_LINE_E:Lacobucci, Arabie, & Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails.
BAD_LINE_E:Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.
MATCH@M:(Hoffman and Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information.===>Hoffman i Novak (2000) smatraju da je uzrok niskog nivoa povere-nja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.)
MATCH@E:(Hoffman & Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information.===>Trifts & Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.)
BAD_LINE_=============================================================
BAD_LINE_M:Hoffman and Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information.
BAD_LINE_M:Hoffman i Novak (2000) smatraju da je uzrok niskog nivoa povere-nja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.
BAD_LINE_E:Hoffman & Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information.
BAD_LINE_E:Trifts & Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.
MATCH@M:(The solution they propose is a radical shift towards more cooperative interaction between a business and its customers. Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'.===>Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača. Posmatrajuči više strateški, Wind i Rangaswamy (2001) u svom konceptualnom radu predlažu da sledeča faza u razvoju masovne kastomi-zacije jeste kastomerizacija “strategija kompanije kupca koja usklađuje kastomizaciju sa kastomiziranim marketingom”.)
MATCH@E:(Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'.===>Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.)
BAD_LINE_=============================================================
BAD_LINE_M:The solution they propose is a radical shift towards more cooperative interaction between a business and its customers. Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'.
BAD_LINE_M:Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača. Posmatrajuči više strateški, Wind i Rangaswamy (2001) u svom konceptualnom radu predlažu da sledeča faza u razvoju masovne kastomi-zacije jeste kastomerizacija “strategija kompanije kupca koja usklađuje kastomizaciju sa kastomiziranim marketingom”.
BAD_LINE_E:Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'.
BAD_LINE_E:Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.
MATCH@M:(They state that cus-tomerization requires the effective integration of marketing, operations, RandD, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture.===>Oni tvrde daje za kastomizovanje potrošača (prilagođevanje potrebama pojedinačnih potrošača ili grupa potrošača) potrebna efektivna integracija marketinga, poslovnih operacija, RiD, finansi-ja i informacija, uz suštinske promene u orijentaciji firme i u njenim procesima i arhitekturi orhanizacije.)
MATCH@E:(They state that customerization requires the effective integration of marketing, operations, R&D, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture.===>Mnoge štampaju svoje veb adrese i na svojim proizvodima. e-mail adresu.)
BAD_LINE_=============================================================
BAD_LINE_M:They state that cus-tomerization requires the effective integration of marketing, operations, RandD, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture.
BAD_LINE_M:Oni tvrde daje za kastomizovanje potrošača (prilagođevanje potrebama pojedinačnih potrošača ili grupa potrošača) potrebna efektivna integracija marketinga, poslovnih operacija, RiD, finansi-ja i informacija, uz suštinske promene u orijentaciji firme i u njenim procesima i arhitekturi orhanizacije.
BAD_LINE_E:They state that customerization requires the effective integration of marketing, operations, R&D, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture.
BAD_LINE_E:Mnoge štampaju svoje veb adrese i na svojim proizvodima. e-mail adresu.
MATCH@M:(There are dozens of ways to do this.===>Za to postoje brojni načini.)
MATCH@E:(There are dozens of ways to do this.===>Travelocity takođe omogućava on-line kupovinu, bez nervoze (Dans & Pauwels, 2000).)
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BAD_LINE_M:There are dozens of ways to do this.
BAD_LINE_M:Za to postoje brojni načini.
BAD_LINE_E:There are dozens of ways to do this.
BAD_LINE_E:Travelocity takođe omogućava on-line kupovinu, bez nervoze (Dans & Pauwels, 2000).
MATCH@M:(Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention.===>Baneri (simboli) su male, trepćuće reklame, obično pravougaonog oblika kojima se privlači pažnja potrošača.)
MATCH@E:(Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention.===>Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.)
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BAD_LINE_M:Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention.
BAD_LINE_M:Baneri (simboli) su male, trepćuće reklame, obično pravougaonog oblika kojima se privlači pažnja potrošača.
BAD_LINE_E:Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention.
BAD_LINE_E:Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.
MATCH@M:(A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer.===>Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.)
MATCH@E:(A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer.===>Korisnici mogu da budu nezadovoljni zbog dužeg čekanja, ali to ne mora da utiče na njihovu ocenu samog materijala prezentovanog na veb stranici ukoliko im se vreme čekanja najavi i ukoliko očekuju da će čekati.)
BAD_LINE_=============================================================
BAD_LINE_M:A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer.
BAD_LINE_M:Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.
BAD_LINE_E:A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer.
BAD_LINE_E:Korisnici mogu da budu nezadovoljni zbog dužeg čekanja, ali to ne mora da utiče na njihovu ocenu samog materijala prezentovanog na veb stranici ukoliko im se vreme čekanja najavi i ukoliko očekuju da će čekati.
MATCH@M:(For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads.===>Na primer, www.buildingonline.com navodi dodatne veb-sajt adrese stotine proizvođača građevinskog materijala; takođe prodaju i baner reklame.)
MATCH@E:(For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads (Bellizzi, 2000).===>Lacobucci, Arabie & Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.)
BAD_LINE_=============================================================
BAD_LINE_M:For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads.
BAD_LINE_M:Na primer, www.buildingonline.com navodi dodatne veb-sajt adrese stotine proizvođača građevinskog materijala; takođe prodaju i baner reklame.
BAD_LINE_E:For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads (Bellizzi, 2000).
BAD_LINE_E:Lacobucci, Arabie & Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.
MATCH@M:(Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista.===>Registracija kod mašina pretraživača znači da kompanija prijavljuje svoju veb-sajt adresu kod pretraživača kao što su Lycos, Yahoo, ili Alta vista.)
MATCH@E:(Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista.===>Pospešivanje poverenja i smanjenje zabrinutosti predstavljaju dva jasna pristupa u upravljanju informisanjem potrošača.)
BAD_LINE_=============================================================
BAD_LINE_M:Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista.
BAD_LINE_M:Registracija kod mašina pretraživača znači da kompanija prijavljuje svoju veb-sajt adresu kod pretraživača kao što su Lycos, Yahoo, ili Alta vista.
BAD_LINE_E:Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista.
BAD_LINE_E:Pospešivanje poverenja i smanjenje zabrinutosti predstavljaju dva jasna pristupa u upravljanju informisanjem potrošača.
MATCH@M:(Trifts and Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information.===>Trifts i Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.)
MATCH@E:(Trifts & Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information.===>Hoffman & Novak (2000) smatraju da je uzrok niskog nivoa poverenja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.)
BAD_LINE_=============================================================
BAD_LINE_M:Trifts and Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information.
BAD_LINE_M:Trifts i Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.
BAD_LINE_E:Trifts & Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information.
BAD_LINE_E:Hoffman & Novak (2000) smatraju da je uzrok niskog nivoa poverenja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.
MATCH@M:(It is becoming more common for businesses to use tie-ins as a way of building web site traffic.===>Kompanije sve više koriste vezane promocije kao način izgradnje prometa na veb sajtu.)
MATCH@E:(It is becoming more common for businesses to use tieins as a way of building web site traffic.===>Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača.)
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BAD_LINE_M:It is becoming more common for businesses to use tie-ins as a way of building web site traffic.
BAD_LINE_M:Kompanije sve više koriste vezane promocije kao način izgradnje prometa na veb sajtu.
BAD_LINE_E:It is becoming more common for businesses to use tieins as a way of building web site traffic.
BAD_LINE_E:Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača.
MATCH@M:(Most companies today provide web site addresses on television, print, and radio advertisements.===>Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.)
MATCH@E:(Most companies today provide web site addresses on television, print, and radio advertisements.===>Stavovi potrošača prema oglašavanju na Internet mreži Prvi korak ka uspehu na veb sajtovima jeste privući početne posete.)
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BAD_LINE_M:Most companies today provide web site addresses on television, print, and radio advertisements.
BAD_LINE_M:Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.
BAD_LINE_E:Most companies today provide web site addresses on television, print, and radio advertisements.
BAD_LINE_E:Stavovi potrošača prema oglašavanju na Internet mreži Prvi korak ka uspehu na veb sajtovima jeste privući početne posete.
MATCH@M:(Many also include web site addresses on the product itself.===>Mnoge štampaju svoje veb adrese i na svojim proizvodima.)
MATCH@E:(Many also include web site addresses on the product itself.===>Za to postoje brojni načini.)
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BAD_LINE_M:Many also include web site addresses on the product itself.
BAD_LINE_M:Mnoge štampaju svoje veb adrese i na svojim proizvodima.
BAD_LINE_E:Many also include web site addresses on the product itself.
BAD_LINE_E:Za to postoje brojni načini.
MATCH@M:(Satisfying the entertainment need can be accomplished by providing games, contests, and promotional activities.===>Potreba za zabavom može se zadovoljiti ponuđenim igrama, takmičenjima i promotivnim aktivnostima.)
MATCH@E:(Satisfying the entertainment need can be accomplished by providing games, contests, and promotional activities.===>Potreba za zabavom može se zadovoljiti ponuđenim igrama, takmičenjima i promotivnim aktivnostima.)
MATCH@M:(Satisfying the informational need can be accomplished by indexing and cataloging information about the company's products and service.===>Potreba za informacijom može se zadovoljiti indeksacijom i katalogizovanjem informacija o proizvodima i uslugama određene kompanije.)
MATCH@E:(Satisfying the informational need can be accomplished by indexing and cataloging information about the company's products and service.===>Potreba za informacijom može se zadovoljiti indeksacijom i katalogizovanjem informacija o proizvodima i uslugama određene kompanije.)
MATCH@M:(Dolan and Moon (2000) explained that once visitors are exposed to the web site and chose to stay a while, the company must draw them back again.===>Dolan i Moon (2000) objašnjavaju da, kad posetioci jednom dođu na veb sajt i zadrže se neko vreme, kompanija mora da ih privuče da dođu ponovo.)
MATCH@E:(Dolan & Moon (2000) explained that once visitors are exposed to the web site and chose to stay a while, the company must draw them back again.===>Dolan & Moon (2000) objašnjavaju da, kad posetioci jednom dođu na veb sajt i zadrže se neko vreme, kompanija mora da ih privuče da dođu ponovo.)
MATCH@M:(The only way to generate report traffic is to give the visitor a reason to come back.===>Jedini način da ovo učini jeste da posetiocu da razlog da se vrati.)
MATCH@E:(The only way to generate report traffic is to give the visitor a reason to come back.===>Jedini način da ovo učini jeste da posetiocu da razlog da se vrati.)
MATCH@M:(Whether entertaining or informing the visitor, the site must be fresh.===>Bez obzira da li posetiocima nudi zabavu ili informacije, sajt mora da sadrži najnovije podatke.)
MATCH@E:(Whether entertaining or informing the visitor, the site must be fresh.===>Bez obzira da li posetiocima nudi zabavu ili informacije, sajt mora da sadrži najnovije podatke.)
MATCH@M:(Continually updating the site by adding news, games, contests, new product uses, and coupons will generate repeat visits. There is no limit to the creativity a company can use to generate repeat visitors.===>Stalno ažuriranje sajta dodavanjem vesti, igara, takmičenja, primene novih proizvoda i kupona navešće potrošače da ponovo posete veb sajt.)
MATCH@E:(Continually updating the site by adding news, games, contests, new product uses, and coupons will generate repeat visits. ~~~ There is no limit to the creativity a company can use to generate repeat visitors.===>Stalno ažuriranje sajta dodavanjem vesti, igara, takmičenja, primene novih proizvoda i kupona navešće potrošače da ponovo posete veb sajt.)
MATCH@M:(Some web sites offer interactive chats with television celebrities or product experts.===>Neki veb sajtovi nude interaktivne razgovore sa televizijskim zvezdama ili stručnjacima za dati proizvod.)
MATCH@E:(Some web sites offer interactive chats with television celebrities or product experts.===>Neki veb sajtovi nude interaktivne razgovore sa televizijskim zvezdama ili stručnjacima za dati proizvod.)
MATCH@M:(Travelocity (www.travelocity.com) a national travel agency web site uses two approaches to generate repeat visits.===>Travelocity (www.travelocity.com), veb stranica nacionalne putničke agencije koristi dva načina da privuče posetioce da ponovo dođu na sajt.)
MATCH@E:(Travelocity (www.travelocity.com) a national travel agency web site uses two approaches to generate repeat visits.===>Travelocity (www.travelocity.com), veb stranica nacionalne putničke agencije koristi dva načina da privuče posetioce da ponovo dođu na sajt.)
MATCH@M:(Every Wednesday at midnight the "hot deals" page is updated with last minute deals on cruises and airline tickets.===>Svake srede u ponoć stranica “hot deals” ažurira se najnovijim aranžmanima za krstarenja i avionskim kartama tipa “u poslednjem minutu”.)
MATCH@E:(Every Wednesday at midnight the hot deals page is updated with last minute deals on cruises and airline tickets.===>Svake srede u ponoć stranica hot deals ažurira se najnovijim aranžmanima za krstarenja i avionskim kartama tipa u poslednjem minutu.)
MATCH@M:(Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address.===>Agencija takođe traži od potrošača da izaberu dan polaska i destinaciju i da dostave agenciji svoju e-mail adresu.)
MATCH@E:(Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address.===>Agencija takođe traži od potrošača da izaberu dan polaska i destinaciju i da dostave agenciji svoju Kada se utvrde ciljevi oglašavanja, treba doneti odluku o tome kako oglašavati.)
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BAD_LINE_M:Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address.
BAD_LINE_M:Agencija takođe traži od potrošača da izaberu dan polaska i destinaciju i da dostave agenciji svoju e-mail adresu.
BAD_LINE_E:Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address.
BAD_LINE_E:Agencija takođe traži od potrošača da izaberu dan polaska i destinaciju i da dostave agenciji svoju Kada se utvrde ciljevi oglašavanja, treba doneti odluku o tome kako oglašavati.
MATCH@M:(If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details.===>Ako se cena karte za kružno putovanje promeni za više od 25$, naviše ili naniže, Travelocity obaveštava korisnika e-mejlom o pojedinostima u vezi sa letom.)
MATCH@E:(If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details.===>Iako je potrebno sprovesti detaljno istraživanje u oblasti internet veb stranica i razvoju reklama, dosadašnja istraživanja upućuju na dve kategorije: destinacione i informacione veb sajtove.)
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BAD_LINE_M:If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details.
BAD_LINE_M:Ako se cena karte za kružno putovanje promeni za više od 25$, naviše ili naniže, Travelocity obaveštava korisnika e-mejlom o pojedinostima u vezi sa letom.
BAD_LINE_E:If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details.
BAD_LINE_E:Iako je potrebno sprovesti detaljno istraživanje u oblasti internet veb stranica i razvoju reklama, dosadašnja istraživanja upućuju na dve kategorije: destinacione i informacione veb sajtove.
MATCH@M:(Travelocity also facilitates online hassle-free purchases (Dans and Pauwels, 2001).===>Travelocity takođe omogućava on-line kupovinu, bez nervoze (Dans i Pauwels, 2000).)
MATCH@E:(Travelocity also facilitates online hassle-free purchases (Dans & Pauwels, 2001).===>Destinacioni veb sajtovi obuhvataju veb sajtove koji nude zabavu kao oblik privlačenja, zadržavanja i pozivanja surfera da ponovo posete stranicu.)
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BAD_LINE_M:Travelocity also facilitates online hassle-free purchases (Dans and Pauwels, 2001).
BAD_LINE_M:Travelocity takođe omogućava on-line kupovinu, bez nervoze (Dans i Pauwels, 2000).
BAD_LINE_E:Travelocity also facilitates online hassle-free purchases (Dans & Pauwels, 2001).
BAD_LINE_E:Destinacioni veb sajtovi obuhvataju veb sajtove koji nude zabavu kao oblik privlačenja, zadržavanja i pozivanja surfera da ponovo posete stranicu.
MATCH@M:(Once advertising goals have been established, decisions about how to advertise should be made.===>Kada se utvrde ciljevi oglašavanja, treba doneti odluku o tome kako oglašavati.)
MATCH@E:(Once advertising goals have been established, decisions about how to advertise should be made.===>Mnoge kompanije se trude da zabave surfere tako što če im stalno prikazivati svoju robnu marku.)
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BAD_LINE_M:Once advertising goals have been established, decisions about how to advertise should be made.
BAD_LINE_M:Kada se utvrde ciljevi oglašavanja, treba doneti odluku o tome kako oglašavati.
BAD_LINE_E:Once advertising goals have been established, decisions about how to advertise should be made.
BAD_LINE_E:Mnoge kompanije se trude da zabave surfere tako što če im stalno prikazivati svoju robnu marku.
MATCH@M:(Although much research needs to be done in the area of the Internet web site and advertisement development, the research to date suggests two major categories: destination and information web sites.===>Iako je potrebno sprovesti detaljno istraživanje u oblasti internet veb stranica i razvoju reklama, dosadašnja istraživanja upućuju na dve kategorije: destinacione i informacione veb sajtove.)
MATCH@E:(Although much research needs to be done in the area of the Internet web site and advertisement development, the research to date suggests two major categories: destination and information web sites.===>Ove kompanije troše stotine hiljada dolara da održe interesovanje surfera (Quayle, 2002).)
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BAD_LINE_M:Although much research needs to be done in the area of the Internet web site and advertisement development, the research to date suggests two major categories: destination and information web sites.
BAD_LINE_M:Iako je potrebno sprovesti detaljno istraživanje u oblasti internet veb stranica i razvoju reklama, dosadašnja istraživanja upućuju na dve kategorije: destinacione i informacione veb sajtove.
BAD_LINE_E:Although much research needs to be done in the area of the Internet web site and advertisement development, the research to date suggests two major categories: destination and information web sites.
BAD_LINE_E:Ove kompanije troše stotine hiljada dolara da održe interesovanje surfera (Quayle, 2002).
MATCH@M:(Destination sites include those web sites that provide entertainment as a form of attracting, retaining, and repeat surfer visits.===>Destinacioni veb sajtovi obuhvataju veb sajtove koji nude zabavu kao oblik privlačenja, zadržavanja i pozivanja surfera da ponovo posete stranicu.)
MATCH@E:(Destination sites include those web sites that provide entertainment as a form of attracting, retaining, and repeat surfer visits.===>Da bi privukao pažnju surfera, menadžment Life Savers Company koristi strategiju sajta destinacije i tako je povratio udeo u tržištu koji mu je odneo Jolly Ranchers i Werthers.)
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BAD_LINE_M:Destination sites include those web sites that provide entertainment as a form of attracting, retaining, and repeat surfer visits.
BAD_LINE_M:Destinacioni veb sajtovi obuhvataju veb sajtove koji nude zabavu kao oblik privlačenja, zadržavanja i pozivanja surfera da ponovo posete stranicu.
BAD_LINE_E:Destination sites include those web sites that provide entertainment as a form of attracting, retaining, and repeat surfer visits.
BAD_LINE_E:Da bi privukao pažnju surfera, menadžment Life Savers Company koristi strategiju sajta destinacije i tako je povratio udeo u tržištu koji mu je odneo Jolly Ranchers i Werthers.
MATCH@M:(Many companies seek to entertain surfers as a means of exposing them to their brand.===>Mnoge kompanije se trude da zabave surfere tako što če im stalno prikazivati svoju robnu marku.)
MATCH@E:(Many companies seek to entertain surfers as a means of exposing them to their brand.===>Prodaja je opala za 20%. ~~~ Veb sajt Lifesavers (www.)
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BAD_LINE_M:Many companies seek to entertain surfers as a means of exposing them to their brand.
BAD_LINE_M:Mnoge kompanije se trude da zabave surfere tako što če im stalno prikazivati svoju robnu marku.
BAD_LINE_E:Many companies seek to entertain surfers as a means of exposing them to their brand.
BAD_LINE_E:Prodaja je opala za 20%. ~~~ Veb sajt Lifesavers (www.
MATCH@M:(These companies spend hundreds of thousands of dollars to keep surfers interested, (Quayle, 2002).===>Ove kompanije troše stotine hiljada dolara da održe interesovanje surfera (Quayle, 2002).)
MATCH@E:(These companies spend hundreds of thousands of dollars to keep surfers interested, (Quayle, 2002).===>Candystand.com) pomogao je da tokom 1996. godine prodaja poraste za 20%.)
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BAD_LINE_M:These companies spend hundreds of thousands of dollars to keep surfers interested, (Quayle, 2002).
BAD_LINE_M:Ove kompanije troše stotine hiljada dolara da održe interesovanje surfera (Quayle, 2002).
BAD_LINE_E:These companies spend hundreds of thousands of dollars to keep surfers interested, (Quayle, 2002).
BAD_LINE_E:Candystand.com) pomogao je da tokom 1996. godine prodaja poraste za 20%.
MATCH@M:(The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers.===>Da bi privukao pažnju surfera, menadžment Life Savers Company koristi strategiju sajta destinacije i tako je povratio udeo u tržištu koji mu je odneo Jolly Ranchers i Werthers.)
MATCH@E:(The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers. ~~~ Sales have dropped by 20%.===>)
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BAD_LINE_M:The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers.
BAD_LINE_M:Da bi privukao pažnju surfera, menadžment Life Savers Company koristi strategiju sajta destinacije i tako je povratio udeo u tržištu koji mu je odneo Jolly Ranchers i Werthers.
BAD_LINE_E:The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers. ~~~ Sales have dropped by 20%.
BAD_LINE_E:
MATCH@M:(The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996.===>Veb sajt Lifesavers (www.Candžstand.com) pomogao je da tokom 1996. godine prodaja poraste za 20%.)
MATCH@E:(The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996.===>)
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BAD_LINE_M:The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996.
BAD_LINE_M:Veb sajt Lifesavers (www.Candžstand.com) pomogao je da tokom 1996. godine prodaja poraste za 20%.
BAD_LINE_E:The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996.
BAD_LINE_E:
MATCH@M:(Destination sites are typically used to enhance brand awareness by building consumer interest in the web site.===>Destinacioni sajtovi se obično koriste da pojačaju svest o robnoj marki tako što izazivaju interesovanje potrošača koji posete sajt.)
MATCH@E:(Destination sites are typically used to enhance brand awareness by building consumer interest in the web site.===>Destinacioni sajtovi se obično koriste da pojačaju svest o robnoj marki tako što izazivaju interesovanje potrošača koji posete sajt.)
MATCH@M:(Hence, the goal of a destination site is to get the consumer to use the site on regular basis, destination sites require a commitment to both time and money.===>Stoga je cilj ovog tipa sajta da navede potrošača da redovno koristi sajt. Za ovo treba i novca i vremena.)
MATCH@E:(Hence, the goal of a destination site is to get the consumer to use the site on regular basis, destination sites require a commitment to both time and money.===>Stoga je cilj ovog tipa sajta da navede potrošača da redovno koristi sajt. ~~~ Za ovo treba i novca i vremena.)
MATCH@M:(Both are needed to continually update and add new features to the web site.===>Veb sajt treba stalno ažurirati i dodavati nove sadržaje.)
MATCH@E:(Both are needed to continually update and add new features to the web site.===>Veb sajt treba stalno ažurirati i dodavati nove sadržaje.)
MATCH@M:(Products that lend themselves to the destination site approach include convenience and impulse shopping goods.===>Proizvodi koji su pogodni za pristup pomoću destinacionog sajta obuhvataju robu koja se kupuje impulsivno i znači udobnost.)
MATCH@E:(Products that lend themselves to the destination site approach include convenience and impulse shopping goods.===>Proizvodi koji su pogodni za pristup pomoću destinacionog sajta obuhvataju robu koja se kupuje impulsivno i znači udobnost.)
MATCH@M:(This approach does not work for products that require a great deal of explanation or are very technical in nature.===>Ovakav pristup nije pogodan za proizvode za koje je potrebno mnogo objašnjavanja ili su visoko tehničkog karaktera.)
MATCH@E:(This approach does not work for products that require a great deal of explanation or are very technical in nature (Adam et.al, 2002).===>Ovakav pristup nije pogodan za proizvode za koje je potrebno mnogo objašnjavanja ili su visoko tehničkog karaktera (Adam i dr., 2002).)
MATCH@M:(On the other hand, information sites provide information, not entertainment, to the consumer in a "catalogue" format.===>S druge strane, informacioni sajtovi pružaju potrošačima informacije u formatu “kataloga”, nema zabave.)
MATCH@E:(On the other hand, information sites provide information, not entertainment, to the consumer in a catalogue format.===>S druge strane, informacioni sajtovi pružaju potrošačima informacije u formatu kataloga, nema zabave.)
MATCH@M:(The catalogue value of the Internet drew businesses online in the first place.===>Kataloška vrednost interneta je u prvom redu privukla firme da se predstavljaju on-line.)
MATCH@E:(The catalogue value of the Internet drew businesses online in the first place.===>Kataloška vrednost interneta je u prvom redu privukla firme da se predstavljaju on-line.)
MATCH@M:(Information web sites offer the customer valuable information about the products and services the business has to offer.===>Ovi sajtovi nude potrošaču vredne informacije o proizvodima i uslugama koje data kompanija nudi.)
MATCH@E:(Information web sites offer the customer valuable information about the products and services the business has to offer.===>Ovi sajtovi nude potrošaču vredne informacije o proizvodima i uslugama koje data kompanija nudi.)
MATCH@M:(Some information web sites look like real catalogues, offering primarily text oriented "down to business" information.===>Neki ovakvi saj-tovi izgledaju kao pravi katalozi i nude prvenstveno tekstualno orijentisanu “čisto poslovnu” informaciju.)
MATCH@E:(Some information web sites look like real catalogues, offering primarily text oriented down to business information.===>Neki ovakvi sajtovi izgledaju kao pravi katalozi i nude prvenstveno tekstualno orijentisanu čisto poslovnu informaciju.)
MATCH@M:(Other information web sites offer helpful advice on product use, links to complementary products, and customer support, (Harris and Kimberly, 2003).===>Neki drugi pružaju i korisne informacije o tome kako se proizvod koristi, linkove prema komplementarnim proizvodima i podršku potrošačima.)
MATCH@E:(Other information web sites offer helpful advice on product use, links to complementary products, and customer support, (Harris and Kimberly, 2003).===>Neki drugi pružaju i korisne informacije o tome kako se proizvod koristi, linkove prema komplementarnim proizvodima i podršku potrošačima (Harris i Kimberly, 2003).)
MATCH@M:(More and more information sites offer a valuable service to the customer.===>Sve veći broj informativnih sajtova nudi korisne usluge potrošačima.)
MATCH@E:(More and more information sites offer a valuable service to the customer.===>Sve veći broj informativnih sajtova nudi korisne usluge potrošačima.)
MATCH@M:(While they might not have the bells and whistles associated with destination sites, most have integrated graphics and contests as a way to lure customers to the site.===>Oni obično ne sadrže šarenilo karakteristično za sajtove destinacije, ali većina ima integrisanu grafiku i takmičenja kojima navode potrošače da pose-te sajt.)
MATCH@E:(While they might not have the bells and whistles associated with destination sites, most have integrated graphics and contests as a way to lure customers to the site.===>Oni obično ne sadrže šarenilo karakteristično za sajtove destinacije, ali većina ima integrisanu grafiku i takmičenja kojima navode potrošače da posete sajt.)
MATCH@M:(The information web site approach is applicable to almost any product and can be easily updated with new products and services.===>Pristup pomoću informacionog sajta može se pri-meniti za skoro svaki proizvod i može se lako ažurirati novim proizvodima i uslugama.)
MATCH@E:(The information web site approach is applicable to almost any product and can be easily updated with new products and services, (Woonbong et.al, 2003).===>Pristup pomoću informacionog sajta može se primeniti za skoro svaki proizvod i može se lako ažurirati novim proizvodima i uslugama (Woonbong i dr., 2003).)
MATCH@M:(The home page usually shows whether the company has positioned its web site as a destination site or information site.===>Naslovna stranica (home page) obično pokazuje da li je kompanija pozicionirala svoj sajt kao destinacioni ili kao informacioni.)
MATCH@E:(The home page usually shows whether the company has positioned its web site as a destination site or information site.===>Naslovna stranica (home page) obično pokazuje da li je kompanija pozicionirala svoj sajt kao destinacioni ili kao informacioni.)
MATCH@M:(However, there is some gray area in between.===>Postoji i jedna siva oblast između ova dva pristupa.)
MATCH@E:(However, there is some gray area in between.===>Postoji i jedna siva oblast između ova dva pristupa.)
MATCH@M:(Some sites may be organized as an information site but includes a game, contest, or other entertaining feature.===>Neki sajtovi mogu biti organizovani kao informacioni, ali mogu da sadrže i igre, takmičenje ili neki drugi zabavni kvalitet.)
MATCH@E:(Some sites may be organized as an information site but includes a game, contest, or other entertaining feature.===>Neki sajtovi mogu biti organizovani kao informacioni, ali mogu da sadrže i igre, takmičenje ili neki drugi zabavni kvalitet.)
MATCH@M:(On the other hand, a destination site may include some product information and customer services such as electronic purchasing and locations where to purchase the products.===>S druge strane, de-stinacioni sajt može da sadrži i neke informacije o proizvodu i potrošački servis kao što je elektronska kupovina i mesta na kojima se proizvod može kupiti.)
MATCH@E:(On the other hand, a destination site may include some product information and customer services such as electronic purchasing and locations where to purchase the products (Barwise & Strong 2002).===>S druge strane, destinacioni sajt može da sadrži i neke informacije o proizvodu i potrošački servis kao što je elektronska kupovina i mesta na kojima se proizvod može kupiti (Barwise & Strong, 2002).)
MATCH@M:(Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company.===>Da bi surferi ostali dovoljno zainteresovani da bi ponovo posetili sajt, sajt treba redovno održavati i onda on može da ostvari marketinške i reklamne ciljeve kompanije.)
MATCH@E:(Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company.===>Da li po mišljenju menadžmenta postoji statistički značajna korist od oglašavanja putem interneta u bankarskom sektoru i u sektoru osiguranja?)
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BAD_LINE_M:Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company.
BAD_LINE_M:Da bi surferi ostali dovoljno zainteresovani da bi ponovo posetili sajt, sajt treba redovno održavati i onda on može da ostvari marketinške i reklamne ciljeve kompanije.
BAD_LINE_E:Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company.
BAD_LINE_E:Da li po mišljenju menadžmenta postoji statistički značajna korist od oglašavanja putem interneta u bankarskom sektoru i u sektoru osiguranja?
MATCH@M:(The study is based on the staff working in The Banking and Insurance sectors in the city of Abu Dhabi.===>Studija je sprovedena na osoblju zaposlenom u bankarskom sektoru i sektoru osiguranja u Abu Dabiju.)
MATCH@E:(The study is based on the staff working in The Banking and Insurance sectors in the city of Abu Dhabi.===>Studija je sprovedena na osoblju zaposlenom u bankarskom sektoru i sektoru osiguranja u Abu Dabiju.)
MATCH@M:(Employees, who are working in banking and insurance sectors, constitute the sample of this study.===>Zaposleni u ova dva sektora predstavljaju uzorak.)
MATCH@E:(Employees, who are working in banking and insurance sectors, constitute the sample of this study.===>Zaposleni u ova dva sektora predstavljaju uzorak.)
MATCH@M:(The sample is selected based on (200) officials.===>Uzorak obuhvata zvaničnike (200) kompanija.)
MATCH@E:(The sample is selected based on (200) officials.===>Uzorak obuhvata zvaničnike (200) kompanija.)
MATCH@M:(The following table describes the research population distribution.===>Na tabeli koja sledi prikazana je struktura populacije obuhvaćene istraživanjem.)
MATCH@E:(The following table describes the research population distribution.===>Na tabeli koja sledi prikazana je struktura populacije obuhvaćene istraživanjem.)
MATCH@M:(Questionnaires were distributed according to gender group and sector.===>Upitnici su podeljeni u skladu sa polom i sektorom.)
MATCH@E:(Questionnaires were distributed according to gender group and sector.===>Tabela (3) Uzorak Upitnici su podeljeni u skladu sa polom i sektorom.)
MATCH@M:(Two hundreds completed surveys were received.===>Dobili smo dve stotine popunjenih upitnika.)
MATCH@E:(Two hundreds completed surveys were received.===>Dobili smo dve stotine popunjenih upitnika.)
MATCH@M:(80% of the participants responded to the questionnaires.===>Na sva pitanja odgovorilo je 80% ispitanika.)
MATCH@E:(80% of the participants responded to the questionnaires.===>Na sva pitanja odgovorilo je 80% ispitanika.)
MATCH@M:(These questions were developed after careful review of current literature.===>Ovi upitnici sastavljeni su nakon pažljivog proučavanja najnovije literature.)
MATCH@E:(These questions were developed after careful review of current literature.===>Ovi upitnici sastavljeni su nakon pažljivog proučavanja najnovije literature.)
MATCH@M:(Respondents in the research sample believe that business users perceive Web advertising as more informative than valuable or entertaining.===>Ispitanici veruju da korisnici shvataju oglašavanje na internetu pre kao informativno nego kao zabavno ili vredno.)
MATCH@E:(Respondents in the research sample believe that business users perceive Web advertising as more informa tive than valuable or entertaining.===>Ispitanici veruju da korisnici shvataju oglašavanje na internetu pre kao informativno nego kao zabavno ili vredno.)
MATCH@M:(When respondents are asked to rank seven media in terms of their value as a source of advertising, the web was placed near the bottom.===>Kada je trebalo da navedu sedam medija u smislu njihove vrednosti kao izvora reklame, ispitanici su mrežu postavili skoro na kraj liste.)
MATCH@E:(When respondents are asked to rank seven media in terms of their value as a source of advertising, the web was placed near the bottom.===>Kada je trebalo da navedu sedam medija u smislu njihove vrednosti kao izvora reklame, ispitanici su mrežu postavili skoro na kraj liste. sovanje za tehnologiju uopšte i korist koju ona može da pruži, posebno ako misle da će im uštedeti vreme ili trud.)
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BAD_LINE_M:When respondents are asked to rank seven media in terms of their value as a source of advertising, the web was placed near the bottom.
BAD_LINE_M:Kada je trebalo da navedu sedam medija u smislu njihove vrednosti kao izvora reklame, ispitanici su mrežu postavili skoro na kraj liste.
BAD_LINE_E:When respondents are asked to rank seven media in terms of their value as a source of advertising, the web was placed near the bottom.
BAD_LINE_E:Kada je trebalo da navedu sedam medija u smislu njihove vrednosti kao izvora reklame, ispitanici su mrežu postavili skoro na kraj liste. sovanje za tehnologiju uopšte i korist koju ona može da pruži, posebno ako misle da će im uštedeti vreme ili trud.
MATCH@M:(The researcher compared Internet users and non-users to determine if there were differences between these two sectors in their attitudes towards technology and information versus entertainment needs.===>Da bi utvrdio da li postoje razlike u stavovima prema tehnologiji i informacijama i prema potrebama za zabavom između korisnika mreže i onih koji je ne koriste ovaj istraživač je uporedio ove dve grupe ispitanika.)
MATCH@E:(The researcher compared Internet users and non-users to determine if there were differences between these two sectors in their attitudes towards technology and information versus entertainment needs.===>Takođe radije veruju da je tehnologija i značajna i zabavna.)
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BAD_LINE_M:The researcher compared Internet users and non-users to determine if there were differences between these two sectors in their attitudes towards technology and information versus entertainment needs.
BAD_LINE_M:Da bi utvrdio da li postoje razlike u stavovima prema tehnologiji i informacijama i prema potrebama za zabavom između korisnika mreže i onih koji je ne koriste ovaj istraživač je uporedio ove dve grupe ispitanika.
BAD_LINE_E:The researcher compared Internet users and non-users to determine if there were differences between these two sectors in their attitudes towards technology and information versus entertainment needs.
BAD_LINE_E:Takođe radije veruju da je tehnologija i značajna i zabavna.
MATCH@M:(He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time.===>Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere-sovanje za tehnologiju uopšte i korist koju ona može da pruži, posebno ako misle da će im uštedeti vreme ili trud.)
MATCH@E:(He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time.===>Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.)
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BAD_LINE_M:He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time.
BAD_LINE_M:Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere-sovanje za tehnologiju uopšte i korist koju ona može da pruži, posebno ako misle da će im uštedeti vreme ili trud.
BAD_LINE_E:He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time.
BAD_LINE_E:Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.
MATCH@M:(They were also more likely to think that technology was both important and fun.===>Takođe radije veruju da je tehnologija i značajna i zabavna.)
MATCH@E:(They were also more likely to think that technology was both important and fun.===>Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.)
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BAD_LINE_M:They were also more likely to think that technology was both important and fun.
BAD_LINE_M:Takođe radije veruju da je tehnologija i značajna i zabavna.
BAD_LINE_E:They were also more likely to think that technology was both important and fun.
BAD_LINE_E:Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.
MATCH@M:(Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.===>Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.)
MATCH@E:(Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.===>Da bi utvrdio da li postoje razlike u stavovima prema tehnologiji i informacijama i prema potrebama za zabavom između korisnika mreže i onih koji je ne koriste ovaj istraživač je uporedio ove dve grupe ispitanika.)
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BAD_LINE_M:Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.
BAD_LINE_M:Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.
BAD_LINE_E:Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.
BAD_LINE_E:Da bi utvrdio da li postoje razlike u stavovima prema tehnologiji i informacijama i prema potrebama za zabavom između korisnika mreže i onih koji je ne koriste ovaj istraživač je uporedio ove dve grupe ispitanika.
MATCH@M:(A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based.===>Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.)
MATCH@E:(A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based.===>Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere Planiranje internet prezentacije ne znači samo kupiti veb sajt.)
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BAD_LINE_M:A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based.
BAD_LINE_M:Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.
BAD_LINE_E:A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based.
BAD_LINE_E:Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere Planiranje internet prezentacije ne znači samo kupiti veb sajt.
MATCH@M:(Planning for an Internet presence requires more than just purchasing a web site.===>Planiranje internet prezentacije ne znači samo kupiti veb sajt.)
MATCH@E:(Planning for an Internet presence requires more than just purchasing a web site.===>)
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BAD_LINE_M:Planning for an Internet presence requires more than just purchasing a web site.
BAD_LINE_M:Planiranje internet prezentacije ne znači samo kupiti veb sajt.
BAD_LINE_E:Planning for an Internet presence requires more than just purchasing a web site.
BAD_LINE_E:
MATCH@M:(Planning for an Internet means to think about how the Internet will fit with firm's current promotional mix.===>Planiranje interneta znači i da treba razmisliti kako će se internet uklopiti u važeći promotivni miks firme.)
MATCH@E:(Planning for an Internet means to think about how the Internet will fit with firm's current promotional mix.===>Planiranje interneta znači i da treba razmisliti kako će se internet uklopiti u važeći promotivni miks firme.)
MATCH@M:(In order to assess respondent's attitudes towards Internet advertising, it is necessary to calculate the Average answers for both Male and Female.===>Da bi se ocenili stavovi ispitanika prema oglašavanju putem interneta, potrebno je izračunati prosečne odgovore i za žensku i za mušku populaciju.)
MATCH@E:(In order to assess respondent's attitudes towards Internet advertising, it is necessary to calculate the Average answers for both Male and Female.===>Da bi se ocenili stavovi ispitanika prema oglašavanju putem interneta, potrebno je izračunati prosečne odgovore i za žensku i za mušku populaciju.)
MATCH@M:(Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively.===>Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.)
MATCH@E:(Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively.===>Tabela (4): ~~~ Distribucija prosečnih odgovora Godina Bankarski sektor Sektor osiguranja Muški @enski Muški @enski Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.)
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BAD_LINE_M:Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively.
BAD_LINE_M:Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.
BAD_LINE_E:Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively.
BAD_LINE_E:Tabela (4): ~~~ Distribucija prosečnih odgovora Godina Bankarski sektor Sektor osiguranja Muški @enski Muški @enski Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.
MATCH@M:(X2, y2: represents the average answer for Females groups in the Banking and Insurance sectors respectively.===>X2, y2 predstavljaju prosečne odgovore ženskog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.)
MATCH@E:(X2, y2: represents the average answer for Females groups in the Banking and Insurance sectors respectively.===>X2, y2 predstavljaju prosečne odgovore ženskog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.)
MATCH@M:(The results reveal that most of the participants score low on the importance of advertising using the Internet or display a low belief on the usefulness of Internet advertising, as the value of (t) is ( -0.113) which did not exceed the required value of statistical significance.===>Rezultati pokazuju da većina ispitanika nema posebno visoko mišljenje o značaju oglašavanja putem interneta, odnosno nemaju mnogo vere da je oglašavanje na internetu korisno, pošto vrednost (t) iznosi (0,113), što ne prelazi vrednost koja bi bila statistički značajna.)
MATCH@E:(X, y: represents the total average answer of the selected sample in both sectors. ~~~ Then: X = X1 + X2 y = y1 + y2 The results reveal that most of the participants score low on the importance of advertising using the Internet or display a low belief on the usefulness of Internet advertising, as the value of (t) is ( -0.113) which did not exceed the required value of statistical significance.===>X, y predstavljaju ukupni prosečni odgovor izabranog uzorka u oba sektora. Onda: X = X1 + X2 y = y1 + y2 Rezultati pokazuju da većina ispitanika nema posebno visoko mišljenje o značaju oglašavanja putem interneta, odnosno nemaju mnogo vere da je oglašavanje na internetu korisno, pošto vrednost (t) iznosi (0,113), što ne prelazi vrednost koja bi bila statistički značajna.)
MATCH@M:(To be sure that the above result is not a temporarely phenomenon, the researcher apply the same procedures on another sample which consisted of (60) officials from both sectors and applying the same criteria.===>Da bi bio siguran da ovo nije samo privremena pojava, ovaj istraživač je sproveo isti postupak na još jednom uzorku koji je obuhvatio 60 zvaničnika iz oba sektora i primenio iste kriterijume.)
MATCH@E:(To be sure that the above result is not a temporarely phenomenon, the researcher apply the same procedures on another sample which consisted of (60) officials from both sectors and applying the same criteria.===>Da bi bio siguran da ovo nije samo privremena pojava, ovaj istraživač je sproveo isti postupak na još jednom uzorku koji je obuhvatio 60 zvaničnika iz oba sektora i primenio iste kriterijume.)
MATCH@M:(The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates.===>Rezultati ove studije zavisili su od metoda koji je pri-menjen, uzorka i dinamičnosti okruženja u kome se poslovanje odvija.)
MATCH@E:(Limitation of the study The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates.===>)
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BAD_LINE_M:The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates.
BAD_LINE_M:Rezultati ove studije zavisili su od metoda koji je pri-menjen, uzorka i dinamičnosti okruženja u kome se poslovanje odvija.
BAD_LINE_E:Limitation of the study The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates.
BAD_LINE_E:
MATCH@M:(The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing.===>Ovaj istraživač veruje da ovakvi zaključci preovlađuju i u drugim uslužnim delatnosti-ma u drugim emiratima u UAR, pošto je okruženje svuda otprilike isto.)
MATCH@E:(The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing.===>)
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BAD_LINE_M:The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing.
BAD_LINE_M:Ovaj istraživač veruje da ovakvi zaključci preovlađuju i u drugim uslužnim delatnosti-ma u drugim emiratima u UAR, pošto je okruženje svuda otprilike isto.
BAD_LINE_E:The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing.
BAD_LINE_E:
MATCH@M:(However this needs further investigation.===>Ipak, potrebna su dalja istraživanja.)
MATCH@E:(However this needs further investigation.===>)
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BAD_LINE_M:However this needs further investigation.
BAD_LINE_M:Ipak, potrebna su dalja istraživanja.
BAD_LINE_E:However this needs further investigation.
BAD_LINE_E:
MATCH@M:(Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be.===>Ova studija ipak ima ograničenja i nedostataka; uglavnom zato što baza podataka nije toliko pouzdana koliko bi istraživač želeo da bude.)
MATCH@E:(Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be.===>Izračunata sredina, standardna devijacija i odstupanje za ovaj drugi uzorak su sledeći:)
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BAD_LINE_M:Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be.
BAD_LINE_M:Ova studija ipak ima ograničenja i nedostataka; uglavnom zato što baza podataka nije toliko pouzdana koliko bi istraživač želeo da bude.
BAD_LINE_E:Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be.
BAD_LINE_E:Izračunata sredina, standardna devijacija i odstupanje za ovaj drugi uzorak su sledeći:
MATCH@M:(Data on advertising expenses through the Internet are unavailable or missing.===>Podaci o troškovima oglašavanja na internetu ili nisu dostupni ili nedostaju.)
MATCH@E:(Data on advertising expenses through the Internet are unavailable or missing.===>)
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BAD_LINE_M:Data on advertising expenses through the Internet are unavailable or missing.
BAD_LINE_M:Podaci o troškovima oglašavanja na internetu ili nisu dostupni ili nedostaju.
BAD_LINE_E:Data on advertising expenses through the Internet are unavailable or missing.
BAD_LINE_E:
MATCH@M:(Therefore, the results presented in this research should be interpreted in the light of these limitations.===>Stoga rezultate ovog istraživanja treba tumačiti u svetlu ovih ograničenja.)
MATCH@E:(Therefore, the results presented in this research should be interpreted in the light of these limitations.===>)
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BAD_LINE_M:Therefore, the results presented in this research should be interpreted in the light of these limitations.
BAD_LINE_M:Stoga rezultate ovog istraživanja treba tumačiti u svetlu ovih ograničenja.
BAD_LINE_E:Therefore, the results presented in this research should be interpreted in the light of these limitations.
BAD_LINE_E:
MATCH@M:(The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience.===>Ovaj istraživač veruje da postoje unutrašnji faktori koji izazivaju tako negativne stavove, na primer, nedostatak iskustva.)
MATCH@E:(The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience.===>)
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BAD_LINE_M:The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience.
BAD_LINE_M:Ovaj istraživač veruje da postoje unutrašnji faktori koji izazivaju tako negativne stavove, na primer, nedostatak iskustva.
BAD_LINE_E:The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience.
BAD_LINE_E:
MATCH@M:(Such expectations need further studies.===>Ovakva očekivanja takođe zahteva-ju dodatna istraživanja.)
MATCH@E:(Such expectations need further studies.===>)
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BAD_LINE_M:Such expectations need further studies.
BAD_LINE_M:Ovakva očekivanja takođe zahteva-ju dodatna istraživanja.
BAD_LINE_E:Such expectations need further studies.
BAD_LINE_E:
MATCH@M:(The principle question raised in this paper is what impact does advertising have through the usage of the Internet.===>Osnovno pitanje na koje je ovaj rad trebalo da odgovori jeste kakav je uticaj oglašavanja putem interneta.)
MATCH@E:(7. ~~~ Conclusions The principle question raised in this paper is what impact does advertising have through the usage of the Internet.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The principle question raised in this paper is what impact does advertising have through the usage of the Internet.
BAD_LINE_M:Osnovno pitanje na koje je ovaj rad trebalo da odgovori jeste kakav je uticaj oglašavanja putem interneta.
BAD_LINE_E:7. ~~~ Conclusions The principle question raised in this paper is what impact does advertising have through the usage of the Internet.
BAD_LINE_E:
MATCH@M:(This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries.===>Ova studija bacila je malo svetlosti na stavove menadžera o uticaju interneta kao instrumenta oglašavanja u delatnostima u oblasti usluga.)
MATCH@E:(This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries.===>)
BAD_LINE_=============================================================
BAD_LINE_M:This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries.
BAD_LINE_M:Ova studija bacila je malo svetlosti na stavove menadžera o uticaju interneta kao instrumenta oglašavanja u delatnostima u oblasti usluga.
BAD_LINE_E:This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries.
BAD_LINE_E:
MATCH@M:(The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance).===>Glavni zaključak jeste da obim primene interneta kao medija zavisi od shva-tanja menadžmenta o efektivnosti njihovih veb sajto-va kao instrumenata marketinga, posebno u oblasti uslužnih delatnosti (t.j., bankarstva i osiguranja).)
MATCH@E:(The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance).===>)
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BAD_LINE_M:The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance).
BAD_LINE_M:Glavni zaključak jeste da obim primene interneta kao medija zavisi od shva-tanja menadžmenta o efektivnosti njihovih veb sajto-va kao instrumenata marketinga, posebno u oblasti uslužnih delatnosti (t.j., bankarstva i osiguranja).
BAD_LINE_E:The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance).
BAD_LINE_E:
MATCH@M:(Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising.===>Ispitanici obuhvaćeni ovom studijom izrazili su prilično negativan stav prema on-line oglašavanju i veruju da će korisnici interneta radije reagovati na ciljano nego na neciljano oglašavanje.)
MATCH@E:(Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising.===>)
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BAD_LINE_M:Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising.
BAD_LINE_M:Ispitanici obuhvaćeni ovom studijom izrazili su prilično negativan stav prema on-line oglašavanju i veruju da će korisnici interneta radije reagovati na ciljano nego na neciljano oglašavanje.
BAD_LINE_E:Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising.
BAD_LINE_E:
MATCH@M:(In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most crucial issues, thereby implying faster and cheaper to world markets.===>Na današnjem veoma konkurentnom tržištu veb sajto-vi mogu da predstavljaju efektivne instrumente marketinga i stoga su posvećenost menadžmenta i uočene koristi najvažnija pitanja, pošto se tako brže i jeftinije stiže na svetska tržišta.)
MATCH@E:(In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most cru cial issues, thereby implying faster and cheaper to world markets.===>)
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BAD_LINE_M:In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most crucial issues, thereby implying faster and cheaper to world markets.
BAD_LINE_M:Na današnjem veoma konkurentnom tržištu veb sajto-vi mogu da predstavljaju efektivne instrumente marketinga i stoga su posvećenost menadžmenta i uočene koristi najvažnija pitanja, pošto se tako brže i jeftinije stiže na svetska tržišta.
BAD_LINE_E:In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most cru cial issues, thereby implying faster and cheaper to world markets.
BAD_LINE_E:
MATCH@M:(The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment.===>Ovaj istraživač smatra da su ovakvi stavovi zdravi stavovi i da firme treba da ih podstiču pošto i oni predstavljaju vrstu investicije.)
MATCH@E:(The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment.===>)
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BAD_LINE_M:The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment.
BAD_LINE_M:Ovaj istraživač smatra da su ovakvi stavovi zdravi stavovi i da firme treba da ih podstiču pošto i oni predstavljaju vrstu investicije.
BAD_LINE_E:The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment.
BAD_LINE_E:
MATCH@M:(While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted.===>Poznato je da što je interaktivnost veća, veb sajt je popularniji, ali za firme obuhvaćene uzorkom interaktiv-nost ne podstiče uvek efektivnost u oglašavanju, pošto može da prekine proces ubeđivanja, posebno kada je reklama ciljana.)
MATCH@E:(While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted.===>)
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BAD_LINE_M:While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted.
BAD_LINE_M:Poznato je da što je interaktivnost veća, veb sajt je popularniji, ali za firme obuhvaćene uzorkom interaktiv-nost ne podstiče uvek efektivnost u oglašavanju, pošto može da prekine proces ubeđivanja, posebno kada je reklama ciljana.
BAD_LINE_E:While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted.
BAD_LINE_E:
MATCH@M:(The researcher's recommendation in this context is that firms should develop and evaluate a web-based methodology for evaluating the effectiveness of promotional websites, such as studying business-to-business advertising through mentioning or stimulating the website in print advertising and if successfully increasing site traffic significantly.===>Preporuka istraživača u ovom kontekstu bila bi da firma treba da razvija i ocenjuje metodologiju zasnovanu na primeni mreže da bi ocenjivala efektivnost promotivnih veb sajtova, kao što su oglašavanje između firmi tako što bi se pomenuo ili stimulisao veb sajt u štampanoj reklami i ukoliko to donese uspeh, značajno ubrzao promet na sajtu.)
MATCH@E:(The researcher's recommendation in this context is that firms should develop and evaluate a web-based methodology for evaluating the effectiveness of promotional websites, such as studying business-to-business advertising through mentioning or stimulating the website in print advertising and if successfully increasing site traffic significantly.===>Tabela (5) Statistički zaključci za oba sektora Preporuka istraživača u ovom kontekstu bila bi da firma treba da razvija i ocenjuje metodologiju zasnovanu na primeni mreže da bi ocenjivala efektivnost promotivnih veb sajtova, kao što su oglašavanje između firmi tako što bi se pomenuo ili stimulisao veb sajt u štampanoj reklami i ukoliko to donese uspeh, značajno ubrzao promet na sajtu.)
MATCH@M:(Overall, in the UAE, as a developing country, Internet advertising is still a growth area within marketing communications, despite the justifiable reaction against earlier overoptimistic expectations.===>Uopšteno, u UAR kao zemlji u razvoju, oglašavanje putem interneta je još uvek oblast u razvoju u marketing komunikaciji, upr-kos opravdanim reakcijama na ranija previše optimistička očekivanja.)
MATCH@E:(Overall, in the UAE, as a developing country, Internet advertising is still a growth area within marketing communications, despite the justifiable reaction against earlier overoptimistic expectations.===>Uopšteno, u UAR kao zemlji u razvoju, oglašavanje putem interneta je još uvek oblast u razvoju u marketing komunikaciji, uprkos opravdanim reakcijama na ranija previše optimistička očekivanja.)
MATCH@M:(Marketers are still learning how to use it in terms of marketing strategy, creative execution and evaluation.===>Marketari još uvek uče kako da koriste internet u smislu marketinške strategije, kreativnog izvođenja i ocenjivanja.)
MATCH@E:(Marketers are still learning how to use it in terms of marketing strategy, creative execution and evaluation.===>Marketari još uvek uče kako da koriste internet u smislu marketinške strategije, kreativnog izvođenja i ocenjivanja.)
MATCH@M:(Surely,one of the crucial processes is the transition of economies of most undeveloped countries and their transformation towards the market way of doing business.===>Svakako, jedan od najznačajnijih procesa je tranzicija privreda većeg broja nerazvijenih zemalja i njihova transformacija ka tržišnom načinu privređivanja.)
MATCH@E:(Surely,one of the crucial processes is the transition of economies of most undeveloped countries and their transformation towards the market way of doing business.===>Svakako, jedan od najznačajnijih procesa je tranzicija privreda većeg broja nerazvijenih zemalja i njihova transformacija ka tržišnom načinu privređivanja.)
MATCH@M:(Many international institutions, with the International Monetary Fund being ahead, were following and helping the described processes.===>Mnoge međunarodne institucije, na čelu sa Međunarodnim monetarnim fondom pratile su i pomagale opisane procese.)
MATCH@E:(Many international institutions, with the International Monetary Fund being ahead, were following and helping the described processes.===>Mnoge međunarodne institucije, na čelu sa Međunarodnim monetarnim fondom pratile su i pomagale opisane procese.)
MATCH@M:(The purpose of this paper is to show the main goals, tasks, organizational structure and the way of functioning of the big and first of all very important international financial institution such as the IMF.===>Svrha ovog rada je da prikaže osnovne ciljeve, zadatke, organizacinu strukturu i način funkcionisanja velike i nadasve značajne međunarodne finansijske institucije kakva je MMF.)
MATCH@E:(The purpose of this paper is to show the main goals, tasks, organizational structure and the way of functioning of the big and first of all very important international financial institution such as the IMF.===>Svrha ovog rada je da prikaže osnovne ciljeve, zadatke, organizacinu strukturu i način funkcionisanja velike i nadasve značajne međunarodne finansijske institucije kakva je MMF.)
MATCH@M:(Also, there will be described the ways in which the IMF forms its financial sources as well as the possibilities of the member countries to use these sources.===>Biće opisani načini na koje MMF formira svoje izvore sredstava kao i mogućnosti zemalja članica da koriste sredstva fonda.)
MATCH@E:(Also, there will be described the ways in which the IMF forms its financial sources as well as the possibilities of the member countries to use these sources.===>Biće opisani načini na koje MMF formira svoje izvore sredstava kao i mogućnosti zemalja članica da koriste sredstva fonda.)
MATCH@M:(The main aim of this work is to present the positive sides of the Fund doing the business, but also to point out the restrictive policy by which the Fund is directed in approving financial resources, and which is criticized a lot.===>Prevashodni cilj rada je da istakne pozitivnosti u radu fonda ali i da ukaže na politiku uslovljenosti kojom se fond rukovodi pri odobravanju finansijskih sredstava,a koja je predmet mnogobrojnih kritika.)
MATCH@E:(The main aim of this work is to present the positive sides of the Fund doing the business, but also to point out the restrictive policy by which the Fund is directed in approving financial resources, and which is criticized a lot.===>Prevashodni cilj rada je da istakne pozitivnosti u radu fonda ali i da ukaže na politiku uslovljenosti kojom se fond rukovodi pri odobravanju finansijskih sredstava,a koja je predmet mnogobrojnih kritika.)
MATCH@M:(Another aim of this text is to show, in its final consideration, the relationship between the IMF and the countries in transition with a special regard to the relationship towards this country.===>Takođe, cilj rada je i da ukaže na odnos MMF-a prema zemljama u tranziciji, sa posebnim osvrtom na odnos prema našoj zemlji.)
MATCH@E:(Another aim of this text is to show, in its final consideration, the relationship between the IMF and the countries in transition with a special regard to the relationship towards this country. ~~~ 1.===>Takođe, cilj rada je i da ukaže na odnos MMF-a prema zemljama u tranziciji, sa posebnim osvrtom na odnos prema našoj zemlji. 1.)
MATCH@M:(Numerous and varied economic changes have had a significant impact upon the transformation of the overall world economy for decades.===>Mnogobrojne i raznovrsne ekonomske promene, značajno su uticale na transformaciju ukupne svetske privrede u poslednjih par decenija.)
MATCH@E:(Introdukcion Numerous and varied economic changes have had a significant impact upon the transformation of the overall world economy for decades.===>Uvod Mnogobrojne i raznovrsne ekonomske promene, značajno su uticale na transformaciju ukupne svetske privrede u poslednjih par decenija.)
MATCH@M:(We have witnessed the restructuring processes of the economies of many a socialist country, which abandon the so far planned and rigid method of business doing to implement more flexible and market oriented one.===>Svedoci smo procesa prestruktuiranja privreda velikog broja socijalističkih zemalja, koje dosadašnji planski i rigidan način privređivanja zamenjuju fleksibilnijim i tržišno orijenti-sanim.)
MATCH@E:(We have witnessed the restructuring processes of the economies of many a socialist country, which abandon the so far planned and rigid method of business doing to implement more flexible and market oriented one.===>Svedoci smo procesa prestruktuiranja privreda velikog broja socijalističkih zemalja, koje dosadašnji planski i rigidan način privređivanja zamenjuju fleksibilnijim i tržišno orijentisanim.)
MATCH@M:(Along this long and tiresome path, the developing countries encounter a large number of problems, the majority of which are of financial nature.===>Na tom dugotrajnom i napornom putu, zemlje u razvoju nailaze na mnoge probleme od kojih je ve-čina finansijske prirode.)
MATCH@E:(Along this long and tiresome path, the developing countries encounter a large number of problems, the majority of which are of financial nature.===>Na tom dugotrajnom i napornom putu, zemlje u razvoju nailaze na mnoge probleme od kojih je većina finansijske prirode.)
MATCH@M:(It is very important that these countries receive “generous“ aid, primarily financial, but technical and structural as well.===>Veoma je bitno ovim zemljama pružiti „velikodušnu“ pomoč, pre svega finansijsku ali i onu tehničke i strukturne prirode.)
MATCH@E:(It is very important that these countries receive generous aid, primarily financial, but technical and structural as well.===>Veoma je bitno ovim zemljama pružiti velikodušnu pomoć, pre svega finansijsku ali i onu tehničke i strukturne prirode.)
MATCH@M:(The entire international monetary system should monitor and support the transition processes and the restructuring of national economies and show them the way into a safer and better future.===>Celokupan međunarodni monetarni sistem treba da prati i podržava procese tranzicije i prestruktuiranja nacionalnih privreda i da ih vodi u bolju i svetliju budučnost.)
MATCH@E:(The entire international monetary system should monitor and support the transition processes and the restructuring of national economies and show them the way into a safer and better future.===>Celokupan međunarodni monetarni sistem treba da prati i podržava procese tranzicije i prestruktuiranja nacionalnih privreda i da ih vodi u bolju i svetliju budućnost.)
MATCH@M:(The international monetary system cannot be discussed, without mentioning a notion of monetary standard.===>Kada govorimo o međunarodnom monetarnom sistemu neizostavno moramo spomenuti pojam monetarnog standarda.)
MATCH@E:(The international monetary system cannot be discussed, without mentioning a notion of monetary standard.===>Kada govorimo o međunarodnom monetarnom sistemu neizostavno moramo spomenuti pojam monetar nog standarda.)
MATCH@M:(In the beginning, the monetary standard meant a certain quantity of gold or silver representing other currencies and into which any currency could be converted.===>Monetarni standard je u početku označavao određenu težinu zlata ili srebra koja je reprezen-tovala druge valute i u koju su se mogle menjati sve novčane jedinice.)
MATCH@E:(In the beginning, the monetary standard meant a certain quantity of gold or silver representing other currencies and into which any currency could be converted.===>Monetarni standard je u početku označavao određenu težinu zlata ili srebra koja je reprezentovala druge valute i u koju su se mogle menjati sve novčane jedinice.)
MATCH@M:(The later period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.===>U kasnijem periodu razvoja celoku-pog međunarodnog monetarnog sistema, promenilo se i samo značenje monetarnog standarda koji sada predstavlja skup svih institucija i različitih načina plaćanja koji se primenjuju u izmirivanju međunarodnih dugova i naplati međunarodnih potraživanja.)
MATCH@E:(The later period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.===>U kasnijem periodu razvoja celokupog međunarodnog monetarnog sistema, promenilo se i samo značenje monetarnog standarda koji sada predstavlja skup svih institucija i različitih načina plaćanja koji se primenjuju u izmirivanju međunarodnih dugova i naplati međunarodnih potraživanja.)
MATCH@M:(The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country.===>Pomenuto tumačenje se odnosi na međunarodni aspekt monetarnog standarda, ali je bitno naglasiti da se on isto tako može odnositi i na domaće institucije i načine plaćanja pri regulisanju transakcija u okvirima jedne zemlje.)
MATCH@E:(The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country.===>Pomenuto tumačenje se odnosi na međunarodni aspekt monetarnog standarda, ali je bitno naglasiti da se on isto tako može odnositi i na domaće institucije i načine plaćanja pri regulisanju transakcija u okvirima jedne zemlje.)
MATCH@M:(It is important to mention other international monetary conventions, unions, regional trusts, clearing organizations etc. too. They are also active within the international monetary system and facilitate its work.===>Bitno je spomenuti i ostale međunarodne monetarne konvencije, unije, regionalne fondove, klirinške organizacije itd. koje takođe posluju u okviru međunarodnog monetarnog sistema i olakšavaju njegovo funkci-onisanje.)
MATCH@E:(It is important to mention other international monetary conventions, unions, regional trusts, clearing organizations etc. too. ~~~ They are also active within the international monetary system and facilitate its work.===>Međunarodni monetarni fond (International Monetary Fund), Evropska centralna banka (European Central Bank) i Banka za međunarodna poravnanja (Bank for International Settlements).)
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BAD_LINE_M:It is important to mention other international monetary conventions, unions, regional trusts, clearing organizations etc. too. They are also active within the international monetary system and facilitate its work.
BAD_LINE_M:Bitno je spomenuti i ostale međunarodne monetarne konvencije, unije, regionalne fondove, klirinške organizacije itd. koje takođe posluju u okviru međunarodnog monetarnog sistema i olakšavaju njegovo funkci-onisanje.
BAD_LINE_E:It is important to mention other international monetary conventions, unions, regional trusts, clearing organizations etc. too. ~~~ They are also active within the international monetary system and facilitate its work.
BAD_LINE_E:Međunarodni monetarni fond (International Monetary Fund), Evropska centralna banka (European Central Bank) i Banka za međunarodna poravnanja (Bank for International Settlements).
MATCH@M:(Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.===>Zajedničko svim ovim organizacijama je to da su prihvatile razne obračunske jedinice i da odobravaju kratkoročne pozajmice - kredite zemljama članicama radi uravnoteženja platnih bilansa i reguli-sanja međunarodnih plaćanja po osnovu izmirenja obaveza i naplate potraživanja.)
MATCH@E:(Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.===>Bitno je spomenuti i ostale međunarodne monetarne konvencije, unije, regionalne fondove, klirinške organizacije itd. koje takođe posluju u okviru međunarodnog monetarnog sistema i olakšavaju njegovo funkcionisanje.)
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BAD_LINE_M:Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.
BAD_LINE_M:Zajedničko svim ovim organizacijama je to da su prihvatile razne obračunske jedinice i da odobravaju kratkoročne pozajmice - kredite zemljama članicama radi uravnoteženja platnih bilansa i reguli-sanja međunarodnih plaćanja po osnovu izmirenja obaveza i naplate potraživanja.
BAD_LINE_E:Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.
BAD_LINE_E:Bitno je spomenuti i ostale međunarodne monetarne konvencije, unije, regionalne fondove, klirinške organizacije itd. koje takođe posluju u okviru međunarodnog monetarnog sistema i olakšavaju njegovo funkcionisanje.
MATCH@M:(Today, the IMF is an organization of more than 180 member countries, mostly developning countries, and is one of the most important international financial institutions.===>Danas, MMF ima više od 180 zemalja članica, od kojih su većina zemlje u razvoju, i predstavlja jednu od najzačajnijih međunarodnih finansijskih institucija.)
MATCH@E:(Today, the IMF is an organization of more than 180 member countries, mostly developning countries, and is one of the most important international financial institutions.===>Fond treba da prevaziđe šablonizam pri pružanju pomoći svojim članicama i da smanji uticaj visoko razvijenih zemalja pri donošenju značajnih odluka. 2.)
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BAD_LINE_M:Today, the IMF is an organization of more than 180 member countries, mostly developning countries, and is one of the most important international financial institutions.
BAD_LINE_M:Danas, MMF ima više od 180 zemalja članica, od kojih su većina zemlje u razvoju, i predstavlja jednu od najzačajnijih međunarodnih finansijskih institucija.
BAD_LINE_E:Today, the IMF is an organization of more than 180 member countries, mostly developning countries, and is one of the most important international financial institutions.
BAD_LINE_E:Fond treba da prevaziđe šablonizam pri pružanju pomoći svojim članicama i da smanji uticaj visoko razvijenih zemalja pri donošenju značajnih odluka. 2.
MATCH@M:(Of course, we can also state that this is an organization that, on one hand, was largely praised for its activities, however, on the other hand, its business strategy has often been severaly criticized and contested, both in scientific literature and in diplomatic circles.===>Svakako, možemo reći da je to organizacija koja je sa jedne strane dobila najveći broj pohvala za svoj rad, ali sa druge strane, strategija njenog poslovanja je veoma često oštro kritikovana i osporavana, kako u naučnoj literaturi tako i u diplomatskim krugovima.)
MATCH@E:(Of course, we can also state that this is an organization that, on one hand, was largely praised for its activities, however, on the other hand, its business strategy has often been severaly criticized and contested, both in scientific literature and in diplomatic circles. ~~~ 1.1.===>Na međunarodnoj monetarnoj konferenciji u Breton Vudsu, jula 1944. godine, prisutni predstavnici 44 svetske zemlje sklopili su dogovor o osnivanju specijalizovane agencije Ujedinjenih nacija, koja je nazvana Međunarodni monetarni fond i za čije sedište je određen Vašington.)
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BAD_LINE_M:Of course, we can also state that this is an organization that, on one hand, was largely praised for its activities, however, on the other hand, its business strategy has often been severaly criticized and contested, both in scientific literature and in diplomatic circles.
BAD_LINE_M:Svakako, možemo reći da je to organizacija koja je sa jedne strane dobila najveći broj pohvala za svoj rad, ali sa druge strane, strategija njenog poslovanja je veoma često oštro kritikovana i osporavana, kako u naučnoj literaturi tako i u diplomatskim krugovima.
BAD_LINE_E:Of course, we can also state that this is an organization that, on one hand, was largely praised for its activities, however, on the other hand, its business strategy has often been severaly criticized and contested, both in scientific literature and in diplomatic circles. ~~~ 1.1.
BAD_LINE_E:Na međunarodnoj monetarnoj konferenciji u Breton Vudsu, jula 1944. godine, prisutni predstavnici 44 svetske zemlje sklopili su dogovor o osnivanju specijalizovane agencije Ujedinjenih nacija, koja je nazvana Međunarodni monetarni fond i za čije sedište je određen Vašington.
MATCH@M:(In a nutshell, the basic task of the IMF is to aid member countries that suffer financial problems and are faced with the balance of payment deficits.===>Najkraće rečeno, osnovni zadatak MMF-a je da pruža pomoć zemljama članicama koje imaju finansijskih problema i koje su suočene sa platnobilansnim deficitima.)
MATCH@E:(The IMFs tasks and objectives In a nutshell, the basic task of the IMF is to aid member countries that suffer financial problems and are faced with the balance of payment deficits.===>Statut MMF-a je usvojen decembra 1945.godine i prihvatajući njegove odredbe zemlje članice su se složile da nadzor i upravljanje u tri važne svere vodi MMF, i to:)
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BAD_LINE_M:In a nutshell, the basic task of the IMF is to aid member countries that suffer financial problems and are faced with the balance of payment deficits.
BAD_LINE_M:Najkraće rečeno, osnovni zadatak MMF-a je da pruža pomoć zemljama članicama koje imaju finansijskih problema i koje su suočene sa platnobilansnim deficitima.
BAD_LINE_E:The IMFs tasks and objectives In a nutshell, the basic task of the IMF is to aid member countries that suffer financial problems and are faced with the balance of payment deficits.
BAD_LINE_E:Statut MMF-a je usvojen decembra 1945.godine i prihvatajući njegove odredbe zemlje članice su se složile da nadzor i upravljanje u tri važne svere vodi MMF, i to:
MATCH@M:(Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and “revive“ their economies.===>Pomenute zemlje nemaju dovoljno sredstava za izmirenje sopstvenih dugova pa se nadaju da će uz do-bijenu pomoć od strane MMF-a definisati i sprovesti niz stabilizacionih mera i „preporoditi“ svoje privrede.)
MATCH@E:(Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and revive their economies.===>Š1, str. 163Ë u pravilima u vezi sa politikom deviznih kurseva i ograničenjima u pogledu plaćanja po tekućim platnobilansnim transakcijama, u obezbeđivanju zemljama članicama finansijskih sredstava u ispravljanju i sprečavanju platnobilansne neravnoteže i u obezbeđivanju foruma u kojem zemlje članice mogu da se međusobno konsultuju i sarađuju u vezi međunarodnih monetarnih pitanja.)
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BAD_LINE_M:Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and “revive“ their economies.
BAD_LINE_M:Pomenute zemlje nemaju dovoljno sredstava za izmirenje sopstvenih dugova pa se nadaju da će uz do-bijenu pomoć od strane MMF-a definisati i sprovesti niz stabilizacionih mera i „preporoditi“ svoje privrede.
BAD_LINE_E:Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and revive their economies.
BAD_LINE_E:Š1, str. 163Ë u pravilima u vezi sa politikom deviznih kurseva i ograničenjima u pogledu plaćanja po tekućim platnobilansnim transakcijama, u obezbeđivanju zemljama članicama finansijskih sredstava u ispravljanju i sprečavanju platnobilansne neravnoteže i u obezbeđivanju foruma u kojem zemlje članice mogu da se međusobno konsultuju i sarađuju u vezi međunarodnih monetarnih pitanja.
MATCH@M:(The Fund’s task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems.===>Takođe, zadatak fonda je da gradi odnose poverenja sa svojim članovima i bude što objektivniji u razmatranju i rešavanju njihovih problema.)
MATCH@E:(The Funds task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems.===>Danas, MMF ima više od 180 zemalja članica, od kojih su većina zemlje u razvoju, i predstavlja jednu od najzačajnijih međunarodnih finansijskih institucija.)
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BAD_LINE_M:The Fund’s task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems.
BAD_LINE_M:Takođe, zadatak fonda je da gradi odnose poverenja sa svojim članovima i bude što objektivniji u razmatranju i rešavanju njihovih problema.
BAD_LINE_E:The Funds task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems.
BAD_LINE_E:Danas, MMF ima više od 180 zemalja članica, od kojih su većina zemlje u razvoju, i predstavlja jednu od najzačajnijih međunarodnih finansijskih institucija.
MATCH@M:(It is important that the Fund’s activities be flexible and adjustable to individual situations in every problem experiencing country.===>Bitno je da aktivnosti fonda budu fleksibilne i prilagodljive pojedinačnim situacijama u svakoj problematičnoj zemlji.)
MATCH@E:(It is important that the Funds activities be flexible and adjustable to individual situations in every problem experiencing country.===>Svakako, možemo reći da je to organizacija koja je sa jedne strane dobila najveći broj pohvala za svoj rad, ali sa druge strane, strategija njenog poslovanja je veoma često oštro kritikovana i osporavana, kako u naučnoj literaturi tako i u diplomatskim krugovima. 2.)
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BAD_LINE_M:It is important that the Fund’s activities be flexible and adjustable to individual situations in every problem experiencing country.
BAD_LINE_M:Bitno je da aktivnosti fonda budu fleksibilne i prilagodljive pojedinačnim situacijama u svakoj problematičnoj zemlji.
BAD_LINE_E:It is important that the Funds activities be flexible and adjustable to individual situations in every problem experiencing country.
BAD_LINE_E:Svakako, možemo reći da je to organizacija koja je sa jedne strane dobila najveći broj pohvala za svoj rad, ali sa druge strane, strategija njenog poslovanja je veoma često oštro kritikovana i osporavana, kako u naučnoj literaturi tako i u diplomatskim krugovima. 2.
MATCH@M:(The Fund is expected to avoid the fixed pattern in granting aid to its members and to reduce a too strong an impact of highly developed countries when important decisions are to be made.===>Fond treba da prevaziđe šablonizam pri pružanju pomoći svojim članicama i da smanji uticaj visoko razvijenih zemalja pri donošenju značajnih odluka.)
MATCH@E:(The Fund is expected to avoid the fixed pattern in granting aid to its members and to reduce a too strong an impact of highly developed countries when important decisions are to be made.===>Zadaci i ciljevi MMF-a Najkraće rečeno, osnovni zadatak MMF-a je da pruža pomoć zemljama članicama koje imaju finansijskih problema i koje su suočene sa platnobilansnim deficitima.)
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BAD_LINE_M:The Fund is expected to avoid the fixed pattern in granting aid to its members and to reduce a too strong an impact of highly developed countries when important decisions are to be made.
BAD_LINE_M:Fond treba da prevaziđe šablonizam pri pružanju pomoći svojim članicama i da smanji uticaj visoko razvijenih zemalja pri donošenju značajnih odluka.
BAD_LINE_E:The Fund is expected to avoid the fixed pattern in granting aid to its members and to reduce a too strong an impact of highly developed countries when important decisions are to be made.
BAD_LINE_E:Zadaci i ciljevi MMF-a Najkraće rečeno, osnovni zadatak MMF-a je da pruža pomoć zemljama članicama koje imaju finansijskih problema i koje su suočene sa platnobilansnim deficitima.
MATCH@M:(Whether the Fund is really devoted to achieving the above mentioned objectives and in which ways it embarks on accomplishing those tasks will be the subject of the following chapters of this paper.===>Da li fond zaista vodi računa o ostvarivanju prethodno navedenih ciljeva i na koji način pristupa njihovoj realizaciji, detaljnije ćemo razmotriti u nastavku rada.)
MATCH@E:(Whether the Fund is really devoted to achieving the above mentioned objectives and in which ways it embarks on accomplishing those tasks will be the subject of the following chapters of this paper. ~~~ 1.2.===>Da li fond zaista vodi računa o ostvarivanju prethodno navedenih ciljeva i na koji način pristupa njihovoj realizaciji, detaljnije ćemo razmotriti u nastavku rada. 2.)
MATCH@M:(The decisions made at the Assembly of Governors and the Executive board are binding for all the member countries.===>Odluke koje se donesu pri zasedanju skupštine guvernera i izvršnog odbora su obavezujućeg karaktera za sve zemlje članice.)
MATCH@E:(The decisions made at the Assembly of Governors and the Executive board are binding for all the member countries.===>Odluke koje se donesu pri zasedanju skupštine guvernera i izvršnog odbora su obavezujućeg karaktera za sve zemlje članice.)
MATCH@M:(The Executive Board is the instance where most conflicts arise among the countries on different levels of development and where the economic power based authority of one country often prevails over the force of arguments of the countries whose development level is lower.===>Izvršni odbor predstavlja mesto na kome dolazi do najviše sukoba zemalja na različitom stepenu razvoja i gde snaga zasnovana na ekonomskoj moći zemlje često nadjačava snagu argumenata slabije razvijenih zemalja.)
MATCH@E:(The Executive Board is the instance where most conflicts arise among the countries on dif ferent levels of development and where the economic power based authority of one country often prevails over the force of arguments of the countries whose development level is lower.===>Izvršni odbor predstavlja mesto na kome dolazi do najviše sukoba zemalja na različitom stepenu razvoja i gde snaga zasnovana na ekonomskoj moći zemlje često nadjačava snagu argumenata slabije razvijenih zemalja.)
MATCH@M:([6, p. 87C In its long history, the Fund has founded a number of subsidiary bodies that also contribute to the fund’s activities, and these are: the Interim Committee for the international monetary system issues, Group 5 and Group 7.===>[6, str.87] U dugom periodu postojanja, fond je osnovao i nekoliko sporednih organa koji svojim radom takođe značajno doprinose unapređenju poslovanja fonda, a to su: Privremeni komitet za pitanja međunarodnog monetarnog sistema, Grupa 5 i Grupa7.)
MATCH@E:(Š6, p. 87] In its long history, the Fund has founded a number of subsidiary bodies that also contribute to the funds activities, and these are: the Interim Committee for the international monetary system issues, Group 5 and Group 7.===>Š6, str.87Ë U dugom periodu postojanja, fond je osnovao i nekoliko sporednih organa koji svojim radom takođe značajno doprinose unapređenju poslovanja fonda, a to su: ~~~ Privremeni komitet za pitanja međunarodnog monetarnog sistema, Grupa 5 i Grupa7. 3.)
MATCH@M:(There is a number of well known methods the Fund uses in obtaining funds for financing.===>Postoji više poznatih načina koje fond primenjuje u postupku obezbeđivanja potrebnih finansijskih sredstava.)
MATCH@E:(2. ~~~ The IMF sources of financing There is a number of well known methods the Fund uses in obtaining funds for financing.===>Izvori sredstava MMF-a Postoji više poznatih načina koje fond primenjuje u postupku obezbeđivanja potrebnih finansijskih sredstava.)
MATCH@M:(It is very important that these sources be permanent, reliable and available at any moment.===>Veoma je bitno da ti izvori sredstava budu stalni, pouzdani i raspoloživi u svakom momentu.)
MATCH@E:(It is very important that these sources be permanent, reliable and available at any moment.===>Veoma je bitno da ti izvori sredstava budu stalni, pouzdani i raspoloživi u svakom momentu.)
MATCH@M:(Obviously, the most reliable source of financing is the quotes provided by the member countries, paid at the moment a country joins the Fund.===>Svakako, najsigurniji izvor finansiranja fonda su kvote zemalja članica, koje se uplaćuju prilikom pristupanja u članstvo fonda.)
MATCH@E:(Obviously, the most reliable source of financing is the quotes provided by the member countries, paid at the moment a country joins the Fund.===>Svakako, najsigurniji izvor finansiranja fonda su kvote zemalja članica, koje se uplaćuju prilikom pristupanja u članstvo fonda.)
MATCH@M:(Also important are the loans from the member countries, various rates and taxes short-term loans - credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables.===>Takođe bitni izvori sredstava su i pozajmice od zemalja članica, razne dažbine koje fond naplaćuje kao i dodatna sredstva međunarodne likvidnosti stvorena preko specijalnih prava vučenja.)
MATCH@E:(Also important are the loans from the member countries, various rates and taxes short-term loans credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables.===>Takođe bitni izvori sredstava su i pozajmice od zemalja članica, razne dažbine koje fond naplaćuje kao i dodatna sredstva međunarodne likvidnosti stvorena preko specijalnih prava vučenja. 3.)
MATCH@M:(The member countries with highest quotas, and consequently with the largest number of votes in the fund are: [8C===>Zemlje članice sa najvećim kvotama, a samim tim i sa najvećim brojem glasova u fondu su: [8])
MATCH@E:(The member countries with highest quotas, and consequently with the largest number of votes in the fund are: Š8] 1.===>Zemlje članice sa najvećim kvotama, a samim tim i sa najvećim brojem glasova u fondu su:)
MATCH@M:(On the basis of the above data, it is not difficult to see which countries have a final say in making all important decisions in the International Monetary Fund and why it is they who are against raising the quotas of other member countries.===>Na osnovu prethodnih podataka nije nam teško da zaključimo koje zemlje „vode glavnu reč“ pri donošenju svih bitnih odluka u Međunarodnom monetarnom fondu i zašto se upravo one protive povećanju veličine kvota drugih zemalja članica.)
MATCH@E:(Russia (2.8%) On the basis of the above data, it is not difficult to see which countries have a final say in making all important decisions in the International Monetary Fund and why it is they who are against raising the quotas of other member countries. ~~~ 3.2.===>Rusija (2,8%). ~~~ Na osnovu prethodnih podataka nije nam teško da zaključimo koje zemlje vode glavnu reč pri donošenju svih bitnih odluka u Međunarodnom monetarnom fondu i zašto se upravo one protive povećanju veličine kvota drugih zemalja članica. 3.)
MATCH@M:(It is true that the quotas of the member countries are a very reliable source of revenue and make the better part of the capital in the fund, however, the assets the fund borrows from various international monetary institutions, member countries and other creditors cannot be neglected.===>Činjenica je da su kvote zemalja članica veoma siguran izvor prihoda i čine većinu u ukupnom kapitalu fonda, ali nikako ne možemo zanemariti ni sredstva koja fond pozajmljuje od raznih međunarodnih monetarnih institucija, zemalja članica ili drugih kreditora.)
MATCH@E:(Loans granted by the fund It is true that the quotas of the member countries are a very reliable source of revenue and make the better part of the capital in the fund, however, the assets the fund borrows from various international monetary institutions, member countries and other creditors cannot be neglected.===>Pozajmice fonda Činjenica je da su kvote zemalja članica veoma siguran izvor prihoda i čine većinu u ukupnom kapitalu fonda, ali nikako ne možemo zanemariti ni sredstva koja fond pozajmljuje od raznih međunarodnih monetarnih institucija, zemalja članica ili drugih kreditora.)
MATCH@M:(The loans are by all means an important additional source of finances. As to the borrowing policy the Fund pursues, the rule is observed that full loans and unused credit lines should not exceed the limit of 50% - 60% of total quotas.===>Pozajmice su nesumnjivo značajan dopunski izvor finansiranja. [to se tiče politike pozajmljivanja kojom se fond rukovodi, zastupljeno je pravilo da ukupne pozajmice i neiskorišćene kreditne linije ne bi trebalo da prelaze iznos od 50%-60% ukupnih kvota.)
MATCH@E:(As to the borrowing policy the Fund pursues, the rule is observed that full loans and unused credit lines should not exceed the limit of 50% - 60% of total quotas.===>Što se tiče politike pozajmljivanja kojom se fond rukovodi, zastupljeno je pravilo da ukupne pozajmice i neiskorišćene kreditne linije ne bi trebalo da prelaze iznos od 50%-60% ukupnih kvota.)
MATCH@M:(The General arrangement to borrow (GAB) was concluded in 1962, between the IMF and ten highest developed countries in the world.===>Opšti aranžman za zaduživanje (General Arrangement to Borrow - GAB) je zaključen 1962. god. između MMF-a i tadašnjih deset najrazvijenijih zemalja sveta.)
MATCH@E:(The General arrangement to borrow (GAB) was concluded in 1962, between the IMF and ten highest developed countries in the world.===>Opšti aranžman za zaduživanje (General Arrangement to Borrow GAB) je zaključen 1962. god. između MMF-a i tadašnjih deset najrazvijenijih zemalja sveta.)
MATCH@M:(Switzerland was to join the arrangement later.===>Kasnije je pomenutom aranžmanu pristupila i [vajcarska.)
MATCH@E:(Switzerland was to join the arrangement later.===>Kasnije je pomenutom aranžmanu pristupila i Švajcarska.)
MATCH@M:(The fund was entitled to borrow the financial assets from eleven developed countries, according to the set conditions, at a market interest rate.===>Fond je imao mogućnost da pozajmljuje potrebna finansijska sredstva od jedanaest razvijenih zemalja i to prema dogovorenim uslovima, uz primenu tržišne kamatne stope.)
MATCH@E:(The fund was entitled to borrow the financial assets from eleven developed countries, according to the set conditions, at a market interest rate.===>Fond je imao mogućnost da pozajmljuje potrebna finansijska sredstva od jedanaest razvijenih zemalja i to prema dogovorenim uslovima, uz primenu tržišne kamatne stope.)
MATCH@M:(The assets were most commonly borrowed for the purpose of improving the current, disbalanced situation within the international monetary system.===>Sredstva su najčešće pozajmljivana sa ciljem da se unapredi trenutna, narušena situacija u okviru međunarodnog monetarnog sistema.)
MATCH@E:(The assets were most commonly borrowed for the purpose of improving the current, disbalanced situation within the international monetary system.===>Sredstva su najčešće pozajmljivana sa ciljem da se unapredi trenutna, narušena situacija u okviru međunarodnog monetarnog sistema.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 1.===>Tabela 1.)
MATCH@M:(The New arrangement to borrow (NAB) was concluded in January 1997, between the iMF and 25 member countries.===>Novi aranžman za zaduživanje (New Arrangement to Borrow - NAB) je zaključen januara 1997. godine)
MATCH@E:(The New arrangement to borrow (NAB) was concluded in January 1997, between the iMF and 25 member countries.===>Novi aranžman za zaduživanje (New Arrangement to Borrow NAB) je zaključen januara 1997. godine između MMF-a i 25 zemalja učesnika.)
MATCH@M:(This aspect of income does not make an important part in the total aamount of assets the Fund has at disposal, however, it is not negligible.===>Ovaj vid prihoda ne učestvuje značajno u ukupnim sredstvima fonda, ali ne možemo reci da je zanemar-ljiv.)
MATCH@E:(3.3 Revenues from rates and taxes This aspect of income does not make an important part in the total aamount of assets the Fund has at disposal, however, it is not negligible.===>Prihodi od dažbina Ovaj vid prihoda ne učestvuje značajno u ukupnim sredstvima fonda, ali ne možemo reći da je zanemarljiv.)
MATCH@M:(By collecting the rates and taxes, the fund encourages the member countries to employ the borrowed funds in as short a period as possible.===>Naplatom dažbina od strane fonda, podstiču se zemlje članice da u što kraćim vremenskim periodima koriste pozajmljena sredstva.)
MATCH@E:(By collecting the rates and taxes, the fund encourages the member countries to employ the borrowed funds in as short a period as possible.===>Naplatom dažbina od strane fonda, podstiču se zemlje članice da u što kraćim vremenskim periodima koriste pozajmljena sredstva.)
MATCH@M:(The introduction of special drawing rights into the international monetary system is an attempt to secure international liquidity in an organized manner, independently from national monetary policies.===>Uvođenje specijalnih prava vučenja u međunarodni monetarni sistem predstavlja pokušaj da se na organi-zovan način pristupi kreiranju međunarodne likvidnosti, nezavisno od nacionalnih monetarnih politika.)
MATCH@E:(3.3. ~~~ Special drawing rights The introduction of special drawing rights into the international monetary system is an attempt to secure international liquidity in an organized manner, independently from national monetary policies.===>Specijalna prava vučenja (Special Directs of Investment) Uvođenje specijalnih prava vučenja u međunarodni monetarni sistem predstavlja pokušaj da se na organizovan način pristupi kreiranju međunarodne likvidnosti, nezavisno od nacionalnih monetarnih politika.)
MATCH@M:(The basic goal of the creation of the new monetary mechanism within the IMF was to provide a long-term supply of assets of international liquidity in case of their scarcity.===>Stvaranjem novog monetarnog mehanizma u okviru MMF-a težilo se postizanju osnovnog cilja, da se na dugi rok dopunjuju postojeća sredstva međunarodnih likvidnosti u slučaju njihove nestašice.)
MATCH@E:(The basic goal of the creation of the new monetary mechanism within the IMF was to provide a long-term supply of assets of international liquidity in case of their scarcity.===>Stvaranjem novog monetarnog mehanizma u okviru MMF-a težilo se postizanju osnovnog cilja, da se na dugi rok dopunjuju postojeća sredstva međunarodnih likvidnosti u slučaju njihove nestašice.)
MATCH@M:(Special drawing rights were introduced in 1969, for the purpose of overcoming an especially bad situation in the international monetary system and they are now one of the IMF’s most important sources of financing.===>Specijalna prava vučenja su uvedena 1969. godine kako bi se rešila tadašnja veoma loša situacija u međunarodnom monetarnom sistemu i danas predstavljaju jedan od najznačajnijih izvora sredstava MMF-a.)
MATCH@E:(Š1, p. 170] Special drawing rights were introduced in 1969, for the purpose of overcoming an especially bad situation in the international monetary system and they are now one of the IMFs most important sources of financing.===>Š1, str. 170Ë Specijalna prava vučenja su uvedena 1969. godine kako bi se rešila tadašnja veoma loša situacija u međunarodnom monetarnom sistemu i danas predstavljaju jedan od najznačajnijih izvora sredstava MMF-a.)
MATCH@M:(The fund issues the SDI periodically, most commonly in a five-year period, and trats them as a very important instrument in solving the international liquidity issues.===>Fond periodično emituje SPV, najčešće petogodišnje, i tretira ih kao veoma značajan instrument za rešava-nje problema međunarodne likvidnosti.)
MATCH@E:(The fund issues the SDI periodically, most commonly in a five-year period, and trats them as a very important instrument in solving the international liquidity issues.===>Fond periodično emituje SPV, najčešće petogodišnje, i tretira ih kao veoma značajan instrument za rešavanje problema međunarodne likvidnosti.)
MATCH@M:(On the basis of its quota proportions, each country is granted a certain amount od special drawing rights which it may exchange for a convertible currency, through the Fund, every time it feels in demand for the particular currency.===>Na osnovu veličine sopstvene kvote svaka zemlja dobij a određeni iznos specijalnih prava vučenja koja može preko fonda zameniti za konvertibilne valute uvek kada se za to ukaže potreba.)
MATCH@E:(On the basis of its quota proportions, each country is granted a certain amount od special drawing rights which it may exchange for a convertible currency, through the Fund, every time it feels in demand for the particular currency.===>Na osnovu veličine sopstvene kvote svaka zemlja dobija određeni iznos specijalnih prava vučenja koja može preko fonda zameniti za konvertibilne valute uvek kada se za to ukaže potreba.)
MATCH@M:(The special drawing rights system is based on the member countries’ voluntary accession and participation.===>Sistem specijalnih prava vučenja se zasniva na dobrovoljnom pristupu i učešću zemalja članica.)
MATCH@E:(The special drawing rights system is based on the member countries voluntary accession and participation.===>Sistem specijalnih prava vučenja se zasniva na dobrovoljnom pristupu i učešću zemalja članica.)
MATCH@M:(If one currency is in demand, the country whose currency it is is obliged to sell it.===>Ukoliko postoji tražnja određene valute, zemlja čija se valuta traži je obavezna da izvrši njenu prodaju.)
MATCH@E:(If one currency is in demand, the country whose currency it is is obliged to sell it.===>Ukoliko postoji tražnja određene valute, zemlja čija se valuta traži je obavezna da izvrši njenu prodaju.)
MATCH@M:(The upper limit of 300 percent of the value of the quota is the point beyond which the member country may, but need not sell its currency.===>Gornja granica od 300% vredno-sti kvote predstavlja tačku nakon koje zemlja članica može ali i ne mora da vrši prodaju tražene, sopstvene valute.)
MATCH@E:(The up per limit of 300 percent of the value of the quota is the point beyond which the member country may, but need not sell its currency.===>Gornja granica od 300% vrednosti kvote predstavlja tačku nakon koje zemlja članica može ali i ne mora da vrši prodaju tražene, sopstvene valute.)
MATCH@M:(The relationship between the member countries, that are simultaneously the players in this system, is based on the obligation of the country with a surplus in its balance of payment to receive the transfer of specialdrawing rights from the country with a deficit in its balance of payment, and grant it the convertible currency as a counter value.===>Odnos zemalja članica fonda, a ujedno i učesnica ovog sistema, se zasniva na obavezi zemlje koja ima suficit u platnom bilansu da primi transfer specijalnih prava vučenja od zemlje koja ima platnobilan-sni deficit, a kao protiv vrednost da joj odobri konvertibilnu valutu.)
MATCH@E:(The relationship between the member countries, that are simultaneously the players in this system, is based on the obligation of the country with a surplus in its balance of payment to receive the transfer of specialdrawing rights from the country with a deficit in its balance of payment, and grant it the convertible currency as a counter value.===>Odnos zemalja članica fonda, a ujedno i učesnica ovog sistema, se zasniva na obavezi zemlje koja ima suficit u platnom bilansu da primi transfer specijalnih prava vučenja od zemlje koja ima platnobilansni deficit, a kao protiv vrednost da joj odobri konvertibilnu valutu.)
MATCH@M:(The surplus country accepts this obligation only on condition the Fund itself issues guaranties that it shall be entitled to exchange these special drawing rights for the assets of international liquidity whenever it choses to do so.===>Suficitarna zemlja prihvata ovu obavezu jedino uz garanciju samog fonda da će primljena specijalna prava vučenja uvek, kada to bude želela, moći da zameni za sredstva međunarodne likvidnosti.)
MATCH@E:(The surplus country accepts this obligation only on condition the Fund itself issues guaranties that it shall be entitled to exchange these special drawing rights for the assets of international liquidity whenever it choses to do so.===>Suficitarna zemlja prihvata ovu obavezu jedino uz garanciju samog fonda da će primljena specijalna prava vučenja uvek, kada to bude želela, moći da zameni za sredstva međunarodne likvidnosti.)
MATCH@M:(4.	The IMF remittances to member countries, advantage or disadvantage?===>4.	Finansiranje zemalja članica od strane MMF-a, prednost ili ograničenje?!)
MATCH@E:(The IMF remittances to member countries, advantage or disadvantage?===>Finansiranje zemalja članica od strane MMF-a, prednost ili ograničenje?!)
MATCH@M:(In addition to the basic aid it provides to the member countries, which means the financial aid, the International monetary fund also provides the technical and expert aid, is engaged in solving numerous problems in the field of commerce and economic growth and, as such, represents the central institution of the international monetary system.===>Međunarodni monetarni fond pored osnovnog vida pomoći koju pruža zemljama članicama, a to je svakako finansijska pomoć, pruža još i tehničku i stručnu pomoć, angažuje se na rešavanju brojnih problema u oblasti trgovine i privrednog razvoja i kao takav predstavlja centralnu instituciju međunarodnog monetarnog sistema.)
MATCH@E:(In addition to the basic aid it provides to the member countries, which means the financial aid, the International monetary fund also provides the technical and expert aid, is engaged in solving numerous problems in the field of commerce and economic growth and, as such, represents the central institution of the international monetary system.===>Međunarodni monetarni fond pored osnovnog vida pomoći koju pruža zemljama članicama, a to je svakako finansijska pomoć, pruža još i tehničku i stručnu pomoć, angažuje se na rešavanju brojnih problema u oblasti trgovine i privrednog razvoja i kao takav predstavlja centralnu instituciju međunarodnog monetarnog sistema.)
MATCH@M:(The IMF member country, encountering balance of payment problems of primarily temporary and short-term character, is entitled to claim the necessary financial means from the Fund.===>Zemlja članica fonda koja se suoči sa platnobilansnim problemima, a koji su pre svega privremene i kratkoročne prirode, ima mogućnost da zatraži od fonda potrebna finansijska sredstva.)
MATCH@E:(The IMF member country, encountering balance of payment problems of primarily temporary and short-term character, is entitled to claim the necessary financial means from the Fund.===>Zemlja članica fonda koja se suoči sa platnobilansnim problemima, a koji su pre svega privremene i kratkoročne prirode, ima mogućnost da zatraži od fonda potrebna finansijska sredstva.)
MATCH@M:(The credit granted from the Fund is actually a financial support to the economic stabilization programme of the member country aimed at overcoming the troubles in economy and in its balance of payment.===>Kredit fonda je u stvari finansijska podrška ekonomskom stabilizacionom programu zemlje članice kojim ona namerava da prevazi-đe teškoće u privredi i bilansu plaćanja.)
MATCH@E:(The credit granted from the Fund is actually a financial support to the economic stabilization programme of the member country aimed at overcoming the troubles in economy and in its balance of payment.===>Kredit fonda je u stvari finansijska podrška ekonomskom stabilizacionom programu zemlje članice kojim ona namerava da prevaziđe teškoće u privredi i bilansu plaćanja.)
MATCH@M:(The Fund supports the adjustment programme with its own finances or by catalysing from numerous sources.===>Program pri-lagođavanja, fond podržava svojim sredstvima ili ka-taliziranjem iz brojnih izvora.)
MATCH@E:(The Fund supports the adjustment programme with its own finances or by catalysing from numerous sources.===>Program prilagođavanja, fond podržava svojim sredstvima ili kataliziranjem iz brojnih izvora.)
MATCH@M:(The chance that a member country be granted the necessary funds from the Fund is defined, primarily, by the amount of the quota paid, but also by the gravity of the balance of payment problems, by its readiness to conduct a stabilization programme and by the overall economic situation in the country.===>Mogućnost zemlje članice da dobije od fonda potrebna sredstva je određena, pre svega, visinom uplaćene kvote ali i nivoom platnobilansnih problema, spremnošću za sprovođenje stabilizacionog programa i op-štom ekonomskom situacijom u dotičnoj zemlji.)
MATCH@E:(Š4, p. 263] The chance that a member country be granted the necessary funds from the Fund is defined, primarily, by the amount of the quota paid, but also by the gravity of the balance of payment problems, by its readiness to conduct a stabilization programme and by the overall economic situation in the country.===>Š4, str.263Ë Mogućnost zemlje članice da dobije od fonda potrebna sredstva je određena, pre svega, visinom uplaćene kvote ali i nivoom platnobilansnih problema, spremnošću za sprovođenje stabilizacionog programa i opštom ekonomskom situacijom u dotičnoj zemlji.)
MATCH@M:(We will proceed by giving a detailed explanation of key characteristics, advantages and disadvantages of both forms of using the Fund’s resources.===>U daljem toku rada ćemo detaljnije obraditi ključne karakteristike, prednosti i ograničenja oba oblika ko-rišćenja fondovih sredstava.)
MATCH@E:(We will proceed by giving a detailed explanation of key characteristics, advantages and disadvantages of both forms of using the Funds resources.===>U daljem toku rada ćemo detaljnije obraditi ključne karakteristike, prednosti i ograničenja oba oblika korišćenja fondovih sredstava. 4.)
MATCH@M:(The reserve tranche is such a type of drawing the Funds resources where the Fund’s reserves are increased in the currency of the respective member country up to the amount of 100% of its quota.===>Rezervna transa se odnosti na takvo vučenje fondovih sredstava gde se povećavaju rezerve fonda u valuti dotične zemlje članice do iznosa od 100% njene kvote.)
MATCH@E:(The reserve tranche is such a type of drawing the Funds resources where the Funds reserves are increased in the currency of the respective member country up to the amount of 100% of its quota.===>Rezervna tranša se odnosti na takvo vučenje fondovih sredstava gde se povećavaju rezerve fonda u valuti dotične zemlje članice do iznosa od 100% njene kvote.)
MATCH@M:(In the beginnings of the Fund, the mentioned fixed portion of the quota was paid in gold, therefore the drawing within the reserve tranche was known as the “golden tranche“.===>U početnom periodu funkcionisanja fonda, pomenuti fiksni deo kvote se uplaćivao u zlatu, tako da je vučenje u okviru rezervne tranše bilo poznato kao „zlatna tranša“.)
MATCH@E:(In the beginnings of the Fund, the mentioned fixed portion of the quota was paid in gold, therefore the drawing within the reserve tranche was known as the golden tranche.===>U početnom periodu funkcionisanja fonda, pomenuti fiksni deo kvote se uplaćivao u zlatu, tako da je vučenje u okviru rezervne tranše bilo poznato kao zlatna tranša.)
MATCH@M:(The rule adopted later specified that 25% of the quota need not be paid in either gold or American dollars, but can be paid in special drawing rights or in other convertible currencies, upon the prior consent of the Fund.===>Kasnije je usvojeno pravilo da se 25% kvote ne mora uplaćivati u zlatu ili američkim dolarima već se može uplatiti u specijalnim pravima vučenja ili drugim konvertibilnim valutama, uz prethodnu saglasnost fonda.)
MATCH@E:(The rule adopted later specified that 25% of the quota need not be paid in either gold or American dollars, but can be paid in special drawing rights or in other convertible currencies, upon the prior consent of the Fund.===>Kasnije je usvojeno pravilo da se 25% kvote ne mora uplaćivati u zlatu ili američkim dolarima već se može uplatiti u specijalnim pravima vučenja ili drugim konvertibilnim valutama, uz prethodnu saglasnost fonda.)
MATCH@M:(The amount the country may dispose of in the form of reserve tranche is obtained in that the amount of the fund’s receivables in national currency is subtracted from the value of the national quota resulting into a positive balance.===>Iznos koji zemlja može koristiti u formi rezervne tranše se dobija tako što se od vrednosti nacionalne kvote oduzme iznos fondovih potraživanja u nacionalnoj valuti i dobije pozitivan saldo.)
MATCH@E:(The amount the country may dispose of in the form of reserve tranche is obtained in that the amount of the funds receivables in national currency is subtracted from the value of the national quota resulting into a positive balance.===>Iznos koji zemlja može koristiti u formi rezervne tranše se dobija tako što se od vrednosti nacionalne kvote oduzme iznos fondovih potraživanja u nacionalnoj valuti i dobije pozitivan saldo.)
MATCH@M:(The reserve position of the member country changes over time and may range from 0 to 100% of the quota, depending on the size in which the Fund does transactions with the country’s currency.===>Rezervna pozicija zemlje članice se menja tokom vremena i može se kretati u rasponu od 0 do 100% kvote, a sve u zavisnosti od obima u kom fond vrši transakcije njenom valutom.)
MATCH@E:(The reserve position of the member country changes over time and may range from 0 to 100% of the quota, depending on the size in which the Fund does transactions with the countrys currency.===>Rezervna pozicija zemlje članice se menja tokom vremena i može se kretati u rasponu od 0 do 100% kvote, a sve u zavisnosti od obima u kom fond vrši transakcije njenom valutom.)
MATCH@M:(The right to drawing within the reserve tranche can be exercised rather easily, since the applications of the member countries on this basis are not part of the agendas of regular meetings of the Fund’s supervisory bodies; such transactions are almost automatically approved of.===>Ostvarivanje prava na vučenje u okviru rezervne tranše je dosta jednostavno jer molbe zemalja članica po pomenutom osnovu nisu predmet redovnih razmatranja nadzornih organa fonda, već se ovakve transakcije skoro automatski odobravaju.)
MATCH@E:(The right to drawing within the reserve tranche can be exercised rather easily, since the applications of the member countries on this basis are not part of the agendas of regular meetings of the Funds supervisory bodies; such transactions are almost automatically approved of.===>Ostvarivanje prava na vučenje u okviru rezervne tranše je dosta jednostavno jer molbe zemalja članica po pomenutom osnovu nisu predmet redovnih razmatranja nadzornih organa fonda, već se ovakve transakcije skoro automatski odobravaju.)
MATCH@M:(The member country encountering a balance of payment problem and a general disbalance of its own economy may apply to the IMF for the loan and exercise its right to it, but under special conditions.===>Zemlja članica koja se suoči sa platnobilansnim problemima i opštom neravnotežom sopstvene privrede može se zaduživati kod MMF-a i ostvariti svoje pravo na kredit, ali pod posebnim uslovima.)
MATCH@E:(The member country encountering a balance of payment problem and a general disbalance of its own economy may apply to the IMF for the loan and exercise its right to it, but under special conditions.===>Zemlja članica koja se suoči sa platnobilansnim problemima i opštom neravnotežom sopstvene privrede može se zaduživati kod MMF-a i ostvariti svoje pravo na kredit, ali pod posebnim uslovima.)
MATCH@M:(If it is the shortterm and easily soluble problems, and the country simultaneously makes its best efforts to solve them, it can obtain the resources from the Fund within the first credit tranche.===>Ukoliko se evidentira prisutnost kratkoročnih i lako rešivih problema, a zemlja pri tom čini vidljive napore da ih otkloni, ona može dobiti sredstva od fonda u okviru prve kreditne tranše.)
MATCH@E:(If it is the shortterm and easily soluble problems, and the country simultaneously makes its best efforts to solve them, it can obtain the resources from the Fund within the first credit tranche.===>Ukoliko se evidentira prisutnost kratkoročnih i lako rešivih problema, a zemlja pri tom čini vidljive napore da ih otkloni, ona može dobiti sredstva od fonda u okviru prve kreditne tranše.)
MATCH@M:(On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth).===>Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj).)
MATCH@E:(On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth).===>Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj). redne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.)
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BAD_LINE_M:On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth).
BAD_LINE_M:Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj).
BAD_LINE_E:On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth).
BAD_LINE_E:Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj). redne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.
MATCH@M:(The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota.===>Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne transe od kojih svaka obuhvata 25% nacionalne kvote.)
MATCH@E:(The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota.===>Kreditne tranše su razgraničene na sledeći način:)
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BAD_LINE_M:The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota.
BAD_LINE_M:Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne transe od kojih svaka obuhvata 25% nacionalne kvote.
BAD_LINE_E:The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota.
BAD_LINE_E:Kreditne tranše su razgraničene na sledeći način:
MATCH@M:(With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money.===>Uzimanjem svake naredne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.)
MATCH@E:(With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money.===>)
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BAD_LINE_M:With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money.
BAD_LINE_M:Uzimanjem svake naredne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.
BAD_LINE_E:With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money.
BAD_LINE_E:
MATCH@M:(The stand-by arrangements, contrary to credit tranches, are rather simply and urgently approved of, without too much formality.===>Stand by aranžmani se za razliku od kreditnih tranši dosta jednostavno i brzo odobravaju bez previše formalnosti.)
MATCH@E:(The stand-by arrangements, contrary to credit tranches, are rather simply and urgently approved of, without too much formality.===>Stand by aranžmani se za razliku od kreditnih tranši dosta jednostavno i brzo odobravaju bez previše formalnosti.)
MATCH@M:(These arrangements were introduced into the regular practice of the IMF in the 1950’s and are limited as to the amounts and the period of time they can be used.===>U redovnu praksu poslovanja MMF-a stand by aranžmani su uvedeni ‘50.-tih godina i ograničeni su u pogledu iznosa i vremena u kom se mogu koristiti.)
MATCH@E:(These arrangements were introduced into the regular practice of the IMF in the 1950s and are limited as to the amounts and the period of time they can be used.===>U redovnu praksu poslovanja MMF-a stand by aranžmani su uvedeni 50.-tih godina i ograničeni su u pogledu iznosa i vremena u kom se mogu koristiti.)
MATCH@M:(When approving of this form of credit, the Fund defines the obligations, i.e., the standards the member country must comply with during the stand-by arrangement period.===>Pri odobravanju ovog oblika kredita fond definiše obaveze tj. norme kojih se zemlja članica mora pridržavati u periodu trajanja stand by aranžmana.)
MATCH@E:(When approving of this form of credit, the Fund defines the obligations, i.e., the standards the member country must comply with during the stand-by arrangement period.===>Pri odobravanju ovog oblika kredita fond definiše obaveze tj. norme kojih se zemlja članica mora pridržavati u periodu trajanja stand by aranžmana.)
MATCH@M:(Further, the respective country is obliged to submit to the fund a “letter of intents“ in which it expressly stipulates all the stabilization measures it plans to implement for the purpose of improving its balance of payment position, and which are in accord with the defined objectives of the fund.===>Zatim, pomenuta zemlja dostavlja fondu „pismo o namera-ma“ u kom jasno navodi sve stabilizacione mere koje će preduzeti u cilju poboljšanja svoje platnobilansne pozicije, a koje su u skladu sa definisanim ciljevima fonda.)
MATCH@E:(Further, the respective country is obliged to submit to the fund a letter of intents in which it expressly stipulates all the stabilization measures it plans to implement for the purpose of improving its balance of payment position, and which are in accord with the defined objectives of the fund.===>Zatim, pomenuta zemlja dostavlja fondu pismo o namerama u kom jasno navodi sve stabilizacione mere koje će preduzeti u cilju poboljšanja svoje platnobilansne pozicije, a koje su u skladu sa definisanim ciljevima fonda.)
MATCH@M:(A very important element of the stand-by arrangement is the so-called “clause on consultation“ which is of binding character for both parties in the arrangement.===>Veoma važan element stand by aranžmana je tako zvana „klauzula o konsultacijama“ koja je obave-zujuća za oba učesnika aranžmana.)
MATCH@E:(A very important element of the stand-by arrangement is the so-called clause on consultation which is of binding character for both parties in the arrangement.===>Veoma važan element stand by aranžmana je tako zvana klauzula o konsultacijama koja je obavezujuća za oba učesnika aranžmana.)
MATCH@M:(Since the granted monetary sum is divided into several time defined tranches, the above clause allows for the Fund to have a constant control over the realization of the previously agreed objectives, as well as an insight into the overall condition on the basis of which to decide whether to approve of the subsequent trances of the stand-by arrangement to the country.===>Pošto je odobrena novčana suma podeljena u nekoliko vremenski odvojenih rata, pomenuta klauzula omogućuje fondu da konstantno kontroliše ostvarivanje prethodno dogovorenih ciljeva i na osnovu sopstvenog uvida u celo-kupno stanje donese odluku da li će zemlji članici i dalje odobravati preostale rate stand by aranžmana.)
MATCH@E:(Since the granted monetary sum is divided into several time defined tranches, the above clause allows for the Fund to have a constant control over the realization of the previously agreed objectives, as well as an insight into the overall condition on the basis of which to decide whether to approve of the subsequent trances of the stand-by arrangement to the country.===>Pošto je odobrena novčana suma podeljena u nekoliko vremenski odvojenih rata, pomenuta klauzula omogućuje fondu da konstantno kontroliše ostvarivanje prethodno dogovorenih ciljeva i na osnovu sopstvenog uvida u celokupno stanje donese odluku da li će zemlji članici i dalje odobravati preostale rate stand by aranžmana.)
MATCH@M:(If the Fund’s bodies in charge find that the country does not implement the stabilization programme in accordance with the regulations of the agreement, they first send that country a report on the state of affairs they observed, and, in case no remedy is made by the member country, further payments as per stand-by arrangement are cancelled.===>Ukoliko nadležni organi fonda primete da dotična zemlja ne sprovodi stabilizacioni program prema odredbama ugovora, prvo joj šalju svoj izveštaj o uočenom stanju, a zatim ukoliko se ne učine nikakva poboljšanja od strane zemlje članice, pristupa se ukidanju daljih isplata sredstava u okviru stand by aranžmana.)
MATCH@E:(If the Funds bodies in charge find that the country does not implement the stabilization programme in accordance with the regulations of the agreement, they first send that country a report on the state of affairs they observed, and, in case no remedy is made by the member country, further payments as per stand-by arrangement are cancelled. ~~~ 4.2.===>Ukoliko nadležni organi fonda primete da dotična zemlja ne sprovodi stabilizacioni program prema odredbama ugovora, prvo joj šalju svoj izveštaj o uočenom stanju, a zatim ukoliko se ne učine nikakva poboljšanja od strane zemlje članice, pristupa se ukidanju daljih isplata sredstava u okviru stand by aranžmana. 4.)
MATCH@M:(Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems.===>U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom periodu sopstvenog postojanja suočile sa platnobilan-snim i drugim privredno-ekonomskim problemima.)
MATCH@E:(Drawings within financing facilities Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems.===>Vučenja u okviru finansijskih olakšica Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne tranše od kojih svaka obuhvata 25% nacionalne kvote.)
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BAD_LINE_M:Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems.
BAD_LINE_M:U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom periodu sopstvenog postojanja suočile sa platnobilan-snim i drugim privredno-ekonomskim problemima.
BAD_LINE_E:Drawings within financing facilities Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems.
BAD_LINE_E:Vučenja u okviru finansijskih olakšica Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne tranše od kojih svaka obuhvata 25% nacionalne kvote.
MATCH@M:(The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement.===>Olakšica	kompenzatornog	finansiranja(Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za koriščenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.)
MATCH@E:(The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement.===>Uzimanjem svake na U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom pe riodu sopstvenog postojanja suočile sa platnobilansnim i drugim privredno-ekonomskim problemima. kompenzatornog Olakšica finansiranja (Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za korišćenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.)
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BAD_LINE_M:The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement.
BAD_LINE_M:Olakšica	kompenzatornog	finansiranja(Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za koriščenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.
BAD_LINE_E:The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement.
BAD_LINE_E:Uzimanjem svake na U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom pe riodu sopstvenog postojanja suočile sa platnobilansnim i drugim privredno-ekonomskim problemima. kompenzatornog Olakšica finansiranja (Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za korišćenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.
MATCH@M:(The main objective of this type of financing is the mitigation of the balance of payment difficulties of the member countries that are both the producers and the importers of primary products.===>Glavni cilj ovog oblika finansiranja je smanjenje platno bilansnih teškoća zemalja članica koje su ujedno proizvođači i izvoznici primarnih proizvoda.)
MATCH@E:(The main objective of this type of financing is the mitigation of the balance of payment difficulties of the member countries that are both the producers and the importers of primary products.===>Glavni cilj ovog oblika finansiranja je smanjenje platno bilansnih teškoća zemalja članica koje su ujedno proizvođači i izvoznici primarnih proizvoda.)
MATCH@M:(These countries do need financial aid in case of a sudden and unexpected fall in the prices of the primary products on the world market.===>Pomenutim zemljama je neophodna finansijska pomoć ukoliko na svetskom tržištu dođe do naglog i neočekivanog pada cena primaarnih proizvoda.)
MATCH@E:(These countries do need financial aid in case of a sudden and unexpected fall in the prices of the primary products on the world market.===>Pomenutim zemljama je neophodna finansijska pomoć ukoliko na svetskom tržištu dođe do naglog i neočekivanog pada cena primaarnih proizvoda.)
MATCH@M:(The granted resources can be used in a shorttime period, on condition the disorders in a respective country are due to the action of external factors, that the said country could neither control nor prevent their disastrous impact.===>Odobrena sredstva se mogu kratkoročno koristiti i to pod uslovom da je do opisanih poremećaja u dotičnoj zemlji došlo usled delovanja eksternih faktora, na koje ona nije mogla da utiče niti da spreči njihov razorni uticaj.)
MATCH@E:(The granted resources can be used in a shorttime period, on condition the disorders in a respective country are due to the action of external factors, that the said country could neither control nor prevent their disastrous impact.===>Odobrena sredstva se mogu kratkoročno koristiti i to pod uslovom da je do opisanih poremećaja u dotičnoj zemlji došlo usled delovanja eksternih faktora, na koje ona nije mogla da utiče niti da spreči njihov razorni uticaj.)
MATCH@M:(The Fund will otherwise refuse to grant help to its member.===>U svakoj suprotnoj situaciji, fond će odbiti da pruži pomoć svojoj članici.)
MATCH@E:(The Fund will otherwise refuse to grant help to its member.===>U svakoj suprotnoj situaciji, fond će odbiti da pruži pomoć svojoj članici.)
MATCH@M:(Such a form of financial facility is relatively rarely used, primarily because of the short-term period of use and a temporary effect upon the improvement of the economic situation in the financed country.===>Ovaj oblik finansijske olakšice je relativno malo korišćen, pre svega zbog svoje kratkoročnosti i privremenog efekta na poboljšanje privredne situacije u finansiranoj zemlji.)
MATCH@E:(Such a form of financial facility is relatively rarely used, primarily because of the short-term period of use and a temporary effect upon the improvement of the economic situation in the financed country.===>Ovaj oblik finansijske olakšice je relativno malo korišćen, pre svega zbog svoje kratkoročnosti i privremenog efekta na poboljšanje privredne situacije u finansiranoj zemlji.)
MATCH@M:(The Compensatory and Contingency Financing Facility is in many ways similar to the previous type of facility.===>Olakšica za kompenzatorno finansiranje i nepredvidi-ve slučajeve (Compensatory and Contingensy Financing Facility) je po mnogim elementima slična sa prethodnom vrstom olakšice.)
MATCH@E:(The Compensatory and Contingency Financing Facility is in many ways similar to the previous type of facility.===>Olakšica za kompenzatorno finansiranje i nepredvidive slučajeve (Compensatory and Contingensy Financing Facility) je po mnogim elementima slična sa prethodnom vrstom olakšice.)
MATCH@M:(Entitled to this kind of aid are the member countries that encounter the economic disbalances resulting from the shortfall in export earnings or the excess costs in import of cereals (the rise in import prices and interest rates).===>Pravo na ovu vrstu pomoći imaju zemlje članice fonda koje su suočene sa privrednim poremećajima nastalim usled pada izvoznih prihoda ili visokih troškova uvoza žitarica (porast uvoznih cena i kamatnih stopa).)
MATCH@E:(Entitled to this kind of aid are the member countries that encounter the economic disbalances resulting from the shortfall in export earnings or the excess costs in import of cereals (the rise in import prices and interest rates).===>Pravo na ovu vrstu pomoći imaju zemlje članice fonda koje su suočene sa privrednim poremećajima nastalim usled pada izvoznih prihoda ili visokih troškova uvoza žitarica (porast uvoznih cena i kamatnih stopa).)
MATCH@M:(The amount the country can qualify for under this condition is 122% of its quota, on condition it has used all the previously mentioned types of financing.===>Iznos koji zemlja može dobiti po ovom osnovu je 122% njene kvote, pod uslovom da koristi i pomoć u vidu svih prethodno navedenih oblika finansiranja .)
MATCH@E:(The amount the country can qualify for under this condition is 122% of its quota, on condition it has used all the previously mentioned types of financing.===>Iznos koji zemlja može dobiti po ovom osnovu je 122% njene kvote, pod uslovom da koristi i pomoć u vidu svih prethodno navedenih oblika finansiranja .)
MATCH@M:(It is important that the total indebtedness does not exceed the amount of 70% of the overall credit arrangements concluded between the respective country and the IMF.===>Bitno je da ukupno zaduženje ne pređe iznos od 70% ukupnih kreditnih aranžmana sklopljenih između dotične zemlje i MMF-a.)
MATCH@E:(It is important that the total indebtedness does not exceed the amount of 70% of the overall credit arrangements concluded between the respective country and the IMF.===>Bitno je da ukupno zaduženje ne pređe iznos od 70% ukupnih kreditnih aranžmana sklopljenih između dotične zemlje i MMF-a.)
MATCH@M:(The Buffer Stock Financing Facility is one more type of aid the Fund provides for its member countries.===>Olakšica za finansiranje regulacionih zaliha sirovina (Buffer Stock Financing Facility) predstavlja još jedan vid pomoći koju fond pruža svojim članicama.)
MATCH@E:(The Buffer Stock Financing Facility is one more type of aid the Fund provides for its member countries.===>Olakšica za finansiranje regulacionih zaliha sirovina (Buffer Stock Financing Facility) predstavlja još jedan vid pomoći koju fond pruža svojim članicama.)
MATCH@M:(This facility becomes important in case of unfavourable trends and disbalances on the international raw materials market, and certain countries are no longer in a position to acquire enough supplies for an undisturbed production process.===>Ova olakšica dolazi do izražaja kada nastanu nepovoljna kretanja i poremećaji na međunarodnom tržištu sirovina, pa pojedine zemlje nisu više u mogućnosti da obezbede dovoljne nivoe zaliha za nesmetano obavljanje proizvodnog procesa.)
MATCH@E:(This facility becomes important in case of unfavourable trends and disbalances on the international raw materials market, and certain countries are no longer in a position to acquire enough supplies for an undisturbed production process.===>Ova olakšica dolazi do izražaja kada nastanu nepovoljna kretanja i poremećaji na međunarodnom tržištu sirovina, pa pojedine zemlje nisu više u mogućnosti da obezbede dovoljne nivoe zaliha za nesmetano obavljanje proizvodnog procesa.)
MATCH@M:(In such situations, the Fund can provide the necessary financial resources up to 50% of the national quota value of the member country.===>Fond u takvim situacijama može da pruži potrebna finansijska sredstva u visini od najviše 50% vrednosti nacionalne kvote zemlje članice.)
MATCH@E:(In such situations, the Fund can provide the necessary financial resources up to 50% of the national quota value of the member country.===>Fond u takvim situacijama može da pruži potrebna finansijska sredstva u visini od najviše 50% vrednosti nacionalne kvote zemlje članice.)
MATCH@M:(The Oil Facility was first implemented during the oil shocks in 1973 and 1974.===>Olakšica za naftu (Oil Facility) je počele da se prime-njuje nakon naftnih šokova 1973. i 1974. godine.)
MATCH@E:(The Oil Facility was first implemented during the oil shocks in 1973 and 1974.===>Olakšica za naftu (Oil Facility) je počele da se primenjuje nakon naftnih šokova 1973. i 1974. godine.)
MATCH@M:(In this case, the IMF objective was to provide aid for the countries-importers of oil that suffered significant disbalances due to the high rise in oil prices in the period.===>U ovom slučaju, cilj MMF-a je bio pružanje pomoći zemljama uvoznicama nafte koje su pretrpele značajne poremećaje nastale usled ogromnog porasta cene nafte u pomenutom periodu.)
MATCH@E:(In this case, the IMF objective was to provide aid for the countries-importers of oil that suffered significant disbalances due to the high rise in oil prices in the period.===>U ovom slučaju, cilj MMF-a je bio pružanje pomoći zemljama uvoznicama nafte koje su pretrpele značajne poremećaje nastale usled ogromnog porasta cene naf te u pomenutom periodu.)
MATCH@M:(The oil facilities amounted up to 75% of the national quota value, they were oriented exclusively towards one sphere of business activities and were mainly temporary and shortterm in character.===>Olakšice za naftu su mogle da se koristite u iznosu od najviše 75% vrednosti nacionalne kvote, bile su orijentisane isključivo na jednu sferu poslovanja i uglavnom su imale privremen i kratkoročan karakter.)
MATCH@E:(The oil facilities amounted up to 75% of the national quota value, they were oriented exclusively towards one sphere of business activities and were mainly temporary and shortterm in character.===>Olakšice za naftu su mogle da se koristite u iznosu od najviše 75% vrednosti nacionalne kvote, bile su orijentisane isključivo na jednu sferu poslovanja i uglavnom su imale privremen i kratkoročan karakter.)
MATCH@M:(The Extended Fund Facility resulted from the constant claims from the member countries that a new form of financing be introduced which will be of long-time character of use and pay-off period and at the same time be approved in larger sums.===>Olakšica proširenog finansiranja (Extended Facility) je nastala usled konstantnih zahteva zemalja članica da se uvede nov oblik finansiranja koji će imati dugoročan karakter korišćenja i otplate i ujedno se odbravati u većim iznosima.)
MATCH@E:(The Extended Fund Facility resulted from the constant claims from the member countries that a new form of financing be introduced which will be of long-time character of use and pay-off period and at the same time be approved in larger sums.===>Olakšica proširenog finansiranja (Extended Facility) je nastala usled konstantnih zahteva zemalja članica da se uvede nov oblik finansiranja koji će imati dugoročan karakter korišćenja i otplate i ujedno se odbravati u većim iznosima.)
MATCH@M:(In such cases the resources are granted for a period of three years, in the amount of not more than 140% of the national quota value.===>U ovom slučaju se sredstva odobravaju na vremenski period od tri godine i to u iznosu od najviše 140% vrednosti nacionalne kvote.)
MATCH@E:(In such cases the resources are granted for a period of three years, in the amount of not more than 140% of the national quota value.===>U ovom slučaju se sredstva odobravaju na vremenski period od tri godine i to u iznosu od najviše 140% vrednosti nacionalne kvote.)
MATCH@M:(The member country qualifying for these extended facilities is obliged to periodically submit to the Fund the explanation of the measures and activities undertaken for the purpose of stabilization of economic flows.===>Zemlja članica koja koristi olakšice proširenog finansiranja, mora u propisanim periodima da dostavlja fondu obrazloženje mera i aktivnosti koje preduzima u cilju stabilizacije privrednih tokova.)
MATCH@E:(The member country qualifying for these extended facilities is obliged to periodically submit to the Fund the explanation of the measures and activities undertaken for the purpose of stabilization of economic flows.===>Zemlja članica koja koristi olakšice proširenog finansiranja, mora u propisanim periodima da dostavlja fondu obrazloženje mera i aktivnosti koje preduzima u cilju stabilizacije privrednih tokova.)
MATCH@M:(The Enhanced Access Policy means a greater opportunity of access to the IMF resources.If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented.===>Politika povećanog pristupa (Enlarged Access Polič) podrazumeva povećanje mogućnosti za pristup sredstvima MMF-a. Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.)
MATCH@E:(If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented.===>Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.)
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BAD_LINE_M:The Enhanced Access Policy means a greater opportunity of access to the IMF resources.If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented.
BAD_LINE_M:Politika povećanog pristupa (Enlarged Access Polič) podrazumeva povećanje mogućnosti za pristup sredstvima MMF-a. Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.
BAD_LINE_E:If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented.
BAD_LINE_E:Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.
MATCH@M:(Prior to that, the Fund has to be satisfied as to the gravity of the problems the country suffers and the adequacy of the measures it implements to improve its balance of payment and its economic situation.===>Fond se prethodno mora uveriti u ozbiljnost problema u dotičnoj zemlji i opravdanost mera koje ona preduzima kako bi poboljšala opšu ekonomsku i platnobilansnu situaciju.)
MATCH@E:(Prior to that, the Fund has to be satisfied as to the gravity of the problems the country suffers and the adequacy of the measures it implements to improve its balance of payment and its economic situation.===>Fond se prethodno mora uveriti u ozbiljnost problema u dotičnoj zemlji i opravdanost mera koje ona preduzima kako bi poboljšala opšu ekonomsku i platnobilansnu situaciju.)
MATCH@M:(In order to satisfy these needs, the IMF concluded an agreement on loans with fourteen suficit experiencing countries which agreed to place certain resources at its disposal under previously agreed, specific conditions.===>Kako bi zadovoljio opisane potrebe, MMF je zaključio sporazum o pozajmljivanju sa četrnaest suficitarnih zemalja koje su pristale da stave određene iznose sredstava na raspolaganje po prethodno dogovorenim, posebnim uslovima.)
MATCH@E:(In order to satisfy these needs, the IMF concluded an agreement on loans with fourteen suficit experiencing countries which agreed to place certain resources at its disposal under previously agreed, specific conditions.===>Kako bi zadovoljio opisane potrebe, MMF je zaključio sporazum o pozajmljivanju sa četrnaest suficitarnih zemalja koje su pristale da stave određene iznose sredstava na raspolaganje po prethodno dogovorenim, posebnim uslovima.)
MATCH@M:(The countries granted the supplementary financial facitilies are obliged to pay the debt back in the period of three and a half to seven years.===>Zemlje koje dobiju dopunske finansijske olakšice, dužne su da njihovo vraćanje izvrše u vremenskom periodu od tri i po do sedam godina.)
MATCH@E:(The countries granted the supplementary financial facitilies are obliged to pay the debt back in the period of three and a half to seven years. field of the Funds business activities.===>Zemlje koje dobiju dopunske finansijske olakšice, dužne su da njihovo vraćanje izvrše u vremenskom periodu od tri i po do sedam godina.)
MATCH@M:(The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis.===>Prevashodni cilj je bio pružiti finan-sijsku pomoć zemljama članicama koje su suočene sa dugotrajnim platnobilansnim deficitom, podržati njihove stabilizacione programe i omogućiti im korišće-nje sredstava na duži rok.)
MATCH@E:(The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis.===>)
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BAD_LINE_M:The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis.
BAD_LINE_M:Prevashodni cilj je bio pružiti finan-sijsku pomoć zemljama članicama koje su suočene sa dugotrajnim platnobilansnim deficitom, podržati njihove stabilizacione programe i omogućiti im korišće-nje sredstava na duži rok.
BAD_LINE_E:The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis.
BAD_LINE_E:
MATCH@M:(Prior to using the facility, the country was obliged to prepare, together with the IMF and the World Bank, a three-year economic policy programme it intends to implement in the coming period of its financial recovery.===>Deficitarna zemlja je imala obavezu da pre korišćenja dobijene olakšice, zajedno sa organima MMF-a i Svetske banke pripremi okvirni, trogodišnji program ekonomske politike koji namera-va da sprovede u nastupaj ućem periodu sopstvenog ozdravljenja.)
MATCH@E:(Prior to using the facility, the country was obliged to prepare, together with the IMF and the World Bank, a three-year economic policy programme it intends to implement in the coming period of its financial recovery.===>Deficitarna zemlja je imala obavezu da pre korišćenja dobijene olakšice, zajedno sa organima MMF-a i Svetske banke pripremi okvirni, trogodišnji program ekonomske politike koji namerava da sprovede u nastupajućem periodu sopstvenog ozdravljenja.)
MATCH@M:(The Enhanced Structural Adjustment Facility, as well as the previously mentioned one, proved to be a very efficient and most frequently used measures implemented towards the stabilization of the economic activities of the deficit suffering countries.===>Proširena olakšica za strukturno prilagođavanje (Enhanced Structural Adjustment Facility) se zajedno sa prethodnom olakšicom pokazala kao veoma efikasno i najčešće korišćeno sredstvo za stabilizaciju privrednih aktivnosti deficitarnih zemalja.)
MATCH@E:(The Enhanced Structural Adjustment Facility, as well as the previously mentioned one, proved to be a very efficient and most frequently used measures implemented towards the stabilization of the economic activities of the deficit suffering countries.===>Proširena olakšica za strukturno prilagođavanje (Enhanced Structural Adjustment Facility) se zajedno sa prethodnom olakšicom pokazala kao veoma efikasno i najčešće korišćeno sredstvo za stabilizaciju privrednih aktivnosti deficitarnih zemalja.)
MATCH@M:(To pay the resources on this basis, the IMF uses its own resources accumulated from preferential loans and the rich countries’ donations.===>Za isplatu fi-nansijskih sredstava po ovom osnovu, MMF koristi sopstveni izvor formiran iz povlašćenih zajmova i donacija bogatih zemalja.)
MATCH@E:(To pay the resources on this basis, the IMF uses its own resources accumulated from preferential loans and the rich countries donations.===>Za isplatu finansijskih sredstava po ovom osnovu, MMF koristi sopstveni izvor formiran iz povlašćenih zajmova i donacija bogatih zemalja.)
MATCH@M:(The user country can qualify for the resources of up to 190% of its national quota value.===>Zemlja korisnik, može dobiti sredstva u visini od najviše 190% vrednosti nacionalne kvote.)
MATCH@E:(The user country can qualify for the resources of up to 190% of its national quota value.===>Zemlja korisnik, može dobiti sredstva u visini od najviše 190% vrednosti nacionalne kvote.)
MATCH@M:(The Systemic Transformation Facility was introduced with clearly defined purpose and objective in the period of the largest-scale transformations of the developing countries’ economies.===>Olakšica za transformaciju sistema (Systemic Transformation Facility) je uvedena sa jasno definisanom svrhom i ciljem u periodu najvećih transformacija privreda zemalja u razvoju.)
MATCH@E:(The Systemic Transformation Facility was introduced with clearly defined purpose and objective in the period of the largest-scale transformations of the developing countries economies.===>Olakšica za transformaciju sistema (Systemic Transformation Facility) je uvedena sa jasno definisanom svrhom i ciljem u periodu najvećih transformacija privreda zemalja u razvoju.)
MATCH@M:(This type of facility was available to all former socialist countries in their transit from planned and rigid economy to the market economy.===>Ovaj vid olakšice su mogle da koriste bivše socijalističke zemlje, koje su prelazile sa planskog i rigidnog na tržišni način privređivanja.)
MATCH@E:(This type of facility was available to all former socialist countries in their transit from planned and rigid economy to the market economy.===>Ovaj vid olakšice su mogle da koriste bivše socijalističke zemlje, koje su prelazile sa planskog i rigidnog na tržišni način privređivanja.)
MATCH@M:(On the basis of the review of the facilities offered by the IMF to its member countries we can conclude that certain forms are founded on rather favourable conditions, therefore they were used far more frequently in relation to other, short-term and ineffective facilities.===>Na osnovu pregleda različitih oblika olakšica koje MMF odobrava zemljama članicama, možemo prime-titi da se pojedine vrste zasnivaju na veoma povoljnim uslovima korišćenja, pa su samim tim u praksi fonda bile daleko češće primenjivane u odnosu na druge, kratkoročne i neefektivne olakšice.)
MATCH@E:(On the basis of the review of the facilities offered by the IMF to its member countries we can conclude that certain forms are founded on rather favourable conditions, therefore they were used far more frequently in relation to other, short-term and ineffective facilities.===>Na osnovu pregleda različitih oblika olakšica koje MMF odobrava zemljama članicama, možemo primetiti da se pojedine vrste zasnivaju na veoma povoljnim uslovima korišćenja, pa su samim tim u praksi fonda bile daleko češće primenjivane u odnosu na druge, kratkoročne i neefektivne olakšice. 5.)
MATCH@M:(The member country of the IMF experiencing the balance of payment difficulties and a falling trend in economic activities is entitled to apply to the Fund for a necessary amount of financial resources to solve these problems.===>Zemlja članica MMF-a, koja je suočena sa platnobi-lansnim teškoćama i opadajućim trendom privrednih aktivnosti, ima mogućnost da od fonda zatraži potreban iznos finansijskih sredstava kojima bi rešila pome-nute probleme.)
MATCH@E:(Conditionality policy implementation and member countries critical attitudes The member country of the IMF experiencing the balance of payment difficulties and a falling trend in economic activities is entitled to apply to the Fund for a necessary amount of financial resources to solve these problems.===>Primena politike uslovljenosti i kritički pogled zemalja članica Zemlja članica MMF-a, koja je suočena sa platnobilansnim teškoćama i opadajućim trendom privrednih aktivnosti, ima mogućnost da od fonda zatraži potreban iznos finansijskih sredstava kojima bi rešila pomenute probleme.)
MATCH@M:(It is the attitude of the Fund that it ensures a rational use of the borrowed resources and their timely servicing from the part of the financed countries.===>Fond zastupa stav da uslovljenost pre svega obezbe-đuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.)
MATCH@E:(It is the attitude of the Fund that it ensures a rational use of the borrowed resources and their timely servicing from the part of the financed countries.===>Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.)
MATCH@M:(The Fund also uses conditionality as a mechanism to monitor the operationalization of the previously concluded stabilization processes which in the first place include the structural and the balance of payment adjustments in the area of money supply, budget deficits, currency rates, liquidity, solvency, etc.===>Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvarivanja dogovorenih stabilizacionih programa koji se pre svega odnose na strukturna i platnobilansna prilagođavanja u oblasti monetarne mase, budžetskih deficita, deviznih kurse-va, likvidnosti, solventnosti itd.)
MATCH@E:(The Fund also uses conditionality as a mechanism to monitor the operationalization of the previously concluded stabilization processes which in the first place include the structural and the balance of payment adjustments in the area of money supply, budget deficits, currency rates, liquidity, solvency, etc.===>Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvarivanja dogovorenih stabilizacionih programa koji se pre svega odnose na strukturna i platnobilansna prilagođavanja u oblasti monetarne mase, budžetskih deficita, deviznih kurseva, likvidnosti, solventnosti itd.)
MATCH@M:(Prior to obtaining the needed resources, the member country is obliged to submit to the Fund the so-called “letter of intent“ to be analysed.===>Zemlja članica pre nego što dobije na raspolaganje tražena sredstva dužna je da podnese fondu na uvid i razmatranje takozvano „pismo o namerama“.)
MATCH@E:(Prior to obtaining the needed resources, the member country is obliged to submit to the Fund the socalled letter of intent to be analysed.===>Zemlja članica pre nego što dobije na raspolaganje tražena sredstva dužna je da podnese fondu na uvid i razmatranje takozvano pismo o namerama.)
MATCH@M:(In this document the country agrees that its objectives and policies will comply with the regulations stated in the IMF Statute, that it will be strict in implementing the stabilization programme previously concluded with the Fund, and that it will mak its best efforts towards improvement of its balance of payment position in order that it be in a position to pay the resources back in as short a period as possible.===>U okviru pomenutog dokumenta zemlja ističe da će svoje ciljeve i politike uskladiti sa pravilima definisanim u statutu MMF-a, da će striktno sprovoditi st, sa druge strane.Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.)
MATCH@E:(In this document the country agrees that its objectives and policies will comply with the regulations stated in the IMF Statute, that it will be strict in implementing the stabilization programme previously concluded with the Fund, and that it will mak its best efforts towards improvement of its balance of payment position in order that it be in a position to pay the resources back in as short a period as possible.===>U okviru pomenutog dokumenta zemlja ističe da će svoje ciljeve i politike uskladiti sa pravilima definisanim u statutu MMF-a, da će striktno sprovoditi st, sa druge strane. ~~~ Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.)
MATCH@M:(The severity of the conditionality principle depends primarily on the type and volume of the resources granted to the member country, but also on the length of the period it will use them.===>Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvaisi pre svega od vrste i obima sredstava koja se odobravaju zemlji članici, ali takođe i od vremenskog perioda korišćenja.)
MATCH@E:(The severity of the conditionality principle depends primarily on the type and volume of the resources granted to the member country, but also on the length of the period it will use them.===>Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvaisi pre svega od vrste i obima sredstava koja se odobravaju zemlji članici, ali takođe i od vremenskog perioda korišćenja.)
MATCH@M:(Thus we can conclude that it is only the reserve tranche that is automatic and unconditioned.===>Prema tome, možemo konstatovati da je jedino rezervna tranša automatska i totalno neuslovljena.)
MATCH@E:(Thus we can conclude that it is only the reserve tranche that is automatic and unconditioned.===>Prema tome, možemo konstatovati da je jedino rezervna tranša automatska i totalno neuslovljena.)
MATCH@M:(With all other financial mechanisms the Fund is fully entitled to either grant the resources or to decline.===>Kod svih ostalih finansij-skih mehanizama fond ima izričito pravo da odobri ili ne odobri tražena sredstva.)
MATCH@E:(With all other financial mechanisms the Fund is fully entitled to either grant the resources or to decline.===>Kod svih ostalih finansijskih mehanizama fond ima izričito pravo da odobri ili ne odobri tražena sredstva.)
MATCH@M:(As already mentioned, when using financial resources in the form of credit tranches, it is only in the first tranche that the conditions are relatively favourable and mild, gaining sharply in strictness with each subsequent tranche.===>Kao što je već ranije bilo pomenuto, prilikom korišćenja finansijskih sredstava u okviru kreditnih tranši, jedino kod prve tranše su uslovi relativno povoljni i blagi, dok se sa svakom narednom tranšom naglo zaoštravaju.)
MATCH@E:(As already mentioned, when using financial resources in the form of credit tranches, it is only in the first tranche that the conditions are relatively favourable and mild, gaining sharply in strictness with each subsequent tranche.===>Kao što je već ranije bilo pomenuto, prilikom korišćenja finansijskih sredstava u okviru kreditnih tranši, jedino kod prve tranše su uslovi relativno povoljni i blagi, dok se sa svakom narednom tranšom naglo zaoštravaju.)
MATCH@M:(The Fund’s programmes often do not take into consideration individual political and social conditions, the level of economic development of individual countries, nor the internal and external factors that actualy generate the problems.===>Cesto, programi fonda ne uzimaju u obzir pojedinačne političke i socijalne uslove, stepen ekonomske razvijenosti svake zemlje kao i interne ili eksterne faktore koji su pravi uzročnici nastalih problema.)
MATCH@E:(The Funds programmes often do not take into consideration individual political and social conditions, the level of economic development of individual countries, nor the internal and external factors that actualy generate the problems.===>Često, programi fonda ne uzimaju u obzir pojedinačne političke i socijalne uslove, stepen ekonomske razvijenosti svake zemlje kao i interne ili eksterne faktore koji su pravi uzročnici nastalih problema.)
MATCH@M:(The Fund insists on the fast recovery of the country, neglects the development approach to problem solving and its only aim is to recover its resources, safely and in the shortest period possible.===>Fond insistira na brzom oporavku deficitarne zemlje, zanemaruje razvojni pristup rešavanja problema i jedini cilj mu je da sigurno i u što kraćem vremenu povrati svoja sredstva.)
MATCH@E:(The Fund insists on the fast recovery of the country, neglects the development approach to problem solving and its only aim is to recover its resources, safely and in the shortest period possible.===>Fond insistira na brzom oporavku deficitarne zemlje, zanemaruje razvojni pristup rešavanja problema i jedini cilj mu je da sigurno i u što kraćem vremenu povrati svoja sredstva.)
MATCH@M:(Having the previous in mind, many countries prefer any other form of crediting to the financial deals with the IMF.===>Imajući u vidu sve prethodno navedeno, mnoge zemlje se radije opredeljuju za bilo koji drugi vid kreditiranja nego za finansijsku sa-radnju sa MMF-om.)
MATCH@E:(Having the previous in mind, many countries prefer any other form of crediting to the financial deals with the IMF.===>Imajući u vidu sve prethodno navedeno, mnoge zemlje se radije opredeljuju za bilo koji drugi vid kreditiranja nego za finansijsku saradnju sa MMF-om.)
MATCH@M:(When such attitudes of the developing countries towards the conditionality policy and approval of the resources by the IMF are taken into consideration, the next question arises: who is really right and who is to be trusted, the Fund’s officials or the financed countries?! It might be most sensible to weigh the arguments of either parties and believe that either is partly right.===>Kada uzmemo u obzir ovakvo gledište zemalja u razvoju na politiku uslovljenosti i odobravanje sredstava od strane MMF-a, zapitamo se: ko je zaista u pravu i kome treba verovati, zvaničnici-ma fonda ili finansiranim zemljama?! Možda je najrealnije uzeti u obzir argumente obe strane i verovati da su svi pomalo u pravu.)
MATCH@E:(When such attitudes of the developing countries towards the conditionality policy and approval of the resources by the IMF are taken into consideration, the next question arises: who is really right and who is to be trusted, the Funds officials or the financed countries?! It might be most sensible to weigh the arguments of either parties and believe that either is partly right.===>Kada uzmemo u obzir ovakvo gledište zemalja u razvoju na politiku uslovljenosti i odobravanje sredstava od strane MMF-a, zapitamo se: ko je zaista u pravu i kome treba verovati, zvaničnicima fonda ili finansiranim zemljama?! ~~~ Možda je najrealnije uzeti u obzir argumente obe strane i verovati da su svi pomalo u pravu.)
MATCH@M:(Even if the developing countries wish to borrow freely in the capital market and conclude financial deals with other creditors, they cannot evade the IMF.===>Međutim, ukoliko žele da se slobodno zadužuju na tržištu kapitala i sklapaju finansijske ugovore sa drugim kreditorima, zemlje u razvoju su čak i tada upućene na MMF.)
MATCH@E:(Even if the developing countries wish to borrow freely in the capital market and conclude financial deals with other creditors, they cannot evade the IMF.===>Međutim, ukoliko žele da se slobodno zadužuju na tržištu kapitala i sklapaju finansijske ugovore sa drugim kreditorima, zemlje u razvoju su čak i tada upućene na MMF.)
MATCH@M:(The Fund plays an important role on the international financial market reflected in that the international banks increasingly link their estimates of the country’s credit rating with its “good“ relations with the Fund.===>Fond ima vrlo zančajnu ulogu na međunarodnom finansijskom tržištu, koja se ogleda u tome da privatne međunarodne banke sve više povezuju svoju ocenu kreditne sposobnosti jedne zemlje sa njenim „dobrim“ odnosima sa fondom.)
MATCH@E:(The Fund plays an important role on the international financial market reflected in that the international banks increasingly link their estimates of the countrys credit rating with its good relations with the Fund.===>Fond ima vrlo zančajnu ulogu na međunarodnom finansijskom tržištu, koja se ogleda u tome da privatne međunarodne banke sve više povezuju svoju ocenu kreditne sposobnosti jedne zemlje sa njenim dobrim odnosima sa fondom.)
MATCH@M:(It is evident that the conditionality employed by the Fund is the basic source of trust, which is why this institution is highly reputed on financial markets and with international banks.===>Očigledno je da je uslovljenost koju primenjuje MMF, osnovni izvor po-verenja zbog koga ova institucija uživa veliki ugled na finansijskim tržištima i kod međunarodnih banaka.)
MATCH@E:(It is evident that the conditionality employed by the Fund is the basic source of trust, which is why this institution is highly reputed on financial markets and with international banks.===>Očigledno je da je uslovljenost koju primenjuje MMF, osnovni izvor poverenja zbog koga ova institucija uživa veliki ugled na finansijskim tržištima i kod međunarodnih banaka.)
MATCH@M:(The international banks condition the loans to a country by its prior concluding a credit arrangement with the IMF.===>Međunarodne banke, uslovljavaju dodeljivanje zajmova jednoj zemlji, njenim prethodnim zaključivanjem kreditnog aranžmana sa MMF-om.)
MATCH@E:(The international banks condition the loans to a country by its prior concluding a credit arrangement with the IMF.===>Međunarodne banke, uslovljavaju dodeljivanje zajmova jednoj zemlji, njenim prethodnim zaključivanjem kreditnog aranžmana sa MMF-om.)
MATCH@M:(Hence many developing countries apply for the resources to the Fund, mainly or exclusively for the purpose of obtaining a “certificate“ to get a “green light“ to use the necessary financial resources on international market.===>Zbog toga, mnoge zemlje u razvoju traže sredstva fonda, uglavnom ili isključivo zbog „sertifikata“ da bi dobile „zeleno svetlo“ za korišćenje potrebnih finansijskih sredstava na međunarodnom tržištu.)
MATCH@E:(Hence many developing countries apply for the resources to the Fund, mainly or exclusively for the purpose of obtaining a certificate to get a green light to use the necessary financial resources on international market.===>Zbog toga, mnoge zemlje u razvoju traže sredstva fonda, uglavnom ili isključivo zbog sertifikata da bi dobile zeleno svetlo za korišćenje potrebnih finansijskih sredstava na međunarodnom tržištu.)
MATCH@M:(The developing countries keep criticizing the Fund for its conditionality policy and insist on more liberal conditions in using financial resources.===>Zemlje u razvoju, konstantno upućuju kritike fondu na račun primene politike uslovljenosti i zahtevaju liberalnije uslove pri korišćenju finansijskih sredstava.)
MATCH@E:(Š2, 132] The developing countries keep criticizing the Fund for its conditionality policy and insist on more liberal conditions in using financial resources.===>Š2, str.132Ë Zemlje u razvoju, konstantno upućuju kritike fondu na račun primene politike uslovljenosti i zahtevaju liberalnije uslove pri korišćenju finansijskih sredstava.)
MATCH@M:(They maintain that the fund should pay more attention to real causes of the problems, the factors that really caused a problem situation, the national interests and objectives of each individual country.===>Njihov stav je da fond mora više računa povesti o stvarnim uzrocima problema, faktorima koji su zaista uslovili nastalu situaciju, nacionalnim interesima i ciljevima svake pojedine zemlje.)
MATCH@E:(They maintain that the fund should pay more attention to real causes of the problems, the factors that really caused a problem situation, the national interests and objectives of each individual country.===>Njihov stav je da fond mora više računa povesti o stvarnim uzrocima problema, faktorima koji su zaista uslovili nastalu situaciju, nacionalnim interesima i ciljevima svake pojedine zemlje.)
MATCH@M:(Many countries believe that the IMF is in fact a financial institution that protects the interests of the developed countries and follows the principle that rich countries should be made richer, and poor countries should fall into yet deeper poverty.===>Mnoge zemlje smatraju da je fond zapravo finansijska institucija koja štiti interese razvijenih zemalja i koja se rukovodi pravilom da bogate treba učiniti još bogatijim, a siromašne još više osiromašiti.)
MATCH@E:(Many countries believe that the IMF is in fact a financial institution that protects the interests of the developed countries and follows the principle that rich countries should be made richer, and poor countries should fall into yet deeper poverty.===>Mnoge zemlje smatraju da je fond zapravo finansijska institucija koja štiti interese razvijenih zemalja i koja se rukovodi pravilom da bogate treba učiniti još bogatijim, a siromašne još više osiromašiti.)
MATCH@M:(Many countries are evidently bitter and dissapointed and the only way out of this situation they see in relieving the conditions, in the implementation of more flexible measures and in raising the quotas within the IMF.===>Zaista možemo prime titi da su mnoge zemlje ogorčene i razočarane i da jedini izlaz iz nastale situacije vide u ublažavanju uslova, primeni fleksibilnijih mera i povećanju kvota u okviru MMF-)
MATCH@E:(Many countries are evidently bitter and dissapointed and the only way out of this situation they see in relieving the conditions, in the implementation of more flexible measures and in raising the quotas within the IMF.===>Zaista možemo primetiti da su mnoge zemlje ogorčene i razočarane i da jedini izlaz iz nastale situacije vide u ublažavanju uslova, primeni fleksibilnijih mera i povećanju kvota u okviru MMFa.)
MATCH@M:(An interesting example is that of Slovenia, which in the period of its own transformation and recovery decided not to accept the IMF project, employed its own experts in the execution of the stabilization programme and completed it successfully.===>Interesantan primer iz naše okoline je Slovenija, koja je u periodu sopstvene transformacije i oporavka zbog pomenutih nepovoljnosti rešila da ne prihvati projekat MMF-a i uz pomoć svojih stručnjaka pristupila realizaciji sopstvenog stabilizacionog programa koji je veoma uspešno okončan.)
MATCH@E:(An interesting example is that of Slovenia, which in the period of its own transformation and recovery decided not to accept the IMF project, employed its own experts in the execution of the stabilization programme and completed it successfully. ~~~ 6.===>Interesantan primer iz naše okoline je Slovenija, koja je u periodu sopstvene transformacije i oporavka zbog pomenutih nepovoljnosti rešila da ne prihvati projekat MMF-a i uz pomoć svojih stručnjaka pristupila realizaciji sopstvenog stabilizacionog programa koji je veoma uspešno okončan. 6.)
MATCH@M:(The conditionality policy was subject to much criticism and disapproval from the part of certain officials and member countries. Furthermore, some maintain that the Fund pursues an inadequate monetary, fiscal and foreign trade policy as regards the financed countries.===>Pored toga što je politika uslovljenosti MMF-a pretr-pela brojne kritike i negodovanja pojedinih zvaničnika i zemalja članica, prisutno je mišljenje da fond zastupa i neodgovarajuću kreditno-monetarnu, fiskalnu i spolj-notrgovinsku politiku prema finansiranim zemljama.)
MATCH@E:(Critical account of certain aspects of the IMF activities The conditionality policy was subject to much criticism and disapproval from the part of certain officials and member countries. ~~~ Furthermore, some maintain that the Fund pursues an inadequate monetary, fiscal and foreign trade policy as regards the financed countries.===>Kritički osvrt na pojedine aspekte poslovanja MMF-a Pored toga što je politika uslovljenosti MMF-a pretrpela brojne kritike i negodovanja pojedinih zvaničnika i zemalja članica, prisutno je mišljenje da fond zastupa i neodgovarajuću kreditno-monetarnu, fiskalnu i spoljnotrgovinsku politiku prema finansiranim zemljama.)
MATCH@M:(In the analysis of the proposed stabilization programme, the IMF takes special care about the measures of monetary and fiscal policies, with special emphasis upon interest rates raising.===>Prilikom razmatranja predloženog stabilizacionog programa, MMF posebno vodi računa o merama kreditne i fiskalne politike, sa akcentom na povećanje kamatnih stopa.)
MATCH@E:(In the analysis of the proposed stabilization programme, the IMF takes special care about the measures of monetary and fiscal policies, with special emphasis upon interest rates raising.===>Prilikom razmatranja predloženog stabilizacionog programa, MMF posebno vodi računa o merama kreditne i fiskalne politike, sa akcentom na povećanje kamatnih stopa.)
MATCH@M:(The primary goal of the Fund is to limit the crediting activity of the central and commercial banks in the financed country in the course of implementing the stabilization programme.===>Prevashodni cilj fonda je bio da za vreme prime-ne stabilizacionog programa ograniči kreditnu aktivnost centralne i poslovnih banaka u finansiranoj zemlji.)
MATCH@E:(The primary goal of the Fund is to limit the crediting activity of the central and commercial banks in the financed country in the course of implementing the stabilization programme.===>Prevashodni cilj fonda je bio da za vreme primene stabilizacionog programa ograniči kreditnu aktivnost centralne i poslovnih banaka u finansiranoj zemlji.)
MATCH@M:(On one hand, it means limiting the credit amounts that certain banks grant to certain clients, and, on the other hand, the increase in the credit costs, i.e., the interest rate growth.===>To je sa jedne strane podrazumevalo ograničenje mase kredita koju pomenute banke odobravaju pojedinim korisnicima, a sa druge strane, povećanje cene kredita tj. porast kamatnih stopa.)
MATCH@E:(On one hand, it means limiting the credit amounts that certain banks grant to certain clients, and, on the other hand, the increase in the credit costs, i.e., the interest rate growth.===>To je sa jedne strane podrazumevalo ograničenje mase kredita koju pomenute banke odobravaju pojedinim korisnicima, a sa druge strane, povećanje cene kredita tj. porast kamatnih stopa.)
MATCH@M:(If the country, however, experiences significant inflation problems, the policy of increasing the interest rates could only further aggravate the situation.===>Međutim, ukoliko su u zemlji prisutni značajni inflatorni pritisci politika povećanja kamatnih stopa može samo da pogorša već prilično lošu situaciju.)
MATCH@E:(If the country, however, experiences significant inflation problems, the policy of increasing the interest rates could only further aggravate the situation.===>Međutim, ukoliko su u zemlji prisutni značajni inflatorni pritisci politika povećanja kamatnih stopa može samo da pogorša već prilično lošu situaciju.)
MATCH@M:(If this is com-bibed with the fiscal control the IMF conducts as part of its stabilization programme, it becomes evident why certain countries avoid the aid it offers.===>Ukoliko tome dodamo i fiskalnu kontrolu koju MMF sprovodi u okviru svog stabilizacionog programa, jasno nam je zašto mnoge zemlje izbegavaju njegovu pomoć.)
MATCH@E:(If this is combibed with the fiscal control the IMF conducts as part of its stabilization programme, it becomes evident why certain countries avoid the aid it offers.===>Ukoliko tome dodamo i fiskalnu kontrolu koju MMF sprovodi u okviru svog stabilizacionog programa, jasno nam je zašto mnoge zemlje izbegavaju njegovu pomoć.)
MATCH@M:(In such conditions, the prospects that the problem experiencing countries will make any improvement are poor, as the investors have no interest in investing money in such economies. Thus, despite the IMF’s “best intentions“, the transition country becomes increasingly poor and sink into an ever more serious economic and debt crises.===>U takvim uslovima su prisutni veoma slabi izgledi za bilo kakvim poboljšanjem u deficitarnim zemljama jer investitori nisu zainteresovani da ulažu novac u ovakve ekonomije, tako da i pored „najboljih namera“ MMF-a tranzitorne zemlje naglo siromaše i zapadaju u još veće privredne i dužničke krize.)
MATCH@E:(In such conditions, the prospects that the problem experiencing countries will make any improvement are poor, as the investors have no interest in investing money in such economies. ~~~ Thus, despite the IMFs best intentions, the transition country becomes increasingly poor and sink into an ever more serious economic and debt crises.===>U takvim uslovima su prisutni veoma slabi izgledi za bilo kakvim poboljšanjem u deficitarnim zemljama jer investitori nisu zainteresovani da ulažu novac u ovakve ekonomije, tako da i pored najboljih namera MMF-a tranzitorne zemlje naglo siromaše i zapadaju u još veće privredne i dužničke krize.)
MATCH@M:(Part of the IMF stabilization programme is also a measure related to the liberalization of foreign policy, that is, lifting the obstacles in foreign trade and limiting the role of the state in the country’s economic relations with other countries.===>U okviru stabilizacionog programa MMF-a primenju-je se i mera koja se odnosi na liberalizaciju spoljne trgovine tj. uklanjanje barijera u međunarodnoj trgovini i smanjivanje uloge države u ekonomskim odnosima zemlje sa inostranstvom.)
MATCH@E:(Part of the IMF stabilization programme is also a measure related to the liberalization of foreign policy, that is, lifting the obstacles in foreign trade and limiting the role of the state in the countrys economic relations with other countries.===>U okviru stabilizacionog programa MMF-a primenjuje se i mera koja se odnosi na liberalizaciju spoljne trgovine tj. uklanjanje barijera u međunarodnoj trgovini i smanjivanje uloge države u ekonomskim odnosima zemlje sa inostranstvom.)
MATCH@M:(In the developing countries, the consequence of the the liberalization of foreign trade was a surge of inexpensive products from the countries with highly productive economies, which further resulted into an abrupt fall of the national industries, wage reduction, unemployment and the overall impoverishment of the country.===>U nerazvijenim zemljama, posledica liberalizacije spoljne trgovine bio je prodor jeftinih proizvoda iz zemalja koje imaju visoko produktivne privrede, što je rezultiralo brzim propadanjem nacionalnih industrija, smanjenjem dohotka građana, ukidanjem radnih mesta i opštim siroma-šenjem zemlje.)
MATCH@E:(In the developing countries, the consequence of the the liberalization of foreign trade was a surge of inexpensive products from the countries with highly productive economies, which further resulted into an abrupt fall of the national industries, wage reduction, unemployment and the overall impoverishment of the country.===>U nerazvijenim zemljama, posledica liberalizacije spoljne trgovine bio je prodor jeftinih proizvoda iz zemalja koje imaju visoko produktivne privrede, što je rezultiralo brzim propadanjem nacionalnih industrija, smanjenjem dohotka građana, ukidanjem radnih mesta i opštim siromašenjem zemlje.)
MATCH@M:(Namely, the IMM further worsened the situations in many countries since its programmes of fiscal strictness and restrictive monetary policy frequently resulted in high interest rates, sometimes over 20%, sometimes exceeding 50%, and sometimes even higher than 100%.===>Naime, MMF je u mnogim zemljama stanje učinio još gorim zato što su njegovi programi fiskalne strogosti i restriktivne kreditno-monetarne politike, često dovodili do visokih kamatnih stopa, nekada iznad 20%, na-kada iznad 50%, a nekada čak iznad 100%.)
MATCH@E:(Namely, the IMM further worsened the situations in many countries since its programmes of fiscal strictness and restrictive monetary policy frequently resulted in high interest rates, sometimes over 20%, sometimes exceeding 50%, and sometimes even higher than 100%.===>Naime, MMF je u mnogim zemljama stanje učinio još gorim zato što su njegovi programi fiskalne strogosti i restriktivne kreditno-monetarne politike, često dovo dili do visokih kamatnih stopa, nekada iznad 20%, nakada iznad 50%, a nekada čak iznad 100%.)
MATCH@M:(In such conditions, starting business and setting up new companies was made virtually impossible.===>U takvim uslovima je stvaranje poslova i otvaranje novih pred-uzeća prosto nemoguće.)
MATCH@E:(In such conditions, starting business and setting up new companies was made virtually impossible.===>U takvim uslovima je stvaranje poslova i otvaranje novih preduzeća prosto nemoguće.)
MATCH@M:(The period when the Yugoslavia’s relations with the IMF were at their highest was that between 1980 and 1991, when seven standby arrangements were granted, the total amount of 3.5 billion special drawing rights.===>SFRJ je najviše sarađivala sa MMF-om u periodu od 1980. do 1991. godine kada joj je odobreno sedam stand by aranžmana u ukupnoj vrednosti od 3,5 milijardi specijalnih prava vučenja.)
MATCH@E:(The period when the Yugoslavias relations with the IMF were at their highest was that between 1980 and 1991, when seven standby arrangements were granted, the total amount of 3.5 billion special drawing rights.===>SFRJ je najviše sarađivala sa MMF-om u periodu od 1980. do 1991. godine kada joj je odobreno sedam stand by aranžmana u ukupnoj vrednosti od 3,5 milijardi specijalnih prava vučenja.)
MATCH@M:(Until the end of this country, the Fund granted twelve stand-by arrangement.===>Do momenta postojanja ove republike, MMF joj je ukupno odobrio dvanaest stand by aranžmana.)
MATCH@E:(Until the end of this country, the Fund granted twelve stand-by arrangement.===>Do momenta postojanja ove republike, MMF joj je ukupno odobrio dvanaest stand by aranžmana.)
MATCH@M:(The decision of the Board of executive directors of the IMF of 14 December, 1992 was that the SFRY did not exist any longer, consequently, it could no longer be a member of the Fund.===>Odlukom Odbora izvršnih direktora MMF-a, od 14. decembra 1992. godine, konstatovano je da SFRJ više ne postoji, a samim tim prestaje i njeno članstvo u fondu.)
MATCH@E:(The decision of the Board of executive directors of the IMF of 14 December, 1992 was that the SFRY did not exist any longer, consequently, it could no longer be a member of the Fund.===>Odlukom Odbora izvršnih direktora MMF-a, od 14. decembra 1992. godine, konstatovano je da SFRJ više ne postoji, a samim tim prestaje i njeno članstvo u fondu.)
MATCH@M:(The conditions were simultaneously stated under which the successor countries may “inherit“ the membership, and Serbia and Montenegro inherited 36,52% of the assets and the liabilities of the former SFRY.===>Istovremeno su utvrđeni uslovi pod kojima zemlje sukcesori mogu da naslede članstvo u fondu i od aktive i pasive bivše SFRJ, Srbiji i Crnoj Gori je pripalo 36,52%. [9])
MATCH@E:(The conditions were simultaneously stated under which the successor countries may inherit the membership, and Serbia and Montenegro inherited 36,52% of the assets and the liabilities of the former SFRY.===>Istovremeno su utvrđeni uslovi pod kojima zemlje sukcesori mogu da naslede članstvo u fondu i od aktive i pasive bivše SFRJ, Srbiji i Crnoj Gori je pripalo 36,52%.)
MATCH@M:([9C The Republic of Serbia and Montenegro was granted a new stand-by credit in 2001, to be consumed in four equal tranches of 50 million special drawing rights each.===>Zajednici Srbije i Crne Gore je 2001. godine odobren novi stand by kredit, koji je mogao da se koristi u četiri jednake kreditne tranše od po 50 miliona spedijal-nih prava vučenja.)
MATCH@E:(Š9] The Republic of Serbia and Montenegro was granted a new stand-by credit in 2001, to be consumed in four equal tranches of 50 million special drawing rights each.===>Š9Ë Zajednici Srbije i Crne Gore je 2001. godine odobren novi stand by kredit, koji je mogao da se koristi u četiri jednake kreditne tranše od po 50 miliona spedijalnih prava vučenja.)
MATCH@M:(Naturally, all the above explained conditions as to the policies of business activities, conditionality and financing the member countries had to be fully observed by our country.===>Naravno svi prethodno opisani uslovi u vezi sa politikom poslovanja, uslovljenosti i finansiranja zemalja članica, morali su da budu ispo-štovani i od strane naše zemlje.)
MATCH@E:(Naturally, all the above explained conditions as to the policies of business activities, conditionality and financing the member countries had to be fully observed by our country.===>Naravno svi prethodno opisani uslovi u vezi sa politikom poslovanja, uslovljenosti i finansiranja zemalja članica, morali su da budu ispoštovani i od strane naše zemlje.)
MATCH@M:(Serbia and Montenegro were further granted a three-year financial arrangement on extended financing, amounting to 650 million special drawing rights.===>Takođe, Srbiji i Crnoj Gori fond je odobrio i trogodišnji finansijski aranžman za produženo finansiranje u iznosu od 650 miliona specijalnih prava vučenja.)
MATCH@E:(Serbia and Montenegro were further granted a threeyear financial arrangement on extended financing, amounting to 650 million special drawing rights.===>Takođe, Srbiji i Crnoj Gori fond je odobrio i trogodišnji finansijski aranžman za produženo finansiranje u iznosu od 650 miliona specijalnih prava vučenja.)
MATCH@M:(The said arrangement supported the operationalization of the programme of economic stabilization and reforms in the 2002 to 2005 period and could be consumed in a number of credit tranches of 50 million special drawing rights each.===>Pomenuti aranžman je podržavao sprovođenje programa ekonomske stabilizacije i reformi u periodu od 2002. do 2005. godine i mogao se koristii u više kreditnih tranši od po 50 mi-liona specijalnih prava vučenja.)
MATCH@E:(The said arrangement supported the operationalization of the programme of economic stabilization and reforms in the 2002 to 2005 period and could be consumed in a number of credit tranches of 50 million special drawing rights each.===>Pomenuti aranžman je podržavao sprovođenje programa ekonomske stabilizacije i reformi u periodu od 2002. do 2005. godine i mogao se koristii u više kreditnih tranši od po 50 miliona specijalnih prava vučenja.)
MATCH@M:(The Fund set a large number of conditions that Serbia and Montenegro had to comply with prior to being allowed the access to the resources.===>Fond je Srbiji i Crnoj Gori postavio brojne uslove koji su morali da budu ispunjeni, pre nego što se pristupi korišćenju odobrenih sredstava.)
MATCH@E:(The Fund set a large number of conditions that Serbia and Montenegro had to comply with prior to being allowed the access to the resources.===>Fond je Srbiji i Crnoj Gori postavio brojne uslove koji su morali da budu ispunjeni, pre nego što se pristupi korišćenju odobrenih sredstava.)
MATCH@M:(The conditions mainly referred to: macroeconomic policy and fiscal system reforms, liberalization of foreign currency and trading systems, restructuring of banks and large state-owned companies, increasing the amount of foreign currency reserves and relieving inflation pressures, reviving the production processes, introducing a new tax system, pension plan reform, etc.===>Pomenuti uslovi su se pre svega odnosili na: reformu makroekonomske politike i fiskalnog sistema, liberalizaciju deviznog i trgovinskog sistema, restruktuiranje banaka i velikih državnih preduzeća, povećanje deviznih rezervi i smanjenje inflatornih pritisaka, oživljavanje procesa proizvodnje, uvođenje novog poreskog sistema, reformu penzijskog sistema itd.)
MATCH@E:(The conditions mainly referred to: macroeconomic policy and fiscal system reforms, liberalization of foreign currency and trading systems, restructuring of banks and large state-owned companies, increasing the amount of foreign currency reserves and relieving inflation pressures, reviving the production processes, introducing a new tax system, pension plan reform, etc.===>Pomenuti uslovi su se pre svega odnosili na: reformu makroekonomske politike i fiskalnog sistema, liberalizaciju deviznog i trgovinskog sistema, restruktuiranje banaka i velikih državnih preduzeća, povećanje deviznih rezervi i smanjenje inflatornih pritisaka, oživljavanje procesa proizvodnje, uvođenje novog poreskog sistema, reformu penzijskog sistema itd.)
MATCH@M:(On concluding the negotiations between the representatives of the IMF and the Government of Serbia the Minister of Finance announced that a successful conclusion of the arrangement with the IMF leaves no doubt as to the further cooperation with the World Bank, which so far was also successful.===>Po završetku pregovora između predstavnika MMF-a i Vlade Srbije, ministar fi-nansija je izjavio da uspešno okončanje aranžmana sa MMF-om uklanja svaku prepreku za dalju saradnju sa Svetskom bankom, koja je i do sada bila veoma uspe-šna.)
MATCH@E:(On concluding the negotiations between the representatives of the IMF and the Government of Serbia the Minister of Finance announced that a successful conclusion of the arrangement with the IMF leaves no doubt as to the further cooperation with the World Bank, which so far was also successful.===>Po završetku pregovora između predstavnika MMF-a i Vlade Srbije, ministar finansija je izjavio da uspešno okončanje aranžmana sa MMF-om uklanja svaku prepreku za dalju saradnju sa Svetskom bankom, koja je i do sada bila veoma uspešna.)
MATCH@M:(As regards the reduction of the public debt from the previous 170% to 44%, a positive assessment of the Serbia’s credit worthiness is no surprise.===>S obzirom na smanjenje javnog duga sa 170% u prethodnom periodu na 44%, pozitivna ocena o kreditnoj sposobnosti Srbije nije iznenađenje.)
MATCH@E:(As regards the reduction of the public debt from the previous 170% to 44%, a positive assessment of the Serbias credit worthiness is no surprise.===>S obzirom na smanjenje javnog duga sa 170% u prethodnom periodu na 44%, pozitivna ocena o kreditnoj sposobnosti Srbije nije iznenađenje.)
MATCH@M:(A positive decision of the IMF will produce a domino effect upon a succession of economic parame-tres related to investments in this country, the effect of which is yet to be seen.===>Pozitivna odluka MMF-a će imati domino efekat na čitav niz ekonomskih parametara vezanih za ulaganja u našu zemlju, čije efekte ćemo tek osetiti.)
MATCH@E:(A positive decision of the IMF will produce a domino effect upon a succession of economic parametres related to investments in this country, the effect of which is yet to be seen.===>Pozitivna odluka MMF-a će imati domino efekat na čitav niz ekonomskih parametara vezanih za ulaganja u našu zemlju, čije efekte ćemo tek osetiti.)
MATCH@M:(On the basis of the objectives, tasks and work methodology presented, a conclusion can be drawn that the IMF is by all means a significant monetary institution that operates on an international scale.===>Na osnovu prezentiranih ciljeva, zadataka i metodologije rada, možemo zaključiti da je MMF nesumljivo veoma značajna monetarna institucija koja deluje u međunarodnim okvirima.)
MATCH@E:(Conclusion On the basis of the objectives, tasks and work methodology presented, a conclusion can be drawn that the IMF is by all means a significant monetary institution that operates on an international scale.===>Zaključak Na osnovu prezentiranih ciljeva, zadataka i metodologije rada, možemo zaključiti da je MMF nesumljivo veoma značajna monetarna institucija koja deluje u međunarodnim okvirima.)
MATCH@M:(Its policy of conditionality as well as its close links with highly developed countries are, however, much criticized.===>Međutim, kao što smo mogli da primetimo, najviše je osporavana i kritikovana politika uslovljenosti fonda kao i njegova izrazita povezanost sa visoko razvijenim zemljama.)
MATCH@E:(Its policy of conditionality as well as its close links with highly developed countries are, however, much criticized.===>Međutim, kao što smo mogli da primetimo, najviše je osporavana i kritikovana politika uslovljenosti fonda kao i njegova izrazita povezanost sa visoko razvijenim zemljama.)
MATCH@M:(The question, however, remains as to whether all these are supported by “generous“ intents of the IMF, whether it really wishes to provide aid to the problem country, fully apprehend its problems and execute an individually planned stabilization policy, or is only interested in recovering the granted resources in as short a period as possible.===>Međutim, postavlja se pitanje da li iza svega toga stoje „humane“ namere MMF-a, da li on zaista želi da pomogne problematičnoj zemlji, uđe u suštinu njenih problema i sprovede pojedinačno koncipiranu stabilizacionu politiku, ili mu je jedino bitno da se odobrena sredstva vrate u što kraćem periodu.)
MATCH@E:(The question, however, remains as to whether all these are supported by generous intents of the IMF, whether it really wishes to provide aid to the problem country, fully apprehend its problems and execute an individually planned stabilization policy, or is only interested in recovering the granted resources in as short a period as possible.===>Međutim, postavlja se pitanje da li iza svega toga stoje humane namere MMFa, da li on zaista želi da pomogne problematičnoj zemlji, uđe u suštinu njenih problema i sprovede pojedinačno koncipiranu stabilizacionu politiku, ili mu je jedino bitno da se odobrena sredstva vrate u što kraćem periodu.)
MATCH@M:(The answers to this questions range in number and variety, some justifying and supporting the IMF policy, some preferring the attitudes of the developing countries that the conditions are far from favourable and that its policies are destructive for their economies.===>Svakako, na ova pitanja postoje brojni i naj-različitiji odgovori, pri čemu neki opravdavaju i podržavaju politiku MMF-a, a neki radije podržavaju stav zemalja u razvoju o nepovoljnosti fondovih uslova i razornom uticaju njegovih politika.)
MATCH@E:(The answers to this questions range in number and variety, some justifying and supporting the IMF policy, some preferring the attitudes of the developing countries that the conditions are far from favourable and that its policies are destructive for their economies.===>Svakako, na ova pitanja postoje brojni i najrazličitiji odgovori, pri čemu neki opravdavaju i podržavaju politiku MMF-a, a neki radije podržavaju stav zemalja u razvoju o nepovoljnosti fondovih uslova i razornom uticaju njegovih politika.)
MATCH@M:(The member countries primarily insist on being granted longer periods in which they could use and pay back the borrowed funds, on raising the quotas and on observing the national objectives and policies.===>Zemlje članice, pre svega insistiraju na dužim rokovima korišćenja i vraćanja sredstava, povećanju kvota i očuvanju nacionalnih ciljeva i politika.)
MATCH@E:(The member countries primarily insist on being granted longer periods in which they could use and pay back the borrowed funds, on raising the quotas and on observing the national objectives and policies.===>Zemlje članice, pre svega insistiraju na dužim rokovima korišćenja i vraćanja sredstava, povećanju kvota i očuvanju nacionalnih ciljeva i politika.)
MATCH@M:(The advocates of the IMF policy, however, maintain that the stabilization programmes are professionaly designed, adapted to each country, that they do not threat their national sovereinty and it is only by their implementation that any positive affects may be achieved in the economic relations and the foreign trade of disbalance of payment encountering countries.===>Međutim, zagovornici politike MMF-a, tvrde da su stabilizacioni programi stručno urađeni, prilagođeni svakoj zemlji, da ne ugrožavaju nacionalne suverenitete i da se jedino njihovom primenom mogu postići efekti poboljšanja privrednih kretanja i spoljnotrgovinskih pozicija u deficitarnim zemljama.)
MATCH@E:(The advocates of the IMF policy, however, maintain that the stabilization programmes are professionaly designed, adapted to each country, that they do not threat their national sovereinty and it is only by their implementation that any positive affects may be achieved in the economic relations and the foreign trade of disbalance of payment encountering countries.===>Međutim, zagovornici politike MMF-a, tvrde da su stabilizacioni programi stručno urađeni, prilagođeni svakoj zemlji, da ne ugrožavaju nacionalne suverenitete i da se jedino njihovom primenom mogu postići efekti poboljšanja privrednih kretanja i spoljnotrgovinskih pozicija u deficitarnim zemljama.)
MATCH@M:(The IMF explains its possible errors and failures by the fact that a large number of countries apply to the Fund when it is already too late and that in such circumstances, in the presence of deep economic crises and overwhelming foreign debts some substantial improvements and solutions to a large number of problems are hardly possible.===>Opravdanje za eventualne propuste i neu-spehe MMF nalazi u svojoj tvrdnji da mu se mnoge zemlje veoma kasno obraćaju za pomoć i da je u takvoj situaciji uz prisustvo dubokih ekonomskih kriza i nagomilanih spoljnih dugova nemoguće učiniti značajna poboljšanja i rešiti mnogobrojne probleme.)
MATCH@E:(The IMF explains its possible errors and failures by the fact that a large number of countries apply to the Fund when it is already too late and that in such circumstances, in the presence of deep economic crises and overwhelming foreign debts some substantial improvements and solutions to a large number of problems are hardly possible.===>Opravdanje za eventualne propuste i neuspehe MMF nalazi u svojoj tvrdnji da mu se mnoge zemlje veoma kasno obraćaju za pomoć i da je u takvoj situaciji uz prisustvo dubokih ekonomskih kriza i nagomilanih spoljnih dugova nemoguće učiniti značajna poboljšanja i rešiti mnogobrojne probleme.)
MATCH@M:(The issue discussed is bond yields and yields variations on bonds in Montenegro. Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds).===>U radu se razmatraju prinosi i varijacije prinosa na obveznice u Crnoj Gori, i to na: obveznice stare devizne štednje (obveznice SDŠ) i obveznice za obeštećenje korisnika prava penzijskog i invalidskog osiguranja (obveznice PiO).)
MATCH@E:(Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds).===>)
BAD_LINE_=============================================================
BAD_LINE_M:The issue discussed is bond yields and yields variations on bonds in Montenegro. Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds).
BAD_LINE_M:U radu se razmatraju prinosi i varijacije prinosa na obveznice u Crnoj Gori, i to na: obveznice stare devizne štednje (obveznice SDŠ) i obveznice za obeštećenje korisnika prava penzijskog i invalidskog osiguranja (obveznice PiO).
BAD_LINE_E:Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds).
BAD_LINE_E:
MATCH@M:(Both classes of bonds are issued by the Central Government.===>Obje klase obveznica izdaje Centralna Vlada (Država).)
MATCH@E:(Both classes of bonds are issued by the Central Government.===>Obje klase obveznica izdaje Centralna Vlada (Država).)
MATCH@M:(Both are zero-coupon bonds, and mature in tranches: FFCS bonds mature annually, from 2004-2017 (as by tickers: OB04-OB17), while PiO bonds mature semiannually, from 2008-2011 (as by tickers: P08P, P09P, P09D, P10P, P10D, P11P).===>I jedne i druge su diskontne hartije od vrijednosti. Dospijevaju u serijama (tranšama); obveznice SDS jednom godišnje (OB04-OB17), a obveznice PiO dva puta godišnje (P08P, P09P, P09D, P10P, P10D, P11P).)
MATCH@E:(Both are zero-coupon bonds, and mature in tranches: FFCS bonds mature annually, from 2004-2017 (as by tickers: OB04-OB17), while PiO bonds mature semiannually, from 2008-2011 (as by tickers: P08P, P09P, P09D, P10P, P10D, P11P).===>I jedne i druge su diskontne hartije od vrijednosti. ~~~ Dospijevaju u serijama (tranšama); obveznice SD[ jednom godišnje (OB04-OB17), a obveznice PiO dva puta godišnje (P08P, P09P, P09D, P10P, P10D, P11P).)
MATCH@M:(The former are issued to compensate natural persons whose foreign currency deposits became frozen, amid the collapse of the banking system during 1990’s (at the time State-owned), while the latter are issued to compensate for the controversial adjustment of pensions and other remunerations during the July 2002 - December 2003 period.===>Prve su emitovane zbog obeštećenja fizičkih lica čiji su devizni depoziti ostali zamrznuti usljed kolapsa bankarskog sistema tokom 1990-ih. Dok, druge se odnose na obeštećenje korisnika penzijskog i invalidskog osiguranja, usljed „spornog” usklađivanja penzija i drugih naknada u periodu jul 2002-decembar 2003. godine.)
MATCH@E:(The former are issued to compensate natural persons whose foreign currency deposits became frozen, amid the collapse of the banking system during 1990s (at the time State-owned), while the latter are issued to compensate for the controversial adjustment of pensions and other remunerations during the July 2002 - December 2003 period.===>Prve su emitovane zbog obeštećenja fizičkih lica čiji su devizni depoziti ostali zamrznuti usljed kolapsa bankarskog sistema tokom 1990-ih. ~~~ Dok, druge se odnose na obeštećenje korisnika penzijskog i invalidskog osiguranja, usljed spornog usklađivanja penzija i drugih naknada u periodu jul 2002-decembar 2003. godine.)
MATCH@M:(The aforementioned bond classes are considered for various reasons, the most important being their highest trading volume among all the bonds.===>Pomenute klase obveznica se razmatraju iz više razloga, od kojih je najvažniji što su najtrgovanije.)
MATCH@E:(The aforementioned bond classes are considered for various reasons, the most important being their highest trading volume among all the bonds.===>Pomenute klase obveznica se razmatraju iz više razloga, od kojih je najvažniji što su najtrgovanije.)
MATCH@M:(In addition, let us mention that after the new capital markets had been established in Montenegro, only one corporate bond issue was achieved.===>Uzgred, pomenimo da je u Crnoj Gori, od uspostavljanja novog tržišta kapitala, održana svega jedna emisija korporativnih obveznica.)
MATCH@E:(In addition, let us mention that after the new capital markets had been established in Montenegro, only one corporate bond issue was achieved. about 10%, to rise in 2008.===>Uzgred, pomenimo da je u Crnoj Gori, od uspostavljanja novog tržišta kapitala, održana svega jedna emisija korporativnih obveznica. seci pred dospijeće naglo rasli. ~~~ Prinos na OB10 se dugo kretao na oko 10%, da bi u 2008. skočio.)
BAD_LINE_=============================================================
BAD_LINE_M:In addition, let us mention that after the new capital markets had been established in Montenegro, only one corporate bond issue was achieved.
BAD_LINE_M:Uzgred, pomenimo da je u Crnoj Gori, od uspostavljanja novog tržišta kapitala, održana svega jedna emisija korporativnih obveznica.
BAD_LINE_E:In addition, let us mention that after the new capital markets had been established in Montenegro, only one corporate bond issue was achieved. about 10%, to rise in 2008.
BAD_LINE_E:Uzgred, pomenimo da je u Crnoj Gori, od uspostavljanja novog tržišta kapitala, održana svega jedna emisija korporativnih obveznica. seci pred dospijeće naglo rasli. ~~~ Prinos na OB10 se dugo kretao na oko 10%, da bi u 2008. skočio.
MATCH@M:(The 2005 - 2008 period is taken under consideration.===>Kao period posmatranja, uzećemo 2005-2008.)
MATCH@E:(Introduction The 2005 2008 period is taken under consideration.===>Uvod Kao period posmatranja, uzećemo 2005-2008.)
MATCH@M:(It is for various reasons that this period is chosen.===>Upravo ovaj period se uzima u razmatranje iz više razloga.)
MATCH@E:(It is for various reasons that this period is chosen.===>Upravo ovaj period se uzima u razmatranje iz više razloga.)
MATCH@M:(1.	The yields on series of FFCS bonds are unstable; specifically, each graph “rises“ abruptly towards the end of the period presented in the graph (2005-2008.), that is, shows an expansion upwards.===>1.	Prinosi na serije obveznica SDŠ nijesu stabilni; specifično, svaki od grafika naglo „raste“ na kraju perioda koji je predstavljen na grafiku (2005-2008.), tj. ima iz-duženje prema gore.)
MATCH@E:(The yields on series of FFCS bonds are unstable; specifically, each graph rises abruptly towards the end of the period presented in the graph (2005-2008.), that is, shows an expansion upwards.===>Prinosi na serije obveznica SD[ nijesu stabilni; specifično, svaki od grafika naglo raste na kraju perioda koji je predstavljen na grafiku (2005-2008.), tj. ima izduženje prema gore.)
MATCH@M:(A similar situation is repeated in the PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@E:(A similar situation is repeated in the PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@M:(For example, in P08P they plummet, and then rise abruptly.===>Na primjer, kod P08P strmoglavo padaju, a zatim izuzetno rastu.)
MATCH@E:(For example, in P08P they plummet, and then rise abruptly.===>Na primjer, kod P08P strmoglavo padaju, a zatim izuzetno rastu.)
MATCH@M:(In P09P, P10D and P11P: after a plummet (especially in P09P), there is a gradual, however, striking rise.===>Kod P09P, P10D i P11P: nakon naglog pada (posebno kod P09P), dešava se postepen, ali opet, veoma izražen rast.)
MATCH@E:(In P09P, P10D and P11P: after a plummet (especially in P09P), there is a gradual, however, striking rise.===>Kod P09P, P10D i P11P: nakon naglog pada (posebno kod P09P), dešava se postepen, ali opet, veoma izražen rast. 2.)
MATCH@M:(Similarly, the yields on OB15-OB17 were for quite a long period at about 45% (depending on the series), to rise, roughly, from the end of the first half of 2007 onwards.===>Prinos na OB10 se dugo kretao na oko 10%, da bi u 2008. skočio. Slično, prinosi na OB15-OB17 su relativno dugo bili na nivou 4-5% (u zavisnosti od serije), da bi, ugrubo, od polovine 2007. pa na dalje, porasli.)
MATCH@E:(Similarly, the yields on OB15-OB17 were for quite a long period at about 45% (depending on the series), to rise, roughly, from the end of the first half of 2007 onwards.===>Slično, prinosi na OB15-OB17 su relativno dugo bili na nivou 4-5% (u zavisnosti od serije), da bi, ugrubo, od polovine 2007. pa na dalje, porasli.)
MATCH@M:(The situation is similar with the series of PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@E:(The situation is similar with the series of PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@M:(For example, in case of P08P we are dealing with hundreds percents of yields.===>Npr. kod P08P su u pitanju stotine procenata prinosa.)
MATCH@E:(For example, in case of P08P we are dealing with hundreds percents of yields.===>Npr. kod P08P su u pitanju stotine procenata prinosa.)
MATCH@M:(After the fall, in P09P, the yields go from 20% to 60%.===>Kod P09P, nakon pada, prinos se kreće od 20% prema 60%.)
MATCH@E:(After the fall, in P09P, the yields go from 20% to 60%.===>Kod P09P, nakon pada, prinos se kreće od 20% prema 60%.)
MATCH@M:(With P10D i P11P, the yields range from 20% to 40%.===>Kod P10D i P11P, prinosi se kreću od 20% prema 40%.)
MATCH@E:(With P10D i P11P, the yields range from 20% to 40%.===>Kod P10D i P11P, prinosi se kreću od 20% prema 40%.)
MATCH@M:(A rare ’’regularity“ is observed in the movement of P09P, P10D and P11P: after plummetting at the beginning, there comes a rise, and in such a way that the yield on the series that matures earlier exceeds that of the later maturing series.===>Rijetka „pravilnost” jeste u kretanju P09P, P10D i P11P: nakon naglog pada u početku, slijedi rast, i to takav da je prinos od serije koja dospijeva ranije iznad prinosa serija koje kasnije dospijevaju.)
MATCH@E:(A rare regularity is observed in the movement of P09P, P10D and P11P: after plummetting at the beginning, there comes a rise, and in such a way that the yield on the series that matures earlier exceeds that of the later maturing series. ~~~ 3.===>Rijetka pravilnost jeste u kretanju P09P, P10D i P11P: nakon naglog pada u početku, slijedi rast, i to takav da je prinos od serije koja dospijeva ranije iznad prinosa serija koje kasnije dospijevaju. 3.)
MATCH@M:(3.	The yields on the series of FFCS are rather high.===>3.	Prinosi na serije obveznica SDŠ su veoma visoki.)
MATCH@E:(The yields on the series of FFCS are rather high.===>Prinosi na serije obveznica SD[ su veoma visoki.)
MATCH@M:(This estimation is valid for all the series, except the OB15-OB17 series, from the moment (period) of the rise.===>Ova ocjena stoji za prinose na sve serije, osim na serije OB15-OB17, i to do trenutka (perioda) pomenutog skoka.)
MATCH@E:(This estimation is valid for all the series, except the OB15OB17 series, from the moment (period) of the rise.===>Ova ocjena stoji za prinose na sve serije, osim na serije OB15-OB17, i to do trenutka (perioda) pomenutog skoka.)
MATCH@M:(The situation is similar with the series of PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@E:(The situation is similar with the series of PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@M:(For example, the minimum of all (average) yields is 20,5%.===>Primjera radi, minimalni od svih (srednjih) prinosa je 20,5%.)
MATCH@E:(For example, the minimum of all (average) yields is 20,5%.===>Primjera radi, minimalni od svih (srednjih) prinosa je 20,5%.)
MATCH@M:(2.===>2.)
MATCH@E:(2.===>Atmosfera na radnom mestu 2.)
BAD_LINE_=============================================================
BAD_LINE_M:2.
BAD_LINE_M:2.
BAD_LINE_E:2.
BAD_LINE_E:Atmosfera na radnom mestu 2.
MATCH@M:(This will lead us to a discussion on what the investors’ perceptions of credit and other risks of investments into Montenegrin state bonds (partly the risk of a change of interest rate) are.===>To ce nas djelimic-no uvesti u diskusiju o tome kakve su percepcije investitora o kreditnom i drugim rizicima investiranja (djelimicno i o riziku promjene kamatne stope) u crnogorske državne obveznice.)
MATCH@E:(This will lead us to a discussion on what the investors perceptions of credit and other risks of investments into Montenegrin state bonds (partly the risk of a change of interest rate) are.===>To će nas djelimično uvesti u diskusiju o tome kakve su percepcije investitora o kreditnom i drugim rizicima investiranja (djelimično i o riziku promjene kamatne stope) u crnogorske državne obveznice.)
MATCH@M:(Generally, it is not easy to find relations between the economic theory and the practices of the developed countries.===>Generalno, teško je nalaziti veze sa ekonomskom teorijom i sa praksama razvijenih ekonomija.)
MATCH@E:(Generally, it is not easy to find relations between the economic theory and the practices of the developed countries.===>Generalno, teško je nalaziti veze sa ekonomskom teorijom i sa praksama razvijenih ekonomija.)
MATCH@M:(Among the FFCS and the PiO bonds, it appears that only the OB15-OB17 series and perhaps the OB10se-ries, had a “meaningful“ yield, from the moment (period) as we already mentioned, in case of OB15-OB17 in the range of 4-5%, while in OB10 they were about 10%.===>Od posmatranih obveznica SDS i obveznica PiO, čini se da su jedino serije OB15-OB17, i možda OB10, imale „smislenu” visinu prinosa, i to jednog trenutka (perioda): kako smo rekli, za OB15-OB17 u rasponu 4-5%, a za OB10 oko 10%.)
MATCH@E:(Among the FFCS and the PiO bonds, it appears that only the OB15-OB17 series and perhaps the OB10series, had a meaningful yield, from the moment (period) as we already mentioned, in case of OB15-OB17 in the range of 4-5%, while in OB10 they were about 10%.===>Od posmatranih obveznica SD[ i obveznica PiO, čini se da su jedino serije OB15-OB17, i možda OB10, imale smislenu visinu prinosa, i to jednog trenutka (perioda): kako smo rekli, za OB15-OB17 u rasponu 4-5%, a za OB10 oko 10%.)
MATCH@M:(Why "meaningful“?===>Zbog čega „smislenu”?)
MATCH@E:(Why meaningful?===>Zbog čega smislenu?)
MATCH@M:(The share market "exploded“ in spring 2007, earning enormous yields to those who invested in, e.g., 2005. (when, objectively real trade began).===>Tržište akcija je „eksplodiralo” u proljeće 2007. godine, donoseći onima koji su investirali npr. u 2005. (kada je, objektivno, počela opipljivija trgovina) enorm-ne zarade.)
MATCH@E:(The share market exploded in spring 2007, earning enormous yields to those who invested in, e.g., 2005. (when, objectively real trade began).===>Tržište akcija je eksplodiralo u proljeće 2007. godine, donoseći onima koji su investirali npr. u 2005. (kada je, objektivno, počela opipljivija trgovina) enormne zarade.)
MATCH@M:(After that peak was reached, however, the fall ensued that lasted until as long as the end of 2008, bringing the indices back to the values from the last quarter of 2005.===>Međutim, nakon tog vrha uslijedio je pad, koji je trajao sve do kraja 2008. godine, vraćajući indekse na vrijednosti iz posljednjeg kvartala 2005.)
MATCH@E:(After that peak was reached, however, the fall ensued that lasted until as long as the end of 2008, bringing the indices back to the values from the last quarter of 2005.===>Međutim, nakon tog vrha uslijedio je pad, koji je trajao sve do kraja 2008. godine, vraćajući indekse na vrijednosti iz posljednjeg kvartala 2005.)
MATCH@M:(It is the same with real estate, the prices of which formed a balloon, almost parallelly with the share prices balloon.===>Slično je sa nekretninama, čije su cijene formirale balon gotovo paralelno sa cjenovnim balonom akcija.)
MATCH@E:(It is the same with real estate, the prices of which formed a balloon, almost parallelly with the share prices balloon.===>Slično je sa nekretninama, čije su cijene formirale balon gotovo paralelno sa cjenovnim balonom akcija.)
MATCH@M:(The real estate prices continued to rise after reaching the price peak on the share market and stopped at the end of 2007.===>Cijene nekretnina su nastavile da rastu nakon cjenovnog vrha na tržištu akcija, i zaustavile se, otprilike, zaključno sa krajem 2007. godine.)
MATCH@E:(The real estate prices continued to rise after reaching the price peak on the share market and stopped at the end of 2007.===>Cijene nekretnina su nastavile da rastu nakon cjenovnog vrha na tržištu akcija, i zaustavile se, otprilike, zaključno sa krajem 2007. godine.)
MATCH@M:(The plummet, sincerely, did not ensue like that on the share market, however, it was significant, followed by a significant fall in trading.===>Doduše, nije uslijedio strmoglav pad poput onog na tržištu akcija, ali je pad ipak osjetan, uz veoma izražen pad prometa.)
MATCH@E:(The plummet, sincerely, did not ensue like that on the share market, however, it was significant, followed by a significant fall in trading.===>Doduše, nije uslijedio strmoglav pad poput onog na tržištu akcija, ali je pad ipak osjetan, uz veoma izražen pad prometa.)
MATCH@M:(In spite of the sellers trying to maintain the same price levels, at the end of 2008 hardly anything could be sold at the prices recorded one year earlier.===>Iako pro-davci uporno pokušavaju da održe cijene, na kraju 2008. teško da se išta može prodati po cijenama koje su važile godinu dana ranije.)
MATCH@E:(In spite of the sellers trying to maintain the same price levels, at the end of 2008 hardly anything could be sold at the prices recorded one year earlier.===>Iako prodavci uporno pokušavaju da održe cijene, na kraju 2008. teško da se išta može prodati po cijenama koje su važile godinu dana ranije.)
MATCH@M:(The comparison of yields on bonds with the yields on shares and real estate is meaningful if volatility is taken into account.===>Poređenje prinosa na obveznice sa prinosima na akcije i nekretnine ima smisla uzimajući u obzir volatil-nost.)
MATCH@E:(The comparison of yields on bonds with the yields on shares and real estate is meaningful if volatility is taken into account.===>Poređenje prinosa na obveznice sa prinosima na akcije i nekretnine ima smisla uzimajući u obzir volatilnost.)
MATCH@M:(Share prices rose extremely, then plum-metted equally fast; the real estate prices did not fall as much as that, however, with the forecast for the year 2009, nobody can say they will not.===>Cijene akcija su ekstremno porasle, zatim ekstremno i pale; cijene nekretnina nijesu pale sasvim kao cijene akcija, ali obzirom na prognoze za 2009. godinu, nije nemoguće da neće.)
MATCH@E:(Share prices rose extremely, then plummetted equally fast; the real estate prices did not fall as much as that, however, with the forecast for the year 2009, nobody can say they will not.===>Cijene akcija su ekstremno porasle, zatim ekstremno i pale; cijene nekretnina nijesu pale sasvim kao cijene akcija, ali obzirom na prognoze za 2009. godinu, nije nemoguće da neće.)
MATCH@M:(The yields on bonds, on the other hand, however changeable, are steadier still compared to those on shares and real estate.===>Prinosi na obveznice, sa druge strane, koliko god promjenjivi, ipak su bili stabilniji od onih na akcije i nekretnine.)
MATCH@E:(The yields on bonds, on the other hand, however changeable, are steadier still compared to those on shares and real estate.===>Prinosi na obveznice, sa druge strane, koliko god promjenjivi, ipak su bili stabilniji od onih na akcije i nekretnine.)
MATCH@M:(We are, however, left with the impression that the period of observation is too short if we attempt to give any estimations of the sort.===>Međutim, stiče se utisak da je za bilo kakve ocjene ove vrste, period posmatranja prekratak.)
MATCH@E:(We are, however, left with the impression that the period of observation is too short if we attempt to give any estimations of the sort.===>Međutim, stiče se utisak da je za bilo kakve ocjene ove vrste, period posmatranja prekratak.)
MATCH@M:(Similarly, the shares and the real estate assets classes largely differ from the bonds by the way in which they earn yield.===>Takođe, akcije i nekretnine su prilično različite klase aktive u odnosu na obveznice, po načinu na koji odbacuju prinos.)
MATCH@E:(Similarly, the shares and the real estate assets classes largely differ from the bonds by the way in which they earn yield.===>Takođe, akcije i nekretnine su prilično različite klase aktive u odnosu na obveznice, po načinu na koji odbacuju prinos.)
MATCH@M:(The return on the discount bonds is quite known on condition they are kept until maturity, provided the issuer answers his obligation.===>Diskontne obveznice imaju sasvim poznat prinos ukoliko se drže do dospijeća, pod uslovom da emitent izmiri obavezu.)
MATCH@E:(The return on the discount bonds is quite known on condition they are kept until maturity, provided the issuer answers his obligation.===>Diskontne obveznice imaju sasvim poznat prinos ukoliko se drže do dospijeća, pod uslovom da emitent izmiri obavezu.)
MATCH@M:(The shares, on the other hand, do not mature, and earn the yield either by dividends (that cannot be known beforehand), or in the form of capital profit or loss.===>Akcije, sa druge strane, nemaju dospijeće, a prinos odbacuju ili dividendama (koje se ne mogu znati unaprijed), ili u vidu kapitalne dobiti/gubitka.)
MATCH@E:(The shares, on the other hand, do not mature, and earn the yield either by dividends (that cannot be known beforehand), or in the form of capital profit or loss.===>Akcije, sa druge strane, nemaju dospijeće, a prinos odbacuju ili dividendama (koje se ne mogu znati unaprijed), ili u vidu kapitalne dobiti/gubitka.)
MATCH@M:(Similarly,the real estate does not mature, and earn yied either by the rent (that can be known beforehand, better than dividends in case of shares, however, up to a defined deadline), or in the form of capital profit/loss.===>Nekretnine, slično, nemaju dospijeće, a prinos odbacuju ili rentama (koje se mogu unaprijed znati bolje od dividendi kod akcija, ali ipak, do određenog roka), ili u vidu kapitalne dobiti/gubitka.)
MATCH@E:(Similarly,the real estate does not mature, and earn yied either by the rent (that can be known beforehand, better than dividends in case of shares, however, up to a defined deadline), or in the form of capital profit/loss.===>Nekretnine, slično, nemaju dospijeće, a prinos odbacuju ili rentama (koje se mogu unaprijed znati bolje od dividen di kod akcija, ali ipak, do određenog roka), ili u vidu kapitalne dobiti/gubitka.)
MATCH@M:(Likewise, the real estate is generally considered to be a type of non-liquid assets.===>Takođe, nekretnine se generalno smatraju nelikvidnom aktivom.)
MATCH@E:(Likewise, the real estate is generally considered to be a type of non-liquid assets.===>Takođe, nekretnine se generalno smatraju nelikvidnom aktivom.)
MATCH@M:(Apart from the other (actually alternative, and much less present) asset classes available in Montenegro, there is a practically only one class, which is not enlisted, but is widely present and has to be discussed - a fixed time (savings) deposit account.===>Osim drugih (u principu alternativnih, i mnogo manje zastupljenih) klasa aktive dostupnih u Crnoj Gori, razmotrimo ovdje praktično jedinu nenabrojanu, a veoma zastupljenu - oročeni (štedni) depozit.)
MATCH@E:(Apart from the other (actually alternative, and much less present) asset classes available in Montenegro, there is a practically only one class, which is not enlisted, but is widely present and has to be discussed a fixed time (savings) deposit account.===>Osim drugih (u principu alternativnih, i mnogo manje zastupljenih) klasa aktive dostupnih u Crnoj Gori, razmotrimo ovdje praktično jedinu nenabrojanu, a veoma zastupljenu oročeni (štedni) depozit.)
MATCH@M:(And it is here, it appears, that the first serious illogical issue is born The reason is simple: the interest rate that the banks pay to fixed time deposits (that is, returns to the investor) amounts to 6% annually.===>I upravo tu, čini se, nastaje prva velika nelogičnost. Razlog je jednostavan: kamatna stopa koju banke plaćaju na oročene depozite (tj. prinos za investitora) je, na godišnjem nivou, oko 6%.)
MATCH@E:(And it is here, it appears, that the first serious illogical issue is born The reason is simple: the interest rate that the banks pay to fixed time deposits (that is, returns to the investor) amounts to 6% annually.===>I upravo tu, čini se, nastaje prva velika nelogičnost. ~~~ Razlog je jednostavan: kamatna stopa koju banke plaćaju na oročene depozite (tj. prinos za investitora) je, na godišnjem nivou, oko 6%.)
MATCH@M:(Fixed deposits are not negotiable, that is, they do not behave as securities, as do the bonds, however, they are, by the manner in which they earn the yield, rather similar to the discount bonds: the fixed deposit matures and earns a fixed interest, known in advance.===>Oročeni depoziti nijesu utrživi, tj. nemaju karakter hartije od vrijednosti poput razmatranih obveznica, ali su, po načinu na koji odbacuju prinos, veoma slični diskontnim obveznicama: oročeni depozit ima dospijeće, i donosi fiksnu, unaprijed poznatu, kamatu.)
MATCH@E:(Fixed deposits are not negotiable, that is, they do not behave as securities, as do the bonds, however, they are, by the manner in which they earn the yield, rather similar to the discount bonds: the fixed deposit matures and earns a fixed interest, known in advance.===>Oročeni depoziti nijesu utrživi, tj. nemaju karakter hartije od vrijednosti poput razmatranih obveznica, ali su, po načinu na koji odbacuju prinos, veoma slični diskontnim obveznicama: oročeni depozit ima dospijeće, i donosi fiksnu, unaprijed poznatu, kamatu.)
MATCH@M:(Why, then is the yield on fixed deposits so much lower compared to the FFCS and PiO bonds (except the above mentioned exempts)?===>Otkud da prinos na oročene depozite bude toliko ispod (osim pomenutih izuzetaka) prinosa na obveznice SDŠ i obveznice PiO?)
MATCH@E:(Why, then is the yield on fixed deposits so much lower compared to the FFCS and PiO bonds (except the above mentioned exempts)?===>Otkud da prinos na oročene depozite bude toliko ispod (osim pomenutih izuzetaka) prinosa na obveznice SD[ i obveznice PiO?)
MATCH@M:(Basically, it is the risk that defines the yield, that is, the risk is the basic determinant of yield, at least for a reasonable investor.===>U osnovi, rizik definiše prinos, tj. rizik je osnovna determinanta prinosa, barem za racionalnog investitora.)
MATCH@E:(Basically, it is the risk that defines the yield, that is, the risk is the basic determinant of yield, at least for a reasonable investor.===>U osnovi, rizik definiše prinos, tj. rizik je osnovna determinanta prinosa, barem za racionalnog investitora.)
MATCH@M:(But then, the basic risk component (or the key risk type) is the credit risk.===>Opet, osnovna komponenta rizika (ili, ključni tip rizika) je kreditni rizik.)
MATCH@E:(But then, the basic risk component (or the key risk type) is the credit risk.===>Opet, osnovna komponenta rizika (ili, ključni tip rizika) je kreditni rizik.)
MATCH@M:(If we analyse the credit risk of investing into the state bonds and into the fixed deposits of the privately owned banks - it is common sense that the state bonds should be a less risky investment, however an investment with a lower yield.===>Ukoliko razmotrimo kreditni rizik investiranja u državne obveznice i u oročene depozite banaka u privatnom vlasništvu - zdrav razum govori da bi državne obveznice trebalo da budu manje rizična investicija, i investicija sa manjim prinosom.)
MATCH@E:(If we analyse the credit risk of investing into the state bonds and into the fixed deposits of the privately owned banks it is common sense that the state bonds should be a less risky investment, however an investment with a lower yield.===>Ukoliko razmotrimo kreditni rizik investiranja u državne obveznice i u oročene depozite banaka u privatnom vlasništvu zdrav razum govori da bi državne obveznice trebalo da budu manje rizična investicija, i investicija sa manjim prinosom.)
MATCH@M:(The state is a debtor that has a budget at disposal, and this is contributed by all who do business on its territory. The state is also authorised to impose taxes and to, e.g., raise tax rates.===>Država je dužnik koji na raspolaganju ima budžet, koji pune svi subjekti koji posluju na njenoj teritoriji, a ima i moć sile da nametne poreze, i da npr. poveća poreske stope.)
MATCH@E:(The state is a debtor that has a budget at disposal, and this is contributed by all who do business on its territory. ~~~ The state is also authorised to impose taxes and to, e.g., raise tax rates.===>Država je dužnik koji na raspolaganju ima budžet, koji pune svi subjekti koji posluju na njenoj teritoriji, a ima i moć sile da nametne poreze, i da npr. poveća poreske stope.)
MATCH@M:(Or, if the worse comes to the worst, it can pay off its debt by increased emissions, in collaboration with the Central Bank.===>Ili, u krajnjem, može u saradnji sa centralnom bankom, uvećanim emisijama novca otplatiti dug .)
MATCH@E:(Or, if the worse comes to the worst, it can pay off its debt by increased emissions, in collaboration with the Central Bank1.===>Ili, u krajnjem, može u saradnji sa centralnom bankom, uvećanim emisijama novca otplatiti dug1.)
MATCH@M:(The commercial bank can hardly do anything like that.===>Poslovna banka teško da može da uradi išta od pomenutog.)
MATCH@E:(The commercial bank can hardly do anything like that.===>Poslovna banka teško da može da uradi išta od pomenutog.)
MATCH@M:(This is, of course, what “economic theory“ advocates.===>Na isto ovo, naravno, upućuje i ekonomska „teorija”.)
MATCH@E:(This is, of course, what economic theory advocates.===>Na isto ovo, naravno, upućuje i ekonomska teorija.)
MATCH@M:(Normally, the U.S.A. Treasury cannot pay a manyfold interest rate on its debt, as compared to the interest rate paid by the Citigroup or the Bank of America.===>Jer, ne može Trezor SAD-a plaćati nekoliko puta veću kamatu na svoj dug, u odnosu na onu koju deponentima npr. plaća Siti grupa (Citigroup), ili Banka Amerike (Bank of America).)
MATCH@E:(Normally, the U.S.A. Treasury cannot pay a manyfold interest rate on its debt, as compared to the interest rate paid by the Citigroup or the Bank of America.===>Jer, ne može Trezor SAD-a plaćati nekoliko puta veću kamatu na svoj dug, u odnosu na onu koju deponentima npr. plaća Siti grupa (Citigroup), ili Banka Amerike (Bank of America).)
MATCH@M:(The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself.===>Situacija u Crnoj Gori je možda utoliko ap-surdnija, što depozite u bankama garantuje Država (CBCG, Fond za zaštitu depozita, Ministarstvo finan-sija), a onda, ista Država treba da plati višu stopu na dug koji sama izdaje.)
MATCH@E:(The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself.===>)
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BAD_LINE_M:The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself.
BAD_LINE_M:Situacija u Crnoj Gori je možda utoliko ap-surdnija, što depozite u bankama garantuje Država (CBCG, Fond za zaštitu depozita, Ministarstvo finan-sija), a onda, ista Država treba da plati višu stopu na dug koji sama izdaje.
BAD_LINE_E:The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself.
BAD_LINE_E:
MATCH@M:(This fact, however, does not significantly affect the conclusions that ensue further in the text.===>Ova činjenica, međutim, ne utiče bitno na zaključke koji slijede u nastavku teksta.)
MATCH@E:(This fact, however, does not significantly affect the conclusions that ensue further in the text. nonsense.===>Ova činjenica, međutim, ne utiče bitno na zaključke koji slijede u nastavku teksta.)
MATCH@M:(It is not easy to continue the comparison by using the credit ratings, since not one of Montenegrin banks is rated, which shows the low de facto ratings in fact.===>Poređenje je teško nastaviti upotrebom kreditnih rej-tinga, budući da niti jedna od crnogorskih banka nije rejtingovana, što na izvjestan način govori o niskom de facto rejtingu.)
MATCH@E:(It is not easy to continue the comparison by using the credit ratings, since not one of Montenegrin banks is rated, which shows the low de facto ratings in fact.===>Poređenje je teško nastaviti upotrebom kreditnih rejtinga, budući da niti jedna od crnogorskih banka nije rejtingovana, što na izvjestan način govori o niskom de facto rejtingu.)
MATCH@M:(The explanation is, however, just that: as regards the credit ratings, the credit rating of Montenegro is worse than that of the banks-owners of the Montenegrin banks, as well as than the states these banks come from - in the sense that, the "mother“ bank is behind its ”daugter“; and perhaps the state from which the "mother“ bank is - therefore it is normal it pays a bigger interest rate on its debt.===>Međutim, možda je objašnjenje upravo u tome: gledajući kreditne rejtinge, Crna Gora ima gori kreditni rejting od banaka vlasnica crnogorskih banaka, i od država iz kojih potiču te države - u smislu, banka „majka” stoji iza svoje „kćerke”; a možda i država iz koje potiče banka „majka” - pa je tako normalno da plaća veću kamatu na svoj dug.)
MATCH@E:(The explanation is, however, just that: as regards the cred it ratings, the credit rating of Montenegro is worse than that of the banks-owners of the Montenegrin banks, as well as than the states these banks come from in the sense that, the mother bank is behind its daugter; and perhaps the state from which the mother bank is therefore it is normal it pays a bigger interest rate on its debt.===>Međutim, možda je objašnjenje upravo u tome: gledajući kreditne rejtinge, Crna Gora ima gori kreditni rejting od banaka vlasnica crnogorskih banaka, i od država iz kojih potiču te države u smislu, ban ka majka stoji iza svoje kćerke; a možda i država iz koje potiče banka majka pa je tako normalno da plaća veću kamatu na svoj dug.)
MATCH@M:(The following table presents the history of the credit ratings of the four best known banking groups present on the Montenegro market, including the ratings of the State itself, all in the 2005 - 2008 period.===>U sljedećoj tabeli dat je istorijat kreditnih rejtinga četiri najpoznatije bankarske grupe koje su prisutne na tržištu Crne Gore, uključujući i rejting same Države, sve u periodu 2005-2008. godina.)
MATCH@E:(The following table presents the history of the credit ratings of the four best known banking groups present on the Montenegro market, including the ratings of the State itself, all in the 2005 2008 period.===>U sljedećoj tabeli dat je istorijat kreditnih rejtinga četiri najpoznatije bankarske grupe koje su prisutne na tržištu Crne Gore, uključujući i rejting same Države, sve u periodu 2005-2008. godina.)
MATCH@M:(Such argumentation is, by all means, disputable.===>Mora se priznati da je pomenuta argumentacija sporna.)
MATCH@E:(BB+ Such argumentation is, by all means, disputable.===>BB+ Mora se priznati da je pomenuta argumentacija sporna.)
MATCH@M:(The banks in Montenegro are (regardless of the fact that they are owned by some of the well known banking groups) nevertheless independent entities, accountable for their business acctivities, securing their credit worthiness by their own reputation and financial position.===>Ipak su crnogorske banke (iako u vlasništvu nekih od poznatih bankarskih grupa) samostalne cjeline, koje same odgovaraju za poslovanje, i reputacijom i fi-nansijskom pozicijom utiču na svoju kreditnu sposobnost.)
MATCH@E:(The banks in Montenegro are (regardless of the fact that they are owned by some of the well known banking groups) nevertheless independent entities, accountable for their business acctivities, securing their credit worthiness by their own reputation and financial position.===>Ipak su crnogorske banke (iako u vlasništvu nekih od poznatih bankarskih grupa) samostalne cjeline, koje same odgovaraju za poslovanje, i reputacijom i finansijskom pozicijom utiču na svoju kreditnu sposobnost.)
MATCH@M:(There is, of course, the argument that a well known banking group would not risk its reputation for “a small bank somewhere“ in Montenegro, and in case of a crisis, it would normally support the “daughter“ bank -however, this approach has its flaws.===>Istina, postoji argument da poznata bankarska grupa ne bi rizikovala svoju reputaciju zbog „neke male banke” u Crnoj Gori, i u slučaju krize, banki „kćer-ci” bi brzo priskočila u pomoć - ali ovaj pristup nije bez mana.)
MATCH@E:(There is, of course, the argument that a well known banking group would not risk its reputation for a small bank somewhere in Montenegro, and in case of a crisis, it would normally support the daughter bank however, this approach has its flaws.===>Istina, postoji argument da poznata bankarska grupa ne bi rizikovala svoju reputaciju zbog neke male banke u Crnoj Gori, i u slučaju krize, banki kćerci bi brzo priskočila u pomoć ali ovaj pristup nije bez mana.)
MATCH@M:(In the first place, the crisis would probably go public, which might well endanger the bank, and besides, that well known banking group might not want to rescue that inefficient and incompetitive bank in Montenegro, especially in the current global crisis that is a peril to a parent bank which also suffers from insolvency problems, and by no means has surplus of assets to rescue its subsidiaries worldwide.===>Prije svega, kriza bi se vjerovatno pročula, što bi gotovo jednako moglo ugroziti banku, a osim toga, možda ni poznata bankarska grupa ne bi ni željela spašavati neefikasnu i nekonkurentnu banku u Crnoj Gori. Posebno, u situaciji aktuelne Globalne krize, koja ugrožava i matičnu banku, koja ima problema sa likvidnošću, i ni slučajno nema viška sredstava da spašava svoje podružnice širom svijeta.)
MATCH@E:(In the first place, the crisis would probably go public, which might well endanger the bank, and besides, that well known banking group might not want to rescue that inefficient and incompetitive bank in Montenegro, especially in the current global crisis that is a peril to a parent bank which also suffers from insolvency problems, and by no means has surplus of assets to rescue its subsidiaries worldwide.===>Prije svega, kriza bi se vjerovatno pročula, što bi gotovo jednako moglo ugroziti banku, a osim toga, možda ni poznata bankarska grupa ne bi ni željela spašavati neefikasnu i nekonkurentnu banku u Crnoj Gori. ~~~ Posebno, u situaciji aktuelne Globalne krize, koja ugrožava i matičnu banku, koja ima problema sa likvidnošću, i ni slučajno nema viška sredstava da spašava svoje podružnice širom svijeta.)
MATCH@M:(It even may have assets to rescue one, however, not all of them.===>Možda i ima za jednu od njih, ali nema za više.)
MATCH@E:(It even may have assets to rescue one, however, not all of them.===>Možda i ima za jednu od njih, ali nema za više.)
MATCH@M:(And which criterion will it use to decide which subsidiary to rescue?===>A po kom kriteriju-mu se odlučiti za jednu, ili dvije, od svih?)
MATCH@E:(And which criterion will it use to decide which subsidiary to rescue?===>A po kom kriterijumu se odlučiti za jednu, ili dvije, od svih?)
MATCH@M:(However, even if we agree with the above mentioned arguments, there remains a question: what about the banks that are not owned by such well known groups, but are subsidiaries of not so famous banks, entities from the area of former Yugoslavia, or national legal or natural bodies?===>Međutim, čak i ako prihvatimo gore opisane razloge, postavlja se pitanje: šta sa bankama koje nijesu u vlasništvu tako poznatih bankarskih grupa, već mnogo manje poznatih banaka, subjekata sa prostora bivše Jugoslavije, ili domaćih pravnih ili fizičkih lica?)
MATCH@E:(However, even if we agree with the above mentioned arguments, there remains a question: what about the banks that are not owned by such well known groups, but are subsidiaries of not so famous banks, entities from the area of former Yugoslavia, or national legal or natural bodies?===>Međutim, čak i ako prihvatimo gore opisane razloge, postavlja se pitanje: šta sa bankama koje nijesu u vlasništvu tako poznatih bankarskih grupa, već mnogo manje poznatih banaka, subjekata sa prostora bivše Jugoslavije, ili domaćih pravnih ili fizičkih lica?)
MATCH@M:(Shouldn’t their deposits earn higher interests?===>Ne bi li njihovi depoziti onda trebalo da odbacuju veću kamatu?)
MATCH@E:(Shouldnt their deposits earn higher interests? ~~~ They should.===>Ne bi li njihovi depoziti onda trebalo da odbacuju veću kamatu?)
MATCH@M:(They should. This, however, is not the case in Montenegro. The banks here offer similar passive interest rates (roughly, 6% or a number of percents higher), and then still less than the State gives to pay off its own debt.===>Trebalo bi, ali se to u Crnoj Gori ne dešava, već banke nude slične pasivne kamatne stope (ugrubo, 6% ili nešto više procenata godišnje), i opet, u krajnjem, mnogo manje nego što Država plaća na svoj dug.)
MATCH@E:(This, however, is not the case in Montenegro. ~~~ The banks here offer similar pas sive interest rates (roughly, 6% or a number of percents higher), and then still less than the State gives to pay off its own debt.===>Trebalo bi, ali se to u Crnoj Gori ne dešava, već banke nude slične pasivne kamatne stope (ugrubo, 6% ili nešto više procenata godišnje), i opet, u krajnjem, mnogo manje nego što Država plaća na svoj dug.)
MATCH@M:(Where is, then, the problem?===>U čemu je, onda, problem?)
MATCH@E:(Where is, then, the problem?===>U čemu je, onda, problem?)
MATCH@M:(In the investors’ ignorance, in the bond market insolvency, in the inefficiency of the bond market?===>Da li u neznanju investitora, nelikvidnosti tržišta obveznica, neefikasnosti tržišta obveznica?)
MATCH@E:(In the investors ignorance, in the bond market insolvency, in the inefficiency of the bond market?===>Da li u neznanju investitora, nelikvidnosti tržišta obveznica, neefikasnosti tržišta obveznica?)
MATCH@M:(By the way, the problem could be observed via the relationship between the demand and offer.===>Uzgred rečeno, problem bi se mogao posmatrati kroz odnos ponude i tražnje.)
MATCH@E:(By the way, the problem could be observed via the relationship between the demand and offer.===>Uzgred rečeno, problem bi se mogao posmatrati kroz odnos ponude i tražnje.)
MATCH@M:(In the fixed time deposit accounts the offer of capital is on the depositors’ side - they offer free assets, whereas the demand is the banks’ - they need the assets.===>Kod oročenih depozita, ponuda kapitala je na strani deponenata, koji nude slobodna sredstva, dok je tražnja na strani banaka, koje traže ta sredstva.)
MATCH@E:(In the fixed time deposit accounts the offer of capital is on the depositors side they offer free assets, whereas the demand is the banks they need the assets.===>Kod oročenih depozita, ponuda kapitala je na strani deponenata, koji nude slobodna sredstva, dok je tražnja na strani banaka, koje traže ta sredstva.)
MATCH@M:(In case of bonds, as discount securities, we have both the demand and the offer, with various economic sectors as owners or as prospective owners.===>Kod obveznica, kao diskontnih hartija, imamo i stranu ponude i stranu tražnje, sa različitim sektorima ekonomije kao vlasnicima i potencijalnim vlasnicima.)
MATCH@E:(In case of bonds, as discount securities, we have both the demand and the offer, with various economic sectors as owners or as prospective owners.===>Kod obveznica, kao diskontnih hartija, imamo i stranu ponude i stranu tražnje, sa različitim sektorima ekonomije kao vlasnicima i potencijalnim vlasnicima. (Primarni vlasnici su oni koji prvobitno dobijaju obeštećenje od Države u vidu obveznica.) Primijetimo da su ponuda i tražnja kod oročenih depozita neuporedivo krupnije (po iznosima; a i po broju učesnika, posebno na strani ponude kapitala), u odnosu na ponudu i tražnju na strani obveznica.)
BAD_LINE_=============================================================
BAD_LINE_M:In case of bonds, as discount securities, we have both the demand and the offer, with various economic sectors as owners or as prospective owners.
BAD_LINE_M:Kod obveznica, kao diskontnih hartija, imamo i stranu ponude i stranu tražnje, sa različitim sektorima ekonomije kao vlasnicima i potencijalnim vlasnicima.
BAD_LINE_E:In case of bonds, as discount securities, we have both the demand and the offer, with various economic sectors as owners or as prospective owners.
BAD_LINE_E:Kod obveznica, kao diskontnih hartija, imamo i stranu ponude i stranu tražnje, sa različitim sektorima ekonomije kao vlasnicima i potencijalnim vlasnicima. (Primarni vlasnici su oni koji prvobitno dobijaju obeštećenje od Države u vidu obveznica.) Primijetimo da su ponuda i tražnja kod oročenih depozita neuporedivo krupnije (po iznosima; a i po broju učesnika, posebno na strani ponude kapitala), u odnosu na ponudu i tražnju na strani obveznica.
MATCH@M:((Primary owners are those that are first indemnified by the State by way of bonds.)===>(Primarni vlasnici su oni koji prvobitno dobij aj u obeštećenje od Države u vidu obveznica.))
MATCH@E:((Primary owners are those that are first indemnified by the State by way of bonds.)===>Gledano u smislu ovih odnosa, moglo bi se reći da su prinosi na oročene depozite manji zbog veće ponude, a relativno male tražnje2.)
BAD_LINE_=============================================================
BAD_LINE_M:(Primary owners are those that are first indemnified by the State by way of bonds.)
BAD_LINE_M:(Primarni vlasnici su oni koji prvobitno dobij aj u obeštećenje od Države u vidu obveznica.)
BAD_LINE_E:(Primary owners are those that are first indemnified by the State by way of bonds.)
BAD_LINE_E:Gledano u smislu ovih odnosa, moglo bi se reći da su prinosi na oročene depozite manji zbog veće ponude, a relativno male tražnje2.
MATCH@M:(We say ^relatively", mitigating the evaluation, although 11 banks, that are now present in Montenegro, is rather a small number compared to the number of buyers and sellers in the bond market.===>Kažemo „relativno”, ublažavajući ocjenu, iako je 11, koliko trenutno posluje banaka u Crnoj Gori, veoma mali broj u odnosu na broj kupaca i prodavača sa tržišta obveznica.)
MATCH@E:(2 We say relatively, mitigating the evaluation, although 11 banks, that are now present in Montenegro, is rather a small number compared to the number of buyers and sellers in the bond market.===>2 Kažemo relativno, ublažavajući ocjenu, iako je 11, koliko trenutno posluje banaka u Crnoj Gori, veoma mali broj u odnosu na broj kupaca i prodavaca sa tržišta obveznica.)
MATCH@M:(Competition, however, doas exist among banks, therefore the demand for deposits cannot only be observed and studied by the number of banks.===>Ipak, među bankama djeluje konkurencija, tako da se tražnja za depozitima ne može posmatrati prosto kroz broj banaka.)
MATCH@E:(Competition, however, doas exist among banks, therefore the demand for deposits cannot only be observed and studied by the number of banks.===>Ipak, među bankama djeluje konkurencija, tako da se tražnja za depozitima ne može posmatrati prosto kroz broj banaka.)
MATCH@M:(The answer to this question seems to be simply in the combination of a number of the causes mentioned.===>Čini se da je odgovor, jednostavno, u kombinaciji više pomenutih uzroka.)
MATCH@E:(The answer to this question seems to be simply in the combination of a number of the causes mentioned.===>Čini se da je odgovor, jednostavno, u kombinaciji više pomenutih uzroka.)
MATCH@M:(Let us make a short review of them:===>Razmotrimo ih:)
MATCH@E:(Let us make a short review of them: 1.===>Razmotrimo ih: ~~~ 1.)
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BAD_LINE_M:Let us make a short review of them:
BAD_LINE_M:Razmotrimo ih:
BAD_LINE_E:Let us make a short review of them: 1.
BAD_LINE_E:Razmotrimo ih: ~~~ 1.
MATCH@M:(1. Distrust in the State as a debtor.===>1.	Nepovjerenje u Državu kao dužnika.)
MATCH@E:(Distrust in the State as a debtor.===>Nepovjerenje u Državu kao dužnika.)
MATCH@M:(The doubts and fears of investors that the State will not settle its debts, i.e., that it will postpone the settling, can be fully understood.===>Potpuno su razumljivi sumnja i strah investitora da Država neće izmiriti obaveze, tj. da će odložiti izmirenje obaveza.)
MATCH@E:(The doubts and fears of investors that the State will not settle its debts, i.e., that it will postpone the settling, can be fully understood.===>Potpuno su razumljivi sumnja i strah investitora da Država neće izmiriti obaveze, tj. da će odložiti izmirenje obaveza.)
MATCH@M:(Simply, the sad memories of the investors of 1990’s, of the times 10-15 years ago, when many people lost their life savings, are still fresh.===>Jednostavno, postoje loša sjećanja investitora na 1990-e, tj. na vrijeme od prije svega 10-15 godina, kada su mnogi izgubili životnu ušteđevinu.)
MATCH@E:(Simply, the sad memories of the investors of 1990s, of the times 10-15 years ago, when many people lost their life savings, are still fresh.===>Jednostavno, postoje loša sjećanja investitora na 1990-e, tj. na vrijeme od prije svega 10-15 godina, kada su mnogi izgubili životnu ušteđevinu.)
MATCH@M:(Or, let us not go so far back, remember the years 2002 and 2003, when the State did not settle its debts towards pensioneers.===>Ili, da ne idemo toliko unazad, na 2002. i 2003. godine, kada Država nije izmirila obaveze prema penzionerima.)
MATCH@E:(Or, let us not go so far back, remember the years 2002 and 2003, when the State did not settle its debts towards pensioneers.===>Ili, da ne idemo toliko unazad, na 2002. i 2003. godine, kada Država nije izmirila obaveze prema penzionerima.)
MATCH@M:(Finally, the bonds themselves mean the State’s redemption towards those it did not honour in due time.===>Na kraju, same obveznice predstavljaju iskupljenje Države prema onima kojima u nekom periodu nije ispunila obaveze.)
MATCH@E:(Finally, the bonds themselves mean the States redemption towards those it did not honour in due time.===>Na kraju, same obveznice predstavljaju iskupljenje Države prema onima kojima u nekom periodu nije ispunila obaveze.)
MATCH@M:(Why should we believe it will now?===>Zbog čega vjerovati da sada hoće?)
MATCH@E:(Why should we believe it will now?===>Zbog čega vjerovati da sada hoće?)
MATCH@M:(Objectivelly, there are arguments in favour of that, however, trust is, as we well know, something that needs time to recover, once it is lost.===>Objektivno, postoje argumenti da joj treba vjerovati, ali povjerenje je, kao što znamo, nešto što traži dosta vremena, jednom kada se izgubi.)
MATCH@E:(Objectivelly, there are arguments in favour of that, however, trust is, as we well know, something that needs time to recover, once it is lost. ~~~ 2.===>Objektivno, postoje argumenti da joj treba vjerovati, ali povjerenje je, kao što znamo, nešto što traži dosta vremena, jednom kada se izgubi. 2.)
MATCH@M:(2. Investors’ ignorance.===>2.	Neznanje investitora.)
MATCH@E:(Investors ignorance.===>Neznanje investitora.)
MATCH@M:(The capital market in Montenegro is a young market, only several years old.===>Crnogorsko tržište kapitala je mlado tržište, staro svega nekoliko godina.)
MATCH@E:(The capital market in Montenegro is a young market, only several years old.===>Crnogorsko tržište kapitala je mlado tržište, staro svega nekoliko godina.)
MATCH@M:(Economy has been a market economy for just a short period.===>Ekonomija tek nekoliko godina funkcioniše kao tržišna.)
MATCH@E:(Economy has been a market economy for just a short period.===>Ekonomija tek nekoliko godina funkcioniše kao tržišna.)
MATCH@M:(The society, too, goes through a difficult transition period when knowledge is, unfortunately, rated rather low.===>Tako-đe, društvo prolazi težak tranzicioni period, kada se znanje, na žalost, vrednuje relativno malo.)
MATCH@E:(The society, too, goes through a difficult transition period when knowledge is, unfortunately, rated rather low.===>Takođe, društvo prolazi težak tranzicioni period, kada se znanje, na žalost, vrednuje relativno malo.)
MATCH@M:(Therefore, there is no wonder the ignorance and misunderstanding survive.===>Zbog svega, razumljivo je da neznanje i nerazumijevanje postoje.)
MATCH@E:(Therefore, there is no wonder the ignorance and misunderstanding survive.===>Zbog svega, razumljivo je da neznanje i nerazumijevanje postoje. 3.)
MATCH@M:(3.	Investors’ dormancy (inertia).===>3.	Neaktivnost (inertnost) investitora.)
MATCH@E:(3. ~~~ Investors dormancy (inertia).===>Neaktivnost (inertnost) investitora.)
MATCH@M:(Investors find it easier ”not to think“ and simply make the surplus of liquidity into fixed-term deposits with a bank.===>Investitorima je lakše „ne razmišljati” i višak likvidnosti jednostavno oročiti u banci.)
MATCH@E:(Investors find it easier not to think and simply make the surplus of liquidity into fixed-term deposits with a bank.===>Investitorima je lakše ne razmišljati i višak likvidnosti jednostavno oročiti u banci.)
MATCH@M:(This is what they are familiar with, what they have been used to for years; and, finally, where they come, draw cash, pay bills, apply for credits, etc===>To je ono što im je poznato; na šta su naviknuti godinama ranije; i na kraju, gdje fizički dolaze, podižući gotovinu, plaćajući račune, uzimajući kredite itd.)
MATCH@E:(This is what they are familiar with, what they have been used to for years; and, finally, where they come, draw cash, pay bills, apply for credits, etc 4.===>To je ono što im je poznato; na šta su naviknuti godinama ranije; i na kraju, gdje fizički dolaze, podižući gotovinu, plaćajući račune, uzimajući kredite itd. 4.)
MATCH@M:(4.	Market insolvency.===>4.	Nelikvidnost tržišta.)
MATCH@E:(Market insolvency.===>Nelikvidnost tržišta.)
MATCH@M:(There is, of course, no internationally adopted scale for the exact measuring of liquidity (different coefficients are possible: e.g., relationship between trading and capitalization, or trading and GDP, etc.,), however, it is all so obvious that we do not need such a scale to conclude that the bond market in Montenegro is rather insolvent.===>Svakako da ne postoji međunarodno prihvaćena skala za egzaktno mjerenje likvidnosti (mogu se praviti različiti koeficijenti: npr. odnos prometa i kapitalizacije, ili prometa i BDP-a itd.), ali stvar je toliko očigledna, da nam takva skala i ne treba za ocjenu da je crnogorsko obvezničko tržište prilično nelikvidno.)
MATCH@E:(There is, of course, no internationally adopted scale for the exact measuring of liquidity (different coefficients are possible: e.g., relationship between trading and capitalization, or trading and GDP, etc.,), however, it is all so obvious that we do not need such a scale to conclude that the bond market in Montenegro is rather insolvent.===>Svakako da ne postoji međunarodno prihvaćena skala za egzaktno mjerenje likvidnosti (mogu se praviti različiti koeficijenti: npr. odnos prometa i kapitalizacije, ili prometa i BDP-a itd.), ali stvar je toliko očigledna, da nam takva skala i ne treba za ocjenu da je crnogorsko obvezničko tržište prilično nelikvidno.)
MATCH@M:(Here, €12 was taken for the purpose of simpler (and more obvious) calculation.ed.===>Ovdje je tačno 12€ uzeto zbog jednostavnije (i očiglednije) kalkulacije.)
MATCH@E:(Here, ¡12 was taken for the purpose of simpler (and more obvious) calculation.===>Ovdje je tačno 12¡ uzeto zbog jednostavnije (i očiglednije) kalkulacije.)
MATCH@M:(It is important, however, to know that inslovency may also be the consequence, since, if potential players do not enter the market, they make it less liquid.===>Primijetimo, međutim, da se nelikvidnost javlja i kao posljedica, jer ukoliko potencijalni učesnici ne ulaze na tržište, onda ga čine nelikvidnijim.)
MATCH@E:(It is important, however, to know that inslovency may also be the consequence, since, if potential players do not enter the market, they make it less liquid. ~~~ 5.===>Primijetimo, međutim, da se nelikvidnost javlja i kao posljedica, jer ukoliko potencijalni učesnici ne ulaze na tržište, onda ga čine nelikvidnijim. 5.)
MATCH@M:(5. The transaction costs, especially in case of PiO bonds.===>5.	Transakcioni troškovi, posebno u slučaju obveznica PiO.)
MATCH@E:(The transaction costs, especially in case of PiO bonds.===>Transakcioni troškovi, posebno u slučaju obveznica PiO.)
MATCH@M:(The transaction costs are not an important problem of the bond market, however, with small amounts, in transactions with PiO bonds, they may slow down the market, that is, make it inefficient.===>Iako transakcioni troškovi nijesu bitan problem obvezničkog tržišta, kod malih iznosa, pri transakcijama obveznicama PiO mogu usporavati tržište, tj. uticati na njegovu neefikasnost.)
MATCH@E:(The transaction costs are not an important problem of the bond market, however, with small amounts, in transactions with PiO bonds, they may slow down the market, that is, make it inefficient.===>Iako transakcioni troškovi nijesu bitan problem obvezničkog tržišta, kod malih iznosa, pri transakcijama obveznicama PiO mogu usporavati tržište, tj. uticati na njegovu neefikasnost.)
MATCH@M:(In almost 35 thousand transactions only 4 million euros were traded, making the average transaction value of not more than €120.===>Svega 4 miliona eura obveznica PiO prometovano je kroz skoro 35 hiljada transakcija, dajući promet prosječne transakcije od nepunih 120€.)
MATCH@E:(In almost 35 thousand transactions only 4 million euros were traded, making the average transaction value of not more than ¡120.===>Svega 4 miliona eura obveznica PiO prometovano je kroz skoro 35 hiljada transakcija, dajući promet prosječne transakcije od nepunih 120¡.)
MATCH@M:(Since the buyer has to pay a broker the commission of €12, which makes as much as 10%, it is a big stimulus and an "average buyer“ does not enter the transaction and does not take the opportunity to gain.===>Obzirom da kupac mora platiti proviziju brokeru u iznosu od 12€, što je čak 10%, to je veliki stimulans da „prosječan kupac” ne uđe u transakciju i ne iskoristi mogućnost za dobit .)
MATCH@E:(Since the buyer has to pay a broker the commission of ¡12, which makes as much as 10%, it is a big stimulus and an average buyer does not enter the transaction and does not take the opportunity to gain4.===>Obzirom da kupac mora platiti proviziju brokeru u iznosu od 12¡, što je čak 10%, to je veliki stimulans da prosječan kupac ne uđe u transakciju i ne iskoristi mogućnost za dobit4.)
MATCH@M:(He has to annul the cost of the €12, which means that, having in mind only the case of waiting for the maturity date (in no case the sale, or new purchase after the sale - which would incur even larger transaction costs), he will receive at least €132 at maturity, which further means that the purchase at any price higher than €0.91 does not pay.===>On mora anulirati trošak tih 12€, što će reći da, razmatrajući samo slučaj čekanja dospijeća (ni slučajno prodaje, ili pak, nakon prodaje i nove kupovine - što bi ga sve odvelo u još veće transakcione troškove), pri dospijeću mora primiti barem 132€, što govori da mu se kupovina po bilo kojoj cijeni preko 0,91€ ne isplati.)
MATCH@E:(He has to annul the cost of the ¡12, which means that, having in mind only the case of waiting for the maturity date (in no case the sale, or new purchase after the sale which would incur even larger transaction costs), he will receive at least ¡132 at maturity, which further means that the purchase at any price higher than ¡0.91 does not pay. ~~~ 3.===>On mora anulirati trošak tih 12¡, što će reći da, razmatrajući samo slučaj čekanja dospijeća (ni slučajno prodaje, ili pak, nakon prodaje i nove kupovine što bi ga sve odvelo u još veće transakcione troškove), pri dospijeću mora primiti barem 132¡, što govori da mu se kupovina po bilo kojoj cijeni preko 0,91¡ ne isplati. 3.)
MATCH@M:(In the context of the risk from the interest rate changes, it is essential that the trends of yields, that is changes in yields, not the levels of yields themselves are observed.===>U kontekstu rizika promjene kamatne stope, suštinski je, naravno, posmatrati kretanje prinosa tj. promjene prinosa, a ne same nivoe prinosa.)
MATCH@E:(Yields variations In the context of the risk from the interest rate changes, it is essential that the trends of yields, that is changes in yields, not the levels of yields themselves are observed.===>Varujacije prinosa U kontekstu rizika promjene kamatne stope, suštinski je, naravno, posmatrati kretanje prinosa tj. promjene prinosa, a ne same nivoe prinosa.)
MATCH@M:((In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations).===>(U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.))
MATCH@E:(Although it is obvious that they are related. ~~~ (In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations).===>Iako je, naravno, jasno da jedno mora biti u vezi sa drugim. (U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.) Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.)
BAD_LINE_=============================================================
BAD_LINE_M:(In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations).
BAD_LINE_M:(U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.)
BAD_LINE_E:Although it is obvious that they are related. ~~~ (In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations).
BAD_LINE_E:Iako je, naravno, jasno da jedno mora biti u vezi sa drugim. (U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.) Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.
MATCH@M:(As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked.===>Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.)
MATCH@E:(As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked.===>)
BAD_LINE_=============================================================
BAD_LINE_M:As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked.
BAD_LINE_M:Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.
BAD_LINE_E:As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked.
BAD_LINE_E:
MATCH@M:(In other words, the method of durations and convexity only shows the "potential“ of the bond price to react to the interest rate change.===>Drugim riječima, metoda duraci-ja i konveksnosti samo prikazuje „potencijal” cijene obveznice da odreaguje na promjenu kamatne stope.)
MATCH@E:(In other words, the method of durations and convexity only shows the potential of the bond price to react to the interest rate change.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In other words, the method of durations and convexity only shows the "potential“ of the bond price to react to the interest rate change.
BAD_LINE_M:Drugim riječima, metoda duraci-ja i konveksnosti samo prikazuje „potencijal” cijene obveznice da odreaguje na promjenu kamatne stope.
BAD_LINE_E:In other words, the method of durations and convexity only shows the potential of the bond price to react to the interest rate change.
BAD_LINE_E:
MATCH@M:(However, if that does not happen, the potential cannot be employed.===>Ali, ukoliko do promjene kamatne stope ne dođe, taj potencijal ne može biti iskorišćen.)
MATCH@E:(However, if that does not happen, the potential cannot be employed.===>Ali, ukoliko do promjene kamatne stope ne dođe, taj potencijal ne može biti iskorišćen.)
MATCH@M:(It is for this reason that, in studying the interest rate risk, the volatility of interest rates must be taken into account.===>Zbog toga se pri razmatranju rizika kamatne stope mora se uzeti u obzir i volatilitet kamatnih stopa.)
MATCH@E:(It is for this reason that, in studying the interest rate risk, the volatility of interest rates must be taken into account.===>Zbog toga se pri razmatranju rizika kamatne stope mora se uzeti u obzir i volatilitet kamatnih stopa.)
MATCH@M:(Here, we will use a number of elementary, intuitive parametres to analyse the volatility of state bonds yield in Montenegro and compare it with that of the US state (federal) securities.===>Ovdje ćemo kroz par elementarnih, intuitivnih parametara razmotriti volatilitet prinosa na državne obveznice u Crnoj Gori, i uporediti ga sa onim kod američkih državnih (federalnih) hartija.)
MATCH@E:(Here, we will use a number of elementary, intuitive parametres to analyse the volatility of state bonds yield in Montenegro and compare it with that of the US state (federal) securities.===>Ovdje ćemo kroz par elementarnih, intuitivnih parametara razmotriti volatilitet prinosa na državne obveznice u Crnoj Gori, i uporediti ga sa onim kod američkih državnih (federalnih) hartija.)
MATCH@M:(We will disregard the method of duration and convexity.===>Pri tome, odustajemo od metode duracije i konveksnosti.)
MATCH@E:(We will disregard the method of duration and convexity.===>Pri tome, odustajemo od metode duracije i konveksnosti.)
MATCH@M:(Besides the above mentioned flaw of the method, in the case of the Montenegrin bonds we have one hindering reason: there are no coupon bonds.===>Osim pomenute „manjkavosti” metode, u slučaju crnogorskih obveznica nailazimo i na jedan sputavajući razlog: u pitanju je nepostojanje obveznica sa kuponima.)
MATCH@E:(Besides the above mentioned flaw of the method, in the case of the Montenegrin bonds we have one hindering reason: there are no coupon bonds.===>Osim pomenute manjkavosti metode, u slučaju crnogorskih obveznica nailazimo i na jedan sputavajući razlog: u pitanju je nepostojanje obveznica sa kuponima.)
MATCH@M:(As the non-coupon bond duration, by definition, equals the bond maturity itself, that would leave us little space for any productive analysis.===>Kako je duraci-ja obveznice bez kupona, definiciono, jednaka samom dospijeću obveznice - to nam ne bi ostavilo mnogo prostora za produktivransakciju i ne iskoristi mogućnost za dobit_.)
MATCH@E:(As the non-coupon bond duration, by definition, equals the bond maturity itself, that would leave us little space for any productive analysis.===>)
BAD_LINE_=============================================================
BAD_LINE_M:As the non-coupon bond duration, by definition, equals the bond maturity itself, that would leave us little space for any productive analysis.
BAD_LINE_M:Kako je duraci-ja obveznice bez kupona, definiciono, jednaka samom dospijeću obveznice - to nam ne bi ostavilo mnogo prostora za produktivransakciju i ne iskoristi mogućnost za dobit_.
BAD_LINE_E:As the non-coupon bond duration, by definition, equals the bond maturity itself, that would leave us little space for any productive analysis.
BAD_LINE_E:
MATCH@M:(The results are presented in the following table.===>Rezultati su u sljedećoj tabeli.)
MATCH@E:(The results are presented in the following table.===>Rezultati su u sljedećoj tabeli.)
MATCH@M:(If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds.===>Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SDS, već samo sa obveznicama vrijednosti koje izdaje Trezor SAD-a. Period posma-tranja je 1990-2008. godina.)
MATCH@E:(If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds.===>Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SD[, već samo sa obveznicama PiO.)
BAD_LINE_=============================================================
BAD_LINE_M:If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds.
BAD_LINE_M:Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SDS, već samo sa obveznicama vrijednosti koje izdaje Trezor SAD-a. Period posma-tranja je 1990-2008. godina.
BAD_LINE_E:If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds.
BAD_LINE_E:Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SD[, već samo sa obveznicama PiO.
MATCH@M:(We could also (partly) conclude that the variations in yields are on the average greater in the FFCS bonds, in relation to the PiO bonds (especially if the extreme P08P series is excluded).===>Takođe, moglo bi se (donekle) zaključiti da prinosi u prosjeku više variraju kod obveznica SDS, u odnosu na obveznice PiO (posebno ako se izuzme ekstremna serija P08P).)
MATCH@E:(We could also (partly) conclude that the variations in yields are on the average greater in the FFCS bonds, in relation to the PiO bonds (especially if the extreme P08P series is excluded).===>Takođe, moglo bi se (donekle) zaključiti da prinosi u prosjeku više variraju kod obveznica SD[, u odnosu na obveznice PiO (posebno ako se izuzme ekstremna serija P08P).)
MATCH@M:(Beside this one, it is hard to find any other regularities.===>Osim navedenog, teško je uočiti druge pravilnosti.)
MATCH@E:(Beside this one, it is hard to find any other regularities.===>Osim navedenog, teško je uočiti druge pravilnosti.)
MATCH@M:(Let us for a moment return to our discussion on the difference in the yield amount on the fixed-term deposits and bonds in Montenegro.===>Vratimo se ovdje za trenutak na našu diskusiju o razlici u visini prinosa na oročene depozite i obveznice u Crnoj Gori.)
MATCH@E:(Let us for a moment return to our discussion on the difference in the yield amount on the fixed-term deposits and bonds in Montenegro.===>Vratimo se ovdje za trenutak na našu diskusiju o razlici u visini prinosa na oročene depozite i obveznice u Crnoj Gori.)
MATCH@M:(We will note the difference in the yield variation in bonds, in relation to yield variations in deposits.===>Primijetimo razliku u varijaciji prinosa kod obveznica, u odnosu na varijacije prinosa kod depozita.)
MATCH@E:(We will note the difference in the yield variation in bonds, in relation to yield variations in deposits.===>Primijetimo razliku u varijaciji prinosa kod obveznica, u odnosu na varijacije prinosa kod depozita.)
MATCH@M:(Compared to the yield on bonds, the yields on deposits are (almost) constant.===>U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.)
MATCH@E:(Compared to the yield on bonds, the yields on deposits are (almost) constant.===>U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.)
MATCH@M:(This argument may join the others on the list, in favour of the expelna-tions of the lower level of yields on deposits.===>Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.)
MATCH@E:(This argument may join the others on the list, in favour of the expelnations of the lower level of yields on deposits.===>Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.)
MATCH@M:(Because, clearly, the investor finds such yield variations unfavourable.===>Jer, ovakve varijacije prinosa na obveznice su, jasno, nepo-voljnost za investitora.)
MATCH@E:(Because, clearly, the investor finds such yield variations unfavourable.===>Jer, ovakve varijacije prinosa na obveznice su, jasno, nepovoljnost za investitora.)
MATCH@M:(The investor who would have to sell part of his portfolio (if in need for cash), might risk to obtain considerably less than he paid for the bonds.===>Investitor koji bi morao da proda dio portfolija (zbog potreba za gotovinom), mogao bi rizikovati da dobije znatno manje nego što je za obveznice platio .)
MATCH@E:(The investor who would have to sell part of his portfolio (if in need for cash), might risk to obtain considerably less than he paid for the bonds5.===>Investitor koji bi morao da proda dio portfolija (zbog potreba za gotovinom), mogao bi rizikovati da dobije znatno manje nego što je za obveznice platio5.)
MATCH@M:(On the other hand, the depositor would only lose the interest, or part of interest.===>Sa druge strane, deponent bi samo izgubio kamatu, ili možda samo njen dio.)
MATCH@E:(On the other hand, the depositor would only lose the interest, or part of interest.===>Sa druge strane, deponent bi samo izgubio kamatu, ili možda samo njen dio.)
MATCH@M:(This argument cannot, naturally, be all in favour of the higher level of yield on bonds, contrary to that on deposits, since there is always a solution to keep the bonds until their maturity date, in which case the interest rate risk is eliminated===>Naravno, ovaj argument ne može sasvim ići u prilog višem nivou prinosa na obveznice nasuprot onom na depozite, jer uvijek postoji solucija držanja obveznice do dospijeća, u kom slučaju rizik kamatne stope biva eliminisan .)
MATCH@E:(This argument cannot, naturally, be all in favour of the higher level of yield on bonds, contrary to that on deposits, since there is always a solution to keep the bonds until their maturity date, in which case the interest rate risk is eliminated6.===>Naravno, ovaj argument ne može sasvim ići u prilog višem nivou prinosa na obveznice nasuprot onom na depozite, jer uvijek postoji solucija držanja obveznice do dospijeća, u kom slučaju rizik kamatne stope biva eliminisan6.)
MATCH@M:(Anyway, the comparison may even be useful in drawing the conclusions that follow.===>Međutim, svejedno, poređenje će tako možda i više poslužiti zaključcima koji slijede.)
MATCH@E:(Anyway, the comparison may even be useful in drawing the conclusions that follow.===>Međutim, svejedno, poređenje će tako možda i više poslužiti zaključcima koji slijede.)
MATCH@M:(Note the significantly lower yield levels compared to the securities issued in Montenegro.===>Primijetimo mnogo manje nivoe prinosa u odnosu na državne dužničke hartije Crne Gore.)
MATCH@E:(Note the significantly lower yield levels compared to the securities issued in Montenegro.===>Primijetimo mnogo manje nivoe prinosa u odnosu na državne dužničke hartije Crne Gore.)
MATCH@M:(On an average, in this period, the yields on the US Treasury securities ranged from 4-5%.===>U prosjeku, tokom ovog perioda, prinosi na hartije Trezora SAD-a su se kretali između 4-5%.)
MATCH@E:(On an average, in this period, the yields on the US Treasury securities ranged from 4-5%.===>U prosjeku, tokom ovog perioda, prinosi na hartije Trezora SAD-a su se kretali između 4-5%.)
MATCH@M:(As we see, however, the yield variations on American securities are also striking.===>Međutim, kao što vidimo, varijacije prinosa i na američke dužničke haritije su veoma izražene.)
MATCH@E:(As we see, however, the yield variations on American securities are also striking.===>Međutim, kao što vidimo, varijacije prinosa i na američke dužničke haritije su veoma izražene.)
MATCH@M:(This is clearly shown by the variation coefficient.===>To jasno pokazuje koeficijent varijacije.)
MATCH@E:(This is clearly shown by the variation coefficient.===>To jasno pokazuje koeficijent varijacije.)
MATCH@M:(Here, we observe the entire 1990-2008 period.===>Ovdje je obuhvaćen cijeli period 1990-2008. godina.)
MATCH@E:(Here, we observe the entire 1990-2008 period.===>Ovdje je obuhvaćen cijeli period 1990-2008. godina.)
MATCH@M:(The variations would have been smaller had some other been observed, for example 1995-2000. (see the graph).===>Varijacije bi bile mnogo manje da su posmatrani neki drugi periodi, npr. 1995-2000. (primijetimo na grafiku).)
MATCH@E:(The variations would have been smaller had some other been observed, for example 1995-2000. (see the graph).===>Varijacije bi bile mnogo manje da su posmatrani neki drugi periodi, npr. 1995-2000. (primijetimo na grafiku).)
MATCH@M:(This, however, does not change the conclusion that the yield variations on American debtor security are present.===>Međutim, to i dalje ne mijenja bitno zaključak, da su i varijacije prinosa na američke dužničke hart depozita.)
MATCH@E:(This, however, does not change the conclusion that the yield variations on American debtor security are present.===>Međutim, to i dalje ne mijenja bitno zaključak, da su i varijacije prinosa na američke dužničke hart depozita.)
MATCH@M:(The yields are significantly lower compared to those in Montenegro, nevertheless, the variations are almost equally present.===>U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.)
MATCH@E:(The yields are significantly lower compared to those in Montenegro, nevertheless, the variations are almost equally present.===>U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.)
MATCH@M:(What is, however, behind the variations in the yields on securities issued by the US Treasury?===>Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.)
MATCH@E:(What is, however, behind the variations in the yields on securities issued by the US Treasury?===>Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.)
MATCH@M:(Primarily, it is the monetary policy of the FED, the US Central Bank. On the basis of the economic conditions (primarily inflation, and then growth) the FED changes its so-called federal funds target rate, the interest rate at which the business banks, mostly over night, lend each other the resources they keep as statutory reserves with the FED (the so-called federal funds).===>Jer, ovakve varijacije prinosa na obveznice su, jntralne banke SAD-a. Prema stanju u ekonomiji (prvenstveno inflacije, a zatim i rasta), FED mijenja tzv. ciljanu kamatnu stopu na federalne fondove (federal funds target rate), što je kamatna stopa po kojoj poslovne banke, uglavnom prekonoćno, jedna drugoj pozajmljuju sredstva koja drže u vidu obaveznih rezervi kod FED-a (tzv. federalni fondovi).)
MATCH@E:(On the basis of the economic conditions (primarily inflation, and then growth) the FED changes its so-called federal funds target rate, the interest rate at which the business banks, mostly over night, lend each other the resources they keep as statutory reserves with the FED (the so-called federal funds).===>Prema stanju u ekonomiji (prvenstveno inflacije, a zatim i rasta), FED mijenja tzv. ciljanu kamatnu stopu na federalne fondove (federal funds target rate), što je kamatna stopa po kojoj poslovne banke, uglavnom prekonoćno, jedna drugoj pozajmljuju sredstva koja drže u vidu obaveznih rezervi kod FEDa (tzv. federalni fondovi).)
MATCH@M:(The FED targets this interest rate, that is, it attempts to achieve it through the operations on the open market.===>FED tu kamatnu stopu „cilja”, tj. putem operacija na otvorenom tržištu utiče na nju i nastoji je ostvariti.)
MATCH@E:(The FED targets this interest rate, that is, it attempts to achieve it through the operations on the open market.===>FED tu kamatnu stopu cilja, tj. putem operacija na otvorenom tržištu utiče na nju i nastoji je ostvariti.)
MATCH@M:(It is clear that the interest rate on the securities issued by the Treasury, especially the short-term ones (since the transactions with federal funds are very short-termed) must correspond with the interest rates on federal funds.===>Jasno je da kamatna stopa na hartije koje izdaje Trezor, posebno na kratkoročne (budući da su transakcije sa federalnim fondovima veoma kratkoročne), moraju korespondirati sa kamatnim stopama na federalne fondove.)
MATCH@E:(It is clear that the interest rate on the securities issued by the Treasury, especially the short-term ones (since the transactions with federal funds are very short-termed) must correspond with the interest rates on federal funds.===>Jasno je da kamatna stopa na hartije koje izdaje Trezor, posebno na kratkoročne (budući da su transakcije sa federalnim fondovima veoma kratkoročne), moraju korespondirati sa kamatnim stopama na federalne fondove.)
MATCH@M:(In addition to the US monetary policy impact, some other factors condition the yield on the Treasury issued securities.===>Osim uticaja monetarne politike SAD-a, na prinose hartija Trezora djeluju i drugi faktori.)
MATCH@E:(In addition to the US monetary policy impact, some other factors condition the yield on the Treasury issued securities.===>Osim uticaja monetarne politike SAD-a, na prinose hartija Trezora djeluju i drugi faktori.)
MATCH@M:(For example, the crisis situations on money markets direct the investors towards the Treasury securities, since these are considered to be the safest instruments.===>Npr. krizne situacije na finan-sijskim tržištima tjeraju investitore prema hartijama Trezora, budući da se smatraju najsigurnijim instrumentima.)
MATCH@E:(For example, the crisis situations on money markets direct the investors towards the Treasury securities, since these are considered to be the safest instruments.===>Npr. krizne situacije na finansijskim tržištima tjeraju investitore prema hartijama Trezora, budući da se smatraju najsigurnijim instrumentima.)
MATCH@M:(On the other hand, what is it that causes the variations in the yield on the Montenegro state securities?===>Sa druge strane, šta utiče na varijacije prinosa crnogorskih državnih obveznica?)
MATCH@E:(On the other hand, what is it that causes the variations in the yield on the Montenegro state securities?===>Sa druge strane, šta utiče na varijacije prinosa crnogorskih državnih obveznica?)
MATCH@M:(Using the euro, i.e., the foreign currency as the official paying instrument, Montenegro obviously has a “no money policy“ central bank.===>Koristeći euro, tj. stranu valutu kao zvanično sredstvo plaćanja, Crna Gora, posljedično, ima centralnu banku „bez monetarne politike”.)
MATCH@E:(Using the euro, i.e., the foreign currency as the official paying instrument, Montenegro obviously has a no money policy central bank.===>Koristeći euro, tj. stranu valutu kao zvanično sredstvo plaćanja, Crna Gora, posljedično, ima centralnu banku bez monetarne politike.)
MATCH@M:(Montenegro is not member of the EMU, however, it may be expected that the ECB monetary policy affects the yield range.===>Iako Crna Gora nije član EMU, moglo bi se donekle očekivati i da monetarna politika ECB-a utiče na kretanje prinosa.)
MATCH@E:(Montenegro is not member of the EMU, however, it may be expected that the ECB monetary policy affects the yield range.===>Iako Crna Gora nije član EMU, moglo bi se donekle očekivati i da monetarna politika ECB-a utiče na kretanje prinosa.)
MATCH@M:(This, however, is not the case, since the yields do not show any correlation with the ECB decisions on the referent interest rate.===>To, međutim, apsolutno nije slučaj, jer prinosi ne pokazuju vezu sa odlukama ECB-a o referentnoj kamatnoj stopi.)
MATCH@E:(This, however, is not the case, since the yields do not show any correlation with the ECB decisions on the referent interest rate.===>To, međutim, apsolutno nije slučaj, jer prinosi ne pokazuju vezu sa odlukama ECB-a o referentnoj kamatnoj stopi.)
MATCH@M:(Let us stop here for a moment.===>Zaustavimo se ovdje na trenutak.)
MATCH@E:(Let us stop here for a moment.===>Zaustavimo se ovdje na trenutak.)
MATCH@M:(In a way, we could maintain that the risk of the change in the interest rate on the Montenegro state bonds conditionally “does not exist“ since the interest rate(s) affecting the price cannot be “identified“.===>Na neki način, mogli bi konstatovati da rizik promjene kamatne stope kod crnogorskih državnih obveznica, uslovno rečeno „ne postoji”, jer se ne može „identifikovati” kamatna stopa (kamatne stope) koje utiču na cijenu.)
MATCH@E:(In a way, we could maintain that the risk of the change in the interest rate on the Montenegro state bonds conditionally does not exist since the interest rate(s) affecting the price cannot be identified.===>Na neki način, mogli bi konstatovati da rizik promjene kamatne stope kod crnogorskih državnih obveznica, uslovno rečeno ne postoji, jer se ne može identifikovati kamatna stopa (kamatne stope) koje utiču na cijenu.)
MATCH@M:(In this sense, we can talk about a risk of “price change“, which changes without a direct influence of interest rates on the market.===>U tom smislu, moglo bi se reći da govorimo o nekom riziku „promjene cijene”, koja se mijenja „bez” direktnog uti-caja kamatnih stopa na tržištu.)
MATCH@E:(In this sense, we can talk about a risk of price change, which changes without a direct influence of interest rates on the market.===>U tom smislu, moglo bi se reći da govorimo o nekom riziku promjene cijene, koja se mijenja bez direktnog uticaja kamatnih stopa na tržištu.)
MATCH@M:(Such an attitude, however, cannot be correct.===>Međutim, ovakav stav ne može biti tačan.)
MATCH@E:(Such an attitude, however, cannot be correct.===>Međutim, ovakav stav ne može biti tačan.)
MATCH@M:(Montenegro is affected by the influences of interest rates on the money markets of the developed countries.===>Ipak do Crne Gore dolaze uticaji kamatnih stopa sa finansijskih tržišta razvijenih zemalja.)
MATCH@E:(Montenegro is affected by the influences of interest rates on the money markets of the developed countries.===>Ipak do Crne Gore dolaze uticaji kamatnih stopa sa finansijskih tržišta razvijenih zemalja.)
MATCH@M:(The interest rates approved of by the banks in Montenegro and the changes in the levels of these interest rates may serve as rough approximation.===>Kao gruba aproksimacija, mogu služiti kamatne stope koje odobravaju banke u Crnoj Gori, i promjene nivoa tih kamatnih stopa.)
MATCH@E:(The interest rates approved of by the banks in Montenegro and the changes in the levels of these interest rates may serve as rough approximation.===>Kao gruba aproksimacija, mogu služiti kamatne stope koje odobravaju banke u Crnoj Gori, i promjene nivoa tih kamatnih stopa.)
MATCH@M:(It is by no means easy to understand what is it behind the yield variations on the Montenegro state bonds, that is, what the explanation to these variations is.===>Veoma je teško shvatiti šta stoji iza varijacija u prinosima crnogorskih državnih obveznica, tj. koje je obrazloženje varijacija.)
MATCH@E:(It is by no means easy to understand what is it behind the yield variations on the Montenegro state bonds, that is, what the explanation to these variations is.===>Veoma je teško shvatiti šta stoji iza varijacija u prinosima crnogorskih državnih obveznica, tj. koje je obrazloženje varijacija.)
MATCH@M:(Take the series OB15, OB16 and OB17.===>Osvrnimo se na serije OB15, OB16 i OB17.)
MATCH@E:(Take the series OB15, OB16 and OB17.===>Osvrnimo se na serije OB15, OB16 i OB17.)
MATCH@M:(These are the series whose prices fell inexplicably from the autumn 2006 towards the end of 2008.===>To su serije čije su cijene neshvatljivo padale od jeseni 2006. pa prema kraju 2008. godine.)
MATCH@E:(These are the series whose prices fell inexplicably from the autumn 2006 towards the end of 20088.===>To su serije čije su cijene neshvatljivo padale od jeseni 2006. pa prema kraju 2008. godine8.)
MATCH@M:(Or, equivalently, from the level of 5%, the yields became two, three and at one moment four times as high (in series OB15).===>Ili, ekvivalentno, prinosi su sa nivoa oko 5%, postali dvostruko, trostruko, i u jednom trenutku i četvoro-struko viši (kod serije OB15).)
MATCH@E:(Or, equivalently, from the level of 5%, the yields became two, three and at one moment four times as high (in series OB15).===>Ili, ekvivalentno, prinosi su sa nivoa oko 5%, postali dvostruko, trostruko, i u jednom trenutku i četvorostruko viši (kod serije OB15).)
MATCH@M:(It is really difficult to explain what caused this.===>Zbog čega se to desilo, zaista je teško odgovoriti.)
MATCH@E:(It is really difficult to explain what caused this.===>Zbog čega se to desilo, zaista je teško odgovoriti.)
MATCH@M:(Would the abrupt rise in yields (fall in prices) mean that the state became a worse debtor, less credit worthy than before?===>Da li bi skok prinosa (pad cijena) značio da je Država tada postala gori dužnik, manje kreditno sposobna nego ranije?)
MATCH@E:(Would the abrupt rise in yields (fall in prices) mean that the state became a worse debtor, less credit worthy than before?===>Da li bi skok prinosa (pad cijena) značio da je Država tada postala gori dužnik, manje kreditno sposobna nego ranije?)
MATCH@M:(This is, of course, nonsense, because 2007 was an even better fiscal and economic year (the most successful after the break of the SFRY), and so was 2008 (although slightly worse than 2007).===>To je, jasno, besmislica, jer je 2007. bila još bolja fiskalna i ekonomska godina (najbolja nakon raspada SFRJ), kao i (iako nešto lošija od 2007. godine) 2008 godina.)
MATCH@E:(This is, of course, nonsense, because 2007 was an even better fiscal and economic year (the most successful after the break of the SFRY), and so was 2008 (although slightly worse than 2007).===>To je, jasno, besmislica, jer je 2007. bila još bolja fiskalna i ekonomska godina (najbolja nakon raspada SFRJ), kao i (iako nešto lošija od 2007. godine) 2008 godina.)
MATCH@M:(Or, we may wonder what it was in autumn 2006 that showed that the state was to become a worse debtor (ever, until the end of the maturity period), what could not be foreseen before 2006.===>Ili, možemo se pitati šta je to nagovještavalo na jesen 2006. da će Država kasnije postati gori dužnik (ikad, do kraja roka dospijeća), što se već nije moglo to nagovijestiti prije 2006. godine?)
MATCH@E:(Or, we may wonder what it was in autumn 2006 that showed that the state was to become a worse debtor (ever, until the end of the maturity period), what could not be foreseen before 2006.===>Ili, možemo se pitati šta je to nagovještavalo na jesen 2006. da će Država kasnije postati gori dužnik (ikad, do kraja roka dospijeća), što se već nije moglo to nagovijestiti prije 2006. godine?)
MATCH@M:(Using a different approach, the market may have “decided“ in 2006 that the OB15-OB17 series were overpriced, returning low yield on credit risk, and consequently lowered the price, increasing the yield?===>Koristeći drugačiji pristup, možda je na jesen 2006. godine tržište „ustanovilo” da su serije OB15-OB17 precijenjene, donoseći malu nagradu za kreditni rizik, pa je stoga oborilo cijenu, povećavajući prinose?)
MATCH@E:(Using a different approach, the market may have decided in 2006 that the OB15-OB17 series were overpriced, returning low yield on credit risk, and consequently lowered the price, increasing the yield?===>Koristeći drugačiji pristup, možda je na jesen 2006. godine tržište ustanovilo da su serije OB15-OB17 precijenjene, donoseći malu nagradu za kreditni rizik, pa je stoga oborilo cijenu, povećavajući prinose?)
MATCH@M:(Also, with enormously lower trading in comparison with the period till autumn 2006.===>Takođe, uz enormno manje promete u odnosu na period do jeseni 2006. godine.)
MATCH@E:(Hard to believe. ~~~ 8 Also, with enormously lower trading in comparison with the period till autumn 2006.===>Teško za povjerovati. 8 Takođe, uz enormno manje promete u odnosu na period do jeseni 2006. godine.)
MATCH@M:(One reason we did not state earlier is the option of purchasing property (shares, real estate) in the state ownership, paying by bonds.===>Jedan od razloga kojeg nijesmo naveli ranije jeste opcija kupovine imovine (akcija, nekretnina) u državnom vlasništvu putem obveznica.)
MATCH@E:(One reason we did not state earlier is the option of purchasing property (shares, real estate) in the state ownership, paying by bonds.===>Jedan od razloga kojeg nijesmo naveli ranije jeste opcija kupovine imovine (akcija, nekretnina) u državnom vlasništvu putem obveznica.)
MATCH@M:(This option is valid for the property the state pronounces available to purchase by bonds.===>Ova opcija važi za onu imovinu koju država učini dostupnom za kupovinu putem obveznica.)
MATCH@E:(This option is valid for the property the state pronounces available to purchase by bonds.===>Ova opcija važi za onu imovinu koju država učini dostupnom za kupovinu putem obveznica.)
MATCH@M:(It is evident that when the property is announced for sale by bonds (actually, already as early as the announcement is anticipated), the bond prices rise (lowering the yield), due to the increased interest in the bonds.===>Da se primijetiti, da kada se objavljuje imovina koja se može kupiti putem obveznica (odnosno, već tokom najava saopštenja) - cijene obveznica rastu (obarajući prinose), jer raste interesova-nje za obveznicama.)
MATCH@E:(It is evident that when the property is announced for sale by bonds (actually, already as early as the announcement is anticipated), the bond prices rise (lowering the yield), due to the increased interest in the bonds.===>Da se primijetiti, da kada se objavljuje imovina koja se može kupiti putem obveznica (odnosno, već tokom najava saopštenja) cijene obveznica rastu (obarajući prinose), jer raste interesovanje za obveznicama.)
MATCH@M:(This reason, however, only partially explains the problem we analysed.===>Međutim, i ovaj razlog samo dje-limično objašnjava cijeli problem koji smo razmatrali.)
MATCH@E:(This reason, however, only partially explains the problem we analysed.===>Međutim, i ovaj razlog samo djelimično objašnjava cijeli problem koji smo razmatrali.)
MATCH@M:(Finally, we come to a conclusion that it is the same factors that are quoted to be the causes of the yield level (compared to other classes of assets) that affect the changes in yields; to the above mentioned factors should be added the yield variability factor and the factor of using the option of state owned property purchase that we identified somewhat later.===>Na kraju, moramo zaključiti da isti faktori koje smo naveli kao uzroke nivoa prinosa (u poređenju sa drugim klasama aktive), utiču i na promjene prinosa; Nabrojanim faktorima dodajemo i faktor varijabiliteta prinosa i faktor iskorišćavanja opcija kupovine imovine u državnom vlasništvu - koje smo identifikovali nešto kasnije.)
MATCH@E:(Finally, we come to a conclusion that it is the same factors that are quoted to be the causes of the yield level (compared to other classes of assets) that affect the in yields; to the above mentioned factors changes should be added the yield variability factor and the factor of using the option of state owned property purchase that we identified somewhat later.===>Na kraju, moramo zaključiti da isti faktori koje smo naveli kao uzroke nivoa prinosa (u poređenju sa drugim klasama aktive), utiču i na promjene prinosa; Nabrojanim faktorima dodajemo i faktor varijabiliteta prinosa i faktor iskorišćavanja opcija kupovine imovine u državnom vlasništvu koje smo identifikovali nešto kasnije.)
MATCH@M:(All these factors simply - by their strong joint action - cause the yield growth (fall in prices), i.e., by their weaker joint action they cause the fall in yields (rise in prices).===>Svi ovi faktori, jednostavno - svojim jačim zbirnim djelovanjem izazivaju rast prinosa (pad cijena), odnosno, slabijim zbirnim djelovanjem izazivaju pad prinosa (rast cijena).)
MATCH@E:(All these factors simply by their strong joint action cause the yield growth (fall in prices), i.e., by their weaker joint action they cause the fall in yields (rise in prices).===>Svi ovi faktori, jednostavno svojim jačim zbirnim djelovanjem izazivaju rast prinosa (pad cijena), odnosno, slabijim zbirnim djelovanjem izazivaju pad prinosa (rast cijena).)
MATCH@M:(As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from.===>Sto se tiče, pak, konkretno, rizika promjene kamatne stope - kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. obveznice do dospijeća. vidnosti, nego čekati dospijeće.)
MATCH@E:(None of the factors, however, can fully explain the yield levels and changes. ~~~ As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from.===>Međutim, i dalje, svi navedeni faktori ne razjašnjavaju nivoe i promjene prinosa do kraja. [to se tiče, pak, konkretno, rizika promjene kamatne stope kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. 4.)
BAD_LINE_=============================================================
BAD_LINE_M:As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from.
BAD_LINE_M:Sto se tiče, pak, konkretno, rizika promjene kamatne stope - kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. obveznice do dospijeća. vidnosti, nego čekati dospijeće.
BAD_LINE_E:None of the factors, however, can fully explain the yield levels and changes. ~~~ As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from.
BAD_LINE_E:Međutim, i dalje, svi navedeni faktori ne razjašnjavaju nivoe i promjene prinosa do kraja. [to se tiče, pak, konkretno, rizika promjene kamatne stope kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. 4.
MATCH@M:(As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible.===>Sto se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, di-leri), neznatno je učešće obveznica SDS, PiO i restitu-cije u njihovim portfolijima.)
MATCH@E:(Or, as a last choice, a new buyer will sell the bonds if he finds himself in demand for liquid assets.) ~~~ As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible.===>Odnosno, u krajnjem, novi kupac će prodati obveznice ukoliko mu ponestane likvidnih sredstava.) [to se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, dileri), neznatno je učešće obveznica SD[, PiO i restitucije u njihovim portfolijima.)
BAD_LINE_=============================================================
BAD_LINE_M:As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible.
BAD_LINE_M:Sto se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, di-leri), neznatno je učešće obveznica SDS, PiO i restitu-cije u njihovim portfolijima.
BAD_LINE_E:Or, as a last choice, a new buyer will sell the bonds if he finds himself in demand for liquid assets.) ~~~ As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible.
BAD_LINE_E:Odnosno, u krajnjem, novi kupac će prodati obveznice ukoliko mu ponestane likvidnih sredstava.) [to se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, dileri), neznatno je učešće obveznica SD[, PiO i restitucije u njihovim portfolijima.
MATCH@M:(It is widely believed that the operations management is the same as operational management and that the operational managers actually deal with short-term, daily tasks.===>Veoma je rasprostranjeno uverenje da je menadžment operacija isto što i operativni menadžment i da se operacioni menadžeri ustvari bave kratkoročnim, dnevnim zadacima.)
MATCH@E:(It is widely believed that the operations management is the same as operational management and that the operational managers actually deal with short-term, daily tasks.===>Veoma je rasprostranjeno uverenje da je menadžment operacija isto što i operativni menadžment i da se operacioni menadžeri ustvari bave kratkoročnim, dnevnim zadacima.)
MATCH@M:(The dominant strategic orientation of the operations management, on condition such a dimension is recognized at all, is reactive, rather than leading and creative.===>Dominantna strateška orijentacija operacionog menadžmenta, ako se uopšte priznaje ova njegova dimenzija, je reaktivna, nikako vodeća i kreativna.)
MATCH@E:(The dominant strategic orientation of the operations management, on condition such a dimension is recognized at all, is reactive, rather than leading and creative.===>Dominantna strateška orijentacija operacionog menadžmenta, ako se uopšte priznaje ova njegova dimenzija, je reaktivna, nikako vodeća i kreativna.)
MATCH@M:(The meaning and the importance of the book “Manufacturing Operations Strategy“ is in that it highlights the importance, the role and the contents of the operations management in defining and execution of the companies’ strategic development.===>Smisao i značaj knjige «Strategija proizvodnih operacija» nalazi se u naglašavanju značaja, uloge i sadržaja operacionog menadžmenta u definisanju i realizovanju strateškog razvoja kompanija.)
MATCH@E:(The meaning and the importance of the book Manufacturing Operations Strategy is in that it highlights the importance, the role and the contents of the operations management in defining and execution of the companies strategic development.===>Smisao i značaj knjige «Strategija proizvodnih operacija» nalazi se u naglašavanju značaja, uloge i sadržaja operacionog menadžmenta u definisanju i realizovanju strateškog razvoja kompanija.)
MATCH@M:(This book resolves all the ambiguities and clearly states the contents of the basic concepts, methods, categories and principles of the strategic operations management.===>Ovom knjigom otklanjaju se sve nedoumice i jasno postavlja sadržaj osnovnih koncepata, metoda, kategorija i principa strateškog operacionog menadžmenta.)
MATCH@E:(This book resolves all the ambiguities and clearly states the contents of the basic concepts, methods, categories and principles of the strategic operations management.===>Ovom knjigom otklanjaju se sve nedoumice i jasno postavlja sadržaj osnovnih koncepata, metoda, kategorija i principa strateškog operacionog menadžmenta.)
MATCH@M:(It points out the numerous issues and areas that are in practice the responsibility of the managers on the strategic management level, but have so far been neglected, although they are of crucial importance for the performance and competitiveness of their companies.===>Naglašavaju se brojna pitanja i domeni koja u praksi rešavaju menadžeri na strateškom upravljačkom nivou, koja su dosad bila zanemarivana, a koja su kritična za uspešnost i konkurentnost njihovih kompanija.)
MATCH@E:(It points out the numerous issues and areas that are in practice the responsibility of the managers on the strategic management level, but have so far been neglected, although they are of crucial importance for the performance and competitiveness of their companies.===>Naglašavaju se brojna pitanja i domeni koja u praksi strateškom upravljačkom nivou, koja su dosad bila zanemarivana, a koja su kritična za uspešnost i konkurentnost njihovih kompanija.)
MATCH@M:(It is in this sense that the meaning of this book is twofold: firstly, it presents the area of strategic operations management in a systemic and comprehensive manner, and, secondly, it introduces the managers from the practice to a large number of concepts, applicable methods and techniques, principles and experiences of the strategic operations management.===>U tom smislu značaj ove knjige je dvostruk: prvo, što na sistematizovan i sveobuhvatana način predstavlja oblast strateškog menadžmenta operacija, i drugo, što menadžere u praksi upoznaje sa brojnim konceptima, primenjivim metodama i tehnikama, principima i iskustvima strateškog menadžmenta operacija.)
MATCH@E:(It is in this sense that the meaning of this book is twofold: firstly, it presents the area of strategic operations management in a systemic and comprehensive manner, and, secondly, it introduces the managers from the practice to a large number of concepts, applicable methods and techniques, principles and experiences of the strategic operations management. ~~~ The book consists of twelve chapters with numerous analyses and presentations of case studies.===>U tom smislu značaj ove knjige je dvostruk: prvo, što na sistematizovan i sveobuhvatana način predstavlja oblast strateškog menadžmenta op rešavaju menadžeri na eracija, i drugo, što menadžere u praksi upoznaje sa brojnim konceptima, primenjivim metodama i tehnikama, principima iskustvima strateškog menadžmenta operacija. i Knjigu čini jedanaest poglavlja uz brojne analize i prikaze slučajeva prakse.)
MATCH@M:(The chapter titled “International Comparisons“ depicts a general environment in which the managers work worldwide, accompanied by the research and concrete comparisons of various situations and practices in the world in the last 30 years.===>Poglavlje «Međunarodna poređenja» predstavlja sliku opšteg ambijenta u kome deluju operacioni menadžeri danas svuda u svetu, a obavljena su istraživanja i konkretna poređenja za poslednjih 30 godina različitih situacija i praksi u svetu.)
MATCH@E:(The chapter titled International Comparisons depicts a general environment in which the managers work worldwide, accompanied by the research and concrete comparisons of various situations and practices in the world in the last 30 years.===>Poglavlje «Međunarodna poređenja» predstavlja sliku opšteg ambijenta u kome deluju operacioni menadžeri danas svuda u svetu, a obavljena su istraživanja i konkretna poređenja za poslednjih 30 godina različitih situacija i praksi u svetu.)
MATCH@M:(A general conclusion can be drawn that the countries that clearly defined the importance and the contribution of operations to improving business achievement recorded far better results compared to other developed countries that retained traditional, unchanged approach.===>Opšti zaključak je da su one zemlje koje su jasno definisale značaj i doprinos operacija za ostvarivanje poslovnog uspeha beležile znatno bolje rezultate od drugih razvijenih zemalja sa tradicionalnim, ne-promenjenim pristupom.)
MATCH@E:(A general conclusion can be drawn that the countries that clearly defined the importance and the contribution of operations to improving business achievement recorded far better results compared to other developed countries that retained traditional, unchanged approach.===>Opšti zaključak je da su one zemlje koje su jasno definisale značaj i doprinos operacija za ostvarivanje poslovnog uspeha beležile znatno bolje rezultate od drugih razvijenih zemalja sa tradicionalnim, nepromenjenim pristupom.)
MATCH@M:(Severe competitive struggle that started in 1980’s has been accelerating ever since and changing the business environment and the managers’ philosophy.===>Zaoštrena konkurentska borba koja nastaje 1980-ih i dalje se ubrzava i menja poslovni ambijent i menadžersku filozofiju.)
MATCH@E:(Asevere competitive struggle that started in 1980s has been accelerating ever since and changing the business environment and the managers philosophy.===>Zaoštrena konkurentska borba koja nastaje 1980-ih i dalje se ubrzava i menja poslovni ambijent i menadžersku filozofiju.)
MATCH@M:(The manufacturing companies in a majority of developed industrial countries tried to survive by restructuring and downsizing their operations.===>Proizvodne kompanije u većini razvijenih industrijskih zemalja su se borile za opstanak restrukturiranjem i «daunsajzingom» svojih operacija.)
MATCH@E:(The manufacturing companies in a majority of developed industrial countries tried to survive by restructuring and downsizing their operations.===>Proizvodne kompanije u većini razvijenih industrijskih zemalja su se borile za opstanak restrukturiranjem i «daunsajzingom» svojih operacija.)
MATCH@M:(This triggered important changes that continued in 1990’s and are still accelerating in the new millenium.===>Ovo je dovelo do značajnih promena koje su se nastavile u 1990-im i dalje se ubrzale u novom milenijumu.)
MATCH@E:(This triggered important changes that continued in 1990s and are still accelerating in the new millenium.===>Ovo je dovelo do značajnih promena koje su se nastavile u 1990-im i dalje se ubrzale u novom milenijumu.)
MATCH@M:(Contrary to these new challenges and clearly expressed changes as regards the recognition of the importance and the role of operations management in the strategic area, practices change at a slow pace, especially in the Western companies.===>Uprkos tim novim izazovima i jasno izraženim prome-nama u odnosu na prepoznavanje značaja i uloge op-eracionog menadžmenta u strateškom domenu, praksa se posebno u Zapadnim kompanija veoma sporo menja.)
MATCH@E:(Contrary to these new challenges and clearly expressed changes as regards the recognition of the importance and the role of operations management in the strategic area, practices change at a slow pace, especially in the Western companies.===>Uprkos tim novim izazovima i jasno izraženim promenama u odnosu na prepoznavanje značaja i uloge operacionog menadžmenta u strateškom domenu, praksa se posebno u Zapadnim kompanija veoma sporo menja.)
MATCH@M:(The traditional approach where only short-term, operational dimensions of operations management are recognized and where the strategic role is related to finances and marketing is still prevailing.===>Tradicionalni pristup po kome se prepoznaju samo kratkoročne, operativne dimenzije operacionog menadžmenta, a strateška uloga se vezuje za finansije i marketing, i dalje je na snazi.)
MATCH@E:(The traditional approach where only short-term, operational dimensions of operations management are recognized and where the strategic role is related to finances and marketing is still prevailing.===>Tradicionalni pristup po kome se prepoznaju samo kratkoročne, operativne dimenzije operacionog menadžmenta, a strateška uloga se vezuje za finansije i marketing, i dalje je na snazi.)
MATCH@M:(This book stresses the importance of operations strategy as the essential strategy if the companies wish to be competitive in the national and international markets.===>U ovoj knjizi se ukazuje na značaj operacione strategije kao esencijalne ukoliko kompanije nastoje da ostvare konkurentnost na domaćim i svetskim tržištima.)
MATCH@E:(This book stresses the importance of operations strategy as the essential strategy if the companies wish to be competitive in the national and international markets.===>U ovoj knjizi se ukazuje na značaj operacione strategije kao esencijalne ukoliko kompanije nastoje da ostvare konkurentnost na domaćim i svetskim tržištima.)
MATCH@M:(In the absence of operations strategy, they are destined to perish, their survival is endangered, hence the probablility that their market share could ever rise at all is very small. In conclusion, it is necessary that the strategic operations management be consolidated, both theoretically and in practice.===>U odsustvu operacione strategije, one su osuđene na propast, ugrožena je njihova egzistencija, pa samim tim i mogućnost da uopšte dođe do rasta njihovog tržišnog učešća. Zaključuje se da je strateški operacioni menadžment potrebno učvršćivati i teorijski i praktično.)
MATCH@E:(In the absence of operations strategy, they are destined to perish, their survival is endangered, hence the probablility that their market share could ever rise at all is very small. ~~~ In conclusion, it is necessary that the strategic operations management be consolidated, both theoretically and in practice.===>U odsustvu operacione strategije, one su osuđene na propast, ugrožena je njihova egzistencija, pa samim tim i mogućnost da uopšte dođe do rasta njihovog tržišnog učešća.)
BAD_LINE_=============================================================
BAD_LINE_M:In the absence of operations strategy, they are destined to perish, their survival is endangered, hence the probablility that their market share could ever rise at all is very small. In conclusion, it is necessary that the strategic operations management be consolidated, both theoretically and in practice.
BAD_LINE_M:U odsustvu operacione strategije, one su osuđene na propast, ugrožena je njihova egzistencija, pa samim tim i mogućnost da uopšte dođe do rasta njihovog tržišnog učešća. Zaključuje se da je strateški operacioni menadžment potrebno učvršćivati i teorijski i praktično.
BAD_LINE_E:In the absence of operations strategy, they are destined to perish, their survival is endangered, hence the probablility that their market share could ever rise at all is very small. ~~~ In conclusion, it is necessary that the strategic operations management be consolidated, both theoretically and in practice.
BAD_LINE_E:U odsustvu operacione strategije, one su osuđene na propast, ugrožena je njihova egzistencija, pa samim tim i mogućnost da uopšte dođe do rasta njihovog tržišnog učešća.
MATCH@M:(Special attention is paid to the development of operations strategy and the principles and methods underlying every step leading to its creation are elaborated thoroughly.===>Razvoju operacione strategije posvećena je posebna pažnja i do detalja su razrađeni principi i metodi koji su u osnovi svakog koraka koji vodi njenom kreiranju.)
MATCH@E:(Special attention is paid to the development of operations strategy and the principles and methods underlying every step leading to its creation are elaborated thoroughly.===>Zaključuje se da je strateški operacioni menadžment potrebno učvršćivati i teorijski i praktično. poslovnih operacija i stoga se identifikuju i razmatraju brojne opcije.)
BAD_LINE_=============================================================
BAD_LINE_M:Special attention is paid to the development of operations strategy and the principles and methods underlying every step leading to its creation are elaborated thoroughly.
BAD_LINE_M:Razvoju operacione strategije posvećena je posebna pažnja i do detalja su razrađeni principi i metodi koji su u osnovi svakog koraka koji vodi njenom kreiranju.
BAD_LINE_E:Special attention is paid to the development of operations strategy and the principles and methods underlying every step leading to its creation are elaborated thoroughly.
BAD_LINE_E:Zaključuje se da je strateški operacioni menadžment potrebno učvršćivati i teorijski i praktično. poslovnih operacija i stoga se identifikuju i razmatraju brojne opcije.
MATCH@M:(The outputs of operations strategy whose general objective is to “couple“ the operations with the customers’ needs are analysed in detail.===>Do detalja se analiziraju autputi operacione strategije čiji je opšti cilj da se operacije u što većoj meri «upare» sa potrebama kupaca.)
MATCH@E:(The outputs of operations strategy whose general objective is to couple the operations with the customers needs are analysed in detail.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The outputs of operations strategy whose general objective is to “couple“ the operations with the customers’ needs are analysed in detail.
BAD_LINE_M:Do detalja se analiziraju autputi operacione strategije čiji je opšti cilj da se operacije u što većoj meri «upare» sa potrebama kupaca.
BAD_LINE_E:The outputs of operations strategy whose general objective is to couple the operations with the customers needs are analysed in detail.
BAD_LINE_E:
MATCH@M:(In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection.===>U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije.)
MATCH@E:(In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection.
BAD_LINE_M:U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije.
BAD_LINE_E:In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection.
BAD_LINE_E:
MATCH@M:(The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed.===>Tehnološka strategija bliže definiše opseg poslovnih operacija i stoga se identifikuju i razmatraju brojne opcije.)
MATCH@E:(The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed.
BAD_LINE_M:Tehnološka strategija bliže definiše opseg poslovnih operacija i stoga se identifikuju i razmatraju brojne opcije.
BAD_LINE_E:The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed.
BAD_LINE_E:
MATCH@M:(The choice between the pull or the push technology is only one strategic dilemma, and the solutions and answers are found in the field of situational theory by which “everything depends on the context and the situation“, therefore the key to define the technological strategy is the search for the right correspondence and fit-ins with concrete external and internal circumstances in the company.===>Tehnologija koja gura ili koja vuče, samo je jedna od strateških dilema koje se postavljaju, a rešenja i odgovori se nalaze u domenu situacione teorije po kojoj «sve zavisi od konteksta i situacije», tako da je traženje prave korespondencije i uklapanja sa konkretnim eksternim i internim prilikama u kompaniji ključ za određivanja tehnološke strategije.)
MATCH@E:(The choice between the pull or the push technology is only one strategic dilemma, and the solutions and answers are found in the field of situational theory by which everything depends on the context and the situation, therefore the key to define the technological strategy is the search for the right correspondence and fit-ins with concrete external and internal circumstances in the company.===>Tehnologija koja gura ili koja vuče, samo je jedna od strateških dilema koje se postavljaju, a rešenja i odgovori se nalaze u domenu situacione teorije po kojoj «sve zavisi od konteksta i situacije», tako da je traženje prave korespondencije i uklapanja sa konkretnim eksternim i internim prilikama u kompaniji ključ za određivanja tehnološke strategije.)
MATCH@M:(Defining the detailed profile of the product is part of strategic decisions on coupling the relevant market and operations dimensions of each product.===>Određivanje detaljnog profila proizvoda spada u domen strateških odluka uparivanja relevantnog tržišta i operacionih dimenzija svakog proizvoda.)
MATCH@E:(Defining the detailed profile of the product is part of strategic decisions on coupling the relevant market and operations dimensions of each product.===>Određivanje detaljnog profila proizvoda spada u domen strateških odluka uparivanja relevantnog tržišta i operacionih dimenzija svakog proizvoda.)
MATCH@M:(When investing into technology and processes the companies observe the complex relations and “trade-off“ in business that any such decision brings.===>Prilkom ulaganja u tehnologiju i procese, kompanije uvažavaju kompleksne odnose i «trade-off» u poslovnom smislu koji svaka odluka ove vrste donosi.)
MATCH@E:(When investing into technology and processes the companies observe the complex relations and trade-off in business that any such decision brings.===>Prilkom ulaganja u tehnologiju i procese, kompanije uvažavaju kompleksne odnose i «trade-off» u poslovnom smislu koji svaka odluka ove vrste donosi.)
MATCH@M:(The strategic issue of the company’s focus is analysed in a separate chapter, especially the principles and concepts dealing with operations focusing.===>Strateško pitanje fokusiranosti kompanije se razmatra u posebnom poglavlju, posebno principi i koncepti vezani za fokusiranje operacija.)
MATCH@E:(The strategic issue of the companys focus is analysed in a separate chapter, especially the principles and concepts dealing with operations focusing.===>Strateško pitanje fokusiranosti kompanije se razmatra u posebnom poglavlju, posebno principi i koncepti vezani za fokusiranje operacija.)
MATCH@M:(The extent to which the company will maintain the focus is a strategic issue and a strategic decision for the company.===>Pitanje stepena u kome će kompanija održavati fokusiranost pravo je strateško pitanje i strateška odluka za kompaniju.)
MATCH@E:(The extent to which the company will maintain the focus is a strategic issue and a strategic decision for the company.===>Pitanje stepena u kome će kompanija održavati fokusiranost pravo je strateško pitanje i strateška odluka za kompaniju.)
MATCH@M:(In time, due to the market requirements dynamics and the relatively fixed operations opportunities, companies normally become less and less focused. Therefore it is necessary that a permanent balance should be established between the demand for change and the relatively fixed operations boundaries within which the business operations are carried out.===>Vremenom, usled dinamike tržišnih zahteva i relativno fiksirnih operacionih mogućnosti, kompanije prirodno postaju sve manje fokusirane i potrebno je dinamički uspostaviti stalnu ravnotežu između zahte-va za promenom i relativno fiksiranih operacionih granica u kojima se obavlja poslovanje kompanije.)
MATCH@E:(In time, due to the market requirements dynamics and the relatively fixed operations opportunities, companies normally become less and less focused. ~~~ Therefore it is necessary that a permanent balance should be established between the demand for change and the relatively fixed operations boundaries within which the business operations are carried out.===>Vremenom, usled dinamike tržišnih zahteva i relativno fiksirnih operacionih mogućnosti, kompanije prirodno postaju sve manje fokusirane i potrebno je dinamički uspostaviti stalnu ravnotežu između zahteva za promenom i relativno fiksiranih operacionih granica u kojima se obavlja poslovanje kompanije.)
MATCH@M:(The issues of focusing and diversification lay in the core of the strategic responsibility of operations management which is in charge of, among other things, a stable and stready long-term development of operations that in the first place ensure the survival, and then the growth and the development of companies.===>Pitanje fokusiranosti i diversifikacije nalazi se u srži strateške odgovornosti operacionog menadžmenta zaduženog, između ostalog, za stabilan i harmoničan dugoročni razvoj operacija koje obezbeđuju prvo opstanak, a potom i rast i razvoj kompanija.)
MATCH@E:(The issues of focusing and diversification lay in the core of the strategic responsibility of operations management which is in charge of, among other things, a stable and stready long-term development of operations that in the first place ensure the survival, and then the growth and the development of companies.===>Pitanje fokusiranosti i diversifikacije nalazi se u srži strateške odgovornosti operacionog menadžmenta zaduženog, između ostalog, za stabilan i harmoničan dugoročni razvoj operacija koje obezbeđuju prvo opstanak, a potom i rast i razvoj kompanija.)
MATCH@M:(An important strategic operations management domain is defining the boundaries for business activities, through the decisions on whether “to produce or to purchase“ and the supply chain management.===>Važan domen strateškog operacionog menadžmenta je definisanje granica poslovanja kroz odluke o tome da li «praviti ili kupiti» i menadžment lanca snabde-vanja.)
MATCH@E:(An important strategic operations management domain is defining the boundaries for business activities, through the decisions on whether to produce or to purchase and the supply chain management.===>Važan domen strateškog operacionog menadžmenta je definisanje granica poslovanja kroz odluke o tome da li «praviti ili kupiti» i menadžment lanca snabdevanja.)
MATCH@M:(Financing and accounting, as well as performance measurement are presented in the context of operations strategy, especially in the area of investment decisions relevant for business operations.===>Finansije i računovodstvo kao i merenje performansi predsatavljeni su u kontekstu operacione strategije posebno u domenu investicionih odluka relevantnih za poslovanje.)
MATCH@E:(Financing and accounting, as well as performance measurement are presented in the context of operations strategy, especially in the area of investment decisions relevant for business operations.===>Finansije i računovodstvo kao i merenje performansi predsatavljeni su u kontekstu operacione strategije posebno u domenu investicionih odluka relevantnih za poslovanje.)
MATCH@M:(The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries.===>Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama: Zara, Dell, Apple, Hoffman Tobacco i drugima veoma raznovrsne delatnosti.)
MATCH@E:(The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries.===>U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije. ~~~ Tehnološka strategija bliže definiše opseg Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama:)
BAD_LINE_=============================================================
BAD_LINE_M:The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries.
BAD_LINE_M:Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama: Zara, Dell, Apple, Hoffman Tobacco i drugima veoma raznovrsne delatnosti.
BAD_LINE_E:The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries.
BAD_LINE_E:U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije. ~~~ Tehnološka strategija bliže definiše opseg Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama:
MATCH@M:(Numerous examples, descriptions of concrete situations related to the questions and problems dealt with in all the chapters are one additional quality and contribution this book offers towards a better understanding, improvement and a larger scope application in the strategic operations management practice.===>Brojni primeri, opisi konkretnih situacija koji prate pitanja i probleme koji se razmatraju u svim poglavljima, čine još jedan kvalitet i doprinos koji ova knjige daje boljem razumevanju, unapređenju i većoj primeni u praksi strateškog operacionog menadžmenta.)
MATCH@E:(Numerous examples, descriptions of concrete situations related to the questions and problems dealt with in all the chapters are one additional quality and contribution this book offers towards a better understanding, improvement and a larger scope application in the strategic operations management practice.===>Zara, Dell, Apple, Hoffman Tobacco i drugima veoma raznovrsne delatnosti. ~~~ Brojni primeri, opisi konkretnih situacija koji prate pitanja i probleme koji se razmatraju u svim poglavljima, čine još jedan kvalitet i doprinos koji ova knjige daje boljem razumevanju, unapređenju i većoj primeni u praksi strateškog operacionog menadžmenta.)
MATCH@M:(We started from the complexity of the cost management and the role it plays in modern business.===>Polazi se od kompleksnosti menadžmenta troškova i njegove uloge u savremenom poslovanju.)
MATCH@E:(We started from the complexity of the cost management and the role it plays in modern business.===>Polazi se od kompleksnosti menadžmenta troškova i njegove uloge u savremenom poslovanju.)
MATCH@M:(We also analysed the value-based management.===>Tako-đe se preispituje menadžment baziran na vrednosti.)
MATCH@E:(We also analysed the value-based management.===>Takođe se preispituje menadžment baziran na vrednosti.)
MATCH@M:(The result of the research is the analysis and the presentation of the consequences of customer/user of srvices-based cost accounting and management.===>Ishod rada je analiza i prezentacija konsekvenci obračuna troškova i upravljanja profitabilnošcu po kupcima proizvoda, odnosno po korisniicima usluga.)
MATCH@E:(The result of the research is the analysis and the presentation of the consequences of customer/user of srvices-based cost accounting and management. ~~~ 1.===>Ishod rada je analiza i prezentacija konsekvenci obračuna troškova i upravljanja profitabilnošću po kupcima proizvoda, odnosno po korisniicima usluga. 1.)
MATCH@M:(An effective cost management is of great importance for modern organizations.===>Efektivan menadžment troškova je veoma značajan za savremene organizacije.)
MATCH@E:(Introduction An effective cost management is of great importance for modern organizations.===>Uvod Efektivan menadžment troškova je veoma značajan za savremene organizacije.)
MATCH@M:(It starts from the measurements and reporting on the company’s products and services costs and helps the company use its resources efficiently to provide the products and services the customers or the consumers of services find valuable.===>On polazi od merenja i iz-veštavanja o troškovima proizvoda i usluga preduzeca i pomaže da ona efikasno koriste svoje resurse da bi obezbedila produkte i usluge koje kupci, odnosno korisnici usluga smatraju vrednim.)
MATCH@E:(It starts from the measurements and reporting on the companys products and services costs and helps the company use its resources efficiently to provide the products and services the customers or the consumers of services find valuable.===>On polazi od merenja i izveštavanja o troškovima proizvoda i usluga preduzeća i pomaže da ona efikasno koriste svoje resurse da bi obezbedila produkte i usluge koje kupci, odnosno korisnici usluga smatraju vrednim.)
MATCH@M:(Furthermore, cost management is observed in a broader sense - as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs.===>Pored toga, menadžment troškova se posmatra i šire - kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove)
MATCH@E:(Furthermore, cost management is observed in a broader sense as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs.===>Pored toga, menadžment troškova se posmatra i šire kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.)
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BAD_LINE_M:Furthermore, cost management is observed in a broader sense - as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs.
BAD_LINE_M:Pored toga, menadžment troškova se posmatra i šire - kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove
BAD_LINE_E:Furthermore, cost management is observed in a broader sense as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs.
BAD_LINE_E:Pored toga, menadžment troškova se posmatra i šire kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.
MATCH@M:(In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs.===>U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.)
MATCH@E:(In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs.===>Vrednost za kupce se meri preko cene koju su oni voljni da plate i preko njihove satisfakcije proizvodima i uslugama preduzeća Š1Ë.)
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BAD_LINE_M:In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs.
BAD_LINE_M:U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.
BAD_LINE_E:In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs.
BAD_LINE_E:Vrednost za kupce se meri preko cene koju su oni voljni da plate i preko njihove satisfakcije proizvodima i uslugama preduzeća Š1Ë.
MATCH@M:(The cost managers take an active part in decision making on the development and improvement of the product and on the costs reduction.===>Menadžeri troškova aktivno učestvuju u odlučivanju o razvoju i poboljšanju proizvoda i o reduciranju troškova.)
MATCH@E:(The cost managers take an active part in decision making on the development and improvement of the product and on the costs reduction.===>Menadžeri troškova aktivno učestvuju u odlučivanju o razvoju i poboljšanju proizvoda i o reduciranju troškova.)
MATCH@M:(Especially important here is the collaboration with the product/service managers responsible for the concrete products/services, and also with the brand managers, due to the increasing importance of branding.===>Tu naročito dolazi do izražaja saradnja sa menadžerima prozvoda/usluga koji su zaduženi za konkretne proizvode/usluge, a posebno sa brend menadžerima, s obzirom na rastući značaj troškova brendiranja.)
MATCH@E:(Especially important here is the collaboration with the product/service managers responsible for the concrete products/services, and also with the brand managers, due to the increasing importance of branding. ~~~ 2.===>Tu naročito dolazi do izražaja saradnja sa menadžerima prozvoda/usluga koji su zaduženi za konkretne proizvode/usluge, a posebno sa brend menadžerima, s obzirom na rastući značaj troškova brendiranja. 2.)
MATCH@M:(Modern business operations strat from the fact that cost management today incorporates a host of reliable management techniques whose implementation can successfully support the goals and the activities of the organization.===>U savremenom poslovanju se polazi od činjenice da danas menadžment troškova inkorporira niz pouzdanih menadžerskih tehnika, čija primena može uspešno da podrži ciljeve i aktivnosti organizacije.)
MATCH@E:(Cost management and modern business operations Modern business operations strat from the fact that cost management today incorporates a host of reliable management techniques whose implementation can successfully support the goals and the activities of the organization.===>Menadžment troškova i savremeno poslovanje U savremenom poslovanju se polazi od činjenice da danas menadžment troškova inkorporira niz pouzdanih menadžerskih tehnika, čija primena može uspešno da podrži ciljeve i aktivnosti organizacije.)
MATCH@M:(These techniques can be implemented independently or jointly, as a support to managerial decision-making.===>Ove tehnike se mogu koristiti samostalno ili zajedno za podršku menažerskom odlučivanju.)
MATCH@E:(These techniques can be implemented independently or jointly, as a support to managerial decision-making.===>Ove tehnike se mogu koristiti samostalno ili zajedno za podršku menažerskom odlučivanju.)
MATCH@M:(In order that the new needs of management be satisfied, special care must be taken of the economy of their implementation and the simplicity of their modification.===>Pri tome se mora voditi računa o ekonomičnosti njihove primene i o lakoći modifikacije da bi se zadovoljile nove potrebe menadžmenta.)
MATCH@E:(In order that the new needs of management be satisfied, special care must be taken of the economy of their implementation and the simplicity of their modification.===>Pri tome se mora voditi računa o ekonomičnosti njihove primene i o lakoći modifikacije da bi se zadovoljile nove potrebe menadžmenta.)
MATCH@M:(In the last years cost management is characterised by an increasing implementation of benchmarking.===>Poslednjih godina u mendžmentu troškova je karakteristična sve češća primena benčmarkinga.)
MATCH@E:(In the last years cost management is characterised by an increasing implementation of benchmarking.===>Poslednjih godina u mendžmentu troškova je karakteristična sve češća primena benčmarkinga.)
MATCH@M:(Information on costs is important from the point of view of the business performance measurement, in making managerial decisions on the production portfolio, on the services structure, on the processes, on brands, on prices.===>Informacije o troškovima su značajne sa aspekta merenja performansi poslovanja, za donošenje menadžerskih odluka o proizvodnom portfoliu, o strukturi usluga, o procesnoj tehnologiji, o brendu, o cenama.)
MATCH@E:(Information on costs is important from the point of view of the business performance measurement, in making managerial decisions on the production portfolio, on the services structure, on the processes, on brands, on prices Š2Ë. Management focuses upon three phases.===>Informacije o troškovima su značajne sa aspekta merenja performansi poslovanja, za donošenje menadžerskih odluka o proizvodnom portfoliu, o strukturi usluga, o procesnoj tehnologiji, o brendu, o cenama Š2Ë. ~~~ U fokusu menadžmenta troškova su tri faze.)
MATCH@M:(The initial phase of costs planning starts from the company goals, (in case of large corporations of the goals of business units, too) and identifies the means to achieve these goals.===>Početna faza planiranja troškova polazi od ciljeva pred-uzeća, a u slučaju velikih organizacija i od ciljeva poslovni jedinica i identifikuje sredstva za ostvarenje ovih ciljeva.)
MATCH@E:(The initial phase of costs planning starts from the company goals, (in case of large corporations of the goals of business units, too) and identifies the means to achieve these goals.===>Početna faza planiranja troškova polazi od ciljeva preduzeća, a u slučaju velikih organizacija i od ciljeva poslovni jedinica i identifikuje sredstva za ostvarenje ovih ciljeva.)
MATCH@M:(The plan orientations are summed up in the budgets expressed in money in terms of measurements.===>Planska opredeljenja su sumirana u budžetima, koji su izraženi u novcu u smislu merenja.)
MATCH@E:(The plan orientations are summed up in the budgets expressed in money in terms of measurements.===>Planska opredeljenja su sumirana u budžetima, koji su izraženi u novcu u smislu merenja.)
MATCH@M:(The budget is also important because of the managerial control, when the actual costs and the budget-plannes costs have to be compared.===>Budžet je važan i zbog menadžerske kontrole, kada se upoređuju ak-tuelni troškovi i troškovi planirani budžetom.)
MATCH@E:(The budget is also important because of the managerial control, when the actual costs and the budget-plannes costs have to be compared.===>Budžet je važan i zbog menadžerske kontrole, kada se upoređuju aktuelni troškovi i troškovi planirani budžetom.)
MATCH@M:(The cost control establishes the already set standards (such as standard costs and budgets) used to assess the performance.===>Kontrola troškova uspostavlja unapred određene standarde (kao što su standardni troškovi i budžeti) pomoću kojih može da se vrednuje učinak.)
MATCH@E:(The cost control establishes the already set standards (such as standard costs and budgets) used to assess the performance.===>Kontrola troškova uspostavlja unapred određene standarde (kao što su standardni troškovi i budžeti) pomoću kojih može da se vrednuje učinak.)
MATCH@M:(Next, the cost control reports on the discrepancies between the planned and real operations in order to highlight the discrepancy.===>Zatim kontrola troškova podnosi izveštaj o razlikama izme-dju planiranog i stvarnog delovanja da bi se usmerila pažnja na ono što predstavlja odstupanje.)
MATCH@E:(Next, the cost control reports on the discrepancies between the planned and real operations in order to highlight the discrepancy.===>Zatim kontrola troškova podnosi izveštaj o razlikama izmedju planiranog i stvarnog delovanja da bi se usmerila pažnja na ono što predstavlja odstupanje.)
MATCH@M:(It helps ascertain the responsibility for any departures from the plan, which is then to be followed by a corrective activities.===>Ona pomaže u utvrđivanju odgovornosti za odstupanja od plana, nakon čega sledi korektivna akcija.)
MATCH@E:(It helps ascertain the responsibility for any departures from the plan, which is then to be followed by a corrective activities.===>Ona pomaže u utvrđivanju odgovornosti za odstupanja od plana, nakon čega sledi korektivna akcija.)
MATCH@M:(The cost management in making business decisions requires accurate and relevant data on costs and an analysis of timely information on costs in order that business decisions should be made.===>Menadžment troškova za poslovno odlučivanje podra-zumeva tačne i relevantne podatke o troškovima i analizu blagovremenih informacija o troškovima radi donošenja poslovnih odluka.)
MATCH@E:(We distinguish among the four basic and well defined categories of cost reduction: The cost management in making business decisions requires accurate and relevant data on costs and an analysis of timely information on costs in order that business decisions should be made.===>Menadžment troškova za poslovno odlučivanje podrazumeva tačne i relevantne podatke o troškovima i analizu blagovremenih informacija o troškovima radi donošenja poslovnih odluka.)
MATCH@M:(Especially important here is the role of cost accounting on the basis of more recent accounting methods.===>Tu je posebno važna uloga obračuna troškova na bazi novijih metoda obračuna.)
MATCH@E:(Especially important here is the role of cost accounting on the basis of more recent accounting methods.===>Tu je posebno važna uloga obračuna troškova na bazi novijih metoda obračuna.)
MATCH@M:(It is in this way that managers solve the problems, making their choices among the alternative courses of action. In practice, it means making a decision on whether the company will launch a new product or service, whether it will abandon some current products, whether it will accept some special order, whether it will outsource parts of the products so far manufactured in the company, whether it will replace the equipment, purchase the equipment or lease it, whether it will expand the production capacities, what marketing mix will be most appropriate, which methods of pricing will be implemented [3].===>Menadžeri na ovaj način dolaze do rešavanja problema kroz izbor između alternativnih pravaca akcije U praksi to znači odluku o tome da li da preduzeće uvede novi proizvod ili uslugu, da li da se neki od postojećih napusti, da li da se prihvati specijalna narudžbina, da li da se vrši autsorsing (outsourcing) delova proizvoda koji su se do sada proizvodili u preduzeću, da li da se izvrši zamena postojeće opreme, da li da se oprema kupi ili uzme na lizing, da li da se izvrši proširenje proizvodnih kapaciteta, kakav marketing miks će biti najbolji, koji metodi formiranja cena će se primeniti [3].)
MATCH@E:(It is in this way that managers solve the problems, making their choices among the alternative courses of action. ~~~ In practice, it means making a decision on whether the company will launch a new product or service, whether it will abandon some current products, whether it will accept some special order, whether it will outsource parts of the products so far manufactured in the company, whether it will replace the equipment, purchase the equipment or lease it, whether it will expand the production capacities, what marketing mix will be most appropriate, which methods of pricing will be implemented Š3Ë.===>Menadžeri na ovaj način dolaze do rešavanja problema kroz izbor između alternativnih pravaca akcije U praksi to znači odluku o tome da li da preduzeće uvede novi proizvod ili uslugu, da li da se neki od postojećih napusti, da li da se prihvati specijalna narudžbina, da li da se vrši autsorsing (outsourcing) delova proizvoda koji su se do sada proizvodili u preduzeću, da li da se izvrši zamena postojeće opreme, da li da se oprema kupi ili uzme na lizing, da li da se izvrši proširenje proizvodnih kapaciteta, kakav marketing miks će biti najbolji, koji metodi formiranja cena će se primeniti Š3Ë.)
MATCH@M:(The research has shown that, in terms of cost control, the significant critical zones are the capital expenditures, material acquisition costs, manufacturing costs, costs of professional services (legal, accounting, auditing, banking services), of compensation, costs of supplies, advertizing costs, control and assessment costs, outsourcing costs (frequently the software development and maintenance, employee training, internal audit, property management), sales and marketing costs, insurance costs, research and developmet costs, downsizing costs.===>Na bazi istraživanja može se zaključiti da su sa aspekta kontrole troškova značajna kritična područja kapitalni izdaci, troškovi nabavke materijala, troškovi proizvodnje, troškovi profesionalnih usluga (pravnih, računovodstvenih, revizorskih, bankarskih usluga), kompenzacije, troškovi zaliha, troškovi oglašavanja, troškovi provere i ocene, troškovi korišćenja autsor-singa (koji se često odnosi na razvoj i održavanje softvera, obuku zaposlenih, internu reviziju, upravljanje nekretninama), troškovi prodaje i marketinga, troškovi osiguranja, troškovi istraživanja i razvoja, troškovi daunsajzinga (downsizing - a).)
MATCH@E:(The research has shown that, in terms of cost control, the significant critical zones are the capital expenditures, material acquisition costs, manufacturing costs, costs of professional services (legal, accounting, auditing, banking services), of compensation, costs of supplies, advertizing costs, control and assessment costs, outsourcing costs (frequently the software development and maintenance, employee training, internal audit, property management), sales and marketing costs, insurance costs, research and developmet costs, downsizing costs.===>Na bazi istraživanja može se zaključiti da su sa aspekta kontrole troškova značajna kritična područja kapitalni izdaci, troškovi nabavke materijala, troškovi proizvodnje, troškovi profesionalnih usluga (pravnih, računovodstvenih, revizorskih, bankarskih usluga), kompenzacije, troškovi zaliha, troškovi oglašavanja, troškovi provere i ocene, troškovi korišćenja autsorsinga (koji se često odnosi na razvoj i održavanje softvera, obuku zaposlenih, internu reviziju, upravljanje nekretninama), troškovi prodaje i marketinga, troškovi osiguranja, troškovi istraživanja i razvoja, troškovi daunsajzinga (downsizing - a).)
MATCH@M:(From the point of view of management as a scientific discipline it is worthwhile pointing to the strategic importance of continual cost reduction programmes, instead of instantaneous reactions on unfavourable events.===>Sa stanovišta menadžmenta kao naučne discipline neophodno je ukazati na strategijsku važnost konti-nuelnih programa snižavanja troškova, umesto trenutnih reakcija na nepovoljne događaje.)
MATCH@E:(From the point of view of management as a scientific discipline it is worthwhile pointing to the strategic importance of continual cost reduction programmes, instead of instantaneous reactions on unfavourable events.===>Sa stanovišta menadžmenta kao naučne discipline neophodno je ukazati na strategijsku važnost kontinuelnih programa snižavanja troškova, umesto trenutnih reakcija na nepovoljne događaje.)
MATCH@M:(Furthermore, and very important in the conditions of economic crisis, these businesses take less time to stabilize in the event of economic failure, or unfavourable conditions of business.===>Pored toga, što je posebno značajno u uslovima ekonomske krize, ovakvi biznisi se brže sta-bilizuju u situaciji ekonomskog pada, odnosno pogoršanja.)
MATCH@E:(Furthermore, and very important in the conditions of economic crisis, these businesses take less time to stabilize in the event of economic failure, or unfavourable conditions of business.===>Pored toga, što je posebno značajno u uslovima ekonomske krize, ovakvi biznisi se brže stabilizuju u situaciji ekonomskog pada, odnosno pogoršanja.)
MATCH@M:(The companies that develop the programmes of permanent cost reductions have proved to first focus upon waste elimination and the best practice implementation as on the ”two facets of the medal”, which is normally achieved through technological changes that do not require high technologies.===>Pokazalo se da se preduzeća koja razvijaju programe stalnog snižavanja troškova najpre usresređuju na eliminisanje rasipanja i na primenu nabolje prakse kao na „dve strane medalje“, što je često ostvarljivo kroz tehnološke promene koje ne zahtevaju visoke tehnologije.)
MATCH@E:(The companies that develop the programmes of permanent cost reductions have proved to first focus upon waste elimination and the best practice implementation as on the two facets of the medal, which is normally achieved through technological changes that do not require high technologies.===>Pokazalo se da se preduzeća koja razvijaju programe stalnog snižavanja troškova najpre usresređuju na eliminisanje rasipanja i na primenu nabolje prakse kao na dve strane medalje, što je često ostvarljivo kroz tehnološke promene koje ne zahtevaju visoke tehnologije.)
MATCH@M:(The top management has to get an insight into how the efforts in cost reduction are brought into harmony with the corporate strategy, especially with the strategy of competitiveness.===>Vrhovni menadžment mora da sagleda kako su napori za snižavanje troškova usklađeni sa korporativnom strategijom, a posebno sa strategijim konkurentnosti.)
MATCH@E:(The top management has to get an insight into how the efforts in cost reduction are brought into harmony with the corporate strategy, especially with the strategy of competitiveness.===>Vrhovni menadžment mora da sagleda kako su napori za snižavanje troškova usklađeni sa korporativnom strategijom, a posebno sa strategijim konkurentnosti.)
MATCH@M:(This is especially important from the standpoint of the employee motivation to work efficiently and to conduct a programme of permanent cost reduction.===>Ovo je naročito značajno sa aspekta motivisanosti zaposlenih da rade efikasno i da sprovode program kontinuiranog snižavanja troškova.)
MATCH@E:(This is especially important from the standpoint of the employee motivation to work efficiently and to conduct a programme of permanent cost reduction.===>Ovo je naročito značajno sa aspekta motivisanosti zaposlenih da rade efikasno i da sprovode program kontinuiranog snižavanja troškova.)
MATCH@M:(In the field of cost management it is very important to manage the costs of services that usually have a large share in the overall cost structure.===>U okviru menadžmenta troškova značajno je upravljati troškovima usluga koji često imaju veliko učešće u ukupnoj strukturi troškova.)
MATCH@E:(In the field of cost management it is very important to manage the costs of services that usually have a large share in the overall cost structure.===>U okviru menadžmenta troškova značajno je upravljati troškovima usluga koji često imaju veliko učešće u ukupnoj strukturi troškova.)
MATCH@M:(The modern economy of services is characterised by especially high costs of financial services, accounting services, administration services, then costs of advertizing, designing costs, construction costs, engineering consulting costs, costs of services on the basis of infromational technologies, costs of services related to legal counsel, logistics services costs, costs of marketing services, photocopying costs, printing costs, costs of services related to human resources, costs of services on the basis of the projects,costs of services related with property, costs of telecommunication services, travelling charges, storage services costs.===>U savremenoj ekonomiji usluga posebno su zastupljeni troškovi finansijskih usluga, računovodstvenih usluga, administrativnih usluga, troškovi oglašavanja, troškovi konstruisanja, troškovi izgradnje, troškovi inženjerskog konsaltinga, troškovi usluga na bazi informacionih tehnologija, troškovi usluga vezanih za pravne savete, troškovi usluga logistike, troškovi marketinških usluga, troškovi fotokopiranja, troškovi štampanja, troškovi usluga koje se tiču ljudskih resursa, troškovi usluga na bazi projekata, troškovi usluga koje se odnose na nekretnine, troškovi te-lekomunikacionih usluga, putni troškovi, troškovi usluga skladištenja.)
MATCH@E:(The modern economy of services is characterised by especially high costs of financial services, accounting services, administration services, then costs of advertizing, designing costs, construction costs, engineering consulting costs, costs of services on the basis of infromational technologies, costs of services related to legal counsel, logistics services costs, costs of marketing services, photocopying costs, printing costs, costs of services related to human resources, costs of services on the basis of the projects,costs of services related with property, costs of telecommunication services, travelling charges, storage services costs.===>U savremenoj ekonomiji usluga posebno su zastupljeni troškovi finansijskih usluga, računovodstvenih usluga, administrativnih usluga, troškovi oglašavanja, troškovi konstruisanja, troškovi izgradnje, troškovi inženjerskog konsaltinga, troškovi usluga na bazi informacionih tehnologija, troškovi usluga vezanih za pravne savete, troškovi usluga logistike, troškovi marketinških usluga, troškovi fotokopiranja, troškovi štampanja, troškovi usluga koje se tiču ljudskih resursa, troškovi usluga na bazi projekata, troškovi usluga koje se odnose na nekretnine, troškovi telekomunikacionih usluga, putni troškovi, troškovi usluga skladištenja.)
MATCH@M:(It is necessary that a complete picture of total costs related to services be developed, but we should also find out which business units within a large corporation spend most on certain services.===>Neophodno je da se razvije kompletna slika o ukupnim troškovima vezanim za usluge, ali i da se ustanovi koje poslovne jedinice unutar velike organizacije najviše troše za određene usluge.)
MATCH@E:(It is necessary that a complete picture of total costs related to services be developed, but we should also find out which business units within a large corporation spend most on certain services.===>Neophodno je da se razvije kompletna slika o ukupnim troškovima vezanim za usluge, ali i da se ustanovi koje poslovne jedinice unutar velike organizacije najviše troše za određene usluge.)
MATCH@M:(It is also important that the managers know the ratio between products costs and services costs for their company.===>Bitno je da mendžeri znaju koliki je za njihovo preduzeće odnos trošenja za proizvode i trošenja za usluge.)
MATCH@E:(It is also important that the managers know the ratio between products costs and services costs for their company.===>Bitno je da mendžeri znaju koliki je za njihovo preduzeće odnos trošenja za proizvode i trošenja za usluge.)
MATCH@M:(Also relevant is the survivor analysis.===>Relevantna je i analiza opstanka (survivor analysis).)
MATCH@E:(Also relevant is the survivor analysis.===>Relevantna je i analiza opstanka (survivor analysis).)
MATCH@M:(The survival principle was introduced by G. Stigler who maintained that efficient companies with relatively lower average costs would survive and prosper in time [4].===>Princip opstanka je uveo G.Stigler koji je izneo stav da će efikasna preduzeća sa relativno mižim proseč-nim troškovima opstati i napredovati tokom vremena [4].)
MATCH@E:(The survival principle was introduced by G. Stigler who maintained that efficient companies with relatively lower average costs would survive and prosper in time Š4Ë.===>Princip opstanka je uveo G.Stigler koji je izneo stav da će efikasna preduzeća sa relativno mižim prosečnim troškovima opstati i napredovati tokom vremena Š4Ë.)
MATCH@M:(On the other hand, inefficient firms with relatively higher average costs tend to break under the competition pressure and fail.===>Sa druge strane, neefikasne firme koje imaju relativno više prosečne troškove će podleći pod konkurentskim pritiscima i propašće.)
MATCH@E:(On the other hand, inefficient firms with relatively higher average costs tend to break under the competition pressure and fail.===>Sa druge strane, neefikasne firme koje imaju relativno više prosečne troškove će podleći pod konkurentskim pritiscima i propašće.)
MATCH@M:(This is the basis of the survivor analysis as a systematic study of output patterns in order to define classes of the company size or the factories that are relatively efficient in terms of sustaining their existing share in the industry output or increasing this share over time.===>Iz ovoga proizilazi analiza opstanka kao sistematska studija obrazaca autputa da bi se odredile klase veličine preduzeća ili fabrike koje su relativno efikasne u smislu održavanja njihovog postojećeg udela u industrijskom autputu ili povećanja ovog udela tokom vremena.)
MATCH@E:(This is the basis of the survivor analysis as a systematic study of output patterns in order to define classes of the company size or the factories that are relatively efficient in terms of sustaining their existing share in the industry output or increasing this share over time.===>Iz ovoga proizilazi analiza opstanka kao sistematska studija obrazaca autputa da bi se odredile klase veličine preduzeća ili fabrike koje su relativno efikasne u smislu održavanja njihovog postojećeg udela u industrijskom autputu ili povećanja ovog udela tokom vremena.)
MATCH@M:(Concretely, companies in one industry are classified by size and then the share of each size class in the overall production or the capacities of respective industry is calculated.===>Konkretno se klasifikuju preduzeća u jednoj delatnosti po veličini, a zatim se izračunava koliko je učešće svake klase veličine u ukupnoj proizvodnji ili kapacitetima konkretne delatnosti.)
MATCH@E:(Concretely, companies in one industry are classified by size and then the share of each size class in the overall production or the capacities of respective industry is calculated.===>Konkretno se klasifikuju preduzeća u jednoj delatnosti po veličini, a zatim se izračunava koliko je učešće svake klase veličine u ukupnoj proizvodnji ili kapacitetima konkretne delatnosti.)
MATCH@M:(In case the market share of one class decreases over time, it can be assumed that such a size of company or production capacity is relatively inefficient.===>Ukoliko tržišni udeo neke klase opada tokom vremena, pretpostavlja se da je ta veličina preduzeca ili proizvodnih kapaciteta relativno neefikasna.)
MATCH@E:(In case the market share of one class decreases over time, it can be assumed that such a size of company or production capacity is relatively inefficient.===>Ukoliko tržišni udeo neke klase opada tokom vremena, pretpostavlja se da je ta veličina preduzeća ili proizvodnih kapaciteta relativno neefikasna.)
MATCH@M:(In case the market share increases, it is assumed that that is the size of the company that results in relative efficiency and lower average costs.===>U slučaju povećanja tržišnog udela, pretpostavka je da se radi o veličini preduzeca koja dovodi do relativne efikasnosti i nižih prosečnih troškova.)
MATCH@E:(In case the market share increases, it is assumed that that is the size of the company that results in relative efficiency and lower average costs.===>U slučaju povećanja tržišnog udela, pretpostavka je da se radi o veličini preduzeća koja dovodi do relativne efikasnosti i nižih prosečnih troškova.)
MATCH@M:(The survivor analysis can be used in the study of the characteristics of the economies of scope of the industries under consideration, what has already been successfully applied in the fields of the production of steel, the cement industry, in banking and in other industries.===>Analiza opstanka se može koristiti i kod istraživanja karakteristika ekonomija obima izabranih delatnosti, što je u praksi uspešno primenjivano u proizvodnji čelika, industriji cementa, u bankarstvu i drugim de-latnostima.)
MATCH@E:(The survivor analysis can be used in the study of the characteristics of the economies of scope of the industries under consideration, what has already been successfully applied in the fields of the production of steel, the cement industry, in banking and in other industries.===>Analiza opstanka se može koristiti i kod istraživanja karakteristika ekonomija obima izabranih delatnosti, što je u praksi uspešno primenjivano u proizvodnji čelika, industriji cementa, u bankarstvu i drugim delatnostima.)
MATCH@M:(These studies dealing with surveying the ”output/cost” ratio are especially usefull from the point of view of competitiveness.===>Ova istraživanja vezana za preispitivanje odnosa „autput/ troškovi “ su posebno korisna sa aspekta konkurentnosti .)
MATCH@E:(These studies dealing with surveying the output/cost ratio are especially usefull from the point of view of competitiveness.===>Ova istraživanja vezana za preispitivanje odnosa autput/ troškovi su posebno korisna sa aspekta konkurentnosti .)
MATCH@M:(The survivor approach means a competitive market structure.===>Pristup opstanka podrazumeva konkurentsku tržišnu strukturu.)
MATCH@E:(The survivor approach means a competitive market structure.===>Pristup opstanka podrazumeva konkurentsku tržišnu strukturu.)
MATCH@M:(Practice has shown that many a small manufacturing or service delivering firm adopted and implemented the strategy of product/service differentiation successfully and, with higher average costs (due to the production customization or personalized services) survived and became successful in business.===>Praksa je pokazala da su mnoge male proizvodne i uslužne firme uspešno realizovale strategiju diferencijacije proizvoda/usluga i uz više prosečne troškove, zahvačjujući kastomizaciji proizvodnje ili personali-zovanim uslugama, opstale i ostvarile poslovni uspeh.)
MATCH@E:(Practice has shown that many a small manufacturing or service delivering firm adopted and implemented strategy of product/service differentiation successfully and, with higher average costs (due to the production customization or personalized services) survived and became successful in business. the The prospects resulting from the engineering analysis of costs can be very important in managerial planning.===>Praksa je pokazala da su mnoge male proizvodne i uslužne firme uspešno realizovale strategiju diferencijacije proizvoda/usluga i uz više prosečne troškove, zahvačjujući kastomizaciji proizvodnje ili personalizovanim uslugama, opstale i ostvarile poslovni uspeh. ~~~ U menadžerskom planiranju može biti važna perspektiva koju daje inženjerska analiza troškova.)
MATCH@M:(It includes the calculation of the expected production costs on the basis of the production relations and the expected costs of necessary inputs.===>Ona uključuje kalkulaciju očekivanih troškova proizvodnje na bazi odnosa u proizvodnji u fizičkom smislu i očekivanih troškova neophodnih inputa.)
MATCH@E:(It includes the calculation of the expected production costs on the basis of the production relations and the expected costs of necessary inputs.===>Ona uključuje kalkulaciju očekivanih troškova proizvodnje na bazi odnosa u proizvodnji u fizičkom smislu i očekivanih troškova neophodnih inputa.)
MATCH@M:(The engineering method of cost analysis is based on physical relations expressed in the production function for a certain product or company.===>Inženjerski metod analize troškova se bazira na fizičkim odnosima izraženim u proizvodnoj funkciji za određeni proizvod ili preduzeće.)
MATCH@E:(The engineering method of cost analysis is based on physical relations expressed in the production function for a certain product or company.===>Inženjerski metod analize troškova se bazira na fizičkim odnosima izraženim u proizvodnoj funkciji za određeni proizvod ili preduzeće.)
MATCH@M:(An optimal combination of production inputs for any given output quantity is determined on the basis of knowledge of the manufacturing technology to be implemented.===>Optimalna kombinacija inputa za proizvodnju bilo koje date količine autputa je određena na osnovu znanja o proizvodnoj tehnologiji koja je će biti primenjena.)
MATCH@E:(An optimal combination of production inputs for any given output quantity is determined on the basis of knowledge of the manufacturing technology to be implemented.===>Optimalna kombinacija inputa za proizvodnju bilo koje date količine autputa je određena na osnovu znanja o proizvodnoj tehnologiji koja je će biti primenjena.)
MATCH@M:(The cost management is multidisciplinary; it includes both quantitative and qualitative aspects.===>Menadžment troškova je multidisciplinaran, uključuje i kvantitativne i kvalitativne aspekte.)
MATCH@E:(The cost management is multidisciplinary; it includes both quantitative and qualitative aspects.===>Menadžment troškova je multidisciplinaran, uključuje i kvantitativne i kvalitativne aspekte.)
MATCH@M:(It develops further both from the theoretical aspect and from the prospects of better solutions for the practice.===>On se dalje razvija i sa stanovišta teorije, i iz perspektive boljih reše-nja za praksu.)
MATCH@E:(It develops further both from the theoretical aspect and from the prospects of better solutions for the practice.===>On se dalje razvija i sa stanovišta teorije, i iz perspektive boljih rešenja za praksu.)
MATCH@M:(The cost management is characterized by the challenges related to the company achieving better business results in the 21st century, which is also relevant for the organizations in this country.===>Za menadžment troškova su karakteristični izazovi vezani za ostvarenje boljih poslovnih rezultata organizacija u 21.veku, što je relevantno i sa aspekta organizacija u našoj zemlji.)
MATCH@E:(The cost management is characterized by the challenges related to the company achieving better business results in the 21st century, which is also relevant for the organizations in this country.===>Za menadžment troškova su karakteristični izazovi vezani za ostvarenje boljih poslovnih rezultata organizacija u 21.veku, što je relevantno i sa aspekta organizacija u našoj zemlji.)
MATCH@M:(This is especially important when it comes to the need for the increase in the efficiency of organizations and their stronger orientation towards placement their products and services on export markets.===>Ovo posebno dolazi do izažaja zbog potrebe povećanja efikasnosti preduzeća i njihove veće orijentacije ka plasmanu proizvoda i usluga na inostranim tržištima.)
MATCH@E:(This is especially important when it comes to the need for the increase in the efficiency of organizations and their stronger orientation towards placement their products and services on export markets.===>Ovo posebno dolazi do izažaja zbog potrebe povećanja efikasnosti preduzeća i njihove veće orijentacije ka plasmanu proizvoda i usluga na inostranim tržištima. rajuća procena troškova koja mora uključiti i stvarne, i oportunitetne troškove za svaku opciju.)
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BAD_LINE_M:This is especially important when it comes to the need for the increase in the efficiency of organizations and their stronger orientation towards placement their products and services on export markets.
BAD_LINE_M:Ovo posebno dolazi do izažaja zbog potrebe povećanja efikasnosti preduzeća i njihove veće orijentacije ka plasmanu proizvoda i usluga na inostranim tržištima.
BAD_LINE_E:This is especially important when it comes to the need for the increase in the efficiency of organizations and their stronger orientation towards placement their products and services on export markets.
BAD_LINE_E:Ovo posebno dolazi do izažaja zbog potrebe povećanja efikasnosti preduzeća i njihove veće orijentacije ka plasmanu proizvoda i usluga na inostranim tržištima. rajuća procena troškova koja mora uključiti i stvarne, i oportunitetne troškove za svaku opciju.
MATCH@M:(The cost-effectiveness analysis compares alternative courses of action in achieving certain specific organizational goals, from the aspect of their costs and effectiveness.===>Analiza troškovi-efektivnost (cost-effectiveness analysis) upoređuje alternativne tokove akcija sa stanovišta njihovih troškova i efektivnosti u dostizanju nekih specifičnih ciljeva organizacije.)
MATCH@E:(The cost-effectiveness analysis compares alternative courses of action in achieving certain specific organizational goals, from the aspect of their costs and effectiveness.===>Potrebno je konstruisati adekvatan model kojim bi se predvideli troškovi do kojih bi dovela svaka alternativa, kao i stepen do koga bi svaka opcija pomogla u ostvarenju ciljeva.)
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BAD_LINE_M:The cost-effectiveness analysis compares alternative courses of action in achieving certain specific organizational goals, from the aspect of their costs and effectiveness.
BAD_LINE_M:Analiza troškovi-efektivnost (cost-effectiveness analysis) upoređuje alternativne tokove akcija sa stanovišta njihovih troškova i efektivnosti u dostizanju nekih specifičnih ciljeva organizacije.
BAD_LINE_E:The cost-effectiveness analysis compares alternative courses of action in achieving certain specific organizational goals, from the aspect of their costs and effectiveness.
BAD_LINE_E:Potrebno je konstruisati adekvatan model kojim bi se predvideli troškovi do kojih bi dovela svaka alternativa, kao i stepen do koga bi svaka opcija pomogla u ostvarenju ciljeva.
MATCH@M:(An adequate model is necessary to be designed that will anticipate the costs resulting from each of the alternatives, as well as the extent to which each option could aid the achievement of the goals.===>Potrebno je konstruisati adekvatan model kojim bi se pred-videli troškovi do kojih bi dovela svaka alternativa, kao i stepen do koga bi svaka opcija pomogla u ostvarenju ciljeva.)
MATCH@E:(An adequate model is necessary to be designed that will anticipate the costs resulting from each of the alternatives, as well as the extent to which each option could aid the achievement of the goals.===>Takođe je neophodno izabrati kriterijume, odnosno pravila rangiranja opcija da bi se izvagali troškovi i efektivnost i zatim izvršiti selekciju.)
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BAD_LINE_M:An adequate model is necessary to be designed that will anticipate the costs resulting from each of the alternatives, as well as the extent to which each option could aid the achievement of the goals.
BAD_LINE_M:Potrebno je konstruisati adekvatan model kojim bi se pred-videli troškovi do kojih bi dovela svaka alternativa, kao i stepen do koga bi svaka opcija pomogla u ostvarenju ciljeva.
BAD_LINE_E:An adequate model is necessary to be designed that will anticipate the costs resulting from each of the alternatives, as well as the extent to which each option could aid the achievement of the goals.
BAD_LINE_E:Takođe je neophodno izabrati kriterijume, odnosno pravila rangiranja opcija da bi se izvagali troškovi i efektivnost i zatim izvršiti selekciju.
MATCH@M:(It is also necessary that the criteria, or the ranking rules be decided upon, so as to measure the costs and the effectivity and then make a choice.===>Takođe je neophodno izabrati kriteriju-me, odnosno pravila rangiranja opcija da bi se „izva-gali“ troškovi i efektivnost i zatim izvršiti selekciju.)
MATCH@E:(It is also necessary that the criteria, or the ranking rules be decided upon, so as to measure the costs and the effectivity and then make a choice.===>Ova analiza se u strategijskom smislu uspešno koristi za davanje odgovora na suštinsko pitanje iz domena menadžmenta troškova:)
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BAD_LINE_M:It is also necessary that the criteria, or the ranking rules be decided upon, so as to measure the costs and the effectivity and then make a choice.
BAD_LINE_M:Takođe je neophodno izabrati kriteriju-me, odnosno pravila rangiranja opcija da bi se „izva-gali“ troškovi i efektivnost i zatim izvršiti selekciju.
BAD_LINE_E:It is also necessary that the criteria, or the ranking rules be decided upon, so as to measure the costs and the effectivity and then make a choice.
BAD_LINE_E:Ova analiza se u strategijskom smislu uspešno koristi za davanje odgovora na suštinsko pitanje iz domena menadžmenta troškova:
MATCH@M:(Strategically, this analysis is successfully applied in answering the crucial question from the cost management domain: ”On condition the goal is given, which is the lowest cost of achieving the goal?”===>Ova analiza se u strategijskom smislu uspešno koristi za davanje odgovora na suštinsko pitanje iz domena menadžmenta troškova: „Pod pretpostavkom zadatog cilja, koji je najniži trošak ostvarivanja tog cilja?”.)
MATCH@E:(Strategically, this analysis is successfully applied in answering the cost management domain: On condition the goal is given, which is the lowest cost of achieving the goal? the crucial question from 3.===>Pod pretpostavkom zadatog cilja, koji je najniži trošak ostvarivanja tog cilja?. ~~~ 3.)
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BAD_LINE_M:Strategically, this analysis is successfully applied in answering the crucial question from the cost management domain: ”On condition the goal is given, which is the lowest cost of achieving the goal?”
BAD_LINE_M:Ova analiza se u strategijskom smislu uspešno koristi za davanje odgovora na suštinsko pitanje iz domena menadžmenta troškova: „Pod pretpostavkom zadatog cilja, koji je najniži trošak ostvarivanja tog cilja?”.
BAD_LINE_E:Strategically, this analysis is successfully applied in answering the cost management domain: On condition the goal is given, which is the lowest cost of achieving the goal? the crucial question from 3.
BAD_LINE_E:Pod pretpostavkom zadatog cilja, koji je najniži trošak ostvarivanja tog cilja?. ~~~ 3.
MATCH@M:(It normally recognizes the importance of basic economic information related to the costs, sales prices, the company income, profit, but also the information which is not essentially financial, such as information on quality, time of delivery, market share, customer satisfaction, where especially important from the aspect of management is the information on the critical factors of success.===>On svakako podrazu-meva značaj bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeča, profit, ali i informacija koje nisu u svojoj suštini finan-sijske prirode, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.)
MATCH@E:(It normally recognizes importance of basic economic information related to the costs, sales prices, the company income, profit, but also the information which is not essentially financial, such as information on quality, time of delivery, market share, customer satisfaction, where especially important from the aspect of management is the information on the critical factors of success.===>On svakako podrazumeva značaj bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeća, profit, ali i informacija koje nisu u svojoj suštini finansijske prirode, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.)
MATCH@M:(This is so because of the orientation towards achieving concrete long-term organizational advantages and business success, especially having in mind the need to introduce new technologies, innovate the current technologies and develop new products and services, to retain the present customers/users of services, or attract new ones in the context of customer relationship management (CMR).===>Ovo je bitno zbog orijentacije na ostvarivanje konkurentskih prednosti organizacije i poslovnog uspeha na duži rok, posebno polazeči od potrebe za uvođenjem novih tehnologija, za inoviranjem postoječih i za razvojem novih proizvoda i usluga, kao i za zadržavanjem sadašnjih kupaca/korisnika usluga, odnosno za privlačenje novih u kontekstu upravljanja odnosima sa kupcima (CRM-customer relationship management).)
MATCH@E:(This is so because of the orientation towards achieving concrete long-term organizational advantages and business success, especially having in mind the need to introduce new technologies, innovate the current technologies and develop new products and services, to retain the present customers/users of services, or attract new ones in the context of customer relationship management (CMR).===>Ovo je bitno zbog orijentacije na ostvarivanje konkurentskih prednosti organizacije i poslovnog uspeha na duži rok, posebno polazeći od potrebe za uvođenjem novih tehnologija, za inoviranjem postojećih i za razvojem novih proizvoda i usluga, kao i za zadržavanjem sadašnjih kupaca/korisnika usluga, odnosno za privlačenje novih u kontekstu upravljanja odnosima sa kupcima (CRM-customer relationship management).)
MATCH@M:(The managerial practice may allow that taking into account only the financial criteria in the process of cost management results in a strong tendency towards reducing all categories of costs, which may have a negative impact upon a future demand for the products/services, and result into both a decrease in competitiveness due to inadequate non-price competitiveness factors, the smaller market share, and lower earnings from sales and profit.===>U menadžerskoj praksi bi bilo moguče da uzimanje u obzir isključivo finansijskih kriterij uma u procesu upravljanja troškovima rezultira u izraženoj težnji ka snižavanju svih katregorija troškova, što bi moglo da se negativno odrazi na buduču tražnju za proizvodi-ma/uslugama, na opadanje konkurentnosti zbog neadekvatnih necenovnih faktora konkurentnosti, na smanjivanje tržišnog udela, na sniženje prihoda od prodaje i profita.)
MATCH@E:(The managerial practice may allow that taking into account only the financial criteria in the process of cost management results in a strong tendency towards reducing all categories of costs, which may have a negative impact upon a future demand for the products/services, and result into both a decrease in to competitiveness due inadequate non-price competitiveness factors, the smaller market share, and lower earnings from sales and profit.===>U menadžerskoj praksi bi bilo moguće da uzimanje u obzir isključivo finansijskih kriterijuma u procesu upravljanja troškovima rezultira u izraženoj težnji ka snižavanju svih katregorija troškova, što bi moglo da se negativno odrazi na buduću tražnju za proizvodima/uslugama, na opadanje konkurentnosti zbog neadekvatnih necenovnih faktora konkurentnosti, na smanjivanje tržišnog udela, na sniženje prihoda od prodaje i profita.)
MATCH@M:(All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition.===>Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima tur-bulentnog okruženja i povečane konkurencije.)
MATCH@E:(All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition Š5Ë.===>Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima turbulentnog okruženja i povećane konkurencije Š5Ë . troškovi-efektivnost Analiza (cost-effectiveness analysis) upoređuje alternativne tokove akcija sa stanovišta njihovih troškova i efektivnosti u dostizanju nekih specifičnih ciljeva organizacije.)
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BAD_LINE_M:All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition.
BAD_LINE_M:Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima tur-bulentnog okruženja i povečane konkurencije.
BAD_LINE_E:All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition Š5Ë.
BAD_LINE_E:Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima turbulentnog okruženja i povećane konkurencije Š5Ë . troškovi-efektivnost Analiza (cost-effectiveness analysis) upoređuje alternativne tokove akcija sa stanovišta njihovih troškova i efektivnosti u dostizanju nekih specifičnih ciljeva organizacije.
MATCH@M:(The managers of prosperous companies must understand the key concepts and terms of cost management and implement its methods and techniques in an affective manner.===>Menadžeri uspešnih preduzeča moraju razumeti ključne koncepte i termine menadžmenta troškova i primenjivati njegove metode i tehnike efektivno.)
MATCH@E:(The managers of prosperous companies must understand the key concepts and terms of cost management and implement its methods and techniques in an affective manner.===>Od posebnog značaja je odgova Menadžeri uspešnih preduzeća moraju razumeti ključne koncepte i termine menadžmenta troškova i primenjivati njegove metode i tehnike efektivno.)
MATCH@M:(It is primarily neccessary that they understand the complexity of the company business operations - the number and the diversity of the company’s products/services, production processes/service delivery processes as well as the location, the distribution network, customer types.===>Pre svega je neophodno razumevanje složenosti poslovnih operacija preduzeča - broja i raznovrsnosti njegovih proizvoda/usluga, proizvodnih procesa/procesa pružanja usluga i lokacija, mreže distribucije, tipa kupaca.)
MATCH@E:(It is primarily neccessary that they understand the complexity of the company business operations the number and the companys products/services, production processes/service delivery processes as well as the location, the distribution network, customer types.===>Pre svega je neophodno razumevanje složenosti poslovnih operacija preduzeća broja i raznovrsnosti njegovih proizvoda/usluga, proizvodnih procesa/procesa pružanja usluga i lokacija, mreže distribucije, tipa kupaca.)
MATCH@M:(Here cost management is linked to change management.===>Ovde dolazi do izražaja povezanost menadžmenta troškova i menadžmenta promena (change management).)
MATCH@E:(Here cost management is linked to change management.===>Ovde dolazi do izražaja povezanost menadžmenta troškova i menadžmenta promena (change management).)
MATCH@M:(The firm generates costs when using a resource for some purpose.===>Firma generiše troškove kada koristi resurs za neku svrhu.)
MATCH@E:(The firm generates costs when using a resource for some purpose.===>Firma generiše troškove kada koristi resurs za neku svrhu.)
MATCH@M:(Costs are usually classed in groups of costs.===>Cesto se troškovi svrstavaju u određene grupe troškova.)
MATCH@E:(Costs are usually classed in groups of costs.===>Često se troškovi svrstavaju u određene grupe troškova.)
MATCH@M:(Individual costs may be grouped in a number of different ways, therefore a group of costs can be defined, for example, according to the cost type (labour costs in one group, costs of material in another), according to the site they are incurred at (department 1, department 2), or according to the responsibility (manager 1, manager 2).===>Pojedinačni troškovi se mogu grupisati na više različitih načina, pa se grupa troškova može defi-nisati, na primer, po tipu troškova (troškovi rada u jednoj grupi, troškovi materijala u drugoj), po mestu nastajanja (odeljenje 1, odeljenje 2) ili prema odgovornosti (menadžer 1, menadžer 2 itd.).)
MATCH@E:(Individual costs may be grouped in a number of different ways, therefore a group of costs can be defined, for example, according to the cost type (labour costs in one group, costs of material in another), according to the site they are incurred at (department 1, department 2), or according to the responsibility (manager 1, manager 2).===>Pojedinačni troškovi se mogu grupisati na više različitih načina, pa se grupa troškova može definisati, na primer, po tipu troškova (troškovi rada u jednoj grupi, troškovi materijala u drugoj), po mestu nastajanja (odeljenje 1, odeljenje 2) ili prema odgovornosti (menadžer 1, menadžer 2 itd.).)
MATCH@M:(Thus, for example, the costs of the assembly department or the costs of the product engineering department can be treated as separate groups of costs.===>Tako se npr.troškovi odeljenja za montažu ili troškovi odelje-nja za inženjering proizvoda mogu tretirati kao posebne grupe troškova.)
MATCH@E:(Thus, for example, the costs of the assembly department or the costs of the product engineering department can be treated as separate groups of costs.===>Tako se npr.troškovi odeljenja za montažu ili troškovi odeljenja za inženjering proizvoda mogu tretirati kao posebne grupe troškova.)
MATCH@M:(Accurate infromation on the product and service costs it important in strategic management, in planning and decision making.===>Tačne informacije o troškovima proizvoda i usluga su značajne u strategijskom menadžmentu, planiranju i odlučivanju.)
MATCH@E:(Accurate infromation on the product and service costs it important in strategic management, in planning and decision making.===>Tačne informacije o troškovima proizvoda i usluga su značajne u strategijskom menadžmentu, planiranju i odlučivanju.)
MATCH@M:(It is also indispensable in managerial operative control and in financial reports preparation.===>One su takođe neophodne u menadžerskoj i operativnoj kontroli i u pripremi finansijskih iz-veštaja.)
MATCH@E:(It is also indispensable in managerial operative control and in financial reports preparation.===>One su takođe neophodne u menadžerskoj i operativnoj kontroli i u pripremi finansijskih izveštaja.)
MATCH@M:(This results in their cost system in this area being relatively simple, which is reflected on the information on costs.===>Ovo ima za posledicu da je njihov sistem troškova u ovom domenu relativno jednostavniji, što se reflektuje i na informacije o troškovima .)
MATCH@E:(This results in their cost system in this area being relatively simple, which is reflected on the information on costs.===>Ovo ima za posledicu da je njihov sistem troškova u ovom domenu relativno jednostavniji, što se reflektuje i na informacije o troškovima .)
MATCH@M:(The modern business prefers an integrative approach in the implementation of management tools in tracking and analysing the information important for the cost control.===>U savremenom biznisu je poželjan integrativni pristup korišćenju menadžerskih alata u praćenju i analizi informacija značajnih za kontrolu troškova.)
MATCH@E:(The modern business prefers an integrative approach in the implementation of management tools in tracking and analysing the information important for the cost control.===>U savremenom biznisu je poželjan integrativni pristup korišćenju menadžerskih alata u praćenju i analizi informacija značajnih za kontrolu troškova.)
MATCH@M:(These tools may be classed into four groups: planning and budgeting tools, such as standard budgeting, capital budgeting, operational budgeting; tools for decision-making support, including implementation of spreadsheets programmes, the turning point analysis, supply chain costs calculation, value chain analysis; tools for analysis on the basis of product cost accounting, such as traditional cost accounting, general cost allocation; more recent tools for business performance estimate, primarily the value based management, benchmarking, performance balanced scorecard.===>Ovi alati se mogu klasifikovati u četiri grupe: alati planiranja i budžetiranja kao što su standardno budžetiranje, kapitalno budžetiranje, operativno budžetiranje; alati za podršku odlučivanju, uključujući primenu programa za korišćenje elektronskih tabela (spreadsheets), zatim analiza prelomne tačke, obračun troškova lanca snabdevanja, analiza lanca vrednosti; alati analize na bazi obračuna troškova proizvoda kao što su tradicionalni obračun troškova, alokacija opštih troškova,; noviji alati procene performansi poslovanja, pre svega menadžment na bazi vrednosti, benčmarking, karta izbalansiranih merila performansi.)
MATCH@E:(These tools may be classed into four groups: planning and budgeting tools, such as standard budgeting, capital budgeting, operational budgeting; including tools for decision-making support, implementation of spreadsheets programmes, the turning point analysis, supply chain costs calculation, value chain analysis; tools for analysis on the basis of product cost accounting, such as traditional cost accounting, general cost allocation; more recent tools for business performance estimate, primarily the value based management, benchmarking, performance balanced scorecard.===>Ovi alati se mogu klasifikovati u četiri grupe: alati planiranja i budžetiranja kao što su standardno budžetiranje, kapitalno budžetiranje, operativno budžetiranje; alati za podršku odlučivanju, uključujući primenu programa za korišćenje elektronskih tabela (spreadsheets), zatim analiza prelomne tačke, obračun troškova lanca snabdevanja, analiza lanca vrednosti; alati analize na bazi obračuna troškova proizvoda kao što su tradicionalni obračun troškova, alokacija opštih troškova,; noviji alati procene performansi poslovanja, pre svega menadžment na bazi vrednosti, benčmarking, karta izbalansiranih merila performansi. 4.)
MATCH@M:(A more recent approach in modern management, strategic management deals with the orientation towards permanent cost reduction simultaneously with the strengthening of the organizational strategic position.===>U okviru savremenog menadžmenta strategijski menadžment troškova se kao noviji pristup odnosi na istovremenu orijentaciju ka stalnom sniženju troškova i ka jačanju strategijske pozicije organizacije.)
MATCH@E:(4. ~~~ Strategic cost management A more recent approach in modern management, strategic management deals with the orientation towards permanent cost reduction simultaneously with the strengthening of the organizational strategic position.===>Strategijski menadžment troškova U okviru savremenog menadžmenta strategijski menadžment troškova se kao noviji pristup odnosi na istovremenu orijentaciju ka stalnom sniženju troškova i ka jačanju strategijske pozicije organizacije.)
MATCH@M:(It especially respects the contribution of cost management to a successful definition the strategic goals, formulation and effective realization of the company strategy and increase in profitability.===>Posebno se uvažava doprinos menadžmenta troškova uspešnom određivanju strategijskih ciljeva, formuli-sanju i efektivnoj realizaciji strategije preduzeća i povećanju profitabilnosti.)
MATCH@E:(It especially respects the contribution of cost management to a successful definition the strategic goals, formulation and effective realization of the company strategy and increase in profitability.===>Posebno se uvažava doprinos menadžmenta troškova uspešnom određivanju strategijskih ciljeva, formulisanju i efektivnoj realizaciji strategije preduzeća i povećanju profitabilnosti.)
MATCH@M:(In the conditions of economic crisis or of economic recovery there is a need for a more accurate cost accounting and an expanded visibility of various cost categories of a concrete company.===>U uslovima ekonomske krize ili oporavka privrede dolazi do izražaja potreba za preciznijim obračunom troškova i za većom vizibilno-šću raznih troškovnih kategorija konkretnog preduze-ća..)
MATCH@E:(In the conditions of economic crisis or of economic recovery there is a need for a more accurate cost accounting and an expanded visibility of various cost categories of a concrete company.===>U uslovima ekonomske krize ili oporavka privrede dolazi do izražaja potreba za preciznijim obračunom troškova i za većom vizibilnošću raznih troškovnih kategorija konkretnog preduzeća..)
MATCH@M:(This is closely linked with a tendency to reduce total costs, improve the processes by a possible automation, standard setting and risk reduction.===>Ovo je povezano sa težnjom ka sniženju ukupnih troškova, usavršavanju procesa uz moguću automatizaciju, ka uspostavljanju standarda i smanjenju rizika.)
MATCH@E:(This is closely linked with a tendency to reduce total costs, improve the processes by a possible automation, standard setting and risk reduction.===>Ovo je povezano sa težnjom ka sniženju ukupnih troškova, usavršavanju procesa uz moguću automatizaciju, ka uspostavljanju standarda i smanjenju rizika.)
MATCH@M:(Managers also wish to improve the reporting process.===>Aktuelna je i težnja menadžera da se poboljša proces izveštavanja.)
MATCH@E:(Managers also wish to improve the reporting process.===>Aktuelna je i težnja menadžera da se poboljša proces izveštavanja.)
MATCH@M:(Interestingly, a large number of large and small companies, both manufacturing and service ones, make efforts to improve internal reporting on the issue of costs, to increase the reporting speed and develop more useful and more worthwhile reports.===>Karakteristično je da mnoga velika i mala preduzeća, proizvodna i uslužna, nastoje da unaprede interno izveštavanje u domenu troškova, povećaju brzinu izveštavanja i razviju korisnije i značajnije izveštaje.)
MATCH@E:(Interestingly, a large number of large and small companies, both manufacturing and service ones, make efforts to improve internal reporting on the issue of costs, to increase the reporting speed and develop more useful and more worthwhile reports.===>Karakteristično je da mnoga velika i mala preduzeća, proizvodna i uslužna, nastoje da unaprede interno izveštavanje u domenu troškova, povećaju brzinu izveštavanja i razviju korisnije i značajnije izveštaje.)
MATCH@M:(The strategic system of cost management in the company develops strategic information, both financial and non-financial.===>Strategijski sistem upravljanja troškovima preduzeća razvija strategijske infomacije, uključujući i finansij-ske, i nefinansijske.)
MATCH@E:(The strategic system of cost management in the company develops strategic information, both financial and non-financial.===>Strategijski sistem upravljanja troškovima preduzeća razvija strategijske infomacije, uključujući i finansijske, i nefinansijske.)
MATCH@M:(It is aware of the importance of performance measures such as the income growth from sales and stocks, share price flow, dividend value growth, credit rating.===>Uvažava se važnost merila performansi kao što su rast prihoda od prodaje i zarada, kretanja cena akcija, rast dividendi, kreditni rejting.)
MATCH@E:(It is aware of the importance of performance measures such as the income growth from sales and stocks, share price flow, dividend value growth, credit rating.===>Uvažava se važnost merila performansi kao što su rast prihoda od prodaje i zarada, kretanja cena akcija, rast dividendi, kreditni rejting.)
MATCH@M:(The strategic measure of success include the market share, the product/service quality, development opportunities.===>Strategijska merila uspeha uključuju tržišni udeo, kvalitet proizvoda/usluga, šanse za razvoj.)
MATCH@E:(The strategic measure of success include the market share, the product/service quality, development opportunities.===>Strategijska merila uspeha uključuju tržišni udeo, kvalitet proizvoda/usluga, šanse za razvoj.)
MATCH@M:(The financial measures show the impact of the company’s policies and procedures upon the current financial standing of the company, and, consequently, upon the current revenues for the shareholders.===>Finansijska merila pokazuju uticaj politika i procedura preduzeća na tekuču finansijsku poziciju preduzeća i, u skladu sa time, na tekuće prinose za akcionare.)
MATCH@E:(The financial measures show the impact of the companys policies and procedures upon the current financial standing of the company, and, consequently, upon the current revenues for the shareholders.===>Finansijska merila pokazuju uticaj politika i procedura preduzeća na tekuču finansijsku poziciju preduzeća i, u skladu sa time, na tekuće prinose za akcionare.)
MATCH@M:(Without strategic information the company would probably ’’stray” from the competition course, making strategically wrong production and marketing decisions, deciding in favour of wrong products and customers.===>Bez strategijskih informacija, preduzeće bi verovatno „zalutalo” sa konkurentskog kursa, donoseći strategijski pogrešne proizvodne i marketinške odluke, uz izbor pogrešnih proizvoda i kupaca.)
MATCH@E:(Without strategic information the company would probably stray from the competition course, making strategically wrong production and marketing decisions, deciding in favour of wrong products and customers.===>Bez strategijskih informacija, preduzeće bi verovatno zalutalo sa konkurentskog kursa, donoseći strategijski pogrešne proizvodne i marketinške odluke, uz izbor pogrešnih proizvoda i kupaca.)
MATCH@M:(Some consequences of the absence of strategic information are the following: decision making mainly based on intuition, ambiguities as regards the direction and goals of development, absence of a clear and favourable perception of the firm from the part of customers and suppliers, incorrect investmant decisions, inadequate range of products, markets or production processes inconsistent with strategic goals, inability to conduct a correct benchmarking of competition, which results in the lack of knowledge on the more effective competition strategies, omission to identify the most profitable products, customers and markets.===>Neke od posledica odsustva strategijskih informacija su sledeće: odlučivanje u prevelikoj meri bazirano na intuiciji, nedostatak jasnoće oko pravca i ciljeva razvoja, nepostojanje jasne i povoljne percepcije firme od strane kupaca i snabdevača, nekorektne investicione odluke, neadekvatan izbor proizvoda, tržišta ili proizvodnih procesa nekonzistentan sa strategijskim ciljevima, nesposobnost da se uspešno izvrši benčmarking konkurenata, što rezultira u nedostatku znanja o efektivnijim konkurentskim strategijama, propust da se identifiku-ju najprofitabilniji proizvodi, kupci i tržišta.)
MATCH@E:(Some consequences of the absence of strategic information are the following: decision making mainly based on intuition, ambiguities as regards the direction and goals of development, absence of a clear and favourable perception of the firm from the part of customers and suppliers, incorrect investmant decisions, inadequate range of products, markets or production processes inconsistent with strategic goals, inability to conduct a correct benchmarking of competition, which results in the lack of knowledge on the more effective competition strategies, omission to identify the most profitable products, customers and markets.===>Neke od posledica odsustva strategijskih informacija su sledeće: odlučivanje u prevelikoj meri bazirano na intuiciji, nedostatak jasnoće oko pravca i ciljeva razvoja, nepostojanje jasne i povoljne percepcije firme od strane kupaca i snabdevača, nekorektne investicione odluke, neadekvatan izbor proizvoda, tržišta ili proizvodnih procesa nekonzistentan sa strategijskim ciljevima, nesposobnost da se uspešno izvrši benčmarking konkurenata, što rezultira u nedostatku znanja o efektivnijim konkurentskim strategijama, propust da se identifikuju najprofitabilniji proizvodi, kupci i tržišta.)
MATCH@M:(Companies use cost management to support their strategic goals.===>Preduzeća koriste menadžment troškova da bi podržala svoje strategijske ciljeve.)
MATCH@E:(Companies use cost management to support their strategic goals.===>Preduzeća koriste menadžment troškova da bi podržala svoje strategijske ciljeve.)
MATCH@M:(The aim of cost management is to make it easier for the managers to make decisions offering them information on costs and other information on the process of strategic goals achievement.===>Fokus upravljanja troškovima je na olakšavanju donošenja odluka od strane menadžmenta kroz informacije o troškovima i druge informacije u procesu realizacije strategijskih ciljeva.)
MATCH@E:(The aim of cost management is to make it easier for the managers to make decisions offering them information on costs and other information on the process of strategic goals achievement.===>Fokus upravljanja troškovima je na olakšavanju donošenja odluka od strane menadžmenta kroz informacije o troškovima i druge informacije u procesu realizacije strategijskih ciljeva.)
MATCH@M:(Value-Based Management (VBM) is an integrated managerial approach directed towards maximizing value for the shareholders.===>Menadžment zasnovan na vrednosti (VBM - Value-Based Management) je integrisani menadžerski pristup usmeren na maksimiziranje vrednosti za akcionare.)
MATCH@E:(Value based management Value-Based Management (VBM) is an integrated managerial approach directed towards maximizing value for the shareholders.===>Menadžment baziran na vrednosti Menadžment zasnovan na vrednosti (VBM - ValueBased Management) je integrisani menadžerski pristup usmeren na maksimiziranje vrednosti za akcionare.)
MATCH@M:(According to M. Porter, the competitive advantages can be understood only if the company is observed as a whole.===>Po M.Porter-u konkurentske prednosti se mogu razumeti samo ukoliko se preduzeće posmatra kao celina.)
MATCH@E:(According to M. Porter, the competitive advantages can be understood only if the company is observed as a whole.===>Po M.Porter-u konkurentske prednosti se mogu razumeti samo ukoliko se preduzeće posmatra kao celina.)
MATCH@M:(The company performs a chain of activities in order to deliver value to customers/users of services.===>Lanac aktivnosti preduzeće obavlja da bi isporučilo vrednost kupcima/korisnicima usluga.)
MATCH@E:(The company performs a chain of activities in order to deliver value to customers/users of services.===>Lanac aktivnosti preduzeće obavlja da bi isporučilo vrednost kupcima/korisnicima usluga.)
MATCH@M:(A competitive advantage or disadvantage may result from any of the five primary activities (input logistics, business operations, output logistics, marketing and sales, servicing), or four secondary, or supporting activities (firm infrastructure, human resources management, development of technology, supplies) [7].===>Konkurentska prednost ili nedostatak mogu nastati vezano za bilo koju od pet primarnih aktivnosti (ulazna logistika, poslovne operacije, izlazna logistika, marketing i prodaja, servisira-nje) ili za četiri sekundarne, odnosno podržavajuće aktivnosti (infrastruktura firme, upravljanje ljudskim resursima, razvoj tehnologije, nabavka) [7].)
MATCH@E:(A competitive advantage or disadvantage may result from any of the five primary activities (input logistics, business operations, output logistics, marketing and sales, servicing), or four secondary, or supporting activities (firm infrastructure, human resources management, development of technology, supplies) Š7Ë. Together, these activities make up the generic value chain.===>Konkurentska prednost ili nedostatak mogu nastati vezano za bilo koju od pet primarnih aktivnosti (ulazna logistika, poslovne operacije, izlazna logistika, marketing i prodaja, servisiranje) ili za četiri sekundarne, odnosno podržavajuće aktivnosti (infrastruktura firme, upravljanje ljudskim resursima, razvoj tehnologije, nabavka) Š7Ë. ~~~ Zajedno, ove aktivnosti čine generički lanac vrednosti .)
MATCH@M:(Observed from the macro aspect, the value chain of the company is part of a larger structure that includes the supplier value chain, the distribution channel value chain and the customer/user of services value chain.===>Lanac vrednosti preduzeća je, posmatrano sa makro aspekta, deo veće strukture koja uključuje lanac vred-nosti snabdevača, lanac vrednosti kanala distribucije i lanac vrednosti kupaca/korisnika usluga.)
MATCH@E:(Observed from the macro aspect, the value chain of the company is part of a larger structure that includes the supplier value chain, the distribution channel value chain and the customer/user of services value chain.===>Lanac vrednosti preduzeća je, posmatrano sa makro aspekta, deo veće strukture koja uključuje lanac vrednosti snabdevača, lanac vrednosti kanala distribucije i lanac vrednosti kupaca/korisnika usluga.)
MATCH@M:(This points to a specific networking and important relationships stemming from the actual position of the organizational value chain in this context, which managers must take into consideration, especially in case of highly intensive interactions, for example in JIT (just in time) systems, which allow for the achievement of a lower level of stocks and supply costs, with the necessary high level of cooperation between the suppliers and customers and making use of vertical integration with the simultaneous independence of the company on the market.===>Ovo ukazuje na svojevrsnu umreženost i na značajne odnose koji proističu iz konkretne pozicije lanca vrednosti organizacije u ovom kontekstu, o čemu menadžeri moraju voditi računa, posebno u slučaju intenzivnijih interakcija, na primer kod JIT (just in time) sistema, kada se ostvaruje snižavanje nivoa zaliha i troškova nabavke, uz zah-tevani visok stepen saradnje snabdevaca i kupaca i omogućavanje korišćenja prednosti vertikalne integracije uz istovremenu samaostalnost preduzeca na tržištu.)
MATCH@E:(This points to a specific networking and important relationships stemming from the actual position of the organizational value chain in this context, which managers must take into consideration, especially in case of highly intensive interactions, for example in JIT (just in time) systems, which allow for the achievement of a lower level of stocks and supply costs, with the necessary high level of cooperation between the suppliers and customers and making use of vertical integration with the simultaneous independence of the company on the market. for little value Elimination of the activities that add little or no value for the customers reduces the resources consumption and allows for the focusing upon the activities that increase the customer satisfaction.===>Ovo ukazuje na svojevrsnu umreženost i na značajne odnose koji proističu iz konkretne pozicije lanca vrednosti organizacije u ovom kontekstu, o čemu menadžeri moraju voditi računa, posebno u slučaju intenzivnijih interakcija, na primer kod JIT (just in time) sistema, kada se ostvaru je snižavanje nivoa zaliha i troškova nabavke, uz zahtevani visok stepen saradnje snabdevača i kupaca i omogućavanje korišćenja prednosti vertikalne integracije uz istovremenu samaostalnost preduzeća na tržištu. ~~~ Eliminisanje aktivnosti koje dodaju malo vrednosti kupcima ili uopšte ne dodaju vrednost smanjuje potrošnju resursa i omogućava fokusiranje na aktivnosti koje povećavaju zadovoljstvo kupaca.)
MATCH@M:(Thus it is possible to see which activities may have little value for the end customers/users of services and which should be eliminated or reduced.===>Na ovaj način se sagledava koje aktivnosti mogu imati malu vred-nost za krajnje kupce/korisnike usluga i koje bi trebalo da budu eliminisane ili smanjene.)
MATCH@E:(Thus it is possible to see which activities may have the end customers/users of services and which should be eliminated or reduced.===>Na ovaj način se sagledava koje aktivnosti mogu imati malu vrednost za krajnje kupce/korisnike usluga i koje bi trebalo da budu eliminisane ili smanjene.)
MATCH@M:(A high value activity significantly increases the value of the product/service for the customers/users.===>Aktivnost sa visokom vrednošću znatno povećava vrednost proizvo-da/usluge za kupce/korisnike.)
MATCH@E:(A high value activity significantly increases the value of the product/service for the customers/users.===>Aktivnost sa visokom vrednošću znatno povećava vrednost proizvoda/usluge za kupce/korisnike.)
MATCH@M:(Hence the product and service deliveries are high value adding activities.===>Tako su isporuke proizvoda i pružanje usluga aktivnosti koje dodaju visoku vrednost.)
MATCH@E:(Hence the product and service deliveries are high value adding activities.===>Tako su isporuke proizvoda i pružanje usluga aktivnosti koje dodaju visoku vrednost.)
MATCH@M:(According to cost management, high value adding activities are those necessary to satisfy the customers’ needs or expectations, to improve the product components, the activities that contribute to customer satisfaction, which are the critical steps in the business process and which are performed in order to solve or eliminate the quality related problems or the activities performed upon the request of the customer/user of service.===>U menadžmentu troškova se aktivnostima koje dodaju visoku vrednost smatraju one koje su neophodne da bi se udovoljilo zahtevima ili očekivanjima kupaca, da bi se poboljšale komponente proizvoda, aktivnosti koje doprinose zadovoljstvu potroša-ca, koje predstavljaju kriticne korake u poslovnom procesu, koje se izvršavaju da bi se rešili ili eliminisa-li problemi vezani za kvalitet ili aktivnosti koje se odvijaju na zahtev kupaca/korisnika usluge.)
MATCH@E:(According to cost management, high value adding activities are those necessary to satisfy the customers needs or expectations, to improve the product components, the activities that contribute to customer satisfaction, which are the critical steps in the business process and which are performed in order to solve or eliminate the quality related problems or the activities performed upon the request of the customer/user of service.===>U menadžmentu troškova se aktivnostima koje dodaju visoku vrednost smatraju one koje su neophodne da bi se udovoljilo zahtevima ili očekivanjima kupaca, da bi se poboljšale komponente proizvoda, aktivnosti koje doprinose zadovoljstvu potrošača, koje predstavljaju kritične korake u poslovnom procesu, koje se izvršavaju da bi se rešili ili eliminisali problemi vezani za kvalitet ili aktivnosti koje se odvijaju na zahtev kupaca/korisnika usluge.)
MATCH@M:(On the other hand, low value adding activities waste time, resources or space in the company, while contributing little to meeting the customer/user of services needs.===>Sa druge strane, aktivnosti koje dodaju nisku vrednost troše vreme, resurse preduzeća ili prostor, a malo doprinose zadovoljenju potreba kupaca/korisnika usku-ge.)
MATCH@E:(On the other hand, low value adding activities waste time, resources or space in the company, while contributing little to meeting the customer/user of services needs.===>Sa druge strane, aktivnosti koje dodaju nisku vrednost troše vreme, resurse preduzeća ili prostor, a malo doprinose zadovoljenju potreba kupaca/korisnika uskuge.)
MATCH@M:(If these are eliminated, value for customers or customer satisfaction is reduced negligibly or remain unchanged.===>Ukoliko se eliminišu, vrednost za kupce ili satisfakcija kupaca se smanjuju neznatno ili ostaju nepro-menjeni.)
MATCH@E:(If these are eliminated, value for customers or customer satisfaction is reduced negligibly or remain unchanged.===>Ukoliko se eliminišu, vrednost za kupce ili satisfakcija kupaca se smanjuju neznatno ili ostaju nepromenjeni.)
MATCH@M:(Moving parts in between the processes, waiting time, inefficient processes are the examples of low added value activities.===>Pomeranje delova između procesa, vreme čekanja, neefikasni procesi su primeri aktivnosti niske dodate vrednosti.)
MATCH@E:(Moving parts in between the processes, waiting time, inefficient processes are the examples of low added value activities.===>Pomeranje delova između procesa, vreme čekanja, neefikasni procesi su primeri aktivnosti niske dodate vrednosti.)
MATCH@M:(This means that they can be eliminated by the manager without affecting the product or service form, convenience, or function.===>To znaci da one mogu biti elimini-sane od strane menadžera, a da ne utiču na formu, po-desnost, funkciju proizvoda ili usluge.)
MATCH@E:(This means that they can be eliminated by the manager without affecting the product or service form, convenience, or function.===>To znači da one mogu biti eliminisane od strane menadžera, a da ne utiču na formu, podesnost, funkciju proizvoda ili usluge.)
MATCH@M:(Such activities frequently result in waste and can be a consequence of inefficiency or errors in the course of the process; they can be duplicated in another department, or be the activities adding unnecessary steps in the business process, or they may be responsible for producing an unnecessary or undesirable output [5].===>Ove aktivnosti često rezultiraju otpadom i mogu biti posledica neefikasnosti ili grešaka u toku procesa, one mogu biti du-plicirane u nekom drugom odeljenju ili su to aktivnosti koje dodaju nepotrebne korake u poslovni proces, proizvode nepotreban ili neželjeni autput [5].)
MATCH@E:(Such activities frequently result in waste and can be a consequence of inefficiency or errors in the course of the process; they can be duplicated in another department, or be the activities adding unnecessary steps in the business process, or they may be responsible for producing an unnecessary or undesirable output Š5Ë. 6.===>Ove aktivnosti često rezultiraju otpadom i mogu biti posledica neefikasnosti ili grešaka u toku procesa, one mogu biti duplicirane u nekom drugom odeljenju ili su to aktivnosti koje dodaju nepotrebne korake u poslovni proces, proizvode nepotreban ili neželjeni autput Š5Ë. 6.)
MATCH@M:(Contrary to traditional models, activity-based costing (ABC) calculates what in modern business makes up the ’’real” costs of products/services, as well as costs per customers, by allocating general costs not on the basis of scope, but on the basis of the required or accomplished activities.===>Nasuprot tradicionalnim modelima, obračun troškova na osnovu aktivnosti (ABC - activity-based costing) izračunava ono što u savremenom poslovanju predstavlja „prave“ troškove proizvoda/usluga, kao i troškove po kupcima dodeljivanjem opštih troškova baziranim ne na obimu, već na zahtevanim ili izvšenim aktivnostima.)
MATCH@E:(Contrary to traditional models, activitybased costing (ABC) calculates what in modern business makes up the real costs of products/services, as well as costs per customers, by allocating general costs not on the basis of scope, but on the basis of the required or accomplished activities.===>Nasuprot tradicionalnim modelima, obračun troškova na osnovu aktivnosti (ABC activity-based costing) izračunava ono što u savremenom poslovanju predstavlja prave troškove proizvoda/usluga, kao i troškove po kupcima dodeljivanjem opštih troškova baziranim ne na obimu, već na zahtevanim ili izvšenim aktivnostima.)
MATCH@M:(Traditional methods of cost accounting often tend to overestimate the high-scope products and underestimate the low-scope products [8].===>U tradicionalnim metodima obračuna troškova česta je tendencija da se pretera u proceni troškova prozvoda visokog obima i da se podcene troškovi proizvoda niskog obima.)
MATCH@E:(Traditional methods of cost accounting often tend to overestimate the high-scope products and underestimate the lowscope products Š8Ë.===>U tradicionalnim metodima obračuna troškova česta je tendencija da se pretera u proceni troškova prozvoda visokog obima i da se podcene troškovi proizvoda niskog obima Š8Ë.)
MATCH@M:(In order that the activity-based cost management system be developed it is necessary that managers understand the interrelations among the resources, activities, and products or services in their company.===>Da bi se razvio sistem upravljanja troškovima na bazi aktivnosti, potrebno je da menadžeri razumeju povezanost resursa, aktivnosti i proizvoda ili usluga u svojoj organizaciji.)
MATCH@E:(In order that the activity-based cost management system be developed it is necessary that managers understand the interrelations among the resources, activities, and products or services in their company.===>Da bi se razvio sistem upravljanja troškovima na bazi aktivnosti, potrebno je da menadžeri razumeju povezanost resursa, aktivnosti i proizvoda ili usluga u svojoj organizaciji.)
MATCH@M:(Resources are consumed in the course of activites, while products and services are the results of the activities.===>Resursi se troše na aktivnosti, a proizvodi i usluge su rezultati aktivnosti.)
MATCH@E:(Resources are consumed in the course of activites, while products and services are the results of the activities.===>Resursi se troše na aktivnosti, a proizvodi i usluge su rezultati aktivnosti.)
MATCH@M:(Many of the resources used in business operations may be defined for certain products or services and identified as direct costs of materials or labour.===>Mnogi od resursa koji se koriste u poslovnim operacijama mogu se utvrditi za pojedine proizvode ili usluge i identifikovati kao direktni troškovi materijala ili rada.)
MATCH@E:(Many of the resources used in business operations may be defined for certain products or services and identified as direct costs of materials or labour.===>Mnogi od resursa koji se koriste u poslovnim operacijama mogu se utvrditi za pojedine proizvode ili usluge i identifikovati kao direktni troškovi materijala ili rada.)
MATCH@M:(The majority of indirect costs are indirectly related to the end products or services.===>Većina opštih troškova se vezuje indirektno za finalne proizvode ili usluge.)
MATCH@E:(The majority of indirect costs are indirectly related to the end products or services.===>Većina opštih troškova se vezuje indirektno za finalne proizvode ili usluge.)
MATCH@M:(Since certain products require various activities, each of which consumes different quantities of resources, cost allocation should be pondered accordingly.===>Pošto pojedini proizvodi zahtevaju razne aktivnosti, od kojih svaka koristi različite količine resursa, alokacija troškova bi trebalo da bude ponderisana u skladu sa time.)
MATCH@E:(Since certain products require various activities, each of which consumes different quantities of resources, cost allocation should be pondered accordingly.===>Pošto pojedini proizvodi zahtevaju razne aktivnosti, od kojih svaka koristi različite količine resursa, alokacija troškova bi trebalo da bude ponderisana u skladu sa time.)
MATCH@M:(The ABC has been in use since 1980’s and today, at the beginning of the 21st century, it is the current system of costing/cost accounting.===>ABC se primenjuje počev od osamdesetih godina 20.veka i danas na početku 21.veka predstavlja aktuelan sistem obračuna troškova.)
MATCH@E:(The ABC has been in use since 1980s and today, at the beginning of the 21st century, it is the current system of costing/cost accounting.===>ABC se primenjuje počev od osamdesetih godina 20.veka i danas na početku 21.veka predstavlja aktuelan sistem obračuna troškova.)
MATCH@M:(In making business decisions, knowledge of real costs may help identify ”profit makers” and ”loosers”, highlight chances for improvement and compare investment alternatives.===>Kada se donose poslovne odluke, poznavanje pravih troškova može pomoći da se identifikuju „oni koji stvaraju profit“ i „gubitnici“, da se istaknu šanse za poboljšanja, da se uporede investicione alternative.)
MATCH@E:(In making business decisions, knowledge of real costs may help identify profit makers and loosers, highlight chances for improvement and compare investment alternatives.===>Kada se donose poslovne odluke, poznavanje pravih troškova može pomoći da se identifikuju oni koji stvaraju profit i gubitnici, da se istaknu šanse za poboljšanja, da se uporede investicione alternative.)
MATCH@M:(It is important that the ABC ”allocates” the costs of activities to the products and services via the activites conducted in order to finalize these products/services.===>Suština je u tome da ABC „dodeljuje“ troškove aktivnosti proizvodima i uslugama preko aktivnosti koje su obavljene da bi se oni finalizovali.)
MATCH@E:(It is important that the ABC allocates the costs of activities to the products and services via the activites conducted in order to finalize these products/services.===>Suština je u tome da ABC dodeljuje troškove aktivnosti proizvodima i uslugama preko aktivnosti koje su obavljene da bi se oni finalizovali.)
MATCH@M:(Here we have a number of basic principles in the ABC system, from the point of view of the cost accounting itself.===>Pri tome postoji nekoliko bazičnih pristupa u ABC sistemu sa aspekta samog računovodstva troškova.)
MATCH@E:(Here we have a number of basic principles in the ABC system, from the point of view of the cost accounting itself.===>Pri tome postoji nekoliko bazičnih pristupa u ABC sistemu sa aspekta samog računovodstva troškova.)
MATCH@M:(Many of them are not related to certain products or production lines, but to individual customers/usres of services, market segments and distribution channels.===>Mnogi od njih se ne vezuju za pojedine proizvode ili proizvodne linije, već za individualne kupce/ko-risnike usluga, tržišne segmente i kanale distribucije.)
MATCH@E:(Many of them are not related to certain products or production lines, but to individual customers/usres of services, market segments and distribution channels Š9Ë.===>Mnogi od njih se ne vezuju za pojedine proizvode ili proizvodne linije, već za individualne kupce/korisnike usluga, tržišne segmente i kanale distribucije Š9Ë.)
MATCH@M:(The ABC allows for a more accurate allocation of indirect costs to the cost objects.===>ABC omogućava tačnije pripisivanje indirektnih troškova objektima troškova.)
MATCH@E:(The ABC allows for a more accurate allocation of indirect costs to the cost objects.===>ABC omogućava tačnije pripisivanje indirektnih troškova objektima troškova.)
MATCH@M:(Cost objects may be products, services, customers, users of services.===>Objekti troškova mogu biti proizvodi, usluge, kupci, korisnici usluga.)
MATCH@E:(Cost objects may be products, services, customers, users of services.===>Objekti troškova mogu biti proizvodi, usluge, kupci, korisnici usluga.)
MATCH@M:(The ABC allows for a segmentation to be made on the basis of real profitability and helps identify the value per customer more precisely.===>ABC pruža mogućnost da se izvrši segmentacija na bazi stvarne profitabilnosti i pomaže da se preciznije odredi vrednost po kupcu.)
MATCH@E:(The ABC allows for a segmentation to be made on the basis of real profitability and helps identify the value per customer more precisely.===>ABC pruža mogućnost da se izvrši segmentacija na bazi stvarne profitabilnosti i pomaže da se preciznije odredi vrednost po kupcu.)
MATCH@M:(This is the first step towards the activity-based management (ABM).===>To je prvi korak ka menadžmentu na bazi aktivnosti (ABM - activity-based management).)
MATCH@E:(This is the first step towards the activity-based management (ABM).===>To je prvi korak ka menadžmentu na bazi aktivnosti (ABM - activity-based management).)
MATCH@M:(The ABC does nor assess the efficiency or productivity of the activities, although this is very important for the improvements in the organization to br made.===>ABC ne procenjuje efikasnost ili produktivnost aktivnosti, mada je to jako znaćajno za poboljšanja u organizaciji.)
MATCH@E:(The ABC does nor assess the efficiency or productivity of the activities, although this is very important for the improvements in the organization to br made.===>ABC ne procenjuje efikasnost ili produktivnost aktivnosti, mada je to jako znaćajno za poboljšanja u organizaciji.)
MATCH@M:(The abovementioned shows that focusing upon the essence of costing per activities, as a modern managerial approach to cost accounting, means allocating the costs of resources to the cost objects, such as, for example, products or services, based on activities performed in favour of the cost objects.===>Iz svega izloženog proizilazi da fokusiranje na suštinu obračuna troškova po aktivnostima, kao savremenog menadžerskog pristupa obračunu troškova, podrazu-meva sagledavanje pripisivanja troškova resursa objektima troškova kao što su, na primer, proizvodi i usluge uz baziranje na aktivnosti koje su obavljene za objekte troškova.)
MATCH@E:(The abovementioned shows that focusing upon the essence of costing per activities, as a modern managerial approach to cost accounting, means allocating the costs of resources to the cost objects, such as, for example, products or services, based on activities performed in favour of the cost objects.===>Iz svega izloženog proizilazi da fokusiranje na suštinu obračuna troškova po aktivnostima, kao savremenog menadžerskog pristupa obračunu troškova, podrazumeva sagledavanje pripisivanja troškova resursa objektima troškova kao što su, na primer, proizvodi i usluge uz baziranje na aktivnosti koje su obavljene za objekte troškova.)
MATCH@M:(It is important to say that the principal presumption of this approach to costs is that the company products or services are the results of the activities, and that the activities consume resources which in turn generate costs.===>Bitno je naglasiti da je pretpostavka ovog pristupa troškovima da su proizvodi ili usluge preduzeca rezultat aktivnosti, a aktivnosti koriste resurse koji generišu troškove.)
MATCH@E:(It is important to say that the principal presumption of this approach to costs is that the company products or services are the results of the activities, and that the activities consume resources which in turn generate costs.===>Bitno je naglasiti da je pretpostavka ovog pristupa troškovima da su proizvodi ili usluge preduzeća rezultat aktivnosti, a aktivnosti koriste resurse koji generišu troškove.)
MATCH@M:(The resource costs are allocated to the activities on the basis of the activities that use or consume resources or the costs of activities are allocated to cost objects, on the basis of the activities performed for the objects of costs.===>Troškovi resursa se do-deljuju aktivnostima bazirano na aktivnostima koje koriste ili troše resurse ili se troškovi aktivnosti do-deljuju objektima troškova bazirano na aktivnostima koje su izvršene za objekte troškova.)
MATCH@E:(The resource costs are allocated to the activities on the basis of the activities that use or consume resources or the costs of activities are allocated to cost objects, on the basis of the activities performed for the objects of costs.===>Troškovi resursa se dodeljuju aktivnostima bazirano na aktivnostima koje koriste ili troše resurse ili se troškovi aktivnosti dodeljuju objektima troškova bazirano na aktivnostima koje su izvršene za objekte troškova.)
MATCH@M:(In allocating costs to the activities and later to cost objects, the ABC identifies the cause-effect or direct relations between the resource costs, the cost activators, activities, and objects of costs.===>ABC prepoznaje uzročne ili direktne povezanosti između troškova resursa, pokretača troškova, aktivnosti i objekata troškova u dodeljivanju troškova aktivnostima i kasnije objektima troškova.)
MATCH@E:(In allocating costs to the activities and later to cost objects, the ABC identifies the causeeffect or direct relations between the resource costs, the cost activators, activities, and objects of costs.===>ABC prepoznaje uzročne ili direktne povezanosti između troškova resursa, pokretača troškova, aktivnosti i objekata troškova u dodeljivanju troškova aktivnostima i kasnije objektima troškova.)
MATCH@M:(It distributes the company indirect costs on cost objects identifying the resources and the activities, as well as their costs required for the output production.===>On raspoređuje opšte troškove preduzeca na objekte troškova identifikujuči resurse i aktivnosti, kao i njihove troškove potrebne za pro-zvodnju autputa.)
MATCH@E:(It distributes the company indirect costs on cost objects identifying the resources and the activities, as well as their costs required for the output production.===>On raspoređuje opšte troškove preduzeća na objekte troškova identifikujući resurse i aktivnosti, kao i njihove troškove potrebne za prozvodnju autputa.)
MATCH@M:(The ABC and the ABM are from both the theoretical and the practical aspects primarily important in the field of calculating costs of the product, however, managers in numerous companies also find them very useful in determining the customer servicing costs as well as the basis for estimating the profitability of a particular customer or a chosen group of customers/users of services.===>Mada su ABC i ABM i sa teorijskog, i sa praktičnog aspekta postali najpre aktuelnii u domenu izračunavanja troškova proizvoda, menadžeri u mnogim pred-uzecima su uvideli da su veoma korisni u određivanju troškova usluživanja kupaca i kao baza za procenu profitabilnosti određenog kupca ili izabrane grupe ku-paca/korisnika usluga.)
MATCH@E:(The ABC and the ABM are from both the theoretical and the practical aspects primarily important in the field of calculating costs of the product, however, managers in numerous companies also find them very useful in determining the customer servicing costs as well as the basis for estimating the profitability of a particular customer or a chosen group of customers/users of services.===>Mada su ABC i ABM i sa teorijskog, i sa praktičnog aspekta postali najpre aktuelnii u domenu izračunavanja troškova proizvoda, menadžeri u mnogim preduzećima su uvideli da su veoma korisni u određivanju troškova usluživanja kupaca i kao baza za procenu profitabilnosti određenog kupca ili izabrane grupe kupaca/korisnika usluga.)
MATCH@M:(Combining the customer-based cost account with the income earned from these customers we come to the analysis of profitability per customer.===>Kombinovanjem obračuna troškova po kupcima sa prihodima ostvarenim od tih kupaca dolazi se do analize profitabilnosti po kupcima.)
MATCH@E:(Combining the customerbased cost account with the income earned from these customers we come to the analysis of profitability per customer.===>Kombinovanjem obračuna troškova po kupcima sa prihodima ostvarenim od tih kupaca dolazi se do analize profitabilnosti po kupcima.)
MATCH@M:(Empirical research have shown that, in case of many companies, 10-20% their customers/users of services generate 80-90% of their total profit.===>Empirijska istraživanja su pokazala da, u slučaju mnogih preduzeca, 10 -20 % njihovih kupaca/kori-snika usluga generiše 80-90% njihovog ukupnog profita.)
MATCH@E:(Empirical research have shown that, in case of many companies, 10-20% their customers/users of services generate 80-90% of their total profit.===>Empirijska istraživanja su pokazala da, u slučaju mnogih preduzeća, 10 -20 % njihovih kupaca/korisnika usluga generiše 80-90% njihovog ukupnog profita.)
MATCH@M:(On the other hand, some customers cause losses, often through numerous small-volume orders, therefore the costs of resources in servicing these customers: processing the orders, dispatching the goods etc. are higher than the income earned from them.===>Sa druge strane, neki kupci donose gubitak, često kroz brojne male porudžbine, tako da su troškovi resursa da bi se oni opslužili i to kroz obradu porudžbine, otpremanje robe i sl. veći od prihoda koji se pri tome ostvare.)
MATCH@E:(On the other hand, some customers cause losses, often through numerous small-volume orders, therefore the costs of resources in servicing these customers: processing the orders, dispatching the goods etc. are higher than the income earned from them.===>Sa druge strane, neki kupci donose gubitak, često kroz brojne male porudžbine, tako da su troškovi resursa da bi se oni opslužili i to kroz obradu porudžbine, otpremanje robe i sl. veći od prihoda koji se pri tome ostvare.)
MATCH@M:(A clear example are some retail chains oriented, after they have compared the prices, to discounts or promotions, or, in case of business customers, smaller firms.===>Ilustrativan primer su neki maloprodajni lanci koji su orijentisani, nakon kompariranja cena, na popuste i promocije, ili, u slučaju poslovnih kupaca često se radi o manjim firmama.)
MATCH@E:(A clear example are some retail chains oriented, after they have compared the prices, to discounts or promotions, or, in case of business customers, smaller firms.===>Ilustrativan primer su neki maloprodajni lanci koji su orijentisani, nakon kompariranja cena, na popuste i promocije, ili, u slučaju poslovnih kupaca često se radi o manjim firmama.)
MATCH@M:(The analysis of profitability per customer identifies the activities of customer/user of services service and the cost activators.===>Analiza profitabil-nosti po kupcima identifikuje aktivnosti opsluživanja kupaca/korisnika usluga i pokretače troškova.)
MATCH@E:(The analysis of profitability per customer identifies the activities of customer/user of services service and the cost activators.===>Analiza profitabilnosti po kupcima identifikuje aktivnosti opsluživanja kupaca/korisnika usluga i pokretače troškova.)
MATCH@M:(It determines the profitability of each customer or customer group.===>Ona određuje profitabilnost svakog kupca ili grupe kupaca.)
MATCH@E:(It determines the profitability of each customer or customer group.===>Ona određuje profitabilnost svakog kupca ili grupe kupaca.)
MATCH@M:(Here, the services for customers/users of services includes all the activities performed in order to sell the goods and satisfy the customers, including advertizing, invitation to buy, delivery, invoicing, after sales service.===>Ovde opsluživanje kipaca/korisnika usluga uključuje sve aktivnosti da bi se obavila prodaja i zadovoljio kupac, uključujući oglašavanje, poziv na kupovinu, isporuku, fakturisanje, servisiranje posle prodaje.)
MATCH@E:(Here, the services for customers/users of services includes all the activities performed in order to sell the goods and satisfy the customers, including advertizing, invitation to buy, delivery, invoicing, after sales service.===>Ovde opsluživanje kipaca/korisnika usluga ukljućuje sve aktivnosti da bi se obavila prodaja i zadovoljio kupac, uključujući oglašavanje, poziv na kupovinu, isporuku, fakturisanje, servisiranje posle prodaje.)
MATCH@M:(It is essential that the customer profitability analysis identify the most profitable customers so that on the basis of this the managers can take steps to ensure that these customers remain loyal to the company in the future.===>Bitno je da se analizom profitabilnosti po kupcima identifikuju najprofitabilniji kupci i da u skladu sa time menadžeri mogu preduzeti korake da osiguraju da ovi kupci ostanu lojalni preduzeću i u budućem periodu.)
MATCH@E:(It is essential that the customer profitability analysis identify the most profitable customers so that on the basis of this the managers can take steps to ensure that these customers remain loyal to the company in the future.===>Bitno je da se analizom profitabilnosti po kupcima identifikuju najprofitabilniji kupci i da u skladu sa time menadžeri mogu preduzeti korake da osiguraju da ovi kupci ostanu lojalni preduzeću i u budućem periodu.)
MATCH@M:(On the other hand, the knowledge about the unprofitable customers allows for us to communicate with them in terms of reducing costs they cause, or the managers may decide to discontinue servicing these customers.===>Sa druge strane, saznanje koji su kupci neprofitabilni omogućava da se sa njima komunicira u smislu sniženja troškova koje oni uzrokuju ili da menadžeri odluče da se ovi kupci više ne opslužuju.)
MATCH@E:(On the other hand, the knowledge about the unprofitable customers allows for us to communicate with them in terms of reducing costs they cause, or the managers may decide to discontinue servicing these customers Š8Ë. 7.===>Sa druge strane, saznanje koji su kupci neprofitabilni omogućava da se sa njima komunicira u smislu sniženja troškova koje oni uzrokuju ili da menadžeri odluče da se ovi kupci više ne opslužuju Š8Ë. 7.)
MATCH@M:(The customer based profitability analysis has proved to enable the managers to identify the most profitable customers, reduce costs for the customers for which the servicing costs are high, introduce new profitable products and services, abandon unprofitable products, services and customers, improve the customer service process, redirect the purchasing mix of customers towards the product/service lines with a higher profit margin, select the customer mix to which they will be oriented and select the type(s) of postsales services they will offer.===>Pokazano je da analiza profitabilnosti po kupcima omogućava menadžerima da identifikuju najprofita-bilnije kupce, smanje troškove za one kupce gde su visoki troškovi servisiranja, uvedu nove profitabilne proizvode i usluge, odustanu od neprofitabilnih proizvoda, usluga i kupaca, poboljšaju proces servisiranja kupaca, preusmere kupovni miks kupaca na linije proizvoda/usluga sa većom marginom profita, da iizvr-še selekciju miksa kupaca prema kojima će se orijen-tisati i da izaberu tip postprodajnih usluga koje će nuditi.)
MATCH@E:(Customer based profitability management The customer based profitability analysis has proved to enable the managers to identify the most profitable customers, reduce costs for the customers for which the servicing costs are high, introduce new profitable products and services, abandon unprofitable products, services and customers, improve the customer service process, redirect the purchasing mix of customers towards the product/service lines with a higher profit margin, select the customer mix to which they will be oriented and select the type(s) of postsales services they will offer.===>Upravljanje profitabilnošću po kupcima Pokazano je da analiza profitabilnosti po kupcima omogućava menadžerima da identifikuju najprofitabilnije kupce, smanje troškove za one kupce gde su visoki troškovi servisiranja, uvedu nove profitabilne proizvode i usluge, odustanu od neprofitabilnih proizvoda, usluga i kupaca, poboljšaju proces servisiranja kupaca, preusmere kupovni miks kupaca na linije proizvoda/usluga sa većom marginom profita, da iizvrše selekciju miksa kupaca prema kojima će se orijentisati i da izaberu tip postprodajnih usluga koje će nuditi.)
MATCH@M:(A better understanding of the profitability of the present and the prospective customers may help the company increase the overall profit and become more competitive.===>Bolje razumevanje profitabilnosti sadašnjih i potencijalnih kupaca može pomoći da preduzeće poveća ukupni profit i da postane konkurentnije.)
MATCH@E:(A better understanding of the profitability of the present and the prospective customers may help the company increase the overall profit and become more competitive.===>Bolje razumevanje profitabilnosti sadašnjih i potencijalnih kupaca može pomoći da preduzeće poveća ukupni profit i da postane konkurentnije.)
MATCH@M:(This begins with the customer service cost analysis.===>Ovo počinje analizom troškova opsluživanja kupaca.)
MATCH@E:(This begins with the customer service cost analysis.===>)
BAD_LINE_=============================================================
BAD_LINE_M:This begins with the customer service cost analysis.
BAD_LINE_M:Ovo počinje analizom troškova opsluživanja kupaca.
BAD_LINE_E:This begins with the customer service cost analysis.
BAD_LINE_E:
MATCH@M:(Not all customers request the same activities either prior to or after the sales.===>Svi kupci ne zahtevaju iste aktivnosti bilo pre, bilo posle prodaje.)
MATCH@E:(Not all customers request the same activities either prior to or after the sales.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Not all customers request the same activities either prior to or after the sales.
BAD_LINE_M:Svi kupci ne zahtevaju iste aktivnosti bilo pre, bilo posle prodaje.
BAD_LINE_E:Not all customers request the same activities either prior to or after the sales.
BAD_LINE_E:
MATCH@M:(Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs.===>Ceste specifične aktivnosti vezane za kupce uključuju npr.troškove obrade porudžbina, troškove vezane za fakturisanje i naplatu, za potraživanja, za usluge kupcima, za obradu popusta, za ponovno držanje na zalihama vraćenih proizvoda, za marketing i prodaju.)
MATCH@E:(Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs.
BAD_LINE_M:Ceste specifične aktivnosti vezane za kupce uključuju npr.troškove obrade porudžbina, troškove vezane za fakturisanje i naplatu, za potraživanja, za usluge kupcima, za obradu popusta, za ponovno držanje na zalihama vraćenih proizvoda, za marketing i prodaju.
BAD_LINE_E:Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs.
BAD_LINE_E:
MATCH@M:(The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded.===>Analizom troškova po kupcima se identifikuju aktivnosti i pokretači troškova usluži-vanja kupaca pre i posle obavljene trgovine, isključujući troškove proizvoda.)
MATCH@E:(The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded.
BAD_LINE_M:Analizom troškova po kupcima se identifikuju aktivnosti i pokretači troškova usluži-vanja kupaca pre i posle obavljene trgovine, isključujući troškove proizvoda.
BAD_LINE_E:The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded.
BAD_LINE_E:
MATCH@M:(Traditionally, these costs are hidden in customer support, marketing and sales functions.===>Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.)
MATCH@E:(Traditionally, these costs are hidden in customer support, marketing and sales functions.===>Ovo počinje analizom troškova opsluživanja kupaca.)
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BAD_LINE_M:Traditionally, these costs are hidden in customer support, marketing and sales functions.
BAD_LINE_M:Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.
BAD_LINE_E:Traditionally, these costs are hidden in customer support, marketing and sales functions.
BAD_LINE_E:Ovo počinje analizom troškova opsluživanja kupaca.
MATCH@M:(Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., seller’s travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel.===>Bazirano na aktivnostima i na pokretačima troškova vezanim za obavljene usluge da bi se stekla i okončala transakcija, troškovi kupaca se mogu kla-sifikovati u više kategorija: troškovi po jedinici pro-datoj kupcima (npr. troškovi otpremanja), troškovi po prodajnoj transakciji (npr. troškovi fakturisanja), troškovi podržavanja kupaca nezavisno od količine prodatih proizvoda (npr.putni troškovi prodavaca da bi posetili kupce), troškovi kanala distribucije za svaki kanal koji preduzeće koristi da bi uslužilo kupce (npr. troškovi regionalnog skladišta koji opslužuju glavne kupce) i oni troškovi podržavanja prodaje koji se ne mogu ustanoviti za pojedinu jedinicu, kupca ili kanal distribucije.)
MATCH@E:(Various activities often have different activators. ~~~ Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., sellers travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., seller’s travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel.
BAD_LINE_M:Bazirano na aktivnostima i na pokretačima troškova vezanim za obavljene usluge da bi se stekla i okončala transakcija, troškovi kupaca se mogu kla-sifikovati u više kategorija: troškovi po jedinici pro-datoj kupcima (npr. troškovi otpremanja), troškovi po prodajnoj transakciji (npr. troškovi fakturisanja), troškovi podržavanja kupaca nezavisno od količine prodatih proizvoda (npr.putni troškovi prodavaca da bi posetili kupce), troškovi kanala distribucije za svaki kanal koji preduzeće koristi da bi uslužilo kupce (npr. troškovi regionalnog skladišta koji opslužuju glavne kupce) i oni troškovi podržavanja prodaje koji se ne mogu ustanoviti za pojedinu jedinicu, kupca ili kanal distribucije.
BAD_LINE_E:Various activities often have different activators. ~~~ Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., sellers travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel.
BAD_LINE_E:
MATCH@M:(It is important that the customer profitability analysis provide adequate information for an estimate of value per customer.===>Bitno je da analiza profitabilnosti po kupcima pruža adekvatne informacije za procenu vrednosti po kupcu.)
MATCH@E:(It is important that the customer profitability analysis provide adequate information for an estimate of value per customer.===>Bitno je da analiza profitabilnosti po kupcima pruža adekvatne informacije za procenu vrednosti po kupcu.)
MATCH@M:(The mangers must further estimate the other relevant factors prior to defining the adequate activities for each customer.===>Dalje menadžeri moraju da procene ostale relevantne faktore pre nego što odrede akcije koje su odgovarajuće za svakog kupca.)
MATCH@E:(The mangers must further estimate the other relevant factors prior to defining the adequate activities for each customer.===>Dalje menadžeri moraju da procene ostale relevantne faktore pre nego što odrede akcije koje su odgovarajuće za svakog kupca.)
MATCH@M:(These facts refer to the customer’s development potential, industry the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references. It is also possible to quantify the customer life-time value.===>Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju. Može se kvantifikovati i „vrednost vremena života kupca” (customer life-time value) To je neto sadašnja vrednost svih procenjenih budućih profita od kupca.)
MATCH@E:(These facts refer to the customers development potential, the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references.===>Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju.)
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BAD_LINE_M:These facts refer to the customer’s development potential, industry the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references. It is also possible to quantify the customer life-time value.
BAD_LINE_M:Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju. Može se kvantifikovati i „vrednost vremena života kupca” (customer life-time value) To je neto sadašnja vrednost svih procenjenih budućih profita od kupca.
BAD_LINE_E:These facts refer to the customers development potential, the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references.
BAD_LINE_E:Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju.
MATCH@M:(The vertical axis shows the net margin achieved on the basis of sales to the customers as the difference between the net sales price (even after discounts) and production costs (measured by the ABC product cost accounting model).===>Vertikalna osa pokazuje neto marginu ostvarenu na bazi prodaje kupcima kao razliku neto prodajne cene (nakon svih popusta) i proizvodnih troškova (merenih putem ABC modela obračuna troškova proizvoda).)
MATCH@E:(The vertical axis shows the net margin achieved on the basis of sales to the customers as the difference between the net sales price (even after discounts) and production costs (measured by the ABC product cost accounting model) Šmodified according to 9, p.180Ë.===>Vertikalna osa pokazuje neto marginu ostvarenu na bazi prodaje kupcima kao razliku neto prodajne cene (nakon svih popusta) i proizvodnih troškova (merenih putem ABC modela obračuna troškova proizvoda) Šmodif. prema 9, str. 180. ~~~ Ë.)
MATCH@M:(The horizontal axis presents the costs of serving the customers, including the costs related to the offer, as well as to marketing, technical aspects, sales administration, related to services deliverd to each individual customer, measured by the ABC customer cost accounting model.===>Na horizontalnoj osi su predstavljeni troškovi usluživanja kupaca, uključujući troškove vezane za porudžbinu, kao i za marketing, tehničke aspekte, prodajnu administraciju, koji se odnose na opsluživanje svakog pojedinog kupca mereno preko ABC modela obračuna troškova kupaca.)
MATCH@E:(The horizontal axis presents the costs of serving the customers, including the costs related to the offer, as well as to marketing, technical aspects, sales administration, related to services deliverd to each individual customer, measured by the ABC customer cost accounting model.===>Na horizontalnoj osi su predstavljeni troškovi usluživanja kupaca, uključujući troškove vezane za porudžbinu, kao i za marketing, tehničke aspekte, prodajnu administraciju, koji se odnose na opsluživanje svakog pojedinog kupca mereno preko ABC modela obračuna troškova kupaca. ~~~ Svi kupci ne zahtevaju iste aktivnosti bilo pre, bilo posle prodaje.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 1.===>Slika 1.)
MATCH@M:(The company especially values the customers in the uppr left square, bringing high margins at low servicing costs.===>Za preduzeće su posebno poželjni kupci u gornjem levom kvadrantu koji donose visoke margine uz niske troškove servisi-ranja.)
MATCH@E:(The company especially values the customers in the uppr left square, bringing high margins at low servicing costs.===>Za preduzeće su posebno poželjni kupci u gornjem levom kvadrantu koji donose visoke margine uz niske troškove servisiranja.)
MATCH@M:(Managers must think about how to retain them despite competition threats.===>Menadžer moraju voditi računa o tome kako da se oni zadrže uprkos konkurentskim pretnjama.)
MATCH@E:(Managers must think about how to retain them despite competition threats.===>Menadžer moraju voditi računa o tome kako da se oni zadrže uprkos konkurentskim pretnjama.)
MATCH@M:(In the bottom right square are the customers bringning low margins and requiring high servicing costs, which is usually the result of ordering small quantities of customized products, with frequent non-standard requirements as regards the logistics and distribution.===>U donjem desnom kvadrantu su kupci koji donose niske margine, a zahtevaju visoke troškove opsluživanja, što je obično posledica narudžbi malih količina proizvoda koji su kastomizirani, uz česte nestandardne zahteve koji se odnose na logistiku i distribuciju.)
MATCH@E:(In the bottom right square are the customers bringning low margins and requiring high servicing costs, which is usually the result of ordering small quantities of customized products, with frequent non-standard requirements as regards the logistics and distribution.===>U donjem desnom kvadrantu su kupci koji donose niske margine, a zahtevaju visoke troškove opsluživanja, što je obično posledica narudžbi malih količina proizvoda koji su kastomizirani, uz česte nestandardne zahteve koji se odnose na logistiku i distribuciju.)
MATCH@M:(They prove to be a challenge to managers who have to take steps to increase their profitability.===>Oni su izazov za menadžere da preduzmu mere da se njihova profitabilnost poveća.)
MATCH@E:(They prove to be a challenge to managers who have to take steps to increase their profitability.===>Oni su izazov za menadžere da preduzmu mere da se njihova profitabilnost poveća. 8.)
MATCH@M:(The analysed relationship between the cost management and the customer/user of services profitability measurement means an integrated approach to business information, that is, incorporating the basic economic information referring to costs, sales prices, company income, profit, but also the information that is not expressed in terms of money, such as information on quality, time of delivery, market share, consumer satisfaction, where, from the management point of view, the information on critical success factors is most important.It is essential that a customer profitability analysis be conducted, that should provide the managers with adequate information for customer value assessment.===>Analizirana veza između menadžmenta troškova i me-renja profitabilnosti po kupcima/korisnicima usluga podrazumeva integrisani pristup poslovnim informacijama, odnosno inkorporiranje bazičnih ekonomskih informacija koje se odnose na troškove, prodajne ce-ne, prihod preduzeća, profit, ali i informacija koje nisu u novčanim jedinicama, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha. Bitno je da se izvrši analiza profitabilnosti po kupcima, koja bi trebalo da pruži menadžerima adekvatne informacije za evaluaciju vrednosti po kupcima.)
MATCH@E:(8. ~~~ Conclusion The analysed relationship between the cost management and the customer/user of services profitability measurement means an integrated approach to business information, that is, incorporating the basic economic information referring to costs, sales prices, company income, profit, but also the information that is not expressed in terms of money, such as information on quality, time of delivery, market share, consumer satisfaction, where, from the management point of view, the information on critical success factors is most important.===>Zaključak Analizirana veza između menadžmenta troškova i merenja profitabilnosti po kupcima/korisnicima usluga podrazumeva integrisani pristup poslovnim informacijama, odnosno inkorporiranje bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeća, profit, ali i informacija koje nisu u novčanim jedinicama, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.)
MATCH@M:(Next, they should evaluate other relevant factors prior to defining concrete activities, appropriate to each customer/user of services. These factors reflect the customer’s development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references.===>Dalje bi oni trebalo da procene ostale relevantne faktore pre nego što odrede konkretne akcije koje su odgovarajuće za svakog kupca, odnosno korisnika usluga Ti faktori se odnose na razvojni potencijal kupca, moguću reakciju na promene uslova prodaje ili pružanja usluga, kod poslovnih kupaca na delatnost kojoj kupac pripada i na značaj da on ostane kupac zbog budućih referenci za prodaju.)
MATCH@E:(These factors reflect the customers development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references.===>Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.)
BAD_LINE_=============================================================
BAD_LINE_M:Next, they should evaluate other relevant factors prior to defining concrete activities, appropriate to each customer/user of services. These factors reflect the customer’s development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references.
BAD_LINE_M:Dalje bi oni trebalo da procene ostale relevantne faktore pre nego što odrede konkretne akcije koje su odgovarajuće za svakog kupca, odnosno korisnika usluga Ti faktori se odnose na razvojni potencijal kupca, moguću reakciju na promene uslova prodaje ili pružanja usluga, kod poslovnih kupaca na delatnost kojoj kupac pripada i na značaj da on ostane kupac zbog budućih referenci za prodaju.
BAD_LINE_E:These factors reflect the customers development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references.
BAD_LINE_E:Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.
MATCH@M:(It is also desirable that the current net value of all the estimated future profits from this customer be quantified.===>Poželjno je da se kvan-tifikuje i neto sadašnja vrednost svih procenjenih budućih profita od kupca.)
MATCH@E:(It is also desirable that the current net value of all the estimated future profits from this customer be quantified.===>Profit Visok Neto (ABC) margina profita Nizak Tip kupaca Pasivni proizvod je presudan Skupi za opsluživanje , ali uz visoku neto marginu Osetljivi na cenu ,ali sa malo specijalnih zahteva Agresivni niske prodajne cene kastomizirane usluge Niski Troškovi opsluživanja kupaca Visoki Gubici Razne aktivnosti često imaju razlićite pokretače troškova.)
BAD_LINE_=============================================================
BAD_LINE_M:It is also desirable that the current net value of all the estimated future profits from this customer be quantified.
BAD_LINE_M:Poželjno je da se kvan-tifikuje i neto sadašnja vrednost svih procenjenih budućih profita od kupca.
BAD_LINE_E:It is also desirable that the current net value of all the estimated future profits from this customer be quantified.
BAD_LINE_E:Profit Visok Neto (ABC) margina profita Nizak Tip kupaca Pasivni proizvod je presudan Skupi za opsluživanje , ali uz visoku neto marginu Osetljivi na cenu ,ali sa malo specijalnih zahteva Agresivni niske prodajne cene kastomizirane usluge Niski Troškovi opsluživanja kupaca Visoki Gubici Razne aktivnosti često imaju razlićite pokretače troškova.
MATCH@M:(On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge.===>Na osnovu svega izloženog možemo zaključiti da je merenje i upravljanje profitabilnošću po kupcima kao noviji koncept i praksa kompleksno i da zahteva dodatna ekspertska znanja.)
MATCH@E:(On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge.===>Slika 1. ~~~ Merenje i upravljanje profitabilnošću po kupcima Sa aspekta upravljanja profitabilnošću po kupcima značajno je da su na slici prezentovana četiri tipa kupaca.)
BAD_LINE_=============================================================
BAD_LINE_M:On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge.
BAD_LINE_M:Na osnovu svega izloženog možemo zaključiti da je merenje i upravljanje profitabilnošću po kupcima kao noviji koncept i praksa kompleksno i da zahteva dodatna ekspertska znanja.
BAD_LINE_E:On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge.
BAD_LINE_E:Slika 1. ~~~ Merenje i upravljanje profitabilnošću po kupcima Sa aspekta upravljanja profitabilnošću po kupcima značajno je da su na slici prezentovana četiri tipa kupaca.
MATCH@M:(It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings.===>Bitno je da ono otvara nove perspektive menažerima u našoj zemlji za povećanje dugoročnog poslovnog uspeha i konkutrentnosti preduzeća u domaćim i u međunarodnim okvirima..)
MATCH@E:(It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings.===>U donjem levom kvadrantu su kupci koji su osetljivi na cene, tražeći pre svega niske cene proizvoda i popuste, pa su neto margine niske, ali su i troškovi njihovog opsluživanja niski, tako da oni mogu biti profitabilni kupci.)
BAD_LINE_=============================================================
BAD_LINE_M:It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings.
BAD_LINE_M:Bitno je da ono otvara nove perspektive menažerima u našoj zemlji za povećanje dugoročnog poslovnog uspeha i konkutrentnosti preduzeća u domaćim i u međunarodnim okvirima..
BAD_LINE_E:It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings.
BAD_LINE_E:U donjem levom kvadrantu su kupci koji su osetljivi na cene, tražeći pre svega niske cene proizvoda i popuste, pa su neto margine niske, ali su i troškovi njihovog opsluživanja niski, tako da oni mogu biti profitabilni kupci.
MATCH@M:(Australia seems to be suffering least.===>Izgleda da je Australija najmanje pogođena ovom krizom.)
MATCH@E:(Australia seems to be suffering least.===>Izgleda da je Australija najmanje pogođena ovom krizom.)
MATCH@M:(This may be because the Australian Government supports the building and construction industry (BCI), which plays a key role in economic growth.===>To je možda i zato sto australijska vlada pruža veliku podršku građevinskoj industriji (BCI), koja je glavni nosilac njenog ekonomskog razvoja.)
MATCH@E:(This may be because the Australian Government supports the building and construction industry (BCI), which plays a key role in economic growth.===>To je možda i zato što australijska vlada pruža veliku podršku građevinskoj industriji (BCI), koja je glavni nosilac njenog ekonomskog razvoja.)
MATCH@M:(This paper highlights what activities the Australian Government has undertaken to maintain high performance of BCI by supporting sustainable development and corporate social responsibility (CSR).===>U ovom radu ističemo aktivnosti koje je australijska vlada preduzela da održi visoku produktivnost građevinske industrije, podržavajući održivi razvoj i korporativnu društvenu odgovornost (CSR).)
MATCH@E:(This paper highlights what activities the Australian Government has undertaken to maintain high performance of BCI by supporting sustainable development and corporate social responsibility (CSR).===>U ovom radu ističemo aktivnosti koje je australijska vlada preduzela da održi visoku produktivnost građevinske industrije, podržavajući održivi razvoj i korporativnu društvenu odgovornost (CSR).)
MATCH@M:(Supporting these may lead to greater benefits for organisations.===>Ovakva podrška može organizacijama da donese velike koristi.)
MATCH@E:(Supporting these may lead to greater benefits for organisations.===>Ovakva podrška može organizacijama da donese velike koristi.)
MATCH@M:(These activities provide a framework for industry organisations and other governments to guide their CSR initiatives.===>Ove aktivnosti predstavljaju okvir u kome industrijske organizacije i druge vlade mogu da određuju smer-nice svojih CSR inicijativa.)
MATCH@E:(These activities provide a framework for industry organisations and other governments to guide their CSR initiatives.===>Ove aktivnosti predstavljaju okvir u kome industrijske organizacije i druge vlade mogu da određuju smernice svojih CSR inicijativa. 1.)
MATCH@M:(At present, every country in the world is trying to find ways how to minimise negative effects of a recent global economic crisis.===>Sve zemlje u svetu danas pokušavaju da nađu način da svedu negativne efekte globalne ekonomske krize na najmanju meru.)
MATCH@E:(Introduction At present, every country in the world is trying to find ways how to minimise negative effects of a recent global economic crisis.===>Uvod Sve zemlje u svetu danas pokušavaju da nađu način da svedu negativne efekte globalne ekonomske krize na najmanju meru.)
MATCH@M:(Many governments are undertaking the actions to help the banking system and industries relevant to the economic growth in order to begin the process of getting out of the economic predicament.===>Veliki broj vlada preduzima korake da pomognu bankarskom sistemu i granama industrije značajnim za ekonomski razvoj da započnu proces izlaska iz ekonomskih nedaća.)
MATCH@E:(Many governments are undertaking the actions to help the banking system and industries relevant to the economic growth in order to begin the process of getting out of the economic predicament.===>Veliki broj vlada preduzima korake da pomognu bankarskom sistemu i granama industrije značajnim za ekonomski razvoj da započnu proces izlaska iz ekonomskih nedaća.)
MATCH@M:(Although the developing countries more than developed countries are suffering the effects of the economic crisis, it seems that of all developed countries the Australian economy is least suffering.===>Iako zemlje u razvoju u većoj meri osećaju teret ekonomske krize nego razvijene zemlje, izgleda da je privreda Australije najmanje ugrožena ekonomskom krizom od svih razvijenih zemalja.)
MATCH@E:(Although the developing countries more than developed countries are suffering the effects of the economic crisis, it seems that of all developed countries the Australian economy is least suffering.===>Iako zemlje u razvoju u većoj meri osećaju teret ekonomske krize nego razvijene zemlje, izgleda da je privreda Australije najmanje ugrožena ekonomskom krizom od svih razvijenih zemalja.)
MATCH@M:(One of the reasons may be that the Australian Government supports the industries that mostly contribute to the overall country economic growth.===>Jedan od razloga je svakako i to što australijska vlada podržava privredne grane koje u najvećoj meri doprinose ekonomskom rastu zemlje.)
MATCH@E:(One of the reasons may be that the Australian Government supports the industries that mostly contribute to the overall country economic growth.===>Jedan od razloga je svakako i to što australijska vlada podržava privredne grane koje u najvećoj meri doprinose ekonomskom rastu zemlje.)
MATCH@M:(The support can have different forms from introducing and imposing legal actions, to financial package.===>Ova podrška ima različite oblike, od uvođenja i primene nekih zakonskih mera, do finansijskih paketa.)
MATCH@E:(The support can have different forms from introducing and imposing legal actions, to financial package.===>Ova podrška ima različite oblike, od uvođenja i primene nekih zakonskih mera, do finansijskih paketa.)
MATCH@M:(The Australian Government supports the building and construction industry.===>Građevinska industija je privredna grana kojoj vlada Australije pruža značajnu podršku.)
MATCH@E:(The Australian Government supports the building and construction industry.===>Građevinska industija je privredna grana kojoj vlada Australije pruža značajnu podršku.)
MATCH@M:(Building and construction industry influences the economic growth of every country for three reasons.===>Građevinska industrija utiče na ekonomski rast svake zemlje iz tri razloga.)
MATCH@E:(Building and construction industry influences the economic growth of every country for three reasons.===>Građevinska industrija utiče na ekonomski rast svake zemlje iz tri razloga.)
MATCH@M:(Firstly, this industry significantly contributes to a growth of gross domestic product (Hillebrandt, 1985).===>Prvo, ova industrija značajno doprinosi rastu bruto društvenog proizvoda (Hillebrandt, 1985).)
MATCH@E:(Firstly, this industry significantly contributes to a growth of gross domestic product (Hillebrandt, 1985).===>Prvo, ova industrija značajno doprinosi rastu bruto društvenog proizvoda (Hillebrandt, 1985).)
MATCH@M:(Secondly, it is interacted with other industries while creating its products and services in a way that when there is a need to accelerate an economic growth, governments usually undertake measures that directly improve a BCI competitive advantage and through the BCI indirectly efficiency and effectiveness of other industries.===>Drugo, u procesu stvaranja proizvoda i usluga ona sarađuje sa drugim granama industrije tako što, kad nastane potreba da se ubrza ekonomski rast, vlade obično preduzimaju mere kojima se neposredno povećava konkurentna prednost građevinske industrije, a time posredno i efikasnost i efektivnost ostalih privrednih delatnosti.)
MATCH@E:(Secondly, it is interacted with other industries while creating its products and services in a way that when there is a need to accelerate an economic growth, governments usually undertake measures that directly improve a BCI competitive advantage and through the BCI indirectly efficiency and effectiveness of other industries.===>Drugo, u procesu stvaranja proizvoda i usluga ona sarađuje sa drugim granama industrije tako što, kad nastane potreba da se ubrza ekonomski rast, vlade obično preduzimaju mere kojima se neposredno povećava konkurentna prednost građevinske industrije, a time posredno i efikasnost i efektivnost ostalih privrednih delatnosti.)
MATCH@M:(Thirdly, the BCI mainly employs unskilled and semi-skilled workers influencing a rate of employment (Petrovic-Lazarevic, 2002).===>Treće, građevinska industrija uglavnom zapošljava nekvalifikovane i polu-kvalifikovane radnika i na taj način utiče na stopu zaposlenosti (Petrović-Lazarević, 2002).)
MATCH@E:(Thirdly, the BCI mainly employs unskilled and semi-skilled workers influencing a rate of employment (Petrovic-Lazarevic, 2002).===>Treće, građevinska industrija uglavnom zapošljava nekvalifikovane i polukvalifikovane radnika i na taj način utiče na stopu zaposlenosti (Petrović-Lazarević, 2002).)
MATCH@M:(One of the sources of competitive advantage today is corporate social responsibility (Rex and Baumann, 2007).===>Jedan od izvora kompetitivne prednosti danas jeste i društvena odgovornost (Rex i Baumann, 2007).)
MATCH@E:(One of the sources of competitive advantage today is corporate social responsibility (Rex and Baumann, 2007).===>Jedan od izvora kompetitivne prednosti danas jeste i društvena odgovornost (Rex i Baumann, 2007).)
MATCH@M:(It allows the organizations to attract more customers than the other organisations (Luo and Bhattacharya, 2006) by acting ethically and taking care of the environment (Podnar and Golob, 2007).===>Ona omogućava da neke organizacije privuku više potrošača nego druge (Luo i Bhattacharya, 2006) time što de-luju etički pozitivno i vode računa o okruženju (Pod-nar i Golob, 2007).)
MATCH@E:(It allows the organizations to attract more cus tomers than the other organisations (Luo and Bhattacharya, 2006) by acting ethically and taking care of the environment (Podnar and Golob, 2007).===>Ona omogućava da neke organizacije privuku više potrošača nego druge (Luo i Bhattacharya, 2006) time što deluju etički pozitivno i vode računa o okruženju (Podnar i Golob, 2007).)
MATCH@M:(This paper highlights what activities the Australian Government has undertaken to maintain high performance of building and construction industry from the point of view of supporting the corporate social responsibility.===>U ovom radu ukazujemo na to koje aktivnosti je australijska vlada preduzela da bi održala visoku produktivnost građevinske industrije sa stanovišta podržavanja korporativne društvene odgovornosti.)
MATCH@E:(This paper highlights what activities the Australian Government has undertaken to maintain high performance of building and construction industry from the point of view of supporting the corporate social responsibility.===>U ovom radu ukazujemo na to koje aktivnosti je australijska vlada preduzela da bi održala visoku produktivnost građevinske industrije sa stanovišta podržavanja korporativne društvene odgovornosti.)
MATCH@M:(In this respect, the paper is divided as follows: after the literature review, an analysis of actions undertaken by the Australian federal government support the corporate social responsibility is presented.===>Stoga je ovaj rad zamišljen na sledeći način: posle pregleda literature, predstavljena je analiza aktivnosti koja je vlada Australije preduzela u smislu podrške korporativnoj društvenoj odgovornosti.)
MATCH@E:(In this respect, the paper is divided as follows: after the literature review, an analysis of actions undertaken by the Australian federal government support the corporate social responsibility is presented.===>Stoga je ovaj rad zamišljen na sledeći način: posle pregleda literature, predstavljena je analiza aktivnosti koja je vlada Australije preduzela u smislu podrške korporativnoj društvenoj odgovornosti.)
MATCH@M:(Organizations are increasingly implementing corporate social responsibility strategies and activities in order to obtain more value for the organization and in an effort to become more sustainable (Nalewaik and Venters, 2008; Orlitzky et al., 2003; Walsh et al., 2003).===>Organizacije sve više pri-menjuju strategije i aktivnosti iz oblasti korporativne društvene odgovornosti da bi ostvarile veću vrednost za organizaciju i da bi opstale na tržištu (Nalewaik i Venters, 2008; Orlitzky i dr., 2003; Walsh i dr., 2003).)
MATCH@E:(Organizations are increasingly implementing corporate social responsibility strategies and activities in order to obtain more value for the organization and in an effort to become more sustainable (Nalewaik and Venters, 2008; Orlitzky et al., 2003; Walsh et al., 2003).===>Organizacije sve više primenjuju strategije i aktivnosti iz oblasti korporativne društvene odgovornosti da bi ostvarile veću vrednost za organizaciju i da bi opstale na tržištu (Nalewaik i Venters, 2008; Orlitzky i dr., 2003; Walsh i dr., 2003).)
MATCH@M:(Crowther (2000) defines corporations as a nexus of contracts, which means that organisations to survive should have dealings and relationships with many groups of people - different stakeholders.===>Crowther (2000) definiše korporacije kao neksus ugovora, što znači da, da bi organizacije opstale, moraju da sarađuju sa mnogim grupama ljudi - različitim stejkholderima (zainteresovanim stranama).)
MATCH@E:(Crowther (2000) defines corporations as a nexus of contracts, which means that organisations to survive should have dealings and relationships with many groups of people different stakeholders.===>Crowther (2000) definiše korporacije kao neksus ugovora, što znači da, da bi organizacije opstale, moraju da sarađuju sa mnogim grupama ljudi različitim stejkholderima (zainteresovanim stranama).)
MATCH@M:(Organizations cater to and work with these stakeholders and their increasing awareness of the negative effects some firms have on society has made corporate social responsibility more critical.===>Organizacije opslužuju i rade sa ovim stejkholderima, a sve veća svest o negativnim efektima koje neke firme imaju na društvo čini da značaj društvene odgovornosti bude sve kritičniji.)
MATCH@E:(Organizations cater to and work with these stakeholders and their increasing awareness of the negative effects some firms have on society has made corporate social responsibility more critical.===>Organizacije opslužuju i rade sa ovim stejkholderima, a sve veća svest o negativnim efektima koje neke firme imaju na društvo čini da značaj društvene odgovornosti bude sve kritičniji.)
MATCH@M:(Globalisation is making competing for customers more challenging for organizations, therefore, they are constantly looking for ways to make their businesses stand out and differentiate themselves from competitors’ (Middlemiss, 2002).===>Konkurentnost u uslovima globalizacije predstavlja sve veći izazov za organizacije, stoga one neprestano traže načine da istaknu svoje poslovanje i da se svojim kvali-teton izdvoje od konkurencije (Middlemiss, 2002).)
MATCH@E:(Globalisation is making competing for customers more challenging for organizations, therefore, they are constantly looking for ways to make their businesses stand out and differentiate themselves from competitors (Middlemiss, 2002).===>Konkurentnost u uslovima globalizacije predstavlja sve veći izazov za organizacije, stoga one neprestano traže načine da istaknu svoje poslovanje i da se svojim kvaliteton izdvoje od konkurencije (Middlemiss, 2002).)
MATCH@M:(Corporate social responsibility and how well it is managed can be a way to achieve this distinction in the eyes of the customers.===>Korporativna društvena odgovornost i kvalitet s kojim se ostvaruje u očima potrošača može da bude veoma značajna odrednica koja kompaniju izdvaja u tom smislu.)
MATCH@E:(Corporate social responsibility and how well it is managed can be a way to achieve this distinction in the eyes of the customers.===>Korporativna društvena odgovornost i kvalitet s kojim se ostvaruje u očima potrošača može da bude veoma značajna odrednica koja kompaniju izdvaja u tom smislu.)
MATCH@M:(Increasingly customers are looking for cues from organizational reputation, organizational transparency and environmental assets to determine the value of the organization.===>Kada određuju vrednost organizacije, potrošači sve više obraćaju pažnju na ugled, transparentnost i brigu koju organizacija pokazuje za životnu sredinu.)
MATCH@E:(Increasingly customers are looking for cues from organizational reputation, organizational transparency and environmental assets to determine the value of the organization.===>Kada određuju vrednost organizacije, potrošači sve više obraćaju pažnju na ugled, transparentnost i brigu koju organizacija pokazuje za životnu sredinu.)
MATCH@M:(Traditionally the social environment that an organization operated in was largely discarded from research (Hart, 1995).===>Do sada je društveno okruženje u kome organizacija posluje bilo u velikoj meri zapostavljeno u istraživanjima (Hart, 1995).)
MATCH@E:(Traditionally the social environment that an organization operated in was largely discarded from research (Hart, 1995).===>Do sada je društveno okruženje u kome organizacija posluje bilo u velikoj meri zapostavljeno u istraživanjima (Hart, 1995).)
MATCH@M:(Now it is accepted that the social environment can have significant effects on the selection of business strategy and should be considered (Langerak, 1998).===>Sada se svi slažu da društveno okruženje može u značajnoj meri da utiče na izbor poslovne strategije i da joj treba posvetiti pažnju (Lan-gerak, 1998).)
MATCH@E:(Now it is accepted that the social environment can have significant effects on the selection of business strategy and should be considered (Langerak, 1998).===>Sada se svi slažu da društveno okruženje može u značajnoj meri da utiče na izbor poslovne strategije i da joj treba posvetiti pažnju (Langerak, 1998).)
MATCH@M:(Organizations rely on their environments to be able to do business so they should invest in that relationship with the environment and corporate social responsibility can be a means for achieving that (Kitchin, 2003).===>Organizacije se u svom poslovanju oslanjaju na svoje okruženje, stoga i treba da investiraju u taj odnos sa okruženjem, a korporativna društvena odgovornost može da predstavlja način da se to postigne (Kitchin, 2003).)
MATCH@E:(Organizations rely on their environments to be able to do business so they should invest in that relationship with the environment and corporate social responsibility can be a means for achieving that (Kitchin, 2003).===>Organizacije se u svom poslovanju oslanjaju na svoje okruženje, stoga i treba da investiraju u taj odnos sa okruženjem, a korporativna društvena odgovornost može da predstavlja način da se to postigne (Kitchin, 2003).)
MATCH@M:(Corporate social responsibility signals to the organizations’ operating environment that the organization is committed to pursuing issues that their stakeholders care about.===>Korporativna društvena odgovornost pokazuje radnom okruženju organizacije da je organizacija posvećena ciljevima značajnim za njene stejkholdere.)
MATCH@E:(Corporate social responsibility signals to the organizations operating environment that the organization is committed to pursuing issues that their stakeholders care about.===>Korporativna društvena odgovornost pokazuje radnom okruženju organizacije da je organizacija posvećena ciljevima značajnim za njene stejkholdere.)
MATCH@M:(This is important because it indicates to stakeholders and society, which make up the social environment, that the organization wants to work with them and is beneficial to them.===>Ovo jeste značajno zatao što se time pokazuje stejkholderima i društvu, koji i čine društveno okruženje, da organizacija želi da sarađuje sa njima i da im donese korist.)
MATCH@E:(This is important because it indicates to stakeholders and society, which make up the social environment, that the organization wants to work with them and is beneficial to them.===>Ovo jeste značajno zatao što se time pokazuje stejkholderima i društvu, koji i čine društveno okruženje, da organizacija želi da sarađuje sa njima i da im donese korist.)
MATCH@M:(Corporate social responsibility is often implemented because of the belief that it is in the firm’s best interests (Waddock and Smith, 2000).===>Korporativna društvena odgovornost često se prime-njuje zato što se veruje da je to u najboljem interesu firme (Waddock i Smith, 2000).)
MATCH@E:(Corporate social responsibility is often implemented because of the belief that it is in the firms best interests (Waddock and Smith, 2000).===>Korporativna društvena odgovornost često se primenjuje zato što se veruje da je to u najboljem interesu firme (Waddock i Smith, 2000).)
MATCH@M:(Corporate social responsibility has been shown to lead to positive outcomes such as competitive advantage and better performance in the share market (Waddock and Smith, 2000).===>Pokazalo se da korporativna društvena odgovornost dovodi do pozitivnih ishoda kao što je konkurentska prednost i bolji učinak na tržištu akcija (Waddock i Smith, 2000).)
MATCH@E:(Corporate social responsibility has been shown to lead to positive outcomes such as competitive advantage and better performance in the share market (Waddock and Smith, 2000).===>Pokazalo se da korporativna društvena odgovornost dovodi do pozitivnih ishoda kao što je konkurentska prednost i bolji učinak na tržištu akcija (Waddock i Smith, 2000).)
MATCH@M:(Increasingly corporate social responsibility is being seen as a significant strategic tool for competing in the global marketplace (Oyewole, 2001).===>Korporativna društvena odgovornost se sve više posmatra kao značajan strateški alat u nadmetanju na globalnom tržištu (Oyewole, 2001).)
MATCH@E:(Increasingly corporate social responsibility is being seen as a significant strategic tool for competing in the global marketplace (Oyewole, 2001).===>Korporativna društvena odgovornost se sve više posmatra kao značajan strateški alat u nadmetanju na globalnom tržištu (Oyewole, 2001).)
MATCH@M:(Johri and Sahasakmontri (1998) argue that corporate social responsibility involves implementing approaches at all stages of the value chain that are aiming to decrease resource use, maximize efficiency and minimize negative impacts on the environment.===>Johri i Sahasakmontri (1998) tvrde da korporativna društvena odgovornost znači primenu pristupa kojima se smanjuje količina upotre-bljenih resursa, maksimizuje efikasnost, a negativni uticaji na okruženje svode na najmanju meru, i to u svim fazama lanca vrednosti.)
MATCH@E:(Johri and Sahasakmontri (1998) argue that corporate social responsibility involves implementing approaches at all stages of the value chain that are aiming to decrease resource use, maximize efficiency and minimize negative impacts on the environment.===>Johri i Sahasakmontri (1998) tvrde da korporativna društvena odgovornost znači primenu pristupa kojima se smanjuje količina upotrebljenih resursa, maksimizuje efikasnost, a negativni uticaji na okruženje svode na najmanju meru, i to u svim fazama lanca vrednosti.)
MATCH@M:(Therefore, corporate social responsibility impacts on strategic considerations and should be integrated with the strategic decisions of an organization.===>Stoga se može reći da korporativna društvena odgovornost ima uticaja kada se razmatra strategija i treba je obuhvatiti strateškim odlukama organizacije.)
MATCH@E:(Therefore, corporate social responsibility impacts on strategic considerations and should be integrated with the strategic decisions of an organization.===>Stoga se može reći da korporativna društvena odgovornost ima uticaja kada se razmatra strategija i treba je obuhvatiti strateškim odlukama organizacije.)
MATCH@M:(Undertaking socially responsible actions can be a source of competitive advantage for firms, particularly if their competition is not engaging in corporate social responsibility or is not doing it well (Rex and Baumann, 2007).===>Preduzimanje društveno odgovornih aktivnosti može da bude izvor konkurentske prednosti za firme, posebno ako njihova konkurencija ne pokazuje korporativnu društvenu odgovornost ili je ne sprovodi na zadovoljavajući način (Rex i Baumann, 2007).)
MATCH@E:(Undertaking socially responsible actions can be a source of competitive advantage for firms, particularly if their competition is not engaging in corporate social responsibility or is not doing it well (Rex and Baumann, 2007).===>Preduzimanje društveno odgovornih aktivnosti može da bude izvor konkurentske prednosti za firme, posebno ako njihova konkurencija ne pokazuje korporativnu društvenu odgovornost ili je ne sprovodi na za dovoljavajući način (Rex i Baumann, 2007).)
MATCH@M:(This allows the organization to differentiate itself from competitors by engaging in corporate social responsibility (Morris, 1997; Russo and Fouts, 1997).===>Time organizacija dobija mogućnost da se istakne u odnosu na konkurenciju time što pokazuje korporativnu društvenu odgovornost (Morris, 1997; Russo i Fouts, 1997).)
MATCH@E:(This allows the organization to dif ferentiate itself from competitors by engaging in corporate social responsibility (Morris, 1997; Russo and Fouts, 1997).===>Time organizacija dobija mogućnost da se istakne u odnosu na konkurenciju time što pokazuje korporativnu društvenu odgovornost (Morris, 1997; Russo i Fouts, 1997).)
MATCH@M:(Podnar and Golob (2007) found that acting ethically and engaging in corporate social responsibility can lead to competitive advantage because of the way customers respond to these initiatives.===>Podnar i Golob (2007) zaključuju da poštovanje etičkih principa i korporativne društvene odgovornosti može da ima za posledicu konkurentsku prednost pošto potrošači pozitivno reaguju na ovakve inicijative.)
MATCH@E:(Podnar and Golob (2007) found that acting ethically and engaging in corporate social responsibility can lead to competitive advantage because of the way customers respond to these initiatives.===>Podnar i Golob (2007) zaključuju da poštovanje etičkih principa i korporativne društvene odgovornosti može da ima za posledicu konkurentsku prednost pošto potrošači pozitivno reaguju na ovakve inicijative.)
MATCH@M:(Customers assess companies that engage in corporate social responsibility in a more positive light and tend to choose these companies over others who do not engage in corporate social responsibility (Podnar and Golob, 2007).===>Potrošači više cene društveno odgovorne kompanije i radije se okreću ovakvim kompanijama nego onima koje se tako ne ponašaju (Podnar i Go-lob, 2007).)
MATCH@E:(Customers assess companies that engage in corporate social responsibility in a more positive light and tend to choose these companies over others who do not engage in corporate social responsibility (Podnar and Golob, 2007).===>Potrošači više cene društveno odgovorne kompanije i radije se okreću ovakvim kompanijama nego onima koje se tako ne ponašaju (Podnar i Golob, 2007).)
MATCH@M:(This communicates to stakeholders the organizations’ commitment to their business is enduring and that they are prepared to invest in creating long-term value for stakeholders which will benefit them both now and in the future.===>To stejkholderima pokazuje da je kompanija i dalje posvećena njihovim interesima i da je spremna da ostvaruje dugoročnu korist za njih, i sada i u buduće.)
MATCH@E:(This communicates to stakeholders the organizations commitment to their business is enduring and that they are prepared to invest in creating long-term value for stakeholders which will benefit them both now and in the future.===>To stejkholderima pokazuje da je kompanija i dalje posvećena njihovim interesima i da je spremna da ostvaruje dugoročnu korist za njih, i sada i u buduće.)
MATCH@M:(Therefore, practicing corporate social responsibility can indicate to the customers that the organization is committed to addressing issues that they are concerned with.===>Stoga primena korporativne društvene odgovornosti pokazuje potrošačima da je spremna da se bavi pitanjima koja su od njihovog interesa.)
MATCH@E:(Therefore, practicing corporate social responsibility can indicate to the customers that the organization is committed to addressing issues that they are concerned with.===>Stoga primena korporativne društvene odgovornosti pokazuje potrošačima da je spremna da se bavi pitanjima koja su od njihovog interesa.)
MATCH@M:(Bowen (1953) defines corporate social responsibility as a firm’s duty to society to act in a way that was congruent with the goals and ideals of society at large.===>Bowen (1953) definiše korporativnu društvenu odgovornost kao dug koju orgnizacija ima prema društvu, dužnost da se ponaša na način koji je u skladu sa ciljevima i idealima društva kao celine.)
MATCH@E:(Bowen (1953) defines corporate social responsibility as a firms duty to society to act in a way that was congruent with the goals and ideals of society at large.===>Bowen (1953) definiše korporativnu društvenu odgovornost kao dug koju orgnizacija ima prema društvu, dužnost da se ponaša na način koji je u skladu sa ciljevima i idealima društva kao celine.)
MATCH@M:(This can include any actions undertaken by the firm in order to lead to minimizing adverse effects on society or leading to socially favourable outcomes (Maignan, 2001).===>To obuhvata bilo koju aktivnost koju firma sprovodi da bi negativne efekte na društvo svela na najmanju meru ili da bi ostvarila društveno povoljne ishode (Maignan, 2001).)
MATCH@E:(This can include any actions undertaken by the firm in order to lead to minimizing adverse effects on society or leading to socially favourable outcomes (Maignan, 2001).===>To obuhvata bilo koju aktivnost koju firma sprovodi da bi negativne efekte na društvo svela na najmanju meru ili da bi ostvarila društveno povoljne ishode (Maignan, 2001).)
MATCH@M:(Corporate social responsibility activities usually do not lead to profits in the short-term for the organization, and because potential long-term benefits are difficult to predict and measure, many organizations are sceptical about the benefits of corporate social responsibility (Kitchin, 2003).===>Korporativna društvena odgovornost organizaciji obično ne donosi kratkoročne profite, a potencijalne dugoročne koristi je teško predvideti i meriti, tako da su mnoge firme skeptične u pogledu aktivnosti iz ob-lesti korporativne društvene odgovornosti (Kitchin, 2003).)
MATCH@E:(Corporate social responsibility activities usually do not lead to profits in the short-term for the organization, and because potential long-term benefits are difficult to predict and measure, many organizations are sceptical about the benefits of corporate social responsibility (Kitchin, 2003).===>Korporativna društvena odgovornost organizaciji obično ne donosi kratkoročne profite, a potencijalne dugoročne koristi je teško predvideti i meriti, tako da su mnoge firme skeptične u pogledu aktivnosti iz oblesti korporativne društvene odgovornosti (Kitchin, 2003).)
MATCH@M:(Corporate social responsibility is about preventing harm from happening to organizational stakeholders as a result of the organizations’ actions and trying to increase stakeholders’ wellbeing (Mohr, Webb and Harris, 2001).===>Korporativna društvena odgovornost predstavlja i napor da se spreči šteta po stejkholdere koja može da proistekne iz organizacionih aktivnosti usmere-nih na ostvarivanje koristi za njih (Mohr, Webb i Harris, 2001).)
MATCH@E:(Corporate social responsibility is about preventing harm from happening to organizational stakeholders as a result of the organizations actions and trying to increase stakeholders wellbeing (Mohr, Webb and Harris, 2001).===>Korporativna društvena odgovornost predstavlja i napor da se spreči šteta po stejkholdere koja može da proistekne iz organizacionih aktivnosti usmerenih na ostvarivanje koristi za njih (Mohr, Webb i Harris, 2001).)
MATCH@M:(For Carrol (1991) corporate social responsibility relates to the responsibility of corporations along four dimensions: economic, legal, ethical and discretionary.===>Carrol (1991) tvrdi da se korporativna društvena odgovornost odnosi na odgovornost korporacija u četiri dimenzije: ekonomskoj, pravnoj, etičkoj i diskrecionoj.)
MATCH@E:(For Carrol (1991) corporate social responsibility relates to the responsibility of corporations along four dimensions: economic, legal, ethical and discretionary.===>Carrol (1991) tvrdi da se korporativna društvena odgovornost odnosi na odgovornost korporacija u četiri dimenzije: ekonomskoj, pravnoj, etičkoj i diskrecionoj.)
MATCH@M:(The economic dimension describes the organizations responsibility to be profitable, and generate returns for their stakeholders.===>Ekonomska dimenzija označava odgovornost kompanije da bude profitabilna i da ostvari povraćaj za njene stejkholdere.)
MATCH@E:(The economic dimension describes the organizations responsibility to be profitable, and generate returns for their stakeholders.===>Ekonomska dimenzija označava odgovornost kompanije da bude profitabilna i da ostvari povraćaj za njene stejkholdere.)
MATCH@M:(The legal dimension illustrates organisational responsibility to abide by legal standards and regulations.===>Pravna dimenzija odražava odgovornost organizacije da se ponaša po zakonskim normama i propisima.)
MATCH@E:(The legal dimension illustrates organisational responsibility to abide by legal standards and regulations.===>Pravna dimenzija odražava odgovornost organizacije da se ponaša po zakonskim normama i propisima.)
MATCH@M:(The ethical dimension refers to developing codes of ethics, ethical norms, and values such as honesty particularly in relationships with customers and employees.===>Etička dimenzija se odnosi na razvijanje kodeksa etike, etičkih normi i vrednosti kao što je poštenje, posebno u odnosima sa potrošačima i sa zaposlenima.)
MATCH@E:(The ethical dimension refers to developing codes of ethics, ethical norms, and values such as honesty particularly in relationships with customers and employees.===>Etička dimenzija se odnosi na razvijanje kodeksa etike, etičkih normi i vrednosti kao što je poštenje, posebno u odnosima sa potrošačima i sa zaposlenima.)
MATCH@M:(The discretionary responsibility includes any voluntary or philanthropic deeds carried out by the organization to contribute to the good of society.===>Diskreciona odgovornost obuhvata svaki voljni ili filantropski postupak organizacije kojim se ostvaruje dobrobit za društvo.)
MATCH@E:(The discretionary responsibility includes any voluntary or philanthropic deeds carried out by the organization to contribute to the good of society.===>Diskreciona odgovornost obuhvata svaki voljni ili filantropski postupak organizacije kojim se ostvaruje dobrobit za društvo.)
MATCH@M:(According to Petrovic-Lazarevic (2008), corporate social responsibility is a set of principles established by an organisation to meet societal expectations of appropriate business behaviour and achieve best practice through social benefits and sustainable competitive advantage.===>Prema Petrović-Lazarević (2008), korporativna društvena odgovornost predstavlja skup principa koje organizacija utvrđuje da bi ispunila društvena očekivanja u vezi sa odgovarajućim poslovnim ponašanjem i postigne najbolju praksu putem društvene koristi i održive konkurentske prednosti.)
MATCH@E:(1. ~~~ According to Petrovic-Lazarevic (2008), corporate social responsibility is a set of principles established by an organisation to meet societal expectations of appropriate business behaviour and achieve best practice through social benefits and advantage.===>Prema Petrović-Lazarević (2008), korporativna društvena odgovornost predstavlja skup principa koje organizacija utvrđuje da bi ispunila društvena očekivanja u vezi sa odgovarajućim poslovnim ponašanjem i postigne najbolju praksu putem društvene koristi i održive konkurentske prednosti.)
MATCH@M:(Accordingly, an organisation’s corporate social responsibility may be estimated by analysing the following activities:===>Prema tome, korporativna društvena odgovornost jedne organizacije može da se ocenjuje tako što će se analizirati sle-deće aktivnosti:)
MATCH@E:(Accordingly, an organisations corporate social responsibility may be estimated by analysing the following activities: competitive sustainable 2.===>Prema tome, korporativna društvena odgovornost jedne organizacije može da se ocenjuje tako što će se analizirati sledeće aktivnosti: ~~~ 1.)
MATCH@M:(1.	Company’s moral obligation to be good citizen and to do the right thing===>1.	Moralna obaveza kompanije da bude dobar građanin i čini prave stvari.)
MATCH@E:(Companys moral obligation to be good citizen and to do the right thing 3.===>Moralna obaveza kompanije da bude dobar gra đanin i čini prave stvari. 2.)
MATCH@M:(1.	Sustainability or meeting the needs of the present without compromising the ability of future generations to meet their own needs===>2.	Održivost i zadovoljavanje potreba u sadašnjosti ne dovodeći u pitanje mogućnosti budućih generacija da zadovolje svoje sopstvene potrebe)
MATCH@E:(Sustainability or meeting the needs of the present without compromising the ability of future generations to meet their own needs 4.===>Održivost i zadovoljavanje potreba u sadašnjosti ne dovodeći u pitanje mogućnosti budućih generacija da zadovolje svoje sopstvene potrebe 3.)
MATCH@M:(3.	Reputation to justify corporate social responsibility initiatives to improving company’s image===>3.	Ugled kojim se opravdavaju inicijative iz oblasti korporativne društvene odgovornosi za poboljšanje slike kompanije)
MATCH@E:(Reputation to justify corporate social responsibility initiatives to improving companys image 5.===>Ugled kojim se opravdavaju inicijative iz oblasti korporativne društvene odgovornosi za poboljšanje slike kompanije 4.)
MATCH@M:(4.	External aspects that relate to relationship with suppliers and commitment to local community protection and engagement===>4.	Spoljni aspekti koji se odnose na odnose sa dobavljačima i posvećenost zaštiti i obuhvatu lokalne zajednice)
MATCH@E:(External aspects that relate to relationship with suppliers and commitment to local community protection and engagement 6.===>Spoljni aspekti koji se odnose na odnose sa dobavljačima i posvećenost zaštiti i obuhvatu lokalne zajednice 5.)
MATCH@M:(5.	Internal aspects that cover relationship with employees and unions===>5.	Unutrašnji aspekti koji obuhvataju odnose sa zaposlenima i sindikatima)
MATCH@E:(Internal aspects that cover relationship with em ployees and unions 7.===>Unutrašnji aspekti koji obuhvataju odnose sa za poslenima i sindikatima 6.)
MATCH@M:(6.	Accountability and transparency that include commitment to reporting on corporate social responsibility.===>6.	Pouzdanost i transparentnost koje uključuju posvećenost kompanije obaveštavanju okruženja o svojoj korporativnoj društvenoj odgovornosti.)
MATCH@E:(Accountability and transparency that include commitment to reporting on corporate social responsibility.===>Pouzdanost i transparentnost koje uključuju posvećenost kompanije obaveštavanju okruženja o svojoj korporativnoj društvenoj odgovornosti.)
MATCH@M:(The corporate social responsibility literature has revolved for many years around whether or not the organizations has a duty to society in terms of their impact on it or whether their only duty is to make money for their shareholders (Capaldi, 2005).===>Literatura o korporativnoj društvenoj odgovornosti se dugo godina bavila pitanjem da li organizacije imaju dužnosti prema društvu u smislu svog uticaja na društvo ili ne, kao i da li je njihova jedina dužnost da zarađuju novac svojim akcionarima (Capaldi, 2005).)
MATCH@E:(The corporate social responsibility literature has revolved for many years around whether or not the organizations has a duty to society in terms of their impact on it or whether their only duty is to make money for their shareholders (Capaldi, 2005).===>Literatura o korporativnoj društvenoj odgovornosti se dugo godina bavila pitanjem da li organizacije imaju dužnosti prema društvu u smislu svog uticaja na društvo ili ne, kao i da li je njihova jedina dužnost da zarađuju novac svojim akcionarima (Capaldi, 2005).)
MATCH@M:(This debate seems to be less important in current times because of the pressure in the market to take up corporate social responsibility and the societal-backlash towards companies like Enron and others (Capaldi, 2005; Middlemiss, 2002).===>Danas ova debata nije toliko značajna zbog pritiska tržišta na organizacije da preuzmu korporativnu društvenu odgovornost i ogorčenja koje društvo pokazuje prema kompanijama kao što su Enron i druge (Capaldi, 2005; Middlemiss, 2002).)
MATCH@E:(This debate seems to be less important in current times because of the pressure in the market to take up corporate social responsibility and the societal-backlash towards companies like Enron and others (Capaldi, 2005; Middlemiss, 2002).===>Danas ova debata nije toliko značajna zbog pritiska tržišta na organizacije da preuzmu korporativnu društvenu odgovornost i ogorčenja koje društvo pokazuje prema kompanijama kao što su Enron i druge (Capaldi, 2005; Middlemiss, 2002).)
MATCH@M:(Societal tolerance for companies who do everything possible for profit, no matter how detrimental it might be for the collective good of society, is waning (Kitchin, 2003).===>Društvena tolerancija prema kompanijama koje bi učinile bilo šta samo da ostvare profit, bez obzira štetu koju pritom može da pretrpi društvo, polako se kruni (Kitchin, 2003).)
MATCH@E:(Societal tolerance for companies who do everything possible for profit, no matter how detrimental it might be for the collective good of society, is waning (Kitchin, 2003).===>Društvena tolerancija prema kompanijama koje bi učinile bilo šta samo da ostvare profit, bez obzira štetu koju pritom može da pretrpi društvo, polako se kruni (Kitchin, 2003).)
MATCH@M:(During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and O’Brien, 2000).===>U istraživanjima koja se poslednjih decenija vrše u ovoj oblasti korporativna društvena odgovornost kao koncept doživela je veliku kritiku (Quazi i O’Brien, 2000).)
MATCH@E:(During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and OBrien, 2000).===>Uprkos kritikama, korporativna društvena odgovornost je postala široko prihvaćena i primenjena u organizacijama.)
BAD_LINE_=============================================================
BAD_LINE_M:During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and O’Brien, 2000).
BAD_LINE_M:U istraživanjima koja se poslednjih decenija vrše u ovoj oblasti korporativna društvena odgovornost kao koncept doživela je veliku kritiku (Quazi i O’Brien, 2000).
BAD_LINE_E:During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and OBrien, 2000).
BAD_LINE_E:Uprkos kritikama, korporativna društvena odgovornost je postala široko prihvaćena i primenjena u organizacijama.
MATCH@M:(It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985).===>Govorili su da je pogrešno definisana (Preston i Post, 1975), da nema empirijsku podršku niti teorijski integritet (DeFillipi, 1982) i da ju je teško objektivno proučavati (Aupperle i dr., 1985).)
MATCH@E:(It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985).===>)
BAD_LINE_=============================================================
BAD_LINE_M:It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985).
BAD_LINE_M:Govorili su da je pogrešno definisana (Preston i Post, 1975), da nema empirijsku podršku niti teorijski integritet (DeFillipi, 1982) i da ju je teško objektivno proučavati (Aupperle i dr., 1985).
BAD_LINE_E:It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985).
BAD_LINE_E:
MATCH@M:(Despite of criticism, corporate social responsibility has been widely accepted and applied by organisations.===>Uprkos kritikama, korporativna društvena odgovornost je postala široko prihvaćena i primenjena u organizacijama.)
MATCH@E:(Despite of criticism, corporate social responsibility has been widely accepted and applied by organisations.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Despite of criticism, corporate social responsibility has been widely accepted and applied by organisations.
BAD_LINE_M:Uprkos kritikama, korporativna društvena odgovornost je postala široko prihvaćena i primenjena u organizacijama.
BAD_LINE_E:Despite of criticism, corporate social responsibility has been widely accepted and applied by organisations.
BAD_LINE_E:
MATCH@M:(It has also been supported by the Government.===>Dobila je i podršku vlade.)
MATCH@E:(It has also been supported by the Government.===>Dobila je i podršku vlade.)
MATCH@M:(Since the building and construction industry differs from the other industries, in order to understand how the Government’s support to this industry helps to overcome the negative effects of the global economic crisis, the characteristics of the industry are below explained in more details.===>Pošto se građevinska industrija razlikuje od ostalih grana industrije, detaljnije ćemo se pozabaviti njenim ka-rakterstikama, a da bismo razumeli kako i šta vlada čini da joj pomogne da prevaziđe negativne efekte globalne ekonomske krize.)
MATCH@E:(Since the building and construction industry differs from the other industries, in order to understand how the Governments support to this industry helps to overcome the negative effects of the global economic crisis, the characteristics of the industry are below explained in more details. ~~~ 2.2.===>Pošto se građevinska industrija razlikuje od ostalih grana industrije, detaljnije ćemo se pozabaviti njenim karakterstikama, a da bismo razumeli kako i šta vlada čini da joj pomogne da prevaziđe negativne efekte globalne ekonomske krize. 2.)
MATCH@M:(Building and construction industry has a reputation of the one of the oldest industries which can significantly contribute to the economic recovery of the country destroyed by political, economic and natural disaster (Petrovic-Lazarevic, 2005).===>Građevinska industrija slovi kao jedna od najstarijih industrija koja može u značajnoj meri da doprinese ekonomskom oporavku zemlje uništene političkim, ekonomskim ili prirodnim katastrofama (Petrović-La-zarević, 2005).)
MATCH@E:(Building and construction industry Building and construction industry has a reputation of the one of the oldest industries which can significantly contribute to the economic recovery of the country destroyed by political, economic and natural disaster (Petrovic-Lazarevic, 2005).===>Građevinska industrija Građevinska industrija slovi kao jedna od najstarijih industrija koja može u značajnoj meri da doprinese ekonomskom oporavku zemlje uništene političkim, ekonomskim ili prirodnim katastrofama (Petrović-Lazarević, 2005).)
MATCH@M:(Building and construction industry has specific physical nature of the product, the structure of the industry and the organization of the building and construction process (Petrovic-Lazarevic, 2003).===>Građevinarstvo se odlikuje specifičnom prirodom proizvoda, strukturom industrije i organizacijom procesa građenja (Petrović-Lazarević).)
MATCH@E:(Building and construction industry has specific physical nature of the product, the structure of the industry and the organization of the building and construction process (Petrovic-Lazarevic, 2003).===>Građevinarstvo se odlikuje specifičnom prirodom proizvoda, strukturom industrije i organizacijom procesa građenja (Petrović-Lazarević).)
MATCH@M:(The product of building and construction industry is mostly large and expensive and since it is located in a specific geographic area not generally transportable.===>Proizvod građevinske industrije je uglavnom velikih dimenzija i skup, lociran u određenoj geografskoj oblasti, i uglavnom ga je teško prenositi.)
MATCH@E:(The product of building and construction industry is mostly large and expensive and since it is located in a specific geographic area not generally transportable.===>Proizvod građevinske industrije je uglavnom velikih dimenzija i skup, lociran u određenoj geografskoj oblasti, i uglavnom ga je teško prenositi.)
MATCH@M:(Buildings and other structures are usually made to meet the requirements of each customer.===>Zgrade i druge građevine obično se grade za zadovoljenje potreba svakog potrošača posebno.)
MATCH@E:(Buildings and other structures are usually made to meet the requirements of each customer.===>Zgrade i druge građevine obično se grade za zadovoljenje potreba svakog potrošača posebno.)
MATCH@M:(Three separate groups of people: client, designer and contractor are involved in a building process based on projects.===>U procesima zasnovanim na projektima obično učestvuju tri grupe ljudi: klijent, projektant i izvođač radova.)
MATCH@E:(Three separate groups of people: client, designer and contractor are involved in a building process based on projects.===>U procesima zasnovanim na projektima obično učestvuju tri grupe ljudi: klijent, projektant i izvođač radova.)
MATCH@M:(Each project consists of several organizations subcontractors that operate with its own objectives and pressures.===>Svaki projekat obuhvata nekoliko organizacija, po-dizvođača koje imaju svoje posebne ciljeve i pritiske koje podnose.)
MATCH@E:(Each project consists of several organizations subcontractors that operate with its own objectives and pressures.===>Svaki projekat obuhvata nekoliko organizacija, podizvođača koje imaju svoje posebne ciljeve i pritiske koje podnose.)
MATCH@M:(Project manager is in charge of overall costs, time and quality of actions undertaken.===>Projektni menadžer je odgovoran za ukupne troškove, vreme i kvalitet preduzetih radova.)
MATCH@E:(Project manager is in charge of overall costs, time and quality of actions undertaken.===>Projektni menadžer je odgovoran za ukupne troškove, vreme i kvalitet preduzetih radova.)
MATCH@M:(Building and construction industry firms consist of large organizations with usually over 20 employees and small to medium enterprises (with less than 20 employees.===>Građevinske firme obuhvataju velike organizacije koje obično imaju više od 20 zaposlenih i mala ili srednja preduzeće sa manje od 20 zaposlenih.)
MATCH@E:(Building and construction industry firms consist of large organizations with usually over 20 employees and small to medium enterprises (with less than 20 employees.===>Građevinske firme obuhvataju velike organizacije koje obično imaju više od 20 zaposlenih i mala ili srednja preduzeće sa manje od 20 zaposlenih.)
MATCH@M:(Large organisations take form of corporation indicating that corporate governance is an applied management style (Petrovic-Lazarevic, 2004).===>Velike organizacije prerastaju u korporacije čime pokazuju da korporativno upravljanje predstavlja tip primenjenog me-nadžmenta (Petrović-Lazarević, 2004).)
MATCH@E:(Large organisations take form of corporation indicating that corporate governance is an applied management style (Petrovic-Lazarevic, 2004).===>Velike organizacije prerastaju u korporacije čime pokazuju da korporativno upravljanje predstavlja tip primenjenog menadžmenta (Petrović-Lazarević, 2004).)
MATCH@M:(Because of the influence of the building and construction industry to the Australian economy, the Australian Government is paying specific attention to support its wellbeing.===>Pošto je uticaj građevinske industrije na privredu Australije značajan, australijska vlada posebnu pažnju posvećuje dobrobiti ove privredne grane.)
MATCH@E:(Because of the influence of the building and construction industry to the Australian economy, the Australian Government is paying specific attention to support its wellbeing.===>Pošto je uticaj građevinske industrije na privredu Australije značajan, australijska vlada posebnu pažnju posvećuje dobrobiti ove privredne grane.)
MATCH@M:(This paper highlights what the Government has undertaken so far.===>U ovom radu opisaćemo šta je vlada učinila do sada.)
MATCH@E:(This paper highlights what the Government has undertaken so far.===>U ovom radu opisaćemo šta je vlada učinila do sada. [ta se radi u Australiji?)
MATCH@M:(Following Petrovic-Lazarevic (2008) definition of corporate social responsibility, the Australian Government should influence the organisational sustainability and relationship between employers and unions; while the organisations themselves should take care of their reputation to justify corporate social responsibility initiatives to improving their image, relationship with suppliers and commitment to local community protection and engagement, and accountability and transparency that include commitment to reporting on corporate social responsibility.===>Iz definicije korporativne društvene odgovornosti Petrović-Lazarević (2008) sledi da australijska vlada treba da utiče na organizacionu održivost i odnos između poslodavaca i sindikata, dok same organizacije treba da brinu o svom ugledu kojim garantuju da njihove inicijative u korporativnoj društvenoj odgovornosti poboljšavaju sliku o njima, njihovom odnosu sa dobavljačima i njihovu posvećenost zaštiti i obuhvatu okruženja, i o pouzdanosti i transparentnosti kojom je obuhvaćena njihova volja da obaveštavaju o korporativnoj društvenoj odgovornosti koju primenjuju.)
MATCH@E:(What is done in Australia? social responsibility, Following Petrovic-Lazarevic (2008) definition of corporate the Australian Government should influence the organisational sustainability and relationship between employers and unions; while the organisations themselves should take care of their reputation to justify corporate social responsibility initiatives to improving their image, relationship with suppliers and commitment to local community protection and engagement, and accountability and transparency that include commitment to reporting on corporate social responsibility. who seemed to be the most eligible to providing the right information not only for Queensland, but Australia as well.===>Govorili su da je pogrešno definisana (Preston i Post, 1975), da nema empirijsku podršku niti teorijski integritet (DeFillipi, 1982) i da ju je teško objektivno proučavati (Aupperle i dr., 1985). ~~~ Iz definicije korporativne društvene odgovornosti Petrović-Lazarević (2008) sledi da australijska vlada treba da utiče na organizacionu održivost i odnos između poslodavaca i sindikata, dok same organizacije treba da brinu o svom ugledu kojim garantuju da njihove inicijative u korporativnoj društvenoj odgovornosti poboljšavaju sliku o njima, njihovom odnosu sa dobavljačima i njihovu posvećenost zaštiti i obuhvatu okruženja, i o pouzdanosti i transparentnosti kojom je obuhvaćena njihova volja da obaveštavaju o korporativnoj društvenoj odgovornosti koju primenjuju.)
MATCH@M:(The influence on relationship between employers and unions pursues through the regulations.===>Uticaj na odnose između poslodavaca i sindikata defi-nisan je propisima.)
MATCH@E:(The influence on relationship between employers and unions pursues through the regulations.===>Uticaj na odnose između poslodavaca i sindikata definisan je propisima.)
MATCH@M:(However, the governmental influence on the organisational sustainability is specifically applied.===>Ipak, vlada čini posebne korake da pojaca organizacionu održivost.)
MATCH@E:(However, the governmental influence on the organisational sustainability is specifically applied.===>Ipak, vlada čini posebne korake da pojača organizacionu održivost.)
MATCH@M:(This is in particular related to the preservation of a healthy environment.===>To se posebno odnosi na očuvanje zdrave životne sredine.)
MATCH@E:(This is in particular related to the preservation of a healthy environment.===>To se posebno odnosi na očuvanje zdrave životne sredine.)
MATCH@M:(The United Nations Conference on Environment and Development held in Rio de Janeiro in 1992 is understood as a key activity globally undertaken to support sustainability (International Environmental Law and Policy Series, 1993).===>Konferencija Ujedinjenih nacija o životnoj sredini i razvoju održana u Rio de Zaneiru 1992. godine smatra se ključnom aktivnošću koja je sprovedena na globalnom planu da bi se obezbedio održivi razvoj (Međunarodni zakon o politici očuvanja životne sredine, 1993).)
MATCH@E:(The United Nations Conference on Environment and Development held in Rio de Janeiro in 1992 is understood as a key activity globally undertaken to support sustainability (International Environmental Law and Policy Series, 1993).===>Konferencija Ujedinjenih nacija o životnoj sredini i razvoju održana u Rio de @aneiru 1992. godine smatra se ključnom aktivnošću koja je sprovedena na globalnom planu da bi se obezbedio održivi razvoj (Međunarodni zakon o politici očuvanja životne sredine, 1993).)
MATCH@M:(The Conference pointed to the relevance of governments participants of the Conference, to establish a national strategy for sustainable development.===>Na konferenciji je ukazano na obavezu zemalja učesnica konferencije da utvrde nacionalnu strategiju održi-vog razvoja.)
MATCH@E:(The Conference pointed to the relevance of governments participants of the Conference, to establish a national strategy for sustainable development.===>Na konferenciji je ukazano na obavezu zemalja učesnica konferencije da utvrde nacionalnu strategiju održivog razvoja.)
MATCH@M:(It further required to integrate “environment and development at the policy, planning and management levels; provide an effective legal and regulatory framework; make effective use of economic instruments and market and other instruments; and establish systems for integrated environmental and economic accounting” (International Environmental Law and Policy Series, 1993, Agenda 21:199).===>Zahtev je bio da se integriše „životna sredina i razvoj na odgovajućem nivou politike, planiranja i upravljanja; da se obezbedi efikasan zakonski i regu-latorni okvir, da se efikasno primene ekonomski instrumenti, tržišni i drugi instrumenti i da se uspostave sistemi za integrisanu pouzdanost okruženja i privrede“ (Međunarodni zakon o politici očuvanja životne sredine, 1993, Agenda 21:199).)
MATCH@E:(It further required to integrate environment and development at the policy, planning and management levels; provide an effective legal and regulatory framework; make effective use of economic instruments and market and other instruments; and establish systems for integrated environmental and economic accounting (International Environmental Law and Policy Series, 1993, Agenda 21:199).===>Zahtev je bio da se integriše životna sredina i razvoj na odgovajućem nivou politike, planiranja i upravljanja; da se obezbedi efikasan zakonski i regulatorni okvir, da se efikasno primene ekonomski instrumenti, tržišni i drugi instrumenti i da se uspostave sistemi za integrisanu pouzdanost okruženja i privrede (Međunarodni zakon o politici očuvanja životne sredine, 1993, Agenda 21:199).)
MATCH@M:(Australia is an example of a few countries whose Government has taken activities to introduce more systematic consideration of the environment prior to the Rio Conference.===>Australija pripada nekolicini zemalja čija je vlada razmatrala pitanja životne sredine pre konferencije u Riju.)
MATCH@E:(Australia is an example of a few countries whose Government has taken activities to introduce more systematic consideration of the environment prior to the Rio Conference.===>Australija pripada nekolicini zemalja čija je vlada razmatrala pitanja životne sredine pre konferencije u Riju.)
MATCH@M:(In 1989 the Australian Government has initiated a National Strategy for Ecologically Sustainable Development (Houghton, 1998).===>Godine 1989. australijska vlada je inicirala Nacionalnu strategiju za ekonomski održivi razvoj (Houghton, 1998).)
MATCH@E:(In 1989 the Australian Government has initiated a National Strategy for Ecologically Sustainable Development (Houghton, 1998).===>Godine 1989. australijska vlada je inicirala Nacionalnu strategiju za ekonomski održivi razvoj (Houghton, 1998).)
MATCH@M:(The aim of the Strategy was to ensure that sustainable economic, social and environmental developments were achieved by satisfying the needs of the present, without compromising the ability of future generations to meet their needs (Houghton, 1998:1).===>Cilj ove strategije bio je da se obezbedi postizanje odr'ivog ekonomskog, društvenog i ekološkog razvoja tako što će se zadovoljiti potrebe u sadašnjosti, ali se neće dovoditi u pitanje mogućnost budućih generacija da zadovoljavaju svoje potrebe (Houghton, 1998:1).)
MATCH@E:(The aim of the Strategy was to ensure that sustainable economic, social and environmental developments were achieved by satisfying the needs of the present, without compromising the ability of future generations to meet their needs (Houghton, 1998:1).===>Cilj ove strategije bio je da se obezbedi postizanje održivog ekonomskog, društvenog i ekološkog razvoja tako što će se zadovoljiti potrebe u sadašnjosti, ali se neće dovoditi u pitanje mogućnost budućih generacija da zadovoljavaju svoje potrebe (Houghton, 1998:1).)
MATCH@M:(The ISO 9001 New Quality Standards has been applied in Australia.===>U Australiji su prime njeni Novi standardi kvaliteta ISO 9001.)
MATCH@E:(The ISO 9001 New Quality Standards has been applied in Australia.===>U Australiji su primenjeni Novi standardi kvaliteta ISO 9001.)
MATCH@M:(The Certification to an ISO 9001 standard confirms that formalized business processes are being applied, thus are used as a marketing tool.===>Sertifikacija standarda ISO 9001 potvrđuje da su primenjeni formalizovani poslovni procesi i time su postali marketinški alat.)
MATCH@E:(The Certification to an ISO 9001 standard confirms that formalized business processes are being applied, thus are used as a marketing tool.===>Sertifikacija standarda ISO 9001 potvrđuje da su primenjeni formalizovani poslovni procesi i time su postali marketinški alat.)
MATCH@M:(However, the Standards do not cover the issues relevant to the sustainability or maintenance and preservation of a healthy environment.===>Ipak, Standardi ne obuhva-taju pitanja značajna za razvoj ili održavanje i očuvanje zdravog okruženja.)
MATCH@E:(However, the Standards do not cover the issues relevant to the sustainability or maintenance and preservation of a healthy environment.===>Ipak, Standardi ne obuhvataju pitanja značajna za razvoj ili održavanje i očuvanje zdravog okruženja.)
MATCH@M:(Australia is made of two national territories and six states.===>Australiju čine dve nacionalne teritorije i šest država.)
MATCH@E:(Australia is made of two national territories and six states.===>Australiju čine dve nacionalne teritorije i šest država.)
MATCH@M:(For the purpose of this paper we have drew attention to what has been done for the building and construction industry mostly in Queensland.===>U ovom radu mi smo se bavili onim što se čini za građevinarstvo uglavnom u Kvinslendu.)
MATCH@E:(For the purpose of this paper we have drew attention to what has been done for the building and construction industry mostly in Queensland.===>U ovom radu mi smo se bavili onim što se čini za građevinarstvo uglavnom u Kvinslendu.)
MATCH@M:(As a result, every development approval has to be in accordance with the Integrated Planning Act.===>Tako je svaka dozvola za gradnju morala da bude u skladu sa ovim zakonom.)
MATCH@E:(As a result, every development approval has to be in accordance with the Integrated Planning Act.===>Tako je svaka dozvola za gradnju morala da bude u skladu sa ovim zakonom.)
MATCH@M:(Before the Integrated Planning Act, development approval was subject to different building related acts.===>Pre Zakona o jedinstvenom planiranju, dozvola za gradnju morala je da bude u skladu i sa još nekoliko zakona koji su se odnosili na građevinarstvo.)
MATCH@E:(Before the Integrated Planning Act, development approval was subject to different building related acts.===>Pre Zakona o jedinstvenom planiranju, dozvola za gradnju morala je da bude u skladu i sa još nekoliko zakona koji su se odnosili na građevinarstvo.)
MATCH@M:(For example, Standard Building Law existed for building work to be designed and constructed in accordance with the structural and other standards; the Environmental Protection Act ensured for environmentally relevant activities were established to minimise the risk of environmental harm occurring (Integrated Planning Act, 1999: 81).===>Na primer, Zakon o standardnoj gradnji zahtevao je da se gradnja projektuje i konstruiše u skladu sa građevinskim i drugim standardima; Zakon o zaštiti životne sredine uredio je da aktivnosti značajne za zaštitu okruženja budu sprovedene tako da se rizik štete po životnu sredinu svede na najmanju meru (Zakon o jedinstvenom planiranju, 1999:81).)
MATCH@E:(For example, Standard Building Law existed for building work to be designed and constructed in accordance with the structural and other standards; the Environmental Protection Act ensured for environmentally relevant activities were established to minimise the risk of environmental harm occurring (Integrated Planning Act, 1999: 81).===>Na primer, Zakon o standardnoj gradnji zahtevao je da se gradnja projektuje i konstruiše u skladu sa građevinskim i drugim standardima; Zakon o zaštiti životne sredine uredio je da aktivnosti značajne za zaštitu okruženja budu sprovedene tako da se rizik štete po životnu sredinu svede na najmanju meru (Zakon o jedinstvenom planiranju, 1999:81).)
MATCH@M:(With the Integrated Planning Act the common rules were introduced and demarcations between building control matter, planning matter or an environmental authority matter was made clear.===>Zakon o jedinstvenom planiranju uveo je neke zajedničke odredbe; odredbe u vezi sa kontrolom gradnje, planiranjem i zaštitom životne sredine postale su sasvim jasne.)
MATCH@E:(With the Integrated Planning Act the common rules were introduced and demarcations between building control matter, planning matter or an environmental authority matter was made clear.===>Zakon o jedinstvenom planiranju uveo je neke zajedničke odredbe; odredbe u vezi sa kontrolom gradnje, planiranjem i zaštitom životne sredine postale su sasvim jasne.)
MATCH@M:(Now the development approval goes through the local governments.===>Sada dozvole za gradnju izdaju lokalne vlasti.)
MATCH@E:(Now the development approval goes through the local governments.===>Sada dozvole za gradnju izdaju lokalne vlasti.)
MATCH@M:(Thus, builder’s tender must be in accordance with the Integrated Planning Act.===>Tako tender za gradnju mora da bude u skladu sa Zakonom o jedinstvenom planiranju.)
MATCH@E:(Thus, builders tender must be in accordance with the Integrated Planning Act.===>Tako tender za gradnju mora da bude u skladu sa Zakonom o jedinstvenom planiranju.)
MATCH@M:(For a small business, it is a common knowledge that developers transfer environment regulations to builders to fulfil.===>U slučaju malih firmi, opšte je poznato da građevinari prenose odgovornost za zaštitu životne sredine na graditelje.)
MATCH@E:(For a small business, it is a common knowledge that developers transfer environment regulations to builders to fulfil.===>U slučaju malih firmi, opšte je poznato da građevinari prenose odgovornost za zaštitu životne sredine na graditelje.)
MATCH@M:(In big companies, however, environmental divisions usually exist to ensure activities are undertaken on current environmental topics and relevant information about it is provided.===>Međutim, u velikim kompanijama postoje i odeljenja za zaštitu okoline koja se staraju da se aktivnosti preduzimaju po pravilima o zaštiti sredine i o tome obaveštavaju javnost.)
MATCH@E:(In big companies, however, environmental divisions usually exist to ensure activities are undertaken on current environmental topics and relevant information about it is provided.===>Međutim, u velikim kompanijama postoje i odeljenja za zaštitu okoline koja se staraju da se aktivnosti preduzimaju po pravilima o zaštiti sredine i o tome obaveštavaju javnost.)
MATCH@M:(When it comes to public work greater than $250,000.00, building contractors from Queensland, Victoria and New South Wales must satisfy criteria for environmental performance.===>Kada se radi o javnim radovima koji prelaze sumu od 250,000 dolara, građevinari iz Kvinslenda, Viktorije i Novog Južnog Velsa moraju da zadovolje kriterijume zaštite životne sredine.)
MATCH@E:(When it comes to public work greater than $250,000.00, building contractors from Queensland, Victoria and New South Wales must satisfy criteria for environmental performance.===>Kada se radi o javnim radovima koji prelaze sumu od 250,000 dolara, građevinari iz Kvinslenda, Viktorije i Novog Južnog Velsa moraju da zadovolje kriterijume zaštite životne sredine.)
MATCH@M:(However, they are not equally applied all over Australia.===>Oni se, ipak, ne primenjuju na isti način svuda u Australiji.)
MATCH@E:(However, they are not equally applied all over Australia.===>Oni se, ipak, ne primenjuju na isti način svuda u Australiji.)
MATCH@M:(Hence, state and federal regulations of occupational, health and safety measures differ.===>Tako se federalni propisi o profesiji, zdravstvenoj zaštiti i bezbednosti razlikuju.)
MATCH@E:(Hence, state and federal regulations of occupational, health and safety measures differ.===>Tako se federalni propisi o profesiji, zdravstvenoj zaštiti i bezbednosti razlikuju.)
MATCH@M:(They need to be rectified in order to improve the industry’s occupational, health and safety performance (Petrovic-Lazarevic et al, 2007).===>Oni se moraju popraviti da bi se poboljšao učinak u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu (Petrović-Lazarević i dr., 2007).)
MATCH@E:(They need to be rectified in order to improve the industrys occupational, health and safety performance (Petrovic-Lazarevic et al, 2007).===>Oni se moraju popraviti da bi se poboljšao učinak u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu (Petrović-Lazarević i dr., 2007).)
MATCH@M:(There is also a need to improve sub-contractors safety and have intensified on-going government, building and construction industry and union communication and collaboration, at both state and federal levels (Cole, 2003).===>Takođe je potrebno poboljšati bezbednost podizvođača i uspostaviti stalnu komunikaciju i saradnju između vlade, građevinske industrije i sindikata, kako na državnom, tako i na saveznom nivou (Cole, 2003).)
MATCH@E:(There is also a need to improve sub-contractors safety and have intensified on-going government, building and construction industry and union communication and collaboration, at both state and federal levels (Cole, 2003).===>Takođe je potrebno poboljšati bezbednost podizvođača i uspostaviti stalnu komunikaciju i saradnju između vlade, građevinske industrije i sindikata, kako na državnom, tako i na saveznom nivou (Cole, 2003).)
MATCH@M:(At present a significant difference in legislature between the states exists; there is no national cohesiveness concerning occupational, health and safety; and the trust between industry management and the builders’ unions is low (Petrovic-Lazarevic, 2009).===>U ovom trenutku postoje velike razlike u zakonodavstvu između saveznih država, a poverenje između uprave u ovoj grani i sindikata u ovoj oblasti je na niskom nivou (Petrović-Laza-rević, 2009).)
MATCH@E:(At present a significant difference in legislature between the states exists; there is no national cohesiveness concerning occupational, health and safety; and the trust between industry management and the builders unions is low (Petrovic-Lazarevic, 2009).===>U ovom trenutku postoje velike razlike u zakonodavstvu između saveznih država, a poverenje između uprave u ovoj grani i sindikata u ovoj oblasti je na niskom nivou (Petrović-Lazarević, 2009).)
MATCH@M:(Further, it has been researched and found that the tripartite communication (government, industry, union) needs to be implemented in the Australian building and construction industry (Petrovic-Lazarevic, 2009).===>Pored toga, istraživanja su pokazala da je u građevinsku industriju u Australiji potrebno uvesti tripartitnu komunikaciju (vlada, industrija, sindikati).)
MATCH@E:(Further, it has been researched and found that the tripartite communication (government, industry, union) needs to be implemented in the Australian building and construction industry (Petrovic-Lazarevic, 2009).===>Pored toga, istraživanja su pokazala da je u građevinsku industriju u Australiji potrebno uvesti tripartitnu komunikaciju (vlada, industrija, sindikati).)
MATCH@M:(The federal government should take actions by setting unified national occupational, health and safety policy guidelines for the states.===>Savezna vlada bi trebalo da da direktive kojima će regulisati nacionalnu politiku za profesiju, zdravstvenu zaštitu i bez-bednost za sve države.)
MATCH@E:(The federal government should take actions by setting unified national occupational, health and safety policy guidelines for the states.===>Savezna vlada bi trebalo da da direktive kojima će regulisati nacionalnu politiku za profesiju, zdravstvenu zaštitu i bezbednost za sve države.)
MATCH@M:(The industry should pursue occupational, health and safety measures with clear responsibility and accountability for both managers and workers, and implementation of on-going occupational, health and safety training and education.===>Privredna delatnost mora da poštuje mere za profesionalnu i zdravstvenu zaštitu i bez-bednost na radu, a jasno se definiše da odgovornost za to snose i menadžeri i radnici, kao i za stalno obrazovanje i obuku u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu.)
MATCH@E:(The industry should pursue occupational, health and safety measures with clear responsibility and accountability for both managers and workers, and implementation of on-going occupational, health and safety training and education.===>Privredna delatnost mora da poštuje mere za profesionalnu i zdravstvenu zaštitu i bezbednost na radu, a jasno se definiše da odgovornost za to snose i menadžeri i radnici, kao i za stalno obrazovanje i obuku u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu.)
MATCH@M:(The role of the union would be to lead dialogue with government and industry in the development of detailed occupational, health and safety strategies.===>Uloga sindikata bila bi da vodi dijalog sa vladom i sa ovom privrednom granom i razvije detaljne strategije profesije, zdravstvene zaštite i bezbednosti na radu.)
MATCH@E:(The role of the union would be to lead dialogue with government and industry in the development of detailed occupational, health and safety strategies.===>Uloga sindikata bila bi da vodi dijalog sa vladom i sa ovom privrednom granom i razvije detaljne strategije profesije, zdravstvene zaštite i bezbednosti na radu.)
MATCH@M:(In accordance with the Rio Conference 1992, the Sydney Olympic Games 2002 were proclaimed as green games.===>U skladu sa konferencijom u Riju 1992. godine Olimpijske igre u Sidneju 2002. godine proglašene su zelenim igrama.)
MATCH@E:(In accordance with the Rio Conference 1992, the Sydney Olympic Games 2002 were proclaimed as green games.===>U skladu sa konferencijom u Riju 1992. godine Olimpijske igre u Sidneju 2002. godine proglašene su zelenim igrama.)
MATCH@M:(That is, building companies that were involved with building Olympic Games objects had to satisfy criteria relevant to Environmental Management.===>To znači da su građevinske kompanije koje su gradile sportske objekte za Olimpijske igre morale da zadovolje kriterijume upravljanja životnom sredinom.)
MATCH@E:(That is, building companies that were involved with building Olympic Games objects had to satisfy criteria relevant to Environmental Management.===>To znači da su građevinske kompanije koje su gradile sportske objekte za Olimpijske igre morale da zadovolje kriterijume upravljanja životnom sredinom.)
MATCH@M:(The Green Building Council Australia was established in 2002, for encouraging the adoption of green building practices... by promoting green building programs, technologies, design practices and operations as well as the integration of green building initiatives into mainstream design, construction and operation of building (Green Building Council Australia,2002: 1).===>Savet za ekološku gradnju Australije uspostavljen je 2002. godine u cilju podsticanja usvajanja prakse zelene (ekološke) gradnje ... promocijom programa, tehnologije, projektovanja i operacija zelene gradnje kao i ujedinjenjem inicijativa zelene gradnje u jedan zajednički sistem projektovanja, gradnje i rada u građevinarstvu (Savet za ekološku gradnju Australije, 2002:1).)
MATCH@E:(The Green Building Council Australia was established in 2002, for encouraging the adoption of green building practices... by promoting green building programs, technologies, design practices and operations as well as the integration of green building initiatives into mainstream design, construction and operation of building (Green Building Council Australia,2002: 1).===>Savet za ekološku gradnju Australije uspostavljen je 2002. godine u cilju podsticanja usvajanja prakse zelene (ekološke) gradnje ... promocijom programa, tehnologije, projektovanja i operacija zelene gradnje kao i ujedinjenjem inicijativa zelene gradnje u jedan zajednički sistem projektovanja, gradnje i rada u građevinarstvu (Savet za ekološku gradnju Australije, 2002:1).)
MATCH@M:(Additional effort that the Australian Government has done in order to raise national awareness of sustainability was the proclamation of 2004 as the Year of the Built Environment across Australia (Built Environment - Curriculum Context, 2004).===>Da bi podigla nacionalnu svest o održivosti, australijska vlada je učinila još nešto: proglasila je 2004. godinu Godinom izgrađene životne sredine širom Australije (Izgrađena sredina - kontekst plana i sadržaja, 2004).)
MATCH@E:(Additional effort that the Australian Government has done in order to raise national awareness of sustainability was the proclamation of 2004 as the Year of the Built Environment (Built Environment - Curriculum Context, 2004).===>Da bi podigla nacionalnu svest o održivosti, australijska vlada je učinila još nešto: proglasila je 2004. godinu Godinom izgrađene životne sredine širom Australije (Izgrađena sredina kontekst plana i sadržaja, 2004).)
MATCH@M:(Finally, to maintain and improve the quality of life by protection of natural resources, fostering resource-efficiency (General Environment, 2008), and to avoid preventable illnesses which are directly caused by environmental factors (World Health Organization, 2009) such as exposures to physical, chemical and biological risk factors - The National Association of Testing Authorities (NATA, 2005) has been established.===>Konačno, u cilju održavanja i poboljšanja kvaliteta života putem zaštite prirodnih resursa, podsticanja efikasnosti u korišćenju resursa (Opšte okruženje, 2008) i u cilju sprečavanja bolesti izazvanih faktorom životne sredine, koje se inače mogu sprečiti (Svetska zdravstvena organizacija, 2009), kao što je izloženost fizičkim, hemij-skim i biološkim faktorima rizika - uspostavljena je Nacionalna asocijacija za proveru (NATA, 2005).)
MATCH@E:(It was along with the request of Rio Conference 1992 to establish a national strategy for sustainable development. across Australia Finally, to maintain and improve the quality of life by protection of natural resources, fostering resource-efficiency (General Environment, 2008), and to avoid preventable illnesses which are directly caused by environmental factors (World Health Organization, 2009) such as exposures to physical, chemical and biological risk factors The National Association of Testing Authorities (NATA, 2005) has been established.===>To je bilo u skladu sa zahtevima konferencije u Riju za uspostavljanjem nacionalne strategije održivog rasta. ~~~ Konačno, u cilju održavanja i poboljšanja kvaliteta života putem zaštite prirodnih resursa, podsticanja efikasnosti u korišćenju resursa (Opšte okruženje, 2008) i u cilju sprečavanja bolesti izazvanih faktorom životne sredine, koje se inače mogu sprečiti (Svetska zdravstvena organizacija, 2009), kao što je izloženost fizičkim, hemij skim i biološkim faktorima rizika uspostavljena je Nacionalna asocijacija za proveru (NATA, 2005).)
MATCH@M:(NATA is Australia’s national laboratory accreditation authority that recognizes and promotes facilities competent in specific types of testing, measurement, inspection and calibration (NATA, 2005: 1).===>NATA je australijska nacionalna služba za akreditaciju koja uvažava i unapređuje mogućnosti i načine koji se prime-njuju u specifičnim tipovima testiranja, merenja, prove-re i kalibriranja (NATA, 2005:1).)
MATCH@E:(NATA is Australias national laboratory accreditation authority that recognizes and promotes facilities competent in specific types of testing, measurement, inspection and calibration (NATA, 2005: 1).===>NATA je australijska nacionalna služba za akreditaciju koja uvažava i unapređuje mogućnosti i načine koji se primenjuju u specifičnim tipovima testiranja, merenja, provere i kalibriranja (NATA, 2005:1).)
MATCH@M:(It operates through the Environmental Management Standard, quality management, occupational, health and safety measures.===>Funkcioniše primenom Standarda upravljanja životnom sredinom (EMS), upravljanja kvalitetom, i mera za profesionalnu i zdravstvenu zaštitu i bezbednost na radnom mestu.)
MATCH@E:(It operates through the Environmental Management Standard, quality management, occupational, health and safety measures.===>Funkcioniše primenom Standarda upravljanja životnom sredinom (EMS), upravljanja kvalitetom, i mera za profesionalnu i zdravstvenu zaštitu i bezbednost na radnom mestu.)
MATCH@M:(It prevents use of material dangerous both for humans and environment.===>Ona sprečava korišćenje materijala koji su štetni i za ljude i za životnu sredinu.)
MATCH@E:(It prevents use of material dangerous both for humans and environment.===>Ona sprečava korišćenje materijala koji su štetni i za ljude i za životnu sredinu.)
MATCH@M:(For example, soil sulphate does not directly influence human but through environment it does.===>Na primer, so sumporne kiseline iz zemljišta nema neposredno dejstvo na ljude, ali njen uti-caj preko životne sredine i te kako postoji.)
MATCH@E:(For example, soil sulphate does not directly influence human but through environment it does.===>Na primer, so sumporne kiseline iz zemljišta nema neposredno dejstvo na ljude, ali njen uticaj preko životne sredine i te kako postoji.)
MATCH@M:(After the United Nations Conference held in Rio in 1999, the Australian government is paying a significant attention to provide framework for the Australian building and construction industry organisations to be socially responsible.===>Nakon Konferencije Ujedinjenih nacija održane u Rio de Zaneiru, 1999. australijska vlada je učinila značajne korake da stvori okvir u kojem bi australijske građevinske kompanije poslovale na društveno odgovoran način.)
MATCH@E:(Conclusions After the United Nations Conference held in Rio in 1999, the Australian government is paying a significant attention to provide framework for the Australian building and construction industry organisations to be socially responsible.===>Zaključak Nakon Konferencije Ujedinjenih nacija održane u Rio de @aneiru, 1999. australijska vlada je učinila značajne korake da stvori okvir u kojem bi australijske građevinske kompanije poslovale na društveno odgovoran način.)
MATCH@M:(Apart of introduction of Integrated Planning Act in 1999, declaration of Sydney Green Games in 2003, proclamation of year as 2004 as a Year of the Built Environment across Australia, the PQC Certificate of Registration for public work, and NATA - it seems the Government still has some additional work to do in terms of occupational, health and safety regulations.===>Pored Zakona o jedinstvenom planiranju donetog 1999. godine, deklaracije o Olimpijskim igrama u Sid-neju 2003. godine, proglašavanja 2004. godine godinom izgrađene životne sredine širom Australije, PQC Serti-fikata o registraciji za javne radove i NATA - izgleda da vlada ima još toga da poradi u smislu propisa o profesionalnoj i zdravstvenoj zaštiti i bezbednosti na radu.)
MATCH@E:(Apart of introduction of Integrated Planning Act in 1999, declaration of Sydney Green Games in 2003, proclamation of year as 2004 as a Year of the Built Environment across Australia, the PQC Certificate of Registration for public work, and NATA - it seems the Government still has some additional work to do in terms of occupational, health and safety regulations.===>Pored Zakona o jedinstvenom planiranju donetog 1999. godine, deklaracije o Olimpijskim igrama u Sidneju 2003. godine, proglašavanja 2004. godine godinom izgrađene životne sredine širom Australije, PQC Sertifikata o registraciji za javne radove i NATA izgleda da vlada ima još toga da poradi u smislu propisa o profesionalnoj i zdravstvenoj zaštiti i bezbednosti na radu.)
MATCH@M:(All of that points to the Australian Government determination to support corporate social responsibility of organisations in the building and construction industry.===>Sve ovo ukazuje na čvrstu volju australijske vlade da podrži korporativnu društvenu odgovornost organizacija u građevinarstvu.)
MATCH@E:(All of that points to the Australian Government determination to support corporate social responsibility of organisations in the building and construction industry.===>Sve ovo ukazuje na čvrstu volju australijske vlade da podrži korporativnu društvenu odgovornost organizacija u građevinarstvu.)
MATCH@M:(It remains to the organisations to further invest in their relationship with the environment through corporate social responsibility as being indicated by Kitchin (2003).===>Na ovim organizacijama je da dalje investiraju u odnose sa okruženjem putem korporativne društvene odgovornosti kako je to pokazao Kitchin (2003).)
MATCH@E:(It remains to the organisations to further invest in their relationship with the environment through corporate social responsibility as being indicated by Kitchin (2003).===>Na ovim organizacijama je da dalje investiraju u odnose sa okruženjem putem korporativne društvene odgovornosti kako je to pokazao Kitchin (2003).)
MATCH@M:(By undertaking socially responsible actions corporations have higher chances to gain competitive advantage; thus supporting Rex and Baumann’s (2007) statement.===>Prduzima-njem aktivnosti sa društvenom odgovornošću korporacije će imati veće šanse da postignu konkurentnu prednost, čime se dokazuje i tvrdnja koju iznose Rex i Baumann (2007).)
MATCH@E:(By undertaking socially responsible actions corporations have higher chances to gain competitive advantage; thus supporting Rex and Baumanns (2007) statement.===>Prduzimanjem aktivnosti sa društvenom odgovornošću korporacije će imati veće šanse da postignu konkurentnu prednost, čime se dokazuje i tvrdnja koju iznose Rex i Baumann (2007).)
MATCH@M:(With the Australian building and construction industry corporations maintaining and further developing their business, it seems there is more chance to minimise negative effects of the global economic crisis.===>Ako australijska građevinska industrija održava i dalje razvija poslovanje, veće su i mogućnosti da se negativni efekti globalne ekonomske krize svedu na najmanju meru.)
MATCH@E:(With the Australian building and construction industry corporations maintaining and further developing their business, it seems there is more chance to minimise negative effects of the global economic crisis.===>Ako australijska građevinska industrija održava i dalje razvija poslovanje, veće su i mogućnosti da se negativni efekti globalne ekonomske krize svedu na najmanju meru.)
MATCH@M:(Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations.===>Dalja istraživanja trebalo bi da se usredsrede na mere-nje uticaja korporativne društvene odgovornosti na poslovne rezultate korporacija u oblasti građevinarstva.)
MATCH@E:(Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations.
BAD_LINE_M:Dalja istraživanja trebalo bi da se usredsrede na mere-nje uticaja korporativne društvene odgovornosti na poslovne rezultate korporacija u oblasti građevinarstva.
BAD_LINE_E:Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations.
BAD_LINE_E:
MATCH@M:(The aim of the paper is to analyze the regional integration processes in Western Balkan Countries (CEFTA) and their economical and political objectives and results.===>Predmet ovog rada su regionalni integracioni procesi u zemljama Zapadnog Balakana (CEFTA) i njihovi ekonomski i politčki ciljevi i rezultati.)
MATCH@E:(Belgrade, Serbia The aim of the paper is to analyze the regional integration processes in Western Balkan Countries (CEFTA) and their economical and political objectives and results.===>Beograd, Srbija Predmet ovog rada su regionalni integracioni procesi u zemljama Zapadnog Balakana (CEFTA) i njihovi ekonomski i politčki ciljevi i rezultati.)
MATCH@M:(The European Union association processes for the countries of Western Balkan means the performance of numerous economical and political reforms in these countries, as well as the acceptance of the principles embraced in the European Union countries.===>Proces pridruživanja Evropskoj uniji zemalja Zapadnog Balkana po-drazumeva brojne ekonomske i političke reforme u ovim zemljama i usvajanje principa koji važe u zemljama Evropske unije.)
MATCH@E:(The European Union association processes for the countries of Western Balkan means the performance of numerous economical and political reforms in these countries, as well as the acceptance of the principles embraced in the European Union countries.===>Proces pridruživanja Evropskoj uniji zemalja Zapadnog Balkana podrazumeva brojne ekonomske i političke reforme u ovim zemljama i usvajanje principa koji važe u zemljama Evropske unije.)
MATCH@M:(Western Balkan countries have a lot of predefined goals in front of them to be achieved, with more or less success and with great support from different European Union agencies and institutions.===>Zemalje Zapadnog Balkana pred sobom imaju zacrtane smernice i ciljeve koje, sa manje ili vise uspeha, podržavane od strane raznih tela i organa Evropske unije, svaka od njih sprovodi u delo.)
MATCH@E:(Western Balkan countries have a lot of predefined goals in front of them to be achieved, with more or less success and with great support from different European Union agencies and institutions.===>Zemalje Zapadnog Balkana pred sobom imaju zacrtane smernice i ciljeve koje, sa manje ili više uspeha, podržavane od strane raznih tela i organa Evropske unije, svaka od njih sprovodi u delo.)
MATCH@M:(On the basis of the estimate of the extent to which the predefined standards are adopted, the countries are progressing on their path towards „Europe“.===>Na osnovu procene dostignutog stepena usvajanja zacrtanih standarda, države se pomeraju na svom putu ka „Evropi“.)
MATCH@E:(On the basis of the estimate of the extent to which the predefined standards are adopted, the countries are progressing on their path towards Europe.===>Na osnovu procene dostignutog stepena usvajanja zacrtanih standarda, države se pomeraju na svom putu ka Evropi.)
MATCH@M:(The data on economic flows in Western Balkan countries will be observed and analyzed in this paper.===>U ovom radu će biti posmatrani i analizirani podaci o ekonomskim tokovima u zemljama Zapadnog Balakana.)
MATCH@E:(The data on economic flows in Western Balkan countries will be observed and analyzed in this paper.===>U ovom radu će biti posmatrani i analizirani podaci o ekonomskim tokovima u zemljama Zapadnog Balakana.)
MATCH@M:(The data on achieved macroeconomic goals in observed countries, for the five year time period (from the year 2001 to 2005) will be used as the basis for their ranking.===>Podaci o postignutim makroekonomskim ciljevima u posmatranim zemljama, za petogodišnji vremenski period (od 2001. do 2005. godine), poslu'iće kao osnova za njihovo rangiranje.)
MATCH@E:(The data on achieved macroeconomic goals in observed countries, for the five year time period (from the year 2001 to 2005) will be used as the basis for their ranking.===>Podaci o postignutim makroekonomskim ciljevima u posmatranim zemljama, za petogodišnji vremenski period (od 2001. do 2005. godine), poslužiće kao osnova za njihovo rangiranje.)
MATCH@M:(Multivariate statistical analysis method used in the ranking will be the I-dis-tance.===>Metoda multivarijacione ststističke analize koja će se za to kristiti je I-odstojanje.)
MATCH@E:(Multivariate statistical analysis method used in the ranking will be the I-distance.===>Metoda multivarijacione ststističke analize koja će se za to kristiti je I-odstojanje.)
MATCH@M:(As the analysis will be based on a great number of variables, the step preceding I-distance determination will be the principal component analysis.===>Zbog velikog broja pokazatelja koji će biti uključeni u analizu, izračunavanju vrednosti I-odstojanja prethodiće analiza glavnih komponenata.)
MATCH@E:(As the analysis will be based on a great number of variables, the step preceding I-distance determination will be the principal component analysis.===>Zbog velikog broja pokazatelja koji će biti uključeni u analizu, izračunavanju vrednosti I-odstojanja prethodiće analiza glavnih komponenata.)
MATCH@M:(The obtained I-distance value can be considered as the measure of the achieved degree in the transition process.===>Dobijena vrednost I-odstojanja može se posmatrati kao mera dostignutog stepena tranzicionog procesa.)
MATCH@E:(The obtained I-distance value can be considered as the measure of the achieved degree in the transition process.===>Dobijena vrednost I-odstojanja može se posmatrati kao mera dostignutog stepena tranzicionog procesa.)
MATCH@M:(The data obtained in this analysis will be compared to those obtained in a similar analysis conducted for these same countrie, however, for the period from 2000 to 2003.===>Podaci dobijeni u ovoj analizi biće upoređeni sa rezultatima slične analize koja je rađena za iste zemlje, ali za period od 2000. do 2003. godine.)
MATCH@E:(The data obtained in this analysis will be compared to those obtained in a similar analysis conducted for these same countrie, however, for the period from 2000 to 2003.===>Podaci dobijeni u ovoj analizi biće upoređeni sa rezultatima slične analize koja je rađena za iste zemlje, ali za period od 2000. do 2003. godine.)
MATCH@M:(The changes in the ranks for the countries in the two analyses can be observed as the indicator of dynamics changes in economies of the Western Balkan countries.===>Promena u rangovima pojedinih zemalja u ove dve analize može se posmatrati kao pokazatelj dinamike promena koje se dešavaju u ekonomijama zemalja Zapadnog Balakana. 1. Uvod)
MATCH@E:(The changes in the ranks for the countries in the two analyses can be observed as the indicator of dynamics changes in economies of the Western Balkan countries. ~~~ 1.===>Promena u rangovima pojedinih zemalja u ove dve analize može se posmatrati kao pokazatelj dinamike promena koje se dešavaju u ekonomijama zemalja Zapadnog Balakana.)
MATCH@M:(1.	Introduction The integration into the European Union is the major objective for the Western Balkan countries, and in order that this be achieved, it is necessary that these countries conduct economic and political reforms and adopt the basic economic principles embraced by the European Union.===>Pristupanje Evropskoj uniji predstavlja najvažniji cilj za zemlje Zapadnog Balkana, a da bi ga ostvarile neophodno je da sprovodu ekonomske i političke reforme i usvoje bazične ekonomske principe Evropske unije.)
MATCH@E:(Introduction The integration into the European Union is the major objective for the Western Balkan countries, and in order that this be achieved, it is necessary that these countries conduct economic and political reforms and adopt the basic economic principles embraced by the European Union.===>Uvod Pristupanje Evropskoj uniji predstavlja najvažniji cilj za zemlje Zapadnog Balkana, a da bi ga ostvarile neophodno je da sprovodu ekonomske i političke reforme i usvoje bazične ekonomske principe Evropske unije.)
MATCH@M:(The preparations for the accession of these countries into the European structure is becoming the major priority of the European Union.===>Priprema za integraciju ovih zemalja u evropsku strukturu postaje glavni priroritet Evropske unije.)
MATCH@E:(The preparations for the accession of these countries into the European structure is becoming the major priority of the European Union.===>Priprema za integraciju ovih zemalja u evropsku strukturu postaje glavni priroritet Evropske unije.)
MATCH@M:(The path the Western Balkan countries follow in creating and joining other democratic market economies leads via the closer regional integration and the membership in the CEFTA Agreement - the integrated multilateral agreement on free trade in Southeastern Europe, the so-called CEFTA 2006.===>Put zemalja Zapadnog Balkana ka stvaranju i pridruživanju drugim modernim demokratskim tržišnim privredama vodi preko jačanja regionalne integracije i članstva CEFTA Sporazuma - jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi, tzv. Sporazum CEFTA 2006.)
MATCH@E:(The path the Western Balkan countries follow in creating and joining other democratic market economies leads via the closer regional integration and the membership in the CEFTA Agreement the integrated multilateral agreement on free trade in Southeastern Europe, the so-called CEFTA 2006.===>Put zemalja Zapadnog Balkana ka stvaranju i pridruživanju drugim modernim demokratskim tržišnim privredama vodi preko jačanja regionalne integracije i članstva CEFTA Sporazuma jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi, tzv. Sporazum CEFTA 2006.)
MATCH@M:(Originally, the CEFTA (the Central European Free Trade agreement) defined the agreement among the Central European countries, however today, it is the agreement that defines the integrated zone of free trade in South-East Europe.===>Iako naziv CEFTA (The Central European Free Trade Agreement) opisuje sporazum država Srednje Evrope, danas je to sporazum koji definiše jedinstvenu zonu slobodne trgovine Jugoistočne Evrope.)
MATCH@E:(Originally, the CEFTA (the Central European Free Trade agreement) defined the agreement among the Central European countries, however today, it is the agreement that defines the integrated zone of free trade in South-East Europe.===>Iako naziv CEFTA (The Central European Free Trade Agreement) opisuje sporazum država Srednje Evrope, danas je to sporazum koji definiše jedinstvenu zonu slobodne trgovine Jugoistočne Evrope.)
MATCH@M:(Today, the CEFTA is the trade agreement concluded among Albania, Bosnia and Herzegovina, Macedonia, Moldova, Serbia, UNMIK on behalf of Kosovo and Metohija, Croatia and Montenegro.===>CEFTA danas predstavlja trgovinski sporazum između Albanije, Bosne i Hercegovine, Makedonije, Moldavije, Srbije, UNMIK-a u ime Kosova i Metohije, Hrvatske i Crne Gore.)
MATCH@E:(Today, the CEFTA is the trade agreement concluded among Albania, Bosnia and Herzegovina, Macedonia, Moldova, Serbia, UNMIK on behalf of Kosovo and Metohija, Croatia and Montenegro. ~~~ 2.===>CEFTA danas predstavlja trgovinski sporazum između Albanije, Bosne i Hercegovine, Makedonije, Moldavije, Srbije, UNMIK-a u ime Kosova i Metohije, Hrvatske i Crne Gore.)
MATCH@M:(The CEFTA was concluded by Poland, Hungary and Czechoslovakia, and at one time the CEFTA members were also Slovenia, Romania and Bulgaria.===>CEFTA-u su osnovale Poljska, Mađarska i Cehoslo-vačka, a članice CEFTA-e su bile i Slovenija, Rumu-nija i Bugarska.)
MATCH@E:(The integrated free trade zone agreement The CEFTA was concluded by Poland, Hungary and Czechoslovakia, and at one time the CEFTA members were also Slovenia, Romania and Bulgaria.===>Sporazum o jedinstvenoj zoni slobodne trgovine CEFTA-u su osnovale Poljska, Mađarska i Čehoslovačka, a članice CEFTA-e su bile i Slovenija, Rumunija i Bugarska.)
MATCH@M:(The expansion of the European Union in 2004 and 2007 resulted in Poland, Hungary, the Check Republic, Slovakia, Slovenia, Romania and Bulgaria abandoning this form of trade integration.===>Proširenjem Evropske unije 2004. i 2007. godine, Poljska, Mađarska, Ceška, Slovačka, Slovenija, Rumunija i Bugarska su napustile ovaj oblik trgovinske integracije.)
MATCH@E:(The expansion of the European Union in 2004 and 2007 resulted in Poland, Hungary, the Check Republic, Slovakia, Slovenia, Romania and Bulgaria abandoning this form of trade integration.===>Proširenjem Evropske unije 2004. i 2007. godine, Poljska, Mađarska, Češka, Slovačka, Slovenija, Rumunija i Bugarska su napustile ovaj ob lik trgovinske integracije.)
MATCH@M:(The creation of the regional zone of free trade should aid the Western Balkan countries accomplish their political and economic objectives in a much easier way.===>Formiranjem regionalne zone slobodne trgovine, zemlje Zapadnog Balkana bi trebalo da lakše ostvare svoje političke i ekonomske ciljeve.)
MATCH@E:(The creation of the regional zone of free trade should aid the Western Balkan countries accomplish their political and economic objectives in a much easier way.===>Formiranjem regionalne zone slobodne trgovine, zemlje Zapadnog Balkana bi trebalo da lakše ostvare svoje političke i ekonomske ciljeve.)
MATCH@M:(The political objectives are reflected, primarily, in the possibility to fasten the process of integration into the European Union as well as integration into the international trade system.===>Politički ciljevi se ogledaju, pre svega, u mogućnosti ubrzanja procesa pristupanja Evropskoj uniji i integraciji u međunarodni trgovinski sistem.)
MATCH@E:(The political objectives are reflected, primarily, in the possibility to fasten the process of integration into the European Union as well as integration into the international trade system.===>Politički ciljevi se ogledaju, pre svega, u mogućnosti ubrzanja procesa pristupanja Evropskoj uniji i integraciji u međunarodni trgovinski sistem.)
MATCH@M:(The economic goals are likewise numerous, the outstanding among them being: improving the regional cooperation, further liberalization and facilitation of trade in the region, raising the level of harmonization and improving transparency in business operations, reducing regional differences in the economic development of some economies in the region, attracting foreign direct investments into the Western European countries, etc.===>I ekonomski ciljevi su mnogobrojni, a među njima najvažniji: jačanje regionalne saradnje, dalja liberalizacija i olakšavanje trgovine u regionu, povećanje stepena harmonizacije i unapređenje transparentnosti u poslovanju, smanjivanje regionalnih razlika u privrednom razvoju pojedinih ekonomija u regionu, privlačenje stranih direktnih investicija u zemlje Jugoistočne Evrope itd.)
MATCH@E:(The economic goals are likewise numerous, the outstanding among them being: improving the regional cooperation, further liberalization and facilitation of trade in the region, raising the level of harmonization and improving transparency in business operations, reducing regional differences in the economic development of some economies in the region, attracting foreign direct investments into the Western European countries, etc.===>I ekonomski ciljevi su mnogobrojni, a među njima najvažniji: jačanje regionalne saradnje, dalja liberalizacija i olakšavanje trgovine u regionu, povećanje stepena harmonizacije i unapređenje transparentnosti u poslovanju, smanjivanje regionalnih razlika u privrednom razvoju pojedinih ekonomija u regionu, privlačenje stranih direktnih investicija u zemlje Jugoistočne Evrope itd.)
MATCH@M:(Regardless of the resistance to a closer regional cooperation evident among the Western Balkan countries, the majority agree that the implementation of a multilateral agreement on free trade in South-Eastern Europe will foster the economic growth of the region and accellerate the process of integration of these countries into the european Union.===>Iako je bilo otpora tešnjoj regionalnoj saradnji u zemljama Zapadnog Balkana, većina se slaže da će primena jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi podstaći ekonomski razvoj regiona i ubrzati proces pristupanja tih zemalja u Evropsku uniju.)
MATCH@E:(Regardless of the resistance to a closer regional cooperation evident among the Western Balkan countries, the majority agree that the implementation of a multilateral agreement on free trade in South-Eastern Europe will foster the economic growth of the region and accellerate the process of integration of these countries into the european Union.===>Iako je bilo otpora tešnjoj regionalnoj saradnji u zemljama Zapadnog Balkana, većina se slaže da će primena jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi podstaći ekonomski razvoj regiona i ubrzati proces pristupanja tih zemalja u Evropsku uniju.)
MATCH@M:(The CEFTA 2006 Agreement offers vast opportunities and advantages to the countries in the region.===>CEFTA Sporazum 2006. pruža ogromne mogućnosti i prednosti zemljama regiona.)
MATCH@E:(The CEFTA 2006 Agreement offers vast opportunities and advantages to the countries in the region.===>CEFTA Sporazum 2006. pruža ogromne mogućnosti i prednosti zemljama regiona.)
MATCH@M:(It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process.===>Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije.)
MATCH@E:(Economic features of the south-eastern Europe region It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process.===>Ekonomske karakteristike regiona JIE Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije. ~~~ Jedan od najvažnijih njihovih prioriteta je ulazak u Evropsku uniju.)
BAD_LINE_=============================================================
BAD_LINE_M:It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process.
BAD_LINE_M:Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije.
BAD_LINE_E:Economic features of the south-eastern Europe region It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process.
BAD_LINE_E:Ekonomske karakteristike regiona JIE Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije. ~~~ Jedan od najvažnijih njihovih prioriteta je ulazak u Evropsku uniju.
MATCH@M:(In this sense, they have created a market structure in their economies, they conduct structural and institutional reforms and strive for a macroeconomic stability.===>U tom smislu, one u svojim ekonomijama stvaraju tržišnu strukturu, sprovode strukturne i institucionalne reforme i teže makroekonomskoj stabilnosti.)
MATCH@E:(In this sense, they have created a market structure in their economies, they conduct structural and institutional reforms and strive for a macroeconomic stability.===>U tom smislu, one u svojim ekonomijama stvaraju tržišnu strukturu, sprovode strukturne i institucionalne reforme i teže makroekonomskoj stabilnosti.)
MATCH@M:(Four macroeconomic indicators are most frequently stressed in both the positive and the normative economies as most important in the assessment of the national economy progress:===>I u pozitivnoj i u normativnoj ekonomiji najčešće se ističu četiri makroe-konomska pokazatelja kao najznačajnija u oceni uspešnosti nacionalne ekonomije:)
MATCH@E:(Four macroeconomic indicators are most frequently stressed in both the positive and the normative economies as most important in the assessment of the national economy progress: 1.===>I u pozitivnoj i u normativnoj ekonomiji najčešće se ističu četiri makroekonomska pokazatelja kao najznačajnija u oceni uspešnosti nacionalne ekonomije: ~~~ 1.)
MATCH@M:(1.	A steady growth of the national scope of production;===>1.	Stabilan rast nacionalnog obima proizvodnje,)
MATCH@E:(A steady growth of the national scope of produc tion; 2.===>Stabilan rast nacionalnog obima proizvodnje, 2.)
MATCH@M:(2.	A low inflation rate;===>2.	Niska stopa inflacije,)
MATCH@E:(A low inflation rate; 3.===>Niska stopa inflacije, 3.)
MATCH@M:(3.	A high employment rate; and===>3.	Visok nivo zaposlenosti i)
MATCH@E:(A high employment rate; and 4.===>Visok nivo zaposlenosti i 4.)
MATCH@M:(In order that the above quoted objectives be achieved a number of macroeconomic instruments is implemented.===>Za postizanje navedenih ciljeva, koristi se više makro-ekonomskih instrumenata.)
MATCH@E:(A balanced balance of payment. ~~~ In order that the above quoted objectives be achieved a number of macroeconomic instruments is implemented.===>Uravnotežen platni bilans Za postizanje navedenih ciljeva, koristi se više makroekonomskih instrumenata.)
MATCH@M:(They offer the economic policy creators the opportunity to guide the economic trends in a desired direction.===>Oni kreatorima ekonomske politike pružaju mogućnost usmeravanja ekonomskih tokova u željenom pravcu.)
MATCH@E:(They offer the economic policy creators the opportunity to guide the economic trends in a desired direction.===>Oni kreatorima ekonomske politike pružaju mogućnost usmeravanja ekonomskih tokova u željenom pravcu.)
MATCH@M:(The basic macroeconomic instruments are: an active budget and tax policy, the crediting-monetary policy, the policy of income and prices and the international economic policy.===>Osnovni makroeko-nomski instrumenti su: aktivna budžetsko-poreska politika, kreditno-monetarna politika, politika dohodaka i cena i međunarodna ekonomska politika.)
MATCH@E:(The basic macroeconomic instruments are: an active budget and tax policy, the crediting-monetary policy, the policy of income and prices and the international economic policy.===>Osnovni makroekonomski instrumenti su: aktivna budžetsko-poreska politika, kreditno-monetarna politika, politika dohodaka i cena i međunarodna ekonomska politika.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 1.===>Zemlje učesnice GAB-a SAD Nemačka Bundesbanka Japan Francuska Velika Britan ija Nacionalna banka [vajcarske Iznos (u milijard.)
BAD_LINE_=============================================================
BAD_LINE_M:Table 1.
BAD_LINE_M:Tabela 1.
BAD_LINE_E:Table 1.
BAD_LINE_E:Zemlje učesnice GAB-a SAD Nemačka Bundesbanka Japan Francuska Velika Britan ija Nacionalna banka [vajcarske Iznos (u milijard.
MATCH@M:(The SEC macroeconomic indicators are presented in Table 1.===>Makroekonomski pokazatelji zemalja JIE mogu se vi-deti u tabeli 1.)
MATCH@E:(The SEC macroeconomic indicators are presented in Table 1.===>Makroekonomski pokazatelji zemalja JIE mogu se videti u tabeli 1.)
MATCH@M:(Table 2.===>Tabela 2.)
MATCH@E:(Table 2.===>34.000,00 340,00 2.549,00 6.640,00 Tabela 2.)
BAD_LINE_=============================================================
BAD_LINE_M:Table 2.
BAD_LINE_M:Tabela 2.
BAD_LINE_E:Table 2.
BAD_LINE_E:34.000,00 340,00 2.549,00 6.640,00 Tabela 2.
MATCH@M:(In order that these be observed and presented and in order that the joint impact of the observed indicators upon the transition processes and economic growth be highlighted, a ranking of the countries was conducted using the square I-distance.===>Kako bi se one sagledale i prikazale i kako bi se istakao zajednički uticaj posmatranih pokazatelja na tranzicione procese i uspešnost privrede, izvršeno je rangiranje zemalja primenom kvadratnog I-odstojanja.)
MATCH@E:(In order that these be observed and presented and in order that the joint impact of the observed indicators upon the transition processes and economic growth be highlighted, a ranking of the countries was conducted using the square I-distance Š1Ë.===>Kako bi se one sagledale i prikazale i kako bi se istakao zajednički uticaj posmatranih pokazatelja na tranzicione procese i uspešnost privrede, izvršeno je rangiranje zemalja primenom kvadratnog I-odstojanja Š1Ë.)
MATCH@M:(This statistical method is based on the need to establish a relation between/among the entities compared and for which the values of a number of indicators are given, all in the easiest possible way.===>Ova statistička metoda zasniva se na potrebi da se na što jednostavniji način, primenom jednog sintetičkog pokezatelja, ustanovi odnos između entiteta koji se porede i za koje su date vrednosti više pokazatelja.)
MATCH@E:(This statistical method is based on the need to establish a relation between/among the entities compared and for which the values of a number of indicators are given, all in the easiest possible way.===>Ova statistička metoda zasniva se na potrebi da se na što jednostavniji način, primenom jednog sintetičkog pokezatelja, ustanovi odnos između entiteta koji se porede i za koje su date vrednosti više pokazatelja.)
MATCH@M:(In order to avoid a redundancy in the data and eliminate a mutual correlation of the characteristics observed, the first step in the analysis was the data reduction.===>Da bi se izbegla redundansa u podacima i eliminisala uzajamna korelacija posmatranih obeležja, prvi korak u analizi bila je redukcija podataka.)
MATCH@E:(In order to avoid a redundancy in the data and eliminate a mutual correlation of the characteristics observed, the first step in the analysis was the data reduction.===>Da bi se izbegla redundansa u podacima i eliminisala uzajamna korelacija posmatranih obeležja, prvi korak u analizi bila je redukcija podataka.)
MATCH@M:(The technique implemented to examine the correlation between the variables and to eliminate the redundancy, besides the factor analysis, is the principal components analysis (PCA) [2].===>Tehnika koja ispituje korelaciju izmedju promenljivih i uklanja redundansu, uz faktorsku analizu, je analiza glavnih komponenata (AGK)[2].)
MATCH@E:(The technique implemented to examine the correlation between the variables and to eliminate the redundancy, besides the factor analysis, is the principal components analysis (PCA) Š2Ë.===>Tehnika koja ispituje korelaciju izmedju promenljivih i uklanja redundansu, uz faktorsku analizu, je analiza glavnih komponenata (AGK)Š2Ë.)
MATCH@M:(The original data matrix is reduced in that the number of variables describing the unit for observation is reduced.===>Prvobitna matrica podataka se redukuje tako što se smanjuje broj pro-menjljivih kojima se opisuju jedinice posmatranja.)
MATCH@E:(The original data matrix is reduced in that the number of variables describing the unit for observation is reduced.===>Prvobitna matrica podataka se redukuje tako što se smanjuje broj promenjljivih kojima se opisuju jedinice posmatranja.)
MATCH@M:(The new variables are the principal components (PC), each PC representing the entire group of (highly intercorrelated) variables.===>Nove promenjljive su glavne komponente (GK) i svaka GK predstavlja celu grupu (medjusobno visoko ko-relisanih) promenjljivih.)
MATCH@E:(The new variables are the principal components (PC), each PC representing the entire group of (highly intercorrelated) variables.===>Nove promenjljive su glavne komponente (GK) i svaka GK predstavlja celu grupu (medjusobno visoko korelisanih) promenjljivih.)
MATCH@M:(Each unit of observation is then assigned its value for each principal component (factor scores).===>Svaka jedinica posmatranja tada dobij a svoju vrednost za svaku glavnu komponentu (faktorski skorovi).)
MATCH@E:(Each unit of observation is then assigned its value for each principal component (factor scores).===>Svaka jedinica posmatranja tada dobija svoju vrednost za svaku glavnu komponentu (faktorski skorovi).)
MATCH@M:(The new matrix still contains nearly all non-redundant information included in the original matrix.===>Nova matrica i dalje sadrži skoro sve neredudantne informacije sadržane u prvobitnoj matrici.)
MATCH@E:(The new matrix still contains nearly all non-redundant information included in the original matrix.===>Nova matrica i dalje sadrži skoro sve neredudantne informacije sadržane u prvobitnoj matrici.)
MATCH@M:(The principal components are distinguished as linear combinations of the original variables and are not mutually correlated.===>Glavne komponente se izdvajaju kao linearne kombinacije originalnih promenjljivih i međusobno su nekorelisane.)
MATCH@E:(The principal components are distinguished as linear combinations of the original variables and are not mutually correlated.===>Glavne komponente se izdvajaju kao linearne kombinacije originalnih promenjljivih i međusobno su nekorelisane.)
MATCH@M:(As many principal components can be distinguished as there are original variables, however, the analysis most frequently retains a smaller number in which a majority of original variance is contained.===>Može biti izdvojeno onoliko glavnih komponenata koliko ima originalnih pro-menjljivih, ali se u analizi najčešće zadržava manji broj kojim je obuhvaćen veći deo originalnog varija-biliteta.)
MATCH@E:(As many principal components can be distinguished as there are original variables, however, the analysis most frequently retains a smaller number in which a majority of original variance is contained.===>Može biti izdvojeno onoliko glavnih komponenata koliko ima originalnih promenjljivih, ali se u analizi najčešće zadržava manji broj kojim je obuhvaćen veći deo originalnog varijabiliteta.)
MATCH@M:(The principal components are arranged according to the falling percentage of variance they contain.===>Glavne komponente su uređene po opadaju-ćem procentu varijabiliteta koji obuhvataju.)
MATCH@E:(The principal components are arranged according to the falling percentage of variance they contain.===>Glavne komponente su uređene po opadajućem procentu varijabiliteta koji obuhvataju. 4.)
MATCH@M:(In the analysis presented in this paper, and on the basis of 18 indicators from Table 1 (the budget balance data for the years 2001 and 2005 were not complete, therefore these variables were not included in the analysis), 4 main components are distinguished and retained, thus including the total of 96 percent of the original variance.===>U okviru analize prikazane u ovom radu, na osnovu 18 pokazatelja iz tabele 1. (podaci za budžetski bilans 2001. i 2005. nisu bili kompletni, pa su ove promenjljive isključene iz analize), izdvojene su i u analizi zadržane 4 glavne komponente, čime je obuhvaćeno ukupno 96% originalnog varijabiliteta.)
MATCH@E:(5. ~~~ I-distance application in SEC countries ranking In the analysis presented in this paper, and on the basis of 18 indicators from Table 1 (the budget balance data for the years 2001 and 2005 were not complete, therefore these variables were not included in the analysis), 4 main components are distinguished and retained, thus including the total of 96 percent of the original variance.===>Rangiranje zemalja JIE primenom I-odstojanja U okviru analize prikazane u ovom radu, na osnovu 18 pokazatelja iz tabele 1. (podaci za budžetski bilans 2001. i 2005. nisu bili kompletni, pa su ove promenjljive isključene iz analize), izdvojene su i u analizi zadržane 4 glavne komponente, čime je obuhvaćeno ukupno 96% originalnog varijabiliteta.)
MATCH@M:(The impact of each of the variables included in the analysis upon an individual specified principal component may be observed in the matrix of rotated factor loading.===>Uticaj svake promenlji-ve uključene u analizu na pojedinu izdvojenu glavnu komponentu može se sagledati u matrici opterećenja rotiranih faktora.)
MATCH@E:(The impact of each of the variables included in the analysis upon an individual specified principal component may be observed in the matrix of rotated factor loading.===>Uticaj svake promenljive uključene u analizu na pojedinu izdvojenu glavnu komponentu može se sagledati u matrici opterećenja rotiranih faktora.)
MATCH@M:(The elemnts of this matrix are the coefficients of correlation between the original variables and the principal components retained in the analysis.===>Elementi ove matrice su koeficijenti korelacije između originalnih promenjljivih i glavnih komponenata zadržanih u analizi.)
MATCH@E:(The elemnts of this matrix are the coefficients of correlation between the original variables and the principal components retained in the analysis.===>Elementi ove matrice su koeficijenti korelacije između originalnih promenjljivih i glavnih komponenata zadržanih u analizi.)
MATCH@M:(The values of the matrix elements, higher in absolute values, signify a higher extent of the variable’s impact upon the principal component.===>Vrednosti elementa matrice, veći po apsolutnoj vrednosti, označavaju viši nivo uticaja promenljive na glavnu komponentu.)
MATCH@E:(The values of the matrix elements, higher in absolute values, signify a higher extent of the variables impact upon the principal component.===>Vrednosti elementa matrice, veći po apsolutnoj vrednosti, označavaju viši nivo uticaja promenljive na glavnu komponentu.)
MATCH@M:(On the basis of matrix of rotated factor loading for the data described and analysed in this paper, presented in Table 2, a conclusion can be drawn that in the first principal component, PC1, the unemployment rate indicator impact is predominant.===>Na osnovu matrice opterećenja rotiranih faktora za podatke opisane i analizirane u ovom radu, datoj u tabeli 2., može se zaključiti da u prvoj glavnoj komponenti GK 1. dominanira uticaj pokazatelji stope nezaposlenosti.)
MATCH@E:(On the basis of matrix of rotated factor loading for the data described and analysed in this paper, presented in Table 2, a conclusion can be drawn that in the first principal component, PC1, the unemployment rate indicator impact is predominant.===>Na osnovu matrice opterećenja rotiranih faktora za podatke opisane i analizirane u ovom radu, datoj u tabeli 2., može se zaključiti da u prvoj glavnoj komponenti GK 1. dominanira uticaj pokazatelji stope nezaposlenosti.)
MATCH@M:(The second main component PC2 is dominantly affected by the indicators on the gross national product data, while the PC3 is predominantly affected by the inflation indicators.===>Na drugu glavnu komponentu GK 2. dominantni uticaj imaju pokazatelji o kretanju bruto društvenog proizvoda, dok na GK 3. najviše utiču pokazatelji inflacije.)
MATCH@E:(The second main component PC2 is dominantly affected by the indicators on the gross national product data, while the PC3 is predominantly affected by the inflation indicators.===>Na drugu glavnu komponentu GK 2. dominantni uticaj imaju pokazatelji o kretanju bruto društvenog proizvoda, dok na GK 3. najviše utiču pokazatelji inflacije.)
MATCH@M:(The predominant impact upon the fourth principal component PC4 is the one of the budget balance indicators (BUDGBAL).===>Za četvrtu glavnu komponentu GK 4. je dominantan uticaj pokazatelja o budžetskom bilan-su (BUDBIL).)
MATCH@E:(The predominant impact upon the fourth principal component PC4 is the one of the budget balance indicators (BUDGBAL).===>Za četvrtu glavnu komponentu GK 4. je dominantan uticaj pokazatelja o budžetskom bilansu (BUDBIL).)
MATCH@M:(Tabela 5.===>Tabela 5.)
MATCH@E:(Table 5.===>Tabela 5.)
MATCH@M:(The scores obtained in this step of the analysis served as basis for determining the value of the square I-distance for each country observed.===>Skorovi dobijeni u ovom koraku analze poslužili su kao osnova za određivanje vrednosti kvadratnog I-odstoja-nja za svaku zemlju koja je posmatrana.)
MATCH@E:(Scores for the principal components The scores obtained in this step of the analysis served as basis for determining the value of the square I-distance for each country observed.===>Skorovi za glavne komponente 0.87862 -0.98362 -0.00204 0.0618 Srbija Skorovi dobijeni u ovom koraku analze poslužili su kao osnova za određivanje vrednosti kvadratnog I-odstojanja za svaku zemlju koja je posmatrana.)
MATCH@M:(The final result of this step is the ranking list presented in Table 4.===>Kao konačni rezultat ovog koraka analize, formirana je rang lista prikazana u tabeli 4.)
MATCH@E:(The final result of this step is the ranking list presented in Table 4.===>Kao konačni rezultat ovog koraka analize, formirana je rang lista prikazana u tabeli 4.)
MATCH@M:(The appropriate values of the I-distance are given in this same table.===>Odgovarajuće vrednosti kvadratnog I-odstojanja su date u istoj tabeli.)
MATCH@E:(The appropriate values of the I-distance are given in this same table.===>Odgovarajuće vrednosti kvadratnog Iodstojanja su date u istoj tabeli.)
MATCH@M:(Both steps of the analysis described are conducted within the statistics package SPSS [6].===>Oba koraka opisane analize izvršena su u okviru statističkog paketa SPSS [6].)
MATCH@E:(Both steps of the analysis described are conducted within the statistics package SPSS Š6Ë.===>Oba koraka opisane analize izvršena su u okviru statističkog paketa SPSS Š6Ë.)
MATCH@M:(On the basis of the occasional sharp rise of the distance it is clear that the countries are classed into three groups.===>Na osnovu povremenog naglog rasta odstojanja, može se uočiti da se zemlje grupišu u tri grupe.)
MATCH@E:(On the basis of the occasional sharp rise of the distance it is clear that the countries are classed into three groups.===>Na osnovu povremenog naglog rasta odstojanja, može se uočiti da se zemlje grupišu u tri grupe.)
MATCH@M:(The lowest value of the distance is in the case of Croatia, followed by Albania.===>Najmanju vrednost odstojanja ima Hrvatska, koju sledi Albanija.)
MATCH@E:(The lowest value of the distance is in the case of Croatia, followed by Albania.===>Najmanju vrednost odstojanja ima Hrvatska, koju sledi Albanija.)
MATCH@M:(These two countries reveal a significantly lower value of I-distance compared to the other countries included in the analysis.===>Ove dve zemlje imaju značajno manju vrednost I-odstojanja od ostalih zemalja koje su uključene u analizu.)
MATCH@E:(These two countries reveal a significantly lower value of I-distance compared to the other countries included in the analysis.===>Ove dve zemlje imaju značajno manju vrednost I-odstojanja od ostalih zemalja koje su uključene u analizu.)
MATCH@M:(Macedonia and Montenegro are characterized by the average I-distance values, whereas Moldovaa, Bosnia and Herzegovina and Serbia bottom the list, which indicates their lagging in the transitional processes.===>Makedonija i Crna Gora imaju prosečne vrednosti I-odstojanja, dok se Moldavija, Bosna i Hercegovina i Srbija nalaze na dnu liste, što ukazuje na njihovo zaostajanje u tranzicionim procesima.)
MATCH@E:(Macedonia and Montenegro are characterized by the average I-distance values, whereas Moldovaa, Bosnia and Herzegovina and Serbia bottom the list, which indicates their lagging in the transitional processes.===>Makedonija i Crna Gora imaju prosečne vrednosti I-odstojanja, dok se Moldavija, Bosna i Hercegovina i Srbija nalaze na dnu liste, što ukazuje na njihovo zaostajanje u tranzicionim procesima.)
MATCH@M:(An analysis similar to the one presented in this paper and based on the analogue indicators for the same region and the four-year period, from 200 to 2003 is described in [5].===>Analiza slična prikazanoj u ovom radu i zasnovana na analognim pokazateljima za isti region i četvorogodišnji period, od 2000. do 2003. godine, opisana je u [5].)
MATCH@E:(The ranking of the countries (2001-2005) An analysis similar to the one presented in this paper and based on the analogue indicators for the same region and the four-year period, from 200 to 2003 is described in Š5Ë.===>Rang lista zemalja (2001-2005) Analiza slična prikazanoj u ovom radu i zasnovana na analognim pokazateljima za isti region i četvorogodišnji period, od 2000. do 2003. godine, opisana je u Š5Ë.)
MATCH@M:(The table with the ranks and I-distance values for the countries observed in that analysis is shown in Table 5.===>Tabela sa rangovima i vrednostima I-odstojanja za posmatra-ne zemlje u toj analizi data je u tabeli 5.)
MATCH@E:(The table with the ranks and I-distance values for the countries observed in that analysis is shown in Table 5.===>Tabela sa rangovima i vrednostima I-odstojanja za posmatrane zemlje u toj analizi data je u tabeli 5.)
MATCH@M:(The comparison of the data from Table 4 with those from the Table 5 allows for an insight into the dynamics of the political and economic changes, expressed in the values of the observed macroeconomic indicators in the observed countries of the region.===>Poređenjem podataka iz tabele 4. i odgovarajuće tabele 5. može se sagledati i dinamika političko-ekonomskih promena, iskazanih u vrednostima posmatranih makroekonomskih pokazatelja, u posmatranim zemljama regiona.)
MATCH@E:(The comparison of the data from Table 4 with those from the Table 5 allows for an insight into the dynamics of the political and economic changes, expressed in the values of the observed macroeconomic indicators in the observed countries of the region.===>Poređenjem podataka iz tabele 4. i odgovarajuće tabele 5. može se sagledati i dinamika političko-ekonomskih promena, iskazanih u vrednostima posmatranih makroekonomskih pokazatelja, u posmatranim zemljama regiona.)
MATCH@M:(Bulgaria and Romania have been the members of the EU since 2007, Serbia and Montenegro became two separate independent countries (2006), and the sequence in the ranking lists based on the square I-dis-tance is changed.===>Od 2007. godine Bugarska i Rumunija su članice EU, Srbija i Crna Gora su samostalne države (2006), a re-dosled na rang listama baziranim na kvadratnom I-od-stojanju je izmenjen.)
MATCH@E:(Macedonia Tabela 5. ~~~ Š5Ë Rang lista zemalja (2000-2003) Bulgaria and Romania have been the members of the EU since 2007, Serbia and Montenegro became two separate independent countries (2006), and the sequence in the ranking lists based on the square I-distance is changed.===>Tabela 5. Š5Ë Rang lista zemalja (2000-2003) Od 2007. godine Bugarska i Rumunija su članice EU, Srbija i Crna Gora su samostalne države (2006), a redosled na rang listama baziranim na kvadratnom I-odstojanju je izmenjen.)
MATCH@M:(Macedonia, the last in the 2004 ranking, is now positioned immediately following Croatia and Albania, while Serbia is at the bottom of the list in 2007.===>Makedonija, koja je u rangiranju 2004. bila poslednja, sada se nalazi odmah iza Hrvatske i Albanije, dok je Srbija 2007. godine na poslednjem mestu.)
MATCH@E:(Macedonia, the last in the 2004 ranking, is now positioned immediately following Croatia and Albania, while Serbia is at the bottom of the list in 2007.===>Makedonija, koja je u rangiranju 2004. bila poslednja, sada se nalazi odmah iza Hrvatske i Albanije, dok je Srbija 2007. godine na poslednjem mestu.)
MATCH@M:(On the basis of the above quoted changes we can draw the conclusion that Croatia and Macedonia had an ”accellerated” transition path; Montenegro followed the pace it had while it was one country with Serbia, whereas Serbia slowed down its processes and, together with Bosnia and Herzegovina, came bottom of the list of the observed countries of the region.===>Na osnovu navedenih promena se može zaključiti da su Hrvatska i Makedonija imale „ubrzan“ tranzi-cioni put, Crna Gora je nastavila tempom koji je imala u zajednici sa Srbijom, dok je Srbija usporila svoje procese i, sa Bosnom i Hercegovinom, našla se na dnu liste posmatranih zemalja regiona.)
MATCH@E:(On the basis of the above quoted changes we can draw the conclusion that Croatia and Macedonia had an accellerated transition path; Montenegro followed the pace it had while it was one country with Serbia, whereas Serbia slowed down its processes and, together with Bosnia and Herzegovina, came bottom of the list of the observed countries of the region.===>Na osnovu navedenih promena se može zaključiti da su Hrvatska i Makedonija imale ubrzan tranzicioni put, Crna Gora je nastavila tempom koji je imala u zajednici sa Srbijom, dok je Srbija usporila svoje procese i, sa Bosnom i Hercegovinom, našla se na dnu liste posmatranih zemalja regiona.)
MATCH@M:(The leading position of Bulgaria and Romania in the list in Table 5 and the fact that in the meantime these two countries became members of the European Union, as well as the high position of Croatia on the list in Table 4 may only highlight the importance of a suc-cesful conduct of economic reforms in the transition countries, accessing candidates for the European union.===>Vodeća pozicija Bugarske i Rumunije na list u tabeli 5. i činjenica da su ove države u međuvremenu postale članice Evropske unije, kao i visoka pozicija Hrvatske na rang listi u tabeli 4., može da ukaže na značaj uspe-šnog sprovođenja ekonomskih reformi u zemljama u tranziciji, kandidatima za prijem u Evropsku uniju.)
MATCH@E:(The leading position of Bulgaria and Romania in the list in Table 5 and the fact that in the meantime these two countries became members of the European Union, as well as the high position of Croatia on the list in Table 4 may only highlight the importance of a succesful conduct of economic reforms in the transition countries, accessing candidates for the European union. ~~~ 6.===>Vodeća pozicija Bugarske i Rumunije na list u tabeli 5. i činjenica da su ove države u međuvremenu postale članice Evropske unije, kao i visoka pozicija Hrvatske na rang listi u tabeli 4., može da ukaže na značaj uspešnog sprovođenja ekonomskih reformi u zemljama u tranziciji, kandidatima za prijem u Evropsku uniju. 5.)
MATCH@M:(With the establishment of the macroeconomic stability and the market economy, the SEC reagion that is a vast market of 55 million people is becoming all the more interesting for foreign investors, which will improve the economic structure of those countries as well as their economic growth.===>Uspostavljanjem makroekonomske stabilnosti i tržišne privrede, region JIE koji predstavlja ogromno tržište od 55 miliona ljudi postaje sve interesantniji za strane investitore, što poboljšava ekonomsku strukturu tih zemalja i povećava privredni rast.)
MATCH@E:(The development prospects of the SECs region With the establishment of the macroeconomic stability and the market economy, the SEC reagion that is a vast market of 55 million people is becoming all the more interesting for foreign investors, which will improve the economic structure of those countries as well as their economic growth.===>Perspektive razvoja regiona JIE Uspostavljanjem makroekonomske stabilnosti i tržišne privrede, region JIE koji predstavlja ogromno tržište od 55 miliona ljudi postaje sve interesantniji za strane investitore, što poboljšava ekonomsku strukturu tih zemalja i povećava privredni rast.)
MATCH@M:(The new, integrated multilateral agreement helps create a common legal framework for investing into this region.===>Novim jedinstvenim multilateralnim sporazumom stvara se i zajednički pravni okvir za investiranje u ovom regionu.)
MATCH@E:(The new, integrated multilateral agreement helps create a common legal framework for investing into this region.===>Novim jedinstvenim multilateralnim sporazumom stvara se i zajednički pravni okvir za investiranje u ovom regionu.)
MATCH@M:(The comparative advantages of this region are tourism and major lines of communication (transport).===>Komparativne prednosti ovog regiona su: turizam i glavne saobraćajnice (transport).)
MATCH@E:(The comparative advantages of this region are tourism and major lines of communication (transport).===>Komparativne prednosti ovog regiona su: turizam i glavne saobraćajnice (transport).)
MATCH@M:(The largest foreign direct investments are realized in the industries of telecommunications, textile and leather, beer, tobacco, soft beverages, food and in the banking sectors.===>Najveće strane direktne investicije ostvarene su u industriji: telekomunikacija, tekstila i kože, piva, duvana, bezalkoholnih pića, prehrane i u bankarskom sektoru.)
MATCH@E:(The largest foreign direct investments are realized in the industries of telecommunications, textile and leather, beer, tobacco, soft beverages, food and in the banking sectors.===>Najveće strane direktne investicije ostvarene su u industriji: telekomunikacija, tekstila i kože, piva, duvana, bezalkoholnih pića, prehrane i u bankarskom sektoru.)
MATCH@M:(The region is expected to become an investment area for industries specialized in the production of machinery, equipment and automobile parts.===>Očekuje se da ovaj region bude investiciono područje za industrije specijalizovane u proizvodnji mašina, opreme i delova za automobile.)
MATCH@E:(The region is expected to become an investment area for industries specialized in the production of machinery, equipment and automobile parts.===>Očekuje se da ovaj region bude investiciono područje za industrije specijalizovane u proizvodnji mašina, opreme i delova za automobile.)
MATCH@M:(Similarly, an increase in foreign direct investments is anticipated in the industries of food processing, tourism, construction works (infrastructure, communications, roads, railways, ...), public companies acquisition (electric power supply, oil, ...) and in building new towns.===>Isto tako, predviđa se povećanje stranih direktnih investicija u: industriju prerade hrane, turizam, građevinarstvo (izgradnja infrastrukture, saobra-ćajnica, puteva, železničkih pruga...), kupovinu javnih preduzeća (električna energija, nafta..) i izgradnju gradova.)
MATCH@E:(Similarly, an increase in foreign direct investments is anticipated in the industries of food processing, tourism, construction works (infrastructure, communications, roads, railways, …), public companies acquisition (electric power supply, oil, …) and in building new towns.===>Isto tako, predviđa se povećanje stranih direktnih investicija u: industriju prerade hrane, turizam, građevinarstvo (izgradnja infrastrukture, saobraćajnica, puteva, železničkih pruga…), kupovinu javnih preduzeća (električna energija, nafta..) i izgradnju gradova.)
MATCH@M:(The evident problems are the FDI revenues being generally concentrated within the most attractive sectors as well as the scarcity of greenfield investments.===>Kao vidljivi problem se ispoljava to što su prilivi SDI uglavnom skoncentrisani u najatraktivnije sektore po zemljama i nedovoljno prisustvo greenfield investicija.)
MATCH@E:(The evident problems are the FDI revenues being generally concentrated within the most attractive sectors as well as the scarcity of greenfield investments.===>Kao vidljivi problem se ispoljava to što su prilivi SDI uglavnom skoncentrisani u najatraktivnije sektore po zemljama i nedovoljno prisustvo greenfield investicija.)
MATCH@M:(The inflow of foreign direct investments in this region is mainly the consequence of the privatization process.===>Pritok stranih direktnih investicija u ovom regi-onu je uglavnom posledica procesa privatizacije.)
MATCH@E:(The inflow of foreign direct investments in this region is mainly the consequence of the privatization process.===>Pritok stranih direktnih investicija u ovom regionu je uglavnom posledica procesa privatizacije.)
MATCH@M:(The free trade zone of the Western Balkans is expected to earn numerous favourable economic and political effects upon the economies of the countries of the region.===>Formiranjem zone slobodne trgovine Zapadnog Balkana očekuju se brojni pozitivni ekonomski i politički efekti na privrede zemalja regiona.)
MATCH@E:(The free trade zone of the Western Balkans is expected to earn numerous favourable economic and political ef fects upon the economies of the countries of the region.===>Formiranjem zone slobodne trgovine Zapadnog Balkana očekuju se brojni pozitivni ekonomski i politički efekti na privrede zemalja regiona.)
MATCH@M:(The outstanding among them are the following: the free flow of goods, people, capital, and services among the countries of the region; the increase in the scope of exchange among the countries of the region and improved exports and imports; the increase in the productivity and efficiency of their economies due to higher competition; the improvement of production cooperation among the countries in the region towards the larger placements on the third markets; taking all the advantages of the extended scope of economy; attracting foreign direct investments, especially greenfield investments; fostering investments among the countries in the region and also joint investments of these countries in third countries; a considerably easier and less expensive customers’ access to a higher quality products; harmonization of legislation in these countries; a prompter accession to the EU and the WTO (for the non-member countries - Bosnia and Herzegovina, Serbia and Montenegro); the political stability in the region and positive results concerning the safety of the Balkans, etc. [9]===>Najznačajniji su: omogućavanje slobodnog protoka roba, ljudi, kapitala i usluga u okviru zemalja regiona; povećanje obima razmene između zemalja regiona i poboljšanje strukture izvoza i uvoza; povećanje produktivnosti i efikasnosti privreda usled pojačane konkurencije; poboljšanje proizvodne kooperacije između zemalja regiona u cilju povećanja plasmana na treća tržišta; korišćenje svih prednosti ekonomije proširenog obima; privlačenje stranih direktnih investicija, posebno, greenfield investicija; podsticanje investicija između zemalja u regionu, a takođe, i zajedničkih investicija u trećim zemljama; znatno lakši i jeftiniji pristup kvalitetnijim proizvodima svih potrošača; harmonizacija zakonodavstva u zemljama regiona; brži ulazak u EU i STO (za zemlje koje nisu članice - Bosna i Hercegovina, Srbija i Crna Gora); politička stabilnost u regionu i pozitivne posledice na bezbednost Balkana itd. [9])
MATCH@E:(The outstanding among them are the following: the free flow of goods, people, capital, and services among the countries of the region; the increase in the scope of exchange among the countries of the region and improved exports and imports; the increase in the productivity and efficiency of their economies due to higher competition; the improvement of production cooperation among the countries in the region towards the larger placements on the third markets; taking all the advantages of the extended scope of economy; attracting foreign direct investments, especially greenfield investments; fostering investments among the countries in the region and also joint investments of these countries in third countries; a considerably easier and less expensive customers access to a higher quality products; harmonization of legislation in these countries; a prompter accession to the EU and the WTO (for the non-member countries Bosnia and Herzegovina, Serbia and Montenegro); the political stability in the region and positive results concerning the safety of the Balkans, etc.===>Najznačajniji su: omogućavanje slobodnog protoka roba, ljudi, kapitala i usluga u okviru zemalja regiona; povećanje obima razmene između zemalja regiona i poboljšanje strukture izvoza i uvoza; povećanje produktivnosti i efika snosti privreda usled pojačane konkurencije; poboljšanje proizvodne kooperacije između zemalja regiona u cilju povećanja plasmana na treća tržišta; korišćenje svih prednosti ekonomije proširenog obima; privlačenje stranih direktnih investicija, posebno, greenfield investicija; podsticanje investicija između zemalja u regionu, a takođe, i zajedničkih investicija u trećim zemljama; znatno lakši i jeftiniji pristup kvalitetnijim proizvodima svih potrošača; harmonizacija zakonodavstva u zemljama regiona; brži ulazak u EU i STO (za zemlje koje nisu članice Bosna i Hercegovina, Srbija i Crna Gora); politička stabilnost u regionu i pozitivne posledice na bezbednost Balkana itd.)
MATCH@M:(Similar in characteristics as well as in goals, the transition processes under way in the CEFTA member countries, however, do reveal differences.===>Iako slični i sa istim ciljem, tranzicioni procesi koji se odvijaju u zemljama potpisnicama CEFTA pokazuju razlike.)
MATCH@E:(Conclusion Similar in characteristics as well as in goals, the transition processes under way in the CEFTA member countries, however, do reveal differences.===>Zaključak Iako slični i sa istim ciljem, tranzicioni procesi koji se odvijaju u zemljama potpisnicama CEFTA pokazuju razlike.)
MATCH@M:(The analysis described in this paper was meant to highlight these.===>Anliza opisana u ovom radu, upravo ukazuje na njih.)
MATCH@E:(The analysis described in this paper was meant to highlight these.===>Anliza opisana u ovom radu, upravo ukazuje na njih.)
MATCH@M:(It is important to get a deep insight into the political processes going on in these countries, in addition to the economic ones, as their impact can by no means be neglected.===>Uz ekonomske, potrebno je sagledati i političke aspekte procesa koji se odvijaju u ovim zemljama, a koji imaju nesumnjiv uticaj.)
MATCH@E:(It is important to get a deep insight into the political processes going on in these countries, in addition to the economic ones, as their impact can by no means be neglected.===>Uz ekonomske, potrebno je sagledati i političke aspekte procesa koji se odvijaju u ovim zemljama, a koji imaju nesumnjiv uticaj.)
MATCH@M:(The European Union strongly supports the countries of the region, both in their individual efforts on the transition path and in the regional relations.===>Evropska unija snažno podržava zemlje regiona, kako u njihovim individualnim naporima na putu tranzicije, tako i u regionalnom povezivanju.)
MATCH@E:(The European Union strongly supports the countries of the region, both in their individual efforts on the transition path and in the regional relations. ~~~ 8.===>Evropska unija snažno podržava zemlje regiona, kako u njihovim individualnim naporima na putu tranzicije, tako i u regionalnom povezivanju. 7.)
MATCH@M:(Special attention is paid to the specific definition of the city e-government as a set of interactive services adjusted to the citizens’ needs.===>Posebna pažnja je posvećena specifikaciji e-uprave grada kao skupa interaktivnih elektronskih usluga prilagođenih potrebama građana.)
MATCH@E:(Special attention is paid to the specific definition of the city e-government as a set of interactive services adjusted to the citizens needs.===>Posebna pažnja je posvećena specifikaciji e-uprave grada kao skupa interaktivnih elektronskih usluga prilagođenih potrebama građana.)
MATCH@M:(The basic features of this concept are shown and the levels of service from the quality aspect of the service are identified.===>Prikazane su osnovne karakteristike takvog koncepta i identifikovani nivoi servisa sa aspekta kvaliteta usluga.)
MATCH@E:(The basic features of this concept are shown and the levels of service from the quality aspect of the service are identified.===>Prikazane su osnovne karakteristike takvog koncepta i identifikovani nivoi servisa sa aspekta kvaliteta usluga.)
MATCH@M:(Special attention, too, is devoted to the interaction of varied communication methods into a unique, efficient e-government system of the City of Belgrade.===>Posebna pažnja posvećena je integraciji različitih metoda komunikacije u jedinstveni efikasni sistem e-uprave grada Beograda. I.	Uvod)
MATCH@E:(Special attention, too, is devoted to the interaction of varied communication methods into a unique, efficient e-government system of the City of Belgrade.===>Posebna pažnja posvećena je integraciji različitih metoda komunikacije u jedinstveni efikasni sistem e-uprave grada Beograda.)
MATCH@M:(I.	Introduction The reform and the modernization of the state administration based on a widespread implementation of information-communication technology (ICT) is one of key elements of the overall transition of Serbia into a modern information society.===>Reforma i modernizacija državne uprave zasnovana na širokoj upotrebi informaciono-komunikacione tehnologije (IKT) predstavlja jedan od ključnih elemenata sveukupne tranzicije Srbije u moderno informa-ciono društvo.)
MATCH@E:(I. Introduction The reform and the modernization of the state administration based on a widespread implementation of information-communication technology (ICT) is one of key elements of the overall transition of Serbia into a modern information society.===>I. Uvod Reforma i modernizacija državne uprave zasnovana na širokoj upotrebi informaciono-komunikacione tehnologije (IKT) predstavlja jedan od ključnih elemenata sveukupne tranzicije Srbije u moderno informaciono društvo.)
MATCH@M:(The ICT prove to be broadly resourceful as regards the modernization of the state administration and the improvement of the services it offers to the public.===>IKT poseduju ogromne mogućnosti u pogledu modernizacije državne uprave i poboljšanja usluga koje ona pruža javnosti.)
MATCH@E:(The ICT prove to be broadly resourceful as regards the modernization of the state administration and the improvement of the services it offers to the public.===>IKT poseduju ogromne mogućnosti u pogledu modernizacije državne uprave i poboljšanja usluga koje ona pruža javnosti.)
MATCH@M:(The introduction of modern information systems improves the quality of the services as well as the efficiency, transparency, responsibility and effectiveness of the administration’s service.===>Uvođenje savremenih informacionih sistema povećava kvalitet usluga i poboljšava efikasnost, transparentnost, odgovornost i efikasnost rada uprave.)
MATCH@E:(The introduction of modern information systems improves the quality of the services as well as the efficiency, transparency, responsibility and effectiveness of the administrations service.===>Uvođenje savremenih informacionih sistema povećava kvalitet usluga i poboljšava efikasnost, transparentnost, odgovornost i efikasnost rada uprave.)
MATCH@M:(The modern communication infrastructure allows for the free flow of information among the government agencies as well as ensure the citizens and the economy a higher quality access to services at lower costs.===>Moderna komunikaciona infrastruktura omogućava da informacije nesmetano teku između organa uprave i može građanima i privredi da pruži bolji pristup uslugama uz manje troškove.)
MATCH@E:(The modern communication infrastructure allows for the free flow of information among the government agencies as well as ensure the citizens and the economy a higher quality access to services at lower costs.===>Moderna komunikaciona infrastruktura omogućava da informacije nesmetano teku između organa uprave i može građanima i privredi da pruži bolji pristup uslugama uz manje troškove.)
MATCH@M:(The modernization of state administration means a radical change of the traditional manner in which administrative processes within the state are conducted.===>Modernizacija državne uprave predstavlja korenitu promenu tradicionalnog načina na koji se obavljaju administrativni procesi u okviru države.)
MATCH@E:(The modernization of state administration means a radical change of the traditional manner in which administrative processes within the state are conducted.===>Modernizacija državne uprave predstavlja korenitu promenu tradicionalnog načina na koji se obavljaju administrativni procesi u okviru države.)
MATCH@M:(This change in turn means that the citizens need not be physically present, but may receive information or do transactions via the Internet.===>Ta promena znači da građani ne moraju da budu fizički prisutni, već mogu putem Interneta dobijati informacije i vršiti transakcije.)
MATCH@E:(This change in turn means that the citizens need not be physically present, but may receive information or do transactions via the Internet.===>Ta promena znači da građani ne moraju da budu fizički prisutni, već mogu putem Interneta dobijati informacije i vršiti transakcije.)
MATCH@M:(The e-government concept assumes interactive electronic services adjusted to the citizens’ and economy’s needs, integrated on all the public sector levels.===>Koncept e-uprave predviđa interaktivne elektronske usluge prilagođene potrebama građana i privrede, koje su integrisane na svim nivoima javnog sektora.)
MATCH@E:(The e-government concept assumes interactive electronic services adjusted to the citizens and economys needs, integrated on all the public sector levels.===>Koncept e-uprave predviđa interaktivne elektronske usluge prilagođene potrebama građana i privrede, koje su integrisane na svim nivoima javnog sektora.)
MATCH@M:(The e-government (electronic government) means the use of the Internet or other electronic systems in order that the communication with the government services should be simplified and facilitated [1].===>E-goverment (elektronska uprava, e-uprava) predstavlja korišćenje Interneta ili drugih elektronskih sistema da bi se pojednostavilo i olakšalo komuniciranje sa vladinim servisima [1].)
MATCH@E:(The e-government (electronic government) means the use of the Internet or other electronic systems in order that the communication with the government services should be simplified and facilitated Š1Ë.===>E-goverment (elektronska uprava, e-uprava) predstavlja korišćenje Interneta ili drugih elektronskih sistema da bi se pojednostavilo i olakšalo komuniciranje sa vladinim servisima Š1Ë.)
MATCH@M:(It is a global reform approach with the purpose of promoting the use of the Internet by both the government agencies and the entities these agencies cooperate with.===>To je globalni reformski pristup sa svrhom promocije korišćenja Interneta od strane vladinih tela i od strane svih onih sa kojima ona sarađuju.)
MATCH@E:(It is a global reform approach with the purpose of promoting the use of the Internet by both the government agencies and the entities these agencies cooperate with.===>To je globalni reformski pristup sa svrhom promocije korišćenja Interneta od strane vladinih tela i od strane svih onih sa kojima ona sarađuju.)
MATCH@M:(All the available e-government solutions make use of the opportunities and possibilities at disposal in the software solutions to the customer relations management.===>Sva pristupačna e-goverment rešenja koriste sve mogućnosti koje su dostupne u softverskim rešenjima za upravljanje odnosima sa klijentima.)
MATCH@E:(All the available e-government solutions make use of the opportunities and possibilities at disposal in the software solutions to the customer relations management.===>Sva pristupačna e-goverment rešenja koriste sve mogućnosti koje su dostupne u softverskim rešenjima za upravljanje odnosima sa klijentima.)
MATCH@M:(The services that the government agencies deliver are integrated in contact centres that ensure a successful processing of any transactions among the government, the citizens, and the institutions participating in the transaction.===>Usluge koje tela uprave pružaju integrisane su u kontaktnim centrima koji omogućavaju uspešnu obradu svih transakcija između uprave, građana i institucija koje učestvuju u transakciji.)
MATCH@E:(The services that the government agencies deliv er are integrated in contact centres that ensure a successful processing of any transactions among the government, the citizens, and the institutions participating in the transaction.===>Usluge koje tela uprave pružaju integrisane su u kontaktnim centrima koji omogućavaju uspešnu obradu svih transakcija između uprave, građana i institucija koje učestvuju u transakciji.)
MATCH@M:(In the model of state administration activities based on the “integrated desk“ (a physical desk/counter in the building, a telephone call centre, a free standing electronic stand, the Internet) is not part of a certain agency or organization, not even of a certain vertical jurisdiction; it is a place where the entire business that the clients may have to do with any services or organization within the state administration are accomplished.===>U modelu poslovanja državne administracije koji se zasniva na „jedinstvenom šalteru“, šalter (fizički šalter u objektu, telefonski pozivni centar, samostojeći elektronski kiosk, Internet) ne pripada određenom organu ili organizaciji, čak ni određenoj vertikalnoj nadležnosti, već se na jednom mestu obavljaju svi poslovi koje klijenti mogu da imaju sa bilo kojim organom ili organizacijom unutar državne administracije.)
MATCH@E:(In the model of state administration activities based on the integrated desk (a physical desk/counter in the building, a telephone call centre, a free standing electronic stand, the Internet) is not part of a certain agency or organization, not even of a certain vertical jurisdiction; it is a place where the entire business that the clients may have to do with any services or organization within the state administration are accomplished.===>U modelu poslovanja državne administracije koji se zasniva na jedinstvenom šalteru, šalter (fizički šalter u objektu, telefonski pozivni centar, samostojeći elektronski kiosk, Internet) ne pripada određenom organu ili organizaciji, čak ni određenoj vertikalnoj nadležnosti, već se na jednom mestu obavljaju svi poslovi koje klijenti mogu da imaju sa bilo kojim organom ili organizacijom unutar državne administracije.)
MATCH@M:(In the context of local or municipal government the e-government may be defined as a “local government’s capability to make information and services available via the web, via the “touch“ kiosks or on the basis of interactive voice recognition.===>E-uprava se u kontekstu lokalnih ili gradskih uprava može definisati kao „mogućnost lokalne uprave da stavi na raspolaganje informacije i servise putem veba, preko ’touch’ kioska ili na osnovu interaktivnog prepoznavanja glasa.)
MATCH@E:(E-government in Serbia In the context of local or municipal government the egovernment may be defined as a local governments capability to make information and services available via the web, via the touch kiosks or on the basis of interactive voice recognition.===>E-uprava u Srbiji E-uprava se u kontekstu lokalnih ili gradskih uprava može definisati kao mogućnost lokalne uprave da stavi na raspolaganje informacije i servise putem veba, preko touch kioska ili na osnovu interaktivnog prepoznavanja glasa.)
MATCH@M:(Such services are at the disposal of citizens and business partners, and they are available on 24/7 basis, 365 days a year [3].===>Ove usluge i servisi se stavljaju na raspolaganje građanima i poslovnim partnerima, a raspoloživi su 24 časa dnevno 365 dana godišnje“ [3].)
MATCH@E:(Such services are at the disposal of citizens and business partners, and they are available on 24/7 basis, 365 days a year Š3Ë.===>Ove usluge i servisi se stavljaju na raspolaganje građanima i poslovnim partnerima, a raspoloživi su 24 časa dnevno 365 dana godišnje Š3Ë.)
MATCH@M:(The research conducted by the Statistical Office of the Republic of Serbia [11] shows that the Internet is used by a relatively small number of Serbian citizens (33.1%).===>Istraživanja koja realizuje Republički zavod za statistiku [11] pokazuju da u Srbiji relativno mali broj građana koristi Internet (33,1%).)
MATCH@E:(The research conducted by the Statistical Office of the Republic of Serbia Š11Ë shows that the Internet is used by a relatively small number of Serbian citizens (33.1%).===>Istraživanja koja realizuje Republički zavod za statistiku Š11Ë pokazuju da u Srbiji relativno mali broj građana koristi Internet (33,1%).)
MATCH@M:(Approximately 260,000 citizens of Serbia make use of the public government services (Figure 1).===>Servise javne uprave koristi oko 260000 građana Republike Srbije (slika 1).)
MATCH@E:(Approximately 260,000 citizens of Serbia make use of the public government services (Figure 1).===>Servise javne uprave koristi oko 260000 građana Republike Srbije (slika 1).)
MATCH@M:(The citizens most often use these services for the purpose of obtaining sertificates (birth certificates, for example), personal identification documents and for automobile registration.===>Građani najčešće koriste servise javne uprave za dobijanje uverenja (izvodi iz matičnih knjiga), do-bijanje ličnih dokumenata i registraciju automobila.)
MATCH@E:(The citizens most often use these services for the purpose of obtaining sertificates (birth certificates, for example), personal identification documents and for automobile registration.===>Građani najčešće koriste servise javne uprave za dobijanje uverenja (izvodi iz matičnih knjiga), dobijanje ličnih dokumenata i registraciju automobila.)
MATCH@M:(The most rarely used services are those related to health care, social insurance benefit and tax payment.===>Najređe se koriste usluge vezane za zdravstvo, socijalno osiguranje i plaćanje poreza.)
MATCH@E:(The most rarely used services are those related to health care, social insurance benefit and tax payment.===>Najređe se koriste usluge vezane za zdravstvo, socijalno osiguranje i plaćanje poreza.)
MATCH@M:(The largest number of e-government elecronic services users (92.4%) use the Internet to get information from the web-sites of public institutions; a slightly smaller number of users (71.1%) download various forms, while 57.4% of users send filled-in forms via the Internet.===>Najveći broj korisnika (92.4%) elektronskih usluga e-uprave koristi Internet za dobijanje informacija sa veb sajta javnih institucija, nešto manji broj korisnika (71.1%) za preuzimanje formulara i 57.4% za slanje popunjenih obrazaca.)
MATCH@E:(The largest number of e-government elecronic services users (92.4%) use the Internet to get information from the web-sites of public institutions; a slightly smaller number of users (71.1%) download various forms, while 57.4% of users send filled-in forms via the Internet.===>Najveći broj korisnika (92.4%) elektronskih usluga e-uprave koristi Internet za dobijanje informacija sa veb sajta javnih institucija, nešto manji broj korisnika (71.1%) za preuzimanje formulara i 57.4% za slanje popunjenih obrazaca. ~~~ Broj građana koji koriste servise javne uprave Slika 1.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 2.===>Slika 2.)
MATCH@M:(The more advanced levels of electronic administration mean conducting the entire transaction in an electronic manner and integrating the system into an integrated desk model.===>Napredniji nivoi elektronske administracije podrazu-mevaju elektronsko obavljanje kompletne transakcije i integraciju sistema u model jedinstvenog šaltera.)
MATCH@E:(The more advanced levels of electronic administration mean conducting the entire transaction in an electronic manner and integrating the system into an integrated desk model.===>Napredniji nivoi elektronske administracije podrazumevaju elektronsko obavljanje kompletne transakcije i integraciju sistema u model jedinstvenog šaltera.)
MATCH@M:(The citizens can conduct an administrative procedure with a certain agency or organization autonomously, without the intervention from the part of a state officer.===>Građani mogu da samostalno obave upravni postupak sa određenim organom ili organizacijom bez intervencije državnog službenika.)
MATCH@E:(The citizens can conduct an administrative procedure with a certain agency or organization autonomously, without the intervention from the part of a state officer.===>Građani mogu da samostalno obave upravni postupak sa određenim organom ili organizacijom bez intervencije državnog službenika.)
MATCH@M:(This phase of e-government development is characterised by redused costs, as well as by increased efficiency, to the user’s ultimate satisfaction.===>U ovoj fazi razvoja e-upra-ve smanjuju se troškovi, povećava efikasnost, a zadovoljstvo korisnika dostiže najviši nivo.)
MATCH@E:(This phase of e-government development is characterised by redused costs, as well as by increased efficiency, to the users ultimate satisfaction.===>U ovoj fazi razvoja e-uprave smanjuju se troškovi, povećava efikasnost, a zadovoljstvo korisnika dostiže najviši nivo.)
MATCH@M:(The unique starting point of all the services is the end objective of all the e-administration initiatives.===>Jedinstveno polazište za sve usluge je krajnji cilj svih inicijativa e-uprave.)
MATCH@E:(The unique starting point of all the services is the end objective of all the e-administration initiatives.===>Jedinstveno polazište za sve usluge je krajnji cilj svih inicijativa euprave.)
MATCH@M:(Such solutions mean a new quality in the communication with citizens as well as transparency that can be gained if these solutions are implemented.===>Ovakva rešenja predstavljaju nov kvalitet u komunikaciji sa građanima i transparentnosti koja se može postići ako se oni koriste.)
MATCH@E:(Such solutions mean a new quality in the communication with citizens as well as transparency that can be gained if these solutions are implemented.===>Ovakva rešenja predstavljaju nov kvalitet u komunikaciji sa građanima i transparentnosti koja se može postići ako se oni koriste.)
MATCH@M:(The e-government integrated desk model is shown in Figure 3.===>Model jedinstvenog šaltera e-uprave prikazan je na slici 3.)
MATCH@E:(The e-government integrated desk model is shown in Figure 3.===>Model jedinstvenog šaltera e-uprave prikazan je na slici 3.)
MATCH@M:(Figure 2.===>Slika 2.)
MATCH@E:(Figure 3.===>Slika 3.)
MATCH@M:(The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia.===>Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.)
MATCH@E:(Citizens interest in using e-government services The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia.===>Zainteresovanost za korišćenje servisa e-uprave Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.)
BAD_LINE_=============================================================
BAD_LINE_M:The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia.
BAD_LINE_M:Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.
BAD_LINE_E:Citizens interest in using e-government services The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia.
BAD_LINE_E:Zainteresovanost za korišćenje servisa e-uprave Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.
MATCH@M:(The percentage of Belgrade households with a personal computer amounts to 53.1%, with 45.5% of Internet connections, and 27.1% broad-band connections.===>Zastu-peljnost računara u domaćinstvima u Beogradu iznosi 53,1%, zastupljenost Internet priključka 45,5%, a širokopojasnih konekcija 27,1%.)
MATCH@E:(The percentage of Belgrade households with a personal computer amounts to 53.1%, with 45.5% of Internet connections, and 27.1% broad-band connections.===>Zastupeljnost računara u domaćinstvima u Beogradu iznosi 53,1%, zastupljenost Internet priključka 45,5%, a širokopojasnih konekcija 27,1%.)
MATCH@M:(On the basis of these indicators a conclusion can be drawn that there is a large number of prospective users of e-government services, therefore the efficiency of the public administration system can be improved by expanding the offer of e-services.===>Na osnovu ovih podataka, može se zaključiti da u gradu Beogrdau postoji veliki broj potencijalnih korisnika servisa elektronske uprave, te da se efikasnost sistema javne uprave može poboljšati povećanjem ponude elektronskih usluga.)
MATCH@E:(On the basis of these indicators a conclusion can be drawn that there is a large number of prospective users of e-government services, therefore the efficiency of the public administration system can be improved by expanding the offer of e-services.===>Na osnovu ovih podataka, može se zaključiti da u gradu Beogrdau postoji veliki broj potencijalnih korisnika servisa elektronske uprave, te da se efikasnost sistema javne uprave može poboljšati povećanjem ponude elektronskih usluga.)
MATCH@M:(The government - citizen (G2C) scenarios focus upon rendering services to citizens.===>Uprava - građanin (G2C) scenariji su fokusirani na pružanju usluga građaninu.)
MATCH@E:(Comunication in G2C service The government citizen (G2C) scenarios focus upon rendering services to citizens.===>Komunikacija u G2C poslovanju Uprava građanin (G2C) scenariji su fokusirani na pružanju usluga građaninu.)
MATCH@M:(They are based upon the forms that should be replaced by more sophisticated transactions in the future.===>Oni su zasnovani na formama koje bi trebalo da budu zamenjene sofisticira-nijim transakcijama u budućnosti.)
MATCH@E:(They are based upon the forms that should be replaced by more sophisticated transactions in the future.===>Oni su zasnovani na formama koje bi trebalo da budu zamenjene sofisticiranijim transakcijama u budućnosti.)
MATCH@M:(The traditional G2C applications mean simple forms that the citizens can fill in within their own browser.===>Tradicionalne G2C aplikacije podrazumevaju jednostavne formulare koje građanin može da popuni u okviru sopstvenog browsera.)
MATCH@E:(The traditional G2C applications mean simple forms that the citizens can fill in within their own browser.===>Tradicionalne G2C aplikacije podrazumevaju jednostavne formulare koje građanin može da popuni u okviru sopstvenog browsera.)
MATCH@M:(The system may indicate that certain data are already present in the system, or it may offer a certain kind of help in the completion of the forms.===>Sistem može da nagove-sti da su neki podaci već ispunjeni u sistemu, ili da pruži određeni nivo pomoći u ispunjavanju.)
MATCH@E:(The system may indicate that certain data are already present in the system, or it may offer a certain kind of help in the completion of the forms.===>Sistem može da nagovesti da su neki podaci već ispunjeni u sistemu, ili da pruži određeni nivo pomoći u ispunjavanju.)
MATCH@M:(Such a level of e-service of the public administration belongs to the third level of electronic administration.===>Ovakav nivo e-poslovanja javne uprave pripada trećem nivou elektronske administracije.)
MATCH@E:(Such a level of eservice of the public administration belongs to the third level of electronic administration.===>Ovakav nivo e-poslovanja javne uprave pripada trećem nivou elektronske administracije. ~~~ Slika 3.)
MATCH@M:(The ports that are part of these software solutions offer a large number of benefits to government agencies in their communication with citizens.===>Portali koji su deo ovih softverskih rešenja nude veliki broj beneficija telima uprave, u njihovoj komunikaciji sa građanima.)
MATCH@E:(The ports that are part of these software solutions offer a large number of benefits to government agencies in their communication with citizens.===>Portali koji su deo ovih softverskih rešenja nude veliki broj beneficija telima uprave, u njihovoj komunikaciji sa građanima.)
MATCH@M:(The ports are personalized according to their role, as well as according to the circumstances in which citizens actually use the services offered by the state (such as tax payments, enrollment into schools, etc.).===>Portali su personalizovani prema ulozi, kao i životnim okolnostima usled kojih građani stvarno koriste usluge ponuđene od države (kao što su plaćanje taksi, upis u školu).)
MATCH@E:(The ports are personalized according to their role, as well as according to the circumstances in which citizens actually use the services offered by the state (such as tax payments, enrollment into schools, etc.).===>Portali su personalizovani prema ulozi, kao i životnim okolnostima usled kojih građani stvarno koriste usluge ponuđene od države (kao što su plaćanje taksi, upis u školu).)
MATCH@M:(The port offers the citizen a structured approach to different services that he may deem important in various circumstances, given by different service providers.===>U okviru portala građaninu je dat strukturiran pristup različitim uslugama od različitih uslužnih provajdera važnih njemu u različitim okolnostima.)
MATCH@E:(The port offers the citizen a structured approach to different services that he may deem important in various circumstances, given by different service providers Š3Ë. Figure 3.===>U okviru portala građaninu je dat strukturiran pristup različitim uslugama od različitih uslužnih provajdera važnih njemu u različitim okolnostima Š3Ë.)
MATCH@M:(To gain the citizens’ confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality.===>Da bi se dobilo na poverenju građana u sve ponuđene tehnologije komuniciranja građana i uprave, pristupačnost i sigurnost datih tehnologija mora biti visokog tehničkog i sigurnosnog kvaliteta.)
MATCH@E:(To gain the citizens confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality. ~~~ Figure 1. ~~~ Number of citizens using the e-government services.===>)
BAD_LINE_=============================================================
BAD_LINE_M:To gain the citizens’ confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality.
BAD_LINE_M:Da bi se dobilo na poverenju građana u sve ponuđene tehnologije komuniciranja građana i uprave, pristupačnost i sigurnost datih tehnologija mora biti visokog tehničkog i sigurnosnog kvaliteta.
BAD_LINE_E:To gain the citizens confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality. ~~~ Figure 1. ~~~ Number of citizens using the e-government services.
BAD_LINE_E:
MATCH@M:(The citizen - government communication can be made via the intranet, the extranet, the Internet, by mobile phones (GPRS), fax or by call centre.===>Metode komunikacije građana i uprave mogu se obavljati putem intraneta, ekstraneta, Interneta, mobilnih telefona (GPRS-a), faksa, pozivnog centra.)
MATCH@E:(The citizen government communication can be made via the intranet, the extranet, the Internet, by mobile phones (GPRS), fax or by call centre.===>Metode komunikacije građana i uprave mogu se obavljati putem intraneta, ekstraneta, Interneta, mobilnih telefona (GPRS-a), faksa, pozivnog centra.)
MATCH@M:(Hereinafter we present the review of these communication methods and of their essential characteristics [2].===>U daljem tekstu dat je pregled ovih metoda komunikacije i nji-hovnih najvažnijih karakteristika [2].)
MATCH@E:(Hereinafter we present the review of these communication methods and of their essential characteristics Š2Ë. Intranet.===>U daljem tekstu dat je pregled ovih metoda komunikacije i njihovnih najvažnijih karakteristika Š2Ë. ~~~ Intranet.)
MATCH@M:(Intranet.===>Intranet.)
MATCH@E:(Internet.===>Internet.)
MATCH@M:(The intranet is a joint network of republic agencies and a unified data base of citizens, business entities and space units which are supposed to jointly ensure the exchange of data among all the state agencies.===>Intranet predstavlja zajedničku mrežu republičkih organa i jedinstvenu bazu podataka građana, poslovnih subjekata i prostornih jedinica, koje zajedno treba da omoguće razmenu podataka između svih državnih organa.)
MATCH@E:(The intranet is a joint network of republic agencies and a unified data base of citizens, business entities and space units which are supposed to jointly ensure the exchange of data among all the state agencies.===>Intranet predstavlja zajedničku mrežu republičkih organa i jedinstvenu bazu podataka građana, poslovnih subjekata i prostornih jedinica, koje zajedno treba da omoguće razmenu podataka između svih državnih organa.)
MATCH@M:(The implementation of the intranet allows for the reduction of the quantity of paper documents, the relief of the budget as well as for the savings in the business operations.===>Primenom Intraneta smanjuje se količina papirnih dokumenata, rasterećuje se budžet i ostvaruju uštede u poslovanju.)
MATCH@E:(The implementation of the intranet allows for the reduction of the quantity of paper documents, the relief of the budget as well as for the savings in the business operations.===>Primenom Intraneta smanjuje se količina papirnih dokumenata, rasterećuje se budžet i ostvaruju uštede u poslovanju.)
MATCH@M:(The introduction of this system enables the citizens to satisfy all their needs at one desk.===>Uvođenjem ovakvog sistema, građani dobij aj u mogućnost da sve poslove završe na jednom šaltru.)
MATCH@E:(The introduction of this system enables the citizens to satisfy all their needs at one desk.===>Uvođenjem ovakvog sistema, građani dobijaju mogućnost da sve poslove završe na jednom šaltru.)
MATCH@M:(Extranet.===>Ekstranet.)
MATCH@E:(Extranet.===>Ekstranet.)
MATCH@M:(The extranet makes it possible for the citizens to submit certain claims and receive certain information via the Internet or via the free-standing kiosk which would be located at busy sites (banks, post offices, supermarkets, department stores, bus stations, etc.).===>Ekstranet omogućava građanima da podnose određene zahteve i dobij aj u određene informacije putem Interneta ili samostojećih elektronskih kioska, koji bi bili postavljeni na prometnim mestima (banke, pošte, samousluge, robne kuće, autobuske stanice i slično).)
MATCH@E:(The extranet makes it possible for the citizens to submit certain claims and receive certain information via the Internet or via the free-standing kiosk which would be located at busy sites (banks, post offices, supermarkets, department stores, bus stations, etc.).===>Ekstranet omogućava građanima da podnose određene zahteve i dobijaju određene informacije putem Interneta ili samostojećih elektronskih kioska, koji bi bili postavljeni na prometnim mestima (banke, pošte, samousluge, robne kuće, autobuske stanice i slično).)
MATCH@M:(The citizens can get various information without having to wait in front of counters and regardless of the working hours of the respective public administration agencies.===>Građani mogu dobiti razne informacije bez čekanja u redovima na šalterima, nezavisno od radnog vremena pojedinih službi javne uprave.)
MATCH@E:(The citizens can get various information without having to wait in front of counters and regardless of the working hours of the respective public administration agencies.===>Građani mogu dobiti razne informacije bez čekanja u redovima na šalterima, nezavisno od radnog vremena pojedinih službi javne uprave.)
MATCH@M:(The use of such systems of public administration results in the reduction of crowds in front of counters, the reduction in the number of desks, the reduction in the number of the desks required, and finally in savings in the business operations.===>Korišćenje ovakvih sistema rezultuje smanjivanjem gužvi na šalterima, smanjivanjem broja potrebnih šaltera, uštedama u poslovanju.)
MATCH@E:(The use of such systems of public administration results in the reduction of crowds in front of counters, the reduction in the number of desks, the reduction in the number of the desks required, and finally in savings in the business operations.===>Korišćenje ovakvih sistema rezultuje smanjivanjem gužvi na šalterima, smanjivanjem broja potrebnih šaltera, uštedama u poslovanju.)
MATCH@M:(The Internet enables the state administration employees to access an enormous treasury of knowledge.===>Internet omogućava zaposlenima u državnoj upravi pristup ogromnoj riznici znanja.)
MATCH@E:(The Internet enables the state administration employees to access an enormous treasury of knowledge.===>Internet omogućava zaposlenima u državnoj upravi pristup ogromnoj riznici znanja.)
MATCH@M:(Similarly, it allows for the public administration to present itself and its work to the citizens, as well as to allow the citizens the access to a host of information that can be used in a prompt and simple way.===>Takođe, pruža mogućnost javnoj upravi da prikaže sebe i svoj rad građanima, kao i da građanima omogući pristup nizu informacija i servisa koji se mogu koristiti na brz i jednostavan način.)
MATCH@E:(Similarly, it allows for the public administration to present itself and its work to the citizens, as well as to allow the citizens the access to a host of information that can be used in a prompt and simple way.===>Takođe, pruža mogućnost javnoj upravi da prikaže sebe i svoj rad građanima, kao i da građanima omogući pristup nizu informacija i servisa koji se mogu koristiti na brz i jednostavan način.)
MATCH@M:(Mobile technologies.===>Mobilne tehnologije.)
MATCH@E:(Mobile technologies.===>Mobilne tehnologije.)
MATCH@M:(The mobile technologies allow for the communication between the citizens and the e-government via mobile phones.===>Mobilne tehnologije omogućavaju komunikaciju građana sa elektronskom vladom putem mobilnih telefona.)
MATCH@E:(The mobile technologies allow for the communication between the citizens and the e-government via mobile phones.===>Mobilne tehnologije omogućavaju komunikaciju građana sa elektronskom vladom putem mobilnih telefona.)
MATCH@M:(Such a way of communication has not yet gained grounds in a majority of countries, however, an increasing use of mobile telephones in everyday life will require that the e-government be accessible via mobile technologies in the nearest future.===>Ovakav vid komunikacije još uvek nije zaživeo u većini zemalja, ali sve veća upotreba mobilnih telefona u svakodnevnom životu ljudi zahtevaće što skoriju dostupnost e-uprave preko mobilnih tehnologija.)
MATCH@E:(Such a way of communication has not yet gained grounds in a majority of countries, however, an increasing use of mobile telephones in everyday life will require that the e-government be accessible via mobile technologies in the nearest future.===>Ovakav vid komunikacije još uvek nije zaživeo u većini zemalja, ali sve veća upotreba mobilnih telefona u svakodnevnom životu ljudi zahtevaće što skoriju dostupnost e-uprave preko mobilnih tehnologija.)
MATCH@M:(The most frequently stressed basic advantage of the mobile technologies implementation in the electronic communication between the government and citizens is the high extent of accessibility of the e-government services (anywhere and any place), since the mobile devices are always at their owners’ hand.===>Kao osnovna prednost upotrebe mobilnih tehnologija u elektronskom poslovanju uprave i građana najčećšće se navodi visok nivo dostupnosti servisa e-uprave (bilo kada i bilo gde), jer su mobilni uređaji uvek sa svojim vlasnikom.)
MATCH@E:(The most frequently stressed basic advantage of the mobile technologies implementation in the electronic communication between the government and citizens is the high extent of accessibility of the e-government services (anywhere and any place), since the mobile devices are always at their owners hand.===>Kao osnovna prednost upotrebe mobilnih tehnologija u elektronskom poslovanju uprave i građana najčećšće se navodi visok nivo dostupnosti servisa e-uprave (bilo kada i bilo gde), jer su mobilni uređaji uvek sa svojim vlasnikom.)
MATCH@M:(Call centre.===>Pozivni centar.)
MATCH@E:(Call centre.===>Pozivni centar.)
MATCH@M:(The development of technology and the integration of the Internet into the call-centre activities has given a special emphasis to the meaning of the word “call“, hence these centres are increasingly called the Internet call centres.===>Razvojem tehnologije i integracijom Interneta u poslovanje kol centara, značajno je evoluiralo i sam naziv, smisao reči „koll - poziv”, pa se ovakvi centri sve više nazivaju Internet kol centri.)
MATCH@E:(The development of technology and the integration of the Internet into the call-centre activities has given a special emphasis to the meaning of the word call, hence these centres are increasingly called the Internet call centres.===>Razvojem tehnologije i integracijom Interneta u poslovanje kol centara, značajno je evoluiralo i sam naziv, smisao reči koll poziv, pa se ovakvi centri sve više nazivaju Internet kol centri.)
MATCH@M:(Sometimes the terms contact or communication centres may be found in literature.===>U pojedinoj literaturi u opticaju su i nazivi kontakt ili komunikacioni centar.)
MATCH@E:(Sometimes the terms contact or communication centres may be found in literature.===>U pojedinoj literaturi u opticaju su i nazivi kontakt ili komunikacioni centar.)
MATCH@M:(The call centre development itself is directly meant to meet the needs of the market, as the call centre services are created by the very users, with their requests and needs [5].===>Sam razvoj kol centara direktno je usmeren potrebama tržišta, jer usluge kol centra kreiraju sami korisnici svojim zahtevima i potrebama [5].)
MATCH@E:(The call centre development itself is directly meant to meet the needs of the market, as the call centre services are created by the very users, with their requests and needs Š5Ë.===>Sam razvoj kol centara direktno je usmeren potrebama tržišta, jer usluge kol centra kreiraju sami korisnici svojim zahtevima i potrebama Š5Ë.)
MATCH@M:(The integration of web technology and the call centre created technical conditions for the IP telephony implementation.===>Integracijom veb tehnologije i kol centra stvoreni su tehnički uslovi za implementaciju IP telefonije.)
MATCH@E:(The integration of web technology and the call centre created technical conditions for the IP telephony implementation.===>Integracijom veb tehnologije i kol centra stvoreni su tehnički uslovi za implementaciju IP telefonije.)
MATCH@M:(It is in this way that the web service users, in case that in searching through the web pages they need additional information, are in a position to contact the agents in the Internet call centre via the IP telephony.===>Na ovaj način su korisnici veb usluga dobili mogućnost da ukoliko prilikom pregleda Web stranica zažele dodatne informacije, ostvare kontakt preko IP telefonije sa agentima u Internet kol centru.)
MATCH@E:(It is in this way that the web service users, in case that in searching through the web pages they need additional information, are in a position to contact the agents in the Internet call centre via the IP telephony.===>Na ovaj način su korisnici veb usluga dobili mogućnost da ukoliko prilikom pregleda Web stranica zažele dodatne informacije, ostvare kontakt preko IP telefonije sa agentima u Internet kol centru.)
MATCH@M:(They can also benefit from the opportunity to receive a higher quality service at a lower call cost.===>Takođe imaju mogućnost dobijanja kvalitetnije usluge uz manju cenu poziva.)
MATCH@E:(They can also benefit from the opportunity to receive a higher quality service at a lower call cost.===>Takođe imaju mogućnost dobijanja kvalitetnije usluge uz manju cenu poziva.)
MATCH@M:(The Internet call centre services cannot be specifically classified and accurately classed into definite categories.===>Usluge Internet kol centra se ne mogu posebno klasifikovati i precizno razvrstati u određene kategorije.)
MATCH@E:(The Internet call centre services cannot be specifically classified and accurately classed into definite categories.===>Usluge Internet kol centra se ne mogu posebno klasifikovati i precizno razvrstati u određene kategorije.)
MATCH@M:(Which services will be offered to the clients will be determined by the very needs of these clients, the development level of the market, that is, the economic growth, the telecommunication development (the development of technical infrastructure), the informatization level of the environment in which the Internet call centre operates, etc.===>Ono što je presudno koje će se usluge ponuditi klijentima jeste sama potreba istih, razvijenost tržišta, odnosno ekonomska razvijenost, telekomunkaciona razvijenost (razvijenost tehničke infrastukture), ste-pen informatizacije okoline u kojoj egzistira Internet kol centar i slično [5].)
MATCH@E:(Which services will be offered to the clients will be determined by the very needs of these clients, the development level of the market, that is, the economic growth, the telecommunication development (the development of technical infrastructure), the informatization level of the environment in which the Internet call centre operates, etc.===>Ono što je presudno koje će se usluge ponuditi klijentima jeste sama potreba istih, razvijenost tržišta, odnosno ekonomska razvijenost, telekomunkaciona razvijenost (razvijenost tehničke infrastukture), stepen informatizacije okoline u kojoj egzistira Internet kol centar i slično Š5Ë.)
MATCH@M:(The port is an application or a device that ensures a personalized and adaptive interface which helps users identify, track and communicate with other important entities of the system.===>Portal je aplikacija ili uređaj koji obezbeđuje perso-nalizovani i adaptivni interfejs koji korisnicima omogućava da otkriju, prate i komuniciraju sa drugim važnim entitetima sistema.)
MATCH@E:(The city government web port The port is an application or a device that ensures a personalized and adaptive interface which helps users identify, track and communicate with other important entities of the system.===>Web portal gradske uprave Portal je aplikacija ili uređaj koji obezbeđuje personalizovani i adaptivni interfejs koji korisnicima omogućava da otkriju, prate i komuniciraju sa drugim važnim entitetima sistema.)
MATCH@M:(The port is the application that collects (subject) matter important for the end user.===>Portal je aplikacija koja prikuplja sadržaje važne krajnjem korisniku.)
MATCH@E:(The port is the application that collects (subject) matter important for the end user.===>Portal je aplikacija koja prikuplja sadržaje važne krajnjem korisniku.)
MATCH@M:(Ports lead towards different Internet contents, organized from a set of integrated services designed for the purpose of enabling the user to find his way around the Internet more easily.===>Portali vode prema različitim Internet sadržajima, organizova-nim od skupa integrisanih servisa dizajniranih sa svrhom da korisniku omoguće lakše snalaženje Internetom.)
MATCH@E:(Ports lead towards different Internet contents, organized from a set of integrated services designed for the purpose of enabling the user to find his way around the Internet more easily.===>Portali vode prema različitim Internet sadržajima, organizovanim od skupa integrisanih servisa dizajniranih sa svrhom da korisniku omoguće lakše snalaženje Internetom.)
MATCH@M:(Nowadays the ports are becoming a standard work environment for the integration of applications and the business logics.===>Danas, portali postaju standardno radno okruženje za integraciju aplikacija i poslovnu logiku.)
MATCH@E:(Nowadays the ports are becoming a standard work environment for the integration of applications and the business logics.===>Danas, portali postaju standardno radno okruženje za integraciju aplikacija i poslovnu logiku.)
MATCH@M:(The port is a technology that allows for a company or an organization to open up internally or towards the external world and offer its clients a unique access to personalized information necessary for making important decisions.===>Portal je tehnologija koja omogućava kompaniji ili organizaciji da se otvori interno ili prema svetu, i svojim korisnicima ponudi jedinstven prolaz ka personalizo-vanim informacijama, potrebnim za donošenje važnih odluka.)
MATCH@E:(The port is a technology that allows for a company or an organization to open up internally or towards the external world and offer its clients a unique access to personalized information necessary for making important decisions.===>Portal je tehnologija koja omogućava kompaniji ili organizaciji da se otvori interno ili prema svetu, i svojim korisnicima ponudi jedinstven prolaz ka personalizovanim informacijama, potrebnim za donošenje važnih odluka.)
MATCH@M:(The port is an aggregate of different software applications that edit, analyse and distribute information both within and without the organization.===>Portal je spoj različitih softverskih aplikacija, koje uređuju, analiziraju i distribuiraju informacije u okviru i van granica organizacije.)
MATCH@E:(The port is an aggregate of different software applications that edit, analyse and distribute information both within and without the organization.===>Portal je spoj različitih softverskih aplikacija, koje uređuju, analiziraju i distribuiraju informacije u okviru i van granica organizacije.)
MATCH@M:(It primarily means one possibility of modernizing the information.===>Portal, pre svega, predstavlja mogućnost osavremenjavanja informacija.)
MATCH@E:(It primarily means one possibility of modernizing the information.===>Portal, pre svega, predstavlja mogućnost osavremenjavanja informacija.)
MATCH@M:(The user’s view of the contents that can be available via the e-government port is shown in Figure 4.===>Korisnički pogled na sadržaje koji mogu biti dostupni preko portala e-uprave prikazan je na slici 4.)
MATCH@E:(The users view of the contents that can be available via the e-government port is shown in Figure 4.===>Korisnički pogled na sadržaje koji mogu biti dostupni preko portala e-uprave prikazan je na slici 4.)
MATCH@M:(The web port of the city government of the city of Belgrade is created for the purpose of providing the citizens with a prompt and simple access to any information regarding the city government or the public utilities’ operations [9].===>Veb portal gradske uprave grada Beograda kreiran je sa ciljem da se građanima omogući brz i jednostavan pristup svim informacijama koje se tiču poslovanja gradske uprave ili gradskih komunalnih preduzeća [9].)
MATCH@E:(Data sources in the port The web port of the city government of the city of Belgrade is created for the purpose of providing the citizens with a prompt and simple access to any information regarding the city government or the public utilities operations Š9Ë.===>Izvori podataka u portalu Veb portal gradske uprave grada Beograda kreiran je sa ciljem da se građanima omogući brz i jednostavan pristup svim informacijama koje se tiču poslovanja gradske uprave ili gradskih komunalnih preduzeća Š9Ë.)
MATCH@M:(The address of the city government web port is www.beograd.org.rs.===>Veb-portal gradske uprave nalazi se na adresi www.beograd.org.yu.)
MATCH@E:(The address of the city government web port is www.beograd.org.rs.===>Veb-portal gradske uprave nalazi se na adresi www.beograd.org.yu.)
MATCH@M:(The conceptual layout of the home page is shown in figure 5.===>Konceptualni izgled naslovne stranice portala prikazan je na slici 5.)
MATCH@E:(The conceptual layout of the home page is shown in figure 5. ~~~ 4.===>Konceptualni izgled naslovne stranice portala prikazan je na slici 5.)
MATCH@M:(Figure 6 shows the lay out of the city of Belgrade web port.===>Na slici 6. prikazan je izgled web portala grada Beograda.)
MATCH@E:(Figure 6 shows the lay out of the city of Belgrade web port.===>Na slici 6. prikazan je izgled web portala grada Beograda.)
MATCH@M:(The first impression on accessing the port is that the links are easily accessible and that the principle that the information is achieved at a maximun three clicks is observed to the utmost.===>Prvi utisak pri pristupu portalu je da su linkovi veoma pristupačni a princip da maksimalno tri klika vode do tražene informacije je u potpunosti ispošto-van.)
MATCH@E:(The first impression on accessing the port is that the links are easily accessible and that the principle that the information is achieved at a maximun three clicks is observed to the utmost.===>Prvi utisak pri pristupu portalu je da su linkovi veoma pristupačni a princip da maksimalno tri klika vode do tražene informacije je u potpunosti ispoštovan.)
MATCH@M:(The menu points are logical and functional.===>Meni tačke su logične i funkcionalne.)
MATCH@E:(The menu points are logical and functional.===>Meni tačke su logične i funkcionalne.)
MATCH@M:(Systematized and clear service information and news are easily searched for by the user.===>Sistematizovane i pregledne servisne informacije i vesti se lako pretražuju od korisnika.)
MATCH@E:(Systematized and clear service information and news are easily searched for by the user.===>Sistematizovane i pregledne servisne informacije i vesti se lako pretražuju od korisnika.)
MATCH@M:(Figure 5.===>Slika 5.)
MATCH@E:(Figure 2.===>Slika 2.)
MATCH@M:(The possible layout of the general model of functioning of the city government call centre is easy to recognize if we have in mind a large number of services the caller has to interact with.===>S obzirom na veliki broj službi sa kojima pozivalac treba da ostvari interakciju, može se prepoznati mogući izgled opšteg modela funkcionisanja pozivnog centra gradske uprave.)
MATCH@E:(The possible layout of the general model of functioning of the city government call centre is easy to recognize if we have in mind a large number of services the caller has to interact with.===>S obzirom na veliki broj službi sa kojima pozivalac treba da ostvari interakciju, može se prepoznati mogući izgled opšteg modela funkcionisanja pozivnog centra gradske uprave.)
MATCH@M:(The caller is free to use any available communication channel in order that he/she should be in a position to resolve his/her problem.===>Pozivalac je slobodan da upotrebi bilo koji od raspoloživih kanala komunikacije kako bi došao do razrešenja svog problema.)
MATCH@E:(The caller is free to use any available communication channel in order that he/she should be in a position to resolve his/her problem.===>Pozivalac je slobodan da upotrebi bilo koji od raspoloživih kanala komunikacije kako bi došao do razrešenja svog problema.)
MATCH@M:(It is important that the general model of the call centre (figure 7) succeeds in integrating the information system that provides the functionality of classification, deciding on priorities, conversion, communication in any direction required, as well as in automation of standard processes (that can be entirely or partially automated).===>U opštem modelu pozivnog centra (slika 7) potrebno je objediniti informacioni sistem koji pruža funkcionalnosti klasifikacije, davanja priorireta, konverzije, komunikacije u svim potrebnim smerovima, kao i automatizacije standardnih procesa (koji se mogu u potpunosti ili delimično automatizovati).)
MATCH@E:(It is important that the general model of the call centre (figure 7) succeeds in integrating the information system that provides the functionality of classification, deciding on priorities, conversion, communication in any direction required, as well as in automation of standard processes (that can be entirely or partially automated).===>U opštem modelu pozivnog centra (slika 7) potrebno je objediniti informacioni sistem koji pruža funkcionalnosti klasifikacije, davanja priorireta, konverzije, komunikacije u svim potrebnim smerovima, kao i automatizacije standardnih procesa (koji se mogu u potpunosti ili delimično automatizovati).)
MATCH@M:(All the functionalities mentioned are necessary to be supported by the transparent generating of documents (logs), which can later be reused in any future processes of resolvings users’ claims as well as in the analysis of current state affairs by the supervisory bodies.===>Sve pomenute funkcionalnosti potrebno je ispratiti transparentnim generisanjem dokumentacije (logova), koja kasnije može biti ponovo upotrebljena u svim budućim razre-šavanjima korisničkih upita i analizi trenutnog stanja od nadzornih organa.)
MATCH@E:(All the functionalities mentioned are necessary to be supported by the transparent generating of documents (logs), which can later be reused in any future processes of resolvings users claims as well as in the analysis of current state affairs by the supervisory bodies.===>Sve pomenute funkcionalnosti potrebno je ispratiti transparentnim generisanjem dokumentacije (logova), koja kasnije može biti ponovo upotrebljena u svim budućim razrešavanjima korisničkih upita i analizi trenutnog stanja od nadzornih organa.)
MATCH@M:(All the quoted functionalities should be implemented in accordance with the laws and safety requirements.===>Sve navedene funkcionalnosti treba da budu implementirane u skladu sa zakonima i sigurnosnim zahtevima.)
MATCH@E:(All the quoted functionalities should be implemented in accordance with the laws and safety requirements.===>Sve navedene funkcionalnosti treba da budu implementirane u skladu sa zakonima i sigurnosnim zahtevima.)
MATCH@M:(These two functions are core functions (CORE).===>Ove dve funkcije su bazne (CORE).)
MATCH@E:(These two functions are core functions (CORE).===>Ove dve funkcije su bazne (CORE).)
MATCH@M:(The other modules act towards accomplishing these functions and these are the modules of claim receipt and acknowledgement, the module of communication with citizens (shown by the response module), the module of call centre management.===>Ostali moduli su u službi ostvarenja ovih funkcija i one obuhvataju module prihvata i registracije upita, modul komunikacije sa građanima (prikazana modulom odgovora), modul upravljanja pozivnim centrom.)
MATCH@E:(The other modules act towards accomplishing these functions and these are the modules of claim receipt and acknowledgement, the module of communication with citizens (shown by the response module), the module of call centre management.===>Ostali moduli su u službi ostvarenja ovih funkcija i one obuhvataju module prihvata i registracije upita, modul komunikacije sa građanima (prikazana modulom odgovora), modul upravljanja pozivnim centrom.)
MATCH@M:(Figure 7.===>Slika 7.)
MATCH@E:(Figure 4.===>Slika 4.)
MATCH@M:(“Notifications“ (N) are automatically generated by all the services supposed to participate in an integrated call centre, upon the completion of a certain internal activity and they are forwarded to the central knowledge base.===>“Obaveštenja” (O) su automatski generisana od svih službi koje su predviđene da učestvuju u objedinjenom pozivnom centru po okončanju neke interne aktivnosti i prosleđena ka centralnoj bazi znanja.)
MATCH@E:(Notifications (N) are automatically generated by all the services supposed to participate in an integrated call centre, upon the completion of a certain internal activity and they are forwarded to the central knowledge base.===>Obaveštenja (O) su automatski generisana od svih službi koje su predviđene da učestvuju u objedinjenom pozivnom centru po okončanju neke interne aktivnosti i prosleđena ka centralnoj bazi znanja.)
MATCH@M:(The central knowledge base can be consulted by any call centre information system user directly or indirectly, regardless of whether it is an internal or external user (caller, call centre operator, distributed operative centre operator, controller, analyst, manager, etc.).===>Centralnu bazu znanja mogu konsultovati svi korisnici in-formacionog sistema pozivnog centra direktno ili indirektno, bilo da se radi o unutrašnjem ili spoljašnjem korisniku (pozivalac, operater pozivnog centra, operater distribuiranog operativnog centra, kontrolor, analitičar, menadžer itd.).)
MATCH@E:(The central knowledge base can be consulted by any call centre information system user directly or indirectly, regardless of whether it is an internal or external user (caller, call centre operator, distributed operative centre operator, controller, analyst, manager, etc.).===>Centralnu bazu znanja mogu konsultovati svi korisnici informacionog sistema pozivnog centra direktno ili indirektno, bilo da se radi o unutrašnjem ili spoljašnjem korisniku (pozivalac, operater pozivnog centra, opera ter distribuiranog operativnog centra, kontrolor, analitičar, menadžer itd.).)
MATCH@M:(It is essential that the complete records and information are forwarded from one site - the call centre, therefore it is the tsak and interest of all the services to file the information of services accomplished in the offline regime in the knowledge base so that they should be available and possible to use in further operations.===>Suština je u tome da kompletna evidencija i izveštava-nje ide sa jednog mesta - pozivnog centra, pa je zadatak i interes svih službi da informacije o uslugama koje su realizovane u offline režimu budu evidantirane u bazi znanja, kako bi se mogle koristiti u daljem poslovanju.)
MATCH@E:(It is essential that the complete records and information are forwarded from one site the call centre, therefore it is the tsak and interest of all the services to file the information of services accomplished in the offline regime in the knowledge base so that they should be available and possible to use in further operations.===>Suština je u tome da kompletna evidencija i izveštavanje ide sa jednog mesta pozivnog centra, pa je zadatak i interes svih službi da informacije o uslugama koje su realizovane u offline režimu budu evidantirane u bazi znanja, kako bi se mogle koristiti u daljem poslovanju.)
MATCH@M:(The mission of the Belgrade Call Centre is the improvement of the communication between the citizens and the city services, including the public utilities.===>Misija Beogradskog pozivnog centra je upravo unapređenje komunikacije između građana i gradskih službi, uključujući javna komunalna preduzeća.)
MATCH@E:(The mission of the Belgrade Call Centre is the improvement of the communication between the citizens and the city services, including the public utilities.===>Misija Beogradskog pozivnog centra je upravo unapređenje komunikacije između građana i gradskih službi, uključujući javna komunalna preduzeća.)
MATCH@M:(Using the call centre the citizens can obtain all the essential information at one place.===>Korišćenjem pozivnog centra, građani mogu dobiti sve bitne informacije na jednom mestu.)
MATCH@E:(Using the call centre the citizens can obtain all the essential information at one place.===>Korišćenjem pozivnog centra, građani mogu dobiti sve bitne informacije na jednom mestu.)
MATCH@M:(The Belgrade Call Centre (BCC) is designed as a modern contact centre through which the citizens (consumers of services) have an opportunity to satisfy all their municipal needs as well as the needs from the field of legal procedures with the city and municipal bodies.===>Beogradski pozivni centar (BPC) osmišljen je kao moderni kontakt centar, posredstvom koga građanin (korisnik usluga) dobija mogućnost da izservisira sve svoje komunalne i potrebe iz upravnog postupka kod gradskih i opštinskih organa.)
MATCH@E:(The Belgrade Call Centre (BCC) is designed as a modern contact centre through which the citizens (consumers of services) have an opportunity to satisfy all their municipal needs as well as the needs from the field of legal procedures with the city and municipal bodies.===>Beogradski pozivni centar (BPC) osmišljen je kao moderni kontakt centar, posredstvom koga građanin (korisnik usluga) dobija mogućnost da izservisira sve svoje komunalne i potrebe iz upravnog postupka kod gradskih i opštinskih organa.)
MATCH@M:(The citizen applies to the centre by composing a respective claim - the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa.===>Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita - pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlo-zi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto.)
MATCH@E:(The citizen applies to the centre by composing a respective claim the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa. ~~~ (The services here means the city public utilities, secretariats, institutes, municipalities or any other companies in charge of any public concerns).===>Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlozi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto. (Pod službom se podrazumevaju gradska javna komunalna preduzeća (JKP), sekretarijati, zavodi, opštine ili druga preduzeća kojima je poveren neki od javnih poslova).)
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BAD_LINE_M:The citizen applies to the centre by composing a respective claim - the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa.
BAD_LINE_M:Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita - pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlo-zi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto.
BAD_LINE_E:The citizen applies to the centre by composing a respective claim the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa. ~~~ (The services here means the city public utilities, secretariats, institutes, municipalities or any other companies in charge of any public concerns).
BAD_LINE_E:Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlozi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto. (Pod službom se podrazumevaju gradska javna komunalna preduzeća (JKP), sekretarijati, zavodi, opštine ili druga preduzeća kojima je poveren neki od javnih poslova).
MATCH@M:(The Belgrade call centre is designed to operate 24 hours, seven days a week; it is centralized and organized with all its major technical and personnel resources on a central location and with a distributive operational function (claim servicing concentrated on respective services).===>Beogradski pozivni centar osmišljen je tako da radi non-stop, 24 časa, sedam dana u nedelji, i kao centrali-zovan, postavljen sa svim svojim glavnim, tehničkim i kadrovskim resursima na jednoj centralnoj lokaciji i sa distribuiranom operativnom funkcijom (servisiranje upita koncentrisano po nadležnim službama).)
MATCH@E:(The Belgrade call centre is designed to operate 24 hours, seven days a week; it is centralized and organized with all its major technical and personnel resources on a central location and with a distributive operational function (claim servicing concentrated on respective services).===>Beogradski pozivni centar osmišljen je tako da radi non-stop, 24 časa, sedam dana u nedelji, i kao centralizovan, postavljen sa svim svojim glavnim, tehničkim i kadrovskim resursima na jednoj centralnoj lokaciji i sa distribuiranom operativnom funkcijom (servisiranje upita koncentrisano po nadležnim službama).)
MATCH@M:(With such a quality the BCC assumes the function of controlling and monitoring the operations of all the competent sity services (CityStat function).===>Po ovom svom svojstvu, BPC dobija funkciju kontrole i praćenja rada svih nadležnih gradskih službi (CityStat funkcija).)
MATCH@E:(With such a quality the BCC assumes the function of controlling and monitoring the operations of all the competent sity services (CityStat function).===>Po ovom svom svojstvu, BPC dobija funkciju kontrole i praćenja rada svih nadležnih gradskih službi (CityStat funkcija).)
MATCH@M:(Technologically, the BCC should have been organized on the basis of modern conceptual and technical solutions.===>Tehnološki, BPC bi trebalo da je realizovan na bazi modernih konceptualnih i tehničkih rešenja.)
MATCH@E:(Technologically, the BCC should have been organized on the basis of modern conceptual and technical solutions.===>Tehnološki, BPC bi trebalo da je realizovan na bazi modernih konceptualnih i tehničkih rešenja.)
MATCH@M:(Thus the concept of voice transmission is replaced by the concept of data transmission (an entirely digital system).===>U tom smislu, sa koncepta prenosa glasa prelazi se na koncept preno-sa podataka (potpuno digitalni sistem).)
MATCH@E:(Thus the concept of voice transmission is replaced by the concept of data transmission (an entirely digital system).===>U tom smislu, sa koncepta prenosa glasa prelazi se na koncept prenosa podataka (potpuno digitalni sistem).)
MATCH@M:(The specific solution here can be a system with a communication server as the principal control of the system with the implementation of software telephones (softphone applications on the data station or the hardware VoIP telephones).===>Kao konkretno rešenje predlaže se sistem sa komunikacionim serverom kao glavnom kontrolom sistema i implementacija softverskih telefona (softphone aplikacije na radnoj stanici ili hardverski VolP telefoni).)
MATCH@E:(The specific solution here can be a system with a communication server as the principal control of the system with the implementation of software telephones (softphone applications on the data station or the hardware VoIP telephones).===>Kao konkretno rešenje predlaže se sistem sa komunikacionim serverom kao glavnom kontrolom sistema i implementacija softverskih telefona (softphone aplikacije na radnoj stanici ili hardverski VoIP telefoni).)
MATCH@M:(The entire information network infrastructure is to be constructed in accordance with the general design of the Belgrade Information Centre, making the widest possible use of the available public resourses (access to the Internet, VPN channels, ...).===>Celokupna informatička mrežna infrastruktura treba da se izvrši u skladu sa idejnim projektom Beogradskog informacionog sistema i pri tome treba maksimalno da se koriste raspoloživi javni resursi (pristup Internetu, VPN kanali...).)
MATCH@E:(The entire information network infrastructure is to be constructed in accordance with the general design of the Belgrade Information Centre, making the widest possible use of the available public resourses (access to the Internet, VPN channels, ...).===>Celokupna informatička mrežna infrastruktura treba da se izvrši u skladu sa idejnim projektom Beogradskog informacionog sistema i pri tome treba maksimalno da se koriste raspoloživi javni resursi (pristup Internetu, VPN kanali...).)
MATCH@M:(The BCC is to be located in the new (adapted) building close to major external resources (post and IS of the city).===>BPC treba da bude lociran u novom (adaptiranom) objektu u fizičkoj blizini važnih spoljnih resursa (poštanskih i IS grada).)
MATCH@E:(The BCC is to be located in the new (adapted) building close to major external resources (post and IS of the city).===>BPC treba da bude lociran u novom (adaptiranom) objektu u fizičkoj blizini važnih spoljnih resursa (poštanskih i IS grada).)
MATCH@M:(The premises are planned to be equipped according to the highest standards of the interior design of modern call centres, with special attention paid to the ergonomy of work places.===>Prostor treba da se opremi u visokim standardima enterijera savremenih pozivnih centara, sa naročitom pažnjom na ergonomiju radnih mesta.)
MATCH@E:(The premises are planned to be equipped according to the highest standards of the interior design of modern call centres, with special attention paid to the ergonomy of work places.===>Prostor treba da se opremi u visokim standardima enterijera savremenih pozivnih centara, sa naročitom pažnjom na ergonomiju radnih mesta.)
MATCH@M:(The project is designed for the end phase, but will be equipped according to the dymanics of introducing respective services (public utilities in the first phase, city government in the second, and municipalities in the third phase).===>Projekat se radi za konačnu fazu, ali će biti opreman shodno dinamici uvođenja službi (prva faza komunalna preduzeća, druga faza gradska uprava i treća faza opštine).)
MATCH@E:(The project is designed for the end phase, but will be equipped according to the dymanics of introducing respective services (public utilities in the first phase, city government in the second, and municipalities in the third phase).===>Projekat se radi za konačnu fazu, ali će biti opreman shodno dinamici uvođenja službi (prva faza komunalna preduzeća, druga faza gradska uprava i treća faza opštine).)
MATCH@M:(Figure 8 presents the basic architecture of the Belgrade Call Centre.===>Na slici 8. prikazana je osnovna arhitektura Beogradskog pozivnog centra.)
MATCH@E:(Figure 8 presents the basic architecture of the Belgrade Call Centre Š1Ë.===>Na slici 8. prikazana je osnovna arhitektura Beogradskog pozivnog centra Š1Ë.)
MATCH@M:(Using different communication channels, including the direct access, the citizens and the companies can contact the Belgrade Call Centre.===>Građani i preduzeća korišće-njem različitih komunikacionih kanala, uključujući direktan pristup, mogu kontaktirati Beogradski pozivni centar.)
MATCH@E:(Using different communication channels, including the direct access, the citizens and the companies can contact the Belgrade Call Centre.===>Građani i preduzeća korišćenjem različitih komunikacionih kanala, uključujući direktan pristup, mogu kontaktirati Beogradski pozivni centar.)
MATCH@M:(The virtual private network connects the Belgrade Call Centre with the operation services of the public utilities, thus allowing for a prompt processing of the citizens’ and the companies’ claims.===>Beogradski pozivni centar je preko virtuelne privatne mreže povezan sa operativnim službama javnih komunalnih preduzeća, što omogućava brzu obradu zahteva građana i preduzeća.)
MATCH@E:(The virtual private network connects the Belgrade Call Centre with the operation services of the public utilities, thus allowing for a prompt processing of the citizens and the companies claims.===>Beogradski pozivni centar je preko virtuelne privatne mreže povezan sa operativnim službama javnih komunalnih preduzeća, što omogućava brzu obradu zahteva građana i preduzeća.)
MATCH@M:(The BCC architecture is designed in such a way that it should allow for a prompt and efficient communication with clients, as well as an efficient processing of their claims.===>Struktura Beogradskog pozivnog centra projektovana je da omogući brzu i efikasnu komunikaciju sa klijentima, kao i efikasnu obradu njihovih zahteva.)
MATCH@E:(The BCC architecture is designed in such a way that it should allow for a prompt and efficient communication with clients, as well as an efficient processing of their claims.===>Struktura Beogradskog pozivnog centra projektovana je da omogući brzu i efikasnu komunikaciju sa klijentima, kao i efikasnu obradu njihovih zahteva.)
MATCH@M:(Similarly, the role of the call centre is to integrate various ways of communication between the citizens and the city government, such as direct access, mail, electronic mail, the Internet.===>Takođe, uloga pozivnog centra je da integriše različite načine komunikacije između građana i gradske uprave, kao što su direktan pristup, pošta, elektronska pošta, Internet.)
MATCH@E:(Similarly, the role of the call centre is to integrate various ways of communication between the citizens and the city government, such as direct access, mail, electronic mail, the Internet.===>Takođe, uloga pozivnog centra je da integriše različite načine komunikacije između građana i gradske uprave, kao što su direktan pristup, pošta, elektronska pošta, Internet.)
MATCH@M:(Figure 10 presents the integrated flow of the communication process between the citizens and the city covernment via the call centre [1].===>Slika 10. prikazuje intergrisani tok procesa komunikacije građana i gradske uprave korišćenjem pozivnog centra [1].)
MATCH@E:(Figure 10 presents the integrated flow of the communication process between the citizens and the city covernment via the call centre Š1Ë.===>Slika 10. prikazuje intergrisani tok procesa komunikacije građana i gradske uprave korišćenjem pozivnog centra Š1Ë.)
MATCH@M:(The citizen applies with his claim, the claim is analysed to decide whether it can be resolved within the call centre or it has to be forwarded to the operational service of a public utility.===>Građanin upućuje zahtev, zatim se utvrđuje da li se zahtev može rešiti u okviru pozivnog centra, ili je potrebno zahtev proslediti operativnoj službi nekog od javnih komunalnih preduzeća.)
MATCH@E:(The citizen applies with his claim, the claim is analysed to decide whether it can be resolved within the call centre or it has to be forwarded to the operational service of a public utility.===>Građanin upućuje zahtev, zatim se utvrđuje da li se zahtev može rešiti u okviru pozivnog centra, ili je potrebno zahtev proslediti operativnoj službi nekog od javnih komunalnih preduzeća.)
MATCH@M:(In any case, the reply is sent to the citizen via the call centre.===>U svakom slučaju, odgovor se preko pozivnog centra upućuje građaninu.)
MATCH@E:(In any case, the reply is sent to the citizen via the call centre.===>U svakom slučaju, odgovor se preko pozivnog centra upućuje građaninu.)
MATCH@M:(Figure 9.===>Slika 9.)
MATCH@E:(Figure 5.===>Slika 5.)
MATCH@M:(Belgrade call centre architecture===>Struktura Beogradskog pozivnog centra)
MATCH@E:(Belgrade call centre architecture VI.===>)
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BAD_LINE_M:Belgrade call centre architecture
BAD_LINE_M:Struktura Beogradskog pozivnog centra
BAD_LINE_E:Belgrade call centre architecture VI.
BAD_LINE_E:
MATCH@M:(A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information.===>Elektronsko poslovanje kao savremena tehnologija poslovanja sve više dobija na značaju u svetu biznisa, usluga i informacija.)
MATCH@E:(Conclusion A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information.===>)
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BAD_LINE_M:A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information.
BAD_LINE_M:Elektronsko poslovanje kao savremena tehnologija poslovanja sve više dobija na značaju u svetu biznisa, usluga i informacija.
BAD_LINE_E:Conclusion A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information.
BAD_LINE_E:
MATCH@M:(The communication between the state and its citizens should be carried out in as simple a way as possible, and the time required for it should also be as short as possible.===>Komunikacija države i građana treba da se odvija na što jednostavniji način, a vreme potrebno za pružanje usluga treba da je što kraće.)
MATCH@E:(The communication between the state and its citizens should be carried out in as simple a way as possible, and the time required for it should also be as short as possible.===>Zaključak Elektronsko poslovanje kao savremena tehnologija poslovanja sve više dobija na značaju u svetu biznisa, usluga i informacija.)
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BAD_LINE_M:The communication between the state and its citizens should be carried out in as simple a way as possible, and the time required for it should also be as short as possible.
BAD_LINE_M:Komunikacija države i građana treba da se odvija na što jednostavniji način, a vreme potrebno za pružanje usluga treba da je što kraće.
BAD_LINE_E:The communication between the state and its citizens should be carried out in as simple a way as possible, and the time required for it should also be as short as possible.
BAD_LINE_E:Zaključak Elektronsko poslovanje kao savremena tehnologija poslovanja sve više dobija na značaju u svetu biznisa, usluga i informacija.
MATCH@M:(The government agencies are said to work satisfactorily if their work is subject to the public assessment as well as if the citizens are in a position to suggest the ways in which this work can be improved.===>Rad državnih organa je dobar ako je izložen sudu javnosti i mogućnosti uticaja građana na poboljšanje rada.)
MATCH@E:(The government agencies are said to work satisfactorily if their work is subject to the public assessment as well as if the citizens are in a position to suggest the ways in which this work can be improved.===>Državna uprava kao stub države i pokazatelj rada organa vlasti mora u svom radu primeniti nove tehnologije ukoliko želi prosperitet svoje vlasti, napredak države, zadovoljenje građana.)
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BAD_LINE_M:The government agencies are said to work satisfactorily if their work is subject to the public assessment as well as if the citizens are in a position to suggest the ways in which this work can be improved.
BAD_LINE_M:Rad državnih organa je dobar ako je izložen sudu javnosti i mogućnosti uticaja građana na poboljšanje rada.
BAD_LINE_E:The government agencies are said to work satisfactorily if their work is subject to the public assessment as well as if the citizens are in a position to suggest the ways in which this work can be improved.
BAD_LINE_E:Državna uprava kao stub države i pokazatelj rada organa vlasti mora u svom radu primeniti nove tehnologije ukoliko želi prosperitet svoje vlasti, napredak države, zadovoljenje građana.
MATCH@M:(The motives underlying the e-government project have to be closely related to the broad, clearly defined goals of the public policy - increasing the government efficiency, or improving the quality of the services rendered.===>Motivi koji stoje iza projekta e-uprave moraju biti povezani sa širim, jasno defi-nisanim ciljevima javne politike - povećanje efikasnosti uprave, ili poboljšanje kvaliteta pruženih usluga.)
MATCH@E:(The motives underlying the e-government project have to be closely related to the broad, clearly defined goals of the public policy increasing the government efficiency, or improving the quality of the services rendered.===>Motivi koji stoje iza projekta e-uprave moraju biti povezani sa širim, jasno definisanim ciljevima javne politike - povećanje efikasnosti uprave, ili poboljšanje kvaliteta pruženih usluga.)
MATCH@M:(The introduction of e-government is assumed to result in the change of the government’s work methods, which means an adequate political will and leadership, as well as unavoidable vast expenses.===>Uvođenje e-uprave trebalo bi da dovede do promene načina na koji uprava radi, što jasno podrazumeva odgovarajuću političku volju i vodstvo, kao i neminovne obimne troškove.)
MATCH@E:(The introduction of e-government is assumed to result in the change of the governments work methods, which means an adequate political will and leadership, as well as unavoidable vast expenses.===>Uvođenje e-uprave trebalo bi da dovede do promene načina na koji uprava radi, što jasno podrazumeva odgovarajuću političku volju i vođstvo, kao i neminovne obimne troškove.)
MATCH@M:(The paper is an attempt to systematize the methods of communication between the citizens and the government in the conditions of electronic business of the public administration.===>U ovom radu sistematizovane su metode komunikacije između građana i uprave u elektronskom poslovanju javne uprave.)
MATCH@E:(The paper is an attempt to systematize the methods of communication between the citizens and the government in the conditions of electronic business of the public administration.===>U ovom radu sistematizovane su metode komunikacije između građana i uprave u elektronskom poslovanju javne uprave.)
MATCH@M:(It offers a review of the implementation of these methods of communication in the City of Belgrade government, as well as a proposition regarding the improvement of the G2C communication in the City of Belgrade public administration.===>Dat je pregled korišćenja ovih metoda komunikacije u upravi grada Beograda, kao i predlog modela za unapređenje G2C komunikacije u javnoj upravi grada Beograda.)
MATCH@E:(It offers a review of the implementation of these methods of communication in the City of Belgrade government, as well as a proposition regarding the improvement of the G2C communication in the City of Belgrade public administration.===>Dat je pregled korišćenja ovih metoda komunikacije u upravi grada Beograda, kao i predlog modela za unapređenje G2C komunikacije u javnoj upravi grada Beograda.)
MATCH@M:(We hope that in the future the majority of citizens will be in a position to benefit from the e-government facilities.===>Nadamo se da će u skorijoj budućnosti većina ljudi u Srbijii moći da koristi pogodnosti e-uprave.)
MATCH@E:(We hope that in the future the majority of citizens will be in a position to benefit from the e-government facilities.===>Nadamo se da će u skorijoj budućnosti većina ljudi u Srbijii moći da koristi pogodnosti e-uprave.)
MATCH@M:(This, however, shall certainly have to be accompanied by the overall technological and economic development.===>Međutim, to svakako mora biti praćeno sveukupnim tehnološkim i ekonomskim razvojem.)
MATCH@E:(This, however, shall certainly have to be accompanied by the overall technological and economic development.===>Međutim, to svakako mora biti praćeno sveukupnim tehnološkim i ekonomskim razvojem.)
MATCH@M:(It is only then that we will become aware of all the potentials and opportunities the e-government brings.===>Tek tada ćemo postati svesni svih potencijala i prilika koje e-uprava donosi.)
MATCH@E:(It is only then that we will become aware of all the potentials and opportunities the e-government brings.===>Tek tada ćemo postati svesni svih potencijala i prilika koje e-uprava donosi.)
MATCH@M:(The Tuning method incorporates the (re)design-ing, developmet, introducing and evaluation of curricula for each of the three Bologna cycles.===>Tuningov način rada uključuje metodologiju za (preoblikovanje, razvoj, uvođenje i evalvaciju studijskih programa za svaki od tri bolonjska ciklusa .)
MATCH@E:(The Tuning method incorporates the (re)designing, developmet, introducing and evaluation of curricula for each of the three Bologna cycles.===>Tuningov način rada uključuje metodologiju za (pre)oblikovanje, razvoj, uvođenje i evalvaciju studijskih programa za svaki od tri bolonjska ciklusa .)
MATCH@M:(The objectives of the Bologna reform are to create an integrated European higher education area by way of achieving high quality, transparency and measurability of the scope of studies relying on the ECTS system of integrated grading of the students’ academic obligations.===>Ciljevi bolonjske reforme su oblikovanje jedinstvenog evropskog visokoškolskog prostora postizanjem visokog kvaliteta, transparentnosti i merljivosti studijskog obima koji se oslanja na ECTS sistem jedinstvenog bodovanja studijskih obaveza studenata.)
MATCH@E:(The objectives of the Bologna reform are to create an integrated European higher education area by way of achieving high quality, transparency and measurability of the scope of studies relying on the ECTS system of integrated grading of the students academic obligations.===>Ciljevi bolonjske reforme su oblikovanje jedinstvenog evropskog visokoškolskog prostora postizanjem visokog kvaliteta, transparentnosti i merljivosti studijskog obima koji se oslanja na ECTS sistem jedinstvenog bodovanja studijskih obaveza studenata.)
MATCH@M:(The adopted objectives of the reform guide the development of the higher education towards an integral personal development of the student population with a broad knowledge of the the European requirements as regards higher education and employment.===>Usvojeni ciljevi reforme usmeravaju razvoj visokog školstva prema celovitom ličnom razvoju studentske populacije sa širokim poznavanjem zahteva evropskog prostora na polju visokog školstva i zapošljavanja.)
MATCH@E:(The adopted objectives of the reform guide the development of the higher education towards an integral personal development of the student population with a broad knowledge of the the European requirements as regards higher education and employment.===>Usvojeni ciljevi reforme usmeravaju razvoj visokog školstva prema celovitom ličnom razvoju studentske populacije sa širokim poznavanjem zahteva evropskog prostora na polju visokog školstva i zapošljavanja.)
MATCH@M:(Including the students into the management, the possibility of choice and the mobility of studies will certainly have an effect upon their integral development and their understanding of the European dimension of higher education.===>Uključivanje studenata u upravljanje, mogućnost izbora i mobilnost studija uticaće na njihov celovitiji lični razvoj i razumevanje evropske dimenzije visokog školstva.)
MATCH@E:(Including the students into the management, the possibility of choice and the mobility of studies will certainly have an effect upon their integral development and their understanding of the European dimension of higher education.===>Uključivanje studenata u upravljanje, mogućnost izbora i mobilnost studija uticaće na njihov celovitiji lični razvoj i razumevanje evropske dimenzije visokog školstva.)
MATCH@M:(The development of universities will be based on an ever richer knowledge of the European higher education area, which will enhance the mobility of pedagogic as well as non-pedagogic personnel.===>Razvoj visokih škola zasnivaće se na upoznavanju sve većeg dela evropskog visokoškolskog prostora, što će pod-staći mobilnost pedagoškog i nepedagoškog kadra.)
MATCH@E:(The development of universities will be based on an ever richer knowledge of the European higher education area, which will enhance the mobility of pedagogic as well as non-pedagogic personnel.===>Razvoj visokih škola zasnivaće se na upoznavanju sve većeg dela evropskog visokoškolskog prostora, što će podstaći mobilnost pedagoškog i nepedagoškog kadra.)
MATCH@M:(The partnership within the academic community with the academic institutions and the employers will allow for the designing of such degree programmes developed on the sufficiently clearly defined competent models of the employment area.===>Partnerstvo u okviru akademske zajednice sa visokoškolskim ustanovama i poslodavcima omogućiće oblikovanje studijskih programa razvijenih na dovoljno jasno definisan-im kompetentnim modelima oblasti zapošljavanja.)
MATCH@E:(The partnership within the academic community with the academic institutions and the employers will allow for the designing of such degree programmes developed on the sufficiently clearly defined competent models of the employment area.===>Partnerstvo u okviru akademske zajednice sa visokoškolskim ustanovama i poslodavcima omogućiće oblikovanje studijskih programa razvijenih na dovoljno jasno definisanim kompetentnim modelima oblasti zapošljavanja.)
MATCH@M:(The higher education institutions will be in a position to meet the employers’ needs on condition they ensure the development of research and consulting activities, which will, in addition to the degree programmes of formal education, allow for the implementation of various forms of life-long study.===>Visokoškolske ustanove biće u mogućnosti da ispune potrebe poslodavaca ako osiguraju razvoj istraživačke i savetodavne delatnosti koje će pored studijskih programa formalnog obrazovanja omogućiti i implementaciju različitih oblika doživotnog obrazovanja.)
MATCH@E:(The higher education institutions will be in a position to meet the employers needs on condition they ensure the development of research and consulting activities, which will, in addition to the degree programmes of formal education, allow for the implementation of various forms of life-long study.===>Visokoškolske ustanove biće u mogućnosti da ispune potrebe poslodavaca ako osiguraju razvoj istraživačke i savetodavne delatnosti koje će pored studijskih programa formalnog obrazovanja omogućiti i implementaciju različitih oblika doživotnog obrazovanja.)
MATCH@M:(Some members of the Ljubljana university were among the first Slovenian higher education institutions that in 2005 implemented the degree programmes on the basis of the Bologna reform (among them the Faculty of Administration).===>Neke članice Univerziteta u Ljubljani su među prvim slovenačkim visokoškolskim ustanovama još 2005. godine počele da sprovode studijske programe koji su prošli kroz bolonjsku reformu (među njima i Fakultet za upravu).)
MATCH@E:(Some members of the Ljubljana university were among the first Slovenian higher education institutions that in 2005 implemented the degree programmes on the basis of the Bologna reform (among them the Faculty of Administration).===>Neke članice Univerziteta u Ljubljani su među prvim slovenačkim visokoškolskim ustanovama još 2005. godine počele da sprovode studijske programe koji su prošli kroz bolonjsku reformu (među njima i Fakultet za upravu).)
MATCH@M:(The reform models are based on the competent models that were not always clearly defined; besides, the faculties and the universities are faced with a large number of highly demanding organizational and economic problems in the execution of the Bologna directed activities.===>Modeli reforme zasnivaju se na kompetentnim modelima koji često nisu bili dovoljno dorečeni, a pri tome se fakulteti i univerziteti susreću i sa nizom zahtevnih organizacionih i ekonomskih problema realizacije aktivnosti bolonjskih usmerenja.)
MATCH@E:(The reform models are based on the competent models that were not always clearly defined; besides, the faculties and the universities are faced with a large number of highly demanding organizational and economic problems in the execution of the Bologna directed activities.===>Modeli reforme zasnivaju se na kompetentnim modelima koji često nisu bili dovoljno dorečeni, a pri tome se fakulteti i univerziteti susreću i sa nizom zahtevnih organizacionih i ekonomskih problema realizacije aktivnosti bolonjskih usmerenja.)
MATCH@M:(This paper defines the form of the competent model used as a platform for the degree programmes reforms.===>Prilog definiše oblik kompetentnog modela koji je primeren kao platforma za reforme studijskih programa.)
MATCH@E:(This paper defines the form of the competent model used as a platform for the degree programmes reforms.===>Prilog definiše oblik kompetentnog modela koji je primeren kao platforma za reforme studijskih programa.)
MATCH@M:(It brings the experiences and organizational solutions in the implementation of the elements of the Bologna reform, such as: quality, the ECTS crediting system, options, mobility, partnership.===>U prilogu su predstavljena iskustva i organizaciona rešenja implementacije elemenata bolonjske reforme, kao što su na primer.: kvalitet, ECTS sistem bodovanja, mogućnost izbora, mobilnost, partnerstvo.)
MATCH@E:(It brings the experiences and organizational solutions in the implementation of the elements of the Bologna reform, such as: quality, the ECTS crediting system, options, mobility, partnership. ~~~ 1.===>U prilogu su predstavljena iskustva i organizaciona rešenja implementacije elemenata bolonjske reforme, kao što su na primer.: kvalitet, ECTS sistem bodovanja, mogućnost izbora, mobilnost, partnerstvo. 1.)
MATCH@M:(The higher education area in Europe has been undergoing the process of transformation initiated by the Sorbonne Declaration, followed by the Bologna Declaration in 1999.===>Oblast visokog školstva u Evropi nalazi se u procesu transformacije koji su pre toga već pokrenuli Sorbonska Deklarcija, nakon koje je juna 1999. godine sledila još i Bolonjska deklaracija.)
MATCH@E:(Background facts The higher education area in Europe has been undergoing the process of transformation initiated by the Sorbonne Declaration, followed by the Bologna Declaration in 1999.===>Polazne osnove Oblast visokog školstva u Evropi nalazi se u procesu transformacije koji su pre toga već pokrenuli Sorbonska Deklarcija, nakon koje je juna 1999. godine sledila još i Bolonjska deklaracija.)
MATCH@M:(The latter is responsible for an avalanche of reactions all over Europe.===>Ova posledn-ja je u Evropi pokrenula čitavu lavinu.)
MATCH@E:(The latter is responsible for an avalanche of reactions all over Europe.===>Ova poslednja je u Evropi pokrenula čitavu lavinu.)
MATCH@M:(The central idea of the “Bologna process“ is actually rather simple.===>Doduše, centralna ideja »bolonjskog procesa« prilično je jednostavna.)
MATCH@E:(The central idea of the Bologna process is actually rather simple.===>Doduše, centralna ideja »bolonjskog procesa« prilično je jednostavna.)
MATCH@M:(If we wish to be more closely connected in Europe, if we wish to increase the mobility among the qualifications, if our objectives are the higher quality education, we must establish a new trust, claims Gassner (2007).===>Ako u Evropi želimo čvršće povezivanje, ako želimo povećanje mobilnosti u zanimanjima, ako želimo da povećamo kvalitet obrazovanja, onda moramo da uspostavimo novo poverenje, smatra Gassner (2007).)
MATCH@E:(If we wish to be more closely connected in Europe, if we wish to increase the mobility among the qualifications, if our objectives are the higher quality education, we must establish a new trust, claims Gassner (2007).===>Ako u Evropi želimo čvršće povezivanje, ako želimo povećanje mobilnosti u zanimanjima, ako želimo da povećamo kvalitet obrazovanja, onda moramo da uspostavimo novo poverenje, smatra Gassner (2007).)
MATCH@M:(The trust, however, does not develop by itself, but has to be improved and advanced by implementing adequate measures.===>Međutim, poverenje se ne razvija samo po sebi već se mora unapređivati uz pomoć adekvatnih mera.)
MATCH@E:(The trust, however, does not develop by itself, but has to be improved and advanced by implementing adequate measures.===>Međutim, poverenje se ne razvija samo po sebi već se mora unapređivati uz pomoć adekvatnih mera.)
MATCH@M:(There is a need for the national interests to be adjusted (not at any cost) and the comparative degree programmes (curricula) and diplomas to be prepared.===>Dogovoreno je da bi trebalo približiti nacionalne interese (ali ne po svaku cenu), pripremiti komparativne studijske programe ( u pogledu trajanja) i diplome.)
MATCH@E:(There is a need for the national interests to be adjusted (not at any cost) and the comparative degree programmes (curricula) and diplomas to be prepared. plex and a most efficient way.===>Dogovoreno je da bi trebalo približiti nacionalne interese (ali ne po svaku cenu), pripremiti komparativne studijske programe ( u pogledu trajanja) i diplome.)
MATCH@M:(The motto of the Tuning project is: Compatibility of educational frameworks and programmes on the bases of diversity and autonomy.===>Moto projekta Tuning je: Usklađivanje obrazovnih struktura i programa na osnovu raznolikosti i autonomije.)
MATCH@E:(The motto of the Tuning project is: Compatibility of educational frameworks and programmes on the bases of diversity and autonomy.===>Moto projekta Tuning je: ~~~ Usklađivanje obra zovnih struktura i programa na osnovu raznolikosti i autonomije.)
MATCH@M:(The basic competences/skills the need for which is nowadays considerably greater - the man is expected to actively participate in the knowledge society and economy, on the labour market and in work - and which should be incorporated into the curricula, include some new skills, e.g., digital literacy, knowledge of foreign languages, social skills, etc.===>U osnovne kompetencije/veštine koje su sada mnogo potrebnije nego u prošlosti, to jest da čovek aktivno participira u društvu znanja i ekonomiji - na tržištu rada i u radu i koje treba uključiti u studijske programe, spadaju i neke nove, na primer digitalna opismen-jenost, poznavanje stranih jezika, socijalne veštine itd.)
MATCH@E:(2. ~~~ Competent model as objektive of curricula moderniyation The basic competences/skills the need for which is nowadays considerably greater the man is expected to actively participate in the knowledge society and economy, on the labour market and in work and which should be incorporated into the curricula, include some new skills, e.g., digital literacy, knowledge of foreign languages, social skills, etc.===>Kompetentni model kao cilj modernizacije studijskih programa U osnovne kompetencije/veštine koje su sada mnogo potrebnije nego u prošlosti, to jest da čovek aktivno participira u društvu znanja i ekonomiji na tržištu rada i u radu i koje treba uključiti u studijske programe, spadaju i neke nove, na primer digitalna opismenjenost, poznavanje stranih jezika, socijalne veštine itd.)
MATCH@M:(The individual will have to be able to act autonomously, but patiently, to collaborate to a higher degree than it was done in the past and simultaneously be ready and capable of acquiring new skills promptly as well as of adapting to new challenges and situations.===>da će biti sposobni za veće autonomno i strpljivo ponašanje kao za saradnju u ponašanju nego što je to bilo u prošlosti i da će istovremeno biti sposobni i spremni za brzo sti-canje novih veština te da će znati da se prilagođavaju novim izazovima i situacijama.)
MATCH@E:(The individual is expected to be prepared to learn and make sense of a host of information. ~~~ The individual will have to be able to act autonomously, but patiently, to collaborate to a higher degree than it was done in the past and simultaneously be ready and capable of acquiring new skills promptly as well as of adapting to new challenges and situations.===>Od pojedinaca se naime očekuje da će biti spremni da uče i osmišljavaju mnoštvo informacija, da će biti sposobni za veće autonomno i strpljivo ponašanje kao za saradnju u ponašanju nego što je to bilo u prošlosti i da će istovremeno biti sposobni i spremni za brzo sticanje novih veština te da će znati da se prilagođavaju novim izazovima i situacijama.)
MATCH@M:(The ultimate objective of curricula is enhancing the development of competences crucial for a certain area; namely, a significant novelty is the “focus upon the curricula outcomes [7], expressed in competences“ (Tancig, 2007:25).===>Glavni cilj reforme studijskih programa je podstican-je razvoja kompetencija odlučujućih za određenu oblast, odnosno značajna novina je „ usredsređenost na rezultate studijskih programa [4], izražene u kompetencijama« (Tancig, 2007:25).)
MATCH@E:(The ultimate objective of curricula is enhancing the development of competences crucial for a certain area; namely, a significant novelty is the focus upon the curricula outcomes2, expressed in competences (Tancig, 2007:25).===>Glavni cilj reforme studijskih programa je podsticanje razvoja kompetencija odlučujućih za određenu oblast, odnosno značajna novina je usredsređenost na rezultate studijskih programa2, izražene u kompetencijama« (Tancig, 2007:25).)
MATCH@M:(Tancig (2006) understands the competences as accomplished capacities that include both discoursive and practical knowledge and are a dynamic combinaton of knowledge, understanding, skills, competences and values.===>Tancigova (2006) shva-ta kompetencije kao kompletirane kapacitete koji uključuju kako diskurzivno tako i praktično znanje i predstavljaju dinamičnu kombinaciju znanja, razumevanja, veština, sposobnosti i vrednosti.)
MATCH@E:(Tancig (2006) understands the competences as accomplished capacities that include both discoursive and practical knowledge and are a dynamic combinaton of knowledge, understanding, skills, competences and values.===>Tancigova (2006) shvata kompetencije kao kompletirane kapacitete koji uključuju kako diskurzivno tako i praktično znanje i predstavljaju dinamičnu kombinaciju znanja, razumevanja, veština, sposobnosti i vrednosti.)
MATCH@M:(According to Medves (2006), competences are the global objective of education, on one hand, the synthesis of knowledge, in terms of mastering the contents, perceptions and information using more elaborate cognitive processes, i.e., essential knowledge, while, on the other hand, competences are a synthesis of skills, capabilities and methods of an individual qualification or expert field, the so-called procedural knowledge; finally, competences are a synthesis of the development of interests, motivation, personal reaction, integrity and social implementation.===>Medveš (2006) navodi da su kompetencije globalni cilj obrazovanja što sa jedne strane predstavlja sintezu znanja u smislu ovladavanja sadržajima, spoznajama i informacijama uz upotrebu viših kognitivnih procesa tj. suštinsko znanje, a sa druge strane kompetencije predstavljaju sintezu veština, spretnosti i metoda pojedine struke ili stručne oblasti, tzv. proceduralno znanje i na kraju krajeva kompetencije su sinteza razvoja interesa, motivacije , ličnog reagovanja pojedinca, njegovog integriteta i socijalne implementacije.)
MATCH@E:(According to Medveš (2006), competences are the global objective of education, on one hand, the synthesis of knowledge, in terms of mastering the contents, perceptions and information using more elaborate cognitive processes, i.e., essential knowledge, while, on the other hand, competences are a synthesis of skills, capabilities and methods of an individual qualification or expert field, the so-called procedural knowledge; finally, competences are a synthesis of the development of interests, motivation, personal reaction, integrity and social implementation.===>Medveš (2006) navodi da su kompetencije globalni cilj obrazovanja što sa jedne strane predstavlja sintezu znanja u smislu ovladavanja sadržajima, spoznajama i informacijama uz upotrebu viših kognitivnih procesa tj. suštinsko znanje, a sa druge strane kompetencije predstavljaju sintezu veština, spretnosti i metoda pojedine struke ili stručne oblasti, tzv. proceduralno znanje i na kraju krajeva kompetencije su sinteza razvoja interesa, motivacije , ličnog reagovanja pojedinca, njegovog integriteta i socijalne implementacije.)
MATCH@M:(Competences can therefore be understood as “an individual’s ability to activate, implement and correlate acquired knowledge in complex, varied and unpredictable situations'“ (Parrenoud, after Svetlik, 2006:4).===>Znači, kompetencije možemo shvatiti kao «sposobnost pojedinca da aktivira, koristi i poveže stečeno znanje u kompleksnim, raznovrsnim n nepredvidljivim situacijama« (Parrenoud, po Svetlik, 2006: 4).)
MATCH@E:(Competences can therefore be understood as an individuals ability to activate, implement and corre late acquired knowledge in complex, varied and unpredictable situations (Parrenoud, after Svetlik, 2006:4).===>Znači, kompetencije možemo shvatiti kao «sposobnost pojedinca da aktivira, koristi i poveže stečeno znanje u kompleksnim, raznovrsnim n nepredvidljivim situacijama« (Parrenoud, po Svetlik, 2006: 4).)
MATCH@M:(The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education.===>Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja.)
MATCH@E:(The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education.===>Tako se u reformi visokoškolskih programa srećemo sa nekim novim elementima koje moramo da shvatimo u njihovoj međusobnoj logičnoj povezanosti koja je vidljiva iz sledeće sheme:)
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BAD_LINE_M:The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education.
BAD_LINE_M:Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja.
BAD_LINE_E:The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education.
BAD_LINE_E:Tako se u reformi visokoškolskih programa srećemo sa nekim novim elementima koje moramo da shvatimo u njihovoj međusobnoj logičnoj povezanosti koja je vidljiva iz sledeće sheme:
MATCH@M:(The learning outcomes set the criteria for credit accumulation.===>Nastavni rezultati utvrđuju uslove za dodelu kreditnih bodova.)
MATCH@E:(The learning outcomes set the criteria for credit accumulation.===>Shema 1: ~~~ Planiranje i razvoj reforme studijskih programa Izvor:)
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BAD_LINE_M:The learning outcomes set the criteria for credit accumulation.
BAD_LINE_M:Nastavni rezultati utvrđuju uslove za dodelu kreditnih bodova.
BAD_LINE_E:The learning outcomes set the criteria for credit accumulation.
BAD_LINE_E:Shema 1: ~~~ Planiranje i razvoj reforme studijskih programa Izvor:
MATCH@M:((Gonzales and Wagenaar, 2007:53).===>(Gonzales i Wagenaar, 2007:53))
MATCH@E:((Gonzales and Wagenaar, 2007).===>Postiže se tako što se potraže odgovori na pitanja kao što su:)
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BAD_LINE_M:(Gonzales and Wagenaar, 2007:53).
BAD_LINE_M:(Gonzales i Wagenaar, 2007:53)
BAD_LINE_E:(Gonzales and Wagenaar, 2007).
BAD_LINE_E:Postiže se tako što se potraže odgovori na pitanja kao što su:
MATCH@M:(The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international - joint degree) designing process is to create the curricula to be conducted within one or more institutions on the “eight step model“.===>Tuning projekt je razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog - joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«.)
MATCH@E:(The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international joint degree) designing process is to create the curricula to be conducted within one or more institutions on the eight step model.===>Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja. ~~~ Nastavni rezultati utvrđuju uslove za dodelu kreditnih bodova. (Gonzales i Wagenaar, 2007:53) što pišu Gonzales i Wagenaar (2007: 54), kompetencije predstavljaju »dinamičnu kombinaciju znanja, razumevanja, spretnosti i sposobnosti, zato je razvoj kompetencija cilj obrazovnih programa.« je Tuning projekt razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«. (Gonzales i Wagenaar, 2007) Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .)
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BAD_LINE_M:The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international - joint degree) designing process is to create the curricula to be conducted within one or more institutions on the “eight step model“.
BAD_LINE_M:Tuning projekt je razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog - joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«.
BAD_LINE_E:The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international joint degree) designing process is to create the curricula to be conducted within one or more institutions on the eight step model.
BAD_LINE_E:Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja. ~~~ Nastavni rezultati utvrđuju uslove za dodelu kreditnih bodova. (Gonzales i Wagenaar, 2007:53) što pišu Gonzales i Wagenaar (2007: 54), kompetencije predstavljaju »dinamičnu kombinaciju znanja, razumevanja, spretnosti i sposobnosti, zato je razvoj kompetencija cilj obrazovnih programa.« je Tuning projekt razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«. (Gonzales i Wagenaar, 2007) Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .
MATCH@M:((Gonzales and Wagenaar, 2007).===>(Gonzales i Wagenaar, 2007))
MATCH@E:((Gonzales and Wagenaar, 2007:53).===>Tancig, S. (2007).)
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BAD_LINE_M:(Gonzales and Wagenaar, 2007).
BAD_LINE_M:(Gonzales i Wagenaar, 2007)
BAD_LINE_E:(Gonzales and Wagenaar, 2007:53).
BAD_LINE_E:Tancig, S. (2007).
MATCH@M:(According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the “provision of elementary conditions“ for all the degree programmes.===>Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .)
MATCH@E:(According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the provision of elementary conditions for all the degree programmes.===>)
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BAD_LINE_M:According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the “provision of elementary conditions“ for all the degree programmes.
BAD_LINE_M:Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .
BAD_LINE_E:According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the provision of elementary conditions for all the degree programmes.
BAD_LINE_E:
MATCH@M:(This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels?===>Postiže se tako što se potraže odgovori na pitanja kao što su: Da li je na re-gionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.)
MATCH@E:(This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels?===>Da li je na regionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.)
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BAD_LINE_M:This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels?
BAD_LINE_M:Postiže se tako što se potraže odgovori na pitanja kao što su: Da li je na re-gionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.
BAD_LINE_E:This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels?
BAD_LINE_E:Da li je na regionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.
MATCH@M:(Is it identified on the basis of consulting activities and research, i.e., by all the interested parties: employers, experts, institutions, expert bodies?===>Da li je to učinjeno na osnovu konsultacija i istraživanja, odnosno između svih zainteresovanih učesnika: poslodavaca, stručnjaka, institucija, stručnih tela?)
MATCH@E:(Is it identified on the basis of consulting activities and research, i.e., by all the interested parties: employers, experts, institutions, expert bodies?===>Da li je to učinjeno na osnovu konsultacija i istraživanja, odnosno između svih zainteresovanih učesnika: poslodavaca, stručnjaka, institucija, stručnih tela?)
MATCH@M:(Is the programme interesting from an academic aspect?===>Da li je program interesantan sa akademskog aspekta?)
MATCH@E:(Is the programme interesting from an academic aspect?===>Da li je program interesantan sa akademskog aspekta?)
MATCH@M:(And, finally, are there available funds for the programme?===>I na kraju: Da li za program ima dovoljno raspoloživih sredstava?)
MATCH@E:(And, finally, are there available funds for the programme?===>I na kraju: ~~~ Da li za program ima dovoljno raspoloživih sredstava?)
MATCH@M:(In case of international degree programmes offered by a number of institutions, it is of crucial importance to know whether there is some agreement or a strategic partnership among them.===>Ako je reč o međunarodnim studijskim programima koje nudi više institucija prevashodno je značajno da li između njih postoji- dogovor ili strateško partnerstvo.)
MATCH@E:(In case of international degree programmes offered by a number of institutions, it is of crucial importance to know whether there is some agreement or a strategic partnership among them.===>Ako je reč o međunarodnim studijskim programima koje nudi više institucija prevashodno je značajno da li između njih postoji- dogovor ili strateško partnerstvo.)
MATCH@M:(Is there a guarantee that the programme will be legally recognized in different countries?...===>Da li postoji garancija da će program biti pravno priznat u različitim državama?...)
MATCH@E:(Is there a guarantee that the programme will be legally recognized in different countries?...===>Da li postoji garancija da će program biti pravno priznat u različitim državama?...)
MATCH@M:(And, is there an agreement abour the programme duration as regards the ECTS?===>I - Da li postoji saglasnost u pogledu dužine programa s obzirom na ECTS?)
MATCH@E:(And, is there an agreement abour the programme duration as regards the ECTS?===>I Da li postoji saglasnost u pogledu dužine programa s obzirom na ECTS?)
MATCH@M:(The second step contains the definition of the qualification, the third offers a description of the programme objectives and the results to be achieved, the fourth defines the generic and subject-specific competences to be achieved within the programme, while the fifth is about the transfer of contents and topics, modules and credits into the curriculum... then follows the transfer into the course units and the activities used to achieve the desired learning outcomes (the sixth step) and make decisions as to the approaches to teaching and learning processes (types of methods, techniques and formats), as well as an agreement as regards assessment and when it is necessary - provision/preparation of teaching materials (the seventh step).===>Drugi korak sadrži definiciju obrazovnog profila, u trećem sledi opis ciljeva programa i nastavnih rezultata koji moraju da budu ostvareni, u četvrtom koraku definisane su generičke i predmetno-specifične kompetencije koje moraju biti ostvarene unutar programa i u petom koraku sledi prenos sadržaja i tema, modula i kreditnih bodova u nastavni plan.. .Nakon toga sledi prenos u obrazovne jedinice i aktivnosti kako bi se postigli određeni nastavni rezultati ( šesti korak) i donele odluke u pogledu pristupa odvijanju nastave i učenja ( vrste metoda, tehnika i formata), a takođe i dogovor u pogledu ocenjivanja i kada se ono traži -takođe priprema nastavnog materijala ( sedmi korak).)
MATCH@E:(The second step contains the definition of the qualification, the third offers a description of the programme objectives and the results to be achieved, the fourth defines the generic and subject-specific competences to be achieved within the programme, while the fifth is about the transfer of contents and topics, modules and credits into the curriculum... then follows the transfer into the course units and the activities used to achieve the desired learning outcomes (the sixth step) and make decisions as to the approaches to teaching and learning processes (types of methods, techniques and formats), as well as an agreement as regards assessment and when it is necessary provision/preparation of teaching materials (the seventh step).===>Drugi korak sadrži definiciju obrazovnog profila, u trećem sledi opis ciljeva programa i nastavnih rezultata koji moraju da budu ostvareni, u četvrtom koraku definisane su generičke i predmetno-specifične kompetencije koje moraju biti ostvarene unutar programa i u petom koraku sledi prenos sadržaja i tema, modula i kreditnih bodova u nastavni plan…Nakon toga sledi prenos u obrazovne jedinice i aktivnosti kako bi se postigli određeni nastavni rezultati ( šesti korak) i donele odluke u pogledu pristupa odvijanju nastave i učenja ( vrste metoda, tehnika i formata), a takođe i dogovor u pogledu ocenjivanja i kada se ono traži takođe priprema nastavnog materijala ( sedmi korak).)
MATCH@M:(The last, eighth step includes the development of assessment system meant for a permanent quality improvement (Prav tam: 50:53).===>U poslednjem, osmom koraku, sledi razvoj sistema vrednovanja name njenog trajnom unapređenju kvaliteta ( Prav tam: 50-53).)
MATCH@E:(The last, eighth step includes the development of assessment system meant for a permanent quality improvement (Prav tam: 50:53).===>U poslednjem, osmom koraku, sledi razvoj sistema vrednovanja namenjenog trajnom unapređenju kvaliteta ( Prav tam:)
MATCH@M:(Generičke in predmetno specifične kompetence v izobra'evanju.===>Generične i predmetno specifične kompetence v izobraževanju.)
MATCH@E:(Generičke in predmetno specifične kompetence v izobraževanju.===>Generične i predmetno specifične kompetence v izobraževanju. ~~~ V:)
MATCH@M:(V: Tancig, S. i Devjak, T. (ed.): Prispevki k posodobitvi pedagoških studijskih programov.===>V: Tancig, S. i Devjak, T. (ur): Prispevki k posodobitvi pedagoških studijskih programov.)
MATCH@E:(V: Tancig, S. i Devjak, T. (ed.): Prispevki k posodobitvi pedagoških študijskih programov.===>Tancig, S. i Devjak, T. (ur): ~~~ Prispevki k posodobitvi pedagoških študijskih programov.)
MATCH@M:(The choice of the degree programme competences has to be adjusted to the descriptors of each study level, whether undergraduate or postgraduate.===>Izbor kompetencija studijskog programa mora biti us-aglašen sa deskriptorijumima pojedinog stepena studiranja bilo da je reč o dodpilomskim ili postdiplomskim studijama.)
MATCH@E:(The choice of the degree programme competences has to be adjusted to the descriptors of each study level, whether undergraduate or postgraduate.===>Izbor kompetencija studijskog programa mora biti usaglašen sa deskriptorijumima pojedinog stepena studiranja bilo da je reč o dodpilomskim ili postdiplomskim studijama.)
MATCH@M:(The descriptors are broad, wide-range, but significant study indicators at each of the three cycles/levels of study.===>Deskriptorijumi predstavljaju opšte, široke ali značajne indikatore studija na svakom od tri cik-lusa/stepena studija.)
MATCH@E:(The descriptors are broad, wide-range, but significant study indicators at each of the three cycles/levels of study.===>Deskriptorijumi predstavljaju opšte, široke ali značajne indikatore studija na svakom od tri ciklusa/stepena studija.)
MATCH@M:(Their role is not to offer a precise or complete description of studies on a particular level, but to facilitate a general comprehension of each of these.===>Njihova namena nije davanje preciznog ili potpunog opisa studija na pojedinom stepenu već opšte razumevanja svakog od njih.)
MATCH@E:(Their role is not to offer a precise or complete description of studies on a particular level, but to facilitate a general comprehension of each of these.===>Njihova namena nije davanje preciznog ili potpunog opisa studija na pojedinom stepenu već opšte razumevanja svakog od njih.)
MATCH@M:(The next characteristic of the descriptor is to highlight an increased complexity of the study level as regards the complexity and the sophis-ticity of knowledge and the autonomy of the individual in an academic or professional area.===>Sledeća karakteristika deskriptorijuma jeste da ukažu na povećanje složenosti stepena studiranja s obzirom na kompleksnost i produbljenost znanja i autonomnost pojedinca u određenoj akademskoj odnosno profesionalnoj oblasti.)
MATCH@E:(The next characteristic of the descriptor is to highlight an increased complexity of the study level as regards the complexity and the sophisticity of knowledge and the autonomy of the individual in an academic or professional area.===>Sledeća karakteristika deskriptorijuma jeste da ukažu na povećanje složenosti stepena studiranja s obzirom na kompleksnost i produbljenost znanja i autonomnost pojedinca u određenoj akademskoj odnosno profesionalnoj oblasti.)
MATCH@M:(Descriptors make it possible to compare the degree programmes in terms of the study level, however, programmes may differ as regards their objectives, contents and structure.===>Deskriptorijumi omogućavaju upoređivanje studijskih programa s obzirom na stepen studija mada se programi mogu razlikovati po ciljevima, sadržini i strukturi.)
MATCH@E:(Descriptors make it possible to compare the degree programmes in terms of the study level, however, programmes may differ as regards their objectives, contents and structure.===>Deskriptorijumi omogućavaju upoređivanje studijskih programa s obzirom na stepen studija mada se programi mogu razlikovati po ciljevima, sadržini i strukturi.)
MATCH@M:(The Tuning (according to Gonzales and Wagenaar, 2007) differentiates among three forms of generic competences:===>Tuning (po Gonzales i Wagenaar, 2007) poznaje tri oblika generičkih kompetencija:)
MATCH@E:(The Tuning (according to Gonzales and Wagenaar, 2007) differentiates among three forms of generic competences: 1.===>Tuning (po Gonzales i Wagenaar, 2007) poznaje tri oblika generičkih kompetencija:)
MATCH@M:(The findings made it possible for the authors of curricula to find out how the graduate students themselves perceive their competence after studies, what the employers say and what the opinion of the degree programmes promoters is.===>Uvid u rezultate omogućio je autorima nastavnih planova i programa da utvrde kako osposobljenost diplomaca pedagoškog smera vide sami diplomci, šta o njoj misle poslodavci a šta realizatori studijskih programa.)
MATCH@E:(The findings made it possible for the authors of curricula to find out how the graduate students themselves perceive their competence after studies, what the employers say and what the opinion of the degree programmes promoters is.===>Uvid u rezultate omogućio je autorima nastavnih planova i programa da utvrde kako osposobljenost diplomaca pedagoškog smera vide sami diplomci, šta o njoj misle poslodavci a šta realizatori studijskih programa.)
MATCH@M:(They concluded that more attention would have to be paid to those competences that train the pedagogical faculty graduates for the innovations introduced into school by the inclusion of children with special needs, by interdisciplinary approaches, by team work and by any aspects of communication, which complies with the findings revealed in European measures by Euridyce, 2003.===>Konstatovali su da će morati da posvete više pažnje onim kompetencijama koje diplomce pedagoškog fakulteta osposobljavaju za novine koje u škole donosi uključivanje dece sa posebnim potrebama , interdisciplinarnost, timski rad i svi aspekti komunikacije što se podudara sa konstatacijama koje u evropskom merilu donosi Euridžce iz 2003. godine.)
MATCH@E:(They concluded that more attention would have to be paid to those competences that train the pedagogical faculty graduates for the innovations introduced into school by the inclusion of children with special needs, by interdisciplinary approaches, by team work and by any aspects of communication, which complies with the findings revealed in European measures by Euridyce, 2003.===>Konstatovali su da će morati da posvete više pažnje onim kompetencijama koje diplomce pedagoškog fakulteta osposobljavaju za novine koje u škole donosi uključivanje dece sa posebnim potrebama , interdisciplinarnost, timski rad i svi aspekti komunikacije što se podudara sa konstatacijama koje u evropskom merilu donosi Euridyce iz 2003. godine.)
MATCH@M:(The implementation of the learning outcomes and competences achieved is necessary if the degree programmes, the modules, or the course units are to be student oriented.===>Primena postignutih nastavnih rezultata i kompetencija potrebna je ako želimo na studenta da usmerimo studijske programe, module, odnosno studijske jedinice.)
MATCH@E:(The implementation of the learning outcomes and competences achieved is necessary if the degree programmes, the modules, or the course units are to be student oriented.===>Primena postignutih nastavnih rezultata i kompetencija potrebna je ako želimo na studenta da usmerimo studijske programe, module, odnosno studijske jedinice.)
MATCH@M:(This approach requires that the elementary knowledge and the competences the students must acquire in the course of his studies should be defined.===>Taj pristup zahteva da se utvrdi ono osnovno znanje i one sposobnosti koje student mora da stekne u toku studija.)
MATCH@E:(This approach requires that the elementary knowledge and the competences the students must acquire in the course of his studies should be defined.===>Taj pristup zahteva da se utvrdi ono osnovno znanje i one sposobnosti koje student mora da stekne u toku studija.)
MATCH@M:(The study results and competences as regards the student training for an active participation in the civil society and employment are profession and society conditioned.===>Nastavni rezultati i kompetencije u pogledu pripreme studenta za aktivno uključivanje u civilno društvo i zapošljavanje proizilaze iz zahteva struke pa i šireg društva.)
MATCH@E:(The study results and competences as regards the student training for an active participation in the civil society and employment are profession and society conditioned.===>Nastavni rezultati i kompetencije u pogledu pripreme studenta za aktivno uključivanje u civilno društvo i zapošljavanje proizilaze iz zahteva struke pa i šireg društva.)
MATCH@M:(In an “output“, result based degree programme, the main stress is on a graduate, professional profile defined by academic staff and approved of by a competent authority.===>U studijskom programu koji je zasnovan na sistemu »output-a«, na rezultatima, osnovni naglasak stavljen je na diplomskom, profesionalnom profilu koji definiše akademsko osoblje a potvrđuje odgovorni organ.)
MATCH@E:(In an output, result based degree programme, the main stress is on a graduate, professional profile defined by academic staff and approved of by a competent authority.===>U studijskom programu koji je zasnovan na sistemu »output-a«, na rezultatima, osnovni naglasak stavljen je na diplomskom, profesionalnom profilu koji definiše akademsko osoblje a potvrđuje odgovorni organ.)
MATCH@M:(The profile, however, should be based on defined and identified needs of both the society and the academic sphere, the practice, the employers, organizations, associations and the graduates.===>Međutim, profil bi trebalo da se zasniva na konstatovanim i prepoznatljivim potrebama kako društva tako i akademske sfere, prakse, poslodavaca, organizacija i udruženja i diplomaca.)
MATCH@E:(The profile, however, should be based on defined and identified needs of both the society and the academic sphere, the practice, the employers, organizations, associations and the graduates.===>Međutim, profil bi trebalo da se zasniva na konstatovanim i prepoznatljivim potrebama kako društva tako i akademske sfere, prakse, poslodavaca, organizacija i udruženja i diplomaca.)
MATCH@M:(In other words, what the programme does so that, e.g., entrepreneurship should be what entrepreneurship is, is of utmost importance.===>Drugim rečima: značajno je ono što program čini da bi na primer preduzetništvo bilo to što pre-duzetništvo jeste.)
MATCH@E:(In other words, what the programme does so that, e.g., entrepreneurship should be what entrepreneurship is, is of utmost importance.===>Drugim rečima: značajno je ono što program čini da bi na primer preduzetništvo bilo to što preduzetništvo jeste. (Prav tam:)
MATCH@M:(The programme groups within the Tuning project have already defined a number of characteristics of their own profession that we can find in the so-called templates or summaries of results.===>Programske grupe su u okviru Tuninga za vlastitu struku već utvrdile niz karakteristika koje nalazimo u tzv. predlošcima (templates) ili rezimeima rezultata (summaries of outcomes).)
MATCH@E:((Prav tam:57.). ~~~ The programme groups within the Tuning project have already defined a number of characteristics of their own profession that we can find in the socalled templates or summaries of results.===>57.) Programske grupe su u okviru Tuninga za vlastitu struku već utvrdile niz karakteristika koje nalazimo u tzv. predlošcima (templates) ili rezimeima rezultata (summaries of outcomes).)
MATCH@M:(In the level or cycle system each cycle is expected to achieve a number of study results based upon competences, these being gradually developed throughout the study process.===>U sistemu stepena ili ciklusa svaki ciklus mora da ima niz nastavnih rezultata zasnovanih na kompetencijama a one se razvijaju postepeno kroz celoku-pan proces studiranja.)
MATCH@E:(In the level or cycle system each cycle is expected to achieve a number of study results based upon competences, these being gradually developed throughout the study process.===>U sistemu stepena ili ciklusa svaki ciklus mora da ima niz nastavnih rezultata zasnovanih na kompetencijama a one se razvijaju postepeno kroz celokupan proces studiranja.)
MATCH@M:(The chart below shows one apprach to competence allocation into the study units, or modules.===>Donja shema prikazuje kako možemo da pristupimo raspoređivanju kompetencija u studijske jedinice odnosno module..)
MATCH@E:(The chart below shows one apprach to competence allocation into the study units, or modules.===>V: ~~~ Devjak, T. i Zgaga, P. (ur.). ~~~ Prispevki k posodobitvi študijskih programov II.)
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BAD_LINE_M:The chart below shows one apprach to competence allocation into the study units, or modules.
BAD_LINE_M:Donja shema prikazuje kako možemo da pristupimo raspoređivanju kompetencija u studijske jedinice odnosno module..
BAD_LINE_E:The chart below shows one apprach to competence allocation into the study units, or modules.
BAD_LINE_E:V: ~~~ Devjak, T. i Zgaga, P. (ur.). ~~~ Prispevki k posodobitvi študijskih programov II.
MATCH@M:(In a student and result oriented degree programme all study units are networked in some way, regardless of whether it is the units or modules of the major, the minor or the optional modules.===>U studijskom programu koji se koncentriše na studenta i rezultate sve studijske jedinice na ovaj ili onaj način međusobno su povezane bilo da je reč o jedinicama ili modulima primarnog, sekundarnog ili izbornog modula.)
MATCH@E:(In a student and result oriented degree programme all study units are networked in some way, regardless of whether it is the units or modules of the major, the minor or the optional modules.===>Ljubljana: ~~~ Pedagoška fakulteta, 57. U studijskom programu koji se koncentriše na studenta i rezultate sve studijske jedinice na ovaj ili onaj način međusobno su povezane bilo da je reč o jedinicama ili modulima primarnog, sekundarnog ili izbornog modula.)
MATCH@M:(In a well planned programme, the minors and the optional subjects may intensify the profile of the degree programme.===>U dobro planiranom programu sekundarni (minors) i izborni predmeti moraju ojačati profil studijskog programa.)
MATCH@E:(In a well planned programme, the minors and the optional subjects may intensify the profile of the degree programme.===>U dobro planiranom programu sekundarni (minors) i izborni predmeti moraju ojačati profil studijskog programa.)
MATCH@M:(Or, in other words, and as regards the learning outcomes achieved in other parts of studies, the learning outcomes of certain course units or modules contribute to the end results and the development of a certain level of competences.===>Ili drugačije rečeno, uzimajući u obzir nastavne rezultate ostvarene u drugim delovima studiranja nastavni rezultati pojedinih studijskih jedinica odnosno modula doprinose konačnim nastavnim rezultatima i razvoju određenog stepena kompetencija.)
MATCH@E:(Or, in other words, and as regards the learning outcomes achieved in other parts of studies, the learning outcomes of certain course units or modules contribute to the end results and the development of a certain level of competences.===>Ili drugačije rečeno. ~~~ Uzimajući u obzir nastavne rezultate ostvarene u drugim delovima studiranja nastavni rezultati pojedinih studijskih jedinica odnosno modula doprinose konačnim nastavnim rezultatima i razvoju određenog stepena kompetencija.)
MATCH@M:(One of the major aims of the Bologna process is a greater comparability and compatibility of the degree programmes and the lenght of studying/learning periods.===>Jedan od glavnih ciljeva bolonjskog procesa je veća uporedivost i kompatibilnost studijskih programa i perioda učenja.)
MATCH@E:(One of the major aims of the Bologna process is a greater comparability and compatibility of the degree programmes and the lenght of studying/learning periods.===>Jedan od glavnih ciljeva bolonjskog procesa je veća uporedivost i kompatibilnost studijskih programa i perioda učenja.)
MATCH@M:(The implementation of the concept of steps, learning outcomes, competences and credits certainly supports the objective.===>Primenom koncepta stepena, nastavnih rezultata, kompetencija i kreditnih bodova i cilj je takođe aktivno podržan.)
MATCH@E:(The implementation of the concept of steps, learning outcomes, competences and credits certainly supports the objective.===>Primenom koncepta stepena, nastavnih rezultata, kompetencija i kreditnih bodova i cilj je takođe aktivno podržan. 3.)
MATCH@M:(All the degree programmes were reformed, the I and II level degree programmes underwent the accreditation process.===>Reformisao je sve studijske programe, akredito-vao programe studiranja uprave I i II stepena.)
MATCH@E:(All the degree programmes were reformed, the I and II level degree programmes underwent the accreditation process.===>Reformisao je sve studijske programe, akreditovao programe studiranja uprave I i II stepena.)
MATCH@M:(The Faculty decided upon the 3+2+3 scheme.===>Fakultet se odlučio za shemu 3+2+3.)
MATCH@E:(The Faculty decided upon the 3+2+3 scheme.===>Fakultet se odlučio za shemu 3+2+3.)
MATCH@M:(The programmes that represent the basics of the study process at the faculty are grouped and named ADMINISTRATION.===>Programi koji predstavljaju osnov procesa studiranja na fakultetu obuhvaćeni su pod nazivom UPRAVA.)
MATCH@E:(The programmes that represent the basics of the study process at the faculty are grouped and named ADMINISTRATION.===>Programi koji predstavljaju osnov procesa studiranja na fakultetu obuhvaćeni su pod nazivom UPRAVA.)
MATCH@M:(On the 1st level, they are taught as university and higher education programmes at two departments (public and business), whereas on the 2nd level they are taught as one programme at three departments (administration, economics, information).===>Na 1. stepenu sprovode sa kao univerzitetski i kao visokoškolski program na dva smera (javni i poslovni), a na 2. stepenu kao jedan program na tri smera (upravni, ekonomski, informacioni).)
MATCH@E:(On the 1st level, they are taught as university and higher education programmes at two departments (public and business), whereas on the 2nd level they are taught as one programme at three departments (administration, economics, information).===>Na 1. stepenu sprovode sa kao univerzitetski i kao visokoškolski program na dva smera (javni i poslovni), a na 2. stepenu kao jedan program na tri smera (upravni, ekonomski, informacioni).)
MATCH@M:(At the time the programme was being introduced and in its course so far, the faculty found out that in order that the programme be implemented successfully, numerous activities were necessary to perform that were outside the execution of the process itself, however, were crucial in achieving the learning objectives.===>Fakultet je u vreme uvođenja programa i u dosadašnjem sprovođenju došao do zaključka da su za sprovođenje bolonjske reforme potrebne brojne aktivnosti koje su izvan sprovođenja samog procesa obrazovanja a koje su ključne za postizanje obrazovnih ciljeva .)
MATCH@E:(The programmes have been implemented and pursued for three years now, which allows for some evaluations to be made. ~~~ At the time the programme was being introduced and in its course so far, the faculty found out that in order that the programme be implemented successfully, numerous activities were necessary to perform that were outside the execution of the process itself, however, were crucial in achieving the learning objectives.===>Programi se sprovode već tri godine što omogućava izvođenje pojedinih evalvacija. i u Fakultet je u vreme uvođenja programa dosadašnjem sprovođenju došao do zaključka da su za sprovođenje bolonjske reforme potrebne brojne aktivnosti koje su izvan sprovođenja samog procesa obrazovanja a koje su ključne za postizanje obrazovnih ciljeva .)
MATCH@M:(Let us mention only a number of examples that may be of interest for anyone who is faced with the problems of the Bologna reform implementation.===>Da pomenemo neke primere koji mogu biti interesantni za sve koji se bave problemima uvođenja bolonjske reforme.)
MATCH@E:(Let us mention only a number of examples that may be of interest for anyone who is faced with the problems of the Bologna reform implementation.===>Da pomenemo neke primere koji mogu biti interesantni za sve koji se bave problemima uvođenja bolonjske reforme.)
MATCH@M:(The affirmation of the quality standards is a rather broad concept that has frequently been the topic of study both at the faculty and in the public sector.===>Afirmacija standarda kvaliteta predstavlja jedan od veoma širokih pojmova sa kojim se veoma često bave kako na fakultetima tako i šire u javnom sektoru.)
MATCH@E:(The affirmation of the quality standards is a rather broad concept that has frequently been the topic of study both at the faculty and in the public sector.===>Afirmacija standarda kvaliteta predstavlja jedan od veoma širokih pojmova sa kojim se veoma često bave kako na fakultetima tako i šire u javnom sektoru.)
MATCH@M:(The faculty has long been working on the development of the quality model, this being one of the research areas within the discipline it develops.===>Fakultet već duže vreme radi na razvoju modela kvaliteta jer je to i jedna od oblasti istraživanja u okviru discipline koju razvija.)
MATCH@E:(The faculty has long been working on the development of the quality model, this being one of the research areas within the discipline it develops.===>Fakultet već duže vreme radi na razvoju modela kvaliteta jer je to i jedna od oblasti istraživanja u okviru discipline koju razvija.)
MATCH@M:(The development of the quality model to be used in evaluating the Bologna reform orientation outcomes saw the rise of numerous problems in defining the standards supposed to be the basis for the faculty work results and progress assessment.===>U razvoju modela kvaliteta za utvrđivanje ostvarivanja orjentacija bolonjske reforme pojavili su se problemi prilikom utvrđivanja standarda koji bi trebalo da predstavljaju osnovu za utvrđivanje rezultata i napretka rada fakulteta.)
MATCH@E:(The development of the quality mod el to be used in evaluating the Bologna reform orientation outcomes saw the rise of numerous problems in defining the standards supposed to be the basis for the faculty work results and progress assessment.===>U razvoju modela kvaliteta za utvrđivanje ostvarivanja orjentacija bolonjske reforme pojavili su se problemi prilikom utvrđivanja standarda koji bi trebalo da predstavljaju osnovu za utvrđivanje rezultata i napretka rada fakulteta.)
MATCH@M:(The ECTS is awarded upon the student’s completion of studies.===>ECTS se dodeljuje na osnovu okončanog rada studenta.)
MATCH@E:(The ECTS is awarded upon the students completion of studies.===>ECTS se dodeljuje na osnovu okončanog rada studenta.)
MATCH@M:(It is certainly difficult if not impossible to measure the work.===>Merenje rada je svakako teško ako ne i nemoguće.)
MATCH@E:(It is certainly difficult if not impossible to measure the work.===>Merenje rada je svakako teško ako ne i nemoguće.)
MATCH@M:(The measuring (evidence) itself of the student’s attendance to lectures and prec-tice causes numerous problems.===>Samo merenje (evidentiranje) prisutnosti studenta na predavanjima i vežbama uzrokuje brojne neprilike.)
MATCH@E:(The measuring (evidence) itself of the students attendance to lectures and prectice causes numerous problems.===>Samo merenje (evidentiranje) prisutnosti studenta na predavanjima i vežbama uzrokuje brojne neprilike.)
MATCH@M:(Despite the doubts as to the appropriateness of such measurement, this element certainly greatly affects both the workload (too much study obligations for students) and the length of studies.===>Uprkos sumnjama u svrsishodnost tog merenja taj element ima sasvim sigurno izuzetan uticaj na opterećenost ( preterano nametanje studijskih obaveza studentima) a takođe i na trajanje studija.)
MATCH@E:(Despite the doubts as to the appropriateness of such measurement, this element certainly greatly affects both the workload (too much study obligations for students) and the length of studies.===>Uprkos sumnjama u svrsishodnost tog merenja taj element ima sasvim sigurno izuzetan uticaj na opterećenost ( preterano nametanje studijskih obaveza studentima) a takođe i na trajanje studija.)
MATCH@M:(The latter is one of the relevant quality criteria that can reveal poor outcomes of the education process that can be the consequences of the excess study obligations or the students’ lack of interest for cooperation in fulfilling the study obligations.===>Trajanje studija predstavlja jedan od relevantnijih kriterijuma kvaliteta koji može da pokaže loše rezultate obrazovnog procesa koji mogu biti posledica predimenzionisanog obima studijskih obaveza kao i nezainteresovanosti studenata za sarad-nju u ispunjavanju studijskih obaveza.)
MATCH@E:(The latter is one of the relevant quality criteria that can reveal poor outcomes of the education process that can be the consequences of the excess study obligations or the students lack of interest for cooperation in fulfilling the study obligations.===>Trajanje studija predstavlja jedan od relevantnijih kriterijuma kvaliteta koji može da pokaže loše rezultate obrazovnog procesa koji mogu biti posledica predimenzionisanog obima studijskih obaveza kao i nezainteresovanosti studenata za saradnju u ispunjavanju studijskih obaveza.)
MATCH@M:(The optional choice is an important advantage of the Bologna reform which, however, causes to the faculties numerous organizational difficulties and often insolvable problems.===>Mogućnost izbora kao velika prednost bolonjske reforme donosi fakultetima brojne organizacione teškoće i često nerešive probleme.)
MATCH@E:(The optional choice is an important advantage of the Bologna reform which, however, causes to the faculties numerous organizational difficulties and often insolvable problems.===>Mogućnost izbora kao velika prednost bolonjske reforme donosi fakultetima brojne organizacione teškoće i često nerešive probleme.)
MATCH@M:(Due to limited capacities (premises, staff, equipment), the faculties offering the optional choice are obliged to grant the priority of choice to more successful students.===>Fakulteti koji pružaju mogućnost izbora primorani su da zbog ograničavanih kapaciteta ( prostorije, osoblje, opreme) uspešnijim studentima daju prioritet u vršenju izbora.)
MATCH@E:(Due to limited capacities (premises, staff, equipment), the faculties offering the option al choice are obliged to grant the priority of choice to more successful students.===>Fakulteti koji pružaju mogućnost izbora primorani su da zbog ograničavanih kapaciteta ( prostorije, osoblje, opreme) uspešnijim studentima daju prioritet u vršenju izbora.)
MATCH@M:(The solution here is the students’ direct, computerized enrollment into the next study year, immediately upon completing the due programmes.===>Rešenje koje se pri tome nametnulo je individualni elektronski upis studenata u više godine odmah nakon ispunjavanja propisanih studijskih obaveza.)
MATCH@E:(The solution here is the students direct, computerized enrollment into the next study year, immediately upon completing the due programmes.===>Rešenje koje se pri tome nametnulo je individualni elektronski upis studenata u više godine odmah nakon ispunjavanja propisanih studijskih obaveza.)
MATCH@M:(The student may, of course, be offered the timetable on the basis of which he/she can choose subjects that will not overlap.===>Pri tome se naravno studentu mora ponuditi raspored časova na osnovu kojeg će on izabrati predmete koji se neće istovremeno predavati.)
MATCH@E:(The student may, of course, be offered the timetable on the basis of which he/she can choose subjects that will not overlap.===>Pri tome se naravno studentu mora ponuditi raspored časova na osnovu kojeg će on izabrati predmete koji se neće istovremeno predavati.)
MATCH@M:(A practical solution here was the offer of optional subjects in an e-form.===>Pri tome se kao praktično rešenje pokazala i ponuda izbornih predmeta u e-obliku.)
MATCH@E:(A practical solution here was the offer of optional subjects in an e-form.===>Pri tome se kao praktično rešenje pokazala i ponuda izbornih predmeta u e-obliku.)
MATCH@M:(The mobility as a method of knowledge and experience transfer as well as the optional choice and the interest component of education is linked with organizational and financial limitations.===>Mobilnost kao način prenosa znanja i iskustava kao i ostvarivanje mogućnosti izbora i interesantnosti obrazovne delatnosti povezana je sa organizacionim i fi-nansijskim ograničenjima.)
MATCH@E:(The mobility as a method of knowledge and experience transfer as well as the optional choice and the interest component of education is linked with organizational and financial limitations.===>Mobilnost kao način prenosa znanja i iskustava kao i ostvarivanje mogućnosti izbora i interesantnosti obrazovne delatnosti povezana je sa organizacionim i finansijskim ograničenjima.)
MATCH@M:(Problems often appear in teaching subjects in foreign languages (most ofen due to smaller groups and financial problems) as well as in case of replacement of teaching staff in times they are absent.===>Cesti problemi pojavljuju se u vezi sa sprovođenjem predmeta na stranim jezicima ( najčešće zbog manjih grupa i problema finansir-anja) kao i zamene kadra u vreme odsustvovanja.)
MATCH@E:(Problems often appear in teaching subjects in foreign languages (most ofen due to smaller groups and financial problems) as well as in case of replacement of teaching staff in times they are absent.===>Česti problemi pojavljuju se u vezi sa sprovođenjem predmeta na stranim jezicima ( najčešće zbog manjih grupa i problema finansiranja) kao i zamene kadra u vreme odsustvovanja.)
MATCH@M:(These problems are easier to solve if similar faculties jointly organize lectures on some course units, subjects or parts of programmes in foreign languages.===>Te teškoće mogu se uspešnije rešavati ako srodni fakulteti zajedno organizuju predavanje jedinica, predmeta odnosno delova programa na stranom jeziku.)
MATCH@E:(These problems are easier to solve if similar faculties jointly organize lectures on some course units, subjects or parts of programmes in foreign languages.===>Te teškoće mogu se uspešnije rešavati ako srodni fakulteti zajedno organizuju predavanje jedinica, predmeta odnosno delova programa na stranom jeziku.)
MATCH@M:(The acceptance of foreign students and sending our own students abroad is frequently a hard job due to the accomodation problems and a new study environment they enter.===>Prijem stranih studenata i slanje vlastitih studenata u inos-transtvo često prate teškoće sa smeštajem i uvođenjem u novu studijsku sredinu.)
MATCH@E:(The acceptance of foreign students and sending our own students abroad is frequently a hard job due to the accomodation problems and a new study environment they enter.===>Prijem stranih studenata i slanje vlastitih studenata u inostranstvo često prate teškoće sa smeštajem i uvođenjem u novu studijsku sredinu.)
MATCH@M:(Student tutorship can prove to be of great help here.===>Pri tome uspešna pomoć može bit izvedena putem studentskog tutorstva.)
MATCH@E:(Student tutorship can prove to be of great help here.===>Pri tome uspešna pomoć može bit izvedena putem studentskog tutorstva.)
MATCH@M:(The partnership in the Bologna reform objectives is broadly defined and offers the universities different ways of implementation.===>Partnerstvo je o okviru ciljeva bolonjske reforme šire definisano i visokoškolskim ustanovama omogućava različite načine realizacije.)
MATCH@E:(The partnership in the Bologna reform objectives is broadly defined and offers the universities different ways of implementation.===>Partnerstvo je o okviru ciljeva bolonjske reforme šire definisano i visokoškolskim ustanovama omogućava različite načine realizacije.)
MATCH@M:(Partnership is also a transparent method of financing both degree programmes and research activities.===>Partnerstvo predstavlja i transparentan način finansir-anja obrazovnih programa i istraživačke delatnosti.)
MATCH@E:(Partnership is also a transparent method of financing both degree programmes and research activities.===>Partnerstvo predstavlja i transparentan način finansiranja obrazovnih programa i istraživačke delatnosti.)
MATCH@M:(Providing services to external customers (e.g., optional subjects, foreign students, life-long degree programmes, research ordered by national customers or European trusts) is related to the transparent system of tracking costs via their bearers, introducing the “full cost“ system.===>Vršenje usluga za spoljnje naručioce ( na primer: izborni predmeti, strani studenti, programi doživotnog obrazovanja, istraživanja za domeće naručioce ili evropske fondove) povezano je sa transparentnim sistemom praćenja troškova preko njihovih nosioca, uvođenjem »full cost« sistema.)
MATCH@E:(Providing services to external customers (e.g., optional subjects, foreign students, life-long degree programmes, research ordered by national customers or European trusts) is related to the transparent system of tracking costs via their bearers, introducing the full cost system.===>Vršenje usluga za spoljnje naručioce ( na primer: izborni predmeti, strani studenti, programi doživotnog obrazovanja, istraživanja za domeće naručioce ili evropske fondove) povezano je sa transparentnim sistemom praćenja troškova preko njihovih nosioca, uvođenjem »full cost« sistema.)
MATCH@M:(All these, however, require that the system of costs planning and tracking via the performers and the costs and revenues related to these be introduced.===>Sve to, međutim zahte-va uvođenje sistema planiranja i praćenja aktivnosti preko izvršilaca i sa njima povezanih troškova i prihoda.)
MATCH@E:(All these, however, require that the system of costs planning and tracking via the performers and the costs and revenues related to these be introduced.===>Sve to, međutim zahteva uvođenje sistema planiranja i praćenja aktivnosti preko izvršilaca i sa njima povezanih troškova i prihoda.)
MATCH@M:(It is thus designed economic parametres that could be a qualit basis in setting the relations between the service consumers and the service deliverers, in this case, the faculty.===>Tek tako izrađeni ekonomski parametri mogu biti osnova za kvalitet u uređenju odnosa između korisnika usluga i izvršilaca, u ovom slučaju fakulteta.)
MATCH@E:(It is thus designed economic parametres that could be a qualit basis in setting the relations between the service consumers and the service deliverers, in this case, the faculty.===>Tek tako izrađeni ekonomski parametri mogu biti osnova za kvalitet u uređenju odnosa između korisnika usluga i izvršilaca, u ovom slučaju fakulteta.)
MATCH@M:(The Faculty of administration commences the implementation of such a system, however, prior to this, they had to introduce a computer measurement of the education process performance and develop adequate accounting applications for that purpose.===>Fakultet za upravu pristupio je uvođenju tog sistema, s tim što je prethodno morao da uvede kompjutersko merenje realizacije aktivnosti obrazovnog procesa i da u tu svrhu razvije adekvatne računovodstvene aplikacije.)
MATCH@E:(The Faculty of administration commences the implementation of such a system, however, prior to this, they had to introduce a computer measurement of the education process performance and develop adequate accounting applications for that purpose.===>Fakultet za upravu pristupio je uvođenju tog sistema, s tim što je prethodno morao da uvede kompjutersko merenje realizacije aktivnosti obrazovnog procesa i da u tu svrhu razvije adekvatne računovodstvene aplikacije.)
MATCH@M:(The Faculty of administration introduces the “full cost“ system into the university of Ljubljana as a whole, because of financiers, especially because of the requirements of the European projects financiers.===>Sistem »full cost« uvodi Fakultet za upravo in Univerzitet u Ljubljani kao celjina zbog finansera, naročito zbog zahteva finansijera evropskih projekata.)
MATCH@E:(The Faculty of administration introduces the full cost system into the university of Ljubljana as a whole, because of financiers, especially because of the requirements of the European projects financiers.===>Sistem »full cost« uvodi Fakultet za upravo in Univerzitet u Ljubljani kao celjina zbog finansera, naročito zbog zahteva finansijera evropskih projekata. 4.)
MATCH@M:(In a majority of higher education institutions the Bologna reform is directed primarily towards the development of degree programmes that the faculties developed on more or less well defined competent models.===>Bolonjska reforma u većini visokoškolskih ustanova usmerena je prevashodno u razvoj studijskih programa koje su fakulteti razvili na manje ili više dorečenim kompetentnim modelima.)
MATCH@E:(4. ~~~ In place of conclusion In a majority of higher education institutions the Bologna reform is directed primarily towards the development of degree programmes that the faculties developed on more or less well defined competent models.===>Umesto zaključka Bolonjska reforma u većini visokoškolskih ustanova usmerena je prevashodno u razvoj studijskih programa koje su fakulteti razvili na manje ili više dorečenim kompetentnim modelima.)
MATCH@M:(The Bologna process requires a continual cooperation between the higher education institution and its partners, where primarily the competent models of degree programmes are created and upgraded.===>Bolonjski proces iziskuje kontinuiranu saradnju visokoškolske ustanove sa partnerima gde se pre svega formiraju i dograđuju kompetentni modeli studijskih programa.)
MATCH@E:(The Bologna process requires a continual cooperation between the higher education institution and its partners, where primarily the competent models of degree programmes are created and upgraded.===>Bolonjski proces iziskuje kontinuiranu saradnju visokoškolske ustanove sa partnerima gde se pre svega formiraju i dograđuju kompetentni modeli studijskih programa.)
MATCH@M:(The Bologna reform implementation, whether appropriately or poorly conducted by the ministries in charge, as a rule lacked well defined economic and organizational conditions.===>U bolonjskoj reformi koja je odgovarajuće vođena ili pak vođena sa nedostacima od strane nadležnih ministarstava, po pravilu nije bilo dorečenih ekonomsko-organizacionih uslova za izvođenje bolonjske reforme.)
MATCH@E:(The Bologna reform implementation, whether appropriately or poorly conducted by the ministries in charge, as a rule lacked well defined economic and organizational conditions.===>U bolonjskoj reformi koja je odgovarajuće vođena ili pak vođena sa nedostacima od strane nadležnih ministarstava, po pravilu nije bilo dorečenih ekonomsko-organizacionih uslova za izvođenje bolonjske reforme.)
MATCH@M:(The Bologna reform represents a significant step forward in the educational process, the opening of the institution to the employers, the introduction of business behaviour and the adoption of different measures of assessing the learning processes outcomes.===>Bolonjska reforma predstavlja značajan pomak u obrazovnom procesu, otvaranje ustanove prema poslodavaocima, uvođenje poslovno i prihvatanje drugačijih merila za vrednovanje rezultata obrazovnih procesa.)
MATCH@E:(The Bologna reform represents a significant step forward in the educational process, the opening of the institution to the employers, the introduction of business behaviour and the adoption of different measures of assessing the learning processes outcomes.===>Bolonjska reforma predstavlja značajan pomak u obrazovnom procesu, otvaranje ustanove prema poslodavaocima, uvođenje poslovno i prihvatanje drugačijih merila za vrednovanje rezultata obrazovnih procesa.)
MATCH@M:(All these changes called for a simultaneous economic and organizational development of higher-education institutions in order that they should be in a position to meet the obligations set by the objectives of the Bologna reform of higher education.===>Sve te promene iziskivale su uporedan ekonomsko-organiza-cioni razvoj visokoškolskih ustanova kako bi bile sposobne da realizuju obaveze koje zahtevaju ciljevi bolonjske reforme visokog školstva.)
MATCH@E:(All these changes called for a simultaneous economic and organizational development of highereducation institutions in order that they should be in a position to meet the obligations set by the objectives of the Bologna reform of higher education.===>Sve te promene iziskivale su uporedan ekonomsko-organizacioni razvoj visokoškolskih ustanova kako bi bile sposobne da realizuju obaveze koje zahtevaju ciljevi bolonjske reforme visokog školstva.)
MATCH@M:(A dominantly procyclical fiscal policy had an unfavourable impact upon both external and internal balances.===>Dominantno prociklična fiskalna politika je negativno uticala na spoljnu i unutrašnju ravnotežu.)
MATCH@E:(A dominantly procyclical fiscal policy had an unfavourable impact upon both external and internal balances.===>Dominantno prociklična fiskalna politika je negativno uticala na spoljnu i unutrašnju ravnotežu.)
MATCH@M:(Larger budgetary revenues were followed by equally increased budgetary expenditures, which in terms of inadequately flexible aggregate supply created adverse pressures on the macroeconomic stability maintenance.===>Povećanje javnih prihoda je praćeno povećanjem tekućih javnih rashoda cime su u uslovima nedovoljno elastične agregatne ponude stvoreni negativni pritisci na održavanje makroekonomske stabilnosti. 1.	Uvod)
MATCH@E:(Larger budgetary revenues were followed by equally increased budgetary expenditures, which in terms of inadequately flexible aggregate supply created adverse pressures on the macroeconomic stability maintenance. ~~~ 1.===>Povećanje javnih prihoda je praćeno povećanjem tekućih javnih rashoda čime su u uslovima nedovoljno elastične agregatne ponude stvoreni negativni pritisci na održavanje makroekonomske stabilnosti. 1.)
MATCH@M:(1.	Introduction The key effect upon the maintenance of macroeconomic stability during the observed 2001-2007 transition period in Serbia was that of the fiscal policy measures.===>Tokom posmatranog tranzicionog perioda u Srbiji 2001.-2007. mere fiskalne politike su imale kljucni uti-caj na održavanje makroekonomske stabilnosti.)
MATCH@E:(Introduction The key effect upon the maintenance of macroeconomic stability during the observed 2001-2007 transition period in Serbia was that of the fiscal policy measures.===>Uvod Tokom posmatranog tranzicionog perioda u Srbiji 2001.-2007. mere fiskalne politike su imale ključni uticaj na održavanje makroekonomske stabilnosti.)
MATCH@M:(This research will describe the analysis of the effects of fiscal policy upon the internal and the external balances.===>U ovom radu istraživanje će obuhvatiti analizu efekata mera fiskalne politike na unutrašnje i spoljne ravnoteže.)
MATCH@E:(This research will describe the analysis of the effects of fiscal policy upon the internal and the external balances.===>U ovom radu istraživanje će obuhvatiti analizu efekata mera fiskalne politike na unutrašnje i spoljne ravnoteže.)
MATCH@M:(The analysis of the level of budgetary balance, the amount of public debt and the fiscal policy effects upon inflation and the foreign exchange rate allows for the identification of the Serbian fiscal policy transmission channels as well as of its impact on the macroeconomic stability.===>Analiza nivoa budžetskog bilansa, nivoa javnog duga i efekata fiskalne politike na inflaciju i devizni kurs omogućava utvrđivanje transmisionih kanala fiskalne politike u Srbiji i njenog uticaja na makroeko-nomsku stabilnost.)
MATCH@E:(The analysis of the level of budgetary balance, the amount of public debt and the fiscal policy effects upon inflation and the foreign exchange rate allows for the identification of the Serbian fiscal policy transmission channels as well as of its impact on the macroeconomic stability.===>Analiza nivoa budžetskog bilansa, nivoa javnog duga i efekata fiskalne politike na inflaciju i devizni kurs omogućava utvrđivanje transmisionih kanala fiskalne politike u Srbiji i njenog uticaja na makroekonomsku stabilnost. 2.)
MATCH@M:(The budgetary deficit was continually reduced during the 2001-2006 period, which had a favourable effect upon the reduction of the level of public debt, of the balance of payments current account deficit reduction and of the inflation rate.===>U periodu 2002-2006. kontinualno je smanjivan nivo budžetskog deficita, što je pozitivno uticalo na smanjenje nivoa javnog duga, smanjenje deficita tekućeg računa platnog bilansa i nivoa inflacije.)
MATCH@E:(2. ~~~ Effects of fiscal policy in the 2001-2007 period The budgetary deficit was continually reduced during the 2001-2006 period, which had a favourable effect upon the reduction of the level of public debt, of the balance of payments current account1 deficit reduction and of the inflation rate.===>Efekti fiskalne politike u periodu 2001-2007. U periodu 2002-2006. kontinualno je smanjivan nivo budžetskog deficita, što je pozitivno uticalo na smanjenje nivoa javnog duga, smanjenje deficita tekućeg računa platnog bilansa1 i nivoa inflacije.)
MATCH@M:(We will examine here the effects of fiscal policy upon macroeconomic stability via the analysis of the effects of fiscal policy upon the change in the economic liquidity.===>Razmatranje uticaja fiskalne politike na makroekonomsku stabilnost će se sprovesti analizom efekata fiskalne politike na promenu likvidnosti u privredi.)
MATCH@E:(We will examine here the effects of fiscal policy upon macroeconomic stability via the analysis of the effects of fiscal policy upon the change in the economic liquidity.===>Razmatranje uticaja fiskalne politike na makroekonomsku stabilnost će se sprovesti analizom efekata fiskalne politike na promenu likvidnosti u privredi.)
MATCH@M:(The effect of fiscal policy upon the liquidity growth was expansive since 2002; however, the chart shows that the restrictive fiscal policy in 2004 and 2005 resulted in the fall in liquidity, which further resulted into a lower pressure upon aggregate demand.===>Efekat fiskalne politike na rast likvidnosti je ekspanzivan od 2002., ali se na grafiku uočava da je 2004. i 2005. vođenje restriktivne fiskalne politike smanjilo likvidnost, čime je smanjen pritisak na agregatnu tražnju.)
MATCH@E:(The effect of fiscal policy upon the liquidity growth was expansive since 2002; however, the chart shows that the restrictive fiscal policy in 2004 and 2005 resulted in the fall in liquidity, which further resulted into a lower pressure upon aggregate demand.===>Efekat fiskalne politike na rast likvidnosti je ekspanzivan od 2002., ali se na grafiku uočava da je 2004. i 2005. vođenje restriktivne fiskalne politike smanjilo likvidnost, čime je smanjen pritisak na agregatnu tražnju.)
MATCH@M:(It is for this reason that the measures of fiscal policy produced countercyclical effects.===>Stoga su u datom periodu mere fiskalne politike stvarale kontraciklične efekte.)
MATCH@E:(It is for this reason that the measures of fiscal policy produced countercyclical effects.===>Stoga su u datom periodu mere fiskalne politike stvarale kontraciklične efekte.)
MATCH@M:(Since the 2006 budget revision the fiscal policy measures have been expansive and procyclic.===>Počevši od rebalansa budžeta za 2006. mere fiskalne politike su ekspanzivne i prociklične.)
MATCH@E:(Since the 20063 budget revision the fiscal policy measures have been expansive and procyclic.===>Počevši od rebalansa budžeta za 2006.3 mere fiskalne politike su ekspanzivne i prociklične.)
MATCH@M:(Among the transition countries now the member countries of the EU, the budget surpluce was accumulated only in Bulgaria (3.2% GNP) and in Estonia (3.6% GNP).===>Od zemalja u tranziciji koje su postale članice EU, samo je u Bugarskoj (3,2% BDP-a) i Estoniji (3,6 % BDP-a) akumuliran budžetski sufict.)
MATCH@E:(Among the transition countries now the member countries of the EU, the budget surpluce was accumulated only in Bulgaria (3.2% GNP) and in Estonia (3.6% GNP).===>Od zemalja u tranziciji koje su postale članice EU, samo je u Bugarskoj (3,2% BDP-a) i Estoniji (3,6 % BDP-a) akumuliran budžetski sufict.)
MATCH@M:(In the majority of countries the budgetary balance showed a deficit: the Czeck Republic (-2.9% GNP), Hungary (-9.3% GNP), Romania (-1.8% GNP), Slovenia (-1.2% GNP), Slovakia (-3.8%GNP), Latvia (-0.2% GNP), Lithuania (-0.6% GNP), Poland (-3.8% GNP).===>Ali, u većini zemalja budžetski bilans je bio u deficitu: Češka Republika (-2,9% BDP-a), Mađarska (-9,3% BDP-a), Ru-munija (-1,8% BDP-a), Slovenija (-1,2% BDP-a), Slovačka (-3,8% BDP-a), Letoniji (-0,2% BDP-a), Litva-niji ( - 0,6% BDP-a), Poljska (-3,8% BDP-a).)
MATCH@E:(In the majority of countries the budgetary balance showed a deficit: the Czeck Republic (-2.9% GNP), Hungary (-9.3% GNP), Romania (-1.8% GNP), Slovenia (-1.2% GNP), Slovakia (-3.8%GNP), Latvia (0.2% GNP), Lithuania (-0.6% GNP), Poland (-3.8% GNP).===>Ali, u većini zemalja budžetski bilans je bio u deficitu: ~~~ Češka Republika (-2,9% BDP-a), Mađarska (-9,3% BDP-a), Rumunija (-1,8% BDP-a), Slovenija (-1,2% BDP-a), Slovačka (-3,8% BDP-a), Letoniji (-0,2% BDP-a), Litvaniji ( - 0,6% BDP-a), Poljska (-3,8% BDP-a).)
MATCH@M:(It is also important to identify the share of both public revenues and public expenditures in the countries that became members of the EU upon the completion of their transition processes.===>Važno je i određivanje učešća javnih prihoda i javnih rashoda u BDP-u u zemljama koje su nakon procesa tranzicije postale članice EU.)
MATCH@E:(It is also important to identify the share of both public revenues and public expenditures in the countries that became members of the EU upon the completion of their transition processes.===>Važno je i određivanje učešća javnih prihoda i javnih rashoda u BDP-u u zemljama koje su nakon procesa tranzicije postale članice EU.)
MATCH@M:(The share of public expenditures in the GNP of the three observed countries is 35% GNP or lower, which makes the lowest level of public expenditure in the EU: Romania (35% GNP), Lithuania (34% GNP) and Estonia (33% GNP) compared to all the other EU member countries.===>U tri posmatrane zemlje učešće javnih rahoda u BDP-u je na nivou od 35% BDP-a ili nižem, što predstavlja najniži nivo javne potrošnje u EU: Rumunija (35%BDP-a), Litvanija (34% BDP-a) i Estonija (33% BDP-a) u odnosu na sve ostale članice EU.)
MATCH@E:(The share of public expenditures in the GNP of the three observed countries is 35% GNP or lower, which makes the lowest level of public expenditure in the EU: Romania (35% GNP), Lithuania (34% GNP) and Estonia (33% GNP) compared to all the other EU member countries.===>U tri posmatrane zemlje učešće javnih rahoda u BDPu je na nivou od 35% BDP-a ili nižem, što predstavlja najniži nivo javne potrošnje u EU: ~~~ Rumunija (35%BDP-a), Litvanija (34% BDP-a) i Estonija (33% BDP-a) u odnosu na sve ostale članice EU.)
MATCH@M:(In as many as 5 EU countries the share of of public expenditure exceeds 50% GNP: Sweden (57.9% GNP), France (53.4% GNP), Hungary (51.9% GNP), Denmark (51.5% GNP), Italy (50.1% GNP).===>Čak 5 zemalja EU imaju učešće javne potrošnje veće od 50% BDP-a: Švedska (57,9% BDP-a), Francuska (53,4% BDP-a), Mađarska (51,9% BDP-a), Danska (51,5% BDP-a), Italija (50,1% BDP-a).)
MATCH@E:(In as many as 5 EU countries the share of of public expenditure exceeds 50% GNP: Sweden (57.9% GNP), France (53.4% GNP), Hungary (51.9% GNP), Denmark (51.5% GNP), Italy (50.1% GNP).===>Čak 5 zemalja EU imaju učešće javne potrošnje veće od 50% BDP-a: [vedska (57,9% BDP-a), Francuska (53,4% BDP-a), Mađarska (51,9% BDP-a), Danska (51,5% BDP-a), Italija (50,1% BDP-a).)
MATCH@M:(It is only Ireland, one of the EU member countries that did not undergo the transition process, that is comparable with the abovequoted countries, with the public expenditure level of 34% GNP.===>Jedino je Irska, od članica EU koje nisu prošle kroz proces tranzicije, uporediva sa navedenim zemljama sa nivoom javne potrošnje od 34% BDP-a.)
MATCH@E:(It is only Ireland, one of the EU member countries that did not undergo the transition process, that is comparable with the abovequoted countries, with the public expenditure level of 34% GNP.===>Jedino je Irska, od članica EU koje nisu prošle kroz proces tranzicije, uporediva sa navedenim zemljama sa nivoom javne potrošnje od 34% BDP-a.)
MATCH@M:(The public revenues share in Romania (33.2% GNP), Lithuania (33.4% GNP) and Slovakia (33.9% GNP) is considerably lower compared to the countries with the highest share levels: Sweden (57.9% GNP), Denmark (56.2% GNP) and Finland (52.5% GNP).===>Učešće javnih prihoda u Rumuniji (33,2% BDP-a), Litvaniji (33,4% BDP-a) i Slovačkoj (33,9%) je značajno niže u odnosu na zemlje sa najvišim nivoom učešća: Švedsku (57,9% BDP-a), Dansku (56,2% BDP-a) i Finsku (52,5% BDP-a).)
MATCH@E:(The public revenues share in Romania (33.2% GNP), Lithuania (33.4% GNP) and Slovakia (33.9% GNP) is considerably lower compared to the countries with the highest share levels: Sweden (57.9% GNP), Denmark (56.2% GNP) and Finland (52.5% GNP).===>Učešće javnih prihoda u Rumuniji (33,2% BDP-a), Litvaniji (33,4% BDP-a) i Slovačkoj (33,9%) je značajno niže u odnosu na zemlje sa najvišim nivoom učešća: [vedsku (57,9% BDP-a), Dansku (56,2% BDP-a) i Finsku (52,5% BDP-a).)
MATCH@M:(The 2006 public revenues in Serbia rose by 0.9% percentage points compared to the year 2005 (from 41.3% GNP to 42.4% GNP), however the amount of public expenditure rose simultaneously by 3.3% percentage points (from 40.6% GNP to 43.9% GNP).===>U Srbiji su u 2006. godini javni prihodi u odnosu na prethodnu 2005. povećani za 0,9% procentnih poena (sa 41,3% BDP-a na 42,4% BDP-a), ali je istovremeno povećan nivo javnih rashoda za 3,3% procentnih poena (sa 40,6% BDP-a na 43,9% BDP-a).)
MATCH@E:(The 2006 public revenues in Serbia rose by 0.9% percentage points compared to the year 2005 (from 41.3% GNP to 42.4% GNP), however the amount of public expenditure rose simultaneously by 3.3% percentage points (from 40.6% GNP to 43.9% GNP).===>U Srbiji su u 2006. godini javni prihodi u odnosu na prethodnu 2005. povećani za 0,9% procentnih poena (sa 41,3% BDP-a na 42,4% BDP-a), ali je istovremeno povećan nivo javnih rashoda za 3,3% procentnih poena (sa 40,6% BDP-a na 43,9% BDP-a).)
MATCH@M:(The sustainability of the growth in public expenditure is based on the parallel growth of public revenues, predominantly due to a steady growth of the GNP.===>Održivost povećanja javnih rashoda se zasniva na paralelnom povećanju nivoa javnih prihoda, prevashodno zbog stabilnog nivoa rasta BDP-a.)
MATCH@E:(The sustainability of the growth in public expenditure is based on the parallel growth of public revenues, predominantly due to a steady growth of the GNP.===>Održivost povećanja javnih rashoda se zasniva na paralelnom povećanju nivoa javnih prihoda, prevashodno zbog stabilnog nivoa rasta BDP-a.)
MATCH@M:(Although the budgetary deficit of 1.5% GNP is sustainable, the increase in the public revenue and the public expenditure shares in the GNP results in the fiscal policy measures becoming more redistributive.===>Iako je nivo budžetskog deficita od 1,5% BDP-a održiv, povećanje učešća javnih prihoda i javnih rashoda u BDP-u ima za posledi-cu povećanje redistributivnosti mera fiskalne politike.)
MATCH@E:(Although the budgetary deficit of 1.5% GNP is sustainable, the increase in the public revenue and the public expenditure shares in the GNP results in the fiscal policy measures becoming more redistributive.===>Iako je nivo budžetskog deficita od 1,5% BDP-a održiv, povećanje učešća javnih prihoda i javnih rashoda u BDP-u ima za posledicu povećanje redistributivnosti mera fiskalne politike.)
MATCH@M:(An increased participation of the state in the economic activities generally shrinks the area for an optimal decision making in the private sector.===>Veće učešće države u privrednim aktivnostima po pravilu smanjuje prostor za optimalno donošenje odluka u privatnom sektoru.)
MATCH@E:(An increased participation of the state in the economic activities generally shrinks the area for an optimal decision making in the private sector.===>Veće učešće države u privrednim aktivnostima po pravilu smanjuje prostor za optimalno donošenje odluka u privatnom sektoru.)
MATCH@M:(The expansive fiscal policy measures did have an impact upon the maintenance of a high level of public expenditure within the GNP.===>Mere ekspanzivne fiskalne politike su uticale na održavanje visokog nivoa javne potrošnje u okviru BDP-a.)
MATCH@E:(The expansive fiscal policy measures did have an impact upon the maintenance of a high level of public expenditure within the GNP.===>Mere ekspanzivne fiskalne politike su uticale na održavanje visokog nivoa javne potrošnje u okviru BDP-a.)
MATCH@M:(In case of Serbia, the study (the World Bank, 2004) analysed two scenarios of economic development.===>U slučaju Srbije, u okviru studije (Svetska banka, 2004) su analizirana dva scenarija razvoja privrede.)
MATCH@E:(In case of Serbia, the study (the World Bank, 2004) analysed two scenarios of economic development.===>U slučaju Srbije, u okviru studije (Svetska banka, 2004) su analizirana dva scenarija razvoja privrede.)
MATCH@M:(The effects of the first scenario, besed on high fiscal adjust-ment [9], would provide for a steady economic growth and a 17% higher GNP [10] in comparison to the latter (the public expenditure level and structure remain steady).===>Efekti prvog scenarija koji je bio zasnovan na visokom fiskalnom prilagođavanju [6] bi obezbedio stabilan privredni rast i 17% veći nivo BDP-a [7] u odnosu na drugi scenario (nivo i struktura javne potrošnje ostaje postojana).)
MATCH@E:(The effects of the first scenario, besed on high fiscal adjustment4, would provide for a steady economic growth and a 17% higher GNP5 in comparison to the latter (the public expenditure level and structure remain steady).===>Efekti prvog scenarija koji je bio zasnovan na visokom fiskalnom prilagođavanju4 bi obezbedio stabilan privredni rast i 17% veći nivo BDP-a5 u odnosu na drugi scenario (nivo i struktura javne potrošnje ostaje postojana).)
MATCH@M:(A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher.===>Tadašnje projekcije su uzimale za stabilan privredni rast 5% na godišnjem nivou, pa bi projektovani efekti u slučaju uključivanja ostavernih, većih stopa privrednog rasta svakako bili na većem nivou.)
MATCH@E:(5 A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher. inflation reduction trend in the 2001-2007 period was not steady.===>Trend smanjenja stope inflacije u periodu 20012007. nije bio stabilan.)
BAD_LINE_=============================================================
BAD_LINE_M:A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher.
BAD_LINE_M:Tadašnje projekcije su uzimale za stabilan privredni rast 5% na godišnjem nivou, pa bi projektovani efekti u slučaju uključivanja ostavernih, većih stopa privrednog rasta svakako bili na većem nivou.
BAD_LINE_E:5 A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher. inflation reduction trend in the 2001-2007 period was not steady.
BAD_LINE_E:Trend smanjenja stope inflacije u periodu 20012007. nije bio stabilan.
MATCH@M:(The inflation rate was reduced from 40.7% in 2001 to 7.7% in 2003, however, in 2004 it rose to 13.7%, with a further growth to 17.7% in 2005.===>Iako je stopa inflacije snižena sa nivoa od 40,7% u 2001. na 7,7% u 2003. stopa je inflacije je povećana u 2004. na 13,7%, a u 2005. na 17,7%.)
MATCH@E:(The inflation rate was reduced from 40.7% in 2001 to 7.7% in 2003, however, in 2004 it rose to 13.7%, with a further growth to 17.7% in 2005.===>Iako je stopa inflacije snižena sa nivoa od 40,7% u 2001. na 7,7% u 2003. stopa je inflacije je povećana u 2004. na 13,7%, a u 2005. na 17,7%.)
MATCH@M:(In 2006 it was again reduced to 6.6%, but in 2007 it rose again to 10.1%.===>Iako je stopa inflacije snižena u 2006. na nivo od 6,6%, stopa inflacije je ponovo povećana u 2007. na 10,1%.)
MATCH@E:(In 2006 it was again reduced to 6.6%, but in 2007 it rose again to 10.1%.===>Iako je stopa inflacije snižena u 2006. na nivo od 6,6%, stopa inflacije je ponovo povećana u 2007. na 10,1%.)
MATCH@M:(The rise in the public sector earnings, a result of the budget readjustment in 2006(third quarter) may prove to be a strong pressure towards the rise in the inflation rate in 2007, due to the delay in the functioning of the transmission channel.===>Povećanje fonda zarada u javnom sektoru rebalansom budžeta za 2006.(III kvartal) je mogla da predstavlja značajan pritisak na povećanje stope inflacije u 2007., zbog kašnjenja u delovanju transmisionog kanala.)
MATCH@E:(The rise in the public sector earnings, a result of the budget readjustment in 2006 (third quarter) may prove to be a strong pressure towards the rise in the inflation rate in 2007, due to the delay in the functioning of the transmission channel.===>Povećanje fonda zarada u javnom sektoru rebalansom budžeta za 2006. (III kvartal) je mogla da predstavlja značajan pritisak na povećanje stope inflacije u 2007., zbog kašnjenja u delovanju transmisionog kanala.)
MATCH@M:(In the conditions where the inflation trend is affected by the factors which are not related to the fiscal policy implementation (raising the state controlled prices, the trends in the prices of food and fuels on world market, etc.) it is not possible to accurately define the extent to which the implementation of expansive fiscal policy brought forth the rise in the inflation rate.===>Imajući u vidu činjenicu da na kretanje inflacije delu-ju faktori koji nisu povezani sa vođenjem fiskalne politike (povećanje nivoa kontrolisanih cena, kretanje cena hrane i energenata na svetskom tržištu i sl.), ne može se u potpunosti utvrditi u kom nivou je vođenje ekspanzivne fiskalne politike uticalo na povećanje stope inflacije.)
MATCH@E:(In the conditions where the inflation trend is affected by the factors which are not related to the fiscal policy implementation (raising the state controlled prices, the trends in the prices of food and fuels on world market, etc.) it is not possible to accurately define the extent to which the implementation of expansive fiscal policy brought forth the rise in the inflation rate.===>Imajući u vidu činjenicu da na kretanje inflacije deluju faktori koji nisu povezani sa vođenjem fiskalne politike (povećanje nivoa kontrolisanih cena, kretanje cena hrane i energenata na svetskom tržištu i sl.), ne može se u potpunosti utvrditi u kom nivou je vođenje ekspanzivne fiskalne politike uticalo na povećanje stope inflacije.)
MATCH@M:(Nevertheless,the impact of the expansive fiscal policy measures increasing the demand for commercial goods certainly create an inflatory pressure.===>Ipak, uticaj mera ekspanzivne fiskalne politike kojima se povećava tražnja za nerazmenjivim dobrima svakako stvaraju inflatorni pritisak.)
MATCH@E:(Nevertheless, the impact of the expansive fiscal policy measures increasing the demand for commercial goods certainly create an inflatory pressure.===>Ipak, uticaj mera ekspanzivne fiskalne politike kojima se povećava tražnja za nerazmenjivim dobrima svakako stvaraju inflatorni pritisak.)
MATCH@M:(The impact of the expansive fiscal policy upon the increase in the foreign trade deficit can be determined with more accuracy.===>Uticaj ekspanzivnosti fiskalne politike na pogošanje spoljnotrgovinskog deficita je moguće preciznije odrediti.)
MATCH@E:(The impact of the expansive fiscal policy upon the increase in the foreign trade deficit can be determined with more accuracy.===>Uticaj ekspanzivnosti fiskalne politike na pogošanje spoljnotrgovinskog deficita je moguće preciznije odrediti.)
MATCH@M:(According to the IMF study (IMF,2008), the budgetary balance has an important impact upon the balance of payments current account in Serbia.===>Prema studiji MMF-a (IMF, 2008) budžetski bilans ima značajan uticaj na tekući račun platnog bilan-sa u Srbiji.)
MATCH@E:(According to the IMF study (IMF, 2008), the budgetary balance has an important impact upon the balance of payments current account in Serbia.===>Prema studiji MMF-a (IMF, 2008) budžetski bilans ima značajan uticaj na tekući račun platnog bilansa u Srbiji.)
MATCH@M:(A high level of the current account deficit is characteristic of a country in the first years of transition.===>Visok nivo deficita tekućeg računa je svojstven zemlji u prvim godinama tranzicije.)
MATCH@E:(A high level of the current account deficit is characteristic of a country in the first years of transition.===>Visok nivo deficita tekućeg računa je svojstven zemlji u prvim godinama tranzicije.)
MATCH@M:(The reduction in the current account deficit is possible to accomplish using three channels:===>Smanjenje deficita tekućeg računa je moguće sprovesti kroz tri kanala:)
MATCH@E:(The reduction in the current account deficit is possible to accomplish using three channels: 1.===>Smanjenje deficita tekućeg računa je moguće sprovesti kroz tri kanala:)
MATCH@M:(1.	Accelerated GNP growth;===>1.	ubrzani rast BDP-a)
MATCH@E:(Accelerated GNP growth; 2.===>)
BAD_LINE_=============================================================
BAD_LINE_M:1.	Accelerated GNP growth;
BAD_LINE_M:1.	ubrzani rast BDP-a
BAD_LINE_E:Accelerated GNP growth; 2.
BAD_LINE_E:
MATCH@M:(2.	Reduction in investments;===>2.	smanjenje nivoa investicija i)
MATCH@E:(Reduction in investments; 3.===>)
BAD_LINE_=============================================================
BAD_LINE_M:2.	Reduction in investments;
BAD_LINE_M:2.	smanjenje nivoa investicija i
BAD_LINE_E:Reduction in investments; 3.
BAD_LINE_E:
MATCH@M:(Regardless of a steady growth of the GNP in Serbia, the GNP current account experiences a growing deficit from 2001 to 2004; the deficit is reduced from 2004 to 2006, while the rise in the current account deficit is again evident in 2007 and 2008.===>U Srbiji je i pored stabilnog rasta BDP-a, tekući račun BDP-a u rastućem deficitu od 2001. do 2004., nivo deficita je smanjen od 2004. do 2006., a povećanje deficita tekućeg računa je nastavljeno u 2007. i 2008.)
MATCH@E:(Public expenditures reduction. ~~~ Regardless of a steady growth of the GNP in Serbia, the GNP current account experiences a growing deficit from 2001 to 2004; the deficit is reduced from 2004 to 2006, while the rise in the current account deficit is again evident in 2007 and 2008.===>1. ubrzani rast BDP-a 2. smanjenje nivoa investicija i 3. smanjenje nivoa javne potrošnje U Srbiji je i pored stabilnog rasta BDP-a, tekući račun BDP-a u rastućem deficitu od 2001. do 2004., nivo deficita je smanjen od 2004. do 2006., a povećanje deficita tekućeg računa je nastavljeno u 2007. i 2008.)
MATCH@M:(The periods of the current deficit growth coincide with the implementation of the expansive fiscal policy.===>Periodi povećanja tekućeg deficita se poklapaju sa vođenjem ekspanzivne fiskalne politike.)
MATCH@E:(The periods of the current deficit growth coincide with the implementation of the expansive fiscal policy.===>Periodi povećanja tekućeg deficita se poklapaju sa vođenjem ekspanzivne fiskalne politike.)
MATCH@M:(Having in mind the need for ever more numerous investments in Serbia in the period to come, the only channel to relax the balance of payments current account is the reduction of the amount of public expenditures.===>Imajući u vidu potrebu za povećanjem investicija u Srbiji u narednom periodu, jedini kanal smanjenja tekućeg računa platnog bilansa je smanjenje nivoa javne potrošnje.)
MATCH@E:(Having in mind the need for ever more numerous investments in Serbia in the period to come, the only channel to relax the balance of payments current account is the reduction of the amount of public expenditures.===>Imajući u vidu potrebu za povećanjem investicija u Srbiji u narednom periodu, jedini kanal smanjenja tekućeg računa platnog bilansa je smanjenje nivoa javne potrošnje.)
MATCH@M:(The next transmission channel with an adverse impact on the balance of payments is the foreign exchange rate appreciation.===>Sledeći transmisioni kanal negativnog uticaja na platni bilans je apresijacija deviznog kursa.)
MATCH@E:(The next transmission channel with an adverse impact on the balance of payments is the foreign exchange rate appreciation.===>Sledeći transmisioni kanal negativnog uticaja na platni bilans je apresijacija deviznog kursa.)
MATCH@M:(In the observed period in Serbia, the foreign exchange rate appreciation was predominantly the consequence of a high capital inflow, which is characteristic of a large number of transition countries.===>U Srbiji, apre-sijacija deviznog kursa je u posmatranom periodu pre-vashodno bila posledica visokog priliva kapitala, što je karakteristika većeg broja tranzicionih zemalja.)
MATCH@E:(In the observed period in Serbia, the foreign exchange rate appreciation was predominantly the consequence of a high capital inflow, which is characteristic of a large number of transition countries.===>U Srbiji, apre sijacija deviznog kursa je u posmatranom periodu prevashodno bila posledica visokog priliva kapitala, što je karakteristika većeg broja tranzicionih zemalja.)
MATCH@M:(The capital inflow had a favourable impact upon the Serbian economic growth; on the other side, it created the currency appreciation effect which has a negative impact upon the balance of payments.===>Priliv kapitala je pozitivno delovalo na privredni rast u Srbiji, ali je sa druge strane stvarao i efekat apresijacije valute koji negativno deluje na platni bilans.)
MATCH@E:(The capital inflow had a favourable impact upon the Serbian economic growth; on the other side, it created the currency appreciation effect which has a negative impact upon the balance of payments.===>Priliv kapitala je pozitivno delovalo na privredni rast u Srbiji, ali je sa druge strane stvarao i efekat apresijacije valute koji negativno deluje na platni bilans.)
MATCH@M:(The study of the appreciation spiral will be based on two aspects: the impact of the combination of fiscal and of monetary policies measures upon the foreign exchange and the effects of money transfers/remittances from abroad in the conditions of currency appreciation.===>Istraživanje apresijacione sprirale ćemo bazirati na dva aspekta: uticaj kombinacije mera fiskalne i monetarne politike na devizni kurs i efekti doznaka iz ino-stranstva u uslovima apresijacije valute.)
MATCH@E:(The study of the appreciation spiral will be based on two aspects: the impact of the combination of fiscal and of monetary policies measures upon the foreign exchange and the effects of money transfers/remittances from abroad in the conditions of currency appreciation.===>Istraživanje apresijacione sprirale ćemo bazirati na dva aspekta: uticaj kombinacije mera fiskalne i monetarne politike na devizni kurs i efekti doznaka iz inostranstva u uslovima apresijacije valute.)
MATCH@M:(In case the maintenence od macroeconomic stability is set as an objective in economy, it can be clearly inferred that the optimal combination is that of restrictive fiscal policy and restrictive monetary policy.===>Ukoliko se kao cilj u privredi postavi održavanje ma-kroekonomske stabilnosti, onda se nedvosmileno može zaključiti da je optimalna kombinacija vođenje restriktivne fiskalne i restriktivne monetarne politike.)
MATCH@E:(In case the maintenence od macroeconomic stability is set as an objective in economy, it can be clearly inferred that the optimal combination is that of restrictive fiscal policy and restrictive monetary policy.===>Ukoliko se kao cilj u privredi postavi održavanje makroekonomske stabilnosti, onda se nedvosmileno može zaključiti da je optimalna kombinacija vođenje restriktivne fiskalne i restriktivne monetarne politike.)
MATCH@M:(The implementation of such a combination of economic policy measures could, however, have an adverse effect upon the economic growth.===>Međutim, sprovođenje takve kombinacije mera ekonomske politike bi imalo negativan uticaj na privredni rast.)
MATCH@E:(The implementation of such a combination of economic policy measures could, however, have an adverse effect upon the economic growth.===>Međutim, sprovođenje takve kombinacije mera ekonomske politike bi imalo negativan uticaj na privredni rast.)
MATCH@M:(The optimal combination in a transition country, such as Serbia, will therefore be: one policy measures are expansive, while the other policy measures are restrictive.===>Stoga je u zemlji u tranziciji, poput Srbije, optimalna kombinacija- mere jedne od politika su ekspanzivne, dok su mere druge politike restriktivne.)
MATCH@E:(The optimal combination in a transition country, such as Serbia, will therefore be: one policy measures are expansive, while the other policy measures are restrictive.===>Stoga je u zemlji u tranziciji, poput Srbije, optimalna kombinacija- mere jedne od politika su ekspanzivne, dok su mere druge politike restriktivne.)
MATCH@M:(The fiscal policy in Serbia was predominantly expansive, therefore the monetary policy measures had to be restrictive, in order that the price stability - the basic objective of the monetary policy - should be maintained.===>U Srbiji je fiskalna politika bila dominantno ekspanzivna pa su mere monetarne politike bile nužno restriktivne radi održavanja osnovnog cilja monetarne poli-tike-održavanja cenovne stabilnosti.)
MATCH@E:(The fiscal policy in Serbia was predominantly expansive, therefore the monetary policy measures had to be restrictive, in order that the price stability the basic objective of the monetary policy should be maintained.===>U Srbiji je fiskalna politika bila dominantno ekspanzivna pa su mere monetarne politike bile nužno restriktivne radi održavanja osnovnog cilja monetarne politike-održavanja cenovne stabilnosti.)
MATCH@M:(It was only in the 2004-2006 period, the period of restrictive fiscal policy, that the monetary policy measures were expansive and that they affected the business cycle trend in Serbia by controlling the money offer.===>Jedino u periodu 2004-2006., u periodu vođenja restriktivne fiskalne politike, mere monetarne politike su bile ekspanzivne i upravljanjem ponudom novca uticale na kretanje poslovnog ciklusa u Srbiji.)
MATCH@E:(It was only in the 2004-2006 period, the period of restrictive fiscal policy, that the monetary policy measures were expansive and that they affected the business cycle trend in Serbia by controlling the money offer.===>Jedino u periodu 2004-2006., u periodu vođenja restriktivne fiskalne politike, mere monetarne politike su bile ekspanzivne i upravljanjem ponudom novca uticale na kretanje poslovnog ciklusa u Srbiji.)
MATCH@M:(In 2006 and 2007, the fiscal policy measures are expansive, which, aided by the restrictive monetary policy, they additionally created an appreciation pressure.===>U 2006. i 2007. mere fiskalne politike su ekspanzivne, što uz restriktivnu monetarnu politiku, dodatno stvara apresijacijski pritisak.)
MATCH@E:(In 2006 and 2007, the fiscal policy measures are expansive, which, aided by the restrictive monetary policy, they additionally created an appreciation pressure.===>U 2006. i 2007. mere fiskalne politike su ekspanzivne, što uz restriktivnu monetarnu politiku, dodatno stvara apresijacijski pritisak.)
MATCH@M:(A considerable portion of Serbia’s balance of payments are the money transfers from the Serbian citizens working abroad.===>Značajan deo platnog bilansa Srbije predstavljaju doznake građana Srbije koji se nalaze na radu u ino-stranstvu.)
MATCH@E:(A considerable portion of Serbias balance of payments are the money transfers from the Serbian citizens working abroad.===>Značajan deo platnog bilansa Srbije predstavljaju doznake građana Srbije koji se nalaze na radu u inostranstvu.)
MATCH@M:(These make an additional source of foreign currency that has a favourable effect upon the country’s balance of payments and allows that the economy spends more than it produces.===>Doznake predstavljaju dodatni izvor strane valute kojim se pozitivno deluje na platni bilans zemlje i omogućava da se u privredi potroši više od onoga što se proizvede.)
MATCH@E:(These make an additional source of foreign currency that has a favourable effect upon the countrys balance of payments and allows that the economy spends more than it produces.===>Doznake predstavljaju dodatni izvor strane valute kojim se pozitivno deluje na platni bilans zemlje i omogućava da se u privredi potroši više od onoga što se proizvede.)
MATCH@M:(The effects of the transfers depend on the structure of the demand for commercial goods formed in the circumstances: in case the demand is larger, the imports will increase, while in case the demand for non-commercial goods rises, the consequence will be the rise in prices.===>Efekti doznaka zavise od strukture tražnje koja se njima formira: u slučaju većeg ude-la tražnje za razmenjivim dobrima će se povećati uvoz, dok u suprotnom slučaju povećanja tražnje za nerazmenjivim dobrima ima za posledicu povećanje nivoa cena.)
MATCH@E:(The effects of the transfers depend on the structure of the demand for commercial goods formed in the circumstances: in case the demand is larger, the imports will increase, while in case the demand for non-commercial goods rises, the consequence will be the rise in prices.===>Efekti doznaka zavise od strukture tražnje koja se njima formira: u slučaju većeg udela tražnje za razmenjivim dobrima će se povećati uvoz, dok u suprotnom slučaju povećanja tražnje za nerazmenjivim dobrima ima za posledicu povećanje nivoa cena.)
MATCH@M:(Theoretically, the effects of remittances will be favourable in accordance with the government’s willingness to create an economic environment in which productive activities will be financed (Glytsos, 1997); however, the transfers may produce adverse effects if the economy becomes dependent on their continual inflow (Boone, 1995).===>Teorijski posmatrano, efekti doznaka će biti pozitivni u skladu sa većom spremnošću Vlade da stvori ekonomsko okruženje u kome se finansiraju produktivne aktivnosti (Glytsos, 1997), ali doznake mogu stvoriti i negativne efekte ukoliko se u privredi razvije ekonomska zavisnost za kontinualnim prilivom doznaka (Boone, 1995).)
MATCH@E:(Theoretically, the effects of remittances will be favourable in accordance with the governments willingness to create an economic environment in which productive activities will be financed (Glytsos, 1997); however, the transfers may produce adverse effects if the economy becomes dependent on their continual inflow (Boone, 1995).===>Teorijski posmatrano, efekti doznaka će biti pozitivni u skladu sa većom spremnošću Vlade da stvori ekonomsko okruženje u kome se finansiraju produktivne aktivnosti (Glytsos, 1997), ali doznake mogu stvoriti i negativne efekte ukoliko se u privredi razvije ekonomska zavisnost za kontinualnim prilivom doznaka (Boone, 1995).)
MATCH@M:(In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products.===>U uslovima apresijacije kursa i inflacije u Srbiji, građani koji dobijaju transferna sredstva iz inostranstva su prinuđeni da prodaju veće količine deviznih sredstava radi kupovine iste količine proizvoda.)
MATCH@E:(In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products.
BAD_LINE_M:U uslovima apresijacije kursa i inflacije u Srbiji, građani koji dobijaju transferna sredstva iz inostranstva su prinuđeni da prodaju veće količine deviznih sredstava radi kupovine iste količine proizvoda.
BAD_LINE_E:In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products.
BAD_LINE_E:
MATCH@M:(The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings.===>Efekat tog procesa je apresijaciona spirala koja stvara dodatan apresi-jacijski pritisak povećanjem ponude deviznih sredstava, što samim tim smanjuje potencijalni nivo štednje.)
MATCH@E:(The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings.
BAD_LINE_M:Efekat tog procesa je apresijaciona spirala koja stvara dodatan apresi-jacijski pritisak povećanjem ponude deviznih sredstava, što samim tim smanjuje potencijalni nivo štednje.
BAD_LINE_E:The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings.
BAD_LINE_E:
MATCH@M:(In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments.===>Vremenom se sve veći procentualni deo doznaka upotrebljava radi potrošnje, a sve manji se uštedi, što može u određenoj meri uticati na povećanje nivoa kamatne stope i smanjenje investicija.)
MATCH@E:(In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments.
BAD_LINE_M:Vremenom se sve veći procentualni deo doznaka upotrebljava radi potrošnje, a sve manji se uštedi, što može u određenoj meri uticati na povećanje nivoa kamatne stope i smanjenje investicija.
BAD_LINE_E:In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments.
BAD_LINE_E:
MATCH@M:(In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends.===>Na kraju, u posmatranom periodu je moguće utvrditi značajnu korelaciju u trendu kretanja javnih prihoda i javnih rashoda.)
MATCH@E:(In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends.
BAD_LINE_M:Na kraju, u posmatranom periodu je moguće utvrditi značajnu korelaciju u trendu kretanja javnih prihoda i javnih rashoda.
BAD_LINE_E:In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends.
BAD_LINE_E:
MATCH@M:(Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan.===>Naime, posmatrano isključivo sa makroekonomskog nivoa, može se uočiti da su javni rashodi povećavani u skladu sa trendom povećanja javnih prihoda i da je povećanje javnih prihoda korišćeno za poboljšanje materijalnog položaja zaposlenih u javnom sektoru i za obezbeđivanje funkcionisanja penzionog sistema.)
MATCH@E:(Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan.
BAD_LINE_M:Naime, posmatrano isključivo sa makroekonomskog nivoa, može se uočiti da su javni rashodi povećavani u skladu sa trendom povećanja javnih prihoda i da je povećanje javnih prihoda korišćeno za poboljšanje materijalnog položaja zaposlenih u javnom sektoru i za obezbeđivanje funkcionisanja penzionog sistema.
BAD_LINE_E:Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan.
BAD_LINE_E:
MATCH@M:(Essentially, the subsidies, the transfers and the rise in the public sector employees’ earnings serve to perform a redistributive role of the fiscal policy.===>Suštinski, dotacijama, transferima i povećanjem fonda zarada zaposlenima u javnom sektoru se sprovodi re-distributivna uloga fiskalne politike.)
MATCH@E:(Essentially, the subsidies, the transfers and the rise in the public sector employees earnings serve to perform a redistributive role of the fiscal policy.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Essentially, the subsidies, the transfers and the rise in the public sector employees’ earnings serve to perform a redistributive role of the fiscal policy.
BAD_LINE_M:Suštinski, dotacijama, transferima i povećanjem fonda zarada zaposlenima u javnom sektoru se sprovodi re-distributivna uloga fiskalne politike.
BAD_LINE_E:Essentially, the subsidies, the transfers and the rise in the public sector employees earnings serve to perform a redistributive role of the fiscal policy.
BAD_LINE_E:
MATCH@M:(The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments.===>Osnovno obelež-je redistributivne uloge je povećanje tekućih budžetski rashoda čime se posledično smanjuju raspoloživa sredstva za kapitalna ulaganja.)
MATCH@E:(The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments.
BAD_LINE_M:Osnovno obelež-je redistributivne uloge je povećanje tekućih budžetski rashoda čime se posledično smanjuju raspoloživa sredstva za kapitalna ulaganja.
BAD_LINE_E:The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments.
BAD_LINE_E:
MATCH@M:(This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth.===>Smanjenje raspoloživih sredstava za kapitalna ulaganja ugrožava održivost privrede i stabilan privredni rast.)
MATCH@E:(This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth.===>)
BAD_LINE_=============================================================
BAD_LINE_M:This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth.
BAD_LINE_M:Smanjenje raspoloživih sredstava za kapitalna ulaganja ugrožava održivost privrede i stabilan privredni rast.
BAD_LINE_E:This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth.
BAD_LINE_E:
MATCH@M:(A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the mainte-mance of macroeconomic policy in Serbia.===>Dominantno ekspanzivna, prociklična fiskalna politika tokom perioda 2001.-2007. je imala negativne efekte na održavanje makroekonomske stabilnosti u Srbiji.)
MATCH@E:(4. ~~~ Conclusion A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the maintemance of macroeconomic policy in Serbia.===>)
BAD_LINE_=============================================================
BAD_LINE_M:A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the mainte-mance of macroeconomic policy in Serbia.
BAD_LINE_M:Dominantno ekspanzivna, prociklična fiskalna politika tokom perioda 2001.-2007. je imala negativne efekte na održavanje makroekonomske stabilnosti u Srbiji.
BAD_LINE_E:4. ~~~ Conclusion A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the maintemance of macroeconomic policy in Serbia.
BAD_LINE_E:
MATCH@M:(Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008.===>Samim tim, vođenjem politike budžetskog deficita u najvećem delu datog perioda nije generisana dovoljna javna štednja koja bi omogućila optimalnu kontra-cikličnu fiskalnu politiku nakon početka delovanja svetske ekonomske krize u 2008. godini.)
MATCH@E:(Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008.
BAD_LINE_M:Samim tim, vođenjem politike budžetskog deficita u najvećem delu datog perioda nije generisana dovoljna javna štednja koja bi omogućila optimalnu kontra-cikličnu fiskalnu politiku nakon početka delovanja svetske ekonomske krize u 2008. godini.
BAD_LINE_E:Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008.
BAD_LINE_E:
MATCH@M:(E-commerce is today almost a neccesity in any organisation, including the attorneyship, as a part of the judiciary system.===>Za svaku organizaciju danas e-trgovina je skoro da predstavlja neminovnost, a to znaci i za advokaturu kao deo pravosudnog sistema.)
MATCH@E:(Belgrade, Serbia E-commerce is today almost a neccesity in any organisation, including the attorneyship, as a part of the judiciary system.===>Beograd, Srbija Za svaku organizaciju danas e-trgovina je skoro da predstavlja neminovnost, a to znači i za advokaturu kao deo pravosudnog sistema.)
MATCH@M:(In comparison to other parts of the judiciary system, the advocacy represents an independent public service, which makes it more sensitive to changes in its environment.===>U poređenju sa drugim oblastima pravosudnog sistema, advokatura je nezavisna javna delatnost što je čini osetljivijom na promene u okruženju.)
MATCH@E:(In comparison to other parts of the judiciary system, the advocacy represents an independent public service, which makes it more sensitive to changes in its environment.===>U poređenju sa drugim oblastima pravosudnog sistema, advokatura je nezavisna javna delatnost što je čini osetljivijom na promene u okruženju.)
MATCH@M:(However, due to their specific line of business, where the social responsibility note is of the atmost importance, the area of e-commerce by attorneys is heav-iliy regulated.===>Ipak, zahvaljujući specifičnoj prirodi njihove struke, gde je elemenat društvene odgovornosti od velike važnosti, oblast e-trgovine u advokaturi je strogo regulisana.)
MATCH@E:(However, due to their specific line of business, where the social responsibility note is of the atmost importance, the area of e-commerce by attorneys is heaviliy regulated.===>Ipak, zahvaljujući specifičnoj prirodi njihove struke, gde je elemenat društvene odgovornosti od velike važnosti, oblast e-trgovine u advokaturi je strogo regulisana.)
MATCH@M:(In the paper we present the results of a study, which focuses on electronic filling and electronic communication as ussed by attorneys and attorneys offices and the results of the analysis of the web pages of slovenian attorneys, and we put both results in the perspective of the increasing need for a greater social responsibilty of all organisations including those in the public sector.===>U ovom radu predstavljamo rezultate studije o elektronskom popunjavanjem obrazaca i elektronskoj komunikaciji advokata i advokatskih kancelarija, kao i rezultate analize veb-stranica slovenačkih advokata, i ove rezultate posmatramo kroz perspektivu sve izraženije potrebe za većom sruštvenom odgovornošću svih organizacija, uključujući i organizacije u javnom sektoru.)
MATCH@E:(In the paper we present the results of a study, which focuses on electronic filling and electronic communication as ussed by attorneys and attorneys offices and the results of the analysis of the web pages of slovenian attorneys, and we put both results in the perspective of the increasing need for a greater social responsibilty of all organisations including those in the public sector. ~~~ 1.===>U ovom radu predstavljamo rezultate studije o elektronskom popunjavanjem obrazaca i elektronskoj komunikaciji advokata i advokatskih kancelarija, kao i rezultate analize veb-stranica slovenačkih advokata, i ove rezultate posmatramo kroz perspektivu sve izraženije potrebe za većom sruštvenom odgovornošću svih organizacija, uključujući i organizacije u javnom sektoru. 1.)
MATCH@M:(Information, knowledge and response are important factors of successful business.===>Informacije, znanje i pravovremena reakcija značajni su faktori uspešnog poslovanja.)
MATCH@E:(Introduction Information, knowledge and response are important factors of successful business.===>Uvod Informacije, znanje i pravovremena reakcija značajni su faktori uspešnog poslovanja.)
MATCH@M:(Public sector and judicature must also keep this in mind.===>Toga moraju sa budu svesni i javni sektor i pravosuđe.)
MATCH@E:(Public sector and judicature must also keep this in mind.===>Toga moraju sa budu svesni i javni sektor i pravosuđe.)
MATCH@M:(So the administration is supposed to become »service of citizens«, which is aware, that the consumers search of new and kinder accesses to products and services.===>Znači da uprava mora da postane „servis građana“, što znači da korisnici traže nove i povoljnije načine pristupanja proizvodima i uslugama.)
MATCH@E:(So the administration is supposed to become »service of citizens«, which is aware, that the consumers search of new and kinder accesses to products and services.===>Znači da uprava mora da postane servis građana, što znači da korisnici traže nove i povoljnije načine pristupanja proizvodima i uslugama.)
MATCH@M:(Judicature must disentangle itself from vice of delays, that paralyze its activity.===>Pravosuđe se mora osloboditi zla kašnjenja koje paralizuje njegovo poslovanje.)
MATCH@E:(Judicature must disentangle itself from vice of delays, that paralyze its activity.===>Pravosuđe se mora osloboditi zla kašnjenja koje paralizuje njegovo poslovanje.)
MATCH@M:(In both cases, electronic method of doing business will be (and is) key element of renovation of business, which was already successful to a certain extent (see e.g. Sovdat 2007 or Batagelj 2006).===>U oba slučaja, elektronsko poslovanje će biti (i jeste) ključni element obnavljanja poslovanja koje je već bilo uspešno do nekog stepena (videti na primer, Sovdat, 2007. ili Bagatelj, 2006).)
MATCH@E:(In both cases, electronic method of doing business will be (and is) key element of renovation of business, which was already successful to a certain extent (see e.g. Sovdat 2007 or Batagelj 2006).===>U oba slučaja, elektronsko poslovanje će biti (i jeste) ključni element obnavljanja poslovanja koje je već bilo uspešno do nekog stepena (videti na primer, Sovdat, 2007. ili Bagatelj, 2006).)
MATCH@M:(We can say, that electronic method of doing business is almost an urgency of every organization today, which also applies to advocacy.===>Danas možemo da kažemo da je elektronski način poslovanja skoro neophodan u svakoj organizaciji, a to se odnosi i na advokaturu.)
MATCH@E:(We can say, that electronic method of doing business is almost an urgency of every organization today, which also applies to advocacy.===>Danas možemo da kažemo da je elektronski način poslovanja skoro neophodan u svakoj organizaciji, a to se odnosi i na advokaturu.)
MATCH@M:(Advocacy is a special service within judicature, which assures professional representation of people and businesses in procedures before courts of justice and other state bodies, as well as other forms of legal assistance.===>Advokatura (zastupanje) jeste posebna služba u okviru pravosuđa, koja obezbeđuje stručno zastupanje pojedinaca i firmi u postupcima pred sudom i pred drugim državnim organima, kao i druge oblike pravne pomoći.)
MATCH@E:(Advocacy is a special service within judicature, which assures professional representation of people and businesses in procedures before courts of justice and other state bodies, as well as other forms of legal assistance.===>Advokatura (zastupanje) jeste posebna služba u okviru pravosuđa, koja obezbeđuje stručno zastupanje pojedinaca i firmi u postupcima pred sudom i pred drugim državnim organima, kao i druge oblike pravne pomoći.)
MATCH@M:(As opposed to other parts of judicial system, advocacy is independent in its activity to state bodies and is an independent professional activity (Kaucic, Grad 2007).===>Za razliku od drugih delova pravosudnog sistema, advokatura je u svom radu nezavisna od državnih organa i predstavlja nezavisnu struku (Kaučič, Grad, 2007).)
MATCH@E:(As opposed to other parts of judicial system, advocacy is independent in its activity to state bodies and is an independent professional activity (Kaučič, Grad 2007).===>Za razliku od drugih delova pravosudnog sistema, advokatura je u svom radu nezavisna od državnih organa i predstavlja nezavisnu struku (Kaučič, Grad, 2007).)
MATCH@M:(Exactly because of this position, the advocacy must, more as remainder of judiciary system, confront new and changed circumstances in its area.===>Upravo zbog ovakvog položaja advokatura mora, više nego druge oblasti pravosudnog sistema, da se suoči sa novim i izmenjenim okolnostima u ovoj oblasti.)
MATCH@E:(Exactly because of this position, the advocacy must, more as remainder of judiciary system, confront new and changed circumstances in its area.===>Upravo zbog ovakvog položaja advokatura mora, više nego druge oblasti pravosudnog sistema, da se suoči sa novim i izmenjenim okolnostima u ovoj oblasti.)
MATCH@M:(How the process of adapting is taking place in Slovenia, will be presented via results of research in continuation.===>Kako se ovaj proces prilagođavanja odvija u Sloveniji pokazaćemo putem rezultata istraživanja koje vodimo.)
MATCH@E:(How the process of adapting is taking place in Slovenia, will be presented via results of research in continuation.===>Kako se ovaj proces prilagođavanja odvija u Sloveniji pokazaćemo putem rezultata istraživanja koje vodimo.)
MATCH@M:(The survey focused, above all, on electronic archives, electronic submissions (so-called electronic filing) and electronic communicating as are used at attorneys, in order to show the degree of electronic method of doing business at attorneys.===>U istraživanju smo se pre svega fokusirali na elektronske arhive, elektronske podneske (tzv. elektronska dokumentacija) i elektronsku komunikaciji u poslovanju advokata i nastojali da pokažemo u kolikom stepenu advokati koriste elektronske metode.)
MATCH@E:(The survey focused, above all, on electronic archives, electronic submissions (so-called electronic filing) and electronic communicating as are used at attorneys, in order to show the degree of electronic method of doing business at attorneys. ~~~ 2.===>U istraživanju smo se pre svega fokusirali na elektronske arhive, elektronske podneske (tzv. elektronska dokumentacija) i elektronsku komunikaciji u poslovanju advokata i nastojali da pokažemo u kolikom stepenu advokati koriste elektronske metode. 2.)
MATCH@M:(Formation of Internet vastly increased possibilities of companies for quicker, more precise, timely and spatially less restricted, more cost-efficient way of doing business adapted to individual customer (Kotler 2004).===>Uspostavljanje interneta je u velikoj meri povećalo mogućnosti kompanija da posluju brže, preciznije, uz veću uštedu vremena i prostora i kost-efektivno i time budu prilagođenije pojedinačnom korisniku (Kotler, 2004).)
MATCH@E:(Electronic business and its dimension Formation of Internet vastly increased possibilities of companies for quicker, more precise, timely and spatially less restricted, more cost-efficient way of doing business adapted to individual customer (Kotler 2004).===>Elektronsko poslovanje i njegova dimenyija Uspostavljanje interneta je u velikoj meri povećalo mogućnosti kompanija da posluju brže, preciznije, uz veću uštedu vremena i prostora i kost-efektivno i time budu prilagođenije pojedinačnom korisniku (Kotler, 2004).)
MATCH@M:(Internet of today works as source of information, source of fun, as a communication path, path for transactions and even as a marketing path.===>Internet danas funkcioniše kao izvor informacija, zabave, kanal komunikacije, transakcija i čak marketinga.)
MATCH@E:(Internet of today works as source of information, source of fun, as a communication path, path for transactions and even as a marketing path.===>Internet danas funkcioniše kao izvor informacija, zabave, kanal komunikacije, transakcija i čak marketinga.)
MATCH@M:(We can often use it as a sales center, television set, newspaper, library or telephone.===>Cesto ga koristimo kao prodajni centar, ume-sto televizora, novina, biblioteke ili telefona.)
MATCH@E:(We can often use it as a sales center, television set, newspaper, library or telephone.===>Često ga koristimo kao prodajni centar, umesto televizora, novina, biblioteke ili telefona.)
MATCH@M:(Internet also enables sending e-mail, exchange of information and opinions, buying of products and access to news,...===>Preko interneta možemo da pošaljemo e-mejl, da razmenjuje-mo informacije i mišljenja, da kupujemo proizvode i da saznajemo vesti ...)
MATCH@E:(Internet also enables sending e-mail, exchange of information and opinions, buying of products and access to news,... ~~~ (Kotler 2004).===>Preko interneta možemo da pošaljemo e-mejl, da razmenjujemo informacije i mišljenja, da kupujemo proizvode i da saznajemo vesti ... (Kotler, 2004).)
MATCH@M:(We also connect development of electronic business with development of computer networks and Internet, with agglomeration of information and telecommunication technology and standards for computer exchange of data (Jerman-Blazic 2001).===>Razvoj elektronskog poslovanja takođe povezujemo sa razvojem kompjuterskih mreža i interneta, sa sve obimnijom informacionom i telekomunikacionom tehnologijom i standardima za kompjutersku razme-nu podataka (Jerman-Blažić, 2001).)
MATCH@E:(We also connect development of electronic business with development of computer networks and Internet, with agglomeration of information and telecommunication technology and standards for computer exchange of data (Jerman-Blažič 2001).===>Razvoj elektronskog poslovanja takođe povezujemo sa razvojem kompjuterskih mreža i interneta, sa sve obimnijom informacionom i telekomunikacionom tehnologijom i standardima za kompjutersku razmenu podataka (Jerman-Blažić, 2001).)
MATCH@M:(In the case of latter it is more than mere common exchange of computer data and activity of an online store.===>U ovom drugom slučaju, ne radi se samo o razmeni podataka i poslovanju samo neke on-lajn prodavnice.)
MATCH@E:(In the case of latter it is more than mere common exchange of computer data and activity of an online store.===>U ovom drugom slučaju, ne radi se samo o razmeni podataka i poslovanju samo neke on-lajn prodavnice.)
MATCH@M:(Today electronic business comprises of: electronic trading, electronic banking, paying electronically, long distance work, electronic publishing, electronic insurance, electronic stock exchange..===>Danas elektronsko poslovanje obuhvata: elektronsku trgovinu, elektronsko bankarstvo, elektronsko plaćanje, rad na daljinu, elektronsko izdavaštvo, elektronsko osiguranje, elektronsku berzu ..)
MATCH@E:(Today electronic business comprises of: electronic trading, electronic banking, paying electronically, long distance work, electronic publishing, electronic insurance, electronic stock exchange... ~~~ (Toplišek 1998).===>Danas elektronsko poslovanje obuhvata: elektronsku trgovinu, elektronsko bankarstvo, elektronsko plaćanje, rad na daljinu, elektronsko izdavaštvo, elektronsko osiguranje, elektronsku berzu ... (Toplišek, 1998).)
MATCH@M:(Doing business electronically comprises of three levels, where every level requires higher level of technology and where every level offers results in different field of business.===>Elektronsko poslovanje obuhvata tri nivoa, pri čemu svaki nivo zahteva viši nivo tehnologije i izaziva posle-dice u različitim oblastima poslovanja.)
MATCH@E:(Doing business electronically comprises of three levels, where every level requires higher level of technology and where every level offers results in different field of business.===>Elektronsko poslovanje obuhvata tri nivoa, pri čemu svaki nivo zahteva viši nivo tehnologije i izaziva posledice u različitim oblastima poslovanja.)
MATCH@M:(This form of e-business comprises of the same technology as 1st level and adds e-mail and web pages.===>Ovaj oblik e-poslovanja obuhvata istu tehnologiju kao i prvi nivo, ali dodaje e-mejl i veb stranice.)
MATCH@E:(This form of e-business comprises of the same technology as 1st level and adds e-mail and web pages.===>Ovaj oblik eposlovanja obuhvata istu tehnologiju kao i prvi nivo, ali dodaje e-mejl i veb stranice.)
MATCH@M:(Considering this definition, we can nowadays say, that all economic subjects have established a certain degree of doing business electronically.===>Uzimajući u obzir ovu definiciju, možemo danas da kažemo da su svi ekonomski subjekti uspostavili određeni stepen elektronskog poslovanja.)
MATCH@E:(Considering this definition, we can nowadays say, that all economic subjects have established a certain degree of doing business electronically.===>Uzimajući u obzir ovu definiciju, možemo danas da kažemo da su svi ekonomski subjekti uspostavili određeni stepen elektronskog poslovanja.)
MATCH@M:(Whether individual organization utilizes all possibilities, is also dependent on legal restrictions.===>Da li pojedinačna organizacija koristi sve ponuđene mogućnosti ta-kođe će zavisiti i od zakonskih ograničanja.)
MATCH@E:(Whether individual organization utilizes all possibilities, is also dependent on legal restrictions.===>Da li pojedinačna organizacija koristi sve ponuđene mogućnosti takođe će zavisiti i od zakonskih ograničanja.)
MATCH@M:(In case of attorney’s services level three (e-trading) is questionable.===>U slučaju advokatskih usluga, treći nivo (e-trgovanje) je problematično.)
MATCH@E:(In case of attorneys services level three (e-trading) is questionable.===>U slučaju advokatskih usluga, treći nivo (e-trgovanje) je problematično.)
MATCH@M:(In case of second level it may be only for use of e-mail for communication with customers and establishing of a web page.===>Na drugom nivou može se samo koristiti e-mejl za komunikaciju sa klijentima i može se uspostaviti veb-stranica.)
MATCH@E:(In case of second level it may be only for use of e-mail for communication with customers and establishing of a web page.===>Na drugom nivou može se samo koristiti emejl za komunikaciju sa klijentima i može se uspostaviti veb-stranica.)
MATCH@M:(If we focus our attention on the Electronic Commerce and Electronic Signature in continuation we can see electronic business as business in electronic shape on a distance by using information and communication technologies (ZEPEP, Ur.===>Ako se fokusiramo na elektronsku trgovinu i elektronski potpis, posmatraćemo elektronsko poslovanje kao poslovanje u elektronskom obliku, na daljinu i to korišćenjem incormacionih i komunikacionih tehnologija (ZEPEP, Ur.)
MATCH@E:(If we focus our attention on the Electronic Commerce and Electronic Signature in continuation we can see electronic business as business in electronic shape on a distance by using information and communication technologies (ZEPEP, Ur.===>Ako se fokusiramo na elektronsku trgovinu i elektronski potpis, posmatraćemo elektronsko poslovanje kao poslovanje u elektronskom obliku, na daljinu i to korišćenjem incormacionih i komunikacionih tehnologija (ZEPEP, Ur.)
MATCH@M:(l. RS, No. 98/2004).===>I. RS, No. 98/2004).)
MATCH@E:(l. RS, No. 98/2004).===>I. RS, No. 98/2004).)
MATCH@M:(Slighty modified definition listed there, is also used in literature (see e.g. Kovacic et al. 2004).===>Neznatno mo-difikovana definicija koja je ovde navedena koristi se i u literaturi (videti, na primer, Kovačič i dr., 2004).)
MATCH@E:(Slighty modified definition listed there, is also used in literature (see e.g. Kovačič et al. 2004).===>Neznatno modifikovana definicija koja je ovde navedena koristi se i u literaturi (videti, na primer, Kovačič i dr., 2004).)
MATCH@M:(Characteristics of electronic business are (1) computer communication, (2) organization of business and (3) legal infrastructure to support such business (Makarovic et al. 2001).===>Karakteristike elektronskog poslovanja su (1) kompjuterska komunikacija, (2) organizacija poslovanja i (3) pravna infrastruktura kao podrška takvom poslovanju (Makarovič i dr., 2001).)
MATCH@E:(Characteristics of electronic business are (1) computer communication, (2) organiza tion of business and (3) legal infrastructure to support such business (Makarovič et al. 2001).===>Karakteristike elektronskog poslovanja su (1) kompjuterska komunikacija, (2) organizacija poslovanja i (3) pravna infrastruktura kao podrška takvom poslo vanju (Makarovič i dr., 2001).)
MATCH@M:(In electronic business, technically - technological and legally organizational ingredients interweave almost seamlessly.===>U elektronskom poslovanju, tehničko-tehnološki i pravno organizovani elementi prepliću se savršeno.)
MATCH@E:(In electronic business, technically - technological and legally organizational ingredients interweave almost seamlessly.===>U elektronskom poslovanju, tehničko-tehnološki i pravno organizovani elementi prepliću se savršeno.)
MATCH@M:(Today the focal point moves from technical toward nontechnical (legal and organizational questions) (Toplišek 1998).===>Danas se fokus pomera sa tehničkog na ne-tehnički sapekt (pravna i organizaciona pitanja) (Toplišek, 1998).)
MATCH@E:(Today the focal point moves from technical toward non-technical (legal and organizational questions) (Toplišek 1998).===>Danas se fokus pomera sa tehničkog na ne-tehnički sapekt (pravna i organizaciona pitanja) (Toplišek, 1998).)
MATCH@M:(These questions appear also at the concept of electronic database and at communication via e-mail, we are introducing briefly in continuation.===>Ova pitanja se takođe javljaju u koncepciji elektronske baze podataka i u komunikaciji e-mejlom, a mi ćemo ih ukratko predstaviti u narednim odeljcima.)
MATCH@E:(These questions appear also at the concept of electronic database and at communication via e-mail, we are introducing briefly in continuation.===>Ova pitanja se takođe javljaju u koncepciji elektronske baze podataka i u komunikaciji e-mejlom, a mi ćemo ih ukratko predstaviti u narednim odeljcima. 2.)
MATCH@M:(Databases play four important roles in organizations (including law firms): (1) storage of personal data, (2) storage of data needed for business operations, (3) supply of data for management and (4) supply of data from organization’s environment.===>Baze podataka imaju četiri značajne uloge u organizacijama (uključujući pravne firme):(1)skladištenje ličnih podataka, (2) skladištenje podataka potrebnih u poslovnim operacijama, (3) dostavljanje podataka menaxmentu i (4) dostavljanje podataka iz okruženja organizacije.)
MATCH@E:(Databases play four important roles in organizations (including law firms): (1) storage of personal data, (2) storage of data needed for business operations, (3) supply of data for management and (4) supply of data from organizations environment.===>Baze podataka imaju četiri značajne uloge u organizacijama (1) skladištenje ličnih podataka, (2) skladištenje podataka potrebnih u poslovnim operacijama, (3) dostavljanje podataka menaxmentu i (4) dostavljanje podataka iz okruženja organizacije.)
MATCH@M:(Electronic mail is one of the most contemporary electronic manners of communication.===>Elektronska pošta predstavlja jedan od najsavremeni-jih načina elektronskog poslovanja.)
MATCH@E:(2.2 E-communication with customers Electronic mail is one of the most contemporary electronic manners of communication.===>E-komunikacija sa korisnicima Elektronska pošta predstavlja jedan od najsavremenijih načina elektronskog poslovanja.)
MATCH@M:(It is asserting itself also as a medium for legally relevant messages.===>Ističe se i kao posrednik u razmeni pravno relevantnih poruka.)
MATCH@E:(It is asserting itself also as a medium for legally relevant messages.===>Ističe se i kao posrednik u razmeni pravno relevantnih poruka.)
MATCH@M:(Statement of will is a rather well defined field in theory and judicial practice, however all key opinions are based on communicating on paper (letter).===>Testament je prilično dobro definisana oblast u teoriji i pravnoj praksi, ali sva ključna mišljenja zasnovana su na komunikaciji na papiru (pismo).)
MATCH@E:(Statement of will is a rather well defined field in theory and judicial practice, however all key opinions are based on communicating on paper (letter).===>Testament je prilično dobro definisana oblast u teoriji i pravnoj praksi, ali sva ključna mišljenja zasnovana su na komunikaciji na papiru (pismo).)
MATCH@M:(Author/sender and receiver both have paper message.===>I autor/pošiljalac i primalac imaju poruku na papiru.)
MATCH@E:(Author/sender and receiver both have paper message.===>I autor/pošiljalac i primalac imaju poruku na papiru.)
MATCH@M:(These persons can do whatever they want with the paper, finally they can even destroy it.===>Ove osobe mogu sa svojim papirom da čine šta hoće, čak i da ga unište.)
MATCH@E:(These persons can do whatever they want with the paper, finally they can even destroy it.===>Ove osobe mogu sa svojim papirom da čine šta hoće, čak i da ga unište.)
MATCH@M:(E-mail in majority of instances is located on a certain common place (common computer), where all messages are carefully logged and it is technologically possible to make impossible for the participants to breach integrity of stored messages.===>E-mejl se u najvećem broju slučajeva nalazi na određenom zajedničkom mestu (zajednički kompjuter), gde su sve poruke pažljivo unete, a tehnološki je moguće sprečiti učesnike da ugroze integritet uskladištenih poruka.)
MATCH@E:(E-mail in majority of instances is located on a certain common place (common computer), where all messages are carefully logged and it is technologically possible to make impossible for the participants to breach integrity of stored messages.===>Emejl se u najvećem broju slučajeva nalazi na određenom zajedničkom mestu (zajednički kompjuter), gde su sve poruke pažljivo unete, a tehnološki je moguće sprečiti učesnike da ugroze integritet uskladištenih poruka.)
MATCH@M:(If communicating goes on directly between two computers, such tracking is only possible on participating computers.===>Ako se komunikacija odvija neposredno između dva kompjutera, praćenje je moguće jedino na ova dva kompjutera.)
MATCH@E:(If communicating goes on directly between two computers, such tracking is only possible on participating computers.===>Ako se komunikacija odvija neposredno između dva kompjutera, praćenje je moguće jedino na ova dva kompjutera.)
MATCH@M:(From environment that uses e-mail as part of own business it is dependent whether it will make use of technological possibilities for reliable storage of messages in a time period, relevant for said environment (Toplisek 1997).===>Od okruženja koje koristi e-mejl u svom poslovanju zavisi da li će koristiti tehnološke mogućnosti za pouzdano skladištenje poruka značajnih za dato okruženje, u određenom vremenskom periodu (Toplišek, 1997).)
MATCH@E:(From environment that uses e-mail as part of own business it is dependent whether it will make use of technological possibilities for reliable storage of messages in a time period, relevant for said environment (Toplišek 1997).===>Od okruženja koje koristi e-mejl u svom poslovanju zavisi da li će koristiti tehnološke mogućnosti za pouzdano skladištenje poruka značajnih za dato okruženje, u određenom vremenskom periodu (Toplišek, 1997).)
MATCH@M:(Today electronic business and with it, electronic archives and communication via e-mail are reaching more and more into the field of advocacy.===>U današnje vreme elektronsko poslovanje, a zajedno s njim elektronske arhive i komunikacije putem e-mejla sve više se koriste u advokaturi/zastupanju.)
MATCH@E:(Today electronic business and with it, electronic archives and communication via e-mail are reaching more and more into the field of advocacy.===>Mnogo je razloga za ovako nešto, a među njima se posebno ističe komunikacija putem e-mejla (Harris, 2001): (cid: ~~~ jednostavna primena, (cid:)
BAD_LINE_=============================================================
BAD_LINE_M:Today electronic business and with it, electronic archives and communication via e-mail are reaching more and more into the field of advocacy.
BAD_LINE_M:U današnje vreme elektronsko poslovanje, a zajedno s njim elektronske arhive i komunikacije putem e-mejla sve više se koriste u advokaturi/zastupanju.
BAD_LINE_E:Today electronic business and with it, electronic archives and communication via e-mail are reaching more and more into the field of advocacy.
BAD_LINE_E:Mnogo je razloga za ovako nešto, a među njima se posebno ističe komunikacija putem e-mejla (Harris, 2001): (cid: ~~~ jednostavna primena, (cid:
MATCH@M:(We can say, that the internet changed the way attorneys do business, because regardless of their wishes they are subjected to demands of the market and as such forced to do business with subjects, which press heavily toward electronic business.===>Mo-žem da kažemo da je internet promenio način na koji advokati obavljaju poslove, zato što, bez obzira na to šta stvarno žele, oni moraju da se povinuju zahtevima tržišta i da posluju sa subjektima koji sve više naginju elektronskom poslovanju.)
MATCH@E:(We can say, that the internet changed the way attorneys do business, because regardless of their wishes they are subjected to demands of the market and as such forced to do business with subjects, which press heavily toward electronic business.===>nije potrebno posebno znanje o kompjuterskim tehnikama, (cid: ~~~ e-mejl možemo poslati brzo i bez dodatnih tro škova (fizičke) isporuke, (cid: ~~~ jedan e-mejl možemo poslati istovremeno na veći broj adresa, (cid:)
BAD_LINE_=============================================================
BAD_LINE_M:We can say, that the internet changed the way attorneys do business, because regardless of their wishes they are subjected to demands of the market and as such forced to do business with subjects, which press heavily toward electronic business.
BAD_LINE_M:Mo-žem da kažemo da je internet promenio način na koji advokati obavljaju poslove, zato što, bez obzira na to šta stvarno žele, oni moraju da se povinuju zahtevima tržišta i da posluju sa subjektima koji sve više naginju elektronskom poslovanju.
BAD_LINE_E:We can say, that the internet changed the way attorneys do business, because regardless of their wishes they are subjected to demands of the market and as such forced to do business with subjects, which press heavily toward electronic business.
BAD_LINE_E:nije potrebno posebno znanje o kompjuterskim tehnikama, (cid: ~~~ e-mejl možemo poslati brzo i bez dodatnih tro škova (fizičke) isporuke, (cid: ~~~ jedan e-mejl možemo poslati istovremeno na veći broj adresa, (cid:
MATCH@M:(How are attorneys prepared for these facts in Slovenia and how are they utilizing advantages, that doing business electronically offers, in the next chapter.===>O tome koliko su advokati u Sloveniji osposobljeni za ovakvo nešto i kako oni koriste prednosti koje donosi elektronsko oslovanje govorićemo u narednom poglavlju.)
MATCH@E:(How are attorneys prepared for these facts in Slovenia and how are they utilizing advantages, that doing business electronically offers, in the next chapter. ~~~ 3.===>O tome koliko su advokati u Sloveniji osposobljeni za ovakvo nešto i kako oni koriste prednosti koje donosi elektronsko oslovanje govorićemo u narednom poglavlju. 3.)
MATCH@M:(Toplisek was, in 1996, already studying the distribution of electronic business among attorneys in Slovenia and he found in his research, that only 15 % of attorneys had electronic addresses, while only 24 % of them had a computer with access to internet.===>Toplišek je još 1996. godine istraživao koliko je elektronsko poslovanje rašireno među advokatima u Sloveniji i došao do podataka da samo 15% advokata ima elektronske adrese, a samo 24% ima kompjuter povezan sa internetom.)
MATCH@E:(Research on the use of electronic business of attorneys in Slovenia Toplišek was, in 1996, already studying the distribution of electronic business among attorneys in Slovenia and he found in his research, that only 15 % of attorneys had electronic addresses, while only 24 % of them had a computer with access to internet.===>Elektronsko poslovanje advokata u Sloveniji - istraživanje Toplišek je još 1996. godine istraživao koliko je elektronsko poslovanje rašireno među advokatima u Sloveniji i došao do podataka da samo 15% advokata ima elektronske adrese, a samo 24% ima kompjuter povezan sa internetom.)
MATCH@M:(Only about 5 % - 11 % of jurists had electronic address, of those most had commercial address (6%).===>Samo 5%-11% pravnika imalo je elektronske adrese, i većina od njih je imala komercijalne adrese(6%).)
MATCH@E:(Only about 5 % - 11 % of jurists had electronic address, of those most had commercial address (6%).===>Samo 5%-11% pravnika imalo je elektronske adrese, i većina od njih je imala komercijalne adrese(6%).)
MATCH@M:(15 % of jurists were using internal e-mail at work, from those most are in administration and in economy; all other professional fields are falling way behind.===>15% pravnika koristilo je interni e-mejl na poslu, najveći broj ovih radio je u upravi i u privredi; sve druge profesionalne oblasti daleko su zaostajale.)
MATCH@E:(15 % of jurists were using internal e-mail at work, from those most are in administration and in economy; all other professional fields are falling way behind.===>15% pravnika koristilo je interni e-mejl na poslu, najveći broj ovih radio je u upravi i u privredi; sve druge profesionalne oblasti daleko su zaostajale.)
MATCH@M:(Jurists were already at that time aware of possibilities, the e-mail offers them, because 38 % of them thought they would need it, 20 % were already planning to acquire and e-address.===>Već tada su pravnici bili svesni mogućnosti koje e-mejl nudi, zato što je 38% smatralo da će im trebati, a 20% je već planiralo da postavi e-adresu.)
MATCH@E:(Jurists were already at that time aware of possibilities, the e-mail offers them, because 38 % of them thought they would need it, 20 % were already planning to acquire and e-address.===>Već tada su pravnici bili svesni mogućnosti koje e-mejl nudi, zato što je 38% smatralo da će im trebati, a 20% je već planiralo da postavi e-adresu.)
MATCH@M:(Still there was a large share of such, who do not know well enough about the technology, because 27 % of them were not certain, whether they would need electronic mail at all (Toplisek 1997).===>Ipak je još veliki broj onih koji nisu mnogo poznavali tehnologiju, pošto 27% nije bilo sigurno da li će im elektronska pošta ikada biti potrebna (Topli-šek, 1997).)
MATCH@E:(Still there was a large share of such, who do not know well enough about the technology, because 27 % of them were not certain, whether they would need electronic mail at all (Toplišek 1997).===>Ipak je još veliki broj onih koji nisu mnogo poznavali tehnologiju, pošto 27% nije bilo sigurno da li će im elektronska pošta ikada biti potrebna (Toplišek, 1997).)
MATCH@M:(Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet.===>Kao poređenje možemo pomenuti jedno američko istraživanje komunikacije koju advokati obavljaju e-mejlom, iz 1998. godine (Harris, 2001), a koje pokazuje da je u to vreme 53,6% američkih advokata već komuniciralo sa svojim klijentima putem interneta.)
MATCH@E:(Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet.===>Možem da kažemo da je internet promenio način na koji advokati obavljaju poslove, zato što, bez obzira na to šta stvarno žele, oni moraju da se povinuju zahtevima tržišta i da posluju sa subjektima koji sve više naginju elektronskom poslovanju.)
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BAD_LINE_M:Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet.
BAD_LINE_M:Kao poređenje možemo pomenuti jedno američko istraživanje komunikacije koju advokati obavljaju e-mejlom, iz 1998. godine (Harris, 2001), a koje pokazuje da je u to vreme 53,6% američkih advokata već komuniciralo sa svojim klijentima putem interneta.
BAD_LINE_E:Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet.
BAD_LINE_E:Možem da kažemo da je internet promenio način na koji advokati obavljaju poslove, zato što, bez obzira na to šta stvarno žele, oni moraju da se povinuju zahtevima tržišta i da posluju sa subjektima koji sve više naginju elektronskom poslovanju.
MATCH@M:(To demonstrate the state of use of e-mail among attorneys today and how they make use of other advantages, that contemporary technology brings, was the intention of a research, of which results we are showing in continuation.===>Ovo istraživanje imalo je za cilj da pokaže koliko advokati danas koriste e-mejl i druge prednosti koje donosi savremena tahnologija, a rezultate prikazujemo u odeljcima koji slede.)
MATCH@E:(To demonstrate the state of use of e-mail among attorneys today and how they make use of other advantages, that contemporary technology brings, was the intention of a research, of which results we are showing in continuation.===>Ovo istraživanje imalo je za cilj da pokaže koliko advokati danas koriste e-mejl i druge prednosti koje donosi savremena tahnologija, a rezultate prikazujemo u odeljcima koji slede. 3.)
MATCH@M:(We did a research among Slovene attorneys in the time period from June to July 2007.===>Istraživanje smo sproveli među slovenačkim advokatima u period jun-jul 2007. godine.)
MATCH@E:(3.1 Method of data gathering We did a research among Slovene attorneys in the time period from June to July 2007.===>Metod prikupljanja podataka Istraživanje smo sproveli među slovenačkim advokatima u period jun-jul 2007. godine.)
MATCH@M:(Namely, we have done the research with the help of e-mail, whereas the basis for us was a register of lawyers of the Bar association of Slovenia, where attorney’s e-mail addresses are listed beside basic data about the attorneys.===>Naime, istraživanje smo vršili putem e-mejla, a kao baza nam je poslužio registar advokata Advokatske komore Slovenije, gde su e-mejl adrese advokata navedene uz osnovne podatke o advokatima.)
MATCH@E:(Namely, we have done the research with the help of e-mail, whereas the basis for us was a register of lawyers of the Bar association of Slovenia, where attorneys e-mail addresses are listed beside basic data about the attorneys.===>Naime, istraživanje smo vršili putem e-mejla, a kao baza nam je poslužio registar advokata Advokatske komore Slovenije, gde su e-mejl adrese advokata navedene uz osnovne podatke o advokatima.)
MATCH@M:(We must forwarn here and now, that some of the listed addresses are not active, as well as that all attorneys in the register do not have an e-mail address listed.===>Već od početka upozoravamo da neke od navedenih adresa nisu aktivne, kao i da svi advokati nemaju navedenu e-adresu.)
MATCH@E:(We must forwarn here and now, that some of the listed addresses are not active, as well as that all attorneys in the register do not have an e-mail address listed.===>Već od početka upozoravamo da neke od navedenih adresa nisu aktivne, kao i da svi advokati nemaju navedenu e-adresu.)
MATCH@M:(Response to the survey was very bad, because only 5,2 % of surveys sent were returned.===>Odziv na anketu bio je slab, zato što je samo 5,2% advokata odgovorilo na upitnike.)
MATCH@E:(Response to the survey was very bad, because only 5,2 % of surveys sent were returned.===>Odziv na anketu bio je slab, zato što je samo 5,2% advokata odgovorilo na upitnike.)
MATCH@M:(Despite the bad response, we analyzed the returned questionnaires.===>Uprkos tako slabom odzivu, analizirali smo upitnike.)
MATCH@E:(Despite the bad response, we analyzed the returned questionnaires.===>Uprkos tako slabom odzivu, analizirali smo upitnike.)
MATCH@M:(We found, that majority of attorneys that returned the questionnaire had offices in business for over 15 years.===>Razultati su pokazali da većina advokata koji su poslali popunjene upitnike imaju kancelarije duže od 15 godina.)
MATCH@E:(We found, that majority of attorneys that returned the questionnaire had offices in business for over 15 years.===>Razultati su pokazali da većina advokata koji su poslali popunjene upitnike imaju kancelarije duže od 15 godina.)
MATCH@M:(Interesting is the data, that 44 % of offices are located in cities with over 100.000 inhabitants and 39 % are located in towns between 5.000 and 30.000 inhabitants.===>Interesantni su podaci da se 44% kancelarija nalazi u gradovima sa više od 100.000 stanovnika, a 39% u gradovima sa 5.000 - 30.000 stanovnika.)
MATCH@E:(Interesting is the data, that 44 % of offices are located in cities with over 100.000 inhabitants and 39 % are located in towns between 5.000 and 30.000 inhabitants.===>Interesantni su podaci da se 44% kancelarija nalazi u gradovima sa više od 100.000 stanovnika, a 39% u gradovima sa 5.000 30.000 stanovnika.)
MATCH@M:(We must also stress that, »history« of existence of law firm does not influence in any way on the number of employees they have.===>Takođe moramo da naglasimo da „starost“ firme nema uticaja na broj zaposlenih u njoj.)
MATCH@E:(We must also stress that, »history« of existence of law firm does not influence in any way on the number of employees they have.===>Takođe moramo da naglasimo da starost firme nema uticaja na broj zaposlenih u njoj.)
MATCH@M:(So a good 69 % of the offices have only 1-3 workers employed.===>Tako da dobrih 69% kancelarija ima samo 1-3 zaposlenih.)
MATCH@E:(So a good 69 % of the offices have only 1-3 workers employed.===>Tako da dobrih 69% kancelarija ima samo 1-3 zaposlenih.)
MATCH@M:(The second part of our research was done by analyzing the attorneys web pages of Slovene attorneys.===>U drugom delu istraživanja analizirali smo veb-strani-ce advokata u Sloveniji.)
MATCH@E:(The second part of our research was done by analyzing the attorneys web pages of Slovene attorneys.===>U drugom delu istraživanja analizirali smo veb-stranice advokata u Sloveniji.)
MATCH@M:(We did the analysis of web pages in period from March to April, 2008.===>Analizu smo vršili u periodu mart-april 2008. godine.)
MATCH@E:(We did the analysis of web pages in period from March to April, 2008.===>Analizu smo vršili u periodu mart-april 2008. godine.)
MATCH@M:(The basis for a more detailed analysis was the database »Attorneys in Internet«, that was prepared by IUS-Info in cooperation with The Bar Association of Slovenia.===>Baza za detaljniju analizu bila je baza podataka „Advokati na internetu“ koju je pripremio IUS-Info u saradnji sa Advokatskom komorom Slovenije.)
MATCH@E:(The basis for a more detailed analysis was the database »Attorneys in Internet«, that was prepared by IUS-Info in cooperation with The Bar Association of Slovenia.===>Baza za detaljniju analizu bila je baza podataka Advokati na internetu koju je pripremio IUS-Info u saradnji sa Advokatskom komorom Slovenije.)
MATCH@M:(The web pages in the database, were provided by the attorneys of law firms, which means, that the base is still deficient.===>Veb stranice u bazi podataka dali su advokati iz advokatskih firmi, što znači da je baza još uvek nepotpuna.)
MATCH@E:(The web pages in the database, were provided by the attorneys of law firms, which means, that the base is still deficient.===>Veb stranice u bazi podataka dali su advokati iz advokatskih firmi, što znači da je baza još uvek nepotpuna.)
MATCH@M:(Setting that aside, it is, however, the only reliable database of the sort.===>I uz sve to, ovo je ipak jedina pouzdana baza ove vrste.)
MATCH@E:(Setting that aside, it is, however, the only reliable database of the sort.===>I uz sve to, ovo je ipak jedina pouzdana baza ove vrste.)
MATCH@M:(We found 66 web pages (3 were unactive) of law firms or individual attorneys.===>Našli smo 66 veb stranica (3 nisu bile aktivne) advokatskih firmi ili pojedinačnih advokata.)
MATCH@E:(We found 66 web pages (3 were unactive) of law firms or individual attorneys.===>Našli smo 66 veb stranica (3 nisu bile aktivne) advokatskih firmi ili pojedinačnih advokata.)
MATCH@M:(In the database we can find links that are tied to individual attorneys (that is why we can find 125 attorneys (and links) and »only« 66 web pages).===>U bazi podataka možemo da nađemo linko-ve povezane sa pojedinačnim advokatima (zato smo i našli 125 advokata (i linkova), a „samo“ 66 veb stranica).)
MATCH@E:(In the database we can find links that are tied to individual attorneys (that is why we can find 125 attorneys (and links) and »only« 66 web pages).===>U bazi podataka možemo da nađemo linkove povezane sa pojedinačnim advokatima (zato smo i našli 125 advokata (i linkova), a samo 66 veb stranica).)
MATCH@M:(We analysed these sites more in detail.===>Ove stranice smo detaljno analizirali.)
MATCH@E:(We analysed these sites more in detail.===>Ove stranice smo detaljno analizirali.)
MATCH@M:(Additionaly we examinated other web pages of Slovene attorneys, found with the search engine Najdi.si (namely with search inquiries “attorney”, “law firm” and “attorney’s society”).===>Pored toga smo istražili druge veb stranice slovenačkih advokata koje smo nšli pomoću pretraživača Najdi.si (u stvari, ukucavajući „advokat“, „firma za pravne usluge“ i „advokatsko udruženje“).)
MATCH@E:(Additionaly we examinated other web pages of Slovene attorneys, found with the search engine Najdi.si (namely with search inquiries attorney, law firm and attorneys society).===>Pored toga smo istražili druge veb stranice slovenačkih advokata koje smo nšli pomoću pretraživača Najdi.si (u stvari, ukucavajući advokat, firma za pravne usluge i advokatsko udruženje).)
MATCH@M:(As we can see in Picture 1, majority, good 60 % of law firms, are using electronic and physical archives at the same time, while others are only using physical archives.===>Kako vidimo na slici 1, većina, dobrih 60% pravničkih firmi koristi elektronske i fizičke arhive istovremeno, dok drugi koriste samo fizičke arhive.)
MATCH@E:(As we can see in Picture 1, majority, good 60 % of law firms, are using electronic and physical archives at the same time, while others are only using physical archives.===>Kako vidimo na slici 1, većina, dobrih 60% pravničkih firmi koristi elektronske i fizičke arhive istovremeno, dok drugi koriste samo fizičke arhive.)
MATCH@M:(Between those, that also use electronic archives, 54 % of them are those that are using such method of archiving for old cases.===>Među onima koji koriste i elektronke arhive, 54% koristi takav metod arhiviranja za stare slučajeve.)
MATCH@E:(Between those, that also use electronic archives, 54 % of them are those that are using such method of archiving for old cases.===>Među onima koji koriste i elektronke arhive, 54% koristi takav metod arhiviranja za stare slučajeve.)
MATCH@M:(We must also warn, that it is not fully evident whether the »use for old cases« does not perhaps only pertain to transfer of old files into electronic archives (and not the transfer all documentation into electronic form).===>Takođe moramo da upozorimo da nije sasvim jasno da li „korišćenje za stare slučajeve“ možda znači samo prenošenje starih datoteka u elektronsku arhivu (a ne transfer celokupne dokumentacije u elektronsku formu).)
MATCH@E:(We must also warn, that it is not fully evident whether the »use for old cases« does not perhaps only pertain to transfer of old files into electronic archives (and not the transfer all documentation into electronic form).===>Takođe moramo da upozorimo da nije sasvim jasno da li korišćenje za stare slučajeve možda znači samo prenošenje starih datoteka u elektronsku arhivu (a ne transfer celokupne dokumentacije u elektronsku formu).)
MATCH@M:(Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically.===>Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.)
MATCH@E:(Picture 1: Forms of archive among law firms in Slovenia Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically.===>Slika 1. ~~~ Oblici arhiva u pravničkim firmama u Sloveniji Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.)
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BAD_LINE_M:Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically.
BAD_LINE_M:Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.
BAD_LINE_E:Picture 1: Forms of archive among law firms in Slovenia Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically.
BAD_LINE_E:Slika 1. ~~~ Oblici arhiva u pravničkim firmama u Sloveniji Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.
MATCH@M:(From this point of view it is understandable that, 70 % of offices using the electronic archive, have only file submissions in them.===>Sa ove tačke gledišta razumljivo je da 70% kancelarija koje koriste elektronsku arhivu imaju u njoj samo datoteke sa podnescima.)
MATCH@E:(From this point of view it is understandable that, 70 % of offices using the electronic archive, have only file submissions in them.===>Sa ove tačke gledišta razumljivo je da 70% kancelarija koje koriste elektronsku arhivu imaju u njoj samo datoteke sa podnescima.)
MATCH@M:(It is logical namely, that other documents (court rulings...), they get in paper shape, may not be discarded of, because doing that they would dispose of only documents, valid as originals.===>Logično je, naime, da druga dokumentacija (sudske presude, ...) koje advokati dobijaju u papirnoj formi, ne smeju da se bace, zato što če na taj način izgubiti jedini dokument koji se smatra originalom.)
MATCH@E:(It is logical namely, that other documents (court rulings…), they get in paper shape, may not be discarded of, because doing that they would dispose of only documents, valid as originals.===>Logično je, naime, da druga dokumentacija (sudske presude, ...) koje advokati dobijaju u papirnoj formi, ne smeju da se bace, zato što će na taj način izgubiti jedini dokument koji se smatra originalom.)
MATCH@M:(It would be interesting to look more precisely into the manner how the law firms, that answered they have all the material in the form of electronic archive, are dealing with this system.===>Bilo bi interesantno pažljivije pogledati na koji način advokatske firme koje su odgovorile da imaju sve materijala u elektronskoj formi, rade u ovakvom sistemu.)
MATCH@E:(It would be interesting to look more precisely into the manner how the law firms, that answered they have all the material in the form of electronic archive, are dealing with this system.===>Bilo bi interesantno pažljivije pogledati na koji način advokatske firme koje su odgovorile da imaju sve materijala u elektronskoj formi, rade u ovakvom sistemu. ~~~ Slika 2.)
MATCH@M:(Among the users of electronic archives 39 % of interviewed law firms are such that use it already for more than three years, which is seen in the Picture 3.===>39% advokatskih firmi koje koriste elektronsku arhivu to čine već duže od tri godine, što je prikazano na slici 3.)
MATCH@E:(Among the users of electronic archives 39 % of interviewed law firms are such that use it already for more than three years, which is seen in the Picture 3.===>39% advokatskih firmi koje koriste elektronsku arhivu to čine već duže od tri godine, što je prikazano na slici 3. ~~~ Slika 3.)
MATCH@M:(As can be seen in Picture 4, other important reasons listed are also simplicity and transparency of keeping the records, savings of time and savings of money.===>Kako se vidi na slici 4, drugi značajni razlozi bili su i jednostavnost i transparentnost čuvanja podataka i beležaka, ušteda u vremenu i ušteda u novcu.)
MATCH@E:(As can be seen in Picture 4, other important reasons listed are also simplicity and transparency of keeping the records, savings of time and savings of money.===>Kako se vidi na slici 4, drugi značajni razlozi bili su i jednostavnost i transparentnost čuvanja podataka i beležaka, ušteda u vremenu i ušteda u novcu.)
MATCH@M:(We think namely, that advantages of quick access to data and saving time doing it, have a strong mutual connection, because quicker access to data saves also time.===>Mislimo, naime, da su prednosti brzog pristupa podacima i ušteda vremena pri tome međusobno veoma povezani, pošto brži pristup podacima takođe štedi i vreme.)
MATCH@E:(We think namely, that advantages of quick access to data and saving time doing it, have a strong mutual connection, because quicker access to data saves also time.===>Mislimo, naime, da su prednosti brzog pristupa podacima i ušteda vremena pri tome međusobno veoma povezani, pošto brži pristup podacima takođe štedi i vreme.)
MATCH@M:(Presented results are not showing this.===>Rezultati koje predstavljamo ovo ne pokazuju.)
MATCH@E:(Presented results are not showing this.===>Rezultati koje predstavljamo ovo ne pokazuju.)
MATCH@M:(Here we must also say, that the most widespread programme is Shakespeare, because 16 % of law firms are using it.===>Ovde takođe moramo da kažemo da je najrasprostranjeniji program Shakespeare, pošto njega koristi 16% advokatskih firmi.)
MATCH@E:(Here we must also say, that the most widespread programme is Shakespeare, because 16 % of law firms are using it.===>Ovde takođe moramo da kažemo da je najrasprostranjeniji program Shakespeare, pošto njega koristi 16% advokatskih firmi.)
MATCH@M:(Regarding this, we must of course emphasize, that many interviewees are using Microsoft Office, respectively MS Word for administration of their archive.===>S tim u vezi, moramo i da naglasimo da veliki broj ispitanika koristi Microsoft Office, odnosno MS NJord za administriranje svoje arhive.)
MATCH@E:(Regarding this, we must of course emphasize, that many interviewees are using Microsoft Office, respectively MS Word for administration of their archive.===>S tim u vezi, moramo i da naglasimo da veliki broj ispitanika koristi Microsoft Of fice, odnosno MS NJord za administriranje svoje arhive.)
MATCH@M:(Some law firms are using custom designed programmes, or programmes, which are a result of theri own knowledge.===>Neke advokatske firme koriste kastomizirane programe koji su proizvod njihovog sopstvenog znanja.)
MATCH@E:(Some law firms are using custom designed programmes, or programmes, which are a result of theri own knowledge. ~~~ Law Office is also in use by 10 % of law firms.===>Neke advokatske firme koriste kastomizirane programe koji su proizvod njihovog sopstvenog znanja. 10% advokatskih firmi koristi Lanj Office.)
MATCH@M:(Considering the fact that just 40 % of law firms do not have electronic archives, the question concerning reasons for not having them showed some importantly.===>Kada se uzme u obzir da samo 40% advokatskih firmi nema elektronsku arhivu, pitanje razloga što je nemaju postaje takođe značajno.)
MATCH@E:(Considering the fact that just 40 % of law firms do not have electronic archives, the question concerning reasons for not having them showed some importantly.===>Kada se uzme u obzir da samo 40% advokatskih firmi nema elektronsku arhivu, pitanje razloga što je nemaju postaje takođe značajno.)
MATCH@M:(The prevailing reasons as showed are; that the is establishment and maintenance of electronic archives is too expensive (58.8 % of law firms); that physical archives are meeting all needs of the law firm (17.7 % of law firms) or that the programmes unknown to them.===>Glavni razlozi za ovo, kao se pokazalo jesu: uspostavljanje i održavanje elektronske arhive je preskupo (58,8% advokatskih firmi), fizička arhiva sasvim zadovoljava potrebe advokatske firme (17,7% advokatskih formi) ili ne poznaju programe.)
MATCH@E:(The prevailing reasons as showed are; that the is establishment and maintenance of electronic archives is too expensive (58.8 % of law firms); that physical archives are meeting all needs of the law firm (17.7 % of law firms) or that the programmes unknown to them.===>Glavni razlozi za ovo, kao se pokazalo jesu: uspostavljanje i održavanje elektronske arhive je preskupo (58,8% advokatskih firmi), fizička arhiva sasvim zadovoljava potrebe advokatske firme (17,7% advokatskih formi) ili ne poznaju programe. ~~~ Slika 5.)
MATCH@M:(Picture 5: Reasons for non use of electronic archives===>Slika 5. Razlozi za ne korišćenje elektronskih arhiva)
MATCH@E:(Picture 5: Reasons for non use of electronic archives 5.===>Razlozi za ne korišćenje elektronskih arhiva 5.)
MATCH@M:(Thats why we checked in research also, the use of both by attorneys in Slovenia and in what extent.===>Stoga smo u istraživanju proverili i da li ih advokati u Sloveniji koriste i u kojem stepenu.)
MATCH@E:(Thats why we checked in research also, the use of both by attorneys in Slovenia and in what extent.===>Stoga smo u istraživanju proverili i da li ih advokati u Sloveniji koriste i u kojem stepenu.)
MATCH@M:(We found, that in Slovenia the situation concerning the use of email, considering the year 1996 improved considerably.===>Zaključili smo da se, kada je reč o e-mejlu, situacija u Sloveniji od 1996. godine značajno popravila.)
MATCH@E:(We found, that in Slovenia the situation concerning the use of email, considering the year 1996 improved considerably.===>Zaključili smo da se, kada je reč o e-mejlu, situacija u Sloveniji od 1996. godine značajno popravila.)
MATCH@M:(The analysis of answers showed, that with the help of email communicate with their clients 59 % of law firms often, and 24 % always, while other only occasionaly.===>Analiza odgovora pokazala je da 59% advokatskih firmi komunicira često sa svojim klijentima putem e-mejla, 24% to čini stalno, a ostali samo povremeno.)
MATCH@E:(The analysis of answers showed, that with the help of email communicate with their clients 59 % of law firms often, and 24 % always, while other only occasionaly.===>Analiza odgovora pokazala je da 59% advokatskih firmi komunicira često sa svojim klijentima putem e-mejla, 24% to čini stalno, a ostali samo povremeno.)
MATCH@M:(21st paragraph of the Attorneys Act is dealing with this subject.===>Pojedinačni problemi u ovoj oblasti javljaju se svuda (i u našoj zemlji i u inostranstvu).Ovim pitanjem bavi se 21. član Zakona o advokaturi.)
MATCH@E:(21st paragraph of the Attorneys Act is dealing with this subject.===>Ovim pitanjem bavi se 21. član Zakona o advokaturi.)
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BAD_LINE_M:21st paragraph of the Attorneys Act is dealing with this subject.
BAD_LINE_M:Pojedinačni problemi u ovoj oblasti javljaju se svuda (i u našoj zemlji i u inostranstvu).Ovim pitanjem bavi se 21. član Zakona o advokaturi.
BAD_LINE_E:21st paragraph of the Attorneys Act is dealing with this subject.
BAD_LINE_E:Ovim pitanjem bavi se 21. član Zakona o advokaturi.
MATCH@M:(In this regard it is laying down the principle that attorneys may not advertise their activity.===>U tom smislu utvrđuje se princip da advokatima nije dozvoljeno da reklamiraju svoje usluge.)
MATCH@E:(In this regard it is laying down the principle that attorneys may not advertise their activity.===>U tom smislu utvrđuje se princip da advokatima nije dozvoljeno da reklamiraju svoje usluge.)
MATCH@M:(More precise is the Code of proffesional conduct, that states in the 23rd paragraph that defines what may not be looked upon as advertisment; if an attorney has on his web page data concerning his office (working hours, address, field of activity, specialization and similar), if these data are true and they refer to his activity.===>Još precizni-ki je Kodeks profesionalnog ponašanja, koji u 23. članu definiše šta se ne smatra reklamom: ako advokat na svojoj veb stranici ima podatke koji se odnose na njegovu kancelariju (radno vreme, adresa, oblast poslovanja, specijalizacija i slično), ako su ti podaci tačni i ako se odnose na njegovu delatnost.)
MATCH@E:(More precise is the Code of proffesional conduct, that states in the 23rd paragraph that defines what may not be looked upon as advertisment; if an attorney has on his web page data concerning his office (working hours, address, field of activity, specialization and similar), if these data are true and they refer to his activity.===>Još precizniki je Kodeks profesionalnog ponašanja, koji u 23. članu definiše šta se ne smatra reklamom: ako advokat na svojoj veb stranici ima podatke koji se odnose na njegovu kancelariju (radno vreme, adresa, oblast poslovanja, specijalizacija i slično), ako su ti podaci tačni i ako se odnose na njegovu delatnost.)
MATCH@M:(However it is necessary also to consider the first part of the listed paragraph, since it limits the scope of allowed advertisiment of attorneys.===>Važno je ipak pogledati prvi stav ovog člana, pošto se u njemu advokatima ograničava obim dozvoljenog oglašavanja.)
MATCH@E:(However it is necessary also to consider the first part of the listed paragraph, since it limits the scope of allowed advertisiment of attorneys.===>Važno je ipak pogledati prvi stav ovog člana, pošto se u njemu advokatima ograničava obim dozvoljenog oglašavanja.)
MATCH@M:(We would like to emphase the following restraints: “Forbidden is the advertisment of attorney’s activity, especially the praise of ones own quality, listing of successful defences, of won legal and other matters, cooperation in known cases, listing of clients and their importance, difficulties cases and similar, ..., references on their former activity, functions or position, ... references on influential unions and acquaintances, giving untrue or deceptive informations concerning their work, references on cooperation with important foreign attorneys and attorney’s societies,...”, because in practice wet come across web pages, that break.the listed rules.===>Naglasili bismo sledeća ograničenja: „Zabranjeno je oglašavanje advokatove delatnosti, posebno isticanje njegovih kvaliteta, nabrajanje uspe-šnih odbrana, dobij enih pravnih i drugih slučajeva, saradnja u poznatim slučajevima, navođenje imena klijenata i njihov značaj, teških slučajeva i slično ... referenci o ranijim aktivnostima, funkcijama ili položaju, reference o uticajnim udruženjima ili poznanicima, davanje netačnih ili varljivih informacija o poslovima, referenci o saradnji sa značajnim inostranim advokatima i advokatskim udruženjima ...“ jer ako se to nađe na veb stranici, to znači povredu navedenih pravila.)
MATCH@E:(We would like to emphase the following restraints: Forbidden is the advertisment of attorneys activity, especially the praise of ones own quality, listing of successful defences, of won legal and other matters, cooperation in known cases, listing of clients and their importance, difficulties cases and similar, ..., references on their former activity, functions or position, ... references on influential unions and acquaintances, giving untrue or deceptive informations concerning their work, references on cooperation with important foreign attorneys and attorneys societies,…, because in practice wet come across web pages, that break.the listed rules.===>Naglasili bismo sledeća ograničenja: ~~~ Zabranjeno je oglašavanje advokatove delatnosti, posebno isticanje njegovih kvaliteta, nabrajanje uspešnih odbrana, dobijenih pravnih i drugih slučajeva, saradnja u poznatim slučajevima, navođenje imena klijenata i njihov značaj, teških slučajeva i slično ... referenci o ranijim aktivnostima, funkcijama ili položaju, reference o uticajnim udruženjima ili poznanicima, davanje netačnih ili varljivih informacija o poslovima, referenci o saradnji sa značajnim inostranim advokatima i advokatskim udruženjima ... jer ako se to nađe na veb stranici, to znači povredu navedenih pravila.)
MATCH@M:(Above all , the web pages of attorneys appeal to certain “market advantages” (type of parties (bank, insurance companies,...), connections with other specialists (other attorneys, specialists on other fields,..., former professional experience ipd.); we also found a few web pages, that reference to publicistic and other professional activities of attorneys (of book, articles, seminars...).===>Iznad svega, veb stranice advokata navode neke „tržišne prednosti“ (vrste stranaka (banke, osiguravajuće kompanije, ...), veze sa drugim stručnjacima (drugim advokatima, specijalistima u drugim oblastima, ... prethodno stručno iskustvo, itd.); našli smo i nekoliko veb stranica koje se odnose na publicističku i druge stručne aktivnosti advokata (knjige, članke, seminare, ...).)
MATCH@E:(Above all , the web pages of attorneys appeal to certain market advantages (type of parties (bank, insurance companies,...), connections with other specialists (other attorneys, specialists on other fields,..., former professional experience ipd.); we also found a few web pages, that reference to publicistic and other professional activities of attorneys (of book, articles, seminars...).===>Iznad svega, veb stranice advokata navode neke tržišne prednosti (vrste stranaka (banke, osiguravajuće kompanije, ...), veze sa drugim stručnjacima (drugim advokatima, specijalistima u drugim oblastima, ... prethodno stručno iskustvo, itd.); našli smo i nekoliko veb stranica koje se odnose na publicističku i druge stručne aktivnosti advokata (knjige, članke, seminare, ...).)
MATCH@M:(If we look at the base Attorneys on Internet approximately 10% attorneys have web pages (analysis showed, that majority of web pages belong to attorney’s societies and not to individual attorneys).===>Ako pogledamo bazu Advokati na internetu, oko 10% advokata ima veb stranicu (analiza je pokazala da većina veb stranica pripada advokatskim udruženjima, a ne pojedinačnim advokatima).)
MATCH@E:(Picture 7: Percent of mentioning of market advantages and of publicistic activity If we look at the base Attorneys on Internet approximately 10% attorneys have web pages (analysis showed, that majority of web pages belong to attorneys societies and not to individual attorneys).===>Procenat navođenja tržišnih prednosti i publicističke aktivnosti Ako pogledamo bazu Advokati na internetu, oko 10% advokata ima veb stranicu (analiza je pokazala da većina veb stranica pripada advokatskim udruženjima, a ne pojedinačnim advokatima).)
MATCH@M:(As mentioned before, there are 66 web pages listed in the base, while we found trough the search engine Najdi.si further 39 web pages, that together consist 105 web pages of Slovene attorneys, which means, that common percent of attor-neys with web pages would increase if they would all be taken into account.===>Kako je ranije pomenuto, u bazi je registrovano 66 veb stranica, a pretragom na Najdi.si našli smo još 39 veb stranica, što zajedno čini 105 veb stranica slovenačkih advokata, a to dalje znači da bi procenat advokata koji imaju veb stranicu porastao ako bi se svi uzeli u obzir.)
MATCH@E:(As mentioned before, there are 66 web pages listed in the base, while we found trough the search engine Najdi.si further 39 web pages, that together consist 105 web pages of Slovene attorneys, which means, that common percent of attor neys with web pages would increase if they would all be taken into account.===>Kako je ranije pomenuto, u bazi je registrovano 66 veb stranica, a pretragom na Najdi.si našli smo još 39 veb stranica, što zajedno čini 105 veb stranica slovenačkih advokata, a to dalje znači da bi procenat advokata koji imaju veb stranicu porastao ako bi se svi uzeli u obzir. ~~~ Podaci koji se najčešće navode na veb stranici su sledeći:)
MATCH@M:(The above opinion of attorneys is not astonishing, since the possibilities of choosing or finding an attorney are numerous: a) recommendation, b) trough the bar assovviation or of other proffesional organizations, c) trough the yellow pages or own enquiry, d) trough insurance companies, and e) trough Internet.===>Gorenavedeno mišljenje advokata ne iznenađuje pošto su mogućnosti za izbor ili nalaženje advokata brojne: a) preporuka, b) putem komore ili nekog drugog profesionalnog udruženja, c) putem „žutih strana“ ili ličnim raspitivanjem, d) preko osiguravajućih firmi i e) putem interneta.)
MATCH@E:(Picture 9: Recognition of law firms as a result of of web pages The above opinion of attorneys is not astonishing, since the possibilities of choosing or finding an attorney are numerous: a) recommendation, b) trough the bar assovviation or of other proffesional organizations, c) trough the yellow pages or own enquiry, d) trough insurance companies, and e) trough Internet.===>Prepoznatljivost advokatskih firmi na osnovu veb stranice Gorenavedeno mišljenje advokata ne iznenađuje pošto su mogućnosti za izbor ili nalaženje advokata brojne: a) preporuka, b) putem komore ili nekog drugog profesionalnog udruženja, c) putem žutih strana ili ličnim raspitivanjem, d) preko osiguravajućih firmi i e) putem interneta.)
MATCH@M:(A german research showed half chooses attorneys considering recommendations of friends and acquaintances..===>Jedno istraživanje u Nemačkoj pokazalo je da polovina ljudi bira advokate na osnovu preporuke prijatelja i poznanika.)
MATCH@E:(A german research showed half chooses attorneys considering recommendations of friends and acquaintances..===>Jedno istraživanje u Nemačkoj pokazalo je da polovina ljudi bira advokate na osnovu preporuke prijatelja i poznanika.)
MATCH@M:(This fact explains why relatively large percent of attorneys web pages are not listed in the base , since there is no predominant interest to do so, since the attorneys from setting up and of maintenance of web page hope for also of a certain positive benefit for thenselves .===>To objašnjava i zašto relativno visok procenat advokata nema svoju veb stranicu u bazi, i što za to i nema interes, pošto očekuju da postavljanje i održavanje veb stranice treba i njima da donese neku korist.)
MATCH@E:(This fact explains why relatively large percent of attorneys web pages are not listed in the base , since there is no predominant interest to do so, since the attorneys from setting up and of maintenance of web page hope for also of a certain positive benefit for thenselves .===>To objašnjava i zašto relativno visok procenat advokata nema svoju veb stranicu u bazi, i što za to i nema interes, pošto očekuju da postavljanje i održavanje veb stranice treba i njima da donese neku korist. ~~~ Slika 10.)
MATCH@M:(The present researches showed, that the use of electronic archives in Slovenia and of web pages, in spite of all technical possibilities, is still not as expanded as initially expected.===>Istraživanja koja se danas sprovode pokazala su da korišćenje elektronske arhive i veb stranica u Sloveniji, uprkos svim tehničkim mogućnostima, još nije zastupljeno u onoj meri u kojoj se očekivalo.)
MATCH@E:(E-service in the judiciary today and future prospects The present researches showed, that the use of electronic archives in Slovenia and of web pages, in spite of all technical possibilities, is still not as expanded as initially expected.===>Elektronski servis u pravosuđu danas i perspektive u budućnosti Istraživanja koja se danas sprovode pokazala su da korišćenje elektronske arhive i veb stranica u Sloveniji, uprkos svim tehničkim mogućnostima, još nije zastupljeno u onoj meri u kojoj se očekivalo.)
MATCH@M:(No law firm is using only electronic archives, which is understandable, since only electronic archives are not enough, since the courts do not do business electronically.===>Ni jedna advokatska firma ne koristi isključivo elektronsku arhivu, što je razumljivo, pošto samo elektronska arhiva nije dovoljna s obzirom da sudovi ne postupaju elektronskim putem.)
MATCH@E:(No law firm is using only electronic archives, which is understandable, since only electronic archives are not enough, since the courts do not do business electronically.===>Ni jedna advokatska firma ne koristi isključivo elektronsku arhivu, što je razumljivo, pošto samo elektronska arhiva nije dovoljna s obzirom da sudovi ne postupaju elektronskim putem.)
MATCH@M:(Attoneys also support other shapes of e-business; for instance e-submissions to the courts, possibility of e-registration of a company, possibility of notifying the parties in a court procedure concerning hearings and the electronic procurement of various confirmations.===>Advokati takođe podržavaju druge oblike e-poslovanja, na primer, e-predstavke sudovima, mogućnosti e-registraci-je kompanije, mogućnosti obaveštavanja stranaka u sudskom postupku u vezi sa ročištima i elektronsko pribavljanje različitih potvrda.)
MATCH@E:(Attoneys also support other shapes of e-business; for instance e-submissions to the courts, possibility of e-registration of a company, possibility of notifying the parties in a court procedure concerning hearings and the electronic procurement of various confirmations.===>Advokati takođe podržavaju druge oblike e-poslovanja, na primer, e-predstavke sudovima, mogućnosti e-registracije kompanije, mogućnosti obaveštavanja stranaka u sudskom postupku u vezi sa ročištima i elektronsko pribavljanje različitih potvrda. 7.)
MATCH@M:(The authors wished to show above all what the present state is (“sein”), their intention was not to give proposals on how it should be (“sollen”).===>Autori su pre svega želeli da prikažu sadašnje stanje (“sein”); nije im bila namera da daju predloge u vezi stim kako treba da bude (“sollen”).)
MATCH@E:(7. ~~~ A few proposals (en lieu of a conclusion) The authors wished to show above all what the present state is (sein), their intention was not to give proposals on how it should be (sollen).===>Nekoliko predloga (umesto zaključka) Autori su pre svega želeli da prikažu sadašnje stanje (sein); nije im bila namera da daju predloge u vezi stim kako treba da bude (sollen).)
MATCH@M:(2)	The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other..===>2)	Advokatska komora treba da sačini jasna i do-sledna pravila koja se odnose na veb stranice advokata. Ova pravila bi trebalo da budu zasnovana na de facto situaciji, s jedne strane, i na moralu, s druge,)
MATCH@E:(2) The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other..===>1) Priprema strategije za uvođenje elektronskog poslovanja u advokaturi koja bi advokatima poslužila kao smernica u uvođenju e-poslovanja, 2) Advokatska komora treba da sačini jasna i dosledna pravila koja se odnose na veb stranice advokata.)
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BAD_LINE_M:2)	The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other..
BAD_LINE_M:2)	Advokatska komora treba da sačini jasna i do-sledna pravila koja se odnose na veb stranice advokata. Ova pravila bi trebalo da budu zasnovana na de facto situaciji, s jedne strane, i na moralu, s druge,
BAD_LINE_E:2) The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other..
BAD_LINE_E:1) Priprema strategije za uvođenje elektronskog poslovanja u advokaturi koja bi advokatima poslužila kao smernica u uvođenju e-poslovanja, 2) Advokatska komora treba da sačini jasna i dosledna pravila koja se odnose na veb stranice advokata.
MATCH@M:(During our research it bacame clear that the area of ecommerce of attorneys is a complex one.===>Tokom istraživanja postalo je jasno da je oblast e-poslovanja u advokaturi složena.)
MATCH@E:(During our research it bacame clear that the area of ecommerce of attorneys is a complex one.===>Tokom istraživanja postalo je jasno da je oblast eposlovanja u advokaturi složena.)
MATCH@M:(But attorneys now have a unique opportunity to respond to the changes in their environment even ex ante.===>Ali advokati sada imaju jedinstvenu priliku da reaguju na promene u svome okruženju, makar i ex ante.)
MATCH@E:(But attorneys now have a unique opportunity to respond to the changes in their environment even ex ante.===>Ali advokati sada imaju jedinstvenu priliku da reaguju na promene u svome okruženju, makar i ex ante.)
MATCH@M:(The practice so far has shown that numerous electronic distant learning courses failed, due to the same static learning contents being implemented for all the students, which resulted in lack of motivation and poor results.===>Dosadašnja praksa je pokazala da su brojni elektronski kursevi za učenje na daljinu rezultirali neuspehom, jer je implementirani isti statički sadržaj za učenje svim studentima doveo do nemo-tivisanosti i nezadovoljavajućih rezultata.)
MATCH@E:(The practice so far has shown that numerous electronic distant learning courses failed, due to the same static learning contents being implemented for all the students, which resulted in lack of motivation and poor results.===>Dosadašnja praksa je pokazala da su brojni elektronski kursevi za učenje na daljinu rezultirali neuspehom, jer je implementirani isti statički sadržaj za učenje svim studentima doveo do nemotivisanosti i nezadovoljavajućih rezultata.)
MATCH@M:(The primary objective of this research is the personalization of electronic learning systems geared to the identified abilities, needs and preferences of each student, including the defined learning styles, too.===>Primarni cilj ovog istraživanja je personalizacija sistema elektronskog ucenja u skladu sa utvrđenim sposobnostima, potrebama i preferencama svakog studenta, uzimajući u obzir i definisane stilove učenja.)
MATCH@E:(The primary objective of this research is the personalization of electronic learning systems geared to the identified abilities, needs and preferences of each student, including the defined learning styles, too.===>Primarni cilj ovog istraživanja je personalizacija sistema elektronskog ucenja u skladu sa utvrđenim sposobnostima, potrebama i preferencama svakog studenta, uzimajući u obzir i definisane stilove učenja.)
MATCH@M:(The students were classed into three characteristic groups and the model of adaptive distance education system was presented.===>Studenti su raspoređeni u tri karakteristične grupe i prezentovan je model adaptivnog sistema učenja na daljinu.)
MATCH@E:(The students were classed into three characteristic groups and the model of adaptive distance education system was presented.===>Studenti su raspoređeni u tri karakteristične grupe i prezentovan je model adaptivnog sistema učenja na daljinu. 1.)
MATCH@M:(The software that is the basis of the LMS controls all the elements of learning and records all the parametres required for the monitoring of the education process.===>Softver koji čini osnovu LMS-a upravlja svim elementima nastave i evidentira sve parametre potrebne za praćenje edukacijskog procesa.)
MATCH@E:(The software that is the basis of the LMS controls all the elements of learning and records all the parametres required for the monitoring of the education process Š14Ë.===>Softver koji čini osnovu LMS-a upravlja svim elementima nastave i evidentira sve parametre potrebne za praćenje edukacijskog procesa Š14Ë.)
MATCH@M:(Strictly speaking, the differences among them are clear, e.g., the LCMS are the systems that, among other things, allow for creating the learning objects (LO) and their designation by the metadata, while the LMS do not offer such opportunity, but rather work with the previously prepared courses [11].===>Striktno govoreći razlike među njima postoje, na primer, LCMS su sistemi koji, između ostalog, omogućuju i kreiranje objekata za učenje (Learning Objects - LO) i njihovo označavanje metapodacima, dok LMS ne pružaju takve mogućnosti već rade sa prethodno pripremljenim kursevima [11].)
MATCH@E:(Strictly speaking, the differences among them are clear, e.g., the LCMS are the systems that, among other things, allow for creating the learning objects (LO) and their designation by the metadata, while the LMS do not offer such opportunity, but rather work with the previously prepared courses Š11Ë.===>Striktno govoreći razlike među njima postoje, na primer, LCMS su sistemi koji, između ostalog, omogućuju i kreiranje objekata za učenje (Learning Objects - LO) i njihovo označavanje metapodacima, dok LMS ne pružaju takve mogućnosti već rade sa prethodno pripremljenim kursevima Š11Ë.)
MATCH@M:(The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface.===>Moodle je modularno-objektno orijentisano okruženje za razvoj učenja koje se lako konfiguriše i pruža jedinstven korisnički interfejs.)
MATCH@E:(LMS moodele The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface.===>Blackboard i WebCT su do 2006. godine bili zasebni komercijalni proizvodi, a onda je došlo do povezivanja njihovog poslovanja Š14Ë.)
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BAD_LINE_M:The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface.
BAD_LINE_M:Moodle je modularno-objektno orijentisano okruženje za razvoj učenja koje se lako konfiguriše i pruža jedinstven korisnički interfejs.
BAD_LINE_E:LMS moodele The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface.
BAD_LINE_E:Blackboard i WebCT su do 2006. godine bili zasebni komercijalni proizvodi, a onda je došlo do povezivanja njihovog poslovanja Š14Ë.
MATCH@M:(Moodle needs no modifications in order to be implemented in Unix, Linux, Windows, MAC OS X, Netware, or any other systems supporting the PHP, including the majority of the Internet providers.===>Moodle se bez modifikacija primenjuje na Unix, Linux, Windows, MAC OS X, Netware i na bilo kojim drugim sistemima koji podržavaju PHP, uključujući većinu internet provajdera.)
MATCH@E:(Moodle needs no modifications in order to be implemented in Unix, Linux, Windows, MAC OS X, Netware, or any other systems supporting the PHP, including the majority of the Internet providers.===>Moodle se bez modifikacija primenjuje na Unix, Linux, Windows, MAC OS X, Netware i na bilo kojim drugim sistemima koji podržavaju PHP, uključujući većinu internet provajdera.)
MATCH@M:(The first step in this research was to conduct a poll among the students in order to learn about their previous education, their preferences in learning, as well as the experiences in their work with the Moodle learning system.===>Prvi korak u istraživanju bio je anketiranje studenata sa ciljem utvrđivanja njihovog prethodnog obrazovanja, preferenci prilikom učenja, kao i iskustva u radu sa sistemom za učenje Moodle.)
MATCH@E:(Mmethodology The first step in this research was to conduct a poll among the students in order to learn about their previous education, their preferences in learning, as well as the experiences in their work with the Moodle learning system.===>Osnovne osobine ovog sistema mogu se sumirati kao: ~~~ Prvi korak u istraživanju bio je anketiranje studenata sa ciljem utvrđivanja njihovog prethodnog obrazovanja, preferenci prilikom učenja, kao i iskustva u radu sa sistemom za učenje Moodle.)
MATCH@M:(In addition, our goal was to identify each student’s learning style.===>Osim toga, cilj je bio utvrditi i stil učenja svakog studenta.)
MATCH@E:(In addition, our goal was to identify each students learning style.===>Felder-Silvermanov model definiše sledeće stilove učenja Š5Ë:)
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BAD_LINE_M:In addition, our goal was to identify each student’s learning style.
BAD_LINE_M:Osim toga, cilj je bio utvrditi i stil učenja svakog studenta.
BAD_LINE_E:In addition, our goal was to identify each students learning style.
BAD_LINE_E:Felder-Silvermanov model definiše sledeće stilove učenja Š5Ë:
MATCH@M:(The students were divided into three groups, so as to obtain more consistent, more logical and better quality results.===>Izvršena je podela studenata u tri grupe jer su u tom slučaju rezultati konzistentniji, logičniji i boljeg kvaliteta.)
MATCH@E:(The students were divided into three groups, so as to obtain more consistent, more logical and better quality results. ~~~ 3.===>Izvršena je podela studenata u tri grupe jer su u tom slučaju rezultati konzistentniji, logičniji i boljeg kvaliteta. 3.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 7.===>Slika 7.)
MATCH@M:(Basic phases and requirements are identified in the development of personalized systems of e-education, with respect to the identified learning styles.===>Identifikovane su osnovne faze i zahtevi u razvoju personalizovanih sistema e-obrazovanja, a u skladu sa identifikovanim stilovima ucenja.)
MATCH@E:(Basic phases and requirements are identified in the development of personalized systems of e-education, with respect to the identified learning styles.===>Identifikovane su osnovne faze i zahtevi u razvoju personalizovanih sistema eobrazovanja, a u skladu sa identifikovanim stilovima ucenja.)
MATCH@M:(The electronic education group courses are personalized in accordance with the results obtained.===>Kursevi elektronskog učenja po grupama su personalizovani prema dobijenim rezultatima.)
MATCH@E:(The electronic education group courses are personalized in accordance with the results obtained.===>Kursevi elektronskog učenja po grupama su personalizovani prema dobijenim rezultatima.)
MATCH@M:(The proposed model supports the adaptability and at the same time maintains the simplicity in the course conducting process.===>Predloženi model podržava adaptivnost i u isto vreme održava jednostavnost procesa vođenja kursa.)
MATCH@E:(The proposed model supports the adaptability and at the same time maintains the simplicity in the course conducting process.===>Predloženi model podržava adaptivnost i u isto vreme održava jednostavnost procesa vođenja kursa.)
MATCH@M:(The implementation of adaptability concept in electronic education can improve the efficiency of the education process through the personalized learning system, as well as the efficiency of the e-education system as a whole.===>Primenom koncepata adaptivnosti u elektronskom obrazovanju može se poboljšati efikasnost nastavnog procesa kroz realizaciju sistema za personalizovano učenje, kao i efikasnost sistema za e-obrazovanje u celini.)
MATCH@E:(The implementation of adaptability concept in electronic education can improve the efficiency of the education process through the personalized learning system, as well as the efficiency of the eeducation system as a whole.===>Primenom koncepata adaptivnosti u elektronskom obrazovanju može se poboljšati efikasnost nastavnog procesa kroz realizaciju sistema za personalizovano učenje, kao i efikasnost sistema za e-obrazovanje u celini.)
MATCH@M:(Further research will be oriented towards the completion of the present courses.===>Dalji pravci istraživanja biće usmereni ka završetku sadašnjih kurseva.)
MATCH@E:(Further research will be oriented towards the completion of the present courses.===>Dalji pravci istraživanja biće usmereni ka završetku sadašnjih kurseva.)
MATCH@M:(Of great importance for further study will be the information on the efficiency and effectiveness of the adaptation activities implemented on the existing courses.===>Od velikog značaja za dalje istraživanje će biti podaci o efikasnosti i efektivnosti primenjenih aktivnosti adaptacije na postojeće kurse-ve.)
MATCH@E:(Of great importance for further study will be the information on the efficiency and effectiveness of the adaptation activities implemented on the existing courses.===>Od velikog značaja za dalje istraživanje će biti podaci o efikasnosti i efektivnosti primenjenih aktivnosti adaptacije na postojeće kurseve.)
MATCH@M:(The research will be extended by gathering new data on the students’ characteristics.===>Istraživanje će biti prošireno prikupljanjem novih podataka o karakteristikama studenata.)
MATCH@E:(The research will be extended by gathering new data on the students characteristics.===>Istraživanje će biti prošireno prikupljanjem novih podataka o karakteristikama studenata.)
MATCH@M:(Given the current economical crisis, surviving seems to be first thing for many manufacturers.===>U uslovima tekuće ekonomske krize izgleda da proizvodne organizacije razmišljaju jedino kako da opstanu.)
MATCH@E:(Trends and observations Given the current economical crisis, surviving seems to be first thing for many manufacturers.===>Pravci zapažanja U uslovima tekuće ekonomske krize izgleda da proizvodne organizacije razmišljaju jedino kako da opstanu.)
MATCH@M:(Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence.===>Isuviše cesto njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.)
MATCH@E:(Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence.===>Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.)
MATCH@M:(Nevertheless, aligning the business and manufacturing processes, the organization and the supporting tools is the core of the strategy and activities of the surviving manufacturers, successfully thriving for operations excellence.===>Ipak, usklađivanjem poslovnih i proizvodnih procesa, organizacija i alati podrške postaju osnova strategije i aktivnosti proizvođača koji opstaju i postižu izvanredne uspehe u poslovanju.)
MATCH@E:(Nevertheless, aligning the business and manufacturing processes, the organization and the supporting tools is the core of the strategy and activities of the surviving manufacturers, successfully thriving for operations excellence.===>Ipak, usklađivanjem poslovnih i proizvodnih procesa, organizacija i alati podrške postaju osnova strategije i aktivnosti proizvođača koji opstaju i postižu izvanredne uspehe u poslovanju. ~~~ Ovaj rad je predstavljen na konferenciji SPIN09, 5. novembra 2009. godine u Beogradu.)
MATCH@M:(Attendees, including manufacturers/producers, solution providers and analysts, heard how companies on either end of the spectrum need to think, act and engage in today's and tomorrow's global economic realities.===>Učesnici, među kojima su bili i proizvođači, savetnici i analitičari, raspravljali su o tome kako i uspešne i neuspe-šne kompanije treba da razmišljaju, da se ponašaju i da posluju u današnjoj i budućoj ekonomskoj realnosti.)
MATCH@E:(Attendees, including manufacturers/producers, solution providers and analysts, heard how companies on either end of the spectrum need to think, act and engage in today's and tomorrow's global economic realities.===>Učesnici, među kojima su bili i proizvođači, savetnici i analitičari, raspravljali su o tome kako i uspešne i neuspešne kompanije treba da razmišljaju, da se ponašaju i da posluju u današnjoj i budućoj ekonomskoj realnosti. 2.)
MATCH@M:(Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence.===>Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.)
MATCH@E:(Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence.===>Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.)
MATCH@M:(In the last decade, before the crisis, trends like shorter product life cycles, globalization of the market, regulations and increasing price pressure, were influencing the policy of industrial companies strongly.===>U poslednjoj deceniji, koja je prethodila krizi, veliki uticaj na politiku industrijskih firmi imali su trendovi kao što su kraći životni ciklus proizvoda, globalizacija tržišta, propisi sve veći pritisak cena.)
MATCH@E:(In the last decade, before the crisis, trends like shorter product life cycles, globalization of the market, regulations and increasing price pressure, were influencing the policy of industrial companies strongly.===>U poslednjoj deceniji, koja je prethodila krizi, veliki uticaj na politiku industrijskih firmi imali su trendovi kao što su kraći životni ciklus proizvoda, globalizacija tržišta, propisi sve veći pritisak cena.)
MATCH@M:(Today, it is even more important to be ready to take up the challenge of the market and the supply chain successfully for whenever the next upturn will end the current less prosperous situation===>Danas je još važnije da organizacije budu spremne da prihvate izazov tržišta i uspešno pripreme lanac snab-devanja za trenutak kada dođe do novih okolnosti koje će preokrenuti današnju nepovoljnu situaciju.)
MATCH@E:(Today, it is even more important to be ready to take up the challenge of the market and the supply chain successfully for whenever the next upturn will end the current less prosperous situation Globalization of the market will remain influencing everything.===>Danas je još važnije da organizacije budu spremne da prihvate izazov tržišta i uspešno pripreme lanac snabdevanja za trenutak kada dođe do novih okolnosti koje će preokrenuti današnju nepovoljnu situaciju. ~~~ Globalizacija tržišta će i dalje imati preovađujući uticaj na sve aspekte poslovanja.)
MATCH@M:("Make or buy?" and "Where to produce?" decisions has to be made.===>„Napravi sam ili kupi?“ i „Gde proizvoditi?“ pitanja su na koja se mora naći odgovor.)
MATCH@E:(Make or buy? and Where to produce? decisions has to be made.===>Napravi sam ili kupi? i Gde proizvoditi? pitanja su na koja se mora naći odgovor.)
MATCH@M:(Globalization is about selling more products to new markets as well.===>Globalizacija znači i prodati što veći broj proizvoda na novim tržištima.)
MATCH@E:(Globalization is about selling more products to new markets as well.===>Globalizacija znači i prodati što veći broj proizvoda na novim tržištima.)
MATCH@M:(This might be done directly or by cooperating with international distributors.===>Ovo se može postići neposrednim putem ili u saradnji sa međunarodnim distributerima.)
MATCH@E:(This might be done directly or by cooperating with international distributors.===>Ovo se može postići neposrednim putem ili u saradnji sa međunarodnim distributerima.)
MATCH@M:(Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery.===>Menadžeri se nalaze u procepu između akcionara, koji zahtevaju veće povraćaje i profite, i potrošača, koji zahtevaju više za manje novca i uz bržu isporuku.)
MATCH@E:(Required alignment Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery.===>Slika 1. ~~~ Potrebno usklađivanje U ovom pristupu moraju se uskladiti poslovni i proizvodni procesi, organizacioni alati i alati za podršku, a jedan od njih je i proizvodna IT.)
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BAD_LINE_M:Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery.
BAD_LINE_M:Menadžeri se nalaze u procepu između akcionara, koji zahtevaju veće povraćaje i profite, i potrošača, koji zahtevaju više za manje novca i uz bržu isporuku.
BAD_LINE_E:Required alignment Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery.
BAD_LINE_E:Slika 1. ~~~ Potrebno usklađivanje U ovom pristupu moraju se uskladiti poslovni i proizvodni procesi, organizacioni alati i alati za podršku, a jedan od njih je i proizvodna IT.
MATCH@M:(All this is leading to supply chain challenges like reduction of stock-outs, lowering inventory to reduce holding costs, reduction of transportation and order management costs, etc.===>Sve ovo pred lanac snabdevanja postavlja izazove kao što su smanjenje količina neisporučene robe, smanjenje zaliha da bi se smanjili troškovi držanja na zalihama, snižavanje troškova transporta i drugih troškova upravljanja, itd.)
MATCH@E:(All this is leading to supply chain challenges like reduction of stock-outs, lowering inventory to reduce holding costs, reduction of transportation and order management costs, etc.===>Sve ovo pred lanac snabdevanja postavlja izazove kao što su smanjenje količina neisporučene robe, smanjenje zaliha da bi se smanjili troškovi držanja na zalihama, snižavanje troškova transporta i drugih troškova upravljanja, itd.)
MATCH@M:(Currently, for a manufacturing manager, Vice President and even the CEO, it is nearly impossible to keep control over all operations.===>U ovom trenutku skoro da nije moguće da menadžer proizvodnje, potpredsednik ili čak izvršni direktor (CEO) drži pod kontrolom sve operacije.)
MATCH@E:(Currently, for a manufacturing manager, Vice President and even the CEO, it is nearly impossible to keep control over all operations.===>U ovom trenutku skoro da nije moguće da menadžer proizvodnje, potpredsednik ili čak izvršni direktor (CEO) drži pod kontrolom sve operacije. 3.)
MATCH@M:(The objectives have to be communicated continuously to create and maintain sufficient support and involvement!===>Da bi se postigla i održala odgovarajuća podrška i angažovanost potrebno je neprestano obaveštavati o ciljevima.)
MATCH@E:(The objectives have to be communicated continuously to create and maintain sufficient support and involvement!===>Da bi se postigla i održala odgovarajuća podrška i angažovanost potrebno je neprestano obaveštavati o ciljevima.)
MATCH@M:(The leading manufacturing companies see their factories, supply chains, logistics and procurement programs, inventory cycles and labor management as strategic assets!===>Vodeće proizvodne kompanije posmatraju svoje fabrike, lance snabde-vanja, logistiku i programe prokure, cikluse zaliha i upravljanje radnom snagom kao stratešku imovinu!)
MATCH@E:(The leading manufacturing companies see their factories, supply chains, logistics and procurement programs, inventory cycles and labor management as strategic assets!===>Vodeće proizvodne kompanije posmatraju svoje fabrike, lance snabdevanja, logistiku i programe prokure, cikluse zaliha i upravljanje radnom snagom kao stratešku imovinu! ~~~ Slika 2.)
MATCH@M:(The VP of Operations or COO is overlooking the whole supply chain or at least all manufacturing processes.===>Pomoćnik direktora operativnog poslovanja ili direktor (COO) nadgledaju celokupan lanac snabdevanja ili bar sve proizvodne procese.)
MATCH@E:(The VP of Operations or COO is overlooking the whole supply chain or at least all manufacturing processes.===>Pomoćnik direktora operativnog poslovanja ili direktor (COO) nadgledaju celokupan lanac snabdevanja ili bar sve proizvodne procese.)
MATCH@M:(To achieve improved profit margins, improved quality, improved compliance and reduce raw material costs at the same time is a challenging balancing act between operational planning and scheduling, asset performance and manufacturing execution.===>Postići veće marže profita, bolji kvalitet, viši nivo usa-glašenosti, a istovremeno sniziti troškove sirovina predstavlja izazov pri kome je potrebno naći ravnotežu između operativnog planiranja i rokova, učinka kapitala i realizacije proizvodnje.)
MATCH@E:(To achieve improved profit margins, improved quality, improved compliance and reduce raw material costs at the same time is a challenging balancing act between operational planning and scheduling, asset performance and manufacturing execution.===>Postići veće marže profita, bolji kvalitet, viši nivo usaglašenosti, a istovremeno sniziti troškove sirovina predstavlja izazov pri kome je potrebno naći ravnotežu između operativnog planiranja i rokova, učinka kapitala i realizacije proizvodnje.)
MATCH@M:(Everyone involved needs the right information in the right format at the right time.===>Svima koji su obuhvaćeni ovim procesom potrebne su prave informacije, u pravom formatu i u pravo vreme.)
MATCH@E:(Everyone involved needs the right information in the right format at the right time.===>Svima koji su obuhvaćeni ovim procesom potrebne su prave informacije, u pravom formatu i u pravo vreme.)
MATCH@M:(A real time multi perspective view at the complex reality of the manufacturing and other business processes is required.===>Potrebno je sagledati stvari u više perspektiva u realnom vremenu, ali i u složenoj realnosti proizvodnih i drugih poslovnih procesa.)
MATCH@E:(A real time multi perspective view at the complex reality of the manufacturing and other business processes is required.===>Potrebno je sagle dati stvari u više perspektiva u realnom vremenu, ali i u složenoj realnosti proizvodnih i drugih poslovnih procesa.)
MATCH@M:(Today's portal technology with dashboards are helpful in presenting metrics and other relevant information to show what is really happening and how well we perform.===>Današnja tehnologija portala sa instrument tablama uspešno predstavlja metriku i ostale relevantne informacije tako da se može sagledati šta se zaista dešava i koliko uspešno radimo.)
MATCH@E:(Today's portal technology with dashboards are helpful in presenting metrics and other relevant information to show what is really happening and how well we perform.===>Današnja tehnologija portala sa instrument tablama uspešno predstavlja metriku i ostale relevantne informacije tako da se može sagledati šta se zaista dešava i koliko uspešno radimo.)
MATCH@M:(That information is increasingly event based, providing information when something happens.===>Ove informacije se sve više zasnivaju na događajima, tako da daju informaciju onda kada se nešto dogodi.)
MATCH@E:(That information is increasingly event based, providing information when something happens.===>Ove informacije se sve više zasnivaju na događajima, tako da daju informaciju onda kada se nešto dogodi.)
MATCH@M:(Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production?===>Da li bi to moglo da znaci da ćemo moći da ostavimo fabriku da radi sama i da se okrenemo proizvodnji u kojoj prisustvo ljudi neće biti potrebno?)
MATCH@E:(Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production?===>Oni imaju različitu metriku, fokuse i ciljeve (videti sliku 3).)
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BAD_LINE_M:Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production?
BAD_LINE_M:Da li bi to moglo da znaci da ćemo moći da ostavimo fabriku da radi sama i da se okrenemo proizvodnji u kojoj prisustvo ljudi neće biti potrebno?
BAD_LINE_E:Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production?
BAD_LINE_E:Oni imaju različitu metriku, fokuse i ciljeve (videti sliku 3).
MATCH@M:(If that is the case, then the processes are not the restricting factor anymore, neither is the technology.===>U tom slučaju ni procesi ni tehnologija više ne bi predstavljali ograničavajući faktor.)
MATCH@E:(If that is the case, then the processes are not the restricting factor anymore, neither is the technology.===>U tom slučaju ni procesi ni tehnologija više ne bi predstavljali ograničavajući faktor.)
MATCH@M:(It is all about how we make use of the information provided by the systems.===>Sve bi zavisilo od toga kako koristimo informacije koje dobijamo od sistema.)
MATCH@E:(It is all about how we make use of the information provided by the systems.===>Sve bi zavisilo od toga kako koristimo informacije koje dobijamo od si stema.)
MATCH@M:(Are we really consistent in our ways of working?===>Da li smo zaista dosledni u načinu na koji radimo?)
MATCH@E:(Are we really consistent in our ways of working?===>Da li smo zaista dosledni u načinu na koji radimo?)
MATCH@M:(It is up to the people to make it happen.===>Da li će se to postići zavisi od ljudskog faktora.)
MATCH@E:(It is up to the people to make it happen.===>Da li će se to postići zavisi od ljudskog faktora. 4.)
MATCH@M:(The business objectives, strategic and operational, are starting point for developing an architecture blueprint.===>Poslovni ciljevi, i strateški i operativni, predstavljaju početnu tačku za razvijanje detaljnog plana.)
MATCH@E:(Blueprint and roadmap The business objectives, strategic and operational, are starting point for developing an architecture blueprint.===>Detaljni plan i mapa puta Poslovni ciljevi, i strateški i operativni, predstavljaju početnu tačku za razvijanje detaljnog plana.)
MATCH@M:(From there te manufacturing and the manufacturing IT requirements can be derived with respect to processes, applications, technology and last but not least organization (see Figure 4).===>Od te tačke proizvodnja i IT zahtevi proizvodnje mogu se izvoditi u odnosu prema procesima, postupcima, tehnologiji i na kraju, ali isto toliko značajno, prema organizaciji (videti sliku 4).)
MATCH@E:(From there te manufacturing and the manufacturing IT requirements can be derived with respect to processes, applications, technology and last but not least organization (see Figure 4).===>Od te tačke proizvodnja i IT zahtevi proizvodnje mogu se izvoditi u odnosu prema procesima, postupcima, tehnologiji i na kraju, ali isto toliko značajno, prema organizaciji (videti sliku 4). ~~~ Slika 4.)
MATCH@M:(By a fit and gap analysis between the current and the desired future architecture, a step-by-step roadmap can be developed.===>Analizom situacije i mogućnosti (fit and gap) tekuće i željene buduće strukture (plana) može se razviti mapa puta korak po korak.)
MATCH@E:(Proven approach to Value Adding Roadmap By a fit and gap analysis between the current and the desired future architecture, a step-by-step roadmap can be developed.===>Ispravan pristup mapi puta za ostvarenje dodate vrednosti Analizom situacije i mogućnosti (fit and gap) tekuće i željene buduće strukture (plana) može se razviti mapa puta korak po korak.)
MATCH@M:(The scope of the manufacturing IT architecture typically comprises the inbound logistics, make and outbound logistics functions of a manufacturing company.===>Obim strukture IT proizvodnje obično obuhvata unutrašnju logistiku, izradu i spoljne logističke funkcije proizvodne kompanije.)
MATCH@E:(The scope of the manufacturing IT architecture typically comprises the inbound logistics, make and outbound logistics functions of a manufacturing company.===>Obim strukture IT proizvodnje obično obuhvata unutrašnju logistiku, izradu i spoljne logističke funkcije proizvodne kompanije.)
MATCH@M:(In accordance with the ANSI/ISA-95 standard, it covers all manufacturing operations and control activities (level 3) related to the material flow from supplier to customer.===>U skladu sa standardom ANSI/ISA-95, on obuhvata sve proizvodne operacije i aktivnosti kontrole/upravljanja (stepen 3) koje se odnose na materijalne tokove od dobavljača do potrošača.)
MATCH@E:(In accordance with the ANSI/ISA-95 standard, it covers all manufacturing operations and control activities (level 3) related to the material flow from supplier to customer Š4ËŠ5Ë.===>U skladu sa standardom ANSI/ISA-95, on obuhvata sve proizvodne operacije i aktivnosti kontrole/upravljanja (stepen 3) koje se odnose na materijalne tokove od dobavljača do potrošača Š4Ë Š5Ë. še sirovina nego što je u ovom trenutku na raspolaganju u celom svetu.)
MATCH@M:(In order to enjoy the full benefits of investments for business planning and logistics (ANSI/ISA-95 level 4), e.g. SAP and other ERP systems, the manufacturing operations management processes and applications (level 3) must be mature and harmonized.===>Da bi se ostvarila puna korist od investicija za planiranje poslovanja i logistiku, npr. SAP i drugih EPR sistema, procesi upravljanja proizvodnim operacijama njihova primena (stepen 3) moraju da budu potpuno razvijeni i usklađeni.)
MATCH@E:(In order to enjoy the full benefits of investments for business planning and logistics (ANSI/ISA-95 level 4), e.g. SAP and other ERP systems, the manufacturing operations management processes and applications (level 3) must be mature and harmonized.===>Umesto da postajemo jedni drugima konkurencija, bolje je da se usmerimo na razvijanje proizvoda i procesa zasnovanih na upotrebi drugih i novih materijala.)
BAD_LINE_=============================================================
BAD_LINE_M:In order to enjoy the full benefits of investments for business planning and logistics (ANSI/ISA-95 level 4), e.g. SAP and other ERP systems, the manufacturing operations management processes and applications (level 3) must be mature and harmonized.
BAD_LINE_M:Da bi se ostvarila puna korist od investicija za planiranje poslovanja i logistiku, npr. SAP i drugih EPR sistema, procesi upravljanja proizvodnim operacijama njihova primena (stepen 3) moraju da budu potpuno razvijeni i usklađeni.
BAD_LINE_E:In order to enjoy the full benefits of investments for business planning and logistics (ANSI/ISA-95 level 4), e.g. SAP and other ERP systems, the manufacturing operations management processes and applications (level 3) must be mature and harmonized.
BAD_LINE_E:Umesto da postajemo jedni drugima konkurencija, bolje je da se usmerimo na razvijanje proizvoda i procesa zasnovanih na upotrebi drugih i novih materijala.
MATCH@M:(It is obvious, that 21st century manufacturing will have to face other challenges, like volatile raw materials markets, lack of well-trained workers and rising energy costs.===>Jasno je da će pred proizvodnjom u 21. veku stajati i drugi izazovi, kao što su nestabilna tržišta materijala, nedostatak kvalifikovanih radnika i sve viši troškovi energije.)
MATCH@E:(Other challenges It is obvious, that 21st century manufacturing will have to face other challenges, like volatile raw materials markets, lack of well-trained workers and rising energy costs.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is obvious, that 21st century manufacturing will have to face other challenges, like volatile raw materials markets, lack of well-trained workers and rising energy costs.
BAD_LINE_M:Jasno je da će pred proizvodnjom u 21. veku stajati i drugi izazovi, kao što su nestabilna tržišta materijala, nedostatak kvalifikovanih radnika i sve viši troškovi energije.
BAD_LINE_E:Other challenges It is obvious, that 21st century manufacturing will have to face other challenges, like volatile raw materials markets, lack of well-trained workers and rising energy costs.
BAD_LINE_E:
MATCH@M:(Base metals and other raw materials are becoming very scarce.===>Baznih metala i drugig sirovina sveje manje na svetu.)
MATCH@E:(Base metals and other raw materials are becoming very scarce.===>Zemlje u razvoju ulaze u konkurenciju sa nama i kad se radi o mašinama i alatima.)
BAD_LINE_=============================================================
BAD_LINE_M:Base metals and other raw materials are becoming very scarce.
BAD_LINE_M:Baznih metala i drugig sirovina sveje manje na svetu.
BAD_LINE_E:Base metals and other raw materials are becoming very scarce.
BAD_LINE_E:Zemlje u razvoju ulaze u konkurenciju sa nama i kad se radi o mašinama i alatima.
MATCH@M:(Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world.===>U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko više sirovina nego što je u ovom trenutku na raspolaganju u celom svetu.)
MATCH@E:(Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world.===>Sve je jesnija potreba za efektivnim i efikasnim načinom rada kako u pogledu procesa, tako i u pogledu proizvoda.)
BAD_LINE_=============================================================
BAD_LINE_M:Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world.
BAD_LINE_M:U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko više sirovina nego što je u ovom trenutku na raspolaganju u celom svetu.
BAD_LINE_E:Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world.
BAD_LINE_E:Sve je jesnija potreba za efektivnim i efikasnim načinom rada kako u pogledu procesa, tako i u pogledu proizvoda.
MATCH@M:(Instead of competing, we better focus to develop products and processes based on the use of other and new materials.===>Umesto da postajemo jedni drugima konkurencija, bolje je da se usmerimo na razvijanje proizvoda i procesa zasnovanih na upotrebi drugih i novih materijala.)
MATCH@E:(Instead of competing, we better focus to develop products and processes based on the use of other and new materials.===>Da bi se ostvarila puna korist od investicija za planiranje poslovanja i logistiku (ANSI/ISA-95, stepen 4), npr. SAP i drugih EPR sistema, procesi upravljanja proizvodnim operacijama njihova primena (stepen 3) moraju da budu potpuno razvijeni i usklađeni. 5.)
BAD_LINE_=============================================================
BAD_LINE_M:Instead of competing, we better focus to develop products and processes based on the use of other and new materials.
BAD_LINE_M:Umesto da postajemo jedni drugima konkurencija, bolje je da se usmerimo na razvijanje proizvoda i procesa zasnovanih na upotrebi drugih i novih materijala.
BAD_LINE_E:Instead of competing, we better focus to develop products and processes based on the use of other and new materials.
BAD_LINE_E:Da bi se ostvarila puna korist od investicija za planiranje poslovanja i logistiku (ANSI/ISA-95, stepen 4), npr. SAP i drugih EPR sistema, procesi upravljanja proizvodnim operacijama njihova primena (stepen 3) moraju da budu potpuno razvijeni i usklađeni. 5.
MATCH@M:(The developing countries are competing with us for machines and tools as well.===>Zemlje u razvoju ulaze u konkurenciju sa nama i kad se radi o mašinama i alatima.)
MATCH@E:(The developing countries are competing with us for machines and tools as well.===>Ostali izazovi Jasno je da će pred proizvodnjom u 21. veku stajati i drugi izazovi, kao što su nestabilna tržišta materijala, nedostatak kvalifikovanih radnika i sve viši troškovi energije.)
BAD_LINE_=============================================================
BAD_LINE_M:The developing countries are competing with us for machines and tools as well.
BAD_LINE_M:Zemlje u razvoju ulaze u konkurenciju sa nama i kad se radi o mašinama i alatima.
BAD_LINE_E:The developing countries are competing with us for machines and tools as well.
BAD_LINE_E:Ostali izazovi Jasno je da će pred proizvodnjom u 21. veku stajati i drugi izazovi, kao što su nestabilna tržišta materijala, nedostatak kvalifikovanih radnika i sve viši troškovi energije.
MATCH@M:(There is an explicit need for more efficient and effective way of working with respect to both processes and products.===>Sve je jesnija potreba za efektivnim i efikasnim načinom rada kako u pogledu procesa, tako i u pogledu proizvoda.)
MATCH@E:(There is an explicit need for more efficient and effective way of working with respect to both processes and products.===>Baznih metala i drugig sirovina sveje manje na svetu.)
BAD_LINE_=============================================================
BAD_LINE_M:There is an explicit need for more efficient and effective way of working with respect to both processes and products.
BAD_LINE_M:Sve je jesnija potreba za efektivnim i efikasnim načinom rada kako u pogledu procesa, tako i u pogledu proizvoda.
BAD_LINE_E:There is an explicit need for more efficient and effective way of working with respect to both processes and products.
BAD_LINE_E:Baznih metala i drugig sirovina sveje manje na svetu.
MATCH@M:(Labor shortages will provide another challenge.===>Drugi izazov je nestašica radne snage.)
MATCH@E:(Labor shortages will provide another challenge.===>U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko vi Drugi izazov je nestašica radne snage.)
BAD_LINE_=============================================================
BAD_LINE_M:Labor shortages will provide another challenge.
BAD_LINE_M:Drugi izazov je nestašica radne snage.
BAD_LINE_E:Labor shortages will provide another challenge.
BAD_LINE_E:U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko vi Drugi izazov je nestašica radne snage.
MATCH@M:(By 2020, there will be only two workers to support the pensions of each retiree in Japan, Germany, the United Kingdom, and France - down from three and a half workers per retiree in 2000 [6].===>Do 2020. godine za penziju jednog penzionera u Japanu, Nemačkoj, Velikoj Britaniji i Francuskoj radiće samo dva radnika - što je veliki pad u odnosu na tri i po radnika na jednog penzionera 2000. godine [6].)
MATCH@E:(By 2020, there will be only two workers to support the pensions of each retiree in Japan, Germany, the United Kingdom, and France - down from three and a half workers per retiree in 2000 Š6Ë.===>Do 2020. godine za penziju jednog penzionera u Japanu, Nemačkoj, Velikoj Britaniji i Francuskoj radiće samo dva radnika što je veliki pad u odnosu na tri i po radnika na jednog penzionera 2000. godine Š6Ë.)
MATCH@M:(In nearly all European countries, this is about the same!===>U skoro svim evropskim zemljama situacija je ista!)
MATCH@E:(In nearly all European countries, this is about the same!===>U skoro svim evropskim zemljama situacija je ista!)
MATCH@M:(It will be quite a challenge to find enough sufficiently good skilled employees.===>Naći dovoljan broj kvalifikovanih zaposlenih predstavljaće pravi izazov.)
MATCH@E:(It will be quite a challenge to find enough sufficiently good skilled employees.===>Naći dovoljan broj kvalifikovanih zaposlenih predstavljaće pravi izazov.)
MATCH@M:(The consequences will be dramatic, as illustrated in the following example.===>Posledice će biti dramatične, a ilustrovaćemo ih sledećim primerom.)
MATCH@E:(The consequences will be dramatic, as illustrated in the following example Š7Ë.===>Posledice će biti dramatične, a ilustrovaćemo ih sledećim primerom Š7Ë.)
MATCH@M:(A tube and fitting manufacturer in northern Italy had enjoyed double-digit revenue gains from expanding sales in China.===>Proizvođač cevi i opreme u Italiji dobijao je dvocifreni povraćaj od sve veće prodaje i Kini.)
MATCH@E:(A tube and fitting manufacturer in northern Italy had enjoyed double-digit revenue gains from expanding sales in China.===>Proizvođač cevi i opreme u Italiji dobijao je dvocifreni povraćaj od sve veće prodaje i Kini.)
MATCH@M:(But when product demand jumped, the company could not find enough trained welders in the region.===>Ali kada je potražnja za tim proizvodima naglo porasla, kompanija nije mogla da nađe dovoljan broj kvalifikovanih varilaca u toj oblasti.)
MATCH@E:(But when product demand jumped, the company could not find enough trained welders in the region.===>Ali kada je potražnja za tim proizvodima naglo porasla, kompanija nije mogla da nađe dovoljan broj kvalifikovanih varilaca u toj oblasti.)
MATCH@M:(Eventually, it imported a contingent of Romanian workers, but unless conditions change, even those welders may soon prefer to work for Starbucks.===>Na kraju je „uvezla“ grupu radnika iz Rumu-nije, ali, ako se okolnosti ne promene, čak i ti varioci će možda uskoro da odu da rade za Starbucks.)
MATCH@E:(Eventually, it imported a contingent of Romanian workers, but unless conditions change, even those welders may soon prefer to work for Starbucks.===>Na kraju je uvezla grupu radnika iz Rumunije, ali, ako se okolnosti ne promene, čak i ti varioci će možda uskoro da odu da rade za Starbucks.)
MATCH@M:(And who can blame them?===>A i ko bi mogao da im zameri?)
MATCH@E:(And who can blame them?===>A i ko bi mogao da im zameri?)
MATCH@M:(Investing in Manufacturing IT is not (only) about integration of systems and applications.===>Investiranje u IT proizvodnje ne znači (samo) integri-sanje sistema i primena (aplikacija).)
MATCH@E:(Conclusion Investing in Manufacturing IT is not (only) about integration of systems and applications.===>Zaključak Investiranje u IT proizvodnje ne znači (samo) integrisanje sistema i primena (aplikacija).)
MATCH@M:(It is about full integration of the plant, the enterprise and the supply chain.===>To znači punu integraciju između pogona, preduzeća i lanca snabdeva-nja.)
MATCH@E:(It is about full integration of the plant, the enterprise and the supply chain.===>To znači punu integraciju između pogona, preduzeća i lanca snabdevanja.)
MATCH@M:(All aspects of the complete architecture are important and must be aligned: business and manufacturing processes, organization and people, applications, data and technical infrastructure.===>Značajni su svi aspekti ukupne strukture i svi se moraju uskladiti: poslovni i proizvodni procesi, organizacija i ljudi, primene, podaci i tehnička infrastruktura.)
MATCH@E:(All aspects of the complete architecture are important and must be aligned: business and manufacturing processes, organization and people, applications, data and technical infrastructure.===>Značajni su svi aspekti ukupne strukture i svi se moraju uskladiti: poslovni i proizvodni procesi, organizacija i ljudi, primene, podaci i tehnička infrastruktura.)
MATCH@M:(This is the core of the strategy and activities of the surviving manufacturers, thriving for operations excellence.===>Ovo je osnova strategije i delovanja proizvođača koji opstaju i postižu vrhunske rezultate u poslovanju.)
MATCH@E:(This is the core of the strategy and activities of the surviving manufacturers, thriving for operations excellence.===>Ovo je osnova strategije i delovanja proizvođača koji opstaju i postižu vrhunske rezultate u poslovanju.)
MATCH@M:(It can without doubt be recommended as a must-read for an overall understanding of this dynamic discipline.===>Sigurno je da se može preporučiti kao nezaobilazno štivo za potpuno razumevanje ove dinamične discipline.)
MATCH@E:(It can without doubt be recommended as a must-read for an overall understanding of this dynamic discipline.===>Sigurno je da se može preporučiti kao nezaobilazno štivo za potpuno razumevanje ove dinamične discipline.)
MATCH@M:(The fact that the fifth edition of the book has already been published is enough evidence on its fundamental character in the study of the change management field.===>Činjenica da je knjiga doživela i peto izdanje govori o njenom fundamnetalnom karakteru u proučavanju oblasti upravljanja promenama.)
MATCH@E:(The fact that the fifth edition of the book has already been published is enough evidence on its fundamental character in the study of the change management field.===>Činjenica da je knjiga doživela i peto izdanje govori o njenom fundamnetalnom karakteru u proučavanju oblasti upravljanja promenama.)
MATCH@M:(The premise that organizations have to change constantly, highlighted at the very beginning, has become the basic paradigm of management.===>Postulat o tome da organizacije moraju konstantno da se menjaju koji je istaknut već na samom početku knjige postao je i osnovna paradigma menadžmenta.)
MATCH@E:(The premise that organizations have to change constantly, highlighted at the very beginning, has become the basic paradigm of management.===>Postulat o tome da organizacije moraju konstantno da se menjaju koji je istaknut već na samom početku knjige postao je i osnovna paradigma menadžmenta.)
MATCH@M:(We still remember that many claimed it to be an overstatement when in 1993 the authors Hammer and Champy in their book Corporate Reengineering stated that “change has become prevailing and constant.===>Treba se setiti da su mnogi smatrali da se radi o preterivanju kada su autori Hammer i Champy 1993. godine u svojoj knjizi Reinženjering korporacije naveli da je «promena postala prevladavajuća i stalna.)
MATCH@E:(We still remember that many claimed it to be an overstatement when in 1993 the authors Hammer and Champy in their book Corporate Reengineering stated that change has become prevailing and constant.===>Treba se setiti da su mnogi smatrali da se radi o preterivanju kada su autori Hammer i Champy 1993. godine u svojoj knjizi Reinženjering korporacije naveli da je «promena postala prevladavajuća i stalna.)
MATCH@M:(It is a normal state of affairs.“ The majority of people today agree that the statement is obvious and self-evident.===>To je normalno stanje». Danas većina ljudi smatra da je ta konstatacija sasvim očigledna i nesporna.)
MATCH@E:(The majority of people today agree that the statement is obvious and self-evident.===>Danas većina ljudi smatra da je ta konstatacija sasvim očigledna i nesporna.)
MATCH@M:(The scope, the speed, the impact, and especially the unpredictability of change have become express and unavoidable conditions the managers are faced with in practice.===>Veličina, brzina, uticaj, a posebno nepredvidivost promena, su postali veoma izraženi i nezaobilazni deo svakodnevice sa kojom se suočavaju menadžeri u praksi.)
MATCH@E:(The scope, the speed, the impact, and especially the unpredictability of change have become express and unavoidable conditions the managers are faced with in practice.===>Veličina, brzina, uticaj, a posebno nepredvidivost promena, su postali veoma izraženi i nezaobilazni deo svakodnevice sa kojom se suočavaju menadžeri u praksi.)
MATCH@M:(In future, the changes are expected to intensify, hence the need to know more about the change.===>Očekuje se intenziviranje promena u budućnosti, a samim tim i potreba za znanjima o promenama.)
MATCH@E:(In future, the changes are expected to intensify, hence the need to know more about the change.===>Očekuje se intenziviranje promena u budućnosti, a samim tim i potreba za znanjima o promenama.)
MATCH@M:(Managing change has proved to be an extremely complex task in practice, which is reflected in a large number of change projects that failed; according to empiric research, as much as two thirds of all change in organizations fail.===>U praksi se upravljanje promenama pokazalo izuzetno kompleksnim zadatkom o čemu svedoče brojni projekti promena koji su pokazali nezadovoljavajuće rezultate, a prema procenama empirijskih istraživanja, čak dve trećine svih promena u organizacijama se završava neuspehom.)
MATCH@E:(Managing change has proved to be an extremely complex task in practice, which is reflected in a large number of change projects that failed; according to empiric research, as much as two thirds of all change in organizations fail.===>U praksi se upravljanje promenama pokazalo izuzetno kompleksnim zadatkom o čemu svedoče brojni projekti promena koji su pokazali nezadovoljavajuće rezultate, a prema procenama empirijskih istraživanja, čak dve trećine svih promena u organizacijama se završava neuspehom.)
MATCH@M:(One of the leading consulting houses, Bain and Co, states that the general rate of project failures is 70 percent.===>Jedna od vodećih konsultantskih kuća, Bain and Co, navodi podatak da je opšta stopa neuspešnosti projekata oko 70 procenata.)
MATCH@E:(One of the leading consulting houses, Bain&Co, states that the general rate of project failures is 70 percent.===>Jedna od vodećih konsultantskih kuća, Bain&Co, navodi podatak da je opšta stopa neuspešnosti projekata oko 70 procenata.)
MATCH@M:(The implementation of new technology, especially as regards the 1980’s revolutionary changes in the field of micro-electronic engineering, the expansion of computer engineering and the introduction of computer-based processes in the majority of organizational sectors resulted in 40-70 per cent inefficient projects.===>Uvođenje nove tehnologije, posebno vezano za revolucionarne promene 1980-ih vezane za mikro-elektroniku, ekspanzijom računara i uvođenjem računarski zasnovanih procesa u većinu oblasti organizacije, rezultiralo je sa 40-70 procenata neuspešnih projekata.)
MATCH@E:(The implementation of new technology, especially as regards the 1980s revolutionary changes in the field of micro-electronic engineering, the expansion of computer engineering and the introduction of computer-based processes in the majority of organizational sectors resulted in 40-70 per cent inefficient projects.===>Uvođenje nove tehnologije, posebno vezano za revolucionarne promene 1980-ih vezane za mikroelektroniku, ekspanzijom računara i uvođenjem računarski zasnovanih procesa u većinu oblasti organizacije, rezultiralo je sa 40-70 procenata neuspešnih projekata.)
MATCH@M:(The results of the total quality management (TQM) introduction in the U.S.A. companies in 1970s were rather poor: as many as 90 per cent of companies failed in this field.===>Oblast uvođenja totalnog menadžmenta kvaliteta (TQM) u kompanijama u SAD 1970-ih imala je veoma loš nivo uspešnosti, čak 90 procenata kompanija nije bilo uspešno u tome.)
MATCH@E:(The results of the total quality management (TQM) introduction in the U.S.A. companies in 1970s were rather poor: as many as 90 per cent of companies failed in this field.===>Oblast uvođenja totalnog menadžmenta kvaliteta (TQM) u kompanijama u SAD 1970-ih imala je veoma loš nivo uspešnosti, čak 90 procenata kompanija nije bilo uspešno u tome.)
MATCH@M:(The data for Europe in the 1980s and 1009s are slightly more optimistic, in that about 70 per cent projects failed.===>Podaci za Evropu 1980-ih i 1990-ih su nešto bolji, oko 70 procenata projekata je propalo.)
MATCH@E:(The data for Europe in the 1980s and 1009s are slightly more optimistic, in that about 70 per cent projects failed.===>Podaci za Evropu 1980-ih i 1990-ih su nešto bolji, oko 70 procenata projekata je propalo.)
MATCH@M:(The percentage of failed projects in the field of business processes re-eingineering is estimated to be extremely high, as many as 80 per cent, regardless of great expectations in the beginning, when it was considered to be the “biggest business innovation in the 1990s“.===>U oblasti reinženjeringa poslovnih procesa ocenju-je se da je procenat neuspelih projekata izuzetno visok, čak 80 posto, i pored velikih očekivanja na početku kada se smatralo da se radi o «najvećoj inovaciji poslovanja u 1990-im».)
MATCH@E:(The percentage of failed projects in the field of business processes re-eingineering is estimated to be extremely high, as many as 80 per cent, regardless of great expectations in the beginning, when it was considered to be the biggest business innovation in the 1990s.===>U oblasti reinženjeringa poslovnih procesa ocenjuje se da je procenat neuspelih projekata izuzetno visok, čak 80 posto, i pored velikih očekivanja na početku kada se smatralo da se radi o «najvećoj inovaciji poslovanja u 1990-im».)
MATCH@M:(The managers keep maintaining that the difficulties in managing change are one of key obstacles in their companies achieving higher competitive positions.===>Menadžeri stalno ističu da su teškoće u upravljanju promenama jedan od ključnih prepreka u ostvarivanju veće konkurentnosti njihovih kompanija.)
MATCH@E:(The managers keep maintaining that the difficul ties in managing change are one of key obstacles in their companies achieving higher competitive positions.===>Menadžeri stalno ističu da su teškoće u upravl janju promenama jedan od ključnih prepreka u ostvarivanju veće konkurentnosti njihovih kompanija.)
MATCH@M:(It is a paradox that the failure rate of the change projects remains extremely high, despite an increasing interest in this field, reflected in a large number of published books, monography studies, articles in journals as well as the support and aid of consultant houses.===>Paradoksalno deluje to da i pored sve većeg interesovanj a za ovu oblast, o čemu svedoči sve više objavljenih knjiga, monografskih studija, članaka u časopisima kao i podrške i pomoći kon-sultantskih kuća, stopa propasti projekata promena je izuzetno visoka.)
MATCH@E:(It is a paradox that the failure rate of the change projects remains extremely high, despite an increasing interest in this field, reflected in a large number of published books, monography studies, articles in journals as well as the support and aid of consultant houses.===>Paradoksalno deluje to da i pored sve većeg interesovanja za ovu oblast, o čemu svedoči sve više objavljenih knjiga, monografskih studija, članaka u časopisima kao i podrške i pomoći konsultantskih kuća, stopa propasti projekata promena je izuzetno visoka.)
MATCH@M:(The explanation may be found in the facts that theory itself sometimes offers puzzling and adversary recommendations and conclusions, that the need for interdisciplinariy approach is well understood, but that only some aspects are observed or are dominant.===>Objašnjenje se može tražiti u činjenici da i sama teorija nudi ponekad zbunju-juće i kontradiktorne preporuke i zaključke, da se shvata potreba interdisciplinarnosti ali da se ipak samo neki od uglova razmatraju ili su dominantni.)
MATCH@E:(The explanation may be found in the facts that theory itself sometimes offers puzzling and adversary recommendations and conclusions, that the need for interdisciplinariy approach is well understood, but that only some aspects are observed or are dominant.===>Objašnjenje se može tražiti u činjenici da i sama teorija nudi ponekad zbunjujuće i kontradiktorne preporuke i zaključke, da se shvata potreba interdisciplinarnosti ali da se ipak samo neki od uglova razmatraju ili su dominantni.)
MATCH@M:(Besides, it is clear that there is no ready “recepies“ for change, therefore theory cannot be expected to offer any integral, universally applicable solutions that can be implemented without being adjusted to a particular case.===>Pored toga, sasvim je jasno da spremnih «recepa-ta» za promenu nema, tako da se i objektivno ne može očekivati da će teorija ponuditi sasvim celovita, univerzalno primenjiva rešenja koja se mogu nepromenjena aplicirati u praksi.)
MATCH@E:(Besides, it is clear that there is no ready recepies for change, therefore theory cannot be expected to offer any integral, universally applicable solutions that can be implemented without being adjusted to a particular case.===>Pored toga, sasvim je jasno da spremnih «recepata» za promenu nema, tako da se i objektivno ne može očekivati da će teorija ponuditi sasvim celovita, univerzalno primenjiva rešenja koja se mogu nepromenjena aplicirati u praksi.)
MATCH@M:(The book maintains that organizations in themselves are not entirely rational entities, despite the efforts made to achieve such a state, therefore they can hardly be set into a given cliché or model; as to the changes, it is only certain models and approaches that are most often offered.===>U knjizi se ističe da organizacije samo pe sebi nisu sasvim racionalne tvorevine iako se čine napori u tom pravcu, tako da ih je teško udenuti u zadati kliše ili model, a kada je reč o promenama, najčešće se nude i preporučuju određeni pristupi i modeli.)
MATCH@E:(The book maintains that organizations in themselves are not entirely rational entities, despite the efforts made to achieve such a state, therefore they can hardly be set into a given cliché or model; as to the changes, it is only certain models and approaches that are most often offered.===>U knjizi se ističe da organizacije samo pe sebi nisu sasvim racionalne tvorevine iako se čine napori u tom pravcu, tako da ih je teško udenuti u zadati kliše ili model, a kada je reč o promenama, najčešće se nude i preporučuju određeni pristupi i modeli.)
MATCH@M:(In practice, however, we must be highly open for ever new solutions, have a flexible approach to the models and processes, possibly combining and changing them.===>U praksi se, međutim, mora biti krajnje otvoren za uvek nova rešenja, pristupati modelima i procesima za upravljanje promenama fleksibilno, sa mogućnošću kombinovanja i izmena.)
MATCH@E:(In practice, however, we must be highly open for ever new solutions, have a flexible approach to the models and processes, possibly combining and changing them.===>U praksi se, međutim, mora biti krajnje otvoren za uvek nova rešenja, pristupati modelima i procesima za upravljanje promenama fleksibilno, sa mogućnošću kombinovanja izmena.)
MATCH@M:(The acceptability of an approach to managing change depends on the type of that very change as well as on the conditions of the organization itself.===>Prihvatljivost nekog od pristupa upravljanju prom-enama zavisi od tipa same promene i od uslova same organizacije.)
MATCH@E:(The acceptability of an approach to managing change depends on the type of that very change as well as on the conditions of the organization itself.===>Prihvatljivost nekog od pristupa upravljanju promenama zavisi od tipa same promene i od uslova same organizacije.)
MATCH@M:(If these organizational factors are identified as limitations, they may turn into the object of change, so that the organization should be brought into a desired, goal-defined, condition.===>Ukoliko se ti organizacioni faktori identifikuju kao ograničenja, mogu se pretvoriti i u predmet promene kako bi se organizacija dovela u željeno, ciljno definisino, stanje.)
MATCH@E:(If these organizational factors are identified as limitations, they may turn into the object of change, so that the organization should be brought into a desired, goaldefined, condition.===>Ukoliko se ti organizacioni faktori identifikuju kao ograničenja, mogu se pretvoriti i u predmet promene kako bi se organizacija dovela u željeno, ciljno definisino, stanje.)
MATCH@M:(The criticism of this approach, which started in 1980s, mainly referred to its inability to solve the situations of radical, abrupt, enforced changes, resulted in the rise of new theories, models and approaches.===>Kritike ovoga pristupa, započete 1980-ih, uglavnom su se odnosile na nemogućnost da se ovim pristupom rešavaju situacije radikalnih, naglih, nametnutih promena, dovele su do razvoja novih teorija, modela i pristupa.)
MATCH@E:(The criticism of this approach, which started in 1980s, mainly referred to its inability to solve the situations of radical, abrupt, enforced changes, resulted in the rise of new theories, models and approaches.===>Kritike ovoga pristupa, započete 1980-ih, uglavnom su se odnosile na nemogućnost da se ovim pristupom rešavaju situacije radikalnih, naglih, nametnutih promena, dovele su do razvoja novih teorija, modela i pristupa.)
MATCH@M:(This new wave is recognized by the terms, such as continual improvement, organizational learning, or the approach of “emerging“ changes.===>Taj novi talas se prepoznaje po nazivima kontinualno poboljšanje, organizaciono učenje ili pristup «nastajućih» promena.)
MATCH@E:(This new wave is recognized by the terms, such as continual improvement, organizational learning, or the approach of emerging changes.===>Taj novi talas se prepoznaje po nazivima kontinualno poboljšanje, organizaciono učenje ili pristup «nastajućih» promena.)
MATCH@M:(The emerging organizational change approach highlights the need to approach to change “bottom - up“, rather than enforcing it “from the top“ and making efforts to conduct it downwards.===>Pristupom nastajućih organizacionih promena naglašava se potreba da se promenama pristupi «odozdo na gore», a ne nametati ih «odoz-go» i nastojati da se one sprovedu naniže.)
MATCH@E:(The emerging organizational change approach highlights the need to approach to change bottom up, rather than enforcing it from the top and making efforts to conduct it downwards.===>Pristupom nastajućih organizacionih promena naglašava se potreba da se promenama pristupi «odozdo na gore», a ne nametati ih «odozgo» i nastojati da se one sprovedu naniže.)
MATCH@M:(The authors point out that change is an open-ended process without a clearly visible end, and that it means a continual process of adjustment to the changed conditions and circumstances.===>Naglašava se da su promene otvoreni procesi bez jasno vidljivog kraja i predstavljaju kontinualni proces adaptacije izmenjenim uslovima i okolnostima.)
MATCH@E:(The authors point out that change is an open-ended process without a clearly visible end, and that it means a continual process of adjustment to the changed conditions and circumstances.===>Naglašava se da su promene otvoreni procesi bez jasno vidljivog kraja i predstavljaju kontinualni proces adaptacije izmenjenim uslovima i okolnostima.)
MATCH@M:(The book is also a systematization of knowledge as the basis for problem solving in the practice of effecting organizational change, not as a given set of rules and principles to manage change.===>U knjizi su sistematizovana znanja kao osnove za rešavanje problema u praksi ostvarivanja promene u organizaciji, nikako kao zadati skup pravila i principa kojima se upravlja promenom.)
MATCH@E:(The book is also a systematization of knowledge as the basis for problem solving in the practice of effecting organizational change, not as a given set of rules and principles to manage change.===>U knjizi su sistematizovana znanja kao osnove za rešavanje problema u praksi ostvarivanja promene u organizaciji, nikako kao zadati skup pravila i principa kojima se upravlja promenom.)
MATCH@M:(The set of systematized ideas about the organization in the already classic schools and theories of organization are being studied as they are the basis for understanding organizational change.===>Skup sis-tematizovanih ideja o organizaciji u vec klasičnim školama i teorijama organizacije proučavaju se jer predstavljaju ključnu osnovicu za razumevanje organizacionih promena.)
MATCH@E:(The set of systematized ideas about the organization in the already classic schools and theories of organization are being studied as they are the basis for understanding organizational change.===>Skup sis tematizovanih ideja o organizaciji u već klasičnim školama i teorijama organizacije proučavaju se jer predstavljaju ključnu osnovicu za razumevanje organizacionih promena.)
MATCH@M:(In order that organizations be changed, it is necessary that their structure, management and behaviour be perceived in a broader contextual, theoretical and historical perspective.===>Da bi se organizacije men-jale potrebno je da se sagleda njihova struktura, menadžment i ponašanje u široj kontekstualnoj, teorijskoj i istorijskoj perspektivi.)
MATCH@E:(In order that organizations be changed, it is necessary that their structure, management and behaviour be perceived in a broader contextual, theoretical and historical perspective.===>Da bi se organizacije menjale potrebno je da se sagleda njihova struktura, menadžment i ponašanje u široj kontekstualnoj, teorijskoj i istorijskoj perspektivi.)
MATCH@M:(It is also necessary that the organizational change should be observed as related to organizational strategy, therefore the analyses of strategic management in the section of the strategy execution are identified as synonymous with the change realization in the organization.===>Neophodno je da se organizaciona promena sagleda u vezi sa organizacionom strategijom, tako da su razmatranja strateškog menadžmenta u delu realizacije strategije identifikovana sa procesom ostvarenja promene u organizaciji.)
MATCH@E:(It is also necessary that the organizational change should be observed as related to organizational strategy, therefore the analyses of strategic management in the section of the strategy execution are identified as synonymous with the change realization in the organization.===>Neophodno je da se organizaciona promena sagleda u vezi sa organizacionom strategijom, tako da su razmatranja strateškog menadžmenta u delu realizacije strategije identifikovana sa procesom ostvarenja promene u organizaciji.)
MATCH@M:(Each of the twelve chapters in the book finishes with the description of concrete problems presented in a case study, whereas the theoretical analyses are illustrated with numerous examples from practice.===>Svako od dvanaest poglavlja u knjizi završava se opisom konkretnih problema predstavljenih studijom slučaja, a teorijska razmatranja su potkrepljena brojnim primerima prakse.)
MATCH@E:(Each of the twelve chapters in the book finishes with the description of concrete problems presented in a case study, whereas the theoretical analyses are illustrated with numerous examples from practice.===>Svako od dvanaest poglavlja u knjizi završava se opisom konkretnih problema predstavljenih studijom slučaja, a teorijska razmatranja su potkrepljena brojnim primerima prakse.)
MATCH@M:(The book Managing Change is a compulsory reading matter for the students of management and organization, as well as for the managers who have to overcome the resistance to change and execute projects of change in practice.===>Knjiga «Upravljanje promenama» nezaobilazno je štivo za studente menadžmenta i organizacije i za menadžere koji savladavaju otpore promenama i sprovode projekte promena u praksi.)
MATCH@E:(The book Managing Change is a compulsory reading matter for the students of management and organization, as well as for the managers who have to overcome the resistance to change and execute projects of change in practice.===>Knjiga «Upravljanje promenama» nezaobilazno je štivo za studente menadžmenta i organizacije i za menadžere koji savladavaju otpore promenama i sprovode projekte promena u praksi.)
MATCH@M:(Although the field is young, it offers a lot of solutions, mainly intended for better reporting and analysis, which would support the decision making process at all levels of decision making.===>Iako je oblast mlada, nudi dosta rešenja, prvenstveno namenjena boljem izveštavanju i analizi koji će podržati proces donošenja odluke, na svim nivoima odlučivanja.)
MATCH@E:(Although the field is young, it offers a lot of solutions, mainly intended for better reporting and analysis, which would support the decision making process at all levels of decision making.===>Iako je oblast mlada, nudi dosta rešenja, prvenstveno namenjena boljem izveštavanju i analizi koji će podržati proces donošenja odluke, na svim nivoima odlučivanja.)
MATCH@M:(As the decision process is part of every area of human endeavor, so are business intelligence systems becoming part of many different areas of management.===>Kako je proces odlučivanja prisutan u svakoj oblasti ljudskog delovanja, tako i sistemi poslovne inteligencije postaju prisutni u najrazličitijim oblastima organizovanja.)
MATCH@E:(As the decision process is part of every area of human endeavor, so are business intelligence systems becoming part of many different areas of management.===>Kako je proces odlučivanja prisutan u svakoj oblasti ljudskog delovanja, tako i sistemi poslovne inteligencije postaju prisutni u najrazličitijim oblastima organizovanja.)
MATCH@M:(Nevertheless, there are specific business topics for which there are still no record of business intelligence application.===>Ipak, postoje oblasti poslovanja sa svojim specifičnostima za koje ne postoje opisi dosadašnje primene poslovne inteligencije.)
MATCH@E:(Nevertheless, there are specific business topics for which there are still no record of business intelligence application.===>Ipak, postoje oblasti poslovanja sa svojim specifičnostima za koje ne postoje opisi dosadašnje primene poslovne inteligencije.)
MATCH@M:(One such topic is Document Management Systems (DMS), which are also carrying informational potential for better decisions, that could be harnessed in building a business intelligence system.===>Jedna takva oblast su i sistemi za upravljanje dokumentacijom, koji nose informacioni potencijal za odlučivanje koji je moguće iskoristiti građenjem sistema poslovne inteligencije.)
MATCH@E:(One such topic is Document Management Systems (DMS), which are also carrying informational potential for better decisions, that could be harnessed in building a business intelligence system.===>Jedna takva oblast su i sistemi za upravljanje dokumentacijom, koji nose informacioni potencijal za odlučivanje koji je moguće iskoristiti građenjem sistema poslovne inteligencije.)
MATCH@M:(This paper describes such an effort, which solves the identified needs for quality information by building a business intelligence system over document meta-data within the organization.===>Ovaj rad opisuje ovakav jedan poduhvat, koji primećene potrebe za kvalitetnim informacijama rešava izgradnjom sistema poslovne inteligencije nad meta-podacima dokumentacije u organizaciji. 1.	Uvod)
MATCH@E:(This paper describes such an effort, which solves the identified needs for quality information by building a business intelligence system over document meta-data within the organization. ~~~ 1.===>Ovaj rad opisuje ovakav jedan poduhvat, koji primećene potrebe za kvalitetnim informacijama rešava izgradnjom sistema poslovne inteligencije nad meta-podacima dokumentacije u organizaciji. 1.)
MATCH@M:(1.	Introduction The decision-making process is the most important process in managing an organization.===>Proces donošenja odluka najbitniji je proces u upravljanju organizacijom.)
MATCH@E:(Introduction The decision-making process is the most important process in managing an organization.===>Uvod Proces donošenja odluka najbitniji je proces u upravljanju organizacijom.)
MATCH@M:(The theory defines management as a succession of choices, i.e., decisions and actions meant to bring the system into a desired state.===>Upravljanje se u teoriji i defini-še kao niz izbora, tj. odluka i akcija, koji imaju za cilj da dovedu sistem u željeno stanje.)
MATCH@E:(The theory defines management as a succession of choices, i.e., decisions and actions meant to bring the system into a desired state.===>Upravljanje se u teoriji i definiše kao niz izbora, tj. odluka i akcija, koji imaju za cilj da dovedu sistem u željeno stanje.)
MATCH@M:(Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management.===>Tako je značaj uspe-šnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije.)
MATCH@E:(Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management.===>Tako je značaj uspešnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije. ~~~ Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta:)
BAD_LINE_=============================================================
BAD_LINE_M:Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management.
BAD_LINE_M:Tako je značaj uspe-šnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije.
BAD_LINE_E:Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management.
BAD_LINE_E:Tako je značaj uspešnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije. ~~~ Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta:
MATCH@M:(As Peter Drucker, the founder of modern management, pointed out: “Making good decisions is a crucial skill at every level.“===>Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta: „Donošenje dobrih odluka je kritična veština na svakom nivou“ („Making good decisions is a crucial skill at every level“).)
MATCH@E:(As Peter Drucker, the founder of modern management, pointed out: Making good decisions is a crucial skill at every level.===>Donošenje dobrih odluka je kritična veština na svakom nivou (Making good decisions is a crucial skill at every level).)
BAD_LINE_=============================================================
BAD_LINE_M:As Peter Drucker, the founder of modern management, pointed out: “Making good decisions is a crucial skill at every level.“
BAD_LINE_M:Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta: „Donošenje dobrih odluka je kritična veština na svakom nivou“ („Making good decisions is a crucial skill at every level“).
BAD_LINE_E:As Peter Drucker, the founder of modern management, pointed out: Making good decisions is a crucial skill at every level.
BAD_LINE_E:Donošenje dobrih odluka je kritična veština na svakom nivou (Making good decisions is a crucial skill at every level).
MATCH@M:(One basic way to support the decision-making process is to supply the decision makers with information.===>Jedan od osnovnih načina kako se pruža podrška procesu odlučivanja jeste snabdevanje donosioca odluka informacijama.)
MATCH@E:(One basic way to support the decision-making process is to supply the decision makers with information.===>Jedan od osnovnih načina kako se pruža podrška procesu odlučivanja jeste snabdevanje donosioca odluka informacijama.)
MATCH@M:(It is actually the support to the first phase of the Symon structure of the decision-making process Ê1]-===>To zapravo daje podršku prvoj fazi Saj-mon-ove strukture procesa odlučivanja [1].)
MATCH@E:(It is actually the support to the first phase of the Symon structure of the decision-making process Š1Ë.===>To zapravo daje podršku prvoj fazi Sajmon-ove strukture procesa odlučivanja Š1Ë.)
MATCH@M:(The last two decades have witnessed the development of a number of tools and methods in the field of business operations, under the name of Business Intelligence and for the purpose of aiding the first phase of decision making.===>U oblasti poslovanja u poslednje dve decenije razvio se niz metoda i alata koji pod nazivom Poslovna inteligencija (eng. Business intelligence) imaju za cilj da upravo pruže pomoć u prvoj fazi odlučivanja.)
MATCH@E:(The last two decades have witnessed the development of a number of tools and methods in the field of business operations, under the name of Business Intelligence and for the purpose of aiding the first phase of decision making.===>U oblasti poslovanja u poslednje dve decenije razvio se niz metoda i alata koji pod nazivom Poslovna inteligencija (eng. Business intelligence) imaju za cilj da upravo pruže pomoć u prvoj fazi odlučivanja.)
MATCH@M:(The general principle is “the right information in the right time, to the right user“, which stresses the provision and presentation, rather than the method in which the available information from the environment is made use of.===>Generalni princip je: „prava informacija u pravo vreme, pravom korisniku“, što stavlja akcenat na pribavljanje i prikaz, a ne način ko-rišćenja dostupnih informacija iz okruženja.)
MATCH@E:(The general principle is the right information in the right time, to the right user, which stresses the provision and presentation, rather than the method in which the available information from the environment is made use of.===>Generalni princip je: prava informacija u pravo vreme, pravom korisniku, što stavlja akcenat na pribavljanje i prikaz, a ne način korišćenja dostupnih informacija iz okruženja.)
MATCH@M:(Business intelligence systems are meant to enhance the improvement of a number of criteria of the decisions made: the risk reduction and the effectiveness, at significantly lower costs (of resources and time) for consuming new information and, consequently, for decision making.===>Sistemi poslovne inteligencije treba da doprinesu poboljšanju više kriterijuma donetih odluka: smanjivanju rizika i efektivnosti, uz znatno niže troškove (resursa i vremena) za konzumiranje novih informacija a samim tim i donošenje odluke.)
MATCH@E:(Business intelligence systems are meant to enhance the improvement of a number of criteria of the decisions made: the risk reduction and the effectiveness, at significantly lower costs (of resources and time) for consuming new information and, consequently, for decision making.===>Sistemi poslovne inteligencije treba da doprinesu poboljšanju više kriterijuma donetih odluka: smanjivanju rizika i efektivnosti, uz znatno niže troškove (resursa i vremena) za konzumiranje novih informacija a samim tim i donošenje odluke.)
MATCH@M:(This has become possible due to enormous advances in the information technologies development, in the fields of both data storage and data processing.===>Ovo je postalo moguće zahvaljujući ogromnom napretku informacionih tehnologija, kako u oblasti skladištenja podataka, tako i u oblasti procesiranja istih.)
MATCH@E:(This has become possible due to enormous advances in the information technologies development, in the fields of both data storage and data processing.===>Ovo je postalo moguće zahvaljujući ogromnom napretku informacionih tehnologija, kako u oblasti skladištenja podataka, tako i u oblasti procesiranja istih.)
MATCH@M:(Business intellingence actually links two sides: the management needs for information for the purpose of making better decisions and a multiple growth of the available data.===>Poslovna inteligencija zapravo pokušava da poveže dve strane: potrebe menadžmenta za informacijama radi boljeg odlučivanja i umnoženi rast dostupnih podataka.)
MATCH@E:(Business intellingence actually links two sides: the management needs for information for the purpose of mak ing better decisions and a multiple growth of the available data.===>Poslovna inteligencija zapravo pokušava da poveže dve strane: potrebe menadžmenta za informacijama radi boljeg odlučivanja i umnoženi rast dostupnih podataka.)
MATCH@M:(The goal of the business intelligence is, therefore, to integrate and consolidate the data from different, often isolated information systems, as well as to allow for the decision makers to access all the data available in a simple, fast and flexible manner in order that they should acquire the information that would in turn advance the decision-making process.===>Cilj poslovne inteligencije je dakle da objedini i kon-soliduje podatke iz različitih, često izolovanih, infor-macionih sistema, kao i da omogući donosiocima odluka da jednostavno, brzo i fleksibilno pristupe sveukupnosti podataka radi dolaženja do informacija koje bi unapredile proces odlučivanja.)
MATCH@E:(The goal of the business intelligence is, therefore, to integrate and consolidate the data from different, often isolated information systems, as well as to allow for the decision makers to access all the data available in a simple, fast and flexible manner in order that they should acquire the information that would in turn advance the decision-making process.===>Cilj poslovne inteligencije je dakle da objedini i konsoliduje podatke iz različitih, često izolovanih, informacionih sistema, kao i da omogući donosiocima odluka da jednostavno, brzo i fleksibilno pristupe sveukupnosti podataka radi dolaženja do informacija koje bi unapredile proces odlučivanja.)
MATCH@M:(The business intelligence systems hence make the decision-making process faster and risk freer, which are the basic qualities of decision making.===>Sistemi poslovne inteligencije tako čine da proces odlučivanja bude brži i sa manje rizika, što su jedni od osnovnih kvaliteta odlučivanja.)
MATCH@E:(The business intelligence systems hence make the decision-making process faster and risk freer, which are the basic qualities of decision making. ~~~ 2.===>Sistemi poslovne inteligencije tako čine da proces odlučivanja bude brži i sa manje rizika, što su jedni od osnovnih kvaliteta odlučivanja. 2.)
MATCH@M:(The advantages of digitalization are numerous, and most evident are the following: a more reliable and efficient warehousing, easier search, copying, sending, etc.===>Prednosti digitalizacije medija su brojne, a najočiglednije su: pouzdanije i efikasnije skladištenje, lakše pretraživanje, umnožavanje, slanje, itd.)
MATCH@E:(The advantages of digitalization are numerous, and most evident are the following: a more reliable and efficient warehousing, easier search, copying, sending, etc.===>Prednosti digitalizacije medija su brojne, a najočiglednije su: pouzdanije i efikasnije skladištenje, lakše pretraživanje, umnožavanje, slanje, itd.)
MATCH@M:(The paper media, called treeware in slang, are increasingly being abandoned in many areas of modern living, so it is with business.===>Papirni mediji, u žargonu zvani treeware, napuštaju se u većini oblasti života, pa tako i u poslovanju.)
MATCH@E:(The paper media, called treeware in slang, are increasingly being abandoned in many areas of modern living, so it is with business.===>Papirni mediji, u žargonu zvani treeware, napuštaju se u većini oblasti života, pa tako i u poslovanju.)
MATCH@M:(The digitalization of business documentation, however, is slightly slower due to legislation that demands high levels of reliability and confidentiality in order that the electronic documents should gain the legal power.===>Ipak, digitalizacija poslovne dokumentacije odvija se nešto sporije zbog zakonskih regulativa koje zahteva-ju visoke nivoe pouzdanosti i poverljivosti da bi elektronski dokumenti dobili pravnu snagu.)
MATCH@E:(The digitalization of business documentation, however, is slightly slower due to legislation that demands high levels of reliability and confidentiality in order that the electronic documents should gain the legal power.===>Ipak, digitalizacija poslovne dokumentacije odvija se nešto sporije zbog zakonskih regulativa koje zahtevaju visoke nivoe pouzdanosti i poverljivosti da bi elektronski dokumenti dobili pravnu snagu.)
MATCH@M:(Hence in the provisional solutions the electronic documentation is used alongside the paper documentation, which has the probative force in case of dispute.===>Tako se u pre-laznim rešenjima elektronska dokumentacija koristi paralelno sa papirnom, koja ima dokaznu moć u slučaju sporova.)
MATCH@E:(Hence in the provisional solutions the electronic documentation is used alongside the paper documentation, which has the probative force in case of dispute.===>Tako se u prelaznim rešenjima elektronska dokumentacija koristi paralelno sa papirnom, koja ima dokaznu moć u slučaju sporova.)
MATCH@M:(Such redundant storage of documents is, however, still used since it has more advantages than disadvantages, which speaks in favour of the high quality of electronic documentation.===>Takvo redundantno čuvanje dokumentacije se ipak upotrebljava jer ima više prednosti nego nedostataka, što govori u korist visokih kvaliteta elektronske dokumentacije.)
MATCH@E:(Such redundant storage of documents is, however, still used since it has more advantages than disadvantages, which speaks in favour of the high quality of electronic documentation.===>Takvo redundantno čuvanje dokumentacije se ipak upotrebljava jer ima više prednosti nego nedostataka, što govori u korist visokih kvaliteta elektronske dokumentacije.)
MATCH@M:(The situation in Serbia is similar, the companies use the DMS systems to organize and have the insight into the documentation, whereas they keep the paper documents in case of dispute.===>U Srbiji je slična situacija, gde preduzeća koriste DMS sisteme za organizaciju i uvid u dokumentaciju, a papirnu čuvaju radi sudskih sporova.)
MATCH@E:(The situation in Serbia is similar, the companies use the DMS systems to organize and have the insight into the documentation, whereas they keep the paper documents in case of dispute.===>U Srbiji je slična situacija, gde preduzeća koriste DMS sisteme za organizaciju i uvid u dokumentaciju, a papirnu čuvaju radi sudskih sporova. 2.)
MATCH@M:(The Electronic Signature Act, enforced in 2004, is meant to regulate the relability and confidentiality of electronic documents.===>Ipak, počela je i primena Zakona o elektronskom potpisu iz 2004.godine [2], koji treba da reguliše pouzdanost i poverljivost elektronskih dokumenata.)
MATCH@E:(The Electronic Signature Act, enforced in 2004 Š2Ë, is meant to regulate the relability and confidentiality of electronic documents.===>Ipak, počela je i primena Zakona o elektronskom potpisu iz 2004.godine Š2Ë, koji treba da reguliše pouzdanost i poverljivost elektronskih dokumenata.)
MATCH@M:(For the time being, its application is limited, and the role of certification bodies is assigned only to the “PTT Serbia“ and the Economic Chamber of Serbia.===>Zasad je primena ogranicena, pri čemu ulogu sertifikacionog tela igraju jedno „PTT Srbije“ i Privredna komora Srbije.)
MATCH@E:(For the time being, its application is limited, and the role of certification bodies is assigned only to the PTT Serbia and the Economic Chamber of Serbia.===>Zasad je primena ogranicena, pri čemu ulogu sertifikacionog tela igraju jedno PTT Srbije i Privredna komora Srbije.)
MATCH@M:(When the application of this act has been extended to an appropriate extent, the paper documentation will become inferior, which should improve the electrinic business operations in this country, and this is one of the objectives of this Act.===>Kada se primena ovog zakona proširi dovoljno, papirna dokumentacija će biti inferiorna, što bi trebalo da poboljša i funkcionisanje elektronskog poslovanja kod nas, što je i jedan od ciljeva Zakona.)
MATCH@E:(When the application of this act has been extended to an appropriate extent, the paper documentation will become inferior, which should improve the electrinic business operations in this country, and this is one of the objectives of this Act.===>Kada se primena ovog zakona proširi dovoljno, papirna dokumentacija će biti inferiorna, što bi trebalo da poboljša i funkcionisanje elektronskog poslovanja kod nas, što je i jedan od ciljeva Zakona.)
MATCH@M:(The Document Management System serves to efficiently 1) store, 2) organize, and 3) make the digitalized documentation available to the user, so that the user can browse through it.===>Sistem za upravljanje dokumentima služi da dokumentaciju pretvorenu u digitalni oblik efikasno: 1) skladišti, 2) organizuje i 3) stavlja dostupnim korisniku uz mogućnosti pretraživanja.)
MATCH@E:(The Document Management System serves to efficiently 1) store, 2) organize, and 3) make the digitalized documentation available to the user, so that the user can browse through it.===>Sistem za upravljanje dokumentima služi da dokumentaciju pretvorenu u digitalni oblik efikasno: ~~~ 1) skladišti, 2) organizuje i 3) stavlja dostupnim korisniku uz mogućnosti pretraživanja.)
MATCH@M:(The document is transformed into a digital image, marked and indexed by meta data, which will be dealt with in the following chapters.===>Dokument se pretvara u digitalnu sliku, označi i obeleži metapodacima o kojima će biti reči kasnije.)
MATCH@E:(The document is transformed into a digital image, marked and indexed by meta data, which will be dealt with in the following chapters.===>Dokument se pretvara u digitalnu sliku, označi i obeleži metapodacima o kojima će biti reči kasnije.)
MATCH@M:(Additionally, the fields in the document indexed in advance are entered into the electronic database, in order to facilitate the search.===>Dodatno se unapred određena polja iz dokumenta unesu u elektronsku bazu, kako bi olakšali pretragu.)
MATCH@E:(Additionally, the fields in the document indexed in advance are entered into the electronic database, in order to facilitate the search.===>Dodatno se unapred određena polja iz dokumenta unesu u elektronsku bazu, kako bi olakšali pretragu.)
MATCH@M:(The DMS users are all members of the organization with an access to the documentation, either by updating the documents within the transactions over documents, or by having an insight into the documents in other business processes.===>Korisnici DMS sistema su svi članovi organizacije koji imaju dodir sa dokumentacijom, bilo na ažuriranju dokumenata unutar transakcija nad dokumentom, bilo na uvidu u dokumente u drugim poslovnim procesima.)
MATCH@E:(The DMS users are all members of the organization with an access to the documentation, either by updating the documents within the transactions over documents, or by having an insight into the documents in other business processes.===>Korisnici DMS sistema su svi članovi organizacije koji imaju dodir sa dokumentacijom, bilo na ažuriranju dokumenata unutar transakcija nad dokumentom, bilo na uvidu u dokumente u drugim poslovnim procesima.)
MATCH@M:(This covers a large portion of organization, therefore the improvements achieved by the DMS are not local in character; their implementation rather means benefits for the entire company.===>To pokriva veliki deo organizacije, pa tako i poboljšanja koja donosi DMS nisu lokalna, već celo preduzeće oseća koristi primene.)
MATCH@E:(This covers a large portion of organization, therefore the improvements achieved by the DMS are not local in character; their implementation rather means benefits for the entire company.===>To pokriva veliki deo organizacije, pa tako i poboljšanja koja donosi DMS nisu lokalna, već celo preduzeće oseća koristi primene.)
MATCH@M:(Figure 1 shows the image of the document filed in the DMS.===>Slika 1 prikazuje igled dokumenta arhiviranog u DMS sistemu.)
MATCH@E:(Figure 1 shows the image of the document filed in the DMS. ~~~ 2.1.===>Slika 1 prikazuje igled dokumenta arhiviranog u DMS sistemu.)
MATCH@M:(The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc.===>Metapodaci su podaci koji opisuju podatke, što se često odnosi na tip podataka, svrhu podataka, dozvoljene vrednosti, veze sa ostalim podacima, istorija podataka i slično.)
MATCH@E:(Documentation metadata The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc.===>)
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BAD_LINE_M:The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc.
BAD_LINE_M:Metapodaci su podaci koji opisuju podatke, što se često odnosi na tip podataka, svrhu podataka, dozvoljene vrednosti, veze sa ostalim podacima, istorija podataka i slično.
BAD_LINE_E:Documentation metadata The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc.
BAD_LINE_E:
MATCH@M:(The document is a form in which the data are exchanged in an organization.===>Dokument je forma u kojoj se razmenjuju podaci u organiaciji.)
MATCH@E:(The document is a form in which the data are exchanged in an organization.===>Dokument je forma u kojoj se razmenjuju podaci u organiaciji.)
MATCH@M:(It implicitely defines the purpose of the data, as well as the manner in which the data is used.===>On imlicitno određuje namenu podataka, kao i način korišćenja.)
MATCH@E:(It implicitely defines the purpose of the data, as well as the manner in which the data is used.===>On imlicitno određuje namenu podataka, kao i način korišćenja.)
MATCH@M:(The basic data contains the contents, whereas metadata describes the structure of the document and of the data the document includes.===>Osnovni podaci nose sadržaj, dok metapodaci opisuju strukturu dokumenta i podataka koje on nosi.)
MATCH@E:(The basic data contains the contents, whereas metadata describes the structure of the document and of the data the document includes.===>Osnovni podaci nose sadržaj, dok metapodaci opisuju strukturu dokumenta i podataka koje on nosi.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 9.===>Slika 9.)
MATCH@M:(The basic data from the document are the reason the documentation is gathered and most often they are the subject of detailed analyses.===>Osnovni podaci sa dokumenata su osnovni razlog zašto se dokumentacija prikuplja i oni su najčešće predmet detaljnih analiza.)
MATCH@E:(The basic data from the document are the reason the documentation is gathered and most often they are the subject of detailed analyses.===>Osnovni podaci sa dokumenata su osnovni razlog zašto se dokumentacija prikuplja i oni su najčešće predmet detaljnih analiza.)
MATCH@M:(The idea in this paper is to allow for the analysis of metedata on the documents in the organization, in order that new useful information should be obtained.===>Ideja ovog rada je da se omogući analiza metapodataka o dokumentima u organizaciji, kako bi se dobile nove informacije od koristi.)
MATCH@E:(The idea in this paper is to allow for the analysis of metedata on the documents in the organization, in order that new useful information should be obtained.===>Ideja ovog rada je da se omogući analiza metapodataka o dokumentima u organizaciji, kako bi se dobile nove informacije od koristi.)
MATCH@M:(Thus, for example, on the basis of such descriptions the reports can be made of the surveys of one type of documents in the organization, analyses of the document creation can be conducted, as well as the analyses of implementation and changes, etc.===>Tako se, na primer, na osnovu takvih opisa mogu napraviti izveštaji pregleda određenog tipa dokumenata u organizaciji, raditi analize nastajanja dokumenata, analize korišćenja i izmena, itd.)
MATCH@E:(Thus, for example, on the basis of such descriptions the reports can be made of the surveys of one type of documents in the organization, analyses of the document creation can be conducted, as well as the analyses of implementation and changes, etc. ~~~ Such Figure 1.===>Tako se, na primer, na osnovu takvih opisa mogu napraviti izveštaji pregleda određenog tipa dokumenata u organizaciji, raditi analize nastajanja dokumenata, analize korišćenja i izmena, itd.)
MATCH@M:(Suchinformation can show the state the business is in and foster the improvement of the business processes.===>Takve informacije mogu ukazati na stanje u poslovanju i motivisati da se poslovni procesi unaprede.)
MATCH@E:(The image of the document filed in the DMS information can show the state the business is in and foster the improvement of the business processes.===>Takve informacije mogu ukazati na stanje u poslovanju i motivisati da se poslovni procesi unaprede.)
MATCH@M:(The DMS application also presents a generic OLTP system.===>DMS aplikacija takođe predstavlja generički OLTP sistem.)
MATCH@E:(The DMS application also presents a generic OLTP system.===>DMS aplikacija takođe predstavlja generički OLTP sistem.)
MATCH@M:(The application relies on the metadata from the database that describe the fields of each defined document.===>Aplikacija se oslanja na metapodatke iz baze podataka koji opisuju polja svakog definisanog dokumenta.)
MATCH@E:(The application relies on the metadata from the database that describe the fields of each defined document.===>Aplikacija se oslanja na metapodatke iz baze podataka koji opisuju polja svakog definisanog doku Slika 1.)
MATCH@M:(Hence the base of such a system contains tables describing each of the document’s attributes, whereas the concrete images of the document are stored in the tables generated by the application itself, unknown and non-existent prior to the implementation of the application in the given company.===>Dakle baza ovog sistema sadrži tabele koje opisuju svaki atribut dokumenta, dok se konkretna pojavljivanja dokumenata čuvaju u tabelama koje ge-neriše sama aplikacija, a koje su nepoznate i nepostojeće pre početka upotrebe aplikacije u konkretnom preduzeću.)
MATCH@E:(Hence the base of such a system contains tables describing each of the documents attributes, whereas the concrete images of the document are stored in the tables generated by the application itself, unknown and non-existent prior to the implementation of the application in the given company.===>Izgled dokumenta arhiviranog u DMS sistemu menta. ~~~ Dakle baza ovog sistema sadrži tabele koje opisuju svaki atribut dokumenta, dok se konkretna pojavljivanja dokumenata čuvaju u tabelama koje generiše sama aplikacija, a koje su nepoznate i nepostojeće pre početka upotrebe aplikacije u konkretnom preduzeću.)
MATCH@M:(This practically means that the structure of the documents describing the business is generated by the user through the implementation of the application.===>To praktično znači da strukturu dokumenata koji opisuju poslovanje generiše korisnik upotrebom aplikacije.)
MATCH@E:(This practically means that the structure of the documents describing the business is generated by the user through the implementation of the application.===>To praktično znači da strukturu dokumenata koji opisuju poslovanje generiše korisnik upotrebom aplikacije.)
MATCH@M:(Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading.===>Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta.)
MATCH@E:(Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading. plication of these systems over the data generated by the DMS was not identified in the publications available.===>Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta. ~~~ Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.)
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BAD_LINE_M:Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading.
BAD_LINE_M:Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta.
BAD_LINE_E:Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading. plication of these systems over the data generated by the DMS was not identified in the publications available.
BAD_LINE_E:Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta. ~~~ Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.
MATCH@M:(The idea of developing a business intelligence system over the existing document management system came naturally.===>Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.)
MATCH@E:(The idea of developing a business intelligence system over the existing document management system came naturally.===>Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.)
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BAD_LINE_M:The idea of developing a business intelligence system over the existing document management system came naturally.
BAD_LINE_M:Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.
BAD_LINE_E:The idea of developing a business intelligence system over the existing document management system came naturally.
BAD_LINE_E:Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.
MATCH@M:(Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation.===>Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.)
MATCH@E:(Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation.===>Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izveštavanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta). ~~~ 2.2.)
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BAD_LINE_M:Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation.
BAD_LINE_M:Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.
BAD_LINE_E:Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation.
BAD_LINE_E:Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izveštavanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta). ~~~ 2.2.
MATCH@M:(The basic DMS application offers an opportunity for browsing and insight into the documentation.===>Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.)
MATCH@E:(The basic DMS application offers an opportunity for browsing and insight into the documentation.===>Izazovi i rešenja Osnova većine PI sistema predstavlja skladište podataka.)
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BAD_LINE_M:The basic DMS application offers an opportunity for browsing and insight into the documentation.
BAD_LINE_M:Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.
BAD_LINE_E:The basic DMS application offers an opportunity for browsing and insight into the documentation.
BAD_LINE_E:Izazovi i rešenja Osnova većine PI sistema predstavlja skladište podataka.
MATCH@M:(It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes.===>Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.)
MATCH@E:(It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes.===>Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.)
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BAD_LINE_M:It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes.
BAD_LINE_M:Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.
BAD_LINE_E:It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes.
BAD_LINE_E:Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.
MATCH@M:(The users of these applications are the employees who make use of the documents in doing their business.===>Korisnici ovih aplikacija su zaposleni koji koriste do-kuemente za obavljanje svojih aktivnosti.)
MATCH@E:(The users of these applications are the employees who make use of the documents in doing their business.===>Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.)
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BAD_LINE_M:The users of these applications are the employees who make use of the documents in doing their business.
BAD_LINE_M:Korisnici ovih aplikacija su zaposleni koji koriste do-kuemente za obavljanje svojih aktivnosti.
BAD_LINE_E:The users of these applications are the employees who make use of the documents in doing their business.
BAD_LINE_E:Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.
MATCH@M:(On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document.===>Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.)
MATCH@E:(On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document.===>U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integrisani podaci u preduzeću imali veći sinergetski efekat.)
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BAD_LINE_M:On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document.
BAD_LINE_M:Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.
BAD_LINE_E:On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document.
BAD_LINE_E:U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integrisani podaci u preduzeću imali veći sinergetski efekat.
MATCH@M:(The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business.===>Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.)
MATCH@E:(The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business.===>U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice očeva ove oblasti, Ralfa Kimbala i Bila Inmona, koje su iskazane u ranije pominjanim knjigama Š5,6Ë.)
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BAD_LINE_M:The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business.
BAD_LINE_M:Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.
BAD_LINE_E:The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business.
BAD_LINE_E:U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice očeva ove oblasti, Ralfa Kimbala i Bila Inmona, koje su iskazane u ranije pominjanim knjigama Š5,6Ë.
MATCH@M:(Hence they are the target group in the development of new analytic functionalities through the business intelligence system.===>Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.)
MATCH@E:(Hence they are the target group in the development of new analytic functionalities through the business intelligence system.===>Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.)
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BAD_LINE_M:Hence they are the target group in the development of new analytic functionalities through the business intelligence system.
BAD_LINE_M:Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.
BAD_LINE_E:Hence they are the target group in the development of new analytic functionalities through the business intelligence system.
BAD_LINE_E:Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.
MATCH@M:(Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations.===>Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izvešta-vanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta).)
MATCH@E:(Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations.===>Potrebe za analizom sagledavane su kroz: a) predhodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.)
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BAD_LINE_M:Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations.
BAD_LINE_M:Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izvešta-vanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta).
BAD_LINE_E:Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations.
BAD_LINE_E:Potrebe za analizom sagledavane su kroz: a) predhodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.
MATCH@M:(This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia [3,4].===>Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova [3, 4].)
MATCH@E:(This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia Š3,4Ë. 3.===>Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.)
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BAD_LINE_M:This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia [3,4].
BAD_LINE_M:Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova [3, 4].
BAD_LINE_E:This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia Š3,4Ë. 3.
BAD_LINE_E:Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.
MATCH@M:(The basis of the majority of BI systems is the data warehouse.===>Osnova većine PI sistema predstavlja skladište podataka.)
MATCH@E:(Challenges solutions The basis of the majority of BI systems is the data warehouse.===>Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.)
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BAD_LINE_M:The basis of the majority of BI systems is the data warehouse.
BAD_LINE_M:Osnova većine PI sistema predstavlja skladište podataka.
BAD_LINE_E:Challenges solutions The basis of the majority of BI systems is the data warehouse.
BAD_LINE_E:Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.
MATCH@M:(It acts as a support and an adjusted environment for BI user applications for reporting and analysis.===>Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.)
MATCH@E:(It acts as a support and an adjusted environment for BI user applications for reporting and analysis.===>Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.)
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BAD_LINE_M:It acts as a support and an adjusted environment for BI user applications for reporting and analysis.
BAD_LINE_M:Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.
BAD_LINE_E:It acts as a support and an adjusted environment for BI user applications for reporting and analysis.
BAD_LINE_E:Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.
MATCH@M:(The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications.===>Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.)
MATCH@E:(The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications.===>Korisnici ovih aplikacija su zaposleni koji koriste dokuemente za obavljanje svojih aktivnosti.)
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BAD_LINE_M:The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications.
BAD_LINE_M:Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.
BAD_LINE_E:The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications.
BAD_LINE_E:Korisnici ovih aplikacija su zaposleni koji koriste dokuemente za obavljanje svojih aktivnosti.
MATCH@M:(In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect.===>U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integri-sani podaci u preduzeću imali veći sinergetski efekat.)
MATCH@E:(In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect.===>Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.)
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BAD_LINE_M:In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect.
BAD_LINE_M:U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integri-sani podaci u preduzeću imali veći sinergetski efekat.
BAD_LINE_E:In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect.
BAD_LINE_E:Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.
MATCH@M:(In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books [5,6].===>U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice „očeva“ ove oblasti, Ralfa Kim-bala i Bila Inmona, koje su iskazane u ranije pominja-nim knjigama [5,6].)
MATCH@E:(In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books Š5,6Ë.===>Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.)
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BAD_LINE_M:In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books [5,6].
BAD_LINE_M:U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice „očeva“ ove oblasti, Ralfa Kim-bala i Bila Inmona, koje su iskazane u ranije pominja-nim knjigama [5,6].
BAD_LINE_E:In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books Š5,6Ë.
BAD_LINE_E:Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.
MATCH@M:(The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose.===>Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.)
MATCH@E:(The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose.===>Slični radovi u literaturi Iako je oblast PI široko korišćena u praksi, o čemu svedoće brojni izveštaji i publikacije, primenu tih sistema nad podacima generisanim DMS sistemom nismo pronašli među dostupnim publikacijama.)
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BAD_LINE_M:The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose.
BAD_LINE_M:Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.
BAD_LINE_E:The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose.
BAD_LINE_E:Slični radovi u literaturi Iako je oblast PI široko korišćena u praksi, o čemu svedoće brojni izveštaji i publikacije, primenu tih sistema nad podacima generisanim DMS sistemom nismo pronašli među dostupnim publikacijama.
MATCH@M:(The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses.===>Potrebe za analizom sagledavane su kroz: a) pred-hodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.)
MATCH@E:(The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses.===>Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova Š3, 4Ë. 3.)
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BAD_LINE_M:The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses.
BAD_LINE_M:Potrebe za analizom sagledavane su kroz: a) pred-hodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.
BAD_LINE_E:The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses.
BAD_LINE_E:Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova Š3, 4Ë. 3.
MATCH@M:(The problem with the initial DMS base is that, when a firm starts implementing the DMS application, the base does not contain any defined document the firm uses.===>Problem sa izvornom DMS bazom je da kada konkretna firma počne sa upotrebom DMS aplikacije, u bazi nije definisan nijedan dokument koji ta firma koristi.)
MATCH@E:(The problem with the initial DMS base is that, when a firm starts implementing the DMS application, the base does not contain any defined document the firm uses.===>Problem sa izvornom DMS bazom je da kada konkretna firma počne sa upotrebom DMS aplikacije, u bazi nije definisan nijedan dokument koji ta firma koristi.)
MATCH@M:(Through the application, the users will define any document, with the field structure, field types and other constraints.===>Korisnici će kroz aplikaciju definisati svaki dokument, sa strukturom polja, tipovima polja i ostalim ograničenjima.)
MATCH@E:(Through the application, the users will define any document, with the field structure, field types and other constraints.===>Korisnici će kroz aplikaciju definisati svaki dokument, sa strukturom polja, tipovima polja i ostalim ograničenjima.)
MATCH@M:(The application then generates the tables in the base, in which the data from thus defined documents are stored.===>Aplikacija zatim generiše tabele u bazi u kojima se čuvaju podaci iz tako definisanih dokumenata.)
MATCH@E:(The application then generates the tables in the base, in which the data from thus defined documents are stored.===>Aplikacija zatim generiše tabele u bazi u kojima se čuvaju podaci iz tako definisanih dokumenata.)
MATCH@M:(On the other hand, the idea of the BI DMS application is to generate a framework for introducing business intelligence over any DMS user base, rather than developing the BI system for every user company individually.===>Sa druge strane, ideja BI DMS aplikacije jeste da proizvede okvir za uvođenje poslovne inteligencije nad bilo koju bazu DMS korisnika, a ne da se PI sistem razvija nezavisno za svako preduzeće korisnika.)
MATCH@E:(On the other hand, the idea of the BI DMS application is to generate a framework for introducing business intelligence over any DMS user base, rather than developing the BI system for every user company individually.===>Sa druge strane, ideja BI DMS aplikacije jeste da proizvede okvir za uvođenje poslovne inteligencije nad bilo koju bazu DMS korisnika, a ne da se PI sistem razvija nezavisno za svako preduzeće korisnika.)
MATCH@M:(As the structure of the documents used by a given company is not known in advance, this data will be disclosed via the metadata the user utilized in defining the format of his documents.===>Kako se unapred ne zna struktura dokumenata koje koristi određena kompanija, ovi podaci će morati biti oktri-veni kroz metapodatke kojim je korisnik definisao izgled svojih dokumenata.)
MATCH@E:(As the structure of the documents used by a given company is not known in advance, this data will be disclosed via the metadata the user utilized in defining the format of his documents.===>Kako se unapred ne zna struktura dokumenata koje koristi određena kompanija, ovi podaci će morati biti oktriveni kroz metapodatke kojim je korisnik definisao izgled svojih dokumenata.)
MATCH@M:(This will be a biggest problem both in the warehouse designing and in establishing the procedures for warehouse refreshment.===>Ovo će predstavljati najveći problem, kako za projek-tovanje skladišta, tako i za izgradnju procedura za osvežavanje skladišta.)
MATCH@E:(This will be a biggest problem both in the warehouse designing and in establishing the procedures for warehouse refreshment. ~~~ 3.1.===>Ovo će predstavljati najveći problem, kako za projektovanje skladišta, tako i za izgradnju procedura za osvežavanje skladišta. 3.)
MATCH@M:(The warehouse schema should reflect its purpose in terms of the analyses required.===>Sema skladišta treba da odrazi njegovu svrhu u smislu potrebnih analiza.)
MATCH@E:(Data Warehouse Schema The warehouse schema should reflect its purpose in terms of the analyses required.===>[ema skladišta podataka [ema skladišta treba da odrazi njegovu svrhu u smislu potrebnih analiza.)
MATCH@M:(These are the data that describe every type of document, regardless of its contents.===>Ovo su podaci koji opisuju svaki tip dokumenta, bez obzira na njegov sadržaj.)
MATCH@E:(These are the data that describe every type of document, regardless of its contents.===>Ovo su podaci koji opisuju svaki tip dokumenta, bez obzira na njegov sadržaj.)
MATCH@M:(Additionally, certain fields are stored for every document, that show the document contents and are defined by the user for the purpose of facilitating the browsing through the documents.===>Dodatno, za svaki dokument se čuvaju i određena polja koja odražavaju sadržaj dokumenta, a koje korisnik definiše, kako bi lakše pretraživao dokumente.)
MATCH@E:(Additionally, certain fields are stored for every document, that show the document contents and are defined by the user for the purpose of facilitating the browsing through the documents.===>Dodatno, za svaki dokument se čuvaju i određena polja koja odražavaju sadržaj dokumenta, a koje korisnik definiše, kako bi lakše pretraživao dokumente.)
MATCH@M:(In this way the currency amounts can be stored (in case of financial documents), as well as goods denominations (in case of sales receipts) etc.===>Tako se mogu čuvati iznosi u valutama (za finansijksa dokumenta), nazivi artikla (za priznanice prodaje) i slično.)
MATCH@E:(In this way the currency amounts can be stored (in case of financial documents), as well as goods denominations (in case of sales receipts) etc.===>Tako se mogu čuvati iznosi u valutama (za finansijksa dokumenta), nazivi artikla (za priznanice prodaje) i slično.)
MATCH@M:(For the purposes of the analyses in our case there are two levels of granularity that have to be covered.===>Za potrebe analiza u našem slučaju postoji dva nivoa granularnosti koja trebaju biti pokrivena.)
MATCH@E:(For the purposes of the analyses in our case there are two levels of granularity that have to be covered.===>Za potrebe analiza u našem slučaju postoji dva nivoa granularnosti koja trebaju biti pokrivena.)
MATCH@M:(For the analyses of the number of documents (per customer, departments, partners, etc.) the atomic element is the document.===>Za analize broja dokumenata (po korisnicima, odeljenjima, partnerima, itd.) atomski element je dokument.)
MATCH@E:(For the analyses of the number of documents (per customer, departments, partners, etc.) the atomic element is the document.===>Za analize broja dokumenata (po korisnicima, odeljenjima, partnerima, itd.) atomski element je dokument.)
MATCH@M:(For the analyses of the usage of the documents, the atomic element is the action (event) over a document (generation, transformation, view, etc.).===>Za analize korišćenja dokumenata atomski element je akcija (događaj) nad nekim dokumentom (nastanak, izme-na, pogled, itd.).)
MATCH@E:(For the analyses of the usage of the documents, the atomic element is the action (event) over a document (generation, transformation, view, etc.).===>Za analize korišćenja dokumenata atomski element je akcija (događaj) nad nekim dokumentom (nastanak, izmena, pogled, itd.).)
MATCH@M:(The initial granulation is made possible by establishing measures over the Document table, whereas the second granulation is made possible by establishing measures over the Event table.===>Prva granularnost omogućena je izgradnjom mera nad tabelom Dokument, dok je druga granularnost omogućena izgradnjom mera nad tabelom Event.)
MATCH@E:(The initial granulation is made possible by establishing measures over the Document table, whereas the second granulation is made possible by establishing measures over the Event table.===>Prva granularnost omogućena je izgradnjom mera nad tabelom Dokument, dok je druga granularnost omogućena izgradnjom mera nad tabelom Event.)
MATCH@M:(Another critical element of the design is defining the time dimension.===>Još jedan bitan element dizajna je i definisanje vremenske dimenzije.)
MATCH@E:(Another critical element of the design is defining the time dimension.===>Još jedan bitan element dizajna je i definisanje vremenske dimenzije.)
MATCH@M:(In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week.===>U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji. Vremenska dimenzije je ista za oba nivoa granularnosti.)
MATCH@E:(In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week.===>U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji.)
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BAD_LINE_M:In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week.
BAD_LINE_M:U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji. Vremenska dimenzije je ista za oba nivoa granularnosti.
BAD_LINE_E:In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week.
BAD_LINE_E:U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji.
MATCH@M:(The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed.===>Šema je zvezdastog oblika (eng. star schema), gde je osnovna tabela Dokument, nad kojom se računaju mere dimenzionog modela.)
MATCH@E:(The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed.===>Ova tabela ujedno određuje i granularnost skladišta, kao elementarnu (atomsku) jedinicu izveštavanja.)
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BAD_LINE_M:The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed.
BAD_LINE_M:Šema je zvezdastog oblika (eng. star schema), gde je osnovna tabela Dokument, nad kojom se računaju mere dimenzionog modela.
BAD_LINE_E:The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed.
BAD_LINE_E:Ova tabela ujedno određuje i granularnost skladišta, kao elementarnu (atomsku) jedinicu izveštavanja.
MATCH@M:(They are kept because certain errors are impossible to remedy automatically.===>One se čuvaju jer je neke greške automatski nemoguće otkloniti.)
MATCH@E:(They are kept because certain errors are impossible to remedy automatically.===>One se čuvaju jer je neke greške automatski nemoguće otkloniti.)
MATCH@M:(Finally, the warehouse schema is designed in the relation model, using the MS SQL Server 2005 platform for database management.===>Na kraju, šema skladišta je realizovana u relacionom modelu, koristeći MS SQL Server 2005 platformu za upravljanje bazom podataka.)
MATCH@E:(Finally, the warehouse schema is designed in the relation model, using the MS SQL Server 2005 platform for database management.===>Na kraju, šema skladišta je realizovana u relacionom modelu, koristeći MS SQL Server 2005 platformu za upravljanje bazom podataka.)
MATCH@M:(The data model is denormalized as related to the initial model from the transactional system, which is one of the defining characteristics of the data warehouse.===>Model podataka je denormalizovan u odnosu na početni model iz transakci-onog sistema, što je jedna od definirajućih karakteri-sitka skladišta podataka.)
MATCH@E:(The data model is denormalized as related to the initial model from the transactional system, which is one of the defining characteristics of the data warehouse.===>Model podataka je de normalizovan u odnosu na početni model iz transakcionog sistema, što je jedna od definirajućih karakterisitka skladišta podataka. 3.)
MATCH@M:(To support the need for flexible ad-hoc reports, several OLAP cubes are defined and built.===>Da bi podržali potrebu za fleksibilnim ad-hoc izvešta-jima, definisane su i izgrađene nekoliko OLAP kocki.)
MATCH@E:(3.2. ~~~ Building OLAP cubes To support the need for flexible ad-hoc reports, several OLAP cubes are defined and built.===>Izrada OLAP kocki Da bi podržali potrebu za fleksibilnim ad-hoc izveštajima, definisane su i izgrađene nekoliko OLAP kocki.)
MATCH@M:(The role of the OLAP cubes is critical in obtaining reports promptly and making queries easily.===>OLAP kocke imaju ključnu ulogu da obezbede brzo dobijanje izveštaja kao i lak način upita.)
MATCH@E:(The role of the OLAP cubes is critical in obtaining reports promptly and making queries easily.===>OLAP kocke imaju ključnu ulogu da obezbede brzo dobijanje izveštaja kao i lak način upita.)
MATCH@M:(The OLAP cubes are built over the data warehouse, creating specific multidimensional structures in which the measures are defined, pre-aggregated for performance purposes.===>OLAP kocke su izgrađene nad skladištem podataka, kreirajući posebnu multidimenzionu strukturu u kojoj su definisane mere, koje su preagregirane radi performansi.)
MATCH@E:(The OLAP cubes are built over the data warehouse, creating specific multidimensional structures in which the measures are defined, pre-aggregated for performance purposes.===>OLAP kocke su izgrađene nad skladištem podataka, kreirajući posebnu multidimenzionu strukturu u kojoj su definisane mere, koje su preagregirane radi performansi.)
MATCH@M:(The Analysis Services tools are used from the SQL Server 2005, with the HOLAP structure as the form of storage.===>Korišćen je alat Analysis Services iz SQL Ser-vera 2005, a kao oblik skladištenja HOLAP struktura.)
MATCH@E:(The Analysis Services tools are used from the SQL Server 2005, with the HOLAP structure as the form of storage.===>Korišćen je alat Analysis Services iz SQL Servera 2005, a kao oblik skladištenja HOLAP struktura.)
MATCH@M:(The example of OLAP cubes application will be presented further on in the paper.===>Primer korišćenja OLAP kocki biće dat kasnije u radu.)
MATCH@E:(The example of OLAP cubes application will be presented further on in the paper.===>Primer korišćenja OLAP kocki biće dat kasnije u radu. 3.)
MATCH@M:(In order that the data settle in the warehouse for further analysis, it is necessary that they should be retrived from the original sources and adjusted to the data warehouse schema.===>Kako bi podaci nastanili skladište radi dalje analize, potrebno je da se podaci preuzmu iz originalnih izvora i da se prilagode šemi skladišta podataka.)
MATCH@E:(3.3. ~~~ Establishing ETL procedures In order that the data settle in the warehouse for further analysis, it is necessary that they should be retrived from the original sources and adjusted to the data warehouse schema.===>Izrada ETL procedura Kako bi podaci nastanili skladište radi dalje analize, potrebno je da se podaci preuzmu iz originalnih izvora i da se prilagode šemi skladišta podataka.)
MATCH@M:(The data source for the BI DMS warehouse is the transactional base of the DMS application.===>Izvor podataka za BI DMS skladište je transakciona baza DMS aplikacije.)
MATCH@E:(The data source for the BI DMS warehouse is the transactional base of the DMS application.===>Izvor podataka za BI DMS skladište je transakciona baza DMS aplikacije.)
MATCH@M:(The base contains the preconditioned table structure for meta data in which the documents are described, as well as automatically generated tables for storing data from the concrete documents.===>Ta baza sadrži predodređenu strukturu tabela za metapodatke, u kojima se opisuju dokumenti, kao i automatski generisane tabele koje čuvaju podetke sa konkretnih dokumenata.)
MATCH@E:(The base contains the preconditioned table structure for meta data in which the documents are described, as well as automatically generated tables for storing data from the concrete documents.===>Ta baza sadrži predodređenu strukturu tabela za metapodatke, u kojima se opisuju dokumenti, kao i automatski generisane tabele koje čuvaju podetke sa konkretnih dokumenata.)
MATCH@M:(In the concrete execution of the ETL procedures it is necessary that the data source be defined for each data from the warehouse, as well as its required transformations.===>Za konkretnu realizaciju ETL procedura potrebno je za svaki podatak iz skladišta odrediti izvor tog podatka, kao i potrebne transformacije istog.)
MATCH@E:(In the concrete execution of the ETL procedures it is necessary that the data source be defined for each data from the warehouse, as well as its required transformations.===>Za konkretnu realizaciju ETL procedura potrebno je za svaki podatak iz skladišta odrediti izvor tog podatka, kao i potrebne transformacije istog.)
MATCH@M:(We will then proceed to systematiize the mapping of the data that require that ETL procedures be designed to load the warehouse.===>U nastavku ćemo sistemtizovati mapiranje podataka za koje je potrebno napraviti ETL procedure koje će izvršiti popunjavanje skladišta.)
MATCH@E:(We will then proceed to systematiize the mapping of the data that require that ETL procedures be designed to load the warehouse.===>U nastavku ćemo sistemtizovati mapiranje podataka za koje je potrebno napraviti ETL procedure koje će izvršiti popunjavanje skladišta.)
MATCH@M:(As the databases of different organizations using the DMS vary by the document structure, as well as by the field names, it is necessary that specific ETL procedures should be designed for every organization that introduces the business intelligence system.===>Kako se baze podataka različitih organizacija koje koriste DMS sistem razlikuju po strukturi dokumenata, kao i nazivu polja, potrebno je izraditi posebne ETL procedure za svaku organizaciju koja uvodi sistem poslovne inteligencije.)
MATCH@E:(As the databases of different organizations using the DMS vary by the document structure, as well as by the field names, it is necessary that specific ETL procedures should be designed for every organization that introduces the business intelligence system.===>Kako se baze podataka različitih organizacija koje koriste DMS sistem razlikuju po strukturi dokumenata, kao i nazivu polja, potrebno je izraditi posebne ETL procedure za svaku organizaciju koja uvodi sistem poslovne inteligencije.)
MATCH@M:(Since the warehouse structure is known, it is only needed to point out to concrete fields in the database where the data required for the warehouse is stored.===>Kako je struktura skladišta poznata, zapravo je potrebno samo ukazati na konkretna polja u bazi podataka gde se čuvaju podaci potrebni za skladište.)
MATCH@E:(Since the warehouse structure is known, it is only needed to point out to concrete fields in the database where the data required for the warehouse is stored.===>Kako je struktura skladišta poznata, zapravo je potrebno samo ukazati na konkretna polja u bazi podataka gde se čuvaju podaci potrebni za skladište.)
MATCH@M:(A special XML file is designed for the mapping which can define the data sources without having to design specific ETL procedures.===>Za to mapiranje je napravljen poseban XML fajl kojim je moguće definisati izvore podataka bez dizajniranja posebnih ETL procedura.)
MATCH@E:(A special XML file is designed for the mapping which can define the data sources without having to design specific ETL procedures.===>Za to mapiranje je napravljen poseban XML fajl kojim je moguće definisati izvore podataka bez dizajniranja posebnih ETL procedura.)
MATCH@M:(Using this XML file, the ETL procedures automatically retrieve the date fields out of the initial tables, namely those whose structure is not defined in advance.===>Koristeći ovaj XML fajl, ETL procedure automatski izvlače polja datuma iz izvornih tabela, i to iz tabela čija struktura nije unapred određena.)
MATCH@E:(Using this XML file, the ETL procedures automatically retrieve the date fields out of the initial tables, namely those whose structure is not defined in advance.===>Koristeći ovaj XML fajl, ETL procedure automatski izvlače polja datuma iz izvornih tabela, i to iz tabela čija struktura nije unapred određena.)
MATCH@M:(The data given in the XML file are the minimum required to carry out the ETL procedures over the concrete implementation of the DMS base.===>Podaci koji se daju u XML fajlu su minimalni potrebni da bi se sprove-le ETL procedure nad konkretnom implementacijom DMS baze.)
MATCH@E:(The da ta given in the XML file are the minimum required to carry out the ETL procedures over the concrete implementation of the DMS base.===>Podaci koji se daju u XML fajlu su minimalni potrebni da bi se sprovele ETL procedure nad konkretnom implementacijom DMS baze.)
MATCH@M:(The same XML configuration file served to define other parametres, too, such as defining the connections over bases, or determining the table filters (document types) we need in our analyses, and hence in our warehouse.===>Isti XML konfiguracioni fajl poslužio je i da se defini-šu drugi parametri, poput definisanja konekcije ka bazama, ili određivanja filtera tabela (tipova dokumenta) koje želimo u analizama, pa samim tim i u skladištu.)
MATCH@E:(The same XML configuration file served to define other parametres, too, such as defining the connections over bases, or determining the table filters (document types) we need in our analyses, and hence in our warehouse.===>Isti XML konfiguracioni fajl poslužio je i da se definišu drugi parametri, poput definisanja konekcije ka ba zama, ili određivanja filtera tabela (tipova dokumenta) koje želimo u analizama, pa samim tim i u skladištu.)
MATCH@M:(Another detail is important to mention in relation with the ETL procedures.===>U vezi sa ETL procedurama, još jedan detalj je važno pomenuti.)
MATCH@E:(Another detail is important to mention in relation with the ETL procedures.===>U vezi sa ETL procedurama, još jedan detalj je važno pomenuti.)
MATCH@M:(As these procedures are long-lasting, it is important to ensure that these procedures encumber the operational base of the transaction system as little as possible.===>Kako su ove procedure dugotrajne, mora se obezbediti da je operativna baza transakcionog sistema što manje opterećena ovim procedurama.)
MATCH@E:(As these procedures are long-lasting, it is important to ensure that these procedures encumber the operational base of the transaction system as little as possible.===>Kako su ove procedure dugotrajne, mora se obezbediti da je operativna baza transakcionog sistema što manje opterećena ovim procedurama.)
MATCH@M:(Hence the replicas of the tables from the sources are made prior to the execution of the ETL procedures, and the staging in the data transfer is designed.===>Tako se pre izvršenja ETL procedura prvo pravi replika potrebnih tabela iz izvora, i tako pravi prelazna (Staging) faza transfera podataka.)
MATCH@E:(Hence the replicas of the tables from the sources are made prior to the execution of the ETL procedures, and the staging in the data transfer is designed.===>Tako se pre izvršenja ETL procedura prvo pravi replika potrebnih tabela iz izvora, i tako pravi prelazna (Staging) faza transfera podataka.)
MATCH@M:(The replica of this base is deprived of any mechanism for referential integrity or other checks in integrity maintainance, since there are no data transformations in this interim database.===>Replika ove baze je lišena svih mehanizama za referencijalni integritet i ostale provere za održavanje integriteta, pošto u ovoj među-bazi podataka nema izmena podataka.)
MATCH@E:(The replica of this base is deprived of any mechanism for referential integrity or other checks in integrity maintainance, since there are no data transformations in this interim database.===>Replika ove baze je lišena svih mehanizama za referencijalni integritet i ostale provere za održavanje integriteta, pošto u ovoj međubazi podataka nema izmena podataka.)
MATCH@M:(This allows for the data to be retrieved from the operational base in a prompter way, and the procedures themselves continue to operate over the base replica.===>Ovo obezbeđu-je da se podaci brže izvuku iz operacione baze a same procedure nadalje rade nad replikom baze.)
MATCH@E:(This allows for the data to be retrieved from the operational base in a prompter way, and the procedures themselves continue to operate over the base replica.===>Ovo obezbeđuje da se podaci brže izvuku iz operacione baze a same procedure nadalje rade nad replikom baze.)
MATCH@M:(Additionally, these procedures are conducted at night, when the need for the operational base is minimal.===>Dodatno, ove procedure se izvršavaju noću, kada je potreba za operacionom bazom minimalna.)
MATCH@E:(Additionally, these procedures are conducted at night, when the need for the operational base is minimal.===>Dodatno, ove procedure se izvršavaju noću, kada je potreba za operacionom bazom minimalna.)
MATCH@M:(The procedures to accomplish the data mapping from the source to the warehouse are designed in the Microsoft SQL Server 2005 environment, using the Integration Services tools.===>Procedure koje će obaviti mapiranje podataka sa izvora u skladište rađene su u Microsoft SQL Server 2005 okruženju, koristeći alat Integration Services.)
MATCH@E:(The procedures to accomplish the data mapping from the source to the warehouse are designed in the Microsoft SQL Server 2005 environment, using the Integration Services tools.===>Procedure koje će obaviti mapiranje podataka sa izvora u skladište rađene su u Microsoft SQL Server 2005 okruženju, koristeći alat Integration Services.)
MATCH@M:(A special problem arising in the building of data warehouse is the data quality.===>Poseban problem kod izgradnje skladišta podataka je i kvalitet podataka.)
MATCH@E:(Quality of data A special problem arising in the building of data warehouse is the data quality.===>Kvalitet podataka Poseban problem kod izgradnje skladišta podataka je i kvalitet podataka.)
MATCH@M:(Namely, a large number of records from the initial systems carry various errors, which, if not corrected, may affect the accuracy of the report to a large extent.===>Naime, dosta zapisa iz izvornih sistema nose razne greške što, ako se ne sanira, može bitno uticati na tačnost izveštaja.)
MATCH@E:(Namely, a large number of records from the initial systems carry various errors, which, if not corrected, may affect the accuracy of the report to a large extent.===>Naime, dosta zapisa iz izvornih sistema nose razne greške što, ako se ne sanira, može bitno uticati na tačnost izveštaja.)
MATCH@M:(As one of the founders of computer science, Charles Babbage, said: “garbage at the entrance, garbage at the exit“, which means that the quality of output reports is directly affected by the data quality in the input.===>Kao što je jedan od očeva informatike, Carls Bebidž, rekao: „đubre na ulazu, đubre na izlazu“, što preneseno znači da je kvalitet izlaznih izveštaja direktno pod uticajem kvalitetom podataka na ulazu.)
MATCH@E:(As one of the founders of computer science, Charles Babbage, said: garbage at the entrance, garbage at the exit, which means that the quality of output reports is directly affected by the data quality in the input.===>Kao što je jedan od očeva informatike, Čarls Bebidž, rekao: đubre na ulazu, đubre na izlazu, što preneseno znači da je kvalitet izlaznih izveštaja direktno pod uticajem kvalitetom podataka na ulazu.)
MATCH@M:(The problem is that the awareness of the need to improve the data quality comes not prior to designing the data gathering system, but after the already collected data are used.===>Problem je što svest o potrebi za povećavanjem kvaliteta podataka ne dolazi pre projektovanja sistema za prikupljanje podatka, već nakon upotrebe već prikupljenih podataka.)
MATCH@E:(The problem is that the awareness of the need to improve the data quality comes not prior to designing the data gathering system, but after the already collected data are used.===>Problem je što svest o potrebi za povećavanjem kvaliteta podataka ne dolazi pre projektovanja sistema za prikupljanje podatka, već nakon upotrebe već prikupljenih podataka.)
MATCH@M:(The business intelligence system is therefore one of the motivating agents forf focusing upon the data quality in the initial systems.===>Sistem poslovne inteligencije je stoga jedan od motivatora da se u izvornim sistemima značajan akcenat stavi na kvalitet podataka.)
MATCH@E:(The business intelligence system is therefore one of the motivating agents forf focusing upon the data quality in the initial systems.===>Sistem poslovne inteligencije je stoga jedan od motivatora da se u izvornim sistemima značajan akcenat stavi na kvalitet podataka.)
MATCH@M:(Most typical mistakes are the the wrongly spelt words.===>Najčešće greške tiču se zamene slova.)
MATCH@E:(Most typical mistakes are the the wrongly spelt words.===>Najčešće greške tiču se zamene slova.)
MATCH@M:(The computer understands the words “Milo[“ and “Milos“ as two different words, although people do not find (or do not see) this to be a mistake.===>Reči „Miloš“ i „Milos“ za računar nisu iste, iako ljudi ne smatraju (ili ne primećuju) ovo greškom.)
MATCH@E:(The computer understands the words Miloš and Milos as two different words, although people do not find (or do not see) this to be a mistake.===>Reči Miloš i Milos za računar nisu iste, iako ljudi ne smatraju (ili ne primećuju) ovo greškom.)
MATCH@M:(In data processing or in the report, such names can be interpreted as different names.===>U obradi podataka ili iz-veštaju, ovakva imena se mogu protumačiti kao različita.)
MATCH@E:(In data processing or in the report, such names can be interpreted as different names.===>U obradi podataka ili izveštaju, ovakva imena se mogu protumačiti kao različita.)
MATCH@M:(Sometimes even the size of the letters can make a difference, and the computer may interpret the words “Beograd“ and “beograd“ as two different words.===>Ponekad čak razliku mogu napraviti i veličina slova, pa računar može različito protumačiti reči „Beograd“ i „beograd“.)
MATCH@E:(Sometimes even the size of the letters can make a difference, and the computer may interpret the words Beograd and beograd as two different words.===>Ponekad čak razliku mogu napraviti i veličina slova, pa računar može različito protumačiti reči Beograd i beograd.)
MATCH@M:(The errors in dates are also very common.===>Takođe dosta česte su i greške u datumima.)
MATCH@E:(The errors in dates are also very common.===>Takođe dosta česte su i greške u datumima.)
MATCH@M:(They are most commonly caused by the different format of writing the date.===>Najčešće su prouzrokovane različitim formatom zapisa datuma.)
MATCH@E:(They are most commonly caused by the different format of writing the date.===>Najčešće su prouzrokovane različitim formatom zapisa datuma.)
MATCH@M:(Thus “1.20.2007.“ is not the same as “20.1.2007.“, or “20.1.2207.“.===>Tako nije isto „1.20.2007.“ sa „20.1.2007.“ i sa „20.1.2207.“)
MATCH@E:(Thus 1.20.2007. is not the same as 20.1.2007., or 20.1.2207..===>Tako nije isto 1.20.2007. sa 20.1.2007. i sa 20.1.2207.)
MATCH@M:(Additionally, such an error may be hidden, due to which the interpretation of the date “3.4.2007.“ may be ambiguous.===>Dodatno, ovakva greška može biti i skrivena, pa pročitani datum „3.4.2007.“ ima dvosmisleno tumačenje.)
MATCH@E:(Additionally, such an error may be hidden, due to which the interpretation of the date 3.4.2007. may be ambiguous.===>Dodatno, ovakva greška može biti i skrivena, pa pročitani datum 3.4.2007. ima dvosmisleno tumačenje.)
MATCH@M:(Errors are most commonly made when the user enters the data.===>Greške su najčešće prouzrokovane pri unosu podataka, od strane korisnika.)
MATCH@E:(Errors are most commonly made when the user enters the data.===>Greške su najčešće prouzrokovane pri unosu podataka, od strane korisnika.)
MATCH@M:(The user interface that allowed the incorrect data to be entered is, however, also responsible for the arror.===>Ipak, za grešku je odgovoran i korisnički interfejs, koji je omogućio unos pogrešnog podatka.)
MATCH@E:(The user interface that allowed the incorrect data to be entered is, however, also responsible for the arror.===>Ipak, za grešku je odgovoran i korisnički interfejs, koji je omogućio unos pogrešnog podatka.)
MATCH@M:(Although there are errors that cannot be prevented, a majority can.===>Iako postoje greške koje se ne mogu sprečiti, nastanak većine se može znatno smanjiti.)
MATCH@E:(Although there are errors that cannot be prevented, a majority can.===>Iako postoje greške koje se ne mogu sprečiti, nastanak većine se može znatno smanjiti.)
MATCH@M:(The concept of the Japanese firms “Poka-yoke“ (Toyota) actually shows that it is possible that the systems themselves are created in such a manner that prevent any errors to be made.===>Koncept japanskih firmi „Poka-yoke“ (Toyota) upravo ukazuje na mogućnost da se sami sistemi prave tako da onemogućavaju nastanke greški.)
MATCH@E:(The concept of the Japanese firms Poka-yoke (Toyota) actually shows that it is possible that the systems themselves are created in such a manner that prevent any errors to be made.===>Koncept japanskih firmi Poka-yoke (Toyota) upravo ukazuje na mogućnost da se sami sistemi prave tako da onemogućavaju nastanke greški.)
MATCH@M:(Well-conceptualized entry interfaces offer the user a limited input opportunity.===>Dobro osmišljeni interfejsi za unos nude korisniku ograničenu mogućnost za unos.)
MATCH@E:(Well-conceptualized entry interfaces offer the user a limited input opportunity.===>Dobro osmišljeni interfejsi za unos nude korisniku ograničenu mogućnost za unos.)
MATCH@M:(Besides, the predefined input format sets of allowed values are designed for every input field, which largely prevents the user from making an error.===>Pored predodređenih formata unosa, prave se i skupovi dozvoljenih vrednosti za svako polje unosa, što korisnika umnogome onemogućava da napravi grešku.)
MATCH@E:(Besides, the predefined input format sets of allowed values are designed for every input field, which largely prevents the user from making an error.===>Pored predodređenih formata unosa, prave se i skupovi dozvoljenih vrednosti za svako polje unosa, što korisnika umnogome onemogućava da napravi grešku.)
MATCH@M:(When errors are not prevented at the input, they can be identified in the system, which normally calls for a greater effort.===>Kada se greške ne spreče na ulazu, one se mogu prepoznati u sistemu, za šta je obično poreban veći napor.)
MATCH@E:(When errors are not prevented at the input, they can be identified in the system, which normally calls for a greater effort.===>Kada se greške ne spreče na ulazu, one se mogu prepoznati u sistemu, za šta je obično poreban veći napor.)
MATCH@M:(It is of special importance that the data used in creating the report to be implemented in decision making be error-free, therefore specialsed procedures are created for clearing the identified and anticipated errors.===>Kako je izostanak grešaka posebno bitan za pravljenje izveštaja koji će se koristiti za odlučivanje, kreiraju se specijalizovane procedure za čišćenje prepoznatih i anticipiranih grešaka.)
MATCH@E:(It is of special importance that the data used in creating the report to be implemented in decision making be error-free, therefore specialsed procedures are created for clearing the identified and anticipated errors.===>Kako je izostanak grešaka posebno bitan za pravljenje izveštaja koji će se koristiti za odlučivanje, kreiraju se specijalizovane procedure za čišćenje prepoznatih i anticipiranih grešaka.)
MATCH@M:(Such procedures are most commonly activated within or after the ETL process in order that the data warehouse should be as “clean as possible“.===>Ove procedure se najčešće aktiviraju unutar ili nakon ETL procesa, kako bi skladište podataka bilo što je moguće „čistije“.)
MATCH@E:(Such procedures are most commonly activated within or after the ETL process in order that the data warehouse should be as clean as possible.===>Ove procedure se najčešće aktiviraju unutar ili nakon ETL procesa, kako bi skladište podataka bilo što je moguće čistije.)
MATCH@M:(It is, of course, important to eliminate errors in the initial transactional systems as well, although this requires more effort.===>Naravno, poželjno je greške otklanjati i u izvornim transakcionim sistemima, mada je za to najčešće potrebno više napora.)
MATCH@E:(It is, of course, important to eliminate errors in the initial transactional systems as well, although this requires more effort.===>Naravno, poželjno je greške otklanjati i u izvornim transakcionim sistemima, mada je za to najčešće potrebno više napora.)
MATCH@M:(These efforts reduce the errors in the business intelligence systems to a minimum.===>Ovim naporima se greške u sistemu poslovne inteligencije svode na minumim.)
MATCH@E:(These efforts reduce the errors in the business intelligence systems to a minimum.===>Ovim naporima se greške u sistemu poslovne inteligencije svode na minumim.)
MATCH@M:(A smaller number of errors remain “hidden“, i.e., correct in both the syntax and format, albeit, not in accord with reality.===>Preostaje manji deo grešaka koje su „skrivene“, tj. koje su ispravne u sintaksi i formatu, ali ipak ne odgovaraju realnosti.)
MATCH@E:(A smaller number of errors remain hidden, i.e., correct in both the syntax and format, albeit, not in accord with reality.===>Preostaje manji deo grešaka koje su skrivene, tj. koje su ispravne u sintaksi i formatu, ali ipak ne odgovaraju realnosti.)
MATCH@M:(Such errors are identified by the report users themselves and these errors are potentially dangerous.===>Ovakve greške otkrivaju sami korisnici izveštaja i potencijalna su opasnost.)
MATCH@E:(Such errors are identified by the report users themselves and these errors are potentially dangerous.===>Ovakve greške otkrivaju sami korisnici izveštaja i potencijalna su opasnost.)
MATCH@M:(In conclusion, the data quality can seriously affect the quality of the business intelligence reporting, therefore it is necessary that as high as possible a quality should be achieved.===>Zaključno, kvalitet podataka je pojava koja znatno može uticati na kvalitet izveštavanja poslovne inteligencije, pa je zbog toga potrebno obezbediti što veći kvalitet.)
MATCH@E:(In conclusion, the data quality can seriously affect the quality of the business intelligence reporting, therefore it is necessary that as high as possible a quality should be achieved.===>Zaključno, kvalitet podataka je pojava koja znatno može uticati na kvalitet izveštavanja poslovne inteligencije, pa je zbog toga potrebno obezbediti što veći kvalitet.)
MATCH@M:(This should be conducted within the business intelligence system itself (“healing treatment“) as well as in the entire initial DMS system (“prevention“).===>Na tome treba raditi kako u samom sistemu poslovne inteligencije („lečenje“), tako i u celom izvornom DMS sistemu („preventiva“).)
MATCH@E:(This should be conducted within the business intelligence system itself (healing treatment) as well as in the entire initial DMS system (prevention).===>Na tome treba raditi kako u samom sistemu poslovne inteligencije (lečenje), tako i u celom izvornom DMS sistemu (preventiva).)
MATCH@M:(The user applications are the ultimate visible interface of the business intelligence system towards the user.===>Korisničke aplikacije su krajnji vidljivi interfejs sistema poslovne inteligencije ka korisniku.)
MATCH@E:(User applications The user applications are the ultimate visible interface of the business intelligence system towards the user.===>Korisničke aplikacije Korisničke aplikacije su krajnji vidljivi interfejs sistema poslovne inteligencije ka korisniku.)
MATCH@M:(They are the reason for all the efforts made in the phases of building the PI that precede them.===>One su razlog svih napora u fazama izgradnje PI koje predhode njima.)
MATCH@E:(They are the reason for all the efforts made in the phases of building the PI that precede them.===>One su razlog svih napora u fazama izgradnje PI koje predhode njima.)
MATCH@M:(Figure 3.===>Slika 3.)
MATCH@E:(Figure 4.===>Slika 4:)
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BAD_LINE_M:Figure 3.
BAD_LINE_M:Slika 3.
BAD_LINE_E:Figure 4.
BAD_LINE_E:Slika 4:
MATCH@M:(The report on document inflow into the company===>Izveštaj o prilivu dokumenata u preduzece)
MATCH@E:(The report on document inflow into the company Figure 4.===>)
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BAD_LINE_M:The report on document inflow into the company
BAD_LINE_M:Izveštaj o prilivu dokumenata u preduzece
BAD_LINE_E:The report on document inflow into the company Figure 4.
BAD_LINE_E:
MATCH@M:(The predefined and the dynamic reports offer the decisions makers a standard insight into the documentation.===>Predefinisani i dinamički izveštaji pružaju donosiocima odluka standardni uvid u stanje dokumentacije.)
MATCH@E:(The predefined and the dynamic reports offer the decisions makers a standard insight into the documentation.===>Predefinisani i dinamički izveštaji pružaju donosiocima odluka standardni uvid u stanje dokumentacije.)
MATCH@M:(The reports describe the conditions and the dynamics of the company’s documentation, regardless of the concrete documents we have in mind.===>Izveštaji opisuju stanje i dinamiku dokumentacije preduzeća, bez obzira o kojim konkretno dokumentima je reč.)
MATCH@E:(The reports describe the conditions and the dynamics of the companys documentation, regardless of the concrete documents we have in mind.===>Izveštaji opisuju stanje i dinamiku dokumentacije preduzeća, bez obzira o kojim konkretno dokumentima je reč.)
MATCH@M:(The reports built in such a way are rather useful in the future implementation of the BI DMS products.===>Tako izgrađeni izveštaji su umnogome upotrebljivi kod budućih implementacija BI DMS proizvoda.)
MATCH@E:(The reports built in such a way are rather useful in the future implementation of the BI DMS products.===>Tako izgrađeni izveštaji su umnogome upotrebljivi kod budućih implementacija BI DMS proizvoda.)
MATCH@M:(The examples of the predefined reports are presented in Figures 3 and 4.===>Primeri predefinisanih izveštaja dati su na slikama 3 i 4.)
MATCH@E:(The examples of the predefined reports are presented in Figures 3 and 4.===>Primeri predefinisanih izveštaja dati su na slikama 3 i 4.)
MATCH@M:(The reports are designed on the SQL Server 2005 Reporting Services platform.===>Izveštaji su izrađeni na platformi SQL Server 2005 Reporting Services.)
MATCH@E:(The reports are designed on the SQL Server 2005 Reporting Services platform.===>Izveštaji su izrađeni na platformi SQL Server 2005 Reporting Services.)
MATCH@M:(They show the quantity of documentation in use, as well as the trends over time.===>Izveštaji prikazuju količine dokumentacije u upotrebi, kao i trendove kroz vreme.)
MATCH@E:(They show the quantity of documentation in use, as well as the trends over time.===>Izveštaji prikazuju količine dokumentacije u upotrebi, kao i trendove kroz vreme. ~~~ Slika 3.)
MATCH@M:(The reports show various views on the maturity and usage of the company’s documentation, classed by the document types, the time of creation/use, department, etc.===>Izveštaji prikazuju razne poglede na dospevanje i ko-rišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.)
MATCH@E:(The reports show various views on the maturity and usage of the companys documentation, classed by the document types, the time of creation/use, department, etc.===>Izveštaj o prilivu dokumenata u preduzeće Slika 4. ~~~ Izveštaj o trendu ponuda, sklopljenih ugovora i raspisanih tendera Izveštaji prikazuju razne poglede na dospevanje i korišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.)
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BAD_LINE_M:The reports show various views on the maturity and usage of the company’s documentation, classed by the document types, the time of creation/use, department, etc.
BAD_LINE_M:Izveštaji prikazuju razne poglede na dospevanje i ko-rišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.
BAD_LINE_E:The reports show various views on the maturity and usage of the companys documentation, classed by the document types, the time of creation/use, department, etc.
BAD_LINE_E:Izveštaj o prilivu dokumenata u preduzeće Slika 4. ~~~ Izveštaj o trendu ponuda, sklopljenih ugovora i raspisanih tendera Izveštaji prikazuju razne poglede na dospevanje i korišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.
MATCH@M:(The meaning of the report itself is the subject of interest of a concrete company’s management, therefore they will not be described here, as they are presented as an illustration of the reporting capacity of a developed platform.===>Samo značenje izveštaja je predmet interesa menadžmenta konkretnog preduzeća, pa ov-de neće biti opisivani, pošto su prikazani kao ilustracija izveštajnih mogućnosti razvijene platforme.)
MATCH@E:(The meaning of the report itself is the subject of interest of a concrete companys management, therefore they will not be described here, as they are presented as an illustration of the reporting capacity of a developed platform.===>Samo značenje izveštaja je predmet interesa menadžmenta konkretnog preduzeća, pa ovde neće biti opisivani, pošto su prikazani kao ilustracija izveštajnih mogućnosti razvijene platforme.)
MATCH@M:(It is important to stress that the reports are presented in a tabular and graphic forms simultaneously, in order that they be more comprehensive to the end user.===>Bitno je naglasiti da se izveštaji paralelno prikazuju u tabelarnom i grafičkom obliku, kako bi krajnjem korisniku bili što razumljiviji.)
MATCH@E:(It is important to stress that the reports are presented in a tabular and graphic forms simultaneously, in order that they be more comprehensive to the end user.===>Bitno je naglasiti da se izveštaji paralelno prikazuju u tabelarnom i grafičkom obliku, kako bi krajnjem korisniku bili što razumljiviji.)
MATCH@M:(The OLAP analysis is another user application over the data collected in the data warehouse.===>OLAP analiza je još jedna korisnička aplikacija nad podacima prikupljenim u skladištu podataka.)
MATCH@E:(The OLAP analysis is another user application over the data collected in the data warehouse.===>OLAP analiza je još jedna korisnička aplikacija nad podacima prikupljenim u skladištu podataka.)
MATCH@M:(The OLAP analysis helps realize the ad-hoc queries, from the overall surveys to the detailed insights into the data, in order to obtain useful information interactively.===>OLAP analizom se realizuju ad-hoc upiti, od sveukupnih pregleda do detaljnih uvida u podatke, kako bi se interaktivno došlo do korisnih informacija.)
MATCH@E:(The OLAP analysis helps realize the ad-hoc queries, from the overall surveys to the detailed insights into the data, in order to obtain useful information interactively.===>OLAP analizom se realizuju ad-hoc upiti, od sveukupnih pregleda do detaljnih uvida u podatke, kako bi se interaktivno došlo do korisnih informacija.)
MATCH@M:(A significant advantage of the OLAP analysis is the speed at which complex reports are generated, which is one of significant problem of the classical method of reporting.===>Velika prednost OLAP analize je i brzina kojom se kompleksni izveštaji generišu, što je jedan od većih problema klasičnog načina izveštavanja.)
MATCH@E:(A significant advantage of the OLAP analysis is the speed at which complex reports are generated, which is one of significant problem of the classical method of reporting.===>Velika prednost OLAP analize je i brzina kojom se kompleksni izveštaji generišu, što je jedan od većih problema klasičnog načina izveštavanja.)
MATCH@M:(The OLAP cube, the basis of the OLAP analysis, is built by the SQL Server 2005 Reporting Services platform.===>OLAP kocka, osnova OLAP analize, je izrađena platformom SQL Server 2005 Analysis Service.)
MATCH@E:(The OLAP cube, the basis of the OLAP analysis, is built by the SQL Server 2005 Reporting Services platform.===>OLAP kocka, osnova OLAP analize, je izrađena platformom SQL Server 2005 Analysis Service.)
MATCH@M:(Figure 5.===>Slika 5.)
MATCH@E:(Figure 6.===>Slika 6:)
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BAD_LINE_M:Figure 5.
BAD_LINE_M:Slika 5.
BAD_LINE_E:Figure 6.
BAD_LINE_E:Slika 6:
MATCH@M:(The OLAP analysis is used when we do not know which report will allow for us to learn something from the data.===>OLAP analiza se koristi kada nije poznato kakvim tačno izveštajem će se saznati nešto iz podataka.)
MATCH@E:(The OLAP analysis is used when we do not know which report will allow for us to learn something from the data.===>Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izveštaju.)
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BAD_LINE_M:The OLAP analysis is used when we do not know which report will allow for us to learn something from the data.
BAD_LINE_M:OLAP analiza se koristi kada nije poznato kakvim tačno izveštajem će se saznati nešto iz podataka.
BAD_LINE_E:The OLAP analysis is used when we do not know which report will allow for us to learn something from the data.
BAD_LINE_E:Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izveštaju.
MATCH@M:(Guided by one report, the analyst creates another ad-hoc report, to get a better insight into the problem he identified in the previous report.===>Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izve-štaju.)
MATCH@E:(Guided by one report, the analyst creates another adhoc report, to get a better insight into the problem he identified in the previous report.===>Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.)
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BAD_LINE_M:Guided by one report, the analyst creates another ad-hoc report, to get a better insight into the problem he identified in the previous report.
BAD_LINE_M:Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izve-štaju.
BAD_LINE_E:Guided by one report, the analyst creates another adhoc report, to get a better insight into the problem he identified in the previous report.
BAD_LINE_E:Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.
MATCH@M:(It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation.===>Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.)
MATCH@E:(It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation.===>Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u Slika 5.)
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BAD_LINE_M:It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation.
BAD_LINE_M:Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.
BAD_LINE_E:It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation.
BAD_LINE_E:Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u Slika 5.
MATCH@M:(In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself.===>Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.)
MATCH@E:(In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself.===>Primer korišćenja OLAP kocke kroz Microsoft Excel Pivot tabelu transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.)
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BAD_LINE_M:In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself.
BAD_LINE_M:Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.
BAD_LINE_E:In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself.
BAD_LINE_E:Primer korišćenja OLAP kocke kroz Microsoft Excel Pivot tabelu transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.
MATCH@M:(For example, the reports may display a problem with a certain type of document in a certain period, and we can go directly from the report to the DMS application and see the image of the concrete document in which the problem is identified.===>Na primer, na izveštajima se može uočiti problem sa određenim tipom dokumenta u određenom periodu, pa se sa izveštaja direktno može preči u DMS aplikaciju i videti slika konkretnog dokumenta kod koga je problem primečen.)
MATCH@E:(For example, the reports may display a problem with a certain type of document in a certain period, and we can go directly from the report to the DMS application and see the image of the concrete document in which the problem is identified.===>Na primer, na izveštajima se može uočiti problem sa određenim tipom dokumenta u određenom periodu, pa se sa izveštaja direktno može preći u DMS aplikaciju i videti slika konkretnog dokumenta kod koga je problem primećen.)
MATCH@M:(As mentioned above, there are other applications that can easily be built over this type of business intelligence system, such as key performance indicators and others.===>Kao što je napomenuto, postoje i druge aplikacije koje se lako mogu izgraditi nad ovakvim sistemom poslovne inteligencije, poput ključnih indikatora performansi i drugih.)
MATCH@E:(As mentioned above, there are other applications that can easily be built over this type of business intelligence system, such as key performance indicators and others.===>Kao što je napomenuto, postoje i druge aplikacije koje se lako mogu izgraditi nad ovakvim sistemom poslovne inteligencije, poput ključnih indikatora performansi i drugih.)
MATCH@M:(The system can also be extended by new data gathered from initial systems.===>Takođe, sistem se može proširiti i novim podacima koji bi se prikupljali iz izvornih sistema.)
MATCH@E:(The system can also be extended by new data gathered from initial systems.===>Takođe, sistem se može proširiti i novim podacima koji bi se prikupljali iz izvornih sistema.)
MATCH@M:(Such superstructures are planned for further improvement of the BI DMS application.===>Ovakve nadgradnje planirane su za dalje usavršavanje BIDMS aplikacije.)
MATCH@E:(Such superstructures are planned for further improvement of the BI DMS application.===>Ovakve nadgradnje planirane su za dalje usavršavanje BI DMS aplikacije. 5.)
MATCH@M:(The basic functionality of the business intelligence system is to give the decision makers an insight into the business operations (in this case, the state of the documents), through a set of reports and analyses.===>Osnovna funkcionalnost sistema poslovne inteligencije jeste da omogući donosiocima odluka uvid u stanje poslovanja (u ovom slučaju kroz stanje dokumentacije), kroz niz izveštaja i analiza.)
MATCH@E:(5. ~~~ Nonfunctional requirements in the BI DMS Solution The basic functionality of the business intelligence system is to give the decision makers an insight into the business operations (in this case, the state of the documents), through a set of reports and analyses.===>Nefunkcionalni zahtevi u BI DMS rešenju Osnovna funkcionalnost sistema poslovne inteligencije jeste da omogući donosiocima odluka uvid u stanje poslovanja (u ovom slučaju kroz stanje dokumentacije), kroz niz izveštaja i analiza.)
MATCH@M:(In order that such a system should function, it is necessary that attention be paid to the implicit nonfunctional queries.===>Da bi ovakav sistem funkcionisao, bilo je potrebno obratiti pažnju i na nefunkcionalne zahteve koji se implicitno nameću.)
MATCH@E:(In order that such a system should function, it is necessary that attention be paid to the implicit nonfunctional queries.===>Da bi ovakav sistem funkcionisao, bilo je potrebno obratiti pažnju i na nefunkcionalne zahteve koji se implicitno nameću.)
MATCH@M:(This primarily means the system response, which, it is believed, should not be longer than a few second for any report, regardless of its complexity.===>Prvenstveno, tu se misli na odziv sistema, za koji se ve-ruje da ne bi trebalo da bude veći od nekoliko sekundi za bilo koji izveštaj, bez obzira na njegovu kompleksnost.)
MATCH@E:(This primarily means the system response, which, it is believed, should not be longer than a few second for any report, regardless of its complexity.===>Prvenstveno, tu se misli na odziv sistema, za koji se veruje da ne bi trebalo da bude veći od nekoliko sekundi za bilo koji izveštaj, bez obzira na njegovu kompleksnost.)
MATCH@M:(In addition, the presence of the business intelligence system must not endanger the operation of the transactional system and the business operations in general.===>Dodatno, postojanje sistema poslovne inteligencije ne sme ugroziti rad transakcionog sistema i poslovanja uopšte.)
MATCH@E:(In addition, the presence of the business intelligence system must not endanger the operation of the transactional system and the business operations in general.===>Dodatno, postojanje sistema poslovne inteligencije ne sme ugroziti rad transakcionog sistema i poslovanja uopšte.)
MATCH@M:(Finally, the user applications have to be intuitive and easy to work with, since the end users are not computer experts and may easily get demotivated to use the BI systems if these appear to be too complex.===>Najzad, korisničke aplikacije moraju biti intuitivne i lake za rad, jer krajnji korisnici nisu informatički eksperti i mogu lako izgubiti motivaciju za korišćenje sistema PI ako su oni naizgeld previše kompleksni.)
MATCH@E:(Finally, the user applications have to be intuitive and easy to work with, since the end users are not computer experts and may easily get demotivated to use the BI systems if these appear to be too complex.===>Najzad, korisničke aplikacije moraju biti intuitivne i lake za rad, jer krajnji korisnici nisu informatički eksperti i mogu lako izgubiti motivaciju za korišćenje sistema PI ako su oni naizgeld previše kompleksni.)
MATCH@M:(Table 1 systematizes the efforts made to fulfill these nonfunctional requirements in the BI DMS solution.===>U tabeli 1 sistematizovani su napori koji su učinjeni kako bi ovi nefunkcionalni zahtevi bili zadovoljeni u BI DMS rešenju.)
MATCH@E:(Table 1 systematizes the efforts made to fulfill these nonfunctional requirements in the BI DMS solution. ~~~ 6.===>U tabeli 1 sistematizovani su napori koji su učinjeni kako bi ovi nefunkcionalni zahtevi bili zadovoljeni u BI DMS rešenju. 6.)
MATCH@M:(Working on this paper we acquired a significant experience in the field of the business intelligence systems implementation over the document data in the organization.===>Trud na ovom radu proizveo je značajno iskustvo iz pri-mene sistema poslovne inteligencije nad podacima o dokumentaciji organizacije.)
MATCH@E:(Concluding remarks Working on this paper we acquired a significant experience in the field of the business intelligence systems implementation over the document data in the organization.===>Zaključna razmatranja Trud na ovom radu proizveo je značajno iskustvo iz primene sistema poslovne inteligencije nad podacima o dokumentaciji organizacije.)
MATCH@M:(This experience further helped make new insights into the problems arising in the real implementations of the business intelligence and the solutions possible to apply in specific situations.===>Iz ovih iskustava su se is-kristalisali novi uvidi u probleme koji se javljaju u realnim implementacijama poslovne inteligencije i rešenji-ma koje je moguće primeniti u specifičnim situacijama.)
MATCH@E:(This experience further helped make new insights into the problems arising in the real implementations of the business intelligence and the solutions possible to apply in specific situations.===>Iz ovih iskustava su se iskristalisali novi uvidi u probleme koji se javljaju u realnim implementacijama poslovne inteligencije i rešenjima koje je moguće primeniti u specifičnim situacijama.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 1.===>Tabela 1.)
MATCH@M:(We analyse the target costing and the way it is related to kaizen costing.===>Analizira se ciljani obračun troškova i njegova povezanost sa kaizen obračunom troškova.)
MATCH@E:(We analyse the target costing and the way it is related to kaizen costing.===>Analizira se ciljani obračun troškova i njegova povezanost sa kaizen obračunom troškova.)
MATCH@M:(We also present managerial implications of target costing in the conditions of a global economic crisis and recovery.===>Date su menadžerske implikacije ciljanog obračuna troškova u uslovima svetske ekonomske krize i oporavka..)
MATCH@E:(We also present managerial implications of target costing in the conditions of a global economic crisis and recovery.===>Date su menadžerske implikacije ciljanog obračuna troškova u uslovima svetske ekonomske krize i oporavka..)
MATCH@M:(The focus is on the managerial decision making related to costs reduction and achieving the targeted profit.===>Akcenat je na donošenju menadžerskih odluka vezanih za sniženje troškova i ostvarenje ciljanog profita.)
MATCH@E:(The focus is on the managerial decision making related to costs reduction and achieving the targeted profit. ~~~ 1.===>Akcenat je na donošenju menadžerskih odluka vezanih za sniženje troškova i ostvarenje ciljanog profita. 1.)
MATCH@M:(From the point of view of management, the objectives of a company can be defined as the future conditions that the company aims to achieve and towards which its activities are directed in order that the company should fulfill its basic purpose of existance.===>Ciljevi preduzeća se mogu odrediti sa aspekta menadž-menta kao buduća stanja koja preduzeće namerava da ostvari i ka kojima su usmerene njegove aktivnosti da bi realizovalo svoju osnovnu svrhu postojanja.)
MATCH@E:(Introductory notes From the point of view of management, the objectives of a company can be defined as the future conditions that the company aims to achieve and towards which its activities are directed in order that the company should fulfill its basic purpose of existance.===>Uvodna razmatranja Ciljevi preduzeća se mogu odrediti sa aspekta menadžmenta kao buduća stanja koja preduzeće namerava da ostvari i ka kojima su usmerene njegove aktivnosti da bi realizovalo svoju osnovnu svrhu postojanja.)
MATCH@M:(The objectives should be clear and realistic, the measurable ones being paid special attention in management.===>Ciljevi bi trebalo da budu jasni i realni, a sa stanovišta upravljanja su naročito važni merljivi ciljevi.)
MATCH@E:(The objectives should be clear and realistic, the measurable ones being paid special attention in management.===>Ciljevi bi trebalo da budu jasni i realni, a sa stanovišta upravljanja su naročito važni merljivi ciljevi.)
MATCH@M:(In almost every organization there is a hierarchy of objectives, based on the range of impact as well as on the time dimension; however, the long-term and the short-term dimensions are not absolute categories, but depend on both the type of production and the environment.===>U skoro svakoj organizaciji je prisutna hijerarhija ciljeva, bazirana na širini uticaja i na vremenskoj dimenziji, mada dugoročnost i kratkoročnost nisu apsolutne kategorije, već zavise od vrste proizvodnje i od okruženja.)
MATCH@E:(In almost every organization there is a hierarchy of objectives, based on the range of impact as well as on the time dimension; however, the long-term and the short-term dimensions are not absolute categories, but depend on both the type of production and the environment.===>U skoro svakoj organizaciji je prisutna hijerarhija ciljeva, bazirana na širini uticaja i na vremenskoj dimenziji, mada dugoročnost i kratkoročnost nisu apsolutne kategorije, već zavise od vrste proizvodnje i od okruženja.)
MATCH@M:(It is of special importance that the objective should be attainable, having in mind the company’s human, financial, physical and information resources, as well as the dynamics of economy and the complexity of the environment.===>Od posebnog je značaja da cilj bude izvodljiv polazeći od raspoloživosti preduzeća u ljudskim, finansij-skim,fizičkim i informacionim resursima, kao i od dinamike privrede i složenosti sredine.)
MATCH@E:(It is of special importance that the objective should be attainable, having in mind the companys human, financial, physical and information resources, as well as the dynamics of economy and the complexity of the environment.===>Od posebnog je značaja da cilj bude izvodljiv polazeći od raspoloživosti preduzeća u ljudskim, finansijskim,fizičkim i informacionim resursima, kao i od dinamike privrede i složenosti sredine.)
MATCH@M:(This context requires that the theory of the firm be analysed [1].===>U ovom kontekstu je neophodno razmotriti teoriju firme (theory of the firm) [1].)
MATCH@E:(This context requires that the theory of the firm be analysed Š1Ë.===>U ovom kontekstu je neophodno razmotriti teoriju firme (theory of the firm) Š1Ë.)
MATCH@M:(The theory of the firm was originally based on the assumption that the company’s objective is to maximise the current or the short-term profit.===>Prvobitno se teorija firme bazirala na pretpostavci da je cilj preduzeća da maksimizira tekući ili kratkoročni profit.)
MATCH@E:(The theory of the firm was originally based on the assumption that the companys objective is to maximise the current or the short-term profit.===>Prvobitno se teorija firme bazirala na pretpostavci da je cilj preduzeća da maksimizira tekući ili kratkoročni profit.)
MATCH@M:(The fact is, however, that the firm often sacrifies the current profit in favour of increasing the future, or long-term, profit.===>Međutim, činjenica je da firma često žrtvuje tekući profit radi povećanja budućeg, odnosno dugoročnog profita.)
MATCH@E:(The fact is, however, that the firm often sacrifies the current profit in favour of increasing the future, or long-term, profit.===>Međutim, činjenica je da firma često žrtvuje tekući profit radi povećanja budućeg, odnosno dugoročnog profita.)
MATCH@M:(One good example are the expenditures for research and development, for new equipment, or for promotion.===>Dobar primer za to su izdaci za istraživanje i razvoj, za novu opremu ili za promociju.)
MATCH@E:(One good example are the expenditures for research and development, for new equipment, or for promotion.===>Dobar primer za to su izdaci za istraživanje i razvoj, za novu opremu ili za promociju.)
MATCH@M:(As regards the fact that both the short-term and the long-term profits are important, the theory of the firm has it that the company’s primary goal is to maximise the firm value, which is expressed as the present value (PV) of all the anticipated future profits, where profit is the difference between the total income and the total expenses.===>S obzirom na činjenicu da su u suštini značajni i kratkoročni i dugoročni profit, danas je po teoriji firme primarni cilj preduzeća da mak-simizira vrednost firme, koja se izračunava kao sadašnja vrednost (PV - Present Value) svih očekivanih budućih profita, pri čemu profit predstavlja razliku ukupnih prihoda i ukupnih troškova.)
MATCH@E:(As regards the fact that both the short-term and the long-term profits are important, the theory of the firm has it that the companys primary goal is to maximise the firm value, which is expressed as the present value (PV) of all the anticipated future profits, where profit is the difference between the total income and the total expenses.===>S obzirom na činjenicu da su u suštini značajni i kratkoročni i dugoročni profit, danas je po teoriji firme primarni cilj preduzeća da maksimizira vrednost firme, koja se izračunava kao sadašnja vrednost (PV - Present Value) svih očekivanih budućih profita, pri čemu profit predstavlja razliku ukupnih prihoda i ukupnih troškova.)
MATCH@M:(The behavioural theory of the firm starts with the objectives of individual groups.===>U okviru bihejviorističke teorije firme polazi se od ciljeva pojedinih grupa.)
MATCH@E:(The behavioural theory of the firm starts with the objectives of individual groups.===>U okviru bihejviorističke teorije firme polazi se od ciljeva pojedinih grupa.)
MATCH@M:(The firm is regarded as a coalition of a number of groups: managers, shareholders, employees and customers, all of which have different interests.===>Firma se posmatra kao koalicija više grupa: menadžera, akcionara, zaposlenih radnika i kupaca koji imaju različite interese.)
MATCH@E:(The firm is regarded as a coalition of a number of groups: managers, shareholders, employees and customers, all of which have different interests.===>Firma se posmatra kao koalicija više grupa: menadžera, akcionara, zaposlenih radnika i kupaca koji imaju različite interese.)
MATCH@M:(The objectives are essentially the result of resolving the conflicts within this coalition.===>Ciljevi su u suštini rezultat razrešenja konflikata u okviru ove koalicije.)
MATCH@E:(The objectives are essentially the result of resolving the conflicts within this coalition.===>Ciljevi su u suštini rezultat razrešenja konflikata u okviru ove koalicije.)
MATCH@M:(The managerial theories rise in the conditions of an increasing importance of the corporations’ market power, characterised by the separation of ownership and control over the capital.===>Menadžerske teorije se javljaju u uslovima rastućeg značaja tržišne snage korporacija koje karakteriše odvajanje vlasništva i kontrole nad kapitalom.)
MATCH@E:(The managerial theories rise in the conditions of an increasing importance of the corporations market power, characterised by the separation of ownership and control over the capital.===>Menadžerske teorije se javljaju u uslovima rastućeg značaja tržišne snage korporacija koje karakteriše odvajanje vlasništva i kontrole nad kapitalom.)
MATCH@M:(As regards the objectives of large corporations, J. K. Galbraith maintains that the actual decision-making power in corporations belongs to the technical, planning, and other specialized staff that introduce knowledge, talent and experience into the process of group decision-making [3].===>J.K. Galbraith u vezi sa ciljevima velikih korporacija polazi od toga da stvarnu moć odlučivanja u korporacijama imaju pripadnici tehničkog, planerskog i drugog specijalizovanog osoblja koje unosi znanja, talenat i iskustvo u proces grupnog odlučivanja [3].)
MATCH@E:(As regards the objectives of large corporations, J. K. Galbraith maintains that the actual decision-making power in corporations belongs to the technical, planning, and other specialized staff that introduce knowledge, talent and experience into the process of group decision-making Š3Ë.===>J.K. Galbraith u vezi sa ciljevima velikih korporacija polazi od toga da stvarnu moć odlučivanja u korporacijama imaju pripadnici tehničkog, planerskog i drugog specijalizovanog osoblja koje unosi znanja, talenat i iskustvo u proces grupnog odlučivanja Š3Ë.)
MATCH@M:(According to this approach, the principal goals are the certain level of profit, i.e., the maximum growth rate, accompanied with earning the profit required for further investments.===>Prema ovom pristupu glavni ciljevi su sigurna visina profita, odnosno maksimalna stopa rasta, zajedno sa stvaranjem profita koji je potreban za nova investiranja.)
MATCH@E:(According to this approach, the principal goals are the certain level of profit, i.e., the maximum growth rate, accompanied with earning the profit required for further investments.===>Prema ovom pristupu glavni ciljevi su sigurna visina profita, odnosno maksimalna stopa rasta, zajedno sa stvaranjem profita koji je potreban za nova investiranja.)
MATCH@M:(The W. Baumol model includes the manager’s goal to maximise the sales profit, treating profit as a limitation.===>Model W. Baumol-a uključuje cilj menadžera da se maksimizira prihod od prodaje, a profitu se pristupa kao ograničenju.)
MATCH@E:(The W. Baumol model includes the managers goal to maximise the sales profit, treating profit as a limitation.===>Model W. Baumol-a uključuje cilj menadžera da se maksimizira prihod od prodaje, a profitu se pristupa kao ograničenju.)
MATCH@M:(In this sense, it is partly exogenously determined by the need to satisfy the shareholders, and partly by the company’s internal requirements related to financing [2].===>U ovom smisli on je delimično eg-zogeno determinisan potrebom da se zadovolje akcio-nari, a delimično internim zahtevima preduzeća vezanim za finansiranje [2].)
MATCH@E:(In this sense, it is partly exogenously determined by the need to satisfy the shareholders, and partly by the companys internal requirements related to financing Š2Ë.===>U ovom smisli on je delimično egzogeno determinisan potrebom da se zadovolje akcionari, a delimično internim zahtevima preduzeća vezanim za finansiranje Š2Ë.)
MATCH@M:(In the realistic conditions of the manager’s autonomy in managing a corporation, a large number of corporate objectives can be identified.===>U realnim uslovima postojeće samostalnosti menadžera u upravljanju korporacijom prisutan je veći broj ciljeva preduzeća.)
MATCH@E:(In the realistic conditions of the managers autonomy in managing a corporation, a large number of corporate objectives can be identified.===>U realnim uslovima postojeće samostalnosti menadžera u upravljanju korporacijom prisutan je veći broj ciljeva preduzeća.)
MATCH@M:(P. Drucker specifies eight areas within which he suggests that managers should plan their business goals: 1) market position (planning goals that indicate a desired position in comparison to competition); 2) innovation (of products, services, knowledge, production methods); 3) productivity; 4) resources (physical and financial); 5) profitability; 6) manager’s activity and development; 7) the employees’ work and attitudes and 8) responsibility towards society, especially to customers [4].===>P. Drucker ističe osam područja u okviru kojih savetuje da menadžeri planiraju ciljeve poslovanja: 1) pozicija na tržištu (planiranje ciljeva koji pokazuju poželjnu poziciju u odnosu na konkurente); 2) inoviranje (proizvoda, usluga, znanja, metoda proizvodnje); 3) produktivnost; 4) resursi (fizički i finansijski); 5) profitabilnost; 6) delovanje i razvoj menadžera; 7) rad i stavovi zaposlenih radnika i 8) odgovornost prema društvu, posebno prema kupcima [4].)
MATCH@E:(P. Drucker specifies eight areas within which he suggests that managers should plan their business goals: 1) market position (planning goals that indicate a desired position in comparison to competition); 2) innovation (of products, services, knowledge, production methods); 3) productivity; 4) resources (physical and financial); 5) profitability; 6) managers activity and development; 7) the employees to financing work and attitudes and 8) responsibility towards society, especially to customers Š4Ë.===>P. Drucker ističe osam područja u okviru kojih savetuje da menadžeri planiraju ciljeve poslovanja: ~~~ 1) pozicija na tržištu (planiranje ciljeva koji pokazuju poželjnu poziciju u odnosu na konkurente); 2) inoviranje (proizvoda, usluga, znanja, metoda proizvodnje); 3) produktivnost; 4) resursi (fizički i finansijski); 5) profitabilnost; 6) delovanje i razvoj menadžera; 7) rad i stavovi zaposlenih radnika i 8) odgovornost prema društvu, posebno prema kupcima Š4Ë.)
MATCH@M:(The importance of objectives for an organization is primarily reflected in their impact upon the managers’ decision-making, as well as upon exploiting the scarce resources available as efficiently as possible.===>Značaj ciljeva za svaku organizaciju se pre svega ogleda u njihovom uticaju na donošenje odluka od strane menadžera, kao i na što efikasnije korišćenje raspoloživih ograničenih resursa.)
MATCH@E:(The importance of objectives for an organization is primarily reflected in their impact upon the managers decision-making, as well as upon exploiting the scarce resources available as efficiently as possible.===>Značaj ciljeva za svaku organizaciju se pre svega ogleda u njihovom uticaju na donošenje odluka od strane menadžera, kao i na što efikasnije korišćenje raspoloživih ograničenih resursa.)
MATCH@M:(R. Marris argues that the primary goal of management is growth.===>R. Marris ističe da je rast glavni cilj menadžmenta.)
MATCH@E:(R. Marris argues that the primary goal of management is growth.===>R. Marris ističe da je rast glavni cilj menadžmenta.)
MATCH@M:(It is important to note that the company can choose among a range of growth rates.===>Bitno je imati u vidu da preduzeće može birati između različitih stopa rasta.)
MATCH@E:(It is important to note that the company can choose among a range of growth rates.===>Bitno je imati u vidu da preduzeće može birati između različitih stopa rasta.)
MATCH@M:(Higher growth rates will mean more time and efforts in search of profitable investments, often more promotive activities towards the growth in demand, as well as a more intensive work in the fields of research and development.===>Više stope rasta će podrazume-vati više vremena i napora u potrazi za profitabilnim investicijama, a često i više promocije u cilju porasta tražnje, kao i intenzivniji istraživačko-razvojni rad.)
MATCH@E:(Higher growth rates will mean more time and efforts in search of profitable investments, often more promotive activities towards the growth in demand, as well as a more intensive work in the fields of research and development.===>Više stope rasta će podrazumevati više vremena i napora u potrazi za profitabilnim investicijama, a često i više promocije u cilju porasta tražnje, kao i intenzivniji istraživačko-razvojni rad.)
MATCH@M:(This means that a higher growth rate requires that a higher percentage of the current profit be allocated to financing these promotive-developmental activities and investments into new capacities, which is where the importance of the level of earned profit stems from [5].===>To znači da ce za višu stopu rasta morati da se izdvoji veći procentualni deo tekućeg profita da bi se finansira-le ove promotivno-razvojne aktivnosti i da bi se finan-sirale investicije potrebne za nove kapacitete, iz čega proizilazi važnost visine ostvarenog profita [5].)
MATCH@E:(This means that a higher growth rate requires that a higher percentage of the current profit be allocated these promotivedevelopmental activities and investments into new capacities, which is where the importance of the level of earned profit stems from Š5Ë.===>To znači da će za višu stopu rasta morati da se izdvoji veći procentualni deo tekućeg profita da bi se finansirale ove promotivno-razvojne aktivnosti i da bi se finansirale investicije potrebne za nove kapacitete, iz čega proizilazi važnost visine ostvarenog profita Š5Ë.)
MATCH@M:(It is important to point out that all the firm growth models assume that expansion requires a lot of financial means; the faster the growth rate, the more expensive the expansion.===>Bitno je naglasiti da svi modeli rasta firme pretpostavljaju da je za ekspanziju potrebno dosta materijalnih sredstava, a ukoliko je brža stopa rasta, ekspanzija će biti skuplja.)
MATCH@E:(It is important to point out that all the firm growth models assume that expansion requires a lot of financial means; the faster the growth rate, the more expensive the expansion.===>Bitno je naglasiti da svi modeli rasta firme pretpostavljaju da je za ekspanziju potrebno dosta materijalnih sredstava, a ukoliko je brža stopa rasta, ekspanzija će biti skuplja.)
MATCH@M:(In the market conditions of economy, the outcomes of entrepreneurial function are valuated through the company’s profit.===>U tržišnim uslovima privređivanja ishodi preduzetnič-ke funkcije se valorizuju kroz profit preduzeća.)
MATCH@E:(In the market conditions of economy, the outcomes of entrepreneurial function are valuated through the companys profit.===>U tržišnim uslovima privređivanja ishodi preduzetničke funkcije se valorizuju kroz profit preduzeća.)
MATCH@M:(The profit category allows for the company to be assessed objectively and valued in the market that differentiates the companies as successful or unseccessful and is the arbitre of success in business.===>Kategorija profita omogućava da se preduzece objektivno ocenjuje i vrednuje preko tržišta koje vrši diferencijaciju na uspešne i neuspešne i prdstavlja arbitra uspe-šnosti poslovanja.)
MATCH@E:(The profit category allows for the company to be assessed objectively and valued in the market that differentiates the companies as successful or unseccessful and is the arbitre of success in business.===>Kategorija profita omogućava da se preduzeće objektivno ocenjuje i vrednuje preko tržišta koje vrši diferencijaciju na uspešne i neuspešne i prdstavlja arbitra uspešnosti poslovanja.)
MATCH@M:(Note that the profit maximization as a company’s objective enables the company to survive, grow and develop.===>Bitno je naglasiti da maksimizacija profita kao cilj preduzeća omogućava da se ostvari njegov opstanak, rast i razvoj.)
MATCH@E:(Note that the profit maximization as a companys objective enables the company to survive, grow and develop.===>Bitno je naglasiti da maksimizacija profita kao cilj preduzeća omogućava da se ostvari njegov opstanak, rast i razvoj.)
MATCH@M:(Generally, strategic objectives deal with the desires and conditions in which the company will operate over a longer period of time.===>Generalno posmatrano, strategijski ciljevi se odnose na htenja i uslove u kojima će se preduzeće naći u dužem vremenskom periodu.)
MATCH@E:(Generally, strategic objectives deal with the desires and conditions in which the company will operate over a longer period of time.===>Generalno posmatrano, strategijski ciljevi se odnose na htenja i uslove u kojima će se preduzeće naći u dužem vremenskom periodu.)
MATCH@M:(Even so, they must not be arbitrary defined; they have to be clear enough to be taken into account when important managerial decisions are made.===>Međutim, i pored toga ne smeju biti formulisani neodređeno, već moraju biti toliko jasni da mogu uticati na donošenje važnih upravljačkih odluka.)
MATCH@E:(Even so, they must not be arbitrary defined; they have to be clear enough to be taken into account when important managerial decisions are made.===>Međutim, i pored toga ne smeju biti formulisani neodređeno, već moraju biti toliko jasni da mogu uticati na donošenje važnih upravljačkih odluka.)
MATCH@M:(Modern management insists that more recent methods of costing be used to achieve the planned objectives, primarily related to cost reduction and profitability.===>Sa aspekta savremenog menadžmenta poželjno je da se koriste noviji metodi obračuna troškova radi dostizanja planiranih ciljeva, pre svega vezanih za sniženje troškova i za sferu profitabilnosti.)
MATCH@E:(Modern management insists that more recent methods of costing be used to achieve the planned objectives, primarily related to cost reduction and profitability.===>Sa aspekta savremenog menadžmenta poželjno je da se koriste noviji metodi obračuna troškova radi dostizanja planiranih ciljeva, pre svega vezanih za sniženje troškova i za sferu profitabilnosti.)
MATCH@M:(It is important here to have in mind the complexity of cost tracking, of measuring and of increasing the company profitability [6].===>Pri tome je bitno imati u vidu kompleksnost praćenja troškova, mere-nja i povećanja profitabilnosti preduzeća [6].)
MATCH@E:(It is important here to have in mind the complexity of cost tracking, of measuring and of increasing the company profitability Š6Ë.===>Pri tome je bitno imati u vidu kompleksnost praćenja troškova, merenja i povećanja profitabilnosti preduzeća Š6Ë.)
MATCH@M:(In this context, it is important to understand the relationship between the target costing and the kaizen costing in the process of implementing modern approaches to cost and profit management, which is especially demanding in the condition of global economic crisis and recovery.===>U ovom kontekstu je značajno sagledati povezanosi ciljanog obračun troškova i kaizen obračuna troškova u procesu realizovanja savremenih pristupa upravljanju troškovima i profitom, što je posebno zahtevno u uslovi-ma svetske ekonomske krize i oporavka.)
MATCH@E:(In this context, it is important to understand the relationship between the target costing and the kaizen costing in the process of implementing modern approaches to cost and profit management, which is especially demanding in the condition of global economic crisis and recovery.===>U ovom kontekstu je značajno sagledati povezanosi ciljanog obračun troškova i kaizen obračuna troškova u procesu realizovanja savremenih pristupa upravljanju troškovima i profitom, što je posebno zahtevno u uslovima svetske ekonomske krize i oporavka. 2.)
MATCH@M:(A specific system of costing, kaizen costing is based on the kaizen concept.===>Kaizen obračun troškova (kaizen costing) kao specifičan sistem obračuna se bazira na konceptu kaizena.)
MATCH@E:(2. ~~~ Relevance of kaizen costing A specific system of costing, kaizen costing is based on the kaizen concept.===>Relevantnost kaizen obračuna troškova Kaizen obračun troškova (kaizen costing) kao specifičan sistem obračuna se bazira na konceptu kaizena.)
MATCH@M:(Kaizen (Ky’zen) is a Japanese term, a specific combination of two words and literally means “change (kai) in order to become good (zen)“.===>Kaizen (Ky’zen) je japanski termin koji predstavlja svojevrstan spoj dve reči i doslovno znači „ promena (kai) da bi se postao dobar (zen) “.)
MATCH@E:(Kaizen (Kyzen) is a Japanese term, a specific combination of two words and literally means change (kai) in order to become good (zen).===>Kaizen (Kyzen) je japanski termin koji predstavlja svojevrstan spoj dve reči i doslovno znači promena (kai) da bi se postao dobar (zen) .)
MATCH@M:(The cost management adopted the kaizen concept as a concept of permanent improvement, ewhich means the continuity and a long-term approach to change.===>U menadžmentu troškova je danas prihvaćen koncept kaizena kao stalnog usavršavanja, što znači kontinuiranost i dugoročni pristup promenama.)
MATCH@E:(The cost management adopted the kaizen concept as a concept of permanent improvement, ewhich means the continuity and a long-term approach to change.===>U menadžmentu troškova je danas prihvaćen koncept kaizena kao stalnog usavršavanja, što znači kontinuiranost i dugoročni pristup promenama.)
MATCH@M:(The kaizen strategy means slight, gradual improvements in a long-term perspective.===>Kaizen strategija podrazume-va mala, postepena poboljšanja uz dugoročnu perspektivu.)
MATCH@E:(The kaizen strategy means slight, gradual improvements in a long-term perspective.===>Kaizen strategija podrazumeva mala, postepena poboljšanja uz dugoročnu perspektivu.)
MATCH@M:(The philosophy underlying the kaizen idea is that each employee can contribute to the method of manufacturing a product and improve the company’s operations in some way, therefore, a succession of slight improvements may in time cumulate into a significant increase in efficiency such as a large new investment.===>Filozofija koja stoji iza ideje kaizena je da svi zaposleni mogu nečim doprineti načinu izrade proizvoda i boljem obavljanju poslovanja preduzeća, pa da niz malih poboljšanja može tokom vremena kumulirati u tako značajnom povećanju efikasnosti kao što bi bio slučaj sa jednom velikom novom investicijom.)
MATCH@E:(The philosophy underlying the kaizen idea is that each employee can contribute to the method of manufacturing a product and improve the companys operations in some way, therefore, a succession of slight improvements may in time cumulate into a significant increase in efficiency such as a large new investment.===>Filozofija koja stoji iza ideje kaizena je da svi zaposleni mogu nečim doprineti načinu izrade proizvoda i boljem obavljanju poslovanja preduzeća, pa da niz malih poboljšanja može tokom vremena kumulirati u tako značajnom povećanju efikasnosti kao što bi bio slučaj sa jednom velikom novom investicijom.)
MATCH@M:(This could be visualized by a rising line representing the work productivity in a coordinate system where the “x“ axis presents the time period, and the “y“ axis presents productivity, contrary to single substantial improvements, such as inventions or investments into equipment, that are made at a definite moment and would be represented by a gradually rising line.===>To bi moglo da se vizualizuje uzlaznom linijom koja predstavlja produktivnost rada u koordinatnom sistemu gde je na „x“ osi vreme, a na „y“ osi produktivnost, za razliku od jednokratnih velikih poboljšanja, kao što su invencije ili investicije u opremu koje se dešavaju u određenom vremenu, čemu bi odgovaralo predstavljanje stepenastom linijom.)
MATCH@E:(This could be visualized by a rising line representing the work productivity in a coordinate system where the x axis presents the time period, and the y axis presents productivity, contrary to single substantial improvements, such as inventions or investments into equipment, that are made at a definite moment and would be represented by a gradually rising line.===>To bi moglo da se vizualizuje uzlaznom linijom koja predstavlja produktivnost rada u koordinatnom sistemu gde je na x osi vreme, a na y osi produktivnost, za razliku od jednokratnih velikih poboljšanja, kao što su invencije ili investicije u opremu koje se dešavaju u određenom vremenu, čemu bi odgovaralo predstavljanje stepenastom linijom.)
MATCH@M:(The key elements of kaizen are as follows: quality, effort, will for change and communication.===>Ključni elementi kaizena su: kvalitet, napor, volja za promenom i komunikacija.)
MATCH@E:(The key elements of kaizen are as follows: quality, effort, will for change and communication.===>Ključni elementi kaizena su: kvalitet, napor, volja za promenom i komunikacija.)
MATCH@M:(The manager who accepts the kaizen supports the continual process of imcremental improvements within an organization.===>Stav menadžera koji pod-razumeva prihvatanje kaizena podržava kontinuelni proces inkrementalnih poboljšanja unutar neke organizacije.)
MATCH@E:(The manager who accepts the kaizen supports the continual process of imcremental improvements within an organization.===>Stav menadžera koji podrazumeva prihvatanje kaizena podržava kontinuelni proces inkrementalnih poboljšanja unutar neke organizacije.)
MATCH@M:(The fundamentals of kaizen model comprise five elements: team work, individual discipline, high level of ethics, quality circles and suggestions for improvements.===>Osnova kaizen modela se sastoji od pet elemenata: timski rad, individualna disciplina, povišen moral, krugovi kvaliteta i sugestije za poboljšanja.)
MATCH@E:(The fundamentals of kaizen model comprise five elements: team work, individual discipline, high level of ethics, quality circles and suggestions for improvements.===>Osnova kaizen modela se sastoji od pet elemenata: timski rad, individualna disciplina, povišen moral, krugovi kvaliteta i sugestije za poboljšanja.)
MATCH@M:(These give three key aspects of keizen: elimination of waste products and inefficiency, the “5 S“ framework for good maintenance and standardization.===>Iz ovoga proizilaze tri ključna aspekta kaizena: eliminacija škarta i neefikasnosti, „5 S“ okvir za dobro održavanje i standardizacija.)
MATCH@E:(These give three key aspects of keizen: elimination of waste products and inefficiency, the 5 S framework for good maintenance and standardization.===>Iz ovoga proizilaze tri ključna aspekta kaizena: eliminacija škarta i neefikasnosti, 5 S okvir za dobro održavanje i standardizacija.)
MATCH@M:(The areas of the effects are quality management, cost management and logistics management.===>Područja efekata su upravljanje kvalitetom, menadžment troškova i menadžment logistike.)
MATCH@E:(The areas of the effects are quality management, cost management and logistics management.===>Područja efekata su upravljanje kvalitetom, menadžment troškova i menadžment logistike.)
MATCH@M:(Through its impact upon manyfold functional parts of the organization, kaizen can eventually lead to a sustainable profit management.===>Kroz uticaj na mnogostruke funkcionalne delove organizacije, kaizen može konačno dovesti do održivog upravljanja profitom.)
MATCH@E:(Through its impact upon manyfold functional parts of the organization, kaizen can eventually lead to a sustainable profit management.===>Kroz uticaj na mnogostruke funkcionalne delove organizacije, kaizen može konačno dovesti do održivog upravljanja profitom.)
MATCH@M:(The organization should first reduce or eliminate waste products and inefficiency resulting from excessive production, surplus stocks, returned products, waiting, installation, transport.===>Najpre bi organizacija trebalo da smanji ili eliminiše škart i neefikasnost koji su proizašli iz prekomerne proizvodnje, viška zaliha, vraćenih proizvoda, čekanja, montaže, transporta.)
MATCH@E:(The organization should first reduce or eliminate waste products and inefficiency resulting from excessive production, surplus stocks, returned products, waiting, installation, transport.===>Najpre bi organizacija trebalo da smanji ili eliminiše škart i neefikasnost koji su proizašli iz prekomerne proizvodnje, viška zaliha, vraćenih proizvoda, čekanja, montaže, transporta.)
MATCH@M:(The next building block, good maintenance is achieved through the “5 S“ (in Japanese): (1) seiri - “cleaning up“ in the sense of keeping only what is necessary for work to be done and what contributes to work simplification; (2) seiton - tidiness as increased efficiency by allocating material, equipment, etc; (3) seiso - cleanliness, so that everything looks appropriate and attractive; (4) seiketsu - “putting to order“ in the sense of regularity and institutionalization of keeping things clean and organized as part of “visual management“; and (5) shitsuke - discipline referring to individual responsibility [7].===>Dobro održavanje kao sle-deći gradivni blok se postiže kroz „5 S“ (na japanskom): (1) seiri - „pospremanje“ u smislu odvajanja samo onog što je neophodno za rad i doprinosi sim-plificiranju rada, (2) seiton - urednost kao povećanje efikasnosti putem alokacije materijala, opreme itd., (3) seiso - čistoću tako da sve izgleda prikladno i atraktivno, (4) seiketsu - „dovođenje u red“ u smislu regularnosti i institucionalizacije držanja stvari čistim i organizovanim kao deo „vizuelnog menadžmenta“ i (5) shitsuke - disciplinu koja se odnosi na pojedinačnu odgovornost [7].)
MATCH@E:(The next building block, good maintenance is achieved through the 5 S (in Japanese): (1) seiri cleaning up in the sense of keeping only what is necessary for work to be done and what contributes to work simplification; (2) seiton tidiness as increased efficiency by allocating material, equipment, etc; (3) seiso cleanliness, so that everything looks appropriate and attractive; (4) seiketsu - putting to order in the sense of regularity and institutionalization of keeping things clean and organized as part of visual management; and (5) shitsuke discipline referring to individual responsibility Š7Ë. Standardization of practice is still very important, and management is in charge of the the standards.===>Dobro održavanje kao sledeći gradivni blok se postiže kroz 5 S (na japanskom): (1) seiri pospremanje u smislu odvajanja samo onog što je neophodno za rad i doprinosi simplificiranju rada, (2) seiton urednost kao povećanje efikasnosti putem alokacije materijala, opreme itd., (3) seiso čistoću tako da sve izgleda prikladno i atraktivno, (4) seiketsu dovođenje u red u smislu regularnosti i institucionalizacije držanja stvari čistim i organizovanim kao deo vizuelnog menadžmenta i (5) shitsuke - disciplinu koja se odnosi na pojedinačnu odgovornost Š7Ë. ~~~ Standardizacija prakse je dalje veoma bitna, a menadžment je zadužen za poboljšanje standarda.)
MATCH@M:(Moreover, the top management plays an important role in ensuring that kaizen, “5 S“, and work standardization are widely implemented and coordinated, alongside the strict selfdiscipline of all employees, and their mutual collaboration.===>Pri svemu ovome vrhovni menadžment igra značajnu ulogu u staranju o široko rasprostranjenoj primeni i koordinaciji kaizena, „5 S“ i standardizacije rada, uz veliku samodisciplinu svih zaposlenih, ali i njihovu međusobnu saradnju.)
MATCH@E:(Moreover, improving top management plays an important role in ensuring that kaizen, 5 S, and work standardization are widely implemented and coordinated, alongside the strict selfdiscipline of all employees, and their mutual collaboration.===>Pri svemu ovome vrhovni menadžment igra značajnu ulogu u staranju o široko rasprostranjenoj primeni i koordinaciji kaizena, 5 S i standardizacije rada, uz veliku samodisciplinu svih zaposlenih, ali i njihovu međusobnu saradnju.)
MATCH@M:(This is essentially a process-oriented management style, which has its vital behaviouristic dimension.===>U suštini se radi o procesno orijentisanom stilu menadž-menta, što ima svoju bitnu biheviorističku dimenziju.)
MATCH@E:(This is essentially a process-oriented management style, which has its vital behaviouristic dimension.===>U suštini se radi o procesno orijentisanom stilu menadžmenta, što ima svoju bitnu biheviorističku dimenziju.)
MATCH@M:(The implementation of the kaizen strategy brings the change in the employee behaviour in its wake.===>U realizaciji kaizen strategije dolazi do promena ponašanja zaposlenih.)
MATCH@E:(The implementation of the kaizen strategy brings the change in the employee behaviour in its wake.===>U realizaciji kaizen strategije dolazi do promena ponašanja zaposlenih.)
MATCH@M:(As regards the cost management, it is important that kaizen costing has a mission of cost reduction.===>Sa stanovišta menadžmenta troškova bitno je da kaizen obračun troškova ima misiju snižavanja troškova.)
MATCH@E:(As regards the cost management, it is important that kaizen costing has a mission of cost reduction.===>Sa stanovišta menadžmenta troškova bitno je da kaizen obračun troškova ima misiju snižavanja troškova.)
MATCH@M:(This is the system of costing that focuses upon reducing costs in the manufacture phase as part of the overall life cycle of the product.===>To je sistem obračuna troškova koji se usredsređuje na snižavanje troškova u fazi proizvodnje kao delu ce-lokupnog životnog ciklusa proizvoda.)
MATCH@E:(This is the system of costing that focuses upon reducing costs in the manufacture phase as part of the overall life cycle of the product.===>To je sistem obračuna troškova koji se usredsređuje na snižavanje troškova u fazi proizvodnje kao delu celokupnog životnog ciklusa proizvoda.)
MATCH@M:(Since the term kaizen in Japanese means slight incremental improvement of the process, rather than improvements through large-scale innovations, this is a reasonable approach to the manufacture phase, where big changes would incur high costs.===>Pošto kaizen kao termin na japanskom znači mala inkrementalna poboljšanja procesa pre nego poboljšanja kroz velike inovacije, ovo predstavlja razuman pristup za fazu proizvodnje, gde bi velike promene zahtevale visoke troškove.)
MATCH@E:(Since the term kaizen in Japanese means slight incremental improvement of the process, rather than improvements through large-scale innovations, this is a reasonable approach to the manufacture phase, where big changes would incur high costs.===>Pošto kaizen kao termin na japanskom znači mala inkrementalna poboljšanja procesa pre nego poboljšanja kroz velike inovacije, ovo predstavlja razuman pristup za fazu proizvodnje, gde bi velike promene zahtevale visoke troškove.)
MATCH@M:(The cost reduction goals mean continual engagement, that is, comparing target costs with actual amounts of reduced costs.===>Ciljevi sniženja troškova podrazumevaju kontinuelno angažovanje, odnosno uporedjivanje ciljanih troškova sa stvarnim iznosima sniženih troškova.)
MATCH@E:(The cost reduction goals mean continual engagement, that is, comparing target costs with actual amounts of reduced costs.===>Ciljevi sniženja troškova podrazumevaju kontinuelno angažovanje, odnosno uporedjivanje ciljanih troškova sa stvarnim iznosima sniženih troškova.)
MATCH@M:(Here, it is especially important that the employees know how to improve the processes, as well as that they are responsible in achieving standards of cost reduction.===>Pri tome je posebno značajno znanje radnika o tome kako da se poboljšaju procesi, kao i njihova odgovornost prilikom dostizanja standarda sniženja troškova.)
MATCH@E:(Here, it is especially important that the employees know how to improve the processes, as well as that they are responsible in achieving standards of cost reduction.===>Pri tome je posebno značajno znanje radnika o tome kako da se poboljšaju procesi, kao i njihova odgovornost prilikom dostizanja standarda sniženja troškova.)
MATCH@M:(In case the amounts of targeted cost reduction are not achieved, an investigation is needed.===>Istraživanje je potrebno izvršiti ukoliko iznosi ciljanog sniženja troškova nisu dostignuti.)
MATCH@E:(In case the amounts of targeted cost reduction are not achieved, an investigation is needed.===>Istraživanje je potrebno izvršiti ukoliko iznosi ciljanog sniženja troškova nisu dostignuti.)
MATCH@M:(Problems may arise in cases of hard pressure upon the employees as well as due to managerial focusing upon details.===>Problemi mogu nastati zbog velikog pritiska na zaposlene i zbog menadžerskog fokusiranja na detalje.)
MATCH@E:(Problems may arise in cases of hard pressure upon the employees as well as due to managerial focusing upon details.===>Problemi mogu nastati zbog velikog pritiska na zaposlene i zbog menadžerskog fokusiranja na detalje.)
MATCH@M:(In Toyota, a successful Japanese company, kaizen used to be stressed as a starting point for new reasoning and as an inspiration for high quality products and services focused on customers, which ultimately lead to a global business success [8].===>U uspešnoj japanskoj kompaniji Toyota kaizen je istican kao polazište za novo razmišljanje i kao inspiracija za proizvode i usluge visokog kvaliteta fokusirane na kupce, što je u krajnjoj instanci doprinelo poslovnom uspehu globalnih razmera [8].)
MATCH@E:(In Toyota, a successful Japanese company, kaizen used to be stressed as a starting point for new reasoning and as an inspiration for high quality products and services focused on customers, which ultimately lead to a global business success Š8Ë.===>U uspešnoj japanskoj kompaniji Toyota kaizen je istican kao polazište za novo razmišljanje i kao inspiracija za proizvode i usluge visokog kvaliteta fokusirane na kupce, što je u krajnjoj instanci doprinelo poslovnom uspehu globalnih razmera Š8Ë.)
MATCH@M:(The essence of kaizen is expressed in the following slogans: “All roads lead to continual improvements“ and “Always better“rather than “the best“.===>Suština kaizena je sažeta u sledečim sloganima: Svi putevi vode ka kontinuiranim poboljšanjima i „Uvek bolji“pre nego „najbolji“.)
MATCH@E:(The essence of kaizen is expressed in the following slogans: All roads lead to continual improvements and Always better rather than the best.===>Suština kaizena je sažeta u sledečim sloganima: ~~~ Svi putevi vode ka kontinuiranim poboljšanjima i Uvek bolji pre nego najbolji. 3.)
MATCH@M:(Target Costing (TC) is a method of cost and profit planning focusing upon products with discrete processes of production towards reducing costs to targeted levels in one plan cycle.===>Ciljani obračun troškova (TC - Target Costing) je me-tod planiranja troškova i profita koji se fokusira na proizvode sa diskretnim procesima proizvodnje da bi se snizili troškovi do ciljanih nivoa u jednom planskom ciklusu.)
MATCH@E:(3. ~~~ Target costing and managerial decision making Target Costing (TC) is a method of cost and profit planning focusing upon products with discrete processes of production towards reducing costs to targeted levels in one plan cycle.===>Ciljani obračun troškova i menadžersko odlučivanje Ciljani obračun troškova (TC - Target Costing) je metod planiranja troškova i profita koji se fokusira na proizvode sa diskretnim procesima proizvodnje da bi se snizili troškovi do ciljanih nivoa u jednom planskom ciklusu.)
MATCH@M:(It takes into account the assumed customers ability to pay, that is, market prices.===>On uzima u obzir pretpostavljenu sposobnost kupaca da plate, odnosno formiranje tržišnih cena.)
MATCH@E:(It takes into account the assumed customers ability to pay, that is, market prices.===>On uzima u obzir pretpostavljenu sposobnost kupaca da plate, odnosno formiranje tržišnih cena.)
MATCH@M:(Since this way starts from target profit, the target costs may not be exceeded.===>Pošto se na ovaj način polazi od ciljanog profita, ciljani troškovi se ne smeju premašiti.)
MATCH@E:(Since this way starts from target profit, the target costs may not be exceeded.===>Pošto se na ovaj način polazi od ciljanog profita, ciljani troškovi se ne smeju premašiti.)
MATCH@M:(The order of steps and the way of thinking in pricing the product in case of target costing differ from the traditional costing to a large extent.===>Kod ciljanog obračuna troškova redosled koraka i način razmišljanja o određivanju troškova proizvoda se znatno razlikuju od tradicionalnog obračuna troškova.)
MATCH@E:(The order of steps and the way of thinking in pricing the product in case of target costing differ from the traditional costing to a large extent.===>Kod ciljanog obračuna troškova redosled koraka i način razmišljanja o određivanju troškova proizvoda se znatno razlikuju od tradicionalnog obračuna troškova.)
MATCH@M:(First and foremost, the marketing research does not stop in the starting phase prior to the product specification, but is run continually throughout the target costing process.===>Pre svega, istraživanje marketinga se ne završava u početnoj fazi pre specifikacije proizvoda, već se odvija kontinuirano tokom čitavog procesa ciljanog obračuna troškova.)
MATCH@E:(First and foremost, the marketing research does not stop in the starting phase prior to the product specification, but is run continually throughout the target costing process.===>Pre svega, istraživanje marketinga se ne završava u početnoj fazi pre specifikacije proizvoda, već se odvija kontinuirano tokom čitavog procesa ciljanog obračuna troškova.)
MATCH@M:(Besides, more time is consumed in the specification phase and the product design phase in order to minimize the demand for changing the product design in the course of the production process when this is considerably more expensive.===>Pored toga, više vremena se utroši u fazi specifikacije i projektovanja proizvoda da bi se minimizirala potreba za promenom dizajna proizvoda u toku procesa proizvodnje, kada je to mnogo skuplje.)
MATCH@E:(Besides, more time is consumed in the specification phase and the product design phase in order to minimize the demand for changing the product design in the course of the production process when this is considerably more expensive.===>Pored toga, više vremena se utroši u fazi specifikacije i projektovanja proizvoda da bi se minimizirala potreba za promenom dizajna proizvoda u toku procesa proizvodnje, kada je to mnogo skuplje.)
MATCH@M:(Generally, target costing uses a modified concept of the overall life cycle of a product or a service.===>U celini posmatrano, kod ciljanog obračuna troškova primenjuje se modifilovani koncept celokupnog životnog ciklusa proizvoda ili usluge.)
MATCH@E:(Generally, target costing uses a modified concept of the overall life cycle of a product or a service.===>U celini posmatrano, kod ciljanog obračuna troškova primenjuje se modifilovani koncept celokupnog životnog ciklusa proizvoda ili usluge.)
MATCH@M:(This means that the costs of product maintenence and costs of “getting rid“ of it are also included.===>To znači da su uključeni i troškovi održavanja proizvoda i „oslobađanja“ od njega.)
MATCH@E:(This means that the costs of product maintenence and costs of getting rid of it are also included.===>To znači da su uključeni i troškovi održavanja proizvoda i oslobađanja od njega.)
MATCH@M:(The target sales price of a product/service Stc, as well as the target scope of realized products/delivered services are determined.===>Određuje se ciljana prodajna cena proizvoda/usluge Stc i ciljani obim realizovanih proizvoda/pruženih usluga.)
MATCH@E:(The target sales price of a product/service Stc, as well as the target scope of realized products/delivered services are determined.===>Određuje se ciljana prodajna cena proizvoda/usluge Stc i ciljani obim realizovanih proizvoda/pruženih usluga.)
MATCH@M:(The target profit margin Ptc results from a long-term profit analysis and is usually based on the returns on income from sales, since this ratio is most easily brought into relation with profitability for any product/service.===>Ciljana margina profita Ptc rezultira iz analize profita na dugi rok i obično je bazirana na prinosu na prihod od prodaje zato što se ovaj racio može najbliže dovesti u vezu sa profitabilnošću za svaki proiz-vod/uslugu.)
MATCH@E:(The target profit margin Ptc results from a long-term profit analysis and is usually based on the returns on income from sales, since this ratio is most easily brought into relation with profitability for any product/service.===>Ciljana margina profita Ptc rezultira iz analize profita na dugi rok i obično je bazirana na prinosu na prihod od prodaje zato što se ovaj racio može najbliže dovesti u vezu sa profitabilnošću za svaki proizvod/uslugu.)
MATCH@M:(The target cost Ctc is the difference between the target sales price of the product and the target profit margin.===>Ciljani trošak Ctc je razlika između ciljana prodajne cene proizvoda i ciljane margine profita.)
MATCH@E:(The target cost Ctc is the difference between the target sales price of the product and the target profit margin.===>Ciljani trošak Ctc je razlika između ciljana prodajne cene proizvoda i ciljane margine profita.)
MATCH@M:(This is the area of value engineering, which here represents the process of re-examining each of the product components in order to find out whether its costs could be reduced while retaining its functionality and its existing performances.===>To je domen inženjeringa vrednosti, koji ovde predstavlja proces preispitivanja svake komponente proizvoda da bi se odredilo da li njeni troškovi mogu biti smanjeni uz zadržavanje funkcionalnosti i postojećih performansi.)
MATCH@E:(This is the area of value engineering, which here represents the process of re-examining each of the product components in order to find out whether its costs could be reduced while retaining its functionality and its existing performances.===>To je domen inženjeringa vrednosti, koji ovde predstavlja proces preispitivanja svake komponente proizvoda da bi se odredilo da li njeni troškovi mogu biti smanjeni uz zadržavanje funkcionalnosti i postojećih performansi.)
MATCH@M:(In some cases the design may be changed, the materials used in manufacturing may be replaced or production processes may be redesigned.===>U nekim slučajevima se može izmeniti dizajn, zameniti materijali kori-šćeni u proizvodnji ili se vrši redizajniranje proizvodnih procesa.)
MATCH@E:(In some cases the design may be changed, the materials used in manufacturing may be replaced or production processes may be redesigned.===>U nekim slučajevima se može izmeniti dizajn, zameniti materijali korišćeni u proizvodnji ili se vrši redizajniranje proizvodnih procesa.)
MATCH@M:(In practice, several iterations of value engineering are usually necessary in order that the final target costs are defined.===>U praksi je obično potrebno nekoliko ite-racija inženjeringa vrednosti da bi se odredili finalni ciljani troškovi.)
MATCH@E:(In practice, several iterations of value engineering are usually necessary in order that the final target costs are defined.===>U praksi je obično potrebno nekoliko iteracija inženjeringa vrednosti da bi se odredili finalni ciljani troškovi.)
MATCH@M:(The strategy orientation and the holistic approach are evident in building crossfunctional teams whose members come from all business paths.===>Strategijska orijentacija i holistički pristup su evidentni kod formiranja kros-funkcional-nih timova čiji su članovi iz svih poslovnih funkcija.)
MATCH@E:(The strategy orientation and the holistic approach are evident in building crossfunctional teams whose members come from all business paths.===>Strategijska orijentacija i holistički pristup su evidentni kod formiranja kros-funkcionalnih timova čiji su članovi iz svih poslovnih funkcija.)
MATCH@M:(There are also the external representatives of the value chain sections.===>Pored toga, tu su i eksterni predstavnici delova lanca vrednosti.)
MATCH@E:(There are also the external representatives of the value chain sections.===>Pored toga, tu su i eksterni predstavnici delova lanca vrednosti.)
MATCH@M:(The company establishes long-term business relations with them.===>Sa njima preduzeće uspostavlja dugoročne odnose.)
MATCH@E:(The company establishes long-term business relations with them.===>Sa njima preduzeće uspostavlja dugoročne odnose.)
MATCH@M:(Of special importance is the role of suppliers who may be requested to reduce the costs of certain components if necessary.===>Posebno je značajna uloga snabdevača od kojih se može tražiti da snize troškove pojedinih komponenti ukoliko je to potrebno.)
MATCH@E:(Of special importance is the role of suppliers who may be requested to reduce the costs of certain components if necessary.===>Posebno je značajna uloga snabdevača od kojih se može tražiti da snize troškove pojedinih komponenti ukoliko je to potrebno.)
MATCH@M:(This can result into the supply chain management which develops long-term cooperation between the business customers and the suppliers, the one that will be fruitful for both parties.===>Ovo može rezultirati u menadžmentu lanca snabdevanja kojim se razvijaju dugoročni kooperativni odnosi između poslovnih kupaca i dobavljača koji će doneti obostrane koristi.)
MATCH@E:(This can result into the supply chain management which develops long-term cooperation between the business customers and the suppliers, the one that will be fruitful for both parties.===>Ovo može rezultirati u menadžmentu lanca snabdevanja kojim se razvijaju dugoročni kooperativni odnosi između poslovnih kupaca i dobavljača koji će doneti obostrane koristi.)
MATCH@M:(When implemented, target costing may cause certain difficulties, primarily in the communication among various parties involved in both the process and the employee motivation.===>U primeni ciljani obračun troškova može prouzrokovati određene teškoće, pre svega u komunikaciji između različitih strana uključenih u proces i u motivaciji zaposlenih.)
MATCH@E:(When implemented, target costing may cause certain difficulties, primarily in the communication among various parties involved in both the process and the employee motivation.===>U primeni ciljani obračun troškova može prouzrokovati određene teškoće, pre svega u komunikaciji između različitih strana uključenih u proces i u motivaciji zaposlenih.)
MATCH@M:(It is successfully implemented not only in a large number of Japanese companies, but also in companies worldwide, as a broader approach to cost management and profit planning (e.g., in Eastman, Kodak and Boeing companies) [9, 10].===>On se uspešno primenjuje u mnogim japanskim kompanijama, a kao širi pristup mendžmentu troškova i planiranju profita i u preduzećima širom sveta (npr. u kompanijama Eastman Kodak i Boeing) [9, 10] .)
MATCH@E:(It is successfully implemented not only in a large number of Japanese companies, but also in companies worldwide, as a broader approach to cost management and profit planning (e.g., in Eastman, Kodak and Boeing companies) Š9, 10Ë.===>On se uspešno primenjuje u mnogim japanskim kompanijama, a kao širi pristup mendžmentu troškova i planiranju profita i u preduzećima širom sveta (npr. u kompanijama Eastman Kodak i Boeing) Š9, 10Ë .)
MATCH@M:(On the basis of research and comparison of more recent methods of costing, a conclusion can be drawn that target costing is a tool directly resulting from highly competitive markets in a variety of industries.===>Na bazi istraživanja i kompariranja novijih metoda obračuna troškova možemo zaključiti da ciljani obračun troškova predstavjla alat koji je direktno rezultirao iz veoma konkurentnih tržišta u mnogim privrednim delatnostima.)
MATCH@E:(On the basis of research and comparison of more recent methods of costing, a conclusion can be drawn that target costing is a tool directly resulting from highly competitive markets in a variety of industries.===>Na bazi istraživanja i kompariranja novijih metoda obračuna troškova možemo zaključiti da ciljani obračun troškova predstavjla alat koji je direktno rezultirao iz veoma konkurentnih tržišta u mnogim privrednim delatnostima.)
MATCH@M:(It is implemented to determine the desired costs of the product on the basis of the given competitive price, so that the product should yield a desired profit.===>Njime se određuju poželjni troškovi proizvoda na bazi date konkurentske cene, tako da proizvod donese željeni profit.)
MATCH@E:(It is implemented to determine the desired costs of the product on the basis of the given competitive price, so that the product should yield a desired profit.===>Njime se određuju poželjni troškovi proizvoda na bazi date konkurentske cene, tako da proizvod donese željeni profit.)
MATCH@M:(In this way, the cost is determined by the price.===>Na ovaj način trošak je determinisan cenom.)
MATCH@E:(In this way, the cost is determined by the price.===>Na ovaj način trošak je determinisan cenom.)
MATCH@M:(The company using target costing must frequently apply strict measures of cost reduction or redesign the product or production process to remain profitable with the given market price.===>Preduzeće koje koristi target costing mora često da primenjuje striktne mere redukcije troškova ili da redizajnira proizvod ili proces proizvodnje da bi uspelo da uz datu tržišnu cenu ostane profitabilno.)
MATCH@E:(The company using target costing must frequently apply strict measures of cost reduction or redesign the product or production process to remain profitable with the given market price.===>Preduzeće koje koristi target costing mora često da primenjuje striktne mere redukcije troškova ili da redizajnira proizvod ili proces proizvodnje da bi uspelo da uz datu tržišnu cenu ostane profitabilno.)
MATCH@M:(Target costing encourages the firm to become more competitive, especially in industries where even smallest differences in prices attract the customers towards lower-price products.===>Ciljani obračun troškova podstiče firmu da bude konkurentnija, posebno u delatnostima gde čak i male razlike u ceni privlače kupce ka proizvodima sa nižom ce-nom.)
MATCH@E:(Target costing encourages the firm to become more competitive, especially in industries where even smallest differences in prices attract the customers towards lower-price products.===>Ciljani obračun troškova podstiče firmu da bude konkurentnija, posebno u delatnostima gde čak i male razlike u ceni privlače kupce ka proizvodima sa nižom cenom.)
MATCH@M:(A good example of an industry implementing TC is the production of cameras.===>Dobar primer za industriju koja primenjuje TC je proizvodnja foto aparata.)
MATCH@E:(A good example of an industry implementing TC is the production of cameras.===>Dobar primer za industriju koja primenjuje TC je proizvodnja foto aparata.)
MATCH@M:(The camera producers such as Minolta know the market price of each production line of the cameras they produce, therefore they redesign the product (for example, add/take out certain properties, use less expensive parts and materials) and redesign the production process in order to reduce production costs to previously defined target costs [11].===>Proizvođači foto aparata kao što je Minolta, znaju tržišnu cenu za svaku liniju kamera koje proizvode, tako da oni redizajniraju proizvod (na primer dodaju/oduzimaju određene karakteristike, koriste jeftinije delove i materijale) i redizajni-raju proizvodni proces da bi reducirali proizvodne troškove do unapred određenih ciljanih troškova [11].)
MATCH@E:(The camera producers such as Minolta know the market price of each production line of the cameras they produce, therefore they redesign the product (for example, add/take out certain properties, use less expensive parts and materials) and redesign the production process in order to reduce production costs to previously defined target costs Š11Ë.===>Proizvođači foto aparata kao što je Minolta, znaju tržišnu cenu za svaku liniju kamera koje proizvode, tako da oni redizajniraju proizvod (na primer dodaju/oduzimaju određene karakteristike, koriste jeftinije delove i materijale) i redizajniraju proizvodni proces da bi reducirali proizvodne troškove do unapred određenih ciljanih troškova Š11Ë.)
MATCH@M:(The automobile industry also uses the TC [12].===>U automobilskoj industriji se takođe koristi TC [12].)
MATCH@E:(The automobile industry also uses the TC Š12Ë.===>U automobilskoj industriji se takođe koristi TC Š12Ë.)
MATCH@M:(The Toyota company introduced the method of target costing in 1960’s to achieve high quality and desired properties of products, at competitive prices.===>Kompanija Toyota je kao metod uvela ciljani obračun troškova šezdesetih godina 20. veka da bi njime postigla visok kvalitet i željene karakteristike proizvoda po konkurentnoj ceni.)
MATCH@E:(The Toyota company introduced the method of target costing in 1960s to achieve high quality and desired properties of products, at competitive prices.===>Kompanija Toyota je kao metod uvela ciljani obračun troškova šezdesetih godina 20. veka da bi njime postigla visok kvalitet i željene karakteristike proizvoda po konkurentnoj ceni.)
MATCH@M:(It is well known that Toyota is one of the leading automobile producers in the world, which was evident in the conditions of the global economic crisis too.===>Poznato je da je Toyota među vodećim svetskim proizvođačima automobila, što se pokazalo i u uslovima globalne ekonomske krize.)
MATCH@E:(It is well known that Toyota is one of the leading automobile producers in the world, which was evident in the conditions of the global economic crisis too.===>Poznato je da je Toyota među vodećim svetskim proizvođačima automobila, što se pokazalo i u uslovima globalne ekonomske krize.)
MATCH@M:(This company is very successful in placing high quality vehices at competitive prices.===>Ova kompanija uspešno plasira visoko kvalitetna vozila po konkurentnim cenama.)
MATCH@E:(This company is very successful in placing high quality vehices at competitive prices.===>Ova kompanija uspešno plasira visoko kvalitetna vozila po konkurentnim cenama.)
MATCH@M:(It is important to note that target costing is an approach in which cost management plays an important role.===>Bitno je naglasiti da ciljani obračun troškova predstavlja pristup u kome menadžment troškova igra veliku ulogu.)
MATCH@E:(It is important to note that target costing is an approach in which cost management plays an important role.===>Bitno je naglasiti da ciljani obračun troškova predstavlja pristup u kome menadžment troškova igra veliku ulogu.)
MATCH@M:(In implementing target costing the company plans, or designs the product to achieve the desired profit, fulfilling the expectations of customers as to the quality and the properties of the product.===>Korišćenjem ciljanog obračuna troškova pred-uzeće planira, odnosno projektuje proizvod da bi ostvarilo željeni profit uz zadovoljenje očekivanja kupaca vezanih za kvalitet i za karakteristike proizvoda.)
MATCH@E:(In implementing target costing the company plans, or designs the product to achieve the desired profit, fulfilling the expectations of customers as to the quality and the properties of the product.===>Korišćenjem ciljanog obračuna troškova preduzeće planira, odnosno projektuje proizvod da bi ostvarilo željeni profit uz zadovoljenje očekivanja kupaca vezanih za kvalitet i za karakteristike proizvoda.)
MATCH@M:(The balancing of costs, properties and quality is effected through designing, manufacturing, sales and servicing the product, but the stress is on the first phase, the design.===>Balansiranje troškova, karakteristika i kvaliteta se odvija kroz projektovanje, proizvodnju, prodaju i servi-siranje proizvoda, ali ima naglasak u prvoj fazi, pro-jektovanju.)
MATCH@E:(The balancing of costs, properties and quality is effected through designing, manufacturing, sales and servicing the product, but the stress is on the first phase, the design.===>Balansiranje troškova, karakteristika i kvaliteta se odvija kroz projektovanje, proizvodnju, prodaju i servisiranje proizvoda, ali ima naglasak u prvoj fazi, projektovanju.)
MATCH@M:(When the alternatives in this area are analysed and the selection is accomplished, Toyota is shown to have a maximum flexibility in selecting the options that affect the production and all the other costs of the product, such as the costs related to the customer service and technical guarantee.===>Kada se alternative u ovom području ispitaju i izvrši selekcija, Toyota ima maksimalnu fleksibilnost za izbor opcija koje utiču na proizvodne i sve ostale troškove proizvoda, kao što su troškovi vezani za servis kupcima i za tehničku garanciju.)
MATCH@E:(When the alternatives in this area are analysed and the selection is accomplished, Toyota is shown to have a maximum flexibility in selecting the options that affect the production and all the other costs of the product, such as the costs related to the customer service and technical guarantee.===>Kada se alternative u ovom području ispitaju i izvrši selekcija, Toyota ima maksimalnu fleksibilnost za izbor opcija koje utiču na proizvodne i sve ostale troškove proizvoda, kao što su troškovi vezani za servis kupcima i za tehničku garanciju.)
MATCH@M:(When the product design has been completed and the production starts, the cost consequences of the selection of properties and production methods are fixed until the next change in the model.===>Pošto se projektovanje proizvoda završi i počne proizvodnja, troškovne posledice izbora karakteristika i metoda proizvodnje su utvrđene do sledece promene modela.)
MATCH@E:(When the product design has been completed and the production starts, the cost consequences of the selection of properties and production methods are fixed until the next change in the model.===>Pošto se projektovanje proizvoda završi i počne proizvodnja, troškovne posledice izbora karakteristika i metoda proizvodnje su utvrđene do sledeće promene modela.)
MATCH@M:(As a result, the development of proper, cost effective design is of critical importance.===>Kao rezultat, razvoj dobrog, troškovno efektivnog projektovanja je kritičan.)
MATCH@E:(As a result, the development of proper, cost effective design is of critical importance.===>Kao rezultat, razvoj dobrog, troškovno efektivnog projektovanja je kritičan.)
MATCH@M:(In this way, the concept of target costing stresses the application of the designing process to improve the product and reduce costs, that is, with time and material saving.===>Na ovaj način koncept ciljanog obračuna troškova stavlja naglasak na koriščenje procesa projektovanja da bi se poboljšao proizvod i snizili troškovi, odnosno uz uštedu vremena i materijala.)
MATCH@E:(In this way, the concept of target costing stresses the application of the designing process to improve the product and reduce costs, that is, with time and material saving.===>Na ovaj način koncept ciljanog obračuna troškova stavlja naglasak na koriščenje procesa projektovanja da bi se poboljšao proizvod i snizili troškovi, odnosno uz uštedu vremena i materijala.)
MATCH@M:(From the managerial point of view, target costing is a technique that assumes that the company defines the allowed, or permissible, i.e., target costs for a product or a service starting from the given market price, so that it should earn a desired profit, which is especially applied in the conditions of global competition and the customers’ increased expectations.===>Sa menadžerskog aspekta, ciljani obračun troškova je tehnika koja podrazumeva da preduzece određuje dozvoljene, odnosno dopustive, tj. ciljane troškove za proizvod ili uslugu polazeći od date tržišne cene, tako da može da ostvari željeni profit, što se posebno primenjuje u uslovima globalne konkurentnosti i pove-canih očekivanja kupaca.)
MATCH@E:(From the managerial point of view, target costing is a technique that assumes that the company defines the allowed, or permissible, i.e., target costs for a product or a service starting from the given market price, so that it should earn a desired profit, which is especially applied in the conditions of global competition and the customers increased expectations.===>Sa menadžerskog aspekta, ciljani obračun troškova je tehnika koja podrazumeva da preduzeće određuje dozvoljene, odnosno dopustive, tj. ciljane troškove za proizvod ili uslugu polazeći od date tržišne cene, tako da može da ostvari željeni profit, što se posebno primenjuje u uslovima globalne konkurentnosti i povećanih očekivanja kupaca.)
MATCH@M:(The company has at disposal two options to reduce costs to the target cost level.===>Preduzece ima dve opcije da snizi troškove do ciljanog troškovnog nivoa:)
MATCH@E:(The company has at disposal two options to reduce costs to the target cost level.===>Preduzeće ima dve opcije da snizi troškove do ciljanog troškovnog nivoa:)
MATCH@M:(A large number of companies implement both options.===>Mnoga preduzeća primenjuju obe opcije.)
MATCH@E:(A large number of companies implement both options.===>Mnoga preduzeća primenjuju obe opcije.)
MATCH@M:(The target costing, having a clearly set objective, is shown to motivate both the managers and the employees.===>Pokazalo se da ciljani obračun troškova, pošto ima jasno postavljen cilj, deluje motivišuće i na menadžere, i na zaposlene.)
MATCH@E:(The target costing, having a clearly set objective, is shown to motivate both the managers and the employees.===>Pokazalo se da ciljani obračun troškova, pošto ima jasno postavljen cilj, deluje motivišuće i na menadžere, i na zaposlene.)
MATCH@M:(In the designing process, a large number of automobile, software and other commodity producers have to determine a number and type of properties that will be included into periodical updating and modernizations using cost and market analyses.===>Veliki broj proizvođača automobila, softvera i mnogih potrošnih dobara moraju da odrede u procesu pro-jektovanja broj i tip karakteristika koje će uključiti u periodično ažuriranje i modernizovanje korišćenjem troškova i tržišnih razmatranja.)
MATCH@E:(In the designing process, a large number of automobile, software and other commodity producers have to determine a number and type of properties that will be included into periodical updating and modernizations using cost and market analyses.===>Veliki broj proizvođača automobila, softvera i mnogih potrošnih dobara moraju da odrede u procesu projektovanja broj i tip karakteristika koje će uključiti u periodično ažuriranje i modernizovanje korišćenjem troškova i tržišnih razmatranja.)
MATCH@M:(The target costing, based on the functionality and cost analysis is found to be an appropriate managerial tool for these companies.===>Ciljani obračun troškova, baziran na analizi balansa funkcionalnosti i troškova, predstavlja odgovarajući menadžerski alat za ova preduzeća.)
MATCH@E:(The target costing, based on the functionality and cost analysis is found to be an appropriate managerial tool for these companies.===>Ciljani obračun troškova, baziran na analizi balansa funkcionalnosti i troškova, predstavlja odgovarajući menadžerski alat za ova preduzeća.)
MATCH@M:(Target costing is implemented by an increasing number of companies worldwide: Toyota, Honda Motor Company, Boeing, Intel [13].===>Rastući broj preduzeća u svetu koristi ciljani obračun troškova : Toyota, Honda Motor Company, Boeing, Intel [13].)
MATCH@E:(Target costing is implemented by an increasing number of companies worldwide: Toyota, Honda Motor Company, Boeing, Intel Š13Ë.===>Rastući broj preduzeća u svetu koristi ciljani obračun troškova : ~~~ Toyota, Honda Motor Company, Boeing, Intel Š13Ë.)
MATCH@M:(Thus they compete on the basis of price and functionality defining.===>Oni na ovaj način kon-kurišu na bazi određivanja cena i funkcionalnosti.)
MATCH@E:(Thus they compete on the basis of price and functionality defining.===>Oni na ovaj način konkurišu na bazi određivanja cena i funkcionalnosti.)
MATCH@M:(Target costing can also be viewed from the aspect of its individual phases.===>Ciljani obračun troškova se može posmatrati i sa aspekta pojedinih njegovih faza.)
MATCH@E:(Target costing can also be viewed from the aspect of its individual phases.===>Ciljani obračun troškova se može posmatrati i sa aspekta pojedinih njegovih faza.)
MATCH@M:(Often, we deal with two approaches to the profit determining itself.===>Cesto su prisutna dva pristupa samom određivanju profita.)
MATCH@E:(Often, we deal with two approaches to the profit determining itself.===>Često su prisutna dva pristupa samom određivanju profita.)
MATCH@M:(The desired profit is usually determined by the product unit, which means that, if the product price falls, and the target cost falls proportionally, the profit will remain unchanged after the change in the price, presuming that the quantity of products sold does not change for the company.===>Obično se određuje poželjan profit po jedinici proizvoda, što podrazumeva da, ukoliko cena proizvoda pada, i ciljani trošak opada proporcionalno, tada će profit ostati nepromenjen posle promene cene, uz pretpostavku da se za preduzeće količina prodatih proizvoda ne menja.)
MATCH@E:(The desired profit is usually determined by the product unit, which means that, if the product price falls proportionally, the profit will remain unchanged after the change in the price, presuming that the quantity of target cost falls, and the products sold does not change for the company.===>Obično se određuje poželjan profit po jedinici proizvoda, što podrazumeva da, ukoliko cena proizvoda pada, i ciljani trošak opada proporcionalno, tada će profit ostati nepromenjen posle promene cene, uz pretpostavku da se za preduzeće količina prodatih proizvoda ne menja.)
MATCH@M:(The other approach is determining the desired profit as a percentage of returns on sales.===>Drugi pristup je određivanje poželjnog profita kao procentualnog dela prihoda od prodaje.)
MATCH@E:(The other approach is determining the desired profit as a percentage of returns on sales.===>Drugi pristup je određivanje poželjnog profita kao procentualnog dela prihoda od prodaje.)
MATCH@M:(Target costing implements the value engineering to reduce product costs by analysing the balance among different types of production functionality, or cost characteristics, and especially total production costs.===>Inženjering vrednosti se koristi u ciljanom obračunu troškova da bi se snizili troškovi proizvoda analiziranjem ravnoteže između različitih tipova proizvodne funkcionalnosti, odnosno karakteristika troškova, a posebno ukupnih proizvodnih troškova.)
MATCH@E:(Target costing implements the value engineering to reduce product costs by analysing the balance among different types of production functionality, or cost characteristics, and especially total production costs.===>Inženjering vrednosti se koristi u ciljanom obračunu troškova da bi se snizili troškovi proizvoda analizira njem ravnoteže između različitih tipova proizvodne funkcionalnosti, odnosno karakteristika troškova, a posebno ukupnih proizvodnih troškova.)
MATCH@M:(An important first step in value engineering is the customer analysis in the new or modified product designing phase.===>Značajan prvi korak u inženjeringu vrednosti je obavljanje analize potrošača u fazi projektovanja novog ili izmenje-nog proizvoda.)
MATCH@E:(An important first step in value engineering is the customer analysis in the new or modified product designing phase.===>Značajan prvi korak u inženjeringu vrednosti je obavljanje analize potrošača u fazi projektovanja novog ili izmenjenog proizvoda.)
MATCH@M:(The customer analysis identifies the customers’ critical preferences that determine the desired functionality of the new product.===>Analiza potrošača identifikuje kritične preference potrošača koje određuju željenu funkcionalnost novog proizvoda.)
MATCH@E:(The customer analysis identifies the customers critical preferences that determine the desired functionality of the new product.===>Analiza potrošača identifikuje kritične preference potrošača koje određuju željenu funkcionalnost novog proizvoda.)
MATCH@M:(The type of value engineering to be implemented will depend on the product functionality.===>Tip inženjeringa vrednosti koji se koristi zavisi od funkcionalnosti proizvoda.)
MATCH@E:(The type of value engineering to be implemented will depend on the product functionality.===>Tip inženjeringa vrednosti koji se koristi zavisi od funkcionalnosti proizvoda.)
MATCH@M:(In case of one group of products, including automobiles, software, and varied products of electronics such as cameras, audio and video equipment, functionality can be added or withdrawn in a relatively easy manner.===>Za jednu grupu proizvoda, uključujući automobile, softver i mnoge proizvode potrošačke elektronike kao što su kamere, audio i video oprema, funkcionalnost se može dodati ili oduzeti relativno lako.)
MATCH@E:(In case of one group of products, including automobiles, software, and varied products of electronics such as cameras, audio and video equipment, functionality can be added or withdrawn in a relatively easy manner.===>Za jednu grupu proizvoda, uključujući automobile, softver i mnoge proizvode potrošačke elektronike kao što su kamere, audio i video oprema, funkcionalnost se može dodati ili oduzeti relativno lako.)
MATCH@M:(These products often appear in new models or are innovated, therefore the customers’ preferences change.===>Ovi proizvodi imaju česte nove modele ili se inoviraju, pa se preference kupaca menjaju.)
MATCH@E:(These products often appear in new models or are innovated, therefore the customers preferences change.===>Ovi proizvodi imaju česte nove modele ili se inoviraju, pa se preference kupaca menjaju.)
MATCH@M:(The manufacturer selects a group of properties that will be incorporated into each new model of the product.===>Proizvođač bira grupu karakteristika koje će uključiti u svaki novi model proizvoda.)
MATCH@E:(The manufacturer selects a group of properties that will be incorporated into each new model of the product.===>Proizvođač bira grupu karakteristika koje će uključiti u svaki novi model proizvoda.)
MATCH@M:(For the other group of products, functionality is designed as part of the product, rather than added to it.===>Za drugu grupu proizvoda funkcionalnost se pre po-jektuje u proizvod, a ne dodaje se.)
MATCH@E:(For the other group of products, functionality is designed as part of the product, rather than added to it.===>Za drugu grupu proizvoda funkcionalnost se pre pojektuje u proizvod, a ne dodaje se.)
MATCH@M:(This is true for specialized equipment, e.g., construction equipment, heavy trucks, specialized medical equipment.===>To se odnosi na spe-cijalizovanu opremu, na primer na građevinsku opremu, na teške kamione, na specijalizovanu medicinsku opremu.)
MATCH@E:(This is true for specialized equipment, e.g., construction equipment, heavy specialized medical equipment.===>To se odnosi na specijalizovanu opremu, na primer na građevinsku opremu, na teške kamione, na specijalizovanu medicinsku opremu.)
MATCH@M:(Contrary to the former group, here the preferences of customers, the professionsl customers, are relatively constant.===>Za razliku od prve grupe, ovde su preference kupaca, koji su profesionalni kupci, relativno stabilne.)
MATCH@E:(Contrary to the former group, here the preferences of customers, the professionsl customers, are relatively constant.===>Za razliku od prve grupe, ovde su preference kupaca, koji su profesionalni kupci, relativno stabilne.)
MATCH@M:(It is logical that target costing is more useful to the products of the former group, since the company is more independent in dealing with a larger number of characteristics/properties.===>Logično je da je ciljani obračun troškova korisniji za proizvode prve grupe, pošto preduzeće ima više samostalnosti oko većeg broja karakteristika.)
MATCH@E:(It is logical that target costing is more useful to the products of the former group, since the company is more independent in dealing with a larger number of characteristics/properties.===>Logično je da je ciljani obračun troškova korisniji za proizvode prve grupe, pošto preduzeće ima više samostalnosti oko većeg broja karakteristika.)
MATCH@M:(A usual type of value analysis in such companies is the functional analysis as a process of examining the performances and costs of each of the product properties and functions.===>Uobičajen tip analize vrednosti u ovim firmama je funkcionalna analiza kao proces istraživanja performansi i troškova svake važne karakteristike i funkcija proizvoda.)
MATCH@E:(A usual type of value analysis in such companies is the functional analysis as a process of examining the performances and costs of each of the product properties and functions.===>Uobičajen tip analize vrednosti u ovim firmama je funkcionalna analiza kao proces istraživanja performansi i troškova svake važne karakteristike i funkcija proizvoda.)
MATCH@M:(Benchmarking is often used in this phase to determine which properties ensure competitive advantage to the company [15].===>Benčmarking se često koristi u ovoj fazi da bi se odredilo koje karakteristike obezbeđuju preduzeću konkurentske prednosti [15].)
MATCH@E:(Benchmarking is often used in this phase to determine which properties ensure competitive advantage to the company Š15Ë.===>Benčmarking se često koristi u ovoj fazi da bi se odredilo koje karakteristike obezbeđuju preduzeću konkurentske prednosti Š15Ë.)
MATCH@M:(The examples for this are the Olympus and the Nissan companies [16, 17].===>Primer su kompanije Olympus i Nissan [16, 17].)
MATCH@E:(The examples for this are the Olympus and the Nissan companies Š16, 17Ë.===>Primer su kompanije Olympus i Nissan Š16, 17Ë.)
MATCH@M:(It is characteristic that the Nissan company, one that has both internal and external suppliers of parts and components, implements target costing on both levels - the level of costs and the component level.===>Karakteristično je da se u kompaniji Nissan, koja ima i interne, i eksterne izvore snabdevanja za delove i komponente, ciljani obračun troškova koristi na oba nivoa - proizvoda i komponenti.)
MATCH@E:(It is characteristic that the Nissan company, one that has both internal and external suppliers of parts and components, implements target costing on both levels the level of costs and the component level.===>Karakteristično je da se u kompaniji Nissan, koja ima i interne, i eksterne izvore snabdevanja za delove i komponente, ciljani obračun troškova koristi na oba nivoa proizvoda i komponenti.)
MATCH@M:(The design analysis is a usual form of value engineering for the products in the latter group, the industrial and specialized products.===>Analiza projektovanja je uobičajena forma inženjeringa vrednosti za proizvode druge grupe, industrijske i specijalizovane proizvode.)
MATCH@E:(The design analysis is a usual form of value engineering for the products in the latter group, the industrial and specialized products.===>Analiza projektovanja je uobičajena forma inženjeringa vrednosti za proizvode druge grupe, industrijske i specijalizovane proizvode.)
MATCH@M:(The designing team prepares several possible designs of a product, each of which has similar properties, with different levels of performances and different costs.===>Tim za projektovanje priprema nekoliko mogućih dizajna proizvoda, od kojih svaki ima slične karakteristike, sa različitim nivoima performansi i različitim troškovima.)
MATCH@E:(The designing team prepares several possible designs of a product, each of which has trucks, similar properties, with different levels of performances and different costs.===>Tim za projektovanje priprema nekoliko mogućih dizajna proizvoda, od kojih svaki ima slične karakteristike, sa različitim nivoima performansi i različitim troškovima.)
MATCH@M:(Benchmarking and the value chain analysis help in the selection of design which includes both low costs and competition.===>Benčmarking i analiza lanca vrednosti pomažu u izboru dizajna koji podrazu-meva i niske troškove, i konkurentnost.)
MATCH@E:(Benchmarking and the value chain analysis help in the selection of design which includes both low costs and competition.===>Benčmarking i analiza lanca vrednosti pomažu u izboru dizajna koji podrazumeva i niske troškove, i konkurentnost.)
MATCH@M:(The designing team works together with the cost management experts to identify the design that best satisfies the customers preferences, but does not exceed target costs.===>Tim za projektovanje radi zajedno sa stručnjacima za menadžment troškova da bi izabrali onaj dizajn koji najbolje zadovoljava preference kupaca, a ne prelazi ciljane troškove.)
MATCH@E:(The designing team works together with the cost management experts to identify the design that best satisfies the customers preferences, but does not exceed target costs.===>Tim za projektovanje radi zajedno sa stručnjacima za menadžment troškova da bi izabrali onaj dizajn koji najbolje zadovoljava preference kupaca, a ne prelazi ciljane troškove.)
MATCH@M:(It is characteristic that the implementation of target costing means the collaboration of cost managers, product designers, supply managers, production managers and marketing managers, all towards an understanding of costs of different characteristics and options.===>Karakteristično je da u primeni ciljanog obračuna troškova uspešno zajedno rade menadžeri troškova, dizajneri proizvoda, menadžeri nabavke, proizvodni menadžeri i marketing menadžeri uz težnju ka razu-mevanju troškova različitih karakteristika i opcija.)
MATCH@E:(It is characteristic that the implementation of target costing means the collaboration of cost managers, product designers, supply managers, production managers and marketing managers, all towards an understanding of costs of different characteristics and options.===>Karakteristično je da u primeni ciljanog obračuna troškova uspešno zajedno rade menadžeri troškova, dizajneri proizvoda, menadžeri nabavke, proizvodni menadžeri i marketing menadžeri uz težnju ka razumevanju troškova različitih karakteristika i opcija.)
MATCH@M:(This means an affirmation of crossfunctionality, which may even lead to the change in organizational culture.===>To znači afirmaciju kros-funkcionalnosti, koja vodi i do promene organizacione kulture.)
MATCH@E:(This means an affirmation of crossfunctionality, which may even lead to the change in organizational culture.===>To znači afirmaciju kros-funkcionalnosti, koja vodi i do promene organizacione kulture.)
MATCH@M:(The fifth step in target costing is the implementation of kaizen, as well as operational control to further reduce the costs.===>Peti korak u ciljanom obračunu troškova je koriščenje kaizena, kao i operativne kontrole da bi se dalje snizili troškovi.)
MATCH@E:(The fifth step in target costing is the implementation of kaizen, as well as operational control to further reduce the costs.===>Peti korak u ciljanom obračunu troškova je korišćenje kaizena, kao i operativne kontrole da bi se dalje snizili troškovi.)
MATCH@M:(Kaizen is conducted in the production phase after the effects achieved by value engineering and by an improved design, when new production methods, managerial approaches such as total quality control, but also new managerial techniques related to operational control are developed.===>Kaizen se odvija u proizvodnoj fazi nakon efekata koji su postignuti inženjeringom vrednosti i poboljšanim projektovanjem, kada se razvijaju novi metodi proizvodnje, menadžerski pristupi kao što je upravljanje totalnim kvalitetom, ali i nove menadžerske tehnike vezane za operativnu kontrolu.)
MATCH@E:(Kaizen is conducted in the production phase after the effects achieved by value engineering and by an improved design, when new production methods, managerial approaches such as total quality control, but also new managerial techniques related to operational control are developed.===>Kaizen se odvija u proizvodnoj fazi nakon efekata koji su postignuti inženjeringom vrednosti i poboljšanim projektovanjem, kada se razvijaju novi metodi proizvodnje, menadžerski pristupi kao što je upravljanje totalnim kvalitetom, ali i nove menadžerske tehnike vezane za operativnu kontrolu.)
MATCH@M:(Kaizen assumes continual improvement, which means continual attempts to find new ways of cost reductions in the production process with a given design and functionality.===>Kaizen podrazumeva kontunelno poboljšanje, što znači neprestane pokušaje vezane za nove načine snižavanja troškova u proizvodnom pocesu sa datim dizajnom i funkcionalnošču.)
MATCH@E:(Kaizen assumes continual improvement, which means continual attempts to find new ways of cost reductions in the production process with a given design and functionality.===>Kaizen podrazumeva kontunelno poboljšanje, što znači neprestane pokušaje vezane za nove načine snižavanja troškova u proizvodnom pocesu sa datim dizajnom i funkcionalnošću.)
MATCH@M:(Target costing is increasingly implemented as it enhanses the customer satisfaction due to focusing upon value for the customers, reduces costs, has a more efficient and a more effective product design, helps the company achieve the desired profitability on new or redesigned products, facilitates the coordination among the cost management, designing, production, marketing along the cost life cycle and along the sales life cycle.===>Ciljani obračun troškova je sve više primenjivan pošto povečava zadovoljstvo kupaca zbog fokusiranja na vrednosti za kupce, snižava troškove, ima efikasniji i efektivniji dizajn proizvoda, pomaže da preduzeče ostvari željenu profitabilnost na novim ili na redizajnira-nim proizvodima, olakšava koordinaciju menadžmenta troškova, projektovanja, proizvodnje, marketinga kroz životni ciklus troškova i kroz životni ciklus prodaje.)
MATCH@E:(Figure 1 presents the relationship between the steady and the falling market prices in the business with intensive/high competition, target costing and kaizen Šmodified after 14Ë. Target costing is increasingly implemented as it enhanses the customer satisfaction due to focusing upon value for the customers, reduces costs, has a more efficient and a more effective product design, helps the company achieve the desired profitability on new or redesigned products, facilitates the coordination among the cost management, designing, production, marketing along the cost life cycle and along the sales life cycle.===>Na slici 1. je predstavljena veza između stabilne ili opadajuće tržišne cena u delatnosti sa intenzivnom konkurencijiom, ciljanog obračun troškova i kaizena Šmodif.prema 14Ë. ~~~ Ciljani obračun troškova je sve više primenjivan pošto povećava zadovoljstvo kupaca zbog fokusiranja na vrednosti za kupce, snižava troškove, ima efikasniji i efektivniji dizajn proizvoda, pomaže da preduzeće ostvari željenu profitabilnost na novim ili na redizajniranim proizvodima, olakšava koordinaciju menadžmenta troškova, projektovanja, proizvodnje, marketinga kroz životni ciklus troškova i kroz životni ciklus prodaje.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 1.===>Značaj ciljanog obračuna troškova kao svojevrsnog menadžerskog alata naročito dolazi do izražaja u uslovima svetske ekonomske krize i oporavka.)
BAD_LINE_=============================================================
BAD_LINE_M:Figure 1.
BAD_LINE_M:Slika 1.
BAD_LINE_E:Figure 1.
BAD_LINE_E:Značaj ciljanog obračuna troškova kao svojevrsnog menadžerskog alata naročito dolazi do izražaja u uslovima svetske ekonomske krize i oporavka.
MATCH@M:(Relationship between market prices, target costing and kaizen===>Povezanost tržišnih cena, ciljanog obračuna troškova i kaizena)
MATCH@E:(Relationship between market prices, target costing and kaizen 4.===>Povezanost tržišnih cena, ciljanog obračuna troškova i kaizena 4.)
MATCH@M:(On the basis of the above mentioned we can conclude that, as regards the planned company objectives, the managerial implications of more recent costing methods are highly significant.===>Na osnovu svega izloženog možemo zaključiti da su, polazeći od planiranih ciljeva preduzeča, veoma bitne menadžerske implikacije novijih metoda obračuna troškova.)
MATCH@E:(Conclusion On the basis of the above mentioned we can conclude that, as regards the planned company objectives, the managerial implications of more recent costing methods are highly significant.===>Zaključak Na osnovu svega izloženog možemo zaključiti da su, polazeći od planiranih ciljeva preduzeća, veoma bitne menadžerske implikacije novijih metoda obračuna troškova.)
MATCH@M:(Our focus is the connection between the target costing and kaizen costing as relevant recent costing methods whose implementation becomes increasingly important in modern companies.===>U fokusu je povezanost ciljanog obračuna troškova i kaizen obračuna troškova kao relevantnih novijih metoda obračuna troškova čija primena je sve aktuelnija u savremenim preduzečima.)
MATCH@E:(Our focus is the connection between the target costing and kaizen costing as relevant recent costing methods whose implementation becomes increasingly important in modern companies.===>U fokusu je povezanost ciljanog obračuna troškova i kaizen obračuna troškova kao relevantnih novijih metoda obračuna troškova čija primena je sve aktuelnija u savremenim preduzećima.)
MATCH@M:(It should contribute to improving the company’s longterm business success.===>Ona bi trebalo da doprinese povećanju poslovnog uspeha preduzeča na dugi rok.)
MATCH@E:(It should contribute to improving the companys longterm business success.===>Ona bi trebalo da doprinese povećanju poslovnog uspeha preduzeća na dugi rok.)
MATCH@M:(We should also have in mind that this is the concern of managers in the conditions of an ever more intense competition and fast changes in the company’s environment.===>Moramo imati u vidu da se ovo uzima u obzir od strane menadžera u uslovima zaoštravanja konkurencije i brzih promena u okruženju preduzeča.)
MATCH@E:(We should also have in mind that this is the concern of managers in the conditions of an ever more intense competition and fast changes in the companys environment.===>Moramo imati u vidu da se ovo uzima u obzir od strane menadžera u uslovima zaoštravanja konkurencije i brzih promena u okruženju preduzeća.)
MATCH@M:(A supply chain with three stages - manufacturer, distributor and retail facilities - is considered.===>U ovom radu opisuje se model lanca snahdevanja sa tri karike: dobavljač, distributivni centar i maloprodaja.)
MATCH@E:(September 2008, Belgrade, Serbia A supply chain with three stages - manufacturer, distributor and retail facilities - is considered.===>Septembar 2008, Beograd, Srbija U ovom radu opisuje se model lanca snabdevanja sa tri karike: dobavljač, distributivni centar i maloprodaja.)
MATCH@M:(Stochastic demand is met on retail level.===>Tražnja je slučajnog karaktera i zadovoljava se u objektima maloprodaje.)
MATCH@E:(Stochastic demand is met on retail level.===>Tražnja je slučajnog karaktera i zadovoljava se u objektima maloprodaje.)
MATCH@M:(Retail facilities replenish their inventory periodically from the distribution centre and this is supplied from manufacturer on a periodical basis.===>Maloprodavci se periodično (dnevno) snahdevaju iz distributivnog centra, a ovaj jednom u nekoliko perioda (jednom nedeljno), od dobavljača.)
MATCH@E:(Retail facilities replenish their inventory periodically from the distribution centre and this is supplied from manufacturer on a periodical basis.===>Maloprodavci se periodično (dnevno) snabdevaju iz distributivnog centra, a ovaj jednom u nekoliko perioda (jednom nedeljno), od dobavljača.)
MATCH@M:(Retail inventory is reviewed at the end of each period and new order is placed to the distribution centre.===>Zalihe se kontrolišu na kraju perioda, i naručuju za sledeći period.)
MATCH@E:(Retail inventory is reviewed at the end of each period and new order is placed to the distribution centre.===>Zalihe se kontrolišu na kraju perioda, i naručuju za sledeći period.)
MATCH@M:(The following two supplying replenishment rules are considered: a) there is no transshipment between retails, and h) transshipment between retails is allowed.===>Razmatraju se dva sistema snabdevanja: a) kada ne postoji poprečno snabdevanja između objekata maloprodaje i b) kada postoji mogućnost preraspodele zaliha između maloprodavaca.)
MATCH@E:(The following two supplying replenishment rules are considered: a) there is no transshipment between retails, and b) transshipment between retails is allowed.===>Razmatraju se dva sistema snabdevanja: a) kada ne postoji poprečno snabdevanja između objekata maloprodaje i b) kada postoji mogućnost preraspodele zaliha između maloprodavaca.)
MATCH@M:(The total regret is defined as the sum of the differences between the total inventory cost obtained using compromise solution and the total inventory cost obtained using optimal solution for a given scenario.===>Kao kriterijumska funkcija koristi se ukupno žaljenje koje se računa kao zbir razlike ostvarenih troškova za slučajnu tražnju u odnosu na optimalne troškove kada bi tražnja bila deterministička.)
MATCH@E:(The total regret is defined as the sum of the differences between the total inventory cost obtained using compromise solution and the total inventory cost obtained using optimal solution for a given scenario.===>Kao kriterijumska funkcija koristi se ukupno žaljenje koje se računa kao zbir razlike ostvarenih troškova za slučajnu tražnju u odnosu na optimalne troškove kada bi tražnja bila deterministička.)
MATCH@M:(Experimental results show that implementing transshipment between retails may reduce total inventory cost.===>Izvršeni su eksperimenti sa hipotetičkim podacima i data je analiza i poređenje različitih sistema funkcionisanja lanca snabdevanja.)
MATCH@E:(Experimental results show that implementing transshipment between retails may reduce total inventory cost. ~~~ 1.===>Izvršeni su eksperimenti sa hipotetičkim podacima i data je analiza i poređenje različitih sistema funkcionisanja lanca snabdevanja. 1.)
MATCH@M:(Inequalities in demand often result into the shortage of supplies in some retail facilities, while others report surpluses, regardless of their being part of the same supply chain.===>Neravnomernost tražnje je uzrok pojavi nedostatka zaliha u nekim objektima maloprodaje (MP), dok u drugima, koji pripadaju istom lancu, istovremeno postoji višak.)
MATCH@E:(Introduction Inequalities in demand often result into the shortage of supplies in some retail facilities, while others report surpluses, regardless of their being part of the same supply chain.===>Uvod Neravnomernost tražnje je uzrok pojavi nedostatka zaliha u nekim objektima maloprodaje (MP), dok u drugima, koji pripadaju istom lancu, istovremeno postoji višak.)
MATCH@M:(A logical issue that needs to be discussed is wheter a transshipment of supplies among retailers is possible and whether it pays.===>Logično je postaviti pitanje da li je moguće i da li se isplati poprečna preraspodela zaliha između objekata MP.)
MATCH@E:(A logical issue that needs to be discussed is wheter a transshipment of supplies among retailers is possible and whether it pays.===>Logično je postaviti pitanje da li je moguće i da li se isplati poprečna preraspodela zaliha između objekata MP.)
MATCH@M:(This paper is devoted to this very issue and offers a model to analyse various scenarios of the potential supplies redistribution.===>U ovom radu se razmatra upravo to pitanje i daje model koji služi za analizu različitih scenarija potencijalne redistribucije zaliha.)
MATCH@E:(This paper is devoted to this very issue and offers a model to analyse various scenarios of the potential supplies redistribution.===>U ovom radu se razmatra upravo to pitanje i daje model koji služi za analizu različitih scenarija potencijalne redistribucije zaliha.)
MATCH@M:(The study of the phenomena in the supply chains [1,2] shows that the firm’s performance is increasingly dependent on the performance of the chain it is part of.===>Izučavanje fenomena u lancima snabdevanja [1,2] pokazuje da uspešnost firme u sve većoj meri zavisi od uspešnosti lanca kome pripada.)
MATCH@E:(The study of the phenomena in the supply chains Š1,2Ë shows that the firms performance is increasingly dependent on the performance of the chain it is part of.===>Izučavanje fenomena u lancima snabdevanja Š1,2Ë pokazuje da uspešnost firme u sve većoj meri zavisi od uspešnosti lanca kome pripada.)
MATCH@M:(In order that the efficiency be improved, the issues of transportation, stocks and information support, as well as new rules for the chain operation are analysed.===>Radi postizanja što veće efikasnosti detaljnije se proučavaju pitanja transporta, zaliha i informatičke podrške kao i nova pravila funkcionisanja lanca.)
MATCH@E:(In order that the efficiency be improved, the issues of transportation, stocks and information support, as well as new rules for the chain operation are analysed.===>Radi postizanja što veće efikasnosti detaljnije se proučavaju pitanja transporta, zaliha i informatičke podrške kao i nova pravila funkcionisanja lanca.)
MATCH@M:(One modern approach is the implementation of transshipment and supply redistribution [3,4].===>Jedan od modernih pristupa je korišćenje poprečnog snabdevanja i preraspodele zaliha [3,4].)
MATCH@E:(One modern approach is the implementation of transshipment and supply redistribution Š3,4Ë.===>Jedan od modernih pristupa je korišćenje poprečnog snabdevanja i preraspodele zaliha Š3,4Ë.)
MATCH@M:(The modern information- communication infrastructure has allowed for the transshipment concepts to be implemented in dealing with the consumer commodity, and not, as it was earlier the case, only in dealing with relatively expensive products (e.g., automobiles) whose delivery, by a rule, takes time.===>Savremena informaciono komunikaciona infrastruktura je omogućila da se koncepti poprečnog snabdevanja koriste i za proizvode široke proizvodnje, a ne, kao ranije, samo za relativno skupe proizvode (npr. atomobili) na čiju se isporuku, po pravilu, čeka.)
MATCH@E:(The modern information- communication infrastructure has allowed for the transshipment concepts to be implemented in dealing with the consumer commodity, and not, as it was earlier the case, only in dealing with relatively expensive products (e.g., automobiles) whose delivery, by a rule, takes time.===>Savremena informaciono komunikaciona infrastruktura je omogućila da se koncepti poprečnog snabdevanja koriste i za proizvode široke proizvodnje, a ne, kao ranije, samo za relativno skupe proizvode (npr. atomobili) na čiju se isporuku, po pravilu, čeka.)
MATCH@M:(The chain and the issue description discussed in this paper is presented in the next chapter.===>Opis lanca i problema koji se razmatra u ovom radu dat je u sledećoj sekciji.)
MATCH@E:(The chain and the issue description discussed in this paper is presented in the next chapter.===>Opis lanca i problema koji se razmatra u ovom radu dat je u sledećoj sekciji.)
MATCH@M:(The third chapter brings a mathematical model, its translation into the algebraic modelling language AMPL [5], and the data used in the experiments.===>Treća sekcija sadrži matematički model, njegovo prevođenje u algebarski mo-delujući jezik AMPL [5]. i podatke sa kojima su vršeni eksperimenti.)
MATCH@E:(The third chapter brings a mathematical model, its translation into the algebraic modelling language AMPL Š5Ë, and the data used in the experiments.===>Treća sekcija sadrži matematički model, njegovo prevođenje u algebarski mo delujući jezik AMPL Š5Ë. i podatke sa kojima su vršeni eksperimenti.)
MATCH@M:(Redistribution is defined as a process of cross, lateral, transfer of stocks from one retail facility (RF) with a surplus of stocks to another RF that reports a shortage.===>Preraspodela je proces poprečnog, bočnog, transfera zaliha od objekta MP sa viškom zaliha do objekta MP koji ima manjak.)
MATCH@E:(2. ~~~ Problem description and formulation Redistribution is defined as a process of cross, lateral, transfer of stocks from one retail facility (RF) with a surplus of stocks to another RF that reports a shortage.===>Opis i formulacija problema Preraspodela je proces poprečnog, bočnog, transfera zaliha od objekta MP sa viškom zaliha do objekta MP koji ima manjak.)
MATCH@M:(The stocks redistribution among the RF is often a less expensive and a more convenient option compared to the increase in the number of deliveries from the supplier.===>Preraspodela zaliha između objekata MP je često jevtinija i poželjnija opcija od povećanja broja isporuka od dobavljača.)
MATCH@E:(The stocks redistribution among the RF is often a less expensive and a more convenient option compared to the increase in the number of deliveries from the supplier.===>Preraspodela zaliha između objekata MP je često jevtinija i poželjnija opcija od povećanja broja isporuka od dobavljača.)
MATCH@M:(It is one method to reduce the risk of the shortages in the product supply.===>Omogućavanje pre-raspodele je jedan od načina da se smanji rizik nedostajućih zaliha proizvoda.)
MATCH@E:(It is one method to reduce the risk of the shortages in the product supply.===>Omogućavanje preraspodele je jedan od načina da se smanji rizik nedostajućih zaliha proizvoda.)
MATCH@M:(Besides, redistribution increases the frequency of supplies and shortens the time of delivery which could otherwise be unacceptably long due to long distances between the suppliers and distribution centres, or due to the orders being extremely small.===>Pored toga, preraspodela povećava učestanost snabdevanja i skraćuje vreme isporuke koje može biti nedozvoljeno dugo usled velikog rastojanja između dobavljača i distributivnih centara ili zbog uslova minimalne količine naručivanja.)
MATCH@E:(Besides, redistribution increases the frequency of supplies and shortens the time of delivery which could otherwise be unacceptably long due to long distances between the suppliers and distribution centres, or due to the orders being extremely small.===>Pored toga, preraspodela povećava učestanost snabdevanja i skraćuje vreme isporuke koje može biti nedozvoljeno dugo usled velikog rastojanja između dobavljača i distributivnih centara ili zbog uslova minimalne količine naručivanja.)
MATCH@M:(This is also the way to reduce the storage charges and the costs of stock-outs.===>Na taj način se mogu smanjiti i troškovi držanja i troškovi nedostajućih zaliha.)
MATCH@E:(This is also the way to reduce the storage charges and the costs of stock-outs.===>Na taj način se mogu smanjiti i troškovi držanja i troškovi nedostajućih zaliha.)
MATCH@M:(In case of the classical model, the RF orders are placed to the suppliers in advance, before it can be predisted what the demand will be like in the following period.===>U klasičnom modelu se narudžbe MP dostavljaju dobavljačima unapred, pre nego što se može pouzdano proceniti kakva će biti tražnja u narednim periodima.)
MATCH@E:(In case of the classical model, the RF orders are placed to the suppliers in advance, before it can be predisted what the demand will be like in the following period.===>U klasičnom modelu se narudžbe MP dostavljaju dobavljačima unapred, pre nego što se može pouzdano proceniti kakva će biti tražnja u narednim periodima.)
MATCH@M:(Transshipment is the method of reallocation of stocks in accordance with the demand realized in the previous period.===>Preraspodela je metod redistribucije zaliha u skladu sa tražnjom ostvarenom u prethodnom periodu.)
MATCH@E:(Transshipment is the method of reallocation of stocks in accordance with the demand realized in the previous period.===>Preraspodela je metod redistribucije zaliha u skladu sa tražnjom ostvarenom u prethodnom periodu.)
MATCH@M:(The transshipment of stocks helps reduce the costs of storage of defficient stocks in the sales facilities where the realized demand is not in accord with the planned one.===>Prera-spodelom zaliha smanjuju se troškovi čuvanja ili nedostajućih zaliha na mestima gde ostvarena tražnja odstupa od planirane.)
MATCH@E:(The transshipment of stocks helps reduce the costs of storage of defficient stocks in the sales facilities where the realized demand is not in accord with the planned one.===>Preraspodelom zaliha smanjuju se troškovi čuvanja ili nedostajućih zaliha na mestima gde ostvarena tražnja odstupa od planirane.)
MATCH@M:(Transshipment of stocks is considered to be an effective method of dealing with stohastic demand as well as of improving the performance and the reliability of the chain.===>Smatra se da preraspodela zaliha predstavlja efektivni metod tretmana stohastičke tra-žnje i poboljšanja performansi i pouzdanosti lanca.)
MATCH@E:(Transshipment of stocks is considered to be an effective method of dealing with stohastic demand as well as of improving the performance and the reliability of the chain.===>Smatra se da preraspodela zaliha predstavlja efektivni metod tretmana stohastičke tražnje i poboljšanja performansi i pouzdanosti lanca.)
MATCH@M:(The stocks transshipment concept, however, requires that the communication and information exchange in the supply chain be increased.===>Međutim, koncept preraspodele zaliha zahteva povećanu komunikaciju i deljenje informacija u lancu snab-devanja.)
MATCH@E:(The stocks transshipment concept, however, requires that the communication and information exchange in the supply chain be increased.===>Međutim, koncept preraspodele zaliha zahteva povećanu komunikaciju i deljenje informacija u lancu snabdevanja.)
MATCH@M:(The Internet and other modern communication technologies ensure efficient ways of communication among the agents in the supply chain.===>Srećom, Internet i druge moderne komunikacione tehnologije obezbeđuju efikasne načine komunikacije učesnika u lancu snabdevanja.)
MATCH@E:(The Internet and other modern communication technologies ensure efficient ways of communication among the agents in the supply chain.===>Srećom, Internet i druge moderne komunikacione tehnologije obezbeđuju efikasne načine komunikacije učesnika u lancu snabdevanja.)
MATCH@M:(Contrary to the traditional systems of business information exchange - EDI (Electronic Data Interchange) that only really big firms could afford, the information exchange mechanism provided by the Internet technologies and the mobile computer science is now available and affordable to small firms too.===>Za razliku od tradicionalnih sistema za razmenu podataka u poslovanju - EDI (Electronic Data Interchange), koji su mogli da priušte jedino sasvim velike firme, mehanizam razme-ne informacija uz pomoć Internet tehnologija i mobilnog računarstva je dostupan i malim firmama.)
MATCH@E:(Contrary to the traditional systems of business information exchange EDI (Electronic Data Interchange) that only really big firms could afford, the information exchange mechanism provided by the Internet technologies and the mobile computer science is now available and affordable to small firms too.===>Za razliku od tradicionalnih sistema za razmenu podataka u poslovanju EDI (Electronic Data Interchange), koji su mogli da priušte jedino sasvim velike firme, mehanizam razmene informacija uz pomoć Internet tehnologija i mobilnog računarstva je dostupan i malim firmama.)
MATCH@M:(Therefore, the requirement that communication should be efficient for the purpose of the stocks transshipment concept implementation is today easy to satisfy via the Internet.===>Prema tome, zahtev efikasne komunikacije radi implementacije koncepta preraspodele zaliha danas je moguće jednostavno zadovoljiti uz pomoć Interneta.)
MATCH@E:(Therefore, the requirement that communication should be efficient for the purpose of the stocks transshipment concept implementation is today easy to satisfy via the Internet.===>Prema tome, zahtev efikasne komunikacije radi implementacije koncepta preraspodele zaliha danas je moguće jednostavno zadovoljiti uz pomoć Interneta.)
MATCH@M:(We will here analyse the impact the transshipment concept has upon the business policy of stocks ordering and replenishment.===>Ovde ćemo razmotriti uticaj koncepta preraspodele na poslovnu politiku naručivanja i obnove zaliha.)
MATCH@E:(We will here analyse the impact the transshipment concept has upon the business policy of stocks ordering and replenishment.===>Ovde ćemo razmotriti uticaj koncepta preraspodele na poslovnu politiku naručivanja i obnove zaliha.)
MATCH@M:(We will observe a single supplier system, with a centralized distribution centre and a large number of RFs, Figure 1.===>Po-smatraćemo sistem sa jednim dobavljačem, centrali-zovanim distributivnim centrom i većim brojem objekata MP, Slika 1.)
MATCH@E:(We will observe a single supplier system, with a centralized distribution centre and a large number of RFs, Figure 1.===>Posmatraćemo sistem sa jednim dobavljačem, centralizovanim distributivnim centrom i većim brojem objekata MP, Slika 1.)
MATCH@M:(The supplier delivers periodically to the distribution centre, and the redistribution of stocks among the RFs is possible in the intervals between the two deliveries.===>Dobavljač, periodično šalje isporuke do distributivnog centra, a preraspodela zaliha između objekata MP je moguća u periodima između dve isporuke dobavljača.)
MATCH@E:(The supplier delivers periodically to the distribution centre, and the redistribution of stocks among the RFs is possible in the intervals between the two deliveries.===>Dobavljač, periodično šalje isporuke do distributivnog centra, a preraspodela zaliha između objekata MP je moguća u periodima između dve isporuke dobavljača.)
MATCH@M:(The transshipment is reviewed at the end of each period and the redistributed products can be used to meet the demand in the periods to come.===>Odluke o preraspodeli zaliha se donose na kraju svakog perioda i proizvodi koji se pre-raspodeljuju se mogu koristiti da zadovolje tražnju u sledećim periodima.)
MATCH@E:(The transshipment is reviewed at the end of each period and the redistributed products can be used to meet the demand in the periods to come.===>Odluke o preraspodeli zaliha se donose na kraju svakog perioda i proizvodi koji se preraspodeljuju se mogu koristiti da zadovolje tražnju u sledećim periodima.)
MATCH@M:(Contrary to the research so far, this model explicitely includes the time of delivery and observes the problem of a number of periods when the stocks transshipment can be used to meet the demand not only in the next, but also in any following periods.===>Za razliku od prethodnih istraživanja, u ovaj model je eksplicitno uključeno vreme isporuke i posmatran je problem sa više perioda kada se preraspodela zaliha može koristiti za zadovoljenje tra-žnje ne samo u sledećem nego i u budućim periodima.)
MATCH@E:(Contrary to the research so far, this model explicitely includes the time of delivery and observes the problem of a number of periods when the stocks transshipment can be used to meet the demand not only in the next, but also in any following periods.===>Za razliku od prethodnih istraživanja, u ovaj model je eksplicitno uključeno vreme isporuke i posmatran je problem sa više perioda kada se preraspodela zaliha može koristiti za zadovoljenje tražnje ne samo u sledećem nego i u budućim periodima.)
MATCH@M:(The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions.===>Prvi korak u razvoju modela sa mogućom preraspodelom zaliha je definisanje načina funkcionisanja lanca snabdevanja.)
MATCH@E:(The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions.===>)
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BAD_LINE_M:The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions.
BAD_LINE_M:Prvi korak u razvoju modela sa mogućom preraspodelom zaliha je definisanje načina funkcionisanja lanca snabdevanja.
BAD_LINE_E:The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions.
BAD_LINE_E:
MATCH@M:(Here the following assumptions are made.===>U tom smislu su učinjene sledeće pretpostavke.)
MATCH@E:(Here the following assumptions are made.===>)
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BAD_LINE_M:Here the following assumptions are made.
BAD_LINE_M:U tom smislu su učinjene sledeće pretpostavke.
BAD_LINE_E:Here the following assumptions are made.
BAD_LINE_E:
MATCH@M:(The assumptions:===>Pretpostavke:)
MATCH@E:(The assumptions: 1.===>Pretpostavke: ~~~ 1.)
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BAD_LINE_M:The assumptions:
BAD_LINE_M:Pretpostavke:
BAD_LINE_E:The assumptions: 1.
BAD_LINE_E:Pretpostavke: ~~~ 1.
MATCH@M:(1.	One supplier meets the total demand of the RF network.===>1.	Jedan dobavljač zadovoljava ukupnu tražnju mreže maloprodajnih objekata.)
MATCH@E:(One supplier meets the total demand of the RF net work. ~~~ 2.===>Jedan dobavljač zadovoljava ukupnu tražnju mreže maloprodajnih objekata. 2.)
MATCH@M:(2.	The supplier delivers to distribution centres in the network, which further deliver to the RF.===>2.	Dobavljač šalje isporuke distributivnim centrima mreže, koji potom isporučuju robu objektima MP.)
MATCH@E:(The supplier delivers to distribution centres in the network, which further deliver to the RF. ~~~ 3.===>Dobavljač šalje isporuke distributivnim centrima mreže, koji potom isporučuju robu objektima MP. 3.)
MATCH@M:(3.	The location and number of RF are specified.===>3.	Lokacija i broj objekata MP su poznati.)
MATCH@E:(The location and number of RF are specified.===>Lokacija i broj objekata MP su poznati. 4.)
MATCH@M:(4.	The capacities of distribution centres and of RF are infinite.===>4.	Kapaciteti distributivnih centara i objekata MP nisu ograničeni.)
MATCH@E:(4. ~~~ The capacities of distribution centres and of RF are infinite. ~~~ 5.===>Kapaciteti distributivnih centara i objekata MP nisu ograničeni. 5.)
MATCH@M:(5.	The transshipment of goods can be made between any two retail facilities.===>5.	Preraspodela robe se može obaviti između bilo koja dva objekta MP.)
MATCH@E:(The transshipment of goods can be made between any two retail facilities.===>Preraspodela robe se može obaviti između bilo koja dva objekta MP. 6.)
MATCH@M:(6.	If the RF reports the shortage of goods in the period t, the sales are considered as lost.===>6.	Ako se u objektu MP jave nedostajuće zalihe robe u periodu t, smatra se da je došlo do izgubljene prodaje.)
MATCH@E:(6. ~~~ If the RF reports the shortage of goods in the period t, the sales are considered as lost.===>Ako se u objektu MP jave nedostajuće zalihe robe u periodu t, smatra se da je došlo do izgubljene prodaje.)
MATCH@M:(Furthermore, there is an additional cost due to the loss of customer loyalty.===>Pored toga, javlja se i dodatni trošak zbog gubljenja lojalnosti kupaca.)
MATCH@E:(Furthermore, there is an additional cost due to the loss of customer loyalty.===>Pored toga, javlja se i dodatni trošak zbog gubljenja lojalnosti kupaca. 7.)
MATCH@M:(7.	Each RF first uses its stocks to meet their own demend and only then, if requested, can send the surplus to other RS points.===>7.	Svaki objekat MP iz svojih zaliha zadovoljava prvo svoju tražnju a onda, po potrebi, višak može da pošalje u druge objekte MP.)
MATCH@E:(7. ~~~ Each RF first uses its stocks to meet their own demend and only then, if requested, can send the surplus to other RS points. ~~~ 8.===>Svaki objekat MP iz svojih zaliha zadovoljava prvo svoju tražnju a onda, po potrebi, višak može da pošalje u druge objekte MP. 8.)
MATCH@M:(8.	Transshipments takes place at the end of each period, for the purpose of meeting the demand in the following one.===>8.	Preraspodela se dešava na kraju svakog perioda radi zadovoljenja tražnje u sledećim.)
MATCH@E:(Transshipments takes place at the end of each period, for the purpose of meeting the demand in the following one.===>Preraspodela se dešava na kraju svakog perio da radi zadovoljenja tražnje u sledećim. 9.)
MATCH@M:(9.	The supplier delivers to distribution centres on the basis of several (five) periods (i.e., at the beginning of every week, if a period is longer than a day), while the deliveries from distribution centres and the redistribution are shopped in all periods (i.e., daily).===>9.	Dobavljač isporučuje robu distributivnim centrima sa frekvencijom od nekoliko (pet) perioda (tj. na početku svake nedelje, ako je jedan period dužine jedan dan), a isporuke iz distributivnih centara i preraspodela se obavljavaju u svakom periodu (tj.dnevno).)
MATCH@E:(9. ~~~ The supplier delivers to distribution centres on the basis of several (five) periods (i.e., at the beginning of every week, if a period is longer than a day), while the deliveries from distribution centres and the redistribution are shopped in all periods (i.e., daily).===>Dobavljač isporučuje robu distributivnim centrima sa frekvencijom od nekoliko (pet) perioda (tj. na početku svake nedelje, ako je jedan period dužine jedan dan), a isporuke iz distributivnih centara i preraspodela se obavljavaju u svakom periodu (tj.dnevno).)
MATCH@M:(10.	The value of demand in the preceeding period serves to anticipate the demand in the period to come.===>10.	Kao prognoza tražnje u sledećem periodu koristi se vrednost tražnje u prethodnom periodu.)
MATCH@E:(The value of demand in the preceeding period serves to anticipate the demand in the period to come. ~~~ 11.===>Kao prognoza tražnje u sledećem periodu koristi se vrednost tražnje u prethodnom periodu. 11.)
MATCH@M:(11.	The surplus of stocks cannot be returned to the supplier.===>11.	Višak zaliha se ne može vraćati dobavljaču.)
MATCH@E:(The surplus of stocks cannot be returned to the sup plier.===>Višak zaliha se ne može vraćati dobavljaču. 12.)
MATCH@M:(12.	The costs of keepng stocks can formally be viewed as costs of stocks self-redistribution.===>12.	Troškovi čuvanja zaliha se mogu formalno po-smatrati kao troškovi preraspodele zaliha samom sebi.)
MATCH@E:(12. ~~~ The costs of keepng stocks can formally be viewed as costs of stocks self-redistribution. ~~~ 13.===>Troškovi čuvanja zaliha se mogu formalno posmatrati kao troškovi preraspodele zaliha samom sebi. 13.)
MATCH@M:(13.	There is no competition among the RS points.===>13.	Objekti MP ne konkurišu međusobno.)
MATCH@E:(There is no competition among the RS points.===>Objekti MP ne konkurišu međusobno.)
MATCH@M:(In this network, the RFs receive goods before the demand has been met.===>U ovoj mreži, objekti MP primaju robu pre nego što je tražnja zadovoljena.)
MATCH@E:(Topology of supply chain In this network, the RFs receive goods before the demand has been met.===>Topologija lanca snabdevanja U ovoj mreži, objekti MP primaju robu pre nego što je tražnja zadovoljena.)
MATCH@M:(Over time, the stocks in each RF are used to meet the demand in the respective period.===>S protokom vremena, zalihe u svakom objektu MP se koriste da zadovolje tražnju u tom periodu.)
MATCH@E:(Over time, the stocks in each RF are used to meet the demand in the respective period.===>S protokom vremena, zalihe u svakom objektu MP se koriste da zadovolje tražnju u tom periodu.)
MATCH@M:(At the end of the period, the surplus of supplies can be retained or redistributed to other sales facilities.===>Višak zaliha se na kraju perioda može zadržati ili preraspodeliti drugim objektima.)
MATCH@E:(At the end of the period, the surplus of supplies can be retained or redistributed to other sales facilities.===>Višak zaliha se na kraju perioda može zadržati ili preraspodeliti drugim objektima.)
MATCH@M:(In either situation the goods can be used to meet the demand in the subsequent period.===>U obe ove situacije, roba se može koristi za zadovoljenje tra-žnje u sledećem periodu.)
MATCH@E:(In either situation the goods can be used to meet the demand in the subsequent period.===>U obe ove situacije, roba se može koristi za zadovoljenje tražnje u sledećem periodu.)
MATCH@M:(Figure 2 presents the time flow with core events.===>Na Slici 2. je predstavljen vremenski tok sa osnovnim događajima.)
MATCH@E:(Figure 2 presents the time flow with core events. ios.===>Na Slici 2. je predstavljen vremenski tok sa osnovnim događajima.)
MATCH@M:(The original task set before the system designer and the planner is to define the policies of stock supply and redistribution in order to minimize the total costs incurred in the operations within the given supply chain.===>Originalni zadatak koji se postavlja pred projektantom i planerom sistema je određivanje politike snab-devanja i preraspodele zaliha sa ciljem minimizacije ukupnih troškova koji nastaju u operacijama datog lanca snabdevanja.)
MATCH@E:(The original task set before the system designer and the planner is to define the policies of stock supply and redistribution in order to minimize the total costs incurred in the operations within the given supply chain.===>Originalni zadatak koji se postavlja pred projektantom i planerom sistema je određivanje politike snabdevanja i preraspodele zaliha sa ciljem minimizacije ukupnih troškova koji nastaju u operacijama datog lanca snabdevanja.)
MATCH@M:(These costs include: fixed costs of supplies, delivery charges, costs of storage and costs of shortages.===>Ovi troškovi obuhvataju: fiksne troškove nabavke, troškove isporuke, troškove čuvanja zaliha i troškove nedostajućih zaliha.)
MATCH@E:(These costs include: fixed costs of supplies, delivery charges, costs of storage and costs of shortages.===>Ovi troškovi obuhvataju: fiksne troškove nabavke, troškove isporuke, troškove čuvanja zaliha i troškove nedostajućih zaliha.)
MATCH@M:(As regards the stohastic character of demand, the total costs are also random costs.===>S obzirom na stohastičnost tražnje, ukupni troškovi su takođe slučajnog karaktera.)
MATCH@E:(As regards the stohastic character of demand, the total costs are also random costs.===>S obzirom na stohastičnost tražnje, ukupni troškovi su takođe slučajnog karaktera.)
MATCH@M:(This means that a solution that could best meet one demand, need not be optimal, may even prove to be a very unfavourable solution if another, different demand arises.===>To čini da neko rešenje, koje bi bilo najbolje za jednu realizaciju tražnje, ne mora da bude najbolje, ili čak može da bude veoma loše, ako se pojavi neka drugačija tražnja.)
MATCH@E:(This means that a solution that could best meet one demand, need not be optimal, may even prove to be a very unfavourable solution if another, different demand arises.===>To čini da neko rešenje, koje bi bilo najbolje za jednu realizaciju tražnje, ne mora da bude najbolje, ili čak može da bude veoma loše, ako se pojavi neka drugačija tražnja.)
MATCH@M:(Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenarios.===>Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija.)
MATCH@E:(Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenar The more different scenarios, the more optimum solutions.===>Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija. ~~~ Više različitih scenarija daje više različitih optimalnih rešenja.)
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BAD_LINE_M:Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenarios.
BAD_LINE_M:Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija.
BAD_LINE_E:Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenar The more different scenarios, the more optimum solutions.
BAD_LINE_E:Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija. ~~~ Više različitih scenarija daje više različitih optimalnih rešenja.
MATCH@M:(One scenario is defined by the number of periods and the respective values of demand.===>Jedan scenario je definisan brojem perioda i odgovarajućim vrednostima tražnje.)
MATCH@E:(One scenario is defined by the number of periods and the respective values of demand.===>Jedan scenario je definisan brojem perioda i odgovarajućim vrednostima tražnje.)
MATCH@M:(These values are previously defined randomly, according to the adopted function of the demand probability distribution.===>Te vrednosti se prethodno definišu na slučajan način prema usvojenoj funkciji raspodele verovatnoće tražnje.)
MATCH@E:(These values are previously defined randomly, according to the adopted function of the demand probability distribution.===>Te vrednosti se prethodno definišu na slučajan način prema usvojenoj funkciji raspodele verovatnoće tražnje.)
MATCH@M:(Then the optimum solution to stocks and transport management, that is, the optimum scenario solution is worked out for the generated values of demand, viewed as deterministic input data.===>Za tako generisane vrednosti tražnje, posmatrane kao deterministički ulazni podaci, pronalazi se optimalno rešenje upravljanja zalihama i transportom, odnosno optimalno rešenje scenarija.)
MATCH@E:(Then the optimum solution to stocks and transport management, that is, the optimum scenario solution is worked out for the generated values of demand, viewed as deterministic input data.===>Za tako generisane vrednosti tražnje, posmatrane kao deterministički ulazni podaci, pronalazi se optimalno rešenje upravljanja zalihama i transportom, odnosno optimalno rešenje scenarija.)
MATCH@M:(In the end, the task is set to find a solution whose performances (costs) least deviate from the individual optimum costs of the concrete scenarios.===>Na kraju se postavlja i rešava zadatak nalaženja rešenja čije performanse (troškovi) najmanje odstupaju od pojedinačnih optimalnih troškova konkretnih scenarija.)
MATCH@E:(In the end, the task is set to find a solution whose performances (costs) least deviate from the individual optimum costs of the concrete scenarios.===>Na kraju se postavlja i rešava zadatak nalaženja rešenja čije performanse (troškovi) najmanje odstupaju od pojedinačnih optimalnih troškova konkretnih scenarija.)
MATCH@M:(This ultimate solution is a compromise and it need not be identical to any other individual optimum solutions obtained in analysisng a concrete scenario.===>Ovo konačno rešenje nazivamo kompromisnim i ono ne mora da se poklopi ni sa jednim pojedinačnim optimalnim rešenjem koje je dobijeno pri razmatranju konkretnog scenarija.)
MATCH@E:(This ultimate solution is a compromise and it need not be identical to any other individual optimum solutions obtained in analysisng a concrete scenario.===>Ovo konačno rešenje nazivamo kompromisnim i ono ne mora da se poklopi ni sa jednim pojedinačnim optimalnim rešenjem koje je dobijeno pri razmatranju konkretnog scenarija.)
MATCH@M:(The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs.===>Kompromisno rešenje, na neki način najbolje za sve scenarije po-smatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP.)
MATCH@E:(The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs.===>Kompromisno rešenje, na neki način najbolje za sve scenarije posmatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP. (Period t-1) (Period t) (vremenski kontinuum) Kraj perioda t Višak zaliha iz prethodnog perioda Kolièina dobijena od drugih MP Kolièina dobijena iz distributivnog centra Kolièina potrebna za zadovoljenje tražnje Višak za zalihe u sledeæem periodu (1) Kolièina isporuèena drugim MP (1) (1) Ako postoje nedostajuæe zalihe u periodu t, nema viška niti preraspodele.)
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BAD_LINE_M:The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs.
BAD_LINE_M:Kompromisno rešenje, na neki način najbolje za sve scenarije po-smatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP.
BAD_LINE_E:The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs.
BAD_LINE_E:Kompromisno rešenje, na neki način najbolje za sve scenarije posmatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP. (Period t-1) (Period t) (vremenski kontinuum) Kraj perioda t Višak zaliha iz prethodnog perioda Kolièina dobijena od drugih MP Kolièina dobijena iz distributivnog centra Kolièina potrebna za zadovoljenje tražnje Višak za zalihe u sledeæem periodu (1) Kolièina isporuèena drugim MP (1) (1) Ako postoje nedostajuæe zalihe u periodu t, nema viška niti preraspodele.
MATCH@M:(Figure 2.===>Slika 2.)
MATCH@E:(Figure 1.===>Slika 1.)
MATCH@M:(Model 1.===>Model.)
MATCH@E:(Model 1.===>Model.)
MATCH@M:(On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs).===>Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.)
MATCH@E:(The TRANSSHIPMENT model t = Ì 1 if there is a shortage in stocks in RF i in pe On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs).===>Pik perioda t za scenario k ; Rk žaljenje po scenariju k ; Uik t za scenario k 0 inače Í t = Ì 1 ako nedostaju zalihe u MP i u periodu 3.2. ~~~ Model PRERASPODELA Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.)
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BAD_LINE_M:On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs).
BAD_LINE_M:Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.
BAD_LINE_E:The TRANSSHIPMENT model t = Ì 1 if there is a shortage in stocks in RF i in pe On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs).
BAD_LINE_E:Pik perioda t za scenario k ; Rk žaljenje po scenariju k ; Uik t za scenario k 0 inače Í t = Ì 1 ako nedostaju zalihe u MP i u periodu 3.2. ~~~ Model PRERASPODELA Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.
MATCH@M:(The stohastic character of demand in the RFs is described using different scenarios and the regret concept described earlier in the paper.===>Stohastičnost tražnje u objektima MP se opisuje koriščćenjem različitih scenarija i koncept žaljenja koji je opisan ranije.)
MATCH@E:(The stohastic character of demand in the RFs is described using different scenarios and the regret concept described earlier in the paper.===>Stohastičnost tražnje u objektima MP se opisuje koriščćenjem različitih scenarija i koncept žaljenja koji je opisan ranije.)
MATCH@M:(The TRANSSHIPMENT model is an optimisation model used to devise a compromise optimum solution to minimize the expected value of regret for a larger number of scenarios.===>Model PRERASPODELA je optimizacioni model koji se koristi za nalaženje kompromisnog optimalnog rešenja kojim se minimizira očekivana vrednost žaljenja za veći broj scenarija.)
MATCH@E:(The TRANSSHIPMENT model is an optimisation model used to devise a compromise optimum solution to minimize the expected value of regret for a larger number of scenarios.===>Model PRERASPODELA je optimizacioni model koji se koristi za nalaženje kompromisnog optimalnog rešenja kojim se minimizira očekivana vrednost žaljenja za veći broj scenarija.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 3.===>Tabela 3.)
MATCH@M:(In the above model the objective function is presented in (1) and (2) and expresses the total regret, where the formula (2) defines the the regret value for the k scenario.===>U gornjem modelu, funkcija cilja je data u (1) i (2) i predstavlja ukupno žaljenje, pri čemu formula (2) de-finiše vrednost žaljenja za scenario k.)
MATCH@E:(TRANSSHIPMENT In the above model the objective function is presented in (1) and (2) and expresses the total regret, where the formula (2) defines the the regret value for the k scenario.===>1 PRERASPODELA U gornjem modelu, funkcija cilja je data u (1) i (2) i predstavlja ukupno žaljenje, pri čemu formula (2) definiše vrednost žaljenja za scenario k.)
MATCH@M:(The constraint (3) reflects the assumption that demand is predicted on the basis of the previous period demand value.===>Ograničenje (3) odgovara pretpostavki da se tražnja prognozira na osnovu vrednosti iz prethodnog perioda.)
MATCH@E:(The constraint (3) reflects the assumption that demand is predicted on the basis of the previous period demand value.===>Ograničenje (3) odgovara pretpostavki da se tražnja prognozira na osnovu vrednosti iz prethodnog perioda.)
MATCH@M:(In the constraint (4) we imply that the amount of goods ordered from the supplier in each delivery period has to be based on the total demand incurred since the previous delivery period.===>U ograničenju (4) se iskazuje činjenica da količina robe koja se naručuje od dobavljača u svakom periodu isporuke mora biti zasnovana na ukupnoj tražnji napravljenoj u vremenu od prethodnog perioda isporuke.)
MATCH@E:(In the constraint (4) we imply that the amount of goods ordered from the supplier in each delivery period has to be based on the total demand incurred since the previous delivery period.===>U ograničenju (4) se iskazuje činjenica da količina robe koja se naručuje od dobavljača u svakom periodu isporuke mora biti zasnovana na ukupnoj tražnji napravljenoj u vremenu od prethodnog perioda isporuke.)
MATCH@M:(The constraints (5) and (6) specify that the amount of goods delivered to one RF equals the demand in this facility plus the amount of stocks transshiped from this facility to others.===>Ograničenja (5) i (6) govore da je količina robe koja se isporučuje u objekat MP jednaka tražnji u tom objektu uvećanoj za iznos zaliha preraspodelj enih iz tog objekta u druge.)
MATCH@E:(The constraints (5) and (6) specify that the amount of goods delivered to one RF equals the demand in this facility plus the amount of stocks transshiped from this facility to others.===>Ograničenja (5) i (6) govore da je količina robe koja se isporučuje u objekat MP jednaka tražnji u tom objektu uvećanoj za iznos zaliha preraspodeljenih iz tog objekta u druge.)
MATCH@M:(The constraint (7) refers to the fact that no transshipment is allowed from a given RF until its demand has been met.===>Ograničenje (7) se odnosi na zabranu preraspodele iz datog objekta MP pre nego što se ne zadovolji njegova tražnja.)
MATCH@E:(The constraint (7) refers to the fact that no transshipment is allowed from a given RF until its demand has been met.===>Ograničenje (7) se odnosi na zabranu preraspodele iz datog objekta MP pre nego što se ne zadovolji njegova tražnja.)
MATCH@M:(The constraint (8) says that the amount of shortage in one RF cannot be larger than the demand in that same facility.===>U ograničenju (8) se zahteva da iznos nedostajućih zaliha u objektu MP ne može da bude veći od tražnje u njemu.)
MATCH@E:(The constraint (8) says that the amount of shortage in one RF cannot be larger than the demand in that same facility.===>U ograničenju (8) se zahteva da iznos nedostajućih zaliha u objektu MP ne može da bude veći od tražnje u njemu.)
MATCH@M:(The constraint (9) does not allow the shipments from the distribution centre to be larger than the shipments received from the supplier.===>Ograničenje (9) zabranjuje isporuke iz distributivnog centra koje su veće od primljenih isporuka od dobavljača.)
MATCH@E:(The constraint (9) does not allow the shipments from the distribution centre to be larger than the shipments received from the supplier.===>Ograničenje (9) zabranjuje isporuke iz distributivnog centra koje su veće od primljenih isporuka od dobavljača.)
MATCH@M:(Finally, the constraint (10) says that the supplier can deliver goods to distribution centres only in set periods.===>Na kraju, ograničenje (10) kaže da dobavljač može da isporučuje robu distributivnim centrima samo u određenim periodima.)
MATCH@E:(Finally, the constraint (10) says that the supplier can deliver goods to distribution centres only in set periods.===>Na kraju, ograničenje (10) kaže da dobavljač može da isporučuje robu distributivnim centrima samo u određenim periodima.)
MATCH@M:(Prior to working this model out, it is necessary that optimum solution ok for each individual scenario k be found.===>Pre rešavanja ovog modela, potrebno je naći optimalna rešenja ok za svaki pojedinačni scenario k.)
MATCH@E:(Prior to working this model out, it is necessary that optimum solution ok for each individual scenario k be found.===>Pre rešavanja ovog modela, potrebno je naći optimalna rešenja ok za svaki pojedinačni scenario k.)
MATCH@M:(Hence a single-scenario model was created where the objective function is expressed by the total costs, while the constratints in the functioning of the supply chain are the same as in the previous model.===>U tu svrhu je formiran model za jedan scenario u kome funkciju cilja predstavljaju ukupni troškovi dok su ograničenja u vezi sa funkcionisanjem lanca istovetna kao u prethodnom modelu.)
MATCH@E:(Hence a single-scenario model was created where the objective function is expressed by the total costs, while the constratints in the functioning of the supply chain are the same as in the previous model.===>U tu svrhu je formiran model za jedan scenario u kome funkciju cilja predstavljaju ukupni troškovi dok su ograničenja u vezi sa funkcionisanjem lanca istovetna kao u prethodnom modelu.)
MATCH@M:(The inputs to this model are the deterministic values of demand in each RF plus the shipment and storage charges.===>Ulazi u taj model su dete-minističke vrednosti tražnje u svakom objektu MP, kao i troškovi isporuke i čuvanja zaliha.)
MATCH@E:(The inputs to this model are the deterministic values of demand in each RF plus the shipment and storage charges.===>Ulazi u taj model su deteminističke vrednosti tražnje u svakom objektu MP, kao i troškovi isporuke i čuvanja zaliha.)
MATCH@M:(The model helped find the optimal solutions of ok for each k scenario.===>Korišćenjem tog modela dobijena su optimalna rešenja ok za svaki scenario k.)
MATCH@E:(The model helped find the optimal solutions of ok for each k scenario.===>Korišćenjem tog modela dobijena su optimalna rešenja ok za svaki scenario k.)
MATCH@M:(These values were used as inputs for calculating the regret in the TRANSSHIPMENT model.===>Ove vrednosti su ulaz za računanje zalje-nja u modelu PRERASPODELA.)
MATCH@E:(These values were used as inputs for calculating the regret in the TRANSSHIPMENT model.===>Ove vrednosti su ulaz za računanje zaljenja u modelu PRERASPODELA. 3.)
MATCH@M:(In preparing the data we had to take several important characteristics of real issues into consideration.===>U pripremi podataka, potrebnih za rešavanje modela PRERASPODELA, mora se voditi računa o nekim bitnim karakteristikama realnih problema.)
MATCH@E:(3.3 Data In preparing the data we had to take several important characteristics of real issues into consideration.===>Podaci U pripremi podataka, potrebnih za rešavanje modela PRERASPODELA, mora se voditi računa o nekim bitnim karakteristikama realnih problema.)
MATCH@M:(For example, it was important that the shortage costs be reasonably higher compared to shipment charges.===>Na primer, važno je da troškovi nedostajućih zaliha budu razumno viši od troškova isporuke.)
MATCH@E:(For example, it was important that the shortage costs be reasonably higher compared to shipment charges.===>Na primer, važno je da troškovi nedostajućih zaliha budu razumno viši od troškova isporuke.)
MATCH@M:(If the costs of the shortage in supplies are too low, there will be no motivation to replenish the inventory by ordering from the supplier.===>Ako su troškovi nedostajućih zaliha suviše niski, neće postojati nikakva motivacija obnavljanja zaliha naručivanjem od dobavljača.)
MATCH@E:(If the costs of the shortage in supplies are too low, there will be no motivation to replenish the inventory by ordering from the supplier.===>Ako su troškovi nedostajućih zaliha suviše niski, neće postojati nikakva motivacija obnavljanja zaliha naručivanjem od dobavljača.)
MATCH@M:(Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs.===>Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.)
MATCH@E:(Demand in retail facilities Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs.===>Tražnja u maloprodajnim objektima MP A B C D E Srednja vrednost Standardna devijacija Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.)
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BAD_LINE_M:Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs.
BAD_LINE_M:Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.
BAD_LINE_E:Demand in retail facilities Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs.
BAD_LINE_E:Tražnja u maloprodajnim objektima MP A B C D E Srednja vrednost Standardna devijacija Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.
MATCH@M:(This fulfilled the needs of 5 different scenarios, 10 time periods per each of them.===>To je zadovoljilo potrebe 5 različitih scenarija, po 10 vremenskih perioda svaki.)
MATCH@E:(This fulfilled the needs of 5 different scenarios, 10 time periods per each of them.===>To je zadovoljilo potrebe 5 različitih scenarija, po 10 vremenskih perioda svaki.)
MATCH@M:(The scenarios helped model the unpredictability of demand and the potential variations in real demand.===>Uz pomoć scenarija modeluju se neizvesnost tražnje i potencijalne varijacije u stvarnoj tražnji.)
MATCH@E:(The scenarios helped model the unpredictability of demand and the potential variations in real demand.===>Uz pomoć scenarija modeluju se neizvesnost tražnje i potencijalne varijacije u stvarnoj tražnji. 3.)
MATCH@M:(The TRANSSHIPMENT model was translated into the computer executive variant using the AMPL modelling language.===>Model PRERASPODELA je preveden u računarski izvršnu varijantu korišćenjem modelujućeg jezika AMPL.)
MATCH@E:(3.4 AMPL model The TRANSSHIPMENT model was translated into the computer executive variant using the AMPL modelling language.===>AMPL model Model PRERASPODELA je preveden u računarski izvršnu varijantu korišćenjem modelujućeg jezika AMPL.)
MATCH@M:(The database listing containing the AMPL model is the following:===>Listing datoteke koja sadrži AMPL model je sledeći.)
MATCH@E:(The database listing containing the AMPL model is the following: AMPL Model1.===>Listing datoteke koja sadrži AMPL model je sledeći.)
MATCH@M:(The GNU MathProg modelling language is a subset of the AMPL, however, since it is open for general use, there are no limitations as to the number of variables nor limitations enforced by the AMPI - 300 x 300 student version.===>GNU MathProg modelujuci jezik je podskup AMPL-a, ali buduci da je otvoren za opštu upotrebu, nema nikakvih ograničenja na broj promenljivih i ograničenja, koja nameće studentska verzija AMPl - 300 x 300.)
MATCH@E:(The GNU MathProg modelling language is a subset of the AMPL, however, since it is open for general use, there are no limitations as to the number of variables nor limitations enforced by the AMPI 300 x 300 student version.===>GNU MathProg modelujući jezik je podskup AMPLa, ali budući da je otvoren za opštu upotrebu, nema ni kakvih ograničenja na broj promenljivih i ograničenja, koja nameće studentska verzija AMPl 300 x 300.)
MATCH@M:(We were concerned with solving three varieties of the model:===>Rešavane su tri varijante modela:)
MATCH@E:(We were concerned with solving three varieties of the model: 1.===>Rešavane su tri varijante modela: ~~~ 1.)
MATCH@M:(1.	Mod ell .TRANSSHIPMENT that considers a possible distribution between the RFs.===>1.	Modeli.PRERASPODELA koji razmatra moguću preraspodelu izmedju objekata MP.)
MATCH@E:(Model1.TRANSSHIPMENT that considers a possible distribution between the RFs.===>Model1.PRERASPODELA koji razmatra mo guću preraspodelu izmedju objekata MP. 2.)
MATCH@M:(2.	Model2.NoTRANSSHIPMENT which considers the case identical to the previous one, however, without the possibility of transshipment,i.e., RF are independent from each other.===>2.	Model2.BezPRERASPODELE koji razmatra slučaj, inače identičan prethodnom, ali bez mogućnosti preraspodele, tj svi maloprodajni objekti su nezavisni jedan od drugog.)
MATCH@E:(Model2.NoTRANSSHIPMENT which considers the case identical to the previous one, however, without the possibility of transshipment, i.e., RF are independent from each other.===>BezPRERASPODELE koji razmatra slučaj, inače identičan prethodnom, ali bez mogućnosti preraspodele, tj svi maloprodajni objekti su nezavisni jedan od drugog. 3.)
MATCH@M:(3.	Model3.Deterministic which does not consider the randomness of demand as the two previous models do, using the scenario concept, but is otherwise identical to the previous model.===>3.	Model3.Deterministik koji ne razmatra slučajnost tražnje, kao prethodna dva model koja to rade koristeći koncept scenarija, inače identičan prethodnom modelu.)
MATCH@E:(Model3.Deterministic which does not consider the randomness of demand as the two previous models do, using the scenario concept, but is otherwise identical to the previous model.===>Deterministik koji ne razmatra slučajnost tražnje, kao prethodna dva model koja to rade koristeći koncept scenarija, inače identičan prethodnom modelu.)
MATCH@M:(The results obtained are as follows:===>Dobijeni rezultati su sledeći:)
MATCH@E:(The results obtained are as follows: 1.===>Dobijeni rezultati su sledeći: ~~~ 1.)
MATCH@M:(1.	The model had a total of 1815 variables, of which 250 even-number, and 250 binary, and 1026 constraints.===>1.	Model je imao ukupno 1815 promenljivih od čega su 250 celobrojnih i 250 binarnih i 1026 ograničenja.)
MATCH@E:(The model had a total of 1815 variables, of which 250 even-number, and 250 binary, and 1026 constraints.===>Model je imao ukupno 1815 promenljivih od čega su 250 celobrojnih i 250 binarnih i 1026 ograničenja.)
MATCH@M:(There were 8390 non-zero values in the constraints matrix.===>Nenultih vrednosti u matrici ograničenja ima 8390.)
MATCH@E:(There were 8390 non-zero values in the constraints matrix.===>Nenultih vrednosti u matrici ograničenja ima 8390. 2.)
MATCH@M:(2.	The optimum value for the objective function TotalRegret is 22896.===>2.	Optimalna vrednost za funkciju cilja Ukupno Žaljenje iznosi 22896.)
MATCH@E:(2. ~~~ The optimum value for the objective function TotalRegret is 22896. ~~~ 3.===>Optimalna vrednost za funkciju cilja Ukupno Zaljenje iznosi 22896. 3.)
MATCH@M:(3.	The total costs and the total regret for the three previous cases are shown in Table 2, where the %Difference is given as related to the costs of the deterministic case:===>3.	Ukupni troskovi i ukupno zaljenje za sva tri prethodna slučaja su prikazani u Tabeli 2, gde je % Razlika data u odnosu na troškove determinističkog slučaja:)
MATCH@E:(The total costs and the total regret for the three previous cases are shown in Table 2, where the %Difference is given as related to the costs of the deterministic case: Table 2.===>Ukupni troskovi i ukupno zaljenje za sva tri prethodna slučaja su prikazani u Tabeli 2, gde je % Razlika data u odnosu na troškove determinističkog slučaja: ~~~ Tabela 2.)
MATCH@M:(On the other hand, in case the transshipment among the RFs is allowed, the RF in which the demand is lower than predicted can share the surplus with the facility reporting the shortage.===>S druge strane, u slučaju da je preraspodela između objekata MP dozvoljena, objekat koji ima manju tražnju od prognozirane, može da višak deli sa objektom koji ima manjak.)
MATCH@E:(On the other hand, in case the transshipment among the RFs is allowed, the RF in which the demand is lower than predicted can share the surplus with the facility reporting the shortage.===>S druge strane, u slučaju da je preraspodela između objekata MP dozvoljena, objekat koji ima manju tražnju od prognozirane, može da višak deli sa objektom koji ima manjak.)
MATCH@M:(In this case new transshipment costs emerge, however, the storage charges and the shortage costs are avoided.===>U tom slučaju se pojavljuju novi troškovi preraspode-le, ali se izbegavaju troškovi čuvanja zaliha i troškovi nedostajućih zaliha.)
MATCH@E:(In this case new transshipment costs emerge, however, the storage charges and the shortage costs are avoided.===>U tom slučaju se pojavljuju novi troškovi preraspodele, ali se izbegavaju troškovi čuvanja zaliha i troškovi nedostajućih zaliha.)
MATCH@M:(Also, the maximum and the mean values of the shortage amount is by far more favourable in the transshipment case than in the case without it.===>Takođe, maksimalna i srednja vrednost količine nedostajućih zaliha je znatno povoljnija u slučaju preraspodele nego bez nje.)
MATCH@E:(Also, the maximum and the mean values of the shortage amount is by far more favourable in the transshipment case than in the case without it.===>Takođe, maksimalna i srednja vrednost količine nedostajućih zaliha je znatno povoljnija u slučaju preraspodele nego bez nje.)
MATCH@M:(Table 2.===>Tabela 2.)
MATCH@E:(Table 4.===>Tabela 4.)
MATCH@M:(In such circumstances the safety inventory is not necessary and this reduces the storage charges.===>U takviM okolnostima nije potrebno imati sigurnosne zalihe i to smanjuje troškove držanja zaiha.)
MATCH@E:(In such circumstances the safety inventory is not necessary and this reduces the storage charges.===>U takviM okolnostima nije potrebno imati sigurnosne zalihe i to smanjuje troškove držanja zaiha.)
MATCH@M:(Besides, planning helps eliminate the costs of shortages.===>Pored toga, planom je moguće eliminisati i troškove nedostajućih zaliha.)
MATCH@E:(Besides, planning helps eliminate the costs of shortages.===>Pored toga, planom je moguće eliminisati i troškove nedostajućih zaliha.)
MATCH@M:(The deterministic model is also the easiest problem to solve.===>Deterministički model je i najlakši problem za rešavanje.)
MATCH@E:(The deterministic model is also the easiest problem to solve.===>Deterministički model je i najlakši problem za rešavanje.)
MATCH@M:(Contrary to the deterministic model, the cases with and with no transshipment have to find compromise solutions.===>Za razliku od determinističkog, slučajevi sa i bez preraspodele moraju da nađu kompromisna rešenja.)
MATCH@E:(Contrary to the deterministic model, the cases with and with no transshipment have to find compromise solutions.===>Za razliku od determinističkog, slučajevi sa i bez preraspodele moraju da nađu kompromisna rešenja.)
MATCH@M:(In the case with an allowed transshipment among the RFs, the total costs are somewhat lower compared to the costs in the no transshipment case.===>U slučaju sa mogućom preraspodelom između objekata MP, ukupni troškovi su nešto niži od troškova bez preraspodele.)
MATCH@E:(In the case with an allowed transshipment among the RFs, the total costs are somewhat lower compared to the costs in the no transshipment case.===>U slučaju sa mogućom preraspodelom između objekata MP, ukupni troškovi su nešto niži od troškova bez preraspodele.)
MATCH@M:(This is an important argument in favour of introducing the transshipment type system if the RFs dispose of small warehouse capacities or if we deal with perishable or seasonal goods.===>Ovo je značajan argument za uvođenje sistema s preraspode-lom ukoliko objekti MP imaju male kapacitete maga-cina ili je u pitanju kvarljiva roba ili proizvodi sezonskog karaktera.)
MATCH@E:(This is an important argument in favour of introducing the transshipment type system if the RFs dispose of small warehouse capacities or if we deal with perishable or seasonal goods.===>Ovo je značajan argument za uvođenje sistema s preraspodelom ukoliko objekti MP imaju male kapacitete magacina ili je u pitanju kvarljiva roba ili proizvodi sezonskog karaktera.)
MATCH@M:(Another interesting characteristic for analysis is the behaviour of safety inventory, that is, to what extent the transshipment type systems reduce the amount of safety inventory due to risk pooling.===>Druga interesantna karakteristika za analizu je ponašanje sigurnosnih zaliha, odnosno, u kojoj meri sistemi sa preraspodelom smanjuju iznos sigurnosnih zaliha zbog zajedničkog deljenja rizika.)
MATCH@E:(Another interesting characteristic for analysis is the behaviour of safety inventory, that is, to what extent the transshipment type systems reduce the amount of safety inventory due to risk pooling.===>Druga interesantna karakteristika za analizu je ponašanje sigurnosnih zaliha, odnosno, u kojoj meri sistemi sa preraspodelom smanjuju iznos sigurnosnih zaliha zbog zajedničkog deljenja rizika.)
MATCH@M:(Table 5 shows the results of this analysis.===>U Tabeli 5. su prikazani rezultati ove analize.)
MATCH@E:(Table 5 shows the results of this analysis.===>U Tabeli 5. su prikazani rezultati ove analize.)
MATCH@M:(Table 4 shows the differences between the average values of total inventory in one period in both cases under consideration.===>U Tabeli 4. su prikazane razlike prosečnih vrednosti ukupnih zaliha u jednom periodu u oba razmatrana slučaja.)
MATCH@E:(Table 4 shows the differences between the average values of total inventory in one period in both cases under consideration.===>U Tabeli 4. su prikazane razlike prosečnih vrednosti ukupnih zaliha u jednom periodu u oba razmatrana slučaja.)
MATCH@M:(The explanation of this can be found in the model formulation.===>Objašnjenje za ovo se nalazi u formulaciji modela.)
MATCH@E:(The explanation of this can be found in the model formulation.===>Objašnjenje za ovo se nalazi u formulaciji modela.)
MATCH@M:(Namely, the model requires that the goods be ordered in accordance with the demand in the previous periods.===>Naime, model traži naručivanje u skladu sa tražnjom prethodnim periodima.)
MATCH@E:(Namely, the model requires that the goods be ordered in accordance with the demand in the previous periods.===>Naime, model traži naručivanje u skladu sa tražnjom prethodnim periodima.)
MATCH@M:(If the model were based on the respective demand distributions, a more significant effects of risk pooling could be expected in the cases where transshipment is allowed.===>Ukoliko bi model bio baziran na odgovarajućim ras-podelama tražnje, tada bi se mogli očekivati značajniji efekti deljenja zajedničkog rizika kada postoje mogućnosti preraspodele.)
MATCH@E:(If the model were based on the respective demand distributions, a more significant effects of risk pooling could be expected in the cases where transshipment is allowed.===>Ukoliko bi model bio baziran na odgovarajućim raspodelama tražnje, tada bi se mogli očekivati značajniji efekti deljenja zajedničkog rizika kada postoje mogućnosti preraspodele.)
MATCH@M:(Similarly, if the input data for the demand distribution and the cost parametres were different, a significant effect of transshipment upon the safety inventory could be expected.===>Takođe, ukoliko bi ulazni podaci za raspodelu tražnje i troškovni parametri bili drugačiji, mogao bi da se očekuje značajniji efekat preraspodele na sigurnosne zalihe.)
MATCH@E:(Similarly, if the input data for the demand distribution and the cost parametres were different, a significant effect of transshipment upon the safety inventory could be expected. ~~~ 5.===>Takođe, ukoliko bi ulazni podaci za raspodelu tražnje i troškovni parametri bili drugačiji, mogao bi da se očekuje značajniji efekat preraspodele na sigurnosne zalihe. 5.)
MATCH@M:(The model presented allows for the analysis of different supply policies, as well as different replenishment policies in the supply chain.===>Prikazani model omogućava analizu različitih politika snabdevanja i obnavljanja zaliha u lancu snabdevanja.)
MATCH@E:(Conclusion The model presented allows for the analysis of different supply policies, as well as different replenishment policies in the supply chain.===>Zaključak Prikazani model omogućava analizu različitih politika snabdevanja i obnavljanja zaliha u lancu snabdevanja.)
MATCH@M:(The experimentally obtained findings with hypothetic but really possible data lead to the conclusion that the system with the transshipment in the supply chains may significantly reduce the costs in the stohastic demand cases, especially if the storage charges and shortage costs are high.===>Eksperimentalni rezultati sa hipotetičkim ali realno mogućim podacima, navode na zaključčak da da sistem sa preraspodelom u lancima snabdevanja može da dovede do bitnijeg smanjenja troškova u slučajevima stohastičke tražnje, naročito ako su troškovi čuvanja zaliha i troškovi nedostajućih zaliha visoki.)
MATCH@E:(The experimentally obtained findings with hypothetic but really possible data lead to the conclusion that the system with the transshipment in the supply chains may significantly reduce the costs in the stohastic demand cases, especially if the storage charges and shortage costs are high.===>Eksperimentalni rezultati sa hipotetičkim ali realno mogućim podacima, navode na zaključčak da da sistem sa preraspodelom u lancima snabdevanja može da dovede do bitnijeg smanjenja troškova u slučajevima stohastičke tražnje, naročito ako su troškovi čuvanja zaliha i troškovi nedostajućih zaliha visoki.)
MATCH@M:(It must, however, be pointed out that the systems with transshipment require a higher level of organization, trust and communication among the agents in the supply chains compared to the systems with no transshipment.===>Međutim mora se istaći da sistemi sa preraspodelom u odnosu na sisteme bez prera-spodele zahtevaju viši stepen organizacije, poverenja i međusobne komunikacije učesnika u lancu snabdevanja.)
MATCH@E:(It must, however, be pointed out that the systems with transshipment require a higher level of organization, trust and communication among the agents in the supply chains compared to the systems with no transshipment.===>Međutim mora se istaći da sistemi sa preraspodelom u odnosu na sisteme bez preraspodele zahtevaju viši stepen organizacije, poverenja i međusobne komunikacije učesnika u lancu snabdevanja.)
MATCH@M:(The model presented could, naturally, be improved in various directions - by the analysis of the model sensitivity to different cost parametres, as well as by the analysis of its implementation in various industries or in stocks management of different products.===>Naravno, postavljeni model bi se mogao usavršavati u više pravaca - analizom osetljivosti modela na različite parametre troškova, kao i analizom primene u različitim industrijama ili upravljanju zalihama različitih proizvoda.)
MATCH@E:(The model presented could, naturally, be improved in various directions by the analysis of the model sensitivity to different cost parametres, as well as by the analysis of its implementation in various industries or in stocks management of different products.===>Naravno, postavljeni model bi se mogao usavršavati u više pravaca analizom osetljivosti modela na različite parametre troškova, kao i analizom primene u različitim industrijama ili upravljanju zalihama različitih proizvoda.)
MATCH@M:(The model can also be extended by introducing a larger number of distribution centres and the problems of assigning the RFs to distribution centres.===>Svakako, moguće je proširiti model uvođenjem većeg broja distributivnih centara i problema asignacije objekata MP po distributivnim centrima.)
MATCH@E:(The model can also be extended by introducing a larger number of distribution centres and the problems of assigning the RFs to distribution centres.===>Svakako, moguće je proširiti model uvođenjem većeg broja distributivnih centara i problema asignacije objekata MP po distributivnim centrima.)
MATCH@M:(SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija===>A review of the papers from past EuSpRIG conferences shows that they may be classed into four distinct areas: tools, education, auditing and management..)
MATCH@E:(SPIN 09, 05-06. november 2009. godine, Belgrade, Serbia 1.===>SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija 1.)
BAD_LINE_=============================================================
BAD_LINE_M:SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija
BAD_LINE_M:A review of the papers from past EuSpRIG conferences shows that they may be classed into four distinct areas: tools, education, auditing and management..
BAD_LINE_E:SPIN 09, 05-06. november 2009. godine, Belgrade, Serbia 1.
BAD_LINE_E:SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija 1.
MATCH@M:(Such behaviour seems to be totally out of line seeing that nowadays competition is ferocious and organisations need to improve their performance in the realm of Marketing, R and D as well as Design.===>Ovakvo ponašanje je potpuno neuobičajeno kad se ima u vidu da je konkurencija sve žešća i da organizacije moraju da budu sve uspešnije u marketingu, u R and D i u projektovanju.)
MATCH@E:(Such behaviour seems to be totally out of line seeing that nowadays competition is ferocious and organisations need to improve their performance in the realm of Marketing, R&D as well as Design.===>Ovakvo ponašanje je potpuno neuo bičajeno kad se ima u vidu da je konkurencija sve žešća i da organizacije moraju da budu sve uspešnije u marketingu, u R&D i u projektovanju.)
MATCH@M:(In this way, implementing change and creating an organisational culture which lends itself to knowledge management which induces the diffusion of technologies and feeds innovation seems to be simple.===>Ovako, uvođenje promena i razvijanje organizacione kulture u kojoj glavnu ulogu ima upravljanje znanjem, što opet obuhvata sve širu primenu tehnologija i inovacija, izgleda da je lak posao.)
MATCH@E:(In this way, implementing change and creating an organisational culture which lends itself to knowledge management which induces the diffusion of technologies and feeds innovation seems to be simple.===>Ovako, uvođenje promena i razvijanje organizacione kulture u kojoj glavnu ulogu ima upravljanje znanjem, što opet obuhvata sve širu primenu tehnologija i inovacija, izgleda da je lak posao.)
MATCH@M:(However, if we compare the concern organisations have regarding their number of employees in top management, middle and administrative functions, larger organisations (Case A) are less concerned with this issue than the smaller organisations.===>Ipak, ako uporedimo broj zaposlenih koje su ove organizacije rasporedile na mesta top menadžmenta i na funkcije srednjeg menadžmen-ta i administracije, zaključićemo da veće organizacije (Slučaj A) tome ne posvećuju toliko pažnje kao manje.)
MATCH@E:(However, if we compare the concern organisations have regarding their number of employees in top management, middle and administrative functions, larger organisations (Case A) are less concerned with this issue than the smaller organisations.===>Ipak, ako uporedimo broj zaposlenih koje su ove organizacije rasporedile na mesta top menadžmenta i na funkcije srednjeg menadžmenta i administracije, zaključićemo da veće organizacije (Slučaj A) tome ne posvećuju toliko pažnje kao manje.)
MATCH@M:(The opposite occurs for the low skilled and manufacturing employees who are greatly valued by their large organisation, the opposite happens for the others.===>Sasvim je obrnuto kad su u pitanju zaposleni niskih kvalifikacija i proizvodni radnici koje velika organizacija posebno uvažava, a druge ne.)
MATCH@E:(The opposite occurs for the low skilled and manufacturing employees who are greatly valued by their large organisation, the opposite happens for the others.===>Sasvim je obrnuto kad su u pitanju zaposleni niskih kvalifikacija i proizvodni radnici koje velika organizacija posebno uvažava, a druge ne.)
MATCH@M:(In reflecting upon the figures obtained, Case A is part of the textile industry and relies heavily on intensive labour.===>Iz dobijenih brojki zakljucićemo da Slucaj A predstavlja organizaciju u okviru sektora tekstilne industrije i da se u velikoj meri oslanja na radnu snagu u neposrednoj proizvodnji.)
MATCH@E:(In reflecting upon the figures obtained, Case A is part of the textile industry and relies heavily on intensive labour.===>Iz dobijenih brojki zaključićemo da Slučaj A predstavlja organizaciju u okviru sektora tekstilne industrije i da se u velikoj meri oslanja na radnu snagu u neposrednoj proizvodnji.)
MATCH@M:(The other organisations are concerned with the production and selling of automobile spare parts.===>Druge dve organizacije proizvode i prodaju rezervne delove za automobile.)
MATCH@E:(The other organisations are concerned with the production and selling of automobile spare parts.===>Druge dve organizacije proizvode i prodaju rezervne delove za automobile.)
MATCH@M:(Despite the fact that these also rely heavily on intensive labour, they have both different behaviour and needs when it comes to management and administration as well as different policies of focussing on their internal and external clients.===>Bez obzira na to što i one veoma zavise od rada u neposrednoj proizvodnji, one imaju drugačiji pristup i drugačije potrebe kada je u pitanju upravljanje i administracija, a isto tako i drugačiju politiku prema unutrašnjim i spoljnim klijentima.)
MATCH@E:(Despite the fact that these also rely heavily on intensive labour, they have both different behaviour and needs when it comes to management and administration as well as different policies of focussing on their internal and external clients.===>Bez obzira na to što i one veoma zavise od rada u neposrednoj proizvodnji, one imaju drugačiji pristup i drugačije potrebe kada je u pitanju upravljanje i administracija, a isto tako i drugačiju politiku prema unutrašnjim i spoljnim klijentima.)
MATCH@M:(These policies seem to be in opposition to the new principles of the new management paradigms, namely the “knowledge management paradigm”.===>Ova politika izgleda da je u suprotnosti sa novim principima nove paradigme upravljanja, „paradigme upravljanja znanjem“.)
MATCH@E:(These policies seem to be in opposition to the new principles of the new management paradigms, namely the knowledge management paradigm.===>Ova politika izgleda da je u suprotnosti sa novim principima nove paradigme upravljanja, paradigme upravljanja znanjem.)
MATCH@M:(Seeing companies are exposed to international competition and towards the proliferation of new technologies which, in turn, shorten products’ life cycles, their competitive advantage may not be sustainable.===>Pošto su kompanije prinuđene da posluju u uslovima snažne konkurencije iz inostranstva i da stalno isporucuju nove tehnologije, koje opet skraćuju životni ciklus proizvoda, njihova konkurentna prednost ne mora uvek da bude održiva.)
MATCH@E:(Seeing companies are exposed to international competition and towards the proliferation of new technologies which, in turn, shorten products life cycles, their competitive advantage may not be sustainable.===>Pošto su kompanije prinuđene da posluju u uslovima snažne konkurencije iz inostranstva i da stalno isporučuju nove tehnologije, koje opet skraćuju životni ciklus proizvoda, njihova konkurentna prednost ne mora uvek da bude održiva.)
MATCH@M:(In this way, given the fact that companies insist on following strategies that are not related to knowledge economy, their survival seem to be difficult as it can be shown in the financial results.===>Stoga, ako ove kompanije i dalje prime-njuju strategije koje se ne uklapaju u ekonomiju znanja, videće da će teško opstati, a to se vidi i po njihovim finansijskim rezultatima.)
MATCH@E:(In this way, given the fact that companies insist on following strategies that are not related to knowledge economy, their survival seem to be difficult as it can be shown in the financial results.===>Stoga, ako ove kompanije i dalje primenjuju strategije koje se ne uklapaju u ekonomiju znanja, videće da će teško opstati, a to se vidi i po njihovim finansijskim rezultatima.)
MATCH@M:(In view of such assertions encountered, there are great contradictions between the theoretical postulations and the everyday reality of companies.===>Kada imamo u vidu ovakve zaključke, uvidećemo da postoje velike suprotnosti između teorijskih pretpostavki i svakodnevne realnosti u kojima kompanije posluju.)
MATCH@E:(In view of such assertions encountered, there are great contradictions between the theoretical postulations and the everyday reality of companies.===>Kada imamo u vidu ovakve zaključke, uvidećemo da postoje velike suprotnosti između teorijskih pretpostavki i svakodnevne realnosti u kojima kompanije posluju.)
MATCH@M:(This organisational feeling may be the result of a less flexible organisational culture, one that is more autistic to ethical values, and not aligned with a culture of learning, where tacit knowledge is the pivotal element in the usage and energising the production factors.===>Ovakvo organizaciono određenje može da proistice iz manje fleksibilne organizacione kulture, kulture koja je malo više autisticna u odnosu na etic-ke vrednosti, a nije usklađena sa kulturom učenja u kojoj je prećutno znanje u stvari osnovni deo prime-ne i jačanja faktora proizvodnje.)
MATCH@E:(This organisational feeling may be the result of a less flexible organisational culture, one that is more autistic to ethical values, and not aligned with a culture of learning, where tacit knowledge is the pivotal element in the usage and energising the production factors.===>Ovakvo organizaciono određenje može da proističe iz manje fleksibilne organizacione kulture, kulture koja je malo više autistična u odnosu na etičke vrednosti, a nije usklađena sa kulturom učenja u kojoj je prećutno znanje u stvari osnovni deo primene i jačanja faktora proizvodnje.)
MATCH@M:(This paradigm impedes change of organisational perceptions and thereby not allowing the intangibles to be seen as a new organisational force as well and as new core value sources of sustainable wealth.===>Ova paradigma koči promene u percepciji organizacije i ometa nas da prihvatimo nematerijalne vrednosti kao novu organizacionu snagu i nove izvore osnovnih vrednosti za održivo bogatstvo.)
MATCH@E:(This paradigm impedes change of organisational perceptions and thereby not allowing the intangibles to be seen as a new organisational force as well and as new core value sources of sustainable wealth.===>Ova paradigma koči promene u percepciji organizacije i ometa nas da prihvatimo nematerijalne vrednosti kao novu organizacionu snagu i nove izvore osnovnih vrednosti za održivo bogatstvo.)
MATCH@M:(Turbulences, vulnerability and unpredictability of the market competitors do not adhere to rigid organisational guidelines.===>Turbulencije, ranjivost i nepredvidljivost konkurencije na tržištu nisu u skladu sa krutim smernicama u upravljanju organizacijom.)
MATCH@E:(Turbulences, vulnerability and unpredictability of the market competitors do not adhere to rigid organisational guidelines.===>Turbulencije, ranjivost i nepredvidljivost konkurencije na tržištu nisu u skladu sa krutim smernicama u upravljanju organizacijom.)
MATCH@M:(The strategy of intensive labour and low salary costs is in direct contradiction to the current market demands because they do not create a consistent base for organisations and thus condition their longevity.===>Strategija intenzivnog proizvodnog rada i niskih troškova za plate u suprotnoj je srazmeri sa današnjom tra-žnjom na tržištu, zato što se time ne stvara konzistent-na osnova za rad organizacije a time ni uslovi za njihov dugoročniji opstanak.)
MATCH@E:(The strategy of intensive labour and low salary costs is in direct contradiction to the current market demands because they do not create a consistent base for organisations and thus condition their longevi ty.===>Strategija intenzivnog proizvodnog rada i niskih troškova za plate u suprotnoj je srazmeri sa današnjom tražnjom na tržištu, zato što se time ne stvara konzistent na osnova za rad organizacije a time ni uslovi za njihov dugoročniji opstanak.)
MATCH@M:(However, the lower the internal dynamism which can be considered as one of the organisational frailties, cannot be held accountable by the older employees, as these are still considered to be young, and which are within the age group between 22 - 35 years.===>Ipak, niža unutrašnja dinamičnost koja se može smatrati jednom od organizacionih slabosti, nije održiva u slučaju starijih zaposlenih, pošto se oni još uvek smatraju mladima, a nalaze se u starosnoj grupi između 22 - 35 godina.)
MATCH@E:(However, the lower the internal dynamism which can be considered as one of the organisational frailties, cannot be held accountable by the older employees, as these are still considered to be young, and which are within the age group between 22 35 years. ~~~ Moreover, the employees in the organisation - Case B, are all the same young age group or below.===>Ipak, niža unutrašnja dinamičnost koja se može smatrati jednom od organizacionih slabosti, nije održiva u slučaju starijih zaposlenih, pošto se oni još uvek smatraju mladima, a nalaze se u starosnoj grupi između 22 35 godina. [ta više, zaposleni u organizaciji Slučaj B su svi u ovoj istoj grupi, ili su čak mlađi.)
MATCH@M:(In turn, Case C has 8,6% of young employees whilst 32% of the employees are in the age group of 35 - 55 years old.===>S druge strane, Slučaj C ima 8,6% mladih zaposlenih, dok je 32% zaposlenih u starosnoj grupi od 35 - 55 godina života.)
MATCH@E:(In turn, Case C has 8,6% of young employees whilst 32% of the employees are in the age group of 35 55 years old. ~~~ 5.===>S druge strane, Slučaj C ima 8,6% mladih zaposlenih, dok je 32% zaposlenih u starosnoj grupi od 35 55 godina života. 5.)
MATCH@M:(Currently, the intangible values are the pillars of the organisational competitive advantages and are positively related to the performance of employees.===>Nematerijalne vrednosti danas predstavljaju stub temeljac konkurentne prednosti organizacije i pozitivno se odražavaju na učinak zaposlenih.)
MATCH@E:(Conclusion Currently, the intangible values are the pillars of the organisational competitive advantages and are positively related to the performance of employees.===>Zaključak Nematerijalne vrednosti danas predstavljaju stub temeljac konkurentne prednosti organizacije i pozitivno se odražavaju na učinak zaposlenih.)
MATCH@M:(This performance is however, dependent on the democratic organisational culture, the ethical principles and the implementation of the new cultural values of the organisation.===>Ovaj učinak, ipak, zavisi od demokratske organizacione kulture, etičkih principa i primene novih kulturnih vrednosti organizacije.)
MATCH@E:(This performance is however, dependent on the democratic organisational culture, the ethical principles and the implementation of the new cultural values of the organisation.===>Ovaj učinak, ipak, zavisi od demokratske organizacione kulture, etičkih principa i primene novih kulturnih vrednosti organizacije.)
MATCH@M:(Nevertheless, the main and essential input fostering competitive advantages resides in the brains of individuals whose cognition capacity needs to be exercised through continuous learning and transversal knowledge as these are the main ingredients for creative sustainability.===>Ipak, glavni i suštinski input kojim se postiže konkurentna prednost nalazi se u mozgovima pojedinaca čije kognitivne sposobnosti moramo neprekidno razvijati putem stalnog usavršavanja i prenošenja znanja, pošto se jedino tako može postići stvaralačka održivost.)
MATCH@E:(Nevertheless, the main and essential input fostering competitive advantages resides in the brains of individuals whose cognition capacity needs to be exercised through continuous learning and transversal knowledge as these are the main ingredients for creative sustainability.===>Ipak, glavni i suštinski input kojim se postiže konkurentna prednost nalazi se u mozgovima pojedinaca čije kognitivne sposobnosti moramo neprekidno razvijati putem stalnog usavršavanja i prenošenja znanja, pošto se jedino tako može postići stvaralačka održivost.)
MATCH@M:(However, the majority of economic agents continue to overvalue information technologies material investment.===>Ipak, većina privrednih činilaca i dalje precenjuje značaj materijalnih ulaganja u informacione tehnologije.)
MATCH@E:(However, the majority of economic agents continue to overvalue information technologies material investment.===>Ipak, većina privrednih činilaca i dalje precenjuje značaj materijalnih ulaganja u informacione tehnologije.)
MATCH@M:(On a daily basis these agents also display some ignorance about the real dynamic competitive factors, which reside within the intangibles.===>Ovi činioci svakodnevno dokazuju da ne poznaju stvarne dinamične faktore konkurentnosti koji se u stvari nalaze u nematerijalnoj sferi.)
MATCH@E:(On a daily basis these agents also display some ignorance about the real dynamic competitive factors, which reside within the intangibles.===>Ovi činioci svakodnevno dokazuju da ne poznaju stvarne dinamične faktore konkurentnosti koji se u stvari nalaze u nematerijalnoj sferi.)
MATCH@M:(Thus, these agents are incapable of recognizing that personal knowledge, associated to organisational knowledge, is an additive for both its performance and competitiveness.===>Stoga oni ne mogu da shvate da lično znanje, kada se poveže sa organizacionim znanjem, poboljšava i učinak i konkurentnost.)
MATCH@E:(Thus, these agents are incapable of recognizing that personal knowledge, associated to organisational knowledge, is an additive for both its performance and competitiveness.===>Stoga oni ne mogu da shvate da lično znanje, kada se poveže sa organizacionim znanjem, poboljšava i učinak i konkurentnost.)
MATCH@M:(This seems to also be applied to the organisations in this analysis.===>Ovaj zaključak se može primeniti i na organizacije u našoj analizi.)
MATCH@E:(This seems to also be applied to the organisations in this analysis.===>Ovaj zaključak se može primeniti i na organizacije u našoj analizi.)
MATCH@M:(Consequently, a change in the organisational paradigm is hampered; it is also difficult to perceive the strategic value knowledge has both in its usage and in its diffusion.===>Naravno, time se usporava promena organizacione paradigme; takođe je teško i prepoznati stratešku vrednost koju znanje ima kako u svojoj primen tako i u razmeni.)
MATCH@E:(Consequently, a change in the organisational paradigm is hampered; it is also difficult to perceive the strategic value knowledge has both in its usage and in its diffusion.===>Naravno, time se usporava promena organizacione paradigme; takođe je teško i prepoznati stratešku vrednost koju znanje ima kako u svojoj primen tako i u razmeni.)
MATCH@M:(Consequently, the innovation climate and a more entrepreneurial spirit of both employers and employees is not cultivated; the leap that organisations need to take in their search for strategic knowledge domain, namely at the individual level, continues to be postponed which thus blocks the organisation’s sustainability because it underutilizes its existing resources, namely at the level of intellectual capacity of employees.===>To znači da još nija stvorena klima pogodna za inovacije i snažniji preduzet-nički duh među zaposlenima i poslodavcima; veliki korak koji organizacije moraju da načine u domenu strateškog znanja, na nivou pojedinca, i dalje kasni, a time se koči održivost organizacije pošto ona nedovoljno koristi postojeće resurse na nivou intelektualnih sposobnosti zaposlenih.)
MATCH@E:(Consequently, the innovation climate and a more entrepreneurial spirit of both employers and employees is not cultivated; the leap that organisations need to take in their search for strategic knowledge domain, namely at the individual level, continues to be postponed which thus blocks the organisations sustainability because it underutilizes its existing resources, namely at the level of intellectual capacity of employees.===>To znači da još nija stvorena klima pogodna za inovacije i snažniji preduzetnički duh među zaposlenima i poslodavcima; veliki korak koji organizacije moraju da načine u domenu strateškog znanja, na nivou pojedinca, i dalje kasni, a time se koči održivost organizacije pošto ona nedovoljno koristi postojeće resurse na nivou intelektualnih sposobnosti zaposlenih.)
MATCH@M:(Therefore, it seems there is a need for attach greater importance to the intangible values in the organisation and harmonizing these with the tangibles in view of their capacity to expand, project and to form the foundations of organisational performance.===>Stoga izgleda da treba obratiti veću pažnju nematerijalnim vrednostima u organizaciji i uskladiti ih sa materijalnim vredno-stima da bi se proširile, projektovale i oformile osnove za bolji organizacioni učinak.)
MATCH@E:(Therefore, it seems there is a need for attach greater importance to the intangible values in the organisation and harmonizing these with the tangibles in view of their capacity to expand, project and to form the foundations of organisational performance.===>Stoga izgleda da treba obratiti veću pažnju nematerijalnim vrednostima u organizaciji i uskladiti ih sa materijalnim vrednostima da bi se proširile, projektovale i oformile osnove za bolji organizacioni učinak.)
MATCH@M:(This is achieved through synergies which are being created.===>Ovo se postiže sinergijom koja se stvara.)
MATCH@E:(This is achieved through synergies which are being created.===>Ovo se postiže sinergijom koja se stvara.)
MATCH@M:(When variables such as competition, client and the business innovative spirit are appropriately blended, they are considered the foundations for organisational longevity.===>Kada se varijable kao što su konkurencija, klijenti i inovativni poslovni duh spoje na pravi način, dobijaju se temelji dugovečno-sti jedne organizacije.)
MATCH@E:(When variables such as competition, client and the business innovative spirit are appropriately blended, they are considered the foundations for organisational longevity.===>Kada se varijable kao što su konkurencija, klijenti i inovativni poslovni duh spoje na pravi način, dobijaju se temelji dugovečnosti jedne organizacije.)
MATCH@M:(However, the organisational cultural heritage is thwarting the paradigm change and dependency on the old paradigm is jeopardising the organisations’ longevity.===>Ipak, nasleđe organizacione kulture ometa promene u paradigmi, a zavisnost od stare paradigme ugrožava mogućnost da organizacija dugoročno opstane.)
MATCH@E:(However, the organisational cultural heritage is thwarting the paradigm change and dependency on the old paradigm is jeopardising the organisations longevity.===>Ipak, nasleđe organizacione kulture ometa promene u paradigmi, a zavisnost od stare paradigme ugrožava mogućnost da organizacija dugoročno opstane. ~~~ LITERATURA Š1Ë Barros, R.)
MATCH@M:(The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning.===>Pojmovi iz oblasti brendiranja su polazna tačka rada, kao i identifikacija ključnih vrednosti za uspe-šno pozicioniranje brenda..)
MATCH@E:(The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning.===>The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. ~~~ - Gestão do Conhecimento:)
BAD_LINE_=============================================================
BAD_LINE_M:The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning.
BAD_LINE_M:Pojmovi iz oblasti brendiranja su polazna tačka rada, kao i identifikacija ključnih vrednosti za uspe-šno pozicioniranje brenda..
BAD_LINE_E:The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning.
BAD_LINE_E:The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. ~~~ - Gestão do Conhecimento:
MATCH@M:(Special attention has been paid to the analysis of the retail environment through the development of the model that defines the retail location, competition, customer and product aspects.===>Osvrt na maloprodajno okruženje je prikazan kroz razvijanje modela upravljanja maloprodajom sa definisanjem maloprodajnog mesta, konkurencije, potrošača i proizvoda.)
MATCH@E:(Special attention has been paid to the analysis of the retail environment through the development of the model that defines the retail location, competition, customer and product aspects.===>Osvrt na maloprodajno okruženje je prikazan kroz razvijanje modela upravljanja maloprodajom sa definisanjem maloprodajnog mesta, konkurencije, potrošača i proizvoda.)
MATCH@M:(The research focusing on the development of international retail chains and key elements for successful brand positioning and brand profitability has been presented.===>U radu je posebna pažnja posvećena istraživanju razvoja internacionalnih maloprodajnih lanaca i ključnih elemenata za uspešno pozicioniranje i profitabilnost istih.)
MATCH@E:(The research focusing on the development of international retail chains and key elements for successful brand positioning and brand profitability has been presented.===>U radu je posebna pažnja posvećena istraživanju razvoja internacionalnih maloprodajnih lanaca i ključnih elemenata za uspešno pozicioniranje i profitabilnost istih.)
MATCH@M:(Building profitable retail brand is largely linked to the strategy that is chosen for the development and brand positioning.===>Stvaranje profitabilnog brenda maloprodaje u velikoj meri zavisi od strategije koja se koristi za izgradnju i njegovo pozicioniranje 1.	Uvod)
MATCH@E:(Building profitable retail brand is largely linked to the strategy that is chosen for the development and brand positioning. ~~~ 1.===>Stvaranje profitabilnog brenda maloprodaje u velikoj meri zavisi od strategije koja se koristi za izgradnju i njegovo pozicioniranje 1.)
MATCH@M:(1.	Introduction Retail internationalization is a complex process, increasingly widespread in recent years.===>Internacionalizacija maloprodajnih aktivnosti je kompleksan proces, koji se u poslednjim godinama raspro-stranio.)
MATCH@E:(Introduction Retail internationalization is a complex process, increasingly widespread in recent years.===>Uvod Internacionalizacija maloprodajnih aktivnosti je kompleksan proces, koji se u poslednjim godinama rasprostranio.)
MATCH@M:(This internalization process has an increasing impact upon corporate strategies as well as upon the development of the retail sector.===>Ovaj proces internacionalizacije ima sve veći uticaj na korporativne strategije i proširio je svoje efekte na razvoj maloprodajnog sektora.)
MATCH@E:(This internalization process has an increasing impact upon corporate strategies as well as upon the development of the retail sector.===>Ovaj proces internacionalizacije ima sve veći uticaj na korporativne strategije i proširio je svoje efekte na razvoj maloprodajnog sektora.)
MATCH@M:(The size, form and the function of the process have completely changed.===>Veličina, oblik i funkcija procesa su se u potpunosti promenili.)
MATCH@E:(The size, form and the function of the process have completely changed.===>Veličina, oblik i funkcija procesa su se u potpunosti promenili.)
MATCH@M:(The retail internationalization model has to include the process that permeats the whole retail firm, affects the activities of competition and changes the environment in which the firm and its competition do business.===>Model maloprodajne internacionalizacije mora da obuhvati proces koji prožima celokupnu maloprodajnu firmu, utiče na aktivnosti konkurenata i menja okruženje u kome firma i njeni konkurenti posluju.)
MATCH@E:(The retail internationalization model has to include the process that permeats the whole retail firm, affects the activities of competition and changes the environment in which the firm and its competition do business.===>Model maloprodajne internacionalizacije mora da obuhvati proces koji prožima celokupnu maloprodajnu firmu, utiče na aktivnosti konkurenata i menja okruženje u kome firma i njeni konkurenti posluju.)
MATCH@M:(Viewed as a process, internationalization allows for the firm to exploit innovation, and hence to grow and develop.===>Internacionalizacija, kada se posmatra kao proces, omogućava maloprodajnoj firmi eksploataciju inovacije,a time i rast i razvoj.)
MATCH@E:(Viewed as a process, internationalization allows for the firm to exploit innovation, and hence to grow and develop.===>Internacionalizacija, kada se posmatra kao proces, omogućava maloprodajnoj firmi eksploataciju inovacije,a time i rast i razvoj.)
MATCH@M:(The process framework can be hypothetically presented in such a way that it consists of numeric values.===>Okvir procesa se može prikazati hipotetički tako da se sastoji od brojnih veličina.)
MATCH@E:(The process framework can be hypothetically presented in such a way that it consists of numeric values.===>Okvir procesa se može prikazati hipotetički tako da se sastoji od brojnih veličina.)
MATCH@M:(These seven suggested dimensions of the process interact; however, it will be useful to take each into consideration and thus characterise the process better.===>Ovih sedam sugerisanih veličina procesa su u interakciji, ali je korisno razmotriti svaku na način tako da se pokuša okarakterisati proces.)
MATCH@E:(These seven suggested dimensions of the process interact; however, it will be useful to take each into consideration and thus characterise the process better.===>Ovih sedam sugerisanih veličina procesa su u interakciji, ali je korisno razmotriti svaku na način tako da se pokuša okarakterisati proces. 2.)
MATCH@M:(The functional form of the process refers to the functions affected by the internationalization activity.===>Funkcionalan oblik procesa se odnosi na funkcije na koje utiče aktivnost internacionalizacije.)
MATCH@E:(The functional form of the process refers to the functions affected by the internationalization activity.===>Funkcionalan oblik procesa se odnosi na funkcije na koje utiče aktivnost internacionalizacije.)
MATCH@M:(The dominant functional form of the process is the business operations of retail facilities - shops in the country which is not the country of origin of the firm (extrafirm, abroad).===>Dominantan funkcionalan oblik procesa je poslovanje prodajnih punktova - prodavnica u zemlji, koja nije zemlja porekla firme (inostranstvo).)
MATCH@E:(The dominant functional form of the process is the business operations of retail facilities shops in the country which is not the country of origin of the firm (extrafirm, abroad).===>Dominantan funkcionalan oblik procesa je poslovanje prodajnih punktova prodavnica u zemlji, koja nije zemlja porekla firme (inostranstvo).)
MATCH@M:(The other functional forms of the internationalization process include the use of other resources, provided by another country.===>Ostali funkcionalni oblici procesa internacionalizacije uključuju upotrebu drugih resursa koje pruža druga zemlja.)
MATCH@E:(The other functional forms of the internationalization process include the use of other resources, provided by another country.===>Ostali funkcionalni oblici procesa internacionalizacije uključuju upotrebu drugih resursa koje pruža druga zemlja.)
MATCH@M:(Such rea-sources are usually resale products, which may include items, services and labour employed in a retail firm.===>Obično su ovi resursi proizvodi za preprodaju, a koji mogu uključiti stavke, usluge i rad, koji se koriste u maloprodajnoj firmi.)
MATCH@E:(Such reasources are usually resale products, which may include items, services and labour employed in a retail firm.===>Obično su ovi resursi proizvodi za preprodaju, a koji mogu uključiti stavke, usluge i rad, koji se koriste u maloprodajnoj firmi.)
MATCH@M:(The search for the source of supply for the resale items at an international level has long been established and includes increasing volumes of goods, as international trade expands.===>Traženje izvora snabdevanja stavki za preprodaju na međunarodnom nivou je odavno ustanovljeno i uključuje sve veće obime roba kako se povećava međunarodna trgovina.)
MATCH@E:(The search for the source of supply for the resale items at an international level has long been established and includes increasing volumes of goods, as international trade expands.===>Traženje izvora snabdevanja stavki za preprodaju na međunarodnom nivou je odavno ustanovljeno i uključuje sve veće obime roba kako se povećava međunarodna trgovina.)
MATCH@M:(The search for the sources of items supply the firm needs at an international level includes, for example, the computer equipment, the logistics equipment, packaging materials, vehicles, consulting services, etc.===>Traženje izvora snabdevanja stavki na međunarodnom nivou koje koristi firma, uključuje, na primer, kompjutersku opremu, logističku opremu, materijale za ambalažu, vozila, konsul-tantske usluge, itd.)
MATCH@E:(The search for the sources of items supply the firm needs at an international level includes, for example, the computer equipment, the logistics equipment, packaging materials, vehicles, consulting services, etc.===>Traženje izvora snabdevanja stavki na međunarodnom nivou koje koristi firma, uključuje, na primer, kompjutersku opremu, logističku opremu, materijale za ambalažu, vozila, konsultantske usluge, itd.)
MATCH@M:(The use of internationally mobile labour force and of international capital are examples of other input resources representing different functional forms of the internationalization process.===>Upotreba međunarodno mobilne radne snage i međunarodni kapital primeri su drugih ulaznih resursa, koji predstavljaju različite funkcionalne oblike procesa internacionalizacije.)
MATCH@E:(The use of internationally mobile labour force and of international capital are examples of other input resources representing different functional forms of the internationalization process.===>Upotreba međunarodno mobilne radne snage i međunarodni kapital primeri su drugih ulaznih resursa, koji predstavljaju različite funkcionalne oblike procesa internacionalizacije. 1 Š1Ë Dawson J, Larke R, Mukoyama M:)
MATCH@M:(The territorial form of the process includes the manner in which information flows across the geographical space, the nature of decisions as related to the territory, the expansion of knowledge across the territory, and the manner in which information is distributed across that territory.===>Prostorni oblik procesa uključuje način na koje informacije prolaze kroz geografski prostor, prirodu odluka u odnosu na prostor, prostorno širenje znanja, te kako se investicija prostorno raspoređuje.)
MATCH@E:(The territorial form of the process includes the manner in which information flows across the geographical space, the nature of decisions as related to the territory, the expansion of knowledge across the territory, and the manner in which information is distributed across that territory.===>Strategic Issues in International Retailing, Routledge, London, 2006. ~~~ Prostorni oblik procesa uključuje način na koje informacije prolaze kroz geografski prostor, prirodu odlu ka u odnosu na prostor, prostorno širenje znanja, te kako se investicija prostorno raspoređuje.)
MATCH@M:(The examples are: “the method“ in which the network of retail facilities is created so as to expand the retailer’s market power, “the method“ to spread information across the customer entity on “export“ markets as well as “the method“ of creating geographical networks of supply through regional distribution centres for a retail network.===>Primeri su: „način“ da se prostorna mreža prodavnica kreira tako da povećava tržišnu moć maloprodavca, „način“ da se informacije šire kroz potrošačko telo na „inostranom“ tržištu i „način“ da se kreiraju prostorne mreže snab-devanja putem regionalnih distributivnih centara za mrežu prodavnica.)
MATCH@E:(The examples are: the method in which the network of retail facilities is created so as to expand the retailers market power, the method to spread information across the customer entity on export markets as well as the method of creating geographical networks of supply through regional distribution centres for a retail network.===>Primeri su: način da se prostorna mreža prodavnica kreira tako da povećava tržišnu moć maloprodavca, način da se informacije šire kroz potrošačko telo na inostranom tržištu i način da se kreiraju prostorne mreže snabdevanja putem regionalnih distributivnih centara za mrežu prodavnica.)
MATCH@M:(On the global level, this form of the process can be observed in the way the IKEA established its shops in 32 countries, in that it opened each shop through direct investments.===>Na globalnom nivou, vidi se ovaj oblik procesa na primeru kako je IKEA formirala prodavnice u 32 zemlje, otvaranjem svake prodavnice putem direktne investicije.)
MATCH@E:(On the global level, this form of the process can be observed in the way the IKEA established its shops in 32 countries, in that it opened each shop through direct investments.===>Na globalnom nivou, vidi se ovaj oblik procesa na primeru kako je IKEA formirala prodavnice u 32 zemlje, otvaranjem svake prodavnice putem direktne investicije.)
MATCH@M:(The temporal form of the process refers to its activity period, the speed at which the business is done and the scope to which it is cyclic, phase or repetitive in time.===>Vremenski oblik procesa se odnosi na period njegove aktivnosti, brzinu pri kojoj se posluje i obim do kojeg je cikličan, fazni ili ponovljen tokom vremena.)
MATCH@E:(The temporal form of the process refers to its activity period, the speed at which the business is done and the scope to which it is cyclic, phase or repetitive in time.===>Vremenski oblik procesa se odnosi na period njegove aktivnosti, brzinu pri kojoj se posluje i obim do kojeg je cikličan, fazni ili ponovljen tokom vremena.)
MATCH@M:(Others have started working at an international level only recently, although the retailer has been active for already a long period (for example, “Marks and Spencer“ went through a market research process for a period a little longer than 20 years).===>Za ostale je to nedavna aktivnost, iako je maloprodavac mogao postojati dugo vremena (na primer, ’’Marks and Spencer’’ je prolazio kroz proces istraživanja tržišta, ulaska na tržište, razvoj prodavnice, a zatim izlaska, od značajnog dela njegove međunarodne aktivnosti, nešto malo više od 20 godina).)
MATCH@E:(Some retailers go international for a long time (for example, C&A in Europe). ~~~ Others have started working at an international level only recently, although the retailer has been active for already a long period (for example, Marks & Spencer went through a market research process for a period a little longer than 20 years).===>Neki maloprodavci su uključeni u međunarodnu aktivnost duži period vremena (na primer C&A u Evropi) Za ostale je to nedavna aktivnost, iako je maloprodavac mogao postojati dugo vremena (na primer, Marks & Spencer je prolazio kroz proces istraživanja tržišta, ulaska na tržište, razvoj prodavnice, a zatim izlaska, od značajnog dela njegove međunarodne aktivnosti, nešto malo više od 20 godina).)
MATCH@M:(The corporate learning activities (running-in) related to retail firms abroad are characterised by a clear time dimension with the firms that learn faster than others.===>Korporativne aktivnosti učenja (uhodavanja) vezane za inostrana preduzeća malo-prodavaca imaju jasnu vremensku dimenziju sa nekim firmama, koje mogu da uče brže od ostalih.)
MATCH@E:(The corporate learning activities (running-in) related to retail firms abroad are characterised by a clear time dimension with the firms that learn faster than others.===>Korporativne aktivnosti učenja (uhodavanja) vezane za inostrana preduzeća maloprodavaca imaju jasnu vremensku dimenziju sa nekim firmama, koje mogu da uče brže od ostalih.)
MATCH@M:(“Carrefour“, for example, entered several markets and promptly learned whether a market had potential for future development; if that was not the case, they made a relatively fast withdrawal, as they did in the USA, in Great Britain, in Germany and in Japan.===>’’Carrefour’’ je, na primer, stupio na nekoliko tržišta i brzo naučio da li je tržište imalo potencijal za budući razvoj; ako to nije bio slučaj, povlačenje je bilo relativno brzo, kao što je bilo to u SAD, Velikoj Britaniji, Nemačkoj i Japanu.)
MATCH@E:(Carrefour, for example, entered several markets and promptly learned whether a market had potential for future development; if that was not the case, they made a relatively fast withdrawal, as they did in the USA, in Great Britain, in Germany and in Japan.===>Carrefour je, na primer, stupio na nekoliko tržišta i brzo naučio da li je tržište imalo potencijal za budući razvoj; ako to nije bio slučaj, povlačenje je bilo relativno brzo, kao što je bilo to u SAD, Velikoj Britaniji, Nemačkoj i Japanu.)
MATCH@M:(Within the firm, therefore, different time lines of development in different countries are charted, so a complex time form for the process is created.===>Unutar firme, stoga, mogu se videti različite vremenske linije razvoja u različitim zemljama, pa tako postoji kompleksan vremenski oblik za proces.)
MATCH@E:(Within the firm, therefore, different time lines of development in different countries are charted, so a complex time form for the process is created.===>Unutar firme, stoga, mogu se videti različite vremenske linije razvoja u različitim zemljama, pa tako postoji kompleksan vremenski oblik za proces.)
MATCH@M:(The structural form of the process refers to the structure of the firm and its markets as well as to the changes related to the internationalization process.===>Strukturni oblik procesa se odnosi na strukturu firme i njena tržišta i promene vezane za proces internacionalizacije.)
MATCH@E:(The structural form of the process refers to the structure of the firm and its markets as well as to the changes related to the internationalization process.===>Strukturni oblik procesa se odnosi na strukturu firme i njena tržišta i promene vezane za proces internacionalizacije.)
MATCH@M:(The structure is in this context the link between the relations among the the firm and its market defining variables.===>Struktura u ovom kontekstu je spona odnosa koji postoji između promenljivih veličina (varijabli), koje definišu firmu i njeno tržište.)
MATCH@E:(The structure is in this context the link between the relations among the the firm and its market defining variables.===>Struktura u ovom kontekstu je spona odnosa koji postoji između promenljivih veličina (varijabli), koje definišu firmu i njeno tržište.)
MATCH@M:(Hence the cost structure, the management process structure, the relations with the suppliers, the competition in the sector, etc. together make up the total structure.===>Stoga, struktura troškova, struktura procesa upravljanja, odnosi sa dobavljačima, konkurencija u sektoru, itd, čine zajedno ukupnu strukturu.)
MATCH@E:(Hence the cost structure, the management process structure, the relations with the suppliers, the competition in the sector, etc. together make up the total structure.===>Stoga, struktura troškova, struktura procesa upravljanja, odnosi sa dobavljačima, konkurencija u sektoru, itd, čine zajedno ukupnu strukturu.)
MATCH@M:(The changes in this structure are caused by the internationalization.===>Internacionalizacija uzrokuje promene u ovoj strukturi.)
MATCH@E:(The changes in this structure are caused by the internationalization.===>Internacionalizacija uzrokuje promene u ovoj strukturi.)
MATCH@M:(An example of such a form of the process is the change in the relations with suppliers caused by “Promodes“ entering the Greek food-processing sector.===>Primer ovog oblika procesa je promena u odnosima sa dobavljačima, koja se desila kada je ’’Promodes” ušao u grčki prehrambeni sektor.)
MATCH@E:(An example of such a form of the process is the change in the relations with suppliers caused by Promodes entering the Greek food-processing sector.===>Primer ovog oblika procesa je promena u odnosima sa dobavljačima, koja se desila kada je Promodes ušao u grčki prehrambeni sektor.)
MATCH@M:(“Promodes“ requires their Greek suppliers to grant them longer payment periods and lower prices; after they managed to obtain these, the Greek retailers themselves demanded similar conditions from the suppliers.===>’’Promodes’’ traži duže periode za plaćanje i niže cene od svojih grčkih dobavljača, nego što je to ranije bio slučaj, pa kada je ovo postignuto, grčki ma-loprodavci su tražili slične uslove od dobavljača.)
MATCH@E:(Promodes requires their Greek suppliers to grant them longer payment periods and lower prices; after they managed to obtain these, the Greek retailers themselves demanded similar conditions from the suppliers.===>Promodes traži duže periode za plaćanje i niže cene od svojih grčkih dobavljača, nego što je to ranije bio slučaj, pa kada je ovo postignuto, grčki maloprodavci su tražili slične uslove od dobavljača.)
MATCH@M:(All four aspects of the process contents exist simultaneously, they interact and hence help define a specific nature of a generic process which is connected with certain internationalization events.===>Sva četiri aspekta sadržaja procesa postoje istovremeno, u interakciji su, pa tako pomažu definisanju specifične prirode generičkog procesa, koji je povezan sa određenim događajima internacionalizacije.)
MATCH@E:(All four aspects of the process contents exist simultaneously, they interact and hence help define a specific nature of a generic process which is connected with certain internationalization events.===>Sva četiri aspekta sadržaja procesa postoje istovremeno, u interakciji su, pa tako pomažu definisanju specifične prirode generičkog procesa, koji je povezan sa određenim događajima internacionalizacije.)
MATCH@M:(The passage from one phase to another is characterized by a certain group of activities.===>Prelaz iz jedne faze u sledeću je okarakterisan različitim nizom aktivnosti.)
MATCH@E:(The passage from one phase to another is characterized by a certain group of activities.===>Prelaz iz jedne faze u sledeću je okarakterisan različitim nizom aktivnosti.)
MATCH@M:(One type of activators or catalysts will probably mark the movement of one phase into another.===>Određeni tip aktivatora (pokretača) ili katalizatora će verovatno označiti kretanje iz jedne faze u narednu.)
MATCH@E:(One type of activators or catalysts will probably mark the movement of one phase into another.===>Određeni tip aktivatora (pokretača) ili katalizatora će verovatno označiti kretanje iz jedne faze u narednu.)
MATCH@M:(Managerial activity also varies greatly in each phase.===>Menadžerska aktivnost je ta-kođe veoma različita u svakoj fazi.)
MATCH@E:(Managerial activity also varies greatly in each phase.===>Menadžerska aktivnost je takođe veoma različita u svakoj fazi.)
MATCH@M:(There is a lot of research on the aspects prior to entry and on being embedded into the market, especially on varied entry mechanisms, on the advantages and disadvantages of each of them.===>Postoji značajan broj istraživanja o aspektima pre ulaska i ulasku na tržište, naročito različitim mehanizmima ulaska, te prednostima i nedostacima svakog.)
MATCH@E:(There is a lot of research on the aspects prior to entry and on being embedded into the market, especially on varied entry mechanisms, on the advantages and disadvantages of each of them.===>Postoji značajan broj istraživanja o aspektima pre ulaska i ulasku na tržište, naročito različitim mehanizmima ulaska, te prednostima i nedostacima svakog.)
MATCH@M:(Such studies are useful, however, they show just one part of the ovarall internationalization process.===>Takve studije su korisne, ali predstavljaju samo jedan deo ukupnog procesa internacionalizacije.)
MATCH@E:(Such studies are useful, however, they show just one part of the ovarall internationalization process.===>Takve studije su korisne, ali predstavljaju samo jedan deo ukupnog procesa internacionalizacije.)
MATCH@M:(The assimilation and the exit phases efficiently mark the different final phases of the internationalization process.===>Faze asimilacije i izlaska efikasno označavaju različita završna stanja procesa internacionalizacije.)
MATCH@E:(The assimilation and the exit phases efficiently mark the different final phases of the internationalization process.===>Faze asimilacije i izlaska efikasno označavaju različita završna stanja procesa internacionalizacije.)
MATCH@M:(Assimilation comes when the firm changes from an international into a national firm.===>Asimilacija se dešava kada dolazi do promene firme, kao inostrane firme u domaću firmu.)
MATCH@E:(Assimilation comes when the firm changes from an international into a national firm.===>Asimilacija se dešava kada dolazi do promene firme, kao inostrane firme u domaću firmu.)
MATCH@M:(This transformation process often includes a certain form of knowledge transfer within the firm and from the firm which goes international on the export market.===>Ovaj proces transformacije cesto uključuje neki oblik prenosa znanja unutar firme i od firme, koja se internacionalizuje na inostranom tržištu.)
MATCH@E:(This transformation process often includes a certain form of knowledge transfer within the firm and from the firm which goes international on the export market.===>Ovaj proces transformacije često uključuje neki oblik prenosa znanja unutar firme i od firme, koja se internacionalizuje na inostranom tržištu.)
MATCH@M:(The transformation occurs through various economic and social mechanisms that operate in an international context, as related to the national one.===>Transformacija se dešava putem različitih ekonomskih i društvenih mehanizama, koji rade na različite načine u inostranom kontekstu, u odnosu na domicilni.)
MATCH@E:(The transformation occurs through various economic and social mechanisms that operate in an international context, as related to the national one.===>Transformacija se dešava putem različitih ekonomskih i društvenih mehanizama, koji rade na različite načine u inostranom kontekstu, u odnosu na domicilni.)
MATCH@M:(The scope of local control varies both in the firm and from country to country within the firm.===>Obim lokalne kontrole varira kod firme i od zemlje do zemlje unutar firme.)
MATCH@E:(The scope of local control varies both in the firm and from country to country within the firm.===>Obim lokalne kontrole varira kod firme i od zemlje do zemlje unutar firme.)
MATCH@M:(The scope of the firm’s international perspective and international culture will precondition the nature of the perception of various countries and hence affect the mechanisms of managerial knowledge development and transfer that we know in practice.===>Obim međunarodne perspektive i međunarodne kulture firme će uticati na prirodu percepcija različitih zemalja, te će uticati na mehanizme, koji su zaživeli u praksi za razvoj menadžerskog znanja i njegovog prenosa.)
MATCH@E:(The scope of the firms international perspective and international culture will precondition the nature of the perception of various countries and hence affect the mechanisms of managerial knowledge development and transfer that we know in practice.===>Obim međunarodne perspektive i međunarodne kulture firme će uticati na prirodu percepcija različitih zemalja, te će uticati na mehanizme, koji su zaživeli u praksi za razvoj menadžerskog znanja i njegovog prenosa.)
MATCH@M:(In this respect we can compare the “IKEA “ and the “Boots “.===>U ovom pogledu, mogu se uporediti ’’IKEA’’ i ’’Boots”.)
MATCH@E:(In this respect we can compare the IKEA and the Boots .===>U ovom po gledu, mogu se uporediti IKEA i Boots.)
MATCH@M:(The “IKEA“ is strongly oriented towards internationalization, while the capacities are transferred internationally, regardless of the mutual qualities of the range of items in the shops.===>’’IKEA’’ ima jaku opredeljenost za internacionalizaciju, dok se kapaciteti prenose međunarodno, uprkos zajedničkim osobinama asortimana stavki u prodavnicama.)
MATCH@E:(The IKEA is strongly oriented towards internationalization, while the capacities are transferred in ternationally, regardless of the mutual qualities of the range of items in the shops.===>IKEA ima jaku opredeljenost za internacionalizaciju, dok se kapaciteti prenose međunarodno, uprkos zajedničkim osobinama asortimana stavki u prodavnicama.)
MATCH@M:(The “Boots“ have for years had a history of an unsuccessful international expansion due to their obvious incapability of doing business in other countries, and to an insufficient attention paid to export business.===>U ’’Boots’’-u je postojala, tokom mnogo godina, istorija neuspele međunarodne ekspanzije sa očiglednom nesposobnošću da posluju u drugim zemljama, te očigledno nizak nivo posvećenosti inostranim poslovima.)
MATCH@E:(The Boots have for years had a history of an unsuccessful international expansion due to their obvious incapability of doing business in other countries, and to an insufficient attention paid to export business.===>U Boots-u je postojala, tokom mnogo godina, istorija neuspele međunarodne ekspanzije sa očiglednom nesposobnošću da posluju u drugim zemljama, te očigledno nizak nivo posvećenosti inostranim poslovima.)
MATCH@M:(This dimension of resources transformation is especially important as it deals with the nature of the retailer’s “product“ on an export market.===>Ova dimenzija transformacije resursa je od naročitog značaja, zato što se bavi prirodom maloprodavčevog „proizvoda“ na inostranom tržištu.)
MATCH@E:(This dimension of resources transformation is especially important as it deals with the nature of the retailers product on an export market.===>Ova dimenzija transformacije resursa je od naročitog značaja, zato što se bavi prirodom maloprodavčevog proizvoda na inostranom tržištu.)
MATCH@M:(The retailer will be experienced and will have the knowledge of the work format adjusted to the country he comes from; hence it will be his so-called “shop formula“.===>Maloprodavac će biti iskusan i imaće znanje u radu formata, koji je prilagođen zemlji odakle potiče, pa je to njegova tzv. „formula prodavnice“.)
MATCH@E:(The retailer will be experienced and will have the knowledge of the work format adjusted to the country he comes from; hence it will be his so-called shop formula.===>Maloprodavac će biti iskusan i imaće znanje u radu formata, koji je prilagođen zemlji odakle potiče, pa je to njegova tzv. formula prodavnice.)
MATCH@M:(This is then transferred to a new market; the firm will have its own formula and will adjust it to the market to a certain extent.===>Ovo se potom prenosi na novo tržište, firma će imati svoju sopstvenu formulu, pa će se prilagoditi na neznatno drugačiji način tržištu.)
MATCH@E:(This is then transferred to a new market; the firm will have its own formula and will adjust it to the market to a certain extent.===>Ovo se potom prenosi na novo tržište, firma će imati svoju sopstvenu formulu, pa će se prilagoditi na neznatno drugačiji način tržištu.)
MATCH@M:(The formula will be further adjusted as the firm gains experience in the export markets.===>Formula će se takođe prilagođavati kako se stiče iskustvo na inostranom tržištu.)
MATCH@E:(The formula will be further adjusted as the firm gains experience in the export markets.===>Formula će se takođe prilagođavati kako se stiče iskustvo na inostranom tržištu.)
MATCH@M:(The knowledge transfer will differ when the retailer sets up individual retail facilities, from which the retailer acquires the existing firm.===>Prenos znanja će biti različit kada maloprodavac formira pojedinačne prodavnice, odakle maloprodavac kupuje postojeću firmu.)
MATCH@E:(The knowledge transfer will differ when the retailer sets up individual retail facilities, from which the retailer acquires the existing firm.===>Prenos znanja će biti različit kada maloprodavac formira pojedinačne prodavnice, odakle maloprodavac kupuje postojeću firmu.)
MATCH@M:(This can be illustrated by the international business of the “Tesco“ hypermarkets.===>Ovo se može ilustrovati ’’Te-sco’’-vim međunarodnim poslovanjem hipermarketa.)
MATCH@E:(This can be illustrated by the international business of the Tesco hypermarkets.===>Ovo se može ilustrovati Tesco-vim međunarodnim poslovanjem hipermarketa.)
MATCH@M:(The “Tesco“ set their own hypermarket formula in Poland, in that they transferred the knowledge learned in Great Britain to the Polish market, as well as to the markets of other Central-European markets where they do business.===>U Poljskoj je ’’Tesco’’ ustanovio svoju formulu hiper-marketa, prenosom znanja na poljsko tržište iz iskustava u Velikoj Britaniji, kao i drugih centralno-evropskih tržišta, gde ima poslove.)
MATCH@E:(The Tesco set their own hypermarket formula in Poland, in that they transferred the knowledge learned in Great Britain to the Polish market, as well as to the markets of other Central-European markets where they do business.===>U Poljskoj je Tesco ustanovio svoju formulu hipermarketa, prenosom znanja na poljsko tržište iz iskustava u Velikoj Britaniji, kao i drugih centralnoevropskih tržišta, gde ima poslove.)
MATCH@M:(Besides, “Tesco“ bought the “HIT“ hypermarket chain in 2002.===>Pored toga, ’’Tesco’’ je 2002. godine kupio lanac ’’HIT’’ hipermarketa.)
MATCH@E:(Besides, Tesco bought the HIT hypermarket chain in 2002.===>Pored toga, Tesco je 2002. godine kupio lanac HIT hipermarketa.)
MATCH@M:(In the acquisition of these “HIT shops“ and their change to the “Tesco“ formula, there is the knowledge transfer again, but affected by the formula devised by the previous owner.===>U kupovini ovih ’’HIT prodavnica’’ i njihovoj prome-ni na ’’Tesco’’-vu formulu, postoji ponovo prenos znanja, ali takav na koji utiče formula, koju je izveo prethodni vlasnik.)
MATCH@E:(In the acquisition of these HIT shops and their change to the Tesco formula, there is the knowledge transfer again, but affected by the formula devised by the previous owner.===>U kupovini ovih HIT prodavnica i njihovoj promeni na Tesco-vu formulu, postoji ponovo prenos znanja, ali takav na koji utiče formula, koju je izveo prethodni vlasnik.)
MATCH@M:(2.	Changes in format the firm effects in order to make it a formula of the firm on a given market.===>2.	Promene formata koje izvrši firma da bi ga načinila formulom, te firme na određenom tržištu.)
MATCH@E:(Changes in format the firm effects in order to make it a formula of the firm on a given market. ~~~ 3.===>Promene formata koje izvrši firma da bi ga načinila formulom, te firme na određenom tržištu. 3.)
MATCH@M:(In addition to the issues of internal importance for the firm and certain decision activities within the firm, there is a number of issues to be dealt with in the internationalization process model in trade (retail activities), related to the process outcomes in its various phases.===>Osim pitanja, koja su interna za firmu i deo aktivnosti odlučivanja unutar firme, postoji niz pitanja koja treba razmotriti u modelu procesa internacionalizacije u trgovini (maloprodajnim aktivnostima), koja se odnose na ishod procesa u njegovim različitim fazama.)
MATCH@E:(Outcomes dimensions of retail networ internationalization process In addition to the issues of internal importance for the firm and certain decision activities within the firm, there is a number of issues to be dealt with in the internationalization process model in trade (retail activities), related to the process outcomes in its various phases.===>Dimenzije rezultata procesa internacionalizacije maloprodajnih mreža Osim pitanja, koja su interna za firmu i deo aktivnosti odlučivanja unutar firme, postoji niz pitanja koja treba razmotriti u modelu procesa internacionalizacije u trgovini (maloprodajnim aktivnostima), koja se odnose na ishod procesa u njegovim različitim fazama.)
MATCH@M:(The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process.===>Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.)
MATCH@E:(Scope dimensions of retail network internationalization process The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process.===>Dimenzija okvira procesa internacionalizacije maloprodajnih mreža Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.)
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BAD_LINE_M:The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process.
BAD_LINE_M:Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.
BAD_LINE_E:Scope dimensions of retail network internationalization process The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process.
BAD_LINE_E:Dimenzija okvira procesa internacionalizacije maloprodajnih mreža Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.
MATCH@M:(These frame dimensions are present outside the internationalization process as well, however, they affect both the contents and the outcomes.===>Ove okvirne veličine postoje i izvan procesa internacionalizacije, ali utiču na sadržaj i rezultate.)
MATCH@E:(These frame dimensions are present outside the internationalization process as well, however, they affect both the contents and the outcomes.===>Ove okvirne veličine postoje i izvan procesa internacionalizacije, ali utiču na sadržaj i rezultate.)
MATCH@M:(The internationalization process operation in retail business is affected by managerial cultures of both the country and the firm.===>Na funkcionisanje procesa internacionalizacije u maloprodajnim aktivnostima utiču menadžerske kulture, kako firme, tako i zemlje.)
MATCH@E:(Managerial value systems The internationalization process operation in retail business is affected by managerial cultures of both the country and the firm.===>Menadžerski sistemi vrednosti Na funkcionisanje procesa internacionalizacije u maloprodajnim aktivnostima utiču menadžerske kulture, kako firme, tako i zemlje.)
MATCH@M:(Managerial styles differ as the response to historical and and cultural factors which support the social value systems.===>Menadžerski stilovi se razlikuju kao reakcija na istorijske i kulturne faktore, koji podržavaju sisteme društvene vrednosti.)
MATCH@E:(Managerial styles differ as the response to historical and and cultural factors which support the social value systems.===>Menadžerski stilovi se razlikuju kao reakcija na istorijske i kulturne faktore, koji podržavaju sisteme društvene vrednosti.)
MATCH@M:(This is especially the case in the retail business, where, as we pointed out above, the relationship between the managerial culture and the cus-tomer culture is important.===>Ovo je naročito slučaj u maloprodajnim aktivnostima, kao što je ranije istaknuto, gde je važna veza između menadžerske kulture i potrošačke kulture.)
MATCH@E:(This is especially the case in the retail business, where, as we pointed out above, the relationship between the managerial culture and the cus Figure 2.===>Ovo je naročito slučaj u maloprodajnim aktivnostima, kao što je ranije istaknuto, gde je važna veza između menadžerske kulture i potrošačke kulture.)
MATCH@M:(The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic.===>U kontekstu nacionalnih maloprodajnih aktivnosti, barem četiri glavna, ali različita menadžerska stila se mogu hipotetički pri-kazati: severnoamerićki, evropski, azijski i islamski.)
MATCH@E:(The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic.===>Strategic Issues in International Retailing, Routledge, London, 2006. kazati: severnoamerički, evropski, azijski i islamski.)
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BAD_LINE_M:The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic.
BAD_LINE_M:U kontekstu nacionalnih maloprodajnih aktivnosti, barem četiri glavna, ali različita menadžerska stila se mogu hipotetički pri-kazati: severnoamerićki, evropski, azijski i islamski.
BAD_LINE_E:The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic.
BAD_LINE_E:Strategic Issues in International Retailing, Routledge, London, 2006. kazati: severnoamerički, evropski, azijski i islamski.
MATCH@M:(These styles of managerial culture make a broad overgeneralization of subtle effects of the culture upon managerial methods, while some cultural approaces in each of the styles differ significantly.===>Ovi stilovi menadžerske kulture su široka nad-genera-lizacija suptilnih efekata kulture na menadžerske metode, dok svaki stil sadrži neke znaćajno razlićite kulturne pristupe.)
MATCH@E:(These styles of managerial culture make a broad overgeneralization of subtle effects of the culture upon managerial methods, while some cultural approaces in each of the styles differ significantly.===>Ovi stilovi menadžerske kulture su široka nad-generalizacija suptilnih efekata kulture na menadžerske metode, dok svaki stil sadrži neke značajno različite kulturne pristupe.)
MATCH@M:(Within the area of the European managerial culture it is, therefore, possible to identify the differences in both the managerial and the customer cultures.===>Stoga, unutar područja evropske menadžerske kulture, moguće je diferencirati razlike u menadžerskoj i potrošačkoj kulturi.)
MATCH@E:(Within the area of the European managerial culture it is, therefore, possible to identify the differences in both the managerial and the customer cultures.===>Stoga, unutar područja evropske menadžerske kulture, moguće je diferencirati razlike u menadžerskoj i potrošačkoj kulturi.)
MATCH@M:(For example, different styles can be adequately differentiated in the firms on the macroregional basis: the Mediterranean, the Scandinavian, the French and the Anglo-Saxon.===>Na primer, mogu se adekvatno diferencirati razlićiti stilovi u firmama na bazi makro regiona, na primer: Mediteranski, Skandinavski, Francuski i Anglosaksonski.)
MATCH@E:(For example, different styles can be adequately differentiated in the firms on the macrore gional basis: the Mediterranean, the Scandinavian, the French and the Anglo-Saxon.===>Na primer, mogu se adekvatno diferencirati različiti stilovi u firmama na bazi makro regiona, na primer: ~~~ Mediteranski, Skandinavski, Francuski i Anglosaksonski.)
MATCH@M:(Some experts argue that, for example, there is a French style hypermarket symbolised by “Carrefour“, or the Anglo-Saxon style represented by “Tesco“.===>Mnogi stručnjaci su davali argumente da, na primer, postoji hipermar-ket francuskog stila, koji simboliše ’’Carrefour’’, te anglosaksonski stil kojeg simboliše ’’Tesco’’.)
MATCH@E:(Some experts argue that, for example, there is a French style hypermarket symbolised by Carrefour, or the Anglo-Saxon style represented by Tesco.===>Mnogi stručnjaci su davali argumente da, na primer, postoji hipermarket francuskog stila, koji simboliše Carrefour, te anglosaksonski stil kojeg simboliše Tesco.)
MATCH@M:(This “game“ between the customermarket culture and the firm culture is a complex one.===>Međusobna ’’igra’’ između potrošačke-tržišne kulture i kulture firme je kompleksna.)
MATCH@E:(This game between the customermarket culture and the firm culture is a complex one.===>Međusobna igra između potrošačke-tržišne kulture i kulture firme je kompleksna.)
MATCH@M:(As regards the retail internationalization, a relatively small number of European retailers can boast of being successful in business in North America, these being the retailers who adopted the American management style.===>U pogledu maloprodajne internacionalizacije, relativno malo evropskih maloprodavaca je bilo uspešno u Sever-noj Americi i to su bili oni koji su usvojili američki stil menadžmenta.)
MATCH@E:(As regards the retail internationalization, a relatively small number of European retailers can boast of being successful in business in North America, these being the retailers who adopted the American management style.===>U pogledu maloprodajne internacionalizacije, relativno malo evropskih maloprodavaca je bilo uspešno u Severnoj Americi i to su bili oni koji su usvojili američki stil menadžmenta.)
MATCH@M:(The European retailers were more successful in their international business within Europe.===>Evropski maloprodavci su bili uspešniji u svojim međunarodnim kretanjima unutar Evrope.)
MATCH@E:(The European retailers were more successful in their international business within Europe.===>Evropski maloprodavci su bili uspešniji u svojim međunarodnim kretanjima unutar Evrope.)
MATCH@M:(Few American retailers proved to be successful in Europe if they remained consistent to their American managerial style.===>Malo američkih maloprodavaca je bilo uspešno u Evropi, kada su ostajali dosledni američkom menadžerskom stilu.)
MATCH@E:(Few American retailers proved to be successful in Europe if they remained consistent to their American managerial style.===>Malo američkih maloprodavaca je bilo uspešno u Evropi, kada su ostajali dosledni američkom menadžerskom stilu.)
MATCH@M:(Americal retailers preferred the Canadian market.===>Američki maloprodavci su pokazali preferenciju ka Kanadskom tržištu.)
MATCH@E:(Americal retailers preferred the Canadian market.===>Američki maloprodavci su pokazali preferenciju ka Kanadskom tržištu.)
MATCH@M:(The Asian retailers, with only few exemptions, remained within the Asian region.===>Azijski maloprodavci, uz malo izuzetaka, ostali su unutar azijskih zemalja.)
MATCH@E:(The Asian retailers, with only few exemptions, remained within the Asian region.===>Azijski maloprodavci, uz malo izuzetaka, ostali su unutar azijskih zemalja.)
MATCH@M:(The managerial style is manifest in numerous areas of trade, including the business formula creation, the customer relations, interactions with clients, knowledge management and knowledge transfer, technology reactivity and the nature of innovation.===>Menadžerski stil je manifest u mnogim osobinama trgovine, uključujući kreiranje poslovne formule, odnosa sa klijentima, te interakcijama sa klijentima, upravljanje znanjem i prenos znanja, tehnološku reaktiv-nost i prirodu inovacije.)
MATCH@E:(The managerial style is manifest in numerous areas of trade, including the business formula creation, the customer relations, interactions with clients, knowledge management and knowledge transfer, technology reactivity and the nature of innovation.===>Menadžerski stil je manifest u mnogim osobinama trgovine, uključujući kreiranje poslovne formule, odnosa sa klijentima, te interakcijama sa klijentima, upravljanje znanjem i prenos znanja, tehnološku reaktivnost i prirodu inovacije.)
MATCH@M:(The retail internationalization process is largely affected by the cultural style of the firm that goes international and the cultural values of the managerial structures.===>Na proces maloprodajne internacionalizacije veoma veliki uticaj vrše kulturni stil firme, koja se internacionalizuje i kulturne vrednosti menadžerskih struktura.)
MATCH@E:(The retail internationalization process is largely affected by the cultural style of the firm that goes international and the cultural values of the managerial structures.===>Na proces maloprodajne internacionalizacije veoma veliki uticaj vrše kulturni stil firme, koja se internacionalizuje i kulturne vrednosti menadžerskih struktura.)
MATCH@M:(The firm’s size, the size of a retail facility and the size of the market, all affect the manner in which the process is conducted.===>Veličina firme, veličina prodavnice i veličina tržišta imaju uticaja na način na koji se obavlja proces.)
MATCH@E:(The firms size, the size of a retail facility and the size of the market, all affect the manner in which the process is conducted.===>Veličina firme, veličina prodavnice i veličina tržišta imaju uticaja na način na koji se obavlja proces.)
MATCH@M:(The international movement of firms inevitably reduce their income, however, larger firms are more capable of adapting to such reductions.===>Međunarodna kretanja firmi neizbežno umanjuju prihode firmi, dok veće firme imaju veću sposobnost pri-lagođavanja ovom smanjenju.)
MATCH@E:(The international movement of firms inevitably reduce their income, however, larger firms are more capable of adapting to such reductions.===>Međunarodna kretanja firmi neizbežno umanjuju prihode firmi, dok veće firme imaju veću sposobnost prilagođavanja ovom smanjenju.)
MATCH@M:(The transfer of scarce managerial resources from home business to export business is easier in large companies.===>Prenos oskudnih menadžerskih resursa iz domaćeg poslovanja u inostrano poslovanje je verovatnije moguće u većim firmama.)
MATCH@E:(The transfer of scarce managerial resources from home business to export business is easier in large companies.===>Prenos oskudnih menadžerskih resursa iz domaćeg poslovanja u inostrano poslovanje je verovatnije moguće u većim firmama.)
MATCH@M:(It is also more likely that the location acquisition process for smaller units on export market is easier and less expensive compared to the location acquisition for large shops.===>Isto je tako verovatnije da je proces lokacijske akvizicije za manje jedinice na inostranom tržištu lakši i jeftiniji nego akvizicija lokacija za velike prodavnice.)
MATCH@E:(It is also more likely that the location acquisition process for smaller units on export market is easier and less expensive compared to the location acquisition for large shops.===>Isto je tako verovatnije da je proces lokacijske akvizicije za manje jedinice na inostranom tržištu lakši i jeftiniji nego akvizicija lokacija za velike prodavnice.)
MATCH@M:(The size of the market, among other factors, affects the commitment level the firm may have on a new market as well as the level of resources it is willing to allocate on this market.===>Veličina tržišta utiče, između ostalih faktora, na ste-pen posvećenosti ili opredeljenosti koji može imati firma na novom tržištu i nivo resursa, koje je firma voljna da rasporedi na to tržište.)
MATCH@E:(The size of the market, among other factors, affects the commitment level the firm may have on a new market as well as the level of resources it is willing to allocate on this market.===>Veličina tržišta utiče, između ostalih faktora, na stepen posvećenosti ili opredeljenosti koji može imati firma na novom tržištu i nivo resursa, koje je firma voljna da rasporedi na to tržište.)
MATCH@M:(The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin.===>Finalan relevantni faktor uticaja odnosi se na preovla-davajuće uslove okruženja u novim i matičnim zemljama.)
MATCH@E:(Prevailing environmental and situational conditions The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin.===>Preovladavajući uslovi okruženja i situacioni uslovi Finalan relevantni faktor uticaja odnosi se na preovladavajuće uslove okruženja u novim i matičnim zemljama.)
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BAD_LINE_M:The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin.
BAD_LINE_M:Finalan relevantni faktor uticaja odnosi se na preovla-davajuće uslove okruženja u novim i matičnim zemljama.
BAD_LINE_E:Prevailing environmental and situational conditions The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin.
BAD_LINE_E:Preovladavajući uslovi okruženja i situacioni uslovi Finalan relevantni faktor uticaja odnosi se na preovladavajuće uslove okruženja u novim i matičnim zemljama.
MATCH@M:(These affect the speed at which the process phase goes, the process outcomes, the re-the resource transformation and knowledge transfer mechanisms.===>Ovo utiče na brzinu pri kojoj faza procesa funkci-oniše, rezultate procesa, reaktivnost na menadžerski stil, oblik procesa i mehanizme za transformaciju resursa i prenos znanja.)
MATCH@E:(These affect the speed at which the process phase goes, the process outcomes, the response to managerial style, the process form as well as the resource transformation and knowledge transfer mechanisms.===>Ovo utiče na brzinu pri kojoj faza procesa funkcioniše, rezultate procesa, reaktivnost na menadžerski stil, oblik procesa i mehanizme za transformaciju resursa i prenos znanja.)
MATCH@M:(The level of customer wealth can be a significant factor in this respect.===>Nivo potrošačkog bogatstva može biti značajan faktor u ovom pogledu.)
MATCH@E:(The level of customer wealth can be a significant factor in this respect.===>Nivo potrošačkog bogatstva može biti značajan faktor u ovom pogledu.)
MATCH@M:(The wealth is not evenly allocated, therefore the territorial model or pattern of international retailer development will be conditioned by the differences in wealth and in consumer power by the territory.===>Bogatstvo nije ravnomerno raspoređeno, tako da će na prostorni model ili patern razvoja međunarodnog maloprodavca, uticati prostorne razlike u bogatstvu i potrošačkoj moči.)
MATCH@E:(The wealth is not evenly allocated, therefore the territorial model or pattern of international retailer development will be conditioned by the differences in wealth and in consumer power by the territory.===>Bogatstvo nije ravnomerno raspoređeno, tako da će na prostorni model ili patern razvoja međunarodnog maloprodavca, uticati prostorne razlike u bogatstvu i potrošačkoj moći.)
MATCH@M:(In the movement of Western European retailers to Central Europe in the nineties, the firms first came to capitals/major cities with the greatest concentration of consumers’ purchasing power.===>U kretanjima zapadnoevropskih maloprodavaca u Centralnu Evropu devedesetih godina, firme su se prvo kretale u glavne gradove sa koncentracijom potrošačke moči potrošača.)
MATCH@E:(In the movement of Western European retailers to Central Europe in the nineties, the firms first came to capitals/major cities with the greatest concentration of consumers purchasing power.===>U kretanjima zapadnoevropskih maloprodavaca u Centralnu Evropu devedesetih godina, firme su se prvo kretale u glavne gradove sa koncentracijom potrošačke moći potrošača.)
MATCH@M:(Several other aspects of consumer environment affect the internationalization process, for example, the household structure and family relationships, permanent and house ownership, availability of individual and personal living space, etc.===>Postoji nekoliko drugih aspekata potrošačkog okruženja koji utiču na proces internacionalizacije, na primer, struktura domačinstva i porodični odnosi, trajno i kučno vlasništvo, raspoloživost ličnog prostora za život itd.)
MATCH@E:(Several other aspects of consumer environment affect the internationalization process, for example, the household structure and family relationships, permanent and house ownership, availability of individual and personal living space, etc.===>Postoji nekoliko drugih aspekata potrošačkog okruženja koji utiču na proces internacionalizacije, na primer, struktura domaćinstva i porodični odnosi, trajno i kućno vlasništvo, raspoloživost ličnog prostora za život itd.)
MATCH@M:(A number of other aspects of the prevailing environment are also relevant.===>Mnogi drugi aspekti preovladavajučeg okruženja su takođe relevantni.)
MATCH@E:(A number of other aspects of the prevailing environment are also relevant.===>Mnogi drugi aspekti preovladavajućeg okruženja su takođe relevantni.)
MATCH@M:(For example, the basic national culture will probably go through a long and deep internationalization process.===>Na primer, osnovna nacionalna kultura če verovatno imati dubok i dugotrajan proces internacionalizacije.)
MATCH@E:(For example, the basic national culture will probably go through a long and deep internationalization process.===>Na primer, osnovna nacionalna kultura će verovatno imati dubok i dugotrajan proces internacionalizacije.)
MATCH@M:(Other environmental factors may be shorter-termed, for example, the logistic problems for foreign retailers on a given market.===>Ostali faktori okruženja mogu biti kratkoročniji, na primer, problemi logistike za inostrane maloprodavce na određenom tržištu.)
MATCH@E:(Other environmental factors may be shorter-termed, for example, the logistic problems for foreign retailers on a given market.===>Ostali faktori okruženja mogu biti kratkoročniji, na primer, problemi logistike za inostrane maloprodavce na određenom tržištu.)
MATCH@M:(What is, however, important in all these cases, is the managerial perception of these aspects as they are.===>U svim slučajevima, međutim, ono što je značajno je menadžerska percepcija ovih aspekata, kao aspekata njih samih.)
MATCH@E:(What is, however, important in all these cases, is the managerial perception of these aspects as they are.===>U svim slučajevima, međutim, ono što je značajno je menadžerska percepcija ovih aspekata, kao aspekata njih samih.)
MATCH@M:(This managerial perception will be influenced by the firm’s managerial style.===>Na ovu menadžersku percepciju če uticati menadžerski stil firme.)
MATCH@E:(This managerial perception will be influenced by the firms managerial style.===>Na ovu menadžersku percepciju će uticati menadžerski stil firme. 5.)
MATCH@M:(In the last two decades of the twentieth century the retail chains internationalization has become an everyday affair, and an international aspect of retailers is evident in its many elements: the methods in which the shops work, the employment of labour force from other countries, the adoption and implementation of foreign ideas and the exploitation of foreign capital.===>Tokom poslednje dve decenije dvadesetog veka, internacionalizacija maloprodajnih lanaca postala je svakodnevnica, te je medjunarodni aspekt maloprodajnih lanaca evidentiran po mnogim elementima : načinima funkcionisanja prodavnica, koriščenju radne snage iz drugih zemalja, usvajanju i sprovodjenju inostranih ideja i koriščenju inostranog kapitala.)
MATCH@E:(5. ~~~ Conclusion In the last two decades of the twentieth century the retail chains internationalization has become an everyday affair, and an international aspect of retailers is evident in its many elements: the methods in which the shops work, the employment of labour force from other countries, the adoption and implementation of foreign ideas and the exploitation of foreign capital.===>Zaključak Tokom poslednje dve decenije dvadesetog veka, internacionalizacija maloprodajnih lanaca postala je svakodnevnica, te je medjunarodni aspekt maloprodajnih lanaca evidentiran po mnogim elementima : načinima funkcionisanja prodavnica, korišćenju radne snage iz drugih zemalja, usvajanju i sprovodjenju inostranih ideja i korišćenju inostranog kapitala.)
MATCH@M:(We have shown that the most evident proof of retail internationalization is the presence of forein shops (brands) in a country and argued that the retail chains internationalization is a much broader concept.===>Kao najevidentniji dokaz o internacionalizaciji maloprodaje prikazano je prisustvo stranih prodavnica (brendova) u jednoj zemlji i naglašeno da je internacionalizacija maloprodajnih lanaca mnogo opsežniji pojam.)
MATCH@E:(We have shown that the most evident proof of retail internationalization is the presence of forein shops (brands) in a country and argued that the retail chains internationalization is a much broader concept.===>Kao najevidentniji dokaz o internacionalizaciji maloprodaje prikazano je prisustvo stranih prodavnica (brendova) u jednoj zemlji i naglašeno da je internacionalizacija maloprodajnih lanaca mnogo opsežniji pojam.)
MATCH@M:(We have also studied the temporal and territorial aspects as essential in different cultures and environments and shown that they are the starting points of the analysis of an overall aspect of the retail internationalization.===>Istraženi su vremenski i prostorni spekt, kao bitni kod različitih kultura i okruženja i oni predstavljaju osnovu od koje kreče analiza celokupnog aspekta internacionalizacije maloprodaje.)
MATCH@E:(We have also studied the temporal and territorial aspects as essential in different cultures and environments and shown that they are the starting points of the analysis of an overall aspect of the retail internationalization.===>Istraženi su vremenski i prostorni spekt, kao bitni kod različitih kultura i okruženja i oni predstavljaju osnovu od koje kreće analiza celokupnog aspekta internacionalizacije maloprodaje.)
MATCH@M:(The pricing strategy is largely responsible for whether the prospective customers will accept the new product as well as for the income to be earned from its sale.===>Strategija cena u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača kao i prihode koji će se njegovom prodajom ostvariti.)
MATCH@E:(The pricing strategy is largely responsible for whether the prospective customers will accept the new product as well as for the income to be earned from its sale.===>Strategija cena u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača kao i prihode koji će se njegovom prodajom ostvariti.)
MATCH@M:(In defining the pricing strategy it is necessary that, besides the price elasticity, we pay attention to the customer demand elasticity, in terms of customer preferences, their perception of value and the very situation in which the product is purchased.===>Prilikom definisanja strategije cene potrebno je, pored elastičnosti cene, obratiti pažnju i na elastičnost zahteva potrošača, u smislu potrošačkih preferencija, percepcije vrednosti i same situacije pri kupovini.)
MATCH@E:(In defining the pricing strategy it is necessary that, besides the price elasticity, we pay attention to the customer demand elasticity, in terms of customer preferences, their perception of value and the very situation in which the product is purchased.===>Prilikom definisanja strategije cene potrebno je, pored elastičnosti cene, obratiti pažnju i na elastičnost zahteva potrošača, u smislu potrošačkih preferencija, percepcije vrednosti i same situacije pri kupovini.)
MATCH@M:(Many methods are at our disposal when it comes to obtaining a thorough insight into customers’ demands, and, in view of the presumptions on which they are based, they yield different levels of useful information.===>Za dobijanje kompletne slike potrošačkih zahteva moguće je koristiti veći broj metoda, koje u zavisnosti od pretpostavki na kojima se baziraju, pružaju različit nivo korisnih informacija.)
MATCH@E:(Many methods are at our disposal when it comes to obtaining a thorough insight into customers demands, and, in view of the presumptions on which they are based, they yield different levels of useful information.===>Za dobijanje kompletne slike potrošačkih zahteva moguće je koristiti veći broj metoda, koje u zavisnosti od pretpostavki na kojima se baziraju, pružaju različit nivo korisnih informacija.)
MATCH@M:(This paper presents the model of individual elasticity of demand and a review of methods most commonly implemented in pricing research with special emphasis on the conjoint analysis.===>U radu je predstavljen model individualne elastičnosti tražnje i dat je pregled metoda koje se u praksi najčešće koriste za cenovna istraživanja, sa posebnim naglaskom na conjoint analizu.)
MATCH@E:(This paper presents the model of individual elasticity of demand and a review of methods most commonly implemented in pricing research with special emphasis on the conjoint analysis.===>U radu je predstavljen model individualne elastičnosti tražnje i dat je pregled metoda koje se u praksi najčešće koriste za cenovna istraživanja, sa posebnim naglaskom na conjoint analizu.)
MATCH@M:(The conclusion that is drawn is that the traditional conjoint analysis and the choice based conjoint analysis are the methods that yield best results in pricing research conducted both in the early phases of the new product development and throughout their launching and the entire life cycle.===>Zaključak je da su tradicionalna conjoint analiza i conjoint analiza bazirana na izboru metode koje daju najbolje rezultate u cenovnim istra'ivanjama koja se sprovode kako u ranim fazama razvoja novih proizvoda, tako i tokom njihovog lansiranja i celog životnog ciklusa.)
MATCH@E:(The conclusion that is drawn is that the traditional conjoint analysis and the choice based conjoint analysis are the methods that yield best results in pricing research conducted both in the early phases of the new product development and throughout their launching and the entire life cycle. ~~~ 1.===>Zaključak je da su tradicionalna conjoint analiza i conjoint analiza bazirana na izboru metode koje daju najbolje rezultate u cenovnim istraživanjama koja se sprovode kako u ranim fazama razvoja novih proizvoda, tako i tokom njihovog lansiranja i celog životnog ciklusa. 1.)
MATCH@M:(It is important that in each phase of the new product development the customers’ response to the product characteristics, aspecially its price be predicted.===>U svakoj fazi razvoja novog proizvoda veoma je važno predvideti reakcije potrošača na karakteristike proizvoda, a posebno na cenu.)
MATCH@E:(Introduction It is important that in each phase of the new product development the customers response to the product characteristics, aspecially its price be predicted.===>Uvod U svakoj fazi razvoja novog proizvoda veoma je važno predvideti reakcije potrošača na karakteristike proizvoda, a posebno na cenu.)
MATCH@M:(The price sensitivity analysis is a very popular research technique because it is relatively simple to conduct, it can be quantified, and it yields the results which are a good basis for decision making.===>Analiza cenovne osetljivosti je veoma popularna istraživačka tehnika iz razloga što je relativno jednostavna za sprovođenje, može se kvantifikovati, i daje rezultate koji predstavljaju dobru osnovu za donošenje odluka.)
MATCH@E:(The price sensitivity analysis is a very popular research technique because it is relatively simple to conduct, it can be quantified, and it yields the results which are a good basis for decision making.===>Analiza cenovne osetljivosti je veoma popularna istraživačka tehnika iz razloga što je relativno jednostavna za sprovođenje, može se kvantifikovati, i daje rezultate koji predstavljaju dobru osnovu za donošenje odluka.)
MATCH@M:(The errors related to the price sensitivity estimate may, however, mislead the managers to draw wrong conclusions, or to disregard other components of individual price elasticity, such as the customers’ system of values and situational factors.===>Ipak, greške vezane za procenu osetljivosti cene mogu da navedu menadžere na pogrešne zaključke, kao i na to da se zanemare druge komponente individualne ce-novne elastičnosti, kao što su sistem vrednosti potrošača i situacioni faktori.)
MATCH@E:(The errors related to the price sensitivity estimate may, however, mislead the managers to draw wrong conclusions, or to disregard other components of individual price elasticity, such as the customers system of values and situational factors.===>Ipak, greške vezane za procenu osetljivosti cene mogu da navedu menadžere na pogrešne zaključke, kao i na to da se zanemare druge komponente individualne cenovne elastičnosti, kao što su sistem vrednosti potrošača i situacioni faktori.)
MATCH@M:(The knowledge of the customers’ perception of the appropriate, or fair price of the product is not enough to predict a probability that the customer will buy the product.===>Poznavanje percepcije potrošača odgovarajuće ili fer cene proizvoda nije dovoljno za predviđanje verovatnoće da će potrošač kupiti proizvod.)
MATCH@E:(The knowledge of the customers perception of the appropriate, or fair price of the product is not enough to predict a probability that the customer will buy the product.===>Poznavanje percepcije potrošača odgovarajuće ili fer cene proizvoda nije dovoljno za predviđanje verovatnoće da će potrošač kupiti proizvod.)
MATCH@M:(A more complete picture of individual price sensibility requires a model that consists of price sensibility and the factors motivating the customer to purchase.===>Kompletnija slika individualne ce-novne elastičnosti zahteva model koji se sastoji od cenovne osetljivosti i faktora koji motivišu potrošača na kupovinu.)
MATCH@E:(A more complete picture of individual price sensibility requires a model that consists of price sensibility and the factors motivating the customer to purchase.===>Kompletnija slika individualne cenovne elastičnosti zahteva model koji se sastoji od cenovne osetljivosti i faktora koji motivišu potrošača na kupovinu.)
MATCH@M:(In the early phases of the new product development it is possible to define a large number of product concepts, however, each of them has to have a defined price.===>U ranim fazama procesa razvoja novog proizvoda moguće je definisati veliki broj koncepata proizvoda, ali svaki od njih mora imati definisanu cenu.)
MATCH@E:(In the early phases of the new product development it is possible to define a large number of product concepts, however, each of them has to have a defined price.===>U ranim fazama procesa razvoja novog proizvoda moguće je definisati veliki broj koncepata proizvoda, ali svaki od njih mora imati definisanu cenu.)
MATCH@M:(Hence the pricing strategy largely defines the acceptance of a new product by the prospective customers and the income to be gained from its sale.===>Stoga strategija cene u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača i prihode koji će se od njega ostvariti.)
MATCH@E:(Hence the pricing strategy largely defines the acceptance of a new product by the prospective customers and the income to be gained from its sale.===>Stoga strategija cene u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača i prihode koji će se od njega ostvariti.)
MATCH@M:(Vithala Rao claims that “the price is the only element of the marketing mix that generates income; all the other elements create costs“ [11].===>Vithala Rao kaže "cena je jedini element marketing miksa koji generiše prihod; svi ostali elementi kreiraju troškove" [11].)
MATCH@E:(Vithala Rao claims that the price is the only element of the marketing mix that generates income; all the other elements create costs Š11Ë.===>Vithala Rao kaže cena je jedini element marketing miksa koji generiše prihod; svi ostali elementi kreiraju troškove Š11Ë.)
MATCH@M:(Therefore the price should be observed in each phase of the new product development.===>Stoga se ce-na mora razmatrati u svakoj fazi razvoja novog proizvoda.)
MATCH@E:(Therefore the price should be observed in each phase of the new product development.===>Stoga se cena mora razmatrati u svakoj fazi razvoja novog proizvoda.)
MATCH@M:(In the analysis of different concepts the price may prove to be a barrier for further development.===>Prilikom analize različitih koncepata cena može biti barijera za dalji razvoj.)
MATCH@E:(In the analysis of different concepts the price may prove to be a barrier for further development.===>Prilikom analize različitih koncepata cena može biti barijera za dalji razvoj.)
MATCH@M:(In the process of product development the price is the input data related to making decisions as to the production costs.===>Tokom razvoja proizvoda cena je ulazni podatak vezan za odlučivanje o proizvodnim troškovima.)
MATCH@E:(In the process of product development the price is the input data related to making decisions as to the production costs.===>Tokom razvoja proizvoda cena je ulazni podatak vezan za odlučivanje o proizvodnim troškovima.)
MATCH@M:(In launching the product, the price is the basic element of the income maximization strategy, the income to be earned throughout the life cycle of the product.===>Prilikom lansiranja proizvoda ce-na predstavlja osnovni element strategije za maksimi-zaciju prihoda koji se ostvaruje tokom celog životnog ciklusa proizvoda.)
MATCH@E:(In launching the product, the price is the basic element of the income maximization strategy, the income to be earned throughout the life cycle of the product.===>Prilikom lansiranja proizvoda cena predstavlja osnovni element strategije za maksimi zaciju prihoda koji se ostvaruje tokom celog životnog ciklusa proizvoda.)
MATCH@M:(The identification of the individual elasticity of demand can, therefore, prove to be a useful way of developing marketing mix and pricing strategy and of identifying the key segments of the market.===>Stoga, identifikovanje individualne elastičnosti tražnje može biti koristan način da se razviju marketing miks, strategija cena i identifikuju ključni tržišni segmenti.)
MATCH@E:(The identification of the individual elasticity of demand can, therefore, prove to be a useful way of developing marketing mix and pricing strategy and of identifying the key segments of the market.===>Stoga, identifikovanje individualne elastičnosti tražnje može biti koristan način da se razviju marketing miks, strategija cena i identifikuju ključni tržišni segmenti.)
MATCH@M:(New products are introduced to the markets that have little or no information on the comparable prices for the product.===>Novi proizvodi se uvode na tržišta koja imaju malo ili nimalo informacija o uporedivim cenama za proizvod.)
MATCH@E:(New products are introduced to the markets that have little or no information on the comparable prices for the product.===>Novi proizvodi se uvode na tržišta koja imaju malo ili nimalo informacija o uporedivim cenama za proizvod.)
MATCH@M:(The crucial problem related to new products is the customers’ uncertainty of the value the product will have for them.===>Osnovni problem vezan za nove proizvode je nesigurnost kupca u vrednost koju će taj proizvod imati za njega.)
MATCH@E:(The crucial problem related to new products is the customers uncertainty of the value the product will have for them.===>Osnovni problem vezan za nove proizvode je nesigurnost kupca u vrednost koju će taj proizvod imati za njega.)
MATCH@M:(Hence one of the most important functions of marketing is to help prospective buyer to develop his/her own subjective measure of the product’s value, which will be a function of his perception of his needs.===>Stoga je jedna od najvažnijih funkcija marketinga da pomogne da potencijalni potrošač razvije sopstvenu subjektivnu meru vrednosti proizvoda, koja predstavlja funkciju percepcija njegovih potreba.)
MATCH@E:(Hence one of the most important functions of marketing is to help prospective buyer to develop his/her own subjective measure of the products value, which will be a function of his perception of his needs.===>Stoga je jedna od najvažnijih funkcija marketinga da pomogne da potencijalni potrošač razvije sopstvenu subjektivnu meru vrednosti proizvoda, koja predstavlja funkciju percepcija njegovih potreba.)
MATCH@M:(The research may help define the customers’ value systems, so that the product should be created as related to these systems and positioned on the market in relation to these attributes.===>Istraživanje može da pomogne u određivanju sistema vrednosti potrošača, kako bi se kreirao proizvod u odnosu na njih i pozicionirao na tržištu u odnosu na ove atribute.)
MATCH@E:(The research may help define the customers value systems, so that the product should be created as related to these systems and positioned on the market in relation to these attributes.===>Istraživanje može da pomogne u određivanju sistema vrednosti potrošača, kako bi se kreirao proizvod u odnosu na njih i pozicionirao na tržištu u odnosu na ove atribute.)
MATCH@M:(On the other hand, in launching the product on the market that already has the products of the same purpose (substitutes), it is necessary that the impact of competitive products upon the demand elasticity of the new product should be examined too.===>S druge strane, prilikom uvođenja proizvoda na tržište koje već poseduje proizvode iste namene (substituti) potrebno je istražiti i uticaj konkurentskih proizvoda na elastičnost tražnje novog proizvoda.)
MATCH@E:(On the other hand, in launching the product on the market that already has the products of the same purpose (substitutes), it is necessary that the impact of competitive products upon the demand elasticity of the new product should be examined too.===>S druge strane, prilikom uvođenja proizvoda na tržište koje već poseduje proizvode iste namene (substituti) potrebno je istražiti i uticaj konkurentskih proizvoda na elastičnost tražnje novog proizvoda.)
MATCH@M:(The price elasticity of demand is a concept traditionally related to markets and market segments, rather than to individuals and is a measure in which the market demand for a certain product change due to the change of its price.===>Cenovna elastičnost tražnje je koncept koji se tradicionalno vezuje za tržišta i tržišne segmente, a ne za pojedince i predstavlja meru u kojoj se zahtevi tržišta za određenim proizvodom menjaju usled promene njegove cene.)
MATCH@E:(2. ~~~ Demand elasticity, price sensitivity and customer value The price elasticity of demand is a concept traditionally related to markets and market segments, rather than to individuals and is a measure in which the market demand for a certain product change due to the change of its price.===>Elastičnost tražnje, cenovna osetljivost i potrošačka vrednost Cenovna elastičnost tražnje je koncept koji se tradicionalno vezuje za tržišta i tržišne segmente, a ne za pojedince i predstavlja meru u kojoj se zahtevi tržišta za određenim proizvodom menjaju usled promene njegove cene.)
MATCH@M:(When the elasticity coefficient exceeds 1, the demand is elastic, that is, the demand is sensitive to the change in price.===>Kada je koeficijent elastičnosti veći od 1, tražnja je elastična, odnosno tražnja je osetljiva na promenu cene.)
MATCH@E:(When the elasticity coefficient exceeds 1, the demand is elastic, that is, the demand is sensitive to the change in price.===>Kada je koeficijent elastičnosti veći od 1, tražnja je elastična, odnosno tražnja je osetljiva na promenu cene.)
MATCH@M:(When this coefficient is lower than 1, we deal with an inelastic demend, one that is not sensitive to changes in price.===>Kada je ovaj koeficijent manji od 1, u pitanju je neelastična tražnja, odnosno tražnja nije osetljiva na promenu cene.)
MATCH@E:(When this coefficient is lower than 1, we deal with an inelastic demend, one that is not sensitive to changes in price.===>Kada je ovaj koeficijent manji od 1, u pitanju je neelastična tražnja, odnosno tražnja nije osetljiva na promenu cene.)
MATCH@M:(Price elasticity is a measure of an individual or of market segments response to changes in price.===>Osetljivost cene je mera reakcije pojedinaca ili tržišnih segmenata na promenu cene.)
MATCH@E:(Price elasticity is a measure of an individual or of market segments response to changes in price.===>Osetljivost cene je mera reakcije pojedinaca ili tržišnih segmenata na promenu cene.)
MATCH@M:(Poor price elasticity means that an individual is willing to tolerate high price to obtain the product.===>Mala cenovna osetljivost ukazuje na to da je pojedinac spreman da to-leriše visoku cenu da bi dobio proizvod.)
MATCH@E:(Poor price elasticity means that an individual is willing to tolerate high price to obtain the product.===>Mala cenovna osetljivost ukazuje na to da je pojedinac spreman da toleriše visoku cenu da bi dobio proizvod.)
MATCH@M:(The individuals that display a high price sensibility will consequently avoid high-price products.===>Pojedinci koji imaju visoku cenovnu osetljivost će u skladu sa tim izbegavati proizvode sa visokim cenama.)
MATCH@E:(The individuals that display a high price sensibility will consequently avoid high-price products.===>Pojedinci koji imaju visoku cenovnu osetljivost će u skladu sa tim izbegavati proizvode sa visokim cenama.)
MATCH@M:(The price elasticity measure, however, does not yield enough information to predict demand, hence the data obtained solely on the basis of the reaction to price are not enough to define the elasticity of market demand.===>Ipak, mera cenovne osetljivosti ne daje dovoljno informacija da bi se predvidela tražnja, tako da podaci dobijeni samo na osnovu reakcije na cenu nisu dovoljni za određivanje elastičnosti tražnje tržišta.)
MATCH@E:(The price elasticity measure, however, does not yield enough information to predict demand, hence the data obtained solely on the basis of the reaction to price are not enough to define the elasticity of market demand.===>Ipak, mera cenovne osetljivosti ne daje dovoljno informacija da bi se predvidela tražnja, tako da podaci dobijeni samo na osnovu reakcije na cenu nisu dovoljni za određivanje elastičnosti tražnje tržišta.)
MATCH@M:(It is also necessary to analyse other impacts, such as the brand reputation, advertising level, delivery promptness, etc.===>Potrebno je sagledati i druge uticaje, kao što su reputacija brenda, nivo reklamiranja, brzina isporuke i sl.)
MATCH@E:(It is also necessary to analyse other impacts, such as the brand reputation, advertising level, delivery promptness, etc.===>Potrebno je sagledati i druge uticaje, kao što su reputacija brenda, nivo reklamiranja, brzina isporuke i sl.)
MATCH@M:(Price sensibility cannot be isolated from the stimuli that cause it, nor from the situation in which it exists, as the data obtained at that moment are useless.===>Cenovna osetljivost se ne može izolovati od podstica-ja koji je izazivaju, ili situacije u kojoj se javlja, jer se tada dobijaju podaci koji nisu upotrebljivi.)
MATCH@E:(Price sensibility cannot be isolated from the stimuli that cause it, nor from the situation in which it exists, as the data obtained at that moment are useless.===>Cenovna osetljivost se ne može izolovati od podsticaja koji je izazivaju, ili situacije u kojoj se javlja, jer se tada dobijaju podaci koji nisu upotrebljivi.)
MATCH@M:(The research that include the data on customer preferences can be used for market segmentation, product improvement and sale, by affecting the preferences that reduce the demand sensitivity.===>Istraživanja koja uključuju podatke o preferencijama potrošača mogu se koristiti za segmentiranje tržišta, poboljšanje proizvoda, i prodaju proizvoda i to delovanjem na one preferencije koje smanjuju osetljivost tražnje.)
MATCH@E:(The research that include the data on customer preferences can be used for market segmentation, product improvement and sale, by affecting the preferences that reduce the demand sensitivity.===>Istraživanja koja uključuju podatke o preferencijama potrošača mogu se koristiti za segmentiranje tržišta, poboljšanje proizvoda, i prodaju proizvoda i to delovanjem na one preferencije koje smanjuju osetljivost tražnje.)
MATCH@M:(A useful measure of individual elasticity of demand is the probability that an individual will buy the product at a given price, in a given situation.===>Korisna mera individualne elastičnosti tražnje je vero-vatnoća da ce pojedinac kupiti dati proizvod po datoj ceni u datoj situaciji.)
MATCH@E:(A useful measure of individual elasticity of demand is the probability that an individual will buy the product at a given price, in a given situation.===>Korisna mera individualne elastičnosti tražnje je verovatnoća da će pojedinac kupiti dati proizvod po datoj ceni u datoj situaciji.)
MATCH@M:(This can be extended to the distribution of probability of purchasing at different prices, which can be further applied to market segments in order to get the demand elasticity of a given segment.===>Ovo se može proširiti na raspo-delu verovatnoca kupovina po različitim cenama, što se dalje može primeniti na tržišne segmente kako bi se dobila elastičnost tražnje datog segmenta.)
MATCH@E:(This can be extended to the distribution of probability of purchasing at different prices, which can be further applied to market segments in order to get the demand elasticity of a given segment.===>Ovo se može proširiti na raspodelu verovatnoća kupovina po različitim cenama, što se dalje može primeniti na tržišne segmente kako bi se dobila elastičnost tražnje datog segmenta.)
MATCH@M:(Basically, there are two components of the demand elasticity measure: price elasticity and customer values that also include situational factors.===>U osnovi postoje dve komponente mere elastičnosti tražnje: cenovna osetljivost i potrošačke vrednosti koje obuhvataju i situacione faktore.)
MATCH@E:(Basically, there are two components of the demand elasticity measure: price elasticity and customer values that also include situational factors.===>U osnovi postoje dve komponente mere elastičnosti tražnje: cenovna osetljivost i potrošačke vrednosti koje obuhvataju i situacione faktore.)
MATCH@M:(Since the customer value factors can be in correlation with the intention to purchase, the customer values and the price sensitivity together make a good model of individual demand elasticity.===>Kako činioci potrošačkih vrednosti mogu biti u korelaciji sa namerom kupovine, potrošačke vrednosti i cenovna osetljivost zajedno formiraju dobar model individualne individualne elstičnosti tražnje.)
MATCH@E:(Since the customer value factors can be in correlation with the intention to purchase, the customer values and the price sensitivity to gether make a good model of individual demand elasticity.===>Kako činioci potrošačkih vrednosti mogu biti u korelaciji sa namerom kupovine, potrošačke vrednosti i cenovna osetljivost za jedno formiraju dobar model individualne individualne elstičnosti tražnje.)
MATCH@M:(The prospective customer may find the product price to be rather acceptable, however, he still does not intend to buy the product.===>Potencijalnom kupcu cena proizvoda može biti veoma prihvatljiva, ali da on ipak nema nameru da ga kupi.)
MATCH@E:(The prospective customer may find the product price to be rather acceptable, however, he still does not intend to buy the product.===>Potencijalnom kupcu cena proizvoda može biti veoma prihvatljiva, ali da on ipak nema nameru da ga kupi.)
MATCH@M:(A vegetarian may be aware of the price of beef, however, the translation of his price awareness into the demand measure without taking into consideration his eating habits is meaningless.===>Vegeterijanac može da ima predstavu o ceni govedine, ali prevođenje njegove svesti o ceni u meru tražnje bez uzimanja u obzir njegovih navika u ishrani nema nikakvog osnova.)
MATCH@E:(A vegetarian may be aware of the price of beef, however, the translation of his price awareness into the demand measure without taking into consideration his eating habits is meaningless.===>Vegeterijanac može da ima predstavu o ceni govedine, ali prevođenje njegove svesti o ceni u meru tražnje bez uzimanja u obzir njegovih navika u ishrani nema nikakvog osnova.)
MATCH@M:(In their research, Jamieson and Bass [4] use five factors to describe purchasing intentions.===>Jamieson i Bass [4] u svom istraživanju koriste pet faktora da opišu kupovne namere.)
MATCH@E:(In their research, Jamieson and Bass Š4Ë use five factors to describe purchasing intentions.===>Jamieson i Bass Š4Ë u svom istraživanju koriste pet faktora da opišu kupovne namere.)
MATCH@M:(These are the product awareness, the product attractiveness, the prospective buyer’s financial solvency/capability, the buyer’s tendency to consult somebody on the purchase and the product availability.===>To su svest o proizvodu, dopadljivost proizvoda, platežna sposobnost potencijalnog kupca, spremnost kupca da konsultuje nekoga u vezi kupovine, i dostupnost proizvoda.)
MATCH@E:(These are the product awareness, the product attractiveness, the prospective buyers financial solvency/capability, the buyers tendency to consult somebody on the purchase and the product availability.===>To su svest o proizvodu, dopadljivost proizvoda, platežna sposobnost potencijalnog kupca, spremnost kupca da konsultuje nekoga u vezi kupovine, i dostupnost proizvoda.)
MATCH@M:(Other researchers propose similar sets of variables that affect price sensibility, common to all of them, however, being that the model includes the variables related to the situation, the product itself and the customer.===>Drugi istraživači predlažu slične skupove promenljivih koje utiču na cenovnu osetljivost, a zajedničko za sve je da model uključuje promenljive vezane za situaciju, sam proizvod i potrošača.)
MATCH@E:(Other researchers propose similar sets of variables that affect price sensibility, common to all of them, however, being that the model includes the variables related to the situation, the product itself and the customer.===>Drugi istraživači predlažu slične skupove promenljivih koje utiču na cenovnu osetljivost, a zajedničko za sve je da model uključuje promenljive vezane za situaciju, sam proizvod i potrošača.)
MATCH@M:(One of the best models is that proposed by Harmon and Laird [3], presented in Figure 1.===>Jedan od najboljih je model koji su predložili Harmon i Laird 3], i on je prikazan na slici 1.)
MATCH@E:(One of the best models is that proposed by Harmon and Laird Š3Ë, presented in Figure 1.===>Jedan od najboljih je model koji su predložili Harmon i Laird 3Ë, i on je prikazan na slici 1.)
MATCH@M:(This model, together with the data obtained in the research, makes a good basis for marketing decision making.===>Ovaj model, uz podatke dobij ene istraživanjem, pruža dobru podlogu za marketinško odlučivanje.)
MATCH@E:(This model, together with the data obtained in the research, makes a good basis for marketing decision making.===>Ovaj model, uz podatke dobijene istraživanjem, pruža dobru podlogu za marketinško odlučivanje.)
MATCH@M:(The model in Figure 1 presents the sources of price elasticity, as well as the manner in which the value of the demand, including the product concept, the situation and the price, affects these factors so that they should result into a potential purchase.===>Modelom na slici 1 su prikazani izvori cenovne osetljivost, i na koji način vrednost ponude, uključujući koncept proizvoda, situaciju i cenu utiče na ove činioce kako bi oni rezultirali u potencijalnoj kupovini.)
MATCH@E:(Figure 1: Demand elasticity factors Š4Ë The model in Figure 1 presents the sources of price elasticity, as well as the manner in which the value of the demand, including the product concept, the situation and the price, affects these factors so that they should result into a potential purchase.===>Slika 1: ~~~ Činioci elastičnosti tražnje Š4Ë Modelom na slici 1 su prikazani izvori cenovne osetljivost, i na koji način vrednost ponude, uključujući koncept proizvoda, situaciju i cenu utiče na ove činioce kako bi oni rezultirali u potencijalnoj kupovini.)
MATCH@M:(In the purchase situation, the value of the offer has to answer the sources of customer values in every category - the product must satisfy the customer needs.===>U kupovnoj situaciji, vrednost ponude mora odgovoriti na izvore potrošačkih vrednosti u svakoj kategoriji -proizvod mora da zadovolji potrebe potrošača.)
MATCH@E:(In the purchase situation, the value of the offer has to answer the sources of customer values in every category the product must satisfy the customer needs.===>U kupovnoj situaciji, vrednost ponude mora odgovoriti na izvore potrošačkih vrednosti u svakoj kategoriji proizvod mora da zadovolji potrebe potrošača.)
MATCH@M:(The situation has to be such that it satisfies the stimuli - the product has to be available, the buyer has to be aware of it, the location has to be appropriate and the transaction has to be possible.===>Situacija mora da bude takva da odgovara podsticajima koji utiču na nju - proizvod mora biti dostupan, kupac mora da ima svest o njemu, lokacija mora biti podobna, i transakcija mora biti moguća.)
MATCH@E:(The situation has to be such that it satisfies the stimuli the product has to be available, the buyer has to be aware of it, the location has to be appropriate and the transaction has to be possible.===>Situacija mora da bude takva da odgovara podsticajima koji utiču na nju proizvod mora biti dostupan, kupac mora da ima svest o njemu, lokacija mora biti podobna, i transakcija mora biti moguća.)
MATCH@M:(Finally, the price has to be reasonable, acceptable and fair.===>Na kraju, cena mora biti razumna, prihvatljiva i fer.)
MATCH@E:(Finally, the price has to be reasonable, acceptable and fair.===>Na kraju, cena mora biti razumna, prihvatljiva i fer. 3.)
MATCH@M:(One group of methods is based on direct observation to obtain an explicit measure of price sensitivity, whereas the other group of methods is based on indirect reasearch, i.e., price sensitivity is a derived value.===>Prva grupa metoda se bazira na direktnom ispitivanju čime se dobij a eksplicitna mera cenovne osetljivosti, dok se druga grupa metoda bazira na indirektnom ispitivanju odnosno cenovna ose-tljivost predstavlja izvedenu vrednost.)
MATCH@E:(One group of methods is based on direct observation to obtain an explicit measure of price sensitivity, whereas the other group of methods is based on indirect reasearch, i.e., price sensitivity is a derived value.===>Prva grupa metoda se bazira na direktnom ispitivanju čime se dobija eksplicitna mera cenovne osetljivosti, dok se druga grupa metoda bazi ra na indirektnom ispitivanju odnosno cenovna osetljivost predstavlja izvedenu vrednost.)
MATCH@M:(The method that belongs to the former group and is most commonly implemented in practice is the van Westendorp method, while the latter includes the methods used to measure customer preferences, the Traditional conjoint analysis and the Choice based conjoint analysis.===>Metoda koja spada u prvu grupu a koja se u praksi najčešće koristi je van Westendorp-ova metoda, dok u drugu grupu spadaju metode za merenje potrošačkih preferencija, i to Tradicionalna conjoint analiza i Conjoint analiza bazirana na izboru.)
MATCH@E:(The method that belongs to the former group and is most com monly implemented in practice is the van Westendorp method, while the latter includes the methods used to measure customer preferences, the Traditional conjoint analysis and the Choice based conjoint analysis.===>Metoda koja spada u prvu grupu a koja se u praksi najčešće koristi je van Westendorp-ova metoda, dok u drugu grupu spadaju metode za merenje potrošačkih preferencija, i to Tradicionalna conjoint analiza i Conjoint analiza bazirana na izboru. 3.)
MATCH@M:(One question marketers most often ask in market research is “How much are you willing to pay for ...?“ the data gathered in this way, however, may lead to wrong conclusions for several reasons.===>Jedno od pitanja koje marketari najšečće postavljaju prilikom ispitivanja tržišta je "Koliko ste spremni da platite za..?" Međutim, podaci prikupljeni na ovaj način mogu da navedu na pogrešne zaključke iz nekoliko razloga.)
MATCH@E:(3.1. ~~~ Direct observation research One question marketers most often ask in market research is How much are you willing to pay for ...? the data gathered in this way, however, may lead to wrong conclusions for several reasons.===>Direktno ispitivanje Jedno od pitanja koje marketari najšečće postavljaju prilikom ispitivanja tržišta je Koliko ste spremni da platite za..? ~~~ Međutim, podaci prikupljeni na ovaj način mogu da navedu na pogrešne zaključke iz nekoliko razloga.)
MATCH@M:(Firstly, one and the same question combines the price and the purchase intention.===>Prvo, u okviru istog pitanja kombinuje se cena sa namerom kupovine.)
MATCH@E:(Firstly, one and the same question combines the price and the purchase intention.===>Prvo, u okviru istog pitanja kombinuje se cena sa namerom kupovine.)
MATCH@M:(The respondent may believe that the product is worth an amount of money, however, he does not need the product.===>Ispitanik može da veruje da proizvod vredi određen iznos ali da nema potrebu za njim.)
MATCH@E:(The respondent may believe that the product is worth an amount of money, however, he does not need the product.===>Ispitanik može da veruje da proizvod vredi određen iznos ali da nema potrebu za njim.)
MATCH@M:(The measure of the perceived price of the product and the intention to buy it should, therefore, be analysed separately.===>Stoga meru percipirane cene proizvoda i na-meru o njegovoj kupovini treba razmatrati zasebno.)
MATCH@E:(The measure of the perceived price of the product and the intention to buy it should, therefore, be analysed separately.===>Stoga meru percipirane cene proizvoda i nameru o njegovoj kupovini treba razmatrati zasebno.)
MATCH@M:(Secondly, the respondent’s answer will often be conditioned by the situation he is in.===>Drugo, na odgovor ispitanika često podsvesno utiče situacija u kojoj se nalazi.)
MATCH@E:(Secondly, the respondents answer will often be conditioned by the situation he is in.===>Drugo, na odgovor ispitanika često podsvesno utiče situacija u kojoj se nalazi.)
MATCH@M:(The respondents may enter discussion or debate on prices, thus hindering the research, or they may tend to satisfy the researcher attaching to the price much more importance than necessary.===>Ispitanici mogu da uđu u polemiku ili diskusiju o cenama čime otežavaju istraživanje ili da teže da udovolje istraživaču dajući ceni veći značaj.)
MATCH@E:(The respondents may enter discussion or debate on prices, thus hindering the research, or they may tend to satisfy the researcher attaching to the price much more importance than necessary.===>Ispitanici mogu da uđu u polemiku ili diskusiju o cenama čime otežavaju istraživanje ili da teže da udovolje istraživaču dajući ceni veći značaj.)
MATCH@M:(Some customers link the price of the product with its quality, or they are not really familiar with “reference“ prices of similar products on a stready market, especially if the product is new.===>Neki potrošači pak često cenu proizvoda povezuju sa njegovim kvalitetom ili ne poznaju dovoljno "referentne" cene sličnih proizvoda na ustaljenom tržištu, a posebno ukoliko je proizvod nov.)
MATCH@E:(Some customers link the price of the product with its quality, or they are not really familiar with reference prices of similar products on a stready market, especially if the product is new.===>Neki potrošači pak često cenu proizvoda povezuju sa njegovim kvalitetom ili ne poznaju dovoljno referentne cene sličnih proizvoda na ustaljenom tržištu, a posebno ukoliko je proizvod nov. 3.)
MATCH@M:(In 1970’s, Peter H. van Westendorp, a Dutch economist, proposed a method for measuring customer perception as regards price.===>Sedamdesetih godina prošlog veka, nemački ekonomista Peter H. van Vestendorp je predložio metodu za merenje percepcije potrošača u odnosu na cenu.)
MATCH@E:(3.2. ~~~ Van Westendorp method (VWSM) In 1970s, Peter H. van Westendorp, a Dutch economist, proposed a method for measuring customer perception as regards price.===>Van Westendorp-ova metoda (VWPSM) Sedamdesetih godina prošlog veka, nemački ekonomista Peter H. van Vestendorp je predložio metodu za merenje percepcije potrošača u odnosu na cenu.)
MATCH@M:(The method is based on the premise that there is a scope of prices whose boundaries are, on one hand, the maximum price the customer is willing to pay, and, on the other, the minimum price below which the quality of the product is doubtful.===>Metoda se bazira na premisi da postoji opseg cena čije granice predstavljaju, s jedne strane maksimalna cena koju je potrošač spreman da plati i, s druge strane, minimalna cena ispod koje je kredibilitet proizvoda pod sumnjom.)
MATCH@E:(The method is based on the premise that there is a scope of prices whose boundaries are, on one hand, the maximum price the customer is willing to pay, and, on the other, the minimum price below which the quality of the product is doubtful.===>Metoda se bazira na premisi da postoji opseg cena čije granice predstavljaju, s jedne strane maksimalna cena koju je potrošač spreman da plati i, s druge strane, minimalna cena ispod koje je kredibilitet proizvoda pod sumnjom.)
MATCH@M:(This method is also known as the Price Sensitivity Measurement (PSM) and is a relatively simple and inexpensive method using a graphic presentation to find an acceptable price scope.===>Metoda je poznata i pod nazivom Price Sensitivity Me-surement (PSM) i ralativno je jednostavna i jeftina metoda koja za pronalaženje prihvatljivog opsega cena koristi grafički prikaz.)
MATCH@E:(This method is also known as the Price Sensitivity Measurement (PSM) and is a relatively simple and inexpensive method using a graphic presentation to find an acceptable price scope.===>Metoda je poznata i pod nazivom Price Sensitivity Mesurement (PSM) i ralativno je jednostavna i jeftina metoda koja za pronalaženje prihvatljivog opsega cena koristi grafički prikaz.)
MATCH@M:(The model is based on the research in which the respondent is asked four questions for each described product:===>Model se bazira na istraživanju u kome se za svaki opisani proizvod ispitaniku postavljaju četiri pitanja:)
MATCH@E:(The model is based on the research in which the respondent is asked four questions for each described product: 1.)===>Model se bazira na istraživanju u kome se za svaki opisani proizvod ispitaniku postavljaju četiri pitanja:)
MATCH@M:(1.	) Which price do you find low for a given product?(inexpensive)===>1.	) Koju cenu smatrate niskom za dati proizvod?(jeftino))
MATCH@E:(Which price do you find low for a given product? (inexpensive) ~~~ 2.)===>)
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BAD_LINE_M:1.	) Which price do you find low for a given product?(inexpensive)
BAD_LINE_M:1.	) Koju cenu smatrate niskom za dati proizvod?(jeftino)
BAD_LINE_E:Which price do you find low for a given product? (inexpensive) ~~~ 2.)
BAD_LINE_E:
MATCH@M:(2.	) Which price do you find high for a given product?(expensive)===>2.	) Koju cenu smatrate visokom za dati proizvod?(skupo))
MATCH@E:(Which price do you find high for a given product? (expensive)===>)
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BAD_LINE_M:2.	) Which price do you find high for a given product?(expensive)
BAD_LINE_M:2.	) Koju cenu smatrate visokom za dati proizvod?(skupo)
BAD_LINE_E:Which price do you find high for a given product? (expensive)
BAD_LINE_E:
MATCH@M:(The point of intersection of the curves obtained on the basis of the answers to the first two questions is the “indifference point“ - (IP).===>Tačka peseka krivih dobi-jenih na osnovu odgovora na prva dva pitanja naziva se "tacka indiferencije" - (TI).)
MATCH@E:(The point of intersection of the curves obtained on the basis of the answers to the first two questions is the indifference point (IP).===>Tačka peseka krivih dobijenih na osnovu odgovora na prva dva pitanja naziva se tačka indiferencije - (TI).)
MATCH@M:(It represents the price which an equal number of respondents find to be either high or low.===>Ona predstavlja cenu za koju jednak broj ispitanika smatra da je visoka kao broj onih koji misli da je niska.)
MATCH@E:(It represents the price which an equal number of respondents find to be either high or low.===>Ona predstavlja cenu za koju jednak broj ispitanika smatra da je visoka kao broj onih koji misli da je niska.)
MATCH@M:(The intersection of the other two curves, obtained from the answers to the third and the fourth questions is the “optimum price“ - (OP) and represents the price which an equal number of respondents find to be too low or too high (Figure 2).===>Presek druge dve krive, dobijene na osnovu podataka iz trećeg i četvrtog pitanja, naziva se "optimalna cena" - (OC) i predstavlja cenu za koju podjednak broj ispitanika misli da je isuviše niska, kao broj onih koji misle da je isuviše visoka (slika 2).)
MATCH@E:(The intersection of the other two curves, obtained from the answers to the third and the fourth questions is the optimum price (OP) and represents the price which an equal number of respondents find to be too low or too high (Figure 2).===>Presek druge dve krive, dobijene na osnovu podataka iz trećeg i četvrtog pitanja, naziva se optimalna cena - (OC) i predstavlja cenu za koju podjednak broj ispitanika misli da je isuviše niska, kao broj onih koji misle da je isuviše visoka (slika 2).)
MATCH@M:(The point in which a the number of respondents who regard the price to be high is equal to the number of those who regard it to be too low is the “lower limit for price“ - (LL), whereas the point in which the number of respondents who find the product to be too expensive equals the number of those who find it inexpensive is called the “upper limit for price“ - (UL).===>Tačka u kojoj podjednak broj ispitanika smatra da je cena proizvoda visoka i isuviše niska naziva se “donja granica cene” - (DG), dok tačka u kojoj podjednak broj ispitanika smatra da je proizvod preskup i da je jeftin, “gornja granica cene” - (GG).)
MATCH@E:(The point in which a the number of respondents who regard the price to be high is equal to the number of those who regard it to be too low is the lower limit for price (LL), whereas the point in which the number of respondents who find the product to be too expensive equals the number of those who find it in expensive is called the upper limit for price (UL).===>Tačka u kojoj podjednak broj ispitanika smatra da je cena proizvoda visoka i isuviše niska naziva se donja granica cene - (DG), dok tačka u kojoj podjednak broj ispitanika smatra da je proizvod preskup i da je jeftin, gornja granica cene - (GG). ~~~ Slika 2.)
MATCH@M:(The original van Westendorp model assumes that the acceptable price of the product ranges between the lower and the upper limits, the “Indifference point“ is the commonest price of the product or the price of the product - market leader, whereas the point of the “optimum price“ actually represents the ideal price.===>Originalan Van Westendorp-ov model pretpostavlja da se prihvatljiva cena proizvoda kreće u rasponu između donje i gornje granice, "Tačka indiferencije" predstavlja najčešću cenu proizvoda ili cenu proizvoda koji je lider na tržištu, dok tačka "optimalne cene" ustvari predstavlja idealnu cenu.)
MATCH@E:(Figure 2: Van Westendorp method The original van Westendorp model assumes that the acceptable price of the product ranges between the lower and the upper limits, the Indifference point is the commonest price of the product or the price of the product market leader, whereas the point of the optimum price actually represents the ideal price.===>Van Westendorp-ova metoda Originalan Van Westendorp-ov model pretpostavlja da se prihvatljiva cena proizvoda kreće u rasponu između donje i gornje granice, Tačka indiferencije predstavlja najčešću cenu proizvoda ili cenu proizvoda koji je lider na tržištu, dok tačka optimalne cene ustvari predstavlja idealnu cenu.)
MATCH@M:(Van Westendorp, however, argues that a number of products on the already established markets (the existing markets) have the prices that are not within the given range of acceptable prices.===>Ipak, Van Westendorp tvrdi da na tržištima koja su već ustanovljena (postojećim tržištima) određen broj proizvoda ima cenu koja nije u datom rasponu prihvatljivih cena.)
MATCH@E:(Van Westendorp, however, argues that a number of products on the already established markets (the existing markets) have the prices that are not within the given range of acceptable prices.===>Ipak, Van Westendorp tvrdi da na tržištima koja su već ustanovljena (postojećim tržištima) određen broj proizvoda ima cenu koja nije u datom rasponu prihvatljivih cena. 3.)
MATCH@M:(The Conjoint Analysis is a research technique based on the multivariation analysis, used to define optimal characteristics of a product or a service, to measure individual preferences, to understand and anticipate the customer behaviour in new situations.===>Conjoint analiza je istraživačka tehnika bazirana na multivarijacionoj analizi, a koja se koristi za utvrđivanje optimalnih karakteristika proizvoda ili usluga, za merenje individualnih preferencija, razumevanje i predviđanje ponašanja potrošača u novim situacijama.)
MATCH@E:(3.3. ~~~ Traditional Conjoint Analysis The Conjoint Analysis is a research technique based on the multivariation analysis, used to define optimal characteristics of a product or a service, to measure individual preferences, to understand and anticipate the customer behaviour in new situations.===>Tradicionalna conjoint analiza Conjoint analiza je istraživačka tehnika bazirana na multivarijacionoj analizi, a koja se koristi za utvrđivanje optimalnih karakteristika proizvoda ili usluga, za merenje individualnih preferencija, razumevanje i predviđanje ponašanja potrošača u novim situacijama.)
MATCH@M:(This is a decomposite method which assumes that the product/service can be “decomposed“ to its attributive components and which implies measuring cumulative effects of a larger number of the product/service attributes on the customer preferences.===>To je dekompozitna metoda koja podrazumeva da se proizvod/usluga može "razložiti" na svoje atribu-tivne komponente i koja implicira merenje zbirnih efekata većeg broja atributa proizvoda/usluge na preferencije potrošača.)
MATCH@E:(This is a decomposite method which assumes that the product/service can be decomposed to its attributive components and which implies measuring cumulative effects of a larger number of the product/service attributes on the customer preferences.===>To je dekompozitna metoda koja podrazumeva da se proizvod/usluga može razložiti na svoje atributivne komponente i koja implicira merenje zbirnih efekata većeg broja atributa proizvoda/usluge na preferencije potrošača.)
MATCH@M:(HP printing 12 pages/min prints maximum 5000 pages no possibility of reverse print at a price of 250€===>HP koji štampa 12 strana/min maksimalno može da odštampa 5000 strana nema mogućnost dvostranog štampanja po ceni od 250€)
MATCH@E:(HP printing 12 pages/min prints maximum 5000 pages no possibility of reverse print at a price of 250¡ Your answer: ______________ Figure 4.===>HP koji štampa 12 strana/min maksimalno može da odštampa 5000 strana nema mogućnost dvostranog štampanja po ceni od 250¡ Vaš odgovor: ______________ Slika 4.)
MATCH@M:(The basic premise of the decomposite approach is that the customers evaluate the total utility of the product/service in that they combine individual partial utilities of the attribute levels describing the given product, where the partial utilities of the attribute are defined as numeric values reflecting the extent to which different product characteristics are desirable.===>Osnovna pretpostavka dekompozitnog pristupa je da potrošači evaluiraju ukupnu korisnost proizvoda/uslu-ge kombinovanjem pojedinačnih parcijalnih korisnosti nivoa atributa koji opisuju dati proizvod, pri čemu se parcijalne korisnositi atributa definišu kao numeričke vrednosti koje odražavaju koliko su poželjne različite karakteristike proizvoda.)
MATCH@E:(The basic premise of the decomposite approach is that the customers evaluate the total utility of the product/service in that they combine individual partial utilities of the attribute levels describing the given product, where the partial utilities of the attribute are defined as numeric values reflecting the extent to which different product characteristics are desirable.===>Osnovna pretpostavka dekompozitnog pristupa je da potrošači evaluiraju ukupnu korisnost proizvoda/usluge kombinovanjem pojedinačnih parcijalnih korisnosti nivoa atributa koji opisuju dati proizvod, pri čemu se parcijalne korisnositi atributa definišu kao numeričke vrednosti koje odražavaju koliko su poželjne različite karakteristike proizvoda.)
MATCH@M:(Using one set of both quantitative and qualitative attributes, including the price, the researchers in the conjoint analysis define a set of alternative products, i.e., profiles (Figure 3) which may be realistic or hypothetical.===>U conjoint analizi istraživači najpre koristeći određeni skup kvantitativnih ali i kvalitativnih atributa, uključujući i cenu, definišu skup alternativnih proizvoda, tj. profila (slika 3) koji mogu biti realni ili hipo-tetički.)
MATCH@E:(Using one set of both quantitative and qualitative attributes, including the price, the researchers in the conjoint analysis define a set of alternative products, i.e., profiles (Figure 3) which may be realistic or hypothetical.===>U conjoint analizi istraživači najpre koristeći određeni skup kvantitativnih ali i kvalitativnih atributa, uključujući i cenu, definišu skup alternativnih proizvoda, tj. profila (slika 3) koji mogu biti realni ili hipotetički.)
MATCH@M:(They then eliminate from the set any impossible combinations such as a high quality product at low price.===>Iz tog skupa eliminišu se nemoguće kombinacije kao što su proizvod visoko kvalitetnih karakteristika po niskoj ceni.)
MATCH@E:(They then eliminate from the set any impossible combinations such as a high quality product at low price.===>Iz tog skupa eliminišu se nemoguće kombinacije kao što su proizvod visoko kvalitetnih karakteristika po niskoj ceni.)
MATCH@M:(Figure 3.===>Slika 3.)
MATCH@E:(Figure 2.===>Ostvarena tražnja Slika 2.)
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BAD_LINE_M:Figure 3.
BAD_LINE_M:Slika 3.
BAD_LINE_E:Figure 2.
BAD_LINE_E:Ostvarena tražnja Slika 2.
MATCH@M:(Products are described by a set of attributes that take different values, from lowest to highest, therefore, to establish an overall attitude towards the product, the customers evaluate the total utility of all the attribute values simultaneously, through ranking or assessing each of the combinations (Figure 4).===>Kako se proizvodi opisuju skupom atributa koji uzimaju različite vrednosti, od najgorih do najboljih, potrošači u cilju formiranja ukupnog suda o proizvodu evaluiraju ukupnu korisnost svih vrednosti atributa simultano i to kroz rangiranje ili ocenjivanje svake od kombinacija (slika 4).)
MATCH@E:(Relations between the profile, the attribute and the attribute level Products are described by a set of attributes that take different values, from lowest to highest, therefore, to establish an overall attitude towards the product, the customers evaluate the total utility of all the attribute values simultaneously, through ranking or assessing each of the combinations (Figure 4).===>Veza između profila, atributa i nivoa atributa Kako se proizvodi opisuju skupom atributa koji uzimaju različite vrednosti, od najgorih do najboljih, potrošači u cilju formiranja ukupnog suda o proizvodu evaluiraju ukupnu korisnost svih vrednosti atributa simultano i to kroz rangiranje ili ocenjivanje svake od kombinacija (slika 4).)
MATCH@M:(Figure 4.===>Slika 4.)
MATCH@E:(Figure 1.===>Izlazak može biti više tipova, počev od kompletnog povlačenja, do smanjenih nivoa aktivnosti. A S E C O R P E Z A F OBLIK PROCESA Funkcionalni Prostorni Vremenski Strukturni Pregled znanja, Istraživanje tržišta Istraživanje lokalnog tržišta Obim ranijih iskustava Evaluacija strategije d e r P a z a l u k z a l U Projekat formule k a Razvoj maloprodajnog brenda, Prenos znanja u centralu Društvena integracija firme - j o v z a R n o k a n a k s a l u i m i s A a j i c a l z a l z I k a Izbor tržišta Tajming ulaska Razvoj mreže Brzina ekspanzije Pokretač za osnivanje nezavisne firme - - Zatvaranje prodajnih jedinica Metod ulaska, Odnosi sa isporučiocima Menadžment strukture troškova, Konkurentske aktivnosti Kreiranje zavisnog preduzeća Prodaja poslovanja drugom maloprodavcu Slika 1.)
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BAD_LINE_M:Figure 4.
BAD_LINE_M:Slika 4.
BAD_LINE_E:Figure 1.
BAD_LINE_E:Izlazak može biti više tipova, počev od kompletnog povlačenja, do smanjenih nivoa aktivnosti. A S E C O R P E Z A F OBLIK PROCESA Funkcionalni Prostorni Vremenski Strukturni Pregled znanja, Istraživanje tržišta Istraživanje lokalnog tržišta Obim ranijih iskustava Evaluacija strategije d e r P a z a l u k z a l U Projekat formule k a Razvoj maloprodajnog brenda, Prenos znanja u centralu Društvena integracija firme - j o v z a R n o k a n a k s a l u i m i s A a j i c a l z a l z I k a Izbor tržišta Tajming ulaska Razvoj mreže Brzina ekspanzije Pokretač za osnivanje nezavisne firme - - Zatvaranje prodajnih jedinica Metod ulaska, Odnosi sa isporučiocima Menadžment strukture troškova, Konkurentske aktivnosti Kreiranje zavisnog preduzeća Prodaja poslovanja drugom maloprodavcu Slika 1.
MATCH@M:(On the basis of the total of customer attitudes it is possible to estimate partial utilities for certain attribute levels, using some of the composition rules.===>Na osnovu ukupnih sudova potrošača, moguće je pro-ceniti parcijalne korisnosti za određene nivoe atributa koristeći neko od pravila kompozicije.)
MATCH@E:(Profile assessment On the basis of the total of customer attitudes it is possible to estimate partial utilities for certain attribute levels, using some of the composition rules.===>Ocenjivanje profila Na osnovu ukupnih sudova potrošača, moguće je proceniti parcijalne korisnosti za određene nivoe atributa koristeći neko od pravila kompozicije.)
MATCH@M:(These rules serve to explain the structure of individual preferences of the customers.===>Ova pravila služe za objašnjenje strukture individualnih preferencija potrošača.)
MATCH@E:(These rules serve to explain the structure of individual preferences of the customers.===>Ova pravila služe za objašnjenje strukture individualnih preferencija potrošača.)
MATCH@M:(They help explain the manner in which the respondent combines part-worth utilities of each of the attribute levels into the total utility of the product (Figure 5).===>Njima se objašnjava način na koji ispitanik kombinuje parcijalne korisnosti nivoa svakog atributa u ukupnu korisnost proizvoda (Slika 5).)
MATCH@E:(They help explain the manner in which the respondent combines part-worth utilities of each of the attribute levels into the total utility of the product (Figure 5).===>Njima se objašnjava način na koji ispitanik kombinuje parcijalne korisnosti nivoa svakog atributa u ukupnu korisnost proizvoda (Slika 5).)
MATCH@M:(Figure 5.===>Slika 5.)
MATCH@E:(Figure 3.===>Slika 3.)
MATCH@M:(The higher the value, the more important the attribute for the respondent or a group of respondents.===>Što je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.)
MATCH@E:(The higher the value, the more important the attribute for the respondent or a group of respondents.===>R β β = ikl , − ikl * gde l predstavlja nivo sa najvećom vrednosti za korisnost, a l* nivo sa najmanjom vrednosti za korisnost u okviru k-tog atributa. [to je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.)
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BAD_LINE_M:The higher the value, the more important the attribute for the respondent or a group of respondents.
BAD_LINE_M:Što je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.
BAD_LINE_E:The higher the value, the more important the attribute for the respondent or a group of respondents.
BAD_LINE_E:R β β = ikl , − ikl * gde l predstavlja nivo sa najvećom vrednosti za korisnost, a l* nivo sa najmanjom vrednosti za korisnost u okviru k-tog atributa. [to je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.
MATCH@M:(In practice, the relative attribute importance is commonly used in market segmentation based on customer preferences.===>Relativna značajnost atributa se u praksi obično koristi za segmentaciju tržišta baziranu na preferencijama potrošača.)
MATCH@E:(In practice, the relative attribute importance is commonly used in market segmentation based on customer preferences.===>Relativna značajnost atributa se u praksi obično koristi za segmentaciju tržišta baziranu na preferencijama potrošača.)
MATCH@M:(Hence the attribute sensitivity can vary for different ranges of attribute value, and it is the utility function that helps getting an insight into this (Figure 6).===>Tako za različite raspone vrednosti atributa, njihova osetljivost može da varira, a uvid u to omogućava upravo funkcija korisnosti (slika 6).)
MATCH@E:(Hence the attribute sensitivity can vary for different ranges of attribute value, and it is the utility function that helps getting an insight into this (Figure 6).===>Tako za različite raspone vrednosti atributa, njihova osetljivost može da varira, a uvid u to omogućava upravo funkcija korisnosti (slika 6).)
MATCH@M:(For example, we can see in Figure 6 that all the attributes are highly sensitive to the level change.===>Tako na primer, sa slike 6 se može uočiti da su svi atributi izrazito osetljivi na promenu nivoa.)
MATCH@E:(For example, we can see in Figure 6 that all the attributes are highly sensitive to the level change.===>Tako na primer, sa slike 6 se može uočiti da su svi atributi izrazito osetljivi na promenu nivoa.)
MATCH@M:(As regards the “price“ attribute, for example, we can see that the rise in price from € 200 to € 250 reduces the utility to a small degree, whereas the rise from € 250 to € 400 reduces the utility, and consequently the respondents’ preferencies, to a considerable extent.===>Tako na primer kod atributa "Cena" povećanje cene sa 200 evra na 250 evra veoma malo smanjuje, dok povećanje cene sa 250 na 400 evra znatno smanjuje korisnost, a time i preferencije ispitanika.)
MATCH@E:(As regards the price attribute, for example, we can see that the rise in price from ¡ 200 to ¡ 250 reduces the utility to a small degree, whereas the rise from ¡ 250 to ¡ 400 reduces the utility, and consequently the respondents preferencies, to a considerable extent.===>Tako na primer kod atributa Cena povećanje cene sa 200 evra na 250 evra veoma malo smanjuje, dok povećanje cene sa 250 na 400 evra znatno smanjuje korisnost, a time i preferencije ispitanika.)
MATCH@M:(The utility functions, however, yield information only on the sensitivity of the attribute level utility, not on the demand sensitivity in general.===>Ipak funkcije korisnosti daju informacije samo o osetljivosti korisnosti nivoa atributa, a ne i osetljivost tra-žnje u celini.)
MATCH@E:(Individual utility functions The utility functions, however, yield information only on the sensitivity of the attribute level utility, not on the demand sensitivity in general.===>Individualne funkcije korisnosti Ipak funkcije korisnosti daju informacije samo o osetljivosti korisnosti nivoa atributa, a ne i osetljivost tražnje u celini.)
MATCH@M:(To measure the demand sensitivity it is necessary that, using these data, the preference share and then a potential market share be determined.===>Za merenje osetljivosti tražnje potrebno je, koristeći ove podatke, odrediti najpre udeo preferencija a zatim i potencijalni tržišni udeo proizvoda.)
MATCH@E:(To measure the demand sensitivity it is necessary that, using these data, the preference share and then a potential market share be determined.===>Za merenje osetljivosti tražnje potrebno je, koristeći ove podatke, odrediti najpre udeo preferencija a zatim i potencijalni tržišni udeo proizvoda.)
MATCH@M:(To determine the product preference share the Logit model is most commonly implemented.===>Za određivanje udela preferencija proizvoda najčešće se koristi Logit model.)
MATCH@E:(To determine the product preference share the Logit model is most commonly implemented.===>Za određivanje udela preferencija proizvoda najčešće se koristi Logit model.)
MATCH@M:(This model does not assume that the respondents always decide in favour of purchasing the product with the greatest total utility.===>Ovaj model ne podrazumeva da se ispitanici uvek odlučuju za kupovinu proizvoda koji ima najveću ukupnu korisnost.)
MATCH@E:(This model does not assume that the respondents always decide in favour of purchasing the product with the greatest total utility.===>Ovaj model ne podrazumeva da se ispitanici uvek odlučuju za kupovinu proizvoda koji ima najveću ukupnu korisnost.)
MATCH@M:(This is because, in making their decisions, the customers do not conduct detailed calculations.===>Razlog za ovo je činjenica da kupci ne vrše detaljna računanja prilikom donošenja odluke.)
MATCH@E:(This is because, in making their decisions, the customers do not conduct detailed calculations.===>Razlog za ovo je činjenica da kupci ne vrše detaljna računanja prilikom donošenja odluke.)
MATCH@M:(Instead, they base their assessment on a less precise notation of utility.===>Umesto toga oni češće svoju proce-nu baziraju na manje preciznoj notaciji korisnosti.)
MATCH@E:(Instead, they base their assessment on a less precise notation of utility.===>Umesto toga oni češće svoju procenu baziraju na manje preciznoj notaciji korisnosti.)
MATCH@M:(The Logit model employs the exponential transformation to translate the product utilities into the preference shares.===>Logit model koristi eksponencijalnu transformaciju kako bi korisnosti proizvoda pretvorio u udele preferencija.)
MATCH@E:(The Logit model employs the exponential transformation to translate the product utilities into the preference shares.===>Logit model koristi eksponencijalnu transformaciju kako bi korisnosti proizvoda pretvorio u udele preferencija.)
MATCH@M:(The transformation has the following form: where Pij is the preference share of the j- profile for the i- respondent, while Uij is the utility of the j- profile for the i- respondent.===>Ova transformacija ima sledeći oblik: gde p predstavlja udeo preferencija j-tog proizvoda za i-tog ispitanika, a Utj ukupnu korisnost j-tog profila za i-tog ispitanika.)
MATCH@E:(The transformation has the following form: = P ij bU ij bU ij e e ∑ m = j where Pij is the preference share of the j- profile for the i- respondent, while Uij is the utility of the j- profile for the i- respondent.===>Ova transformacija ima sledeći oblik: = P ij bU ij bU ij e e ∑ m = j gde Pij predstavlja udeo preferencija j-tog proizvoda za i-tog ispitanika, a Uij ukupnu korisnost j-tog profila za i-tog ispitanika.)
MATCH@M:(By definition, the “exponent“ b has the value l and is used to fine-tune the results, so that they reflect the current customer behaviour on the market more accurately.===>"Eksponent" b po definiciji ima vrednost 1 i koristi se za fino podešavanje rezultata, tako da oni bolje odražavaju trenutno ponašanje kupaca na tržištu.)
MATCH@E:(By definition, the exponent b has the value l and is used to fine-tune the results, so that they reflect the current customer behaviour on the market more accurately.===>Eksponent b po definiciji ima vrednost 1 i koristi se za fino podešavanje rezultata, tako da oni bolje odražavaju trenutno ponašanje kupaca na tržištu.)
MATCH@M:(The preference share of a product, however, does not always represent its market share.===>Ipak, udeo preferencija nekog proizvoda ne reprezen-tuje uvek i njegov tržišni udeo.)
MATCH@E:(The preference share of a product, however, does not always represent its market share.===>Ipak, udeo preferencija nekog proizvoda ne reprezentuje uvek i njegov tržišni udeo.)
MATCH@M:(It represents the share the product could have if there were no external variables to influence the customer’s choice.===>On predstavlja udeo koji bi proizvod mogao postići ukoliko nema eksternih varijabli koje bi uticale na potrošačev izbor.)
MATCH@E:(It represents the share the product could have if there were no external variables to influence the customers choice.===>On predstavlja udeo koji bi proizvod mogao postići ukoliko nema eksternih varijabli koje bi uticale na potrošačev izbor.)
MATCH@M:(This is because the awareness and the availability of the product often limit the prospect of purchasing the product.===>Razlog za ovo je taj što svest i dostupnost proizvoda često limitiraju mogućnost kupovine proizvoda.)
MATCH@E:(This is because the awareness and the availability of the product often limit the prospect of purchasing the product.===>Razlog za ovo je taj što svest i dostupnost proizvoda često limitiraju mogućnost kupovine proizvoda.)
MATCH@M:(Namely, in case preference shares of two products are equal, the one that is characterised by higher awareness and distribution will have a larger market share.===>Naime, ukoliko dva proizvoda imaju isti udeo preferenci, ali prvi ima veću svest i distribuciju, imaće i veći tržišni udeo.)
MATCH@E:(Namely, in case preference shares of two products are equal, the one that is characterised by higher awareness and distribution will have a larger market share.===>Naime, ukoliko dva proizvoda imaju isti udeo preferenci, ali prvi ima veću svest i distribuciju, imaće i veći tržišni udeo.)
MATCH@M:(The most commonly implemented method for the regulation of external variable impact upon conjoint data is weighting the preference share of each product by its visibility.===>Najčešća metoda za regulisanje uticaja eksternih varijabli na conjoint podatke je ponderisanje udela prefe-renci svakog proizvoda njegovom vidljivošću.)
MATCH@E:(The most commonly implemented method for the regulation of external variable impact upon conjoint data is weighting the preference share of each product by its visibility.===>Najčešća metoda za regulisanje uticaja eksternih varijabli na conjoint podatke je ponderisanje udela preferenci svakog proizvoda njegovom vidljivošću.)
MATCH@M:(The product visibility is a measure of its chances to be in the shop.===>Vidljivost proizvoda je mera njegove šanse da se nađe u radnji.)
MATCH@E:(The product visibility is a measure of its chances to be in the shop.===>Vidljivost proizvoda je mera njegove šanse da se nađe u radnji.)
MATCH@M:(This visibility is a combination of the awareness of the product and the value of distribution.===>Ova vidljivost predstavlja kombinaciju svesti o proizvodu i vrednosti distribucije.)
MATCH@E:(This visibility is a combination of the awareness of the product and the value of distribution.===>Ova vidljivost predstavlja kombinaciju svesti o proizvodu i vrednosti distribucije.)
MATCH@M:(For example, if a product is available in 50% of shops, it can achieve 50% of awareness in these shops and therefore achieve a 25% visibility (50%*50%).===>Na primer, ako je neki proizvod dostupan u 50% radnji, u ovim radnjama on može dostići 50% svesti i tako imati vidljivost od 25% (50%*50%).)
MATCH@E:(For example, if a product is available in 50% of shops, it can achieve 50% of awareness in these shops and therefore achieve a 25% visibility (50%*50%).===>Na primer, ako je neki proizvod dostupan u 50% radnji, u ovim radnjama on može dostići 50% svesti i tako imati vidljivost od 25% (50%*50%).)
MATCH@M:(Another product may be available in 75% of shops and have a 67% awareness in these shops, achieving a visibility of 50% (75%*67%).===>Drugi proizvod može biti dostupan u 75% radnji i imati 67% svesti u ovim radnjama, ostvarujući vidljivost od 50% (75%*67%).)
MATCH@E:(Another product may be available in 75% of shops and have a 67% awareness in these shops, achieving a visibility of 50% (75%*67%).===>Drugi proizvod može biti dostupan u 75% radnji i imati 67% svesti u ovim radnjama, ostvarujući vidljivost od 50% (75%*67%).)
MATCH@M:(The ratio between the preference shares of these two products after the transformation caused by the external variables impact can change drastically.===>Odnos udela preferenci dva proizvoda nakon transformacije izazvane uticajem eksternih varijabli može se drastično izmeniti.)
MATCH@E:(The ratio between the preference shares of these two products after the transformation caused by the external variables impact can change drastically.===>Odnos udela preferenci dva proizvoda nakon transformacije izazvane uticajem eksternih varijabli može se drastično izmeniti.)
MATCH@M:(Namely, the product with a larger preference share may have a smaller market share if its visibility on the market is smaller than the other product’s visibility.===>Naime, proizvod koji je imao veći udeo preferenci, u stvarnosti može imati manji tržišni udeo ukoliko je njegova vidljivost na tržištu mnogo manja od vidljivosti drugog proizvoda.)
MATCH@E:(Namely, the product with a larger preference share may have a smaller market share if its visibility on the market is smaller than the other products visibility. product from the set of the ones on offer.===>Naime, proizvod koji je imao veći udeo preferenci, u stvarnosti može imati manji tržišni udeo ukoliko je njegova vidljivost na tržištu mnogo manja od vidljivosti drugog proizvoda. ~~~ Slika 7.)
MATCH@M:(Figure 7.===>Slika 7.)
MATCH@E:(Figure 5.===>Slika 5.)
MATCH@M:(The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions.===>U okviru conjoint analize moguće je izvršiti simulaci-ju reakcije tržišta na različite nivoe cena kako bi seprocenile moguće posledice koje ova promena može da izazove (slika 7) u konkurentskim uslovima.)
MATCH@E:(Conjoint simulation and price sensitivity The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions.===>)
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BAD_LINE_M:The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions.
BAD_LINE_M:U okviru conjoint analize moguće je izvršiti simulaci-ju reakcije tržišta na različite nivoe cena kako bi seprocenile moguće posledice koje ova promena može da izazove (slika 7) u konkurentskim uslovima.
BAD_LINE_E:Conjoint simulation and price sensitivity The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions.
BAD_LINE_E:
MATCH@M:(However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product.===>Ipak, kada je proizvod totalno nov na tržištu i nema direktnu konkurenciju, simulacija, tj. određivanje cenovne osetljivosti se može vršiti u odnosu na opciju da potrošači neće kupiti dati proizvod.)
MATCH@E:(However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product. ~~~ 3.4.===>Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.)
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BAD_LINE_M:However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product.
BAD_LINE_M:Ipak, kada je proizvod totalno nov na tržištu i nema direktnu konkurenciju, simulacija, tj. određivanje cenovne osetljivosti se može vršiti u odnosu na opciju da potrošači neće kupiti dati proizvod.
BAD_LINE_E:However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product. ~~~ 3.4.
BAD_LINE_E:Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.
MATCH@M:(Figure 8.===>Slika 8.)
MATCH@E:(Figure 6.===>Slika 6:)
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BAD_LINE_M:Figure 8.
BAD_LINE_M:Slika 8.
BAD_LINE_E:Figure 6.
BAD_LINE_E:Slika 6:
MATCH@M:(The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods.===>Conjoint analiza bazirana na izboru (Choice Based Conjoint - CBC) ili kako se u literaturi još naziva, Modeliranje diskretnih izbora (Discrete Choice Modeling - DCM), predstavlja jednu od conjoint metoda.)
MATCH@E:(The Choice Based Conjoint Analysis The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods.===>)
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BAD_LINE_M:The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods.
BAD_LINE_M:Conjoint analiza bazirana na izboru (Choice Based Conjoint - CBC) ili kako se u literaturi još naziva, Modeliranje diskretnih izbora (Discrete Choice Modeling - DCM), predstavlja jednu od conjoint metoda.
BAD_LINE_E:The Choice Based Conjoint Analysis The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods.
BAD_LINE_E:
MATCH@M:(Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services [9].===>Za razliku od pristupa baziranog na preferencijama (tradicionalna conjoint analiza) koji potiče iz marketinške prakse i koji je prvenstveno fokusiran na pronicanje u preferencije potrošača, pristup baziran na izboru vodi poreklo iz ekonomske discipline i koristi se za vrednovanje širokog opsega proizvoda i usluga [9].)
MATCH@E:(Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services Š9Ë.===>)
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BAD_LINE_M:Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services [9].
BAD_LINE_M:Za razliku od pristupa baziranog na preferencijama (tradicionalna conjoint analiza) koji potiče iz marketinške prakse i koji je prvenstveno fokusiran na pronicanje u preferencije potrošača, pristup baziran na izboru vodi poreklo iz ekonomske discipline i koristi se za vrednovanje širokog opsega proizvoda i usluga [9].
BAD_LINE_E:Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services Š9Ë.
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MATCH@M:(Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval.===>Zajedničko za sve je postojanje scenarija izbora sa opisom višestrukih skupova proizvoda čije se cene kreću u određenom intervalu.)
MATCH@E:(Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval.===>)
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BAD_LINE_M:Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval.
BAD_LINE_M:Zajedničko za sve je postojanje scenarija izbora sa opisom višestrukih skupova proizvoda čije se cene kreću u određenom intervalu.
BAD_LINE_E:Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval.
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MATCH@M:(The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained.===>Scenariji mogu varirati od ispitanika do ispitanika, sa različitim skupovima zadataka ili različitim cenama za ciljni proizvod predstavljen u scenarijima kao i u različitim agregatnim podacima koji se dobijaju.)
MATCH@E:(The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained.===>)
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BAD_LINE_M:The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained.
BAD_LINE_M:Scenariji mogu varirati od ispitanika do ispitanika, sa različitim skupovima zadataka ili različitim cenama za ciljni proizvod predstavljen u scenarijima kao i u različitim agregatnim podacima koji se dobijaju.
BAD_LINE_E:The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained.
BAD_LINE_E:
MATCH@M:(The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8).===>Zadatak izbora može se posmatrati kao skup alternativnih proizvoda, gde se od ispitanika očekuje da izabere najbolji (slika 8).)
MATCH@E:(The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8).===>)
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BAD_LINE_M:The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8).
BAD_LINE_M:Zadatak izbora može se posmatrati kao skup alternativnih proizvoda, gde se od ispitanika očekuje da izabere najbolji (slika 8).
BAD_LINE_E:The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8).
BAD_LINE_E:
MATCH@M:(The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the bestproduct from the set of the ones on offer.===>Vršenje izbora skreće pažnju sa ocenjivanja alternativa i procene razlike između njih, koje su karakteristične za tradicionalnu conjoint analizu, na izbor najboljeg proizvoda i skupa ponuđenih.)
MATCH@E:(The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the best value, with preferences often being neglected.===>)
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BAD_LINE_M:The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the bestproduct from the set of the ones on offer.
BAD_LINE_M:Vršenje izbora skreće pažnju sa ocenjivanja alternativa i procene razlike između njih, koje su karakteristične za tradicionalnu conjoint analizu, na izbor najboljeg proizvoda i skupa ponuđenih.
BAD_LINE_E:The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the best value, with preferences often being neglected.
BAD_LINE_E:
MATCH@M:(In this way evaluation is by far more simplified.===>Ovim se evaluacija znatno uprošća-va.)
MATCH@E:(In this way evaluation is by far more simplified.===>Postoji veći broj tipova modela diskretnih izbora.)
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BAD_LINE_M:In this way evaluation is by far more simplified.
BAD_LINE_M:Ovim se evaluacija znatno uprošća-va.
BAD_LINE_E:In this way evaluation is by far more simplified.
BAD_LINE_E:Postoji veći broj tipova modela diskretnih izbora.
MATCH@M:(In fact, the respondents do not evaluate each product separately, but look for the dominant product, and if they do not find it, they try to eliminate the one whose attributes are least important.===>Naime, ispitanici ne evaluiraju svaki proizvod ponaosob, već najpre traže dominantni, a ukoliko ga ne nađu, pokušavaju da odstrane onaj čiji atributi imaju najmanju važnost.)
MATCH@E:(In fact, the respondents do not evaluate each product separately, but look for the dominant product, and if they do not find it, they try to eliminate the one whose attributes are least important.===>Ovim se evaluacija znatno uprošćava. ~~~ Naime, ispitanici ne evaluiraju svaki proizvod ponaosob, već najpre traže dominantni, a ukoliko ga ne nađu, pokušavaju da odstrane onaj čiji atributi imaju najmanju važnost.)
MATCH@M:(It is in this way that they find the best of the alternatives offered and they make their choice.===>Na ovaj način dolaze do najbolje od ponuđenih alternativa i vrši se njen izbor.)
MATCH@E:(It is in this way that they find the best of the alternatives offered and they make their choice.===>Na ovaj način dolaze do najbolje od ponuđenih alternativa i vrši se njen izbor.)
MATCH@M:(The method became popular in the early 1990s due to its similarity to real situations in which the customers make decisions on purchasing one product or another.===>Metoda je postala popularna početkom ’90-ih godina prošlog veka, zbog svoje sličnosti sa realnim situacijama u kojima potrošači donose odluku o kupovini nekog proizvoda.)
MATCH@E:(Figure 8. ~~~ The task of making choice from a set of alternatives offered The method became popular in the early 1990s due to its similarity to real situations in which the customers make decisions on purchasing one product or another.===>Metoda je postala popularna početkom 90-ih godina prošlog veka, zbog svoje sličnosti sa realnim situacijama u kojima potrošači donose odluku o kupovini nekog proizvoda.)
MATCH@M:(One important advantage of this method is that it can include the answers such as “none offered“, or multiple answers.===>Jedna od glavnih prednosti ove metode je u tome što može da uključi odgovore tipa “Nijedan od navedenih”, ili višestruke odgovore.)
MATCH@E:(One important advantage of this method is that it can include the answers such as none offered, or multiple answers.===>Jedna od glavnih prednosti ove metode je u tome što može da uključi odgovore tipa Nijedan od navedenih, ili višestruke odgovore.)
MATCH@M:(This characteristic is very important as regards the fact that in reality each decision-making process ends up in the customer buying the product.===>Ova karakteristika je veoma važna s obzirom na činjenicu da se u realnosti svaki proces odlučivanja potrošača ne završava kupovinom.)
MATCH@E:(This characteristic is very important as regards the fact that in reality each decision-making process ends up in the customer buying the product.===>Ova karakteristika je veoma važna s obzirom na činjenicu da se u realnosti svaki proces odlučivanja potrošača ne završava kupovinom.)
MATCH@M:(By choosing the option “none offered“ the respondent contributes the information on the change in demand caused by too high prices of the products on offer, or by the products becoming inattractive for any other reasons.===>Izborom opcije “Nijedan od navedenih” ispitanik doprinosi informacijom o promeni tražnje izazvanoj previsokim cenama ponuđenih proizvoda ili ukoliko proizvodi postaju neatraktivni iz nekog drugog razloga.)
MATCH@E:(By choosing the option none offered the respondent contributes the information on the change in demand caused by too high prices of the products on offer, or by the products becoming inattractive for any other reasons.===>Izborom opcije Nijedan od navedenih ispitanik doprinosi informacijom o promeni tražnje izazvanoj previsokim cenama ponuđenih proizvoda ili ukoliko proizvodi postaju neatraktivni iz nekog drugog razloga.)
MATCH@M:(Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents.===>Kao i tradicionalna conjoint analiza, conjoint analiza bazirana na izboru pripada skupu dekompozitnih metoda, ali se od nje razlikuje u načinu prezentovanja pitanja ispitanicima.)
MATCH@E:(Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents. ~~~ There is a range of types of discrete choice models.===>)
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BAD_LINE_M:Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents.
BAD_LINE_M:Kao i tradicionalna conjoint analiza, conjoint analiza bazirana na izboru pripada skupu dekompozitnih metoda, ali se od nje razlikuje u načinu prezentovanja pitanja ispitanicima.
BAD_LINE_E:Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents. ~~~ There is a range of types of discrete choice models.
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MATCH@M:(By its structure, the information obtained by the CBC is very similar to that yielded by the traditional conjoint analysis, the only difference being that in the CBS the preferences are calculated on the aggregate level, applying the Logit model.===>Informacije koje pruža CBC su veoma slične po strukturi informacijama iz tradicionalne conjoint analize, s tom razlikom što se kod CBC preferencije računaju na agregatnom nivou, pri čemu se takođe logit model.)
MATCH@E:(By its structure, the information obtained by the CBC is very similar to that yielded by the traditional conjoint analysis, the only difference being that in the CBS the preferences are calculated on the aggregate level, applying the Logit model.===>Informacije koje pruža CBC su veoma slične po strukturi informacijama iz tradicionalne conjoint analize, s tom razlikom što se kod CBC preferencije računaju na agregatnom nivou, pri čemu se takođe logit model.)
MATCH@M:(The choice based conjoint analysis, too, offers a possibility of simulation to determine the sensitivity of preference and demand to the change in price or other attributes covered by the research.===>I conjoint analiza bazirana na izboru pruža mogućnost simulacije u cilju određivnja osetljivosti preferencija i tražnje na promenu cene ili drugih atributa obuhvaćenih istraživanjem.)
MATCH@E:(The choice based conjoint analysis, too, offers a possibility of simulation to determine the sensitivity of preference and demand to the change in price or other attributes covered by the research.===>I conjoint analiza bazirana na izboru pruža mogućnost simulacije u cilju određivnja osetljivosti preferencija i tražnje na promenu cene ili drugih atributa obuhvaćenih istraživanjem. 4.)
MATCH@M:(Table 1 presents a comparative review of four research methods described in the chapter above.===>U tabeli 1 dat je uporedni pregled četiri istraživačke metode koje su opisane u prethodnom poglavlju.)
MATCH@E:(4. ~~~ Comparative review of methods Table 1 presents a comparative review of four research methods described in the chapter above.===>Uporedni pregled metoda U tabeli 1 dat je uporedni pregled četiri istraživačke metode koje su opisane u prethodnom poglavlju.)
MATCH@M:(The characteristics of the methods presented in the table are largely simplified; in practice, the value of each of the methods depends on the extent to which the reasearch is planned and conducted and to which the findings are well used.===>Karakteristike metoda prikazane u tabeli dosta su pojednostavljene; u praksi vrednost svake od metoda zavisi od toga koliko je istraživanje dobro isplanirano i izvršeno, i koliko dobro se koriste rezultati.)
MATCH@E:(The characteristics of the methods presented in the table are largely simplified; in practice, the value of each of the methods depends on the extent to which the reasearch is planned and conducted and to which the findings are well used.===>Karakteristike metoda prikazane u tabeli dosta su pojednostavljene; u praksi vrednost svake od metoda zavisi od toga koliko je istraživanje dobro isplanirano i izvršeno, i koliko dobro se koriste rezultati.)
MATCH@M:(Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic value, with preferences often being neglected.===>Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.)
MATCH@E:(Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic Figure 7.===>)
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BAD_LINE_M:Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic value, with preferences often being neglected.
BAD_LINE_M:Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.
BAD_LINE_E:Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic Figure 7.
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MATCH@M:(What makes a difference between the useful research from those whose findings are misleading is the significance of difference between the assumptions on which the model is based and the real situations in which the customers actually make decisions.===>Ono što razlikuje korisna od istraživanja čiji rezultati navode na pogrešne zaključke, je nivo razlike između pretpostavki na kojima se bazira model i realnih situacija u kojima potrošači stvarno donose odluke.)
MATCH@E:(What makes a difference between the useful research from those whose findings are misleading is the significance of difference between the assumptions on which the model is based and the real situations in which the customers actually make decisions.===>Ono što razlikuje korisna od istraživanja čiji rezultati navode na pogrešne zaključke, je nivo razlike između pretpostavki na kojima se bazira model i realnih situacija u kojima potrošači stvarno donose odluke.)
MATCH@M:(The van Westendorp method of price sensitivity measurement (VWPSM) does not provide the insight into the customer values that encourage decision-making on purchasing.===>Van Westendorp-ova metoda istraživanja cenovne ostljivosti (VWPSM) ne obezbeđuje uvid u potrošačke vrednosti koje podstiču odluke o kupovini.)
MATCH@E:(The van Westendorp method of price sensitivity measurement (VWPSM) does not provide the insight into the customer values that encourage decision-making on purchasing.===>Van Westendorp-ova metoda istraživanja cenovne ostljivosti (VWPSM) ne obezbeđuje uvid u potrošačke vrednosti koje podstiču odluke o kupovini.)
MATCH@M:(Since this type of research combines the intention factors with price sensitivity, the research findings may be misleading.===>Pošto ovaj tip istraživanja kombinuje faktore namere sa ce-novnom osetljivošću, rezultati istraživanja mogu da navedu na pogrešne zaključke.)
MATCH@E:(Since this type of research combines the intention factors with price sensitivity, the research findings may be misleading.===>Pošto ovaj tip istraživanja kombinuje faktore namere sa cenovnom osetljivošću, rezultati istraživanja mogu da navedu na pogrešne zaključke.)
MATCH@M:(By balancing between the characteristics and the price it is possible to decompose the precieved utility of the product as a whole into part-worth utilities the customers assign to each of the characteristics.===>Balansiranjem između karakteristika i cene, moguće je razložiti percipiranu korisnost celog proizvoda na parcijalne korisnosti koje potrošači dodeljuju svakoj od karakteristika.)
MATCH@E:(By balancing between the characteristics and the price it is possible to decompose the precieved utility of the product as a whole into part-worth utilities the customers assign to each of the characteristics.===>Balansiranjem između karakteristika i cene, moguće je razložiti percipiranu korisnost celog proizvoda na parcijalne korisnosti koje potrošači dodeljuju svakoj od karakteristika.)
MATCH@M:(These part-worth utilities may be useful in determining price sensitivity, but also all the other attributes covered by the research.===>Ove parcijalne korisnosti mogu koristiti za određivanje osetljivosti cene ali i svih ostalih karakteristika obuhvaćenih istraživanjem.)
MATCH@E:(These part-worth utilities may be useful in determining price sensitivity, but also all the other attributes covered by the research.===>Ove parcijalne korisnosti mogu koristiti za određivanje osetljivosti cene ali i svih ostalih karakteristika obuhvaćenih istraživanjem.)
MATCH@M:(An especially important advantage of the Conjoint analysis in pricing research is that it takes into account the competition interactions and the potential impact of substitutes upon the demand for a given product.===>Posebno značajna prednost conjoint analize u cenovnim istraživanjima je ta što u obzir uzima i konkutentske interakcije i potencijalni uticaj substituta na tražnju za datim proizvodom.)
MATCH@E:(An especially important advantage of the Conjoint analysis in pricing research is that it takes into account the compe tition interactions and the potential impact of substitutes upon the demand for a given product.===>Posebno značajna prednost conjoint analize u cenovnim istraživanjima je ta što u obzir uzima i konkutentske interakcije i potencijalni uticaj substituta na tražnju za datim proizvodom.)
MATCH@M:(The Discrete choice modelling has a number of advantages in pricing research concerned with the new and the existing products.===>Modeliranje diskretnih izbora ima nekoliko prednosti u cenovnim istraživanjima vezanim za novi i postojeće proizvode.)
MATCH@E:(The Discrete choice modelling has a number of advantages in pricing research concerned with the new and the existing products.===>Modeliranje diskretnih izbora ima nekoliko prednosti u cenovnim istraživanjima vezanim za novi i postojeće proizvode.)
MATCH@M:(It is a model that is much more similar to realistic purchase situations, however, the hypotetical situational variables may be included into the research if necessary, to simulate the purchase situation.===>To je model koji je mnogo sličniji realnim kupovnim situacijama, ali se i hipo-tetičke situacione varijable mogu eventualno uključiti u istraživanje kako bi se simulirala kupovna situacija.)
MATCH@E:(It is a model that is much more similar to realistic purchase situations, however, the hypotetical situational variables may be included into the research if necessary, to simulate the purchase situation.===>To je model koji je mnogo sličniji realnim kupovnim situacijama, ali se i hipotetičke situacione varijable mogu eventualno uključiti u istraživanje kako bi se simulirala kupovna situacija.)
MATCH@M:(While the traditional conjoint analysis can identify the importance of the product attributes, the findings of the choice based conjoint analysis can determine the preceived value of the product as regards the competitive products.===>Dok tradicionalna conjoint analiza može da otkrije značajnost atributa proizvoda, rezultati conjoint analize bazirane na izboru mogu da utvrde percipiranu vrednost proizvoda u odnosu na konkurentne proizvode. Zaključak)
MATCH@E:(While the traditional conjoint analysis can identify the importance of the product attributes, the findings of the choice based conjoint analysis can determine the preceived value of the product as regards the competitive products. ~~~ 5.===>Dok tradicionalna conjoint analiza može da otkrije značajnost atributa proizvoda, rezultati conjoint analize bazirane na izboru mogu da utvrde percipiranu vrednost proizvoda u odnosu na konkurentne proizvode.)
MATCH@M:(Conclusion In the early phases of the new product development the analysis of customer value has an important impact upon decision making.===>U ranim fazama procesa razvoja novog proizvoda analiza potrošačkih vrednosti ima veliki uticaj na donošenje odluka.)
MATCH@E:(Conclusion In the early phases of the new product development the analysis of customer value has an important impact upon decision making.===>Zaključak U ranim fazama procesa razvoja novog proizvoda analiza potrošačkih vrednosti ima veliki uticaj na donošenje odluka.)
MATCH@M:(Very important, too, is the opportunity to use the market research in the new product definition phase in order to identify both the attributes that enhance purchasing, and their best combinations in the product.===>Veoma je značajna mogućnost korišćenja istraživanje tržišta u fazi definisanja koncepta novog proizvoda kako bi se identifikovali atributi koji podsti-ču kupovinu, a u skladu sa tim njihove najbolje kombinacije u proizvodu.)
MATCH@E:(Very important, too, is the opportunity to use the market research in the new product definition phase in order to identify both the attributes that enhance purchasing, and their best combinations in the product.===>Veoma je značajna mogućnost korišćenja istraživanje tržišta u fazi definisanja koncepta novog proizvoda kako bi se identifikovali atributi koji podstiču kupovinu, a u skladu sa tim njihove najbolje kombinacije u proizvodu.)
MATCH@M:(In the subsequent phases the most favourable characteristics of the products are improved, by influencing the unique customer value factors and reducing the product price sensitivity.===>U daljim fazama, utiče se na najpovoljnije karakteristike proizvoda, delovanjem na jedinstvene vrednosne faktore potrošača, i smanjenem cenovne osetljivosti proizvoda.)
MATCH@E:(In the subsequent phases the most favourable characteristics of the products are improved, by influencing the unique customer value factors and reducing the product price sensitivity.===>U daljim fazama, utiče se na najpovoljnije karakteristike proizvoda, delovanjem na jedinstvene vrednosne faktore potrošača, i smanjenem cenovne osetljivosti proizvoda.)
MATCH@M:(Even when the product has all the characteristics the customers expect, it is necessary that data on customer preferences be collected, in order that the product should be positioned on the market as favourably as possible, since, in any case, the price sensitivity of a product may vary in dependance of its positioning and the perception the customer has of it.===>Cak i kada proizvod sadrži sve karakteristike koje od njega očekuju kupci, važno je prikupiti podatke o potrošačkim preferenca-ma, kako bi se proizvod što bolje pozicionirao na tržištu, jer ipak, cenovna osetljivost nekog proizvoda može varirati u zavisnosti od njegove pozicioniranost i percepciju koju potrošač ima u odnosu na nju.)
MATCH@E:(Even when the product has all the characteristics the customers expect, it is necessary that data on customer preferences be collected, in order that the product should be positioned on the market as favourably as possible, since, in any case, the price sensitivity of a product may vary in dependance of its positioning and the perception the customer has of it.===>Čak i kada proizvod sadrži sve karakteristike koje od njega očekuju kupci, važno je prikupiti podatke o potrošačkim preferencama, kako bi se proizvod što bolje pozicionirao na tržištu, jer ipak, cenovna osetljivost nekog proizvoda može varirati u zavisnosti od njegove pozicioniranost i percepciju koju potrošač ima u odnosu na nju.)
MATCH@M:(The paper presents a review of four pricing research methods.===>U radu je dat pregled četiri metode za cenovna istraživanja.)
MATCH@E:(The paper presents a review of four pricing research methods.===>U radu je dat pregled četiri metode za cenovna istraživanja.)
MATCH@M:(The comparison of these methods is conducted on the basis of their capabilities to yield data on customer preferences and the price sensitivity required to form a full insight into individual demand.===>Poređenje ovih metoda izvršeno je na osnovu njihove sposobnosti da obezbede podatke o potrošačkim preferencama kao i cenovnoj osetljivosti koja je potrebna da bi se formirala potpuna slika individualne tražnje.)
MATCH@E:(The comparison of these methods is conducted on the basis of their capabilities to yield data on customer preferences and the price sensitivity required to form a full insight into individual demand.===>Poređenje ovih metoda izvršeno je na osnovu njihove sposobnosti da obezbede podatke o potrošačkim preferencama kao i cenovnoj osetljivosti koja je potrebna da bi se formirala potpuna slika individualne tražnje.)
MATCH@M:(Here, the traditional conjoint analysis and the choice based conjoint analysis have proved to be the best methods for an early market research of new products, since they include all the essential data on customer prefarences.===>U tom smislu tradicionalna conjoint analiza i conjoint analiza bazirana na izboru su se pokazale kao najbolje metode za rano istraživanje tržišta novih proizvoda jer obuhvataju sve bitne podatake o potrošačkim preferencijama.)
MATCH@E:(Here, the traditional conjoint analysis and the choice based conjoint analysis have proved to be the best methods for an early market research of new products, since they include all the essential data on customer prefarences.===>U tom smislu tradicionalna conjoint analiza i conjoint analiza bazirana na izboru su se pokazale kao najbolje metode za rano istraživanje tržišta novih proizvoda jer obuhvataju sve bitne podatake o potrošačkim preferencijama.)
MATCH@M:(This article discusses the issue of strategic planning support within local communities.===>U prilogu se obrađuje problem podrške strateškog planiranja u lokalnoj zajednici.)
MATCH@E:(September 2008, Belgrade, Serbia This article discusses the issue of strategic planning support within local communities.===>Septembar 2008, Beograd, Srbija U prilogu se obrađuje problem podrške strateškog planiranja u lokalnoj zajednici.)
MATCH@M:(The preparation and implementation of a strategy is a task that demands a high level of motivation and knowledge from all the participants.===>Priprema i implementacija strategije je zadatak koji iziskuje visok stepen motivisanosti i znanja svih učesnika.)
MATCH@E:(The preparation and implementation of a strategy is a task that demands a high level of motivation and knowledge from all the participants.===>Priprema i implementacija strategije je zadatak koji iziskuje visok stepen motivisanosti i znanja svih učesnika.)
MATCH@M:(An environment for transmitting theoretical knowledge and exchanging experience, or some sort of development advisory center, must be provided.===>Potrebno je zasnovati okolinu za prenos teoretskih znanja i razmenu iskustava, svojevrstan razvojno-savetodavni centar.)
MATCH@E:(An environment for transmitting theoretical knowledge and exchanging experience, or some sort of development advisory center, must be provided.===>Potrebno je zasnovati okolinu za prenos teoretskih znanja i razmenu iskustava, svojevrstan razvojno-savetodavni centar.)
MATCH@M:(This kind of a center requires appropriate IT-support in order to function properly.===>Uslov za rad takvog centra je odgovarajuća informaciona podrška.)
MATCH@E:(This kind of a center requires appropriate IT-support in order to function properly.===>Uslov za rad takvog centra je odgovarajuća informaciona podrška.)
MATCH@M:(The issue must therefore be resolved at both the organizational level and the IT level.===>Iz tog razloga problem treba rešavati na dva nivoa, organizacionom i informacionom.)
MATCH@E:(The issue must therefore be resolved at both the organizational level and the IT level.===>Iz tog razloga problem treba rešavati na dva nivoa, organizacionom i informacionom.)
MATCH@M:(The article thus suggests a comprehensive multi-level resolution of the issue and gives a detailed view of the IT support model that has been developed at the Faculty of Administration.===>U prilogu stoga predlažemo celovito rešenje problema u više nivoa i detaljnije predstavljamo model informacione podrške koji smo razvili na Fakultetu za upravu.)
MATCH@E:(The article thus suggests a comprehensive multi-level resolution of the issue and gives a detailed view of the IT support model that has been developed at the Faculty of Administration.===>U prilogu stoga predlažemo celovito rešenje problema u više nivoa i detaljnije predstavljamo model informacione podrške koji smo razvili na Fakultetu za upravu.)
MATCH@M:(This model comprises the budget indicator information and selection, as well as a software application that uses a fuzzy aggregation tree to establish an indicator structure and calculate and display the results.===>Model obuhvata podatke i skup proračunskih indikatora, kao i programsko rešenje u kojem je implementirano fuzzy agregaciono drvo za uspostavljanje strukture indikatora i izračun, kao i prikaz rezultata.)
MATCH@E:(This model comprises the budget indicator information and selection, as well as a software application that uses a fuzzy aggregation tree to establish an indicator structure and calculate and display the results.===>Model obuhvata podatke i skup proračunskih indikatora, kao i programsko rešenje u kojem je implementirano fuzzy agregaciono drvo za uspostavljanje strukture indikatora i izračun, kao i prikaz rezultata.)
MATCH@M:(The article concludes with a discussion on the experience gained in two case studies in which this software is used, that are currently underway in two local communities in Slovenia.===>Prilog zaključujemo predstavljanjem iskustava stečenih na studijama primera primene rešenja u dve slovenačke lokalne zajednice.)
MATCH@E:(The article concludes with a discussion on the experience gained in two case studies in which this software is used, that are currently underway in two local communities in Slovenia.===>Prilog zaključujemo predstavljanjem iskustava stečenih na studijama primera primene rešenja u dve slovenačke lokalne zajednice.)
MATCH@M:(The strategic planning approaches and models require that the planning methods be implemented jointly.===>Metode planiranja se udružuju u pristupima i modelima strateškog planiranja.)
MATCH@E:(The strategic planning approaches and models require that the planning methods be implemented jointly.===>Metode planiranja se udružuju u pristupima i modelima strateškog planiranja.)
MATCH@M:(The strategy formulation process starts with the assessment of current results, the analysis of the organizational current efficiency and ends with evaluation and control (Figure 1: Strategy formulation and implementation).===>Proces utvrđivanja strategije započinje oce-nom trenutnih rezultata, analizom trenutne uspešnosti organizacije i zaključuje se vrednovanjem i nadzorom (Slika 1: Proces utvrđivanja i ostvarivanja strategija).)
MATCH@E:(The strategy formulation process starts with the assessment of current results, the analysis of the organizational current efficiency and ends with evaluation and control (Figure 1: Strategy formulation and implementation).===>Proces utvrđivanja strategije započinje ocenom trenutnih rezultata, analizom trenutne uspešnosti organizacije i zaključuje se vrednovanjem i nadzorom (Slika 1: ~~~ Proces utvrđivanja i ostvarivanja strategija).)
MATCH@M:(A thorough insight into the strategic planning structure is based on the balanced scorecard implementation [10], where the structure development goes from mission, to basic values, to personal goals, while the performance measurement goes from an individual in the organizational hierarchy to the final results the organization achieved as a whole.===>Dobar uvid u strukturu strateškog planiranja zasniva se na primeni sistema uravnoteženih indikatora [10], gde razvoj strukture teče od misije preko osnovnih vredno-sti do ličnih ciljeva, a merenje rezultata od pojedinca po organizacionoj hierarhiji do konačnih rezultata organizacije kao celine.)
MATCH@E:(A thorough insight into the strategic planning structure is based on the balanced scorecard implementation Š10Ë, where the structure development goes from mission, to basic values, to personal goals, while the performance measurement goes from an individual in the organizational hierarchy to the final results the organization achieved as a whole.===>Dobar uvid u strukturu strateškog planiranja zasniva se na primeni sistema uravnoteženih indikatora Š10Ë, gde razvoj strukture teče od misije preko osnovnih vrednosti do ličnih ciljeva, a merenje rezultata od pojedinca po organizacionoj hierarhiji do konačnih rezultata organizacije kao celine.)
MATCH@M:(Strategy development calls for a fully managerial approach, where as many as possible participants should be included.===>Priprema strategije zahteva celovit menadžerski pristup, učešće što većeg broja učesnika.)
MATCH@E:(Strategy development calls for a fully managerial approach, where as many as possible participants should be included.===>Priprema strategije zahteva celovit menadžerski pristup, učešće što većeg broja učesnika.)
MATCH@M:(The task is a complex one and the organizations, and especially top management, do their best to develop and implement the strategy.===>Zadatak je složen i organizacije, a naročito top menadžment, u pripremu i ostvarivanje strategija ulažu veliki trud.)
MATCH@E:(The task is a complex one and the organizations, and especially top management, do their best to develop and implement the strategy.===>Zadatak je složen i organizacije, a naročito top menadžment, u pripremu i ostvarivanje strategija ulažu veliki trud.)
MATCH@M:(In the local community, which has to observe the interests of numerous members, these being of various kinds and priorities, the task is even more complex.===>U sredini lokalne zajednice koja mora da prati interese brojnih učesnika s brojnim različitim interesima i prioritetima, zadatak je utoliko složeniji.)
MATCH@E:(In the local community, which has to observe the interests of numerous members, these being of various kinds and priorities, the task is even more complex.===>U sredini lokalne zajednice koja mora da prati interese brojnih učesnika s brojnim različitim interesima i prioritetima, zadatak je utoliko složeniji.)
MATCH@M:(It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level).===>Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po re-gionima i na nivou države).)
MATCH@E:(It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level).===>Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po regionima i na nivou države). ocena trenutnih rezultata poslovanja ispitivanje i ocena: misije, ciljeva, strategija i politika pregled i ocena interne okoline: struktura, kultura, izvori revizija upravljanja: uprava, top menadžment pregled i ocena spoljašnje okoline: socijalna, radna analiza notranjih dejavnikov: prednosti slabosti izbor strateških faktora (SWOT) u svetlu trenutne situacije analiza spoljašnjih èinilaca: prilike, pretnje revizija misije i ciljeva izbor i vrednovanje strateških alternativa izbor i preporuka najbolje alternative ostvarivanje strategija: programi, proraèuni, postupci vrednovanje i kontrola Slika 1:)
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BAD_LINE_M:It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level).
BAD_LINE_M:Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po re-gionima i na nivou države).
BAD_LINE_E:It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level).
BAD_LINE_E:Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po regionima i na nivou države). ocena trenutnih rezultata poslovanja ispitivanje i ocena: misije, ciljeva, strategija i politika pregled i ocena interne okoline: struktura, kultura, izvori revizija upravljanja: uprava, top menadžment pregled i ocena spoljašnje okoline: socijalna, radna analiza notranjih dejavnikov: prednosti slabosti izbor strateških faktora (SWOT) u svetlu trenutne situacije analiza spoljašnjih èinilaca: prilike, pretnje revizija misije i ciljeva izbor i vrednovanje strateških alternativa izbor i preporuka najbolje alternative ostvarivanje strategija: programi, proraèuni, postupci vrednovanje i kontrola Slika 1:
MATCH@M:(The core of each strategic approach is a qualitative planning and monitoring of the results.===>Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.)
MATCH@E:(The core of each strategic approach is a qualitative planning and monitoring of the results.===>Proces utvrđivanja i ostvarivanja strategija Š20Ë Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.)
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BAD_LINE_M:The core of each strategic approach is a qualitative planning and monitoring of the results.
BAD_LINE_M:Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.
BAD_LINE_E:The core of each strategic approach is a qualitative planning and monitoring of the results.
BAD_LINE_E:Proces utvrđivanja i ostvarivanja strategija Š20Ë Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.
MATCH@M:(It is necessary that a system of indicators be established to represent the objectives we set and to report on how successfully these objectives are being achieved.===>Potrebno je da uspostavimo sistem indikatora koji će predstavljati postavljene ciljeve i tekuće iskazivati uspešnost dostizanja postavljenih ciljeva.)
MATCH@E:(It is necessary that a system of indicators be established to represent the objectives we set and to report on how successfully these objectives are being achieved.===>Potrebno je da uspostavimo sistem indikatora koji će predstavljati postavljene ciljeve i tekuće iskazivati uspešnost dostizanja postavljenih ciljeva.)
MATCH@M:(An integral insight into how the local community functions brings forth a large number of all types of goals measured by an equally large number of various indicators which can be made clearer to local communities only with the aid of IT support.===>Celovito utvrđivanje funkcionisanja lokalne zajednice donosi brojne različite ciljeve merene brojnim različitim indikatorima koje lokalnim zajednicama možemo da približimo samo uz pomoć informaci-one podrške.)
MATCH@E:(An integral insight into how the local community functions brings forth a large number of all types of goals measured by an equally large number of various indicators which can be made clearer to local communities only with the aid of IT support.===>Celovito utvrđivanje funkcionisanja lokalne zajednice donosi brojne različite ciljeve merene brojnim različitim indikatorima koje lokalnim zajednicama možemo da približimo samo uz pomoć informacione podrške.)
MATCH@M:(The problem will be dealt with in the following chapter, on both levels.===>Problem će u narednom poglavlju biti obrađen na oba nivoa.)
MATCH@E:(The problem will be dealt with in the following chapter, on both levels.===>Problem će u narednom poglavlju biti obrađen na oba nivoa.)
MATCH@M:(First, we present an analysis of certain examples of indicator models on the basis of which we will be able to set up a framework for a system solution to provide the set of indicators for local communities.===>Prvo predstavljamo analizu određenih primera modela pokazatelja na osnovu kojih čemo moći da postavimo okvir sistemskog rešenja za obezbeđivanje skupa indikatora za lokalne zajednice.)
MATCH@E:(First, we present an analysis of certain examples of indicator models on the basis of which we will be able to set up a framework for a system solution to provide the set of indicators for local communities.===>Prvo predstavljamo analizu određenih primera modela pokazatelja na osnovu kojih čemo moći da postavimo okvir sistemskog rešenja za obezbeđivanje skupa indikatora za lokalne zajednice.)
MATCH@M:(The local community indicators are rather fragmentary at the points of their origin, the goals of various subjects in local communities may vary considerably.===>Indikatori lokalne zajednice su na mestima nastanka prilično usitnjeni, ciljevi različitih subjekata u lokalnim zajednicama mogu da budu veoma različiti.)
MATCH@E:(The local community indicators are rather fragmentary at the points of their origin, the goals of various subjects in local communities may vary considerably.===>Indikatori lokalne zajednice su na mestima nastanka prilično usitnjeni, ciljevi različitih subjekata u lokalnim zajednicama mogu da budu veoma različiti.)
MATCH@M:(In order to understand and resolve the problems of indicator structuring we, therefore, need an adequate methodological approach.===>Stoga nam je radi razume-vanja i uspešnog rešavanja problematike strukturiranja indikatora potreban odgovarajući metodološki pristup.)
MATCH@E:(In order to understand and resolve the problems of indicator structuring we, therefore, need an adequate methodological approach.===>Stoga nam je radi razumevanja i uspešnog rešavanja problematike strukturiranja indikatora potreban odgovarajući metodološki pristup.)
MATCH@M:(For that purpose we have chosen a successful example of indicator modelling by using a balenced scorecard.===>U tu svrhu odabrali smo uspešan primer modeliranja indikatora pomoću sistema uravnoteženih indikatora.)
MATCH@E:(For that purpose we have chosen a successful example of indicator modelling by using a balenced scorecard.===>U tu svrhu odabrali smo uspešan primer modeliranja indikatora pomoću sistema uravnoteženih indikatora.)
MATCH@M:(We conclude the chapter with a short presentation of the approach to aggregation of hierarchically structured values of indicators.===>Poglavje zaključujemo sa kratkom prezentacijom pristupa agregaciji hijerarhijski strukturiranih vrednosti indikatora.)
MATCH@E:(We conclude the chapter with a short presentation of the approach to aggregation of hierarchically structured values of indicators.===>Poglavje zaključujemo sa kratkom prezentacijom pristupa agregaciji hijerarhijski strukturiranih vrednosti indikatora.)
MATCH@M:(The third chapter is devoted to the discussion of the solutions to problems and the presentation of the logistic IT solution.===>Treće poglavje je namenjeno razmatranju rešenja problema i prezentaciji logističkog informacio-nog rešenja.)
MATCH@E:(The third chapter is devoted to the discussion of the solutions to problems and the presentation of the logistic IT solution.===>Treće poglavje je namenjeno razmatranju rešenja problema i prezentaciji logističkog informacionog rešenja.)
MATCH@M:(We conclude the paper with a discussion on the problems emerging in the field of establishing a system for measuring the local communities performance and the preliminary findings of case studies that were being conducted at the time this paper was prepared.===>Prilog završavamo sa raspravom o problematici uspostavljanja sistema za merenje uspešnosti lokalnih zajednica i preliminarnim rezultatima studija primera koji se odvijaju upravo u vreme pripremanja prisutnog priloga.)
MATCH@E:(We conclude the paper with a discussion on the problems emerging in the field of establishing a system for measuring the local communities performance and the preliminary findings of case studies that were being conducted at the time this paper was prepared.===>Prilog završavamo sa raspravom o problematici uspostavljanja sistema za merenje uspešnosti lokalnih zajednica i preliminarnim rezultatima studija primera koji se odvijaju upravo u vreme pripremanja prisutnog priloga.)
MATCH@M:(In searching for the solution to the problem we conducted an analysis of certain indicator models, tested the method of the balanced scorecard implementation in the local communities and built a model for the indicator hy-erarchical structure aggregation.===>U traženju rešenja problema izvršili smo analizu određenih modela indikatora, proverili način primene sistema uravnoteženih indikatora u lokalnim zajednicama i izgradili model za agregaciju hijerarhijske strukture indikatora.)
MATCH@E:(Locaj communities performance measuring methods In searching for the solution to the problem we conducted an analysis of certain indicator models, tested the method of the balanced scorecard implementation in the local communities and built a model for the indicator hyerarchical structure aggregation.===>Metode ocenjivanja rezultata lokalne zajednice U traženju rešenja problema izvršili smo analizu određenih modela indikatora, proverili način primene sistema uravnoteženih indikatora u lokalnim zajednicama i izgradili model za agregaciju hijerarhijske strukture indikatora.)
MATCH@M:(In so doing, we provided the necessary elements for creating the solution model which is the basis for building a system for results evaluation system and the comparison between the local communities.===>Na taj način smo pripremili potrebne elemente za oblikovanje modela rešenja, koji čini osnovu za izgradnju sistema za ocenjivanje rezultata i međusebojno upoređivanje lokalnih zajednica.)
MATCH@E:(In so doing, we provided the necessary elements for creating the solution model which is the basis for building a system for results evaluation system and the comparison between the local communities.===>Na taj način smo pripremili potrebne elemente za oblikovanje modela rešenja, koji čini osnovu za izgradnju sistema za ocenjivanje rezultata i međusebojno upoređivanje lokalnih zajednica.)
MATCH@M:(Our starting point in analysing the problem is a number of examples of indicators which will further prove to be a basis for contemplations on an adequate approach to measuring and evaluation of the municipality, or the local community performance.===>Kao polazni osnov za razmatranje problema navodimo nekoliko primera indikatora koji u nastavku čine i osnovu za razmišljanje o odgovarajućem pristupu me-renju i vrednovanju rezultata opštine, odnosno lokalne zajednice.)
MATCH@E:(Examples of indicators for local community performance evaluation Our starting point in analysing the problem is a number of examples of indicators which will further prove to be a basis for contemplations on an adequate approach to measuring and evaluation of the municipality, or the local community performance.===>Primeri indikatora ocenjivanja rezultata lokalne zajednice Kao polazni osnov za razmatranje problema navodimo nekoliko primera indikatora koji u nastavku čine i osnovu za razmišljanje o odgovarajućem pristupu merenju i vrednovanju rezultata opštine, odnosno lokalne zajednice.)
MATCH@M:(Table 1: Development threats index calculation indicators [17]===>Tabela 1: Indikatori za obračun indeksa razvojne ugroženosti [17])
MATCH@E:(Table 1: Development threats index calculation indicators Š17Ë 1.===>Tabela 1: ~~~ Indikatori za obračun indeksa razvojne ugroženosti Š17Ë 1.)
MATCH@M:(Certain indicators are only occasionally measured, therefore they are less adequate in monitoring the dynamics of local communities development.===>Određeni indikatori mere se samo povremeno, pa je zbog toga za praćenje dinamike razvoja lokalnih zajednica manje podesan.)
MATCH@E:(Certain indicators are only occasionally measured, therefore they are less adequate in monitoring the dynamics of local communities development.===>Određeni indikatori mere se samo povremeno, pa je zbog toga za praćenje dinamike razvoja lokalnih zajednica manje podesan.)
MATCH@M:(The data sources are the databases of the Statistical Institute of the Republic of Slovenia which, unfortunately, do not allow for creating a single chart with arbitrary data, but rather the indicators have to be integrated into the chart by hand.===>Izvor podataka čine baze Statističkog ureda Republike Slovenije, koji nažalost ne omogućavaju formiranje jedinstvene tabele sa proizvoljnim podacima, već se udruživanje indikatora u jedinstvenu tabelu mora izvršiti ručno.)
MATCH@E:(The data sources are the databases of the Statistical Institute of the Republic of Slovenia which, unfortunately, do not allow for creating a single chart with arbitrary data, but rather the indicators have to be integrated into the chart by hand.===>Izvor podataka čine baze Statističkog ureda Republike Slovenije, koji nažalost ne omogućavaju formiranje jedinstvene tabele sa proizvoljnim podacima, već se udruživanje indikatora u jedinstvenu tabelu mora izvršiti ručno.)
MATCH@M:(Besides, the data on the GNP per inhabitant and the number of years of education for the population are available only on the statistical region level.===>Pored toga su podaci za BDP po stanovniku i broj godina školovanja stanovništva na raspolaganju samo na nivou statističkog regiona.)
MATCH@E:(Besides, the data on the GNP per inhabitant and the number of years of education for the population are available only on the statistical region level.===>Pored toga su podaci za BDP po stanovniku i broj godina školovanja stanovništva na raspolaganju samo na nivou statističkog regiona.)
MATCH@M:(The data processing algorythms are defined, however, there are no tools to perform the data calculation.===>Algoritmi za obradu podataka su definisani, međutim, nema alata koji bi omogućavao obračun rezultata.)
MATCH@E:(The data processing algorythms are defined, however, there are no tools to perform the data calculation.===>Algoritmi za obradu podataka su definisani, međutim, nema alata koji bi omogućavao obračun rezultata.)
MATCH@M:(The algo-rhythms are not included into the context of the problem as a whole, the possible cause-effect relation of the given indicators with other findings is not defined.===>Indikatori nisu uključeni u kontekst celovite problematike, nije definisana eventualno uzročno posledična povezanost navedenih indikatora sa drugim rezultatima.)
MATCH@E:(The algorhythms are not included into the context of the problem as a whole, the possible cause-effect relation of the given indicators with other findings is not defined.===>Indikatori nisu uključeni u kontekst celovite problematike, nije definisana eventualno uzročno posledična povezanost navedenih indikatora sa drugim rezultatima.)
MATCH@M:(As regards its basic purpose (classification of municipalities and regions in order to determine the share of investment projects co-financing) it would be interesting to see how the value of individual indicators affect the orientation of investing and the selection of projects to be co-financed.===>S obzirom na osnovnu namenu (razvrstavanje opština i regiona sa namerom određivanja udela sufinansiranja investicionih projekata) bilo bi zanimljivo videti kako vrednost pojedinačnih indikatora utiče na usmeravanje investicione delatnosti i izbor projekata za sufinansiranje.)
MATCH@E:(As regards its basic purpose (classification of municipalities and regions in order to determine the share of investment projects co-financing) it would be interesting to see how the value of individual indicators affect the orientation of investing and the selection of projects to be co-financed.===>S obzirom na osnovnu namenu (razvrstavanje opština i regiona sa namerom određivanja udela sufinansiranja investicionih projekata) bilo bi zanimljivo videti kako vrednost pojedinačnih indikatora utiče na usmeravanje investicione delatnosti i izbor projekata za sufinansiranje.)
MATCH@M:(The set of indicators is the result of the project named The Number of Tools for Defining and Monitoring the Regional Development Policy [11] and stems from a broader set of indicators used in evaluation of the sustainability of the regions.===>Skup indikatora je rezultat projekta Razvoj alata za utvrđivanje i praćenje politike regionalnog razvoja [11] i proizlazi iz šireg skupa indikatora za ocenu samoodr-živosti regiona.)
MATCH@E:(The set of indicators is the result of the project named The Number of Tools for Defining and Monitoring the Regional Development Policy Š11Ë and stems from a broader set of indicators used in evaluation of the sustainability of the regions.===>Skup indikatora je rezultat projekta Razvoj alata za utvrđivanje i praćenje politike regionalnog razvoja Š11Ë i proizlazi iz šireg skupa indikatora za ocenu samoodrživosti regiona.)
MATCH@M:(The Development potential scale of the Slovenian municipalities stems from the models developed by the Institute of Robert Hugging Associates on which the World knowledge scale of regions [9] and the European competitiveness scale of regions are based [8].===>Lestvica Razvojnoga potencijala slovenačkih opština proizlazi iz modela Instituta Robert Huggins Associates, na kojima se zasnivaju Svetska lestvica regiona u odnosu na znanja [9] i Evropska lestvica konkurentnosti regiona [8].)
MATCH@E:(The Development potential scale of the Slovenian municipalities stems from the models developed by the Institute of Robert Hugging Associates on which the World knowledge scale of regions Š9Ë and the European competitiveness scale of regions are based Š8Ë.===>Lestvica Razvojnoga potencijala slovenačkih opština proizlazi iz modela Instituta Robert Huggins Associates, na kojima se zasnivaju Svetska lestvica regiona u odnosu na znanja Š9Ë i Evropska lestvica konkurentnosti regiona Š8Ë.)
MATCH@M:(In making a choice of indicators, the data availability and the excellence model principles were employed.===>Kod izbora indikatora uzeti su u obzir i pristupačnost podacima i principi modela izvrsnosti.)
MATCH@E:(In making a choice of indicators, the data availability and the excellence model principles were employed.===>Kod izbora indikatora uzeti su u obzir i pristupačnost podacima i principi modela izvrsnosti. ~~~ Tabela 2:)
MATCH@M:(In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential.===>Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.)
MATCH@E:(In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential.===>Sastav indeksa razvojnog potencijala slovenačkih opština Š13Ë EKONOMSKI INDIKATORI Indikatori, odnosno grupe indikatora Infrastruktura (ukupno bodova) Novi stanovi u m2/1000 Privredna uspešnost (ukupno bodova) Porez na dohodak građana Bruto promet preduzeća/stanovn.)
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BAD_LINE_M:In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential.
BAD_LINE_M:Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.
BAD_LINE_E:In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential.
BAD_LINE_E:Sastav indeksa razvojnog potencijala slovenačkih opština Š13Ë EKONOMSKI INDIKATORI Indikatori, odnosno grupe indikatora Infrastruktura (ukupno bodova) Novi stanovi u m2/1000 Privredna uspešnost (ukupno bodova) Porez na dohodak građana Bruto promet preduzeća/stanovn.
MATCH@M:(Contrary to the developmental threat index, all indicators are measurable on the municipality level.===>Za razliku od indeksa razvojne ugroženosti svi indikatori su mer-ljivi na nivou opštine.)
MATCH@E:(Contrary to the developmental threat index, all indicators are measurable on the municipality level.===>Završili školovanje na 6., 7. i višimim stepenima /1000 stanovnika UKUPNO INDIKATORI LJUDSKOG FAKTORA Korekturni faktor:)
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BAD_LINE_M:Contrary to the developmental threat index, all indicators are measurable on the municipality level.
BAD_LINE_M:Za razliku od indeksa razvojne ugroženosti svi indikatori su mer-ljivi na nivou opštine.
BAD_LINE_E:Contrary to the developmental threat index, all indicators are measurable on the municipality level.
BAD_LINE_E:Završili školovanje na 6., 7. i višimim stepenima /1000 stanovnika UKUPNO INDIKATORI LJUDSKOG FAKTORA Korekturni faktor:
MATCH@M:(Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results.===>Pošto naša namera nije bila detaljna analiza pojedinačnih primera indikatora, uradili smo samo okvirno poređivanje rezultata i ustanovili da se doduše, deo opština prema oba indikatora slično razvrstava, međutim mogu se naći brojni primeri kod kojih modeli daju praktično suprotne rezultate.)
MATCH@E:(Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results.===>5 bodova u odnosu na zbir svih rangova uzima se u obzir po gornjem obračunu Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.)
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BAD_LINE_M:Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results.
BAD_LINE_M:Pošto naša namera nije bila detaljna analiza pojedinačnih primera indikatora, uradili smo samo okvirno poređivanje rezultata i ustanovili da se doduše, deo opština prema oba indikatora slično razvrstava, međutim mogu se naći brojni primeri kod kojih modeli daju praktično suprotne rezultate.
BAD_LINE_E:Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results.
BAD_LINE_E:5 bodova u odnosu na zbir svih rangova uzima se u obzir po gornjem obračunu Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.
MATCH@M:(At the Faculty of Administration we have developed a model of financial indicators for each municipality and implemented it in the system presented on the web-site and thus available to all the interested users.===>Na Fakultetu za upravu razvili smo model finansijskih indikatora po opštinama i ostvarili ga u sistemu, koji je objavljen na veb stranici i na taj način dostupen svim zainteresovanim korisnicima.)
MATCH@E:(At the Faculty of Administration we have developed a model of financial indicators for each municipality and implemented it in the system presented on the web-site and thus available to all the interested users.===>Na Fakultetu za upravu razvili smo model finansijskih indikatora po opštinama i ostvarili ga u sistemu, koji je objavljen na veb stranici i na taj način dostupen svim zainteresovanim korisnicima.)
MATCH@M:(The model includes five aggregate indicators computed from the basic data for calculation.===>Model obuhvata pet zbirnih indikatora, koji se izračunavaju iz osnovih proračunskih podataka.)
MATCH@E:(The model includes five aggregate indicators computed from the basic data for calculation.===>Model obuhvata pet zbirnih indikatora, koji se izračunavaju iz osnovih proračunskih podataka.)
MATCH@M:(The system has a database which is annually updated from the data provided by the Statistical Institute of the Republic of Slovenia as well as a program module for data calculation and transfer to the users’ computers (Figure 2).===>Sistem obuhvata bazu podataka koja se godišnje puni iz podataka Statističkog ureda Republike Slovenije i programski modul za obračun i prenos podataka na računare korisnika (Slika 2).)
MATCH@E:(The system has a database which is annually updated from the data provided by the Statistical Institute of the Republic of Slovenia as well as a program module for data calculation and transfer to the users computers (Figure 2).===>Sistem obuhvata bazu podataka koja se godišnje puni iz podataka Statističkog ureda Republike Slovenije i programski modul za obračun i prenos podataka na računare korisnika (Slika 2).)
MATCH@M:(It offers the full IT support for the provision and implementation of indicators, the necessary data and aggregation mechanisms for computing aggregate indicators.===>On sadrži celokupnu informacionu podršku za pripremu i upotrebu indikatora, potrebne podatke i agregacione mehanizme za obračune zbirnih indikatora.)
MATCH@E:(It offers the full IT support for the provision and implementation of indicators, the necessary data and aggregation mechanisms for computing aggregate indicators.===>On sadrži celokupnu informacionu podršku za pripremu i upotrebu indikatora, potrebne podatke i agregacione mehanizme za obračune zbirnih indikatora.)
MATCH@M:(The solution does not allow for the set of indicators to be extended, nor does it allow for data aggregation in any other ways, however, each user can manage processing of this kind using the table processing program.===>Rešenje ne pruža mogućnost za širenje skupa indikatora, kao ni za udruživanje podataka na druge načine, međutim, obrade ove vrste svaki korisnik može da za sebe pripremi uz pomoć programa za obradu tabele.)
MATCH@E:(The solution does not allow for the set of indicators to be extended, nor does it allow for data aggregation in any other ways, however, each user can manage processing of this kind using the table processing program.===>Rešenje ne pruža mogućnost za širenje skupa indikatora, kao ni za udruživanje podataka na druge načine, međutim, obrade ove vrste svaki korisnik može da za sebe pripremi uz pomoć programa za obradu tabele. tata.)
MATCH@M:(A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom [15].===>Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir mere-nja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu [15].)
MATCH@E:(A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom Š15Ë.===>Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.)
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BAD_LINE_M:A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom [15].
BAD_LINE_M:Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir mere-nja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu [15].
BAD_LINE_E:A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom Š15Ë.
BAD_LINE_E:Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.
MATCH@M:(Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government.===>Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokup-no delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.)
MATCH@E:(Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government.===>)
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BAD_LINE_M:Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government.
BAD_LINE_M:Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokup-no delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.
BAD_LINE_E:Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government.
BAD_LINE_E:
MATCH@M:(Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources.===>Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.)
MATCH@E:(Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources.===>S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.)
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BAD_LINE_M:Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources.
BAD_LINE_M:Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.
BAD_LINE_E:Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources.
BAD_LINE_E:S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.
MATCH@M:(So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation.===>Svi do sada navedeni primeri so koncipirani kao merni instrumenti, pa se stoga ne bave interpretacijom rezultata.)
MATCH@E:(So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation.===>Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice Š16Ë (Tabela 3).)
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BAD_LINE_M:So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation.
BAD_LINE_M:Svi do sada navedeni primeri so koncipirani kao merni instrumenti, pa se stoga ne bave interpretacijom rezultata.
BAD_LINE_E:So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation.
BAD_LINE_E:Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice Š16Ë (Tabela 3).
MATCH@M:(The system for monitoring the regional development in the Alps, DIAMONT [19], builds on the basic approach to the indicator study by defining the phenomena (issues) they relate to.===>Sistem za praćenje regionalnega razvoja u Alpima DI-AMONT [19] nadograđuje osnovni pristup razmatranju indikatora opredeljivanjem pojava (problema), na koje se odnose.)
MATCH@E:(The system for monitoring the regional development in the Alps, DIAMONT Š19Ë, builds on the basic approach to the indicator study by defining the phenomena (issues) they relate to.===>Sistem za praćenje regionalnega razvoja u Alpima DIAMONT Š19Ë nadograđuje osnovni pristup razmatranju indikatora opredeljivanjem pojava (problema), na koje se odnose.)
MATCH@M:(Thus it introduces a dynamic observation of indicators and allows for linking the indicators to problem solving, limitations and goals.===>Na taj način uvodi dinamičku percepciju indikatora i omogućava povezivanje indikatora sa reševanjem problema, ograničenjima i cilojevima.)
MATCH@E:(Thus it introduces a dynamic observation of indicators and allows for linking the indicators to problem solving, limitations and goals.===>Na taj način uvodi dinamičku percepciju indikatora i omogućava povezivanje indikatora sa reševanjem problema, ograničenjima i cilojevima.)
MATCH@M:(Such a system is problem solving oriented and allows for the linkage of the performance in the permanent development evaluation by the performance improvement measures.===>Takav sistem je usmeren na rešavanje problema i omogućava povezivanje rezultata vrednovanja trajnog razvoja merama za poboljšanje rezultata.)
MATCH@E:(Such a system is problem solving oriented and allows for the linkage of the performance in the permanent development evaluation by the performance improvement measures.===>Takav sistem je usmeren na rešavanje problema i omogućava povezivanje rezultata vrednovanja trajnog razvoja merama za poboljšanje rezultata. ~~~ Tabela 3:)
MATCH@M:(The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement.===>Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.)
MATCH@E:(The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement.===>Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir merenja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu Š15Ë.)
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BAD_LINE_M:The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement.
BAD_LINE_M:Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.
BAD_LINE_E:The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement.
BAD_LINE_E:Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir merenja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu Š15Ë.
MATCH@M:(On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently.===>S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.)
MATCH@E:(On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently.===>Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokupno delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.)
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BAD_LINE_M:On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently.
BAD_LINE_M:S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.
BAD_LINE_E:On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently.
BAD_LINE_E:Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokupno delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.
MATCH@M:(It is for this reason that the system of strategic assets - city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community [16] (Table 3). The growth of capital is related to the crucial strategic issues that make the===>Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice [16] (Tabela 3). Rast kapitala je povezana sa ključnim strateškim pitanjima koji čine polazni osnov kako za strateško planiranje zajednice tako i za oblikovanje sistema indikatora za praćenje ostvarivanja postavljenih ciljeva.)
MATCH@E:(It is for this reason that the system of strategic assets city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community Š16Ë (Table 3).===>Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.)
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BAD_LINE_M:It is for this reason that the system of strategic assets - city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community [16] (Table 3). The growth of capital is related to the crucial strategic issues that make the
BAD_LINE_M:Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice [16] (Tabela 3). Rast kapitala je povezana sa ključnim strateškim pitanjima koji čine polazni osnov kako za strateško planiranje zajednice tako i za oblikovanje sistema indikatora za praćenje ostvarivanja postavljenih ciljeva.
BAD_LINE_E:It is for this reason that the system of strategic assets city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community Š16Ë (Table 3).
BAD_LINE_E:Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.
MATCH@M:(The analysis of various models of performance measuring indicators displayed two crusial flaws.===>Analiza različitih modela indikatora za merenje rezultata ispoljila je dva suštinska nedostatka.)
MATCH@E:(The analysis of various models of performance measuring indicators displayed two crusial flaws.===>Analiza različitih modela indikatora za merenje rezultata ispoljila je dva suštinska nedostatka.)
MATCH@M:(The analysis of territorial communities on different levels (local, the association of local communities, region, association of regions, state, association of states) is not consolidated.===>Razmatranje teritorijalnih zajednica na različitim nivojima (lokalna, zajednica lokalnih zajednica, region, zajednica regiona, država, zajednica država) ni objedinjeno.)
MATCH@E:(The analysis of territorial communities on different levels (local, the association of local communities, region, association of regions, state, association of states) is not consolidated.===>Razmatranje teritorijalnih zajednica na različitim nivojima (lokalna, zajednica lokalnih zajednica, region, zajednica regiona, država, zajednica država) ni objedinjeno.)
MATCH@M:(The ultimate objectives, “good life“ of a community member (citizen, local) is often poorly presented in the sets of indicators, therefore it is not clear in which way the good performance within the model really affect the improvement of the quality of living in the local community.===>Ultimativni ciljevi “dobar život” člana zajednice (građanina, mešta-nina, državljanina) u skupovima indikatora često nije dovoljno izražen, nije jasno kako dobri rezutlati v okviru modela stvarno utiču na povećanje kvaliteta života u lokalnoj zajednici.)
MATCH@E:(The ultimate objectives, good life of a community member (citizen, local) is often poorly presented in the sets of indicators, therefore it is not clear in which way the good performance within the model really affect the improvement of the quality of living in the local community.===>Ultimativni ciljevi dobar život člana zajednice (građanina, meštanina, državljanina) u skupovima indikatora često nije dovoljno izražen, nije jasno kako dobri rezutlati v okviru modela stvarno utiču na povećanje kvaliteta života u lokalnoj zajednici.)
MATCH@M:(The essential problem, however, is not the different approaches, nor poor understanding, but the fact that, the problems of the territorial communities fail to be solved, due to the orientation towards satisfying specific, expert requirements within the tasks and the projects.===>Međutim, glavni problem nije u različitim pristupima ili nedovoljnom razumevanju, već u tome da zbog usmerenosti na zadovoljavanje posebnih, ekspertskih zahteva u okviru zadataka i projekata, ne rešavaju probleme teritorijalnih zajednica.)
MATCH@E:(The essential problem, however, is not the different approaches, nor poor understanding, but the fact that, the problems of the territorial communities fail to be solved, due to the orientation towards satisfying specific, expert requirements within the tasks and the projects.===>Međutim, glavni problem nije u različitim pristupima ili nedovoljnom razumevanju, već u tome da zbog usmerenosti na zadovoljavanje posebnih, ekspertskih zahteva u okviru zadataka i projekata, ne rešavaju probleme teritorijalnih zajednica.)
MATCH@M:(The implementation of the principles registered in the above mentioned cases, however, clearly leads to an applicable model.===>Međutim, primena principa registrovanih u gore navedenim slučajevima, svakako nas dovodi do upotrebljivog modela.)
MATCH@E:(The implementation of the principles registered in the above mentioned cases, however, clearly leads to an applicable model.===>Međutim, primena principa registrovanih u gore navedenim slučajevima, svakako nas dovodi do upotrebljivog modela.)
MATCH@M:(It is necessary that we start from the uniform offer of indicators.===>Potrebno je da se krene od jedinstvene ponude indikatora.)
MATCH@E:(It is necessary that we start from the uniform offer of indicators.===>Potrebno je da se krene od jedinstvene ponude indikatora.)
MATCH@M:(The local communities must be offered a uniform set of indicators made up of an adequate number of compulsory indicators, and of other, optional indicators that the community implements on the basis of its own estimate.===>Lokalnim zajednicama moramo da ponudimo jedinstven skup indikatora sačinjen od odgovarajućeg broja obaveznih indikatora i preostalih neobaveznih koje zajednica primenjuje na osnovu sop-stvene procene.)
MATCH@E:(The local communities must be offered a uniform set of indicators made up of an adequate number of compulsory indicators, and of other, optional indicators that the community implements on the basis of its own estimate.===>Lokalnim zajednicama moramo da ponudimo jedinstven skup indikatora sačinjen od odgovarajućeg broja obaveznih indikatora i preostalih neobaveznih koje zajednica primenjuje na osnovu sopstvene procene.)
MATCH@M:(They must be content structured, each must be accompanied with an explanation of meaning, instructions for use and the data source.===>Oni moraju da budu sadržinski strukturirani, svako mora biti opremljen sa obrazloženjem značenja, načinom upotrebe i izvirom podataka.)
MATCH@E:(They must be content structured, each must be accompanied with an explanation of meaning, instructions for use and the data source.===>Oni moraju da budu sadržinski strukturirani, svako mora biti opremljen sa obrazloženjem značenja, načinom upotrebe i izvirom podataka.)
MATCH@M:(The set of indicators must be permanently controlled, adjusted and harmonized.===>Skup indikatora potrebno je stalno nadzirati, ga prilagođava-ti i usklađivati.)
MATCH@E:(The set of indicators must be permanently controlled, adjusted and harmonized.===>Skup indikatora potrebno je stalno nadzirati, ga prilagođavati i usklađivati.)
MATCH@M:(The balanced scorecard system includes strategic planning focusing upon strategy implementation.===>Sistem uravnoteženih indikatora pokriva strateško planiranje sa akcentom na ostvarivanju strategija.)
MATCH@E:(The balanced scorecard system includes strategic planning focusing upon strategy implementation.===>Sistem uravnoteženih indikatora pokriva strateško planiranje sa akcentom na ostvarivanju strategija.)
MATCH@M:(It focuses upon measuring performance, hence it is quite appropriate in resolving a given problem.===>Usredsre-đen je na merenje rezultata, pa je iz tog razloga veoma podesan za rešavanje postavljenog problema.)
MATCH@E:(It focuses upon measuring performance, hence it is quite appropriate in resolving a given problem.===>Usredsređen je na merenje rezultata, pa je iz tog razloga veoma podesan za rešavanje postavljenog problema.)
MATCH@M:(It observes the varied aspects of organizational business operations.===>Poštuje različite vidike poslovanja organizacije.)
MATCH@E:(It observes the varied aspects of organizational business operations.===>Poštuje različite vidike poslovanja organizacije.)
MATCH@M:(The original version has four perspectives.===>Originalna verzija sadrži četiri vidika.)
MATCH@E:(The original version has four perspectives.===>Originalna verzija sadrži četiri vidika.)
MATCH@M:(The end performance is measured by the financial perspective, the operation flow is defined by the customer perspective and the perspective of internal processes.===>Konačni rezultati mere se finan-sijskim vidikom, tok poslovanja opredeljuju vidici poslovanja sa strankama i internih procesa.)
MATCH@E:(The end performance is measured by the financial perspective, the operation flow is defined by the customer perspective and the perspective of internal processes.===>Konačni rezultati mere se finansijskim vidikom, tok poslovanja opredeljuju vidici poslovanja sa strankama i internih procesa.)
MATCH@M:(The development orientation and developmental opportunities are measured by the perspective of growth and learning [10].===>Razvojna ori-jentisanost i razvojne mogućnosti mere se vidikom rasta i učenja [10]).)
MATCH@E:(The development orientation and developmental opportunities are measured by the perspective of growth and learning Š10Ë.===>Razvojna orijentisanost i razvojne mogućnosti mere se vidikom rasta i učenja Š10Ë).)
MATCH@M:(The public sector can be treated in a similar way, only the end performance is by a rule measured by the customer value, therefore the customer perspective becomes the end performance measure [14].===>Javni sektor možemo da tretiramo na veoma sličan način, samo se konačni rezultati po pravilu mere vrednošću za stranke, pa stoga vidik stranaka preuzima ulogu merila za konačne rezultate [14].)
MATCH@E:(The public sector can be treated in a similar way, only the end performance is by a rule measured by the customer value, therefore the customer perspective becomes the end performance measure Š14Ë.===>Javni sektor možemo da tretiramo na veoma sličan način, samo se konačni rezultati po pravilu mere vrednošću za stranke, pa stoga vidik stranaka preuzima ulogu merila za konačne rezultate Š14Ë.)
MATCH@M:(As we will see, the issue of choice of the value of pooling (perspectives) basically depends on the circumstances, and the basic logic in goal monitoring certainly remains the driving force of every BSC.===>Kao što čemo videti u nastavku, pitanje izbora vredno-sti udruživanja (vidika) u principu zavisi od okolnosti, a osnovna logika praćenja ciljeva svakako ostaje vodilja svakog SUI.)
MATCH@E:(As we will see, the issue of choice of the value of pooling (perspectives) basically depends on the circumstances, and the basic logic in goal monitoring certainly remains the driving force of every BSC.===>Kao što čemo videti u nastavku, pitanje izbora vrednosti udruživanja (vidika) u principu zavisi od okolnosti, a osnovna logika praćenja ciljeva svakako ostaje vodilja svakog SUI.)
MATCH@M:(In implementing the BSC in the public sector different perspectives are used, their structure varying from one example to another.===>Kod upotrebe SUI u javnom sektoru primenjeni su različiti vidici, i njihova struktura je od primera do primera nekoliko različita.)
MATCH@E:(In implementing the BSC in the public sector different perspectives are used, their structure varying from one example to another.===>Kod upotrebe SUI u javnom sektoru primenjeni su različiti vidici, i njihova struktura je od primera do primera nekoliko različita.)
MATCH@M:(The analysis of examples and conditions in the Slovenian municipalities has shown that the quoted set of perspectives of the Slovenian local community would, in fact, be adequate, although the aspect of finances had better be classed within the community competences (assets - Table 3).===>Analiza primera i okolnosti u slo-venačkim opštinama je pokazala da bi navedeni skup vidika slovenačke lokalne zajednice, doduše, bio adekvatan, s tem što bi bilo bolje da se aspekat financija svrsta u sposobnosti (kapitale - tabela 3) zajednice.)
MATCH@E:(The analysis of examples and conditions in the Slovenian municipalities has shown that the quoted set of perspectives of the Slovenian local community would, in fact, be adequate, although the aspect of finances had better be classed within the community competences (assets Table 3).===>Analiza primera i okolnosti u slovenačkim opštinama je pokazala da bi navedeni skup vidika slovenačke lokalne zajednice, doduše, bio adekvatan, s tem što bi bilo bolje da se aspekat financija svrsta u sposobnosti (kapitale tabela 3) zajednice.)
MATCH@M:(Thus there would be three, instead of four perspectives - competence, efficiency and performance.===>Na taj način bi umesto četiri vidika dobili samo tri - sposobnost, efikasnost i uspešnost.)
MATCH@E:(Thus there would be three, instead of four perspectives competence, efficiency and performance.===>Na taj način bi umesto četiri vidika dobili samo tri sposobnost, efikasnost i uspešnost.)
MATCH@M:(Even though the financial capital in the local community is considered to be a middle-term category (bigger changes in a shorter period of time are an exemption), we have formulated the BSC on the basis of the already presented starting points (Figure 5) which is more intelligible in comparison with the case of its predecessors, at least according to the first reactions in the studies.===>I pored toga što je fi-nansijski kapital u lokalnoj zajednici srednjoročna kategorija (veće promene u kraćem vremenu su izuzetak), na osnovu već predstavljenih polaznih osnova utvrdili smo SUI (Slika 5), koji je, sudeći barem prema prvim odzivima u studijama, razumljiviji od njegovih prethodnika.)
MATCH@E:(Even though the financial capital in the local community is considered to be a middle-term category (bigger changes in a shorter period of time are an exemption), we have formulated the BSC on the basis of the already presented starting points (Figure 5) which is more intelligible in comparison with the case of its predecessors, at least according to the first reactions in the studies.===>I pored toga što je finansijski kapital u lokalnoj zajednici srednjoročna kategorija (veće promene u kraćem vremenu su izuzetak), na osnovu već predstavljenih polaznih osnova utvrdili smo SUI (Slika 5), koji je, sudeći barem prema prvim odzivima u studijama, razumljiviji od njegovih pret Slika 5:)
MATCH@M:(The members (subjects) of the territorial community are the creators and the consumers of its performances.===>Subjekti teritorijalne zajednice su tvorci i korisnici rezultata.)
MATCH@E:(The members (subjects) of the territorial community are the creators and the consumers of its performances.===>Subjekti teritorijalne zajednice su tvorci i korisnici rezultata.)
MATCH@M:(Each unit monitors its goals which contribute to the mutual objectives.===>Svaka jedinica prati svoje ciljeve koji doprinose zajedničkim ciljevima.)
MATCH@E:(Each unit monitors its goals which contribute to the mutual objectives.===>Svaka jedinica prati svoje ciljeve koji doprinose zajedničkim ciljevima.)
MATCH@M:(The individual (subject) can be a creator of the end objectives and thus directly contribute to the end performance.===>Subjekat može da bude tvorac konačnih ciljeva i time neposredno doprinosi konačnim rezultatima.)
MATCH@E:(The individual (subject) can be a creator of the end objectives and thus directly contribute to the end performance.===>Subjekat može da bude tvorac konačnih ciljeva i time neposredno doprinosi konačnim rezultatima.)
MATCH@M:(His end goal is simultaneously the end objective of the community.===>Njegov konačni cilj je i končni cilj zajednice.)
MATCH@E:(His end goal is simultaneously the end objective of the community.===>Njegov konačni cilj je i končni cilj zajednice.)
MATCH@M:(Numerous subjects contribute to the growth of competences or support the task, or project, accomplishments.===>Mnogi subjekti doprinose rastu sposobnosti ili podržavaju realizaciju zadataka, odnosno projekata.)
MATCH@E:(Numerous subjects contribute to the growth of competences or support the task, or project, accomplishments.===>Mnogi subjekti doprinose rastu sposobnosti ili podržavaju realizaciju zadataka, odnosno projekata.)
MATCH@M:(They contribute to the end objective indirectly, and their end goals are oriented towards ensuring efficiency or competence.===>Konačnomu cilju svoj doprinos daju posredno, a njihovi konačni ciljevi spadaju u razred obezbeđivanja efikasnosti ili sposobnosti.)
MATCH@E:(They contribute to the end objective indirectly, and their end goals are oriented towards ensuring efficiency or competence.===>Konačnomu cilju svoj doprinos daju posredno, a njihovi konačni ciljevi spadaju u razred obezbeđivanja efikasnosti ili sposobnosti.)
MATCH@M:(In analysing the hierarchical structures created using the balanced scorecard, we have at our disposal a number of IT solutions, each with certain limitations.===>Za razmatranje hierarhijskihih struktura, koje gradimo uz pomoć sistema uravnoteženih indikatora, na raspolaganju ima više informacionih rešenja, ali svako od njih sa određenim ograničenjima.)
MATCH@E:(Fuzzy Aggregation Tree In analysing the hierarchical structures created using the balanced scorecard, we have at our disposal a number of IT solutions, each with certain limitations.===>Fuzzy agregaciono drvo Za razmatranje hierarhijskihih struktura, koje gradimo uz pomoć sistema uravnoteženih indikatora, na raspolaganju ima više informacionih rešenja, ali svako od njih sa određenim ograničenjima.)
MATCH@M:(In exploring the possibility to implement the fuzzy logic to aggregate the tree structures [1] and [2] we came to the model solution to aggregating tree structure with arbitrary variables on the leaves (children) and in the nodes of the fuzzy aggregation tree [3].===>U okviru istraživanja mogućnosti korišćenja fuzzy logike za agregiranje struktura drveta [1] i [2] došli smo do modela rešenja za agregiranje struktura drveta sa proizvoljnim promenlji-vima na listi i u čvorištima fuzzy agregacionog drveta [3].)
MATCH@E:(In exploring the possibility to implement the fuzzy logic to aggregate the tree structures Š1Ë and Š2Ë we came to the model so lution to aggregating tree structure with arbitrary variables on the leaves (children) and in the nodes of the fuzzy aggregation tree Š3Ë.===>U okviru istraživanja mogućnosti korišćenja fuzzy logike za agregiranje struktura drveta Š1Ë i Š2Ë došli smo do modela rešenja za agregiranje struktura drveta sa proizvoljnim promenljivima na listi i u čvorištima fuzzy agregacionog drveta Š3Ë.)
MATCH@M:(The theoretical model was then applied within the IT solution that allowed for creating an organizational tree structure as well as the tree structure of the balances scorecard system for each organizational unit.===>Teoretski model smo zatim ostvarili u informacio-nom rešenju koje omogućava uspostavljanje organizacione strukture drveta i za svaku organizacionu jedinicu uspostavljanje strukture drveta sistema uravnoteženih indikatora.)
MATCH@E:(The theoretical model was then applied within the IT solution that allowed for creating an organizational tree structure as well as the tree structure of the balances scorecard system for each organizational unit.===>Teoretski model smo zatim ostvarili u informacionom rešenju koje omogućava uspostavljanje organizacione strukture drveta i za svaku organizacionu jedinicu uspostavljanje strukture drveta sistema uravnoteženih indikatora.)
MATCH@M:(As we now do not intend to conduct a detailed discussion on the theoretical foundations of the model (a curious reader can learn more about the issue in [3]), we will primarily present here the applicable properties of the model and the IT solutions.===>Pošto naša sadašnja namera nije detaljna rasprava o teoretskim osnovama modela (više o tome radoznali čitalac može da sazna u [3]), predstavljamo, pre svega, upotrebljiva svojstva modela i informaciona rešenja.)
MATCH@E:(As we now do not intend to conduct a detailed discussion on the theoretical foundations of the model (a curious reader can learn more about the issue in Š3Ë), we will primarily present here the applicable properties of the model and the IT solutions.===>Pošto naša sadašnja namera nije detaljna rasprava o teoretskim osnovama modela (više o tome radoznali čitalac može da sazna u Š3Ë), predstavljamo, pre svega, upotrebljiva svojstva modela i informaciona rešenja.)
MATCH@M:(The basic idea of the fuzzy aggregation tree model is the implementation of the fuzzy logic theory in the tree structure.===>Osnovna ideja modela fuzzy agregacionog drveta je upotreba teorije fuzzy logike u strukturi drveta.)
MATCH@E:(The basic idea of the fuzzy aggregation tree model is the implementation of the fuzzy logic theory in the tree structure.===>Osnovna ideja modela fuzzy agregacionog drveta je upotreba teorije fuzzy logike u strukturi drveta.)
MATCH@M:(The variables in the leaves and in the nodes are noted in three forms (real value, fuzzy set, or fuzzy number and linguistic value).===>Pro-menljive u listovima i čvorovima drveta zapisane su u tri oblika (realna vrednost, fuzzy skup, odnosno fuzzy broj i jezička vrednost).)
MATCH@E:(The variables in the leaves and in the nodes are noted in three forms (real value, fuzzy set, or fuzzy number and linguistic value).===>Promenljive u listovima i čvorovima drveta zapisane su u tri oblika (realna vrednost, fuzzy skup, odnosno fuzzy broj i jezička vrednost).)
MATCH@M:(The input value of the variable can be any of the three mentioned.===>Ulazna vrednost promenljive može da bude bilo koji od navedena tri.)
MATCH@E:(The input value of the variable can be any of the three mentioned.===>Ulazna vrednost promenljive može da bude bilo koji od navedena tri.)
MATCH@M:(Transformations among the types of notations are defined within the model.===>U okviru modela definisane su transformacije među vrstama zapisa.)
MATCH@E:(Transformations among the types of notations are defined within the model.===>U okviru modela definisane su transformacije među vrstama zapisa.)
MATCH@M:(With each change in the value the input value is reflected into the other forms of notation.===>Kod svake promene vrednosti ulazna vrednost preslikava se u preostale načine predstavljanja.)
MATCH@E:(With each change in the value the input value is reflected into the other forms of notation.===>Kod svake promene vrednosti ulazna vrednost preslikava se u preostale načine predstavljanja.)
MATCH@M:(All the variables in the tree can be expressed in three equivalent ways.===>Sve promenljive u drvu mogu da se predstave na tri ekvivalentna načina.)
MATCH@E:(All the variables in the tree can be expressed in three equivalent ways.===>Sve promenljive u drvu mogu da se predstave na tri ekvivalentna načina.)
MATCH@M:(The model defines the methods of aggregation, which are in their simplest varieties expressed as the calculation of the weighted arithmetical mean.===>Model definiše načine agregacije, koji se u najjednostavnijoj varijanti izražava kao proračun ponderi-sane aritmetičke sredine.)
MATCH@E:(The model defines the methods of aggregation, which are in their simplest varieties expressed as the calculation of the weighted arithmetical mean.===>Model definiše načine agregacije, koji se u najjednostavnijoj varijanti izražava kao proračun ponderisane aritmetičke sredine.)
MATCH@M:(We aggregate fuzzy numbers.===>Agregiraju se fuzzy brojevi.)
MATCH@E:(We aggregate fuzzy numbers.===>Agregiraju se fuzzy brojevi.)
MATCH@M:(At each node of the tree we calculate the sprouts (children) from this point, therefore the model can be implemented without any limitations as regards the number of levels in the tree, or the number of nodes, or the number of children on individual nodes.===>Pošto se na svakom čvoru drveta radi o izračunavanju iznad potomaka izabranog čvorišta, model može da se implementira bez ograničenja u pogledu broja nivoa u drvetu, ili broja čvorišta, ili broja potomaka na pojedinačnom čvorištu.)
MATCH@E:(At each node of the tree we calculate the sprouts (children) from this point, therefore the model can be implemented without any limitations as regards the number of levels in the tree, or the number of nodes, or the number of children on individual nodes.===>Pošto se na svakom čvoru drveta radi o izračunavanju iznad potomaka izabranog čvorišta, model može da se implementira bez ograničenja u pogledu broja nivoa u drvetu, ili broja čvorišta, ili broja potomaka na pojedinačnom čvorištu.)
MATCH@M:(In the presentation we commonly employ linguistic values, the power of the noun segment of the set of values of the linguistic variable; the number of nouns is arbitrary, and we usually use the 3, 5 or 7-noun sets.===>Za prezentaciju rezultata se po pravilu koriste jezičke vrednosti, moć poimeničnoga skupa vrednosti jezičke promenljive broj imena je proizvoljan, a obično koristimo 3, 5 ili 7-imenske skupove.)
MATCH@E:(In the presentation we commonly employ linguistic values, the power of the noun segment of the set of values of the linguistic variable; the number of nouns is arbitrary, and we usually use the 3, 5 or 7-noun sets.===>Za prezentaciju rezultata se po pravilu koriste jezičke vrednosti, moć poimeničnoga skupa vrednosti jezičke promenljive broj imena je proizvoljan, a obično koristimo 3, 5 ili 7-imenske skupove.)
MATCH@M:(Thus we come to an intelligible presentation of performance, where at the moment of defining the variables we can choose the value granulation arbitrarily.===>Na taj način dolazimo do razumljivog predstavljanja rezultata, pri čemu u vreme definisanja promeljivih možemo proizvoljno da biramo granulaciju vrednosti.)
MATCH@E:(Thus we come to an intelligible presentation of performance, where at the moment of defining the variables we can choose the value granulation arbitrarily.===>Na taj način dolazimo do razumljivog predstavljanja rezultata, pri čemu u vreme definisanja promeljivih možemo proizvoljno da biramo granulaciju vrednosti.)
MATCH@M:(The targrt values are determined using the definition of transformation among values, while the granulation and the acceptable deviations of linguistic values are determined by the definition of noun values for the linguistic variable.===>Ciljne vrednosti utvrđujemo pomoću definicije transformacije među vrednostima, a granulaciju i prihvatljiva odstupanja jezičkih vrednosti sa defincijom imen-skih vrednosti jezičke promeljive.)
MATCH@E:(The targrt values are determined using the definition of transformation among values, while the granulation and the acceptable deviations of linguistic values are determined by the definition of noun values for the linguistic variable.===>Ciljne vrednosti utvrđujemo pomoću definicije transformacije među vrednostima, a granulaciju i prihvatljiva odstupanja jezičkih vrednosti sa defincijom imenskih vrednosti jezičke promeljive.)
MATCH@M:(In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided.===>Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.)
MATCH@E:(Local community scorecard solution model In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided.===>Model rešenja sistema uravnoteženih indikatora lokalne zajednice Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.)
BAD_LINE_=============================================================
BAD_LINE_M:In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided.
BAD_LINE_M:Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.
BAD_LINE_E:Local community scorecard solution model In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided.
BAD_LINE_E:Model rešenja sistema uravnoteženih indikatora lokalne zajednice Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.
MATCH@M:(The crucial elements of this activity are the motivation and the knowledge transfer.===>Važni elementi u tome su motivisanje i prenos znanja.)
MATCH@E:(The crucial elements of this activity are the motivation and the knowledge transfer.===>Važni elementi u tome su motivisanje i prenos znanja.)
MATCH@M:(In this paper, we primarily focus upon the IT support perspective that can be defined on two levels.===>U prisutnom prilogu usredsredili smo se pre svega na vidik informacione podrške koji se može definisati na dva nivoa.)
MATCH@E:(In this paper, we primarily focus upon the IT support perspective that can be defined on two levels.===>U prisutnom prilogu usredsredili smo se pre svega na vidik informacione podrške koji se može definisati na dva nivoa.)
MATCH@M:(On the general level, meant for all the system users, it must ensure the creation of the consistent system of indicators for the local communities as well as an access to the data sources.===>Na opštem nivou, za sve korisnike sistema, mora da omogući obrazovanje celovitog sistema indikatora za lokalne zajednice i obezbediti pristup izvorima podataka.)
MATCH@E:(On the general level, meant for all the system users, it must ensure the creation of the consistent system of indicators for the local communities as well as an access to the data sources.===>Na opštem nivou, za sve korisnike sistema, mora da omogući obrazovanje celovitog sistema indikatora za lokalne zajednice i obezbediti pristup izvorima podataka.)
MATCH@M:(For individuals who wish to create a balanced scorecard it has to provide the tools for defining the hierarchical organizational structure of the system under consideration and the BSC tree structures for each organizational unit.===>Za pojedinačne subjekte koji žele da ostvare sistem uravnoteženih indikatora mora da obezbedi alat za opredeljivanje hijerarhijske organizacione strukture sistema, koji razmatramo, i strukture drveta SUI za svaku organizacionu jedinicu.)
MATCH@E:(For individuals who wish to create a balanced scorecard it has to provide the tools for defining the hierarchical organizational structure of the system under consideration and the BSC tree structures for each organizational unit.===>Za pojedinačne subjekte koji žele da ostvare sistem uravnoteženih indikatora mora da obezbedi alat za opredeljivanje hijerarhijske organizacione strukture sistema, koji razmatramo, i strukture drveta SUI za svaku organizacionu jedinicu.)
MATCH@M:(The activity of an individual is organized for each case of performance separately, while for the support to the whole system it is necessary to provide an appropriate form of activity on the level of the local community associations or within a respective state agency (in Slovenia, it is the RS Government Agency for Regional Development).===>Delovanje na nivou pojedinačnog subjekta organizuje se za svaki primer ostvarivanja posebno, a za delovanje podrške za celoviti sistem indikatora neophodno je obezbediti odgovarajući oblik delovanja na nivou udruženja lokalnih zajenica ili u okviru odgovarajućeg državnog organa (u Sloveniji je to Služba Vlade RS za regionalni razvoj).)
MATCH@E:(The activity of an individual is organized for each case of performance separately, while for the support to the whole system it is necessary to provide an appropriate form of activity on the level of the local community associations or within a respective state agency (in Slovenia, it is the RS Government Agency for Regional Development).===>Delovanje na nivou pojedinačnog subjekta organizuje se za svaki primer ostvarivanja posebno, a za delovanje podrške za celoviti sistem indikatora neophodno je obezbediti odgovarajući oblik delovanja na nivou udruženja lokalnih zajenica ili u okviru odgovarajućeg državnog organa (u Sloveniji je to Služba Vlade RS za regionalni razvoj).)
MATCH@M:(For a quality system to be established and functional, an appropriate level of knowledge is required, and the system will have to include a permanent surveillance and the test of the indicator set consistency.===>U cilju uspostavljanja i funkcionisanja kvalitetnog sistema indikatora biće potrebno da se obezbedi odgovarajući nivo znanja, sistem će morati da uključuje stalan nadzor i proveravanje konzistentnosti skupa indikatora.)
MATCH@E:(For a quality system to be established and functional, an appropriate level of knowledge is required, and the system will have to include a permanent surveillance and the test of the indicator set consistency.===>U cilju uspostavljanja i funkcionisanja kvalitetnog sistema indikatora biće potrebno da se obezbedi odgovarajući nivo znanja, sistem će morati da uključuje stalan nadzor i proveravanje konzistentnosti skupa indikatora.)
MATCH@M:(In this case we deal with a fixed set of indicators.===>Primer razmatra fiksni skup indikatora.)
MATCH@E:(In this case we deal with a fixed set of indicators.===>Primer razmatra fiksni skup indikatora.)
MATCH@M:(The system model assumes a dynamic generation of the indicator systems, which means that the existing solution should be upgraded by the the indicator system dynamic definition module, within which the life cycle of the indicator will flow, from the moment the indicator is proposed, to a detailed definition of the indicator and its allocation into the set of indicators, to an indicator adjustment and its discarding if necessary.===>Model sistema predviđa dinamično obrazovanje sistema indikatora, što znači da postojeće rešenje treba nadograditi sa modulom za dinamično definisanje indikatora, u okviru kojeg će se odvijati održavanje životnog ciklusa indikatora, od predloga indikatora, preko detaljnog definisanja indikatora i uvrštanja u skup indikatora, do prilagođavanja indikatora i njihovog eventualnog ukidanja.)
MATCH@E:(The system model assumes a dynamic generation of the indicator systems, which means that the existing solution should be upgraded by the the indicator system dynamic definition module, within which the life cycle of the indicator will flow, from the moment the indicator is proposed, to a detailed definition of the indicator and its allocation into the set of indicators, to an indicator adjustment and its discarding if necessary.===>Model sistema predviđa dinamično obrazovanje sistema indikatora, što znači da postojeće rešenje treba nadograditi sa modulom za dinamično definisanje indikatora, u okviru kojeg će se odvijati održavanje životnog ciklusa indikatora, od predloga indikatora, preko detaljnog definisanja indikatora i uvrštanja u skup indikatora, do prilagođavanja indikatora i njihovog eventualnog ukidanja.)
MATCH@M:(The solutions must contain the built-in methods for system consistency assessment which will ensure that the set of indicators be optimal, without being burdened with ambiguous or redundant definitions.===>U rešenja moraju biti ugrađene i metode za proveravanje konzi-stetnosti sistema koje će obezbeđivati da skup indikatora bude optimalan, bez dvostrukih i suvišnih definicija.)
MATCH@E:(The solutions must contain the built-in methods for system consistency assessment which will ensure that the set of indicators be optimal, without being burdened with ambiguous or redundant definitions.===>U rešenja moraju biti ugrađene i metode za proveravanje konzistetnosti sistema koje će obezbeđivati da skup indikatora bude optimalan, bez dvostrukih i suvišnih definicija.)
MATCH@M:(Also, the entire indicator structure should be consolidated, starting from the general definition of the balanced scorecard for local communities (Fifure 7).===>Pri tem ima smisla objedinjavanje celokupne strukutu-re indikatora polazeći od opšte definicije sistema uravnoteženih indikatora za lokalne zajednice (Slika 7).)
MATCH@E:(Also, the entire indicator structure should be consolidated, starting from the general definition of the balanced scorecard for local communities (Fifure 7).===>Pri tem ima smisla objedinjavanje celokupne strukuture indikatora polazeći od opšte definicije sistema uravnoteženih indikatora za lokalne zajednice (Slika 7).)
MATCH@M:(All the units are integrated by the organizational structure into a unique system.===>Sve jedinice se povezuju po organizacionoj strukturi u jedinstven sistem.)
MATCH@E:(All the units are integrated by the organizational structure into a unique system.===>Sve jedinice se povezuju po organizacionoj strukturi u jedinstven sistem.)
MATCH@M:(Hence the IT solution includes two tree structures, the organizational tree and the balanced scorecard tree.===>Informaciono rešenje stoga sadrži dve strukture drveta, organizaciono drvo i drvo sistema uravnoteženih indikatora.)
MATCH@E:(Hence the IT solution includes two tree structures, the organizational tree and the balanced scorecard tree.===>Informaciono rešenje stoga sadrži dve strukture drveta, organizaciono drvo i drvo sistema uravnoteženih indikatora.)
MATCH@M:(In the former, we define the structure of the organizational system we observe.===>U prvom se opredeljuje struktura organizacionog sistema koji razmatramo.)
MATCH@E:(In the former, we define the structure of the organizational system we observe.===>U prvom se opredeljuje struktura organizacionog sistema koji razmatramo.)
MATCH@M:(On the local community level, these are all the subjects that participate in achieving the set objectives.===>U lokalnoj zajednici to su svi subjekti koji učestvuju u realizaciji postavljenih ciljeva.)
MATCH@E:(On the local community level, these are all the subjects that participate in achieving the set objectives.===>U lokalnoj zajednici to su svi subjekti koji učestvuju u realizaciji postavljenih ciljeva.)
MATCH@M:(We can further integrate the local communities themselves into higher organizational structures (regions, states, ...).===>Same lokalne zajednice možemo dalje da udružujemo u više organizacione jedinice (regione, države, ...).)
MATCH@E:(We can further integrate the local communities themselves into higher organizational structures (regions, states, ...).===>Same lokalne zajednice možemo dalje da udružujemo u više organizacione jedinice (regione, države, …).)
MATCH@M:(In the latter, we define the structure of the balanced scorecard for each node of the organizational tree.===>Sa drugim, za svako čvorište organizacionog drveta određujemo strukturu sistema uravnoteženih indikatora.)
MATCH@E:(In the latter, we define the structure of the balanced scorecard for each node of the organizational tree.===>Sa drugim, za svako čvorište organizacionog drveta određujemo strukturu sistema uravnoteženih indikatora.)
MATCH@M:(The input indicators (the BSC leaves) are transferred upward by the organizational structure, in which process the equal indicators of subordinate units integrate into an aggregate indicator of an assumed unit.===>Ulazni indikatori (listovi drveća SUI) prenose se po organizaco-noj strukturi naviše, pri čemu se jednaki indikatori pot-činjenih jedinica udružuju u zbirni indikator pretpostavljene jedinice.)
MATCH@E:(The input indicators (the BSC leaves) are transferred upward by the organizational structure, in which process the equal indicators of subordinate units integrate into an aggregate indicator of an assumed unit.===>Ulazni indikatori (listovi drveća SUI) prenose se po organizaconoj strukturi naviše, pri čemu se jednaki indikatori potčinjenih jedinica udružuju u zbirni indikator pretpostavljene jedinice.)
MATCH@M:(The performance of each organizational unit integrates the performances of all the subordinate units and the performance of the unit under consideration itself.===>Rezultat svake organizacione jedinice udružuje rezultate svih potčinjenih jedinica i rezultate razmatrane jedinice kao takve.)
MATCH@E:(The performance of each organizational unit integrates the performances of all the subordinate units and the performance of the unit under consideration itself.===>Rezultat svake organizacione jedinice udružuje rezultate svih potčinjenih jedinica i rezultate razmatrane jedinice kao takve.)
MATCH@M:(The connectivity of input indicators with data sources is not yet implemented, since it depends on the system in which the indicators are defined.===>Povezivost ulaznih indikatora sa izvorima podataka još nije implementirana, jer zavisi od sistema u kome su indikatori definisani.)
MATCH@E:(The connectivity of input indicators with data sources is not yet implemented, since it depends on the system in which the indicators are defined.===>Povezivost ulaznih indikatora sa izvorima podataka još nije implementirana, jer zavisi od sistema u kome su indikatori definisani.)
MATCH@M:(The integration of both systems is not anticipated; the approach to the set of indicators would be a special application, since the proposed balanced scorecard approach in the organizational structure is only one possible solution.===>Integraciju oba sistema ne predviđamo, jer bi trebalo da pristup skupu indikatora bude posebna usluga, jer predloženi pristup sa sistemom uravnoteženih indikatora u organizacionoj strukturi predstavlja samo jedno od mogućih rešenja.)
MATCH@E:(The integration of both systems is not anticipated; the approach to the set of indicators would be a special application, since the proposed balanced scorecard approach in the organizational structure is only one possible solution.===>Integraciju oba sistema ne predviđamo, jer bi trebalo da pristup skupu indikatora bude posebna usluga, jer predloženi pristup sa sistemom uravnoteženih indikatora u organizacionoj strukturi predstavlja samo jedno od mogućih rešenja.)
MATCH@M:(For specific purposes, different, purpose-specific approaches will certainly be implemented in individual content areas.===>Za posebne namere će se na pojedinačnim sadržinskim oblastima sasvim sigurno koristiti drugačiji, specifičkoj name-ni prilagođeni pristupi.)
MATCH@E:(For specific purposes, different, purpose-specific approaches will certainly be implemented in individual content areas.===>Za posebne namere će se na pojedinačnim sadržinskim oblastima sasvim sigurno koristiti drugačiji, specifičkoj nameni prilagođeni pristupi.)
MATCH@M:(The levels of IT support for the indicator system are planned separately, their development and implementation are performed separately.===>Nivoi informacione podrške za sistem indikatora planirani su odvojeno, njihov razvoj i upotreba odvijaju se sasvim odvojeno.)
MATCH@E:(The levels of IT support for the indicator system are planned separately, their development and implementation are performed separately.===>Nivoi informacione podrške za sistem indikatora planirani su odvojeno, njihov razvoj i upotreba odvijaju se sasvim odvojeno.)
MATCH@M:(They overlap in the methodology area, since, presumably, the same methodological starting points should be used in either of the sub-systems.===>Pokrivaju se na področju metodologije, jer bi navodno u oba podsistema trebalo da se koriste iste metodološke polazne osnove.)
MATCH@E:(They overlap in the methodology area, since, presumably, the same methodological starting points should be used in either of the sub-systems.===>Pokrivaju se na področju metodologije, jer bi navodno u oba podsistema trebalo da se koriste iste metodološke polazne osnove.)
MATCH@M:(The solution model is developed from organizational orientations, sets of methods and the already implemented IT solutions.===>Model rešenja je sačinjen od organizacionih orijentacija, skupa metoda i već realizovanih informacionih reše-nja.)
MATCH@E:(Discussion and conclusion The solution model is developed from organizational orientations, sets of methods and the already implemented IT solutions.===>Rasprava i zaključak Model rešenja je sačinjen od organizacionih orijentacija, skupa metoda i već realizovanih informacionih rešenja.)
MATCH@M:(Much is still left to be desired until its full implementation, however, at this level of development it already defines the organizational and methodological starting premises that allow for a goal oriented system development.===>Do celovite implementacije nedostaje mu još poprilično dosta, međutim, na već datom stepenu razvoja postavlja organizacione i metodološke polazne osnove koji omogućavaju ciljno usmereno nastavljanje razvoja sistema.)
MATCH@E:(Much is still left to be desired until its full implementation, however, at this level of development it already defines the organizational and methodological starting premises that allow for a goal oriented system development.===>Do celovite implementacije nedostaje mu još poprilično dosta, međutim, na već datom stepenu razvoja postavlja organizacione i metodološke polazne osnove koji omogućavaju ciljno usmereno nastavljanje razvoja sistema.)
MATCH@M:(The model is the result of the research conducted so far and includes two applicable solutions, financial indicators of Slovenian municipalities that allow for the benchmarking of local communities from the budgeting point of view, and the web-program solution to creating the balanced scorecard system.===>Model je rezultat dosadašnjih istraživanja i sadrži dva upotrebljiva rešenja, finansijske indikatore slovenačkih opština koji omogućavaju benchmarking lokalnih zajednica sa aspekta sprovođenja budžeta i veb programsko rešenje za uspostavljanje sistema uravnoteženih indikatora.)
MATCH@E:(The model is the result of the research conducted so far and includes two applicable solutions, financial indicators of Slovenian municipalities that allow for the benchmarking of local communities from the budgeting point of view, and the web-program solution to creating the balanced scorecard system.===>Model je rezultat dosadašnjih istraživanja i sadrži dva upotrebljiva rešenja, finansijske indikatore slovenačkih opština koji omogućavaju benchmarking lokalnih zajednica sa aspekta sprovođenja budžeta i veb programsko rešenje za uspostavljanje sistema uravnoteženih indikatora.)
MATCH@M:(The former have been in use for some some now and municipalities may implement them in the performance analysis and planning.===>Prvi su u upotrebi već neko vreme i mnoge od opština se poslužuju njime u analizi rezultata i planiranju.)
MATCH@E:(The former have been in use for some some now and municipalities may implement them in the performance analysis and planning.===>Prvi su u upotrebi već neko vreme i mnoge od opština se poslužuju njime u analizi rezultata i planiranju.)
MATCH@M:(The web program solution is still in the testing phase, and the balanced scorecard system is being established in two municipalities in Slovenia.===>Veb programsko rešenje nalazi se u fazi ispitivanja, a sistem uravnoteženih indikatora uspostavlja se u dve slovenačke opštine.)
MATCH@E:(The web program solution is still in the testing phase, and the balanced scorecard system is being established in two municipalities in Slovenia.===>Veb programsko rešenje nalazi se u fazi ispitivanja, a sistem uravnoteženih indikatora uspostavlja se u dve slovenačke opštine.)
MATCH@M:(In introducing the solutions to the balanced scorecard system we were happy to find that the employees in the municipal administration were only too willing to participate in the project, however, we did encounter some problems in the execution of the project.===>Pri uvođenju rešenja sistema uravnoteženih indikatora naišli smo na veliku spremnost zaposlenih u opštinskim upravama za učešće u projektu, ali kod realizacije došlo je do manjih poteškoća.)
MATCH@E:(In introducing the solutions to the balanced scorecard system we were happy to find that the employees in the municipal administration were only too willing to participate in the project, however, we did encounter some problems in the execution of the project.===>Pri uvođenju rešenja sistema uravnoteženih indikatora naišli smo na veliku spremnost zaposlenih u opštinskim upravama za učešće u projektu, ali kod realizacije došlo je do manjih poteškoća.)
MATCH@M:(One is the understanding of the role of the municipality and the municipal administration in the local community.===>Prilične probleme izaziva shvatanje uloge opštine i opštinske uprave u lokalnoj zajednici.)
MATCH@E:(One is the understanding of the role of the municipality and the municipal administration in the local community.===>Prilične probleme izaziva shvatanje uloge opštine i opštinske uprave u lokalnoj zajednici.)
MATCH@M:(The municipal administration somehow do not consider themselves responsible for the end performance, since the general opinion was that the task and project executors were either public agencies or contracted partners.===>Opštinska uprava se nekako ne oseča odgovornom za konačne rezultate, jer su izvođači zadataka i projekata po večini bilo javni zavodi bilo ugovorni partneri.)
MATCH@E:(The municipal administration somehow do not consider themselves responsible for the end performance, since the general opinion was that the task and project executors were either public agencies or contracted partners.===>Opštinska uprava se nekako ne oseča odgovornom za konačne rezultate, jer su izvođači zadataka i projekata po večini bilo javni zavodi bilo ugovorni partneri.)
MATCH@M:(We crossed the basic barrier by introducing the notions of competence, efficiency and excellence.===>Uvođenjem pojmova sposobnosti, efikasnosti i uspešnosti uspelo nam je da pređemo osnovnu barijeru.)
MATCH@E:(We crossed the basic barrier by introducing the notions of competence, efficiency and excellence.===>Uvođenjem pojmova sposobnosti, efikasnosti i uspešnosti uspelo nam je da pređemo osnovnu barijeru.)
MATCH@M:(The municipal administration officials took on the roles of the citizens, consumers of services, or performance and thus gained a broader view on the community and the understanding of the role of the municipal administration itself.===>Odgovorni u opštinskoj upravi postavili su se u ulogu građana, primalaca usluga, odnosno rezultata i tako preuzeli širu sliku zajednice i u shvatanje uloge same opštinske uprave.)
MATCH@E:(The municipal administration officials took on the roles of the citizens, consumers of services, or performance and thus gained a broader view on the community and the understanding of the role of the municipal administration itself.===>Odgovorni u opštinskoj upravi postavili su se u ulogu građana, primalaca usluga, odnosno rezultata i tako preuzeli širu sliku zajednice i u shvatanje uloge same opštinske uprave.)
MATCH@M:(Not all the barriers were lifted, though, since it was difficult to find concrete, quantitatively oriented indicators.===>Međutim, time nismo otklonili sve prepreke, jer je bilo veoma teško pronaći konkretne, kvantitativno opredeljene indikatore.)
MATCH@E:(Not all the barriers were lifted, though, since it was difficult to find concrete, quantitatively oriented indicators.===>Međutim, time nismo otklonili sve prepreke, jer je bilo veoma teško pronaći konkretne, kvantitativno opredeljene indikatore.)
MATCH@M:(The participants expected to be offered a set of indicators from which they would choose those they consider to be most adequate for their purposes.===>Učesnici su očekivali da čemo im ponuditi skup indikatora iz kojeg će izabrati one koji su po njihovom mišljenju za njih naj-adekvatniji.)
MATCH@E:(The participants expected to be offered a set of indicators from which they would choose those they consider to be most adequate for their purposes.===>Učesnici su očekivali da čemo im ponuditi skup indikatora iz kojeg će izabrati one koji su po njihovom mišljenju za njih najadekvatniji.)
MATCH@M:(The problem highlighted the need for a full solution model to be defined.===>Teškoća nas je dovela do potrebe za defin-cijom celokupnog modela rešenja.)
MATCH@E:(The problem highlighted the need for a full solution model to be defined.===>Teškoća nas je dovela do potrebe za defincijom celokupnog modela rešenja.)
MATCH@M:(The full knowledge of the local communities activities and of measuring performance requires to be formalized and the access should be granted to whoever is interested.===>Ukupno znanje o delovanju lokalnih zajednica i merenju rezultata potrebno je formalizovati i zainteresovanima omogućiti pristup.)
MATCH@E:(The full knowledge of the local communities activities and of measuring performance requires to be formalized and the access should be granted to whoever is interested.===>Ukupno znanje o delovanju lokalnih zajednica i merenju rezultata potrebno je formalizovati i zainteresovanima omogućiti pristup.)
MATCH@M:(At the time this paper was being prepared we were engaged in making an inventory and defining the indicators.===>U vreme pripremanja ovog priloga bavimo se popisom i definisanjem indikatora.)
MATCH@E:(At the time this paper was being prepared we were engaged in making an inventory and defining the indicators.===>U vreme pripremanja ovog priloga bavimo se popisom i definisanjem indikatora.)
MATCH@M:(In addition to the issue of defining the set of indicators, the issue of defining the end goals emerged.===>Pri tem se, pored problematike utvrđivanja skupa indikatora, ispoljiilo pitanje definisanja ciljnih vrednosti.)
MATCH@E:(In addition to the issue of defining the set of indicators, the issue of defining the end goals emerged.===>Pri tem se, pored problematike utvrđivanja skupa indikatora, ispoljiilo pitanje definisanja ciljnih vrednosti.)
MATCH@M:(Of great help in solving this problem was the presentation of performance with linguistic values that we determined for all those results that do not have any specific requirements and that still take the mean value to be the one from the previous periods, marked as “good“.===>Pri prevazilaženju te teškoće od velike pomoći bila nam je prezentacija rezultata sa jezičkim vrednostima koje smo odredili za sve rezultate za koje ne postoje posebni zahtevi i kao srednju održavaju vrednost iz prethodnih perioda sa oznakom “dobro”.)
MATCH@E:(Of great help in solving this problem was the presentation of performance with linguistic values that we determined for all those results that do not have any specific requirements and that still take the mean value to be the one from the previous periods, marked as good.===>Pri prevazilaženju te teškoće od velike pomoći bila nam je prezentacija rezultata sa jezičkim vrednostima koje smo odredili za sve rezultate za koje ne postoje posebni zahtevi i kao srednju održavaju vrednost iz prethodnih perioda sa oznakom dobro.)
MATCH@M:(A general conclusion is that in the project planning we have underestimated the elements affecting the scope of work and the duration of the project, and to a large extent.===>Generalna konstatacija jeste da smo u planiranju projekta elemente koji utiču na obim rada i trajanje projekta krepko potcenili.)
MATCH@E:(A general conclusion is that in the project planning we have underestimated the elements affecting the scope of work and the duration of the project, and to a large extent.===>Generalna konstatacija jeste da smo u planiranju projekta elemente koji utiču na obim rada i trajanje projekta krepko potcenili.)
MATCH@M:(In the work in this field, the research work overlaps with the applicative development of the solution.===>U radu na predstavljenom području istraživački rad prepliće se sa aplikativnim razvojem rešenja.)
MATCH@E:(In the work in this field, the research work overlaps with the applicative development of the solution.===>U radu na predstavljenom području istraživački rad prepliće se sa aplikativnim razvojem rešenja.)
MATCH@M:(Hence, in conclusion, we invite all the researchers engaged in similar matter and planning similar projects to collaborate.===>Stoga za kraj pozivamo na saradnju sve istraživače koji se bavite sličnim problemima i planirate slične projekte.)
MATCH@E:(Hence, in conclusion, we invite all the researchers engaged in similar matter and planning similar projects to collaborate.===>Stoga za kraj pozivamo na saradnju sve istraživače koji se bavite sličnim problemima i planirate slične projekte.)
MATCH@M:(The issue of social responsibility for information systems (IS) becomes more and more important.===>Pitanje društvene odgovornosti za informacione sisteme (IS) postaje sve značajnije.)
MATCH@E:(September 2008, Belgrade, Serbia The issue of social responsibility for information systems (IS) becomes more and more important.===>Septembar 2008, Beograd, Srbija Pitanje društvene odgovornosti za informacione sisteme (IS) postaje sve značajnije.)
MATCH@M:(However, it is not easy to determine what a socially responsible IS development is and which responsibilities for IS should be delegated and to whom.===>Međutim, nije lako utvrditi šta se smatra društveno odgovornim razvojem IS niti koje odgovornosti za IS i kome treba pripisati.)
MATCH@E:(However, it is not easy to determine what a socially responsible IS development is and which responsibilities for IS should be delegated and to whom.===>Međutim, nije lako utvrditi šta se smatra društveno odgovornim razvojem IS niti koje odgovornosti za IS i kome treba pripisati.)
MATCH@M:(Different views on IS nature and on their roles in organizations and society are the basis for different delegation of responsibility for IS.===>Različita gledišta o prirodi i ulozi IS u organizacijama i društvu predstavljaju osnovu za različita pripisivanja odgovornosti za IS.)
MATCH@E:(Different views on IS nature and on their roles in organizations and society are the basis for different delegation of responsibility for IS.===>Različita gledišta o prirodi i ulozi IS u organizacijama i društvu predstavljaju osnovu za različita pripisivanja odgovornosti za IS.)
MATCH@M:(Besides,a permanent improvement of information technology, permanent changes in organizations and society and an increasing IS connectivity make IS development and the problem of ascription of social responsibility for IS ever harder.===>Osim toga, stalno unapređivanje informacionih tehnologija, stalne promene organizacija i društva i sve veća povezanost IS otežavaju razvoj IS i problem pripisivanja odgovornosti za IS.)
MATCH@E:(Besides,a permanent improvement of information technology, permanent changes in organizations and society and an increasing IS connectivity make IS development and the problem of ascription of social responsibility for IS ever harder.===>Osim toga, stalno unapređivanje informacionih tehnologija, stalne promene organizacija i društva i sve veća povezanost IS otežavaju razvoj IS i problem pripisivanja odgovornosti za IS.)
MATCH@M:(Understanding of IS development issues can be seen as a condition and as an object of social responsibility for IS.===>Razumevanje problematike razvoja IS može da se posmatra kao uslov i kao predmet društvene odgovornosti za IS.)
MATCH@E:(Understanding of IS development issues can be seen as a condition and as an object of social responsibility for IS.===>Razumevanje problematike razvoja IS može da se posmatra kao uslov i kao predmet društvene odgovornosti za IS.)
MATCH@M:(This paper points out that aa socially responsible IS development requires an understanding of IS development issues and delegation of responsibility for building that understanding.===>U ovom radu ukazuje se da je za društveno odgovoran razvoj IS potrebno razumevanje problema razvoja IS, kao i utvrđivanje odgovornosti za izgradnju tog razumevanja.)
MATCH@E:(This paper points out that aa socially responsible IS development requires an understanding of IS development issues and delegation of responsibility for building that understanding.===>U ovom radu ukazuje se da je za društveno odgovoran razvoj IS potrebno razumevanje problema razvoja IS, kao i utvrđivanje odgovornosti za izgradnju tog razumevanja.)
MATCH@M:(The issues of a socialyz responsible IS development are illustrated on the case of the water information system (WIS) development in Serbia.===>Problematika razvoja IS sa aspekta društvene odgovornosti osvetljena je na primeru razvoja vodoprivrednog informacionog sistema (VIS) u Srbiji.)
MATCH@E:(The issues of a socialyz responsible IS development are illustrated on the case of the water information system (WIS) development in Serbia.===>Problematika razvoja IS sa aspekta društvene odgovornosti osvetljena je na primeru razvoja vodoprivrednog informacionog sistema (VIS) u Srbiji.)
MATCH@M:(The paper is a contribution to an understanding of IS and information society development issues in Serbia and in that way it is a contribution to a socially responsible development of IS and information society.===>Rad predstavlja doprinos razumevanju problematike razvoja IS i informacionog društva u Srbiji, a samim tim i doprinos njihovom društveno odgovornom razvoju.)
MATCH@E:(The paper is a contribution to an understanding of IS and information society development issues in Serbia and in that way it is a contribution to a socially responsible development of IS and information society. ~~~ 1.===>Rad predstavlja doprinos razumevanju problematike razvoja IS i informacionog društva u Srbiji, a samim tim i doprinos njihovom društveno odgovornom razvoju. 1.)
MATCH@M:(Their development gives rise to numerous ethical issues as well.===>Njihov razvoj donosi i brojne etičke probleme.)
MATCH@E:(Their development gives rise to numerous ethical issues as well.===>Njihov razvoj donosi i brojne etičke probleme.)
MATCH@M:(The number and the critical importance of the ethical issues in the information technologies (IT) development, which is the basis of modern IS have led to establishing a specific research area - computer ethics.===>Broj i ozbiljnost etičkih problema razvoja informacionih tehnologija (IT), na kojima se zasnivaju savremeni IS, doveli su do uspostavljanja posebne istraživačke oblasti - računarske etike.)
MATCH@E:(The number and the critical importance of the ethical issues in the information technologies (IT) development, which is the basis of modern IS have led to establishing a specific research area - computer ethics.===>Broj i ozbiljnost etičkih problema razvoja informacionih tehnologija (IT), na kojima se zasnivaju savremeni IS, doveli su do uspostavljanja posebne istraživačke oblasti - računarske etike.)
MATCH@M:(The computer ethics issues are frequently approached with a presumption that IT are ethically neutral tools and that ethical problems result solely from a wrong use or a misuse of IT.===>Problemima računarske etike često se pristupa sa pretpostavkom da su IT etički neutralan alat i da etički problemi nastaju samo pogrešnim korišćenjem ili zloupotrebom IT.)
MATCH@E:(The computer ethics issues are frequently approached with a presumption that IT are ethically neutral tools and that ethical problems result solely from a wrong use or a misuse of IT.===>Problemima računarske etike često se pristupa sa pretpostavkom da su IT etički neutralan alat i da etički problemi nastaju samo pogrešnim korišćenjem ili zloupotrebom IT.)
MATCH@M:(Since in Serbia, despite all the attempts, the IS important for the functioning of the country and its citizens, supposed to be part of the national information infrastructure, i.e., the basics of information society, and recognized as such a decade back, have not yet been developed, it is of critical importance that social responsibility for IS in Serbia should be established.===>S obzirom da u Srbiji, i pored učinjenih pokušaja, nisu razvijeni IS značajni za funkcionisanje zemlje i njene građane, koji bi trebalo da budu deo nacionalne infor-macione infrastrukture tj. osnove informacionog društva, a koji su kao takvi prepoznati još pre desetak godina, veoma je značajno uspostaviti društvenu odgovornost za IS u Srbiji.)
MATCH@E:(Since in Serbia, despite all the attempts, the IS important for the functioning of the country and its citizens, supposed to be part of the national information infrastructure, i.e., the basics of information society, and recognized as such a decade back, have not yet been developed, it is of critical importance that social responsibility for IS in Serbia should be established.===>S obzirom da u Srbiji, i pored učinjenih pokušaja, nisu razvijeni IS značajni za funkcionisanje zemlje i njene građane, koji bi trebalo da budu deo nacionalne informacione infrastrukture tj. osnove informacionog društva, a koji su kao takvi prepoznati još pre desetak godina, veoma je značajno uspostaviti društvenu odgovornost za IS u Srbiji.)
MATCH@M:(For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning ([Greska: izvor podataka nije nalen], [4], [5], [6]).===>U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti ([2], [4], [5], [6]).)
MATCH@E:(The meaning of social Responsibility for IS - points At issue For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning (ŠGreška: izvor podataka nije nađenË, Š4Ë, Š5Ë, Š6Ë).===>Značenje društvene odgovornosti za IS sporna pitanja U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti (Š2Ë, Š4Ë, Š5Ë, Š6Ë).)
BAD_LINE_=============================================================
BAD_LINE_M:For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning ([Greska: izvor podataka nije nalen], [4], [5], [6]).
BAD_LINE_M:U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti ([2], [4], [5], [6]).
BAD_LINE_E:The meaning of social Responsibility for IS - points At issue For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning (ŠGreška: izvor podataka nije nađenË, Š4Ë, Š5Ë, Š6Ë).
BAD_LINE_E:Značenje društvene odgovornosti za IS sporna pitanja U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti (Š2Ë, Š4Ë, Š5Ë, Š6Ë).
MATCH@M:(In a most general sense, responsibility means the relationship between two parties.===>Odgovornost, u najopštijem smislu, označava odnos između dve strane.)
MATCH@E:(The concept of responsibility In a most general sense, responsibility means the relationship between two parties.===>Pojam odgovornost Odgovornost, u najopštijem smislu, označava odnos između dve strane.)
MATCH@M:(By its acting or its failing to act, one party affects the welfare of the other party and hence has to (should) answer for its conduct.===>Jedna strana svojim delovanjem ili nedelovanjem utiče na dobrobit druge strane i zbog toga (treba da) odgovara za svoje ponašanje.)
MATCH@E:(By its acting or its failing to act, one party affects the welfare of the other party and hence has to (should) answer for its conduct.===>Jedna strana svojim delovanjem ili nedelovanjem utiče na dobrobit druge strane i zbog toga (treba da) odgovara za svoje ponašanje.)
MATCH@M:(Social responsibility means the responsibility towards the society.===>Društvena odgovornost predstavlja odgovornost prema društvu.)
MATCH@E:(Social responsibility means the responsibility towards the society.===>Društvena odgovornost predstavlja odgovornost prema društvu.)
MATCH@M:(It is not an objective in itself, but a means to change the behaviour of people in order that a desired condition of the society be established - a "good life" for all.===>Ona nije cilj po sebi već sredstvo za promenu ponašanja ljudi u cilju formiranja poželjnog stanja u društvu - "dobrog života" za sve.)
MATCH@E:(It is not an objective in itself, but a means to change the behaviour of people in order that a desired condition of the society be established - a good life for all.===>Ona nije cilj po sebi već sredstvo za promenu ponašanja ljudi u cilju formiranja poželjnog stanja u društvu dobrog života za sve.)
MATCH@M:(There are various dimensions and conditions of responsibility.===>Razlikuju se dimenzije i uslovi odgovornosti.)
MATCH@E:(There are various dimensions and conditions of responsibility.===>Da bi se eliminisalo to neodgovorno i neetičko Razlikuju se dimenzije i uslovi odgovornosti.)
BAD_LINE_=============================================================
BAD_LINE_M:There are various dimensions and conditions of responsibility.
BAD_LINE_M:Razlikuju se dimenzije i uslovi odgovornosti.
BAD_LINE_E:There are various dimensions and conditions of responsibility.
BAD_LINE_E:Da bi se eliminisalo to neodgovorno i neetičko Razlikuju se dimenzije i uslovi odgovornosti.
MATCH@M:(The dimensions of responsibility are: the subject, the object and the authority of responsibility.===>Dimenzije odgovornosti su: subjekat, predmet i autoritet odgovornosti.)
MATCH@E:(The dimensions of responsibility are: the subject, the object and the authority of responsibility.===>Dimenzije odgovornosti su: subjekat, predmet i autoritet odgovornosti.)
MATCH@M:(The subject of responsibility denotes the one who is responsible, whereas the object denotes what is the subject responsible for.===>Subjekat odgovornosti označava ko je odgovoran, a predmet odgovornosti za šta je subjekat odgovoran.)
MATCH@E:(The subject of responsibility denotes the one who is responsible, whereas the object denotes what is the subject responsible for.===>Subjekat odgovornosti označava ko je odgovoran, a predmet odgovornosti za šta je subjekat odgovoran.)
MATCH@M:(In other words, the responsibility for an object of responsibility is delegated to the subject of responsibility.===>Drugim rečima, odgovornost za neki predmetodgovornosti pripisuje se subjektu odgovornosti.)
MATCH@E:(In other words, the responsibility for an object of responsibility is delegated to the subject of responsibility.===>Drugim rečima, odgovornost za neki predmet odgovornosti pripisuje se subjektu odgovornosti.)
MATCH@M:(The objective of delegating responsibility cannot be achieved without the authority of responsibility - an individual or an institution in charge of the rules and the validity of delegating a certain responsibility, nor can it be achieved without the support provided to a socially responsible behaviour.===>Cilj pripisivanja odgovornosti ne može da se ostvari bez autoriteta odgovornosti - osobe ili institucije koja brine o pravilima i valjanosti pripisivanja određene odgovornosti, kao i podršci društveno odgovornom ponašanju.)
MATCH@E:(The objective of delegating responsibility cannot be achieved without the authority of responsibility - an individual or an institution in charge of the rules and the validity of delegating a certain responsibility, nor can it be achieved without the support provided to a socially responsible behaviour.===>Cilj pripisivanja odgovornosti ne može da se ostvari bez autoriteta odgovornosti - osobe ili institucije koja brine o pravilima i valjanosti pripisivanja određene odgovornosti, kao i podršci društveno odgovornom ponašanju.)
MATCH@M:(Responsibility can be delegated only if certain conditions are fulfilled - if there is a causality as well as the awareness of the causality, the freedom of will and choice, the power to act and certain personal qualities of the subject.===>Odgovornost može da se pripiše samo ako su zadovoljeni određeni uslovi - ako postoji uzročnost i svest o njoj, sloboda volje i izbora, moć delovanja i određena lična svojstva subjekta.)
MATCH@E:(Responsibility can be delegated only if certain conditions are fulfilled - if there is a causality as well as the awareness of the causality, the freedom of will and choice, the power to act and certain personal qualities of the subject.===>Odgovornost može da se pripiše samo ako su zadovoljeni određeni uslovi ako postoji uzročnost i svest o njoj, sloboda volje i izbora, moć delovanja i određena lična svojstva subjekta.)
MATCH@M:(In order that responsibility be delegated to the subject, there must exist a cause-effect relation between the subject and the object of responsibility.===>Da bi se odgovornost pripisala subjektu, mora da postoji uzročna veza između njega i predmeta odgovornosti.)
MATCH@E:(In order that responsibility be delegated to the subject, there must exist a cause-effect relation between the subject and the object of responsibility.===>Da bi se odgovornost pripisala subjektu, mora da postoji uzročna veza između njega i predmeta odgovornosti.)
MATCH@M:(The subject has to be aware that his behaviour may have an effect upon the object of responsibility.===>Subjekat mora da bude svestan da svojim ponašanjem može da utiče na predmet odgovornosti.)
MATCH@E:(The subject has to be aware that his behaviour may have an effect upon the object of responsibility.===>Subjekat mora da bude svestan da svojim ponašanjem može da utiče na predmet odgovornosti.)
MATCH@M:(The subject of responsibility, furthermore, has to be capable of behaving in a responsible manner -he/she/it must have the freedom of will, the freedom of choice and the opportunity to act, as well as the power of controlling what he is responsible for.===>Subjekat odgovornosti, dalje, mora da bude u stanju da se odgovorno ponaša - on mora da ima slobodu volje, slobodu izbora i mogućnost delovanja, kao i moć da upravlja onim za šta je odgovoran.)
MATCH@E:(The subject of responsibility, furthermore, has to be capable of behaving in a responsible manner -he/she/it must have the freedom of will, the freedom of choice and the opportunity to act, as well as the power of controlling what he is responsible for.===>Subjekat odgovornosti, dalje, mora da bude u stanju da se odgovorno ponaša on mora da ima slobodu volje, slobodu izbora i mogućnost delovanja, kao i moć da upravlja onim za šta je odgovoran.)
MATCH@M:(The greater the subject's power, the greater his/its responsibility.===>Odgovornost subjekta raste sa povećanjem njegove moći.)
MATCH@E:(The greater the subject's power, the greater his/its responsibility.===>Odgovornost subjekta raste sa povećanjem njegove moći.)
MATCH@M:(The subject can be responsible only if he/it has certain qualities.===>Subjekat može da bude odgovoran samo ako posedu-je određena svojstva.)
MATCH@E:(The subject can be responsible only if he/it has certain qualities.===>Subjekat može da bude odgovoran samo ako poseduje određena svojstva.)
MATCH@M:(Emotions are an important precondition of responsibility, since a person without feelings for others and without self-respect cannot be a responsible member of a society.===>Posedovanje emocija je važan uslov odgovornosti jer odgovoran član društva ne može da bude osoba bez osećaja za druge i bez poštovanja same sebe.)
MATCH@E:(Emotions are an important precondition of responsibility, since a person without feelings for others and without self-respect cannot be a responsible member of a society.===>Posedovanje emocija je važan uslov odgovornosti jer odgovoran član društva ne može da bude osoba bez osećaja za druge i bez poštovanja same sebe.)
MATCH@M:(Also important in delegating responsibility are the nature of the subject's intention and the extent of that intention, as well as the subject's knowledge of how to anticipate the outcomes of his own behaviour.===>Za pripisivanje odgovornosti bitna je i priroda namere subjekta i stepen te namere, kao i znanje subjekta da predvidi ishod sopstvenog ponašanja.)
MATCH@E:(Also important in delegating responsibility are the nature of the subject's intention and the extent of that intention, as well as the subject's knowledge of how to anticipate the outcomes of his own behaviour.===>Za pripisivanje odgovornosti bitna je i priroda namere subjekta i stepen te namere, kao i znanje subjekta da predvidi ishod sopstvenog ponašanja.)
MATCH@M:(Hence a socially responsible subject should be capable of learning.===>Zbog toga društveno odgovoran subjekat treba da ima sposobnost učenja.)
MATCH@E:(Hence a socially responsible subject should be capable of learning.===>Zbog toga društveno odgovoran subjekat treba da ima sposobnost učenja.)
MATCH@M:(He has to observe the events and behaviours in his environment, learn from errors and change his behaviour in accordance with the understanding he achieved.===>On mora da opaža događaje i ponašanja u sopstvenom okruženju, uči iz grešaka i me-nja ponašanje u skladu sa izgrađenim razumevanjem.)
MATCH@E:(He has to observe the events and behaviours in his environment, learn from errors and change his behaviour in accordance with the understanding he achieved.===>On mora da opaža događaje i ponašanja u sopstvenom okruženju, uči iz grešaka i menja ponašanje u skladu sa izgrađenim razumevanjem. 2.)
MATCH@M:(The problems in responsibility delegating are those related to identifying the subjct and the object of responsibility.===>Problemi pripisivanja odgovornosti su problemi vezani za utvrđivanje subjekta i predmeta odgovornosti, kao i praćenja odgovornog ponašanja.)
MATCH@E:(2.2. ~~~ The problems in responsibility delegation The problems in responsibility delegating are those related to identifying the subjct and the object of responsibility.===>Problemi pripisivanja odgovornosti Problemi pripisivanja odgovornosti su problemi vezani za utvrđivanje subjekta i predmeta odgovornosti, kao i praćenja odgovornog ponašanja.)
MATCH@M:(The problems of identifying the subject of responsibility arise mainly due to the subject's failure to fulfill the conditions of responsibility.===>Problemi utvrđivanja subjekta odgovornosti nastaju uglavnom zbog nemogućnosti subjekta da zadovolji uslove odgovornosti.)
MATCH@E:(The problems of identifying the subject of responsi bility arise mainly due to the subject's failure to fulfill the conditions of responsibility.===>Problemi utvrđivanja subjekta odgovornosti nastaju uglavnom zbog nemogućnosti subjekta da zadovolji uslove odgovornosti.)
MATCH@M:(Earlier, the responsibility used to be delegated to an individual, as it was thought that only man, as an ethical being, feels he has to answer for his behaviour.===>Ranije je odgovornost pripisivana pojedincu jer se smatralo da jedino čovek, kao moralno biće, ima ose-ćaj potrebe da odgovara za svoje ponašanje.)
MATCH@E:(Earlier, the responsibility used to be delegated to an individual, as it was thought that only man, as an ethical being, feels he has to answer for his behaviour.===>Ranije je odgovornost pripisivana pojedincu jer se smatralo da jedino čovek, kao moralno biće, ima osećaj potrebe da odgovara za svoje ponašanje.)
MATCH@M:(Due to the conditions of an increasing complexity and interrelations, the individual has no knowledge of the cause-effect chain between himself and the object of responsibility, nor does he have the power to control the flow of events in this chain.===>Međutim, u savremenom svetu pojedinac često ne može da ispuni sve uslove odgovornosti. Zbog sve veće složenosti i međusobne povezanosti, pojedinac nema znanja o lancu uzročnih veza između njega i predmeta odgovornosti, kao ni moć da upravlja dešavanjima u tom lancu.)
MATCH@E:(Due to the conditions of an increasing complexity and interrelations, the individual has no knowledge of the cause-effect chain between himself and the object of responsibility, nor does he have the power to control the flow of events in this chain.===>Međutim, u savremenom svetu pojedinac često ne može da ispuni sve uslove odgovornosti. ~~~ Zbog sve veće složenosti i međusobne povezanosti, pojedinac nema znanja o lancu uzročnih veza između njega i predmeta odgovornosti, kao ni moć da upravlja dešavanjima u tom lancu.)
MATCH@M:(In recent years, the social responsibility of organizations has been increasingly debated.===>U novije vreme sve više se govori o društvenoj odgovornosti organizacija.)
MATCH@E:(In recent years, the social responsibility of organizations has been increasingly debated.===>U novije vreme sve više se govori o društvenoj odgovornosti organizacija.)
MATCH@M:(In many cases the organizations fulfill their responsibilities more efficiently compared to the individuals.===>Organizacije u mnogim slučajevima ispunjavaju uslove odgovornosti bolje od pojedinaca.)
MATCH@E:(In many cases the organizations fulfill their responsibilities more efficiently compared to the individuals.===>Organizacije u mnogim slučajevima ispunjavaju uslove odgovornosti bolje od pojedinaca.)
MATCH@M:(Compared to an individual, the organization has generally more power, it can develop a greater capability of perception, of learning and of making relevant decisions.===>Organizacija, u poređenju sa pojedincem, uglavnom ima veću moć, može da izgradi veću sposobnost opažanja i učenja i donošenja relevantnih odluka.)
MATCH@E:(Compared to an individual, the organization has generally more power, it can develop a greater capability of perception, of learning and of making relevant decisions.===>Organizacija, u poređenju sa pojedincem, uglavnom ima veću moć, može da izgradi veću sposobnost opažanja i učenja i donošenja relevantnih odluka.)
MATCH@M:(Besides, organization generally lives longer than an individual. The organizational acceptance of responsibility, that is, group responsibility raised the issue of the opportunity for the responsibility of other, not so well-organized groups.===>Osim toga, organizacija obično duže živi od pojedinca.Prihvatanje odgovornosti organizacija tj. grupne odgovornosti otvorilo je pitanje mogućnosti odgovornosti drugih, manje organizovanih grupa.)
MATCH@E:(The organizational acceptance of responsibility, that is, group responsibility raised the issue of the opportunity for the responsibility of other, not so well-organized groups.===>Prihvatanje odgovornosti organizacija tj. grupne odgovornosti otvorilo je pitanje mogućnosti odgovornosti drugih, manje organizovanih grupa.)
MATCH@M:(The basic points of issue of group responsibility are the group member's responsibility (whether it is only the group that is responsible or its member, too) and the relationship between the member's responsibility and the responsibility of the group (whether the group responsibility is greater than the sum of responsibilities of its members).===>Osnovna sporna pitanja grupne odgovornosti su odgovornost člana grupe (da li je odgovorna samo grupa ili i njen član) i odnos odgovornosti člana i odgovornosti grupe (da li je odgovornost grupe veća od sume odgovornosti njenih članova).)
MATCH@E:(The basic points of issue of group responsibility are the group member's responsibility (whether it is only the group that is responsible or its member, too) and the relationship between the member's responsibility and the responsibility of the group (whether the group responsibility is greater than the sum of responsibilities of its members).===>Osnovna sporna pitanja grupne odgovornosti su odgovornost člana grupe (da li je odgovorna samo grupa ili i njen član) i odnos odgovornosti člana i odgovornosti grupe (da li je odgovornost grupe veća od sume odgovornosti njenih članova).)
MATCH@M:(Besides, a serious problem of group responsibility is delegating responsibility for an activity with cumulative effects (effects evolving from a longer period of duration of the activity) since it is very difficult, if not impossible, to specify causality relations for such an activity.===>Osim toga, velik problem grupne odgovornosti je pripisivanje odgovornosti za akciju sa kumulativnim efektima (efektima koji nastaju u dužem periodu obavljanja aktivnosti) jer je za takvu akciju veoma teško ili nemoguće utvrditi uzročne veze.)
MATCH@E:(Besides, a serious problem of group responsibility is delegating responsibility for an activity with cumulative effects (effects evolving from a longer period of duration of the activity) since it is very difficult, if not impossible, to specify causality relations for such an activity.===>Osim toga, velik problem grupne odgovornosti je pripisivanje odgovornosti za akciju sa kumulativnim efektima (efektima koji nastaju u dužem periodu obavljanja aktivnosti) jer je za takvu akciju veoma teško ili nemoguće utvrditi uzročne veze.)
MATCH@M:(Another problem of specifying the subject of responsibility is the problem of indirect responsibility.===>U probleme utvrđivanja subjekta odgovornosti ubraja se i problem indirektne odgovornosti.)
MATCH@E:(Another problem of specifying the subject of responsibility is the problem of indirect responsibility.===>U probleme utvrđivanja subjekta odgovornosti ubraja se i problem indirektne odgovornosti.)
MATCH@M:(The subject is indirectly responsible if he has an indirect impact upon the object of responsibility, e.g., if he tries to change the behaviour of other subjects of responsibility in order to avoid or diminish the undesirable outcome of their actions.===>Indirektno odgovoran je subjekat koji može da utiče na predmet odgovornosti indirektno, npr. pokušajem promene ponašanja drugih subjekata odgovornosti, u cilju izbegava-nja ili umanjenja nepoželjnog ishoda njihovih akcija.)
MATCH@E:(The subject is indirectly responsible if he has an indirect impact upon the object of responsibility, e.g., if he tries to change the behaviour of other subjects of responsibility in order to avoid or diminish the undesirable outcome of their actions.===>Indirektno odgovoran je subjekat koji može da utiče na predmet odgovornosti indirektno, npr. pokušajem promene ponašanja drugih subjekata odgovornosti, u cilju izbegavanja ili umanjenja nepoželjnog ishoda njihovih akcija.)
MATCH@M:(For example, indirectly responsible is the consultant who did not inform the decision makers on the possible adverse consequences of their decision.===>Na primer, indirektno odgovoran mogao bi da bude konsultant koji nije informisao donosioce odluka o mogućim nepoželjnim posledicama njihove odluke.)
MATCH@E:(For example, indirectly responsible is the consultant who did not inform the decision makers on the possible adverse consequences of their decision.===>Na primer, indirektno odgovoran mogao bi da bude konsultant koji nije informisao donosioce odluka o mogućim nepoželjnim posledicama njihove odluke.)
MATCH@M:(The points of issue in defining the subject of responsibility are the following: which type of behaviour and which types of outcomes of the subject's behaviour the responsibility should be delegated for.===>Sporna pitanja utvđivanja predmeta odgovornosti su: za koju vrstu ponašanja i za koje vrste ishoda ponašanja subjekta treba pripisivati odgovornost.)
MATCH@E:(The points of issue in defining the subject of responsibility are the following: which type of behaviour and which types of outcomes of the subject's behaviour the responsibility should be delegated for.===>Sporna pitanja utvđivanja predmeta odgovornosti su: za koju vrstu ponašanja i za koje vrste ishoda ponašanja subjekta treba pripisivati odgovornost.)
MATCH@M:(Responsibility is usually delegated for actions, however, there are some who claim that responsibility should be delegated for failing to act as well.===>Odgovornost se obično pripisuje za akcije, ali smatra se da bi odgovornost trebalo pripisivati i za nedelovanje.)
MATCH@E:(Responsibility is usually delegated for actions, however, there are some who claim that responsibility should be delegated for failing to act as well.===>Odgovornost se obično pripisuje za akcije, ali smatra se da bi odgovornost trebalo pripisivati i za nedelovanje.)
MATCH@M:(Responsibility is usually delegated for planned outcomes.===>Odgovornost se obično pripisuje za planirane ishode.)
MATCH@E:(Responsibility is usually delegated for planned outcomes.===>Odgovornost se obično pripisuje za planirane ishode.)
MATCH@M:(A point of issue, though, is whether the object of responsibility includes the consequences that were not planned, and under which conditions this can be done.===>Sporno je, međutim, pitanje da li su i neplanirane po-sledice i pod kojim uslovima predmet odgovornosti.)
MATCH@E:(A point of issue, though, is whether the object of responsibility includes the consequences that were not planned, and under which condi tions this can be done.===>Sporno je, međutim, pitanje da li su i neplanirane posledice i pod kojim uslovima predmet odgovornosti.)
MATCH@M:(Similarly, a point of issue is whether cumulative effects can be taken as the object of responsibility.===>Slično, sporno pitanje je i da li su kumulativni efekti predmet odgovornosti.)
MATCH@E:(Similarly, a point of issue is whether cumulative effects can be taken as the object of responsibility.===>Slično, sporno pitanje je i da li su kumulativni efekti predmet odgovornosti.)
MATCH@M:(The object of responsibility can also be the ability to be the subject of responsibility.===>Predmet odgovornosti može da bude i sposobnost da se bude subjekat odgovornosti.)
MATCH@E:(The object of responsibility can also be the ability to be the subject of responsibility.===>Predmet odgovornosti može da bude i sposobnost da se bude subjekat odgovornosti.)
MATCH@M:(Given that education plays a vitally important role in ensuring the development of responsible subjects of a society, raising a responsible subject can be viewed as the object of group responsibility, even the responsibility of the society as a whole.===>S obzirom da obrazovanje ima jako važnu ulogu u omogućavanju razvoja odgovornih subjekata društva, formiranje odgovornog subjekta može da se posmatra kao predmet grupne odgovornosti, čak i odgovornosti čitavog društva.)
MATCH@E:(Given that education plays a vitally important role in ensuring the development of responsible subjects of a society, raising a responsible subject can be viewed as the object of group responsibility, even the responsibility of the society as a whole.===>S obzirom da obrazovanje ima jako važnu ulogu u omogućavanju razvoja odgovornih subjekata društva, formiranje odgovornog subjekta može da se posmatra kao predmet grupne odgovornosti, čak i odgovornosti čitavog društva.)
MATCH@M:(Besides, the very subject of a certain responsibility can be deemed responsible for the development of his own capabilities as the subject of responsibility, e.g., for permanent training in order that should be capable of accomplishing the tasks delegated to him by the society.===>Osim toga, i sam subjekat neke odgovornosti može da bude odgovoran za razvoj sopstvene sposobnosti kao subjekta odgovornosti, npr. za stalno obrazovanje u cilju obavljanja poverenih uloga u društvu.)
MATCH@E:(Besides, the very subject of a certain responsibility can be deemed responsible for the development of his own capabilities as the subject of responsibility, e.g., for permanent training in order that should be capable of accomplishing the tasks delegated to him by the society.===>Osim toga, i sam subjekat neke odgovornosti može da bude odgovoran za razvoj sopstvene sposobnosti kao subjekta odgovornosti, npr. za stalno obrazovanje u cilju obavljanja poverenih uloga u društvu.)
MATCH@M:(The problems related to the authority of responsibility are also numerous.===>Problemi koji se odnose na autoritet odgovornosti ta-kođe su brojni.)
MATCH@E:(The problems related to the authority of responsibility are also numerous.===>Problemi koji se odnose na autoritet odgovornosti takođe su brojni.)
MATCH@M:(The authority of responsibility should accept to take care of responsibility.===>Autoritet odgovornosti treba da prihvati da brine o odgovornosti.)
MATCH@E:(The authority of responsibility should accept to take care of responsibility.===>Autoritet odgovornosti treba da prihvati da brine o odgovornosti.)
MATCH@M:(He has to have the power of improving responsibility.===>On mora da ima moć da unapređuje odgovornost.)
MATCH@E:(He has to have the power of improving responsibility.===>On mora da ima moć da unapređuje odgovornost.)
MATCH@M:(In the process of improvement of the socially responsible behaviour he is in charge of, the authority of responsibility is faced with the problem of acceptability of universal rules of a socially responsible behaviour.===>U procesu unapređenja društveno odgovornog ponašanja za koje je zadužen, autoritet odgovornosti suočava se sa problemom prihvatljivosti univerzalnih pravila društveno odgovornog ponašanja.)
MATCH@E:(In the process of improvement of the socially responsible behaviour he is in charge of, the authority of responsibility is faced with the problem of acceptability of universal rules of a socially responsible behaviour.===>U procesu unapređenja društveno odgovornog ponašanja za koje je zadužen, autoritet odgovornosti suočava se sa problemom prihvatljivosti univerzalnih pravila društveno odgovornog ponašanja.)
MATCH@M:(One problem of authority is also the problem of the validity of the estimate of responsibility.===>U probleme autoriteta ubraja se i problem valjanosti ocene odgovornosti.)
MATCH@E:(One problem of authority is also the problem of the validity of the estimate of responsibility.===>U probleme autoriteta ubraja se i problem valja nosti ocene odgovornosti.)
MATCH@M:(Responsibility depends on the extent to which the conditions for responsibility are fulfilled, which is interpreted by this authority.===>Odgovornost zavisi od stepe-na zadovoljenja uslova odgovornosti, koji autoritet tumači.)
MATCH@E:(Responsibility depends on the extent to which the conditions for responsibility are fulfilled, which is interpreted by this authority.===>Odgovornost zavisi od stepena zadovoljenja uslova odgovornosti, koji autoritet tumači.)
MATCH@M:(The interpretation of the authority, as an external observer, may differ from the feeling of the subject of responsibility.===>Tumačenje autoriteta, kao spoljašnjeg posmatra-ča, može da se razlikuje od osećaja subjekta odgovornosti.)
MATCH@E:(The interpretation of the authority, as an external observer, may differ from the feeling of the subject of responsibility.===>Tumačenje autoriteta, kao spoljašnjeg posmatrača, može da se razlikuje od osećaja subjekta odgovornosti.)
MATCH@M:(For example, if the authority perceives a larger number of possible actions compared to the subject, his estimate of the freedom of choice will be higher compared to the freedom of choice the subject really felt.===>Na primer, ako autoritet uočava više mogućih akcija nego subjekat, njegova ocena slobode izbora biće veća od slobode izbora koju je subjekat osećao.)
MATCH@E:(For example, if the authority perceives a larger number of possible actions compared to the subject, his estimate of the freedom of choice will be higher compared to the freedom of choice the subject really felt.===>Na primer, ako autoritet uočava više mogućih akcija nego subjekat, njegova ocena slobode izbora biće veća od slobode izbora koju je subjekat osećao.)
MATCH@M:(On the other hand, the subject may feel free to choose the actions, while the authority, who finds it easy to predict his actions, assumes that he has no freedom of choice.===>S druge strane, subjekat može da se oseća slobodnim u izboru akcija, a da autoritet, koji lako predviđa sve njegove akcije, pretpostavlja da on nema slobodu izbora.)
MATCH@E:(On the other hand, the subject may feel free to choose the actions, while the authority, who finds it easy to predict his actions, assumes that he has no freedom of choice. ~~~ 2.3.===>S druge strane, subjekat može da se oseća slobodnim u izboru akcija, a da autoritet, koji lako predviđa sve njegove akcije, pretpostavlja da on nema slobodu izbora. 2.)
MATCH@M:(The problems in delegating responsibility in general are present in the case of delegating responsibility for IS, too.===>Problemi pripisivanja odgovornosti u opštem slučaju postoje i u slučaju pripisivanja odgovornosti za IS.)
MATCH@E:(Responsibility for IS The problems in delegating responsibility in general are present in the case of delegating responsibility for IS, too.===>Odgovornost za IS Problemi pripisivanja odgovornosti u opštem slučaju postoje i u slučaju pripisivanja odgovornosti za IS.)
MATCH@M:(Due to a continual development of IT, the permanent organizational and social change and increasing interrelations between IS, the development of the IS and the problem of delegating responsibility for IS become ever more difficult.===>Zbog stalnog razvoja IT, stalnih promena organizacija i društva i sve veće povezanosti IS, razvoj IS i problem pripisivanja odgovornosti za IS postaju sve teži.)
MATCH@E:(Due to a continual development of IT, the permanent organizational and social change and increasing interrelations between IS, the development of the IS and the problem of delegating responsibility for IS become ever more difficult.===>Zbog stalnog razvoja IT, stalnih promena organizacija i društva i sve veće povezanosti IS, razvoj IS i problem pripisivanja odgovornosti za IS postaju sve teži.)
MATCH@M:(The responsibility for IS is most often delegated to the IS designer/developer, despite the fact that such approach is wrong.===>Odgovornost za IS najčešće se pripisuje projektantu IS mada je davno ukazano na pogrešnost tog pristupa.)
MATCH@E:(The responsibility for IS is most often delegated to the IS designer/developer, despite the fact that such approach is wrong.===>Odgovornost za IS najčešće se pripisuje projektantu IS mada je davno ukazano na pogrešnost tog pristupa.)
MATCH@M:(The director of the organization, who is often found responsible for the work of the organization, cannot be delegated responsibility for IS since he does not fulfill all the conditions of responsibility - he has no necessary knowledge of IS.===>Direktoru organizacije, koji se često smatra odgovornim za rad organizacije, ne može da se pripiše odgovornost za IS jer on ne ispunjava sve uslove odgovornosti - nema potrebna znanja o IS.)
MATCH@E:(The director of the organization, who is often found responsible for the work of the organization, cannot be delegated responsibility for IS since he does not fulfill all the conditions of responsibility - he has no necessary knowledge of IS.===>Direktoru organizacije, koji se često smatra odgovornim za rad organizacije, ne može da se pripiše odgovornost za IS jer on ne ispunjava sve uslove odgovornosti - nema potrebna znanja o IS.)
MATCH@M:(Other individuals, participants in its development, e.g., programmers, hardware experts, system analysts, individuals from the IS user organization that define the requirements for IS can also be deemed responsible for IS.===>Odgovornim za IS mogli bi se smatrati i drugi pojedinci, učesnici u njegovom razvoju, npr. programeri, stručnjaci za hardver, sistem analitičari, pojedinci iz organizacije korisnika IS koji određuju zahteve za IS.)
MATCH@E:(Other individuals, participants in its development, e.g., programmers, hardware experts, system analysts, individuals from the IS user organization that define the requirements for IS can also be deemed responsible for IS.===>Odgovornim za IS mogli bi se smatrati i drugi pojedinci, učesnici u njegovom razvoju, npr. programeri, stručnjaci za hardver, sistem analitičari, pojedinci iz organizacije korisnika IS koji određuju zahteve za IS.)
MATCH@M:(An individual, however, cannot understand all the relations between IS and other systems, be knowledgeable of all the consequences of his decisions, nor does he have the power to control all the events vital in the IS development and operation.===>Međutim, pojedinac ne može da shvati sve veze IS sa drugim sistemima, da ima znanja o svim posledicama svoje odluke, niti moć da upravlja svim događajima bitnim za razvoj i rad IS.)
MATCH@E:(An individual, however, cannot understand all the relations between IS and other systems, be knowledgeable of all the consequences of his decisions, nor does he have the power to control all the events vital in the IS development and operation.===>Međutim, pojedinac ne može da shvati sve veze IS sa drugim sistemima, da ima znanja o svim posledicama svoje odluke, niti moć da upravlja svim događajima bitnim za razvoj i rad IS.)
MATCH@M:(Furthermore, the individual, in the organization in which he is employed, is not always free to take the action he finds desirable.===>Osim toga, pojedinac, u organizaciji u kojoj je zaposlen, nema uvek slobodu da preduzime akciju koju on smatra poželjnom.)
MATCH@E:(Furthermore, the individual, in the organization in which he is employed, is not always free to take the action he finds desirable.===>Osim toga, pojedinac, u organizaciji u kojoj je zaposlen, nema uvek slobodu da preduzime akciju koju on smatra poželjnom.)
MATCH@M:(The individual's freedom of choice and power of action are even smaller when he develops IS for the organization he is not employed in, since the rules of work in the organization and the expectations of its members mean an additional limitation to his activities.===>Sloboda izbora i moć delovanja pojedinca su još manji kada razvija IS za organizaciju u kojoj nije zaposlen jer pravila rada te organizacije i očekivanja njenih članova dodatno ograničavaju njegovo delovanje.)
MATCH@E:(The individual's freedom of choice and power of action are even smaller when he develops IS for the organization he is not employed in, since the rules of work in the organization and the expectations of its members mean an additional limitation to his activities.===>Sloboda izbora i moć delovanja pojedinca su još manji kada razvija IS za organizaciju u kojoj nije zaposlen jer pravila rada te organizacije i očekivanja njenih članova dodatno ograničavaju njegovo delovanje.)
MATCH@M:(Given that technology is often understood as the application of science, the responsibility for IS can be delegated primarily to researchers, and then to the experts in the IT and IS areas.===>S obzirom da se tehnologija često shvata kao primena nauke, odgovornost za IS mogla bi se pripiše najpre istraživačima, a zatim stručnjacima u oblasti IT i IS.)
MATCH@E:(Given that technology is often understood as the application of science, the responsibility for IS can be delegated primarily to researchers, and then to the experts in the IT and IS areas.===>S obzirom da se tehnologija često shvata kao primena nauke, odgovornost za IS mogla bi se pripiše najpre istraživačima, a zatim stručnjacima u oblasti IT i IS.)
MATCH@M:(Due to the fact, however, that human knowledge is limited, the researches cannot be responsible for all the results of their work either.===>Međutim, zbog granica ljudskog znanja, ni istraživači ne mogu da budu odgovorni za sve rezultate sopstvenog rada.)
MATCH@E:(Due to the fact, however, that human knowledge is limited, the researches cannot be responsible for all the results of their work either.===>Međutim, zbog granica ljudskog znanja, ni istraživači ne mogu da budu odgovorni za sve rezultate sopstvenog rada.)
MATCH@M:(Moreover, practice is usually ahead of theory in the IS area - experts invent and develop new practical possibilities, without waiting for the results of respective research.===>Osim toga, u oblasti IS praksa često prethodi teoriji - stručnjaci pronalaze i razvijaju nove praktične mogućnosti ne čekajući rezultate odgovarajućih istraživanja.)
MATCH@E:(Moreover, practice is usually ahead of theory in the IS area - experts invent and develop new practical possibilities, without waiting for the results of respective research.===>Osim toga, u oblasti IS praksa često prethodi teoriji - stručnjaci pronalaze i razvijaju nove praktične mogućnosti ne čekajući rezultate odgovarajućih istraživanja.)
MATCH@M:(In other words, having in mind the nature of modern IS, no individual can fulfill all the conditions of responsibility for the entire IS.===>Drugim rečima, s obzirom na prirodu savremenih IS nijedan pojedinac ne može da zadovolji sve uslove odgovornosti za čitav IS.)
MATCH@E:(In other words, having in mind the nature of modern IS, no individual can fulfill all the conditions of responsibility for the entire IS.===>Drugim rečima, s obzirom na prirodu savremenih IS nijedan pojedinac ne može da zadovolji sve uslove odgovornosti za čitav IS.)
MATCH@M:(The individual can be deemed responsible for only certain aspects of IS.===>Pojedinac bi mogao da se smatra odgovornim samo za neki aspekt IS.)
MATCH@E:(The individual can be deemed responsible for only certain aspects of IS.===>Pojedinac bi mogao da se smatra odgovornim samo za neki aspekt IS.)
MATCH@M:(For example, a software engineer can be responsible for the quality of software, not for the entire IS.===>Na primer, softverski inženjer može da bude odgovoran za kvali-tet softvera, a ne za čitav IS.)
MATCH@E:(For example, a software engineer can be responsible for the quality of software, not for the entire IS.===>Na primer, softverski inženjer može da bude odgovoran za kvalitet softvera, a ne za čitav IS.)
MATCH@M:(Organizational responsibility for IS can be delegated to the organizations engaged in certain activities in the IS area, e.g., in the delivery of services or in software or hardware supply.===>Organizaciona odgovornost za IS mogla bi da se pripi-še organizacijama koje se bave nekom od delatnosti u oblasti IS, npr. pružanjem usluga ili proizvodnjom softvera ili hardvera.)
MATCH@E:(Organizational responsibility for IS can be delegated to the organizations engaged in certain activities in the IS area, e.g., in the delivery of services or in software or hardware supply.===>Organizaciona odgovornost za IS mogla bi da se pripiše organizacijama koje se bave nekom od delatnosti u oblasti IS, npr. pružanjem usluga ili proizvodnjom softvera ili hardvera.)
MATCH@M:(They certainly do have an impact upon the events on the market, can develop an understanding of the IS development and operation on the basis of the acumulated experience, as well as understand the importance and relevance of new IT.===>One svakako utiču na događanja na tržištu, mogu da izgrade razumevanje problema razvoja i rada IS na osnovu stečenog iskustva, kao i da shvate značaj i relevantnost novih IT.)
MATCH@E:(They certainly do have an impact upon the events on the market, can develop an understanding of the IS development and operation on the basis of the acumulated experience, as well as understand the importance and relevance of new IT.===>One svakako utiču na događanja na tržištu, mogu da izgrade razumevanje problema razvoja i rada IS na osnovu stečenog iskustva, kao i da shvate značaj i relevantnost novih IT.)
MATCH@M:(The prospective candidates for the subjects of group responsibility for IS can be various user groups or professional groups interested in IS since they can have an impact upon some aspects of IS.===>Potencijalni kandidati za subjekte grupne odgovornosti za IS mogle bi da budu razne grupe korisnika ili profesionalne grupe za-interesovane za IS jer mogu da utiču na neke aspekte IS.)
MATCH@E:(The prospective candidates for the subjects of group responsibility for IS can be various user groups or professional groups interested in IS since they can have an impact upon some aspects of IS.===>Potencijalni kandidati za subjekte grupne odgovornosti za IS mogle bi da budu razne grupe korisnika ili profesionalne grupe zainteresovane za IS jer mogu da utiču na neke aspekte IS.)
MATCH@M:(The organization for which an IS is developed can also be deemed responsible for IS.===>Odgovornom za IS mogla bi da se smatra i organizacija za koju se razvija IS.)
MATCH@E:(The organization for which an IS is developed can also be deemed responsible for IS.===>Odgovornom za IS mogla bi da se smatra i organizacija za koju se razvija IS.)
MATCH@M:(In order that the problem of delegating responsibility for IS be overcome, a reflective responsibility for IS, e.g., a responsible process of delegating responsibility for IS is proposed.===>U cilju prevazilaženja problema pripisivanja odgovornosti za IS, predlaže se reflektivna odgovornost za IS tj. odgovoran proces pripisivanje odgovornosti za IS.)
MATCH@E:(In order that the problem of delegating responsibility for IS be overcome, a reflective responsibility for IS, e.g., a responsible process of delegating responsibility for IS is proposed.===>U cilju prevazilaženja problema pripisivanja odgovornosti za IS, predlaže se reflektivna odgovornost za IS tj. odgovoran proces pripisivanje odgovornosti za IS.)
MATCH@M:(The reflective responsibility assumes that the process of delegating responsibility itself is open to change, that is, that all the stakeholders should be involved, as well as that problems should be discussed freely and the existing decisions on assigned responsibilities can be changed if necessary.===>Reflektivna odgovornost pretpostavlja da je sam proces pripisivanja odgovornosti otvoren za promenu tj. da treba da se uključe sve zainteresovane strane i da se otvoreno razmatraju problemi i po potrebi menjaju već pripisane odgovornosti.)
MATCH@E:(The reflective responsibility assumes that the process of delegating responsibility it self is open to change, that is, that all the stakeholders should be involved, as well as that problems should be discussed freely and the existing decisions on assigned responsibilities can be changed if necessary.===>Reflektivna odgovornost pretpostavlja da je sam proces pripisivanja odgovornosti otvoren za promenu tj. da treba da se uključe sve zainteresovane strane i da se otvoreno razmatraju problemi i po potrebi menjaju već pripisane odgovornosti.)
MATCH@M:(In other words, reflective responsibility for IS means permanent negotiations of all interested in IS.===>Drugim rečima, reflektiv-na odgovornost za IS znači stalno pregovaranje svih zainteresovanih za IS.)
MATCH@E:(In other words, reflective responsibility for IS means permanent negotiations of all interested in IS.===>Drugim rečima, reflektivna odgovornost za IS znači stalno pregovaranje svih zainteresovanih za IS.)
MATCH@M:(In practice, it looks like a discourse on the current state of affairs and the norms implemented, in which all the interested parties are in a position to express their standpoint.===>Ona u praksi liči na diskurs u kojem se raspravlja o tekućem stanju i normama koje se primenjuju i u kojem sve zainteresovane strane imaju mogućnost da iznesu svoje mišljenje.)
MATCH@E:(In practice, it looks like a discourse on the current state of affairs and the norms implemented, in which all the interested parties are in a position to express their standpoint.===>Ona u praksi liči na diskurs u kojem se raspravlja o tekućem stanju i normama koje se primenjuju i u kojem sve zainteresovane strane imaju mogućnost da iznesu svoje mišljenje.)
MATCH@M:(The discourse starts the moment the responsibility problem is perceived.===>Diskurs započinje kada se uoči problem odgovornosti.)
MATCH@E:(The discourse starts the moment the responsibility problem is perceived.===>Diskurs započinje kada se uoči problem odgovornosti.)
MATCH@M:(The goal of the discourse is the development of a common understanding of cause-effect chains of responsibility and an explicit delegation of responsibility on the basis of so developed understanding, agreed upon by all the parties interested in IS.===>Cilj diskursa je izgradnja zajedničkog razumevanja uzročnih lanaca odgovornosti i eksplicitno pripisivanje odgovornosti na osnovu izgrađenog razumevanja, sa kojima se slažu sve zainteresovane strane za IS.)
MATCH@E:(The goal of the discourse is the development of a common understanding of cause-effect chains of responsibility and an explicit delegation of responsibility on the basis of so developed understanding, agreed upon by all the parties interested in IS.===>Cilj diskursa je izgradnja zajedničkog razumevanja uzročnih lanaca odgovornosti i eksplicitno pripisivanje odgovornosti na osnovu izgrađenog razumevanja, sa kojima se slažu sve zainteresovane strane za IS.)
MATCH@M:(In case new knowledge gained by those interested in IS endanger the agreement reached, a new discourse begins.===>U slučaju da nova saznanja zainteresovanih za IS ugroze postignuto slaganje, započinje se novi diskurs.)
MATCH@E:(In case new knowledge gained by those interested in IS endanger the agreement reached, a new discourse begins.===>U slučaju da nova saznanja zainteresovanih za IS ugroze postignuto slaganje, započinje se novi diskurs. 3.)
MATCH@M:(Since knowledge is one condition of responsiblity, the common understanding of the IS development issues shared by all the IS stakeholders can be regarded as a universal condition of responsibility for IS.===>S obzirom da znanje predstavlja jedan od uslova odgovornosti, zajedničko razumevanje problematike razvoja IS svih zainteresovanih za IS može da se smatra univerzalnim uslovom odgovornosti za IS.)
MATCH@E:(Since knowledge is one condition of responsiblity, the common understanding of the IS development issues shared by all the IS stakeholders can be regarded as a universal condition of responsibility for IS.===>S obzirom da znanje predstavlja jedan od uslova odgovornosti, zajedničko razumevanje problematike razvoja IS svih zainteresovanih za IS može da se smatra univerzalnim uslovom odgovornosti za IS.)
MATCH@M:(The IS area is a new scientific discipline with a plethora of problems to solve.===>Oblast IS je mlada naučna disciplina, sa mnogo problema.)
MATCH@E:(The IS area is a new scientific discipline with a plethora of problems to solve.===>Oblast IS je mlada naučna disciplina, sa mnogo problema.)
MATCH@M:(We have various attitudes as to the nature of IS, the role they play in both the organization and the society, the approach to their development, the roles of individual participants in their development, the factors of their success.===>Postoje različita gledišta o prirodi IS, ulozi koju oni imaju u organizaciji i društvu, pristupu njihovom razvoju, ulogama pojedinih učesnika u njihovom razvoju, faktorima njihovog uspeha.)
MATCH@E:(We have various attitudes as to the nature of IS, the role they play in both the organization and the society, the approach to their development, the roles of individual participants in their development, the factors of their success.===>Postoje različita gledišta o prirodi IS, ulozi koju oni imaju u organizaciji i društvu, pristupu njihovom razvoju, ulogama pojedinih učesnika u njihovom razvoju, faktorima njihovog uspeha.)
MATCH@M:(In dependance of these attitudes, the responsibility for IS is delegated in different ways.===>Različita gledišta vode do različitog pripisivanja odgovornosti za IS.)
MATCH@E:(In dependance of these attitudes, the responsibility for IS is delegated in different ways.===>Različita gledišta vode do različitog pripisivanja odgovornosti za IS.)
MATCH@M:(Information systems are generally regarded as technical systems.===>Informacioni sistemi se često posmatraju kao tehnički sistemi.)
MATCH@E:(Information systems are generally regarded as technical systems.===>Informacioni sistemi se često posmatraju kao tehnički sistemi.)
MATCH@M:(At times they are equalled to IT.===>Ponekad se izjednačavaju sa IT.)
MATCH@E:(At times they are equalled to IT.===>Ponekad se izjednačavaju sa IT.)
MATCH@M:(The problems in the use of IS made researchers conclude that IS are technical systems with social consequences.===>Problemi ko-rišćenja IS doveli su do shvatanja da su IS tehnički sistemi sa društvenim posledicama.)
MATCH@E:(The problems in the use of IS made researchers conclude that IS are technical systems with social consequences.===>Problemi korišćenja IS doveli su do shvatanja da su IS tehnički si stemi sa društvenim posledicama.)
MATCH@M:(The attitude that is increasingly prevailing is, however, that IS are not technical, but social systems.===>Širi se, međutim, gledište da IS nisu tehnički već društveni sistemi.)
MATCH@E:(The attitude that is increasingly prevailing is, however, that IS are not technical, but social systems.===>Širi se, međutim, gledište da IS nisu tehnički već društveni sistemi.)
MATCH@M:(An information system is viewed as a concrete sample of IT in an organization or a society, as a system evolving out of the interactions between IT and the organization, that is, in the interactions among the social, the technical and the knowledge systems.===>Infor-macioni sistem se posmatra kao konkretan primerak IT u organizaciji ili društvu, kao sistem koji nastaje iz interakcija IT i organizacije, odnosno u međusobnim interakcijama društvenog, tehničkog i sistema znanja.)
MATCH@E:(An information system is viewed as a concrete sample of IT in an organization or a society, as a system evolving out of the interactions between IT and the organization, that is, in the interactions among the social, the technical and the knowledge systems.===>Informacioni sistem se posmatra kao konkretan primerak IT u organizaciji ili društvu, kao sistem koji nastaje iz interakcija IT i organizacije, odnosno u međusobnim interakcijama društvenog, tehničkog i sistema znanja.)
MATCH@M:(IS are not merely a tool of a modern organization; they are an information infrastructure, that is, the organization itself ([3], [7], [8]).===>Ukazuje se da IS nisu samo alat savremene organizacije, već informaciona infrastruktura odnosno sama organizacija ([3^ [7^ [8]).)
MATCH@E:(IS are not merely a tool of a modern organization; they are an information infrastructure, that is, the organization itself (Š3Ë, Š7Ë, Š8Ë).===>Ukazuje se da IS nisu samo alat savremene organizacije, već informaciona infrastruktura odnosno sama organizacija (Š3Ë, Š7Ë, Š8Ë).)
MATCH@M:(The modern IS cannot be imagined without IT, however, to understand the issues of IS development and discuss a responsible development of IS, it is necessary that those definitions should be analysed that do not assume that IS is based on IT.===>Mada savremeni IS ne mogu da se zamisle bez IT, u cilju razumevanja problematike razvoja IS i razmatranja odgovornog razvoja IS prikladno je razmotriti definicije koje ne pretpostavljaju da se IS zasniva na IT.)
MATCH@E:(The modern IS cannot be imagined without IT, however, to understand the issues of IS development and discuss a responsible development of IS, it is necessary that those definitions should be analysed that do not assume that IS is based on IT.===>Mada savremeni IS ne mogu da se zamisle bez IT, u cilju razumevanja problematike razvoja IS i razmatranja odgovornog razvoja IS prikladno je razmotriti definicije koje ne pretpostavljaju da se IS zasniva na IT.)
MATCH@M:(These definitions point to certain elements which are usually neglected, due to our infatuation with what modern IT can do.===>Te definicije ukazuju na elemente koji se, zbog opčinjenosti mogućnostima savremenih IT, često zanemaruju.)
MATCH@E:(These definitions point to certain elements which are usually neglected, due to our infatuation with what modern IT can do.===>Te definicije ukazuju na elemente koji se, zbog opčinjenosti mogućnostima savremenih IT, često zanemaruju.)
MATCH@M:(For example, according to one definition, the key IS element is an individual who, in order to solve the problems in an organizational context, needs the files to be presented in the way that corresponds to his/her psychological type ([9]).===>Na primer, prema jednoj od definicija, ključni element IS je osoba kojoj za rešavanje problema u nekom organizacionom kontekstu treba evidencija prikazana na način koji odgovara njenom psihološkom tipu ([9]).)
MATCH@E:(For example, according to one definition, the key IS element is an individual who, in order to solve the problems in an organizational context, needs the files to be presented in the way that corresponds to his/her psychological type (Š9Ë).===>Na primer, prema jednoj od definicija, ključni element IS je osoba kojoj za rešavanje problema u nekom organizacionom kontekstu treba evidencija prikazana na način koji odgovara njenom psihološkom tipu (Š9Ë).)
MATCH@M:(Different attitudes of the nature of IS brought forth the development of different paradigms and approaches to the IS development.===>Različiti pogledi o prirodi IS uzrokovali su razvoj različitih paradigmi i pristupa razvoju IS.)
MATCH@E:(Different attitudes of the nature of IS brought forth the development of different paradigms and approaches to the IS development.===>Različiti pogledi o prirodi IS uzrokovali su razvoj različitih paradigmi i pristupa razvoju IS.)
MATCH@M:(The majority of conventional approaches to the development of IS do not include the tools and the knowledge for working with social processes.===>Većina konvencionalnih pristupa razvoju IS ne obuhvata alate ni znanje za rad sa društvenim procesima.)
MATCH@E:(The majority of conventional approaches to the development of IS do not include the tools and the knowledge for working with social processes.===>Većina konvencionalnih pristupa razvoju IS ne obuhvata alate ni znanje za rad sa društvenim procesima.)
MATCH@M:(The majority of technologies highlights only thechnical and rational issues.===>Većina metodologija ukazuje samo na tehnička ili racionalna pitanja.)
MATCH@E:(The majority of technologies highlights only thechnical and rational issues.===>Većina metodologija ukazuje samo na tehnička ili racionalna pitanja.)
MATCH@M:(The use of the paradigm of natural sciences often results in neglecting the key elements, that is, man and his life.===>Cesto se zbog korišćenja paradigme prirodnih nauka zanemaruju ključni elementi tj. čovek i njegov život.)
MATCH@E:(The use of the paradigm of natural sciences often results in neglecting the key elements, that is, man and his life.===>Često se zbog korišćenja paradigme prirodnih nauka zanemaruju ključni elementi tj. čovek i njegov život.)
MATCH@M:(Man is regarded as a machine, as one of operative components of the system that needs to be tuned, adjusted to IT, not as a human being with a purpose, a will, one to whom IS should serve instead of him being adjusted (serving) to them.===>Covek se posmatra kao mašina, kao jedna od operativnih komponenata sistema koja treba da se podesi, prilagodi IT, a ne kao biće koje ima svrhu, volju, kojem IT treba da služe umesto da se on prilagođava (služi) njima.)
MATCH@E:(Man is regarded as a machine, as one of operative components of the system that needs to be tuned, adjusted to IT, not as a human being with a purpose, a will, one to whom IS should serve instead of him being adjusted (serving) to them.===>Čovek se posmatra kao mašina, kao jedna od operativnih komponenata sistema koja treba da se podesi, prilagodi IT, a ne kao biće koje ima svrhu, volju, kojem IT treba da služe umesto da se on prilagođava (služi) njima.)
MATCH@M:(The designer often develops an IS that corresponds to his own psychological type, not to the psychological type of the IS users.===>Projektant često gradi IS koji odgovara njegovom sopstve-nom psihološkom tipu, a ne psihološkom tipu korisnika IS.)
MATCH@E:(The designer often develops an IS that corresponds to his own psychological type, not to the psychological type of the IS users.===>Projektant često gradi IS koji odgovara njegovom sopstvenom psihološkom tipu, a ne psihološkom tipu korisnika IS.)
MATCH@M:(Such approaches prevent us from understanding the phenomenon of the encounter between the technology and the organization; i.e., understanding that the organization, a host, and the IT, a guest, enter the process of mutual formation ([3], [9], [10], [11], [12]).===>Takvi pristupi ne omogućavaju da se shvati fenomen susreta tehnologije i organizacije tj. da se shvati da organizacija kao domaćin i IT kao gost ulaze u proces uzajamnog formiranja ([3], [9], [10], [11], [12]).)
MATCH@E:(Such approaches prevent us from understanding the phenomenon of the encounter between the technology and the organization; i.e., understanding that the organization, a host, and the IT, a guest, enter the process of mutual formation (Š3Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë).===>Takvi pristupi ne omogućavaju da se shvati fenomen susreta tehnologije i organizacije tj. da se shvati da organizacija kao domaćin i IT kao gost ulaze u proces uzajamnog formiranja (Š3Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë).)
MATCH@M:(Neglect of the lack of understanding of the human environment, that is, the full social context of IS which includes the organizational, social, political and ethical aspects important in accepting and implementation of IT, is considered to be an important cause of IS failure ([3]).===>Zanemarivanje ili nerazumevanje ljudskog okruženja tj. punog društvenog konteksta IS, koje obuhvata organizacione, društvene, političke i etičke aspekte značajne za prihvatanje i korišćenje IT, smatra se značajnim razlogom neuspeha IS ([3]).)
MATCH@E:(Neglect of the lack of understanding of the human environment, that is, the full social context of IS which includes the organizational, social, political and ethical aspects important in accepting and implementation of IT, is considered to be an important cause of IS failure (Š3Ë).===>Zanemarivanje ili nerazumevanje ljudskog okruženja tj. punog društvenog konteksta IS, koje obuhvata organizacione, društvene, političke i etičke aspekte značajne za prihvatanje i korišćenje IT, smatra se značajnim razlogom neuspeha IS (Š3Ë).)
MATCH@M:(The coventional, non-system approaches recognize neither contradicting interests, information policies that result from the behaviour of the members of the organization for the purpose of maintaining their own power, nor the emergence of unpredicted events and consequences.===>Konvencionalni, nesistem-ski pristupi ne prepoznaju suprotstavljene interese, in-formacione politike koje nastaju kao rezultat ponašanja članova organizacije u cilju održanja sopstvene moći, kao ni pojavu nepredviđenih događaja i posledica.)
MATCH@E:(The coventional, non-system approaches recognize neither contradicting interests, information policies that result from the behaviour of the members of the organization for the purpose of maintaining their own power, nor the emergence of unpredicted events and consequences.===>Konvencionalni, nesistemski pristupi ne prepoznaju suprotstavljene interese, informacione politike koje nastaju kao rezultat ponašanja članova organizacije u cilju održanja sopstvene moći, kao ni pojavu nepredviđenih događaja i posledica. nosno on je odgovoran za IS.)
MATCH@M:(The methods that deal with human environment and understand IS as organizational intervention, assume the role of the designer in a different way - for example, together with the future users of IS, he tests the needs and and possibilities to improve the organization by IT implementation.===>Metodi koji razmatraju ljudsko okruženje i shvataju IS kao organizacionu intervenciju, pretpostavljaju drugačiju ulogu projektanta - npr. on sa budućim korisnicima IS preispituje potrebe i mogućnosti unapređenja organizacije prime -nom IT.)
MATCH@E:(The methods that deal with human environment and understand IS as organizational intervention, assume the role of the designer in a different way - for example, together with the future users of IS, he tests the needs and and possibilities to improve the organization by IT implementation.===>Metodi koji razmatraju ljudsko okruženje i shvataju IS kao organizacionu intervenciju, pretpostavljaju drugačiju ulogu projektanta npr. on sa budućim korisnicima IS preispituje potrebe i mogućnosti unapređenja organizacije primenom IT.)
MATCH@M:(A socially responsible IS expert abandons the insignia of "the priest of high technology" as well as an unintelligible technical vocabulary.===>Društveno odgovoran IS stručnjak odbacuje barjak "sveštenika visoke tehnologije " i nerazumljiv tehnički rečnik.)
MATCH@E:(A socially responsible IS expert abandons the insignia of the priest of high technology as well as an unintelligible technical vocabulary.===>Društveno odgovoran IS stručnjak odbacuje barjak sveštenika visoke tehnologije i nerazumljiv tehnički rečnik.)
MATCH@M:(He digs into the users business operations and his needs for the purpose of building mutu-al/common understanding of the situation and finding out what kind of IS is required and which changes it can bring.===>On uranja u poslovanje korisnika i njegove potrebe u cilju izgradnje zajedničkog razume-vanja situacije i shvatanja kakav je IS potreban i kakve promene on donosi.)
MATCH@E:(He digs into the users business operations and his needs for the purpose of building mutual/common understanding of the situation and finding out what kind of IS is required and which changes it can bring.===>On uranja u poslovanje korisnika i njegove potrebe u cilju izgradnje zajedničkog razumevanja situacije i shvatanja kakav je IS potreban i kakve promene on donosi.)
MATCH@M:(Such approaches, however, require a non-engineering view of the world and a change in behaviour.===>Takvi pristupi zahtevaju, međutim, neinženjerski pogled na svet i promenu ponašanja.)
MATCH@E:(Such approaches, however, require a non-engineering view of the world and a change in behaviour.===>Takvi pristupi zahtevaju, međutim, neinženjerski pogled na svet i promenu ponašanja.)
MATCH@M:(These changes are by no means easy to achieve.===>Te promene nisu lake.)
MATCH@E:(These changes are by no means easy to achieve.===>Te promene nisu lake.)
MATCH@M:(It is necessary that the designers and the users work together as partners, not as providers and clients for the technology.===>Potrebno je da projektanti i korisnici rade zajedno kao partneri a ne kao provaj-deri odnosno klijenti tehnologije.)
MATCH@E:(It is necessary that the designers and the users work together as partners, not as providers and clients for the technology.===>Potrebno je da projektanti i korisnici rade zajedno kao partneri a ne kao provajderi odnosno klijenti tehnologije.)
MATCH@M:(These relations of mutual partnership are built in time.===>Ti odnosi uzajamnog partnerstva grade se vremenom.)
MATCH@E:(These relations of mutual partnership are built in time.===>Ti odnosi uzajamnog partnerstva grade se vremenom.)
MATCH@M:(This, of course, requires that the role of the users change and that they should be largely engaged in cultivating the human environment ([3],[11]) .===>To, naravno, zahteva i drugačiju ulogu korisnika i njihovo veliko angažova-nje u negovanju ljudskog okruženja ([3], [11]).)
MATCH@E:(This, of course, requires that the role of the users change and that they should be largely engaged in cultivating the human environment (Š3Ë,Š11Ë) .===>To, naravno, zahteva i drugačiju ulogu korisnika i njihovo veliko angažovanje u negovanju ljudskog okruženja (Š3Ë, Š11Ë).)
MATCH@M:(Therefore, knowledge of the IS development issues, as a precondition of a socially responsible IS development, should be the object of social responsibility.===>Prema tome, znanje o problematici razvoja IS, kao uslov društveno odgovornog razvoja IS, treba da bude predmet društvene odgovornosti.)
MATCH@E:(Therefore, knowledge of the IS development issues, as a precondition of a socially responsible IS development, should be the object of social responsibility.===>Prema tome, znanje o problematici razvoja IS, kao uslov društveno odgovornog razvoja IS, treba da bude predmet društvene odgovornosti.)
MATCH@M:(It is necessary to determine who is responsible and which responsibilities he has in building the understanding of the IS development issues.===>Treba da se utvrdi ko i koje odgovornosti ima za izgradnju razumevanja problematike razvoja IS.)
MATCH@E:(It is necessary to determine who is responsible and which responsibilities he has in building the understanding of the IS development issues.===>Treba da se utvrdi ko i koje odgovornosti ima za izgradnju razumevanja problematike razvoja IS.)
MATCH@M:(Since knowledge is achieved through formal education, through research processes and through permanent learning, it is necessary that responsibilities for these processes be delegated.===>S obzirom da se znanje stiče formalnim obrazovanjem, procesima istraživanja i stalnim učenjem, neophodno je da se pripišu odgovornosti za te procese.)
MATCH@E:(Since knowledge is achieved through formal education, through research processes and through permanent learning, it is necessary that responsibilities for these processes be delegated.===>S obzirom da se znanje stiče formalnim obrazovanjem, procesima istraživanja i stalnim učenjem, neophodno je da se pripišu odgovornosti za te procese.)
MATCH@M:(The formal education for IS often offers only technical knowledge which does not meet all the needs of an IS expert ([14]).===>Formalno obrazovanje za IS često nudi samo tehnička znanja, koja IS stručnjaku nisu dovoljna ([14]).)
MATCH@E:(The formal education for IS often offers only technical knowledge which does not meet all the needs of an IS expert (Š14Ë).===>Formalno obrazovanje za IS često nudi samo tehnička znanja, koja IS stručnjaku nisu dovoljna (Š14Ë).)
MATCH@M:(In his practice, the socially responsible IS expert encounters the questions the answers to which are not always known, therefore it is necessary that the education system should develop a competence in an individual to find answers to such questions and to be able to ask similar questions himself ([15]).===>S obzirom da se društveno odgovoran stručnjak za IS u praksi susreće sa pitanjima čiji odgovori nisu uvek poznati, potrebno je da obrazovni sistem izgradi sposobnost pojedinca da pronalazi odgovore na takva pitanja i da sam postavlja takva pitanja ([15]).)
MATCH@E:(In his practice, the socially responsible IS expert encounters the questions the answers to which are not always known, therefore it is necessary that the education system should develop a competence in an individual to find answers to such questions and to be able to ask similar questions himself (Š15Ë).===>S obzirom da se društveno odgovoran stručnjak za IS u praksi susreće sa pitanjima čiji odgovori nisu uvek poznati, potrebno je da obrazovni sistem izgradi sposobnost pojedinca da pronalazi odgovore na takva pitanja i da sam postavlja takva pitanja (Š15Ë).)
MATCH@M:(Fast changes in IT demand that the IS experts continually upgrade their technical knowledge.===>Brze promene IT zahtevaju od stručnjaka za IS da stalno unapređuju svoja tehnička znanja.)
MATCH@E:(Fast changes in IT demand that the IS experts continually upgrade their technical knowledge.===>Na primer, prema metodu koji pretpostavlja da postoji objektivna stvarnost u kojoj vlada red, projektant je ekspert koji analizira problem, nalazi pravi odgovor i daje rešenje, od Brze promene IT zahtevaju od stručnjaka za IS da stalno unapređuju svoja tehnička znanja.)
BAD_LINE_=============================================================
BAD_LINE_M:Fast changes in IT demand that the IS experts continually upgrade their technical knowledge.
BAD_LINE_M:Brze promene IT zahtevaju od stručnjaka za IS da stalno unapređuju svoja tehnička znanja.
BAD_LINE_E:Fast changes in IT demand that the IS experts continually upgrade their technical knowledge.
BAD_LINE_E:Na primer, prema metodu koji pretpostavlja da postoji objektivna stvarnost u kojoj vlada red, projektant je ekspert koji analizira problem, nalazi pravi odgovor i daje rešenje, od Brze promene IT zahtevaju od stručnjaka za IS da stalno unapređuju svoja tehnička znanja.
MATCH@M:(When they realize that mere technical knowledge is not a qualification enough to work in the field, they resist to acquiring other necessary knowledge for fear they will lose their technological competence ([3]).===>Kada shvate da im za rad nisu dovoljna samo tehnička znanja, oni pružaju otpor ovladavanju drugim, potrebnim znanjima u strahu da će izgubiti tehnološku kompetentnost ([3]).)
MATCH@E:(When they realize that mere technical knowledge is not a qualification enough to work in the field, they resist to acquiring other necessary knowledge for fear they will lose their technological competence (Š3Ë).===>Kada shvate da im za rad nisu dovoljna samo tehnička znanja, oni pružaju otpor ovladavanju drugim, potrebnim znanjima u strahu da će izgubiti tehnološku kompetentnost (Š3Ë).)
MATCH@M:(Understanding of IS issues, therefore, is an important object of social competence.===>Prema tome, razumevanje problematike razvoja IS predstavlja značajan predmet društvene odgovornosti.)
MATCH@E:(Understanding of IS issues, therefore, is an important object of social competence. ~~~ 5.===>Prema tome, razumevanje problematike razvoja IS predstavlja značajan predmet društvene odgovornosti. 5.)
MATCH@M:(The responsibility for the consequences of the actions or the consequences of failing to take action may, however, be discussed backwards, in order to clarify the current situations and improve the effects of future actions ([2]).===>Međutim, odgovornost za posledice akcije ili po-sledice nepreduzimanja akcije može da se razmatra i unazad u cilju pojašnjenja postojećih situacija i poboljšanja efekata budućih akcija ([2]).)
MATCH@E:(The responsibility for the consequences of the actions or the consequences of failing to take action may, however, be discussed backwards, in order to clarify the current situations and improve the effects of future actions (Š2Ë).===>Međutim, odgovornost za posledice akcije ili posledice nepreduzimanja akcije može da se razmatra i unazad u cilju pojašnjenja postojećih situacija i poboljšanja efekata budućih akcija (Š2Ë).)
MATCH@M:(This paper deals with the social responsibility aspects of the development of water supply information system (WIS) in Serbia, for the purpose of clarifying the IS development issues.===>U ovom radu, u cilju pojašnjenja problema razvoja IS, razmatra se dosadašnji razvoj vodoprivrednog informacionog sistema (VIS) u Srbiji sa aspekta društvene odgovornosti.)
MATCH@E:(This paper deals with the social responsibility aspects of the development of water supply information system (WIS) in Serbia, for the purpose of clarifying the IS development issues.===>U ovom radu, u cilju pojašnjenja problema razvoja IS, razmatra se dosadašnji razvoj vodoprivrednog informacionog sistema (VIS) u Srbiji sa aspekta društvene odgovornosti.)
MATCH@M:(The Water power resources management of Serbia does not have an IS established, although much has been done on its development.===>Vodoprivreda Srbije nema uspostavljen IS mada je na njegovom razvoju dosta rađeno.)
MATCH@E:(The Water power resources management of Serbia does not have an IS established, although much has been done on its development.===>Vodoprivreda Srbije nema uspostavljen IS mada je na njegovom razvoju dosta rađeno.)
MATCH@M:(This paper presents a short review of the WIS development.===>U radu je dat kratak prikaz razvoja VISa.)
MATCH@E:(This paper presents a short review of the WIS development.===>U radu je dat kratak prikaz razvoja VISa.)
MATCH@M:(The review is more detailed for more recent activities in which the author partisipated in person (which allowed for a more profound understanding of the gravity of the problems in WIS development).===>Prikaz je detaljniji za novije aktivnosti i za aktivnosti u kojima je autor rada neposredno učestvovao (što je omogućilo bolje razumeva-nje težine problema razvoja VISa).)
MATCH@E:(The review is more detailed for more recent activities in which the author partisipated in person (which allowed for a more profound understanding of the gravity of the problems in WIS development).===>Prikaz je detaljniji za novije aktivnosti i za aktivnosti u kojima je autor rada neposredno učestvovao (što je omogućilo bolje razumevanje težine problema razvoja VISa).)
MATCH@M:(Each group of activities described is followed by the issues of IS development viewed form the aspect of socially responsible behaviour (related to achieving goals, dimensions and/or conditions of social responsibility for IS) for the purpose of encouraging speculations which, according to the author, are necessary in building the awareness of the problems in WIS (and other IS) development as well as for a more responsible approach to IS development in Serbia.===>Uz svaku opisanu grupu aktivnosti navedena su pitanja razvoja IS sporna sa aspekta društveno odgovornog ponašanja (vezana za ostvarenje cilja, dimenzije i/ili uslove društvene odgovornosti za IS) u cilju podsticanja razmišljanja koja su, prema mišljenju autora rada, neophodna za izgradnju svesti o težini razvoja VISa (i drugih IS) i za odgovorniji pristup razvoju IS u Srbiji.)
MATCH@E:(Each group of activities described is followed by the issues of IS development viewed form the aspect of socially responsible behaviour (related to achieving goals, dimensions and/or conditions of social responsibility for IS) for the purpose of encouraging speculations which, according to the author, are necessary in building the awareness of the problems in WIS (and other IS) development as well as for a more responsible approach to IS development in Serbia.===>Uz svaku opisanu grupu aktivnosti navedena su pitanja razvoja IS sporna sa aspekta društveno odgovornog ponašanja (vezana za ostvarenje cilja, dimenzije i/ili uslove društvene odgovornosti za IS) u cilju podsticanja razmišljanja koja su, prema mišljenju autora rada, neophodna za izgradnju svesti o težini razvoja VISa (i drugih IS) i za odgovorniji pristup razvoju IS u Srbiji.)
MATCH@M:(5.1.===>5.1.)
MATCH@E:(5.1.===>Politika uslovljenosti MMF-a cama je najčešće kritikovana i osporavana oblast poslovanja fonda.)
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BAD_LINE_M:5.1.
BAD_LINE_M:5.1.
BAD_LINE_E:5.1.
BAD_LINE_E:Politika uslovljenosti MMF-a cama je najčešće kritikovana i osporavana oblast poslovanja fonda.
MATCH@M:(The software for hydrological modelling was introduced by the 1990's, in accordance with the best practices in the U.S.A.===>Do 1990ih godina, korišćenjem najbolje prakse SAD, uvođen je softver za hidrološko modeliranje.)
MATCH@E:(Software for hydrological modelling The software for hydrological modelling was introduced by the 1990's, in accordance with the best practices in the U.S.A.===>Softver za hidrološko modeliranje Do 1990ih godina, korišćenjem najbolje prakse SAD, uvođen je softver za hidrološko modeliranje.)
MATCH@M:(Numerous modules were developed, however, only one was used in Serbia.===>Od brojnih razvijenih modula u Srbiji primenjivan je samo jedan.)
MATCH@E:(Numerous modules were developed, however, only one was used in Serbia.===>Od brojnih razvijenih modula u Srbiji primenjivan je samo jedan.)
MATCH@M:(Its only direct user, a trainee engineer at the time of its introduction, has used it for years to base the forecasts for the needs of the electric power supplies of Serbia.===>Njegov jedan jedini neposredni korisnik, koji je u vreme njegovog uvođenja bio pripravnik, godinama na njemu zasniva formiranje prognoza za potrebe elektroprivrede Srbije.)
MATCH@E:(Its only direct user, a trainee engineer at the time of its introduction, has used it for years to base the forecasts for the needs of the electric power supplies of Serbia.===>Njegov jedan jedini neposredni korisnik, koji je u vreme njegovog uvođenja bio pripravnik, godinama na njemu zasniva formiranje prognoza za potrebe elektroprivrede Srbije.)
MATCH@M:(The basic idea of the technology transfer and the knoWldege built into it is the creation of a "better life" using the technology that has already been successfully used elsewhere.===>Osnovna ideja transfera tehnologije i u nju ugrađenog znanja je stvaranje "boljeg života" pomoću tehnologije koja je tu funkciju negde već ostvarila.)
MATCH@E:(The basic idea of the technology transfer and the knoWldege built into it is the creation of a better life using the technology that has already been successful ly used elsewhere.===>Osnovna ideja transfera tehnologije i u nju ugrađenog znanja je stvaranje boljeg života pomoću tehnologije koja je tu funkciju negde već ostvarila.)
MATCH@M:(Failing to implement the software for hydrological modelling in Serbia (with the exemption of one case only), however, poses a large number of questions: Is the understanding of a better life universal - do both people in the U.S.A. and people in Serbia equally feel that hydrological modelling contributes to a better life?===>Međutim, neko-rišćenje softvera za hidrološko modeliranje u Srbiji (izuzev u jednom slučaju) otvara niz pitanja: Da li je viđenje boljeg života univerzalno - da li se i u SAD i u Srbiji smatra da hidrološko modeliranje donosi bolji život?)
MATCH@E:(Failing to implement the software for hydrological modelling in Serbia (with the exemption of one case only), however, poses a large number of questions: Is the understanding of a better life universal - do both people in the U.S.A. and people in Serbia equally feel that hydrological modelling contributes to a better life?===>Međutim, nekorišćenje softvera za hidrološko modeliranje u Srbiji (izuzev u jednom slučaju) otvara niz pitanja: ~~~ Da li je viđenje boljeg života univerzalno da li se i u SAD i u Srbiji smatra da hidrološko modeliranje donosi bolji život?)
MATCH@M:(Are there only one or more ideas of a better life in one country?===>Da li u jednoj državi postoji samo jedna ili više vizija boljeg života u određenoj oblasti?)
MATCH@E:(Are there only one or more ideas of a better life in one country?===>Da li u jednoj državi postoji samo jedna ili više vizija boljeg života u određenoj oblasti?)
MATCH@M:(Can one and the same idea of a better life be created in the same way and by the same software in different social environments?===>Da li u različitim društvenim okruženjima može da se ostvari ista vizija boljeg života na isti način - istim softverom?)
MATCH@E:(Can one and the same idea of a better life be created in the same way and by the same software in different social environments?===>Da li u različitim društvenim okruženjima može da se ostvari ista vizija boljeg života na isti način istim softverom?)
MATCH@M:(Are there any obstacles, which are they and how can they be overcome?===>Da li i koje prepreke postoje i kako one mogu da se prevaziđu?)
MATCH@E:(Are there any obstacles, which are they and how can they be overcome?===>Da li i koje prepreke postoje i kako one mogu da se prevaziđu?)
MATCH@M:(Why was there only one young engineer who thought that the software offers a better life and that there are no obstacles that this "proven" better life be achieved?===>Zašto je samo jedan mladi inženjer smatrao da softver nudi bolji život i da ne postoje prepreke da se "dokazani" bolji život i ostvari?)
MATCH@E:(Why was there only one young engineer who thought that the software offers a better life and that there are no obstacles that this proven better life be achieved?===>Zašto je samo jedan mladi inženjer smatrao da softver nudi bolji život i da ne postoje prepreke da se dokaza ni bolji život i ostvari?)
MATCH@M:(Did he, compared to other potential users of the software, have a greater freedom of choice, more knowledge and/or was he more willing to build his own responsibility?===>Da li je on, u poređenju sa drugim potencijalnim korisnicima softvera, imao veću slobodu izbora, više znanja i/ili bio spremniji da gradi svoju sopstvenu odgovornost?)
MATCH@E:(Did he, compared to other potential users of the software, have a greater freedom of choice, more knowledge and/or was he more willing to build his own responsibility?===>Da li je on, u poređenju sa drugim potencijalnim korisnicima softvera, imao veću slobodu izbora, više znanja i/ili bio spremniji da gradi svoju sopstvenu odgovornost?)
MATCH@M:(Implementing the software daily, this engineer appreciated its role in his work, found out in which cases he can rely on the software generated forecasts.===>Taj inženjer je korišćenjem softvera shvatio njegovu ulogu u sopstvenom radu tj. u kojim slučajevima može da se osloni na softverom generisane prognoze.)
MATCH@E:(Implementing the software daily, this engineer appreciated its role in his work, found out in which cases he can rely on the software generated forecasts.===>Taj inženjer je korišćenjem softvera shvatio njegovu ulogu u sopstvenom radu tj. u kojim slučajevima može da se osloni na softverom generisane prognoze.)
MATCH@M:(His work has an impact upon the quality of forecast-based decision making.===>On svojim radom utiče na kvalitet odlučivanja zasnovanog na prognozama.)
MATCH@E:(His work has an impact upon the quality of forecast-based decision making.===>On svojim radom utiče na kvalitet odlučivanja zasnovanog na prognozama.)
MATCH@M:(When making decisions, indirect software users consult the forecast and will find it difficult to decide in the absense of the forecaster.===>Indirektni korisnici softvera koriste prognozu u odlučivanju i teško donose odluke u odsustvu davaoca prognoze.)
MATCH@E:(When making decisions, indirect software users consult the forecast and will find it difficult to decide in the absense of the forecaster.===>Indirektni korisnici softvera koriste prognozu u odlučivanju i teško donose odluke u odsustvu davaoca prognoze.)
MATCH@M:(The question is: why is there only one software user and does the lack of a decision to change this state of affairs affect the quality of managing hydro- and electrical power potential?===>Nameće se pitanje zašto postoji samo jedan direktan korisnik softvera i da li nedono-šenje odluke da se takvo stanje promeni u stvari utiče na smanjenje kvaliteta upravljanja hidro i elektropo-tencijalom?)
MATCH@E:(The question is: why is there only one software user and does the lack of a decision to change this state of affairs affect the quality of managing hydro- and electrical power potential?===>Nameće se pitanje zašto postoji samo jedan direktan korisnik softvera i da li nedonošenje odluke da se takvo stanje promeni u stvari utiče na smanjenje kvaliteta upravljanja hidro i elektropotencijalom?)
MATCH@M:(Is thare anybody (and who) in charge of such issues?===>Da li neko i ko (treba da) brine o tome?)
MATCH@E:(Is thare anybody (and who) in charge of such issues?===>Da li neko i ko (treba da) brine o tome?)
MATCH@M:(The studies and general designs of the development of WIS (Vojvodina, Serbia) and the Hydro-meteorological information system of the basin of the river Drina (HISD) were made in the 1990's.===>1990ih godina razvijani su studije i idejni projekti razvoja VISa (Vojvodine, Srbije), kao i Hidrometeorolo-škog informacionog sistema sliva reke Drine (HISD).)
MATCH@E:(Studies and general designs The studies and general designs of the development of WIS (Vojvodina, Serbia) and the Hydro-meteorological information system of the basin of the river Drina (HISD) were made in the 1990's.===>Studije i idejni projekti 1990ih godina razvijani su studije i idejni projekti razvoja VISa (Vojvodine, Srbije), kao i Hidrometeorološkog informacionog sistema sliva reke Drine (HISD).)
MATCH@M:(The review of the General design of WIS Vojvodina has shown that it was well done, but that it was devised on the basis of a poorly set project task, which cannot be taken as the designer's responsibility.===>Na reviziji Idejnog projekta VISa Vojvodine ocenje-no je da je on dobro urađen, ali da je rađen na osnovu loše postavljenog projektnog zadatka, što ne može da se smatra odgovornošću projektanta.)
MATCH@E:(The review of the General design of WIS Vojvodina has shown that it was well done, but that it was devised on the basis of a poorly set project task, which cannot be taken as the designer's responsibility.===>Na reviziji Idejnog projekta VISa Vojvodine ocenjeno je da je on dobro urađen, ali da je rađen na osnovu loše postavljenog projektnog zadatka, što ne može da se smatra odgovornošću projektanta.)
MATCH@M:(This triggers a number of questions: Did the vision of good life of those who formulated the project task differ from that of the reviewers?===>To pokreće niz pitanja: Da li se vizija dobrog života učesnika u formulisanju projektnog zadatka razlikovala od vizije učesnika recenzije?)
MATCH@E:(This triggers a number of questions: Did the vision of good life of those who formulated the project task differ from that of the reviewers?===>To pokreće niz pitanja: ~~~ Da li se vizija dobrog života učesnika u formulisanju projektnog zadatka razlikovala od vizije učesnika recenzije?)
MATCH@M:(Should the reviewers have been included into the IS development in an earlier stage?===>Da li je učesnike revizije trebalo ranije uključiti u razvoj IS?)
MATCH@E:(Should the reviewers have been included into the IS development in an earlier stage?===>Da li je učesnike revizije trebalo ranije uključiti u razvoj IS?)
MATCH@M:(In which way would the participants with different visions of a better life create a mutual vision?===>Kako bi učesnici, sa različitim viđenjima boljeg života, formirali zajedničku viziju?)
MATCH@E:(In which way would the participants with different visions of a better life create a mutual vision?===>Kako bi učesnici, sa različitim viđenjima boljeg života, formirali zajedničku viziju?)
MATCH@M:(Would such a vision have changed from the moment the task was set to the moment the task was accomplished?===>Da li se postavljena vizija promenila od trenutka postavljanja projektnog zadatka do završetka projekta?)
MATCH@E:(Would such a vision have changed from the moment the task was set to the moment the task was accomplished?===>Da li se postavljena vizija promenila od trenutka postavljanja projektnog zadatka do završetka projekta?)
MATCH@M:(Who was in charge of the IS boundaries and their potential change?===>Ko je brinuo o granicama IS i njihovoj eventualnoj promeni?)
MATCH@E:(Who was in charge of the IS boundaries and their potential change?===>Ko je brinuo o granicama IS i njihovoj eventualnoj promeni?)
MATCH@M:(The main point of issue the people responsible for the management in the basin had in the HISD review was in which republic of the former Yugoslavia the head information centre would be located.===>Na reviziji HISD glavno sporno pitanje odgovornih za upravljanje u slivu bilo je u kojoj će republici bivše Jugoslavije biti glavni informacioni centar.)
MATCH@E:(The main point of issue the people responsible for the management in the basin had in the HISD review was in which republic of the former Yugoslavia the head information centre would be located.===>Na reviziji HISD glavno sporno pitanje odgovornih za upravljanje u slivu bilo je u kojoj će republici bivše Jugoslavije biti glavni informacioni centar.)
MATCH@M:(Does it mean that the location of the centre on one's own territory was considered to be a quality of a better life?===>Da li to znači da je glavni informacioni centar na sopstvenoj teritoriji smatran značajnim svojstvom boljeg života?)
MATCH@E:(Does it mean that the location of the centre on one's own territory was considered to be a quality of a better life?===>Da li to znači da je glavni informacioni centar na sopstvenoj teritoriji smatran značajnim svojstvom boljeg života?)
MATCH@M:(Which are the causes of such a desire (power, perhaps?) and which are the ways to fight them?===>Šta su uzroci te težnje (možda moć?) i kako se boriti protiv njih?)
MATCH@E:(Which are the causes of such a desire (power, perhaps?) and which are the ways to fight them?===>Šta su uzroci te težnje (možda moć?) i kako se boriti protiv njih?)
MATCH@M:(How can IS be developed in such adverse conditions, how can its functioning be ensures and how can the resistance of those whose life will be deprived of the quality they favour be prevented?===>Kako u takvim suprotstavljenim okolnostima razviti IS, obezbediti njegovo funkcionisanje, sprečiti otpor onih čiji život neće imati obeležje koje oni smatraju najbitnijim?)
MATCH@E:(How can IS be developed in such adverse conditions, how can its functioning be ensures and how can the resistance of those whose life will be deprived of the quality they favour be prevented?===>Kako u takvim suprotstavljenim okolnostima razviti IS, obezbediti njegovo funkcionisanje, sprečiti otpor onih čiji život neće imati obeležje koje oni smatraju najbitnijim?)
MATCH@M:(The studies and modules mentioned above were not further developed.===>Urađene studije i idejni projekti dalje nisu razrađivani.)
MATCH@E:(The Modules The studies and modules mentioned above were not further developed.===>Pojedini moduli Urađene studije i idejni projekti dalje nisu razrađivani.)
MATCH@M:(Some moduled were developed without any coordination.===>Nekoordinirano su razvijani pojedini moduli.)
MATCH@E:(Some moduled were developed without any coordination.===>Nekoordinirano su razvijani pojedini moduli.)
MATCH@M:(Others, revised, accepted and highly assessed by the users, were never employed, while others still where not as much as installed.===>Neki revidirani, prihvaćeni i od korisnika odlično ocenjeni rezultati nisu korišćeni, a drugi nisu čak ni instalirani kod korisnika.)
MATCH@E:(Others, revised, accepted and highly assessed by the users, were never employed, while others still where not as much as installed.===>Neki revidirani, prihvaćeni i od korisnika odlično ocenjeni rezultati nisu korišćeni, a drugi nisu čak ni instalirani kod korisnika.)
MATCH@M:(One module was not used because the input data could not be entered (in a way specified by the Water Act).===>Jedan modul nije korišćen zbog nemogućnosti obezbeđenja potrebnih ulaznih podataka (na način predviđen Zakonom o vodama).)
MATCH@E:(One module was not used because the input data could not be entered (in a way specified by the Water Act).===>Jedan modul nije korišćen zbog nemo gućnosti obezbeđenja potrebnih ulaznih podataka (na način predviđen Zakonom o vodama).)
MATCH@M:(Another was developed in collaboration with a university professor who was interested in the field covered by the module.===>Drugi modul je razvijen u saradnji sa profesorom fakulteta koji se in-teresovao za oblast pokrivenu modulom.)
MATCH@E:(Another was developed in collaboration with a university professor who was interested in the field covered by the module.===>Drugi modul je razvijen u saradnji sa profesorom fakulteta koji se interesovao za oblast pokrivenu modulom.)
MATCH@M:(As long as his interest lasted, the values of the data were supplied and the module database was kept updated.===>Samo dok je postojalo njegovo interesovanje, obezbeđivane su vrednosti podataka i punjena baza podataka modula.)
MATCH@E:(As long as his interest lasted, the values of the data were supplied and the module database was kept updated.===>Samo dok je postojalo njegovo interesovanje, obezbeđivane su vrednosti podataka i punjena baza podataka modula.)
MATCH@M:(In the later review of the chances that the module could be re-employed, the potential user assessed the module as very functional, however, he requested that a new module be developed using more modern IT.===>Potencijalni korisnik je kasnije, kada je preispitivana mogućnost ponovnog koriščenja modula, ocenio da je modul veoma funkcionalan, ali je zahtevao razvoj novog pomoću savremenijih IT.)
MATCH@E:(In the later review of the chances that the module could be re-employed, the potential user assessed the module as very functional, however, he requested that a new module be developed using more modern IT.===>Potencijalni korisnik je kasnije, kada je preispitivana mogućnost ponovnog korišćenja modula, ocenio da je modul veoma funkcionalan, ali je zahtevao razvoj novog pomoću savremenijih IT.)
MATCH@M:(One implemented module had only one user, while potential, even highly interested users had no idea it even existed ([17],[18]).===>Jedan od implementiranih modula imao je samo jednog korisnika, dok potencijalni, čak veoma zainteresovani korisnici nisu ni znali za njega ([17], [18]).)
MATCH@E:(One implemented module had only one user, while potential, even highly interested users had no idea it even existed (Š17Ë,Š18Ë).===>Jedan od implementiranih modula imao je samo jednog korisnika, dok potencijalni, čak veoma zainteresovani korisnici nisu ni znali za njega (Š17Ë, Š18Ë). (Ne)korišćenje razvijenih modula pokreće niz pitanja:)
MATCH@M:(Whether the developed modules are or are not implemented, a number of questions remains: Is anyone granted the power not to act properly (not to install the software, not to supply the necessary resources) and by (not) doing this deprive somebody else of a better life?===>(Ne)koriščenje razvijenih modula pokreće niz pitanja: Da li je, zašto i kojim pravom nečijim neangažo-vanjem (neinstaliranjem softvera, neobezbeđenjiva-njem potrebnih resursa) neko drugi lišen obećanog boljeg života?)
MATCH@E:(Whether the developed modules are or are not implemented, a number of questions remains: Is anyone granted the power not to act properly (not to install the software, not to supply the necessary resources) and by (not) doing this deprive somebody else of a better life?===>Da li je, zašto i kojim pravom nečijim neangažovanjem (neinstaliranjem softvera, neobezbeđenjivanjem potrebnih resursa) neko drugi lišen obećanog boljeg života?)
MATCH@M:(Does the developer have to check all the presumptions, especially those which are supposed to have been fulfilled, such as observing the law?===>Da li projektant treba i može da pro-verava sve pretpostavke, posebno one koje bi trebalo da budu ispunjene, kao što je poštovanje zakona?)
MATCH@E:(Does the developer have to check all the presumptions, especially those which are supposed to have been fulfilled, such as observing the law?===>Da li projektant treba i može da proverava sve pretpostavke, posebno one koje bi trebalo da budu ispunjene, kao što je poštovanje zakona?)
MATCH@M:(What knowledge should he have, in which way can he achieve it, if he can achieve it at all?===>Koja sve znanja on treba da ima, kako i da li uopšte može da ih stekne?)
MATCH@E:(What knowledge should he have, in which way can he achieve it, if he can achieve it at all?===>Koja sve znanja on treba da ima, kako i da li uopšte može da ih stekne?)
MATCH@M:(Whose knowledge can he or should he rely on?===>Na čija znanja on treba i može da se osloni?)
MATCH@E:(Whose knowledge can he or should he rely on?===>Na čija znanja on treba i može da se osloni?)
MATCH@M:(How are the responsibilities determined in this network of relationships?===>Kako se određuju odgovornosti u toj mreži odnosa?)
MATCH@E:(How are the responsibilities determined in this network of relationships?===>Kako se određuju odgovornosti u toj mreži odnosa?)
MATCH@M:(Is everybody ready to participate to make his life better?===>Da li su svi spremni da poboljšaju život sopstvenim an-gažovanjem?)
MATCH@E:(Is everybody ready to participate to make his life better?===>Da li su svi spremni da poboljšaju život sopstvenim angažovanjem?)
MATCH@M:(Does better life require most recent IT, or the prospective "better life" is not wanted at all, which is then concealed and justified by the need for most recent IT?===>Da li su za bolji život presudne najsavre-menije IT ili se ponuđeni "bolji život" u stvari ne želi, što se prikriva i pravda potrebom za najsavremenijim IT?)
MATCH@E:(Does better life require most recent IT, or the prospective better life is not wanted at all, which is then concealed and justified by the need for most recent IT?===>Da li su za bolji život presudne najsavremenije IT ili se ponuđeni bolji život u stvari ne želi, što se prikriva i pravda potrebom za najsavremenijim IT?)
MATCH@M:(Which are the reasons that force one to publicly accept something one does not seek for?===>Iz kojih razloga se javno prihvata nešto što se ne želi?)
MATCH@E:(Which are the reasons that force one to publicly accept something one does not seek for?===>Iz kojih razloga se javno prihvata nešto što se ne želi?)
MATCH@M:(Who is to be in charge of such issues, and in which way can he do it?===>Ko o ovim pitanjima treba da brine i kako?)
MATCH@E:(Who is to be in charge of such issues, and in which way can he do it?===>Ko o ovim pitanjima treba da brine i kako?)
MATCH@M:(The need for a change in the approach was understood on the project of integral IS development for the environment.===>Potreba za promenom pristupa shvaćena je na projektu razvoja integralnog IS za životnu sredinu.)
MATCH@E:(The need for a change in the approach was understood on the project of integral IS development for the environment.===>Potreba za promenom pristupa shvaćena je na projektu razvoja integralnog IS za životnu sredinu.)
MATCH@M:(The traditional approach to IS development was impossible to be implemented in this project - an important future user, who ordered the project, was of the opinion that the IS development was the responsibility of the developer and was unwilling to participate in setting the requirements for IS ([19]).===>Na tom projektu nije mogao da se primeni tradicionalan pristup razvoju IS - značajan budući korisnik IS, naručilac projekta, smatrao je da razvoj IS predstavlja obavezu jedino projektanta i nije bio voljan da učestvuje u određivanju zahteva za IS ([19]).)
MATCH@E:(The traditional approach to IS development was impossible to be implemented in this project - an important future user, who ordered the project, was of the opinion that the IS development was the responsibility of the developer and was unwilling to participate in setting the requirements for IS (Š19Ë).===>Na tom projektu nije mogao da se primeni tradicionalan pristup razvoju IS - značajan budući korisnik IS, naručilac projekta, smatrao je da razvoj IS predstavlja obavezu jedino projektanta i nije bio voljan da učestvuje u određivanju zahteva za IS (Š19Ë).)
MATCH@M:(On the basis of the results obtained in this project, a Planning basis of the WIS development in Serbia.===>Na osnovu rezultata rada na tom projektu izrađena je Planska osnova razvoja VISa Srbije.)
MATCH@E:(On the basis of the results obtained in this project, a Planning basis of the WIS development in Serbia.===>Na osnovu rezultata rada na tom projektu izrađena je Planska osnova razvoja VISa Srbije.)
MATCH@M:(This document maintains that WIS should be in the function of a system of integral management of water resources (IMWR) and has to be developed simultaneously with the IMWR.===>Osnova je ukazala da VIS treba da služi sistemu integralnog gazdovanja vodnim resursima (IGVR) i da mora da se razvija istovremeno sa sistemom IGVR.)
MATCH@E:(This document maintains that WIS should be in the function of a system of integral management of water resources (IMWR) and has to be developed simultaneously with the IMWR.===>Osnova je ukazala da VIS treba da služi sistemu integralnog gazdovanja vodnim resursima (IGVR) i da mora da se razvija istovremeno sa sistemom IGVR.)
MATCH@M:(The new approach adopted marked the change in the fundamental presumptions on the reality, on the organization needs, on the method of decision making, people/human resources, responsibility, and on the development process.===>Usvojen nov pristup označio je promenu osnovnih pretpostavki o stvarnosti, potrebama organizacije, načinu odlučivanja, ljudima, odgovornosti, procesu razvoja.)
MATCH@E:(The new approach adopted marked the change in the fundamental presumptions on the reality, on the organization needs, on the method of decision making, people/human resources, responsibility, and on the development process.===>Usvojen nov pristup označio je promenu osnovnih pretpostavki o stvarnosti, potrebama organizacije, načinu odlučivanja, ljudima, odgovornosti, procesu razvoja.)
MATCH@M:(A system approach to IS development was adopted, the need was recognized that IS should be developed in the process of permanent learning, with all the stakeholders of WIS participating ([20]).===>Usvojen je sistemski pristup razvoju IS, prepoznata potreba da se IS razvija u procesu stalnog učenja, uz učešće svih zainteresovanih grupa za VIS ([20]).)
MATCH@E:(A system approach to IS development was adopted, the need was recognized that IS should be developed in the process of permanent learning, with all the stakeholders of WIS participating (Š20Ë).===>Usvojen je sistemski pristup razvoju IS, prepoznata potreba da se IS razvija u procesu stalnog učenja, uz učešće svih zainteresovanih grupa za VIS (Š20Ë).)
MATCH@M:(Putting this document into practice started with the creation of a strategic plan of the development of WIS in Vojvodina.===>Realizacija ove osnove započeta je izradom strateškog plana razvoja VISa Vojvodine.)
MATCH@E:(Putting this document into practice started with the creation of a strategic plan of the development of WIS in Vojvodina.===>Realizacija ove osnove započeta je izradom strateškog plana razvoja VISa Vojvodine.)
MATCH@M:(In the process, however, the project started was found to be rather too difficult.===>Međutim, u procesu rada otkriveno je da je započet projekat previše težak.)
MATCH@E:(In the process, however, the project started was found to be rather too difficult.===>Međutim, u procesu rada otkriveno je da je započet projekat previše težak.)
MATCH@M:(Hence the project was discontinued, and, for the purpose of creating conditions for the project to be resumed, a decision was made that an IS be designed for the needs of drainage system implementing the system approach.===>Projekat je zbog toga prekinut i, u cilju stvaranja uslo-va za njegov nastavak, odlučeno je da se razvije IS za potrebe odvodnjavanja koriščenjem sistemskog pristupa.)
MATCH@E:(Hence the project was discontinued, and, for the purpose of creating conditions for the project to be resumed, a decision was made that an IS be designed for the needs of drainage system implementing the system approach.===>Projekat je zbog toga prekinut i, u cilju stvaranja uslova za njegov nastavak, odlučeno je da se razvije IS za potrebe odvodnjavanja korišćenjem sistemskog pristupa.)
MATCH@M:(Problems appeared with this IS, too.===>Problemi su se javili i u razvoju tog IS.)
MATCH@E:(Problems appeared with this IS, too.===>Problemi su se javili i u razvoju tog IS.)
MATCH@M:(The basic causes were a resistance to change and a lack of understanding of the adopted planning basis and the set project tasks ([21]).===>Njihovi osnovni uzroci bili su nespremnost na promene i ne-shvatanje usvojene Planske osnove i postavljenih projektnih zadataka ([21]).)
MATCH@E:(The basic causes were a resistance to change and a lack of understanding of the adopted planning basis and the set project tasks (Š21Ë).===>Njihovi osnovni uzroci bili su nespremnost na promene i neshvatanje usvojene Planske osnove i postavljenih projektnih zadataka (Š21Ë).)
MATCH@M:(Although the basic presumptions were often repeated along the work, the participants were not willing to accept them because they were unfamiliar, different from expected and usual ones, adopted in the course of education.===>Mada su u radu često ponavljane osnovne pretpostavke pristupa, učesnici nisu bili spremni da ih prihvate jer su bile strane, drugačije od očekivanih i uobičajenih, od usvojenih u obrazovanju.)
MATCH@E:(Although the basic presumptions were often repeated along the work, the participants were not willing to accept them because they were unfamiliar, different from expected and usual ones, adopted in the course of education.===>Mada su u radu često ponavljane osnovne pretpostavke pristupa, učesnici nisu bili spremni da ih prihvate jer su bile strane, drugačije od očekivanih i uobičajenih, od usvojenih u obrazovanju.)
MATCH@M:(They expected that the state would stipulate the necessary changes in the water resourses management, independently from them.===>Očekivali su da potrebne promene u upravljanju vodama utvrdi država nezavisno od njih.)
MATCH@E:(They expected that the state would stipulate the necessary changes in the water resourses management, independently from them.===>Očekivali su da potrebne promene u upravljanju vodama utvrdi država nezavisno od njih.)
MATCH@M:(Besides, they pointed out a plethora of operational problems due to which the IMWR concept could not be paid the attention it deserved.===>Osim toga, isticano je mnoštvo operativnih problema zbog kojih konceptu IGVR nije mogla da se pokloni potrebna pažnja.)
MATCH@E:(Besides, they pointed out a plethora of operational problems due to which the IMWR concept could not be paid the attention it deserved.===>Osim toga, isticano je mnoštvo operativnih problema zbog kojih konceptu IGVR nije mogla da se pokloni potrebna pažnja.)
MATCH@M:(On the other hand, probably for the reasons of justifying the previous decisions on the WIS development, the proposition made by the designer and some other participants from the organization itself, that the project scope should temporarily be altered and adjusted to the identified organizational needs, was rejected.===>S druge strane, verovatno u želji da se opravdaju prethodne odluke na razvoju VISa, nije prihvaćen predlog projektanta i nekih učesnika iz same organizacije da se obuhvat projekta privremeno promeni i prilagodi uočenim potrebama organizacije.)
MATCH@E:(On the other hand, probably for the reasons of justifying the previous decisions on the WIS development, the proposition made by the designer and some other participants from the organization itself, that the project scope should temporarily be altered and adjusted to the identified organizational needs, was rejected.===>S druge strane, verovatno u želji da se opravdaju prethodne odluke na razvoju VISa, nije prihvaćen predlog projektanta i nekih učesnika iz same organizacije da se obuhvat projekta privremeno promeni i prilagodi uočenim potrebama organizacije.)
MATCH@M:(The work in the WIS development work group meant an additional obligation, without any reward granted for performance.===>Rad u radnoj grupi za razvoj VISa predstavljao je dodatnu obavezu, bez ikakve nagrade za uspešnost u radu.)
MATCH@E:(The work in the WIS development work group meant an additional obligation, without any reward granted for performance.===>Rad u radnoj grupi za razvoj VISa predstavljao je dodatnu obavezu, bez ikakve nagrade za uspešnost u radu.)
MATCH@M:(In such a situation, some participants expected the designer to provide the solution and considered him responsible, others insisted on the necessity of the solution to be worked out and were ready to actively take part (which never happened).===>U takvoj situaciji, pojedini učesnici očekivali su re-šenje od projektanta i njega smatrali odgovornim, drugi su isticali neophodnost i izražavali spremnost da vrlo aktivno učestvuju (do čega ipak nije dolazilo).)
MATCH@E:(In such a situation, some participants expected the designer to provide the solution and considered him responsible, others insisted on the necessity of the solution to be worked out and were ready to actively take part (which never happened).===>U takvoj situaciji, pojedini učesnici očekivali su rešenje od projektanta i njega smatrali odgovornim, drugi su isticali neophodnost i izražavali spremnost da vrlo aktivno učestvuju (do čega ipak nije dolazilo).)
MATCH@M:(Some participants wanted the designer to be their partner in search of a better life for the organization.===>Pojedini učesnici su želeli da projektant bude njihov partner u pronalaženju boljeg života za organizaciju.)
MATCH@E:(Some participants wanted the designer to be their partner in search of a better life for the organization.===>Pojedini učesnici su želeli da projektant bude njihov partner u pronalaženju boljeg života za organizaciju.)
MATCH@M:(It was difficult to explain to the engineers that the WIS development process could not be fully planned ahead, that it had to be iterative.===>Inženjerima je bilo teško objasniti da proces razvoja VISa ne može unapred u potpunosti da se planira, da mora da bude iterativan.)
MATCH@E:(It was difficult to explain to the engineers that the WIS development process could not be fully planned ahead, that it had to be iterative.===>Inženjerima je bilo teško objasniti da proces razvoja VISa ne može unapred u potpunosti da se planira, da mora da bude iterativan.)
MATCH@M:(The planning problem appeared even in the process of gathering the requirements for the development of the technical characteristics module for the drainage system, that is, when it was agreed that the requirements were known, and that they could be easily and promptly defined.===>Problem planiranja postojao je čak i u procesu prikupljanja zahteva za razvoj modula tehničkih karakteristika sistema za odvodnjavanje tj. u slučaju kada se smatralo da su zahtevi poznati, odnosno da mogu lako i brzo da se odrede.)
MATCH@E:(The planning problem appeared even in the process of gathering the requirements for the development of the technical characteristics module for the drainage system, that is, when it was agreed that the requirements were known, and that they could be easily and promptly defined.===>Problem planiranja postojao je čak i u procesu prikupljanja zahteva za razvoj modula tehničkih karakteristika sistema za odvodnjavanje tj. u slučaju kada se smatralo da su zahtevi poznati, odnosno da mogu lako i brzo da se odrede.)
MATCH@M:(In 1990's, however, the water resourses experts changed their attitudes to these systems, in an attempt to preserve both the drainage systems and themselves.===>Međutim, 1990tih godina stručnjaci u vodoprivredi su, u želji da održe i sisteme za odvodnjavanje i sebe, menjali svoje viđenje tih sistema.)
MATCH@E:(In 1990's, however, the water resourses experts changed their attitudes to these systems, in an attempt to preserve both the drainage systems and themselves.===>Međutim, 1990tih godina stručnjaci u vodoprivredi su, u želji da održe i sisteme za odvodnjavanje i sebe, menjali svoje viđenje tih sistema.)
MATCH@M:(This required that, prior to the development of an appropriate IT solution, a thorough work should be done in building a mutual understanding of the importance of drainage systems as well as in defining the types of data for which values could be gathered.===>To je zahtevalo da se pre razvoja prikladnog IT rešenja dugo radi na izgradnji zajedničkog razumevanja značenja sistema za odvodnjavanje i na utvrđivanju tipova podataka za koje mogu da se prikupe vrednosti.)
MATCH@E:(This required that, prior to the development of an appropriate IT solution, a thorough work should be done in building a mutual understanding of the importance of drainage systems as well as in defining the types of data for which values could be gathered.===>To je zahtevalo da se pre razvoja prikladnog IT rešenja dugo radi na izgradnji zajedničkog razumevanja značenja sistema za odvodnjavanje i na utvrđivanju tipova podataka za koje mogu da se prikupe vrednosti.)
MATCH@M:(Due to the presence of a large number of values for technical data, often collected for a single occasion, i.e., for one single case, their validity had to be proven.===>Zbog postojanja više različitih vrednosti tehničkih podataka, često prikupljanih jednokratno tj. za određenu potrebu, morala se određivati njihova valjanost.)
MATCH@E:(Due to the presence of a large number of values for technical data, often collected for a single occasion, i.e., for one single case, their validity had to be proven.===>Zbog postojanja više različitih vrednosti tehničkih podataka, često prikupljanih jednokratno tj. za određenu potrebu, morala se određivati njihova valjanost.)
MATCH@M:(The system approach to WIS development brings forth new questions in the issue of IS development: What knowledge, which freedom of choice and which power of action were used in proposing and adopting the IS development plans?===>Sistemski pristup razvoju VISa donosi nova pitanja o problematici razvoja ISa: Sa kojim se znanjima, slobodom izbora, moći delovanja predlažu i prihvataju planovi razvoja ISa?)
MATCH@E:(The system approach to WIS development brings forth new questions in the issue of IS development: What knowledge, which freedom of choice and which power of action were used in proposing and adopting the IS development plans?===>Sistemski pristup razvoju VISa donosi nova pitanja o problematici razvoja ISa: ~~~ Sa kojim se znanjima, slobo dom izbora, moći delovanja predlažu i prihvataju planovi razvoja ISa?)
MATCH@M:(Why do people adopt the propositions they do not understand, they do not know the consequences of or which do not meet the needs of the organization according to some future IS users?===>Zašto se prihvataju predloži koji se ne razumeju, čije se posledice ne znaju i koji čak uopšte ne odgovaraju potrebama organizacije po mišljenju nekih budućih korisnika ISa?)
MATCH@E:(Why do people adopt the propositions they do not understand, they do not know the consequences of or which do not meet the needs of the organization according to some future IS users?===>Zašto se prihvataju predlozi koji se ne razumeju, čije se posledice ne znaju i koji čak uopšte ne odgovaraju potrebama organizacije po mišljenju nekih budućih korisnika ISa?)
MATCH@M:(How can the set objectives be achieved at all when the participants are not introduced to them and when some managers even claim that the set objectives are inappropriate to the organization?===>Kako uopšte može uspešno da se radi ka ostvarenju postavljenih ciljeva kada učesnici nisu upoznati sa njima, a neki rukovodioci čak smatraju da postavljeni ciljevi nisu prikladni za organizaciju?)
MATCH@E:(How can the set objectives be achieved at all when the participants are not introduced to them and when some managers even claim that the set objectives are inappropriate to the organization?===>Kako uopšte može uspešno da se radi ka ostvarenju postavljenih ciljeva kada učesnici nisu upoznati sa njima, a neki rukovodioci čak smatraju da postavljeni ciljevi nisu prikladni za organizaciju?)
MATCH@M:(How can the inborn attitudes of men be changed?===>Kako se menjaju osnovna uverenja ljudi?)
MATCH@E:(How can the inborn attitudes of men be changed?===>Kako se menjaju osnovna uverenja ljudi?)
MATCH@M:(What should be done to convert the observers of the change into the supporters of them?===>Šta je potrebno da se uradi da bi posmatrači promena postali nosioci tih promena?)
MATCH@E:(What should be done to convert the observers of the change into the supporters of them?===>Šta je potrebno da se uradi da bi posmatrači promena postali nosioci tih promena?)
MATCH@M:(How can they be freed from fear of being blamed, how can the conditions be created in which there is readiness to learn from one's errors, to correct wrong decisions?===>Kako se osloboditi straha od krivice, stvoriti uslove u kojima postoji spremnost da se uči iz grešaka, da se stalno koriguju pogrešne odluke?)
MATCH@E:(How can they be freed from fear of being blamed, how can the conditions be created in which there is readiness to learn from one's errors, to correct wrong decisions?===>Kako se osloboditi straha od krivice, stvoriti uslove u kojima postoji spremnost da se uči iz grešaka, da se stalno koriguju pogrešne odluke?)
MATCH@M:(How difficult is it to work on the IS development if one's beliefs differ from those of the majority of experts?===>Koliko je teško raditi na razvoju IS sa uverenjima drugačijim od uverenja većine stručnjaka?)
MATCH@E:(How difficult is it to work on the IS development if one's beliefs differ from those of the majority of experts?===>Koliko je teško raditi na razvoju IS sa uverenjima drugačijim od uverenja većine stručnjaka?)
MATCH@M:(To what extent do those beliefs limit the participants' freedom?===>Koliko ta uverenja ograničavaju slobodu učesnika?)
MATCH@E:(To what extent do those beliefs limit the participants' freedom?===>Koliko ta uverenja ograničavaju slobodu učesnika?)
MATCH@M:(How much effort does it need that the approach itself be explained to both the participants in the development and the external observers.===>Koliko je napora potrebno da se sam pristup objasni i učesnicima u razvoju i spoljašnjim posmatračima?)
MATCH@E:(How much effort does it need that the approach itself be explained to both the participants in the development and the external observers.===>Koliko je napora potrebno da se sam pristup objasni i učesnicima u razvoju i spoljašnjim posmatračima?)
MATCH@M:(How risky and demanding is that approach given that there is a high probability that the external observers, knowledgeable of only traditional IS approaches, decide that it is not expertly enough?===>Koliko je taj pristup rizičan i zahtevan s obzirom da postoji velika verovatno-ća da ga spoljašnji posmatrači, koji najčešće znaju samo za tradicionalne pristupe IS, ocene kao nestručan?)
MATCH@E:(How risky and demanding is that approach given that there is a high probability that the external observers, knowledgeable of only traditional IS approaches, decide that it is not expertly enough?===>Koliko je taj pristup rizičan i zahtevan s obzirom da postoji velika verovatnoća da ga spoljašnji posmatrači, koji najčešće znaju samo za tradicionalne pristupe IS, ocene kao nestručan?)
MATCH@M:(Does the lack of accurate values for the data mean that the prospective IS users do not make decisions on the basis of facts?===>Da li nepostojanje tačnih vrednosti podataka znači da potencijalni korisnici IS ne donose odluke na osnovu podataka?)
MATCH@E:(Does the lack of accurate values for the data mean that the prospective IS users do not make decisions on the basis of facts?===>Da li nepostojanje tačnih vrednosti podataka znači da potencijalni korisnici IS ne donose odluke na osnovu podataka?)
MATCH@M:(What type of IS do they need?===>Kakav je IS njima potreban?)
MATCH@E:(What type of IS do they need?===>Kakav je IS njima potreban?)
MATCH@M:(In which way will IS meet the needs of different psychological types of users?===>Kako će IS zadovoljiti potrebe različitih psiholoških tipova korisnika?)
MATCH@E:(In which way will IS meet the needs of different psychological types of users?===>Kako će IS zadovoljiti potrebe različitih psiholoških tipova korisnika?)
MATCH@M:(Who is responsible for failing to ensure the conditions for a steady, continual work of all the participants in the IS development?===>Ko je odgovoran za neobezbeđivanje uslova za stalan, kontinuiran rad svih učesnika u razvoju IS?)
MATCH@E:(Who is responsible for failing to ensure the conditions for a steady, continual work of all the participants in the IS development?===>Ko je odgovoran za neobezbeđivanje uslova za stalan, kontinuiran rad svih učesnika u razvoju IS?)
MATCH@M:(Who is responsible for cumulative effects of a legitimate absence of a future IS user in the development of the system?===>Ko je odgovoran za kumulativne efekte opravdanog izostanka budućeg korisnika IS u radu na njegovom razvoju?)
MATCH@E:(Who is responsible for cumulative effects of a legitimate absence of a future IS user in the development of the system?===>Ko je odgovoran za kumulativne efekte opravdanog izostanka budućeg korisnika IS u radu na njegovom razvoju?)
MATCH@M:(Who is to be in charge of these difficult, but important issues? How can he do it?===>Ko i kako može da brine o ovim teškim, ali značajnim pitanjima?)
MATCH@E:(Who is to be in charge of these difficult, but important issues? ~~~ How can he do it?===>Ko i kako može da brine o ovim teškim, ali značajnim pitanjima?)
MATCH@M:(Simultaneously with the attempt to implement a different approach to the WIS development, efforts were made to develop a new HISD.===>Paralelno sa pokušajem primene drugačijeg pristupa razvoju VISa radilo se na razvoju novog HISD.)
MATCH@E:(New HISD development project Simultaneously with the attempt to implement a different approach to the WIS development, efforts were made to develop a new HISD.===>Nov projekat razvoja HISD Paralelno sa pokušajem primene drugačijeg pristupa razvoju VISa radilo se na razvoju novog HISD.)
MATCH@M:(The two projects were not related.===>Ta dva projekta nisu bila međusobno povezana.)
MATCH@E:(The two projects were not related.===>Ta dva projekta nisu bila međusobno povezana.)
MATCH@M:(Nobody bothered to enter into analysis as to why there is a need for a new model, nor which are the flaws of the old one, nor whether conditions allow for the implementation of that new one.===>Nije razmotreno zašto je potreban nov model tj. koji su nedostaci starog, ko će koristiti novorazvijen model, niti da li postoje uslovi za njegovo korišćenje.)
MATCH@E:(Nobody bothered to enter into analysis as to why there is a need for a new model, nor which are the flaws of the old one, nor whether conditions allow for the implementation of that new one.===>Nije razmotreno zašto je potreban nov model tj. koji su nedostaci starog, ko će koristiti novorazvijen model, niti da li postoje uslovi za njegovo korišćenje.)
MATCH@M:(Despite an evident conflict of interests of various institutions, the software for the management logistics in the river Drina basin was developed.===>Mada je uočen sukob interesa različitih institucija, razvijan je softver za podršku upravljanju u slivu reke Drine.)
MATCH@E:(Despite an evident conflict of interests of various institutions, the software for the management logistics in the river Drina basin was developed.===>Mada je uočen sukob interesa različitih institucija, razvijan je softver za podršku upravljanju u slivu reke Drine.)
MATCH@M:(The development of the planned software was continued even when the key institutions from the Republic of Srpska and Montenegro waived participation.===>Razvoj planiranog softvera je nastavljen i posle izostanka učešća ključnih institucija iz Republike Srpske i Crne Gore.)
MATCH@E:(The development of the planned software was continued even when the key institutions from the Republic of Srpska and Montenegro waived participation.===>Razvoj planiranog softvera je nastavljen i posle izostanka učešća ključnih institucija iz Republike Srpske i Crne Gore.)
MATCH@M:(Besides, the prospective user from Serbia claimed that they had no need for the newly-developed software.===>Osim toga, potencijalni korisnik iz Srbije smatrao je da novorazvijen softver njemu nije potreban.)
MATCH@E:(Besides, the prospective user from Serbia claimed that they had no need for the newly-developed software.===>Osim toga, potencijalni korisnik iz Srbije smatrao je da novorazvijen softver njemu nije potreban.)
MATCH@M:(Who is to take care of these problems, and how is it to be accomplished, if experts have no power to solve them, and the authorities do not care to learn their opinions?===>Ko će i kako brinuti o ovim problemima ako stručnjaci nemaju moć da ih rešavaju, a nadležni ne žele da čuju njihovo mišljenje?)
MATCH@E:(Who is to take care of these problems, and how is it to be accomplished, if experts have no power to solve them, and the authorities do not care to learn their opinions?===>Ko će i kako brinuti o ovim problemima ako stručnjaci nemaju moć da ih rešavaju, a nadležni ne žele da čuju njihovo mišljenje?)
MATCH@M:(The European Union aid programme was initiated for the purpose of introducing WIS in Serbia.===>U cilju uvođenja VISa u Srbiju, iniciran je projekat Programa pomoći Evropske Unije.)
MATCH@E:(European Union aid programmes The European Union aid programme was initiated for the purpose of introducing WIS in Serbia.===>Program pomoći Evropske Unije U cilju uvođenja VISa u Srbiju, iniciran je projekat Programa pomoći Evropske Unije.)
MATCH@M:(The first project documents stressed the system approach and building success on errors as fundamental parts of WIS designing.===>U prvim projektnim dokumentima kao značajni temelji izgradnje VISa istaknuti su sistemski pristup i izgradnja uspeha na osnovu grešaka.)
MATCH@E:(The first project documents stressed the system approach and building success on errors as fundamental parts of WIS designing.===>U prvim projektnim dokumentima kao značajni temelji izgradnje VISa istaknuti su sistemski pristup i izgradnja uspeha na osnovu grešaka.)
MATCH@M:(In his offer, the contractor stated that several unseccessful attempts to introduce WIS in Serbia so far were caused by organizational problems.===>U ponudi izvođača ukazano je da su organizacioni problemi bili uzrok nekoliko neuspešnih pokušaja razvoja VISa u Srbiji.)
MATCH@E:(In his offer, the contractor stated that several unseccessful attempts to introduce WIS in Serbia so far were caused by organizational problems.===>U ponudi izvođača ukazano je da su organizacioni problemi bili uzrok nekoliko neuspešnih pokušaja razvoja VISa u Srbiji.)
MATCH@M:(The proposed approach to WIS development in Serbia insisted that sustainable and appropriate approaches should be used from the very beginning of the project as well as that local knowledge and expertese and the representatives of all the stakeholders should be involved too.===>U predloženom pristupu razvoju VISa istaknuto je da se od početka projekta moraju koristiti održivi i prikladni pristupi i uključiti lokalna znanja i ekspertize, kao i predstavnici svih zainteresovanih grupa.)
MATCH@E:(The proposed approach to WIS development in Serbia insisted that sustainable and appropriate approaches should be used from the very beginning of the project as well as that local knowledge and expertese and the representatives of all the stakeholders should be involved too.===>U predloženom pristupu razvoju VISa istaknuto je da se od početka projekta moraju koristiti održivi i prikladni pristupi i uključiti lokalna znanja i ekspertize, kao i predstavnici svih zainteresovanih grupa.)
MATCH@M:(On the other hand, the project was conducted in accordance to the project task that was not considered appropriate by either the contractor or some members of the project monitoring Board, however, the European Development Agency representative was firmly against any changes in the project task.===>S druge strane, na projektu se radilo po projektnom zadatku koji ni izvođač ni pojedini članovi Odbora za praćenje projekta nisu smatrali dobrim, sa čvrstim stavom predstavnika Evropske agencije za razvoj da promena projektnog zadatka nije moguća.)
MATCH@E:(On the other hand, the project was conducted in accordance to the project task that was not considered appropriate by either the contractor or some members of the project monitoring Board, however, the European Development Agency representative was firmly against any changes in the project task.===>S druge strane, na projektu se radilo po projektnom zadatku koji ni izvođač ni pojedini članovi Odbora za praćenje projekta nisu smatrali dobrim, sa čvrstim stavom predstavnika Evropske agencije za razvoj da promena projektnog zadatka nije moguća.)
MATCH@M:(The opening activities on the project were not carried out in the way that the contractor considered the key factor of the project success - the system approach was not implemented, the organizational issues were not analysed, the local knowledge was not involved, nor were the representatives of stakeholders.===>Prve aktivnosti na projektu nisu izvršene na način koji je sam izvođač smatrao ključnim za uspeh projekta - nije korišćen sistemski pristup, nisu analizirani organizacioni problemi, nije uključeno lokalno znanje, niti su uključeni predstavnici zain-teresovanih grupa.)
MATCH@E:(The opening activities on the project were not carried out in the way that the contractor considered the key factor of the project success - the system approach was not implemented, the organizational issues were not analysed, the local knowledge was not involved, nor were the representatives of stakeholders.===>Prve aktivnosti na projektu nisu izvršene na način koji je sam izvođač smatrao ključnim za uspeh projekta nije korišćen sistemski pristup, nisu analizirani organizacioni problemi, nije uklju čeno lokalno znanje, niti su uključeni predstavnici zainteresovanih grupa.)
MATCH@M:(In other words, the approach that was devised as appropriate was not properly implemented from the beginning of the project.===>Drugim recima, pristup koji je zamišljen kao prikladan nije primenjen od početka projekta.)
MATCH@E:(In other words, the approach that was devised as appropriate was not properly implemented from the beginning of the project.===>Drugim rečima, pristup koji je zamišljen kao prikladan nije primenjen od početka projekta.)
MATCH@M:(Likewise, the local experts' experience in WIS development was not used at all, regardless of an expressly stated opinion that it is rather extensive and highly valuable.===>Iskustvo u razvoju VISa domaćih stručnjaka uopšte nije korišćeno i pored eksplicitno date ocene da je ono veoma bogato i jako značajno.)
MATCH@E:(Likewise, the local experts' experience in WIS development was not used at all, regardless of an expressly stated opinion that it is rather extensive and highly valuable.===>Iskustvo u razvoju VISa domaćih stručnjaka uopšte nije korišćeno i pored eksplicitno date ocene da je ono veoma bogato i jako značajno.)
MATCH@M:(Moreover, the local experts, after they had expressed their doubts as regards the project success, were excluded from further activities by simply not being appointed into the groups in which their engagement was planned.===>Šta više, domaći stručnjaci su, nakon iskazivanja sumnji u uspeh projekta, isključeni iz daljih aktivnosti jednostavno neimenovanjem u grupe u kojima je njihov rad bio planiran.)
MATCH@E:(Moreover, the local experts, after they had expressed their doubts as regards the project success, were excluded from further activities by simply not being appointed into the groups in which their engagement was planned.===>Šta više, domaći stručnjaci su, nakon iskazivanja sumnji u uspeh projekta, isključeni iz daljih aktivnosti jednostavno neimenovanjem u grupe u kojima je njihov rad bio planiran.)
MATCH@M:(The above quoted problems were the indications of a great risk for the success of the project ([22]).===>Navedeni problemi bili su indikatori velikog rizika za uspeh ovog projekta ([22]).)
MATCH@E:(The above quoted problems were the indications of a great risk for the success of the project (Š22Ë).===>Navedeni problemi bili su indikatori velikog rizika za uspeh ovog projekta (Š22Ë).)
MATCH@M:(The decision makers on the project, however, did not care to hear anything about this, a case similar to the one of the HISD.===>Ali, o njima, kao i u slučaju HISD, donosioci odluka o projektu izgleda da nisu žele-li da čuju.)
MATCH@E:(The decision makers on the project, however, did not care to hear anything about this, a case similar to the one of the HISD.===>Ali, o njima, kao i u slučaju HISD, donosioci odluka o projektu izgleda da nisu želeli da čuju.)
MATCH@M:(They seemed not to be willing to learn from the errors made, to use the acumulated experience.===>Oni izgleda nisu bili spremni da uče na osnovu počinjenih grešaka, da koriste stečena iskustva.)
MATCH@E:(They seemed not to be willing to learn from the errors made, to use the acumulated experience.===>Oni izgleda nisu bili spremni da uče na osnovu počinjenih grešaka, da koriste stečena iskustva.)
MATCH@M:(They seemed to feel it was easier to wait for the others to provide solutions, to "absolve" themselves by claiming that they are not acquainted with what IS is, to require "all" data, and to exclude those who do not agree with them from the process.===>Izgleda da im je bilo lakše da očekuju rešenje od drugih, "pravdaju" svoje odluke neznanjem šta je IS, traže "sve" podatke, isključuju iz procesa one koji drugačije misle.)
MATCH@E:(They seemed to feel it was easier to wait for the others to provide solutions, to absolve themselves by claiming that they are not acquainted with what IS is, to require all data, and to exclude those who do not agree with them from the process.===>Izgleda da im je bilo lakše da očekuju rešenje od drugih, pravdaju svoje odluke neznanjem šta je IS, traže sve podatke, isključuju iz procesa one koji drugačije misle.)
MATCH@M:(However, does the decision maker in the WIS have the right to do so?===>Ali, da li donosilac odluke o VISu na to ima prava?)
MATCH@E:(However, does the decision maker in the WIS have the right to do so?===>Ali, da li donosilac odluke o VISu na to ima prava?)
MATCH@M:(Is not it his knowledge, his openness to different standpoints, his willingness to start a discourse on problems and responsibilities, that make the precondition for the WIS success?===>Zar upravo njegova znanja i otvorenost ka različitim gledištima, spremnost da započne diskurs o problemima i odgovornosti, nisu preduslov uspeha VISa?)
MATCH@E:(Isn't it his knowledge, his openness to different standpoints, his willingness to start a discourse on problems and responsibilities, that make the precondition for the WIS success?===>Zar upravo njegova znanja i otvorenost ka različitim gledištima, spremnost da započne diskurs o problemima i odgovornosti, nisu preduslov uspeha VISa?)
MATCH@M:(Does he have the right and authority to change the social reality by not taking into consideration the needs and the interests of all the stakeholders?===>Da li on ima pravo da menja društvenu stvarnost neuzimanjem u obzir potreba i interesa svih zainteresovanih?)
MATCH@E:(Does he have the right and authority to change the social reality by not taking into consideration the needs and the interests of all the stakeholders?===>Da li on ima pravo da menja društvenu stvarnost neuzimanjem u obzir potreba i interesa svih zainteresovanih?)
MATCH@M:(Could the project with a poorly set project task bring a better life to the water resources of Serbia?===>Da li je projekat sa loše postavljenim projektnim zadatkom mogao da donese bolji život vodoprivredi Srbije?)
MATCH@E:(Could the project with a poorly set project task bring a better life to the water resources of Serbia?===>Da li je projekat sa loše postavljenim projektnim zadatkom mogao da donese bolji život vodoprivredi Srbije?)
MATCH@M:(Did the European Union really aid Serbia in developing WIS in the appropriate manner?===>Da li je Evropska Unija na pravi način pružila pomoć Srbiji na razvoju VISa?)
MATCH@E:(Did the European Union really aid Serbia in developing WIS in the appropriate manner?===>Da li je Evropska Unija na pravi način pružila pomoć Srbiji na razvoju VISa?)
MATCH@M:(Is it really so difficult to look back, to recognize and analyse the errors we have made and thus try to create a better life instead of only talking about it?===>Zar je zaista toliko teško da pogledamo unazad, prepoznamo i razmotrimo greške koje smo napravili i na taj način pokušamo da stvorimo bolji život umesto da samo pričamo o njemu?)
MATCH@E:(Is it really so difficult to look back, to recognize and analyse the errors we have made and thus try to create a better life instead of only talking about it?===>Zar je zaista toliko teško da pogledamo unazad, prepoznamo i razmotrimo greške koje smo napravili i na taj način pokušamo da stvorimo bolji život umesto da samo pričamo o njemu?)
MATCH@M:(This paper is an author's attempt to, so far as it is possible, contribute to the responsible IS development in Serbia by liberating the IS experts and reasearchers from the limited and limitating understanding of IS.===>Ovaj rad predstavlja pokušaj autora da, u granicama svoje moći, doprinese odgovornom razvoju IS u Srbiji pokušajem oslobađanja stručnjaka i israživača u oblasti IS od ograničenog i ograničavajućeg razumevanja IS.)
MATCH@E:(Concluding remarks This paper is an author's attempt to, so far as it is possible, contribute to the responsible IS development in Serbia by liberating the IS experts and reasearchers from the limited and limitating understanding of IS.===>Zaključna razmatranja Ovaj rad predstavlja pokušaj autora da, u granicama svoje moći, doprinese odgovornom razvoju IS u Srbiji pokušajem oslobađanja stručnjaka i israživača u oblasti IS od ograničenog i ograničavajućeg razumevanja IS.)
MATCH@M:(The paper highlights the issues of responsibility for IS and lists problems to be thought about in order to understand the IS developmet issues.===>Rad ukazuje na probleme odgovornosti za IS i postavlja pitanja o kojima bi trebalo razmišljati u cilju razumevanja problematike razvoja IS.)
MATCH@E:(The paper highlights the issues of responsibility for IS and lists problems to be thought about in order to understand the IS developmet issues.===>Rad ukazuje na probleme odgovornosti za IS i postavlja pitanja o kojima bi trebalo razmišljati u cilju razumevanja problematike razvoja IS.)
MATCH@M:(Due to the complexity of the problem and due to the limited human competences, the answers to these problems should be sought in the discourse among all the stakeholders in the IS development - the users, the investors, and the experts.===>Zbog složenosti problema i ograničenja ljudskih sposobnosti, odgovore na pitanja trebalo bi tražiti u diskursu svih zainteresovanih za razvoj IS - korisnika, investitora i stručnjaka.)
MATCH@E:(Due to the complexity of the problem and due to the limited human competences, the answers to these problems should be sought in the discourse among all the stakeholders in the IS development - the users, the investors, and the experts.===>Zbog složenosti problema i ograničenja ljudskih sposobnosti, odgovore na pitanja trebalo bi tražiti u diskursu svih zainteresovanih za razvoj IS korisnika, investitora i stručnjaka.)
MATCH@M:(In finding the answers which will be subject to further changes, conditions could be created for both understanding and delegating social responsibility.===>Pronalaženjem odgovora, koji se kasnije mogu menja-ti, stvarali bi se uslovi za razume vanje i pripisivanje društvene odgovornosti.)
MATCH@E:(In finding the answers which will be subject to further changes, conditions could be created for both understanding and delegating social responsibility.===>Pronalaženjem odgovora, koji se kasnije mogu menjati, stvarali bi se uslovi za razumevanje i pripisivanje društvene odgovornosti.)
MATCH@M:(In order that a realistic vision of a better life for all the parties interested in IS be created, the discourse should include the researchers, the teachers, and those who are responsible for generating knowledge required for a socially responsible IS development.===>U cilju formiranja realne vizije boljeg života svih zainteresovanih za IS, u diskurs treba uključiti i istraživače, nastavnike, odnosno odgovorne za izgradnju znanja potrebnog za društveno odgovoran razvoj IS.)
MATCH@E:(In order that a realistic vision of a better life for all the parties interested in IS be created, the discourse should include the researchers, the teachers, and those who are responsible for generating knowledge required for a socially responsible IS development.===>U cilju formiranja realne vizije boljeg života svih zainteresovanih za IS, u diskurs treba uključiti i istraživače, nastavnike, odnosno odgovorne za izgradnju znanja potrebnog za društveno odgovoran razvoj IS.)
MATCH@M:(Since the development of information society, and hence IS as part of the national information infrastructure is the care of the Ministry of Telecommunications and Information Society, the success Serbia will achieve in creating information society will depend on the willingness of the Ministry to analyse and discuss the socially responsible IS development and to take care of that social responsibility.===>S obzirom da brigu o razvoju informacionog društva, a samim tim i IS kao dela nacionalne informacione infrastrukture, pravno vodi Ministarstvo za telekomunikacije i informatičko društvo, uspeh Srbije u izgradnji informacionog društva zavisiče od spremnosti Ministarstva da razmišlja i raspravlja o društvenom odgovornom razvoju IS odnosno informacionog društva i da brine o toj društvenoj odgovornosti.)
MATCH@E:(Since the development of information society, and hence IS as part of the national information infrastructure is the care of the Ministry of Telecommunications and Information Society, the success Serbia will achieve in creating information society will depend on the willingness of the Ministry to analyse and discuss the socially responsible IS development and to take care of that social responsibility.===>S obzirom da brigu o razvoju informacionog društva, a samim tim i IS kao dela nacionalne informacione infrastrukture, pravno vodi Ministarstvo za telekomunikacije i informatičko društvo, uspeh Srbije u izgradnji informacionog društva zavisiće od spremnosti Ministarstva da razmišlja i raspravlja o društvenom odgovornom razvoju IS odnosno informacionog društva i da brine o toj društvenoj odgovornosti.)
MATCH@M:(A significant role in this work certainly belongs to professional associations, as well as all the organizations engaged in the development of information systems.===>Na tom putu značajnu ulogu bi svakako trebalo da imaju i profesionalna udruženja, kao i sve organizacije koje se bave razvojem informacionih sistema.)
MATCH@E:(A significant role in this work certainly belongs to professional associations, as well as all the organizations engaged in the development of information systems.===>Na tom putu značajnu ulogu bi svakako trebalo da imaju i profesionalna udruženja, kao i sve organizacije koje se bave razvojem informacionih sistema.)
MATCH@M:(Modern business conditions demand a new kind of approach in process management areas and development of competition.===>Uslovi savremenog poslovanja zahtevaju nove pristupe u oblasti upravljanja procesima i razvoja konkurentnosti.)
MATCH@E:(September 2008, Belgrade, Serbia Modern business conditions demand a new kind of approach in process management areas and development of competition.===>Septembar 2008, Beograd, Srbija Uslovi savremenog poslovanja zahtevaju nove pristupe u oblasti upravljanja procesima i razvoja konkurentnosti.)
MATCH@M:(Changes in market area produce a direct impact upon the way of thinking that is related to the company management so that generation and conservation of advantageous position over competition must be a result of a constant periodic process.===>Promene u oblasti tržišta neposredno utiču na način razmišljanja koji se odnosi na upravljanje preduzečem, tako da stvaranje i održavanje prednosti nad konkurencijom mora predstavljati rezultat trajnog cikličnog procesa.)
MATCH@E:(Changes in market area produce a direct impact upon the way of thinking that is related to the company management so that generation and conservation of advantageous position over competition must be a result of a constant periodic process.===>Promene u oblasti tržišta neposredno utiču na način razmišljanja koji se odnosi na upravljanje preduzećem, tako da stvaranje i održavanje prednosti nad konkurencijom mora predstavljati rezultat trajnog cikličnog procesa.)
MATCH@M:(The basic elements of advantage over competition are the dominance in expertise and in assets.===>Osnovni elementi prednosti nad konkurencijom su nadmoč u stručnosti i nadmoč u sredstvima.)
MATCH@E:(The basic elements of advantage over competition are the dominance in expertise and in assets.===>Osnovni elementi prednosti nad konkurencijom su nadmoć u stručnosti i nadmoć u sredstvima.)
MATCH@M:(A continual improvement of efficiency of knowledge and work efficiency is a basic imperative of modern economy and the most significant factor in the competitive activity of a company in world market, where the key players are Corporations.===>Kontinualno unapređivanje produktivnosti znanja i rada jeste osnovni imperativ savremene privrede i najznačajniji faktor u konkurentskoj borbi preduzeča na globalnom tržištu, gde glavnu reč vode Korporacije.)
MATCH@E:(A continual improvement of efficiency of knowledge and work efficiency is a basic imperative of modern economy and the most significant factor in the competitive activity of a company in world market, where the key players are Corporations.===>Kontinualno unapređivanje produktivnosti znanja i rada jeste osnovni imperativ savremene privrede i najznačajniji faktor u konkurentskoj borbi preduzeća na globalnom tržištu, gde glavnu reč vode Korporacije.)
MATCH@M:(This knowledge needs to be built in business policy of every business organization.===>Ova saznanja treba da se ugrade u poslovnu politiku svake poslovne organizacije.)
MATCH@E:(This knowledge needs to be built in business policy of every business organization.===>Ova saznanja treba da se ugrade u poslovnu politiku svake poslovne organizacije.)
MATCH@M:(Assets dominion is a tangible advantage that is acieved by investing into automated processes, computerized and robotized production means, trade marks, and production quantity.===>Nadmoč u sredstvima je opipljiva prednost postignuta ulaganjem u automatizovane procese, kompjuterizovana i robotizovana sredstva rada, ulaganjem u robne marke, kvantitet proizvodnje.)
MATCH@E:(Assets dominion is a tangible advantage that is acieved by investing into automated processes, computerized and robotized production means, trade marks, and production quantity.===>Nadmoć u sredstvima je opipljiva prednost postignuta ulaganjem u automatizovane procese, kompjuterizovana i robotizovana sredstva rada, ulaganjem u robne marke, kvantitet proizvodnje.)
MATCH@M:(By recognition of its values and by investing in these items, the company takes a new position as regards the consumers.===>Prepoznavanjem svojih vrednosti i ulaganjem u njeno koriščenje, preduzeče zauzima novu poziciju kod kupca.)
MATCH@E:(By recognition of its values and by investing in these items, the company takes a new position as regards the consumers.===>Prepoznavanjem svojih vrednosti i ulaganjem u njeno korišćenje, preduzeće zauzima novu poziciju kod kupca.)
MATCH@M:(Technological sciences, as multi disciplinary scientific areas, have to develop new kinds of knowledge in designing new products and processes, including complex systems and methods for protection of living environment.===>Tehničko-tehnološke nauke, kao multidisciplinarne naučne oblasti, moraju da razvijaju nova znanja u projektovanju proizvoda i procesa, uključujući složene sisteme i metode zaštite životne okoline.)
MATCH@E:(Technological sciences, as multi disciplinary scientific areas, have to develop new kinds of knowledge in designing new products and processes, including complex systems and methods for protection of living environment.===>Tehničko-tehnološke nauke, kao multidisciplinarne naučne oblasti, moraju da razvijaju nova znanja u projektovanju proizvoda i procesa, uključujući složene sisteme i metode zaštite životne okoline.)
MATCH@M:(Ecology, technology and environment protection, with successful interaction, should point toward a possibility of further improvement of living quality.===>Ekologija, tehnologija i zaštita okoline, treba da uka'u na mogučnost daljeg unapređenja kvaliteta života uz uspešnu interakciju.)
MATCH@E:(Ecology, technology and environment protection, with successful interaction, should point toward a possibility of further improvement of living quality.===>Ekologija, tehnologija i zaštita okoline, treba da ukažu na mogućnost daljeg unapređenja kvaliteta života uz uspešnu interakciju. 1.)
MATCH@M:(In international economic relationships, quality is recognized as a basis for removing technical-technological and many other obstacles that emerge in trading in goods and services.===>U međunarodnim ekonomskim odnosima, kvalitet je osnova za uklanjanje tehničko-tehnoloških i mnogih drugih prepreka, koje mogu da nastanu u prometu roba i usluga.)
MATCH@E:(1. ~~~ Introduction In international economic relationships, quality is recognized as a basis for removing technical-technological and many other obstacles that emerge in trading in goods and services.===>Uvod U međunarodnim ekonomskim odnosima, kvalitet je osnova za uklanjanje tehničko-tehnoloških i mnogih drugih prepreka, koje mogu da nastanu u prometu roba i usluga.)
MATCH@M:(The company’s competitive position, similarly, is based on a higher quality product, a higher safety in use, as well as upon a higher extent to which the needs are met, which further stresses the interrelation between the competitive advantage and technological innovations.===>Takođe, konkurentska pozicija preduzeča se zasniva na višem kvalitetu proizvoda, većoj sigurnosti upotrebe, kao i višem stepenu zadovoljenja potreba, što govori o međupovezanosti konkurentske prednosti i tehnoloških inovacija.)
MATCH@E:(The companys competitive position, similarly, is based on a higher quality product, a higher safety in use, as well as upon a higher extent to which the needs are met, which further stresses the interrelation between the competitive advantage and technological innovations.===>Takođe, konkurentska pozicija preduzeća se zasniva na višem kvalitetu proizvoda, većoj sigurnosti upotrebe, kao i višem stepenu zadovoljenja potreba, što govori o međupovezanosti konkurentske prednosti i tehnoloških inovacija.)
MATCH@M:(The background for these processes is an accelerated development of technology where the information technologies (IT) are of paramount importance [1].===>Osnov ovih procesa je ubrzan razvoj tehnologije, a pre svih, veliki značaj imaju informacione tehnologije (IT), [1].)
MATCH@E:(The background for these processes is an accelerated development of technology where the information technologies (IT) are of paramount importance Š1Ë.===>Osnov ovih procesa je ubrzan razvoj tehnologije, a pre svih, veliki značaj imaju informacione tehnologije (IT), Š1Ë.)
MATCH@M:(The implementation of these gave rise to new rules of competition that lean on the production standards, service standards, technology development and innovations.===>Njihovom upotrebom, formirana su nova pravila konkurencije, koja se oslanjaju na standarde proizvodnje, standarde usluge, tehnološki razvoj i inovacije.)
MATCH@E:(The implementation of these gave rise to new rules of competition that lean on the production standards, service standards, technology development and innovations.===>Njihovom upotrebom, formirana su nova pravila konkurencije, koja se oslanjaju na standarde proizvodnje, standarde usluge, tehnološki razvoj i inovacije.)
MATCH@M:(The processes of an accelerated growth of industry and raw materials leave huge quantities of pollutant waste materials that threaten the man’s quality of life.===>U procesima ubrzanog rasta proizvodnje i sirovina, nastaju ogromne količine zagađujućih otpadnih materijala koji ugrožavaju kvalitet života čoveka.)
MATCH@E:(The processes of an accelerated growth of industry and raw materials leave huge quantities of pollutant waste materials that threaten the mans quality of life.===>U procesima ubrzanog rasta proizvodnje i sirovina, nastaju ogromne količine zagađujućih otpadnih materijala koji ugrožavaju kvalitet života čoveka.)
MATCH@M:(We can even argue that the survival itself is endangered.===>Može se reći da je ugrožena i mogućnost opstajanja.)
MATCH@E:(We can even argue that the survival itself is endangered.===>Može se reći da je ugrožena i mogućnost opstajanja.)
MATCH@M:(This has led to undertaking a number of activities whose objective is to solve the existing and prevent the emergence of new ecological problems.===>To je dovelo do preuzimanja niza akcija koje imaju za cilj rešava-nje nastalih i sprečavanje nastajanja novih ekoloških problema.)
MATCH@E:(This has led to undertaking a number of activities whose objective is to solve the existing and prevent the emergence of new ecological problems.===>To je dovelo do preuzimanja niza akcija koje imaju za cilj rešavanje nastalih i sprečavanje nastajanja novih ekoloških problema.)
MATCH@M:(The efforts of the majority of countries are focused upon bringing as adequate regulations as possible, as well as upon developing more efficient systems for environment management, in order that stimulative conditions for a successful environmental protection should be created.===>Napori većine zemalja su usmereni na donošenje što adekvatnijih propisa, razvoj efikasnijih sistema za upravljanje okruženjem, kako bi se obezbe-dili stimulativni uslovi za uspešnu zaštitu životne sredine od zagađivača.)
MATCH@E:(The efforts of the majority of countries are focused upon bringing as adequate regulations as possible, as well as upon developing more efficient systems for environment management, in order that stimulative conditions for a successful environmental protection should be created.===>Napori većine zemalja su usmereni na donošenje što adekvatnijih propisa, razvoj efikasnijih sistema za upravljanje okruženjem, kako bi se obezbedili stimulativni uslovi za uspešnu zaštitu životne sredine od zagađivača. 2.)
MATCH@M:(A positioned company which fails to produce innovation at the times that demand one is doomed to stagnate and perish.===>Pozicionirano preduzeće koje, u doba koje zahteva inovaciju, nije u stanju da pruži inovaciju, osuđeno je na stagniranje i nestanje.)
MATCH@E:(2. ~~~ Market management A positioned company which fails to produce innovation at the times that demand one is doomed to stag nate and perish.===>Upravljanje tržištem Pozicionirano preduzeće koje, u doba koje zahteva inovaciju, nije u stanju da pruži inovaciju, osuđeno je na stagniranje i nestanje.)
MATCH@M:(The management that is unable to manage innovation in that period has not expert enough to accomplish their task [2].===>Rukovodstvo koje u tom periodu ne ume da upravlja inovacijama, nije doraslo svom zadatku, [2].)
MATCH@E:(The management that is unable to manage innovation in that period has not expert enough to accomplish their task Š2Ë.===>Rukovodstvo koje u tom periodu ne ume da upravlja inovacijama, nije doraslo svom zadatku, Š2Ë.)
MATCH@M:(The importance of new products in the technological innovations for a company has long been well known.===>Važnost novih proizvoda u tehnološkim inovacijama za napredak preduzeća je odavno poznat.)
MATCH@E:(The importance of new products in the technological innovations for a company has long been well known.===>Važnost novih proizvoda u tehno loškim inovacijama za napredak preduzeća je odavno poznat.)
MATCH@M:(These are part of the modern company’s competitive environment as well as the basis for its survival and growth.===>Oni su deo konkurentskog okruženja savremenog preduzeća i osnova za njegov opstanak i rast.)
MATCH@E:(These are part of the modern companys competitive environment as well as the basis for its survival and growth.===>Oni su deo konkurentskog okruženja savremenog preduzeća i osnova za njegov opstanak i rast.)
MATCH@M:(When implemented correctly, information technologies can contribute to the adjustment and management processes in different ways.===>Pravilno primenjene informacione tehnologije mogu na različite načine da doprinesu procesu usklađivanja i upravljanja.)
MATCH@E:(Figure 1: Elements of competitive advantage When implemented correctly, information technologies can contribute to the adjustment and management processes in different ways.===>Slika 1: ~~~ Elementi prednosti nad konkurencijom Pravilno primenjene informacione tehnologije mogu na različite načine da doprinesu procesu usklađivanja i upravljanja.)
MATCH@M:(They can encourage ideas for new products and new markets, in the first place.===>Najpre podstiču ideje za nove proizvode i nova tržišta.)
MATCH@E:(They can encourage ideas for new products and new markets, in the first place.===>Najpre podstiču ideje za nove proizvode i nova tržišta.)
MATCH@M:(They can also help improve the efficiency of the new product development process, increasing the probability of a future commercial success.===>Takođe, poboljšavaju efikasnost procesa razvoja novih proizvoda, povećavajući verovatnoću kasnijeg komercijalnog uspeha.)
MATCH@E:(They can also help improve the efficiency of the new product development process, increasing the probability of a future commercial success.===>Takođe, poboljšavaju efikasnost procesa razvoja novih proizvoda, povećavajući verovatnoću kasnijeg komercijalnog uspeha.)
MATCH@M:(One advantage of the information technologies implementation is less time required for collecting, processing and sharing or distribution of information.===>Jedna od prednosti primene informacionih tehnologija, je skraćivanje vremena potrebnog za prikupljanje, obradu i raspodelu informacija.)
MATCH@E:(One advantage of the information technologies implementation is less time required for collecting, processing and sharing or distribution of information.===>Jedna od prednosti primene informacionih tehnologija, je skraćivanje vremena potrebnog za prikupljanje, obradu i raspodelu informacija.)
MATCH@M:(A well informed manufacturer will decide in favour of implementing new technological procedures more readily.===>Dobra informisanost proizvođača utiče na njihovo lakše opredeljenje za primenu novih tehnoloških postupaka.)
MATCH@E:(A well informed manufacturer will decide in favour of implementing new technological procedures more readily.===>Dobra informisanost proizvođača utiče na njihovo lakše opredeljenje za primenu novih tehnoloških postupaka.)
MATCH@M:(Information technologies enhance the development of numerous new products, however, they also cause certain products to disappear.===>Informacione tehnologije podstiču razvoj mnogih novih proizvoda, ali isto tako i prouzrokuju nestanak pojedinih proizvoda.)
MATCH@E:(Information technologies enhance the development of numerous new products, however, they also cause certain products to disappear.===>Informacione tehnologije podstiču razvoj mnogih novih proizvoda, ali isto tako i prouzrokuju nestanak pojedinih proizvoda.)
MATCH@M:(It is for this reason that a range of new product management models were proposed.===>To je uticalo na predlaganje različitih modela upravljanja novim proizvodima.)
MATCH@E:(It is for this reason that a range of new product management models were proposed.===>To je uticalo na predlaganje različitih modela upravljanja novim proizvodima.)
MATCH@M:(One of the possible models is the product life cycle analysis [4].===>Jedan od mogućih modela je analiza životnog ciklusa proizvoda, [4].)
MATCH@E:(One of the possible models is the product life cycle analysis Š4Ë.===>Jedan od mogućih modela je analiza životnog ciklusa proizvoda, Š4Ë.)
MATCH@M:(The essence of the product life cycle (PLC) is the awareness that the product is created, it grows, matures, declines and finally disappears from the market.===>Suština životnog ciklusa proizvoda (PLC) je shvatanje da proizvod nastaje, raste, dostiže svoju zrelost, opada i na kraju nestaje sa scene tržišne.)
MATCH@E:(The essence of the product life cycle (PLC)1 is the awareness that the product is created, it grows, matures, declines and finally disappears from the market.===>Suština životnog ciklusa proizvoda (PLC)1 je shvatanje da proizvod nastaje, raste, dostiže svoju zrelost, opada i na kraju nestaje sa scene tržišne.)
MATCH@M:(The product life cycle analysis yields the data on the market saturation.===>Analizom životnog ciklusa proizvoda se mogu dobiti podaci o zasićenosti tržišta.)
MATCH@E:(The product life cycle analysis yields the data on the market saturation.===>Analizom životnog ciklusa proizvoda se mogu dobiti podaci o zasićenosti tržišta.)
MATCH@M:(In some circumstances, the tendency of demand over a certain time period can be predicted.===>U nekim okolnostima se može predvideti tendencija potražnje tokom određenog vremenskog perioda.)
MATCH@E:(In some circumstances, the tendency of demand over a certain time period can be predicted.===>U nekim okolnostima se može predvideti tendencija potražnje tokom određenog vremenskog perioda.)
MATCH@M:(By shortening the life cycles of certain products and simultaneously prolonging the cycles of others, information technologies implementation can offer a range of advanced products with new and improved properties.===>Primena informacionih tehnologija može, skraćujući životne cikluse nekih proizvoda, uz istovremeno produžavanje ciklusa trajanja drugih, da ponudi niz una-pređenih proizvoda sa novim i poboljšanim osobinama.)
MATCH@E:(By shortening the life cycles of certain products and simultaneously prolonging the cycles of others, information technologies implementation can offer a range of advanced products with new and improved properties.===>Primena informacionih tehnologija može, skraćujući životne cikluse nekih proizvoda, uz istovremeno produžavanje ciklusa trajanja drugih, da ponudi niz unapređenih proizvoda sa novim i poboljšanim osobinama.)
MATCH@M:(This postpones the process of ageing of the product at minimum costs, while at the same time increases the economy of business operations.===>Na taj način se zastarevanje proizvoda odlaže uz minimizaciju troškova, uz istovremeno povećanje ekonomičnosti poslovanja.)
MATCH@E:(This postpones the process of ageing of the product at minimum costs, while at the same time increases the economy of business operations.===>Na taj način se zastarevanje proizvoda odlaže uz minimizaciju troškova, uz istovremeno povećanje ekonomičnosti poslovanja.)
MATCH@M:(The purpose of information technologies implementation is the capability of surpassing the boundaries developed by the industries, creating new markets or making old markets obsolete.===>Suština primene informacionih tehnologija je sposobnost prevazilaženja granica koje razvijaju industrije, stvarajući nova tržišta, ili, čineći stara tržišta zastare-lim.)
MATCH@E:(The purpose of information technologies implementation is the capability of surpassing the boundaries developed by the industries, creating new markets or making old markets obsolete.===>Suština primene informacionih tehnologija je sposobnost prevazilaženja granica koje razvijaju industrije, stvarajući nova tržišta, ili, čineći stara tržišta zastarelim.)
MATCH@M:(In some cases, new markets are captured/created by identifying and enhancing the needs that have previously failed to be fulfilled or satisfied.===>U nekim slučajevima su otvorena nova tržišta, otkrivanjem i podsticanjem potreba, koje su prethodno bile neiskorišćenj e ili nezadovoljene.)
MATCH@E:(In some cases, new markets are captured/created by identifying and enhancing the needs that have previously failed to be fulfilled or satisfied.===>U nekim slučajevima su otvorena nova tržišta, otkrivanjem i podsticanjem potreba, koje su prethodno bile neiskorišćenje ili nezadovoljene.)
MATCH@M:(Meeting these needs enhances not only the development of new products and services, but also the development of new technologies, whose direct implementation generates new production processes and new ways to meet the customers’ elemntary needs.===>Njihovim kori-šćenjem se ne podstiče, samo razvoj novih proizvoda i usluga, već i razvijanje novih tehnologija, čijom direktnom primenom generišemo nove proizvodne procese i načine zadovoljenja osnovnih potreba potrošača.)
MATCH@E:(Meeting these needs enhances not only the development of new products and services, but also the development of new technologies, whose direct implementation generates new production processes and new ways to meet the customers elemntary needs.===>Njihovim korišćenjem se ne podstiče, samo razvoj novih proizvoda i usluga, već i razvijanje novih tehnologija, čijom direktnom primenom generišemo nove proizvodne procese i načine zadovoljenja osnovnih potreba potrošača.)
MATCH@M:(The efficiency of information technologies is especially evident in the production of health-safe and hygienically pure food, the imperative of the modern man.===>Delotvornost informacionih tehnologija je posebno evidentna u oblasti proizvodnje zdravstveno bezbed-ne i higijenski ispravne hrane, koja je imperativ savre-menog čoveka.)
MATCH@E:(The efficiency of information technologies is especially evident in the production of health-safe and hygienically pure food, the imperative of the modern man.===>Delotvornost informacionih tehnologija je posebno evidentna u oblasti proizvodnje zdravstveno bezbedne i higijenski ispravne hrane, koja je imperativ savremenog čoveka.)
MATCH@M:(The automation of the processes by the digitalization of the parametre values of the product manufacturing and their manipulation by the computer management units becomes increasingly important in this field of production.===>U ovoj oblasti proizvodnje, automatizacija procesa, digitalizacijom vrednosti parametara proizvodnje proizvoda i njihovim manipulisanjem računarskim upravljačkim jedinicama, sve više dobija na značaju.)
MATCH@E:(The automation of the processes by the digitalization of the parametre values of the product manufacturing and their manipulation by the computer management units becomes increasingly important in this field of production.===>U ovoj oblasti proizvodnje, automatizacija procesa, digitalizacijom vrednosti parametara proizvodnje proizvoda i njihovim manipulisanjem računarskim upravljačkim jedinicama, sve više dobija na značaju.)
MATCH@M:(Such electronic services result into a many-sided communication, a more efficient information flow and, consequently, the introduction of modern production processes.===>Rezultati ovakvih elektronskih usluga su svestranija komunikacija, bolji protok informacija i na osnovu njih, uvođenje savremenih procesa proizvodnje.)
MATCH@E:(Figure 2: Coordinating system Such electronic services result into a many-sided communication, a more efficient information flow and, consequently, the introduction of modern production processes.===>Koordinirajući sistem Rezultati ovakvih elektronskih usluga su svestranija komunikacija, bolji protok informacija i na osnovu njih, uvođenje savremenih procesa proizvodnje.)
MATCH@M:(At the same time they help increase competitiveness and ensure conditions for a faster and a more efficient allocation of resources.===>Ta-kođe, povećava se konkurentnost i stvaraju se uslovi za brže i delotvornije raspoređivanje resursa.)
MATCH@E:(At the same time they help increase competitiveness and ensure conditions for a faster and a more efficient allocation of resources.===>Takođe, povećava se konkurentnost i stvaraju se uslovi za brže i delotvornije raspoređivanje resursa.)
MATCH@M:(The advantages of electronic business (information) are, as potentially high, recognized and adopted in the production of functional food, too, so that we can be certain that this is one of the possible new product management models.===>Prednosti elektronskog poslovanja (informacije), kao veliki potencijal, iskorišćenje su u proizvodnji i funkcionalne hrane, tako da sa sigurnošću možemo reći, da je to jedan od mogućih modela upravljanja novim proizvodima.)
MATCH@E:(The advantages of electronic business (information) are, as potentially high, recognized and adopted in the production of functional food, too2, so that we can be certain that this is one of the possible new product management models.===>Prednosti elektronskog poslovanja (informacije), kao veliki potencijal, iskorišćenje su u proizvodnji i funkcionalne hrane2, tako da sa sigurnošću možemo reći, da je to jedan od mogućih modela upravljanja novim proizvodima.)
MATCH@M:(Functional food production is most widely used in the flour mill and baking industry, however, it is also partly present in the meat industry.===>Proizvodnja funkcionalne hrane je najviše zastupljena u mlinarskoj i mlekarskoj industriji,dok je delimično zastupljena i u industriji mesa.)
MATCH@E:(Functional food production is most widely used in the flour mill and baking industry, however, it is also partly present in the meat industry.===>Proizvodnja funkcionalne hrane je najviše zastupljena u mlinarskoj i mlekarskoj industriji,dok je delimično zastupljena i u industriji mesa.)
MATCH@M:(These are the products manufactured from natural ingredients and used in the daily diet.===>Tosu proizvodi koji se dobijaju od prirodnih sastojaka i koriste se kao deo svakodnevne ishrane.)
MATCH@E:(These are the products manufactured from natural ingredients and used in the daily diet.===>Tosu proizvodi koji se dobijaju od prirodnih sastojaka i koriste se kao deo svakodnevne ishrane.)
MATCH@M:(One potential solution in preventing starvation and death of thousands of people is certainly electronic information, implemented within new technologies.===>Sigurno da je jedno od potencijalnih rešenja za zaštitu od gladi i umiranja više desetina hiljada ljudi, elektronske informacije, primenjive u okviru novih tehnologija.)
MATCH@E:(One potential solution in preventing starvation and death of thousands of people is certainly electronic information, implemented within new technologies.===>Sigurno da je jedno od potencijalnih rešenja za zaštitu od gladi i umiranja više desetina hiljada ljudi, elektronske informacije, primenjive u okviru novih tehnologija.)
MATCH@M:(Fast developing countries, such as Brasil, China and India, are in an increasing demand for food products.===>Zemlje brzog napredovanja, poput Brazila, Kine i Indije, pokazuju sve veću potražnju za prehrambenim proizvodima.)
MATCH@E:(Fast developing countries, such as Brasil, China and India, are in an increasing demand for food products.===>Zemlje brzog napredovanja, poput Brazila, Kine i Indije, pokazuju sve veću potražnju za prehrambenim proizvodima.)
MATCH@M:(Only in 2006, ing adequate regulations in environment management four times as much meat was produced compared to	1961, as its consumption worldwide is now twice as high and amounts to 43 kg per inhabitant.===>Samo u 2006. godini u svetu je proizvedeno mesa četiri puta više nego 1961, jer se njegova potrošnja udvostručila i danas u svetu iznosi 43 kg po stanovniku.)
MATCH@E:(Only in 2006, four times as much meat was produced compared to 1961, as its consumption worldwide is now twice as high and amounts to 43 kg per inhabitant.===>Samo u 2006. godini u svetu je proizvedeno mesa četiri puta više nego 1961, jer se njegova potrošnja udvostručila i danas u svetu iznosi 43 kg po stanovniku.)
MATCH@M:(In 2006, China imported 20,27*1061 of food, 40 percent more compared to the previous year.===>Kina je u 2006. godini uvezla 20,27*106 t hrane, što je za oko 40% više nego prethodne godine.)
MATCH@E:(In 2006, China imported 20,27*106 t of food, 40 percent more compared to the previous year.===>Kina je u 2006. godini uvezla 20,27*106 t hrane, što je za oko 40% više nego prethodne godine.)
MATCH@M:(This is one reason that an increasing portion of world crops is now used in the so-called indirect diet.===>To je jedan od razloga zbog čega se u svetu sve veći deo žetve koristi za tzv. indirektnu ishranu.)
MATCH@E:(This is one reason that an increasing portion of world crops is now used in the so-called indirect diet5.===>To je jedan od razloga zbog čega se u svetu sve veći deo žetve koristi za tzv. Indirektnu ishranu5.)
MATCH@M:(More than a half of soya quantity produced is used as livestock feed.===>Više od polovine proizvedenih količina soje i kukuruza odlazi na ishranu stoke.)
MATCH@E:(5 More than a half of soya quantity produced is used as livestock feed.===>)
BAD_LINE_=============================================================
BAD_LINE_M:More than a half of soya quantity produced is used as livestock feed.
BAD_LINE_M:Više od polovine proizvedenih količina soje i kukuruza odlazi na ishranu stoke.
BAD_LINE_E:5 More than a half of soya quantity produced is used as livestock feed.
BAD_LINE_E:
MATCH@M:(Packaging on the basis of: PET - polyethilen-terephthalate (water and beverages bottles), HDPE - high density polyethi-lene (table oil bottles), LDPE - low density polyethilene (main component of plastic bags), PP - polypropilene (street containers and drinking water supply pipes).===>Ambalaža na bazi: PET-polietilen-tereftalat (flašice za vodu i bezalkoholna pića), HDPE-polietilen visokegustine (flaše za jestivo ulje), LDPE-polietilen niskegustine (glavna komponenta plastičnih kesa), PP-polipropilen (ulični kontejneri i cevi za transport vode za piće).)
MATCH@E:(6 Packaging on the basis of: PET polyethilen-terephthalate (water and beverages bottles), HDPE high density polyethilene (table oil bottles), LDPE low density polyethilene (main component of plastic bags), PP polypropilene (street containers and drinking water supply pipes).===>)
BAD_LINE_=============================================================
BAD_LINE_M:Packaging on the basis of: PET - polyethilen-terephthalate (water and beverages bottles), HDPE - high density polyethi-lene (table oil bottles), LDPE - low density polyethilene (main component of plastic bags), PP - polypropilene (street containers and drinking water supply pipes).
BAD_LINE_M:Ambalaža na bazi: PET-polietilen-tereftalat (flašice za vodu i bezalkoholna pića), HDPE-polietilen visokegustine (flaše za jestivo ulje), LDPE-polietilen niskegustine (glavna komponenta plastičnih kesa), PP-polipropilen (ulični kontejneri i cevi za transport vode za piće).
BAD_LINE_E:6 Packaging on the basis of: PET polyethilen-terephthalate (water and beverages bottles), HDPE high density polyethilene (table oil bottles), LDPE low density polyethilene (main component of plastic bags), PP polypropilene (street containers and drinking water supply pipes).
BAD_LINE_E:
MATCH@M:(What concerns us most is the fact that arable land was once used to grow plants used in nutrition.===>Najviše zabrinjava činjnenica, da su nekad obradive površine korišćenje da bi se uzgajale biljke za ishranu.)
MATCH@E:(What concerns us most is the fact that arable land was once used to grow plants used in nutrition.===>Najviše zabrinjava činjnenica, da su nekad obradive površine korišćenje da bi se uzgajale biljke za ishranu.)
MATCH@M:(Recently, the production of fuels has developed, using wheat to produce ethanole and diesel fuel.===>U novije vreme se pojavila proizvodnja pogonskih goriva, koja od žitarica proizvodi etanol i dizel goriva.)
MATCH@E:(Recently, the production of fuels has developed, using wheat to produce ethanole and diesel fuel.===>U novije vreme se pojavila proizvodnja pogonskih goriva, koja od žitarica proizvodi etanol i dizel goriva.)
MATCH@M:(As much as 30% of crops in the U.S.A. is transformed into the fuel of plant origin, which is one of the generators of higher prices of bread wheat, i.e., of famine.===>U Americi se šak 30% žitarica transformiše u gorivo biljnog porekla, što je jedan od generatora viših cena hlebnog žita, odnosno gladi.)
MATCH@E:(As much as 30% of crops in the U.S.A. is transformed into the fuel of plant origin, which is one of the generators of higher prices of bread wheat, i.e., of famine.===>U Americi se šak 30% žitarica transformiše u gorivo biljnog porekla, što je jedan od generatora viših cena hlebnog žita, odnosno gladi.)
MATCH@M:(Modern agricultural achievements are not accessible to all the nations at the moment, however, modern genetic technology is possible to implement.===>Trenutno nisu svima dostupna moderna poljoprivredna sredstva, ali je moguće primeniti modernu genetsku tehnologiju.)
MATCH@E:(Modern agricultural achievements are not accessible to all the nations at the moment, however, modern genetic technology is possible to implement.===>Trenutno nisu svima dostupna moderna poljoprivredna sredstva, ali je moguće primeniti modernu genetsku tehnologiju.)
MATCH@M:(By electronic communication it was established that there are approximately 200 genetically modified seeds (resistant to extreme weather conditions) in the laboratories of the poorest countries.===>Elektronskom komunikacijom, utvrđeno je da se u laboratorijama najsiromašnijih zemalja, nalazi oko 200 genetski izmenjenih semenskih vrsta (otporne na ekstremne meteorološke pojave).)
MATCH@E:(By electronic communication it was established that there are approximately 200 genetically modified seeds (resistant to extreme weather conditions) in the laboratories of the poorest countries.===>Elektronskom komunikacijom, utvrđeno je da se u laboratorijama najsiromašnijih zemalja, nalazi oko 200 genetski izmenjenih semenskih vrsta (otporne na ekstremne meteorološke pojave).)
MATCH@M:(Similarly, the sales of genetically mutated seeds commodity increase, and 43% of fertile soil in the fast growing economies (China, India, Brasil) is sewn with these very seeds.===>Takođe, sve više se prodaje genetski izmenjena se-menska roba, kao i to da je 43% plodnih površina zemalja sa jakim privrednim rastom (Kina, Indija, Brazil), zasejano upravo tim semenom.)
MATCH@E:(Similarly, the sales of genetically mutated seeds commodity increase, and 43% of fertile soil in the fast growing economies (China, India, Brasil) is sewn with these very seeds. ~~~ 3.===>Takođe, sve više se prodaje genetski izmenjena semenska roba, kao i to da je 43% plodnih površina zemalja sa jakim privrednim rastom (Kina, Indija, Brazil), zasejano upravo tim semenom. 3.)
MATCH@M:(The pollution of the environment by the waste of nonbiological origin is increasing worldwide, therefore it is necessary that steps are undertaken to sustain the quality of life and ensure the conditions for biological survival.===>Zagađivanje životne sredine otpacima nebiološkog porekla u svetu je sve intenzivnije, tako da je neophodno sprovoditi mere za očuvanje kvaliteta življenja i obezbeđenje uslova za biološki opstanak.)
MATCH@E:(Environmental protection management The pollution of the environment by the waste of nonbiological origin is increasing worldwide, therefore it is necessary that steps are undertaken to sustain the quality of life and ensure the conditions for biological survival.===>Upravljanje zaštitom životne sredine Zagađivanje životne sredine otpacima nebiološkog porekla u svetu je sve intenzivnije, tako da je neophodno sprovoditi mere za očuvanje kvaliteta življenja i obezbeđenje uslova za biološki opstanak.)
MATCH@M:(The development of production and consumable raw materials, products and energy is such that it threatens the ballance between the quantities of extracted waste matter and the nature’s ability to absorb it.===>Razvoj proizvodne i potrošne sirovine, proizvoda i energije, dostižu takve razmere da utiču na narušavanje balan-sa između količina izdvojenih štetnih materija i sposobnosti prirode da iste apsorbuje.)
MATCH@E:(The development of production and consumable raw materials, products and energy is such that it threatens the ballance between the quantities of extracted waste matter and the natures ability to absorb it.===>Razvoj proizvodne i potrošne sirovine, proizvoda i energije, dostižu takve razmere da utiču na narušavanje balansa između količina izdvojenih štetnih materija i sposobnosti prirode da iste apsorbuje.)
MATCH@M:(The ammassement of ecology problem issues brought an increased awareness of its global character in its wake.===>Sa ukrupnjavanjem ekološke problematike, raslo je i saznanje o njenom globalnom karakteru.)
MATCH@E:(The ammassement of ecology problem issues brought an increased awareness of its global character in its wake.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The ammassement of ecology problem issues brought an increased awareness of its global character in its wake.
BAD_LINE_M:Sa ukrupnjavanjem ekološke problematike, raslo je i saznanje o njenom globalnom karakteru.
BAD_LINE_E:The ammassement of ecology problem issues brought an increased awareness of its global character in its wake.
BAD_LINE_E:
MATCH@M:(Some serious pollutants are: PET, HDPE, LDPE, PP packagings6.===>U velike zagađivače se ubrajaju: PET, HDPE, LDPE, PP ambalažna pakovanja6.)
MATCH@E:(Some serious pollutants are: PET, HDPE, LDPE, PP packagings6.===>U velike zagađivače se ubrajaju: ~~~ PET, HDPE, LDPE, PP ambalažna pakovanja6.)
MATCH@M:(It is for this reason that the ecological status of packaging is estimated on the basis of the impact of used and discarded units of packaging upon the environment.===>Upravo je to i bio razlog, da se ekološki status ambalažnih pakovanja procenju-je na osnovu uticaja, iskorišćenih i odbačenih jedinica pakovanja, na životnu sredinu.)
MATCH@E:(It is for this reason that the ecological status of packaging is estimated on the basis of the impact of used and discarded units of packaging upon the environment.===>Upravo je to i bio razlog, da se ekološki status ambalažnih pakovanja procenjuje na osnovu uticaja, iskorišćenih i odbačenih jedinica pakovanja, na životnu sredinu.)
MATCH@M:(It is important to note that the ecological status can be corrected in each of the phases of the life cycle.===>Važno je napomenuti da se ekološki status može kori-govati u svim fazama životnog ciklusa.)
MATCH@E:(It is important to note that the ecological status can be corrected in each of the phases of the life cycle.===>Važno je napomenuti da se ekološki status može korigovati u svim fazama životnog ciklusa.)
MATCH@M:(Thus valuated packaging is then subjected to the estimate of ecological status.===>Tako vrednovana ambalaža se podvrgava proceni ekološkog statusa.)
MATCH@E:(Thus valuated packaging is then subjected to the estimate of ecological status.===>Tako vrednovana ambalaža se podvrgava proceni ekološkog statusa.)
MATCH@M:(Contrary to the ecological suitability criteria (the impact of used and discarded packaging), the impact of packaging is estimated throughout the life cycle, from the use of raw materials, to the manufacturing process, to the use of packaging, to the procedures of treating the used and discarded packaging.===>Za razliku od kriterijuma ekološke podobnosti (uticaja iskorišćene i odbačene ambalaže), procenjuje se uticaj ambalaže u čitavom životnom ciklusu, od upotrebe sirovina, preko procesa izrade I upotrebe ambalaže, do postupka sa iskorišćenom i odbačenom ambalažom.)
MATCH@E:(Contrary to the ecological suitability criteria (the impact of used and discarded packaging), the impact of packaging is estimated throughout the life cycle, from the use of raw materials, to the manufacturing process, to the use of packaging, to the procedures of treating the used and discarded packaging.===>Za razliku od kriterijuma ekološke podobnosti (uticaja iskorišćene i odbačene ambalaže), procenjuje se uticaj ambalaže u čitavom životnom ciklusu, od upotrebe sirovina, preko procesa izrade I upotrebe ambalaže, do postupka sa iskorišćenom i odbačenom ambalažom.)
MATCH@M:(Empirically obtained data show that the energy consumption in the packaging manufacturing process affects the estimeted ecological status of packaging to a greatest extent.===>Iz iskustva se došlo do podatka, da utrošak energije u procesu proizvodnje ambalaže, u najvećoj meri utiče na procenjeni ekološki status ambalaže.)
MATCH@E:(Empirically obtained data show that the energy consumption in the packaging manufacturing process affects the estimeted ecological status of packaging to a greatest extent.===>Iz iskustva se došlo do podatka, da utrošak energije u procesu proizvodnje ambalaže, u najvećoj meri utiče na procenjeni ekološki status ambalaže.)
MATCH@M:(It is for this reason that the term ecological balance was introduced, to define the energy consumption in each of the phases of packaging life cycle.===>Zbog toga se uvodi termin ekološki bilans, kojim se definiše utrošak energije u svim fazama životnog ciklusa ambalaže.)
MATCH@E:(It is for this reason that the term ecological balance was introduced, to define the energy consumption in each of the phases of packaging life cycle.===>Zbog toga se uvodi termin ekološki bilans, kojim se definiše utrošak energije u svim fazama životnog ciklusa ambalaže.)
MATCH@M:(The least energy consumption is found to be in producing glass packaging, whereas the greatest consumption is caused in the production of metal, especially aluminium packaging.===>Utvrđeno je da se najmanji utrošak energije postiže kod staklene ambalaže, a najveći kod metalne, posebno aluminijumske ambalaže.)
MATCH@E:(The least energy consumption is found to be in producing glass packaging, whereas the greatest consumption is caused in the production of metal, especially aluminium packaging.===>Utvrđeno je da se najmanji utrošak energije postiže kod staklene ambalaže, a najveći kod metalne, posebno aluminijumske ambalaže.)
MATCH@M:(The greatest effect in environmental protection, however, can be achieved by the implementation of appropriate procedures with used and discarded packaging.===>Međutim, najveći efekat zaštite životne sredine može da se postigne primenom odgovarajućih postupaka sa iskorišćenom i odbačenim ambalažnim pakovanjima.)
MATCH@E:(The majority of countries are engaged in adopt The greatest effect in environmental protection, however, can be achieved by the implementation of appropriate procedures with used and discarded packaging.===>Međutim, najveći efekat zaštite životne sredine može da se postigne primenom odgovarajućih postupaka sa iskorišćenom i odbačenim ambalažnim pakovanjima.)
MATCH@M:(Various types of packaging are usually a very valuable secondary raw material and the packaging waste phase includes all the procedures of packaging waste treatment for the purpose of getting new products produced.===>Ambalažna pakovanja su veoma vredna sekundarna sirovina i faza ambalažnog otpada podrazumeva sve postupke prerade odbačenih ambalažnih pakovanja u cilju dobijanja novih proizvoda.)
MATCH@E:(Various types of packaging are usually a very valuable secondary raw material and the packaging waste phase includes all the procedures of packaging waste treatment for the purpose of getting new products produced.===>Ambalažna pakovanja su veoma vredna sekundarna sirovina i faza ambalažnog otpada podrazumeva sve postupke prerade odbačenih ambalažnih pakovanja u cilju dobijanja novih proizvoda.)
MATCH@M:(Only the part that is not possible to recycle becomes the packaging waste and is permanently stored in underground storage sites.===>Samo onaj deo koji nije moguće reciklirati, postaje ambalažni otpad, koji se trajno skladišti u podzemnim skladištima.)
MATCH@E:(Only the part that is not possible to recycle becomes the packaging waste and is permanently stored in underground storage sites.===>Samo onaj deo koji nije moguće reciklirati, postaje ambalažni otpad, koji se trajno skladišti u podzemnim skladištima.)
MATCH@M:(It is important to note that recycling the used packaging helps reduce the volume and mass of packaging waste to the amounts more than ten times smaller.===>Važno je reći da se preradom iskorišćene ambalaže smanjuje masa i zapremina ambalažnog smeća više desetina puta.)
MATCH@E:(It is important to note that recycling the used packaging helps reduce the volume and mass of packaging waste to the amounts more than ten times smaller.===>Važno je reći da se preradom iskorišćene ambalaže smanjuje masa i zapremina ambalažnog smeća više desetina puta.)
MATCH@M:(It simultaneously provides raw materials and /or products that have a certain economic, and overall an ecological value.===>Istovremeno, obezbeđuju se sirovine ili proizvodi koji imaju određenu ekonomsku, ali i znatno veću ekološku vrednost.)
MATCH@E:(It simultaneously provides raw materials and /or products that have a certain economic, and overall an ecological value.===>Istovremeno, obezbeđuju se sirovine ili proizvodi koji imaju određenu ekonomsku, ali i znatno veću ekološku vrednost.)
MATCH@M:(Thus the cardboard, paper, woodboard packaging are increasingly used in the production of paper, cardboard and other products.===>Iz tih razloga se, papirna, kartonska, drvena ambalaža, sve više koriste u proizvodnji papira, kartona i drugih proizvoda.)
MATCH@E:(Thus the cardboard, paper, woodboard packaging are increasingly used in the production of paper, cardboard and other products.===>Iz tih razloga se, papirna, kartonska, drvena ambalaža, sve više koriste u proizvodnji papira, kartona i drugih proizvoda.)
MATCH@M:(Broken glass packaging is used as a basic raw material in the production of glass.===>Stakleni krš se koristi kao osnovna sirovina u proizvodnji stakla.)
MATCH@E:(Broken glass packaging is used as a basic raw material in the production of glass.===>Stakleni krš se koristi kao osnovna sirovina u proizvodnji stakla.)
MATCH@M:(Recycling of metal packaging is also very important in terms of its economic justification.===>U pogledu ekonomske opravdanosti, prerada metalne ambalaže je veoma bitna.)
MATCH@E:(Recycling of metal packaging is also very important in terms of its economic justification.===>U pogledu ekonomske opravdanosti, prerada metalne ambalaže je veoma bitna.)
MATCH@M:(As regards the recycling of plastic packaging, it is important to disintegrate the packaging into its ingredients, since only these can be recycled.===>U procesima prerade plastične ambalaže, važno je razdvajanje na polazne sirovine, jer se samo takvi materijali mogu preraditi.)
MATCH@E:(As regards the recycling of plastic packaging, it is important to disintegrate the packaging into its ingredients, since only these can be recycled.===>U procesima prerade plastične ambalaže, važno je razdvajanje na polazne sirovine, jer se samo takvi materijali mogu preraditi.)
MATCH@M:(If polymer materials are not possible to disintegrate further (manyfold polymers or combined materials), it is economically and ecologically reasonable to use them as fuels.===>Ako polimerne materije nije moguće razdvojiti (višeslojni polimeri ili kombinovani materijali), ekonomski i ekološki je opravdano iskoristiti ih za dobijanje energije.)
MATCH@E:(If polymer materials are not possible to disintegrate further (manyfold polymers or combined materials), it is economically and ecologically reasonable to use them as fuels.===>Ako polimerne materije nije moguće razdvojiti (višeslojni polimeri ili kombinovani materijali), ekonomski i ekološki je opravdano iskoristiti ih za dobijanje energije.)
MATCH@M:(Recycling is incresingly spoken about as a profitable business, as well as a way to protect the environment.===>O recikliranju, kao unosnom poslu, kojim se prvenstveno titi životna sredina, ali i ostvaruje određen profit, sve više se govori.)
MATCH@E:(Recycling is incresingly spoken about as a profitable business, as well as a way to protect the environment.===>O recikliranju, kao unosnom poslu, kojim se prvenstveno titi životna sredina, ali i ostvaruje određen profit, sve više se govori.)
MATCH@M:(This is further supported by statistical data that present the total annual waste of 3*108 euros in Serbia, caused by an inappropriate waste management.===>Na to ukazuju i statistički podaci, koji prikazuju ukupnu godišnju štetu u Srbiji, od približno 3*108 eura, prouzokovanu nepropisnim upravljanjem otpada.)
MATCH@E:(This is further supported by statistical data that present the total annual waste of 3*108 euros in Serbia, caused by an inappropriate waste management.===>Na to ukazuju i statistički podaci, koji prikazuju ukupnu godišnju štetu u Srbiji, od približno 3*108 eura, prouzokovanu nepropisnim upravljanjem otpada.)
MATCH@M:(The value of the annual waste equals the value of 1.1% gross national product of Serbia.===>Inače, vrednost godišnje štete je ekvivalentna vrednosti od 1.1% društvenog bruto proizvoda Srbije.)
MATCH@E:(The value of the annual waste equals the value of 1.1% gross national product of Serbia.===>Inače, vrednost godišnje štete je ekvivalentna vrednosti od 1.1% društvenog bruto proizvoda Srbije.)
MATCH@M:(It is for this reason that the rate of re-use and recycling of packaging (paper, plastics, metal and glass) should be raised to one foruth of its total quantity.===>Zato je potrebno povećati stopu ponovnog iskorišćava-nja i reciklaže ambalažnog otpada (papir, plastika, metal i staklo), na četvrtinu ukupne njegove količine.)
MATCH@E:(It is for this reason that the rate of re-use and recycling of packaging (paper, plastics, metal and glass) should be raised to one foruth of its total quantity.===>Zato je potrebno povećati stopu ponovnog iskorišćavanja i reciklaže ambalažnog otpada (papir, plastika, metal i staklo), na četvrtinu ukupne njegove količine.)
MATCH@M:(The packaging industry is a very profitable industry all over the world.===>Industrija pakovanja i ambalaže je izuzetno profitabilna privredna grana u svetu.)
MATCH@E:(The packaging industry is a very profitable industry all over the world.===>Industrija pakovanja i ambalaže je izuzetno profitabilna privredna grana u svetu.)
MATCH@M:(The development of technology, an ever-increasing care for the ecological aspect and recycling, as well as the growth of customers’ demands make it one of the most advantageous industries.===>Stalnim razvojem tehnologije, sve većom brigom o ekološkom aspektu i recikla-žom, ali i stalnim rastom potrošačkih zahteva postaje jedna od najperspektivnijih privrednih delatnosti.)
MATCH@E:(The development of technology, an ever-increasing care for the ecological aspect and recycling, as well as the growth of customers demands make it one of the most advantageous industries.===>Stalnim razvojem tehnologije, sve većom brigom o ekološkom aspektu i reciklažom, ali i stalnim rastom potrošačkih zahteva postaje jedna od najperspektivnijih privrednih delatnosti.)
MATCH@M:(The reason is self-evident - the goods for sale must be packed.===>Razlog je jasan-sva roba mora biti upakovana.)
MATCH@E:(The reason is self-evident the goods for sale must be packed.===>Razlog je jasan-sva roba mora biti upakovana.)
MATCH@M:(As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case.===>Što se tiče metala možemo za-kljućiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slućaju približan izvozu.)
MATCH@E:(As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case.===>Veličina tržišta sekundarnih materijala u tonama Prema ovim podacima možemo zaključiti da je uvoz papira znatno premašio izvoz, kao i sakupljene i prerađene količine papira, ali i da je prerađen samo deo prikupljenog papira. [to se tiče metala možemo za ključiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slučaju približan izvozu.)
BAD_LINE_=============================================================
BAD_LINE_M:As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case.
BAD_LINE_M:Što se tiče metala možemo za-kljućiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slućaju približan izvozu.
BAD_LINE_E:As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case.
BAD_LINE_E:Veličina tržišta sekundarnih materijala u tonama Prema ovim podacima možemo zaključiti da je uvoz papira znatno premašio izvoz, kao i sakupljene i prerađene količine papira, ali i da je prerađen samo deo prikupljenog papira. [to se tiče metala možemo za ključiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slučaju približan izvozu.
MATCH@M:(Very small quantities of glass are collected and recycled.===>Staklo je prikupljeno i prerađeno u vrlo malom iznosu.)
MATCH@E:(Very small quantities of glass are collected and recycled.===>Staklo je prikupljeno i prerađeno u vrlo malom iznosu.)
MATCH@M:(The exports are negligible, and there were no imports at all.===>Izvoz je neznatan, dok uvoza stakla nije ni bilo.)
MATCH@E:(The exports are negligible, and there were no imports at all.===>Izvoz je neznatan, dok uvoza stakla nije ni bilo.)
MATCH@M:(Copper is collected in larger quantities than are recycled.===>Bakra je sakupljeno znatno više nego što je prerađeno.)
MATCH@E:(Copper is collected in larger quantities than are recycled.===>Bakra je sakupljeno znatno više nego što je prerađeno.)
MATCH@M:(The exports were satisfactory, but there were no imports.===>Izvoz je bio zadovoljavajući, a uvoza, takođe, nije bilo.)
MATCH@E:(The exports were satisfactory, but there were no imports.===>Izvoz je bio zadovoljavajući, a uvoza, takođe, nije bilo.)
MATCH@M:(Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports.===>Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz.)
MATCH@E:(Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports.===>Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz. [to se tiče plastike prerađena količina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.)
BAD_LINE_=============================================================
BAD_LINE_M:Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports.
BAD_LINE_M:Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz.
BAD_LINE_E:Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports.
BAD_LINE_E:Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz. [to se tiče plastike prerađena količina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.
MATCH@M:(As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics.===>Što se tiće plastike prerađena kolićina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.)
MATCH@E:(As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics.===>Proizvodnja je, osim u slučaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.)
BAD_LINE_=============================================================
BAD_LINE_M:As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics.
BAD_LINE_M:Što se tiće plastike prerađena kolićina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.
BAD_LINE_E:As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics.
BAD_LINE_E:Proizvodnja je, osim u slučaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.
MATCH@M:(The production has, apart from the cases of copper and plastics, largely exceeded all the other positions.===>Proizvodnja je, osim u slućaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.)
MATCH@E:(The production has, apart from the cases of copper and plastics, largely exceeded all the other positions.===>Kao industrijska grana koja prati ostale sektore, proizvodnje ambalaže i pakovanja ne može stagnirati.)
BAD_LINE_=============================================================
BAD_LINE_M:The production has, apart from the cases of copper and plastics, largely exceeded all the other positions.
BAD_LINE_M:Proizvodnja je, osim u slućaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.
BAD_LINE_E:The production has, apart from the cases of copper and plastics, largely exceeded all the other positions.
BAD_LINE_E:Kao industrijska grana koja prati ostale sektore, proizvodnje ambalaže i pakovanja ne može stagnirati.
MATCH@M:(especially if we know that all the products with a fast consumption rate (food, chemicals and other commodity purchased at mega markets) are consumed daily, therefore there is a demand for new quantities on the market.===>Posebno ako se ima u vidu da se svi brzotrošeći proizvodi (proizvodi za ishranu, hemijski proizvodi, kao i ostala roba koju kupujemo u megamarketima) svakodnevno konzumiraju, te su iz dana u dan potrebne nove ko-lićine na tržištu.)
MATCH@E:(An industry accompanying all other sectors, the packaging production cannot stagnate, especially if we know that all the products with a fast consumption rate (food, chemicals and other commodity purchased at mega markets) are consumed daily, therefore there is a demand for new quantities on the market.===>Posebno ako se ima u vidu da se svi brzotrošeći proizvodi (proizvodi za ishranu, hemijski proizvodi, kao i ostala roba koju kupujemo u megamarketima) svakodnevno konzumiraju, te su iz dana u dan potrebne nove količine na tržištu.)
MATCH@M:(This is not a problem for packaging manufacturers, as they can always combine the forms and the types of material, and the production technology develops fast.===>To nije problem za proizvođaće ambalaže, s’ obzirom na to da postoje mogućnosti za kombi-novanje oblika i vrste materijala, kao i sve brži razvoj tehnologije proizvodnje.)
MATCH@E:(This is not a problem for packaging manufacturers, as they can always combine the forms and the types of material, and the production technology develops fast.===>To nije problem za proizvođače ambalaže, s obzirom na to da postoje mogućnosti za kombinovanje oblika i vrste materijala, kao i sve brži razvoj tehnologije proizvodnje.)
MATCH@M:(The development of this industry here is a great opportunity for a majority of entrepreneurs.===>Razvoj ove privredne grane, kod nas predstavlja priliku za većinu preduzetnika.)
MATCH@E:(The development of this industry here is a great opportunity for a majority of entrepreneurs.===>Razvoj ove privredne grane, kod nas predstavlja priliku za većinu preduzetnika.)
MATCH@M:(There are 500 small private businesses in Serbia producing and importing packaging.===>U Srbiji funkcioniše 500 malih privatnih firmi, koji se bave proizvodnjom ili uvozom ambalaže.)
MATCH@E:(There are 500 small private businesses in Serbia producing and importing packaging.===>U Srbiji funkcioniše 500 malih privatnih firmi, koji se bave proizvodnjom ili uvozom ambalaže.)
MATCH@M:(A smaller number of firms is engaged in manufacturing or importing packaging machinery.===>Takođe, manji broj firmi se bavi proizvodnjom ili uvozom mašina za pakovanje.)
MATCH@E:(A smaller number of firms is engaged in manufacturing or importing packaging machinery.===>Takođe, manji broj firmi se bavi proizvodnjom ili uvozom mašina za pakovanje.)
MATCH@M:(The packaging and packaging machinery industries also provide opportunities for large corporations with modern technology.===>Industrija ambalaže i mašina za pakovanje pruža šansu i velikim korporacijama sa savremenom tehnologijom.)
MATCH@E:(The packaging and packaging machinery industries also provide opportunities for large corporations with modern technology.===>Industrija ambalaže i mašina za pakovanje pruža šansu i velikim korporacijama sa savremenom tehnologijom.)
MATCH@M:(Knowledge of ecology and the spread of ecology movements caused radical changes in the packaging industries of the developed countries.===>Ekološko znanje i širenje uticaja ekološkog pokreta su uzrokovali radikalne promene u industriji pa-kovanja, razvijenih zemalja.)
MATCH@E:(Knowledge of ecology and the spread of ecology movements caused radical changes in the packaging industries of the developed countries.===>Ekološko znanje i širenje uticaja ekološkog pokreta su uzrokovali radikalne promene u industriji pakovanja, razvijenih zemalja.)
MATCH@M:(The reesearch conducted in a number of countries show that certain international trusts and agencies are deeply concerned with eco-packaging and recycling issues.===>Istraživanja sprovedena u nekim zemljama, ukazuju na postojanje međunarodnih fondova i agencija, koje se bave problemom eko-pakovanja i reciklaže.)
MATCH@E:(The reesearch conducted in a number of countries show that certain international trusts and agencies are deeply concerned with eco-packaging and recycling issues.===>Istraživanja sprovedena u nekim zemljama, ukazuju na postojanje međunarodnih fondova i agencija, koje se bave problemom eko-pakovanja i reciklaže.)
MATCH@M:(The member countries of the International Chamber of Commerce adopted the “Human Environment Quality Protection Code“.===>Zemlje članice Međunarodne trgovinske komore su usvojile “Kodeks o zaštiti kvaliteta čovekove okoline”.)
MATCH@E:(The member countries of the International Chamber of Commerce adopted the Human Environment Quality Protection Code.===>Zemlje članice Međunarodne trgovinske komore su usvojile Kodeks o zaštiti kvaliteta čovekove okoline.)
MATCH@M:(These regulations urged numerous multinational corporations to adopt similar eco-rules.===>Ta pravila su poslužila kao primer mnogim multinacionalnim kompanijama da i one pristupe donošenju sličnih eko-pravila.)
MATCH@E:(These regulations urged numerous multinational corporations to adopt similar eco-rules.===>Ta pravila su poslužila kao primer mnogim multinacionalnim kompanijama da i one pristupe donošenju sličnih eko-pravila.)
MATCH@M:(The field of recycling in Serbia is regulated by the Waste Management Act of 1996, when the Agency for recycling was established; by the Code on collecting, storage and transport of secondary raw materials of 2001; and by the Environmental Protection Act of 2004.===>Oblast reciklaže je u Srbiji uređena Zakonom o upravljanju otpadom iz 1996, kada je i osnovana agencija za reciklažu, Pravilnikom o sakupljanju, skladištenju i transportu sekundarnih sirovina iz 2001. i Zakonom o zaštiti životne sredine iz 2004.)
MATCH@E:(The field of recycling in Serbia is regulated by the Waste Management Act of 1996, when the Agency for recycling was established; by the Code on collecting, storage and transport of secondary raw materials of 2001; and by the Environmental Protection Act of 2004.===>Oblast reciklaže je u Srbiji uređena Zakonom o upravljanju otpadom iz 1996, kada je i osnovana agencija za reciklažu, Pravilnikom o sakupljanju, skladištenju i transportu sekundarnih sirovina iz 2001. i Zakonom o zaštiti životne sredine iz 2004.)
MATCH@M:(The Agency for recycling reports to the Ministry of science and environment; however, as regards its activities and the type of liabilities, it collaborates with other compatible ministries, such as the ministries of privatization and economy, of power supply, of health care and of finance.===>Resorno ministarstvo agencije za reciklažu je Ministarstvo nauke i životne sredine, ali prema svojoj delatnosti i vrsti poslova sa-rađuje i sa drugim, kompatibilnim ministarstvima: za privatizaciju i privredu, za energetiku, za zdravlje i fi-nansije.)
MATCH@E:(The Agency for recycling reports to the Ministry of science and environment; however, as regards its activities and the type of liabilities, it collaborates with other compatible ministries, such as the ministries of privatization and economy, of power supply, of health care and of finance.===>Resorno ministarstvo agencije za reciklažu je Ministarstvo nauke i životne sredine, ali prema svojoj delatnosti i vrsti poslova sarađuje i sa drugim, kompatibilnim ministarstvima: za privatizaciju i privredu, za energetiku, za zdravlje i finansije.)
MATCH@M:(The agency is simultaneously engaged in expert work such as monitoring the situation and control of the secondary raw material use, market research for such materials, data on the available and required quantities of secondary raw materials.===>Ujedno, ova agencija obavlja stručne poslove koji se odnose na praćenje stanja i kontrolu korišće-njem sekundarnih sirovina, istraživanje njihovih tržišta, vođenje podataka o raspoloživim i potrebnim količinama sekundarnih sirovina.)
MATCH@E:(The agency is simultaneously engaged in expert work such as monitoring the situation and control of the secondary raw material use, market research for such materials, data on the available and required quantities of secondary raw materials.===>Ujedno, ova agencija obavlja stručne poslove koji se odnose na praćenje stanja i kontrolu korišćenjem sekundarnih sirovina, istraživanje njihovih tržišta, vođenje podataka o raspoloživim i potrebnim količinama sekundarnih sirovina.)
MATCH@M:(How much raw material and which materials we have, can they be treated in this country or not, do we have capacities installed, do these need to be revitalized, and, if we do not have them, which are the priorities in their construction7?===>Koliko ih imamo i kojih, da li ih možemo obraditi u zemlji ili ne, imamo li instalirane kapacitete, treba li ih revitalizovati, a ukoliko ih nemamo, šta je prioritet za izgradnju7)
MATCH@E:(How much raw material and which materials we have, can they be treated in this country or not, do we have capacities installed, do these need to be revitalized, and, if we do not have them, which are the priorities in their construction7?===>Koliko ih imamo i kojih, da li ih možemo obraditi u zemlji ili ne, imamo li instalirane kapacitete, treba li ih revitalizovati, a ukoliko ih nemamo, šta je prioritet za izgradnju7 4.)

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EVAL_EXTRA:UDC 005 ISSN 1820-0222 Number 51, Year XIV April 2009.
EVAL_EXTRA:Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Internation al Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economic s, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Science s, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Lesk ovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belg rade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Repub lic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿ fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820 -0222 = Management (Engl.
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EVAL_EXTRA:COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS The learning organization: Model of organizational structure or the characteristic of the organization Mirjana Petković Elecrtonic negotiation Systems (ENS) Vojkan Vasković, Dario Kršić Managing action programs for organization development Ljubomir Drakulevski, Leonid Nakev Upgrading direct marketing by using the CRM concept Ivana Domazet, Jovan Zubović, Božo Drašković Business intelligence model for sales analysis Suzana Djukić, Ljiljana Kašćelan Pluralism in creative organizational development management Slavica Petrović The corporate social responsibility and stakeholder management Biljana Predić, Maja Ivanović-Djukić Analysis Motivation of Management chemes A. S. HUMENNE Miloš Hitka, Maria Sirotiakova The Learning Organization: Model of Organizational Structure or the Characteristic of the Organization UDC 005.71 Mirjana Petković Faculty of Economics, Belgrade The paper draws on the dilemma of whether a learning organization is a new model of organizational design, or is just a composite of certain characteristics which need to be developed in the existing and, within literature and practice, known models of organizational structure.
EVAL_EXTRA:In order that bureaucratic organizations shouild learn, it is important that self-awareness of the necessity to learn be developed to a greater extent than it is today.Š4Ë The starting premise in this work is that the learning organization is not a specific model of organizational structure, but a characteristic of a model that can be manifested in different forms (functional, divisional, network, matrix model, etc.).
EVAL_EXTRA:Hence organizational learning is generative learning, and includes five new learning technologies: Š13Ë Systems thinking brings systems perspective into the perception of phenomena and processes in an organization.
EVAL_EXTRA:Š14Ë 3.
EVAL_EXTRA:The majority of studies on organizational learning largely deal with the same activities in the learning process, the only difference being that different authors group them differently, therefore literature lists the models of learning process structures in three phases (creation, dissemination, application) or in four phases (acquisition, information distribution, information interpretation, memorizing).Š15Ë Basically, there is no significant difference between these two models, therefore an integral organizational learning model can be created and structured into four phases: it starts with the creation of knowledge (1), continues with the knowledge dissemination throughout the organization (2), then knowledge is memorised (3) and finally applied (4), as presented in Figure 1.
EVAL_EXTRA:Inputs knowledge dissemi- organizational knowledge outputs (inform.) creation nation memory application (perform.) Experien Figure 1: The learning model Phase one: knowledge creation organizations collect information from internal and external sources, then process and interpret it.
EVAL_EXTRA:A formula to create a learning organization (LO) goes as follows: LO = Leader with vision x Plan/Metrics x Information x Inventiveness x Implementation.
EVAL_EXTRA:It is with pleasure that the author of this paper states that she is not in the minority, since modern literature lists a large number of authors whose approach to the development of new theories and concepts in management and organization is similar to hers.Š20Ë BIBLIOGRAPHY Š1Ë Miles, E.R, Snow, C. Ch, Mathews, A. J, Miles G., Coleman J. H, Organizing in the Knowledge Age: Anticipating the Cellular Form, in Osland J., Kolb D., Rubin I., The Organizational Behavior Reader, Prentice Hall, 2001.
EVAL_EXTRA:Š2Ë Aleksić Mirić A, ,,Primena analize društvenih mreža u istraživanjima organizacionog dizajna, XXXV Simpozijum o operacionim istraživanjima SimOpIs (2008) Š3Ë Dierkes, M., Berthoin Antal,A.,Child, J., No naka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š4Ë Ibid Š5Ë Luthans F., Organiyational Behavior, McGraw-Hill, New York, 1989. ~~~ Š6Ë Greenberg J., Baron R., Ponašanje u organi zacijama-Razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, 1998.
EVAL_EXTRA:Š7Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š8Ë Senge P., The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990.
EVAL_EXTRA:Š9Ë Ibd Š10Ë Petković M, Aleksić A,,,Perspektive eksplo racije i eksploatacije u procesu redizajna, Menadžment tehnologije i inovacija: Ključni faktor superiornih operacija i konkurentnosti, ISBN 86 7680- 096 0. str.
EVAL_EXTRA:33-38 (2006) Š11Ë Gareth Morgan, Images of Organization, Sa ge Publications , Inc 2006 Š12Ë Nonaka, I., 1991, »The Knowledge Creating Company«, Harvard Business Review, NovDec: 96; Nonaka, I., 1994, »A Dynamic Theory of Organizational Knowledge Creation«, Organization Science, Vol, 5, No.1, 1437; Nonaka, I., Takeutchi, H., 1995, The Knowledge Creating Company, New York: McGrawHill Š13Ë Senge P., The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990.
EVAL_EXTRA:Š14Ë Bird B., Enterpreneurial Behavior, Scott, Foresman and Company Glenvim, Illinois, 1989.
EVAL_EXTRA:Š15Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š16Ë Peter M. Senge, The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990., s 19 Š17Ë More on this Petković M., Organizaciono po našanje sa menadžmentom ljudskih resursa, CID, Ekonomski fakultet, Beograd, 2008.
EVAL_EXTRA:Š18Ë Daft R., Essentials of Organization Theory and Design, South-Western College Publishing, 1998., str.
EVAL_EXTRA:346 Š19Ë Dierkes, M., Berthoin Antal,A.,Child, J., Nonaka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š20Ë Grant, R.M., 2008, The Future ofManage ment: Where is Gary Hamel Leading Us?
EVAL_EXTRA:Long Range Planning (41), 469 428.
EVAL_EXTRA:Electronic Negotiation Systems (ENS) UDC 005.574 ; 004.738.5:339 Doc. dr Vojkan Vasković1, Dario Kršić2 1 The Technical Faculty of Bor 2 Magistrand of the Faculty of Political Sciences E-business is a broad concept, in which business partners are connected by use of modern information-communication technologies (ICT).
EVAL_EXTRA:The ENS can be defined as a software using the Internet technologies, positioned on the Internet and characterized by one or more following properties: a) supports decision-making and giving concessions; b) proposes offers and agreements; c) evaluates and critically analyses offers and counteroffers; d) provides a structural arrangement and organization of the process; e) provides information and expert opinion; f) facilitates and organizes communication; g) helps in preparations of agreements; h) provides access to negotiation knowledge.
EVAL_EXTRA:Passive systems facilitate communication and interaction of users situated in different places. ~~~ They help them present their ideas, offers and arguments.
EVAL_EXTRA:ENS functions and activities Functions Transfer and storage Browsing and retrieval Formatting, presentation i interaction Activities Communication, presentation and interaction Infromation transfer among heterogeneous systems; storage in arrayed systems; safety Retrieval, selection, comparison and collecting shared information Data formatting for use in other systems; data vizualization, presentation of alternative data, user -system interaction Functions Decision-making problem formulation Technical data on the decision maker Strategies and tactics Forming and evaluation of offers and messages Analysis of the partners What if, sensitivity and analysis of stability Process, history and their evaluation Search for knowledge and its application Negotiations protocoles Strategies and tactics Activities Decision-making and negotiator problem Decision-making problem formulating and analysis; viable alternatives; decision -making space, measuring Technical data on decision makers description notions; desires; alternative comparison measures; negotiators models and styles Evaluation and selection of initial strategies and tactics Process Forming offers and concessions: message and argument analysis; argumentation models Shaping and cheking of the models of negotiating parties; evaluation and anticipation of t heir behaviour Offer and counteroffer analysis; balance analysise; possible agreements evaluation Knowledge Shaping the negotiations history; process analysis; evaluation progress/regress; history based anticipation Access to external information and their use, knowledge of the situations in negotiations and the problems emerging in the course of the process; comparati ve analysis Specification and observing the plan in the negotiation rules Estimation of the other partys strategies and tactics in negotiations; change of strategies and tactics Source: Gregory E. Kersten: E-negotiation systems: Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf The use and the impact of passive systems upon the negotiation process and its outcomes has also been studied.
EVAL_EXTRA:Other researchers perceived the presence of prejudices when it comes to negotiations via e-mail, i.e., temporary simultaneity, bridges burnt, the information circle and the malicious imputation.1 ENS review In order that the differences among the passive, active and proactive ENS be better understood, we will give some examples of the existing systems developed at the Concordia University SimpleNS, Inspire, Aspire and eAgora.
EVAL_EXTRA:The system uses a threefold negotiation model: 1. prenegotiations; 2. egotiations; and 3. a phase following reaching the agreement (negotiations termination).
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EVAL_EXTRA:If the compromise was not successful, the system proposes entering the negotiations 1 L. Thompson, J. Nadler: Negotiation via Information Technology: Theory and Application, Journal of Social Studies, no.
EVAL_EXTRA:58/2002, pp. 109-124. termination phase.
EVAL_EXTRA:This phase starts by calculating successful alternatives prevailing in the compromise reached. ~~~ Once the negotiations have been terminated, the parties may agree on whether either of them should present its desires to the other party.
EVAL_EXTRA:The advice is based upon: 1. the rules of negotiations derived from literature; 2. the status of the actual negotiation process; and 3. information on the negotiator stored in the database of one user.
EVAL_EXTRA:The equipment used by 2 Introduction to Videoconferencing, http://www.video.ja.net/intro/ the participants in a video conference may come from different manufacturers and may vary in terms of model and size.
EVAL_EXTRA:As regards the type of communication network, the desktop video conference can be conducted in the following two ways: a) by an analogous video conference via a modem the modem and an analogous telephone line are used to connect the computer with another personal computer, i.e., the participant that uses similar communication equipment. b) using digital networks digital networks ensure a high quality of picture and sound transmission.
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EVAL_EXTRA:These conferences have become a commonplace in the business world, at least when the negotiations including lower stakes are concerned. ~~~ In the world of foreign affairs they can be used as a modernized version of the so-called napkin diplomacy.
EVAL_EXTRA:Communication is carried out on a number of levels: Communication within the organization; Communication between organizations (bilateral); Communication among organizations (multilateral, network communication); Communication with local leaders; Communication with and among decision makers; Communication with the media; Communication between the conflicting parties.
EVAL_EXTRA:REFERENCE Š1Ë Gregory E. Kersten: E-negotiation systems: Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf Š2Ë L. Thompson, J. Nadler: Negotiation via Infor mation Technology: Theory and Application, Journal of Social Studies, br. 58/2002.
EVAL_EXTRA:Š3Ë Branko Rakita: Direktna prodaja i poslovno pregovaranje na inostranim tržištima, Plasman i tržište - Naučno-stručni časopis za permanentno obrazovanje kadrova, Beograd, br. 34/2000.
EVAL_EXTRA:Š4Ë The Impact of the e-Economy on European Enterprises: Economic Analysis and Policy Implications, http://www.eeuropestandards.org/Docs/COM_2001_711%20du%202911-2001-EN.pdf Š5Ë The e-Economy in Europe Conference, http://europa.eu.int/comm/enterprise/events/eeconomy/index.htm Š6Ë David Rothkopf: Cyberpolitik: The Changing Nature of Power in the Information Age, Journal of International Affairs, 2/1998.
EVAL_EXTRA:Š7Ë e-Learning Site - Negotiation Analysis: http://www.negotiation.hut.fi Š8Ë C. Richards: Distance Education On-Campus Learning and E-Learning Convergences: An Australian Exploration, International Journal on e-Learning, br. 1, 2000.
EVAL_EXTRA:Š9Ë Fred Charles Iklé: How Nation Negotiate, Fre derick A. Praeger, NewYork/Washington/London, 1968.
EVAL_EXTRA:Š10Ë R. Fišer, V. Juri: Kako stići do DA, Mono & Mañana, Beograd, 2005.
EVAL_EXTRA:Š11Ë Introduction to Videoconferencing, http://www.video.ja.net/intro/ Š12Ë @ivorad Kovačević: Međunarodno pregovara nje, Filip Višnjić / Diplomatska akademija MSP SCG, Beograd, 2004.
EVAL_EXTRA:Š13Ë James R. Silkenat, Jeffrey M. Aresty: International Busines Negotiations: A Comparsion of Cross-Cultural Issues ans Succesful Approaches, American Bar Association, Chicago, 1994.
EVAL_EXTRA:Š14Ë David Bollier: The Rise of Netpolitik, The Aspen Institute, Washington, 2003.
EVAL_EXTRA:Š15Ë Paul Walker: A Chronology of Game Theory, http://www.econ.canterbury.ac.nz/hist.htm Š16Ë Berglund Center for Internet Studies, http://bcis.pacificu.edu/journal/2002/03/editorial.php Š17Ë www.management.org.yu/pdf/issues.pdf Š18Ë http://www.carleton.ca/e-mer ge/v2_art/v2_art1/9.html Š19Ë http://www.isn.ethz.ch/onlinepubli/publihouse/infosecurity/volume_7/a2/A2_index.htm, authors: Sheryl J. Brown and Margarita S. Studemeister Š20Ë http://www.usip.org/oc/virtual_dipl.html.)
EVAL_EXTRA:Š21Ë http://www bsac.eecs.berkeley.edu/čwarneke/pubs/cbnp_workshop-summary.html Š22Ë http://www.cse.ohio-state.edu/sie fast/nest/nest_webpage/ALineInTheSand.html Š23Ë http://www.eng.ohio-sta te.edu/news/coe_news/nie/nie752/feature_wires.html Š24Ë http://www-bsac.eecs.berkeley.edu/archi ve/users/warneke-brett/SmartDust/ Š25Ë http://robotics.eecs.berkeley.edu/čpi ster/SmartDust/ Š1Ë http://www.csis.org/ics/dia/concept.htm Managing Action Programs for Organization Development UDC 005.332.3 prof. dr Ljubomir Drakulevski, asis. mr Leonid Nakov Univerzitet Sv. ~~~ Kiril I Metodij, Ekonomski Fakultet, Skopje, drakul¿eccf.ukim.edu.mk; lnakov¿eccf.ukim.edu.mk XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008.
EVAL_EXTRA:The prevailing focus of this programs should be placed in the organizational dimensions that constitute the core competence and competitive advantage The goal of any organizational development intervention is to create a methodological approach in order to effect change in the target organization, or in a specific organizational section, and reframe the structure, context and the behavior of the specific organization.
EVAL_EXTRA:Action research model In the theory of management exist two classical types of intervention models in the field of organizational development2: (cid:34) The planning model and (cid:34) The action research model Evolutionary, the strategy for action science in organizational development was defined and vigorously advanced by the work of Kurt Lewin, back in 1946, and also by Chris Argyris, Donald Schon, John Dewey and others.
EVAL_EXTRA:The organizational framework of the action programs for organizational development is placed in the action research model, that differs from the traditional planning model in the following respects3: It is a cyclical or iterative process, meaning that the results from the interventions are fed back in such a way that further changes and improvements can be implemented The very research signals the aim of generating knowledge which can be applied in other organizational settings While planning model presumes a so called one off intervention, the action research model emphasizes the cyclical character of the organizational change and development.
EVAL_EXTRA:Fundamentally, the purpose of each action program is to increase the organizational effectiveness, by the ap 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St. Paul, 8th ed., 2004, p.223 3 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 4 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 plication of the organizational development value and techniques.
EVAL_EXTRA:Therefore, the primary challenge of managers and change agents is to manage the above mentioned action programs, in order to direct the changes within the scope of the organization development.
EVAL_EXTRA:The organizational perspective of the action research bears the following dimensions5: a. Pragmatic and concerned with addressing practi cal issues b. Democratic, both in the sense of involving people and in seeking to enable people to create their own knowledge in learning organizations c. Extended epistemology of many ways of know ing and valuing, propositional and conceptual d. Value oriented in terms of contribution economic, political, psychological, spiritual and ecological e.
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EVAL_EXTRA:The action research model Phases Stage 1 Stage 2 Stage 3 Key executive perception of problems Consultation with behavioral scientist consultant Data gathering and diagnosis by consultant Further data gathering Feedback to key client or client group 5 Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005, p.5 6 Paton R. A. and McCalman J., Change Management - A Guide to Effective Implementation, Sage Publications, 3rd ed., 2008, p.217 Phases Stage 1 Stage 2 Stage 3 Joint action planning Data gathering Feedback to client group Discussion and work on data feedback and data by client group Action planning Action (new behavior) Data gathering Feedback Discussion and work on feedback and emerging data Action planning Action Source: Regents of the University of California, Reprinted from California Management Review, XII(2):26, Fig. 1 he popularity of the action research model grew in the 70s, owing to the intensive usage of the participative management and the concept of organization development.
EVAL_EXTRA:As a phenomenological, i.e. qualitative management technique, action research possesses the characteristics7 of being: Subjective, as seen by the eyes of the study par ticipant Interactive Value laden Inductive Showing interaction of factors Context bound and Imposes situational theory The organizational dimension of the action research states that it links a highly persuasive demonstration of the linkage between the change program and the achieved performances.
EVAL_EXTRA:The original proof of this is the true that those individuals that participated directly in the change interventions are easily inclined to ac 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 cept the so-called the cause-and-effect relationship, that has been developed during the usage of the action research model. ~~~ 1.1.1.
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EVAL_EXTRA:The relationship of the organizational perspective of action research and the action change programs is conducted through 2 types of principles9: (cid:34) The research principles, which suggest the need for being creative in defining the real research question, generating theoretical concepts from the field, integrating concepts with the real life assumptions, manipulating and using multiple perspectives, verifying interpretations with perspectives in the field and treating the research setting as a case study (cid:34) The change principles, that refer to developing a collaborative relationship, conceptualizing the need of the changes to be made, changing the behavior and recognizing that expectations amplify or reduce resistances 2.1.
EVAL_EXTRA:Action programs in the model of organizational change The model of organizational changes that emphasizes the necessity of the action change programs consists of the following phases10: I Anticipating the need of change meaning that managers must anticipate the need for undertaking changes through action programs.
EVAL_EXTRA:The need for change must be felt by the majority of employees in order to convince them to adopt the new behavior II Developing the consultant client relationship this phase predominantly determines the overall success or failure of the action program.
EVAL_EXTRA:It is important to stress that the leader of the change initiative can be a non manager, or even a person from outside the organization III The diagnostic phase where actual collection of data, relevant to the situation perceived to be the problem, takes place.
EVAL_EXTRA:This phase sets the stage for the action programs, in the scope of the long-range strategies and techniques IV Action Plans, strategies and techniques where various interventions, activities or programs, aimed at resolving problems and increasing organization effectiveness, take place.
EVAL_EXTRA:In the framework of this phase are placed the so called theories of action, as programs, patterns, designs, sets of rules 8 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.455 9 Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993, p.243 10 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 or propositions that people use to design and carry out their actions.
EVAL_EXTRA:This phase ends with the implementation of the action programs V Self renewal, monitoring and stabilizing for assessing the effectiveness of the change programs in attaining the stated objectives.
EVAL_EXTRA:Indication of success is when the system develops capability to maintain innovation without outside support VI Continuous improvement process the most important issue in this phase is determining the existence or not of the capacity of the leader to deal effectively with the use of power, and at the same time to achieve the organization vision A useful method to increase the potential of the action programs for organization development, in the model of organizational change, is to increase the range or the depth of the available data, by interview or questionnaire, as a fundament for a better prepared action programs. ~~~ 2.2.
EVAL_EXTRA:An effective indicator of the effects of the action programs is the level of direct or indirect reinforcement to maintain the reached modified behavior, the higher the direct reinforcement is, the lower tend to be the indirect reinforcement techniques, as a non desired state.
EVAL_EXTRA:11 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 The organization perspective of the action research represents a major change from the traditional methods of management development and training.
EVAL_EXTRA:LITERATURE Š1Ë Beckhard R., Organization Development: Strategies and Models, Addison Wesley, Reading, Mass, 1969 Š2Ë Cummings T.G. and Worley C.G., Organizational Development and Change, West Publishing Company, Minneapolis/St. Paul, 8th ed., 2004 Š3Ë Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993 Š4Ë Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006 Š5Ë Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001 Š6Ë Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001 Š7Ë Kogut B. and Zander U., Knowledge of the firm, combinative capabilities and the replication of technology, Organization Science, 1992, 3 (3) Š8Ë Pasmore A. W., Participation, Individual Development and Organization Change, Organizational Dynamics, June 1992, 18 (2) Š9Ë Paton R. A. and McCalman J., Change Management A Guide to Effective Implementation, Sage Publications, 3rd ed., Š10Ë Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005 Š11Ë Steward T. A., Rate Your Readiness for Change, Fortune, February 1994 Š12Ë Townley B., Cooper D.J., Oakes L., Performance Measures and the rationalization of the organizations, Organization Studies, 2003, 24 (7), Š13Ë Waddell D. M., Cummings T.G. and Worley C.G., Organization Development and Change, Nelson Thomson Learning, Melbourne, 2000 Upgrading Direct Marketing by Using the CRM Concept UDC 004.738.5:658.8 mr Ivana Domazet, mr Jovan Zubović, dr Božo Drašković Institute of Economics, ivanad¿ien.bg.ac.yu , jovanz¿ien.bg.ac.yu, dbozo¿ien.bg.ac.yu XI International Symposium SymOrg 2008.
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EVAL_EXTRA:2. ~~~ Features and concepts of direct marketing Direct marketing is an activity by which a direct relationship between the company and a customer is created, its basic features being: 1. the direct marketing is interactive, which means that there is a two-way communication, i.e., a mutual contact between the participants (the company and the customer) in the communication process; 2. the direct marketing implies (prompt) response or customers reaction.
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EVAL_EXTRA:Compared to the mass marketing (marketing based on varied forms of mass communication with customers), the direct marketing has a number of advantages (1, pp. 315-319): Precise aiming (targeting) addressing specific, well defined target segments of existing and prospective consumers; Controlability a possibility to control the media, message and other elements of the direct marketing campaign, such as the timing of activity, costs, etc.; Personalization a possibility of addressing consumers on an individual basis; on the basis of a historical analysis of purchases, a psychographic analysis and an updated and well-developed database it is possible to create messages in such a way that they appear to be made to measure of each individual customer.
EVAL_EXTRA:Invisibility of strategy direct marketing is good in concealing the marketers strategy from the competition. ~~~ Economising modern database management systems allow direct marketers to select the best prospective buyers (prospects) for any product they wish to sell, and therefore reduce costs by the unit of order.
EVAL_EXTRA:Possibility of cross-sales analysing the database of the existing buyers of a given product, direct marketers can obtain information on the customers possible needs for other products; Possibility of creating long-term relationships with customers on the basis of updated and well-developed databases, the real, loyal and profitable customers can be identified with whom the company should create closer contacts and develop permanent relations; Possibility of integration with other elements of the marketing communication system direct marketing is easily supplemented by other elements of promotive and marketing mix, allowing for a welldevised and integrated marketing communication.
EVAL_EXTRA:The basic media of direct marketing are: mailed media (direct mail and catalogues); printed media (newspapers and magazines), and electronic media (telephone, radio, television, ca ble television, the Internet).
EVAL_EXTRA:The most commonly mentioned direct marketing concepts in this context are as follows: Relationship marketing; Customer Relationship Management (CRM); Retention marketing; Licenced marketing; Loyalty marketing; Database marketing; Interdependent marketing; One-to-one marketing; Frequency marketing; Partnership marketing; Real-time marketing. ~~~ 2.1.
EVAL_EXTRA:The importance of customers (and other partners) is stressed in a large number of cases, as is the development of long-term relationships with them, however, too much attention is paid to various sections of programmes and strategies, instead of their analysing as a whole. ~~~ Therefore some authors stress the types of rewards the companies are to ensure, others pay perticular attention to the customer cycle and the relationship marketing position within the organizational structure, while others still highlight the components and elements of the relation marketing, however, without a defined strategy and program, etc.
EVAL_EXTRA:The basic three are the following: Tactical level (similar to the activities in improving sales); Strategic level (stress on the development of part nership relations with customers); Philosophical level (reflects the essence of the marketing philosophy the whole organization focuses upon the delivery of total satisfaction to customers and maintanance of its own business).
EVAL_EXTRA:Hence it is of vital importance to consider the elementary dimensions of the Customer Relationship Management (2, pp. 81-86): (cid:190) Customer selection; (cid:190) Customer acquisition; (cid:190) Customer retention; (cid:190) Customer growth.
EVAL_EXTRA:A valid CRM has to: identify factors that contribute to a successful cus tomer relationship; create a customer relationship practice; adopt measures necessary to make a good CRM; develop a customer -friendly relationship; suggest questions to be put to customers in order to solve a problem; propose a solution to the customers complaining about the service; monitor all the sales aspects, as well as support to customers.
EVAL_EXTRA:The necessary elements in building a fruitful customer relationship are: knowledge (market and customers appreciation); targeting, i.e., offer stremlining and adapting; sales (customer acquisition); service (customer retention).
EVAL_EXTRA:Therefore the process of successful CRM concept implementation can be observed through (3): strategy development; information analysis; needs identification (appreciation of customers, their needs and desires); change definition (corporative revolution from a reactive towards a proactive approach); building the future (building the corporate business and technical structures to deliver the expected benefits to the customers); measuring results and improving the CRM system.
EVAL_EXTRA:A research carried out in the EU in 2006 confirmed that the firms without a developed CRM: lose an average of 50 percent of their clients over the period of five years; about 65 percent lost clients have actually left be cause of bad service and communication; the costs of acquiring a new customer are five times the costs of retaining the old one.
EVAL_EXTRA:Whereas the firms with a developed CRM concept: grow approximately 60 percent faster compared to the competition without a developed CRM; expand their market by the rate of 6 percent annu ally; charge 10 percent plus for their products; realize the return on investment (ROI) of 12 per cent; a 5 percent increase in the customer loyalty may result in a 25-85 percent increase in profitability.
EVAL_EXTRA:The efficiency of the CRM process, which should be integrated through marketing, sales, and customer relationships means (5): identification of factors contributing to successful customer relations; development of the customer relationship practice; development of customer-friendly processes; devising questions that will help solving potential customers problems in a most adequate way; suggesting the solution to the customers complain ing about a product/service; sales monitoring as well as customer support.
EVAL_EXTRA:The basic structure of the CRM is three-fold: Operational basic business processes (marketing, sales, services); Analytical serves as support in the analysis of customers behaviour and conducts the business philosophy and technology; Collaborative provides contacts with customers by way of telephone, fax, the Internet, mail, direct contacts, etc.
EVAL_EXTRA:The customer relationships management chain is based upon four steps: definition of offer value; segmentation, targeting and positioning; business operations and delivery systems; measuring and feedback.
EVAL_EXTRA:They comprise (6, pp. 124 126): Top management, leadrship and vision oriented, expert and competent, aware of the value and importance of services marketing and long-term relationship development; Project team to introduce a concept into the organizational business practice, for the service providing companies that have not implemented it so far; Designing an appropriate micro- and macro-organizational structure of the company oriented to customers and to services; A governing service corporate culture; Appropriate technical-technological preconditions (primarily as regards the development of a data basis and information technology); Availability of the required human resources on various levels, the key factor being the persons that interact with clients; The necessary capital.
EVAL_EXTRA:The basic elements of the long-term relationships development stem from the elements necessary for a proper functioning of marketing in the field of services, and they are the following: Getting to know the consumers, their needs and desires, their characteristics, the influence of certain factors upon their conduct; Marketing, i.e., market-oriented thinking; Achievements of modern concepts that place the emphasis upon the customer relationships nurturing; Company capabilities and needs; Understanding the role and importance of every individual included in the service creation and delivery processes; Long-term way of thinking and behaviour; Operations are conducted company-wide.
EVAL_EXTRA:Hence the process of long-term relationships development can be divided into the following steps: Data base formation; Customer identification and classification; Customer personalization; Customer differentiation according to their values and needs; Interaction with customers; A service process adjustment, treating every customer as an individual through direct contact or automated process; Loyalty program creation rewards and added values; Continuous concept improvement (control, meas uring and feedback information).
EVAL_EXTRA:In the analysis of strengths and weaknesses in the concept implementation special attention should be paid to the following potential problems (7, 106): An assumption that the customer does want longterm relationships to be built (perhaps there is no reason whatsoever that the customer would ever want to go back to the seller, or the customer chooses to avoid being dependent on the seller); An assumption that a client (individual) is willing to interact and act together.
EVAL_EXTRA:An assumption that an individuals satisfaction is sufficient per se; If clients are transferred to higher classes and are notified as to how important they are for the company, their expectations grow higher; A problem not to hurt the clients that are not the top ones, either as regards their profile, or the attention paid to them by the company, however their contribution is important; A problem of change in the rules governing the relationships with key clients-donors that may cause confusion; Certain awards are introduced that prove to be unnecessary, since the clients would act in the same way even without them, therefore this is unnecessary cost; Sometimes clients build a relationship, not because they are loyal, but because they have no other choice, i.e., there are no appropriate substitutes.
EVAL_EXTRA:Especially important in developing the long-term relationships are the following types of communication with customers: direct contact (by telephone or in person); direct mail; Internet and e-mail In addition to these, the importance of certain promotional mass media (advertizing in the first place) and word-of-mouth advertizing must be understood.
EVAL_EXTRA:There are, however, some limits in the communication with customers and some rules that have to be observed (7, p. 207): do not innitiate interaction with the customer with out a clearly defined aim; do not ask the customer the same question more than once; carry out the interaction in between two customers choices (purchases); start interaction not with the product, but with a customer; interaction should be direct and adjusted to the concrete customer; make sure the customer (always) welcomes the in teraction; a good approach is to use a principle (and technology) of mass adjustment to reduce the costs and make the message personal; protect the customers privacy; innitiate the dialogue by putting at disposal a phone number to be dialled free, or printing the web site address on whatever is connected with the company (business cards, memeranda, billboards, etc.); make sure the customer is well aware of the value of the interaction, otherwise it will not serve its purpose; take care of the customers time (you cannot learn everything about the customer at once).
EVAL_EXTRA:Establishing a dialogue with the customer is important because: dialogue is a means to acquire information; information is translated into knowledge (that is, knowing the customer and his/her wishes and needs); knowledge serves as basis to adjusting the offer and achieving customer growth; efficient and effective action brings customers sat isfaction, customers trust and familiarity; customers satisfaction, trust, and commitment bring in their loyalty; loyalty brings profit. company to search for new, more efficient and more effective ways to enter the market, because the market performance of the company depends primarily upon how successful it is in meeting the customers needs, thus creating loyalty and consequently the growth in profits.
EVAL_EXTRA:4. ~~~ CONCLUSION The interaction with customers innitiates the companys profitability and the customers satisfaction, since modern, highly competitive, business conditions require the The key factors of the CRM concept success are the customers expectations the firms should anticipate.
EVAL_EXTRA:REFERENCE Š1Ë Hanić Hasan, Principi marketinga, Beogradska Bankarska Akademija, Beograd, 2006. ~~~ Š2Ë Domazet I., J. Zubović, CRM (Customer Relationship Management) a factor of global competitiveness improvement (81-86), Medjunarodna naučna konferencijaManagement and Marketing und Management and Marketing Under Globalization /International Scientific, Ekonomski fakultet, Beograd, 2007. ~~~ Š3Ë www.crm-forum.com Š4Ë Milisavljević M., Maričić B., Gligorijević M., Osnovi marketinga, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2004. ~~~ Š5Ë www.en.wikipedia.org Š6Ë Maričić R. Branko, Ponašanje potrošača, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2005. ~~~ Š7Ë Veljković Saša, Marketing usluga, Centar za iz davačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2006. ~~~ Š8Ë Filipović V., Kostić Milica, Marketing menadžment-teorija i praksa, FON - Institut za menadžment, Beograd, 2003. ~~~ Š9Ë Rose S. Peter, Hundgins C. Sylvia, Bankarski menadžment i finansijske usluge, Data status, 2005. ~~~ Š10Ë Kotler Phillip, A Framework for Marketing Management, Prentice Hall, New Jersey, 2003.
EVAL_EXTRA:Business Intelligence Model for Sales Analysis UDC 005.94 ; 005.52:658.8 MSc Suzana \ukić1, prof. dr Ljiljana Kašćelan2 1HERMES SoftLab Crna Gora 2Faculty of Economics, Podgorica As the technology is progressing and the dynamism of business environment is changing, not only the market competition keeps growing but the customers are starting to dominate the approach to the product.
EVAL_EXTRA:This paper is elaborating on a concept of sale business intelligence analytic system in a trading firm Š3Ë; this includes: Identifying basic decision processes needed to analyze the sale of the company.
EVAL_EXTRA:When trying to make deliberate decisions people do the following: consider all known available options; use the greatest available amount of data; carefully consider possible costs and benefits of every option; meticulously analyze the probability of various outcomes; invest the greatest possible amount of rational reasoning based on all abovementioned phases.
EVAL_EXTRA:Such a model makes the following analyses possible: Analyzing profit, income and sales according to customers, groups of products and years.
EVAL_EXTRA:Analyzing sales according to producers, shops and years.
EVAL_EXTRA:Doing a comparative analysis of profit according to years, brand groups and customers. ~~~ Analyzing income, profit and cost according to products, shops, regions and years.
EVAL_EXTRA:The records in the fact table are compressed in order to improve performance, while the dimension tables have fewer records, but these are bigger.
EVAL_EXTRA:
EVAL_EXTRA:According to Š4Ë, we observe the realization of the data mart through the following phases: Definition phase. ~~~ Generation phase. ~~~ Data loading phase.
EVAL_EXTRA:Picture 3.1 Star schema Sales 1 Picture 3.2 Star schema Sales 2 Picture 3.3 Mapping the fact table Prodaja The generation phase includes configuration, validation, script and object generation.
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EVAL_EXTRA:Case study For these analyses we used data from a trade company from Podgorica that sells chemical products in retail shops in six towns and also offers wholesale sale of its products.
EVAL_EXTRA:In the abovementioned example we can notice that there is no date for years before 2005 so the column for the preceding period for the first quarter of 2005 is empty, producing the number 1 in the rankings. ~~~ On the other hand, the profit in the second quarter of 2005 has increased by 20.33 per cent compared to the first quarter of the same year.
EVAL_EXTRA:Picture 4.1 Analysis of profit, income and quantity of sold items according to customers, groups of products and years Picture 4.2 Graphical presentation of profit according to regions Picture 4.3 Analysis of sold quantities of products according to producers, shops and years Picture 4.4 Analysis of profit according to months and shops in selected years Picture 4.5 Comparative analysis of profit according to years, product groups and customers Picture 4.6 Analysis of income, profit, cost per product, shop, region and year Picture 4.7 Analysis of profit by quarters Picture 4.8 Analysis of profit according to months and products in selected years 1 Picture 4.9 Analysis of profit according to months and products in selected years 2 These analyses can clearly tell the acquisition department about periods when it is pointless to purchase a particular product or when they should focus on getting new stocks.
EVAL_EXTRA:REFERENCES: Š1Ë Balaban N., Ristić @.: Poslovna inteligencija, Ekonomski fakultet, Subotica, 2006 Š2Ë ]irić, B.: Poslovna inteligencija, Data status, Beograd, 2006 Š3Ë \ukić, S., Model sistema poslovne inteligencije za analizu prodaje, magistarski rad, Ekonomski fakultet, Podgorica Š4Ë Oracle Warehouse Builder Users Guide 10g Release 1 (10.1), PDF version, Š5Ë Oracle Business Intelligence Discoverer Administration Guide, Release 10g, PDF version Š6Ë Kašćelan, Lj., Kreiranje OLAP modela u Oracle Discoverer-u, INFO-M, Br. 13/2005, str.
EVAL_EXTRA:18-22 Pluralism in Creative Organizational Development Management UDC 005.342:005.412 Prof. dr Slavica P. Petrović Faculty of Economics, University of Kragujevac, e-mail: pslavica¿kg.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. ~~~ Belgrade, Serbia Pluralism, in the broadest sense, can be understood, on one hand, as the appreciation of different perceptions and interpretations of management problem situations in organizations, and, on the other hand, as a combined use of various methodologies, methods, models, techniques in problem situations structuring and problem solving.
EVAL_EXTRA:1.
EVAL_EXTRA:Introduction Broadly speaking, pluralism in organizational development management should be understood as: a) appreciation of different perceptions and interpretations of the management problem situations under consideration, and b) an appropriate combined use of various methodologies, methods, models, and techniques in structuring the management problem situations and problem solving.
EVAL_EXTRA:Dealing with pluralism in purposeful managing the relevant problem areas in organizations means: analysing the relationship between pluralism as a distinctive Management Science development strategy, that is, systems thinking, and the strategies of isolationism, imperialism and pragmatism, and analysing basic pluralistically-systemic theoretical, methodological and applicable developments. ~~~ 2.
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EVAL_EXTRA:The efforts to determine the nature of pluralism in the systems erea and to find out whether pluralism is the best practice of improving systems thinking stemmed, on one hand, from a certain lack of trust in the success of the traditional Management Science (MS), and, on the other hand, from an evident development of Organizational cybernetics, the soft systems approaches and the critically-systemic alternatives to the ortodox traditional MS. Each of the mentioned theoreticalmethodological alternatives was claimed to significantly contribute to the building of MS. Efforts were also made to investigate into how the relationship between the traditional MS and these alternative theoretical-methodological developments can be best explained scientifically and used in such a way so that MS should be most fruitfully applied in organizations and in the society.
EVAL_EXTRA:1 As the paradigm commonly means the apprehension of the world accepted by the csientific community, that is, a set of ideas, hypotheses, beliefs that lead its scientific activity, the incompatibility of paradigms could be presented in the following way: groups relying on different paradigms, when looking from the same point in the same direction, see different things Š10, 1970, p. 150Ë. ~~~ The pragmatist strategy develops the MS joining the best elements of trends that seem to even contradict each otehr, in accord with the criterion of practical applicability.
EVAL_EXTRA:The pluralistic vision means a continuous presence of a certain veriety of trends within the MS. Theoretical, methodological and practical developments will be mutually shaped.
EVAL_EXTRA:Contrary to the above analysed options for the MS, the pluralistic strategy is understood as offering excellent chances for a successful development of the MS. As regards the views on the paradigmatic incompatibility, pluralism is, at least in a preliminary manner, defended by the arguments that different theoreticalmethodological MS developments are necessary as a support to different antropologically established cognitive human interests Š3, 1972Ë: the technical interest in anticipation and control is supported by hard and cybernetic approaches, the practical interest in broadening mutual understanding of relevant stakeholders is supported by soft systems approaches, and the emancipatory interest in relieving the limitations imposed by power relations is supported by critical systems approaches.
EVAL_EXTRA:3. ~~~ Pluralistic systemic theoretical-method ological and applicable developments The three basic, relevant formal expressions of the pluralistic systems thinking and practice development may be specified and studied: a) System of Systems Methodologies, b) Total Systems Intervention, and c) Multimethodology.
EVAL_EXTRA:In the first place, the System of Systems Methodology (SiSiM) is a central instrument of the reasearc directed: theoretically, towards explaining the relationships between varied systemic founded methodologies and practically, towards identifying the achievement in the application of systems methodologies of management problem situations structuring in different problem contexts in organizations Š9, 1984, pp. 473 486; 4, 1990, pp. 657 668; 7, 2006 a, pp. 868 - 878Ë.
EVAL_EXTRA:The two basic dimensions of management problem situations in organizations are the following: a) the system dimension defines the nature of the system within which the problems under considerations are located, and b) the participant dimension determines the nature of the relations between the participants interested in the management problems situation and its improvement.
EVAL_EXTRA:Š16, 2006, p. 350; 17, 2007, p. 214Ë.: Figure 1.
EVAL_EXTRA:The System of Systems Methodology Indeed, hard systems thinking, that is, positivistic-functionalist approaches, e.g., classic Operational Research, System Analysis, System Engineering, are geared to the problems located within relatively simple-unitary contexts, as it is assumed that it is easy to identify indirect goals in the system under consideration, and that it can be modelled mathematically; Socio-technical and Situational Approaches, Systems Dynamics, Organizational Cybernetics, Theory and Methodology of Complexity as structuralist-functionalist approaches to designing complex adaptive systems are associated with the complex-unitary contexts, as they are deliberately focused upon understanding problem situations as extremely complex systems; Different soft systems approaches of the interpretative peradigm of systems thinking, e.g., Identifying and Testing of strategic hypotheses, the Interactive Management, Strategic Choice Approach, the Methodology of Soft Systems, Interactive Planning, Robustness Analysis, the Development and Analysis of Strategic Options, are identified with simple-pluralistic and complexpluralistic contexts; The forced problem contexts correspond with emancipatory systems approaches, e.g., the Critical Heuristics of the Systems, the Synergy Integration of the Team, and certain more recent post-modernist methodological developments.
EVAL_EXTRA:A particular, relevant pluralistic theoretical, methodological and applicable development in the Systems Movement is represented by the Total Systems Intervention (TSI) Š2, 1991, pp. 45 60; 6, 2000, pp. 368 373; 8, 2006 b, pp. 647 - 657Ë. Understood as a meta-methodology, the TSI could conduct academic research and counsel practitioners on which methodological approach is most beneficial in problem situations they deal with.
EVAL_EXTRA:The basic liabilities of critical systems thinking primarily identified as: critical and social awareness, human welfare and emancipation, and complementarism at academic and methodologi cal levels are incorporated into the TSI.
EVAL_EXTRA:Relevant organizational aspects and problems, highlighted by means of metaphors, may be linked with respective systems methodologies for intervention conduct. that varied vital aspects of organizations and their problems be identified and stressed.
EVAL_EXTRA:Different systems metaphors and methodologies may be used in a complementary manner in order The pluralism underlying the TSI is operationalized in each of its three key phases Figure 2.
EVAL_EXTRA:Š16, 2006, pp. 526Ë: Figure 2.
EVAL_EXTRA:A special, vital strength of the TSI is to link: pluralism in the creativity phase research into the management problem situations via different perspectives, that is, different conceptions of the world, with pluralism in the selection and implementation phases an appropriate management of different combined methodologies.
EVAL_EXTRA:Important for determining the context of the Multimethodology are: 1. the real world problem situation under consider ation, 2. the theories and methodologies available, and 3. the agents who make a selection and undertake intervention into a respective problem situation.
EVAL_EXTRA:Similarly, the overall context of Multimethodology is determined by the relationships established between: agents and methodologies/techniques, agents and problem situation, methodologies/techniques and the situation in question.
EVAL_EXTRA:Of course, any methodology or conceptual frame of ideas are, in reality, at the disposal of the agents, that is, those who use them in dealing with the problem situation Š12, 1997 b, p. 428Ë. Leaning on the theories and methodologies available, the conceptual system of intellectual resources is built up of the following two conceptual frames relevant for methodologies integration: 1. the conceptual frame for mapping methodolo gies, and 2. the conceptual frame for decomposition of methodologies.
EVAL_EXTRA:The conceptual frame for methodology mapping is the view that Multimethodology has to be expressed in the categories of two key properties of intervention: the multidimensional character of the problem situation under consideration a material, social, and personal worlds, and different types of activities to be undertaken understanding, analysis, estimation and action taking.
EVAL_EXTRA:Critical thinking is carried out through four phases: understanding problem situation as it is, analysis as to why it is as it is, estimating how the situation can be creatively changed, and acting towards generating change.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Checkland, P. B, 1985, From optimizing to learning: a development of systems thinking for the 1990s, Journal of the Operational Research Society, Vol. 36, No. 9, pp. 757 - 767.
EVAL_EXTRA:Š2Ë Flood, R. L. and Jackson, M. C., 1991, Creative Problem Solving - Total Systems Intervention, John Wiley and Sons, Chichester.
EVAL_EXTRA:Š3Ë Habermas, J., 1972, Knowledge and Human Interests, Heinemann, London.
EVAL_EXTRA:Š4Ë Jackson, M. C., 1990, Beyond a system of sys tems methodologies, Journal of the Operational Research Society, Vol. 41, pp. 657 - 668.
EVAL_EXTRA:Š5Ë Jackson, M. C., 1995, Present positions and fu ture prospects in Management Science, in: Understanding the Process of Operational Research - Collected Readings, Edited by Keys, P., John Wiley and Sons, Chichester, pp. 303 321.
EVAL_EXTRA:Š6Ë Jackson, M. C., 2000, Systems Approaches to Management, Kluwer/Plenum, New York.
EVAL_EXTRA:Š7Ë Jackson, M. C., 2006 a, Beyond problem struc turing methods: reinventing the future of OR/MS, Journal of the Operational Research Society, Vol. 57, pp. 868 - 878.
EVAL_EXTRA:Š8Ë Jackson, M. C., 2006 b, Creative Holism: A Critical Systems Approach to Complex Problem Situations, Systems Research and Behavioral Science, Vol. 23, No. 5, pp. 647 - 657.
EVAL_EXTRA:Š9Ë Jackson, M. C. and Keys, P., 1984, Towards a system of systems methodologies, Journal of the Operational Research Society, Vol. 35, pp. 473 - 486.
EVAL_EXTRA:Š10Ë Kuhn, T. S., 1970, The Structure of Scientific Revolutions, The 2nd edn., University of Chicago Press, Chicago.
EVAL_EXTRA:Š11Ë Mingers, J., 1997 a, Multi-paradigm Multimethodology, in: Multimethodology The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 1 - 20.
EVAL_EXTRA:Š12Ë Mingers, J., 1997 b, Towards Critical Pluralism, in: Multimethodology - The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 407 - 440.
EVAL_EXTRA:Š13Ë Mingers, J., 2006, Realising Systems Thinking Knowledge and Action in Management Science, Springer, New York.
EVAL_EXTRA:Š14Ë Mingers, J. C. and Brocklesby, J., 1997, Multimethodology: towards a framework for mixing methodologies, Omega, Vol. 25, No. 5, pp. 489 - 509.
EVAL_EXTRA:Š15Ë Morgan, G., 1997, Images of Organization, SAGE Publications, London.
EVAL_EXTRA:Š16Ë Petrović, S. P., 2006, Sistemsko mišljenje, Sistemske metodologije, Autorsko izdanje, Kragujevac.
EVAL_EXTRA:Š17Ë Petrovic, S. P., 2007, Systems Approaches to Solving Practical Problems, The 22nd European Conference on Operational Research EURO XXII, Prague, Czech Republic, July 8 - 11, 2007, p. 214.
EVAL_EXTRA:Š18Ë Petrovic, S. P., 2008, Coherent Pluralism in Managing Problem Situations, The 18th Triennial Conference of the International Federation of Operational Research Societies, IFORS 2008, Sandton, Johannesburg, South Africa, July 13 - 18, 2008, p. 77.
EVAL_EXTRA:Š19Ë Schwaninger, M., 2004, Methodologies in Conflict: Achieving Synergies between System Dynamics and Organizational Cybernetics, Systems Research and Behavioral Science, Vol. 21, No. 4, pp. 411 - 431.
EVAL_EXTRA:Š20Ë Tsoukas, H., 1993, The road to emancipation is through organizational development: a critical evaluation of Total Systems Intervention, Systems Practice, Vol. 6, pp. 53 - 70.
EVAL_EXTRA:The Corporate Social Responsibility and Stakeholder Management UDC 005.35 ; 347.72.032 dr Biljana Predić1, mr Maja Ivanović-Djukić2 1 Faculty of Economics Niš bpredic¿ptt.yu1 2 Faculty of Economics Niš maja.djukic¿eknfak.ni.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. ~~~ Belgrade, Serbia Over the past decade, enterprises are put under a strong pressure of different stakeholder groups and there have been a lot of ethical and social problems such as murder crimes, smoking at the workplace, AIDS at the workplace, sexual harassment at the workplace etc.
EVAL_EXTRA:Liberalization of foreign trade has simultaneously resulted into an enormous increase in foreign trade transactions. ~~~ These transactions caused vast investments and eliminated the financial barriers, thus enhancing the mobility of multinational corporations.
EVAL_EXTRA:2. ~~~ Social responsibility concepts and stakeholder management development The corporate social responsibility (CSR) means a serious concern about the impact of the companys activity upon the society.
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EVAL_EXTRA:The companys key liabilities, according to him, are of economic, legal, ethical and philantropis nature, which he represents in the form of a pyramid, therefore the social responsibility pyramid is born Š3 pp. 36-54Ë. Figure 1: The Social responsibility pyramid Source: Archie C.: Business and Society: Ethics and Stakeholder Management, South-Western College Publishing, Cincinati, Ohio, 1966, p. 39.
EVAL_EXTRA:This does not mean that there was no awareness of the presence and impact of interest groups before 1990s. ~~~ For example, Preston quotes that 4 interest groups were identified in the General Electric Company as early as 1930: customers, employees, shareholders and social commuity.
EVAL_EXTRA:Therefore he defines stakeholders in the following way: Š6 pp. 364-369Ë (cid:190) Stakeholders are groups whose support help the company survive; (cid:190) Stakeholders may be any group or individual that affects or is affected by the performance in the organizational objectives achievement.
EVAL_EXTRA:A need for responsible behaviour of the company Economy and society are two interrelated factors that are mutually preconditioned.
EVAL_EXTRA:Therefore, by a responsible behaviour towards the society the companies create better business conditions, acquire resources by the transformation of which they create greater value, build higher reputation, and consequently achieve a more favourable competitive position. ~~~ The importance of responsible behaviour is further stressed by the following: moral obligations, sustainability, work licence and reputation.
EVAL_EXTRA:Andy Neely and Chris Adams depict the relationships between the company and its stakeholders in the following way: according to them, the stakeholders exert a certain influence upon the companys business operations and contribute to its achievements.
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EVAL_EXTRA:The graphical presentation of the prism is the following: Figure 2: Performance prism Source: Andy Neely and Chris Adams: The Performance Prism Perspective, Journal of Cost Management, 1-2/2001, pp. 7-15 Hence, to ensure a positive influence of stakeholders upon the companys business operations it is necessary to identify their objectives (as sources of satisfaction).
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EVAL_EXTRA:The competitive context consists of a number of elements Š1 pp. 78-94Ë: (cid:190) the quality and quantity of important inputs material and human resources (e.g. transport infrastructure, etc); (cid:190) rules and innitiatives that guide the competition (such as the intellectual property protection policy, transparency, safety against corruption, investment incentives, etc.); (cid:190) the volume and sophistication of demend, under the impact of such issues as the quality product standards and security, customer rights, fair relations with suppliers, etc.; (cid:190) local industries support, such as providers, equipment and parts manufacturers etc.
EVAL_EXTRA:It is necessary that organizations define the scope of a minimal level of obligations they will always honour to their stakeholders and the society as a whole Š8 p. 195Ë. ~~~ On one hand, the level of socially responsible behaviour depends on the ethics of the management and the employees in the organization.
EVAL_EXTRA:Some of the key rules every company should observe are the following Š3 p.59Ë. (cid:190) manufacture and sell products that do not threat customers lives; (cid:190) avoid polluting water; (cid:190) observe the law in all aspects of business operations; (cid:190) promote sincerity, honesty, ethical behaviour among the employees; (cid:190) do not abuse advertising and commercials; (cid:190) grow environmentally-friendly relations; (cid:190) protect employees from sexual harassment; (cid:190) react promptly to customers problems; (cid:190) provide health care for the employees; (cid:190) give away money to charity and education improvement; (cid:190) use nuclear-free materials; (cid:190) continually upgrade the quality; etc.
EVAL_EXTRA:It was first implemented by Amy Domini, in 1990, in her analysis of 800 U.S.A. companies which she ranked according to the criteria of product quality, customer relations, results in environment protection standards implementation, philantropic behaviour, employee relations, etc. ~~~ Š9 p.51Ë. ~~~ It is important that simultaneously a legal act (code of ethics) be established to regulate the behaviour of all the employes in the organization towards the stakeholders and the society in general (customers in general, unions, etc.).
EVAL_EXTRA:REFERENCE Š1Ë Porter M. & Kramer M.: Strategy and Society: The Link Between Competitive Advantage and Corporate Cocial Resposibility, Harvard Business Review, 8 12/2006.
EVAL_EXTRA:Š2Ë Predić B. Djukić M.: Značaj društvene odgovornosti preduzeća, Ekonomske teme 10/2007.
EVAL_EXTRA:Ekonomski fakultet Niš Š3Ë Archie C.: Business and Society: Ethics and Stakeholder Management, South-Western College Publishing, Cincinnati, Ohaio, 1996.
EVAL_EXTRA:Š4Ë Cooper S.: Shareholder Wealth or Societal Welfar: A Stakeholder perspective, u knjizi Arnold G., Davies M.: Value based Management, Context and Application, John Wiley and Sons, 2000.
EVAL_EXTRA:Š5Ë Preston LE:Stakeholder management and corporate performance, 1994.
EVAL_EXTRA:Journal of Behavioral Economics Š6Ë Freeman E., Wicks A.,Parmar B: Stakeholder Theory and The Corporate Objective Revisited, Organization Science, Vol. 15, No. 3, May-June 2004.
EVAL_EXTRA:Š7Ë Neely A., Adams C.:The Performance Prism Perspective, Journal of Cost Management, 12/2001 Š8Ë Johnson G., Scholes K.: Exploring Corporate strategy: Text and Cases, Financial Times Prentice Hall, 2002.
EVAL_EXTRA:Š9Ë Pearce J.A. Robinson R.B.: Strategic Management, Formulation, Implementation and Control, McGraw Hill International Editions Analisis Motivasion of Management CHEMES A. S. HUMENNÉ UDC 005.32:331.101.3 Miloš Hitka1, Mária Sirotiaková2 1Faculty of Wood Sciences and Technologies in Zvolen 2Faculty of Economics in Poprad XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008.
EVAL_EXTRA:To be motivated means more than just to be happy or satisfied at work; motivated people try to do their best not for somebody elses sake but for themselves.
EVAL_EXTRA:Humenné.
EVAL_EXTRA:Within the scope of social care, the plant catering and health care exceed the regulations of the law, in that various types of recreational and sport activities, social assistance in serious cases, financial allowances to support culture, sport and services or recreation are organized and financed.
EVAL_EXTRA:To assess the factors, they had a five grades scale at their dispos al and the importance of individual motivational factors and satisfaction with their actual state were listed down from number 5 to 1. ~~~ The questionnaire had two functions: it provided information about an actual state of motivation in the company and at the same time it included the requirements of employees in this area.
EVAL_EXTRA:3 Results and discussion 3.1 Analysis of motivational factors Taking the differences into consideration we selected three positions worker, THZ and supervisor.
EVAL_EXTRA:Table 1 Analysed motivational factors Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress /stress elimination at place of work Seq.
EVAL_EXTRA:n. Motivational factor 1.
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EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:8.
EVAL_EXTRA:
EVAL_EXTRA:9.
EVAL_EXTRA:10.
EVAL_EXTRA:11.
EVAL_EXTRA:Working hours 12.
EVAL_EXTRA:Working environment 13.
EVAL_EXTRA:Working output 14.
EVAL_EXTRA:Working process 15.
EVAL_EXTRA:Seq.
EVAL_EXTRA:n. Motivational factor 16.
EVAL_EXTRA:Atmosphere at place of work 17.
EVAL_EXTRA:Good working group Additional financial remuneration 18.
EVAL_EXTRA:19. ~~~ Physical intensity of work 20.
EVAL_EXTRA:Job security Communication at place of work 21.
EVAL_EXTRA:22. ~~~ Trade name Opportunity to utilize own abilities 23.
EVAL_EXTRA:Mental stress Scope of employment and its type 24.
EVAL_EXTRA:Acquaintance with working result 25. ~~~ 26. ~~~ 27.
EVAL_EXTRA:28. ~~~ 29.
EVAL_EXTRA:30.
EVAL_EXTRA:Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Powers The respondents assessed the required and the actually perceived level of motivation of individual motivational factors by the means of a grade scale from one to five.
EVAL_EXTRA:Table 2 Comparison of required and actually perceived motivation by THZ Atmosphere at place of work Good working group Additional financial remuneration Physical intensity of work Job security Communication at a place of work Trade name Opportunity to utilize own abilities Scope of employment and its type Acquaintance with working result Seq.
EVAL_EXTRA:n. Motivational factor 1. ~~~ 2.
EVAL_EXTRA:3.
EVAL_EXTRA:4.
EVAL_EXTRA:5.
EVAL_EXTRA:6.
EVAL_EXTRA:7.
EVAL_EXTRA:8.
EVAL_EXTRA:9.
EVAL_EXTRA:10.
EVAL_EXTRA:11.
EVAL_EXTRA:Working hours 12.
EVAL_EXTRA:Working environment 13.
EVAL_EXTRA:Working output 14.
EVAL_EXTRA:Working process 15.
EVAL_EXTRA:16.
EVAL_EXTRA:17.
EVAL_EXTRA:18.
EVAL_EXTRA:19.
EVAL_EXTRA:20.
EVAL_EXTRA:21.
EVAL_EXTRA:22.
EVAL_EXTRA:23.
EVAL_EXTRA:Mental stress 24.
EVAL_EXTRA:25.
EVAL_EXTRA:26.
EVAL_EXTRA:27.
EVAL_EXTRA:28.
EVAL_EXTRA:29.
EVAL_EXTRA:30.
EVAL_EXTRA:Powers Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress / stress elimination at a place of work Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Required Actual Difference state 4,54 4,62 4,70 3,54 4,68 4,49 3,89 4,46 4,41 4,38 4,22 4,41 4,54 4,49 4,38 3,68 4,73 4,16 4,00 4,35 4,70 4,49 4,38 4,30 4,32 4,32 4,32 4,22 4,43 4,70 state 3,08 3,32 2,30 3,22 2,73 2,95 3,41 2,68 3,46 3,11 3,81 3,19 3,62 3,19 2,59 2,70 3,24 3,05 3,05 2,92 2,43 2,78 2,73 3,16 2,54 2,95 3,49 3,41 2,49 1,92 P - S 1,46 1,30 2,40 0,32 1,95 1,54 0,48 1,78 0,95 1,27 0,41 1,22 0,92 1,30 1,79 0,98 1,50 1,10 0,95 1,43 2,27 1,71 1,65 1,14 1,78 1,37 0,83 0,81 1,90 2,78 Graph 1 Required and actually perceived level of motivation by THZ The THZ working in CHEMES a. s., Humenné also marked the basic pay, fair assessment of an employee and additional financial remuneration as poor motivational factors.
EVAL_EXTRA:Table 3 Comparison of required and actually perceived motivation by supervisors Seq. ~~~ n. Motivational factor 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. ~~~ 8. ~~~ 9. ~~~ 10. ~~~ 11. ~~~ 12. ~~~ 13. ~~~ 14.
EVAL_EXTRA:15. ~~~ 16.
EVAL_EXTRA:17.
EVAL_EXTRA:18.
EVAL_EXTRA:19. ~~~ 20.
EVAL_EXTRA:21. ~~~ 22.
EVAL_EXTRA:Atmosphere at a place of work Good working group Additional financial remuneration Physical intensity of work Job security Communication at place of work Trade name Opportunity to utilize own abilities Scope of employment and its type Acquaintance with working result Working hours Working environment Working output Working process Powers Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress / stress elimination at a place of work Required Actual Difference state 4,65 4,65 4,41 3,18 4,59 4,29 3,88 4,29 4,18 4,29 3,82 4,00 4,29 4,00 4,06 3,53 4,47 4,06 4,06 3,94 4,59 3,94 state P - S 3,12 1,53 1,06 3,59 1,53 2,88 3,35 -0,17 1,65 2,94 1,53 2,76 0,29 3,59 3,24 1,05 0,83 3,35 1,35 2,94 3,29 0,53 1,18 2,82 0,58 3,71 0,59 3,41 2,82 1,24 0,59 2,94 1,29 3,18 3,35 0,71 0,82 3,24 0,82 3,12 1,88 2,71 2,65 1,29 Seq.
EVAL_EXTRA:n. Motivational factor 23. ~~~ 24. ~~~ 25.
EVAL_EXTRA:26. ~~~ 27.
EVAL_EXTRA:28. ~~~ 29. ~~~ 30.
EVAL_EXTRA:Mental stress Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Required Actual Difference state 3,82 3,88 4,00 4,24 3,82 3,88 4,41 4,71 state P - S 3,00 0,82 1,00 2,88 1,59 2,41 3,24 1,00 0,53 3,29 0,82 3,06 1,76 2,65 2,59 2,12 Graph 2 Required and actually perceived level of motivation by supervisors In the relationship between the importance of motivators and employees´ satisfaction we observed the dissatisfaction in the group of supervisors as well as in the groups of THZ and workers with issues such as basic pay, additional financial remuneration and fair assessment.
EVAL_EXTRA:3.2 Creation of groups of motivationally oriented employees We made a statistic verification of motivational factors by means of cluster analysis.
EVAL_EXTRA:In order to analyze the similarities in the motivational profiles of employees for individual job groups (worker, THZ, supervisor) we applied the method of agglomerate hierarchic clustering. Its principle is that a group of elements gradually converge together, the nearest elements converge and in next steps more and more far-distant ones join.
EVAL_EXTRA:Graph 3 Hierarchic cluster analyses of motivational profiles of THZ and supervisors of CHEMES, a. s., Humenné Motivators of individual groups are very similar.
EVAL_EXTRA:The basic pay as a motivator occupies the top position in almost all groups, in groups number 4 and 5 its average value is 5. the members of the fifth group consider the factor of money the most important one, all three motivators are positioned at the top of the list and have a maximum average value 5.
EVAL_EXTRA:It is necessary to realize that if there are bad working relations at work place, the employees do not feel good in their collective and they are stressed, it influences their work performance and finally the business results of the company.
EVAL_EXTRA:
EVAL_EXTRA:7.
EVAL_EXTRA:Working output 8.
EVAL_EXTRA:Company vision 9. ~~~ Additional financial remuneration 10.
EVAL_EXTRA:Job security 6.
EVAL_EXTRA:Additional financial remuneration 7.
EVAL_EXTRA:Opportunity to utilize own abilities 8.
EVAL_EXTRA:9.
EVAL_EXTRA:Acknowledgement 10.
EVAL_EXTRA:Acquaintance with working result Fair assessment of an employee Job security Average s. ~~~ n. Motivational factor 4,67 4,60 4,60 4,53 4,53 1st group of THZ + supervisors Average s.
EVAL_EXTRA:n. Motivational factor s.
EVAL_EXTRA:n. Motivational factor 4,88 1.
EVAL_EXTRA:Atmosphere at a place of work 4,88 2.
EVAL_EXTRA:Fair assessment of an employee 4,75 3.
EVAL_EXTRA:Good working group 4.
EVAL_EXTRA:Attitude of a supervisor 4,75 5.
EVAL_EXTRA:Communication at a place of work 4,63 2nd group of THZ + supervisors s.
EVAL_EXTRA:n. Motivational factor 1.
EVAL_EXTRA:Good working group 2.
EVAL_EXTRA:3.
EVAL_EXTRA:Basic pay 4. ~~~ Atmosphere at a place of work 5.
EVAL_EXTRA:Attitude of a supervisor 3rd group of THZ + supervisors Average s. ~~~ n. Motivational factor s.
EVAL_EXTRA:n. Motivational factor 1.
EVAL_EXTRA:Basic pay 4,64 2.
EVAL_EXTRA:Opportunity to utilize own abilities 4,55 3.
EVAL_EXTRA:Communication at a place of work 4,55 4,45 4.
EVAL_EXTRA:Working output 5.
EVAL_EXTRA:Individual decision making 4,45 4th group of THZ + supervisors Average s. ~~~ n. Motivational factor s.
EVAL_EXTRA:n. Motivational factor 5,00 1.
EVAL_EXTRA:Basic pay 4,92 2. ~~~ 3.
EVAL_EXTRA:Good working group 4,83 4.
EVAL_EXTRA:Additional financial remuneration 4,83 5.
EVAL_EXTRA:Acknowledgement 4,83 5th group of THZ + supervisors s.
EVAL_EXTRA:n. Motivational factor 1.
EVAL_EXTRA:Additional financial remuneration 5,00 5,00 2.
EVAL_EXTRA:5,00 3.
EVAL_EXTRA:Basic pay 4.
EVAL_EXTRA:Good working group 4,88 4,88 5. ~~~ Average s. ~~~ n. Motivational factor Fair assessment of an employee Job security Job security Fair assessment of an employee 6. ~~~ 7. ~~~ Additional financial remuneration 8. ~~~ 9. ~~~ Attitude of a supervisor 10.
EVAL_EXTRA:Powers Job security 6.
EVAL_EXTRA:Attitude of a supervisor 7.
EVAL_EXTRA:Fair assessment of an employee 8.
EVAL_EXTRA:Atmosphere at a working place 9.
EVAL_EXTRA:Communication at a working place 10.
EVAL_EXTRA:Education and personal development Average 4,63 4,63 4,63 4,50 4,50 Average 4,47 4,47 4,47 4,40 4,33 Average 4,45 4,36 4,36 4,36 4,27 Average 4,83 4,75 4,67 4,67 4,67 Average 4,88 6.
EVAL_EXTRA:Working hours 4,88 7.
EVAL_EXTRA:Attitude of a supervisor 4,75 8.
EVAL_EXTRA:Opportunity to utilize own abilities 4,75 9.
EVAL_EXTRA:Mental stress 10.
EVAL_EXTRA:The results of cluster analyses showed that not only currently implemented motivational factors must be developed but also it is necessary to create some space for application of other critical motivators. ~~~ At present the company motivates all its employees in the same way and implements the motivational factors such as: remuneration and assessment, education and communication.
EVAL_EXTRA:REFERENCES Š1Ë Bajcura, A.: Teória a prax riadenia v súčas ných podmienkach rozvoja ekonomiky.
EVAL_EXTRA:Bratislava: Vydavate?stvo a nakladate?stvo ROH, 1985 Š2Ë Heller, R.: Príručka manažéra.
EVAL_EXTRA:Ikar, Bratislava 2005, ISBN 80-551-0882-X Š3Ë Hitka, M.: Metodika analýzy motivátorov v podnikoch DSP.
EVAL_EXTRA:TU Zvolen, 2004.
EVAL_EXTRA:ISBN 80228-1331-1 Š4Ë Koubek, J.: Personální práce v malých pod nicích.
EVAL_EXTRA:Grada, Praha 1996, ISBN 80-247-0602-4 Š5Ë Kolektívna zmluva na rok 2007, interný mater iál, odbor personálnych činností CHEMES, a.s. Š6Ë http://www.dieradosveta.sk Š7Ë http://www.wikipedia.org Š8Ë http://www.xenium.sk Note: This work is a result of solution of the project titled VEGA 1/4647/07 Dynamic Model of Human Potential Motivation Book review CONTROVERSIES OF LEADERSHIP Leposava Grubić Nešić (2008), Knowing How to be a Leader, Novi Sad: AB Print, ISBN 978-86-907943-1-7 Questioning the theory and practice of leadership is important for a number of reasons.
EVAL_EXTRA:These are, most often, the requirements of the task, the expectations and the behaviours of the persons of the same rank and of the employees, the given organizational policy and culture. ~~~ A broader interpretation within this theory is offered in Hersey-Blanchards situational model of leadership oriented towards the study of the followers willingness to take responsibilities, skills, capabilities and experience required to accomplish a task.
EVAL_EXTRA:She infers the differences in the behaviours of the male and female leaders on the basis of the identification and self-authorisation criteria. ~~~ Here she states that men leaders, opposite to women, identify themselves with others more easily (similar to them B. R. Nj.), especially in cases of non-ethical behaviour; they also have a higher perception of self-authorisation, i.e., the feeling that they command more authority compared to others.
EVAL_EXTRA:
EVAL_EXTRA:
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EVAL_EXTRA:Doc. dr Biljana Ratković Njegovan (Prof. dr Maja Levi Jakšić) Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1. ~~~ INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3]
EVAL_EXTRA:Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor UDC 005 ISSN 1820-0222 2009 - 52 Number 52, Year XIV September 2009. ~~~ Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Interna tional Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Econ omics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sci ences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak R epublic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educat ion, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿ fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820 -0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Diversity of specific quantitative, statistical and social methods, techniques and management models in management system Gheorghe Savoiu, Ondrej Jaško, Mladen Čudanov Operational risk management in financial services and the new Basel accord Vesna Bogojević Arsić Metadata and website design for statistical data dissemination Miroslav Hudec, Pavol Buchler Advantages and disadvantages of project financing Sladjana Benković, Miloš Milosavljević Process approach as a basis for BSC implementation and improving of organizational performance Zoran Radojević, Ivan Stefanović, Dragana Velimirović Advertiser perception of the internet as a marketing communication vehicle: Case study Khalid Alrawi The strategy of the international monetary fund in financing its member countries Slobodan Marković, Biljana Lazić Bond yields and yields variations on bonds in Montenegro Vladimir Kašćelan, Borko Božović Diversity of Specific Quantitative, Statistical and Social Methods, Techniques and Management Models in Management Sistem UDC: 005.3 Gheorghe Savoiu1, Ondrej Jaško2, Mladen Čudanov2 1Faculty of Economic Science, University of Pitesti 2Faculty of Organizational Sciences, University of Belgrade The application of specific methods of various backgrounds in management increases over time.
EVAL_EXTRA:The methods of stimulating the personnels creativity within the organization, as a result of an interweaving with the psycho-sociological disciplines, as well as those of communication and public relations, combine some simple, yet efficient techniques in many concrete situations, which call for creativity; their relevance here is that of establishing new relations between people, things and ideas Š1Ë, and also creating new connections: a1. the technique of forcing thinking, or Alex Osborns checklist consists in reviewing all the aspects of a problem or issue, on the basis of a list, the aims of which are primarily to facilitate transforming the problem through operations used in a different manner, or bearing a different sense, such as similarity, modification, augmentation, diminution, replacement, rearrangement, reversing, combination and dissociation; furthermore, it can generate different perspectives on the respective problem; a2. the technique of the list of attributes or of the qualitative list consists in drawing a list of attributes or qualities that an object or a problem has, then trying to change or modify each attribute or group of attributes in a number of modalities as large as possible (it is the modern variant of Alex Osborns list, developed by Robert Platt Crawford). a3. the technique of the case studs represents the simplest, yet most efficient variant of making the participants directly confront a real-life, genuine situation, taken as a typical example, representative of a whole set of challenging, problem-posing situations and events; a4. the technique of the question why?, and the technique of repeatable questions represent another two very techniques of creativity stimulation, consisting in developing a subject by means of questions; the former, which is quite old and comes from Asia, helps to solve the problem that eluded the managers attention, in a first stage, as the latter is a bit more nuanced, and the questions are asked to emphasize a certain direction, be it causal, relational, successive, oscillating, etc.; a5. the technique of the cause and effect diagram, similar to the fishbone-maps technique, which gives the possibility of evincing the sources of a problem, issue, event or result, being used as a group technique, as a creative process of generating, organizing and attentively analysing the causal mechanism of an effect, both major (i.e. the main causes), and minor (i.e. the secondary causes); a6. the technique of solving the problems in a processrelated manner, using seven steps structures the reaction to a certain problem in several steps, which cover the function of managerial decision-making, in four major steps, i.e. planning the decision (in keeping with the following steps: step I identifying the problem and the necessary changes, as well as minutely describing the problem, step II describing the processes and relationships through drawing a map, setting the performance standards, step III making a diagram that includes the causes and effects of the problem, or a tree of the problem, and step IV conceiving a detailed action plan starting from the solutions found), implementing the decision (exclusively through step V, i.e. communication of the plan to the parties involved, and to the parties interested, as well as application of the steps planned, and monitorizing that application), evaluation of the impact of the decision made (which only consists of step VI, i.e. review and evaluation of implementation and of the changes produced through comparing them to the performance standards), and the final step, i.e. improvement, or adjustment of the effects of a future decision (made up of a single step, step VII, i.e. reflection on the basis of the new information, evaluation of the entire process, and improvement of it, where a similar future situation needs better results). a7. the technique of free association is based on the flow of the conscious ideas that can be inferred, and along the network of associations of a linear type (in accordance with the principle the each idea that emerges through association starts from the previous idea), and also of a radial type (each new idea has its origin in the central idea, not in the previous one hence the name of this technique, star bursting or stellar explosion). a8. the technique of the metaphor, or the technique of lateral thinking, consists in representing the problem in a non-conventional manner, which resignifies it in order to change the participants mood, their rhythm of work, in order to stimulate creativity through novelty and the sheer challenge of the task, to underline the practical side of the process, as the technique generates strong artistic and jocular / play-related implications, and assuming a written form (story, essay, etc), graphical (diagrams, collage, etc.), spatial or three-dimensional (sculptures, model constructions, etc.), sonorous (tunes, songs, etc.), kinetic (drama, mimicry, etc.). a9. brainstorming Š2Ë is a two-step technique, the former step pursuing the generation of ideas and their expression as freely as possible, without any judgment/evaluation being done, and the latter seeks to create a free, associative atmosphere, that of a creative group, through assessing the quality of the ideas after all the ideas have been expressed.
EVAL_EXTRA:The essence of brainstorming lies in separating and specifying / lending precision to the psychological operations present in the act of creation, so as to maximized the efficiency of each of those, gradually turning the organization into a milieu/ environment favourable to idea-production and contagion through chain-association (by means of creative groups). a10. the Frisco technique is a staged variant of brainstorming that is characterized by the fact that the participants plays roles imposed upon them (managerial roles in essence), which cover a certain dimension of the managerial personality, from a multiplied perspective, offering new solutions for the complex and difficult problems of the organization, by using simple and efficient ways.
EVAL_EXTRA:Acting is based on different parts, in keeping with the colour of the hat chosen, and so the technique of the thinking hats becomes one belonging to the interactive type, derived from brainstorming, yet retaining the elements characterizing it as a technique of stimulation of the participants creativity; A11.brainwriting is different from brainstorming through the mandatory written form of the generation and capturing of the ideas, thus desinhibiting the fear of ridicule, the dominating tendencies of certain people, the potential conflicting situations, etc. a12. the technique of the nominal group takes over, in order to annul the effect of antagonistic arguments, the best of both brainstorming and brainwriting, but in addition presupposes using a group made up of people who do not know one another, and who were brought together in order to solve a certain problem; a13. the technique of the Philips 66 reunion represents a temporally condensed variant of brainstorming, in which the object of consultation is not merely individuals, but teams made up of (usually 6) individuals; the duration of the talks is very short, as a consequence of allotting at most one minute per participant in order to express their opinions); a14. the technique of the panel reunion is a participative management technique, the grounding of which remains the permanent dialogue, having the character of a debate between two groups of people who met to make certain decisions concerning the range of problems specific to the organization.
EVAL_EXTRA:The frequent case when the panel reunion is applied is reflected by the activity of the boards of administration in their relations with the shareholders general assembly; a15.
EVAL_EXTRA:Very much as Osborns brainstorming is recommended when there are several ideas, so Gordons technique is recommended for selecting one single idea, or in identifying an entirely new solution; a16. synectics, a technique developed by the same William Gordon, also called the method of the analogies, brings together completely different elements to formulate ideas and hypotheses, through the reasoning of analogy (its name comes from Greek synectikos, which can be translated as bringing together various/ different elements, which in fact suggests the very fundamental principle of the method, namely the association of apparently unrelated ideas).
EVAL_EXTRA:Specific statistical methods connected to efficiency B. ~~~ The specific statistical methods of managerial analysis starting from the criteria of efficiency are the result of integrating careful statistics and economics with ecological analysis within the contemporary methodical arsenal of the organization manager, and they include: b1. the method of energy analysis, which is based on the method of the energy balance, focuses on assessing the potential of energy conservation, establishing an optimal level of that potential, and consequently on setting up an optimal managerial decision regarding the conservation of energy by having recourse to coherent measures. ~~~ Cassette no 1.
EVAL_EXTRA:The general equation of a quantitative energy balance is a reflection of the content of the first principle of thermodynamics, which is expressed in a nutshell by the following formulation: the sum of all the quantities of energy entering (SWI) the contour of the flow of executing the product or of the firms activity (defining energies of every form, expressed in the equivalent of only one form of energy) is equal to the sum of all the amounts of energy coming out (SWE) of the same contour: S WI = S WE .
EVAL_EXTRA:As part of the energy that comes in (SWI) two major components are defined, namely the energy effectively entered into the contour from the outside, and the thermal energy generated from the inside through exothermal chemical reactions (when such energies occur effective ly); likewise, within the energy gone out (SWE) two other significative components are defined, through the effectively used energy, and the energy lost from the contour.
EVAL_EXTRA:The energy used or valued in a useful / efficient manner within the contour of the flow of executing the product is, in its turn, divided in two components, in keeping with the main technological flow, directly generating the product of the firm, and other processes or secondary flows of the firm.
EVAL_EXTRA:Thence several conceptualizations appear Š5Ë, useful for making the energy analysis, defined as energy efficiency rate: 1. the global efficiency rate = the efficiently used energy / the energy coming from the outside, and generated within the contour, 2. the internal global efficiency rate = the efficiently used energy in the main technological flow / the energy coming from the outside, and generated within the contour, 3. the economic efficiency rate = the efficiently used energy / the energy entering the contour from the outside, 4. the internal economic efficiency rate = the energy efficiently used in the main technological flow / the energy entering the contour from the outside.
EVAL_EXTRA:The specific consumption (cX) of energy W for executing a unit of product x, realized in the total quantity Q, is a final indicator significative for the energy balance, defined by the relation: c x = SW / Q x . b2. the method if exergetic analysis appeared with a view to improving the method of the energy balances, as a means of investigation and calculation having energy and ecological implications.
EVAL_EXTRA:Exergy evinces the quality of energy, a type of energy being all the more valuable as it contains more exergy.
EVAL_EXTRA:Anergy underlines, in the current stage of scientific knowledge, the lack of the capacity of transforming a certain kind of energy.
EVAL_EXTRA:The general equation of a exergy balance validates both the principle of the conservation of energy, and the quantitative energy balance (or energy balance proper), and the principle of the degradation of energy during the irre¬versible transformations, and is virtually identical to the equation of the energy balance, except fort he fact that each component of energy is in turn divided, within the exergy balance, into exergy (E) and anergy (A), so that: W = E + A , and S W = S (E + A) Thus appear the exergy deficits (DE), and the anergy surpluses (DA) at the exit from the contour of the flow of execution of the product, or of the firms activity, the former indicating the size of the transformations irreversibility, and being equal to the latter within the contour (DE) = (DA).
EVAL_EXTRA:The exergy deficit (DE) can be reduced through managerial decisions aiming at thermodynamic improvements of the contour, the rational direction of the energy flows, augmenting the efficiency of the energy transformation rates, and through turning to account the secondary energy resources. b3. the analysis of the restrictions and of the synchronous production, initiated by Goldratt Eliyahu, develops a set of programmes that organize and structure the activities within the economic processes, in the natural hypothesis of the limitation of the resources, tools and materials, machinery and equipment, personnel, and of any other restrictions which can affect the possibility for an organization to realize a certain production programme, thus laying the foundation of a new specific management method, briefly designated by the name of the method of the restriction analysis.
EVAL_EXTRA:In analysing restrictions the following notions are also used: drum, buffer, and rope.
EVAL_EXTRA:If the production system contains a tight spot, this is the best checking point, and it will be called a drum, because it sets the rhythm in which the rest of the system (or those parts that it influences) works (or beats).
EVAL_EXTRA:Putting and maintaining, before the tight spot, a buffer appears as an immediate necessity, in order to permanently ensure something to work on, as the production of this tight spot determines the firms turnover.
EVAL_EXTRA:Likewise, within the flow, communication will be made upstream, in order to prevent a large stock forming, which would immobilize the firms money.
EVAL_EXTRA:However, the support of information, or negentropy, appears as being a practical solution by means of extending, through knowledge, the traditional resources available, or via substituting them for new resources. b5. value analysis Š8Ë or value engineering constitutes one of the most interesting specific management techniques, which ensures the necessary balance between the use values projected, and the costs due/appropriate to their execution; they are defined through expressly analysing the product, the function of the product and its use value.
EVAL_EXTRA:The range of the problems related to dimensioning the functions, from both the technical and the economic standpoint, is determinant in value analysis.
EVAL_EXTRA:The correct evaluation of the level to which a function is realized, by means of the characteristic measuring units, is called the technical dimensioning of the product function.
EVAL_EXTRA:The economic dimensioning of the functions presupposes the analysis of the product submitted to value analysis, from the producers point of view, determining the means or resources consumed for the realization of the product, as well as its cost.
EVAL_EXTRA:In applying value analysis, the following steps are taken in economic practice: the stage of the preparatory measurements, the analysis of the social need, the analysis and evaluation of the existing situation, the conception or re-conception of the product, approval of the optimal solution, the execution, and the checking of the application.
EVAL_EXTRA:Value analysis represents a method having a very special character of generalization.
EVAL_EXTRA:The method of value analysis, or value engineering, can be applied to any product, organization, and even managerial system, going beyond its boundaries, and proving apt to successfully being tailored for the whole social and political system.
EVAL_EXTRA:Value analysis or value engineering imposes a new type of approach in organization management, responding to the components of the system through the intermediary of their functionality, and ignoring managerial procedures, and even the existing organizational structures, built exclusively on productive-constructive bases, which can lead to obtaining spectacular results, to improving the performances of the system, and increasing its economic potential.
EVAL_EXTRA:This brief historical sketch of value analysis emphasizes perhaps one of the most promising specific management methods, in the perspective of an expected resource crisis.
EVAL_EXTRA:In order for the product to work properly in the conditions when substitute materials were used, all of them had to be re-designed.Š9Ë The theory of value analysis, succinctly described by L.D. Miles, presupposed defining the notion of product value starting from the difference of content which that notion involved, for the buyer, and for the producer.
EVAL_EXTRA:The two notions can merge into only one simple notion, that of value, which additionally implies the conclusion that the value of the product can be augmented either through diminishing the value-for-the-producer, or the cost value, or through increasing the value-for-the-buyer, or multiplied through both variants, cumulated in point of effects.
EVAL_EXTRA:This is, succinctly and in rather general terms, the concept of value elaborated at the General Electric Company, which also achieved, over a very short interval, important annual savings.
EVAL_EXTRA:This procedure of analysis of the firm General Electric was taken over by the Ford corporation, after 1958, and then by the companies coordinated by the Department of the USA Air Force, and, subsequently, by an increasing number of American companies, and, beginning with the year 1960, by some European firms.
EVAL_EXTRA:Nearly a decade after the emergence of the method, new extended solutions appeared at General Electric.
EVAL_EXTRA:To begin with, the typology of values was diversified, so the theory acknowledged the existence of four categories of values, namely: use value, estimation value, cost value, and exchange value.
EVAL_EXTRA:The first two categories synthesize the minimal costs necessary in order to configure the defining functional and psycho-sensorial attributes or characteristics of the product.
EVAL_EXTRA:In estimating quality by means of value, the product is redefined as the ensemble of utilities, and of relationships with its users.
EVAL_EXTRA:The other values, bringing together the production costs, or those recognized through exchange, are evaluations realized not in proportion to the material costs, but rather in proportion to the satisfaction the buyer gets after using the product.
EVAL_EXTRA:A first significant result of the method was that many manufacturers were tempted to use substitute materials.
EVAL_EXTRA:L.D. Miles set up a team made up of specialists coming from various compartments involved in designing a product, with a view to methodically and systematically analyzing the value of the designed and manufactured product.
EVAL_EXTRA:In the sixth decade of the last century, H. Erlicher, who had, in the meantime, become the Secretary of the Armed Forces, used his position to extend the method of value analysis.
EVAL_EXTRA:Yet, the method was simultaneously utilized by the USA Navy Office, who initiated a target-programme aimed at reducing the costs of the ships and adjoining equipment, as early as the design phase, which yielded excellent results in the years 1955 and 1956.
EVAL_EXTRA:The year 1956 was in fact the year when value analysis, now alternatively defined as value engineering in the activity of design, substantially developed thanks to the US Secretary of Defence, Robert McNamara.
EVAL_EXTRA:Using value analysis led to eliminating many unjustified costs, in direct proportion to the use value of the product; in only five years, the amount saved rose to something like over $14 million..
EVAL_EXTRA:Value analysis is also defined through a number of fundamental principles: I the principle of functional analysis, in keeping with which the functional characteristics are much more important than the structural ones, II the principle of the double dimensioning of the functions, namely their technical dimension expressed through specific technical measuring units, and the economic dimension expressed through costs, III the principle of the maximization of the ratio between the use value and cost (increasing the products competitiveness through maximizing the use value in parallel to minimizing the costs), IV the principle of the final hierarchization of the products functions, starting from the simple relation of ordering S* = S S / P, where S* represents the average rank of importance, of the individual level of importance S allotted through order numbers, resulting from the number of analysis matrixes of the P type (assigning the level of importance is called up in proportion to the number of functions that define the product) Š10Ë V the principle of the systemic approach to use value, as the newly created products, on the whole, respond to certain individual/social needs, but not at any rate their subsets or components parts.
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EVAL_EXTRA:Specific statistical methods connected to previsioning Revisions represent an interesting sociological answer, but mainly a mathematical and statistical one, given to management in order to help it design and plan decision-making and organizational alternatives more easily, either as individual techniques, or as ensembles of techniques that are rather various, yet homogeneous through the object predicted: c1. the Delphi technique provides contiguity in solving a problem, by the agency of addressing questionnaires, or even rounds of questionnaires, to people who are at a considerable distance from one another (as a rule, experts in the domain under investigation, and, more rarely, a number of people who are directly interested); the aim of this technique is also to extract an organizations problems, and in order to make sure the initiative or the move will work, it is imperative to clearly establish the domain and the precise delimitation of the problem, the judicious choice of the participants, the processing, the synthesis, the interpretation and the presentation of the answers with a lot of competency, as well as allowing the participants sufficient time to answer; c2. the set of the technological previsioning techniques comprises various techniques, from the technique of the scenarios, the pattern technique, the morphological technique, the technique of the matrix of discoveries, possessing a higher degree of use in the organizations managerial practice, to the technique of technological prevision through analogy, the technique of the precursory events, the technique of international comparation, and even the technique of opinion polls / canvassing, whose utilization is relatively lower in point of frequency.
EVAL_EXTRA:The technique of the matrix of discoveries makes predictions through combining only two factors (either both technical or technological, or one technical or technological and the other economic); c3. the set of the techniques of trend estimation combines the statistic techniques of adjustment and extrapolation of the chronological series of data; c4. the set of the techniques of stochastic and econometric modelling puts into effect variegated statistical and mathematical techniques, starting, in principal, from the technique of self-regressive modelling and the technique of econometric modelling.
EVAL_EXTRA:The typical methods of the managerial activity are the methods of maximal organizational generalization, and they include: d1. the meeting, or reunion (both names, although different, designating the same institutionalized form of dialogue, taking place in keeping with pre-established rules, where, through the confrontation of the participants opinions, regulations and rules are set/established, and decisions are made; simultaneously, it also becomes the solution that usually serves the communication problems); d3. the control panel is a useful technique, notably in top organization management, interested in possessing synthetically, simple and prompt situations concerning the general state, as well as the organizations time and space performance.
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EVAL_EXTRA:This integration of natural phenomena and their consequences is mathematically specified as exposure: Risk = Hazard x Vulnerability x Value. d2. the delegation (a decision that transfers tasks to the collaborators, especially in the periods of managerial over-occupation, and develops a favourable climate for amplification of the subordinates initiative); Evaluating the social and economic impacts of natural catastrophes involves a number of different disciplines ranging from earth and weather sciences, to management, economics, mathematics, statistics, physics, engi neering, demography, etc.
EVAL_EXTRA:REFERENCES Š1Ë Dumitrescu, M., Altar, M., Bran, P., Barbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedica, Bucuresti.
EVAL_EXTRA:Š2Ë Osborn, A.,(1980), Wake Up Your Mind!
EVAL_EXTRA:101 Ways To Develop Creativeness, Charles Scribners Sons New York, (an edition reprinted after the original 1952 variant), page 34.
EVAL_EXTRA:The authors synthetic formulation best describes the essence of the method: If you try to get, at the same time, from the same tap, warm water and cold water, all youll get will be lukewarm water.
EVAL_EXTRA:If you try to criticize and at the same time create, you will not be able to criticize dispassionately, nor will you be able to generate ideas with enough warmth.
EVAL_EXTRA:Š3Ë Edward de Bono,(1970), Lateral Thinking: Creativity Step by Step, Harper and Row, New York.
EVAL_EXTRA:Š4Ë Gordon,W.,(1961),Synectics: The Development of Creative Capacity, Harper and Row, New York.
EVAL_EXTRA:Š5Ë Preda, G., Lutu, M.,(1998) Management si know-how.
EVAL_EXTRA:Utilizarea eficienta a resurselor energetice si materiale, Editura S.C. Romcartexim S.A., Bucuresti, , pp.100-135. ~~~ Š6Ë Z.,Rant, (1964), Exergie end Anergie.
EVAL_EXTRA:Wissenschaftliche Zeitschrift der TU Dresden, pp.1145-1149. ~~~ Š7Ë Naftanaila, I., (2004), Managementul restrictiilor.
EVAL_EXTRA:Sinteza, Editura A.S.E., Bucuresti, pp 4 5.
EVAL_EXTRA:Š8Ë Value analysis developed as a result of an initiative appeared in the 1950s, within the American firm General Electric.
EVAL_EXTRA:The supply director of theat firm, namely H. Erlicher, remarked that in many cases coming back to the original projects, for which scarce material were provided, was not justified, as the new products functioned as well as the older ones, and especially at much smaller prices.
EVAL_EXTRA:The target of reducing the costs in the conditions of a qualitative level that was at least constant, established as a poit of reference, was transmitted as an objective to L.D.Miles, the head of the supply service of on eof the companys divisions, based in Baltimore.
EVAL_EXTRA:Taking into account a number of aspects concerning the costs of the current products, but also the costs of the new products, in 1947, L.D.Miles elaborated a specific, functiononal and systematic method of management for decreasing costs, which he called value analysis.
EVAL_EXTRA:Š9Ë If L.D. Miles used the name of value analysis, or search for value, subsequently the Navy Office of the American Fleet used the term of value engineering in order to describe value analysis in the design / project stage.
EVAL_EXTRA:Thus a confusion appeared, which lasted for a long time.
EVAL_EXTRA:The terms in question are utilized to indicate the stage for which the procedure is applied (i.e. an already existing product, or at the level of product con¬ception/design).
EVAL_EXTRA:Š10Ë Ionita, I., (1984), Analiza valorii, Editura Stiintifica si Enciclopedica, Bucuresti, pp.11.
EVAL_EXTRA:Š11Ë Danaiata, I., Bibu, N. A., Prediscan, M., (2002), teoretice, Editura Mirton, Management.Bazele Timisoara, pp. 295-296 Š12Ë Iwan, W.D, (1998), Mitigation Emerges as Major Strategy for Reducing Losses Caused by Natural Disasters, Science Vol 284, pp. 1947 1963.
EVAL_EXTRA:Š13Ë Grothmann,T.,Reusswig, F.,(2006), People at Risk of Flooding: Why Some Residents Take Precautionary Action While Others do not, Natural Hazards 38: 101120, DOI 10.1007/s11069-005-8604-6.
EVAL_EXTRA:Operational Risk Management in Financial Services and the nev Basel Accord UDC: 005.334 Vesna Bogojević Arsić Fakultet organizacionih nauka, Jove Ilića 154, Beograd, bogojevic¿fon.bg.ac.yu XI International Symposium SymOrg 2008.10th-13th- September 2008. ~~~ Belgrade, Serbia Today's turbulent financial markets, growing regulatory environments, and increasingly complex financial systems have led risk managers to realize the importance of measuring and managing Operational Risk.
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EVAL_EXTRA:Strategic and reputational risks are not included in this definition.
EVAL_EXTRA:The four operational risk categories are further clarified as follows: People, Process, Systems and, External.
EVAL_EXTRA:Table 1: Basel Business Line Classification INVESTMENT BANKING BANKIING OTHERS Corporate Finance Trading and Sales Retail banking Commercial banking Payment and Settlement Agency Services and Custody) Asset Management Retail Brokerage Table 2: Basel Loss Event Type Classification Event-Type Category (Level 1) 1.
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EVAL_EXTRA:Internal Fraud 2.
EVAL_EXTRA:External Fraud 3.
EVAL_EXTRA:Employment Practices&Workplace Safety 4.
EVAL_EXTRA:Clients, Products&Business Practices 5.
EVAL_EXTRA:Damage to Physical Assets Subcategories (Level 2) Unauthorized Activity Theft and Fraud Theft and Fraud Systems and Fraud Employee Relations Safe Environment Diversity&Discrimination Suitability, Disclosure&Fiduciary Improper Business or Market Practices Product Flaws Selection, Sponsorhip&Exposure Advisory Activity Disasters and other events 6.
EVAL_EXTRA:The New Capital Accord identifies three methods for calculating operational risk capital charge, with increasingly sophistication and advanced qualitative criteria: On the other hand, standardized approach suggests that different business lines are assigned individual gross activity measures and the regulators determine the appropriate fixed multiple (beta) to calculate the regulatory capital requirement.
EVAL_EXTRA:Basic Indicator Approach (BIA), (2) Standardized Approach (STA) and, (3) Advanced Measurement Approach (AMA).
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EVAL_EXTRA:The values of the betas for the corporate finance (ß1) trading and sales (ß2) and payment and settlement (ß5) are 18%; for the commercial banking (ß4) and agency services (ß6) are 15% and; for the retail banking (ß3), asset management (ß7) and retail brokerage (ß8) are 12%.
EVAL_EXTRA:Table 3: Mapping of Business Lines Level 1 Corporate Finance Trading & Sales Level 2 Corporate Finance Municipal/Government Finance Merchant Banking Advisory Services Sales Market Making Proprietary Positions Treasury Activity Groups Mergers and acquisitions, underwriting, privatizations, securitization, research, debt (government, high yield), equity, syndications, IPO, secondary private placements Fixed income, equity, foreign exchanges, commodities, credit, funding, own position securities, lending and repos, brokerage, debt, prime brokerage Retail Banking Retail lending and deposits, banking services, trust and estates Retail banking Private Banking Card Services Private lending and deposits, banking services, trust and investment advice Merchant/commercial/corporate cards, private labels and retail Commercial Banking Payment and Settlement* Commercial Banking Project finance, real estate, export finance, trade finance, factoring, leasing, lending, guarantees, bills of exchange External Clients Payments and collections, funds transfer, clearing and settlement Level 1 Agency Services Asset Management Level 2 Custody Corporate Agency Corporate Trust Discretionary Fund Management Non-Discretionary Fund Management Activity Groups Escrow, depository receipts, securities lending (customers) corporate actions Issuer and paying agents Pooled, segregated, retail, institutional, closed, open, private equity Pooled, segregated, retail, institutional, closed, open Retail Brokerage Retail Brokerage Execution and full service Source: BCBS, International Convergned of Capital Measurement, Annex 8, pp. 302 * Payment and settlement losses related to a banks own activities would be incorporated in the loss experience of the affected business line.
EVAL_EXTRA:According to advanced measurement approach, there is a range of internal approaches currently under development, which may be broadly categorized as: Internal Measurement Approach (IMA), Loss Distribution Approach (LDA) and, Scorecard Approaches.
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EVAL_EXTRA:In order to qualify for the advanced measurement approach, the approach must have a sound quantitative basis. internal efforts to allocate economic, as opposed to regulatory capital.
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EVAL_EXTRA:Allocating capital based on simple aggregate activity measures, fails to distinguish between well-run and poorly-run units.
EVAL_EXTRA:The basic components of the operational risk framework are: (1) Risk identification&assessment, (2) Risk quantification & measurement, (3) Risk analysis, monitor & reporting, (4) Risk capital allocation and, (5) Risk management & mitigation.
EVAL_EXTRA:Operational Capital at Risk (CaR) (both regulatory and economic capital) is calculated for every line of business, to protect for unexpected losses at a certain time horizon and percentile, e.g., 1 year 99.9% operational VaR. Risk management & mitigation consists of sophisticated alternative risk financing and transfer arrangements (through insurance programs), as well as updated business continuity plans.
EVAL_EXTRA:The information support for operational risk management The data needed for operational risk management is insufficient and inconsistent.
EVAL_EXTRA:5.2. ~~~ External data provision and operational risk management Operational risk data is unique in the financial world because operational risk events often occur in private, out of the public eye.
EVAL_EXTRA:The use of external loss data can also strengthen and extend the knowledge that has been gleaned from internal data gathering. ~~~ With more public understanding of the magnitude and frequency of operational risk events, stakeholders will become less sensitive to these events and not use operational risk losses as a proxy for bad management.
EVAL_EXTRA:A typical time horizon is one year. ~~~ The better the data, the more reliable the resulting VaR figures are.
EVAL_EXTRA:Finally, possible correlations between operation risks and market and credit risk should be investigated as well. services institutions serious and careful operational risk consideration, can lead to relief of capital charges and reduced corporate insurance premiums. ~~~ 7.
EVAL_EXTRA:Finally, financial REFERENCES Š1Ë Chorafas, D.N., Operational Risk Control with II Basic Principles and Capital Basel Requirements, Elsevier Butterworth-Heinemann, Oxford, 2004.
EVAL_EXTRA:Š2Ë Basel Committee on Banking Supervision, International Convergence of Capital Measurement and Capital Standard A revisted framework Comprehensive version, Basel, June 2006, http://www.bis.org Š3Ë Condamin, L., Louisat, J.P., and Naim, P., Risk Quantification Management, Diagnosis and Hedging, Wiley&Sons Ltd, West Sussex, 2006. ~~~ Š4Ë Hussain, A., Managing Operational Risk in Financial Markets, Butterworth-Heinemann, Oxford, 2000.
EVAL_EXTRA:Š5Ë Todinov, M., Realibility and Risk Models Setting Realiability Requirements, Wiley&Sons Ltd, West Sussex, 2005.
EVAL_EXTRA:Metadata and Website Design for Statistical Data Dissemination UDC: 004.738.12:519.22 Miroslav Hudec, Pavol Büchler INFOSTAT, Institute of Informatics and Statistics, Bratislava, Slovakia Dissemination of statistical data targeting to web-based audience is one of inevitable requirements for statistical organisations.
EVAL_EXTRA:Such navigation helps users to obtain adequate data more efficiently.
EVAL_EXTRA:MF/013261/2008-132 on the way of design of information systems and websites for public administration (national regulation).
EVAL_EXTRA:Figure 2: Selected domain of indicators and municipality MO[/MIS Figure 2 contains also metadata but the main stress in on data.
EVAL_EXTRA:The website was realised in frame of the European Urban Audit project.
EVAL_EXTRA:All indicators are same for both years which allow compact presentation of surveys.
EVAL_EXTRA:In the case of older censuses (19211971) the selected paper documents were used as data sources.
EVAL_EXTRA:They were digitised and transformed into HTML format.
EVAL_EXTRA:Figure 4: The territory navigation tree, list of tables and the selected table of results 1991 census This table presents quantitative values in intersection of one regular and one hierarchical subdivision of categories and shows their relation to both subdivisions of categories.
EVAL_EXTRA:Grid lines are used to make easier to perceive differences in the lengths of bars.
EVAL_EXTRA:The Y-axis starts at zero value, what means that bar length expresses nominal values.
EVAL_EXTRA:The MOŠ/MIS website is one of the most visited websites on the Statistical Office web, what proves that the MOŠ/MIS website is a useful source of the statistical information concerning territorial units of the Slovak Republic.
EVAL_EXTRA:As for the Censuses website, its first version is finished and placed on the INFOSTAT website.
EVAL_EXTRA:The common points are analysed with regards to fuse descrip Management of Statistical Information Systems (MSIS), Geneva, 2007.
EVAL_EXTRA:Š5Ë Hudec M., Web aplikacije za prezentovanje sta tističkih podataka, Symorg, Zlatibor, 2006.
EVAL_EXTRA:Š6Ë Ivory M., Megraw R., Evolution of Web Site Design Patterns, ACM, Transactions on Information systems, V. 23, N0.
EVAL_EXTRA:4/2005 (463-497), New York, 2005.
EVAL_EXTRA:Š7Ë Inmon W., ONeil B., Fryman L., Business Metadata - Capturing Enterprise Knowledge, Morgan Kaufmann Publishers, 2007.
EVAL_EXTRA:Š8Ë Nordbotten S., Metadata about editing and accuracy for end-users, Statistical data editing - inpact on data quality, Volume 3 (186-194), United Nations Statistical Commission and Economic Commission for Europe, United Nations, New York and Geneva, 2006.
EVAL_EXTRA:Š9Ë Schrey E., Web-based data dissemination services of the statistical information system Genesis, Joint UNECE/Eurostat/OECD Meeting the Management of Statistical Information Systems (MSIS), Geneva, 2004. on Š10Ë United Nations Statistical Commission and Economic Commission for Europe, Guidelines for internet, Conference of European statisticians, Geneva, 2000. statistical metadata on the Š11Ë United Nations Statistical Commission and Economic Commission for Europe, Best practices in designing websites for dissemination of statistics, Conference of European statisticians, Geneva, 2001.
EVAL_EXTRA:Š12Ë Ward D., Draft metadata content standards for statistical metadata on the internet, Joint UNECE/Eurostat/OECD work session on statistical metadata (METIS), Geneva, 2004.
EVAL_EXTRA:Š13Ë http://www.iaidq.org/main/glossary.shtml, accessed on February, 2008. tive metadata with metadata for search and navigation into appropriate website design.
EVAL_EXTRA:REFERENCES Š1Ë Doucek P., Metainformační systémy a jejich úloha v rozhodovacím procesu, Statistika N0.
EVAL_EXTRA:4/2005 (344-352), ČSU, Praha, 2005. ~~~ Š2Ë Few S, Show me the numbers Design tables and graphs to enlighten, Analytic Press, Oakland, 2004. ~~~ Š3Ë Hudec M., Practical experience towards designing websites for presentation of statistical data, Joint UNECE/Eurostat/OECD Meeting the Management of Statistical Information Systems (MSIS), Sofia, 2006. on Š4Ë Hudec M., Büchler P., Presentation of population and housing censuses in Slovakia on the website, Joint UNECE/Eurostat/OECD Meeting on the Advantages and Ddisadvantages of Project Financing UDC: 005.8 Slađana Benković1, Miloš Milosavljević1 1Fakultet of Organizational Sciences, Belgrade The initial decisions on the project involves many issues of great importance.
EVAL_EXTRA:Therefore, it is important to know that, even if the project financing is possible, it does not mean that the project should be realised in that particulat way.
EVAL_EXTRA:The advantages and disadvantages of such financing modalities have to be carefully analysed, in order that the decision be made as to which of the above mentioned two modalities will bring more benefits to the project stakeholders, and to the company itself, too.
EVAL_EXTRA:Š3Ë 4.
EVAL_EXTRA:Advantages of project financing of the project The financial evaluation of infrastructure and capitalintensive projects is complex.
EVAL_EXTRA:In addition to reducing the project and the financial risks, there are still a number of other important advantages of project financing, among which are Š2Ë: (cid:190) the sponsor has the opportunity to obtain the required capital to complete the project which he himself cannot ensure; (cid:190) it is easier for the project to get the guarantees the sponsor would otherwise have difficulties in obtaining; (cid:190) in case of the creditors low credit worthiness, and the project is good, chances are better that financial funds and more favourable conditions for the project are obtained; (cid:190) the financial load per investor related to the debt servicing is considerably smaller; (cid:190) the project can comply with certain investment regulations that the sponsor himself would find hard to satisfy; (cid:190) it is easier for the sponsor to avoid certain prob lems (e.g., blame in case of failure, etc.); (cid:190) the costs per investor are considerably lower, etc.
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EVAL_EXTRA:The resons are normally their limited capital sources, but also Š2Ë: (cid:190) avoiding the burdening of their balance sheets; (cid:190) avoiding to disclose the debt so that it does not affect the share price, i.e., avoiding financial reaction; (cid:190) avoiding the fall in the sponsors credit worthiness due to the concrete debt; (cid:190) limiting direct responsibility in the risk laden stages of the project execution and putting into effect.
EVAL_EXTRA:The factors influencing entering the project execution with partners are numerous, the most common being the following: (cid:190) the project is beyond the financial or manage ment capacities of only one company; (cid:190) the financing risk is lower for each of the partic ipants in the execution of the project; (cid:190) it is financially more justifiable to enter the joint venture with another company; (cid:190) one or a number of partners enjoy tax relief.
EVAL_EXTRA:The advantages of such a project financing are reflected in: Š3Ë (cid:190) achieving economic rent; (cid:190) achieving economy of scope; (cid:190) risk distribution; (cid:190) increase in debt capacity; (cid:190) reduced overall assets costs; (cid:190) arbitrary placement of free cash flow; (cid:190) reducing the cost of solving the financial deviations from what was planned and agreed upon; (cid:190) reducing regulatory costs. a) Achieving economic rent One special advantage of the project financing is reflected in applying this financing model in natural resources exploiting, especially in the period when these resources are possible to store, or are obtained at relatively low cost.
EVAL_EXTRA:Project financing also has the advantage of allowing the sponsors the disposal of a generated cash flow necessary for project debts servicing, while earning the investors the return on the capital invested. b) Achieving economy of scope Project financing is especially applicable in cases of two or more manufacturers joining forces to build a new plant in the presence of the economy of scope in production.
EVAL_EXTRA:A similar example would be one of companies situated in a highly industrialized area, where they can agree on cooperation in terms of forming a joint venture.
EVAL_EXTRA:Thus they can rationalize in purchasing the energy necessary for heating and joint sales of the electric power to the local power plant. c) Risk distribution A joint venture contributes and allows the sponsors to share the project risk.
EVAL_EXTRA:Consequently, in order to reduce the sponsors exposure to risk, the sponsor or the host country for the project may search for one or a number of partners to form a joint venture. d) Increase in debt capacity The project financing of a company allows it for the project sponsor to finance the project through the credit sources of financing.
EVAL_EXTRA:The indebtedness level compared to the funds invested the project realizes depends on the collateral level, that is, the risk the credit worthiness participants are exposed to, the project type or the profitability. e) Reduced overall assets costs Whenever the project financing contributes to solving overheads problems important in solving a concrete problem, the project will be in a position to raise funds at a cost lower than that gained by the sponsors.
EVAL_EXTRA:The project organization can obtain a higher level of indebtedness in comparison to the funds invested than the sponsors would be able to realize and maintain themselves, as the future project capital costs will benefit from trading debts at lower costs, in exchange for equity capital. f) Placement of free cash flow The project units life cycle is limited, therefore its dividend policy is defined by contract at the moment any external capital financing is negotiated.
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EVAL_EXTRA:In case the investors agree to allow the funds to be used for any additional investment enterprise of the project unit, their dues are stipulated to amount to the compensation they earn, that is, to the dividend. g) Reducing the costs of resolving financial disorders The structure of project liabilities is less complex than the structure of the sponsors overall liabilities.
EVAL_EXTRA:This is the consequence of the fact that the traditional organization, over a period of time, has a tendency to accumulate a large number of receivables, including those for the pensions, which can be rather heavy in case of the company insolvency.
EVAL_EXTRA:On the other hand, independent project units with one debt class, especially if the debt is recorded by a smaller number of sophisticated financial institutions, has a tendency to rise out of financial disorders more easily.
EVAL_EXTRA:Hence one more advantage that is reflected in the fact that the separation of the project property from the other property owned by the sponsor, isolates the creditor from the risk of the sponsors sudden bancruptcy. h) Reducing regulatory costs Certain types of projects, such as joint investment, include legal and regulatory costs that are more easily handled by experienced sponsors; consequently, they are less expensive.
EVAL_EXTRA:Therefore, it is important that some of the disadvantages of project financing be also pointed out. a) Complexity Project financing is founded upon a set of contracts that require the negotiations with all the participants engaged in the project.
EVAL_EXTRA:An important feature of negotiations in the analysis of project financing is the time necessary to negotiate, and it is by a rule by far longer than with the traditional direct financing. b) Indirect credit support The debt costs in project financing are higher compared to those in direct financing, for all the borrowers, without exemption, which is the result of an indirect credit support.
EVAL_EXTRA:Cautious about what might happen in some unexpected conditions, the creditors often require a premium of 50 to 100 percent basis points, depending on the contract between the borrower and the lender. c) Higher transaction costs Due to its high complexity, project financing requires higher transaction costs compared to those incurred in direct financing.
EVAL_EXTRA:The higher transaction costs reflect the contracting costs that are part of the project financial structure designing.
EVAL_EXTRA:They result from the analysis and introduction of different taxes characteristic of the project, as well as from numerous legal issues, such as the documentation dealing with the stock issue and a consequent ownership of the project, the documentation related to borrowings, etc.
EVAL_EXTRA:The end goal of project financing is to raise enough assets necessary for the project to be operationalized and a high enough profit so that the invested funds can be easily paid back.
EVAL_EXTRA:The result of the credit support from other participants, project financing allows for a higher level of relations between the debt and the project company capital than the project sponsor could achieve through internal financing.
EVAL_EXTRA:Furthermore, we must also take into consideration the fact that the project leverage is often twice as high compared with corporate balances, conequently leading to a higher financial risk, but to higher returns as well, provided the project is successful.
EVAL_EXTRA:REFERENCE Š1Ë Benković S, Budžetiranje kapitala, FON, Beograd, 2007. ~~~ Š2Ë Fabozzi J. F, Peterson P. P, Financial Management and Analysis, John Willey & Sons, Inc, New Jersey, 2003. ~~~ Š3Ë Finnerty D. John, Project Financing, John Willey & Sons, New Jersey, 2007. ~~~ Š4Ë Euromoney, Institutional Investor PLC, London, 2008. ~~~ Š5Ë Chen A.H, Kensinger J.W and Martin J.D, Project Financing as a Means of Preserving Financial Flexibility, Working Paper, Austin, Texas: University of Texas, 1989.
EVAL_EXTRA:Š6Ë Culp, C. L, The art of risk management: Alternative risk transfer, capital structure, and convergence of insurance and capital markets, J. Wiley, New York, 2002.
EVAL_EXTRA:Š7Ë Merna T. and Dubey R, Financial engineering in the procurement of projects, Asia Law & Practice, Hong Kong, 1998.
EVAL_EXTRA:Š8Ë Lang. ~~~ L. H. P, Project finance in Asia, North Holland, Amsterdam, 1998.
EVAL_EXTRA:Š9Ë Levy, S. M, Build, operate, transfer: Paving the way tomorrows infrastructure, J. Wiley, New York, 1996. ~~~ Š10Ë Salman Shah & Thakor V. Anjan, Optimal Capital Structure and Project Finance, Finance, 2004, No. 0411041.
EVAL_EXTRA:Š11Ë Tam C. M, Financial commitments of BOT proj ects, International Journal of Project Management, 17(6), 1999.
EVAL_EXTRA:Š12Ë Tiong R. L. K, Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a. Š13Ë Tiong R. L. K, Risks and garanties in BOT tender, Journal of Construction Management, 121(2), 1995b. Š14Ë Tiong R. L. K, CSFs in competitive tendering and negotiation model for BOT projects, Journal of Construction Management, 122(3), 1996.
EVAL_EXTRA:Š15Ë Tiong R. L. M. and Alum J, Financial commit ments for BOT projects, International Journal of Project Management, 16(2), 1997. ~~~ Š16Ë UNIDO, ¨Industry and Development Global Report 1991/92¨, Vienna, 1991. ~~~ Š17Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996.
EVAL_EXTRA:Š18Ë Xueqing Z, Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005.
EVAL_EXTRA:Process Approach as a Basis for BSC Implementation and Improving of Organizational Performance UDC: 005.21:005.336.1 ; 005.52 Zoran Radojević1, Ivan Stefanović2, Dragana Velimirović3 1Faculty of Organizational Sciences, University of Belgrade 2College of Business Economics and Entrepreneurship, Belgrade 3 Business Studies College , Čačak The implementation of process approach as a method of managing organization is sometimes a needed and sometimes a necessary condition for the implementation of BSC which is a complex concept of measurement of organizational performance.
EVAL_EXTRA:The organizations focus on its key processes enables their permanent improvement. ~~~ This process improvement is in the function of satisfying the requirements and desires of its customers.
EVAL_EXTRA:The process approach impact upon the BSC concept and organizational performance A successful implementation of the BSC concept as an organizational performance measuring system means that a number od conditions have to be satisfied beforehand.
EVAL_EXTRA:Let us list only some of them Š7, pp. 193-194Ë: administrative expenses/total income (%); production process period (number); timely deliveries (%); average leading time (number); leading time, product development (number); leading time, from order to delivery (number); leading time, suppliers (number); leading time, manufacturing (number); decision making average time (number); supplies turnover (number); productivity improvement (%); IT capacity in the company (number); IT capacity/number of employees (number); changes in IT supplies (in currency units or %); IT costs/administrative expenses (%); manufacturing process impact upon environment (number); the product use impact upon environment (num ber); costs of wrong decision making/management in come (%); flawlessly fulfilled contracts (number); administrative expenses/number of employed (in currency units), etc.
EVAL_EXTRA:These are Š6Ë: 1.
EVAL_EXTRA:This level is characterised by: absence of clear procedures and defined execution standards; absence of adequate documentation; unequal knowledge and skills of employees; the process sussess depends exclusively upon the experience of the manager and the process team. ~~~ 2.
EVAL_EXTRA:It is characterised by: non-standard approaches in implementation and gradual running-up of the system; documenting certain parts of procedures and data (on this level it is usually said what should be done, not how it should be performed); all processes are structured according to the basic manner of functioning. ~~~ 3.
EVAL_EXTRA:This level is characterized by: standards and procedures institutionalization; presence of accompanying documentation for all major processes; consistent data collection and reporting through out the organization; a developed process management training system.
EVAL_EXTRA:4.
EVAL_EXTRA:This level is characterised by: data collection and storage in integrated databases; establishment of mechanisms for permanent process improvement; continual enhancement of inventiveness in all members of the organization, for the purpose of process development; abandoned attitudes on the process success; the stress is on the success of the people and the system.
EVAL_EXTRA:The TPS has three desirable outputs Š17Ë: to supply the client with a highest quality vehicle, at a lowest possible price, and in reasonable time; to secure the employees satisfaction at work, safe work place and correct work relations; to ensure that the company is flexible enough to respond to the market needs, earn profits through the activities of reducing the costs and secure a long term prosperity.
EVAL_EXTRA:The basics of the TPS are built on the standardization for the purpose of securing a steady method of work and a consistent quality.
EVAL_EXTRA:
EVAL_EXTRA:The members of Toyota tend to continually improve their standardized processes and procedures in order to ensure the best quality, improve efficiency and eliminate costs.
EVAL_EXTRA:
EVAL_EXTRA:This is known as Kaizen and is implemented in each area of the companys operations.
EVAL_EXTRA:The basis of the Toyota system is made up of the Toyota production system and the TSM (Toyota Service Marketing).
EVAL_EXTRA:The Toyota production system is the worlds most famous modular programme. ~~~ It tends to Š17Ë: reduce redundancies of any kind, such as unneces sary motions, tools, etc; achieve a balanced work load in order to avoid peak burdens and idle motion by planning every minute, by a constant visual control and by a strict adherence to the piece-by-piece production; control and maintain a balanced time dynamics: standardization of production process and each individual step within this process; identify latent problems, find counter-measures and thus prevent their repetition from the start.
EVAL_EXTRA:The above quoted characteristics of the Toyota production system lead to the practice of a just in time (JIT) delivery of goods (and services) where they are needed and when they are needed.
EVAL_EXTRA:To make its concern with the customers more complete, Toyota developed the so-called Toyota Service Marketing (TSM) programme that deals with the postsales activities.
EVAL_EXTRA:The TSM is one of the Toyotas strengths worldwide that guarantees the customers satisfaction and a high quality of repairs.
EVAL_EXTRA:The challenge today is the TSM implementation throughout the Toyotas repair net and creating a highest quality network operated by the manufacturer.
EVAL_EXTRA:Concern about the customer makes the basis of the Toyotas TSM programme.
EVAL_EXTRA:The entire philosophy of this post-sales programme can be observed through a presentation on Figure 1. ~~~ In the centre (area 1) are the so-called Toyotas customer oriented processes.
EVAL_EXTRA:The employees, the objects and all the internal procedures that represent the operations elements (area 2) are focused upon the execution of the core processes.
EVAL_EXTRA:The business management in the post-sales operations sector pays due attention to the aspect of operations management (area 3).
EVAL_EXTRA:The achieved outputs here are measured via respective performance, primarily the profit.
EVAL_EXTRA:Customer oriented activity circles In the post sales activities, the importance of the Toyota Customer oriented processes notion (Figure 1) is seen in the defining of the processes such as: the contact with clients procedure, motor failure repair procedures, claim resolving procedure, administrative work, maintenance and repairs, clients, etc.
EVAL_EXTRA:In the TSM manual each process is presented by a respective flow chart and a textual description of this same process.
EVAL_EXTRA:A description of a documented claim resolving procedure can be presented in the following way Š16Ë: 1.
EVAL_EXTRA:The serviceman should maintain an open line for 2.
EVAL_EXTRA:The repair appointment making procedure All the processes in Toyota are, of course, defined in detail, in order that their performance should be monitored more easily.
EVAL_EXTRA:Monitoring is achieved by appropriate measurings.
EVAL_EXTRA:The measurings, however, are not carried out just for the sake of monitoring performance, but rather for the purpose of getting new knowledge of the extent to which the previously set goals are achieved.
EVAL_EXTRA:To monitor the efficiency of business operations and the extent to which the goals are achieved Toyota uses the key performance indicators (KPI).
EVAL_EXTRA:The implementation of these indicators helps the management guide and improve their business.
EVAL_EXTRA:In the automobile post-sales processes these indicators are classed as: a) the client turnover indicators (number of visits of clients, number of repair orders, serviced cars at the expense of the client, etc.), b) post-sales success indicators and c) financial indicators.
EVAL_EXTRA:The KPI examples that refer to the post-sales service success indicators are: spare parts sales indicators, client turnover indicators, delivery indicators, the repair specialist capacity indicators, etc.
EVAL_EXTRA:All the above mentioned parts and indicators of the service success indicators are important in monitoring the execution of the set goals, but also for the future planning.
EVAL_EXTRA:The method of monitoring the planned and the realized values of spare parts sales, as one success indicator, are shown in Figure 3.
EVAL_EXTRA:Chart of spare parts sales results This example clearly shows that Toyota pays a lot of attention to its processes, especially to those directly related to customers.
EVAL_EXTRA:It is important to point out that Toyota allocates large funds in the development of its employees.
EVAL_EXTRA:All the activities Toyota undertakes resulted in a continual growth in sales on the global lev el as well as in the satisfactory levels of financial performance.
EVAL_EXTRA:We can only stress that the earned income of the Toyota company in the last three years records a continual growth (including the year 2008 when the recession was global).
EVAL_EXTRA:The data on the earned income are illustrated in Figure 4 Š15Ë. Figure 4.
EVAL_EXTRA:On the other hand, it highlights the importance of the BSC concept implementation, as well as the important relationships between the process approach and the BSC. ~~~ REFERENCE Š1Ë Grupa autora, Sistem menadžmenta kvalitetom u BSC okruženju, Kvalitet, br. 1-2, Beograd, 2008. ~~~ Š2Ë Helmrich, K., Janbrink, S., Edenback., B., Nova švedska organizaciona filozofija: GTO, Prometej, Novi Sad, 1997.
EVAL_EXTRA:Š3Ë Kaplan, R., How the Balanced Scorecard Complements the McKinsey 7-S Model, Strategy & Leadership, Vol. 33, No. 3, 2005.
EVAL_EXTRA:Š4Ë Kaplan, R., Norton, D., The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston, Massachusetts, 1996.
EVAL_EXTRA:Š5Ë Kaplan, R., Norton, D., The Strategy-Focused Scorecard Organizations: How Balanced Companies Thrive the New Business Environment, Harvard Business School Press, Boston, Massachusetts, 2001. in Š6Ë Kloppenborg, T., Petrick, J., Managing Project Quality, Management Concepts, Virginia, USA, 2002.
EVAL_EXTRA:Š7Ë Pešalj, B., Merenje performansi preduzeća: tradicionalni i savremeni koncepti, Ekonomski fakultet, Beograd, 2006.
EVAL_EXTRA:Š8Ë Radojević, Z., Organizacioni model sistema održavanja prema zahtevima serije standarda ISO 9000, Management, br. 5, 1997.
EVAL_EXTRA:Š9Ë Radojević, Z., Model optimizacije proizvodnog programa proizvodnje sa primerom iz prakse, I Međunarodni simpozijum Industrijsko inženjerstvo '96, Beograd, 1996. ~~~ Š10Ë Radović, M., Karapandžić, S., Inženjering procesa, Fakultet organizacionih nauka, Beograd, 2005. ~~~ Š11Ë Rentzhog, O., Temelji preduzeća sutrašnjice: procesima usmerena poslovna Prometej, Novi Sad, 2000. filozofija, Š12Ë Stefanović, I., Fleksibilne organizacione strukture, Magistarska teza, Fakultet organizacionih nauka, Beograd, 2007. ~~~ Š13Ë Stefanović, I., Restrukturiranje kao metod sanacije akutne organizacione krize, Nauka i biznis, br. 3-4, 2007.
EVAL_EXTRA:Š14Ë [krinjar, R., Indihar Štemberger, M., Hernaus, T., The Impact of Business Process Orientation on Organizational Performance, Proceedings of the 2007 Informing Science and IT Education Joint Conference, 2007.
EVAL_EXTRA:Š15Ë www.hoovers.com/toyota (datum pristupa: 01.04.2009.)
EVAL_EXTRA:Š16Ë www.toyota.co.jp/en/environmental_rep/03/man age04.htp l Š17Ë www.toyota.com.au/about/toyota-production system (datum pristupa: 24.03.2009.)
EVAL_EXTRA:Advertiser Perception of the Internet as a Marketing Communication Vehicle: Case Study UDC: 004.5:659 Khalid Alrawi Al-ain University of Science & Technology Po Box 64141, UAE E-mail : kalrawi47¿hotmail.com For most established businesses, the Web's main role is either to reduce costs or to add value for existing customers, but it also has a potential role in customer acquisition, and in the case of a web startup.
EVAL_EXTRA:The aim of this research is to find out how the Internet is impacting advertising.
EVAL_EXTRA:There is an opportunity not only in the United States for the Internet Advertising Industry but as more countries hook to the Internet, the opportunities will increase abroad as well.
EVAL_EXTRA:The table below (Table2) shows the Emerging 20 Nations as identified by Inter¿active week.
EVAL_EXTRA:
EVAL_EXTRA:Since advertising started on the Internet in 1994, advertising agencies have had to answer client questions regarding online advertising and web site development.
EVAL_EXTRA:(Bikes & Brynjolfsson, 2000). advertisements, hyperlinks, search engine registration, and tie-in promotions (Figure 3).
EVAL_EXTRA:Hyperlinks are web site addresses listed in other web sites. ~~~ When clicked upon, hyperlinks take the user directly to the listed web site.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The researcher believes that the potential negative effects of waiting can be neutralized by improving the waiting experience.
EVAL_EXTRA:Customers may feel negative affect as a result of waiting, but this did not necessarily impact on their evaluation of the web material itself as long as the waiting time was signaled and expected.
EVAL_EXTRA:Improving trust and reducing concerns are two distinct approaches to managing customer information.
EVAL_EXTRA:The researcher believes that when managing customer information, improving trust is more effective than efforts to reduce concern.
EVAL_EXTRA:The solution they propose is a radical shift towards more cooperative interaction between a business and its customers.
EVAL_EXTRA:4. ~~~ Customers attitudes towards advertising on the web The first step to web site success is to attract initial visits to the web site.
EVAL_EXTRA:Those that seem to generate the most traffic are banner Retaining visitors is an even bigger challenge than attracting them.
EVAL_EXTRA:Surfers will move on to the next web site if their entertainment or information needs are not met.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:5. ~~~ Research methodology This study aims particularly to answer the following question: Is there any statistical significant benefit by advertising through the Internet in both Banking and Insurance Sector as far as management is concerned?
EVAL_EXTRA:The calculation of the Means, Standard Deviation, and the Variance for this second sample is as follows: With such result nearly to zero, again the conclusion is that there is no significant effect for advertising through the Internet, and the H0 hypothesis is correct. ~~~ 6.
EVAL_EXTRA:The researcher's point of view is that the future challenge would not only be to understand how each medium and format works, but also how they integrate together. ~~~ REFERENCES Š1Ë Ang, L., and Buttle, F., (2006), CRM software applications and Business Performance, Database Marketing & Customer Strategy Management, Vol. 14.
EVAL_EXTRA:No. 1, pp. 4-16.
EVAL_EXTRA:Š2Ë Adam, S., Mulye, R., Deans, R., and Palihawadana, D.,(2002), E-marketing in Perspective: A Three Country Comparison of Business use of the Internet, Journal of Marketing Intelligence and Planning, Vol. 20, No.2, pp.243-251.
EVAL_EXTRA:Š3Ë Selnes, F., and James, S., (2003), Promoting Relationship Learning, Journal of Marketing, Vol.67, (July), pp. 80-95.
EVAL_EXTRA:Š4Ë Anderson, D. (2000).
EVAL_EXTRA:Creating and Nurturing a Premier E-Business.
EVAL_EXTRA:Journal of Interactive Marketing 14 (3), 67 - 73.
EVAL_EXTRA:Š5Ë Adam, S.,(2002), A Model of Web Use in Direct and Online Marketing, Journal of Electronic Markets and Business Media, Vol. 12, No. 4, pp. 262-269.
EVAL_EXTRA:Š6Ë Bellizzi, J., (2000), Drawing prospects to E-comof Advertising merce Websites, Journal research,(January-April),43-53.
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EVAL_EXTRA:Š7Ë Bakos, Y, & Brynjolfsson, E., (2000), Bundling and Competition on the Internet, Marketing Science, 19(1), 63-82.
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EVAL_EXTRA:Š8Ë Barwise, P. (2001), TV, PC or Mobile?
EVAL_EXTRA:Future media for consumer E-commerce.
EVAL_EXTRA:Business Strategy Review, 12(1), 35-42. ~~~ Š9Ë Barwise, P. & Strong, C. (2002), Permission - Based Interactive Mobil Advertising, Journal of Marketing (Forthcoming).
EVAL_EXTRA:16 (1).
EVAL_EXTRA:Š10Ë Cheng,W., Kam, C., and Ricky C.,(2003), Publications in Major Marketing Journals, Journal of Marketing Education, Vol. 25, No. 2, pp. 163-76.
EVAL_EXTRA:Š11Ë Christensen, C; & Tedlow, S. (2000), Patterns of Disruption in Retailing, HBR, (Jan - Feb), 42 - 45.
EVAL_EXTRA:Š12Ë Daniel, M., and Grimshaw, J., (2002), An Exploratory Comparison of Electronic Commerce Adoption in Large and Small Enterprises, Journal of Information Technology, Vol. 17, pp. 133-147.
EVAL_EXTRA:Š13Ë Dolan, J., & Moon, Y., (2000), Pricing and Market making on the Internet, Journal of Interactive Marketing, 14(2), 56-73.
EVAL_EXTRA:Š14Ë Dans, E., & Pauwels, K., (2001), Internet Marketing the news: Levering Brand Equity from marketplace to marketplace, Journal of Brand Management, 8(4-5), 303-314.
EVAL_EXTRA:Š15Ë Hornby, G., Goulding, P., & Poon, S ., (2002), Perceptions of Export Barriers And Cultural Issues: The SMEs E-commerce Experience, Journal of Electronic Commerce Research, Vol.3, No. 4, pp.213-226.
EVAL_EXTRA:Š16Ë Emmanouilides, C., & Hammond, K., (2000), Internet Usage, Predictors of Active Users, and Frequency, of Use, Journal of Interactive Marketing, 14 (spring) (2), 17-2.
EVAL_EXTRA:Š17Ë Fader, S., & Hardie, S., (2001), Forecasting Repeat sales at CDNow: A Case Study, Interfaces, 31(12), 94-107.
EVAL_EXTRA:Š18Ë Hamid, M., and George, T., (2005), The Internet and Internationalization of Smaller Manufacturing Enterprises, Journal of Global Marketing, Vol. 18, No. (3/4), pp.79-93.
EVAL_EXTRA:Š19Ë Harris, J., and Kimberly, T.,(2003), The Case for Greater Agency in Strategic Partnerships, Journal of Advertising Research, Vol. 43, no. ~~~ 4, pp. 346-352.
EVAL_EXTRA:Involvement Š20Ë Hammond, K., (2001), e-commerce 2000-2010: What experts Predict, Business Strategy Review, 12(1), 43-50.
EVAL_EXTRA:Š21Ë Hoffman, L., & Novak, P., (2000), How to Acquire Customers on the web, Harvard Business Review, (May-June), 179-188.
EVAL_EXTRA:Š22Ë Lehmann, R., (2005), Journal Evolution and The Development of Marketing, Journal of Public Policy and Marketing, Vol.24, (Spring), pp. 137-42.
EVAL_EXTRA:Š23Ë Lanz, J., (2002), Worst Information Technology Practices in Small to Mid-size Organization, The CPA Journal, Vol. 72, No. 4, pp. 71-74.
EVAL_EXTRA:Š24Ë Lacobucci, D., Arabie, P., & Bodapati, A., (2000), Recommendation Agents on the Internet, Journal of Interactive Marketing, 14(July), (3), 2-11.
EVAL_EXTRA:Š25Ë Mittal,V., Lawrence, F., and Feisal, M.,(2008), Publish the Prosper: The Financial Impact of Publishing By Marketing Faculty, Journal of Marketing Science, Vol. 27, No. 3, pp. 430-42.
EVAL_EXTRA:Š26Ë McAlister, L., (2005), Unleashing Potential, Journal of Marketing, Vol. 69, (October), pp.16-17.
EVAL_EXTRA:Š27Ë Quayle, M.,(2002), E-commerce: The Challenge for UK SMEs in The Twenty-first Century, International Journal of Operations & Production Management, Vol. 22, No. (9-10), pp. 1148-1161.
EVAL_EXTRA:Š28Ë Trifts, V., & Haubl, G., (2000), Consumer decisions making in on line shopping Environments: The effects of interactive decision aid, Marketing Science, 19(winter) (1), 4-21.
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EVAL_EXTRA:Š29Ë Van, M., and Bekker, J.,(2003), A framework and Methodology for Evaluating E-commerce web site, Journal Electronic Networking Application & Policy, Vol. 13, No. 5, pp. 330-341.
EVAL_EXTRA:Š30Ë Woonbong, Na., Roger, M., and Youngseok, S., (2003), How Businesses Buy Advertising Agency Services: A Way to Segment Advertising Agencies Market?
EVAL_EXTRA:Journal of Advertising Research, Vol. 43, No. 1, pp. 86-95.
EVAL_EXTRA:The Strategz of the International Monetary Fund (IMF) in Financing its Member countries UDC: 339.732.4 Dr Slobodan Marković, dipl ecc Biljana Lazić Faculty of Foreign Trade, Novi Sad, Faculty of Foreign Trade Novi Sad, The twentieth century was marked by numerous changes whose consequences and effects we can still notice and feel.
EVAL_EXTRA:The International Monetary Fund is a set of international agreements and institutions that regulate international liquidity, the convertibility of one currency into another or into reserve holdings, as well as external balance regulatory procedures.
EVAL_EXTRA:Š4, p.258] we can also say that the international monetary system comprises all the agreements on the international payment structures, the institutions and regulations that govern, convey and control these payments.
EVAL_EXTRA:The international monetary system objectives are primarily as follows: stabilization of overall economic activities and price levels; uniform development of international trade; employment and real income growth; exchange rate stability; multilateral payment system fostering, etc.
EVAL_EXTRA:The key institutions through which the international monetary system works and achieves its objectives are: The International Monetary Fund; The European Central Bank and The Bank for International Settlements.
EVAL_EXTRA:The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country.The key instituti short-term loans credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables.
EVAL_EXTRA:Š4, p. 260]The paper will be devoted solely to the method of functioning of the International Monetary Fund and its importance in the international economic trends.
EVAL_EXTRA:Further, the key objectives of the IMF will be highlighted, as well as its organizational structure and the competencies of its bo the World War I, the Great Economic Crisis in 1930s, the massive destructions during the world War II, made it necessary that a unique, international cooperative institution should be established for the purpose of dealing with crucial economic issues.
EVAL_EXTRA:The representatives of 44 countries in the world met at Bretton Woods, in July, 1944 and concluded an agreement on establishing a specialized United Nations agency, to be called the International Monetary Fund, and whose headquarters was to be in Washington.
EVAL_EXTRA:The IMF Statute was adopted in December 1945 and the member countries agreed that the surveillance and management in three important spheres should be the liability of the IMF, namely Š1, p. 163]: Regulations related to the foreign exchange policy and limitations as to payments on the basis of current balance of payment transactions; Supplying member countries with the financial resources to correct and prevent payments disbalances; and roviding a forum where member countries can discuss and cooperate in solving the international monetary issues.
EVAL_EXTRA:
EVAL_EXTRA:In accordance with the Statute adopted, come of the most important objectives the IMF will try to achieve continually are: promoting international monetary cooperation; supporting member countries in resolving various problems, primarily financial ones; maintaining the forein currency stability; growth and fostering a multilateral payment sys tem on current transactions; clearing foreign currency limitations in order to promote international trade; fostering income growth, high rate employment, development of manufacturing capacities based on the growth of international trade; financial support to member countries in order that they avoid balance of payment disbalance and difficulties.
EVAL_EXTRA:The IMF organizational structure For the purposes of a comprehensive analysis, we will briefly quote the IMF basic bodies.
EVAL_EXTRA:According to the Statute, the organizational structure of the Fund is made up of: The Assembly of Governors; The Executive Board; The Managing Director; The Council.
EVAL_EXTRA:Š4, p. 260]The paper will be devoted solely to the method of functioning of the International Monetary Fund and its importance in the international economic trends.
EVAL_EXTRA:Further, the key objectives of the IMF will be highlighted, as well as its organizational structure and the competencies of its boaid in that 25 percent of the quota is paid in special drawing rights, while 75 percent is paid in the national currency of a respective country, and this is the amount the fund keeps as assets on the account with the member countrys Central bank.
EVAL_EXTRA:The quota may be said to represent the importance and pow er of a certain country in the worlds economy, and is at the same time the benchmark in all the financial relations between the member countries and the Fund.
EVAL_EXTRA:The body in charge in the Fund does an audit on the quotas periodically and state whether it is necessary that the quotas of certain countries should be raised and in which manner the increase should be distributed among the member countries, to mutual satisfaction.
EVAL_EXTRA:The quotas may be increased only in case the member country improves its position and its relative share in the overall world economy, otherwise the desired increase is not possible.
EVAL_EXTRA:This issue is a frequent subject of debates in the fund, since it is impossible to satisfy the desires and interests of all the member countries. ~~~ Therefore the rise in quotas was usually in favour of highly developed countries, and to the disadvantage of the developing countries.
EVAL_EXTRA:The size of the quota determines: The volume of loan the country can get from the Fund; The number of votes the country has when it comes to deciding in the Fund (when joining the fund, each country is granted 250 initial votes, and at each 100,000 special drawing rights of its quota it gets one more vote); The countrys participation in the allocation of special drawing rights (the country with a higher quota is entitled to a larger number of issued SDR).
EVAL_EXTRA:U.S.A (17.6%) 2.
EVAL_EXTRA:Japan (6.5%) 3.
EVAL_EXTRA:Germany (6.2%) 1.
EVAL_EXTRA:France (5.1%) 2.
EVAL_EXTRA:Great Britain (5.1%) 3.
EVAL_EXTRA:Italy (3.36%) 7.
EVAL_EXTRA:Saudi Arabia (3.3%) 8.
EVAL_EXTRA:Canada (3.02%) 9.
EVAL_EXTRA:China (3.03%) 10.
EVAL_EXTRA:The loans are by all means an important additional source of finances.
EVAL_EXTRA:Over the decades of the Funds activities, two arrangements of borrowing have especially been important: General arrangement to borrow (GAB) and New arrangement to borrow (NAB).
EVAL_EXTRA:
EVAL_EXTRA:Chart of member countries participating in GAB, with the amounts of assets put at the disposal of the IMF Š5, p. 404] The GAB member countries USA German Bundesbank Japan France Great Britain The National Bank Of Switzerland Amount (in SDR billions) 4,250.00 2,380.00 2,125.00 1,700.00 1,700.00 1,020.00 Amount (in SDR billions) 892.50 850.00 595.00 382.50 The gAB member countries Canada The Netherlands Belgium Sveriges Riksbank Total: 17,000.00 Agreement on association with Saudi Arabia 1,500.00 The potential amount of assets the Fund is entitled to use within the GAB can be found to amount to 17 billion of special drawing rights, with the additional 1.5 billion put at disposal by Saudi Arabia, within the associate agreement.
EVAL_EXTRA:The need for this additional source of financing resulted from frequent crises and the increasing financial needs of the member countries.
EVAL_EXTRA:Today, this arrangement has a form of a credit agreement between the fund and 26 countries that lend their funds under specific, agreed conditions.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Chart of member countries participating in NAB, with the amounts of assets put at the disposal of the NAB member countries Amount (in SDR bilions) 341.00 340.00 340.00 1,302.00 379.00 1,761.00 340.00 665.00 850.00 1,540,00 Kuwait Luksemburg Malesia The Netherlands Norway Saudi Arabia Singapur Spain Sveriges Riksbank The National Bank of Switzerland Tailand Great Britain USA Total: 34,000.00 340,00 2.549.00 6.640.00 IMF Š5, p. 405] NAB member countries Australia Austria The Central Bank of Chile Belgium Canada Denmark The German Bundesbank Finland France Monetary government of Hong Kong Italiy Japan Korea Amount (in DSR billions) 801.00 408.00 340.00 957,00 1,381.00 367.00 3,519.00 340,00 2,549,00 340.00 1,753.00 3,519.00 340.00 The conclusion can be drawn that the countries presented above provide the total of 34 billion special drawing rights which the Fund is entitled to use within the New arrangement to borrow if the need for additional financial assets arises.
EVAL_EXTRA:We distinguish among the three most common types of rates and taxes: Commission this is applied to all the transactions of purchasing currency from the fund, other than purchase within the reserve tranche is paid at the moment of transaction, in the amount of 0.5% of its value.
EVAL_EXTRA:Tax on stand-by and expanded agreements is paid in the amount of 0.25%, however, only at the unused amount of borrowed funds, at the beginning of every twelve-month period.
EVAL_EXTRA:Time tax is paid on the amount of stand-by funds that resulted from the purchase of convertible currency from the Fund, paid for by the national currency, and which the fund keeps in the currency of the member country.
EVAL_EXTRA:It is important to point out that as early as 1972 the special drawing rights have been implemented by the Fund as the accounting unit in its transactions, and are now largely used in the transactions of numerous other international institutions.
EVAL_EXTRA:Over time, the value of the special drawing rights was defined differently, to be based today on the values of the worlds four key currencies: the US dollar, the British pound sterling, the Japanese yen and the euro.
EVAL_EXTRA:The so-called currency basket includes the currencies of five member countries of the Fund that achieve the largest scale exports in a five-year period, and these are: the U.S.A., Great Britain, Germany, Japan and France.
EVAL_EXTRA:4.
EVAL_EXTRA:The International Monetary Fund will grant the necessary budgets only after they have been satisfied that the stabilization programme, mutually agreed upon between the Fund and the member country, to be conducted in the respectve country is justified and efficient.
EVAL_EXTRA:The Fund may grant the resources in the form of: Regular drawing rights Drawings within financial facilities.
EVAL_EXTRA:4.1. ~~~ Regular drawing rights and stand-by arrangements The regular drawing rights within the IMF primarily include the reserve tranche and the four credit tranches.
EVAL_EXTRA:The credit tranches are distinguished in the following way: The first credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 100% to 125% of its quota.
EVAL_EXTRA:The second credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 125% to 150% of its quota.
EVAL_EXTRA:The third credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 150% to 175% of its quota.
EVAL_EXTRA:The fourth credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 175% to 200% of its quota.
EVAL_EXTRA:These funds are especially granted in two cases: Š3, p. 37] When the economies of the member countries suffer a disbalance of payment due to the structural disorders in production and on the market, and when the price and cost dispabalnce is largely present; When the economies of the member countries are characterised by a slow growth and an inherently poor state of the balance of payment which makes the active growth policy impossible to pursue.
EVAL_EXTRA:The Enhanced Access Policy means a greater opportunity of access to the IMF resources.
EVAL_EXTRA:In introducing this form of financing the main idea is that the policy be temporary in character and that it be implemented up to the moment of the increase in the member countries quotas, because it is then that the conditions for drawing larger sums of resources within the regular drawing rights arise. ~~~ The Supplementary Financing Facility is such a form of financing deficit suffering member countries that need more resources than they can qualify for within regular arrangements, and with longer periods of use and pay back periods.
EVAL_EXTRA:The policy of conditionality was introduced into the regular financial resources approval procedure in the 1960s and means a certain security for the Fund that the member countries will use the funds in accordance with the previously defined conditions and that they will pay the money back in an agreed period of time. ~~~ The Structural Adjustment Facility was introduced for the purpose of providing financial support to developing, low income countries, on a concession basis in the period from 1981 till 1991.
EVAL_EXTRA:Furthermore, one objective was also the improvement of relationships and political dialogue between these countries and the IMF.
EVAL_EXTRA:These countries were entitled to use the resources to the amount of up to 50% of their national quota value, in two tranches, under extremely favourable conditions.
EVAL_EXTRA:
EVAL_EXTRA:The question is: is this really a starting point in the countrys recovery or is it something virtually different?
EVAL_EXTRA:This is the issue the IMF and the highly developed countries, on one side, and the developing countries, on the other, have never reached an egreement about.
EVAL_EXTRA:5. ~~~ The IMF policy of conditionality The policy of conditionality the IMF pursues in granting resources and providing aid to the member countries is a most commonly criticised and challenged The member countries that were in a position to use the resources provided by the Fund in any way are generally severe critics of the conditionality policy.
EVAL_EXTRA:These countries maintain that the fund pays little heed to the real and current situation in the problem experiencing country, but rather implements a fixed programme of stabilization measures that is expected to ensure positive outcomes.
EVAL_EXTRA:Š7, p. 205] 7.
EVAL_EXTRA:The past and the present relationships between the IMF and Serbia At the Bretton Woods conference, when the IMF and the World Bank were established, one of the participants was the then SFRY.
EVAL_EXTRA:Š9] 8.
EVAL_EXTRA:The very fact that the U.S.A. may veto a large number of important decisions, related, among other, to the admission of new member countries, increasing certain quotas or granting resources to the member countries, reveals that the US and other powerful countries largely control the Funds operations and direct its activities for the purpose of achieving their own objectives.
EVAL_EXTRA:The fact that the IMF really offers a range of opportunities to member countries to use the financing resources in the form of reserve tranche which is unconditioned and automatic, the four credit tranches and numerous facilities is undisputable.
EVAL_EXTRA:A specialized international institution, the IMF has obviously so far granted financial and expert support to numerous member countries, made efforts to improve their balance of payment positions and stabilize their economies.
EVAL_EXTRA:The facts show that in certain cases the Fund succeeded in its efforts, however, in a large number of countries it only caused more serious problems and deeper economic crises the results of which hit the pauperized population the hardest.
EVAL_EXTRA:Š3Ë Janev I., UN i međunarodne ekonomske i finansijske institucije, Institut za političke studije, Beograd, 2004. god.
EVAL_EXTRA:Š4Ë Ognjanović V., Međunarodno bankarstvo, Grifon, Podgorica, 2004. god.
EVAL_EXTRA:Š5Ë Prekajac Z., Međunarodna ekonomija, Futura, Novi Sad, 2005. god. ~~~ Š6Ë Ristić @., Komazec M., Radičić M., Menadžment finansijske ekonomije, Institut za ekonomsku nauku, Novi Sad, 2002. god. ~~~ Š7Ë Stojanović I., Međunarodni ekonomski odnosi, REFERENCE Š1Ë Acin \., Međunarodni ekonomski odnosi, Pigmalion, Novi Sad, 2003. god. ~~~ Š2Ë Bjelica V., Raičević B., Radičić M., Babić B., Radmilović S., Finansije u teoriji i praksi, Stylos, Novi Sad, 2006. god. ~~~ Megatrend, Beograd, 2005. god.
EVAL_EXTRA:Š8Ë Internet, www.imf.org Š9Ë Internet, www.nbs.co.yu Bond Yields and Yields Vaeiations on Bonds in Montenegro UDC: 336.761(497.16) dr Vladimir Kašćelan1, mr Borko Božović2 1Faculty of Economics, Podgorica 2The Central Bank of Montenegro The issue discussed is bond yields and yields variations on bonds in Montenegro.
EVAL_EXTRA:The yields on certain series are graphically presented as follows. ~~~ Graph no.
EVAL_EXTRA:1 Yields on FFCS bonds Yield on OB05, anually 1.
EVAL_EXTRA:The primary one is that there was almost no trading with bonds before 2005, therefore, the 2005 2008 period may be absolutely representative for the analyses. ~~~ As far as the formula for yield calculation is concerned, various approaches are possible; however, here we will do the annualization observing a complex interest account and on a (real) premise that the year lasts 365 days.
EVAL_EXTRA:We will use the so-called effective annual yield.
EVAL_EXTRA:The formula goes as follows: (1 + discount/price)365/number of days till maturity 1 (1) On calculating the yields, we present three curious sets of facts: 1.
EVAL_EXTRA:2. ~~~ The yields differ greatly from one FFCS bond set to the other.
EVAL_EXTRA:For example, in OB05, the yields amounted up to about 40%, then fell to 20%, to rise again up to over 100%.
EVAL_EXTRA:In OB06-OB08 they remained around 1520% for quite a long period (depending on the series), to rise dramatically a couple of months prior to maturity.
EVAL_EXTRA:The yield on OB10 was for a long time steady, Yield on OB06, anually Yield on OB16, anually Yield on OB07, anually Yield on OB17, anually Yield on OB08, anually Source: Montenegrostockexchange, NEX exchange, authors calculations Graph no.
EVAL_EXTRA:2 - Yields on PiO bonds Yield on P08P, anually Yield on OB10, anually Yield on bonds PiO, anually Yield on OB15, anually Source: Montenegrostockexchange, NEX exchange, authors calculations 2.
EVAL_EXTRA:Possible reasons for yield growth Let us first consider the yield amount.
EVAL_EXTRA:The yields on bonds must be compared to any other classes of assets (with risks comparison, which, at least to a rational investor, gives a complete layout of the investment.) ~~~ Let us then compare the bonds under study with other classes of assets available in Montenegro. ~~~ As far as shares are concerned, setting a relationship there is problematic.
EVAL_EXTRA:
EVAL_EXTRA:If we compare the case of Montenegro to that case, the situation would be the same, which would be an absolute 1 However, Montenegro cannot do it, because it uses the euro, actually the foreign currency, as an official means of payment.
EVAL_EXTRA:1 Credit ratings, long-term debt in foreign currency, 2005-2008 period Societe Generale OTP Bank source: S&P date rating until 15.11.06.
EVAL_EXTRA:AA- 15.11.06.
EVAL_EXTRA:AA 15.02.08.
EVAL_EXTRA:
EVAL_EXTRA:AA- Source: Bloomberg source: S&P rating date no until 30.07.08. rating 30.07.08.
EVAL_EXTRA:BBB+ 17.11.08.
EVAL_EXTRA:BBB Nova Ljubljanska banka source: Moodys date rating until 24.04.07.
EVAL_EXTRA:A2 24.04.07.
EVAL_EXTRA:Aa3 Hypo International AG source: Moodys date rating until 28.03.07.
EVAL_EXTRA:Aa2 28.03.07.
EVAL_EXTRA:A2 Montenegro rating source: S&P date until 27.03.07.
EVAL_EXTRA:BB 27.03.07.
EVAL_EXTRA:Let us note that both the offer and the demand are incomparably greater in case of fixed term deposit accounts (in amounts, as well as in the number of participants, especially on the side of the capital offer), as regards offer and demand on the bond side.
EVAL_EXTRA:As regards such relationships, we could conclude that the yield on fixed term deposit accounts are lower due to greater offer, and a relatively low demand2.
EVAL_EXTRA:All these, however, do not answer the question: why is the relationship between the offer and the demand on two observed instruments such, i.e., which are the forces behind those offers and demands?
EVAL_EXTRA:Over a four year period, from 2005 to 2008, about 80 million euros were trad include the primary 3 As to the primary trading, it here means the primary sales of municipality bonds as well as the bonds for the road system rehabilitation.
EVAL_EXTRA:Also, we here trading with bonds of NLB Montenegrobank, although the stock exchanges (for no known reasons) do not include this fact.
EVAL_EXTRA:As to other types of bonds, although their innitialization is named issuing, these are actually teh so-called dry emissions (without new money, i.e., as debt securitization), therefore there is no primary sales of other types of bonds. ~~~ ed.
EVAL_EXTRA:The figure includes both primary and secondary trading3.
EVAL_EXTRA:Having in mind the number of working days at the stock exchange (about one thousand), we can calculate that, by a working day, 80 thousand euros were traded, with only 50 transactions by a working day.
EVAL_EXTRA:As regards the total number of transactions and the stock exchange trading, the number of transactions with bonds amounts to 9%, whereas bonds transactions participation amounts to 5,5%.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Not to mention how small the bond market (capitalization) is and how small a number of players in the market is.
EVAL_EXTRA:Insolvency repudiates investors who do not believe that they will be able to cash (at not much lower a price) the bonds if they happen to need the cash before the maturity date.
EVAL_EXTRA:On the other hand, they know that they can cash the deposit before the end of the fixed-term period, however, with a loss of interest.
EVAL_EXTRA:4 In practice, commissions are ¡10-15.
EVAL_EXTRA:Let us, then, analyse the yield variations on OB05OB08, OB10, OB15-OB17, P08P, P09P, P10D and P11P series. ~~~ We will survey the period 2005-2008, using the standard deviation and variation coefficient as indicators.
EVAL_EXTRA:We are, of course, aware of the shortcomings of the indicators we use, however we believe they are the most intuitive, and they will, on the other hand, serve well enough in the concrete case, regardless of their shortcomings.
EVAL_EXTRA:Table no.2 Yield variations, the Montenegro state bonds Bond series Standard deviation, % Variation coefficient, % One regularity that can be observed is that the standard deviation falls in the series that mature later.
EVAL_EXTRA:
EVAL_EXTRA:Let us now look at, e.g., debtor securities issued by the US Treasury7.
EVAL_EXTRA:The observation period is the years 1990-2008.
EVAL_EXTRA:Graph no. ~~~ 3 Yield on American debtor securities, % OB05 OB06 OB07 OB08 OB10 OB15 OB16 OB17 P08P P09P P10D P11P 17.9 13.7 5.2 2.9 3.6 3.7 2.6 2.0 246.1 16.4 7.8 7.0 37.7 50.4 29.8 20.2 30.7 63.7 46.6 42.1 69.8 33.7 20.5 19.8 Source: Nex exchange and Montenegrostock exchange; \authors calculations Source: The US Treasury 5 Generally, this is a disadvantage for any active investor into bonds.
EVAL_EXTRA:In fact, it is here that the interest rate risk essence is.
EVAL_EXTRA:6 The probability that the bond will be kept till the maturity date is rather real and comparable, since the depositors in principle do not make fixedterm deposits to break the deal lated..
EVAL_EXTRA:7 It is clear that the USA cannot be compared to Montenegro, both in the size and in economy, and in the size and the level of development of money markets.
EVAL_EXTRA:Table no. ~~~ 3 Yield variations,the US Treasury securities Maturity Standard deviation, % Variation coefficient, % 1-month 3-month 6-month 1-year 2-year 3-year 5-year 7-year 10-year 20-year 30-year 61.1 44.6 43.0 40.7 37.1 34.0 29.2 26.6 24.3 17.0 19.7 Souce: The US Treasury; authors calculations 1.5 1.8 1.8 1.8 1.8 1.7 1.5 1.5 1.4 1.0 1.3 We will point out that the standard deviation and the variation coefficient depend on the observation period.
EVAL_EXTRA:Primarily, it is the monetary policy of the FED, the US Central Bank.
EVAL_EXTRA:4.
EVAL_EXTRA:In place of conclusion: Interest rate risk as investors problem in Montenegro In the end, it must be pointed out that the interest rate risk, at least so far, has not been the primary risk and a big problem of those who invest in bonds.
EVAL_EXTRA:The reason is simple: trading is low, a vast majority of investors chooses to keep the bonds until the maturity date.
EVAL_EXTRA:There is a large number of primary owners that decid ed to keep the bonds until their maturity date.
EVAL_EXTRA:Or, in the majority of other cases, a new buyer will keep them until theeir maturity date, or, using the 1:1 parity, buy portions of state property, or pay taxes, or electricity supply bills and the option of resale and yield by capital gain comes last. ~~~ (Resale can be a solution when the bond has left the deep discounts and its worth comes to ¡0.9 or ¡0.95, with the maturity date far ahead, therefore it seems a better solution to sell at that price and recover liquidity, than wait for the maturity of the bonds.
EVAL_EXTRA:And even among this small number of bonds they possess, the majority are classified as securities that are kept until the maturity date.
EVAL_EXTRA:In such a case, according to the International accounting standards (that is,formally), the investor is not obliged to adjust the change in the value of the bonds in balance statements, which is fully justified and is only a proof of the economic essence of the phenomenon.
EVAL_EXTRA:REFERENCE Š1Ë Fabozzi, F. J. ~~~ The Handbook of Fixed Income Securities, Mc Graw-Hill, 6th ed., 2001 Š2Ë Božović, B. Rizici investiranja u obveznice sa osvrtom na rizik promjene kamatne stope, magistarski rad, Ekonomski fakultet, Podgorica, 2009 Š3Ë sites: www.montenegroberza.com, www.nex.cg.yu, www.bloomberg.com, www.ustreas.gov. Book review Manufacturing Operations Strategy - osvrt Hill, T. Hill, Manufacturing Operations Strategy, Palgrave Macmillan, 2009 In the practice of a large number of companies strategic development is related to the marketing decisions that primarily define the character and the trends of the strategic future, whereas the operations follow this set path and occupy the position in the tail of the process.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Dr Maja Levi-Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1. ~~~ INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4.
EVAL_EXTRA:CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3]
EVAL_EXTRA:Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor UDC 005 ISSN 1820-0222 2009 - 53 Number 53, Year XIV December 2009. ~~~ Publisher Faculty of Organizational Sciences - Belgrade Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, B elgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educati on, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Effective cost management and customer profitability measurement Vesna Milićević, Bojan Ilić How the australian government assists the building and construction industry to be soccialy responsible Sonja Petrović-Lazarević, Violet Lazarević Application of multivariate analysis methods in ranking on thr example of western Balkan countries Milica Bulajić, Dragana Kragulj Communication methods in the city government G2C service Djordje Mazunjanin, Zorica Bogdanović, Mirjana Despotović Organizational development of higher education and the competent model in the Bologna reform of studies Tatjana Devjak, Srečko Devjak Effects of fiscal policy the maintenance of macroeconomic stability in Serbia in the period 2001 - 2007 Mihajlo Babin E-commerce, Slovenian attorneys and social responsibility in search of a link Dolores Modič, Malči Grivec Implementation of the adaptive system in electronic learning Svetlana Jevremović Survive - to Thrive Jan Snoelj Effective Cost Management and Customer Profitability Measurement UDC: 005:657.471 ; 657.05 Prof. dr Vesna Milićević, Prof. dr Bojan Ilić Faculty of Organizational Sciences in Belgrade The paper shows the relationship between the effective cost management and the profitability measurements per customer (customer profitability), which is a more recent perception from the point of view of the company cost management,as well as, in the long run, from the point of view of the marketing management too, in the context of long-term customer relations management.
EVAL_EXTRA:The value for customers is measured by the price they are willing to pay, as well as by the extent to which they are satisfied with the companys products and services Š1Ë. Efficient companies tend to use a minimum of scarce resources in order that their outputs satisfy the needs of their customers, with continual towards improvement.
EVAL_EXTRA:The constituents of non-profit organizations, among them those with a developed management practice, who manage costs successfully, do the evaluations by supporting the organizations that prefer monetary donations, dedicating their time and other resources to this job. tendencies In order that the cost management be effective, it is necessary that it should promote a proactive attitude that, basically, the product and services costs largely depend on the managerial teams decisions.
EVAL_EXTRA:Thus, for example, the cause of significantly higher production costs per output unit may be related to inefficient work, excess material failure, deffective equipment or inadequate production methods. easily both in case of introducing new technologies in the area of production or services and in case of competition being suddenly sharper than before.
EVAL_EXTRA:The top managers in the companies worldwide increasingly accept this attitude and decide that the cost discipline, in terms of the programmes of permanent cost reduction, should be the programme that may even become the core of the company competence.
EVAL_EXTRA:Practice has shown that businesses with successful programmes of permanent cost reduction may achieve as much as half of their increase in annual profit directly due to the cost reduction.
EVAL_EXTRA:The companies observing a strict cost discipline tend to adjust more 1.
EVAL_EXTRA:Elimination of waste, spending and redundance; i.e., of unreasonable 2.
EVAL_EXTRA:Implementation of the best practices; 3. ~~~ Introducing new technology when it is effective; 4. ~~~ Creating virtual business operations via the Internet Š3Ë.
EVAL_EXTRA:It aids managers to make an adequate choice among the alternatives, ensures that the selected activity course will earn good value for the money higher that any other activity course and generally contributes to a more reasonable allocation and use of resources.
EVAL_EXTRA:Of specific importance is an adequate estimate of costs that must include both the real and the opportunity costs for each option.
EVAL_EXTRA:Integrated approach to information the to business The cost management is based on an integrated approach information.
EVAL_EXTRA:
EVAL_EXTRA:The complexity of any of these dimensions will affect the costs. the diversity of An important aspect of modern management is certainly its proactivity, orientation towards the future and respect for the necessity of change.
EVAL_EXTRA:Cost management also respects the specific features of service companies.
EVAL_EXTRA:Service firms usually have either little supplies or no supplies at all.
EVAL_EXTRA:Following the financial measures, the non-financial factors mirror the current and the prospective standing of the company measured from three additional views of the performance balanced scorecard Š6Ë: (1) customers view market share and market share growth, customer service, timely delivery, customer satisfaction, brand recognition, market position; (2) of internal business processes view high quality product, product innovations, growth in productivity, life cycle, waste reduction; and (3) innovation and learning view human resources development, managers competence and integrity, ethics and corporate culture, education and training, innovation, new products, new methods of production.
EVAL_EXTRA:In the conditions of change in the business environment, the companys cost management system must be more dynamic in order to cope with both the fast-changing environment and the growing diversity of products and production processes for the purpose of facilitating the strategy implementation Š5Ë. New challenges, from both the theoretical and practical aspects, confront cost management in the strategic sense, in terms of implementation of new technologies, technologies, numerically controlled machines and robots, the consequences of which are a considerable reduction of labour share in the product costs structure.
EVAL_EXTRA:Similar is the case of electronic business costs. especially high 5.
EVAL_EXTRA:Importance of customer based cost accounting Modern cost managemnt largely relies on the activity based costing.
EVAL_EXTRA:In cost accounting per activities, indirect costs are allocated to activities via the cost activators, then the activities are factually linked to the cost objects, which supplies the managers with reliable information on costs. increasing importance With the of customer satisfaction and with the strategies oriented towards capturing the market, the costs of marketing, sales, and distribution become significantly higher.
EVAL_EXTRA:The initial information on the basis of activities used in the analysis of products/services of the company can be used to measure the contribution to the profitability of principal customers.
EVAL_EXTRA:Customer-based cost accounting is an analysis of activity costs on each level directed to particular customer services.
EVAL_EXTRA:It is also possible to quantify the customer life-time value.
EVAL_EXTRA:It is the current net value of all the anticipated profits earned from that particular customer. industry The measurement of profitability and profitability per customer management on the basis of an activity-based profitability analysis is presented in Fifure 1.
EVAL_EXTRA:It is essential that a customer profitability analysis be conducted, that should provide the managers with adequate information for customer value assessment.
EVAL_EXTRA:Next, they should evaluate other relevant factors prior to defining concrete activities, appropriate to each customer/user of services.
EVAL_EXTRA:
EVAL_EXTRA:REFERENCE Š1Ë Hilton, R., Mahler, M., Selto, F., Cost Management, Strategies for Business Decisions, Irwin, McGraw-Hill, International Edition, 2000 Š2Ë Milićević, V., Ilić, B., Značaj novijih kategorija troškova sa stanovišta savremenog menadžmenta, Direktor br.5-6, 2005.
EVAL_EXTRA:Š3Ë Shim, J. K., Siegel, J.G., Cost Reduction and Control Best Practices, Institute of Management and Administration, John Wiley & Sons, Inc., Hoboken, New Jersey, 2006 Š4Ë Hirschey M., Pappas J., Whigham, D., Managerial Economics, European Edition, Harcourt Brace&Company Limited, London, Š5Ë Blocher, E., Stout, D., Stokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š6Ë Kaplan, R., Norton D., The Balanced Scorecard, Harvard Business School Press, Boston, 1996 Š7Ë Porter, M., Competitive Advantage, Creating and Systaining Superior Performance, The Free Press, New York, 1985 Š8Ë Png, I., Managerial Economics, Blackwell Publishing, Malden, Oxford, Melbourne, Berlin, Š9Ë Atkinson, A., Banker, R., Kaplan, R., Mark Young, S., Management Accounting, Prentice Hall, Upper Saddle River, New Jersey, 2001 Figure 1. ~~~ Customer-based profitability measurement and management From the point of view of customer-based profitability management, it is important that the Figure presents four types of customers. ~~~ In the bottom left square are the customers sensitive to prices, asking primarily low prices of products and discounts, therefore the net margins are low, the service costs are also low, therefore they can be profitable customers. ~~~ Next, the upper right square shows the customers that count on the high costs of service (often due to considerable technical and sales support), however, they can also be profitable, if the net margin achieved by the sales to these customers compensates in excess the costs of all the necessary resources.
EVAL_EXTRA:
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EVAL_EXTRA:How the Australian Government Assists the Building and Construction Industry to be Sociality Responsible UDC: 35.072.2(94) ; 347.72.032(94) ; 005.35:69(94) Sonja Petrovic-Lazarevic, Violet Lazarevic Faculty of Business and Economics Monash University, Melbourne, Australia At present every country in the world is trying to minimise the negative effects of the economic crisis.
EVAL_EXTRA:The paper ends with concluding remarks and future research directions. ~~~ The research findings are useful to the academics, practitioners and governments. ~~~ 2.
EVAL_EXTRA:Literature review 2.1. ~~~ Corporate social responsibility socially responsible Corporate Social Responsibility is becoming important to research because of its growing importance in influencing behaviour (Blumenthal and Bergstrom, 2002).
EVAL_EXTRA:In addition, customers experience more satisfaction from their experiences with firms that employ corporate social responsibility initiatives (Luo and Bhattacharya, 2006). ~~~ Corporate social responsibility activities implemented by an organization are seen as contributing to the future by ensuring that there is an environment within which to operate in the future (Middlemiss, 2002).
EVAL_EXTRA:
EVAL_EXTRA:The reason to choose Queensland was that we have had an immediate access to the real source of actions undertaken, and have interviewed the person Queensland has established the Integrated Planning Act (1999) to protect environment.
EVAL_EXTRA:
EVAL_EXTRA:This is done through the PQC Certificate of Registration (Prequalification PQC, 2003). ~~~ PQC Certificate of Registration (P=pretender; Q=qualification; C=criteria) includes various systems in place such as Environmental Management Standard and quality management related systems.
EVAL_EXTRA:The Environmental Management Standard (ISO 14001 EMS) indicates the environmental responsibility.
EVAL_EXTRA:It covers financial, technical, safety and environment criteria that have to be satisfied and submitted with a tender.
EVAL_EXTRA:It also implies the application of sustainability practices in an effort to help future generations meet their needs (Petrovic-Lazarevic, 2009).
EVAL_EXTRA:Further, the environment criteria are related to health and safety.
EVAL_EXTRA:Australian standards AS/NZS 4804:2001, occupational, health and safety management systems and AS/NZS/ISO 14001:2004 EMS, are closely related; both are government endorsed standards designed to guide organizations in establishing healthy working environments, and subsequently providing a framework for the application of metrics to measures, evaluate and improve performance.
EVAL_EXTRA:(The authors are grateful to Mr Frank Ellison, Quality Assurance and Environment, Watpac Construction Australia for his help in finding the adequate information and constructive suggestions of how to improve the paper.)
EVAL_EXTRA:REFERENCES Š1Ë Aupperle, K.E., Carroll, A.B., and Hatfield, J.D. (1985) ~~~ An empirical examination of the relationship between corporate social responsibility and profitability, Academy of Management Journal, 28 (2): 446-463.
EVAL_EXTRA:Š2Ë Blumenthal, D. and Bergstrom, A.J. (2002)
EVAL_EXTRA:Brand councils that care: Towards the convergence of branding and corporate social responsibility, Brand Management, 10 (4): 327-341.
EVAL_EXTRA:Š3Ë Bowen, H.R. (1953), Social Responsibilities of the Businessman, New York: Harper & Row.
EVAL_EXTRA:Š4Ë Built Environment - Curriculum Context (2004), http://www.det.wa.edu.au/education/cmis/eval/ curriculum/pathfinders/ybe/index.htm, Assesses 19/01/2009.
EVAL_EXTRA:Š5Ë Capaldi, N. (2005)
EVAL_EXTRA:Corporate social responsi bility and the bottom line, International Journal of Social Economics, 32 (5): 408-423.
EVAL_EXTRA:Š6Ë Carroll, A.B. (1991)
EVAL_EXTRA:Corporate social perform ance measurement: A comment on methods for evaluating an elusive construct, in L.E. Post (ed.), Research in Corporate Social Performance and Policy, (12): 385-401.
EVAL_EXTRA:Š7Ë Cole, R. (2003)
EVAL_EXTRA:Reform of Occupational Health and Safety: Volume 6, Final Report of the Royal Commission into the Building and Construction Industry, February, Construction Safety Alliance (2003) Analysis of Safety Programs of 16 Large Construction Companies, Online, available at https://engineering.purdue.edu/CSA/publications/FallPotts; Assessed 17/09/2007. ~~~ Š8Ë Crowther, D. (2000)
EVAL_EXTRA:The dialects of corporate value management, in Arnold, G. and Davis, M. (Eds), Value Based Management: Context and Application, Wiley, Chicester: 105-132.
EVAL_EXTRA:Š9Ë DeFillipi, R.J. (1982) ~~~ Conceptual framework and strategies for corporate social involvement research, in L.E. Preston (ed.), Research in Corporate Social Performance and Policy, JAI Press, Greenwich, Connecticut, No. 4.
EVAL_EXTRA:Š10Ë General Environment (2008) http://ec.eu ropa.eu/dgs/environment/index_en.htm; Assessed 19/01/2009.
EVAL_EXTRA:Š11Ë Hart, S. (1995) ~~~ A natural resource based view of the firm, Academy of Management Review, 20 (4): 986-1014.
EVAL_EXTRA:Š12Ë Green Building Council Australia (2002),http://www.gbca.org.au/; Assessed 19/01/2009. ~~~ Š13Ë Hillebrandt, P.M. (1985)
EVAL_EXTRA:Economic Theory and the Construction Industry, Macmillan, Houndmills. ~~~ Š14Ë Houghton, N. (1998)
EVAL_EXTRA:Ecologically Sustainable Development: indicators and decision processes, Research Report No.319.63, ARRB Transport Research Ltd, Vermont, Australia.
EVAL_EXTRA:Š15Ë Integrated Planning Act (1999) http://www.dip.qld.gov.au/ipa; Assessed 18/01/2009. ~~~ Š16Ë International Environmental Law and Policy Series (1993) The Earth Summit: the United Nations Conference on Environment and Development, Graham & Trotman/Martinus Nijhoff, London.
EVAL_EXTRA:Š17Ë Johri, L.M., and Sahasakmontri, K. (1998) ~~~ Green marketing of cosmetics and toiletries in Thailand, Journal of Consumer Marketing, 15 (3): 265-282.
EVAL_EXTRA:Š18Ë Kitchin, T. (2003)
EVAL_EXTRA:Corporate social responsi bility: A brand explanation, Brand Management, 10 (4-5): 312-326.
EVAL_EXTRA:Š19Ë Langerak, F. (1998) ~~~ Exploratory results on the antecedents and consequences of green marketing, Journal of Market Research Society, 40 (4): 323-333.
EVAL_EXTRA:Š20Ë Luo, X. and Bhattacharya, C.B. (2006) ~~~ Corporate social responsibility, customer satisfaction and market value, Journal of Marketing, 70 (3): 1-18.
EVAL_EXTRA:Š21Ë Maignan, I. (2001)
EVAL_EXTRA:Consumers perception of corporate social responsibilities: A cross-cultural comparison, Journal of Business Ethics, 30 (1): 57-72.
EVAL_EXTRA:Š22Ë Middlemiss, N. (2002)
EVAL_EXTRA:Authentic not cosmetic: CSR as brand enhancement, Brand Management, 10 (4-5): 353-361.
EVAL_EXTRA:Š23Ë Mohr, L.A., Webb, D.J., and Harris, K.E. (2001) ~~~ Do consumers expect companies to be socially responsible?
EVAL_EXTRA:The impact of corporate social responsibility on buying behaviour, Journal of Consumer Affairs, 35 (1): 45-73.
EVAL_EXTRA:Implementation of Changes in Values, Strategy and Policy, CD Rom, pp. 1418-1427.
EVAL_EXTRA:Š34Ë Petrovic-Lazarevic, S. (2002) ~~~ Challenges of Leadership in Yugoslav Building and Construction Industry, International Conference of the Global Business and Technology Association, Rome, in N. Delener, C. Chao (eds) Beyond Boundaries, 940-946. ~~~ Š24Ë Morris, S.A. (1997)
EVAL_EXTRA:Environmental pollution Š35Ë Petrovic-Lazarevic, S., Perry, M. and Rajan, R. and competitive advantage: an exploratory study of U.S. industrial goods manufacturers, Academy of Management Proceedings: 411-415.
EVAL_EXTRA:Š25Ë Nalewaik, A. and Venters, V. (2008) ~~~ Costs and benefits of building green, AACE International Transactions, DEV.02: 1-9.
EVAL_EXTRA:Š26Ë NATA (2005) http://www.nata.asn.au; Assessed 19/01/2009.
EVAL_EXTRA:Š27Ë Orlitzky, M., Schmidt, F.L., and Rynes, S.L. (2003) ~~~ Corporate social and financial performance, Organization Studies, 24 (3): 403-441.
EVAL_EXTRA:Š28Ë Oyewole, P. (2001), Social costs of environmental justice associated with the practice of green marketing, Journal of Business Ethics, 29 (1): 239-251.
EVAL_EXTRA:Š29Ë Petrovic-Lazarevic, S. (2009) ~~~ Good Corporate Citizenship in the Australian Construction Industry, Corporate Governance (forthcoming) Š30Ë Petrovic-Lazarevic, S. (2008) ~~~ The Development of Corporate Social Responsibility in the Australian Construction Industry, Construction Management and Š1Ë Economics, 26(2): 93-101.
EVAL_EXTRA:Š31Ë Petrovic-Lazarevic, S. (2005) ~~~ Governance and global effectiveness of the Serbian economy, European Business Review, 17(2): 133-143.
EVAL_EXTRA:Š32Ë Petrovic-Lazarevic, S. (2004) ~~~ Corporate Governance in the Building and Construction Industry in Callender, G, Jamieson D, Williams C. (eds.) ~~~ Governance by Accident or Design, Vine Yard Publications Perth, 115-124.
EVAL_EXTRA:Š33Ë Petrovic-Lazarevic, S. (2003)
EVAL_EXTRA:Change of Governance as a Key Factor of Adding Value to Serbian Economy, GBATA 2003, International Conference: Challenging the Frontiers in Global Business and Technology: (2007) Improving Occupational Health and Safety Measures in the Australian Construction Industry, Zagreb International Review of Economics & Business, 10(1): 17-34.
EVAL_EXTRA:Š36Ë Podnar, K. and Golob, U. (2007)
EVAL_EXTRA:CSR expecta tions: the focus of corporate marketing, Corporate Communications: An International Journal, 12 (4): 326-340.
EVAL_EXTRA:Š37Ë Prequalification PQC(2003) Š38Ë http://www.publicworks.qld.gov.au/services/pre qual.cfm; Assessed 19/01/2009. ~~~ Š39Ë Preston, L.E. and Post, J.E. (1975) ~~~ Private Management and Policy, Prentice-Hall, Englewood Cliffs.
EVAL_EXTRA:Š40Ë Quazi, A.M. and OBrien, D. (2000) ~~~ An empirical test of a cross-national model of corporate social responsibility, Journal of Business Ethics, 25 (1): 33-51.
EVAL_EXTRA:Š41Ë Rex, E. and Baumaann, H. (2007) ~~~ Beyond eco labels: what green marketing can learn from conventional marketing, Journal of Cleaner Production, 15 (6): 567-576.
EVAL_EXTRA:Š42Ë Russo, M.V. and Fouts, P.A. (1997) ~~~ A re source-based perspective on corporate environmental performance and profitability, Academy of Management Journal, 40 (3): 534-559.
EVAL_EXTRA:Š43Ë Waddock, S., and Smith, N. (2000)
EVAL_EXTRA:Corporate social responsibility audits: Doing well by doing good, Sloan Management Review, 41 (2): 75-83.
EVAL_EXTRA:Š44Ë Walsh, J.P., Weber, K., and Margolis, J.D. (2003)
EVAL_EXTRA:Social issues and management: Our lost cause found, Journal of Management, 29 (6): 859-881.
EVAL_EXTRA:Š45Ë World Health Organization (2009) http://www.who.int/phe/en; Assessed 19/01/2009.
EVAL_EXTRA:Application of Multivariate Analysis Methods in Ranking of the Example of Western Balkan Countries UDC: 339.92(497.11) Milica Bulajić1, Dragana Kragulj2 Faculty of Organizational Sciences, Beograd 1mild¿fon.bg.ac.yu 2kragulj¿fon.bg.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008.
EVAL_EXTRA:The common market that has so far operated on the basis of 31 bilateral free trade agreements the countries in the region concluded between each other in the past years, turns into an integrated Agreement characterised by Š4Ë: Further liberalization and cancellation of any quantitative limitations (with the exemption of armament and military equipment); The non-discrimination principle (which means that all the products are entitled to equal treatment); The principle of origin (which provides that the CEFTA product is treated as domestic when exported to export markets); Introduction of diagonal cummulation (meaning that the products manufactured in one member country of the Agreement are taken as domestic products, regardless of whether they are partially or fully manufactured in that respective country); The protection and compensation measures are defined in accordance with the World Trade Organization and national legislative regulations.
EVAL_EXTRA:3.
EVAL_EXTRA:Each national economy, especially in the transition countries is faced with the problems of defining the economic policy and goals prioritizing.
EVAL_EXTRA:The Western Balkan countries are very similar in their features.
EVAL_EXTRA:These are small scope economies, insufficiently competitive due to an inadequate adjustment to the European and international standards and norms, with the trade balance and budget deficits and a certain, somewhere high, inflation rate, and especially high unemployment rate.
EVAL_EXTRA:They are characterized by an unsatisfactory infrastructure, the working capital is scarce, the grey economy share is high, the standard of living is rather poor.
EVAL_EXTRA:The data are shown for the CEFTA member countries (Kosovo not included) for a five-year period, from 2001 to 2005, and on the following macroeconomic indicators: Albania B&H Croatia Macedonia Moldova Montenegro Serbia 6.50 4.70 6.00 6.00 5.50 3.50 2.10 3.30 2.20 2.00 14.60 15.88 15.00 14.60 14.20 -7.90 -6.60 -4.90 -4.90 -3.80 4.80 4.20 2.40 8.40 6.20 91.80 19.50 11.70 10.10 16.50 12.20 13.20 14.60 18.50 20.80 -1.40 -4.00 -2.70 -0.30 2.00 -4.10 0.90 2.80 4.10 4.00 5.50 2.30 1.10 -0.40 0.50 30.50 31.90 36.70 37.00 37.30 -7.20 -5.70 -1.10 0.00 .
EVAL_EXTRA:4.50 3.80 3.30 6.00 5.50 1.90 -0.20 1.00 0.70 3.60 42.70 42.00 42.00 43.10 44.10 -5.80 -4.00 -2.20 -0.60 0.90 3.80 5.20 4.50 3.80 4.30 4.90 2.20 1.50 2.10 3.30 22.30 22.50 19.50 13.80 12.70 -6.50 -5.20 -4.60 -4.90 -4.10 6.10 7.80 6.60 7.30 7.10 9.80 5.30 11.70 12.50 13.50 1.70 6.80 7.90 8.10 7.30 -0.50 -2.00 0.20 0.40 -0.70 -0.20 1.70 2.30 3.70 4.10 28.00 9.50 6.70 4.30 1.80 19.50 21.60 22.90 22.40 17.00 . ~~~ 1.93 3.16 2.10 3.10 GNP the gross national product (the rate of change compared to the previous year); URC the unemployment rate (percentage of working age population); BUDBAL the budget balance (the gross national income percentage). ~~~ Table 1.
EVAL_EXTRA:Macroeconomic indicators for the CEFTA member countries GNP01 GNP02 GNP03 GNP04 GNP05 IRC01 IRC02 IRC03 IRC04 IRC05 URC01 URC02 URC03 URC04 URC05 BUDBAL01 BUDBAL02 BUDBAL03 BUDBAL04 BUDBAL05 Although rather similar to one another, the economies of the observed countries do reveal some differences.
EVAL_EXTRA:Component Table 2.
EVAL_EXTRA:The factor loading matrix The values of linear combinations (scores) for the countries subject to this analysis are calculated for each principal component. ~~~ The values of the scores are presented in Table 3. ~~~ PC 1. ~~~ PC 2. ~~~ PC 3.
EVAL_EXTRA:PC 4. ~~~ Albania B&H -0.62391 1.8154 -0.00443 0.77483 -0.53567 -0.62875 -1.21536 0.00713 Croatia Macedonia Moldova Montenegro Serbia -0.64151 0.87862 -0.0586 0.68713 -0.98362 -0.75765 2.13387 -0.40962 -0.00204 -1.03228 0.0618 -0.32163 -0.99295 1.43525 -0.74846 0.91542 -0.37706 -1.15152 0.19068 1.58492 Table 3.
EVAL_EXTRA:The obtained I-distance values represent the measure of similarities and differences between the countries observed, on the basis of the economic indicators presented in Table 1. ~~~ The I-distance can also be viewed as an indicator of the transition level achieved.
EVAL_EXTRA:Rank Country Croatia 1. ~~~ Albania 2. ~~~ Macedonia 3.
EVAL_EXTRA:Montenegro 4. ~~~ Moldova 5.
EVAL_EXTRA:Bosnia and 6.
EVAL_EXTRA:Herzegovina Serbia 7. ~~~ I-distance 0.42 1.42 5.69 8.52 10.44 12.91 13.59 Table 4.
EVAL_EXTRA:I-distance Rank Country 1.13 Bulgaria 2.91 Romania Albania 3.49 Serbia and Montenegro 4.74 5.16 Croatia 5.25 Bosnia & Hercegovina 5.33 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7.
EVAL_EXTRA:Š9Ë 7.
EVAL_EXTRA:REFERENCE Š1Ë Ivanović B., Teorija klasifikacije, Institut za ekonomiku i industriju, Beograd, 1977.
EVAL_EXTRA:Š2Ë Kovačić Z., Multivarijaciona analiza, Ekonomski fakultet, Beograd, 1998. ~~~ Š3Ë Kragulj D., Jednak S., Bulajić M., Investment climate and Foreign Direct Investments in New Members States and South East European Countries, The World Bank and Ministry of Economy and Finance of Greece, conference Structuring Regulatory Frameworks for Dynamic and Competitive South Eastern European Markets, Athens, Greece, december 2006. ~~~ Š4Ë Kragulj D., Jednak S., CEFTA i strane direktne investicije, XI Internacionalni simpozijum iz projektnog menadžmenta, Zbornik radova: Projektni menadžer-profesija budućnosti, YUPMA, Zlatibor, 6-8 jun 2007.
EVAL_EXTRA:Š5Ë Kragulj, D., Delić, M., Procena ekonomskih tokova u zemljama Jugoistočne Evrope primenom I-odstojanja; 31.
EVAL_EXTRA:Simpozijum o operacionim istraživanjima SYM-OP-IS 2004; Zbornik radova 5 - 8; Iriški Venac; 14.09.17.10.2004.
EVAL_EXTRA:Š6Ë Norusis M.J., SPSS/PC+ V4.0 Advanced Statistics V 2.0, SPSS Inc, Chicago.
EVAL_EXTRA:1990.
EVAL_EXTRA:Š7Ë http://www.mfa.gov.yu/Policy/Multilaterala/EU/anal ize_e/cards_e.html Š8Ë http://www.ekonomist.co.yu/magazin/em206/tem/te m1.htm Š9Ë http://ino.komora.net/RegionJIE/CEFTA2006/tabid /1942/Default.aspx Communication Methods in the City Government G2C Service UDC: 35.077:004.738 mr \orđe Mazinjanin1, mr Zorica Bogdanović2, dr Marijana Despotović 1 PTT Communications Public Company Srbija, Beograd, Srbija 2 Faculty of Organizational Sciences, Beograd, Srbija The subject of work is the analysis of the communication between the government and the citizens in the e-service of the local government.
EVAL_EXTRA:II.
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EVAL_EXTRA:The integrated desk model A review of the citizen government communication in e-business In order that a favourable image of the e-government and citizen cooperation should be created it is necessary that special attention be paid that the services via all distribution channels are good and efficient regardless of the channel the client used to access the service. ~~~ The Internet is only one possibility for the users to communicate with their government. ~~~ In addition to this one, there are the telephone (GPRS), fax, e-mail and personal services.
EVAL_EXTRA:The citizens interest in using the e-government services is shown in Figure 2.
EVAL_EXTRA:III.
EVAL_EXTRA:
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EVAL_EXTRA:Š5Ë. IV.
EVAL_EXTRA:The central space of the page, contains two major modules: a) Service information; b) News; 5. ~~~ The page bottom.
EVAL_EXTRA:The conceptual layout of the city government home page The municipal government home page is divided into several modules arranged in such a manner that functionality, simplicity of use and clear view of contents are achieved.
EVAL_EXTRA:The basic elements of the port page are as follows: 1.
EVAL_EXTRA:The heading, divided into the following units: a) The citys logo, simultaneously a link to the home page; b) Selection of the language of presentation; in addition to Serbian, the port is designed in the English and the German languages too; c) A module for searching through the site con tents; d) The horizontal menu, containing links to the basic contents of the presentation; 2. ~~~ The left side vertical menu, including: a) Appropriate links to pages containing elemen tary information and projects realised in the municipal government, as well as the major acts related to the government operations; b) The city call centre; this module will be ex plained in detail hereinafter; c) Municipal current news, the module containing current information related to the municipal government activities; 3. ~~~ The right side vertical menu contains: a) News files; b) Useful links to the contents of the site and outside the site; Figure 6.
EVAL_EXTRA:The City of Belgrade port (www.beograd.org.yu) V. Citu government call centre The functionality principle of the city government call centre provides that the main entity of all the business processes should be the end user (caller) Š6Ë.
EVAL_EXTRA:In order that the operations of the Belgrade call centre be explained, two major types of functions are shown: base module is responsible for three functions: Organization of the base of information required 1.
EVAL_EXTRA:Answering the citizens enquiries by providing information on certain functions and services of city Services (agencies), in such a manner that they are fully resolved within the call centre head office; 2. ~~~ Responding to the citizens claims by directing orders to the Services (agencies) to service the citizens claims following their procedures and the accepted service standards, and inform the call centre head office of the results upon the completion of the job.
EVAL_EXTRA:General model of e-government call centre functionality (C1), Claim Application Any claims the caller sends may be classed into four categories: (C2), Proposition (C3) and Information, on the basis of which the caller is forwarded the appropriate information as to the further course of dealing with his/her enquiry, however, not necessarily via the same channel the caller has used to make the enquiry Š7Ë. One way of forwarding information is the internal one.
EVAL_EXTRA:The knowledge to provide a reply to the claim; Organization of the knowledge base containing information on city services and the city in general; Organization of issue base that contains and updates information on all the issues resolved in the past and on the basis of which a solution is offered (e.g. by the script method) to the operator in order that he can resolve the repeated claims.
EVAL_EXTRA:It is in this manner that the city receives a uniform information and an insight into all the aspects of public utilities operations, which can be used for the purpose of accomplishing their control, management and planning function(s) Š6Ë. Communication methods integration within the call centre In order that the communication between the citizens and the public administration in Belgrade be improved the Belgrade Call Centre the BCC has been designed.
EVAL_EXTRA:The citizen contacts the centre on the basis of one call system, and, in case of a telephone contact, uses an easily memorable and free of charge number. ~~~ All claims are automatically registred and Figure 9 shows the internal structure and infrastructure of the Belgrade Call Centre Š1Ë.
EVAL_EXTRA:The call center can be understood as the framework for an integrated communication between the citizens and the city government, allowing for a high level of interactivity. filed and make up the basis for the analyses, statistics and devising the investment and development plan(s).
EVAL_EXTRA:The public administration, as the pillar of the state and the indicator of the governmental bodies work, has to implement new technologies in its work if its goals are the prosper Figure 8. ~~~ The Belgrade Call Centre architecture REFERENCE Š1Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave, magistarska teza, FON, 2007 Š2Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave Š3Ë Mazinjanin \., Tehnologija komunikacije vlade i građana u elektronskom poslovanju , Beograd 2004. ~~~ Š4Ë Ministarstvo nauke i zaštite životne sredine, Strategija razvoja informacionog društva u Republici Srbiji, Beograd 2006. ~~~ Š5Ë Stanković S., Internet call centar u funkciji elektronskog poslovanja, Magistarski rad, FON, Beograd 2005. ~~~ Š6Ë Štab izgradnje Beogradskog pozivnog centra, Beogradski pozivni centar: Projektni zadatak za izradu Glavnog projekta Beogradskog pozivnog centra, Beograd 2006.
EVAL_EXTRA:Š7Ë CPU, Projekat procesa i rada Beogradskog pozivnog centra, Beograd 2006. ~~~ Š8Ë Anđelić B., Poduhvat uspostavljanja elektronske državne administracije u Republici Srbiji, Beograd 2002. ~~~ Š9Ë Andrejić S., Izrada Web portala grada, Specijalistički rad, FON Beograd 2005. ~~~ Š10Ë Atkinson R., Digitalna vlada: Sledeći korak u rekonstruisanju Savezne vlade, Beograd 2000.
EVAL_EXTRA:Š11Ë Republički zavod za statisktiku, Upotreba in formaciono-komunikacionih tehnologija u Republici Srbiji 2008, Beograd, 2008 Š12Ë Anttiroiko A., Strategic knowledge management in local government, Electronic governmet: design, applications and management, editor Ake Gronlund, Idea group publishing, Š13Ë Axelsson K., Melin U., Persson A., Communication analysis of public forms, International Journal of Public Information Systems, vol 3, 2007 Š14Ë Gant, J. P., Gant, D. B. Web portal functional ity and state government e-service.
EVAL_EXTRA:Proceedings of the 35th Hawaii International Conference on System Sciences - 2002 Figure 10.
EVAL_EXTRA:Communication process flow within call centre ity of the government, the progress of the country, and the satisfaction of its citizens.
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EVAL_EXTRA:Organizatonal Development of Higher Education and the Competent Model in the Bologna Reform of Studies UDC: 378.014.3(4) Tatjana Devjak1, Srečko Devjak2 1Ljubljana University, Faculty of Pedagogy 2Ljubljana University, Faculty of Administration Ever since 1988 the European countries have implemented the Bologna reform, based on the declarations submitted by the EU member countries ministers of higher education.
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EVAL_EXTRA:The trend established shows that the European countries and institutions are willing to learn one from another and thet the mobilitty of both students and teachers increasingly contributes to a growing understanding of a real European identity.
EVAL_EXTRA:In order that the curricula be better understood and compared within the Tuning project a specific methodology was created that defines five key sets of approaches in the subject/disciplinary areas: (1) general competences or transferable skills; (2) subjectspecific competences, (3) the role of ECTS as a credit accumulating system; (4) approaches to studying, teaching and assessment; (5) the role of improving The adjustment project in Europe was conducted within the Tuning project1 which was highly successful, since, in addition to the work load to the students, it introduced a component of learning results (outcomes) which jointly define the ECTS in a most com 1 The Tuning project includes over one hundred European universities and is directed towards designing concrete suggestions in the execution of the Bologna process on the level of higher education institutions and certain subject areas.
EVAL_EXTRA:The project has recently spread from Europe to Latin America and central Asia (gonzales and Wagenaar, 2007) quality in the education process, with an emphasis on the systems based on national institutional quality culture (Gonzales and Wagenaar, 2007).
EVAL_EXTRA:All these five sets of approaches allow for the universities to tune their curricula without giving up their autonomy and simultaneously enhance their competence and inovation.
EVAL_EXTRA:The issue to solve is how to implement the competent model to improve the opportunities of the graduate students to find employment.
EVAL_EXTRA:Or, as Gonzales and Wagenaar (2007:54) maintain, competences are a dynamic combination of knowledge, understanding, skill, and abilities, therefore the development of competences is the objective of the programmes of education.
EVAL_EXTRA:2 The teaching, curricula outcomes /results ar what the student will be capable of knowning, understanding or producing upon completing his studies.
EVAL_EXTRA:Thus, in the higher education curricula reform we encounter certain new elements that we have to observe as logically interrelated, which is shown in the following chart: Chart 1: Degree programmes reform planning and development Source: Tancig, S. (2007).
EVAL_EXTRA:Ljubljana: Faculty of Pedagogy UL, 24.
EVAL_EXTRA:Thus descriptors act as a significant guide in designing the degree programme competences and objectives, as well as the study achievements. ~~~ (Tancig, 2007:26). the setting of objectives and study achievements of the programme course units that in turn define the teaching methods and the methods of testing knowledge.
EVAL_EXTRA:Competences are classed as general, or generic and subject-specific.
EVAL_EXTRA:Instrumental, or applicable competences: cognitive, methodological, technological and linguistic competences; 2. ~~~ Interpersonal, or mutual competences: an individuals abilities, such as behaviour in the society and capability of collaboration; 3. ~~~ Systemic competences: abilities and skills that require entire systems (a combination of understanding, cleverness, knowledge with an overall acquisition of applicable knowledge and interpersonal competences).
EVAL_EXTRA:The competence design has to be in accord with a particular study level, i.e., its descriptor; in other words, the descriptors must be translated to degree programmes competences, whereas these in turn are to be translated to objectives, and finally to achievements.
EVAL_EXTRA:The degree programmes competencies precondition The identification of generic and subject-specific competences is a process that requires an agreement among the graduate students, employers and academics as regards each academic area.
EVAL_EXTRA:Although the selection of the most adequate generic competences differs to some extent due to the specific nature of a particu Chart 2: Study results and competences in degree programmes Izvor: Gonzales, J. and Wagenaar, R. (2007). ~~~ Metodologija projekta Tuning. ~~~ V: Devjak, T. i Zgaga, P. (ed.). ~~~ Prispevki k posodobitvi študijskih programov II.
EVAL_EXTRA:Ljubljana: Faculty of Pedagogy, 57. lar area, the authors (Prav tam) claim that the typical academic competences, such as analytical and synthesis skills, as well as the learning and problem solving skills, are identified as most important in each of the areas.
EVAL_EXTRA:Other generic competences, such as the skill of applying the knowledge in practice, the skill of adapting to new situations, concern about quality, ability to control information, autonomous acting, team work, organization, work planning, oral and written communication in mother tongue as well as individual skills were assessed by both the graduates and the employers as primarily important for finding employment.
EVAL_EXTRA:The research conducted by these authors shows that more attention should be paid to a specific number of generic competences in order that the students preparations for future work should be as good as possible3. ~~~ The subject-specific competences as part of the project were already defined for nine areas and the European countries reached the agreement about what comprises the essence of each area.
EVAL_EXTRA:As said above, competences are referent points in creating curricula and assessment methods.
EVAL_EXTRA:The curricula creation allows for flexibility and autonomy, however, 3 A detailed reserach was conducted on the Faculty of pedagogy at the University of Ljubljana, in 2004.
EVAL_EXTRA:Razdevšek Pu?ko and Rugelj, 2007:43). they simultaneously offer a common language in describing the curricular objectives.
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EVAL_EXTRA:3. ~~~ Lessons learned from recognizing the need to develop organizational enviroment for a successful implementation of the Bologna reform The Faculty of Administration was among the first at the University of Ljubljana and in Slovenia to introduce and develop the Bologna programme.
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EVAL_EXTRA:A valuable aid in setting the criteria and objectives is provided by the standards promoted by the following institutions: A broad national association, e.g., University of Ljubljana, by developing and observing their own standards; International e.g., EAPAA (European Association for Public Administration Accreditation), where the Faculty accredited the second level ADMINISTRATION programme (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel, 2007); institutions, Partner-educational institutions with which the Faculty of administration jointly conducts the degree programmes and issues joint diplomas: Program Management in administration with the Faculty of Organizational Sciences in Belgrade (DRAKULI], M., DEVJAK, S., BRAČEK, A., Pravni život, 2007a); the FINAC program (accounting and public finances) with partner faculties at the universities in Roterdam, Prague and Banska Bistrica (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel, 2007b) Institutions that employ graduate students.
EVAL_EXTRA:The standards promoted by the faculty are as a rule difficult to attain which is rather due to organizational and financial restrictions than to the pedagogic staff being undertrained. ~~~ Monitoring and evaluating the ECTS system implementation is one of the key elements of the Bologna reform.
EVAL_EXTRA:The Faculty of administration implements the idea of partnership in various areas: In the academic community where partnership is understood in a similar way by both pedagogic, non-pedagogic staff and by the students who decide upon mutual objectives and values; With the partner educational and research institutions when they jointly carry out the degree programmes and research work; Employers who employ the graduate students that take an active part in the educational (e.g., student practice, seminars and diploma works) and research processes (e.g., joint and individual research, European projects) in order that they should approximate the competent model to their human resources needs; The graduate students that make the link between the faculty and the profession, inform the faculty on the adequacy of the competent models of degree programmes and take the problems of profession to the academic milieu, or enhance the development of educational work or research activities.
EVAL_EXTRA:REFERENCES Š1Ë Common European Principles fot Teacher Competences and Qualifications (2005). http://europa.eu.int/comm/education/policies/2010/testingconf-en.html Š1Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007a) Joint programmes of public administration as an answer to external pressures : case study of a joint master programme: Management in administration.
EVAL_EXTRA:Prav. život, let. ~~~ 56, št. ~~~ 10, str.
EVAL_EXTRA:677-689. ~~~ Š1Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007b) Development of public administration education and curriculum in South East Europe.
EVAL_EXTRA:V: VINTAR, Mirko (ur.), KOVAČ, Polonca (ur.).
EVAL_EXTRA:Trends in development of public administration in South East Europe, (Upravna misel).
EVAL_EXTRA:Ljubljana: Faculty of Administration; [s. l.]: NISPAcee (The Network of Institutes and Schools of Public Administration in Central and Eastern Europe), str.
EVAL_EXTRA:232-250. ~~~ Š1Ë Gonzales, J. in Wagenaar, R. (2007).
EVAL_EXTRA:Metodologija projekta Tuning.
EVAL_EXTRA:V: Devjak, T. in Zgaga, P. (ur.).
EVAL_EXTRA:Prispevki k posodobitvi študijskih programov II.
EVAL_EXTRA:Ljubljana: Pedagoška fakulteta.
EVAL_EXTRA:Š1Ë Key Competenciec (2002).
EVAL_EXTRA:Survey 5.
EVAL_EXTRA:Brusseles: Eurydice, European Unit.
EVAL_EXTRA:Š1Ë Medveš, Z. (2006).
EVAL_EXTRA:Informativni in formativni nivo v kurikularnem načrtovanju.
EVAL_EXTRA:Vzgoja in izobraževanja, 37, 1, 19-21. ~~~ Š1Ë Razdevšek Pučko, C. in Rugelj, J. (2007).
EVAL_EXTRA:Competencies in Teacher Education.
EVAL_EXTRA:V: Tancig, S. in Devjak, T. (ur): Prispevki k posodobitvi pedagoških študijskih programov.
EVAL_EXTRA:Ljubljana: Pedagoška fakulteta.
EVAL_EXTRA:Š1Ë Svetlik, I. (2006).
EVAL_EXTRA:On competences.
EVAL_EXTRA:V: Vzgoja in izobraževanje, let.
EVAL_EXTRA:37, št.
EVAL_EXTRA:1, str.
EVAL_EXTRA:4-12.
EVAL_EXTRA:Š1Ë Tancig, S. (2007).
EVAL_EXTRA:Generic and Subject-Specific Competencies in Education.
EVAL_EXTRA:V: Tancig, S. in Devjak, T. (ur): Prispevki k posodobitvi pedagoških študijskih programov.
EVAL_EXTRA:Ljubljana: Pedagoška fakulteta.
EVAL_EXTRA:Š1Ë Zgaga, P. (2005) ~~~ Učni izidi in kompetence.
EVAL_EXTRA:V: Devjak, T. (ur).
EVAL_EXTRA:Parterstvo fakultete in vzgojno-izobraževalnih zavodov: izobraževanjepraksaraziskovanje.
EVAL_EXTRA:Ljubljana: Pedagoška fakulteta, 17 26.
EVAL_EXTRA:Š1Ë Teze za prenovo pedagoških študijskih pro gramov (2004). http://www.pef.unilj.si/strani/bologna/dokumenti/prenova-pedagstudijev.pdf Effects of Fiscal Policy on the Maintenance of Macroeconomic Stability in Serbia in the 2001-2007.
EVAL_EXTRA:Period UDC: 338.23:336.22(497.11)2001/2007 Mihajlo Babin Faculty of Economics, finance and administration, Beograd This paper presents the research conducted to find out the effects of fiscal policy in Serbia over the 2001-2007 period.
EVAL_EXTRA:A particular problem in identifying the effects of fiscal policy was the result of the different levels of budgetary balance calculated on the basis of different methodologies (the National Bank of Serbia NBS methodology, the International Monetary Chart 1. ~~~ (Dragutinović, 2007) 1 The balance of payments current account deteriorated in 2004, however the reduction trend continued in 2005. ~~~ Fund IMF methodology, the Ministry of Finance MoF methodology) chart 12 Therefore it is quite possible that, according to one methodology, the budgetary balance may be balanced and even in surplus, whereas according to another, it may show a deficit of 2-3% GNP.
EVAL_EXTRA:The expansive quality of the fiscal policy measures is based on the increase in the wages in the public sector and the commencement of the National Investment Plan implementation. member (EU countries The 2006 budgetary balance (-1.5% GNP) in Serbia is comparable to the average balance in the European Union 27) (www.ec.europa.eu/eurostat) which was -1.6% GNP in 2006.
EVAL_EXTRA:The Serbian fiscal policy being predominantly cyclic did not produce an unfavourable impact upon the growth of public debt; on the contrary, the share of the public debt in the GNP continually decreased (by the debt repayments made possible due to the high level of inflow in the capital balance and the debt release by the foreign creditors), therefore, measured by the Mastricht criteria, the condition of public finances is absolutely stable.
EVAL_EXTRA:Besides the public debt reduction in an absolute amount, there was an additional factor of continuaous GNP growth, which further reduced the share of public debts in the GNP.
EVAL_EXTRA:The public debt share in the GNP was reduced from 102.2% GNP at the end of 2001 to 29.4% GNP at the end of 2007 (www.mfin.sr.gov.rs).
EVAL_EXTRA:With the creation of an additional pressure upon the aggregate demand, the expansive nature of the fiscal policy proved to be a further problem to the National Bank of Serbia implementation of the disinflation policy.
EVAL_EXTRA:The 2 The Ministry of Finance did not apply the internationally comparable GFS methodology used by the IMF. ~~~ 3 The fiscal policy measures in Serbia will, due to their effects upon the trends of macroeconomic variables in 2007 and 2008, be based on the data for 2006, which will be supplemented by a comparative analysis of fiscal policies in other countries. ~~~ 4 With a faster productivity growth as a result of structural reforms, improvement of exports realization and high external capital inflows .
EVAL_EXTRA:The ratio between the budgerary balance level change and the current account level is 1:1, which means the budgetary balance fall by 1% GNP results in the fall of the current balance by 1% GNP.
EVAL_EXTRA:Hence a conclusion can be drawn that an expansive fiscal policy affects the national economic operations to a smaller extent, i.e., that the predominant effect of an expansive fiscal policy is the increase in the imports of commercial goods.
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EVAL_EXTRA:Š2Ë Glytos N. (1997), Remaining behaviour of temporary and permanent migrants: The case of Greeks in Germany and Australia, Labor, 11.
EVAL_EXTRA:Š3Ë Boone P., (1995), Politics and the effectiveness of foreign aid, National Bureau of Economic Research, Working Paper No. 5308.
EVAL_EXTRA:Š4Ë IMF, (2008), Republic of Serbia: Selected issues, IMF Country Report No. 08/55.
EVAL_EXTRA:Š5Ë Svetska banka, (2004), Srbija i Crna Gora: Republika Srbija, Program za ekonomski rast i zapošljavanje, Izveštaj br. 29258.
EVAL_EXTRA:Š6Ë Schuknecht L., (2000), Fiscal policy cycles and public expenditure in developing countries, Public Choice, 102.
EVAL_EXTRA:Š7Ë IMF Fiscal Affairs Department (2006), approved by T. Ter- Minassian, Fiscal adjustment for Stability and Growth.
EVAL_EXTRA:Š8Ë Tanzi V. (2005), The economic role of the state in the 21st century, Cato journal, 25, 3.
EVAL_EXTRA:Š9Ë Purfield C. (2003), Fiscal adjustment in transition countries: Evidence from the 1990s, IMF Working Paper No. 03/36 Š10Ë Park H, (2006), Expenditure composition and distortionary tax for equitable economic growth, IMF Working Paper 06/165.
EVAL_EXTRA:Š11Ë Perotti R., (2002), Estimating the effects of fiscal policy in OECD countries, ENEPRA Working Paper No. 15.
EVAL_EXTRA:Š12Ë Feldstein M. (2002), Is there a role for discretionary fiscal policy- comment, Federal Reserve Conference.
EVAL_EXTRA:Š13Ë Hammermann F., Flanagan M., (2007), What explains persistent inflation differentials across transition economies?, IMF Working Paper 07/189 Š14Ë European Commission, (2000), Public finances for in EMU-2000, Directorate General Economic Affaires.
EVAL_EXTRA:Š15Ë Joumard I., (2001), Tax systems in European Union countries, OECD Economics Department Working Papers No. 301.
EVAL_EXTRA:Š16Ë Manasse P., (2006), Procyclical Fiscal Policy: Shocks, Rules and Institutions- A View from MARS, IMF Working Paper 06/27. www.nbs.yu www.mfin.sr.gov.yu www.ec.europa.eu/eurostat In 2007, the total net inflow of current transfers amounted to $ 4,250,000, the major portion being the remittances (www.nbs.org.rs).
EVAL_EXTRA:There is a direct ratio between the increase in the trend of public revenues by a generated value added tax and the trends of two largest groups of public expenditures: a. expenditures for the employees and b. subsidies and transfers.
EVAL_EXTRA:REFERENCE Š1Ë Dragutinović D., (2007), Moć i nemoć mometarne politike u uspostavljanju ravnoteže između platnobilansnih ciljeva inflacije, FREN, Kvartalni monitor br. 11. i ciljeva E-commerce, Slovenian Attorneys and Social Responsibility in Search of a Link UDC: 004.738.5:347.9(497.4) Dolores Modic¹, Malči Grivec² ¹School of Business and Management Novo mesto, dolores.modic¿guest.arnes.si ² School of Business and Management Novo mesto, malci.grivec¿guest.arnes.si XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008.
EVAL_EXTRA:The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten. ~~~ Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce.
EVAL_EXTRA:The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten. ~~~ Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce.
EVAL_EXTRA:Considering interaction of subjects of electronic business we separate electronic business (Kovačič, Groznik, Ribič 2005): 1. between companies and consumers (B2C), 2. between companies (B2B), 3. between consumers (C2C), 4. between companies and state administration (B2G), 5. between citizens and state administration (C2G) and 6. inside state administration (G2G).
EVAL_EXTRA:These levels are (Prešern 2006): local computer network (cid:190) 1st level: inner business processes, without connection to the Internet, since it comprises only of business processes inside the company, but it requires (LAN).
EVAL_EXTRA:Consequence of this level are faster, cheaper and better execution of business functions as keeping track of materials, general ledger, balance sheets. (cid:190) 2nd level: processes with buyers and suppliers, which are not only about management of inner business processes, but also about relations with buyers and suppliers.
EVAL_EXTRA:Result of this level is quick and safe distribution of documents to and from business partners and better response time to anticipations of consumers. (cid:190) 3rd level: e-trading, where we upgrade technology necessary in previous levels with the ability to pay over the Internet.
EVAL_EXTRA:2.1 Electronic databases Database is a group of equally formatted data, that we are keeping and using with the help of computer (Gradišar and Resinovič 1999) respectively is a group of connected files, that are organized and stored as a component of organizations computer supported information system (Gradišar and Resinovič 1998).
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EVAL_EXTRA:Advantages of electronic archives are said to be (Skeniranje in elektronska obdelava dokumentov in Toplišek 1998): (cid:190) minimal costs of archiving, (cid:190) minimally need for physical place, (cid:190) documents are stored on an electronic medium, that allows quick access, (cid:190) containing of exact data without redundancy of data or superfluous doublings, (cid:190) adaptability (cid:190) enables efficient work, (cid:190) unlimited for making safety copies, (cid:190) preservation of quality of electronic document, in comparison to paper documents inertness to impacts of environment (water, fire, moisture, light), (cid:190) controlled access to archive documents on differ ent levels of rights and assurance of safety.
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EVAL_EXTRA:Among the reasons for this trend we can also find numerous other reasons, especially e-mail communication (Harris 2001): (cid:190) simple use, (cid:190) particular computer knowledge is not necessary, (cid:190) we can send e-mail quickly and without addition al costs of (physical) delivery, (cid:190) we can send e-mail to multiple addresses at the same time, (cid:190) e-mail can be sent from outside of the office (e.g. from home), (cid:190) e-mail can be printed and adds to archives, (cid:190) use of e-mail is conditioned by the manner of business in todays world and ever increasing demands of customers for such communication.
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EVAL_EXTRA:We found a further 39 web pages (or 37,15% of web pages), that we analysed in a restricted scope (membership, market advantages, publicistic activity).
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EVAL_EXTRA:Electronic archives and attorneys in Slovenia First we asked interviewees about archives, its shape and reasons for it.
EVAL_EXTRA:Picture 3: Period of use of electronic archives in law firms in Slovenia Considering, that electronic archive is bringing numerous advantages to its users, we were trying to ascertain also the reasons behind its introduction. ~~~ 88 % of the law firms listed speed of access to data as the main reason.
EVAL_EXTRA:Picture 2: Documents in electronic archives Picture 4: Reason of use of electronic archive by law firms in Slovenia Picture 3 also leads us to infer about inconsistency of answers, because saving of time as an advantage of the electronic archives is listed by »only« 56 % of attorneys.
EVAL_EXTRA:Use of E mails and veb pages among attorneys in Slovenia We determined in the theory already, that second level of electronic business comprises e-mail and web pages.
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EVAL_EXTRA:Picture 6: The use of e-mail for communication with clients Concerning web pages of law firms we must first emphasize, that the admissibility/permissibility of attorneys web presentation in Slovenia was a long time subject of numerous debates, also because of connection with problems of advertisment of attorneys services.
EVAL_EXTRA:Individual problems in this field are repeating everywhere (in our country and elsewhere ).
EVAL_EXTRA:4) Membership in proffesional organizations and associations (except for the Bar Association)- 19 %, (majority of attorneys of course lists membership in the Bar Association of Slovenia), 5) Attorneys and their presentation - 95,2% (in picture 5 a more detailed presentation of the information on attorneys is given).
EVAL_EXTRA:Picture 8: Attorneys with web pages(as result of database analysis) According to attorneys the web page does not contribute essentially to the recognition of the law firm, which is visible also on picture 9.
EVAL_EXTRA:Most frequent data, that appear on web pages are : 1) general short presentation of office - 82,5%, 2) telephone number - 100 %, number of the fax - 98 %, e-mail adress - 98 %, address - 100 % and map 80,6%, indication of official hours - 76,12%, indication of languages in which they do business - 46 % 3) The field in which law firms engage in - 95,2% (and their specification - 68,2%), Picture 10: Incidence of some informations concerning individual attorneys 6) connection to other web pages - 58,7% 7) Web pages in foreign languages (English - 49 %, German - 24 %, Italian - 8 %, other languages appear in restricted number are : French, Russian Serbian, Croatian and Spanish ) Picture 11: Web pages available also in foreign languages(according to database) We also indicate following good practices.: 1) electronic forms for first legal advice or electronic forms for ordering an appointment at attorneys office, 2) pre-prepared samples of certain statements (for example statement concerning car crashes), that they are available on the web pages and clients fill them in in advance, .
EVAL_EXTRA:3) description of the procedure at attorneys or indication of documents and proofs, that the clients must or should submit, 4) a more detailed specification of fields in which attorneys engage in (can be a big help to uneducated clients), 5) some applications E-attorney are available to clients on their web pages , 6) interactive maps (some law firms are extraordinarily innovative in indicating their location to their (potential) clients).
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EVAL_EXTRA:On the other hand, attorneys use more and more e-mail communication We should emphasise that the modernization of judicial system is a part of the project The modernisation of the judiciary system.
EVAL_EXTRA:Between its goals we can find the following: 1) The rise of efficiency of the judicial system, 2) The modernization of information structure and services, 3) Introduction of e-judiciary and others e-services in the field of administration of justice, 4) The implementation of electronic business of the judiciary and 5) The rise of productivity of the employees.
EVAL_EXTRA:The modernization of the judiciary of course did not start with this project.
EVAL_EXTRA:Individual processes occured before the project, and some of them were quite successful.
EVAL_EXTRA:Among them we should mention, for instance Eland registry, that has approximately million hits a year.
EVAL_EXTRA:Judicial delayes were with it reduced rather successfully (Modic 2007).
EVAL_EXTRA:The data showes , that today 91 % of attorneys uses E-land registry.
EVAL_EXTRA:Some other e-services were also emphasised beside the above mentioned: E-register of companies, Ajpes… In research we separately emphasised the project E-execution (money claim on line), where we speak only of execution based on a reliable charter.
EVAL_EXTRA:In spite of all the advantages, the project only lounched in January of this year (with a six months delay).
EVAL_EXTRA:The research showed, that 97,6 % of interviewed attorneys intend to use the service.
EVAL_EXTRA:95 % of all asked law firms also support further introduction of new e-service in the judiciary.
EVAL_EXTRA:Among the options the most supported are the E-land proposal (85,7 % of asked) and E-civil procedure (59,5 % of asked).
EVAL_EXTRA:However during the research of the present some possible proposals appeared: 1) The preparation of a strategy of introduction of electronic business of attorneys, that would serve as a guideline to attorneys in introduction of ebusiness.
EVAL_EXTRA:3) The Bar Association should purchase a programme for electronic business of law firms (cheaper aquittement, compatability) 4) Deliberation concerning setting up a model web page, that would enable all attorneys a uniform presentation in accordance with rules. ~~~ 5) The attorneys should communicate the web address of their law offices to the Bar Association or IUS-info to allow a formation of a completer base, which could be used by their potential clients by providing them a more complete information.
EVAL_EXTRA:What else could be a better demonstration of their responsibility toward their environment and stakeholdersØ 8. ~~~ BIBLIOGRAPHY Š1Ë Gradišar, M. and Resinovič G., Informatika v poslovnem okolju, Ekonomska fakulteta, Ljubljana, 1999. ~~~ Š2Ë Harris R. B.).
EVAL_EXTRA:Counseling clients over the Internet.
EVAL_EXTRA:Computer and Internet Lawyer, 18 (2001) 4 21.
EVAL_EXTRA:Dosegljivo: Š3Ë Jerman-Blažič, B. and al. Elektronsko poslovanje na internetu, Gospodarski vestnik, Ljubljana, 2001.
EVAL_EXTRA:Š4Ë Kaučič, I. and Grad, F. Ustavna ureditev Slovenije, GV Založba, Ljubljana, 2007.
EVAL_EXTRA:Š5Ë Kotler, P., Management trženja, GV Založba, Ljubljana, 2004.
EVAL_EXTRA:Š6Ë Kovačič, A. et al., Prenova in informatizacija poslovanja, Ekonomska fakulteta, Ljubljana, 2004. ~~~ Š11Ë Prešern, S., Poslovna informatika in internet za podjetnike in managerje e-poslovanje, e-trgovanje, e-plačevanje, e-podpis, e-zaščita, mstoritve, samozaložba S. Prešern, Ljubljana, 2006.
EVAL_EXTRA:Š12Ë Raziskava Slovenian Lawyers and Electronic Commerce.
EVAL_EXTRA:Available at: http://www2.arnes.si/črzjtopl/usa/anketa.htm Š7Ë Kovačič, A., Groznik A. and Ribič M., Temelji elektronskega poslovanja, Ekonomska fakulteta, Ljubljana, 2005.
EVAL_EXTRA:Š13Ë Republika Slovenija: Zakon o elektronskem poslovanju in elektronskem podpisu, ZEPEPUPB1, Uradni list.
EVAL_EXTRA:RS, št. ~~~ 98/2004.
EVAL_EXTRA:Š8Ë Makarovič, B. et al., Internet in pravo : izbrane teme s komentarjem Zakona o elektronskem poslovanju in elektronskem podpisu, Pasadena, Ljubljana, 2001.
EVAL_EXTRA:Š9Ë Modic, D., Ali je slovensko pravosodje pripravljeno na projekt e-pravosodjaØ, in V. Rajkovič et al. (ed), .Ustvarjalna organizacija, Moderna organizacija, Kranj, 2007, 1260-1266.
EVAL_EXTRA:Š14Ë Republika Slovenija: Attorneys Act, Zodv, Uradni list RS.št. Ur.l. RS, št.
EVAL_EXTRA:18/1993 Š15Ë Skeniranje in elektronska obdelava dokumentov.
EVAL_EXTRA:Available at: http://www.laser-com.si/skeniranje-elektronskiarhiv.htm Š16Ë Toplišek, J., Pravna zmogljivost elektronske pošte, Pravna praksa 16 (1997) 15-26. ~~~ Š10Ë Odvetniška zbornica Slovenije, Kodeks odvet Š17Ë Toplišek, J., Elektronsko poslovanje, Atlantis, niške etike.
EVAL_EXTRA:Available at: http://www.odvzb.si/default.aspx?cid=2&aid=12 Ljubljana, 1998. ~~~ Š18Ë Toplišek, J., Spletna predstavitev slovenskega odvetnika, Odvetnik 99 (1999) 13-20.
EVAL_EXTRA:Impementation of the Adaptive System in Elektronic Learning UDC: 37.018.43:004.738.4 Svetlana Jevremović College of Technological Sciences [abac kacaj¿sezampro.rs The paper presents one solution in the development of the adaptive system of electronic learning in the personalized environment LMS Moodle.
EVAL_EXTRA:1. ~~~ The learning management systems High availability capablity of serving thousands The Learning Management Systems (LMS) are independent systems implemented in web technologybased education.
EVAL_EXTRA:These parametres allow for the monitoring of the development of each individual student or group at any given moment, as well as for a reliable measurement and analysis of the results at the end of the education process. and learning The literature quotes several similar concepts which are frequently used as synonyms to the LMS: course management systems (CMS), virtual learning environments (VLE) content management systems(LCMS).
EVAL_EXTRA:Some of the presently available LMS on the market are: Moodle, WebCT, Bazzar, College, eLearner, First Class, Intra Learn, Lotus Learning Space, Lotus Same Time, Tutor, dot LRN, Fledge, Ilias Š9Ë. Unitl 2006, Blackboard and WebCT were separate commercial products, since then they have operated jointly Š14Ë. ~~~ The Moodle is developed and is is still developing as an open code project. ~~~ 1.1.
EVAL_EXTRA:The basic features of this system can be summed up as follows: of users simultaneously.
EVAL_EXTRA:Scalability capability to support an increasing number of users without failing in performance User-friendly an opportunity for the user (student or teacher) to master the use of the system in a short time Interoperability capability of integrating with the existing software Stability a stable version of the Moodle software ensures uninterrupted services to the student and teacher populations Safety it is a quality of the system that it is not a higher safety risk in comparison to other components of the information system. ~~~ The above-mentioned features were sufficient for the authors to decide upon using this learning management system in this work.
EVAL_EXTRA:The data are stored in only one database: MySQL and PostgreSQL, however, Oracle, Access, Interbase, ODBC and others can also be used Š17Ë. Moodle is not the adaptive education MLS Š3Ë, however, in this work it is adapted only to the methodology area, without software changes.
EVAL_EXTRA:2.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The Felder-Silverman model defines the following learning styles Š5Ë: The module graph (Figure 1) typical of group 1 shows the following: active and reflexive learning style sensor and intuitive learning style visual and verbal learning style sequential and global learning style The lessons within the module are grouped acord ing to their respective priority.
EVAL_EXTRA:The student-beginner follows the linear path in mastering the lessons.
EVAL_EXTRA:Relations between the activities in the Moodle system and the learning styles Š5Ë The values of the atributes within one group are similar, whereas they differ significantly from group to group.
EVAL_EXTRA:Content adaptation and ontent cluster-based navigation Adaptability is implemented on the contents level (content-adaptation) as well as on the link level (linkadaptation) Š1Ë. Group 1 (beginner level students) The module includes a preliminary test as well as a final achievement test.
EVAL_EXTRA:Navigation is conditioned by the final test results.
EVAL_EXTRA:Group 1 is offered only a short introduction into the topic to be studied, which suits the students without any previous knowledge (Figure 2).
EVAL_EXTRA:Each course week can contain the content description. modules Mk 2. lessons Li 3. tests Tj Figure 1.
EVAL_EXTRA:Group 1 module graph Figure 2.
EVAL_EXTRA:The look of one part of the course In the contents part the student is introduced to the lessons titles grouped within one module.
EVAL_EXTRA:Actual examples are given after each lesson, as in this way they facilitate the understanding of the learning contents and enhance learning.
EVAL_EXTRA:Lessons are linked by a precondition relation defining which lessons or clusters must be covered prior to moving on to the next lesson.
EVAL_EXTRA:It is important for the student-beginner that the number of examples be as large as possible.
EVAL_EXTRA:Each example has comments put in curly parentheses with short explanations of each line of the programme code, which the student-beginner will find very important for understanding the programme.
EVAL_EXTRA:There are no limits for the student as regards the defined deadlines.
EVAL_EXTRA:The Group 1 students take the exam part by part.
EVAL_EXTRA:Group 2 includes a broader version of the course unit Applet Writing Framework with additional information on the applet-writing tools.
EVAL_EXTRA:The student is offered a selection of sites where he/she can learn more about the applet-writing tools (Figure 4).
EVAL_EXTRA:The intermediate level students are recommended some useful links on the Internet.
EVAL_EXTRA:The click on the chosen link automatically opens the web location whose contents are recommended by the teacher/tutor.
EVAL_EXTRA:The student prefers practical work to theory. ~~~ Group 3 The Group 3 module graph (Figure 5) shows that there is no limitations as to the third group students (students with a higher level of previous knowledge) mobility across the modules.
EVAL_EXTRA:Group 2 Figure 3.
EVAL_EXTRA:Group 2 module graph Figure 5.
EVAL_EXTRA:The Group 3 module graph 4.
EVAL_EXTRA:Results and discussion The basic characteristics of students for each group according to the defined styles are presented in Table 2. modules Mk 2. lessons Li 3. tests Tj The module graph (Figure 3) typical of Group 2 shows the following: Lessons are grouped within the module according to their respective priority.
EVAL_EXTRA:The intermediate level student can take a rendom access to the lessons within a module, whereas random mobility across the modules is not allowed.
EVAL_EXTRA:The module includes a preliminary test as well as a final achievement test.
EVAL_EXTRA:Proceeding to the next module is possible only upon passing the final test from the previous module.
EVAL_EXTRA:Additional information for Framework Table 2.
EVAL_EXTRA:Study groups and styles Adaptability is implemented on the contents level as well as on the level of links by way of certain adaptation methods and techniques. ~~~ At the end of the course, 82 per cent of the students claimed that they found the Moodle easy to use and understand.
EVAL_EXTRA:92 per cent of students maintained that learning in an adaptive environment and at a self-adjusted pace improves their achievement at both the preliminary and the final tests.
EVAL_EXTRA:The mood and motivation for learning are significantly improved in all three group students, whereas in the control group students such improvement was not observed.
EVAL_EXTRA:The model is easy to implement on the existing open-source systems for on-line learning.
EVAL_EXTRA:A detailed review of the adaptive methods and techniques of electronic education is systematized and presented.
EVAL_EXTRA:Each group followed a respective course, specially geared to their needs.
EVAL_EXTRA:Achievement at tests in the adaptive environment of electronic learning Conclusion The paper defines a model of electronic distance-learning adaptive system.
EVAL_EXTRA:REFERENCE Š1Ë Brusilovsky, P. (1996) ~~~ Methods and techniques of adaptive hypermedia.
EVAL_EXTRA:Journal on User Modeling and User-Adapted Interaction, 6, 87-129.
EVAL_EXTRA:Š2Ë Brusilovsky, P., Wade V., Conlan O., From Learning Objects to Adaptive Content Services for E-Learning, School of Information Sciences University of Pittsburgn, Knowledge & Data Engineering Research Group, Department of Computer Science Trinity Colledge Dublin Ireland.
EVAL_EXTRA:Š3Ë Brusilovsky, P., & Peylo, C. (2003) ~~~ Adaptive and intelligent Web-based educational systems.
EVAL_EXTRA:International Journal of Artificial Intelligence in Education, 13(2-4), 159-172. ~~~ Š4Ë Brusilovsky P., (2001) Adaptive hypermedia.
EVAL_EXTRA:User Modeling and User Adapted Interaction, Ten Year Anniversary Issue (A. Kobsa, ed.), 11 (1/2) , 87-110. ~~~ Š5Ë Barać, D., Bogdanović, Z., Damjanović, S., Implementacija personalizovanog sistema elektronskog učenja, Telekomunikacioni forum TELFOR 2008, Beograd.
EVAL_EXTRA:Š6Ë Conlan, O., Hockemeyer, C., Wade, V., & Albert, D. (2002) ~~~ Metadata driven approaches to facilitate adaptivity in personalized eLearning systems.
EVAL_EXTRA:Journal of Information and Systems in Education, 1, 38-44. ~~~ Š7Ë Conlan, O., Hockemeyer, C., Wade, V., Albert, D., Gargan, M. (2002) ~~~ An Architecture for Integrating Adaptive Hypermedia Service with Open Learning Environments.
EVAL_EXTRA:World Conference on Educational Multimedia, Hypermedia & Telecommunications (ED-MEDIA02).
EVAL_EXTRA:Š8Ë Dagger D., Wade V., Conlan O., (2005).
EVAL_EXTRA:Personalisation for All: Making Adaptive Course Composition Easy, Educational Technology & Society, 8 (3), 9-25.
EVAL_EXTRA:ISSN 1436-4522 Š9Ë De Bra, P.& Calvi, L. (1998) ~~~ AHA: A Generic Adaptive Hypermedia System.
EVAL_EXTRA:Proceedings of the 2nd Workshop on Adaptive Hypertext and Hypermedia.
EVAL_EXTRA:Pittsburgh, USA, pp. 1-10. ~~~ Š10Ë De Bra, P., Brusilovsky, P., & Houben, G. (1999) ~~~ Adaptive hypermedia: from systems to framework. ~~~ ACM Computing Surveys, 31. ~~~ Š11Ë Devedžić V. (2006)
EVAL_EXTRA:Semantic Web and Education, Monograph, Springer, Berlin Heidelberg New York, 2006. ~~~ Š12Ë Felder, R.M., Silverman, L.K. (1988) ~~~ Learning and Teaching Styles in Engineering Education, Engineering Education, vol.78, no.7, pp. 674-681. ~~~ Š13Ë Graf S. (2005) ~~~ Fostering Adaptivity in ELearning Platforms: A Meta-Model Supporting Adaptive Courses, CELDA 2005, pp.440-443.
EVAL_EXTRA:Š14Ë Jevremović, S. (2008) ~~~ Implementacioni aspekti adaptivnog elektronskog obrazovanja, magistarska teza, FON, Beograd.
EVAL_EXTRA:Š15Ë Kobsa, A. (2001) ~~~ Generic user modeling systems.
EVAL_EXTRA:User Modeling and User Adapted Interaction, 11(1-2), 49-63. ~~~ Š16Ë Paramythis A., Loidl-Reisinger S. (2004)
EVAL_EXTRA:Adaptive Learning Environments and eLearning Standards, Electronic Journal of eLearning, vol. 2, no.1, pp.181-194.1 Survive-to-Thrive UDC: 005.51/.52 Jan Snoeij Chair EMEA Manufacturing Enterprise Solutions (MESA) Principal Consultant, Logica Given the current economical crisis, surviving seems to be first thing for many manufacturers.
EVAL_EXTRA:This paper has been presented at the SPIN09 conference in Belgrade on November 5, 2009 Introduction Survive-to-Thrive was the theme of the European Conference of MESA International, held on October 27 28, 2009 in Utrecht, The Netherlands as well.
EVAL_EXTRA:
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EVAL_EXTRA:Transparency and visibility There is a clear need of transparency and visibility Š3Ë in order to streamline production and other business processes and workflows.
EVAL_EXTRA:It implies the application of highly integrated information systems with rapid flows of accurate data.
EVAL_EXTRA:Integration of the plant and the enterprise are key for success.
EVAL_EXTRA:To achieve transparency and visibility throughout the supply chain and manufacturing processes, a consistent (corporate) strategy and policy is required with clear strategic and operational objectives.
EVAL_EXTRA:The regulatory requirements are expanded year by year. ~~~ While the General Food Law Š1Ë is about timeliness of information, deliver proof within four hours, Sarbanes-Oxley Š2Ë is requiring reliability of information. supporting In this approach, business and manufacturing processes, organization and tools, of which Manufacturing IT is just one, must be aligned.
EVAL_EXTRA:Information need in supply chain & manufacturing The need for information is role dependent.
EVAL_EXTRA:Metrics Focus VP Operations Plant manager Return on assets Manufacturing costs Across plants Within a plant across processes Goal Profitability Operational excellence Maintenance manager Asset availability efficiency Within assets Reliable assets Production manager Planner/scheduler Yield, cycle times Manufacturing process Optimized manufacturing processes Changeovers compliance to plan Within supply chain Efficient fulfillment Information need per role A plant manager is responsible for just a single factory, while engineering and operations are looking at the systems within that single plant.
EVAL_EXTRA:They have different metrics, focus and goals (see Figure 3). people in time on their mobile device that something is expected to go wrong.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The next step will be predictive metrics, full of intelligence and location independent, warning the responsible An important prerequisite is that the production process is completely understood and that we really know how to control it.
EVAL_EXTRA:
EVAL_EXTRA:REFERENCES Š1Ë Official Journal of the European Communities, Regulation (EC) No 178/2002 of the European Parliament and of the Council of 28 January 2002 laying down the general principles and requirements of food law, establishing the European Food Safety Authority and laying down procedures in matters of food safety, February 1, 2002 Š2Ë One hundred and seventh Congress of the Unites States of America at the second session, An Act To protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the securities laws, and for other purposes, January 23, 2002 Š3Ë Mathijs Philips, Jan Snoeij and Lorenzo Pengo, Plant Floor Visibility, a joint Logica Microsoft Whitepaper, November 2006 Š4Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 1: Models and Terminology, July 15, 2000 Š5Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 3: Activity Models of Manufacturing Operations Management, June 6, 2005 Š6Ë U.S. Census Bureaus International Data Base, online access: www.census.gov/ipc/www/idb/ Š7Ë Kaj Grichnik and Conrad Winkler, Manufacturing's 'Make or Break' moment, strategy+business magazine, May 8, 2008 Book review Managing Change Bernard Burnes, Managing Change, Prentice Hall, 2009 A Review On more than six hundred pages, the book offers a thorough and comprehensive review of an ever intriguing area of change management.
EVAL_EXTRA:It is a normal state of affairs.
EVAL_EXTRA:Other research point to certain types of change and the extent to which they succeeded, and the results show that the projects concerning the change in organizational culture in the largest European, Asian, and American companies were inefficient in as many as 90 per cent cases.
EVAL_EXTRA:We always start from the fact that the organizations, i.e., managers have numerous opportunities of choice when they are to make a decision on what and when they are to introduce change; therefore, the issues of decision and choice management the change management model for organizational change are paid special attention to. ~~~ In the 1960s 1970s period, the dominant ap proach to organizational change related to the planned changes with a range of methods, techniques and procedures to conduct in practice.
EVAL_EXTRA:The change process is essentially a process of learning, not a method of changing organization al structure or practice.
EVAL_EXTRA:The emerging change, the book says, is a long-term, complex and incremental process of designing change over time and it should be analysed thoroughly and contextually.
EVAL_EXTRA:The focal point of this approach are the organizational culture and the organizational learning, and the managers role is not to plan or conduct the change per se, but to design a longterm process of change by creating an organizational culture and climate that enhances research, learning and risk taking.
EVAL_EXTRA:The key point is the development of the employees, who are entitled to great freedom and are especially motivated to take responsibility to identify the needs for change and to carry it out.
EVAL_EXTRA:Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1. ~~~ INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor UDC 005 ISSN 1820-0222 CONTENTS Number 54, Year XV March 2010.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences Business intelligence system development over document meta data in an organization Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Managerial implications of target costing Vesna Milićević, Bojan Ilić A model of supply chain with possible transshipments between retails Mohamed Abu Gaben, Slobodan Krčevinac, Mirko Vujošević Four dam pillars against the erroneous spreadsheets Konstantin Kostić Human resources in the drive towards creativity and organizational innovation Isabel Martins, Orlando Petiz, Ana Martins Internationalization of retail Iva N. Joksimović The role of conjoint analysis in the new product price sensibility research Marija Kuzmanović, Tijana Obradović Developing a system of indicators for local community results from the developmental planning point of view Jože Benčina, Srečko Devjak Is development issues understanding a condition and an object of social responsibility for is in Serbia Mila Mitić Management of market and life environment protection Ružica Milovanović Business Intelligence System Development Over Document Meta Data in the Oorganization UDC 005. ~~~ 21. ~~~ 352 (497. ~~~ 4) Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Faculty of Organizational Sciences, Belgrade Business intelligence is an active field of research and practice.
EVAL_EXTRA:Busines intelligence over documentation data in the organization The digitalization era shows that the traditional methods of data storing are inefficient.
EVAL_EXTRA:The disadvantages are that the digital records depend on the computer and on the electronic devices that make it possible for us to use them. ~~~ As far as the media forms are concerned, they have all found their digital match, from the text, to images, to sound, to film, etc.
EVAL_EXTRA:
EVAL_EXTRA:Since the document is a unit in defining business processes, each document stores the data that describe it additionally (time of creation, creation site, changes over time, users accessing to data, etc.). ~~~ It is important to differentiate between the basic data the document contains and the data describing the document itself (metadata).
EVAL_EXTRA:Although the BI area is widely applied in practice, which can be seen in numerous reports and publications, the ap On the basis of these guidelines a data warehouse was built the description of which will be presented further on in this paper.
EVAL_EXTRA:In order to ensure a flexible analysis that includes the necessary and potentially useful reports, we will structure the data on the documents into the following concepts (subjects, according to Inmon): Basic data on the document Time of creation, change and usage of the document, Type of the document, Department of the company document user Partner with whom the document is exchanged, Event (action) over the document.
EVAL_EXTRA:Since it is sometimes useful to include this data (contained in the given docu the granular structure of the warehouse as an elementary (atomic) unit of reporting.
EVAL_EXTRA:The selection of the granularity level is a critical decision of the architecture, since it restrains the possible analyses, while significantly affecting the performances.
EVAL_EXTRA:The time dimension is equal for both granulation levels.
EVAL_EXTRA:In the Event table it refers to the time a certain action over the document is conducted, Figure 2.
EVAL_EXTRA:The schema of data warehouse BI DMS solution ment) into the analysis, an appropriate site to do it will be a warehouse. ~~~ Such data will be grouped into a separate concept: Specific data from the document. while in the Document table the time refers to the time of the document creation (the time of creation in the organization, not the time of scanning and electronic archiving). ~~~ The architecture of the warehouse schema is presented in Figure 2.
EVAL_EXTRA:The table simultaneously defines The tables with the Error suffix are the replicas of the original tables that contain only the data that are automatically found to contain errors or inconsistencies in the process of data clearing.
EVAL_EXTRA:3.4.
EVAL_EXTRA:4.
EVAL_EXTRA:Directly implemented in the BI DMS solution are: predefined reports; dynamic reports, and the OLAP analysis with drill-down and drill through options, whereas the basis is set for further building of: key performance indicators (KPI) models for finding logics in the data (data mining), control boards (dashboards), etc.
EVAL_EXTRA:As the DMS is used by clients from various fields of business, the set of required reports appears to be clientspecific. ~~~ The situation is really more convenient as the Figure 3.
EVAL_EXTRA:The report on the trends in offers, in closed contracts and in tenders insights into the documentation and standard reports are rather similar for different users.
EVAL_EXTRA:One example of how the OLAP cube is used through the Microsoft Excel Pivot table is presented in Figure 5. ~~~ Figure 5. ~~~ The example of the OLAP cube use through the Microsoft Excel Pivot table.
EVAL_EXTRA:Finally, there remains a set of open-ended problems that can be further explored and solved, such as: measuring the indicators of the data quality and improvements of the automatic error identification, using the statistical tools and the tools used for processing a non-structured text; monitoring the BI system implementation and proposing new reports that would correspond to the identified patterns in user behaviors; creating a port for the access to the business in telligence functionalities; merging with the reporting system from other ar eas of business operations; implementation of methods and techniques for data mining, in order to identify the dependencies in the usage and creation of the company documents. ~~~ Achievements in these research paths would complete the vision of a successful implementation of the business intelligence in this area and further contribute to the theory and the practice in the business intelligence field.
EVAL_EXTRA:Nonfunctional requests System responds promptly to the rquest for reports Minimum encumberment of transaction systems User-friendly applications for non-computer expert personnel Easy implementation (adjustment) for a new DMS application user Implementation efforts Created indices over the critical attributes of the tables Denormalised tables in the warehouse Preagregation of data in the OLAP cube Staging base creation prior to transformation into warehouse Automatic starting ETL procedures at night Using MS Excel application in the OLAP analysis Retrieving the report from the internet browser, via web application Vizualisation of analyses in the form of graphs ETL procedures are adjusted by XML file transformation Clearing procedures are isolated as separate SQL files, easy to add new clearing procedures to Table 1.
EVAL_EXTRA:The Nonfunctional requirements and solutions in the BI DMS solution REFERENCE Š1Ë Čupić M., Suknović M. (2008), Odlučivanje, šesto iz danje, Fakultet organizacionih nauka, Beograd Š2Ë Zakon o elektronskom potpisu (2004), Republika Srbija, URL: http://www.parlament.sr.gov.yu/content/lat/akta/akta_detalji.asp?Id=190&t=Z Š3Ë Becejski-Vujaklija D., Delibašić B., Jovanović (2009), Business intelligence model for electronic documents archive, XXIII EURO konferencija, Bon, Nemačka Š4Ë Jovanović M., Delibašić B., Suknović M., BečejskiVujaklija D., Vukićević M. (2008), Primena poslovne inteligencije na oblast sistema upravljanja dokumentima SYMORG 2008 Š5Ë Inmon William (2005), Building the Data Warehouse, 4th ed, Wiley Publishing Š6Ë Kimbal R., Ross M. (2002), The Data Warehouse Toolkit, John Wiley & Sons Š7Ë Biere Mike (2003), Business Intelligence for the Enterprise, Prentice Hall PTR Š8Ë Chaudhuri S., Dayal U. (1997), An overview of data warehousing and OLAP technology, ACM SIGMOD Record 26, p65-74.
EVAL_EXTRA:Š9Ë Larson Brian (2006), Delivering Business Intelligence with Microsoft SQL Server 2005, McGraw-Hill/Osborne Š10Ë Loshin David (2003), Business Intelligence: The Savvy Managers Guide, Morgan Kaufmann Š11Ë Turban E., Aronson J.E., Liang TP., Sharda R. (2007), Decision support and business intelligence systems, 8th edition, Pearson Prentice Hall Managerial implication of target costing UDC 005.51 ; 657.05 Prof.dr. Vesna Milićević, prof. ~~~ Dr. Bojan Ilić Faculty of Organizational Sciences, Belgrade In this paper we start from the multidimensional character of the companys objectives and the importance of achieving the targeted profit from the business success and the company development standpoints.
EVAL_EXTRA:The findings of the empiric research of the behavioural theory show that five goals are of special importance in making decisions as to the production and costs.
EVAL_EXTRA:These are: production goals, sales goals, market share, the goal related to stocks and the profit-related goal Š2Ë.
EVAL_EXTRA:The production goal, which largely presents the requirements of the coalition members directly involved in the production, does not only relate to the level of production, but also to the changes in various periods in terms of achieving steady employment and successful planning.
EVAL_EXTRA:These relations are expressed by the following equation: Ctc = Stc Ptc Target costing is done for each product component too.
EVAL_EXTRA:1) by introducing new production technology, by implementing advanced cost management techniques, such as activity based costing and by achieving higher productivity; 2) by redesigning a product or a service, since decisions related to designing affect the whole life cycle of costs and can contribute to a significant reduction in total costs.
EVAL_EXTRA:The analysis of the target costing implementation shows that it is conducted in five steps: 1) defining market cost; 2) determining desired profit; 3) computing target cost; 4) implementing value engineering to identify the ways of reducing production costs; 5) implementing kaizen costing and operational control for further cost reductions Š14Ë.
EVAL_EXTRA:The aim of the analysis is to determine the desired balance of functionality and costs. ~~~ The desired level of performances for each function is achieved by keeping the costs of all the functions below the target costs level.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The importance of target costing as a particular managerial tool is especially evident in the conditions of the global economic crisis and recovery. ~~~ From the point of view of management, cost reduction and achievement of target profit is,in this context, of vital importance.
EVAL_EXTRA:REFERENCES Š1Ë Salvatore D., Managerial Economics in a Global Economy, Oxford University Press, 2006 Š2Ë Bridge J., Dodds J., Planning and the Growth of the Firm, Croom Helm, London, 1978 Š3Ë Galbraith J. K., The New Industrial State, New American Library, 1971 Š4Ë Drucker P., The Practice of Management, Pan Books Ltd. London, 1968 Š5Ë Marris R., Wood A. (editors), The Corporate Economy, MacMillan, London, 1973 Š6Ë Milićević, V., Ilić, B., Kompleksnost merenja i povećanja profitabilnosti preduzeća, Ekonomski vidici, br.3, 2005.
EVAL_EXTRA:Š7Ë Imai, M., Kaizen:The Key to Japans Competitive Success, Random House Business Division, New York, 1994 Š8Ë www.toyota,com Š9Ë www.kodak.com Š10Ë www.boeing.com Š11Ë www.konicaminolta.com Š12Ë www.honda.co.jp Š13Ë www.intel.com Š14Ë Blocher, E., Stout, D., Cokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š15Ë Camp.R., Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance, Productivity Press, 2006 Š16Ë www.olympus.com Š17Ë www. nissan-global.com A Model of Supply Chain with Possible Transshipmens Between Retails UDC: 005.552.1 ; 658.7/.8 Mohamed Abu Gaben1, Slobodan Krčevinac2, Mirko Vujošević2 1Al Quds Open University, Gaza, Palestine, mohamedgubeen¿yahoo.com 2Faculty of Organizational Sciences, Beograd, mirkov¿fon.bg.ac.yu XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:A mathematical model was developed for minimizing total inventory cost when demand is deterministic. ~~~ The model was implemented using the AMPL modelling language.
EVAL_EXTRA:Optimal solutions for different scenarios, i.e. different sets of deterministic demand, are obtained using this model. ~~~ These solutions are used as input data for new model which finds a compromise solution to minimizing the total regret.
EVAL_EXTRA:The classic rules of supply and the appropriate transportation models do not assume the redistribution of supplies among the retailers, that is, transshipment to the retail facility from another one. ~~~ The shortage in supplies lasts as long as the delivery arrives from a supplier or from a distribution centre (DC).
EVAL_EXTRA:The findings and the analysis of these are presented in the fourth chapter, whereas the fifth chapter offers brief concluding remarks related to the research the findings of which are presented below.
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EVAL_EXTRA:10.
EVAL_EXTRA:Time flow in the supply chain In order to examine the effectivity of the compromise solution, the function of the multiscenario model objective is defined as the total regret taken as a sum of regrets per scenario. ~~~ The regret per scenario is in turn defined as the difference between the costs incurred when a compromise solution is applied to this scenario and the costs incurred in applying the optimum solution to the scenario. ~~~ 3.
EVAL_EXTRA:Mathematical model In formulating a multiscenario model we will use the notation adjusted to the requirements of the AMPL modelling language, Š5Ë. 3.1 Notation Indices and sets K set of all the scenarios indexed by k, W set of all distribution centres indexed by w, I set of all RS points indexed by i and j, T set of time periods indexed by t ; t = 1 denotes the period 1.
EVAL_EXTRA:Input parametres n number of time intervals, sw unit cost of delivery from the supplier to the distribution centre w, cwi unit cost of delivery from the distribution centre w to the RF i, fij unit cost of redistribution from RF i to RF j, u unit cost of shortage in supplies, gw fixed costs added to the w distribution centre location, dik nario, D the factor ensuring that deliveries from the supplier are effected upon the expiry of five t demand in RF i in the t period for the k sce periods, hi initial inventories in RF i, qt = Ì1, if the t period is the period in which the supplier delivers to distribution centres, 0, otherwise Í vw initial inventories in the distribution centre w Managerial variables t the quantity redistributed from RF i to RF j in Xijk the period t for the scenario k; Ywi centre w to RF i in the period t; t the quantity delivered from the distribution t the quantity delivered from the supplier to the Zw distribution centre w in the period t; Performances t the amount of shortage od stocks in RF i, at the Ok the amount of minimum costs (optimum value) for the scenario k; Pik end of the period t for the scenario k; Rk regret per scenario k; Uik riod t for the scenario k, 0 otherwise Í 3.2.
EVAL_EXTRA:Similarly, the data must reflect the realistic fact that in everyday practice it is cheaper for the RF to order goods directly from the distribution centre, rather than through another retail facility, which can be written as follows: cwj < cwi + fij , ∀ w, i, j in addition, for the transshipments to be economically meaningful, it is necessary that the transshipment costs be lower than the storage charges in one RF and the shortages costs in another.
EVAL_EXTRA:This requirement can be written as follows: fij < fii + u, ∀ i , j To simplify the presentation, we decided to model the demand in the RF as an independent random variable with a normal distribution where the means and variances for the facilities differ, however not much, since RF are supposed to operate in similar markets.
EVAL_EXTRA:Independence in this case means that the demand in one RF does not affect the demand in another.
EVAL_EXTRA:It is also assumed that the demand in one facility cannot be transferred to another.
EVAL_EXTRA:To illustrate this supply chain we chose a single supplier, single distribution centre and five retail facilities (A, B, C, D, E) network. ~~~ Table 1 shows the parametres used to generate demand in each of these objects.
EVAL_EXTRA:RF Mean Standard deviation A B C D E Table 1.
EVAL_EXTRA:TRANSSHIPMENT.mod set SCENARIO; # scenarios set DISTCENTR; # distribution centres set MP; # retail facilities set PERIOD; param numperiods>=0; param costsw ÌDISTCENTRÍ >=0; param costwf ÌDISTCENTR, MPÍ >=0; param costff ÌMP, MPÍ >=0; param short>=0; param fixed ÌDISTCENTRÍ >=0; param demand ÌMP, PERIOD,SCENARIOÍ >=0; param weight >=0; param initial Inventory Ìi in MPÍ>=0; param shipping period Ìt in PERIODÍ binary; param initial InventoriesDCÌw in DISTCENTRÍ>=0; param optimal Ìs in SCENARIOÍ>=0; var shortamt Ìi in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipff Ìi in MP, j in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipwf Ìw in DISTCENTR, i in MP, t in PERIODÍ>=0; var shipsw Ìw in DISTCENTR, t in PERIODÍ>=0; var shortage Ìi in MP, t in PERIOD,s in SCENARIOÍ binary; var regret Ìs in SCENARIOÍ; minimize total regret: sum Ìs in SCENARIOÍ regretŠsË; #objective function (1) subject to Regret per Each Scenario Ìz in SCENARIOÍ: regretŠzË= (sum Ìw in DISTCENTRÍ (fixedŠwË)+ sum Ìi in MPÍ (initial InventoriesŠiË*costffŠi,iË + sum Ìt in PERIODÍ (short*shortamtŠi,t,zË+ sum Ìw in DISTCENTRÍ (costswŠwË*shipswŠw,tË+costwfŠw,iË*shipwfŠw,i,tË)+ sum Ìj in MPÍ costffŠi,jË*shipffŠi,j,t,zË))) - optimalŠzË; # regret (2) subject to Previous Demand1 Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sumÌw in DISTCENTRÍ shipwfŠw,i,tË + sumÌj in MPÍ shipffŠj,i,t-1,sË >= demand Ši,t1,sË; # constraint (3) subject to Previous Demand2 Ìt in 6..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipswŠw,tË>= sumÌt-5..t-1, i in MPÍ (Shipment periodŠtË*demandŠi,t,sË); # constraing (4) subject to Balance in Period1 Ìi in MP, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,1Ë + initial InventoriesŠiË - demandŠi,1,sË sum Ìj in MPÍ shipffŠi,j,1,sË + shortamtŠi,1,sË=0; # constraint (5) subject to Balance Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,tË+sum Ìj in MPÍ shipffŠj,i,t-1,sË - demandŠi,t,sË - sum Ìj in MPÍ shipffŠi,j,t,sË + shortamtŠi,t,sË=0; # constraint (6) subject to shiplimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: sum Ìj in MPÍ shipffŠi,j,t,sË<=weight*(1-shortageŠi,t,sË); # constraint (7) subject to shortagelimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: shortamtŠi,t,sË <=demandŠi,t,sË * shortageŠi,t,sË ; # constraint (8) subject to shiplimitfromDC Ìw in DISTCENTR, t in PERIODÍ: sum Ìi in MPÍ shipwfŠw,i,tË<=initial InventoriesDCŠwË+sum Ìt2 in 1..t-1Í (shipswŠw,t2Ë - sumÌi in MPÍ shipwfŠw,i,t2Ë); # constraint (9) subject to ShipToDC Ìw in DISTCENTR, t in PERIODÍ: weight*Shipping periodŠtË >= shipswŠw,tË; # constraint (10) The following listing is a database type .dat containing the input data for the AMPL Model1.
EVAL_EXTRA:TRANSSHIPMENT AMPL Model1.
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EVAL_EXTRA:TRANSSHIPMENT.dat set SCENARIO:=1 2 3 4 5; set WRHSE:= W; set FACIL:= A B C D E; set TIME:=1 2 3 4 5 6 7 8 9 10; param numperiods:= 10; param initialInventoryDC:= W 0; param costsw := W 2; param short:= 25; param fixed:= W 10000; param weight:= 10000; param optimal := 1 74450 2 78805 3 81698 4 79836 5 82178; param initInventories:= A 0 B 0 C 0 D 0 E 0; param costff (tr): A B C D E:= A 1 2 3 4 5 B 2 1 2 3 4 C 3 2 1 2 3 D 4 3 2 1 2 E 5 4 3 2 1; param shipping period:= 1 1 2 0 3 0 4 0 5 0 6 1 7 0 8 0 9 0 10 0; param costwf (tr): W:= A 1 B 1 C 1 D 1 E 1; param demand := Š*,*,1Ë: 1 2 3 4 5 6 7 8 9 10:= A 85 107 91 96 89 131 109 114 89 123 B 75 97 81 86 79 60 82 84 84 82 C 71 91 79 97 95 67 99 71 103 96 D 97 118 102 111 125 84 116 116 118 104 E 110 142 118 131 153 94 119 131 108 127 Š*,*,2Ë: 1 2 3 4 5 6 7 8 9 10:= A 75 95 96 84 105 104 96 122 102 107 B 66 91 96 67 95 96 91 96 100 87 C 72 95 107 91 90 86 73 85 87 89 D 97 114 101 100 114 111 112 121 127 107 E 163 139 141 132 170 102 124 121 133 152 Š*,*,3Ë: 1 2 3 4 5 6 7 8 9 10:= A 93 113 103 77 106 114 98 116 107 106 B 90 96 103 92 81 80 101 75 91 94 C 99 87 88 94 101 81 99 89 77 76 D 110 123 123 100 125 90 123 115 115 106 E 145 123 139 141 156 148 154 121 123 158 Š*,*,4Ë: 1 2 3 4 5 6 7 8 9 10:= A 117 114 89 107 109 100 106 115 99 103 B 101 106 110 86 95 75 96 90 84 93 C 95 108 100 90 93 95 97 86 91 83 D 116 101 102 122 107 84 124 110 93 112 E 134 113 130 152 115 124 136 142 136 126 Š*,*,5Ë: 1 2 3 4 5 6 7 8 9 10:= A 98 97 96 110 103 114 114 96 100 131 B 89 104 72 102 84 95 87 72 88 103 C 85 98 96 89 87 89 95 86 90 81 D 101 103 102 101 105 120 110 115 104 100 E 104 165 95 146 133 153 118 163 130 109; AMPL Model1.
EVAL_EXTRA:TRANSSHIPMENT.dat 4.
EVAL_EXTRA:Results of the experiment Model1.TRANSSHIPMENT.mod The with Model1.TRANSSHIPMENT.dat input data was devised on the Intel Pentium 4 (Northwood), 2 GHz, 1GB DDR-SDRAM.
EVAL_EXTRA:A GLPSOL solver, component part of Open Source of the GLPK package (GNU Linear Programming Kit) was used, and this is meant for solving the problems of linear and mixed even number programming Š6Ë.
EVAL_EXTRA:The package consists of a large number of GLPK API routines written in the C language and can be retrieved from the user application.
EVAL_EXTRA:The GLPSOL solver can be used autonomously for solving problems formulated in the following formats: LP/MIP model in GNU LP format, LP/MIP problem in fixed MPS format, LP/MIP problem in freeMPS format, LP/MIP problem in CPLEX LP format, LP/MIP model written in GNU MathProg model ling language.
EVAL_EXTRA:2.
EVAL_EXTRA:3.
EVAL_EXTRA:Optimization results Total costs Total Regret % Difference Transshipm ent allowed case No transshipm ent case Determinis tic case 5.77 % 5.23 % - - The deterministic case was expected to display minimum costs, since the future demand is known precisely.
EVAL_EXTRA:A more thor ough analysis of the two cases, however, can be conducted by observing the storage policy and the frequency of stock-outs.
EVAL_EXTRA:The results of the analysis are shown in Table 3.
EVAL_EXTRA:Optimization results analysis Number Frequency of of shortages shortages Maximum shortage amount Transshipment allowed case No transshipment case 3,56 % 6,67 % Average value of shortage amount 7,25 12,8 A conclusion can be drawn that the number of shortages almost doubles when transshipment is not allowed, since the RF has to meet an increased demand in a given period and hence stores the inventory ordered for the future periods, and this may reasult in shortages in other RFs.
EVAL_EXTRA:Optimization results analysis Average inventory quantity stored over a period Transshipment allowed case No transshipment case 14,89 27,83 As seen in Table 4, there is a significant difference in the inventory quantity stored in the RFs.
EVAL_EXTRA:Delivery analysis Transshipment allowed case No transshipment case Total delivery to DC Total delivery to RF Mean value of deliveries to RF Standard deviation of quantity delivered 106,33 21,47 108,78 23,21 On the basis of the data from Table 5 we can conclude that the quantities of goods delivered to DC or RFs are only slightly smaller in the transshipment allowed case.
EVAL_EXTRA:A crucially substantial improvement of the model would be an explicit introduction of the stohastic programming method instead of the scenario method, however, the introduction of a significantly larger number of scenarios would also prove to be interesting.
EVAL_EXTRA:REFERENCE Š1Ë Chopra, S., Meindl P., Supply Chain management Strategy, planning, and opertaion.
EVAL_EXTRA:Prentice Hall, Upper Saddle River, 2001. ~~~ Š2Ë Voss, S., Woodruff D.I., Introduction to computational optimization models for production planning in supply chain, Springer Verlag, Berlin, 2003. ~~~ Š3Ë Herer, Y. Lateral Stock Transshipments in a TwoLocation Inventory System with Fixed and Joint Replenishment Costs , Naval Research Logistics, 46, 525-547, 1999.
EVAL_EXTRA:Š4Ë Robinson, L. W, Optimal and Approximate Policies in Multiperiod, Multilocation Inventory Models with Transshipments, Operations Research, 38, 278-295,1990.
EVAL_EXTRA:Š5Ë ŠFourer, R., AMPL, A Modeling Language for Mathematical Programming , Danvers, MA: Boyd and Fraser Publishing, 1993.
EVAL_EXTRA:Š6Ë http://www.gnu.org/software/glpk/, 2007 Four Dampillars against the Errone ous Spreadsheets UDC: 004.94 ; 005.311.6 Prof dr Konstantin Kostić Faculty of Organizational Sciences, Belgrade A review of the papers from past EuSpRIG conferences shows that they may be classed into four distinct areas: tools, education, auditing and management..
EVAL_EXTRA:Introduction User-friendly, flexible and widely applicable, spreadsheets are used to support numerous business functions and frequently take roles for which the implementation of any other solutions would be too slow or too expensive.
EVAL_EXTRA:As a result, the spreadsheets have silently grown into the key components in the analyses and reporting processes in numerous organizations, including the critical areas of financial reporting. ~~~ 2.
EVAL_EXTRA:Tools Spreadsheets are generally approached as intuitive tools which are deceptively user-friendly and, although they are widely used in organizations, it often turns out that the information obtained is incorrect.
EVAL_EXTRA:Spreadsheet itself has certain limitations that prevent the development of complex business models, however, the spreadsheet user (creator) himself may lack the necessary skills in developing such a model.
EVAL_EXTRA:There is ample evidence that errors in spreadsheets are usual and by no means trivial.
EVAL_EXTRA:The number of errors in spreadsheets is proportional to the number of errors occurring in other intellectual activities and they are caused by the fundamental limitations of the human intellect, not only by carelessness.
EVAL_EXTRA:The warning be careful cannot by itself eliminate errors, nor can it reduce them to at least an acceptable level.
EVAL_EXTRA:The research so far, presented in the papers at the annual conferences of the EurSpRIG European Spreadsheets Risk Interest Group can be classed into four groups: Tools methodologies and software used in spreadsheet modelling Education raising awareness, training and research Audit methods and software toold in spreadsheet auditing Management standards and controls in development management The first letters of the names of these areas make up the word TEAM.
EVAL_EXTRA:This proved to be rather apt, since the thus created word further explains that the team work is the key to solving spreadsheet problems in corporations: implementation of development tools, training the users in order to raise their awareness of the errors in spreadsheets, an appropriate organization and implementation of the spreadsheet auditing processes, as well as adopting a clear managerial policy to support standards and controls.
EVAL_EXTRA:There is undoubtedly a need to define and implement a structured approach in the model design, using the software tools that would serve as guidelines to the spreadsheet creator, so that he should avoid (or prevent) possible error situations, as well as document his activities.
EVAL_EXTRA:Among the papers presented at the conferences so far there were some that advocate the use of programme languages to code the logic of the models and then design the spreadsheet interface in rows and columns together with its in-built logic.
EVAL_EXTRA:One author advocates the implementation of a mathematics area known as the theory of categories Š13Ë.
EVAL_EXTRA:The theory of categories, as well as logic, is a tool for studying mathematical and computer concepts and is focuses upon the form rather than upon the contents.
EVAL_EXTRA:A large number of participants at the conferences insisted on the need to create methods based on the principles of software engineering.
EVAL_EXTRA:They argue that the implementation of these principles of software engineering which would make spreadsheet engineering has a potential to improve the performance of spreadsheets programmers, reduce the frequency and gravity of errors in spreadsheets, improve the manipulation with spreadsheets in time.
EVAL_EXTRA:Rajalingham, Chadwick and Knight Š14Ë propose the application of tools that create Jackson structures to obtain a graphic type of spreadsheets description in the course of 1 Spreadsheet models can be presented in the form identical to the data structure diagram Jackson structure which is used in software engineering. their development1.
EVAL_EXTRA:This allows for an easy check of the logic and a reverse spreadsheet engineering in its Jackson structure.
EVAL_EXTRA:Hence every spreadsheet model can be defined by its canonic form that will remain intact even when the spreadsheet form suffers cosmetical changes.
EVAL_EXTRA:There is a lot of spreadsheet software on the market.
EVAL_EXTRA:The list of the best known software can be seen at the website http://en.wikipedia.org/wiki/List_of_spreadsheet_software.
EVAL_EXTRA:New spreadsheet alternatives have also been proposed at the conferences.
EVAL_EXTRA:The combination of the most recent object technologies with new approaches are indeed genuine alternatives to spreadsheets that are directed towards responding to the so far identified resistance to spreadsheets.
EVAL_EXTRA:For example, the XBRL (Extensible Business Reporting Language) is the language for electronic communication of financial data that revolutionized the financial reporting worldwide.
EVAL_EXTRA:It is used in the preparation, analysis and communication of financial information.
EVAL_EXTRA:The XBRL is an application of XML for business information and uses the structure to describe the data, make them instantly operable, interactive and intelligent.
EVAL_EXTRA:As regards the spreadsheet documentation, the proper documentation: Describes the substance and method of model implementation in that it allows the others to implement the model, but is useful in reactivating the model after a period of time it was idle. ~~~ Reduces the risk of discontinuing the use of the model because only one man or a limited number of people know how to use it and have trust in it.
EVAL_EXTRA:Reduces the number of irritating stoppages to the person responsible for further development of the model.
EVAL_EXTRA:The documentation should include the facts such as: what the model serves for, what it can do, how it does what it does, which premises are included in its design, which constants are used and where they lie, who developed the model and when, who modified the model after it was put to use, and when he did it, the presence of macros and their purpose.
EVAL_EXTRA:The systematis implementation of Excel comments may be viewed as an efficient method of spreadsheets documentation. ~~~ 3.
EVAL_EXTRA:Education In order to design and implement an efficient spreadsheet solution, it is important that one should know how to do the work so that the data may be turned into useful information.
EVAL_EXTRA:The knowledge of this know-how is al ready present in the organization.
EVAL_EXTRA:The knowledge of technique is achieved through training.
EVAL_EXTRA:If the technical knowledge does not take the knowledge of how to work into account, the solutions will not be optimal.
EVAL_EXTRA:A most efficient spreadsheet system management in an organization is the result of the training based on working out the solutions to concrete problems (task-based management).
EVAL_EXTRA:Using one and only approach the user is being trained how to solve a concrete problem using the spreadsheet tools, contrary to the approach where the spreadsheet tools and techniques are studied independently of any concrete problem.
EVAL_EXTRA:The trainers that favour the task-based approach are experienced as to the manner in which the spreadsheets are actually used in real situations.
EVAL_EXTRA:They combine their experience with the clients knowledge of the business environment.
EVAL_EXTRA:This is a better way compared to dry and boring theorizing on how the spreadsheets should be used.
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EVAL_EXTRA:At the end of the training the attendant: (cid:57) Completed his task (cid:57) Set the system for future tasks (cid:57) Learned about the solutions to some of his problems (cid:57) Worked on an actual spreadsheet The attendant learned the task-related mechanic techniques, as well as the rationale of implementing these individual techniques in task situations.
EVAL_EXTRA:The task-based training is neither the only type of training, nor is it the most popular one.
EVAL_EXTRA:A largely widespread type of training is the general training where the trainees are introduced to the spreadsheet programme package, since the attendants are usually people who already use spreadsheets for various purposes.
EVAL_EXTRA:The third type of the training is most common and includes the users that have never had any formal training concerning spreadsheets.
EVAL_EXTRA:They learned how to use spreadsheets at work, from their predecessors or colleagues, or are entirely self-taught.
EVAL_EXTRA:A quality training in using spreadsheets is offered at the Faculty of Organizational Sciences in Belgrade and at a number of other faculties.
EVAL_EXTRA:The training in how to work with spreadsheets, however, displays a rather poor approach to spreadsheets: Spreadsheets are presented as simple expressions of likewise simple accounting models Spreadsheets are easy to learn and their intellectual contents are limited Students became familiar with spreadsheets even before they enter university and thus acquired wrong habits that are difficult to correct at university.
EVAL_EXTRA:The greatest problem, however, may be how to convince the lecturers that the training for work in spreadsheets requires an entirely different approach which is not based only on the changes in the teaching contents, but in the teaching methods, too.
EVAL_EXTRA:A solution may be to encourage them to use the feedback loop RESEARCH LECTURE STUDENTS LEARN.
EVAL_EXTRA:4. ~~~ Audit The types of testing are numerous and the majority of them cannot reduce the errors to the point at which there are no singnificant errors in the spreadsheet.
EVAL_EXTRA:Here we mention some of the test types: 1.
EVAL_EXTRA:Testing along spreadsheet development Testing ap plications, unit (module) testing, integral testing. ~~~ 2.
EVAL_EXTRA:Spreadsheet observation Review of tables in spreadsheet in order to get the impression of logic.
EVAL_EXTRA:3. ~~~ Error scanning software Software that browses the spreadsheet searching for errors on the basis of the built-in detection rules in the software.
EVAL_EXTRA:The automatic error scanning tools are similar to spell-checkers and grammar-checkers in the text processing programmes.
EVAL_EXTRA:Excell has the built-in tools for error detection under the commands Tools, Error Checking.
EVAL_EXTRA:These tools are rather simple, but limited.
EVAL_EXTRA:There are several commercial tools available in spreadsheet auditing: SpACE (Spreadsheet Audit for Customs & Excise), OAK (Operis Analysis Kit), Spreadsheet Detective and Spreadsheet Professional, and others.
EVAL_EXTRA:Much more sophisticated scanners are now available on the market.
EVAL_EXTRA:The web site containing the list of such is http://www.sysmod.com/sslinks.htm#auditing. products 4.
EVAL_EXTRA:Auditing The option that is in Excell activated by the Tools, Formula Auditing commands.
EVAL_EXTRA:Such commands allow us to select the links of the formula with the previous cells the result of the formula depends on, that is, with all the cells to which the value of the formula observed serves as input data.
EVAL_EXTRA:One problem with the real auditing is the question on which section of spreadsheet is audited.
EVAL_EXTRA:The most obvious candidate for auditing is the most risky section which includes complex formulas and links among the worksheets of the work ledger.
EVAL_EXTRA:While the errors are more likely to occur in this type of formulae in comparison with the ordinary formulae, by the law of probability, there is probably a larger number of errors in ordinary formulae than in the complex ones (the ordinary ones are more numerous) will occur.
EVAL_EXTRA:Very complex, but also very expensive automated auditing softwares for spreadsheets are now available on the market.
EVAL_EXTRA:5. ~~~ Testing through performance The tester tests a number of sets of input values to find out whether the spreadsheet produces (or does not produce) correct results.
EVAL_EXTRA:Here, typical and extreme values (paranoid testing) can be used.
EVAL_EXTRA:The problem here is how we can know whether the values obtained are accurate and correct.
EVAL_EXTRA:In the best case, there are possibilities to compare the resulting values to the already known values.
EVAL_EXTRA:A mathematical model would be welcome that can yield values which could be expected as a result in the spreadsheet, too.
EVAL_EXTRA:Without such values for comparison, testing through performance is meaningless.
EVAL_EXTRA:6. ~~~ Logic inspection The inspector examines all the cells with formulae, searching for errors.
EVAL_EXTRA:For practical reasons, we recommend the team inspection: an individual usually manages to detect fewer than half the number of all the errors present.
EVAL_EXTRA:In this case the reduction of all the errors cannot be requested, since this is impossible to do.
EVAL_EXTRA:Therefore a reasonable limit is set, in accordance with the importance of spreadsheet in business decision making.
EVAL_EXTRA:The inspection process should consist of seven steps: 1.
EVAL_EXTRA:Planning.
EVAL_EXTRA:Provision of materials, getting the peer and working out the meetings schedule.
EVAL_EXTRA:2. ~~~ Discussing the meeting agenda.
EVAL_EXTRA:Presenting software, role delegation, process description. ~~~ 3.
EVAL_EXTRA:Preparation.
EVAL_EXTRA:Inspectors check the spreadsheet individually.
EVAL_EXTRA:The aim is not to detect errors, but to understand software modules.
EVAL_EXTRA:Many inspection methods, however, detect errors as early as this phase. ~~~ 4.
EVAL_EXTRA:Inspectors meeting.
EVAL_EXTRA:The task is to detect and explain errors.
EVAL_EXTRA:Nothing else is discussed.
EVAL_EXTRA:The meeting has to be reasonably short, so that concentration should not weaken. ~~~ 5.
EVAL_EXTRA:Improving the process.
EVAL_EXTRA:Inspection has to produce a feed-back information to the guide process inspection of the firm.
EVAL_EXTRA:Each inspection must generate a statistics on the time consumed, errors detected and the gravity of error. ~~~ 6.
EVAL_EXTRA:Processing.
EVAL_EXTRA:The remedy to /repair of the software is effected after the meeting. ~~~ 7.
EVAL_EXTRA:Monitoring.
EVAL_EXTRA:Ensuring that the change is correctly made. ~~~ 5.
EVAL_EXTRA:Management There are many, some argue too many, issues related to spreadsheet management which should be taken into consideratin by the organizational policy.
EVAL_EXTRA:There are the issues of choice and of adopting a set of controls that should be analysed over a reasonable time interval.
EVAL_EXTRA:These may be the spreadsheet version controls, the insight and self-auditing during the spreadsheet creation, team review and close inspection of spreadsheets models, the documentation policy, the use of proven models as templates, as well as recording usual errors and their storage at set sites such as corporate knowledge bases.
EVAL_EXTRA:In order that only a small number of these requirements be met it is necessary to ensure the support of the firm top management and create a strategy to establish good practice based on the reasonable selection of standards. ~~~ Such a standard can be found in the CobiT (Control Objectives for Information and Related Technology) approach.
EVAL_EXTRA:The CobiT is a set of tools that helps business managers to understand and manage the risk related to introducing new technology.
EVAL_EXTRA:It also demonstrates to the interested parties or stakeholders how well the job was done.
EVAL_EXTRA:The CobiT is based on the best international practice of IT management.
EVAL_EXTRA:The CobiT ensures a generic framework for all the main IT processes.
EVAL_EXTRA:It does not necessarily specify spreadsheets.
EVAL_EXTRA:However, this generic framework can be applied to all IT development solutions, from the entire ERP system to a relatively simple spreadsheet.
EVAL_EXTRA:Project approval Defining and documenting necessary files Programme specification Source data collection project Defining input requirements and documentation Defining interfaces User-machine interface Defining necessary processes and documentation Defining necessary outputs and documentation Opportunity of control Accessibility as key factor of design Measures of IT integrity in software programme application Software application testing User manuals and other logistic material Re-evaluation of system project The CobiT approach is based on the Maturity model of the software development possibilities, defined by the Software Engineering Institute. ~~~ The Maturity model offers a method for a quantitative expression of the level of IT control procedures on the 0 (non-existent) to 5 (optimized) scale.
EVAL_EXTRA:The management used the Maturity model to map the current status of: Their own organization Best practices or an overall state of practice in their industry International standards For example, the Provision and Maintenance of Software control is described as follows: and to determine where the organization desires to be as regards those levels.
EVAL_EXTRA:The control of the IT processes of provision and maintenance of software that satisfies the business requirements of function automation for the purpose of an efficient support to business processes is ensured by the definitions of functional and operational requirements and the phase implementation with clearly set performance and takes into account: Functional testing and adopting Application controls and security requirements Documentation requirements Software application life cycle Company infromation structure Methodology of development system life cycle User-machine interface Package adjustment This is backed up by 17 detailed goals of control, covering: Design methods Principal changes in the existing system Figure 1: CoBIT Maturity Model The development and maintenance processes control of spreadsheet models and applications that satisfy the business needs to obtain accurate business models and error-free analyses in order to efficiently support business processes is provided by defining the specific features of functional and operational requirements as well as by a phase implementation with clear performance and takes into account: design methods protection and data storage requirements testing and adopting documentation requirements.
EVAL_EXTRA:6.
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EVAL_EXTRA:Conclusion In order that an appropriate spreadsheet information system be provided in an organization, it is necessary to improve four areas of intellectual activity: TOOLS adopt the methodology of the structural description of the data and their connexity as a basis of the business model description which is further developed in the spreadsheet; select an adequate software for the spreadsheet; ensure the spreadsheet documentation; EDUCATION select the most suitable user (creator) training and establish an appropriate system of permanent education together with research; AUDITING establish a spreadsheet audit system implementing most recent auditing tools (software); MANAGEMENT adopt standards and controls related to the management of versions, storage, usage of templates, spreadsheet systems performance measurement and continual improvement.
EVAL_EXTRA:REFERENCE Š1Ë Panko R Spreadsheet Errors: What We Know.
EVAL_EXTRA:What We Think We Can Do.
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EVAL_EXTRA:Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0802.3457 Š2Ë Rajalingham K, Chadwick D, Knight B: Classification of Spreadsheet Errors Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4224 Š3Ë Hawker A: Building Financial Accuracy into Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4219 Š4Ë Ayalew Y, Clermont M, Mittermeir R: Detecting Errors in Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.1740 Š5Ë Rajalingham K, Chadwick D, Knight B; A Structured Methodology for Spreadsheet Modelling.
EVAL_EXTRA:Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4218 Š6Ë Butler R Risk Assessment for Spreadsheet Developments (HM Customs and Excise) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4236 Š7Ë Chan H Q Chen Y: Visual Checking Of Spreadsheets Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0805.2189 Š8Ë Cleary P M: How Important Are Spreadsheets To Organisations?
EVAL_EXTRA:Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000.
EVAL_EXTRA:
EVAL_EXTRA:Š9Ë Chadwick D Stop the Subversive Spreadsheet.
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EVAL_EXTRA:Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0712.2594 Š10Ë Chadwick D., Sue R.: Teaching Spreadsheet Development Using Peer Audit and Self-Audit Methods for Reducing Errors, Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1514 Š11Ë Butler R J: Applying the Cobit® Control Framework to Spreadsheet Developments Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.0609 Š12Ë O'Beirne P: Euro Conversion in Spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š13Ë Paine J: Safer Spreadsheets With Model Master Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.3690 Š14Ë Rajalingham K, Chadwick D, Knight B: An Evaluation of the Quality of a Structured Spreadsheet Development Methodology Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1516 Š15Ë Raffensperger J: New Guidelines for Writing spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001.
EVAL_EXTRA:Š16Ë Ettema H, Janssen P, de Swart J: Assurance By Control Around Is A Visible Alternative To The Traditional Approach Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.4775 Š17Ë Knight D,: A Real alternative to spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š18Ë Nixon D, O'Hara M: Spreadsheet Auditing Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š19Ë Chadwick D: Training Gamble Leads To Corporate Grumble Proceedings of 3rd International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š20Ë Banks D., Monday A.: Interpretation as a Factor in Understanding Flawed Spreadsheets Proceedings of 3rd International Symposium on Spreadsheet Risks -the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0801.1856 Š21Ë Grossman T.: Spreadsheet Engineering: A Research Framework Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0711.0538 Š22Ë Clermont M., Hanin C., Mittermeir R.: A Spreadsheet Auditing Tool Evaluated In An Industrial Context Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0805.1741 Š23Ë Chadwick D., Knight B.: The Subversive Spreadsheet Proceedings of 3d International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002.
EVAL_EXTRA:Š24Ë Butler R.: Losing At Spreadsheet Roulette Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š25Ë Croll G.: A Typical Spreadsheet Audit Approach Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0712.2591 Human Resources in the Drive Towards Creativity and Organisational Innovation UDC: 005.96 Dr Isabel Martins1 , Dr Orlando Petiz2, Dr Ana Martins3 1 HRM/OB Division, University of Glamorgan, Wales in UK 2 School of Economics and Management, Department of Economics, University of Minho in Portugal 3 Learning and Professional Development Division, University of Glamorgan, Wales in UK Innovation is the cornerstone of competitive advantage.
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EVAL_EXTRA:For this, it is necessary to adopt the practices of a range of measures which lead to entrepreneurial re-structuring.
EVAL_EXTRA:This emphasizes the measures of change within the different components of the organisation, as well as implementing an innovative culture based on quality which will be broad ranging and affect all aspects of the organisation.
EVAL_EXTRA:In this way, entrepreneurial flexibility has to be based on the creative individual and views that intelligence is the major ingredient of bringing about flexibility.
EVAL_EXTRA:With these new attitudes, policies and practices the innovative organisation neutralizes obsolete processes and products focusing instead on its potential.
EVAL_EXTRA:Therefore, in this quest for excellence, new core competencies have to be sought after.
EVAL_EXTRA:These must take into account all employees and not only those whose technical or conceptual competencies are more visible.
EVAL_EXTRA:However, due to the constant and abrupt economic, social, technical and technological changes seen in the entrepreneurial contexts, it is vital to question what type of flexibility is more easily adaptable to the systems of constant change.
EVAL_EXTRA:Therefore, there are some pillars which are vital for these foundations, namely, commitment, tolerance, involvement willingness to take risk, all of which will ensure these organisations are more complex and less bureaucratic. ~~~ 1.
EVAL_EXTRA:Introduction Economic globalisation as well as the dissemination of new technologies has created a direct and indirect impact on both the life cycle and dynamism of organisations.
EVAL_EXTRA:Nowadays, this impact is much more unpredictable, turbulent and buoyant.
EVAL_EXTRA:Within this context, organisations will need to adopt a new lifestyle philosophy.
EVAL_EXTRA:In order to identify new sources of competitive advantage most organisations need to revisit their mission and objectives, at both strategic and operational levels.
EVAL_EXTRA:Organisations require to redefine their behaviour in order to fight obsolescence of their competitive advantage within this constant evolution of both contextual and transactional environments.
EVAL_EXTRA:This behaviour should be more decisive and pro active, in so far as listening to the client and the competitor as well as in conceptualising and adopting new management paradigms.
EVAL_EXTRA:In this way, client satisfaction, scanning the competitive environment, revisiting its ethical values and implementing an innovative culture from within the organisation, are all sources of inspiration and sustainable creativity of organisational innovation. more decisive, namely, listening carefully to the client as well as to the competitor.
EVAL_EXTRA:Such listening is in turn linked to innovative behaviour.
EVAL_EXTRA:Nevertheless, on the whole companies tend to ignore the importance of listening and fail to see its economic and social value.
EVAL_EXTRA:This paper will reflect upon organisational behaviour, culture and values so as to compare the traditional organisational paradigm with the new paradigm, i.e. of dynamic vocation, evolutionary and transforming just as the new organisation theory professes it to be.
EVAL_EXTRA:The aim of this paper is to highlight the importance of entrepreneurial dynamism which fosters innovation as a way of being and sees the intangible resources as the new source of creating sustainable value.
EVAL_EXTRA:Three organisations located in the North of Portugal will be analysed.
EVAL_EXTRA:This paper is essentially concerned with new technical trends adopted by successful companies.
EVAL_EXTRA:Therefore, the paper will begin by contextualising various concepts related to organisational culture and innovation.
EVAL_EXTRA:Thereafter, a reflection will be made upon the reality of three Portuguese organisations located in the northern region of Portugal based on this theory.
EVAL_EXTRA:Nowadays dynamism and company longevity are threatened by the contextual and transactional environments which, as the economic globalisation evolves, become ever more buoyant, turbulent and unpredictable.
EVAL_EXTRA:However, this process can be slowed down or stopped by the adoption of entrepreneurial behaviour which is 2.
EVAL_EXTRA:Knowledge management There is a need to adopt a new management paradigm, i.e. knowledge management paradigm.
EVAL_EXTRA:Knowledge management, according to Carter and Scarbrough (2001) is related to the frailties and vulnerabilities inherent in the organisational competitive advantages.
EVAL_EXTRA:In the recent past, organisations failed to have sustainable characteristics absence of knowledge management paradigm.
EVAL_EXTRA:In this way, knowledge management is a practice (Halawi, Aronson and McCarthy, 2005: 75) and can be defined as the way in which knowledge is created, shared, distributed and utilised in order to attain organisational objectives (Serrano and Fialho, 2005: 4).
EVAL_EXTRA:However, it is not simple to offer a definition of knowledge management.
EVAL_EXTRA:In addition to the complexities of the issues involved therein, it has also been the target of various interpretations.
EVAL_EXTRA:However, knowledge management also allowed for catapulting different elements within the organisation, namely, at structural, social and human levels (Seemann, cited in Halawi, Aronson and McCarthy, 2005).
EVAL_EXTRA:Knowledge management strategies entail two approaches, i.e. codification and personalization.
EVAL_EXTRA:In codification, databases store codified knowledge allowing for easy company access and use (Hansen et al., 1999: 107, cited in Carter and Scarbrough, 2001).
EVAL_EXTRA:Personalization reveals that knowledge is inherently linked to the person who developed and shared it.
EVAL_EXTRA:Unlike the economies of the past, current organisations are more exposed to international competition.
EVAL_EXTRA:In this way, the need arose to identify and privilege other sources of competitive advantage.
EVAL_EXTRA:Consequently, according to Serrano and Fialho (2005: 4), knowledge management can be seen as the convergence between the bureaucratic organisational culture and information technologies which it uses.
EVAL_EXTRA:Due to this mutation of cultures as well as the behaviour of organisations, the notions of knowledge employee, learning organisations, and organisational learning all gain much more consistency and more relevance in the everyday occurrences within an organisation. ~~~ Furthermore, Carter and Scarbrough (2001) corroborate that knowledge management may take various forms, namely, (i) intellectual capital; (ii) knowledge assets as well as (iii) workplace and organisational learning .
EVAL_EXTRA:Indeed, knowledge is considered the only meaningful economic resource in the knowledge society rather than capital or labour.
EVAL_EXTRA:Senge (1990) maintains that organisations cannot function as knowledgebased organisations because they suffer from learning disabilities.
EVAL_EXTRA:Therefore, it is believed that companies must innovate or else they will perish. ~~~ Furthermore, Rowley (1999) posits that the core competency enabling organisations to survive, resides in their ability to adapt, learn and change.
EVAL_EXTRA:For Yang (2003:242), knowledge and learning are attributed a new conceptual framework in that (h)olistic theory defines knowledge as a social construct with three distinctive and interrelated facets—explicit, implicit, and emancipatory knowledge.
EVAL_EXTRA:Emancipatory knowledge is based on motivational levels, feelings and emotions towards the external circumstances surround ing the individual.
EVAL_EXTRA:Implicit knowledge is based on the individuals experiences, actions and behaviour.
EVAL_EXTRA:Explicit knowledge is codified knowledge which arises from the individuals interpretation of the event.
EVAL_EXTRA:These three facets are holistic in that they are both contradictory and complementary to each other.
EVAL_EXTRA:Client satisfaction is a permanent source of inspiration for entrepreneurial innovation.
EVAL_EXTRA:Both the client and/or consumer are a touching stone in the innovation process.
EVAL_EXTRA:In this way the new economy based on knowledge has also taken this fact into account.
EVAL_EXTRA:Even though in this respect innovation depends more on the market comparatively speaking to any other type of innovation (Drucker, 1998).
EVAL_EXTRA:3.
EVAL_EXTRA:Entrepreneurial organisational culture and innovation Within the economic globalisation context, the process of constructing competitive advantage, is turbulent, unpredictable and rapidly changing, thus demanding that organisational senility be eradicated.
EVAL_EXTRA:This perspective leads to the transformation of entrepreneurial organisations, which according to Santos (1997a:6), can in turn be lighter, more flexible, cooperative and sensitive to organisational culture and the values of an organisation are essential to the creation of organisational identity through a sharing culture (Santos, 1998:244).
EVAL_EXTRA:The adoption and sharing of these values and trends are at the root of the eradication of organisational senility and can also be regarded as the seed for innovation.
EVAL_EXTRA:In view of this, the production and management of this entrepreneurial organisational culture fosters a feeling of identity.
EVAL_EXTRA:This creates distinctive organisational characteristics.
EVAL_EXTRA:This culture creates homogenized behaviour patterns which arise from different group elements and thus produces strong interactions and interdependencies (Schein, 1997a, 1997b, 1997c and Daft, 1999).
EVAL_EXTRA:Furthermore, Schein (1997a) proposes an integrated model to relate different variables, among which learning and organisational culture are viewed as the base for organisational success.
EVAL_EXTRA:It is within this change perspective based on intangibles that Stata (1989) sets forth the idea that the only sustainable source of all competitive advantages is rate of organisational learning.
EVAL_EXTRA:Although, Haas and Hansen (2005) insist upon the use of coded and personal knowledge as these view the existence of a direct relationship between knowledge, gains and competitive advantages (Handzic and Chaimungkalanont, 2004).
EVAL_EXTRA:The business world currently accepts that business quality depends on the quality and characteristics of its employees which, in turn, leads to business excellence.
EVAL_EXTRA:Competition is rife and, is often, disloyal arising from instability in market conditions, namely at the level of surplus capacity of world production.
EVAL_EXTRA:Such a situation, and parallel to that market, provokes deep alterations at the behavioural level, both for the producer and the consumer.
EVAL_EXTRA:(Druhl, 2001:382) is centered on the living-systems approach.
EVAL_EXTRA:This approach is based on the individual learning and social interactions prevalent in organisations.
EVAL_EXTRA:Furthermore, in this systems/quantum paradigm organisational change strategies nurture the individuals ability for self-discovery, enhance communication and encourage teamwork.
EVAL_EXTRA:Various issues which warrant reflection have arisen in the literature and these are linked to the structure of those pre-requisites which lead to organisational success.
EVAL_EXTRA:In this regard, the debate revolves around intensive goods within knowledge which result from innovation, but which also lead to new innovation processes.
EVAL_EXTRA:This perception considers innovation as a guarantee to business success, although, despite the application, production and diffusion of knowledge, the alteration characteristics of demand and investment patterns are strategic for both the implementation and success of innovation processes.
EVAL_EXTRA:In this way, organisational success and longevity include the capacity of offering the client a product adequate to the clients needs.
EVAL_EXTRA:In this regard, Peters and Austin (1988:159) highlight that competition is seen as the continuous engine for innovation although Freire (1995) regards competition as engine for development.
EVAL_EXTRA:In these perspectives two non-coincidental, although complimentary parts, can be identified converging towards organisational development processes. ~~~ Furthermore, it is understood that competition is indeed important when implementing innovation policies.
EVAL_EXTRA:Within a different perspective, Hamel (1998b) is fully aware of the importance inherent in both quality and globalization; he emphasizes the turnover of those variables and highlights a different one which is related to the revolution in the fundamental changes within the context of a new business paradigm.
EVAL_EXTRA:Hamel further corroborates that one has to bet on differences seeing that in this unstable world, the main challenge is not to achieve productive efficiency in capital intensive industries but instead to free innovation power in creative intensive industries (Hamel, 1998a:47).
EVAL_EXTRA:In this way Hamel (1998b) corroborates that visionaries are worthy of analysis.
EVAL_EXTRA:The contemporary world does not adhere to fortuitous situations and that innovation does not result from isolated geniuses but instead from activists inherent in organisations.
EVAL_EXTRA:In order for these to be genuinely different, innovation needs to be regarded as an added value and also as a source of value.
EVAL_EXTRA:The classical paradigm, i.e. the top-down approach is considered as planned change.
EVAL_EXTRA:
EVAL_EXTRA:This approach has mostly revealed to be unsuccessful as lower-level managers were not included in the change process.
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EVAL_EXTRA:The bottom-up approach to change, also known as systems/quantum paradigm Schein (1997a and 1997b) emphasises the importance of cultural change and believes that the sharing of pre-established suppositions in organisations may lead to such objectives and may thus create cascades of innovation.
EVAL_EXTRA:Mejía (2000) concurs with this set of ideas and further highlights that organisational culture is a way of cultivating human knowledge from which one can establish the capacity to mould individual behaviour in favour of a common goal through sharing of the same technology, language, rules, knowledge, sanctions and compensations.
EVAL_EXTRA:Within this line of thought, Barros (2003) postulates that organisational culture is a source which controls and conditions human behaviour.
EVAL_EXTRA:Thus, Barros focuses on the concept of organisational behaviour, viewing it as an activity that studies the way people behave, including how to predict, understand and monitor their behavior.
EVAL_EXTRA:We believe that this reality leads to an imposed conditioning on group elements.
EVAL_EXTRA:Rego and Cunha (2003) further corroborate that organisational culture is a strong factor influencing both employees behaviour and motivating them to be creative and innovative.
EVAL_EXTRA:Notwithstanding the importance of the abovementioned viewpoints, it seems that competitiveness is based on productive gains.
EVAL_EXTRA:Thus, industrial policies have been object of various analyses and it is assumed that doing by knowing alone does not guarantee business success.
EVAL_EXTRA:In this way, sustained competitiveness is based on dynamic factors which, Maximiniano Martins (1998:165 and 1997:69) regards as not directly productive, such as design, quality, energy, environment, research and development, strategic marketing, internal organisation, health and safety, human capital, innovation, technological context, product differentiation.
EVAL_EXTRA:This author further highlights that the industrial policy, in its aim to modernize the business sector, should be proactive.
EVAL_EXTRA:Thus, there is a need to aid the construction of infrastructures to support industrial development, namely at the level of human resource development, creation of technological schools, diverse support services to industry and the creation of various entities offering scientific-technological support.
EVAL_EXTRA:Thus, taking into account knowing-doing, Maximiniano Martins (1998: 165,6) is in favour of an interdependence between productive and societal systems, through its increasing immaterial and knowledge the devaluation of intensive strategic base and is in also favour of an economic intelligence as a form of responding to structural vulnerability.
EVAL_EXTRA:Although Oliveira Martins (1998:230) corroborates with opinion of Maximiniano Martins, the former believes education and industry to be two fundamental variables to re launch competitiveness in Portugal.
EVAL_EXTRA:In this way, Oliveira Martins further believes that to educate is to awaken autonomy and responsibility, but it also leads to actively respond to the creative social needs.
EVAL_EXTRA:Thus, taking into account the economic changes which are occurring in the labour market, investment in education needs to be strategic and should be followed by quality parameters, motivation factors and mobilization, factors which are conducive to economic and social cohesion.
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EVAL_EXTRA:4.
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EVAL_EXTRA:The primary data analisis and discussion of findings In order to integrate and relate the organisational context to its competitors, organisations necessarily are required to aim at satisfying the client; in so doing, the focus should on the drive towards achieving innovative behaviour.
EVAL_EXTRA:This article will reflect on the findings gathered from three Portuguese organisations which are part of the traditional transformation sector.
EVAL_EXTRA:These organisations have different dimensions but are still considered Small and Medium Enterprises (SMEs).
EVAL_EXTRA:The organisations in this analysis are referred to as Case A, Case B and Case C. Case A belongs to the traditional textile sector, whilst Cases B and C belong to production and sales of spares in the Motorcar Industry.
EVAL_EXTRA:Their dimension is two hundred and sixty (260) employees, forty-two (42) employees, fifty-one (51) employees respectively.
EVAL_EXTRA:The sample incorporated all employees.
EVAL_EXTRA:The response rate of valid questionnaires can be broken down into 74%, 66,6% and 43% respectively.
EVAL_EXTRA:In the abovementioned organisations, the sample entailed all the employees as the objective was to carry out of the cross section analysis thereby assessing the perceptions thereof.
EVAL_EXTRA:Thus, after gaining permission from these organisations, the authors placed the questionnaires personally at these organisations and in turn a employee from each organisation was responsible to distribute the questionnaires accordingly.
EVAL_EXTRA:However, the response rates obtained (valid questionnaires can be broken down into 74%, 66,6% and 43%, Cases A, B and C respectively), not all employees completed the questionnaires distributed. ~~~ Moreover, despite this response rate, the wider collaboration efforts on the part of the administration employees demonstrated their involvement and responded to our needs.
EVAL_EXTRA:The data gathered and included in this paper, were analysed using SPSS.
EVAL_EXTRA:One of the questions asked was related to identifying the organisations empoyees, according to the age group, with the objective of ascertaining how many employees were part of the Design, the R&D and also the Sales/Marketing.
EVAL_EXTRA:The responses are summarized in the following table: Table 1: Employee Roles in the organisations (May 2006) EMPLOYEE ROLES Top management employees R&D/Design/Re search Middle management Administrative employees Commercial/Mar keting employees Manufacturing employees Low employees Total skilled Case A (%) 0,00 Case B (%) 14,29 Case C (%) 9,09 1.08 0,00 0,00 1.61 7,14 4,55 3.22 10,71 18,18 1.08 3,57 54,55 93.01 64,29 13,64 0,00 0,00 0,00 100,00 100,00 100,00 Reflecting on the table above, we ascertain that Case A organisation merely allocates 1,08% of its total employees to Commercial and Marketing and R&D/ Design/Research.
EVAL_EXTRA:On the other hand the other organisations which are smaller, allocate 0% to R&D/ Design/Research, whereas they allocate 3,57% e 54,55%, to the Commercial and Marketing employees, these percentages are higher than those within the same scale, in Case A.
EVAL_EXTRA:If we exclude the organisation in Case C which is concerned with both producing as well as marketing its products, hence the high percentage of people allocated to Commercial/Marketing sectors; all the other organisations exhibit low figures.
EVAL_EXTRA:On the other hand, Case A demonstrates 1,08% for R&D/ Design/Research, whereas the other organisations totally neglect these figures.
EVAL_EXTRA:REFERENCES Š1Ë Barros, R. - Influência da Cultura Organizacional no PMO, http://www.Kebconsultoria.com.br/arquivos/cultura pmo.ppt, 2003 Š2Ë Carter, C. and Scarbrough, H. - Towards a second generation of KM?
EVAL_EXTRA:Education, Training Vol. 43, No. 4/5, pp. 215-224, 2001 Š3Ë Daft, R. - Teoria e projecto das organizações, 6th Edition, Rio de Janeiro, LTC Editora, 1999 Š4Ë Drucker, P. - The Discipline of Innovation, Harvard Business Review, November-December 1998, pp. 149-157, 1998 Š5Ë Druhl, K., Langstaff, J. and Monson, N. - Towards a Synthesis of the Classical and Quantum Paradigms Vedic Science as a Holistic Approach to Organizational Change , Journal of Organisational Change Management, Vol. 14 No. 4, pp. 379-407, Š5Ë Freire, A. - Gestão Empresarial Japonesa, Lisboa, Verbo Editora, 1995 Š6Ë Haas, M. R. and Hansen, M. T. - When Using Knowledge can Hurt Performance: The Value of Organisational capabilities in a Management, Consulting Company, Strategic Management Journal, Vol. 26, Issue 1, pp. 01-24, 2005.
EVAL_EXTRA:Š7Ë Halawi, L, Aronson, J. E. and McCarthy, R. V. Resources-Based View of Knowledge Management for Competitive Advantage, The Electronic Journal of knowledge Management, Vol. 3, Issue 2, pp. 75-86, available online at www.ejkm.com, 2005 Š8Ë Hamel, G. - Faça você mesmo uma Revolução, Executive Digest, Ano 4, nº 49, Novembro de 1998, Lisboa, pp. 46-52, 1998a Š9Ë Hamel, G. - Uma lufada de ar fresco na estratégia, Executive Digest, Número 50, Dezembro de 1998, Lisboa, pp. 80-81, 1998b Š10Ë Handzic, M. and Chaimungkalanont, M. Enhancing Organisational Creativity Through Socialisation, The Electronic Journal of Knowledge Management, Volume 2, Issue 1, 57-64, available online at www.ejkm.com, 2004 Š11Ë Maximiniano, M. - Apoios à indústria portuguesa, Anuário da Economia Portuguesa 1997, Lisboa, Associação Portuguesa de Economistas, pp. 67-71, Š12Ë Maximiniano, M. - Política Industrial, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 164-167, 1998 Š13Ë Mejía, Ramírez F.- El desarrollo de una cultura organizacional de compartición del conocimiento,http://dois.mimas.ac.uk/DoIS/data/A rticles/juljuljiky.2000:v:4:p:4088.html, 2000 Š14Ë Oliveira Martins, G. - A aposta na educação, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 229-232, 1998 Š15Ë Peters, T.and Austin, N. - A Paixão pela Excelência, Lisboa, Pensamento Editorial Livreiros, Ldª, 1988 Š16Ë Rowley, J. - What is knowledge management?
EVAL_EXTRA:Library Management, Volume 20, Number 8, 416419, 1999 Š17Ë Rego, Arménio, Cunha, Miguel Pina - A essência da liderança, Lisboa, Editora RH, 2003 Š18Ë Santos, Francisco Lopes dos - O papel da motivação do empresário no planeamento estratégico das PMEs, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 241-244, 1998 Š19Ë Schein, Edgar - Organisational Culture and Leadership, 2ª ed. California, Jossey-Bass, 1997a Š20Ë Schein, Edgar - Organisational Learning: What is New?, MIT Sloan School of Management, 1997b Š21Ë Schein, Edgar - Three Cultures of Management: The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. - Gestão do Conhecimento: O novo paradigma das organizações, 2ª Edição Aumentada, Lisboa, FCA-Editora de Informática, 2005 Š23Ë Stata, R. - Organisational Learning: the key to management innovation, Sloan Management Review, Spring: 63-74, 1989 Š24Ë Yang, B. - Holistic Learning Theory and Implications for Human Resource Development, Advances in Developing Human Resources; Vol 6; No. 2, 241-262, 2003 Internationalization of Retail UDC: 339.94:658.87 Iva N. Joksimović Delta sport, Belgrade The focus of the paper is on the development and positioning of the brands, based on international retail chains practice.
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EVAL_EXTRA:Planning and implementation of marketing communication and analysis of brand performance have been discussed in the paper.
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EVAL_EXTRA:These values (dimensions) can refer to:1 The process content; The process outcomes; and The process framework.
EVAL_EXTRA:The process content is characterised by three dimensions: The form of the internationalization process; Temporary phases or the order the process fol lows; Resources transformation and technology trans fers within the process.
EVAL_EXTRA:The dimension or value containing the process outcomes is: The process outcomes.
EVAL_EXTRA:Three dimensions that can be discussed, and refer to the process framework, are: The value system on which the managerial deci sions are based; The process scope; The prevailing environmental conditions and the situational circumstances.
EVAL_EXTRA:1 Š1Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006.
EVAL_EXTRA:2. ~~~ Dimensions of retail internationalization process contents Form of retail internationalization process There are four broad forms of international retail activities processes: functional, territorial, temporal and structural.
EVAL_EXTRA:Phases of retail networks internationalization process The retail internationalization process can be hypothetically presented as a several phase process.
EVAL_EXTRA:The key phases are the following:2 Pre-entry Entry Post-entry development Assimilation Exit The amount of time for each of the phases changes from one firm to another.
EVAL_EXTRA:The exit can be of many types, from a complete withdrawal, to the firm reducing its activities.
EVAL_EXTRA:The process form 2 Burt S, Mellahi K, Jackson P, Sparks L: Retail Internationalization and Retail Failure, International Review of Retail, Vol. 12, 2002.
EVAL_EXTRA:Resource transformation and knowledge transfer within the retail network internationalization process The internationalization process causes the resource transformation within a firm as the firm does business in export market.
EVAL_EXTRA:The examples of such mechanisms are the following:3 Economies of scale, scope and imitation differ in speed and intensity from country to country.
EVAL_EXTRA:The economies of scale in purchasing refer to the size of the market and the supply sector structure, both of which vary significantly in every country.
EVAL_EXTRA:Social mechanisms of communication and decision-making in the firm vary from one country to another.
EVAL_EXTRA:For example, Lidl, the retailer granting a discount for food produce, has a highly centralised managerial control, while DM, the retailer offering a discount for medical products, has a decentralized decision-making structure.
EVAL_EXTRA:The differences in transaction costs related to the decisions on alternative organizational structures, e.g., on franchising, subsiduaries or daughter firms in full ownership or mergers.
EVAL_EXTRA:In honouring different transaction costs, Marks & Spencer implemented different organizational structures in different countries.
EVAL_EXTRA:Variations, within one country, in the social mechanisms of power relations that control the interaction with the customer environment, public policy agencies and firms.
EVAL_EXTRA:The Western retailers entering China encountered difficulties in adapting to the different nature of both social relations and power relations, even to the extent that some of them, especially Ahold and Obbies, withdrew from the market.
EVAL_EXTRA:The differences in the managerial skills of a relevant capacity to do business in another country and to transfer organizational skills to the whole markets.
EVAL_EXTRA:The aspects to this resource transformation and knowledge transfer are various:4 Transfers in the firm necessary in establishing a new formula on a new market in individually developed as well as in acquired shops; Transfer of knowledge within the firm, gained from the experience on a new market; Transfers to other firms and from other firms that do business on the same market.
EVAL_EXTRA:In terms of operational aspects of the firm, these three aspects of resources transformation and technology transfer operate on two levels: The level of key or basic format and the relations that 3 Š5Ë Dawson J: Strategy and Opportunism in European Retail Internationalozation, British Journal of Management, 12 (4), 2001.
EVAL_EXTRA:4 Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. define it, as well as its development, for example, the hypermarket, the shops offering facilities to customers, etc.
EVAL_EXTRA:In analysing the internationalization impact, it is necessary to identify:5 Impact types Impact processes and Impact intensity level. ~~~ 4.
EVAL_EXTRA:Internationalization impacts Each of these impact types has its allied processes; thus, for example, the trade management processes and the retail management are important in identifying the competition impacts, whereas the critical processes of the sales channels management and logistic, technology flow management and suppliers management are important for the changes in the demand chain efficiency. ~~~ We have clear interactions between these outcomes and the internal aspects of the internationalization process, especially resource transformation and the knowledge transfer within the firm.
EVAL_EXTRA:5 Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. tomer culture is important.
EVAL_EXTRA:Scope of the retail networks internationalization Every retail internationalization process has to adapt to the scope factor.
EVAL_EXTRA:REFERENCE Š1Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006.
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EVAL_EXTRA:Š2Ë Burt S, Mellahi K, Jackson P, Sparks L: Retail Failure, Internationalization International Review of Retail, Vol. 12, 2002. and Retail Š3Ë Mellahi K, Jackson P, Sparks L: An Exploratory Study into Failure in Successful organizations, British Journal of Management, Vol. 13, 2002.
EVAL_EXTRA:Š4Ë Currah A, Wrigley N: Networks of Organizational Learning and Adoptation in Retail TNCs, Global Networks, 4 (1), 2004.
EVAL_EXTRA:Š5Ë Dawson J: Strategy and Opportunism in European Retail Internationalozation, British Journal of Management, 12 (4), 2001.
EVAL_EXTRA:Š6Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006.
EVAL_EXTRA:Š7ËWrigley N, Coe N.M, Currah A: Globalizing Retail: Distribution-based in Conseptualizing Transnational Corporation (TNC), Progess Human Geography, 29 (4), 2005. the Š8Ë Florida R, Kenny M: Transfer and Replication of Organizational Capabilities, Oxford University Press, 2002.
EVAL_EXTRA:Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006.
EVAL_EXTRA:Š13Ë Burt S, Mellahi K, Jackson P, Sparks L: Retail Failure, Internationalization International Review of Retail, Vol. 12, 2002. and Retail Š14Ë Fill C: Marketing communication, FT Prentice Hill, Harlow, 2005.
EVAL_EXTRA:Š15Ë Filipović V, Kostić - Stanković M: Marketing menadžment, FON- Menadžment, Beograd, 2007.
EVAL_EXTRA:Š16Ë Hollensen S: Global Marketing - A Decision-ori ented approach, Prentice Hall, London, 2007.
EVAL_EXTRA:Š17Ë McGoldrick P: Retail Marketing, The McGraw Hill Companies, London, 2002.
EVAL_EXTRA:Š18Ë Pahalad C.K, Ramaswamy V: The Future of Competition: Co-creating Unique Value with Customers, Harvard Business School Press, Boston, 2004.
EVAL_EXTRA:Š19Ë Petkovic G: Modeli za donošenje odluka u trgovini, Ekonomski fakultet Beograd, 1998.
EVAL_EXTRA:Š20Ë Podnar K, Golob U: CSR expecations: the focus of corporate marketing, Corporate Communications, International Journal, 2007.
EVAL_EXTRA:Š20Ë Rakita B: Međunarodni marketing, Ekonomski fakultet, Beograd, 2005.
EVAL_EXTRA:Š10Ë Nisbett R. E: The Geography of Thought, Free Š21Ë Walters D, Hanrahan J: Retail Strategy, Planning Press, New York, 2003.
EVAL_EXTRA:Š11Ë Ducroq C: La nouvelle distribution, Dunod, Paris, 2003.
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EVAL_EXTRA:Š12Ë Bennett R: International Marketing, Kogan Page, London, 2005. and Control, Macmillan Business, 2000.
EVAL_EXTRA:Š22Ë Wrigley N, Coe N.M, Currah A: Globalizing Retail: Conseptualizing the Distribution-based Transnational Corporation (TNC), Progess in Human Geography, 29 (4), 2005.
EVAL_EXTRA:The Role of Conjoint Analysis in the New Product Price Sensibility Research UDC: 658.8.031 ; 338.516.49 Marija Kuzmanović, Tijana Obradović Faculty of Organizational Sciences It is very important that in the new product development process we should be able to predict its sales price.
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EVAL_EXTRA:Pricing research can use a number of methods, varying in accordance to their capability of providing quality information on the customer preferences, which in turn affect price elasticity. ~~~ The direct observation, the van Westendorp method, the traditional conjoint analysis, the discrete choice modelling are only some of the methods that allow for getting an insight into the customer behaviour.
EVAL_EXTRA:Formally, price elasticity is a ratio between the percentage change of the quantity of the product demanded and the percentage change in price, and can be expressed as follows: = E % % ∆ ∆ q p = ∆ q q / ∆ p p / = ∆ q p ∆ p q ⋅ , where q and p are the quantity and price of the product, respectively.
EVAL_EXTRA:3. ~~~ Price sensitivity research methods The practice knows a number of methods used in defining price sensitivity.
EVAL_EXTRA:3.) ~~~ Which price would be low enough to make the quality of the product disputable? (too inexpensive) 4.) ~~~ Which price would be high enough to make you abandon the idea of buying the product? (too expensive) On the basis of the responses, each of the questions is assigned a cummulative distribution of frequencies which are entered into the graph, where the x-axis denotes the price, and the y-axis shows the number of respondents.
EVAL_EXTRA:The name of the method comes from its very nature, namely, the product attributes are CONsidered JOINTly.
EVAL_EXTRA:One reason for this is that the customer does not make a decision on purchase on the basis of just one characteristic, but takes into consideration all the characteristics of the product simultaneously.
EVAL_EXTRA:Using a 10 point scale where 0 means certainly NOT and 10 certainly YES, answer the following: Which is the probability that you buy a printer of the following characteristics...
EVAL_EXTRA:Utility calculation process The total utility of the product j for the i respondent can be expressed as follows: U ij kLK = ∑∑ = l k = xβ ikl jkl where K is the total number of attributes, k = 1, ..., K, Lk is the number of k-attribute levels, l = 1, ..., Lk, and ßikl is the utility of the l- level of k- attribute for the i-respondent (i- segment).
EVAL_EXTRA:The variable xjkl takes the value l if the l-level of k-attribute is presented in the j profile, otherwise, it takes the value of 0.
EVAL_EXTRA:In calculating the part-worth utilities the traditional conjoint analysis commonly uses the least square method and the monotonic regression (analysis).
EVAL_EXTRA:The conjoint data can be used in determining the price sensitivity, but also all the other attributes included in the research.
EVAL_EXTRA:The part-worth utilities of each of the price levels offer a unique measure of the market or a marketsegment sensibility to the change in price.
EVAL_EXTRA:When interactions between price and other attributes are calculated, it is possible to determine whether and in which manner the price sensitivity varies in relation to brand and other attributes.
EVAL_EXTRA:The price sensitivity of a brand with a strong image is usually lesser compared to that of an unknown brand.
EVAL_EXTRA:The part-worth utilities can further be used to obtain a range of useful information on customer preferences, such as the attribute relative importance, the customer utility functions, the preference shares, as well as to define a model to simulate the customer choice behaviour for the predicting purposes. = R β β ikl − ikl , * A relative attribute importance is a measure to which the attribute impacts the customers choice and equals the difference between the greatest and the least utilities of the level of a given attribute, namely: where l is the level with the highest utility value, and l* is the level of the lowest value for the utility within the k-attribute.
EVAL_EXTRA:The utility function helps determine the individual sensitivities of the attribute value perceived to the change in its values. ~~~ These functions are unique for any individual customer. ~~~ The flatter the function, the lesser the attribute sensitivity.
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EVAL_EXTRA:Method Direct research PSM Presented options One product for all respondents One product Traditional Conjoint analysis CBC Sets of product characteristics (attrributes) Real and hypothetical products.
EVAL_EXTRA:Set of products described by price and characteristics.
EVAL_EXTRA:Questions put to respondents How much are you willing to pay for...? The highest and the lowest price levels percieved Product evaluation and ranking Assumptions Respondents know how much they are willing to pay.
EVAL_EXTRA:The range of acceptable prices is known for each respondent.
EVAL_EXTRA:Respondents are aware of the attributes they prefer.
EVAL_EXTRA:Which of the products offered would you buy? (choice from the set of offered products, with the possibility of choosing the option none) Models realistic purchase conditions.
EVAL_EXTRA:Focus Intention to purchase a product at one price Price Attributes, Price Products, Price Information obtained One price Optimum or fair price as well as acceptable range of price Optimum combination of attributes Part-worth utilities of attributes, including the price Optimum product Prospective market share.
EVAL_EXTRA:Attribute sensitivity in competitive conditions and a potential market share Table 1: Comparative review of price sensitivity reasearch methods The Conjoint analysis is both a technique appropriate for defining the new product prices and a good tool to gather data on preferences for the potential products attributes in the early phases of a new product development, but throughout its life cycle as well.
EVAL_EXTRA:REFERENCE Š1Ë Duke, C.R., Matching Appropriate Pricing Strategy with Markets and Objectives, Journal of Product and Brand Management, 3 (2) (1994) 1527.
EVAL_EXTRA:Š2Ë Green, P.E., Krieger, A.M., Whats Right with Conjoint Analysis?, Marketing Research, 14(1) (2002).
EVAL_EXTRA:Š3Ë Harmon, R.R., and Laird, G.L., Linking Marketing Strategy to Customer Value: Implications for Technology Marketers, Kocaoglu, et al. (Eds), Innovation in Technology Management: The Key to Global Leadership, PICMET, July 1997, 896-900.
EVAL_EXTRA:Š4Ë Jamieson, L.F., Bass, F.M., Adjusting Stated Intention Measures to Predict Trial Purchase of New Products: A Comparison of Models and Methods, Journal of Marketing Research, 26 (1989) 336-45.
EVAL_EXTRA:Š5Ë Kuzmanović, M., Primena Conjoint analize u definisanju marketing strategije, Menadžment, FON, 2005, 28-35 Š6Ë Kuzmanović, M., Kvantitativne metode u upravl janju marketingom: Primena conjoint analize, Društvo operacionih istraživača, 2006.
EVAL_EXTRA:Š7Ë Kuzmanović, M., To the Optimal Marketing Strategy Using Conjoint Simulation, SEEMAR06, 2006.
EVAL_EXTRA:Š8Ë Kuzmanović, M., The Nonstandard Algorithm for Constructing Efficient Conjoint Experimental Designs, Yugoslav Journal of Operations Research, 18(1) (2008).
EVAL_EXTRA:Š9Ë Louviere, J., Analyzing Decision Making: Metric Conjoint Analysis, Sage University Papers Series on Quantitative Applications in the Social Sciences, No 67, Newbury Park, California, 1988.
EVAL_EXTRA:Š10Ë Mahajan, V., Muller, E., Bass F., New Product Diffusion Models in Marketing: A Review and Directions for Research, Journal of Marketing, 54 (1990).
EVAL_EXTRA:Š11Ë Rao, V.R., Pricing Research in Marketing: The State of the Art, Journal of Business, 57 (1) (1984).
EVAL_EXTRA:Š12Ë Sullivan, P., Comparing Price Sensitivity Research Models for New Products, Portland State University, August 2003.
EVAL_EXTRA:Developing a System of Indicators for Local Community Results from the Developmental Planning Point of View UDC: 005.92 Jože Benčina1, Srečko Devjak2 1University of Ljubljana, Faculty of Administration 2University of Ljubljana, Faculty of Administration XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:Introduction Developmental planning and hence formulation and ensuring the prosperity of communities (local communities, regions, states) is one of the central topics in regional development considerations. ~~~ The desired outcomes should be planned (strategically, tactically), and the achievements should be controlled.
EVAL_EXTRA:This is the reason that in the numerous strategies of the Slovenian municipalities we practically cannot find any integral strategic documents that would contain all the elements necessary for a successfil implementa tion of strategies and timely reactions in case they might be departed from for any reasons.
EVAL_EXTRA:In order that this situation be resolved, it is necessary that the approach be consolidated, that the selected objectives be clearly defined and that the tools for data gathering Figure 1: Strategy formulation and implementation Š20Ë and processing, as well as for the reporting of outcomes, be provided.
EVAL_EXTRA:This must act on two levels: set of indicators ensures access to appropriate indicators, ensures the maintenance of the set of indicators (setting new ones, adjustment of the existing and leaving out the unnecessary ones), ensures access to data sources for the indicator value calculation, indicator structure allows for the building of a hierarchical organiza tional structure and the hierarchical indicator structure, supports (completing) structures with data, aggregates values by structure, presents the results on all the defined levels of the structure.
EVAL_EXTRA:The survey begins with four examples of indicators from Slovenia, the index of developmental threats to Slovenian municipalities Š17Ë, the index of development potential of Slovenian municipalities Š13Ë, and the financial indicators of the municipality Š5Ë.
EVAL_EXTRA:This set of examples is completed with the national indicators for local authorities and partnerships in the United Kingdom Š15Ë, indicators for regional development monitoring in the Alps Š19Ë, and the system of strategic assets of the cities Š16Ë.
EVAL_EXTRA:We use these examples to give a detailed review of good practice and the core of the problem of IT logistics for a performance indicator system of a local community.
EVAL_EXTRA:The index of developmental threats, together with the Law on municipality financing Š21Ë is taken as a measure for co-financing investments by the state.
EVAL_EXTRA:Development level: a. GNP per inhabitant (20012003) b. Gross tax base on income per inhabitant (2001 2003) formal (registered) employment rate(20022004) c. GNV econom.soc/employee (20022004) d. 2.
EVAL_EXTRA:Developmental threats: e.
EVAL_EXTRA:f. population age index (20022004) g. number of population supplied with sewerage system registered unemployment rate (20022004) (census 2002) Development opportunities: 3. h.
EVAL_EXTRA:Average number of years of education (census 2002) i. number of work places per work active population in j. the region (20022004) share of the area of the Natura region 2000 (status 2004) k. population density of the region (census 2002) The key advantages of the model are that the number of indicators can be controlled and that the data are available.
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EVAL_EXTRA:A short survey of two examples of indicators in the Slovenian environment already reveals a range of problems we encounter in the models of measuring performance and classification of local communities: content analysis of issues is missing, as is the cause-effect analysis, the relationships between initiatives and/or measures for improving performance, there is no guarrantee of consistency, seemingly similar approaches may result in different findings, there is no consistent context of indicators from which consistent subsets of indicators could be chosen, data are gathered from different sources, there is no mechanism which could make the input data gathering simple and prompt, indicator aggregating algorythms are different, there are no aggregating tools, that is, they are available only to the indicator creators.
EVAL_EXTRA:The following two cases of indicators are presented as two more approaches that try to highlight the contents as well as to assign the content value to the performance.
EVAL_EXTRA:Figure 2: Chart of indicator calculation systems for municipalities in RS Š18Ë The given examples of indicators are, similarly to the European competitiveness index Š8Ë, performance oriented and are in no way attached to development potentials and factors.
EVAL_EXTRA:They tell the community in which areas it lags, but do not explain what steps should be undertaken so that performance be better.
EVAL_EXTRA:In defining the expectations for results we are, by a rule, oriented towards the end-values of indicators that express the desired objectives. ~~~ Territorial communities are complex systems where numerous factors affecting the expected results should be taken into consideration.
EVAL_EXTRA:The growth of capital is related to the crucial strategic issues that make the starting point for both the strategic planning of a community and the creation of the system of indicators for monitoring the achievement of the set objectives.
EVAL_EXTRA:The Balanced Scorecard System for Public Sector (BSC) The planning system has to link the planning steps into the activity, validation and adjustment cycles.
EVAL_EXTRA:Before we continue discussing the balanced scorecard, we would like to point out that this system is comple mentary with the excellence models (EFQM, CAF, Š6Ë), where the excellence models are oriented towards quality provision and achievement, while the balanced scorecard is oriented towards strategy formulating and implementation (Figure 3) Š4Ë, Š12Ë.
EVAL_EXTRA:Both approaches intersect in the area of performance measurement.
EVAL_EXTRA:The ultimate objectives of a territorial community are related to the community members quality of living (Figure 4).
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EVAL_EXTRA:The above mentioned perspectives for strategy formulation may be too generalized, and the additional problem is that the standard BSC form is already rather widespread, therefore the features of the standard model came to be taken as the standard form of treating the issue.
EVAL_EXTRA:Hence the author of the above chart proposes that the perspectives be renamed and makes the link with the original BSC perspectives: governance and engagement (cid:197)(cid:198) learning communi ty / learning and growth, community governance processes (cid:197)(cid:198) community performance (task and project accomplishment) / processes, processes and strategies (cid:197)(cid:198) community ecconomy /finances, quality of living (cid:197)(cid:198) community priorities (desired outputs) / parties.
EVAL_EXTRA:A key advantage appears to be that the perspectives are rather generalized, but are much easier to understand in practice. ~~~ The balanced scorecard for a territorial community shows three levels of activity: planning the performance deciding in favour of suc cessful performance, accomplishing tasks and projects towards achieving planned results, developing competences provision of finances and growth of other types of assets.
EVAL_EXTRA:The objectives and the performance are then integrated upwards, in accordance with the community structure; namely, a number of local communities follows mutual regional objectives, a number of regions follow the state objectives ... the structure of units and their goals (indicators) may be rather complex and branching, hence such an approach can be introduced into a community only accompanied by an appropriate IT support.
EVAL_EXTRA:The model was implemented in the web IT solution1; to acces the system it is necessary to provide a user name and a password, which a curious reader can do on the web adress at the bottom.
EVAL_EXTRA:The Local Community Indicator System Model On the operational level, the local community indicator system model includes the functions presented in the example of the financial indicators for the municipality (Figure 3), as follows: indicator definition (meaning, calculation method, da ta source); database for indicator calculation; indicator value calculation tools; methods and tools for consistency validation and the set of indicators rationalization.
EVAL_EXTRA:Significant differences among local communities do make it impossible to consolidate the system entirely, however, it is 1http://www.sqrbrowse.com/scorecards_beta/ necessary that a comparison be possible among the communities with similar characteristics. ~~~ IT Solution for Organizational Tree and for Balanced Bcorecard Tree Each organizational or a local community unit contributes to the system with its own organizational structure and the chosen indicator structure.
EVAL_EXTRA:Hence it was necessary that we first analyse the roles in the system. ~~~ The result of the investigation into the problem was the definition of the perspectives of the balanced scorecard system (Figure 7).
EVAL_EXTRA:In the field of reasearch we contributed the structure of the perspectives of the balanced scorecards systems for local communities and the solution to aggregating the values to the tree structure of the organizations and the indicators.
EVAL_EXTRA:In the former case, we will continue our research and search for the balanced scorecard solutions to individual areas of the communal activities, while in the latter case we will introduce and test new methods for indicator aggregation and the presentation of performance.
EVAL_EXTRA:The applicative development of a full solution will require much work and funding.
EVAL_EXTRA:The provision of sources for the development would certainly be much easier if cooperation among institutions from various countries were established.
EVAL_EXTRA:The environment we offer for an exchange of knowledge and experience is the forum on the balanced scorecards solutions2. ~~~ REFERENCE Š1Ë Benčina, J., The use of fuzzy logic in coordinating investment projects in the public sector, Proceedings of Rijeka School of Economics: Journal of Economics and Business, Rijeka, 25/1 (2007) 113-136.
EVAL_EXTRA:Š2Ë Benčina, J., Web-based decision support system for the public sector comprising linguistic variables, Informatica, Ljubljana, 31/3 (2007) 311-323. ~~~ Š3Ë Benčina, J., Fuzzy trees in group decision support systems, Yugoslav journal of operations research, Beograd, (2009).
EVAL_EXTRA:Š4Ë Brinker, D., Das Modell der European Foundation of Quality Management (EFQM) und die Balanced Scorecards (BCS) abgestimmt einsetzen, 2007, <http://www.dbcconsult.de/downloads/EFQM%20und%20BSC.pdf>, accessed 10.08.2008.
EVAL_EXTRA:Š5Ë Devjak, S., Peček, B., Koncepcija i razvojni program sistema pokazatelja budžetskog poslovanja u slovenačkim opštinama.
EVAL_EXTRA:Management, Beograd, 7/32, (2003) 58-65. ~~~ Š6Ë The EFQM Excellence Model, 2008, <http://www.efqm.org>, accessed 10.08.2008.
EVAL_EXTRA:Š7Ë Epstein, P., Wray, L.: Community Balanced Scorecard and Effective Community Governance, Community Indicators Consortium Conference, Jacksonville, Florida, 2007, <www.resultsthatmatter.net/site/model/CommBalScd _CIC_Mar07-rev2_web.ppt>, dostop 07.08.2008.
EVAL_EXTRA:Š8Ë Huggins, R., Davies, W.: European Competitiveness Index 2006, Robert Huggins Associates Ltd, Pontypridd, 2006, <http://www.cforic.org/downloads.php>, accessed 11.08.2008 2http://www.sqrbrowse.com/scorecards_beta/ Š9Ë Huggins, R., Izushi, H., Davies, W., Shougui, L., World Knowledge Competitiveness Index, Cardiff, Centre for International Competitiveness, Cardiff School of Management, University of Wales Institute, 2008, <http://www.cforic.org/downloads.php>, accessed 11.08.2008. ~~~ Š10Ë Kaplan, R.S., Norton, D.P., The strategy-focused or ganization : how balanced scorecard companies thrive in the new business environment, Harvard Business School Press, Boston, 2001. ~~~ Š11Ë Kavaš, D., et.
EVAL_EXTRA:al., Razvoj orodij za oblikovanje in spremljanje politike regionalnega razvoja: raziskovalni projekt, Ljubljana, Inštitut za ekonomska raziskovanja: Center za mednarodno konkurenčnost: Urbanistični inštitut Republike Slovenije, 2005.
EVAL_EXTRA:Š12Ë Kovač, P., Integracija modela odličnosti EFQM in sistema uravnoteženih kazalnikov BSC v javni upravi, Uprava, Ljubljana, 6/1 (2008) 57-76. ~~~ Š13Ë Modri trak, Razvojni potencial slovenskih občin, @upanska akademija, 2008, <http://www.zupanskaakademija.si/index.php?m=4&x=izpisi>, accessed 05.08.2008.
EVAL_EXTRA:Š14Ë Niven, Paul R.: Balanced scorecard step-by-step for government and nonprofit agencies, Hoboken, Wiley, 2003.
EVAL_EXTRA:Š15Ë New Performance Framework for Local Authorities & Local Authority Partnerships: Single Set of National Indicators, Department for Communities and Local Government, London, 2007, <http://www.communities.gov.uk/publications/localgovernment/nationalindicator>, accessed 06.08.2008.
EVAL_EXTRA:Š16Ë Cities of the future, global competition, local leader ship, PriceWaterhouse Coopers, 2005, <http://www.pwc.com/extweb/pwcpublications.nsf/do cid/6d6e19f6db793518ca25712d002a2e4a> accessed 06.08.2008.
EVAL_EXTRA:Š17Ë Pečar, J., Kavaš, D., Metodologija izračuna indeksa razvojne ogroženosti za obdobje od 2007 do 2013, Delovni zvezek 6, UMAR, Ljubljana, 2006.
EVAL_EXTRA:Š18Ë Peček Bojan, Diskretne simulacije upravnih postop kov, Doktorska disertacija, Ekonomska fakulteta, Ljubljana, 2008. ~~~ Š19Ë Schönthaler, K., Andrian-Werburg, S., Spremljanje regionalnega razvoja v Alpah s pomočjo kazalnikov, DIAMONT, Projekt Interreg IIIB, Program Območje Alp, 2006, <http://www.uibk.ac.at/diamont/downloads/workpackages/folder_wp7_slovene. pdf>, accessed 05.08.2008 Š20Ë Wheelen, T.L., Hunger, J.D., Strategic management and business policy: entering 21st century global society, 6th ed., Addison-Wesley, Reading, 1998.
EVAL_EXTRA:Š21Ë Zakon o spremembah in doplnitvah zakona o finan ciranju občin, Uradni list RS, št.
EVAL_EXTRA:57/2008, 24. člen, 2008. ~~~ IS Development Issues Understanding - a Condition and an Object of Social Responsibility for IS in Serbia UDC: 007:004 Mila Mitić Mihajlo Pupin Institute, Belgrade XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:Demand for social Responsibility for IS in serbia Information systems bring changes to both an individual, an organization and a society.
EVAL_EXTRA:There are, however, arguments that IT are not ethically neutral, that they include the implicit rules of the profession of their creators, the industries that sell, install and support them (Š1Ë, Š2Ë).
EVAL_EXTRA:Moreover, the lack of coordination between the presumptions implicitly built into the IT and the IS and those of their users are usually taken to be the causes of numrous failures of IS implementation projects in the developing countries.
EVAL_EXTRA:There are also arguments, that integrating IT with the systems of human activities is the basic problem in the IT area and that the real cause of a high percentage of failed IS is the neglect of human environment, that is, of the entire social context (Š13Ë).
EVAL_EXTRA:The direct IS users are usually left out of a decision making process concerning IS development.
EVAL_EXTRA:The information system, apart from having an impact upon its direct users, frequently affects other interested parties (stakeholders), whose interests, however, often fail to be taken into consideration in the IS development process. ~~~ There is evidence that the errors related to the IS development tend to be repeated and that many seem to have learned how not to succeed with IS.
EVAL_EXTRA:One reason that the IS fail in a large number of cases is peoples' unwillingness to learn from the errors and take on the responsibility for the failure.
EVAL_EXTRA:To eliminate this irresponsible and unethical behaviour that harms both the society in general and its individual members, it is necassary that a mechanism of social responsibility for IS should be established.
EVAL_EXTRA:2.
EVAL_EXTRA:2.1.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Besides, organization generally lives longer than an individual.
EVAL_EXTRA:3. ~~~ Understanding of IS Development issues - condition of responsibility for IS The common understanding of reality is an element of a universal basis of responsibility for IS (Š2Ë).
EVAL_EXTRA:The IS development method often defines the role, the liabilities and the responsibilities of the participants in the IS development.
EVAL_EXTRA:For example, according to the method that assumes that there is an objective reality characterised by order, the designer is an expert that analyses the problem, finds the proper answer and offers a solution, namely, he is responsible for IS.
EVAL_EXTRA:4.
EVAL_EXTRA:Understanding of IS Development issues - object Of responsibility for IS Knowledge for life and work is becoming increasingly important, hence knowledge is considered to be a must, the object of social responsibility (Š13Ë).
EVAL_EXTRA:To meet the criteria for getting higher degrees and titles in the field of research and science, many IS researchers often choose to deal with simple issues, even in cases when they are aware that it is necessary to conduct more difficult and more complex research (Š16Ë).
EVAL_EXTRA:The consequence is that the society is left not only without proper solutions to real problems, but is often quite unaware that these problems are present.
EVAL_EXTRA:Wis development in serbia and social responsibility Social responsibility is, by a rule, delegated in advance.
EVAL_EXTRA:5.1.
EVAL_EXTRA:5.2.
EVAL_EXTRA:5.3.
EVAL_EXTRA:Why should he be granted that power and what is his right to behave so?
EVAL_EXTRA:5.4.
EVAL_EXTRA:System approach to WIS development In 2001, the develpment of WIS was approached in a systemic manner.
EVAL_EXTRA:5.5.
EVAL_EXTRA:The HISD approach did not correspond to the new approach the WIS development.
EVAL_EXTRA:Furthermore, the HISD development was commenced without taking into account that a project under the same title had already been developed once, that the planned software was already developed, but was not implemented, although it was highly appreciated by the prospective users, on occasions of its presentations. to The HISD development commenced with the development of the simulation model for the purposes of management in the river Drina basin, although one such model is already in use in the basin (the only model out of many developed that has for years been in use in the basin - see 5.1.).
EVAL_EXTRA:In the review of the project, the key decision makers were in a dilemma about wahat was being done on the project and why.
EVAL_EXTRA:They, however, were not willing to start a debate on serious problems highlighted in the preliminary statement of the organization-participant in the project execution (Š18Ë).
EVAL_EXTRA:In spite of all these, the project was continued.
EVAL_EXTRA:The problems mentioned above point to serious problems in the approach to IS development: Can the goals of the development projects of related IS be achieved through uncoordinated work?
EVAL_EXTRA:What are the reasons to forget the past, to not even mention it?
EVAL_EXTRA:Why is there no desire to learn from one's own errors?
EVAL_EXTRA:Is there an awareness that such unwillingness only hinders achievement of the desired goals?
EVAL_EXTRA:Is the existing knowledge an obstacle for openess to other knowledge and different opinions?
EVAL_EXTRA:5.6.
EVAL_EXTRA:6.
EVAL_EXTRA:REFERENCE Š1Ë Avgerou, C. Information Systems and Global Diversity, Oxford University Press, Oxford, 2002 Š2Ë Stahl, B. C. Responsibility and Information Systems in the Developing World: Is Responsibility a Universal Concept Generally Applicable to IS or Do We Need Different Standards for Different Places?, 4th BITWorld Conference, Cairo, 2001 Š3Ë du Plooy, N. F.
EVAL_EXTRA:The Social Responsibility of Information Systems Developers, in S. Clarke, E. Coakes, M.G. Hunter and A. Wenn (eds.), SocioTechnical and Human Cognition Elements of Information Systems, IGI Publishing, Hershey, 2002 Š4Ë Stahl, B. C., Responsible Management of Information Systems, Idea Group Publishing, Hershey, 2004 Š5Ë Stahl, B. C. Accountability and Reflective Responsibility in Information Systems, in C. Zielinski, P. Duquenoy and K. Kimppa (eds.), The Information Society: Emerging Landscapes, Proceedings of a Conference on Landscapes of ICT and Social Accountability, 2005, Springer, New York, 2006 Š6Ë Stahl, B. C. Ontology, Life-world, and Responsibility in IS, in R. Sharman, R. Kishore and R. Ramesh (eds.), Ontologies: A Handbook of Principles, Concepts and Applications in Information Systems, Springer, 2007 Š7Ë Lee, A.S. Thinking about Social Theory and Philosophy for Information Systems, in J. Mingers and L. Willcocks (eds.), Social Theory and Philosophy for Information Systems, John Wiley & Sons, Chichester, 2004 Š8Ë Hanseth, O. and E. Monteiro, Understanding Information Infrastructure, Manuscript for book, Š9Ë Mason, R. O. and I.I. Mitroff, A Program for Research on Management Information Systems, Management Science, Vol. 19, No. 5, pp 475 487, Š10Ë Bostrom, R. P. and J. S. Heinen, MIS Problems an Failures: A Socio-Technical Perspective - Part I: The Causes, MIS Quarterly, Vol. 1, No. 3, pp 17 32, 1977 Š11Ë Hirschheim, R., and H.K. Klein, Four Paradigms of Systems Development, Communication of the ACM, Vol. 32, No. 10, pp 1199-1216, 1989 Information Š12Ë Ciborra, C. Encountering information systems as a phenomenon, in C. Avgerou, C. Ciborra and F. Land (eds), The Social Study of Information and Communication Technology: Innovation, Actors, and Contexts, Oxford University Press, Oxford, Š13Ë Magnani, L.
EVAL_EXTRA:The Ethical Significance of the Interest in Information and Knowledge, The Second Asia-Pacific Computing and Philosophy Conference: Computer Ethics in Asia-Pacific, Chulalongkorn University, Bangkok, Thailand, Š14Ë Checkland, P. and S. Holwell, Information, Systems and Information Systems: Making Sense of the Field, John Wiley & Sons, New York, 1997 Š15Ë von Foerster, H. Responsibilities of Competence, in H. von Foerster, Understanding Understanding: Essays on Cybernetics and Cognition, Springer, New York, 2002 Š16Ë Carola, L. Development and Status of the Information Systems / Wirtschaftsinformatik Discipline - An Interpretive Evaluation of Interviews with Renowned Researchers: Part II Results Information Systems Discipline, ICB Research Reports, No. 3, University DuisburgEssen, Institute for Computer Science and Business Information Systems, 2005 Š17Ë Mitic, M. Strateški plan razvoja Vodoprivrednog informacionog sistema VPC Dunav: Analiza intervjua - prikaz, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2002 poljoprivrede, Š18Ë Andelic, M., M. Mitic i B. Ivancevic-Pejovic, Mišljenje o recenziji Studije Hidro-informacioni sistem Drina - Simulacioni model II faza, mišljenje uradeno za Republicku direkciju za vode Ministarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2006 Š19Ë Andelic, M. i M. Mitic, Idejni projekat integralnog informacionog sistema za životnu sredinu Savezne Republike Jugoslavije, projekat raden za Savezno ministarstvo za razvoj, nauku i životnu sredinu, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2000 šumarstva Š20Ë Javno vodoprivredno preduzece Srbijavode, Planska osnova razvoja Vodoprivrednog informacionog sistema, Beograd, 2001 Š21Ë Mitic, M. Razvoj informacionog sistema za potrebe odvodnjavanja - šta i kako dalje?, prezentacija radena za JVP Vode Vojvodine, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2005 Š22Ë Mitic, M., Uvodenje Vodoprivrednog informacionog sistema u Republici Srbiji - Analiza uspešnosti projekta sa stanovišta korisnika rezultata projekta, analiza uradena za Republicku direkciju za vode Ministarstva poljoprivrede, šumarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2007 Management of Market and Life Environment Protection UDC: 005.6:502 Ružica Milovanović Faculty of Economics, Kragujevac XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:The success the company has made in the positioning of its competitiveness and profitability is directly related to the expertese of the management and their competence in bringing the needs and the offer into accord Š2Ë. Creating and maintaining advantage over the competition is a result of a permanent process (Figure 1).
EVAL_EXTRA:In order to meet the customers needs in a profitable way, the manufacturers use the information technologies to establish and maintain contacts with their suppliers and other agents, among which are not only the sup 1 Product Life Cycle pliers of raw materials and semi-finished products, but also the consulting or credit granting firms (Figure 2).
EVAL_EXTRA:The computer analysis of the marketing system has shown that the modern mans diet should include not only health-safe food, but also the nutriments that have an additional positive effect upon human health.
EVAL_EXTRA:The additives to the nutriments, use dto make them functional food are: probiotics3, prebiotics4, antioxidants, vegetable fibres, mineral matter, vitamins.
EVAL_EXTRA:A higher standard of living in these countries resulted in an 2 Refers to the nutriments that, besides their basic, nutritive, value, produce an additional positive effect upon human health.
EVAL_EXTRA:3 Fermented sausages, when produced as functional food, contain probiotic bacteria.
EVAL_EXTRA:These are probiotiv organisma, types: Bifidobacterium Spp. and some species from the Lactobacillus family.
EVAL_EXTRA:4 These are indigestible ingredients that stimulate the activity of one or several species of bacteria (diet fibres). increased demand for meat, eggs and milk.
EVAL_EXTRA:In 1985, an average Chinese consumed 20 kilos of meat annually; today, the quantity exceeded 60 kilos. ing adequate regulations in environment management and in creating a favourable social climate to ensure stimulative conditions for environmental protection.
EVAL_EXTRA:Besides, an increasing portion of national income is allocated for working out the solutions to the environmental protection issues.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The term used in the estimate of the ecological ststus of packaging is the ecological balance and includes two groups of criteria: technological and economic eligibility of the unit of packaging and ecological acceptability of the unit of packaging.
EVAL_EXTRA:To pack a product, such packaging is used whose properties satisfy technological requirements The selected packaging is then assessed from the economic point of view and valuated according to the techno-economic criteria.
EVAL_EXTRA:According to the data obtained from the Statistical Institute of Serbia, the Recycling Agency and the independent researchers, the data on the waste materials collected, the recycling, the production, the exports and the imports in Serbia in 2005 were as follows: On the basis of the data a conclusion can be drawn that the imports of paper exceeded the exports to a great extent, as is the case of collected and recycled paper, though only a portion of collected paper was recycled.
EVAL_EXTRA:The advantages of our market for this type of business are as follows: Strategic positioning on the markets of Europe, Asia and the Near East, Duty-free access to the free-trade area in South east Europe (6*107 customers), Serbia is not a European Union memeber; greater flexibility and advantages in investing, The lowest tax rate on profit in Europe, Trained and non-expensive work force, Relatively stable economy, Table 1.
EVAL_EXTRA:Scope of secondary materials market in tons 7 http://www.ekoforum.org Stable monetary policy and prompt implementa tion of macroeconomic laws, Liberal regulations in foreign trade and foreign in vestments, and Relatively simple procedures of setting up a business and starting production, including the nonresidents stay regime, firm registration and customs duties.
EVAL_EXTRA:4. ~~~ Conclusion A continual improvement of the knowledge and work productivity is the fundamental imperative of the modern economy as well as the most important factor in the global competition of companies, where the main role is played by large corporations.
EVAL_EXTRA:IT are the basic module in achieving technological advantage and adequate protection of environment.
EVAL_EXTRA:REFERENCE Š1Ë Day G. S, Wensley R, Assessing advantage: a framework for diagnosing competitive superiority, Journal of Marketing, 1988.
EVAL_EXTRA:Š2Ë Drucker P. F, Management: Tasks, responsibilities and practices, Harper & Row, 1973. ~~~ Š3Ë Kukrika M, Formula za siguran uspeh, Tesla Comerc, Subotica, 2000. ~~~ Š4Ë Mann J, Thornton P, Micro electronics, marketing, Industrial Management, Data Systems, jul/avgust, 1981. ~~~ Š5Ë Petrović N, Ekološka svest kao osnova održivog razvoja, Zbornik radova Menadžment, tehnologije i inovacije, Beograd, 2006. ~~~ Š6Ë Vujković I, Ambalaža, Tehnološki fakultet Novosadskog Univerziteta, Novi Sad, 2002.
EVAL_EXTRA:Š7Ë International Organisation for Standardization, Standardi: 14001, 14004, 14010, 14011, 14012, http://www.iso.org Book review Entrepreneurship, Growth and Public Policy Zoltan Acs, David Audretsch, Robert Strom: Entrepreneurship, Growth and Public Policy, Cambridge University Press, 2009 the book three basic parts of titled Entrepreneurship, Growth and Public Policy, brought together eighteen authors around the key theme areas that thoroughly explore the main topic presented in the title.
EVAL_EXTRA:The first part, The Role of Entrepreneurship in Innovations, points to a novel and enhancing approach in dealing with the already classical topic of innovations and entrepreneurship, focusing upon entrepreneurship as an indispensable factor in achieving innovation, competitiveness and economic growth.
EVAL_EXTRA:The authors claim that the European Union takes entrepreneurship to be the basis for the generation of growth, employment and competitiveness in the T he global economy.
EVAL_EXTRA:The U.S.A. is also increasingly in favour of entrepreneurship; in the policies and strategies they adopt they expressly state that it is in the incentive of entrepreneurship that a new driving force of economic growth lies, as well as the key to surpass the crisis.
EVAL_EXTRA:In the second part of the book, titled Linking Entrepreneurship to Growth, a large number of authors contributed the articles that define all the relevant instruments and mechanisms in entrepreneurship that foster the relationship among the science, the technology and the practice as the crucial paradigms of development and growth.
EVAL_EXTRA:The entrepreneurial efforts primarily guide the research and development towards those areas in which the best results are achieved and value is created as closely related to the peoples needs.
EVAL_EXTRA:Entrepreneurship is responsible for linking all relevant factors in the earliest stages of the idea of products, the services and the processes in order that the innovation process should flow on efficiently and effectively towards the implementation and diffusion of concrete innovation.
EVAL_EXTRA:Entrepreneurship is in the focus of the efforts to achieve efficient commercialisation, create the environment for successful business operations with the acquisition of both tangible and intangible resources required material, financial and human.
EVAL_EXTRA:This means new employees, new investments, the activities of funds and banks, and consequently a new wave of economic growth and development.
EVAL_EXTRA:In this part entrepreneurship is defined as a driving force and accellerator that does not allow for the particles of potential purposeful activity meant to generate new value, to scatter and fall to the bottom of social and economic trends, as a residue, or to drift unemployed on the surfice, as a stagnate water.
EVAL_EXTRA:On the contrary, as an accellerator, entrepreneurship lifts them up, disperses them, connects them and mobilizes them, preventing any staleness, idling or inactivity characteristic of the states of defensiveness and absence of initiative so prevailingly present in the conditions of crisis and depression in the economy as well in the society.
EVAL_EXTRA:T he third part deals with politics and brings articles and reports on linking relevant facts of development on the economic and social levels as well as highlights the specific role entrepreneurship plays in creating entrepreneurial economy.
EVAL_EXTRA:The entrepreneurial economy is defined as the economy in which the entrepreneurial capital, as well as a physical, human and knowledge capitals represent a significant source of economic growth (p.8).
EVAL_EXTRA:The role of Joseph Schumpeter, the leading theoretician in the field of entrepreneurship who set the theory of creative destruction as early as 1911, is specific. ~~~ Schumpeter maintains that the new firms with entrepreneurial charge will replace the old, obsolete and exhausted firms, leading to intensive innovative activities, which will, in turn, result in a higher level of economic growth. ~~~ According to Schumpeter, what makes the entrepreneurs different from other people engaged in economic activities is the willingness to wrestle with innovations and change.
EVAL_EXTRA:More precisely, Schumpeter argues that The role of the entrepreneur is to reform or transofrm the stale frames of production in a revolutionary manner, making use of inventiveness, or, better still, the unexploited and untested technological opportunity for manufacturing new goods or producing the old goods in a new way.... ~~~ Schumpeter also points out all the difficulties accompanying such an effort, giving entrepreneurship special emphasis.
EVAL_EXTRA:He states that entrepreneurship is, in fact, a specific and significant social function, primarily because it deals with the issues outside the routine tasks and familiar relationships known to everybody within the organization, fighting significnt resistance to such activities along its way.
EVAL_EXTRA:B uilding on the works of the classics and the Nobel Prize winners Robert Solow, Edith Penrose, Joseph Schumpeter, Richard Nelson, Milton Friedman, John Maynard Keynes and others, the editors and the authors of this edition deserve to be praized for having recognized and explored the crucial issues of the relationship in individual entrepreneurial efforts, entrepreneurship as a broader context and the social policy and strategy.
EVAL_EXTRA:In the research of the environment, special attention is paid to those elements of public policy that strengthen the pillars of society which support the incentives to a greater stability in the conditions of entrepreneurial operations.
EVAL_EXTRA:Universities are analysed as crucial agents in introducing innovation and in the development of new business endevours.
EVAL_EXTRA:The role of universities is viewed in two key directions, as educational institutions and as the promoters of research and development; hence, in addition to the support they give to a broader entrepreneurship in the society, they themselves are the centres in which a high level of entrepreneurial activity takes place.
EVAL_EXTRA:As regards the high levels of risk and uncertainty accompanying any entrepreneurial activity, the impact of the environment becomes crucial for the support to the sensitive entrepreneurial organism in the development phase.
EVAL_EXTRA:Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1. ~~~ INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor
EVAL_EXTRA:
MANUAL_NOTFOUND:The Learning Organization: Model of Organizational Structure or the Characteristic of the Organization
MANUAL_NOTFOUND:Mirjana Petković, Faculty of Economics, Belgrade
MANUAL_NOTFOUND:The paper draws on the dilemma of whether a learning organization is a new model of organizational design, or is just a composite of certain characteristics which need to be developed in the existing and, within literature and practice, known models of organizational structure.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:In order that bureaucratic organizations shouild learn, it is important that self-awareness of the necessity to learn be developed to a greater extent than it is today.141
MANUAL_NOTFOUND:The starting premise in this work is that the "learning organization" is not a specific model of organizational structure, but a characteristic of a model that can be manifested in different forms (functional, divisional, network, matrix model, etc.).
MANUAL_NOTFOUND:1. Organizational learning
MANUAL_NOTFOUND:2. Types of organizational learning
MANUAL_NOTFOUND:Hence organizational learning is generative learning, and includes five new learning technologies:
MANUAL_NOTFOUND:• Systems thinking brings systems perspective into the perception of phenomena and processes in an organization.
MANUAL_NOTFOUND:3. The organizational learning process
MANUAL_NOTFOUND:The majority of studies on organizational learning largely deal with the same activities in the learning process, the only difference being that different authors group them differently, therefore literature lists the models of learning process structures in three phases (creation, dissemination, application) or in four phases (acquisition, information distribution, information interpretation, me-morizing).[15]
MANUAL_NOTFOUND:Basically, there is no significant difference between these two models, therefore an integral organizational learning model can be created and structured into four phases: it starts with the creation of knowledge (1), continues with the knowledge dissemination throughout the organization (2), then knowledge is memorised (3) and finally applied (4), as presented in Figure 1.
MANUAL_NOTFOUND:Figure 1: The learning model
MANUAL_NOTFOUND:Phase one: knowledge creation - organizations collect information from internal and external sources, then process and interpret it.
MANUAL_NOTFOUND:4. The learning organization
MANUAL_NOTFOUND:A formula to create a learning organization (LO) goes as follows:
MANUAL_NOTFOUND:LO = Leader with vision x Plan/Metrics x Information x Inventiveness x Implementation.
MANUAL_NOTFOUND:On the other hand, shallow structures are a priori considered appropriate to learn (Figure 2).
MANUAL_NOTFOUND:Figure 2: The Learning organization's evolution
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:It is with pleasure that the author of this paper states that she is not in the minority, since modern literature lists a large number of authors whose approach to the development of new theories and concepts in management and organization is similar to hers.
MANUAL_NOTFOUND:Electronic Negotiation Systems (ENS)
MANUAL_NOTFOUND:Doc. dr Vojkan Vasković, The Technical Faculty of Bor
MANUAL_NOTFOUND:Dario Kršić, Magistrand of the Faculty of Political Sciences
MANUAL_NOTFOUND:E-business is a broad concept, in which business partners are connected by use of modern information-communication technologies (ICT).
MANUAL_NOTFOUND:Functions and activities of ENS
MANUAL_NOTFOUND:The ENS can be defined as a software using the Internet technologies, positioned on the Internet and characterized by one or more following properties:
MANUAL_NOTFOUND:a) supports decision-making and giving concessions;
MANUAL_NOTFOUND:b) proposes offers and agreements;
MANUAL_NOTFOUND:c) evaluates and critically analyses offers and counteroffers;
MANUAL_NOTFOUND:d) provides a structural arrangement and organization of the process;
MANUAL_NOTFOUND:e) provides information and expert opinion;
MANUAL_NOTFOUND:f) facilitates and organizes communication;
MANUAL_NOTFOUND:g) helps in preparations of agreements;
MANUAL_NOTFOUND:h) provides access to negotiation knowledge.
MANUAL_NOTFOUND:1. Passive systems - facilitate communication and interaction of users situated in different places.
MANUAL_NOTFOUND:They help them present their ideas, offers and arguments.
MANUAL_NOTFOUND:The use and the impact of passive systems upon the negotiation process and its outcomes has also been studied.
MANUAL_NOTFOUND:Other researchers perceived the presence of prejudices when it comes to negotiations via e-mail, i.e., "temporary simultaneity", "bridges burnt", the information circle and the "malicious imputation".
MANUAL_NOTFOUND:ENS review
MANUAL_NOTFOUND:In order that the differences among the passive, active and proactive ENS be better understood, we will give some examples of the existing systems developed at the Concordia University - SimpleNS, Inspire, Aspire and eAgora.
MANUAL_NOTFOUND:The system uses a threefold negotiation model:
MANUAL_NOTFOUND:1. prenegotiations;
MANUAL_NOTFOUND:2. egotiations; and
MANUAL_NOTFOUND:3. a phase following reaching the agreement (negotiations termination).
MANUAL_NOTFOUND:If the compromise was not successful, the system proposes entering the negotiations termination phase.
MANUAL_NOTFOUND:This phase starts by calculating successful alternatives prevailing in the compromise reached.
MANUAL_NOTFOUND:Once the negotiations have been terminated, the parties may agree on whether either of them should present its desires to the other party.
MANUAL_NOTFOUND:The advice is based upon:
MANUAL_NOTFOUND:1. the rules of negotiations derived from literature;
MANUAL_NOTFOUND:2. the status of the actual negotiation process; and
MANUAL_NOTFOUND:3. information on the negotiator stored in the database of one user.
MANUAL_NOTFOUND:Then, the user may ask the Atin for advice concerning possible strategies.
MANUAL_NOTFOUND:Negotiations via video conferences (Video conferencing)
MANUAL_NOTFOUND:The equipment used by the participants in a video conference may come from different manufacturers and may vary in terms of model and size.
MANUAL_NOTFOUND:The codec provides video conferencing via telephone (in case of desktop negotiations).
MANUAL_NOTFOUND:Next year the same was created for the Windows.
MANUAL_NOTFOUND:As regards the type of communication network, the desktop video conference can be conducted in the following two ways:
MANUAL_NOTFOUND:a) by an analogous video conference via a modem - the modem and an analogous telephone line are used to connect the computer with another personal computer, i.e., the participant that uses similar communication equipment.
MANUAL_NOTFOUND:b) using digital networks - digital networks ensure a high quality of picture and sound transmission.
MANUAL_NOTFOUND:Nowadays videobeams are increasingly used.
MANUAL_NOTFOUND:These conferences have become a commonplace in the business world, at least when the negotiations including lower stakes are concerned.
MANUAL_NOTFOUND:In the world of foreign affairs they can be used as a modernized version of the so-called "napkin diplomacy".
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Communication is carried out on a number of levels:
MANUAL_NOTFOUND:• Communication within the organization;
MANUAL_NOTFOUND:• Communication between organizations (bilateral);
MANUAL_NOTFOUND:• Communication among organizations (multilateral, network communication);
MANUAL_NOTFOUND:• Communication with local leaders;
MANUAL_NOTFOUND:• Communication with and among decision makers;
MANUAL_NOTFOUND:• Communication with the media;
MANUAL_NOTFOUND:• Communication between the conflicting parties.
MANUAL_NOTFOUND:Managing Action Programs for Organization Development
MANUAL_NOTFOUND:prof. dr Ljubomir Drakulevski, asis. mr Leonid Nakov
MANUAL_NOTFOUND:Univerzitet "Sv. Kiril I Metodij", Ekonomski Fakultet, Skopje, drakul@eccf.ukim.edu.mk; lnakov@eccf.ukim.edu.mk
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:for organizational improvement.
MANUAL_NOTFOUND:3. The prevailing focus of this programs should be placed in the organizational dimensions that constitute the core competence and competitive advantage
MANUAL_NOTFOUND:The goal of any organizational development intervention is to create a methodological approach in order to effect change in the target organization, or in a specific organizational section, and reframe the structure, context and the behavior of the specific organization.
MANUAL_NOTFOUND:1. Action research model
MANUAL_NOTFOUND:In the theory of management exist two classical types of intervention models in the field of organizational development:
MANUAL_NOTFOUND:• The planning model and
MANUAL_NOTFOUND:• The action research model
MANUAL_NOTFOUND:Evolutionary, the strategy for action science in organizational development was defined and vigorously advanced by the work of Kurt Lewin, back in 1946, and also by Chris Argyris, Donald Schon, John Dewey and others.
MANUAL_NOTFOUND:The organizational framework of the action programs for organizational development is placed in the action research model, that differs from the traditional planning model in the following respects:
MANUAL_NOTFOUND:It is a cyclical or iterative process, meaning that the results from the interventions are fed back in such a way that further changes and improvements can be implemented
MANUAL_NOTFOUND:The very research signals the aim of generating knowledge which can be applied in other organizational settings
MANUAL_NOTFOUND:While planning model presumes a so called "one - off" intervention, the action research model emphasizes the cyclical character of the organizational change and development.
MANUAL_NOTFOUND:Fundamentally, the purpose of each action program is to increase the organizational effectiveness, by the application of the organizational development value and techniques.
MANUAL_NOTFOUND:1.1. Relationship between action research and organizational development
MANUAL_NOTFOUND:The organizational perspective of the action research bears the following dimensions:
MANUAL_NOTFOUND:a. Pragmatic and concerned with addressing practical issues
MANUAL_NOTFOUND:b. Democratic, both in the sense of involving people and in seeking to enable people to create their own knowledge in learning organizations
MANUAL_NOTFOUND:c. Extended epistemology of many ways of knowing and valuing, propositional and conceptual
MANUAL_NOTFOUND:d. Value oriented in terms of contribution - economic, political, psychological, spiritual and ecological
MANUAL_NOTFOUND:e. Developmental - from tentative beginnings toward more significant influence
MANUAL_NOTFOUND:4. The introduction of change allows a new approach to be adopted
MANUAL_NOTFOUND:Table 1. The action research model
MANUAL_NOTFOUND:The popularity of the action research model grew in the 70's, owing to the intensive usage of the participative management and the concept of organization development.
MANUAL_NOTFOUND:As a phenomenological, i.e. qualitative management technique, action research possesses the characteristics of being:
MANUAL_NOTFOUND:• Subjective, as seen by the eyes of the study participant
MANUAL_NOTFOUND:• Interactive
MANUAL_NOTFOUND:• Value laden
MANUAL_NOTFOUND:• Inductive
MANUAL_NOTFOUND:• Showing interaction of factors
MANUAL_NOTFOUND:• Context bound and
MANUAL_NOTFOUND:• Imposes situational theory
MANUAL_NOTFOUND:The organizational dimension of the action research states that it links a highly persuasive demonstration of the linkage between the change program and the achieved performances.
MANUAL_NOTFOUND:The original proof of this is the true that those individuals that participated directly in the change interventions are easily inclined to accept the so-called the cause-and-effect relationship, that has been developed during the usage of the action research model.
MANUAL_NOTFOUND:1.1.1. Reconfigurable organization
MANUAL_NOTFOUND:2. Action change programs
MANUAL_NOTFOUND:The relationship of the organizational perspective of action research and the action change programs is conducted through 2 types of principles:
MANUAL_NOTFOUND:• The research principles, which suggest the need for being creative in defining the real research question, generating theoretical concepts from the field, integrating concepts with the real life assumptions, manipulating and using multiple perspectives, verifying interpretations with perspectives in the field and treating the research setting as a case study
MANUAL_NOTFOUND:• The change principles, that refer to developing a collaborative relationship, conceptualizing the need of the changes to be made, changing the behavior and recognizing that expectations amplify or reduce resistances
MANUAL_NOTFOUND:2.1. Action programs in the model of organizational change
MANUAL_NOTFOUND:The model of organizational changes that emphasizes the necessity of the action change programs consists of the following phases:
MANUAL_NOTFOUND:I Anticipating the need of change - meaning that managers must anticipate the need for undertaking changes through action programs.
MANUAL_NOTFOUND:The need for change must be felt by the majority of employees in order to convince them to adopt the new behavior
MANUAL_NOTFOUND:II Developing the consultant - client relationship.
MANUAL_NOTFOUND:This phase predominantly determines the overall success or failure of the action program.
MANUAL_NOTFOUND:It is important to stress that the leader of the change initiative can be a non manager, or even a person from outside the organization
MANUAL_NOTFOUND:III The diagnostic phase - where actual collection of data, relevant to the situation perceived to be the problem, takes place.
MANUAL_NOTFOUND:This phase sets the stage for the action programs, in the scope of the long-range strategies and techniques
MANUAL_NOTFOUND:IV Action Plans, strategies and techniques - where various interventions, activities or programs, aimed at resolving problems and increasing organization effectiveness, take place.
MANUAL_NOTFOUND:In the framework of this phase are placed the so called theories of action, as programs, patterns, designs, sets of rules or propositions that people use to design and carry out their actions.
MANUAL_NOTFOUND:This phase ends with the implementation of the action programs
MANUAL_NOTFOUND:V Self - renewal, monitoring and stabilizing - for assessing the effectiveness of the change programs in attaining the stated objectives.
MANUAL_NOTFOUND:Indication of success is when the system develops capability to maintain innovation without outside support
MANUAL_NOTFOUND:VI Continuous improvement process - the most important issue in this phase is determining the existence or not of the capacity of the leader to deal effectively with the use of power, and at the same time to achieve the organization vision.
MANUAL_NOTFOUND:A useful method to increase the potential of the action programs for organization development, in the model of organizational change, is to increase the range or the depth of the available data, by interview or questionnaire, as a fundament for a better prepared action programs.
MANUAL_NOTFOUND:2.2. Dynamics of the action programs
MANUAL_NOTFOUND:An effective indicator of the effects of the action programs is the level of direct or indirect reinforcement to maintain the reached modified behavior,
MANUAL_NOTFOUND:the higher the direct reinforcement is, the lower tend to be the indirect reinforcement techniques, as a non desired state.
MANUAL_NOTFOUND:8. Repeat the cycle - fresh data gathering and feedback of results of change
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:The organization perspective of the action research represents a major change from the traditional methods of management development and training.
MANUAL_NOTFOUND:The fundamental action research model consists of 16 phases, organized in 3 stages,
MANUAL_NOTFOUND:Upgrading Direct Marketing by Using the CRM Concept
MANUAL_NOTFOUND:mr Ivana Domazet, mr Jovan Zubovic, dr Božo Draskovic
MANUAL_NOTFOUND:Institute of Economics, ivanad@icn.hg.ac.yu , jovan7@ien.hg.ac.yu, dho7o@ien.hg.ac.yu
MANUAL_NOTFOUND:1. Introduction
MANUAL_NOTFOUND:2. Features and concepts of direct marketing
MANUAL_NOTFOUND:Direct marketing is an activity by which a direct relationship between the company and a customer is created, its basic features being:
MANUAL_NOTFOUND:1. the direct marketing is interactive, which means that there is a two-way communication, i.e., a mutual contact between the participants (the company and the customer) in the communication process;
MANUAL_NOTFOUND:2. the direct marketing implies (prompt) response or customer's reaction.
MANUAL_NOTFOUND:Compared to the mass marketing (marketing based on varied forms of mass communication with customers), the direct marketing has a number of advantages (1, pp. 315-319):
MANUAL_NOTFOUND:• Precise aiming (targeting) - addressing specific, well defined target segments of existing and prospective consumers;
MANUAL_NOTFOUND:• Controlability - a possibility to control the media, message and other elements of the direct marketing campaign, such as the timing of activity, costs, etc.;
MANUAL_NOTFOUND:• Personalization - a possibility of addressing consumers on an individual basis; on the basis of a historical analysis of purchases, a psychographic analysis and an updated and well-developed database it is possible to create messages in such a way that they appear to be "made to measure" of each individual customer.
MANUAL_NOTFOUND:• Invisibility of strategy - direct marketing is good in concealing the marketer's strategy from the competition.
MANUAL_NOTFOUND:• Economising - modern database management systems allow direct marketers to select the best prospective buyers (prospects) for any product they wish to sell, and therefore reduce costs by the unit of order.
MANUAL_NOTFOUND:• Possibility of cross-sales - analysing the database of the existing buyers of a given product, direct marketers can obtain information on the customers' possible needs for other products;
MANUAL_NOTFOUND:• Possibility of creating long-term relationships with customers - on the basis of updated and well-developed databases, the "real", loyal and profitable customers can be identified with whom the company should create closer contacts and develop permanent relations;
MANUAL_NOTFOUND:• Possibility of integration with other elements of the marketing communication system - direct marketing is easily supplemented by other elements of promotive and marketing mix, allowing for a well-devised and integrated marketing communication.
MANUAL_NOTFOUND:The basic media of direct marketing are:
MANUAL_NOTFOUND:• mailed media (direct mail and catalogues);
MANUAL_NOTFOUND:• printed media (newspapers and magazines), and
MANUAL_NOTFOUND:• electronic media (telephone, radio, television, cable television, the Internet).
MANUAL_NOTFOUND:The most commonly mentioned direct marketing concepts in this context are as follows:
MANUAL_NOTFOUND:• Relationship marketing;
MANUAL_NOTFOUND:• Customer Relationship Management (CRM);
MANUAL_NOTFOUND:• Retention marketing;
MANUAL_NOTFOUND:• Licenced marketing;
MANUAL_NOTFOUND:• Loyalty marketing;
MANUAL_NOTFOUND:• Database marketing;
MANUAL_NOTFOUND:• Interdependent marketing;
MANUAL_NOTFOUND:• One-to-one marketing;
MANUAL_NOTFOUND:• Frequency marketing;
MANUAL_NOTFOUND:• Partnership marketing;
MANUAL_NOTFOUND:• Real-time marketing.
MANUAL_NOTFOUND:2.1. Relationship marketing:
MANUAL_NOTFOUND:The importance of customers (and other partners) is stressed in a large number of cases, as is the development of long-term relationships with them, however, too much attention is paid to various sections of programmes and strategies, instead of their analysing as a whole.
MANUAL_NOTFOUND:Therefore some authors stress the types of rewards the companies are to ensure, others pay perticular attention to the customer cycle and the relationship marketing position within the organizational structure, while others still highlight the components and elements of the relation marketing, however, without a defined strategy and program, etc.
MANUAL_NOTFOUND:The basic three are the following:
MANUAL_NOTFOUND:• Tactical level (similar to the activities in improving sales);
MANUAL_NOTFOUND:• Strategic level (stress on the development of partnership relations with customers);
MANUAL_NOTFOUND:• Philosophical level (reflects the essence of the marketing philosophy - the whole organization focuses upon the delivery of total satisfaction to customers and maintanance of its own business).
MANUAL_NOTFOUND:2.2. Customer Relationship Management (CRM)
MANUAL_NOTFOUND:Hence it is of vital importance to consider the elementary dimensions of the Customer Relationship Management (2, pp. 81-86):
MANUAL_NOTFOUND:• Customer selection;
MANUAL_NOTFOUND:• Customer acquisition;
MANUAL_NOTFOUND:• Customer retention;
MANUAL_NOTFOUND:• Customer growth.
MANUAL_NOTFOUND:A valid CRM has to:
MANUAL_NOTFOUND:• identify factors that contribute to a successful customer relationship;
MANUAL_NOTFOUND:• create a customer relationship practice;
MANUAL_NOTFOUND:• adopt measures necessary to make a good CRM;
MANUAL_NOTFOUND:• develop a customer -friendly relationship;
MANUAL_NOTFOUND:• suggest questions to be put to customers in order to solve a problem;
MANUAL_NOTFOUND:• propose a solution to the customers complaining about the service;
MANUAL_NOTFOUND:• monitor all the sales aspects, as well as support to customers.
MANUAL_NOTFOUND:The necessary elements in building a fruitful customer relationship are:
MANUAL_NOTFOUND:• knowledge (market and customers appreciation);
MANUAL_NOTFOUND:• targeting, i.e., offer stremlining and adapting;
MANUAL_NOTFOUND:• sales (customer acquisition);
MANUAL_NOTFOUND:• service (customer retention).
MANUAL_NOTFOUND:Therefore the process of successful CRM concept implementation can be observed through (3):
MANUAL_NOTFOUND:• strategy development;
MANUAL_NOTFOUND:• information analysis;
MANUAL_NOTFOUND:• needs identification (appreciation of customers, their needs and desires);
MANUAL_NOTFOUND:• change definition (corporative revolution - from a reactive towards a proactive approach);
MANUAL_NOTFOUND:• building the future (building the corporate business and technical structures to deliver the expected benefits to the customers);
MANUAL_NOTFOUND:• measuring results and improving the CRM system.
MANUAL_NOTFOUND:A research carried out in the EU in 2006 confirmed that the firms without a developed CRM:
MANUAL_NOTFOUND:• lose an average of 50 percent of their clients over the period of five years;
MANUAL_NOTFOUND:• about 65 percent lost clients have actually left because of bad service and communication;
MANUAL_NOTFOUND:• the costs of acquiring a new customer are five times the costs of retaining the old one.
MANUAL_NOTFOUND:Whereas the firms with a developed CRM concept:
MANUAL_NOTFOUND:• grow approximately 60 percent faster compared to the competition without a developed CRM;
MANUAL_NOTFOUND:• expand their market by the rate of 6 percent annually;
MANUAL_NOTFOUND:• charge 10 percent plus for their products;
MANUAL_NOTFOUND:• realize the return on investment (ROI) of 12 percent;
MANUAL_NOTFOUND:• a 5 percent increase in the customer loyalty may result in a 25-85 percent increase in profitability.
MANUAL_NOTFOUND:The efficiency of the CRM process, which should be integrated through marketing, sales, and customer relationships means (5):
MANUAL_NOTFOUND:• identification of factors contributing to successful customer relations;
MANUAL_NOTFOUND:• development of the customer relationship practice;
MANUAL_NOTFOUND:• development of customer-friendly processes;
MANUAL_NOTFOUND:• devising questions that will help solving potential customers' problems in a most adequate way;
MANUAL_NOTFOUND:• suggesting the solution to the customers complaining about a product/service;
MANUAL_NOTFOUND:• sales monitoring as well as customer support.
MANUAL_NOTFOUND:The basic structure of the CRM is three-fold:
MANUAL_NOTFOUND:• Operational - basic business processes (marketing, sales, services);
MANUAL_NOTFOUND:• Analytical - serves as support in the analysis of customers' behaviour and conducts the business philosophy and technology;
MANUAL_NOTFOUND:• Collaborative - provides contacts with customers by way of telephone, fax, the Internet, mail, direct contacts, etc.
MANUAL_NOTFOUND:3. The long-term customer relationships development strategy
MANUAL_NOTFOUND:The customer relationships management chain is based upon four steps:
MANUAL_NOTFOUND:• definition of offer value;
MANUAL_NOTFOUND:• segmentation, targeting and positioning;
MANUAL_NOTFOUND:• business operations and delivery systems;
MANUAL_NOTFOUND:• measuring and feedback.
MANUAL_NOTFOUND:They comprise (6, pp. 124 - 126):
MANUAL_NOTFOUND:• Top management, leadrship and vision oriented, expert and competent, aware of the value and importance of services marketing and long-term relationship development;
MANUAL_NOTFOUND:• Project team to introduce a concept into the organizational business practice, for the service providing companies that have not implemented it so far;
MANUAL_NOTFOUND:• Designing an appropriate micro- and macro-organizational structure of the company oriented to customers and to services;
MANUAL_NOTFOUND:• A governing service corporate culture;
MANUAL_NOTFOUND:• Appropriate technical-technological preconditions (primarily as regards the development of a data basis and information technology);
MANUAL_NOTFOUND:• Availability of the required human resources on various levels, the key factor being the persons that interact with clients;
MANUAL_NOTFOUND:• The necessary capital.
MANUAL_NOTFOUND:The basic elements of the long-term relationships development stem from the elements necessary for a proper functioning of marketing in the field of services, and they are the following:
MANUAL_NOTFOUND:• Getting to know the consumers, their needs and desires, their characteristics, the influence of certain factors upon their conduct;
MANUAL_NOTFOUND:• Marketing, i.e., market-oriented thinking;
MANUAL_NOTFOUND:• Achievements of modern concepts that place the emphasis upon the customer relationships nurturing;
MANUAL_NOTFOUND:• Company capabilities and needs;
MANUAL_NOTFOUND:• Understanding the role and importance of every individual included in the service creation and delivery processes;
MANUAL_NOTFOUND:• Long-term way of thinking and behaviour;
MANUAL_NOTFOUND:• Operations are conducted company-wide.
MANUAL_NOTFOUND:Hence the process of long-term relationships development can be divided into the following steps:
MANUAL_NOTFOUND:• Data base formation;
MANUAL_NOTFOUND:• Customer identification and classification;
MANUAL_NOTFOUND:• Customer personalization;
MANUAL_NOTFOUND:• Customer differentiation according to their values and needs;
MANUAL_NOTFOUND:• Interaction with customers;
MANUAL_NOTFOUND:• A service process adjustment, treating every customer as an individual through direct contact or automated process;
MANUAL_NOTFOUND:• Loyalty program creation - rewards and added values;
MANUAL_NOTFOUND:• Continuous concept improvement (control, measuring and feedback information).
MANUAL_NOTFOUND:In the analysis of strengths and weaknesses in the concept implementation special attention should be paid to the following potential problems (7, 106):
MANUAL_NOTFOUND:• An assumption that the customer does want longterm relationships to be built (perhaps there is no reason whatsoever that the customer would ever want to go back to the seller, or the customer chooses to avoid being dependent on the seller);
MANUAL_NOTFOUND:• An assumption that a client (individual) is willing to interact and act together.
MANUAL_NOTFOUND:An assumption that an individual's satisfaction is sufficient per se;
MANUAL_NOTFOUND:• If clients are transferred to "higher classes" and are notified as to how important they are for the company, their expectations grow higher;
MANUAL_NOTFOUND:• A problem not to "hurt" the clients that are not the "top" ones, either as regards their profile, or the attention paid to them by the company, however their contribution is important;
MANUAL_NOTFOUND:• A problem of change in the rules governing the relationships with key clients-donors that may cause confusion;
MANUAL_NOTFOUND:• Certain awards are introduced that prove to be unnecessary, since the clients would act in the same way even without them, therefore this is unnecessary cost;
MANUAL_NOTFOUND:• Sometimes clients build a relationship, not because they are loyal, but because they have no other choice, i.e., there are no appropriate substitutes.
MANUAL_NOTFOUND:The change in the situation may result into negative effects, since the majority will leave.
MANUAL_NOTFOUND:Especially important in developing the long-term relationships are the following types of communication with customers:
MANUAL_NOTFOUND:• direct contact (by telephone or in person);
MANUAL_NOTFOUND:• direct mail;
MANUAL_NOTFOUND:• Internet and e-mail
MANUAL_NOTFOUND:In addition to these, the importance of certain promotional mass media (advertizing in the first place) and word-of-mouth advertizing must be understood.
MANUAL_NOTFOUND:There are, however, some limits in the communication with customers and some rules that have to be observed (7, p. 207):
MANUAL_NOTFOUND:• do not innitiate interaction with the customer without a clearly defined aim;
MANUAL_NOTFOUND:• do not ask the customer the same question more than once;
MANUAL_NOTFOUND:• carry out the interaction in between two customer's choices (purchases);
MANUAL_NOTFOUND:• start interaction not with the product, but with a customer;
MANUAL_NOTFOUND:• interaction should be direct and adjusted to the concrete customer;
MANUAL_NOTFOUND:• make sure the customer (always) welcomes the interaction;
MANUAL_NOTFOUND:• a good approach is to use a principle (and technology) of mass adjustment to reduce the costs and make the message personal;
MANUAL_NOTFOUND:• protect the customer's privacy;
MANUAL_NOTFOUND:• innitiate the dialogue by putting at disposal a phone number to be dialled free, or printing the web site address on whatever is connected with the company (business cards, memeranda, billboards, etc.);
MANUAL_NOTFOUND:• make sure the customer is well aware of the value of the interaction, otherwise it will not serve its purpose;
MANUAL_NOTFOUND:• take care of the customer's time (you cannot learn everything about the customer at once).
MANUAL_NOTFOUND:Establishing a dialogue with the customer is important because:
MANUAL_NOTFOUND:• dialogue is a means to acquire information;
MANUAL_NOTFOUND:• information is translated into knowledge (that is, knowing the customer and his/her wishes and needs);
MANUAL_NOTFOUND:• knowledge serves as basis to adjusting the offer and achieving customer growth;
MANUAL_NOTFOUND:• efficient and effective action brings customers' satisfaction, customers' trust and familiarity;
MANUAL_NOTFOUND:• customers' satisfaction, trust, and commitment bring in their loyalty;
MANUAL_NOTFOUND:• loyalty brings profit.
MANUAL_NOTFOUND:4. Conclusion
MANUAL_NOTFOUND:The interaction with customers innitiates the company's profitability and the customers' satisfaction, since mod-company to search for new, more efficient and more effective ways to enter the market, because the market performance of the company depends primarily upon how successful it is in meeting the customers' needs, thus creating loyalty and consequently the growth in profits.
MANUAL_NOTFOUND:The key factors of the CRM concept success are the customers' expectations the firms should anticipate.
MANUAL_NOTFOUND:Business Intelligence Model for Sales Analysis
MANUAL_NOTFOUND:MSc Suzana Dukic, HERMES SoftLab Crna Gora
MANUAL_NOTFOUND:prof. dr Ljiljana Kascelan, Faculty of Economics, Podgorica
MANUAL_NOTFOUND:As the technology is progressing and the dynamism of business environment is changing, not only the market competition keeps growing but the customers are starting to dominate the approach to the product.
MANUAL_NOTFOUND:1. Introduction
MANUAL_NOTFOUND:This paper is elaborating on a concept of sale business intelligence analytic system in a trading firm Ê3]; this includes:
MANUAL_NOTFOUND:• Identifying basic decision processes needed to analyze the sale of the company.
MANUAL_NOTFOUND:2. Identification of decision models
MANUAL_NOTFOUND:When trying to make deliberate decisions people do the following:
MANUAL_NOTFOUND:• consider all known available options;
MANUAL_NOTFOUND:• use the greatest available amount of data;
MANUAL_NOTFOUND:• carefully consider possible costs and benefits of every option;
MANUAL_NOTFOUND:• meticulously analyze the probability of various outcomes;
MANUAL_NOTFOUND:• invest the greatest possible amount of rational reasoning based on all abovementioned phases.
MANUAL_NOTFOUND:3. Data mart implementation
MANUAL_NOTFOUND:Such a model makes the following analyses possible:
MANUAL_NOTFOUND:• Analyzing profit, income and sales according to customers, groups of products and years. • Analyzing sales according to producers, shops and years.
MANUAL_NOTFOUND:• Doing a comparative analysis of profit according to years, brand groups and customers.
MANUAL_NOTFOUND:• Analyzing income, profit and cost according to products, shops, regions and years.
MANUAL_NOTFOUND:The records in the fact table are compressed in order to improve performance,
MANUAL_NOTFOUND:while the dimension tables have fewer records, but these are bigger.
MANUAL_NOTFOUND:According to [4], we observe the realization of the data mart through the following phases:
MANUAL_NOTFOUND:• Definition phase.
MANUAL_NOTFOUND:• Generation phase.
MANUAL_NOTFOUND:• Data loading phase.
MANUAL_NOTFOUND:Picture 3.1 Star schema "Sales" 1
MANUAL_NOTFOUND:Picture 3.2 Star schema "Sales" 2
MANUAL_NOTFOUND:Picture 3.3 Mapping the fact table "Prodaja"
MANUAL_NOTFOUND:The generation phase includes configuration, validation, script and object generation.
MANUAL_NOTFOUND:4. Case study
MANUAL_NOTFOUND:For these analyses we used data from a trade company from Podgorica
MANUAL_NOTFOUND:that sells chemical products in retail shops in six towns and also offers wholesale sale of its products.
MANUAL_NOTFOUND:In the abovementioned example we can notice that there is no date for years before 2005 so the column for the preceding period for the first quarter of 2005 is empty, producing the number 1 in the rankings.
MANUAL_NOTFOUND:On the other hand, the profit in the second quarter of 2005 has increased by 20.33 per cent compared to the first quarter of the same year.
MANUAL_NOTFOUND:The 4.9 example shows seasonal oscillations.
MANUAL_NOTFOUND:Picture 4.1 Analysis of profit, income and quantity of sold items according to customers, groups of products and years
MANUAL_NOTFOUND:Picture 4.2 Graphical presentation of profit according to regions
MANUAL_NOTFOUND:Picture 4.3 Analysis of sold quantities of products according to producers, shops and years
MANUAL_NOTFOUND:Picture 4.4 Analysis of profit according to months and shops in selected years
MANUAL_NOTFOUND:Picture 4.5 Comparative analysis of profit according to years, product groups and customers
MANUAL_NOTFOUND:Picture 4.6 Analysis of income, profit, cost per product, shop, region and year
MANUAL_NOTFOUND:Picture 4.7 Analysis of profit by quarters
MANUAL_NOTFOUND:Picture 4.8 Analysis of profit according to months and products in selected years 1
MANUAL_NOTFOUND:Picture 4.9 Analysis of profit according to months and products in selected years 2
MANUAL_NOTFOUND:These analyses can clearly tell the acquisition department about periods when it is pointless to purchase a particular product or when they should focus on getting new stocks.
MANUAL_NOTFOUND:5. Conclusion
MANUAL_NOTFOUND:Pluralism in Creative Organizational Development Management
MANUAL_NOTFOUND:Prof. dr Slavica P. Petrović
MANUAL_NOTFOUND:Faculty of Economics, University of Kragujevac, e-mail: pslavica@kg.ac.yu
MANUAL_NOTFOUND:Pluralism, in the broadest sense, can be understood, on one hand, as the appreciation of different perceptions and interpretations of management problem situations in organizations, and, on the other hand, as a combined use of various methodologies, methods, models, techniques in problem situations structuring and problem solving.
MANUAL_NOTFOUND:1. Introduction
MANUAL_NOTFOUND:Broadly speaking, pluralism in organizational development management should be understood as:
MANUAL_NOTFOUND:a) appreciation of different perceptions and interpretations of the management problem situations under consideration, and
MANUAL_NOTFOUND:b) an appropriate combined use of various methodologies, methods, models, and techniques in structuring the management problem situations and problem solving.
MANUAL_NOTFOUND:Dealing with pluralism in purposeful managing the relevant problem areas in organizations means:
MANUAL_NOTFOUND:• analysing the relationship between pluralism as a distinctive Management Science development strategy, that is, systems thinking, and the strategies of isolationism, imperialism and pragmatism, and
MANUAL_NOTFOUND:• analysing basic pluralistically-systemic theoretical, methodological and applicable developments.
MANUAL_NOTFOUND:2. Pluralistic strategy of systemic thinking and practice development
MANUAL_NOTFOUND:The efforts to determine the nature of pluralism in the systems erea and to find out whether pluralism is the best practice of improving systems thinking stemmed, on one hand, from a certain lack of trust in the success of the traditional Management Science (MS), and, on the other hand, from an evident development of Organizational cybernetics, the soft systems approaches and the critically-systemic alternatives to the ortodox traditional MS.
MANUAL_NOTFOUND:Each of the mentioned theoretical-methodological alternatives was claimed to significantly contribute to the building of MS.
MANUAL_NOTFOUND:Efforts were also made to investigate into how the relationship between the traditional MS and these alternative theoretical-methodological developments can be best explained scientifically and used in such a way so that MS should be most fruitfully applied in organizations and in the society.
MANUAL_NOTFOUND:The pragmatist strategy develops the MS joining the best elements of trends that seem to even contradict each otehr, in accord with the criterion of practical applicability.
MANUAL_NOTFOUND:The pluralistic vision means a continuous presence of a certain veriety of trends within the MS.
MANUAL_NOTFOUND:Theoretical, methodological and practical developments will be mutually shaped.
MANUAL_NOTFOUND:Contrary to the above analysed options for the MS, the pluralistic strategy is understood as offering excellent chances for a successful development of the MS.
MANUAL_NOTFOUND:As regards the views on the paradigmatic incompatibility, pluralism is, at least in a preliminary manner, defended by the arguments that different theoretical-methodological MS developments are necessary as a support to different antropologically established cognitive human interests [3, 1972]:
MANUAL_NOTFOUND:• the technical interest in anticipation and control is supported by hard and cybernetic approaches,
MANUAL_NOTFOUND:• the practical interest in broadening mutual understanding of relevant stakeholders is supported by soft systems approaches, and
MANUAL_NOTFOUND:• the emancipatory interest in relieving the limitations imposed by power relations is supported by critical systems approaches.
MANUAL_NOTFOUND:3. Pluralistic systemic theoretical-methodological and applicable developments
MANUAL_NOTFOUND:The three basic, relevant formal expressions of the pluralistic systems thinking and practice development may be specified and studied:
MANUAL_NOTFOUND:a) System of Systems Methodologies,
MANUAL_NOTFOUND:b) Total Systems Intervention, and
MANUAL_NOTFOUND:c) Multimethodology.
MANUAL_NOTFOUND:In the first place, the System of Systems Methodology (SiSiM) is a central instrument of the reasearc directed:
MANUAL_NOTFOUND:• theoretically, towards explaining the relationships between varied systemic founded methodologies and
MANUAL_NOTFOUND:• practically, towards identifying the achievement in the application of systems methodologies of management problem situations structuring in different problem contexts in organizations [9, 1984, pp. 473 - 486; 4, 1990, pp. 657 - 668; 7, 2006 a, pp. 868 - 878].
MANUAL_NOTFOUND:The two basic dimensions of management problem situations in organizations are the following:
MANUAL_NOTFOUND:a) the system dimension - defines the nature of the system within which the problems under considerations are located, and
MANUAL_NOTFOUND:b) the participant dimension - determines the nature of the relations between the participants interested in the management problems situation and its improvement.
MANUAL_NOTFOUND:Figure 1. The System of Systems Methodology
MANUAL_NOTFOUND:Indeed,
MANUAL_NOTFOUND:• hard systems thinking, that is, positivistic-functionalist approaches, e.g., classic Operational Research, System Analysis, System Engineering, are geared to the problems located within relatively simple-unitary contexts, as it is assumed that it is easy to identify indirect goals in the system under consideration, and that it can be modelled mathematically;
MANUAL_NOTFOUND:• Socio-technical and Situational Approaches, Systems Dynamics, Organizational Cybernetics, Theory and Methodology of Complexity as structuralist-functionalist approaches to designing complex adaptive systems are associated with the complex-unitary contexts, as they are deliberately focused upon understanding problem situations as extremely complex systems;
MANUAL_NOTFOUND:• Different soft systems approaches of the interpretative peradigm of systems thinking, e.g.,
MANUAL_NOTFOUND:Identifying and Testing of strategic hypotheses, the Interactive Management, Strategic Choice Approach, the Methodology of Soft Systems, Interactive Planning, Robustness Analysis, the Development and Analysis of Strategic Options, are identified with simple-pluralistic and complex-pluralistic contexts;
MANUAL_NOTFOUND:• The forced problem contexts correspond with emancipatory systems approaches, e.g., the Critical Heuristics of the Systems, the Synergy Integration of the Team, and certain more recent post-modernist methodological developments.
MANUAL_NOTFOUND:A particular, relevant pluralistic theoretical, methodological and applicable development in the Systems Movement is represented by the Total Systems Intervention (TSI) [2, 1991, pp. 45 - 60; 6, 2000, pp. 368 - 373; 8, 2006 b, pp. 647 - 657].
MANUAL_NOTFOUND:Understood as a meta-methodology, the TSI could conduct academic research and counsel practitioners on which methodological approach is most beneficial in problem situations they deal with.
MANUAL_NOTFOUND:The basic liabilities of critical systems thinking - primarily identified as:
MANUAL_NOTFOUND:• critical and social awareness,
MANUAL_NOTFOUND:• human welfare and emancipation, and
MANUAL_NOTFOUND:• complementarism at academic and methodological levels are incorporated into the TSI.
MANUAL_NOTFOUND:Certain crucial principles operationalized in the TSI are:
MANUAL_NOTFOUND:• Relevant organizational aspects and problems, highlighted by means of metaphors, may be linked with respective systems methodologies for intervention conduct.
MANUAL_NOTFOUND:• Different systems metaphors and methodologies may be used in a complementary manner in order that varied vital aspects of organizations and their problems be identified and stressed.
MANUAL_NOTFOUND:The pluralism underlying the TSI is operationalized in each of its three key phases - Figure 2. [16, 2006, pp. 526]:
MANUAL_NOTFOUND:Figure 2. The Total Systems Intervention
MANUAL_NOTFOUND:A special, vital strength of the TSI is to link:
MANUAL_NOTFOUND:• pluralism in the creativity phase - research into the management problem situations via different perspectives, that is, different conceptions of the world, with
MANUAL_NOTFOUND:• pluralism in the selection and implementation phases - an appropriate management of different combined methodologies.
MANUAL_NOTFOUND:Important for determining the context of the Multimethodology are:
MANUAL_NOTFOUND:1. the real world problem situation under consideration,
MANUAL_NOTFOUND:2. the theories and methodologies available, and
MANUAL_NOTFOUND:3. the agents who make a selection and undertake intervention into a respective problem situation.
MANUAL_NOTFOUND:Similarly, the overall context of Multimethodology is determined by the relationships established between:
MANUAL_NOTFOUND:• agents and methodologies/techniques,
MANUAL_NOTFOUND:• agents and problem situation,
MANUAL_NOTFOUND:• methodologies/techniques and the situation in question.
MANUAL_NOTFOUND:Figure 3. The Multimethodology context
MANUAL_NOTFOUND:Of course, any methodology or conceptual frame of ideas are, in reality, at the disposal of the agents, that is, those who use them in dealing with the problem situation [12, 1997 b, p. 428].
MANUAL_NOTFOUND:Leaning on the theories and methodologies available, the conceptual system of intellectual resources is built up of the following two conceptual frames relevant for methodologies integration:
MANUAL_NOTFOUND:1. the conceptual frame for mapping methodologies, and
MANUAL_NOTFOUND:2. the conceptual frame for decomposition of methodologies.
MANUAL_NOTFOUND:The conceptual frame for methodology mapping is the view that Multimethodology has to be expressed in the categories of two key properties of intervention:
MANUAL_NOTFOUND:• the multidimensional character of the problem situation under consideration - a material, social, and personal worlds, and
MANUAL_NOTFOUND:• different types of activities to be undertaken -understanding, analysis, estimation and action taking.
MANUAL_NOTFOUND:Critical thinking is carried out through four phases:
MANUAL_NOTFOUND:• understanding problem situation as it is,
MANUAL_NOTFOUND:• analysis as to why it is as it is,
MANUAL_NOTFOUND:• estimating how the situation can be creatively changed, and
MANUAL_NOTFOUND:• acting towards generating change.
MANUAL_NOTFOUND:4. Conclusion
MANUAL_NOTFOUND:The Corporate Social Responsibility and Stakeholder Management
MANUAL_NOTFOUND:dr Biljana Predić, Faculty of Economics Nis bprcdic@ptt.yu
MANUAL_NOTFOUND:mr Maja Ivanović-Djukić, Faculty of Economics Nis maja.dfukic@eknfak.ni.ac.yu
MANUAL_NOTFOUND:Over the past decade, enterprises are put under a strong pressure of different stakeholder groups and there have been a lot of ethical and social problems such as murder crimes, smoking at the workplace, AIDS at the workplace, sexual harassment at the workplace etc.
MANUAL_NOTFOUND:Liberalization of foreign trade has simultaneously resulted into an enormous increase in foreign trade transactions.
MANUAL_NOTFOUND:These transactions caused vast investments and eliminated the financial barriers, thus enhancing the mobility of multinational corporations.
MANUAL_NOTFOUND:On the contrary, it may significantly increase its competitive advantage.
MANUAL_NOTFOUND:2. Social responsibility concepts and stakeholder management development
MANUAL_NOTFOUND:The corporate social responsibility (CSR) means a serious concern about the impact of the company's activity upon the society.
MANUAL_NOTFOUND:The company's key liabilities, according to him, are of economic, legal, ethical and philantropis nature, which he represents in the form of a pyramid, therefore the social responsibility pyramid is born [3 pp. 36-54].
MANUAL_NOTFOUND:Figure 1: The Social responsibility pyramid
MANUAL_NOTFOUND:This does not mean that there was no awareness of the presence and impact of interest groups before 1990s.
MANUAL_NOTFOUND:For example, Preston quotes that 4 interest groups were identified in the General Electric Company as early as 1930: customers, employees, shareholders and social commuity.
MANUAL_NOTFOUND:Therefore he defines stakeholders in the following way: [6 pp. 364-369]
MANUAL_NOTFOUND:• Stakeholders are groups whose support help the company survive;
MANUAL_NOTFOUND:• Stakeholders may be any group or individual that affects or is affected by the performance in the organizational objectives achievement.
MANUAL_NOTFOUND:3. A need for responsible behaviour of the company
MANUAL_NOTFOUND:Economy and society are two interrelated factors that are mutually preconditioned.
MANUAL_NOTFOUND:Therefore, by a responsible behaviour towards the society the companies create better business conditions, acquire resources by the transformation of which they create greater value, build higher reputation, and consequently achieve a more favourable competitive position.
MANUAL_NOTFOUND:The importance of responsible behaviour is further stressed by the following: moral obligations, sustainability, work licence and reputation.
MANUAL_NOTFOUND:Andy Neely and Chris Adams depict the relationships between the company and its stakeholders in the following way:
MANUAL_NOTFOUND:according to them, the stakeholders exert a certain influence upon the company's business operations and contribute to its achievements.
MANUAL_NOTFOUND:The graphical presentation of the prism is the following:
MANUAL_NOTFOUND:Figure 2: Performance prism
MANUAL_NOTFOUND:Hence, to ensure a positive influence of stakeholders upon the company's business operations it is necessary to identify their objectives (as sources of satisfaction).
MANUAL_NOTFOUND:The competitive context consists of a number of elements [1 pp. 78-94]:
MANUAL_NOTFOUND:• the quality and quantity of important inputs -material and human resources (e.g. transport infrastructure, etc);
MANUAL_NOTFOUND:• rules and innitiatives that guide the competition (such as the intellectual property protection policy, transparency, safety against corruption, investment incentives, etc.);
MANUAL_NOTFOUND:• the volume and sophistication of demend, under the impact of such issues as the quality product standards and security, customer rights, fair relations with suppliers, etc.;
MANUAL_NOTFOUND:• local industries' support, such as providers, equipment and parts manufacturers etc.
MANUAL_NOTFOUND:4. Social responsibility incentive measures
MANUAL_NOTFOUND:It is necessary that organizations define the scope of a minimal level of obligations they will always honour to their stakeholders and the society as a whole [8 p. 195].
MANUAL_NOTFOUND:On one hand, the level of socially responsible behaviour depends on the ethics of the management and the employees in the organization.
MANUAL_NOTFOUND:Some of the key rules every company should observe are the following [3 p.59].
MANUAL_NOTFOUND:• manufacture and sell products that do not threat customers lives;
MANUAL_NOTFOUND:• avoid polluting water;
MANUAL_NOTFOUND:• observe the law in all aspects of business operations;
MANUAL_NOTFOUND:• promote sincerity, honesty, ethical behaviour among the employees;
MANUAL_NOTFOUND:• do not abuse advertising and commercials;
MANUAL_NOTFOUND:• grow environmentally-friendly relations;
MANUAL_NOTFOUND:• protect employees from sexual harassment;
MANUAL_NOTFOUND:• react promptly to customers' problems;
MANUAL_NOTFOUND:• provide health care for the employees;
MANUAL_NOTFOUND:• give away money to charity and education improvement;
MANUAL_NOTFOUND:• use nuclear-free materials;
MANUAL_NOTFOUND:• continually upgrade the quality; etc.
MANUAL_NOTFOUND:It was first implemented by Amy Domini, in 1990, in her analysis of 800 U.S.A. companies which she ranked according to the criteria of product quality, customer relations, results in environment protection standards implementation, philantropic behaviour, employee relations, etc. [9 p.51].
MANUAL_NOTFOUND:It is important that simultaneously a legal act (code of ethics) be established to regulate the behaviour of all the employes in the organization towards the stakeholders and the society in general (customers in general, unions, etc.).
MANUAL_NOTFOUND:5. Conclusion
MANUAL_NOTFOUND:Analisis Motivasion of Management CHEMES A. S. HUMENNE
MANUAL_NOTFOUND:Milos Hitka, Faculty of Wood Sciences and Technologies in Zvolen
MANUAL_NOTFOUND:Maria Sirotiakova, Faculty of Economics in Poprad
MANUAL_NOTFOUND:To be motivated means more than just to be happy or satisfied at work;
MANUAL_NOTFOUND:motivated people try to do their best - not for somebody else's sake but for themselves.
MANUAL_NOTFOUND:2. The objective of the paper
MANUAL_NOTFOUND:Within the scope of social care, the plant catering and health care exceed the regulations of the law,
MANUAL_NOTFOUND:in that various types of recreational and sport activities, social assistance in serious cases, financial allowances to support culture, sport and services or recreation are organized and financed.
MANUAL_NOTFOUND:2.2 Formation of a questionnaire
MANUAL_NOTFOUND:To assess the factors, they had a five grades scale at their disposal and the importance of individual motivational factors and satisfaction with their actual state were listed down from number 5 to 1.
MANUAL_NOTFOUND:The questionnaire had two functions: it provided information about an actual state of motivation in the company and at the same time it included the requirements of employees in this area.
MANUAL_NOTFOUND:Table 1 Analysed motivational factors
MANUAL_NOTFOUND:3. Results and discussion
MANUAL_NOTFOUND:3.1. Analysis of motivational factors
MANUAL_NOTFOUND:Taking the differences into consideration we selected three positions - worker, THZ and supervisor.
MANUAL_NOTFOUND:The respondents assessed the required and the actually perceived level of motivation of individual motivational factors by the means of a grade scale from one to five.
MANUAL_NOTFOUND:Table 2 Comparison of required and actually perceived motivation by THZ
MANUAL_NOTFOUND:Graph 1 Required and actually perceived level of motivation by THZ
MANUAL_NOTFOUND:The THZ working in CHEMES a. s., Humenne also marked the basic pay, fair assessment of an employee and additional financial remuneration as poor motivational factors.
MANUAL_NOTFOUND:Table 3 Comparison of required and actually perceived motivation by supervisors
MANUAL_NOTFOUND:Graph 2 Required and actually perceived level of motivation by supervisors
MANUAL_NOTFOUND:In the relationship between the importance of motivators and employees' satisfaction we observed the dissatisfaction in the group of supervisors as well as in the groups of THZ
MANUAL_NOTFOUND:and workers with issues such as basic pay, additional financial remuneration and fair assessment.
MANUAL_NOTFOUND:3.2 Creation of groups of motivationally oriented employees
MANUAL_NOTFOUND:We made a statistic verification of motivational factors by means of cluster analysis.
MANUAL_NOTFOUND:In order to analyze the similarities in the motivational profiles of employees for individual job groups (worker, THZ, supervisor) we applied the method of agglomerate hierarchic clustering.
MANUAL_NOTFOUND:Its principle is that a group of elements gradually converge together, the nearest elements converge and in next steps more and more far-distant ones join.
MANUAL_NOTFOUND:Graph 3 Hierarchic cluster analyses of motivational profiles of THZ and supervisors
MANUAL_NOTFOUND:Motivators of individual groups are very similar.
MANUAL_NOTFOUND:The basic pay as a motivator occupies the top position in almost all groups, in groups number 4 and 5 its average value is 5.
MANUAL_NOTFOUND:The members of the fifth group consider the factor of money the most important one, all three motivators are positioned at the top of the list and have a maximum average value 5.
MANUAL_NOTFOUND:It is necessary to realize that if there are bad working relations at work place, the employees do not feel good in their collective and they are stressed,
MANUAL_NOTFOUND:it influences their work performance and finally the business results of the company.
MANUAL_NOTFOUND:4. Conclusion
MANUAL_NOTFOUND:The results of cluster analyses showed that not only currently implemented motivational factors must be developed but also it is necessary to create some space for application of other critical motivators.
MANUAL_NOTFOUND:At present the company motivates all its employees in the same way and implements the motivational factors such as: remuneration and assessment, education and communication.
MANUAL_NOTFOUND:Controversies of leadership
MANUAL_NOTFOUND:Book review
MANUAL_NOTFOUND:Leposava Grubic Nesic (2008), Knowing How to be a Leader, Novi Sad: AB Print, ISBN 978-86-907943-1-7
MANUAL_NOTFOUND:Questioning the theory and practice of leadership is important for a number of reasons.
MANUAL_NOTFOUND:These are, most often, the requirements of the task, the expectations and the behaviours of the persons of the same rank and of the employees, the given organizational policy and culture.
MANUAL_NOTFOUND:A broader interpretation within this theory is offered in Hersey-Blanchard's situational model of leadership oriented towards the study of the followers' willingness to take responsibilities, skills, capabilities and experience required to accomplish a task.
MANUAL_NOTFOUND:Women leaders.
MANUAL_NOTFOUND:She infers the differences in the behaviours of the male and female leaders on the basis of the identification and self-authorisation criteria.
MANUAL_NOTFOUND:Here she states that men leaders, opposite to women, identify themselves with others more easily (similar to them - B. R. Nj.), especially in cases of non-ethical behaviour; they also have a higher perception of self-authorisation, i.e., the feeling that they command more authority compared to others.
MANUAL_NOTFOUND:Women notice details; men see the whole.
MANUAL_NOTFOUND:Doc. dr Biljana Ratković Njegovan (Prof. dr Maja Levi Jakšić)
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:Number 52, Year XIV September 2009.
MANUAL_NOTFOUND:5 Diversity of specific quantitative, statistical and social methods, techniques and management models in management system
MANUAL_NOTFOUND:15 Operational risk management in financial services and the new Basel accord
MANUAL_NOTFOUND:Vesna Bogojevic Arsic
MANUAL_NOTFOUND:23 Metadata and website design for statistical data dissemination
MANUAL_NOTFOUND:Miroslav Hudec, Pavol Buchler
MANUAL_NOTFOUND:31 Advantages and disadvantages of project financing
MANUAL_NOTFOUND:Sladjana Benkovic, Milos Milosavljevic
MANUAL_NOTFOUND:41 Process approach as a basis for BSC implementation and improving of organizational performance
MANUAL_NOTFOUND:Zoran Radojevic, Ivan Stefanovic, Dragana Velimirovic
MANUAL_NOTFOUND:49 Advertiser perception of the internet as a marketing communication vehicle: Case study
MANUAL_NOTFOUND:Khalid Alrawi
MANUAL_NOTFOUND:61 The strategy of the international monetary fund in financing its member countries
MANUAL_NOTFOUND:Slobodan Markovic, Biljana Lazic
MANUAL_NOTFOUND:73 Bond yields and yields variations on bonds in Montenegro
MANUAL_NOTFOUND:Vladimir Kascelan, Borko Bozovic
MANUAL_NOTFOUND:Diversity of Specific Quantitative, Statistical and Social Methods, Techniques and Management Models in Management Sistem
MANUAL_NOTFOUND:Gheorghe Savoiu1, Ondrej Jasko2, Mladen Cudanov2
MANUAL_NOTFOUND:1Faculty of Economic Science, University of Pitesti 2Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:The application of specific methods of various backgrounds in management increases over time.
MANUAL_NOTFOUND:A. The methods of stimulating the personnel’s creativity within the organization, as a result of an interweaving with the psycho-sociological disciplines, as well as those of communication and public relations, combine some simple, yet efficient techniques in many concrete situations, which call for creativity; their relevance here is that of establishing new relations between people, things and ideas [1],
MANUAL_NOTFOUND:and also creating new connections:
MANUAL_NOTFOUND:a1. the technique of forcing thinking, or Alex Osborn’s checklist consists in reviewing all the aspects of a problem or issue, on the basis of a list, the aims of which are primarily to facilitate transforming the problem through operations used in a different manner, or bearing a different sense, such as similarity, modification, augmentation, diminution, replacement, rearrangement, reversing, combination and dissociation; furthermore, it can generate different perspectives on the respective problem;
MANUAL_NOTFOUND:a2. the technique of the list of attributes or of the qualitative list consists in drawing a list of attributes or qualities that an object or a problem has, then trying to change or modify each attribute or group of attributes in a number of modalities as large as possible (it is the modern variant of Alex Osborn’s list, developed by Robert Platt Crawford).
MANUAL_NOTFOUND:a3. the technique of the case studs represents the simplest, yet most efficient variant of making the participants directly confront a real-life, genuine situation, taken as a typical example, representative of a whole set of challenging, problem-posing situations and events;
MANUAL_NOTFOUND:a4. the technique of the question “why?”, and the technique of repeatable questions represent another two very techniques of creativity stimulation, consisting in developing a subject by means of questions;
MANUAL_NOTFOUND:the former, which is quite old and comes from Asia, helps to solve the problem that eluded the manager’s attention, in a first stage, as the latter is a bit more nuanced, and the questions are asked to emphasize a certain direction, be it causal, relational, successive, oscillating, etc.;
MANUAL_NOTFOUND:a5. the technique of the cause and effect diagram, similar to the fishbone-maps technique, which gives the possibility of evincing the sources of a problem, issue, event or result, being used as a group technique, as a creative process of generating, organizing and attentively analysing the causal mechanism of an effect, both major (i.e. the main causes), and minor (i.e. the secondary causes);
MANUAL_NOTFOUND:a6. the technique of solving the problems in a process-related manner, using seven steps structures the reaction to a certain problem in several steps, which cover the function of managerial decision-making, in four major steps, i.e. planning the decision (in keeping with the following steps: step I - identifying the problem and the necessary changes, as well as minutely describing the problem, step II - describing the processes and relationships through drawing a map, setting the performance standards, step III - making a diagram that includes the causes and effects of the problem, or a “tree of the problem”, and step IV - conceiving a detailed action plan starting from the solutions found), implementing the decision (exclusively through step V, i.e. communication of the plan to the parties involved, and to the parties interested, as well as application of the steps planned, and monitorizing that application), evaluation of the impact of the decision made (which only consists of step VI, i.e. review and evaluation of implementation and of the changes produced through comparing them to the performance standards), and the final step, i.e. improvement, or adjustment of the effects of a future decision (made up of a single step, step VII, i.e. reflection on the basis of the new information, evaluation of the entire process, and improvement of it, where a similar future situation needs better results).
MANUAL_NOTFOUND:a7. the technique of free association is based on the flow of the conscious ideas that can be inferred, and along the network of associations of a linear type (in accordance with the principle the each idea that emerges through association starts from the previous idea), and also of a radial type (each new idea has its origin in the central idea, not in the previous one - hence the name of this technique, star bursting or “stellar explosion”).
MANUAL_NOTFOUND:a8. the technique of the metaphor, or the technique of lateral thinking, consists in representing the problem in a non-conventional manner, which resignifies it in order to change the participants’ mood, their rhythm of work, in order to stimulate creativity through novelty and the sheer challenge of the task, to underline the practical side of the process, as the technique generates strong artistic and jocular / play-related implications, and assuming a written form (story, essay, etc), graphical (diagrams, collage, etc.), spatial or three-dimensional (sculptures, model constructions, etc.), sonorous (tunes, songs, etc.), kinetic (drama, mimicry, etc.).
MANUAL_NOTFOUND:a9. brainstorming [2] is a two-step technique, the former step pursuing the generation of ideas and their expression as freely as possible, without any judgment/evaluation being done, and the latter seeks to create a free, associative atmosphere, that of a creative group, through assessing the quality of the ideas after all the ideas have been expressed.
MANUAL_NOTFOUND:The essence of brainstorming lies in separating and specifying / lending precision to the psychological operations present in the act of creation, so as to maximized the efficiency of each of those, gradually turning the organization into a milieu/ environment favourable to idea-production and contagion through chain-association (by means of creative groups).
MANUAL_NOTFOUND:a10. the Frisco technique is a “staged” variant of brainstorming that is characterized by the fact that the participants plays roles imposed upon them (managerial roles in essence), which cover a certain dimension of the managerial personality, from a multiplied perspective, offering new solutions for the complex and difficult problems of the organization, by using simple and efficient ways.
MANUAL_NOTFOUND:Acting is based on different parts, in keeping with the colour of the hat chosen, and so the technique of the thinking hats becomes one belonging to the interactive type, derived from brainstorming, yet retaining the elements characterizing it as a technique of stimulation of the participants’ creativity;
MANUAL_NOTFOUND:3.	Specific statistical methods connected to efficiency
MANUAL_NOTFOUND:Cassette no. 1
MANUAL_NOTFOUND:1.	the global efficiency rate = the efficiently used energy / the energy coming from the outside, and generated within the contour,
MANUAL_NOTFOUND:2.	the internal global efficiency rate = the efficiently used energy in the main technological flow / the energy coming from the outside, and generated within the contour,
MANUAL_NOTFOUND:3.	the economic efficiency rate = the efficiently used energy / the energy entering the contour from the outside,
MANUAL_NOTFOUND:4.	the internal economic efficiency rate = the energy efficiently used in the main technological flow / the energy entering the contour from the outside. b2. the method if exergetic analysis appeared with a view to improving the method of the energy balances, as a means of investigation and calculation having energy and ecological implications.
MANUAL_NOTFOUND:Exergy evinces the quality of energy, a type of energy being all the more valuable as it contains more exergy. Anergy underlines, in the current stage of scientific knowledge, the lack of the capacity of transforming a certain kind of energy.
MANUAL_NOTFOUND:Axiom II - In the reversible processes, exergy remains constant.
MANUAL_NOTFOUND:The general equation of a exergy balance validates both the principle of the conservation of energy, and the quantitative energy balance (or energy balance proper), and the principle of the degradation of energy during the irre-versible transformations, and is virtually identical to the equation of the energy balance, except fort he fact that each component of energy is in turn divided, within the exergy balance, into exergy (E) and anergy (A), so that:
MANUAL_NOTFOUND:W = E + A , and S W = S (E + A)
MANUAL_NOTFOUND:Thus appear the exergy deficits (DE), and the anergy surpluses (DA) at the exit from the contour of the flow of execution of the product, or of the firm’s activity, the former indicating the size of the transformation’s irreversibility, and being equal to the latter within the contour (DE) = (DA).
MANUAL_NOTFOUND:The exergy deficit (DE) can be reduced through managerial decisions aiming at thermodynamic improvements of the contour, the rational direction of the energy flows, augmenting the efficiency of the energy transformation rates, and through turning to account the secondary energy resources.
MANUAL_NOTFOUND:b3. the analysis of the restrictions and of the synchronous production, initiated by Goldratt Eliyahu, develops a set of programmes that organize and structure the activities within the economic processes, in the natural hypothesis of the limitation of the resources, tools and materials, machinery and equipment, personnel, and of any other restrictions which can affect the possibility for an organization to realize a certain production programme, thus laying the foundation of a new specific management method, briefly designated by the name of the method of the restriction analysis.
MANUAL_NOTFOUND:In analysing restrictions the following notions are also used: drum, buffer, and rope. If the production system contains a tight spot, this is the best checking point, and it will be called a drum, because it sets the rhythm in which the rest of the system (or those parts that it influences) works (or “beats”). Putting and maintaining, before the tight spot, a buffer appears as an immediate necessity, in order to permanently ensure something to work on, as the production of this tight spot determines the firm’s turnover. Likewise, within the flow, communication will be made upstream, in order to prevent a large stock forming, which would immobilize the firm’s money.Communication, called, in a graphical manner, a rope, can be formal, in the form of a programme, or informal, coming as free talks.
MANUAL_NOTFOUND:However, the support of information, or negentropy, appears as being a practical solution by means of extending, through knowledge, the traditional resources available, or via substituting them for new resources.
MANUAL_NOTFOUND:b5. value analysis or value engineering constitutes one of the most interesting specific management techniques, which ensures the necessary balance between the use values projected, and the costs due/appropriate to their execution; they are defined through expressly analysing the product, the function of the product and its use value.
MANUAL_NOTFOUND:In order for the product to work properly in the conditions when substitute materials were used, all of them had to be re-designed.[9]
MANUAL_NOTFOUND:The theory of value analysis, succinctly described by L.D. Miles, presupposed defining the notion of product value starting from the difference of content which that notion involved, for the buyer, and for the producer.
MANUAL_NOTFOUND:The two notions can merge into only one simple notion, that of value,which a function is realized, by means of the characteristic measuring units, is called the of the product function.
MANUAL_NOTFOUND:Value analysis is also defined through a number of fundamental principles:
MANUAL_NOTFOUND:Cassette no. 2
MANUAL_NOTFOUND:I	the principle of functional analysis, in keeping with which the functional characteristics are much more important than the structural ones,
MANUAL_NOTFOUND:II	the principle of the double dimensioning of the functions, namely their technical dimension expressed through specific technical measuring units, and the economic dimension expressed through costs,
MANUAL_NOTFOUND:III	the principle of the maximization of the ratio between the use value and cost (increasing the product’s competitiveness through maximizing the use value in parallel to minimizing the costs),
MANUAL_NOTFOUND:IV	the principle of the final hierarchization of the product’s functions, starting from the simple relation of ordering S* = S S / P, where S* represents the average rank of importance, of the individual level of importance S allotted through order numbers, resulting from the number of analysis matrixes of the P type (assigning the level of importance is called up in proportion to the number of functions that define the product) [10]
MANUAL_NOTFOUND:4.	Specific statistical methods connected to previsioning
MANUAL_NOTFOUND:E. The specific methods of management (e.g. weather disasters management)
MANUAL_NOTFOUND:This integration of natural phenomena and their consequences is mathematically specified as exposure:
MANUAL_NOTFOUND:Risk = Hazard x Vulnerability x Value.
MANUAL_NOTFOUND:Evaluating the social and economic impacts of natural catastrophes involves a number of different disciplines ranging from earth and weather sciences, to manage-neering, demography, etc.
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:Operational Risk Management in Financial Services and the nev Basel Accord
MANUAL_NOTFOUND:Vesna Bogojevi] Arsi]
MANUAL_NOTFOUND:Today's turbulent financial markets, growing regulatory environments, and increasingly complex financial systems have led risk managers to realize the importance of measuring and managing Operational Risk.
MANUAL_NOTFOUND:2.	Operational risk definition and categorization
MANUAL_NOTFOUND:Table 1: Basel Business Line Classification
MANUAL_NOTFOUND:Event-Type Category (Level 1)	Subcategories (Level 2)
MANUAL_NOTFOUND:Internal Fraud	Unauthorized Activity Theft and Fraud
MANUAL_NOTFOUND:External Fraud	Theft and Fraud Systems and Fraud
MANUAL_NOTFOUND:Employment PracticesandWorkplace Safety	Employee Relations Safe Environment DiversityandDiscrimination
MANUAL_NOTFOUND:Clients, ProductsandBusiness Practices	Suitability, DisclosureandFiduciary Improper Business or Market Practices Product Flaws Selection, SponsorhipandExposure Advisory Activity
MANUAL_NOTFOUND:Damage to Physical Assets	Disasters and other events
MANUAL_NOTFOUND:Table 2: Basel Loss Event Type Classification
MANUAL_NOTFOUND:3.	Basel treatment of operational risk
MANUAL_NOTFOUND:The New Capital Accord identifies three methods for calculating operational risk capital charge, with increasingly sophistication and advanced qualitative criteria:
MANUAL_NOTFOUND:(1)	Basic Indicator Approach (BIA),
MANUAL_NOTFOUND:(2)	Standardized Approach (STA) and,
MANUAL_NOTFOUND:(3)	Advanced Measurement Approach (AMA).
MANUAL_NOTFOUND:The charge may be expressed as follows 2, pp. 144:
MANUAL_NOTFOUND:On the other hand, standardized approach suggests that different business lines are assigned individual gross activity measures and the regulators determine the appropriate fixed multiple (beta) to calculate the regulatory capital requirement.
MANUAL_NOTFOUND:The total capital charge may be expressed as:
MANUAL_NOTFOUND:Table 3: Mapping of Business Lines
MANUAL_NOTFOUND:In order to qualify for the advanced measurement approach, the approach must have a sound quantitative basis.
MANUAL_NOTFOUND:Allocating capital based on simple aggregate activity measures, fails to distinguish between well-run and poorly-run units. However, these approaches are not out of line with the practice in many internal efforts to allocate economic, as opposed to regulatory capital.
MANUAL_NOTFOUND:4.	The operational risk framework
MANUAL_NOTFOUND:The basic components of the operational risk framework are:
MANUAL_NOTFOUND:(1)	Risk identificationandassessment,
MANUAL_NOTFOUND:(2)	Risk quantification and measurement,
MANUAL_NOTFOUND:(3)	Risk analysis, monitor and reporting,
MANUAL_NOTFOUND:(4)	Risk capital allocation and,
MANUAL_NOTFOUND:(5)	Risk management and mitigation.
MANUAL_NOTFOUND:Operational Capital at Risk (CaR) (both regulatory and economic capital) is calculated for every line of business, to protect for unexpected losses at a certain time horizon and percentile, e.g., 1 year - 99.9% operational VaR.
MANUAL_NOTFOUND:Risk management and mitigation consists of sophisticated alternative risk financing and transfer arrangements (through insurance programs), as well as updated business continuity plans.
MANUAL_NOTFOUND:5.	The information support for operational risk management
MANUAL_NOTFOUND:The data needed for operational risk management is insufficient and inconsistent.
MANUAL_NOTFOUND:5.1.	The internal operational risk database
MANUAL_NOTFOUND:5.2.	External data provision and operational risk management
MANUAL_NOTFOUND:Operational risk data is unique in the financial world because operational risk events often occur in private, out of the public eye.
MANUAL_NOTFOUND:The use of external loss data can also strengthen and extend the knowledge that has been gleaned from internal data gathering.
MANUAL_NOTFOUND:With more public understanding of the magnitude and frequency of operational risk events, stakeholders will become less sensitive to these events and not use operational risk losses as a proxy for bad management.
MANUAL_NOTFOUND:6.	Operational risk Quantification and capotal allocation
MANUAL_NOTFOUND:A typical time horizon is one year.
MANUAL_NOTFOUND:The better the data, the more reliable the resulting VaR figures are.
MANUAL_NOTFOUND:Finally, possible correlations between operation risks and market and credit risk should be investigated as well.
MANUAL_NOTFOUND:7.	Conclusions
MANUAL_NOTFOUND:Finally, financialservices institutions serious and careful operational risk consideration, can lead to relief of capital charges and reduced corporate insurance premiums.
MANUAL_NOTFOUND:Metadata and Website Design for Statistical Data Dissemination
MANUAL_NOTFOUND:Miroslav Hudec, Pavol Buckler
MANUAL_NOTFOUND:INFOSTAT, Institute of Informatics and Statistics, Bratislava, Slovakia
MANUAL_NOTFOUND:Dissemination of statistical data targeting web-based audience is one of essential task of statistical organisations.
MANUAL_NOTFOUND:2.	Metadata
MANUAL_NOTFOUND:Information is data in context.
MANUAL_NOTFOUND:Thereby, information is data plus description given by metadata.
MANUAL_NOTFOUND:3.	Website design
MANUAL_NOTFOUND:3.1 MOS/MIS
MANUAL_NOTFOUND:Figure 1: Key figures and navigation to municipalities - MOS/MIS
MANUAL_NOTFOUND:Figure 2: Selected domain of indicators and municipality - MOS/MIS
MANUAL_NOTFOUND:Figure 2 contains also metadata but the main stress in on data.
MANUAL_NOTFOUND:3.2 Urban Audit
MANUAL_NOTFOUND:The website was realised in frame of the European Urban Audit project. All indicators are same for both years which allow compact presentation of surveys.
MANUAL_NOTFOUND:3.3. Censuses
MANUAL_NOTFOUND:In the case of older censuses (19211971) the selected paper documents were used as data sources. They were digitised and transformed into HTML format.
MANUAL_NOTFOUND:Figure 4: The territory navigation tree, list of tables and the selected table of results -1991 census
MANUAL_NOTFOUND:This table presents quantitative values in intersection of one regular and one hierarchical subdivision of categories and shows their relation to both subdivisions of categories.
MANUAL_NOTFOUND:Grid lines are used to make easier to perceive differences in the lengths of bars. The Y-axis starts at zero value, what means that bar length expresses nominal values.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:The MOÊ/MIS website is one of the most visited websites on the Statistical Office web, what proves that the MOÊ/MIS website is a useful source of the statistical information concerning territorial units of the Slovak Republic. As for the Censuses website, its first version is finished and placed on the INFOSTAT website. In response to the requests, changes in the Censuses website could be realised.
MANUAL_NOTFOUND:The common points are analysed with regards to fuse descriptive metadata with metadata for search and navigation into appropriate website design.
MANUAL_NOTFOUND:Advantages and Ddisadvantages of Project Financing
MANUAL_NOTFOUND:Slađana Benkovi], Miloš Milosavljevi]
MANUAL_NOTFOUND:1Fakultet of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:The initial decisions on the project involves many issues of great importance.
MANUAL_NOTFOUND:2.	Project Financing
MANUAL_NOTFOUND:The initial and the main characteristic of the the project financing model is the establishment of an entirely new company
MANUAL_NOTFOUND:3.	Direct and project financing relationship
MANUAL_NOTFOUND:Therefore, it is important to know that, even if the project financing is possible, it does not mean that the project should be realised in that particulat way. The advantages and disadvantages of such financing modalities have to be carefully analysed, in order that the decision be made as to which of the above mentioned two modalities will bring more benefits to the project stakeholders, and to the company itself, too.
MANUAL_NOTFOUND:The financial evaluation of infrastructure and capitalintensive projects is complex.
MANUAL_NOTFOUND:One special advantage of the project financing is reflected in applying this financing model in natural resources exploiting, especially in the period when these resources are possible to store, or are obtained at relatively low cost.
MANUAL_NOTFOUND:Project financing is especially applicable in cases of two or more manufacturers joining forces to build a new plant in the presence of the economy of scope in production.
MANUAL_NOTFOUND:A joint venture contributes and allows the sponsors to share the project risk.
MANUAL_NOTFOUND:The project financing of a company allows it for the project sponsor to finance the project through the credit sources of financing.
MANUAL_NOTFOUND:Whenever the project financing contributes to solving overheads problems important in solving a concrete problem, the project will be in a position to raise funds at a cost lower than that gained by the sponsors.
MANUAL_NOTFOUND:The project unit’s life cycle is limited, therefore its “dividend policy“ is defined by contract at the moment any external capital financing is negotiated.
MANUAL_NOTFOUND:The structure of project liabilities is less complex than the structure of the sponsor’s overall liabilities.
MANUAL_NOTFOUND:This is the consequence of the fact that the traditional organization, over a period of time, has a tendency to accumulate a large number of receivables, including those for the pensions, which can be rather heavy in case of the company insolvency. On the other hand, independent project units with one debt class, especially if the debt is recorded by a smaller number of sophisticated financial institutions, has a tendency to rise out of financial disorders more easily.
MANUAL_NOTFOUND:Certain types of projects, such as joint investment, include legal and regulatory costs that are more easily handled by experienced sponsors; consequently, they are less expensive.
MANUAL_NOTFOUND:Project financing is founded upon a set of contracts that require the negotiations with all the participants engaged in the project.
MANUAL_NOTFOUND:The debt costs in project financing are higher compared to those in direct financing, for all the borrowers, without exemption, which is the result of an indirect credit support.
MANUAL_NOTFOUND:Due to its high complexity, project financing requires higher transaction costs compared to those incurred in direct financing.
MANUAL_NOTFOUND:The higher transaction costs reflect the contracting costs that are part of the project financial structure designing. They result from the analysis and introduction of different taxes characteristic of the project, as well as from numerous legal issues, such as the documentation dealing with the stock issue and a consequent ownership of the project, the documentation related to borrowings, etc.The end goal of project financing is to raise enough assets necessary for the project to be operationalized and a high enough profit so that the invested funds can be easily paid back.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:The result of the credit support from other participants, project financing allows for a higher level of relations between the debt and the project company capital than the project sponsor could achieve through internal financing. Furthermore, we must also take into consideration the fact that the project leverage is often twice as high compared with corporate balances, conequently leading to a higher financial risk, but to higher returns as well, provided the project is successful.
MANUAL_NOTFOUND:Process Approach as a Basis for BSC Implementation and Improving of Organizational Performance
MANUAL_NOTFOUND:Zoran Radojevi]1, Ivan Stefanovic2, Dragana Velimirovic3
MANUAL_NOTFOUND:1Faculty of Organizational Sciences, University of Belgrade 2College of Business Economics and Entrepreneurship, Belgrade 3 Business Studies College, Cacak
MANUAL_NOTFOUND:The implementation of process approach as a method of managing organization is sometimes a needed and sometimes a necessary condition for the implementation of BSC which is a complex concept of measurement of organizational performance.
MANUAL_NOTFOUND:The organization’s focus on its key processes enables their permanent improvement.
MANUAL_NOTFOUND:This process improvement is in the function of satisfying the requirements and desires of its customers.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:2.	The BSC concept and organizational performances measurement
MANUAL_NOTFOUND:3.	The process approach impact upon the BSC concept and organizational performance
MANUAL_NOTFOUND:A successful implementation of the BSC concept as an organizational performance measuring system means that a number od conditions have to be satisfied beforehand.
MANUAL_NOTFOUND:One is the process approach implementation.
MANUAL_NOTFOUND:Indicators are then defined for each of the groups.
MANUAL_NOTFOUND:These are [6]:
MANUAL_NOTFOUND:5.	Case study: process approach implementation in the „Tojota“ company
MANUAL_NOTFOUND:1.	The serviceman should maintain an open line for contacts with the client.
MANUAL_NOTFOUND:The Toyota company income in the last three years
MANUAL_NOTFOUND:On the other hand, it highlights the importance of the BSC concept implementation, as well as the important relationships between the process approach and the BSC.
MANUAL_NOTFOUND:Advertiser Perception of the Internet as a Marketing Communication Vehicle: Case Study
MANUAL_NOTFOUND:Khalid Alrawi
MANUAL_NOTFOUND:Al-ain University of Science and Technology
MANUAL_NOTFOUND:For most established businesses, the Web's main role is either to reduce costs or to add value for existing customers, but it also has a potential role in customer acquisition, and in the case of a web startup.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:2.	The role of advertising online
MANUAL_NOTFOUND:The demographic profile of the average user is changing as more people come online.
MANUAL_NOTFOUND:3.	The online adversting industry
MANUAL_NOTFOUND:The researcher believes that the potential negative effects of waiting can be neutralized by improving the waiting experience.Customers may feel negative affect as a result of waiting, but this did not necessarily impact on their evaluation of the web material itself as long as the waiting time was signaled and expected.
MANUAL_NOTFOUND:Improving trust and reducing concerns are two distinct approaches to managing customer information. The researcher believes that when managing customer information, improving trust is more effective than efforts to reduce concern.
MANUAL_NOTFOUND:4.	Customers attitudes towards advertising on the web
MANUAL_NOTFOUND:The first step to web site success is to attract initial visits to the web site.
MANUAL_NOTFOUND:Those that seem to generate the most traffic are banner advertisements, hyperlinks, search engine registration, and tie-in promotions (Figure 3).
MANUAL_NOTFOUND:Hyperlinks are web site addresses listed in other web sites.
MANUAL_NOTFOUND:When clicked upon, hyperlinks take the user directly to the listed web site.
MANUAL_NOTFOUND:Methods of Attracting Visitors to the Web Site
MANUAL_NOTFOUND:Retaining visitors is an even bigger challenge than attracting them. Surfers will move on to the next web site if their entertainment or information needs are not met.
MANUAL_NOTFOUND:Sales have dropped by 20%.
MANUAL_NOTFOUND:5.	Research methodology
MANUAL_NOTFOUND:This study aims particularly to answer the following question:
MANUAL_NOTFOUND:Is there any statistical significant benefit by advertising through the Internet in both Banking and Insurance Sector as far as management is concerned?
MANUAL_NOTFOUND:Table (4): The Average answers distribution.
MANUAL_NOTFOUND:X, y: represents the total average answer of the selected sample in both sectors.
MANUAL_NOTFOUND:The calculation of the Means, Standard Deviation, and the Variance for this second sample is as follows:
MANUAL_NOTFOUND:With such result nearly to zero, again the conclusion is that there is no significant effect for advertising through the Internet, and the H0 hypothesis is correct.
MANUAL_NOTFOUND:6.	Limitation of the study
MANUAL_NOTFOUND:7.	Conclusions
MANUAL_NOTFOUND:The researcher's point of view is that the future challenge would not only be to understand how each medium and format works, but also how they integrate together.
MANUAL_NOTFOUND:The Strategy of the International Monetary Fund (IMF) in Financing its Member countries
MANUAL_NOTFOUND:Dr Slobodan Markovi], dipl ecc Biljana Lazi]
MANUAL_NOTFOUND:Faculty of Foreign Trade, Novi Sad,
MANUAL_NOTFOUND:Faculty of Foreign Trade Novi Sad
MANUAL_NOTFOUND:The twentieth century was marked by numerous changes whose consequences and effects we can still notice and feel.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The International Monetary Fund is a set of international agreements and institutions that regulate international liquidity, the convertibility of one currency into another or into reserve holdings, as well as external balance regulatory procedures. we can also say that the international monetary system comprises all the agreements on the international payment structures, the institutions and regulations that govern, convey and control these payments.
MANUAL_NOTFOUND:1.1.	The IMF’s tasks and objectives
MANUAL_NOTFOUND:1.2.	The IMF organizational structure
MANUAL_NOTFOUND:2.	The IMF sources of financing
MANUAL_NOTFOUND:3.2.	Loans granted by the fund
MANUAL_NOTFOUND:Chart of member countries participating in NAB, with the amounts of assets put at the disposal of the IMF.
MANUAL_NOTFOUND:The conclusion can be drawn that the countries presented above provide the total of 34 billion special drawing rights which the Fund is entitled to use within the New arrangement to borrow if the need for additional financial assets arises.
MANUAL_NOTFOUND:3.3 Revenues from rates and taxes
MANUAL_NOTFOUND:3.4. Special drawing rights
MANUAL_NOTFOUND:It is important to point out that as early as 1972 the special drawing rights have been implemented by the Fund as the accounting unit in its transactions, and are now largely used in the transactions of numerous other international institutions. Over time, the value of the special drawing rights was defined differently, to be based today on the values of the world’s four key currencies: the US dollar, the British pound sterling, the Japanese yen and the euro. The so-called “currency basket“ includes the currencies of five member countries of the Fund that achieve the largest scale exports in a five-year period, and these are: the U.S.A., Great Britain, Germany, Japan and France.
MANUAL_NOTFOUND:[4, p. 263C
MANUAL_NOTFOUND:4.1.	Regular drawing rights and stand-by arrangements
MANUAL_NOTFOUND:The regular drawing rights within the IMF primarily include the reserve tranche and the four credit tranches.
MANUAL_NOTFOUND:4.2.	Drawings within financing facilities
MANUAL_NOTFOUND:In introducing this form of financing the main idea is that the policy be temporary in character and that it be implemented up to the moment of the increase in the member countries quotas, because it is then that the conditions for drawing larger sums of resources within the regular drawing rights arise.
MANUAL_NOTFOUND:The Supplementary Financing Facility is such a form of financing deficit suffering member countries that need more resources than they can qualify for within regular arrangements, and with longer periods of use and payback periods.
MANUAL_NOTFOUND:The Structural Adjustment Facility was introduced for the purpose of providing financial support to developing, low income countries, on a concession basis in the period from 1981 till 1991.
MANUAL_NOTFOUND:Furthermore, one objective was also the improvement of relationships and political dialogue between these countries and the IMF. These countries were entitled to use the resources to the amount of up to 50% of their national quota value, in two tranches, under extremely favourable conditions.
MANUAL_NOTFOUND:5.	The IMF policy of conditionality
MANUAL_NOTFOUND:The policy of conditionality the IMF pursues in granting resources and providing aid to the member countries is a most commonly criticised and challenged field of the Fund’s business activities.
MANUAL_NOTFOUND:The policy of conditionality was introduced into the regular financial resources approval procedure in the 1960’s and means a certain security for the Fund that the member countries will use the funds in accordance with the previously defined conditions and that they will pay the money back in an agreed period of time.
MANUAL_NOTFOUND:5.1.	Conditionality policy implementation and member countries’ critical attitudes
MANUAL_NOTFOUND:The question is: is this really a starting point in the country’s recovery or is it something virtually different? This is the issue the IMF and the highly developed countries, on one side, and the developing countries, on the other, have never reached an egreement about.
MANUAL_NOTFOUND:The member countries that were in a position to use the resources provided by the Fund in any way are generally severe critics of the conditionality policy.
MANUAL_NOTFOUND:6.	Critical account of certain aspects of the IMF activities
MANUAL_NOTFOUND:7.	The past and the present relationships between the IMF and Serbia
MANUAL_NOTFOUND:At the Bretton Woods conference, when the IMF and the World Bank were established, one of the participants was the then SFRY.
MANUAL_NOTFOUND:[9C
MANUAL_NOTFOUND:8.	Conclusion
MANUAL_NOTFOUND:The very fact that the U.S.A. may veto a large number of important decisions, related, among other, to the admission of new member countries, increasing certain quotas or granting resources to the member countries, reveals that the US and other powerful countries largely control the Fund’s operations and direct its activities for the purpose of achieving their own objectives.The fact that the IMF really offers a range of opportunities to member countries to use the financing resources in the form of reserve tranche which is unconditioned and automatic, the four credit tranches and numerous facilities is undisputable.
MANUAL_NOTFOUND:A specialized international institution, the IMF has obviously so far granted financial and expert support to numerous member countries, made efforts to improve their balance of payment positions and stabilize their economies. The facts show that in certain cases the Fund succeeded in its efforts, however, in a large number of countries it only caused more serious problems and deeper economic crises the results of which hit the pauperized population the hardest.
MANUAL_NOTFOUND:For example, in OB05, the yields amounted up to about 40%, then fell to 20%, to rise again up to over 100%. In OB06-OB08 they remained around 1520% for quite a long period (depending on the series), to rise dramatically a couple of months prior to maturity. The yield on OB10 was for a long time steady,
MANUAL_NOTFOUND:1Faculty of Economics, Podgorica 2The Central Bank of Montenegro
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The primary one is that there was almost no trading with bonds before 2005, therefore, the 2005 - 2008 period may be absolutely representative for the analyses.
MANUAL_NOTFOUND:On calculating the yields, we present three curious sets of facts:
MANUAL_NOTFOUND:Graph no. 1 - Yields on FFCS bonds
MANUAL_NOTFOUND:Graph no. 2 - Yields on PiO bonds
MANUAL_NOTFOUND:Possible reasons for yield growth
MANUAL_NOTFOUND:Let us first consider the yield amount.
MANUAL_NOTFOUND:The yields on bonds must be compared to any other classes of assets (with risks comparison, which, at least to a rational investor, gives a complete layout of the investment.)
MANUAL_NOTFOUND:Let us then compare the bonds under study with other classes of assets available in Montenegro.
MANUAL_NOTFOUND:As far as shares are concerned, setting a relationship there is problematic.
MANUAL_NOTFOUND:If we compare the case of Montenegro to that case, the situation would be the same, which would be an absolute nonsense.
MANUAL_NOTFOUND:However, Montenegro cannot do it, because it uses the euro, actually the foreign currency, as an official means of payment.
MANUAL_NOTFOUND:Table 1 - Credit ratings, long-term debt in foreign currency, 2005 -2008 period
MANUAL_NOTFOUND:Let us note that both the offer and the demand are incomparably greater in case of fixed term deposit accounts (in amounts, as well as in the number of participants, especially on the side of the capital offer), as regards offer and demand on the bond side. As regards such relationships, we could conclude that the yield on fixed term deposit accounts are lower due to greater offer, and a relatively low demand.
MANUAL_NOTFOUND:Over a four year period, from 2005 to 2008, about 80 million euros were trad-
MANUAL_NOTFOUND:As to the primary trading, it here means the primary sales of municipality bonds as well as the bonds for the road system rehabilitation.
MANUAL_NOTFOUND:Also, we here include the primary trading with bonds of NLB Montenegrobank, although the stock exchanges (for no known reasons) do not include this fact. As to other types of bonds, although their initialization is named issuing, these are actually teh so-called dry emissions (without new money, i.e., as debt securitization), therefore there is no primary sales of other types of bonds. In practice, commissions are €10-15.
MANUAL_NOTFOUND:Insolvency repudiates investors who do not believe that they will be able to cash (at not much lower a price) the bonds if they happen to need the cash before the maturity date. On the other hand, they know that they can cash the deposit before the end of the fixed-term period, however, with a loss of interest.
MANUAL_NOTFOUND:3.	Yields variations
MANUAL_NOTFOUND:Although it is obvious that they are related.
MANUAL_NOTFOUND:One regularity that can be observed is that the standard deviation falls in the series that mature later.
MANUAL_NOTFOUND:Table no. 3 - Yield variations,the US Treasury securities
MANUAL_NOTFOUND:Source: The US Treasury; authors’calculations
MANUAL_NOTFOUND:We will point out that the standard deviation and the variation coefficient depend on the observation period.
MANUAL_NOTFOUND:Hard to believe.
MANUAL_NOTFOUND:None of the factors, however, can fully explain the yield levels and changes.
MANUAL_NOTFOUND:In place of conclusion: Interest rate risk as investors’ problem in Montenegro
MANUAL_NOTFOUND:In the end, it must be pointed out that the interest rate risk, at least so far, has not been the primary risk and a big problem of those who invest in bonds.
MANUAL_NOTFOUND:And even among this small number of bonds they possess, the majority are “classified“ as securities that are kept until the maturity date. In such a case, according to the International accounting standards (that is,“formally“), the investor is not obliged to adjust the change in the value of the bonds in balance statements, which is fully justified and is only a proof of the economic essence of the phenomenon.
MANUAL_NOTFOUND:Manufacturing Operations Strategy - osvrt
MANUAL_NOTFOUND:In the practice of a large number of companies strategic development is related to the marketing decisions that primarily define the character and the trends of the strategic future, whereas the operations follow this set path and occupy the position in the tail of the process.
MANUAL_NOTFOUND:The book consists of twelve chapters with numerous analyses and presentations of case studies.
MANUAL_NOTFOUND:Number 53, Year XIV December 2009.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:5 Effective cost management and customer profitability measurement
MANUAL_NOTFOUND:Vesna Milicevic, Bojan Ili]
MANUAL_NOTFOUND:13 How the australian government assists the building and construction industry to be soccialy responsible
MANUAL_NOTFOUND:Sonja Petrovic-Lazarevic, Violet Lazarevic
MANUAL_NOTFOUND:21 Application of multivariate analysis methods in ranking on thr example of western Balkan countries
MANUAL_NOTFOUND:Milica Bulajic, Dragana Kragulj
MANUAL_NOTFOUND:27 Communication methods in the city government G2C service
MANUAL_NOTFOUND:Djordje Mazunjanin, Zorica Bogdanovic, Mirjana Despotovic
MANUAL_NOTFOUND:35 Organizational development of higher education and the competent model in the Bologna reform of studies
MANUAL_NOTFOUND:Tatjana Devjak, Srecko Devjak
MANUAL_NOTFOUND:43 Effects of fiscal policy the maintenance of macroeconomic stability in Serbia in the period 2001 - 2007
MANUAL_NOTFOUND:Mihajlo Babin
MANUAL_NOTFOUND:47 E-commerce, Slovenian attorneys and social responsibility -in search of a link
MANUAL_NOTFOUND:Dolores Modic, Malci Grivec
MANUAL_NOTFOUND:57 Implementation of the adaptive system in electronic learning
MANUAL_NOTFOUND:Svetlana Jevremovic
MANUAL_NOTFOUND:63 Survive - to - Thrive
MANUAL_NOTFOUND:Jan Snoelj
MANUAL_NOTFOUND:Effective Cost Management and Customer Profitability Measurement
MANUAL_NOTFOUND:Prof. dr Vesna Mili]evi], Prof. dr Bojan Ilic
MANUAL_NOTFOUND:Faculty of Organizational Sciences in Belgrade
MANUAL_NOTFOUND:The paper shows the relationship between the effective cost management and the profitability measurements per customer (customer profitability), which is a more recent perception from the point of view of the company cost management,as well as, in the long run, from the point of view of the marketing management too, in the context of long-term customer relations management.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The value for customers is measured by the price they are willing to pay, as well as by the extent to which they are satisfied with the company’s products and services [1].
MANUAL_NOTFOUND:Efficient companies tend to use a minimum of scarce resources in order that their outputs satisfy the needs of their customers, with continual tendencies towards improvement.
MANUAL_NOTFOUND:The constituents of non-profit organizations, among them those with a developed management practice, who manage costs successfully, do the evaluations by supporting the organizations that prefer monetary donations, dedicating their time and other resources to this job.
MANUAL_NOTFOUND:In order that the cost management be effective, it is necessary that it should promote a proactive attitude that, basically, the product and services costs largely depend on the managerial teams’ decisions.
MANUAL_NOTFOUND:2.	Cost management and modern business operations
MANUAL_NOTFOUND:Management focuses upon three phases.
MANUAL_NOTFOUND:Thus, for example, the cause of significantly higher production costs per output unit may be related to inefficient work, excess material failure, deffective equipment or inadequate production methods.
MANUAL_NOTFOUND:The top managers in the companies worldwide increasingly accept this attitude and decide that the cost discipline, in terms of the programmes of permanent cost reduction, should be the programme that may even become the core of the company competence. Practice has shown that businesses with successful programmes of permanent cost reduction may achieve as much as half of their increase in annual profit directly due to the cost reduction.
MANUAL_NOTFOUND:The companies observing a strict cost discipline tend to adjust more easily both in case of introducing new technologies in the area of production or services and in case of competition being suddenly sharper than before.
MANUAL_NOTFOUND:We distinguish among the four basic and well defined categories of cost reduction:
MANUAL_NOTFOUND:1.	Elimination of waste, i.e., of unreasonable spending and redundance;
MANUAL_NOTFOUND:2.	Implementation of the ”best practices”;
MANUAL_NOTFOUND:3.	Introducing new technology when it is effective;
MANUAL_NOTFOUND:4.	Creating virtual business operations via the Internet.
MANUAL_NOTFOUND:The prospects resulting from the engineering analysis of costs can be very important in managerial planning.
MANUAL_NOTFOUND:It aids managers to make an adequate choice among the alternatives, ensures that the selected activity course will earn good value for the money -higher that any other activity course and generally contributes to a more reasonable allocation and use of resources. Of specific importance is an adequate estimate of costs that must include both the real and the opportunity costs for each option.
MANUAL_NOTFOUND:3.	Integrated approach to information
MANUAL_NOTFOUND:The cost management is based on an integrated approach to business information.
MANUAL_NOTFOUND:The complexity of any of these dimensions will affect the costs.
MANUAL_NOTFOUND:An important aspect of modern management is certainly its proactivity, orientation towards the future and respect for the necessity of change.
MANUAL_NOTFOUND:Cost management also respects the specific features of service companies. Service firms usually have either little supplies or no supplies at all.
MANUAL_NOTFOUND:4.	Strategic cost management
MANUAL_NOTFOUND:Following the financial measures, the non-financial factors mirror the current and the prospective standing of the company measured from three additional views of the performance balanced scorecard [6]:
MANUAL_NOTFOUND:(1)	customer’s view - market share and market share growth, customer service, timely delivery, customer satisfaction, brand recognition, market position;
MANUAL_NOTFOUND:(2)	of internal business processes view - high quality product, product innovations, growth in productivity, life cycle, waste reduction; and
MANUAL_NOTFOUND:(3)	innovation and learning view - human resources development, manager’s competence and integrity, ethics and corporate culture, education and training, innovation, new products, new methods of production.
MANUAL_NOTFOUND:In the conditions of change in the business environment, the company’s cost management system must be more dynamic in order to cope with both the fast-changing environment and the growing diversity of products and production processes for the purpose of facilitating the strategy implementation [5].
MANUAL_NOTFOUND:New challenges, from both the theoretical and practical aspects, confront cost management in the strategic sense, in terms of implementation of new technologies, especially high technologies, numerically controlled machines and robots, the consequences of which are a considerable reduction of labour share in the product costs structure. Similar is the case of electronic business costs.
MANUAL_NOTFOUND:5.	Value based management
MANUAL_NOTFOUND:Together, these activities make up the generic value chain.
MANUAL_NOTFOUND:Elimination of the activities that add little or no value for the customers reduces the resources consumption and allows for the focusing upon the activities that increase the customer satisfaction.
MANUAL_NOTFOUND:6.	Importance of customer based cost accounting
MANUAL_NOTFOUND:Modern cost management largely relies on the activity based costing.
MANUAL_NOTFOUND:With the increasing importance of customer satisfaction and with the strategies oriented towards capturing the market, the costs of marketing, sales, and distribution become significantly higher.
MANUAL_NOTFOUND:7.	Customer based profitability management
MANUAL_NOTFOUND:Various activities often have different activators.
MANUAL_NOTFOUND:The measurement of profitability and profitability per customer management on the basis of an activity-based profitability analysis is presented in Fifure 1.
MANUAL_NOTFOUND:Customer-based profitability measurement and management
MANUAL_NOTFOUND:From the point of view of customer-based profitability management, it is important that the Figure presents four types of customers.
MANUAL_NOTFOUND:In the bottom left square are the customers sensitive to prices, asking primarily low prices of products and discounts, therefore the net margins are low, the service costs are also low, therefore they can be profitable customers.
MANUAL_NOTFOUND:Next, the upper right square shows the customers that count on the high costs of service (often due to considerable technical and sales support), however, they can also be profitable, if the net margin achieved by the sales to these customers compensates in excess the costs of all the necessary resources.
MANUAL_NOTFOUND:8.	Conclusion
MANUAL_NOTFOUND:How the Australian Government Assists the Building and Construction Industry to be Sociality Responsible
MANUAL_NOTFOUND:Sonja Petrovic-Lazarevic, Violet Lazarevic
MANUAL_NOTFOUND:Faculty of Business and Economics Monash University, Melbourne, Australia
MANUAL_NOTFOUND:At present every country in the world is trying to minimise the negative effects of the economic crisis.
MANUAL_NOTFOUND:1. Introduction
MANUAL_NOTFOUND:The paper ends with concluding remarks and future research directions.
MANUAL_NOTFOUND:2.	Literature review
MANUAL_NOTFOUND:2.1. Corporate social responsibility
MANUAL_NOTFOUND:Corporate Social Responsibility is becoming important to research because of its growing importance in influencing socially responsible behaviour (Blumenthal and Bergstrom, 2002).
MANUAL_NOTFOUND:In addition, customers experience more satisfaction from their experiences with firms that employ corporate social responsibility initiatives (Luo and Bhattacharya, 2006).
MANUAL_NOTFOUND:Corporate social responsibility activities implemented by an organization are seen as contributing to the future by ensuring that there is an environment within which to operate in the future (Middlemiss, 2002).
MANUAL_NOTFOUND:2.2. Building and construction industry
MANUAL_NOTFOUND:What is done in Australia?
MANUAL_NOTFOUND:The reason to choose Queensland was that we have had an immediate access to the real source of actions undertaken, and have interviewed the person who seemed to be the most eligible to providing the right information not only for Queensland, but Australia as well.
MANUAL_NOTFOUND:Queensland has established the Integrated Planning Act (1999) to protect environment.
MANUAL_NOTFOUND:This is done through the PQC Certificate of Registration (Prequalification PQC, 2003).
MANUAL_NOTFOUND:Australian standards AS/NZS 4804:2001, occupational, health and safety management systems and AS/NZS/ISO 14001:2004 EMS, are closely related;
MANUAL_NOTFOUND:both are government endorsed standards designed to guide organizations in establishing healthy working environments, and subsequently providing a framework for the application of metrics to measures, evaluate and improve performance.
MANUAL_NOTFOUND:It was along with the request of Rio Conference 1992 to establish a national strategy for sustainable development.
MANUAL_NOTFOUND:Conclusions
MANUAL_NOTFOUND:Application of Multivariate Analysis Methods in Ranking of the Example of Western Balkan Countries
MANUAL_NOTFOUND:Milica Bulaji], Dragana Kragulj
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Beograd
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008.
MANUAL_NOTFOUND:10th-13th- September 2008.
MANUAL_NOTFOUND:Belgrade, Serbia
MANUAL_NOTFOUND:2.	The integrated free trade zone agreement
MANUAL_NOTFOUND:3.	Economic features of the south-eastern Europe region
MANUAL_NOTFOUND:4.	A balanced balance of payment.
MANUAL_NOTFOUND:Macroeconomic indicators for the CEFTA member countries
MANUAL_NOTFOUND:The data are shown for the CEFTA member countries (Kosovo not included) for a five-year period, from 2001 to 2005, and on the following macroeconomic indicators:
MANUAL_NOTFOUND:The factor loading matrix
MANUAL_NOTFOUND:Although rather similar to one another, the economies of the observed countries do reveal some differences.
MANUAL_NOTFOUND:4.	I-distance application in SEC countries ranking
MANUAL_NOTFOUND:The values of linear combinations (scores) for the countries subject to this analysis are calculated for each principal component.
MANUAL_NOTFOUND:The values of the scores are presented in Table 3.
MANUAL_NOTFOUND:Rang lista zemalja (2000-2003)
MANUAL_NOTFOUND:The obtained I-distance values represent the “measure” of similarities and differences between the countries observed, on the basis of the economic indicators presented in Table 1.
MANUAL_NOTFOUND:The I-distance can also be viewed as an indicator of the transition level achieved.
MANUAL_NOTFOUND:6.	The development prospects of the SECs region
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:1	PTT Communications Public Company “Srbija”, Beograd, Srbija
MANUAL_NOTFOUND:2	Faculty of Organizational Sciences, Beograd, Srbija
MANUAL_NOTFOUND:The subject of work is the analysis of the communication between the government and the citizens in the e-service of the local government.
MANUAL_NOTFOUND:II.	E-government in Serbia
MANUAL_NOTFOUND:Number of citizens using the e-government services.
MANUAL_NOTFOUND:Citizen’s interest in using e-government services
MANUAL_NOTFOUND:III.	Comunication in G2C service
MANUAL_NOTFOUND:A. A review of the citizen - government communication in e-business
MANUAL_NOTFOUND:In order that a favourable image of the e-government and citizen cooperation should be created it is necessary that special attention be paid that the services via all distribution channels are good and efficient regardless of the channel the client used to access the service.
MANUAL_NOTFOUND:The Internet is only one possibility for the users to communicate with their government.
MANUAL_NOTFOUND:In addition to this one, there are the telephone (GPRS), fax, e-mail and personal services.
MANUAL_NOTFOUND:Internet.
MANUAL_NOTFOUND:IV.	The city government web port
MANUAL_NOTFOUND:The conceptual layout of the city government home page
MANUAL_NOTFOUND:The functionality principle of the city government call centre provides that the main entity of all the business processes should be the end user (“caller“) [6].
MANUAL_NOTFOUND:In order that the operations of the Belgrade call centre be explained, two major types of functions are shown:
MANUAL_NOTFOUND:1.	Answering the citizens’ enquiries by providing information on certain functions and services of city Services (agencies), in such a manner that they are fully resolved within the call centre head office;
MANUAL_NOTFOUND:2.	Responding to the citizens’ claims by directing orders to the Services (agencies) to service the citizens’ claims following their procedures and the accepted service standards, and inform the call centre head office of the results upon the completion of the job.
MANUAL_NOTFOUND:General model of e-government call centre functionality
MANUAL_NOTFOUND:Any claims the caller sends may be classed into four categories:	“Application“ (C1), “Claim“ (C2),“Proposition“ (C3) and “Information“, on the basis of which the caller is forwarded the appropriate information as to the further course of dealing with his/her enquiry, however, not necessarily via the same channel the caller has used to make the enquiry.
MANUAL_NOTFOUND:One way of forwarding information is the internal one.
MANUAL_NOTFOUND:It is in this manner that the city receives a uniform information and an insight into all the aspects of public utilities’ operations, which can be used for the purpose of accomplishing their control, management and planning function(s) [6].
MANUAL_NOTFOUND:A. Communication methods integration within the call centre
MANUAL_NOTFOUND:In order that the communication between the citizens and the public administration in Belgrade be improved the Belgrade Call Centre - the BCC has been designed.
MANUAL_NOTFOUND:(The services here means the city public utilities, secretariats, institutes, municipalities or any other companies in charge of any public concerns).
MANUAL_NOTFOUND:The citizen contacts the centre on the basis of one call system, and, in case of a telephone contact, uses an easily memorable and free of charge number.
MANUAL_NOTFOUND:All claims are automatically registred and filed and make up the basis for the analyses, statistics and devising the investment and development plan(s).
MANUAL_NOTFOUND:Figure 8. The Belgrade Call Centre architecture
MANUAL_NOTFOUND:Figure 9 shows the internal structure and infrastructure of the Belgrade Call Centre [1].
MANUAL_NOTFOUND:The call center can be understood as the framework for an integrated communication between the citizens and the city government, allowing for a high level of interactivity.
MANUAL_NOTFOUND:VI.	Conclusion
MANUAL_NOTFOUND:The public administration, as the pillar of the state and the indicator of the governmental bodies’ work, has to implement new technologies in its work if its goals are the prosperity of the government, the progress of the country, and the satisfaction of its citizens.
MANUAL_NOTFOUND:Organizatonal Development of Higher Education and the Competent Model in the Bologna Reform of Studies
MANUAL_NOTFOUND:The project has recently spread from Europe to Latin America and central Asia (gonzales and Wagenaar, 2007)
MANUAL_NOTFOUND:Ljubljana University, Faculty of Pedagogy 2Ljubljana University, Faculty of Administration
MANUAL_NOTFOUND:Ever since 1988 the European countries have implemented the Bologna reform, based on the declarations submitted by the EU member countries ministers of higher education.
MANUAL_NOTFOUND:1.	Background facts
MANUAL_NOTFOUND:The adjustment project in Europe was conducted within the Tuning project [6] which was highly successful, since, in addition to the work load to the students, it introduced a component of learning results (outcomes) which jointly define the ECTS in a most complex and a most efficient way.
MANUAL_NOTFOUND:In order that the curricula be better understood and compared within the Tuning project a specific methodology was created that defines five key sets of approaches in the subject/disciplinary areas: (1) general competences or transferable skills; (2) subject-specific competences, (3) the role of ECTS as a credit accumulating system; (4) approaches to studying, teaching and assessment; (5) the role of improving
MANUAL_NOTFOUND:2.	Competent model as objektive of curricula moderniyation
MANUAL_NOTFOUND:The individual is expected to be prepared to learn and make sense of a host of information.
MANUAL_NOTFOUND:Thus, in the higher education curricula reform we encounter certain new elements that we have to observe as logically interrelated, which is shown in the following chart:
MANUAL_NOTFOUND:Chart 1: Degree programmes reform planning and development
MANUAL_NOTFOUND:Thus descriptors act as a significant guide in designing the degree programme competences and objectives, as well as the study achievements. (Tancig, 2007:26).
MANUAL_NOTFOUND:The competence design has to be in accord with a particular study level, i.e., its descriptor; in other words, the descriptors must be “translated“ to degree programmes competences, whereas these in turn are to be translated to objectives, and finally to achievements. The degree programmes competencies precondition the setting of objectives and study achievements of the programme course units that in turn define the teaching methods and the methods of testing knowledge. Competences are classed as general, or generic and subject-specific.
MANUAL_NOTFOUND:1.	Instrumental, or applicable competences: cognitive, methodological, technological and linguistic competences;
MANUAL_NOTFOUND:2.	Interpersonal, or mutual competences: an individual’s abilities, such as behaviour in the society and capability of collaboration;
MANUAL_NOTFOUND:(Prav tam:57.).
MANUAL_NOTFOUND:3.	Lessons learned from recognizing the need to develop organizational enviroment for a successful implementation of the Bologna reform
MANUAL_NOTFOUND:The Faculty of Administration was among the first at the University of Ljubljana and in Slovenia to introduce and develop the Bologna programme.
MANUAL_NOTFOUND:The programmes have been implemented and pursued for three years now, which allows for some evaluations to be made.
MANUAL_NOTFOUND:The standards promoted by the faculty are as a rule difficult to attain which is rather due to organizational and financial restrictions than to the pedagogic staff being undertrained.
MANUAL_NOTFOUND:Monitoring and evaluating the ECTS system implementation is one of the key elements of the Bologna reform.
MANUAL_NOTFOUND:4.	In place of conclusion
MANUAL_NOTFOUND:Effects of Fiscal Policy on the Maintenance of Macroeconomic Stability in Serbia in the 2001-2007 period.
MANUAL_NOTFOUND:Mihajlo Babin
MANUAL_NOTFOUND:Faculty of Economics, finance and administration, Beograd
MANUAL_NOTFOUND:This paper presents the research conducted to find out the effects of fiscal policy in Serbia over the 2001-2007pe-riod.
MANUAL_NOTFOUND:2.	Effects of fiscal policy in the 2001-2007 period
MANUAL_NOTFOUND:Chart 1.
MANUAL_NOTFOUND:1 The balance of payments current account deteriorated in 2004, however the reduction trend continued in 2005.
MANUAL_NOTFOUND:A particular problem in identifying the effects of fiscal policy was the result of the different levels of budgetary balance calculated on the basis of different methodologies (the National Bank of Serbia - NBS - methodology, the International Monetary Fund - IMF - methodology, the Ministry of Finance -MoF - methodology) - chart 1
MANUAL_NOTFOUND:Therefore it is quite possible that, according to one methodology, the budgetary balance may be balanced and even in surplus, whereas according to another, it may show a deficit of 2-3% GNP.
MANUAL_NOTFOUND:The expansive quality of the fiscal policy measures is based on the increase in the wages in the public sector and the commencement of the National Investment Plan implementation.
MANUAL_NOTFOUND:The 2006 budgetary balance (-1.5% GNP) in Serbia is comparable to the average balance in the European Union member countries (EU 27) (www.ec.europa.eu/eurostat) which was -1.6% GNP in 2006.
MANUAL_NOTFOUND:With a faster productivity growth as a result of structural reforms, improvement of exports realization and high external capital inflows
MANUAL_NOTFOUND:2	The Ministry of Finance did not apply the internationally comparable GFS methodology used by the IMF.
MANUAL_NOTFOUND:3	The fiscal policy measures in Serbia will, due to their effects upon the trends of macroeconomic variables in 2007 and 2008, be based on the data for 2006, which will be supplemented by a comparative analysis of fiscal policies in other countries.
MANUAL_NOTFOUND:Inflation reduction trend in the 2001-2007 period was not steady.
MANUAL_NOTFOUND:The ratio between the budgerary balance level change and the current account level is 1:1, which means the budgetary balance fall by 1% GNP results in the fall of the current balance by 1% GNP. Hence a conclusion can be drawn that an expansive fiscal policy affects the national economic operations to a smaller extent, i.e., that the predominant effect of an expansive fiscal policy is the increase in the imports of commercial goods.
MANUAL_NOTFOUND:3.	Public expenditures reduction.
MANUAL_NOTFOUND:In 2007, the total net inflow of current transfers amounted to $ 4,250,000, the major portion being the remittances (www.nbs.org.rs).
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:E-commerce, Slovenian Attorneys and Social Responsibility -in Search of a Link
MANUAL_NOTFOUND:Dolores Modic, Malci Grivec
MANUAL_NOTFOUND:1School of Business and Management Novo mesto, d.olores.m.odic@guest.arnes.si.
MANUAL_NOTFOUND:2 School of Business and Management Novo mesto, malci.grive.c@guest.arnes.si
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008.
MANUAL_NOTFOUND:10th-13th- September 2008.
MANUAL_NOTFOUND:Belgrade, Serbia
MANUAL_NOTFOUND:The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten.
MANUAL_NOTFOUND:Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten.
MANUAL_NOTFOUND:Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce.
MANUAL_NOTFOUND:2.	Electronic business and its dimension
MANUAL_NOTFOUND:(Kotler 2004).
MANUAL_NOTFOUND:Considering interaction of subjects of electronic business we separate electronic business (Kovacic, Groznik, Ribic 2005):
MANUAL_NOTFOUND:1.	between companies and consumers (B2C),
MANUAL_NOTFOUND:2.	between companies (B2B),
MANUAL_NOTFOUND:3.	between consumers (C2C),
MANUAL_NOTFOUND:4.	between companies and state administration (B2G),
MANUAL_NOTFOUND:5.	between citizens and state administration (C2G) and
MANUAL_NOTFOUND:6.	inside state administration (G2G).
MANUAL_NOTFOUND:2.1	Electronic databases
MANUAL_NOTFOUND:Database is a group of equally formatted data, that we are keeping and using with the help of computer (Gradišar and Resinovic 1999)
MANUAL_NOTFOUND:respectively is a group of connected files, that are organized and stored as a component of organization’s computer supported information system (Gradišar and Resinovic 1998).
MANUAL_NOTFOUND:2.2	E-communication with customers
MANUAL_NOTFOUND:3.	Research on the use of electronic business of attorneys in Slovenia
MANUAL_NOTFOUND:3.1 Method of data gathering
MANUAL_NOTFOUND:We found a further 39 web pages (or 37,15% of web pages), that we
MANUAL_NOTFOUND:Picture 1: Forms of archive among law firms in Slovenia
MANUAL_NOTFOUND:4.	Electronic archives and attorneys in Slovenia
MANUAL_NOTFOUND:First we asked interviewees about archives, its shape and reasons for it.
MANUAL_NOTFOUND:Considering, that electronic archive is bringing numerous advantages to its users, we were trying to ascertain also the reasons behind its introduction.
MANUAL_NOTFOUND:88 % of the law firms listed speed of access to data as the main reason.
MANUAL_NOTFOUND:Picture 3 also leads us to infer about inconsistency of answers, because saving of time as an advantage of the electronic archives is listed by »only« 56 % of attorneys.
MANUAL_NOTFOUND:Law Office is also in use by 10 % of law firms.
MANUAL_NOTFOUND:5.	Use of E - mails and veb pages among attorneys in Slovenia
MANUAL_NOTFOUND:We determined in the theory already, that second level of electronic business comprises e-mail and web pages.
MANUAL_NOTFOUND:Picture 6: The use of e-mail for communication with clients
MANUAL_NOTFOUND:Picture 7: Percent of mentioning of market advantages and of publicistic activity
MANUAL_NOTFOUND:Picture 10: Incidence of some informations concerning individual attorneys
MANUAL_NOTFOUND:Picture 8: Attorneys with web pages(as result of database analysis)
MANUAL_NOTFOUND:According to attorneys the web page does not contribute essentially to the recognition of the law firm, which is visible also on picture 9.
MANUAL_NOTFOUND:Picture 9: Recognition of law firms as a result of of web pages
MANUAL_NOTFOUND:Most frequent data, that appear on web pages are :
MANUAL_NOTFOUND:1)	general short presentation of office - 82,5%,
MANUAL_NOTFOUND:2)	telephone number - 100 %, number of the fax - 98 %, e-mail adress - 98 %, address - 100 % and map -80,6%, indication of official hours - 76,12%, indication of languages in which they do business - 46 %
MANUAL_NOTFOUND:3)	The field in which law firms engage in - 95,2% (and their specification - 68,2%),
MANUAL_NOTFOUND:4)	Membership in proffesional organizations and associations (except for the Bar Association)- 19 %, (majority of attorneys of course lists membership in the Bar Association of Slovenia),
MANUAL_NOTFOUND:5)	Attorneys and their presentation - 95,2% (in picture 5 a more detailed presentation of the information on attorneys is given).
MANUAL_NOTFOUND:6)	connection to other web pages - 58,7%
MANUAL_NOTFOUND:7)	Web pages in foreign languages (English - 49 %, German - 24 %, Italian - 8 %, other languages appear in restricted number are : French, Russian Serbian, Croatian and Spanish )
MANUAL_NOTFOUND:We also indicate following good practices.:
MANUAL_NOTFOUND:1)	electronic forms for first legal advice or electronic forms for ordering an appointment at attorneys office,
MANUAL_NOTFOUND:2)	pre-prepared samples of certain statements (for example statement concerning car crashes), that they are available on the web pages and clients fill them in in advance, .
MANUAL_NOTFOUND:3)	description of the procedure at attorneys or indication of documents and proofs, that the clients must or should submit,
MANUAL_NOTFOUND:4)	a more detailed specification of fields in which attorneys engage in (can be a big help to uneducated clients),
MANUAL_NOTFOUND:5)	some applications “E-attorney” are available to clients on their web pages ,
MANUAL_NOTFOUND:6)	interactive maps (some law firms are extraordinarily innovative in indicating their location to their (potential) clients).
MANUAL_NOTFOUND:6.	E-service in the judiciary today and future prospects
MANUAL_NOTFOUND:On the other hand, attorneys use more and more e-mail communication
MANUAL_NOTFOUND:We should emphasise that the modernization of judicial system is a part of the project The modernisation of the judiciary system.
MANUAL_NOTFOUND:Between its goals we can find the following:
MANUAL_NOTFOUND:1)	The rise of efficiency of the judicial system,
MANUAL_NOTFOUND:2)	The modernization of information structure and services,
MANUAL_NOTFOUND:3)	Introduction of e-judiciary and others e-services in the field of administration of justice,
MANUAL_NOTFOUND:4)	The implementation of electronic business of the judiciary and
MANUAL_NOTFOUND:5)	The rise of productivity of the employees.
MANUAL_NOTFOUND:7.	A few proposals (en lieu of a conclusion)
MANUAL_NOTFOUND:However during the research of the present some possible proposals appeared:
MANUAL_NOTFOUND:1)	The preparation of a strategy of introduction of electronic business of attorneys, that would serve as a guideline to attorneys in introduction of ebusiness.
MANUAL_NOTFOUND:3)	The Bar Association should purchase a programme for electronic business of law firms (cheaper aquittement, compatability)
MANUAL_NOTFOUND:4)	Deliberation concerning setting up a model web page, that would enable all attorneys a uniform presentation in accordance with rules.
MANUAL_NOTFOUND:5)	The attorneys should communicate the web address of their law offices to the Bar Association or IUS-info to allow a formation of a completer base, which could be used by their potential clients by providing them a more complete information.
MANUAL_NOTFOUND:What else could be a better demonstration of their responsibility toward their environment and stakeholders.
MANUAL_NOTFOUND:Impementation of the Adaptive System in Elektronic Learning
MANUAL_NOTFOUND:College of Technological Sciences Sabac kacaj@sezampro.rs
MANUAL_NOTFOUND:The paper presents one solution in the development of the adaptive system of electronic learning in the personalized environment LMS Moodle.
MANUAL_NOTFOUND:1.	The learning management systems
MANUAL_NOTFOUND:The Learning Management Systems (LMS) are independent systems implemented in web technology-based education.
MANUAL_NOTFOUND:These parametres allow for the monitoring of the development of each individual student or group at any given moment, as well as for a reliable measurement and analysis of the results at the end of the education process.
MANUAL_NOTFOUND:The literature quotes several similar concepts which are frequently used as synonyms to the LMS: course management systems (CMS), virtual learning environments (VLE) and learning content management systems(LCMS).
MANUAL_NOTFOUND:Some of the presently available LMS on the market are: Moodle, WebCT, Bazzar, College, eLearner, First Class, Intra Learn, Lotus Learning Space, Lotus Same Time, Tutor, dot LRN, Fledge, Ilias [9].
MANUAL_NOTFOUND:Unitl 2006, Blackboard and WebCT were separate commercial products, since then they have operated jointly [14].
MANUAL_NOTFOUND:The Moodle is developed and is is still developing as an open code project.
MANUAL_NOTFOUND:1.1. LMS moodle
MANUAL_NOTFOUND:The above-mentioned features were sufficient for the authors to decide upon using this learning management system in this work.
MANUAL_NOTFOUND:The data are stored in only one database: MySQL and PostgreSQL, however, Oracle, Access, Interbase, ODBC and others can also be used [17].
MANUAL_NOTFOUND:Moodle is not the adaptive education MLS, however, in this work it is adapted only to the methodology area, without software changes.
MANUAL_NOTFOUND:2.	Methodology
MANUAL_NOTFOUND:The values of the atributes within one group are similar, whereas they differ significantly from group to group.
MANUAL_NOTFOUND:3.	Content adaptation and ontent cluster-based navigation
MANUAL_NOTFOUND:Adaptability is implemented on the contents level (content-adaptation) as well as on the link level (linkadaptation).
MANUAL_NOTFOUND:Figure 6. Achievement at tests in the adaptive environment of electronic learning
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:The paper defines a model of electronic distance-learning adaptive system.
MANUAL_NOTFOUND:Survive-to-Thrive
MANUAL_NOTFOUND:Chair EMEA Manufacturing Enterprise Solutions (MESA) Principal Consultant, Logica
MANUAL_NOTFOUND:This paper has been presented at the SPIN09 conference in Belgrade on November 5, 2009
MANUAL_NOTFOUND:Introduction Survive-to-Thrive was the theme of the European Conference of MESA International, held on October 27 - 28, 2009 in Utrecht, The Netherlands as well.
MANUAL_NOTFOUND:Trends and observations
MANUAL_NOTFOUND:Given the current economical crisis, surviving seems to be first thing for many manufacturers.
MANUAL_NOTFOUND:Globalization of the market will remain influencing everything.
MANUAL_NOTFOUND:The regulatory requirements are expanded year by year.
MANUAL_NOTFOUND:While the General Food Law [1] is about timeliness of information, deliver proof within four hours, Sarbanes-Oxley [2] is requiring reliability of information.
MANUAL_NOTFOUND:Transparency and visibility
MANUAL_NOTFOUND:Required alignment
MANUAL_NOTFOUND:In this approach, business and manufacturing processes, organization and supporting tools, of which Manufacturing IT is just one, must be aligned.
MANUAL_NOTFOUND:Supply Chain View VP Operations / COO
MANUAL_NOTFOUND:Information need in supply chain and manufacturing
MANUAL_NOTFOUND:The need for information is role dependent.
MANUAL_NOTFOUND:A plant manager is responsible for just a single factory, while engineering and operations are looking at the systems within that single plant.
MANUAL_NOTFOUND:They have different metrics, focus and goals (see Figure 3).
MANUAL_NOTFOUND:The next step will be predictive metrics, full of intelligence and location independent, warning the responsible people in time on their mobile device that something is expected to go wrong.
MANUAL_NOTFOUND:An important prerequisite is that the production process is completely understood and that we really know how to control it.
MANUAL_NOTFOUND:Blueprint and roadmap
MANUAL_NOTFOUND:Proven approach to Value Adding Roadmap
MANUAL_NOTFOUND:Other challenges
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Book review
MANUAL_NOTFOUND:Managing Change
MANUAL_NOTFOUND:Bernard Burnes, Managing Change, Prentice Hall, 2009
MANUAL_NOTFOUND:On more than six hundred pages, the book offers a thorough and comprehensive review of an ever intriguing area of change management.
MANUAL_NOTFOUND:We always start from the fact that the organizations, i.e., managers have numerous opportunities of choice when they are to make a decision on what and when they are to introduce change; therefore, the issues of decision and choice management - the change management model for organizational change are paid special attention to.
MANUAL_NOTFOUND:In the 1960s - 1970s period, the dominant approach to organizational change related to the planned changes with a range of methods, techniques and procedures to conduct in practice.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:Number 54, Year XV March 2010.
MANUAL_NOTFOUND:5 Business intelligence system development over document meta data in an organization
MANUAL_NOTFOUND:Milija Suknović, Miloš Jovanović,Boris Delibašić, Milan Vukićević
MANUAL_NOTFOUND:15 Managerial implications of target costing
MANUAL_NOTFOUND:Vesna Milićević, Bojan Ilić
MANUAL_NOTFOUND:21 A model of supply chain with possible transshipments between retails
MANUAL_NOTFOUND:Mohamed Abu Gaben, Slobodan Krčevinac, Mirko Vujošević
MANUAL_NOTFOUND:31 Four dam pillars against the erroneous spreadsheets
MANUAL_NOTFOUND:Konstantin Kostić
MANUAL_NOTFOUND:37 Human resources in the drive towards creativity and organizational innovation
MANUAL_NOTFOUND:Isabel Martins, Orlando Petiz, Ana Martins
MANUAL_NOTFOUND:43 Internationalization of retail
MANUAL_NOTFOUND:Iva N. Joksimović
MANUAL_NOTFOUND:51 The role of conjoint analysis in the new product price sensibility research
MANUAL_NOTFOUND:Marija Kuzmanović, Tijana Obradović
MANUAL_NOTFOUND:59 Developing a system of indicators for local community results from the developmental planning point of view
MANUAL_NOTFOUND:Jo'e Benčina, Srećko Devjak
MANUAL_NOTFOUND:69 Is development issues understanding -a condition and an object of social responsibility for is in Serbia
MANUAL_NOTFOUND:Mila Mitić
MANUAL_NOTFOUND:81 Management of market and life environment protection
MANUAL_NOTFOUND:Ružica Milovanović
MANUAL_NOTFOUND:Business intelligence system development over document meta data in an organization
MANUAL_NOTFOUND:Milija Suknovi], Milo[ Jovanovi], Boris Deliba[i], Milan Vuki]evi]
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:Business intelligence is an active field of research and practice.
MANUAL_NOTFOUND:2.	Business intelligence over documentation data in the organization
MANUAL_NOTFOUND:The digitalization era shows that the traditional methods of data storing are inefficient.
MANUAL_NOTFOUND:The disadvantages are that the digital records depend on the computer and on the electronic devices that make it possible for us to use them.
MANUAL_NOTFOUND:As far as the media forms are concerned, they have all found their digital match, from the text, to images, to sound, to film, etc.
MANUAL_NOTFOUND:2.1.	Documentation metadata
MANUAL_NOTFOUND:Since the document is a unit in defining business processes, each document stores the data that describe it additionally (time of creation, creation site, changes over time, users accessing to data, etc.).
MANUAL_NOTFOUND:It is important to differentiate between the basic data the document contains and the data describing the document itself (metadata).
MANUAL_NOTFOUND:The image of the document filed in the DMS
MANUAL_NOTFOUND:Although the BI area is widely applied in practice, which can be seen in numerous reports and publications, the application of these systems over the data generated by the DMS was not identified in the publications available.
MANUAL_NOTFOUND:3.	Challenges solutions
MANUAL_NOTFOUND:On the basis of these guidelines a data warehouse was built the description of which will be presented further on in this paper.
MANUAL_NOTFOUND:3.1.	Data Warehouse Schema
MANUAL_NOTFOUND:In order to ensure a flexible analysis that includes the necessary and potentially useful reports, we will structure the data on the documents into the following concepts (subjects, according to Inmon):
MANUAL_NOTFOUND:Since it is sometimes useful to include this data (contained in the given docu-the granular structure of the warehouse as an elementary (atomic) unit of reporting. The selection of the granularity level is a critical decision of the architecture, since it restrains the possible analyses, while significantly affecting the performances.
MANUAL_NOTFOUND:The time dimension is equal for both granulation levels. In the Event table it refers to the time a certain action over the document is conducted,
MANUAL_NOTFOUND:Figure 2. The schema of data warehouse BIDMS solution
MANUAL_NOTFOUND:The table simultaneously defines while in the Document table the time refers to the time of the document creation (the time of creation in the organization, not the time of scanning and electronic archiving).
MANUAL_NOTFOUND:3.2.	Building OLAP cubes
MANUAL_NOTFOUND:3.3.	Establishing ETL procedures
MANUAL_NOTFOUND:3.4.	Quality of data
MANUAL_NOTFOUND:4.	User applications
MANUAL_NOTFOUND:As the DMS is used by clients from various fields of business, the set of required reports appears to be client-specific.
MANUAL_NOTFOUND:The situation is really more convenient as the insights into the documentation and standard reports are rather similar for different users.
MANUAL_NOTFOUND:One example of how the OLAP cube is used through the Microsoft Excel Pivot table is presented in Figure 5.
MANUAL_NOTFOUND:The example of the OLAP cube use through the Microsoft Excel Pivot table.
MANUAL_NOTFOUND:5.	Nonfunctional requirements in the BI DMS Solution
MANUAL_NOTFOUND:6.	Concluding remarks
MANUAL_NOTFOUND:The Nonfunctional requirements and solutions in the BI DMS solution
MANUAL_NOTFOUND:Achievements in these research paths would complete the vision of a successful implementation of the business intelligence in this area and further contribute to the theory and the practice in the business intelligence field.
MANUAL_NOTFOUND:Managerial implication of target costing
MANUAL_NOTFOUND:Prof.dr. Vesna Mili]ević, prof. Dr. Bojan Ilić
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:In this paper we start from the multidimensional character of the company’s objectives and the importance of achieving the targeted profit from the business success and the company development standpoints.
MANUAL_NOTFOUND:1.	Introductory notes
MANUAL_NOTFOUND:2.	Relevance of kaizen costing
MANUAL_NOTFOUND:Standardization of practice is still very important, and management is in charge of improving the standards.
MANUAL_NOTFOUND:3.	Target costing and managerial decision making
MANUAL_NOTFOUND:These relations are expressed by the following equation:
MANUAL_NOTFOUND:Ctc = Stc - Ptc
MANUAL_NOTFOUND:Target costing is done for each product component too.
MANUAL_NOTFOUND:1)	by introducing new production technology, by implementing advanced cost management techniques, such as activity based costing and by achieving higher productivity;
MANUAL_NOTFOUND:2)	by redesigning a product or a service, since decisions related to designing affect the whole life cycle of costs and can contribute to a significant reduction in total costs.
MANUAL_NOTFOUND:The analysis of the target costing implementation shows that it is conducted in five steps:
MANUAL_NOTFOUND:1)	defining market cost;
MANUAL_NOTFOUND:2)	determining desired profit;
MANUAL_NOTFOUND:3)	computing target cost;
MANUAL_NOTFOUND:4)	implementing value engineering to identify the ways of reducing production costs;
MANUAL_NOTFOUND:5)	implementing kaizen costing and operational control for further cost reductions [14].
MANUAL_NOTFOUND:The aim of the analysis is to determine the desired balance of functionality and costs.
MANUAL_NOTFOUND:The desired level of performances for each function is achieved by keeping the costs of all the functions below the target costs level.
MANUAL_NOTFOUND:Figure 1 presents the relationship between the steady and the falling market prices in the business with intensive/high competition, target costing and kaizen [modified after 14].
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:A Model of Supply Chain with Possible Transshipmens Between Retails
MANUAL_NOTFOUND:Mohamed Abu Gaben, Slobodan Kr~evinac, Mirko Vujo[evi]
MANUAL_NOTFOUND:1Al Quds Open University, Gaza, Palestine, 2Faculty of Organizational Sciences, Beograd, m.i.rk.ov@fon.hg.ac.yu.
MANUAL_NOTFOUND:A mathematical model was developed for minimizing total inventory cost when demand is deterministic. The model was implemented using the AMPL modelling language. Optimal solutions for different scenarios, i.e. different sets of deterministic demand, are obtained using this model. These solutions are used as input data for new model which finds a compromise solution to minimizing the total regret.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The classic rules of supply and the appropriate transportation models do not assume the redistribution of supplies among the retailers, that is, transshipment to the retail facility from another one.
MANUAL_NOTFOUND:The shortage in supplies lasts as long as the delivery arrives from a supplier or from a distribution centre (DC).
MANUAL_NOTFOUND:2.	Problem description and formulation
MANUAL_NOTFOUND:The more different scenarios, the more optimum solutions.
MANUAL_NOTFOUND:(1) If a shortage exists in penod t, neither excess inventory nor transshipments can occur.
MANUAL_NOTFOUND:Time flow in the supply chain
MANUAL_NOTFOUND:In order to examine the effectivity of the compromise solution, the function of the multiscenario model objective is defined as the total regret taken as a sum of regrets per scenario.
MANUAL_NOTFOUND:The regret per scenario is in turn defined as the difference between the costs incurred when a compromise solution is applied to this scenario and the costs incurred in applying the optimum solution to the scenario.
MANUAL_NOTFOUND:3.	Mathematical model
MANUAL_NOTFOUND:In formulating a multiscenario model we will use the notation adjusted to the requirements of the AMPL modelling language, [5].
MANUAL_NOTFOUND:3.1 Notation
MANUAL_NOTFOUND:Indices and sets
MANUAL_NOTFOUND:K - set of all the scenarios indexed by k,
MANUAL_NOTFOUND:W - set of all distribution centres indexed by w,
MANUAL_NOTFOUND:I - set of all RS points indexed by i and j,
MANUAL_NOTFOUND:T - set of time periods indexed by t; t = 1 denotes the period 1.
MANUAL_NOTFOUND:Xjk - the quantity redistributed from RF i to RF j in the period t for the scenario k;
MANUAL_NOTFOUND:Ywj - the quantity delivered from the distribution centre w to RF i in the period t;
MANUAL_NOTFOUND:Zj - the quantity delivered from the supplier to the distribution centre w in the period t;
MANUAL_NOTFOUND:Performances
MANUAL_NOTFOUND:Ok - the amount of minimum costs (optimum value) for the scenario k;
MANUAL_NOTFOUND:Pik - the amount of shortage od stocks in RF i, at the end of the period t for the scenario k;
MANUAL_NOTFOUND:Rk - regret per scenario k;
MANUAL_NOTFOUND:Uik = [ 1 if there is a shortage in stocks in RF i in period t for the scenario k, 0 otherwise ]
MANUAL_NOTFOUND:3.2.
MANUAL_NOTFOUND:The TRANSSHIPMENT model
MANUAL_NOTFOUND:TRANSSHIPMENT
MANUAL_NOTFOUND:Demand in retail facilities
MANUAL_NOTFOUND:3.3 Data
MANUAL_NOTFOUND:Similarly, the data must reflect the realistic fact that in everyday practice it is cheaper for the RF to order goods directly from the distribution centre, rather than through another retail facility, which can be written as follows:
MANUAL_NOTFOUND:3.4 AMPL model
MANUAL_NOTFOUND:AMPL Model1.TRANSSHIPMENTS
MANUAL_NOTFOUND:4.	Results of the experiment
MANUAL_NOTFOUND:A conclusion can be drawn that the number of shortages almost doubles when transshipment is not allowed, since the RF has to meet an increased demand in a given period and hence stores the inventory ordered for the future periods, and this may reasult in shortages in other RFs.
MANUAL_NOTFOUND:Optimization results
MANUAL_NOTFOUND:The deterministic case was expected to display minimum costs, since the future demand is known precisely.
MANUAL_NOTFOUND:As seen in Table 4, there is a significant difference in the inventory quantity stored in the RFs.
MANUAL_NOTFOUND:On the basis of the data from Table 5 we can conclude that the quantities of goods delivered to DC or RFs are only slightly smaller in the transshipment allowed case.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Suštinski značajno poboljšanje modela bilo bi ekspli-citno uvođenje metoda stohastičkog programiranja, umesto metoda scenarija, mada bi i uvođenje značajno većeg broja scenarija bilo interesantno.
MANUAL_NOTFOUND:Četiri stuba odbrane od spredšitova sa greškama
MANUAL_NOTFOUND:Prof dr Konstantin Kosti]
MANUAL_NOTFOUND:Fakultet organizacionih nauka u Beogradu
MANUAL_NOTFOUND:Pregled radova sa prošlih EuSpRIG konferencija pokazuju da se oni mogu razvrstati u četiri prepoznatljive oblasti: alat, obrazovanje, ispitivanje i menadžment. 1.	Uvod
MANUAL_NOTFOUND:Zahvaljujući svojoj lakoći korišćenja, fleksibilnosti i mogućnostima, spredšitovi se koriste kao podrška mnogim poslovnim funkcijama i cesto poprimaju uloge za koje bi primena nekih drugih rešenja bila suviše spora ili skupa.
MANUAL_NOTFOUND:Kao rezultat toga, spredšitovi su tiho postali kljucne komponente u procesima analiza i iz-veštavanja u mnogim organizacijama, uključujući kritične oblasti finansijskog izveštavanja.
MANUAL_NOTFOUND:Postoji velika evidencija o tome da su greške u spred-šitovima uobičajene i nisu trivijalne.
MANUAL_NOTFOUND:Količina greški u spredšitovima je srazmerna količini greški u drugim intelektualnim aktivnostima ljudi i one su uzrokovane fundamendalnim ograničenjima ljudskog intelekta, a ne samo ljudskom traljavošću.
MANUAL_NOTFOUND:Sama opaska „budi pažljiv“ ne može eliminisati greške ili ih bar redukovati do prihvatljivog nivoa.
MANUAL_NOTFOUND:Dosadašnja istraživanja, koja su prezentirana u radovima na godišnjim konferencijama Evropske interesne grupe za spredšit rizik (EurSpRIG - European Spreadsheet Risk Interest Group) mogu se svrstati u četiri grupe:
MANUAL_NOTFOUND:Tools (alat) - metodologije i softver za izradu spredši-tova
MANUAL_NOTFOUND:Education (obrazovanje) - podizanje svesti, obučavanje i istraživanje
MANUAL_NOTFOUND:Audit (ispitivanje) - metode i softverski alati za preispitivanje spredšitova
MANUAL_NOTFOUND:Management (menadžment) - standardi i kontrole za upravljanje razvojem
MANUAL_NOTFOUND:Prva slova naziva ovih oblasti čine reč TEAM (na engleskom znači tim).
MANUAL_NOTFOUND:To je ispalo zgodno jer se time ukazuje da je timski rad ključ rešavanja spredšit problema u korporacijama: korišćenje razvojnih alata, obučavanje korisnika radi podizanja svesti o greškama u spredšitovima, pravilno organizovati i primenji-vati procese ispitivanja spredšitova, kao i prihvatanje jasne menadžerske politike kojima će se podržati standardi i kontrole.
MANUAL_NOTFOUND:2. Alat
MANUAL_NOTFOUND:Spredšitovima se uglavnom prilazi kao intuitivnom alatu koji je varljivo lak za upotrebu i mada se naširoko koristi u organizacijama često ispadne da su dobi-jene informacije pogrešne.
MANUAL_NOTFOUND:Spredšit sam po sebi ima odredjene ograničenja koja sprečavaju razvijanje kompleksnih poslovnih modela kao što i sam korisnik spredšita (kreator) može da bude nevešt u razvijanju takvog modela.
MANUAL_NOTFOUND:Bez svake sumnje, postoji potreba da se definiše i pri-meni struktuirani pristup izrade modela uz pomoć softverskih alata kojima bi se rukovodio kreator spredšita kako bi koristio savete da izbegne (ili predu-predi) moguće situacije pogreški, kao i da dokumen-tuje svoje akcije.
MANUAL_NOTFOUND:Dosadašnji radovi na skupovima uključivali su i one koji zagovaraju korišćenje programskih jezika kojima bi se „kodirala“ logika modela i tek onda konstruisao interfejs spredšita u redovima i kolonama zajedno sa svojom uključujućom logikom.
MANUAL_NOTFOUND:Jedan autor zagovara korišćenje matematičke grane poznate kao „teorija kategorija“ [13].
MANUAL_NOTFOUND:Teorija kategorija, kao logika, je alat za proučavanje matematičkih i računarskih koncepata koja je više koncentrisana na formu nego na sadržinu.
MANUAL_NOTFOUND:Mnogi učesnici skupova su isticali potrebu stvaranja metoda koje se zasnivaju na principima softverskog in-ženjerstva.
MANUAL_NOTFOUND:Oni tvrde da primena principa softverskog inženjerstva - što bi činilo spredšit inženjerstvo - ima potencijal da poveća produktivnost spredšit programera, smanji učestanost i težinu greški u spredšitovima, unapredi manipulativnost spredšitovima u vremenu.
MANUAL_NOTFOUND:Rajalingham, Chadwick and Knight nude alat koji kreira Džeksonove strukture radi dobijanja grafičkog tipa opisa spredšita tokom razvoja.
MANUAL_NOTFOUND:Na tržištu se nalazi veliki broj spredšit softvera.
MANUAL_NOTFOUND:Lstu najpoznatijih spredšit softvera pogledajte na sajtu http://en.wikipedia.org/wiki/List_of_spreadshe-et_software.
MANUAL_NOTFOUND:Na skupovima su ponudjene i nove spredšit alternative.
MANUAL_NOTFOUND:Kombinacija najnovijih objektnih tehnologija sa novim pristupima nude istinske alternative spredšitovima koje idu u pravcu zadovoljavanja do sada identifikovanih otpora prema spredšitovima.
MANUAL_NOTFOUND:Na primer XBRL (Extensible Business Reporting Language) je jezik za elektronsku komunikaciju finansijskih podataka koji je revolucionizovao finan-sijsko izveštavanje širom sveta.
MANUAL_NOTFOUND:Koristi se za pripremu, analizu i komunikaciju finansijskih informacija.
MANUAL_NOTFOUND:XBRL je aplikacija XML-a za poslovne informacije i koristi strukturu da opiše podatke, čini ih odmah upotrebljivim, interaktivnim i inteligentnim.
MANUAL_NOTFOUND:U dokumentaciji treba da se navede: čemu služi model, šta on radi, kako to radi, koje su pretpostavke uključene u njegov dizajn, koje se konstante koriste i gde se one nalaze, ko i kada je razvio model, ko i kada je izvršio modifikacije modela posle njegovog stavljanja u upotrebu, postojanje makroa i njihova svrha.
MANUAL_NOTFOUND:Korišćenje Excel-ovih komentara na sistematičan način može da predstavlja jednu efikasnu metodu dokumentovanja spredšitova.
MANUAL_NOTFOUND:3. Poznavanje posla već postoji u organizaciji.
MANUAL_NOTFOUND:Poznavanje tehnike se stiče treningom.
MANUAL_NOTFOUND:Ako tehničko znanje ne uzima u obzir poznavanje posla, onda rešenja neće biti optimalna.
MANUAL_NOTFOUND:Najefikasniji menadžment spredšit sistema u jednoj organizaciji postiže se treningom koji se bazira na re-šavanju konkretnih problema (task-based management).
MANUAL_NOTFOUND:Taj pristup obučava korisnika kako da rešava konkretan problem spredšit alatima za razliku od pristupa izučavanja spredšit alata i tehnika nezavisno od bilo kog konkretnog problema.
MANUAL_NOTFOUND:Treneri koji koriste «task-based» pristup imaju iskustva u načinu kako se spredšitovi stvarno koriste u realnom svetu.
MANUAL_NOTFOUND:Oni kombinuju svoje iskustvo sa klijen-tovim poznavanjem poslovnog okruženja.
MANUAL_NOTFOUND:To je bolje od suvoparnog teoretisanja o tome kako bi trebalo koristiti spredšitove.
MANUAL_NOTFOUND:Na kraju treninga polaznik je:
MANUAL_NOTFOUND:V	Kompletirao svoj zadatak
MANUAL_NOTFOUND:V	Postavio sistem za buduće zadatke
MANUAL_NOTFOUND:V	Video je rešenja za neke od svojih problema
MANUAL_NOTFOUND:V	Radio je na aktuelnom spredšitu
MANUAL_NOTFOUND:Polaznik je učio, kako mehaničke tehnike vezane za zadatak, tako i rezon korišćenja tih pojedinačnih tehnika u datim situacijama.
MANUAL_NOTFOUND:«Task-based» trening nije jedini tip treninga i daleko od toga da je najpopularniji.
MANUAL_NOTFOUND:Mnogo rasprostranjeniji tip treninga je uopštena obuka upoznavanja sa spred-šit programskim paketom pošto se medju polaznicima obuke obično nalaze ljudi koji spredšit koriste u različite svrhe.
MANUAL_NOTFOUND:Treći tip «obuke» je najčešći, a obuhvata korisnike koji nikada nisu imali bilo kakvu formalnu obuku o spredšitovima.
MANUAL_NOTFOUND:Oni su naučili korišćenje spredšitova na poslu od svojih prethodnika ili kolega, ili su potpuno samouki.
MANUAL_NOTFOUND:Kvalietnu obuku korišćenja spredšitova daje Fakultet organizacionih nauka u Beogradu i još par drugih fakulteta.
MANUAL_NOTFOUND:Spredšitovi se predstavljaju kao prosti iskazi jednostavnih računovodstvenih modela
MANUAL_NOTFOUND:Spredšitovi su laki za učenje i njihov intelektualni sadržaj je ograničen
MANUAL_NOTFOUND:Student je učio o spredšitovima još pre univerziteta i time stekao pogrešne navike koje se ne ispravljaju na fakultetu.
MANUAL_NOTFOUND:4.	Ispitivanje
MANUAL_NOTFOUND:Postoje mnogobrojni tipovi testiranja od kojih većina nije dovoljna da smanji greške do tačke koja obezbe-djuje da nema značajnih greški u spredšitu.
MANUAL_NOTFOUND:Nabroja-ću neke od tipova.
MANUAL_NOTFOUND:1.	Testiranje tokom razvoja spredšita - Testiranje zahteva, testiranje jedinica (modula), integralno testiranje.
MANUAL_NOTFOUND:2.	Posmatranje spredšita - Pregled tabela u spredšitu da se stekne utisak logičnosti.
MANUAL_NOTFOUND:3.	Softver za skeniranje greški - softver koji pretražuje spredšit tražeći greške na osnovu pravila za pronalaženje koja su ugradjena u softver.
MANUAL_NOTFOUND:Alati za automatsko skeniranje greški slični su spel-čekeru i gramar-čekeru u programima ya obradu teksta.
MANUAL_NOTFOUND:Excel ima ugradjeni alat za pronalaženje greški pod komandama Tools, Error Checing.
MANUAL_NOTFOUND:Ovaj alat je veoma jednostavan ali ograničen.
MANUAL_NOTFOUND:Postoji nekoliko komercijalnih alata koji su raspoloživi za ispitivanje spredšitova: SpACE (Spreadsheet Audit for Customs and Excise), OAK (Operis Analysis Kit), Spreadsheet Detective and Spreadsheet Professional i drugi.
MANUAL_NOTFOUND:Mnogo sofisticiraniji skeneri se mogu naći na tržištu.
MANUAL_NOTFOUND:Web strana sa listom takvih proizvoda je http://www.sysmod.com/sslinks.htm#auditing.
MANUAL_NOTFOUND:4.	Auditing - opcija koja se kod Excela aktivira komandama Tools, Formula Auditing.
MANUAL_NOTFOUND:Ova komanda omogućava da izaberemo vezu formule sa prethodnim ćelijama od kojih zavisi rezultat formule, odnosno sa svim ćelijama kojima vrednost posmatrane ćelije služi kao ulazni podatak.
MANUAL_NOTFOUND:Jedan od problema sa istinskim oditingom je pitanje koji deo spredšita da se ispituje.
MANUAL_NOTFOUND:Najočigledniji kandidat za ispitivanje je „najriskantniji deo“ koji uključuje kompleksne formule i linkove medju radnim listovima radne knjige.
MANUAL_NOTFOUND:Medjutim, dok su greške verovatnije kod ovog tipa formula nego što je to slučaj kod običnih formula, po zakonu verovatnoće je verovatno više greški kod običnih formula nego kod kompleksnih formula. (običnih formula ima više).
MANUAL_NOTFOUND:Na tržištu postoje automatizovani auditing softveri za spredšito-ve, koji su veoma kompleksni ali i skupi.
MANUAL_NOTFOUND:5.	Testiranje izvršenjem - tester provera nekoliko setova ulaznih vrednosti da bi video da li spredšit proizvodi (ili ne proizvodi) korektne rezultate.
MANUAL_NOTFOUND:Pri tome se mogu koristiti tipične i ekstremna vrednosti (paranoidno testiranje).
MANUAL_NOTFOUND:Ovde se postavlja problem kako znati da su dobij ene vrednosti tačne.
MANUAL_NOTFOUND:Najbolje je kada postoji mogućnost da se rezultu-juče vrednosti uporedjuju sa unapred poznatim vrednostima.
MANUAL_NOTFOUND:Dobro bi bilo da postoji matematički model koji može da da vrednosti koje treba očekivati kao rezultat i u spredšitu.
MANUAL_NOTFOUND:Bez takvih vrednosti za uporedjivanje testiranje izvršenjem gubi smisao.
MANUAL_NOTFOUND:6. Inspekcija logike - inspektor ispituje sve ćelije sa formulama, tražeći greške.
MANUAL_NOTFOUND:Ovde se preporučuje timska inspekcija iz praktičnih razloga: pojedinac obično pronadje manje od polovine svih greški.
MANUAL_NOTFOUND:Pri tome se ne može zahtevati redukcija svih greški jer je to nemoguće.
MANUAL_NOTFOUND:Zato se postavlja jedna razumna granica u skladu sa značajem spredšita za donošenje poslovnih odluka.
MANUAL_NOTFOUND:Proces inspekcije treba da ima sedam koraka:
MANUAL_NOTFOUND:1.	Planiranje.
MANUAL_NOTFOUND:Priprema materijala, dobij anje sauče-snika i izrada rasporeda sastanaka.
MANUAL_NOTFOUND:2.	Razmatranje sadržaja sastanaka.
MANUAL_NOTFOUND:Predstavljanje softvera, raspodela uloga, opis procesa.
MANUAL_NOTFOUND:3.	Priprema.
MANUAL_NOTFOUND:Ispektori, radeći pojedinačno, ispituju spredšit.
MANUAL_NOTFOUND:Cilj nije da se otkriju greške već da se raz-umeju softverski moduli.
MANUAL_NOTFOUND:Medjutim, mnoge metode inspekcije otkriju greške već u ovoj fazi.
MANUAL_NOTFOUND:4.	Sastanak inspektora.
MANUAL_NOTFOUND:Zadatak je da se otkriju i objasne greške.
MANUAL_NOTFOUND:Ne diskutuje se ništa izvan toga.
MANUAL_NOTFOUND:Sastanak mora da bude razumno kratak da ne bi opala obazrivost.
MANUAL_NOTFOUND:5.	Unapredjenje procesa.
MANUAL_NOTFOUND:Inspekcija mora da proizvede povratnu informaciju za vodič procesa inspekcija firme.
MANUAL_NOTFOUND:Svaka inspekcija mora da generiše statistiku o utrošenom vremenu, nadjenim greškama i ozbiljnosti greški.
MANUAL_NOTFOUND:6.	Prerada.
MANUAL_NOTFOUND:Popravka softvera se vrši posle sastanka.
MANUAL_NOTFOUND:7.	Praćenje.
MANUAL_NOTFOUND:Osigurati da su promene učinjene pravilno.
MANUAL_NOTFOUND:5.	Menadžment
MANUAL_NOTFOUND:Postoji mnogo, neki kažu suviše mnogo, pitanja koja se odnose na menadžment spredšitova na koja treba obratiti pažnju politikom organizacije.
MANUAL_NOTFOUND:Postoje pitanja izbora i prihvatanja seta kontrola koja treba razmotriti u regularnim intervalima vremena.
MANUAL_NOTFOUND:To mogu da budu kontrole verzija spredšitova, uvida i samo-ispitiva-nja tokom izrade spredšitova, timsko preispitivanje i “pročešljavanje” spredšit modela, politika dokumento-vanja, korišćenje “proverenih” modela kao templejta, kao i beleženje uobičajenih greški i njihovo čuvanje na za to utvrdjenim mestima kao bazama korporativnog znanja.
MANUAL_NOTFOUND:Da bi se ostvario samo deo tih zahteva potrebno je obezbediti podršku menadžmenta preduzeca višeg nivoa i stvoriti strategiju za uspostavljanje dobre prakse zasnovane na razuman izbor standarda.
MANUAL_NOTFOUND:Takav standard se može naći u pristupu CobiT (Control Objectives for Information and related Technology).
MANUAL_NOTFOUND:CobiT je set alata koji pomaže poslovnim menadžerima da razumeju i upravljaju rizikom vezanim za uvodjenje nove tehnologije.
MANUAL_NOTFOUND:Takodje, on demonstrira zainteresovanima koliko dobro je ura-djen taj posao.
MANUAL_NOTFOUND:CobiT je zasnovan na medjunarodnoj najboljoj praksi IT mendžmena.
MANUAL_NOTFOUND:CobiT obezbedjuje generički okvir za sve glavne IT procese.
MANUAL_NOTFOUND:On ne spominje posebno spredšitove.
MANUAL_NOTFOUND:Me-djutim, taj generički okvir se može primeniti na sva IT razvojnih rešenja od celokupnog ERP sistema do relativno jednostavnog spredšita.
MANUAL_NOTFOUND:0	Ne postoji - Menadžment procesi se ne primenjuju
MANUAL_NOTFOUND:1	Inicijalni -Procesi su ad hok i dezorganizovani
MANUAL_NOTFOUND:2	Ponavljajući -Procesi prate regularne obrasce
MANUAL_NOTFOUND:3	Definisan - Procesi su dokumentovani
MANUAL_NOTFOUND:4	upravljani -Procesi se nadgledaju i mere
MANUAL_NOTFOUND:5	Optimiziran - Najbolja praksa se prati i automatizuje
MANUAL_NOTFOUND:Pristup CobiT se zasniva na „Maturity“ modelu za mogućnosti razvoja softvera koji je definisan od strane firme „Software Engineering Institute”.
MANUAL_NOTFOUND:«Maturiti» model nudi metodu za kvantitativno iskazivanje ste-pena IT kontrolnih procedura na skali od 0 (ne postoji) do 5 (otmiziran).
MANUAL_NOTFOUND:Menadžment koristi «Maturiti» model da mapira tekući status:
MANUAL_NOTFOUND:6.	Zaključak
MANUAL_NOTFOUND:Da bi se obezbedio svrsishodan spredšit informacioni sistem u jednoj organizaciji neophodno je unapredji-vati četiri oblasti intelektualnog delovanja:
MANUAL_NOTFOUND:ALAT - usvojiti metodologiju strukturnog opisa podataka i njihovih veza kao osnovu opisa poslovnog modela koji se potom razvija u spredsitu; odabrati adekvatan softver za spredšit; obezbediti dokumentovanje spredšita;
MANUAL_NOTFOUND:OBRAZOVANJE - Odabrati najpovoljniji način obuke korisnika (kreatora) spredšitova i uspostaviti svrsishodan sistem permanentnog obrazovanja u sprezi sa istraživanjima.
MANUAL_NOTFOUND:ISPITIVANJE - uspostaviti sistem ispitivanja (odi-tinga) spredsitova uz primenu najsavremenijih oditing alata (softvera);
MANUAL_NOTFOUND:MENADŽMENT - usvojiti standarde i kontrole u vezi sa upravljanjem verzijama, čuvanjem, korištenjem templejta, merenjem performansi spredšit sistema i kontinualnim unapredje-njem.
MANUAL_NOTFOUND:Ljudski resursi u funkciji unapre|ivanja kreativnosti organizacionih inovacija
MANUAL_NOTFOUND:Dr Isabel Martins, Dr Orlando Petiz2, Dr Ana Martins3
MANUAL_NOTFOUND:1	Odsek HRMB/OB, Univerzitet Glamorgan, Vels, Velika Britanija
MANUAL_NOTFOUND:2	Odeljenje za ekonomiju i menadžment, Ekonomski fakultet, Univerzitet Minho, Portugalija
MANUAL_NOTFOUND:3	Odeljenje za razvoj stručnjaka, Univerzitet Glamorgan, Vels, Velika Britanija
MANUAL_NOTFOUND:Inovacije predstavljaju temelj konkurentske prednosti.
MANUAL_NOTFOUND:Stoga je neophodno usvojiti određene mere pomoću kojih ćemo restruktuirati preduzetništvo.
MANUAL_NOTFOUND:Posebno su značajne mere uvođenja promena u različite segmente organizacije, kao i primena inovativne kulture širokog opsega, zasnovane na kvalitetu, koja će prožimati sve aspekte organizacije.
MANUAL_NOTFOUND:Na taj način, fleksibilnost preduzetništva će počivati na kreativnim pojedincima i na gledištu da je inteligencija najvažniji segment fleksibilnosti.
MANUAL_NOTFOUND:Uz ove nove stavove, politiku i praksu, inovativna organizacija će se otarasiti zastarelih procesa i proizvoda i umesto toga će se osloniti na svoje potencijale.
MANUAL_NOTFOUND:Stoga, u ovoj potrazi za izvrsnošću moramo da tragamo i za novim osnovnim kompetentnostima.
MANUAL_NOTFOUND:One moraju da obuhvate sve zaposlene, a ne samo one čija je tehnička i koncepcijska kompetentnost vidljivija.
MANUAL_NOTFOUND:Ipak, s obzirom na neprekidne i nagle ekonomske, društvene, tehničke i tehnološke promene u sferi preduzetništva, neophodno je zapitati se kakvu vrstu fleksibilnosti je najlakše primeniti u sistemu stalnih promena.
MANUAL_NOTFOUND:Stoga predlažemo neke stubove za temelj ovakvog pristupa, a to su posvećenost, tolerancija, anga'ovanost, spremnost da se rizikuje, a sve to čini da organizacija postane složenija i manje birokratska.
MANUAL_NOTFOUND:1.	Uvod
MANUAL_NOTFOUND:Globalizacija u privredi i širenje novih tehnologija utiče kako neposredno tako i posredno na životni ciklus i na dinamičnost organizacije.
MANUAL_NOTFOUND:U današnje vreme ovaj uticaj je manje predvidljiv, turbulentniji je i snažniji.
MANUAL_NOTFOUND:Organizacije ce u ovom kontekstu morati da usvoje novu životnu filozofiju.
MANUAL_NOTFOUND:Da bi mogle da identifikuju nove izvore konkurentne prednosti, većina organizacija ce morati da preispita svoju misiju i ciljeve, kako na strateškom, tako i na operativnom nivou.
MANUAL_NOTFOUND:Da bi se uspešno borile protiv zastarelih postupaka i stekle konkurentnu prednost u stalnom kretanju u okviru kontekstualnog i transakcionog okruženja, organizacije će morati da redefinišu svoje ponašanje.
MANUAL_NOTFOUND:Moraće da se ponašaju odlučnije i proaktivnije tako što će, s jedne strane, da osluškuju i klijente i konkurenciju, a s druge, da konceptualzuju i da usvoje nove paradigme upravljanja.
MANUAL_NOTFOUND:To znači da su zadovoljstvo klijenta, praćenje konkurencije u okruženju, preispitivanje etičkih vrednosti i primena inovativne kulture u samoj organizaciji izvori inspiracije i održive kreativnosti organizacione inovacije.
MANUAL_NOTFOUND:Danas su dinamičnost i dugovečnost kompanija ugrožene uticajem kontekstualnih i transakcionih okruženja koja sa širenjem globalizacije postaju sve snažnija, tur-bilentnija i nepredvidljivija.
MANUAL_NOTFOUND:Ipak, ovaj proces se može usporiti ili čak zaustaviti tako što ćemo usvojiti predu-zetnički način ponašanja koji je odlučniji; naime, oslu-škivačemo pažljivo i klijente i konkurenciju.
MANUAL_NOTFOUND:Sa svoje strane, ovakvo osluškivanje je povezano sa inovativnim ponašanjem.
MANUAL_NOTFOUND:Bez obzira na to, kompanije u celini obično zanemaruju značaj tog osluškivanja i stoga ne uviđaju njegovu ekonomsku i društvenu vrednost.
MANUAL_NOTFOUND:U ovom radu bavičemo se organizacionim ponašanjem, kulturom i vrednostima, tako što čemo porediti tradicionalnu organizacionu paradigmu sa novom paradigmom, t.j., paradigmom dinamičke vokacije, koja evoluira i menja se, upravo kako to postavlja nova teorija organizacije.
MANUAL_NOTFOUND:Naš cilj u ovom radu jeste da naglasimo značaj preduzetničke dinamičnosti koja inovaciju uzima kao način postojanja, a nematerijalne resurse posmatra kao nove izvore za stvaranje održive vrednosti.
MANUAL_NOTFOUND:Analiziračemo tri organizacije koje se nalaze na severu Portugalije.
MANUAL_NOTFOUND:U ovom radu prvenstveno se bavimo novim tehničkim tokovima koje su usvojile uspešne kompanije.
MANUAL_NOTFOUND:Stoga če-mo ovaj rad da započnemo kontekstualizacijom različitih koncepata vezanih za organizacionu kulturu i inovacije.
MANUAL_NOTFOUND:Potom čemo se u svetlu ove teorije osvrnuti na slučajeve tri portugalske organizacije na severu zemlje.
MANUAL_NOTFOUND:2.	Upravljanje znanjem
MANUAL_NOTFOUND:U novom vremenu, neophodna je nova paradigma upravljanja, naime, „paradigma upravljanja znanjem“.
MANUAL_NOTFOUND:Kako navode Carter i Scarbrough (2001), upravljanje znanjem se bavi krhkošču i ranjivošču koje su prirođene datoj konkurentnoj prednosti organizacije.
MANUAL_NOTFOUND:U nedavnoj prošlosti organizacije nisu raspolagale održivim kvalitetima karakterističnim za paradigmu upravljanja znanjem.
MANUAL_NOTFOUND:To bi značilo da upravljanje znanjem predstavlja jedan postupak (Halawi, Aronson i McCarthy, 2005:75) i da se može definisati kao „način na koji se znanje stvara, razmenjuje, raspoređuje i koristi da bi se postigli organizacioni ciljevi“ (Serrano i Fialho, 2005:4).
MANUAL_NOTFOUND:Ipak, definisati upravljanje znanjem nije baš jednostavno.
MANUAL_NOTFOUND:Pored složenosti problematike kojom se bavi, upravljanje znanjem je često podložno različitim tumačenjima.
MANUAL_NOTFOUND:U svakom slučaju, upravljanje znanjem nam omogućava da se posebno bavimo različitim segmentima unutar organizacije, na strukturnom, društvenom i ljudskom nivou (Seemann, citirano u Halawi, Aronson i McCarthy, 2005).
MANUAL_NOTFOUND:Strategije upravljanja znanjem podrazumevaju dva pristupa, kodifikaciju i personalizaciju.
MANUAL_NOTFOUND:U oblasti kodifikacije, u bazama podataka skladišti se kodifikova-no znanje kojem kompanije lako pristupaju i koriste ga (Hansen i dr., 1999:107, citirano u Carter i Scarbrough, 2001).
MANUAL_NOTFOUND:Personalizacija nam otkriva da je znanje po prirodi deo osobe koja ga stvara i razmenjuje.
MANUAL_NOTFOUND:Za razliku od privreda u prošlosti, današnje organizacije su izloženije međunarodnoj konkurenciji.
MANUAL_NOTFOUND:Stoga se javila potreba da se identifikuju i da se da prednost drugim izvorima konkurentne prednosti.
MANUAL_NOTFOUND:Tako se, kako navode Serrano i Fialho (2005:4), upravljanje znanjem može posmatrati kao spoj birokratske organizacione kulture i informacionih tehnologija koje ona koristi.
MANUAL_NOTFOUND:Zbog ovih promena kulture i zbog ponašanja organizacija, pojmovi kao što su zaposleni koji zna, organizacije koje uče i organizaciono učenje dobijaju na doslednosti i na značaju u svakodnevnom životu organizacije.
MANUAL_NOTFOUND:Sta više, Carter i Scarbrough (2001) potvrđuju da upravljanje znanjem može da poprima različite oblike, na primer, (i) intelektualni kapital,(ii)kapital u znanju i (iii) organizaciono učenje i učenje na radnom mestu.
MANUAL_NOTFOUND:Zaista, znanje se smatra jedni-nim smislenim privrednim resursom u društvu znanja, i to više nego kapital ili rad.
MANUAL_NOTFOUND:Senge (1990) tvrdi da organizacije ne mogu da funkcionišu kao organizacije zasnovane na znanju zato što nisu sposobne da uče.
MANUAL_NOTFOUND:Stoga se veruje da organizacije moraju da uvedu inovacije ili će nestati.
MANUAL_NOTFOUND:Sta više, Rowley (1999) tvrdi da se osnovna kompetentnost koja omogućava organizacijama da opstanu nalazi u njihovoj sposobnosti da se prilagođavaju, da uče i da se menjaju.
MANUAL_NOTFOUND:Kako kaže Yang (2003:242), znanje i učenje deo su novog kon-cepcijskog okvira po kojem „holistička teorija defini-še znanje kao društveni konstrukt koji ima tri posebne, a međusobno povezane strane - eksplicitno, implicitno i emancipatorno znanje.“
MANUAL_NOTFOUND:Emancipatorno znanje zasniva se na nivou motivacije, na osećanjima i stavovima prema spoljnim okolnostima koje okružuju pojedinca.
MANUAL_NOTFOUND:Implicitno znanje zasniva se na iskustvima, aktivnostima i ponašanju pojedinca.
MANUAL_NOTFOUND:Eksplicitno znanje jeste kodifikovano znanje koje proizila-zi iz toga kako pojedinac tumači događaj.
MANUAL_NOTFOUND:Ove tri strane su holističke po tome što su i suprotne i komplementarne jedna drugoj.
MANUAL_NOTFOUND:Zadovoljstvo klijenta predstavlja stalni izvor inspiracije za inovacije u preduzetništvu.
MANUAL_NOTFOUND:I klijent i/ili potrošač predstavljaju kamen temeljac u procesu inovacija.
MANUAL_NOTFOUND:Tako i nova ekonomija zasnovana na znanju posmatra ovu činjenicu.
MANUAL_NOTFOUND:Mada u ovom smislu inovacija zavisi više od tržišta nego od bilo koje druge vrste inovacije (Drucker, 1998).
MANUAL_NOTFOUND:3.	Preduzetnička organizaciona kultura i inovacije
MANUAL_NOTFOUND:U kontekstu ekonomske globalizacije, proces izgradnje konkurentne prednosti je turbulentan, nepredvidiv i veoma brzo se menja, što znači da organizacija sebi ne sme da dozvoli da se opusti.
MANUAL_NOTFOUND:Ovaj aspekt vodi transformaciji preduzetničkih organizacija, koje, kako navodi Santos (1997a:6), mogu da budu laganije strukture, fleksibilnije, kooperativne i osetljive na organizacionu kulturu a „vrednosti jedne organizacije su od presudnog značaja za stvaranje organizacionog identiteta putem kulture poštovanja zajedničkih vrednosti“ (Santos, 1998:244).
MANUAL_NOTFOUND:Usvajanje i poštovanje ovih vrednosti i pravaca leže u osnovi organizacionog truda da prevazi-đe učmalost, a mogu se posmatrati i kao seme nove inovacije.
MANUAL_NOTFOUND:U ovom pogledu, proizvodnja i upravljanje ove preduzetničke organizacione kulture ojačava ose-ćanje identiteta.
MANUAL_NOTFOUND:Time se stvaraju posebne organizacione karakteristike.
MANUAL_NOTFOUND:Ova kultura proizvodi homogeni-zovane modele ponašanja koji potiču od elemenata iz različitih grupa, a time dolazi i do snažnih interakcija i međusobne zavisnosti (Schein, 1997a, 1997b, 1997c i Daft, 1999).
MANUAL_NOTFOUND:Pored toga, Schein (1997a) predlaže jedan integralni model kojim bi se dovele u vezu različite varijable, među kojima se učenje i organizaciona kultura smatraju osnovom organizacione uspešnosti.
MANUAL_NOTFOUND:Upravo u okviru ove perspektive promene koja se zasniva na nematerijalnim vrednostima Stata (1989) iznosi ideju da stopa organizacionog učenja predstavlja jedini održivi izvor svih konkurentskih prednosti.
MANUAL_NOTFOUND:Mada, Haas i Hansen (2005) insistiraju na primeni kodiranog i ličnog znanja, pošto smatraju da postoji neposredna veza između znanja, postignuća i konkurentnih prednosti (Handzic i Chaimungkalanont, 2004).
MANUAL_NOTFOUND:U ovom trenutku poslovni svet se slaže da kvalitet poslovanja zavisi od kvaliteta i karakteristika zaposlenih, što, opet, vodi poslovnoj izvrsnosti.
MANUAL_NOTFOUND:Konkurencija je sveprisutna i cesto nelojalna, pošto proizilazi iz nestabilnosti uslova na tržištu, konkretno, na nivou viška kapaciteta proizvodnje u svetu.
MANUAL_NOTFOUND:Ovakva situacija, i istovremeno takvo tržište, izaziva duboke promene na nivou ponašanja, kod proizvođača, jednako kao i kod potrošača.
MANUAL_NOTFOUND:U literaturi se pojavio veliki broj pitanja koja treba razmotriti, a odnose se na strukturu preduslova koji treba da dovedu do organizacionog uspeha.
MANUAL_NOTFOUND:U tom smislu, debata se odvija oko značajne koristi od znanja koja proizilazi iz inovacija, ali koja i sama pokreće nove inovacione procese.
MANUAL_NOTFOUND:Ovakvo gledište posma-tra inovacije kao garanciju poslovnog uspeha, iako su, bez obzira na primenu, proizvodnju i difuziju znanja, promene u karakteristikama tražnje i modela investiranja od strateške važnosti i za primenu i za uspešnost procesa inovacija.
MANUAL_NOTFOUND:Na ovaj način uspeh i dugovečnost organizacije obuhvataju i sposobnost da se klijentu ponudi proizvod kakav mu je potreban.
MANUAL_NOTFOUND:U tom smislu, Peters i Austin (1988:159) naglašavaju da konkurencija predstavlja „stalni motor inovacija“, a i Freire (1995) smatra da je konkurencija motor razvoja.
MANUAL_NOTFOUND:U ovom pogledu, može se smatrati da ova dva aspekta, koja ne koincidiraju, ali su komplementarni, zajedno vode procesima organizacionog razvoja.
MANUAL_NOTFOUND:Sta više, smatra se da je u procesu primene politike inovacija konkurencija zaista važna.
MANUAL_NOTFOUND:U okviru jedne drugačije perspektive, Hamel (1998b) je potpuno svestan značaja koji imaju i kvalitet i glo-balizacija; on posebno ističe obrt ovih varijabli i još jednu koja se odnosi na „revoluciju“ u fundamentalnim promenama u kontekstu jedne nove poslovne paradigme.
MANUAL_NOTFOUND:Hamel još potvrđuje da se treba „kladiti“ na promene pošto „u ovom nestabilnom svetu glavni izazov ne predstavlja postići proizvodnu efikasnost u ka-pitalno-intenzivnim privrednim delatnostima, već dati slobodu moći inovacije u stvaralački-intenzivnim de-latnostima“ (Hamel, 1998a:47).
MANUAL_NOTFOUND:Na ovaj način Hamel (1998b) potvrđuje da vizionare vredi uzeti u obzir.
MANUAL_NOTFOUND:Sa-vremeni svet ne voli nepredviđene situacije, a inovacije ne donose izolovani genijalci, već su proizvod udruženog rada u okviru organizacija.
MANUAL_NOTFOUND:Da bi bile potpuno različite, inovacije treba posmatrati kao dodatu vred-nost i istovremeno kao izvor vrednosti.
MANUAL_NOTFOUND:Klasična paradigma, t.j., pristup s vrha na dole smatra se planiranom promenom.
MANUAL_NOTFOUND:Ovaj pristup se uglavnom pokazao neuspešnim, pošto menadžeri na nižim nivoima upravljanja nisu bili obuhvaćani procesom promena.
MANUAL_NOTFOUND:Pristup promenama odozdo-nagore, poznat i kao „si-stem/kvantum paradigma“ (Druhl, 2001:382) bazira se na pristupu pomoću živih sistema.
MANUAL_NOTFOUND:Schein (1997a i 1997b) naglašava značaj kulturne promene i smatra da poštovanje prethodno uspostavljenih „pretpostavki“ u organizaciji može da dovede do takvih ciljeva i da stoga prouzrokuje čitav vodopad inovacija.
MANUAL_NOTFOUND:Meji'a (2000) se slaže sa ovim mišljenjem i dodaje da organizaciona kultura predstavlja način kultivacije ljudskog znanja iz kojeg se može stvoriti sposobnost da se ljudsko ponašanje oblikuje u funkciji postizanja zajedničkog cilja tako što ćemo imati zajedničku tehnologiju, jezik, pravila, sankcije i kompenzacije.
MANUAL_NOTFOUND:U istom smislu Barros (2003) navodi da organizaciona kultura predstavlja izvor koji upravlja ljudskim ponašanjem i koji ga uslovljava.
MANUAL_NOTFOUND:Stoga se Barros fokusira na koncept organizacionog ponašanja i posmatra ga kao disciplinu koja proučava način na koji se ljudi ponašaju, uključujući i to kako se njihovo ponašanje može predvideti, razumeti i pratiti.
MANUAL_NOTFOUND:Mi verujemo da ova realnost vodi nametnutom uslovaljavanju članova grupe.
MANUAL_NOTFOUND:Rego i Cunha (2003) dalje potvrđuju da organizaciona kultura predstavlja snažan faktor koji utiče na ponašanje zaposlenih, a isto tako ih motivi-še da budu kreativni i inovativni.
MANUAL_NOTFOUND:Ne umanjujući značaj gorenavadenih stavova, izgleda da se konkurentnost zasniva na proizvodnim postignućima.
MANUAL_NOTFOUND:Tako je i politika industrije bila tema različitih analiza pa se došlo do zaključka da samo “raditi po znanju“ ne garantuje poslovni uspeh.
MANUAL_NOTFOUND:Naime, održiva konkurentnost zasniva se na dinamičkim faktorima za koje Maximiniano Martins (1998:165 i 1997:69) kaže da „nisu neposredno produktivni, kao što su to dizajn, kvalitet, energija, okruženje, istraživanje i razvoj, strateški marketing, unutrašnja organizacija, zdravstvena zaštita i bezbednost na radu, ljudski kapital, inovacije, tehnološki kontekst, diferencijacija proizvoda“.
MANUAL_NOTFOUND:Ovaj autor dalje naglašava da politika određene privredne delatnosti, ako želi da osavremeni poslovni sektor, treba da bude proaktivna.
MANUAL_NOTFOUND:Stoga postoji potreba da se pomogne u izgradnji infrastrukture koja će podržati razvoj industrije; naime, na nivou razvoja ljudskih resursa, to bi značilo osnivanje tehničkih škola, različitih usluga podrške industriji i stvaranje različitih tela koja bi obezbeđivala naučno-tehnološku podršku.
MANUAL_NOTFOUND:Tako, ako uzmemo u obzir devalvaciju vrednosti sintagme „znati pa raditi“, vidimo da se Maximiniano Martins (1998:165,6) zalaže za postojanje međuzavisnosti između proizvodnog i društvenog sistema putem „povećavanja njihove nematerijalne i znanstvene strateške osnove“ i podržava „ekonomsku inteligenciju“ kao oblik reakcije na strukturnu ranjivost.
MANUAL_NOTFOUND:Iako se Oliveira Martins (1998:230) slaže sa mišljenjem koje iznosi Maximiniano Martins, ipak veruje da su obrazovanje i industrija dve osnovne varijable pomoću kojih se u Portugaliji može ponovo uspostaviti konkurentnost.
MANUAL_NOTFOUND:S tim u vezi, Oliveira Martins veruje da „obrazovati nekoga znaci probuditi samostalnost i odgovornost, ali vodi i do toga da taj neko aktivno odgovori na kreativne društvene potrebe“.
MANUAL_NOTFOUND:Stoga, kada se uzmu u obzir ekonomske promene koje se odvijaju na tržištu rada, investiranje u obrazovanje mora da bude strateškog karaktera i treba da ide zajedno sa parametrima kvaliteta, faktorima motivacije i mobilizacije, faktorima koji vode privrednoj i društvenoj koheziji.
MANUAL_NOTFOUND:4.	Primarna analiza podataka i diskusija o rezultatima
MANUAL_NOTFOUND:Da bi objedinile i dovele u određeni odnos svoj organizacioni kontekst sa konkurencijom, organizacije moraju da zadovolje klijenta; da bi to postigle, treba da se usred-srede na to kako da nauče da se ponašaju inovativno.
MANUAL_NOTFOUND:U ovom radu bavićemo se rezultatima koje smo dobili u proučavanju tri portugalske organizacije koje su deo sektora tradicionalne transformacije.
MANUAL_NOTFOUND:Ove organizacije se razlikuju po veličini, ali i dalje spadaju u grupu malih i srednjih preduzeća (SME).
MANUAL_NOTFOUND:U ovoj analizi označićemo ih kao „Slučaj A“, „Slučaj B“ i „Slučaj C“.
MANUAL_NOTFOUND:Slučaj A pripada tradicionalnom sektoru tekstilne industrije, dok Slučaj B i Slučaj C pripadaju proizvodnji i prodaji rezervnih delova u automobilskoj industriji.
MANUAL_NOTFOUND:Imaju dvestašezdeset (260), četrdesetdva (42), odnosno pedesetjednog (51) zaposlenog.
MANUAL_NOTFOUND:Uzorak je obuhvatio sve zaposlene.
MANUAL_NOTFOUND:Procenat validnih odgovora (anketa) bio je 74%, 66,6%, odnosno 43%.
MANUAL_NOTFOUND:U gore pomenutim organizacijama uzorak je obuhvatio sve zaposlene pošto je cilj bio da se izvrši unakrsna analiza i da se ocene stavovi zaposlenih.
MANUAL_NOTFOUND:Pošto su dobili dozvolu od ovih organizacija, autori su lično done-li upitnike u organizacije i zadužili po jednog zaposlenog u svakoj organizaciji da ih podeli ostalima.
MANUAL_NOTFOUND:Ipak, procenat dobij enih odgovora (validnih 74%, 66,6%, odnosno 43% za Slučaj A, B, odnosno C) pokazao je da nisu svi zaposleni popunili upitnike koje su dobili.
MANUAL_NOTFOUND:Sta više, bez obzira na stopu odgovora, pokazalo se da je saradnja zaposlenih i njihova spremnost da odgovore bila veća u sektorima administracije.
MANUAL_NOTFOUND:Podaci koje smo prikupili i koje navodimo u ovom radu analizirani su pomoću SPSS.
MANUAL_NOTFOUND:Jedno od pitanja odnosilo se na identifikovanje zaposlenih u organizaciji u odnosu na starosnu grupu, a cilj je bio da se utvrdi koliko zaposlenih pripada projektnom birou, koliko R and D, a koliko radi u prodaji/mar-ketingu.
MANUAL_NOTFOUND:Odgovore prikazujemo na sledećoj tabeli:
MANUAL_NOTFOUND:Kad posmatramo gornju tabelu, uviđamo da je organizacija predstavljena kao Slučaj A rasporedila samo 1,08% ukupno zaposlenih u komercijalu i marketing i u R and D / projektovanje /istraživanje.
MANUAL_NOTFOUND:S druge strane, ostale dve organizacije koje su manje po obimu, rasporedile su 0% u R and D / projektovanje/istraživanje, ali zato 3,57%, odnosno 54,55% na komercijalne poslove i marketing.
MANUAL_NOTFOUND:Ovi procenti su veći u odnosu na istu strukturu, u poređenju sa Slučajem A.
MANUAL_NOTFOUND:Ako izostavimo organizaciju u Slučaju C koja se bavi i proizvodnjom i marketingom svojih proizvoda, pa stoga i ima toliko zaposlenih u sektorima komercijale i marketinga, brojke za ostale organizacije su male.
MANUAL_NOTFOUND:Moreover, the employees in the organisation - Case B, are all the same young age group or below.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Internationalization of Retail
MANUAL_NOTFOUND:Iva N. Joksimovic
MANUAL_NOTFOUND:Delta sport, Belgrade
MANUAL_NOTFOUND:The focus of the paper is on the development and positioning of the brands, based on international retail chains practice.
MANUAL_NOTFOUND:2.	Dimensions of retail internationalization process contents
MANUAL_NOTFOUND:Form of retail internationalization process
MANUAL_NOTFOUND:There are four broad forms of international retail activities processes: functional, territorial, temporal and structural.
MANUAL_NOTFOUND:Some retailers go international for a long time (for example, CandA in Europe).
MANUAL_NOTFOUND:The retail internationalization process can be hypothetically presented as a several phase process.
MANUAL_NOTFOUND:The key phases are the following:
MANUAL_NOTFOUND:The amount of time for each of the phases changes from one firm to another.
MANUAL_NOTFOUND:The process form
MANUAL_NOTFOUND:The internationalization process causes the resource transformation within a firm as the firm does business in export market.
MANUAL_NOTFOUND:In terms of operational aspects of the firm, these three aspects of resources transformation and technology transfer operate on two levels:
MANUAL_NOTFOUND:1.	The level of key or basic format and the relations that define it, as well as its development, for example, the hypermarket, the shops offering facilities to customers, etc.
MANUAL_NOTFOUND:3.	Outcomes dimensions of retail networ internationalization process
MANUAL_NOTFOUND:Managerial value systems
MANUAL_NOTFOUND:Each of these impact types has its allied processes; thus, for example, the trade management processes and the retail management are important in identifying the competition impacts, whereas the critical processes of the sales channels management and logistic, technology flow management and suppliers management are important for the changes in the demand chain efficiency.
MANUAL_NOTFOUND:We have clear interactions between these outcomes and the internal aspects of the internationalization process, especially resource transformation and the knowledge transfer within the firm.
MANUAL_NOTFOUND:Scope of the retail networks internationalization
MANUAL_NOTFOUND:Every retail internationalization process has to adapt to the scope factor.
MANUAL_NOTFOUND:Prevailing environmental and situational conditions
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:The Role of Conjoint Analysis in the New Product Price Sensibility Research
MANUAL_NOTFOUND:Marija Kuzmanovi], Tijana Obradovi]
MANUAL_NOTFOUND:Faculty of Organizational Sciences
MANUAL_NOTFOUND:It is very important that in the new product development process we should be able to predict its sales price.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Pricing research can use a number of methods, varying in accordance to their capability of providing quality information on the customer preferences, which in turn affect price elasticity.
MANUAL_NOTFOUND:The direct observation, the van Westendorp method, the traditional conjoint analysis, the discrete choice modelling are only some of the methods that allow for getting an insight into the customer behaviour.
MANUAL_NOTFOUND:2.	Demand elasticity, price sensitivity and customer value
MANUAL_NOTFOUND:3.	Price sensitivity research methods
MANUAL_NOTFOUND:The practice knows a number of methods used in defining price sensitivity.
MANUAL_NOTFOUND:3.1.	Direct observation research
MANUAL_NOTFOUND:3.2.	Van Westendorp method (VWSM)
MANUAL_NOTFOUND:3.	) Which price would be low enough to make the quality of the product disputable? (too inexpensive)
MANUAL_NOTFOUND:4.	) Which price would be high enough to make you abandon the idea of buying the product? (too expensive)
MANUAL_NOTFOUND:On the basis of the responses, each of the questions is assigned a cummulative distribution of frequencies which are entered into the graph, where the x-axis denotes the price, and the y-axis shows the number of respondents.
MANUAL_NOTFOUND:3.3.	Traditional Conjoint Analysis
MANUAL_NOTFOUND:Using a 10 point scale where 0 means certainly NOT and 10 certainly YES, answer the following:
MANUAL_NOTFOUND:Which is the probability that you buy a printer of the following characteristics...
MANUAL_NOTFOUND:Relations between the profile, the attribute and the attribute level
MANUAL_NOTFOUND:Profile assessment
MANUAL_NOTFOUND:Utility calculation process
MANUAL_NOTFOUND:A relative attribute importance is a measure to which the attribute impacts the customer’s choice and equals the difference between the greatest and the least utilities of the level of a given attribute, namely: where l is the level with the highest utility value, and l* is the level of the lowest value for the utility within the ^-attribute.
MANUAL_NOTFOUND:The utility function helps determine the individual sensitivities of the attribute value perceived to the change in its values.
MANUAL_NOTFOUND:The flatter the function, the lesser the attribute sensitivity.
MANUAL_NOTFOUND:Conjoint simulation and price sensitivity
MANUAL_NOTFOUND:The task of making choice from a set of alternatives offered
MANUAL_NOTFOUND:3.4.	The Choice Based Conjoint Analysis
MANUAL_NOTFOUND:There is a range of types of discrete choice models.
MANUAL_NOTFOUND:4.	Comparative review of methods
MANUAL_NOTFOUND:The Conjoint analysis is both a technique appropriate for defining the new product prices and a good tool to gather data on preferences for the potential products attributes in the early phases of a new product development, but throughout its life cycle as well.
MANUAL_NOTFOUND:Developing a System of Indicators for Local Community Results from the Developmental Planning Point of View
MANUAL_NOTFOUND:Joze Bencina1, Srecko Devjak2
MANUAL_NOTFOUND:University of Ljubljana, Faculty of Administration 2University of Ljubljana, Faculty of Administration
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:Developmental planning and hence formulation and ensuring the prosperity of communities (local communities, regions, states) is one of the central topics in regional development considerations.
MANUAL_NOTFOUND:The desired outcomes should be planned (strategically, tactically), and the achievements should be controlled.
MANUAL_NOTFOUND:This is the reason that in the numerous strategies of the Slovenian municipalities we practically cannot find any integral strategic documents that would contain all the elements necessary for a successfil implementation of strategies and timely reactions in case they might be departed from for any reasons. In order that this situation be resolved, it is necessary that the approach be consolidated, that the selected objectives be clearly defined and that the tools for data gathering survey and assessment of internal environment: structure, culture, sources	4-	Administration review: administration, top management	-&gt;	Survey and assessment of external environment: social, working and processing, as well as for the reporting of outcomes, be provided.
MANUAL_NOTFOUND:This must act on two levels:
MANUAL_NOTFOUND:Local communities performance measuring methods
MANUAL_NOTFOUND:Examples of indicators for local community performance evaluation
MANUAL_NOTFOUND:The survey begins with four examples of indicators from Slovenia, the index of developmental threats to Slovenian municipalities [17], the index of development potential of Slovenian municipalities [13], and the financial indicators of the municipality [5]. This set of examples is completed with the national indicators for local authorities and partnerships in the United Kingdom
MANUAL_NOTFOUND:ECONOMIC INDICATORS
MANUAL_NOTFOUND:Indicators, or indicator groups	D.-/ O
MANUAL_NOTFOUND:Infrastructure (point in total)	J
MANUAL_NOTFOUND:Nevv apartments in nr 1000	5
MANUAL_NOTFOUND:Economic performance \points inftotal)	4?J
MANUAL_NOTFOUND:Income tax for citizens	17.5
MANUAL_NOTFOUND:Gross returns of companies "population.	10
MANUAL_NOTFOUND:Number of employees/1000	10
MANUAL_NOTFOUND:Number of s.p./1000	5
MANUAL_NOTFOUND:Number of farmers 1000 (neg. cor.)	5
MANUAL_NOTFOUND:Development investments (points in total)
MANUAL_NOTFOUND:Building leases for non'residential objects nr-1000 rnliab.	7.5
MANUAL_NOTFOUND:TOTAL: ECONOMIC INDICATORS	60
MANUAL_NOTFOUND:HUMAN FACTOR
MANUAL_NOTFOUND:Individual indicator	■0/ /0
MANUAL_NOTFOUND:Demographic potential \point in total)	20
MANUAL_NOTFOUND:Number of children in kindergarten / 1000 inhab.	4
MANUAL_NOTFOUND:Number of elementary school children'IOOO inhab.	4
MANUAL_NOTFOUND:Number of weddings-1000	4
MANUAL_NOTFOUND:Weddings, divorces ratio	4
MANUAL_NOTFOUND:Education (point in total)	20
MANUAL_NOTFOUND:Number of pupils.'l 000 inhab.	5
MANUAL_NOTFOUND:Number of students-'1000 inhab.	5
MANUAL_NOTFOUND:Graduated from levels 4 and 5 1000 inhab.	5
MANUAL_NOTFOUND:Graduated from levels 6., 7. and higher 1000 inhab.	5
MANUAL_NOTFOUND:TOTAL HUMAN FACTOR INDICATORS	40
MANUAL_NOTFOUND:Corrective factor: 5 points as regards the sum of all the ranks are taken into consideration by the above calculation
MANUAL_NOTFOUND:The key advantages of the model are that the number of indicators can be controlled and that the data are available.
MANUAL_NOTFOUND:Figure 2: Chart of indicator calculation systems for municipalities in RS [18]
MANUAL_NOTFOUND:The given examples of indicators are, similarly to the European competitiveness index [8], performance oriented and are in no way attached to development potentials and factors. They tell the community in which areas it lags, but do not explain what steps should be undertaken so that performance be better.
MANUAL_NOTFOUND:Table 3: Communities- capita! and strategic issues concerning their growth)
MANUAL_NOTFOUND:In defining the expectations for results we are, by a rule, oriented towards the end-values of indicators that express the desired objectives.
MANUAL_NOTFOUND:Territorial communities are complex systems where numerous factors affecting the expected results should be taken into consideration.
MANUAL_NOTFOUND:The Balanced Scorecard System for Public Sector (BSC)
MANUAL_NOTFOUND:The planning system has to link the planning steps into the activity, validation and adjustment cycles.
MANUAL_NOTFOUND:Explanation
MANUAL_NOTFOUND:SE	strategy execution
MANUAL_NOTFOUND:SI	strategy implementation
MANUAL_NOTFOUND:SL	strategic learning
MANUAL_NOTFOUND:A key advantage appears to be that the perspectives are rather generalized, but are much easier to understand in practice.
MANUAL_NOTFOUND:The objectives and the performance are then integrated upwards, in accordance with the community structure; namely, a number of local communities follows mutual regional objectives, a number of regions follow the state objectives ...
MANUAL_NOTFOUND:the structure of units and their goals (indicators) may be rather complex and branching, hence such an approach can be introduced into a community only accompanied by an appropriate IT support.
MANUAL_NOTFOUND:Fuzzy Aggregation Tree
MANUAL_NOTFOUND:Local community scorecard solution model
MANUAL_NOTFOUND:The Local Community Indicator System Model
MANUAL_NOTFOUND:Significant differences among local communities do make it impossible to consolidate the system entirely, however, it is necessary that a comparison be possible among the communities with similar characteristics.
MANUAL_NOTFOUND:IT Solution for Organizational Tree and for Balanced Bcorecard Tree
MANUAL_NOTFOUND:Each organizational or a local community unit contributes to the system with its own organizational structure and the chosen indicator structure.
MANUAL_NOTFOUND:Discussion and conclusion
MANUAL_NOTFOUND:Hence it was necessary that we first analyse the roles in the system.
MANUAL_NOTFOUND:The result of the investigation into the problem was the definition of the perspectives of the balanced scorecard system (Figure 7).
MANUAL_NOTFOUND:Na istraživačkom području doprineli smo struktruri vidika sistema uravnoteženih indikatora za lokalne zajednice i rešenje za agregiranje vrednosti drvnoj strukturi organizacije i indikatora.
MANUAL_NOTFOUND:Kod prvog nastavićemo istraživački rad traženjem rešenja SUI za pojedinačne oblasti de-lovanja zajednice, a kod drugog uvođenjem i provera-vanjem novih metoda za agregiranje indikatora i predstavljanje rezultata.
MANUAL_NOTFOUND:Aplikativni razvoj celovitog rešenja nalagaće mnogo truda i znatna sredstva.
MANUAL_NOTFOUND:The environment we offer for an exchange of knowledge and experience is the forum on the balanced scorecards solutions2.
MANUAL_NOTFOUND:IS Development Issues Understanding - a Condition and an Object of Social Responsibility for IS in Serbia
MANUAL_NOTFOUND:Mihajlo Pupin Institute, Belgrade
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:1.	Demand for social Responsibility for IS in serbia
MANUAL_NOTFOUND:Information systems bring changes to both an individual, an organization and a society.
MANUAL_NOTFOUND:There are, however, arguments that IT are not ethically neutral, that they include the implicit rules of the profession of their creators, the industries that sell, install and support them ([1], [2]). Moreover, the lack of coordination between the presumptions implicitly built into the IT and the IS and those of their users are usually taken to be the causes of numrous failures of IS implementation projects in the developing countries.
MANUAL_NOTFOUND:Postoje gledišta da je integrisanje IT sa sistemima ljudskih aktivnosti osnovni problem u oblasti IS i da je zanemarivanje "ljudskog okruženja" tj. punog društvenog konteksta osnovni razlog velikog procenta neuspe-šnih IS ([3]).
MANUAL_NOTFOUND:Direktni korisnici IS često ne učestvuju u donošenju odluka o njegovom razvoju.
MANUAL_NOTFOUND:Informacioni sistem, osim na svoje direktne korisnike, često utiče i na druge zainteresovane grupe, čiji se interesi, međutim, često ne razmatraju u procesu razvoja IS.
MANUAL_NOTFOUND:2.	The meaning of social Responsibility for IS - points At issue
MANUAL_NOTFOUND:2.1.	The concept of "responsibility"
MANUAL_NOTFOUND:Uočeno je da se ponavljaju greške vezane za razvoj IS i da su izgleda mnogi naučili da ne uspeju sa IS.
MANUAL_NOTFOUND:Jednim od razloga brojnih neuspeha IS smatra se nespremnost da se uči iz grešaka i da se preuzme odgovornost za ne-uspeh.
MANUAL_NOTFOUND:Da bi se eliminisalo to neodgovorno i neetičkoponašanje, koje nanosi štetu društvu i njegovim članovima, potrebno je da se uspostavi mehanizam društvene odgovornosti za IS.
MANUAL_NOTFOUND:2.2.	The problems in responsibility delegation
MANUAL_NOTFOUND:2.3.	Responsibility for IS
MANUAL_NOTFOUND:3.	Understanding of IS Development issues - condition of responsibility for IS
MANUAL_NOTFOUND:The common understanding of reality is an element of a universal basis of responsibility for IS ([2]).
MANUAL_NOTFOUND:4.	Understanding of IS Development issues - object Of responsibility for IS
MANUAL_NOTFOUND:Knowledge for life and work is becoming increasingly important, hence knowledge is considered to be a must, the object of social responsibility ([13]).
MANUAL_NOTFOUND:To meet the criteria for getting higher degrees and titles in the field of research and science, many IS researchers often choose to deal with simple issues, even in cases when they are aware that it is necessary to conduct more difficult and more complex research ([16]). The consequence is that the society is left not only without proper solutions to real problems, but is often quite unaware that these problems are present.
MANUAL_NOTFOUND:5.	Wis development in serbia and social responsibility
MANUAL_NOTFOUND:Social responsibility is, by a rule, delegated in advance.
MANUAL_NOTFOUND:Software for hydrological modelling
MANUAL_NOTFOUND:5.2.	Studies and general designs
MANUAL_NOTFOUND:5.3.	The Modules
MANUAL_NOTFOUND:5.4.	System approach to WIS development
MANUAL_NOTFOUND:In 2001, the develpment of WIS was approached in a systemic manner.
MANUAL_NOTFOUND:5.5.	New HISD development project
MANUAL_NOTFOUND:The HISD approach did not correspond to the new approach to the WIS development. Furthermore, the HISD development was commenced without taking into account that a project under the same title had already been developed once, that the planned software was already developed, but was not implemented, although it was highly appreciated by the prospective users, on occasions of its presentations.
MANUAL_NOTFOUND:The HISD development commenced with the development of the simulation model for the purposes of management in the river Drina basin, although one such model is already in use in the basin (the only model out of many developed that has for years been in use in the basin - see 5.1.).
MANUAL_NOTFOUND:5.6.	European Union aid programmes
MANUAL_NOTFOUND:6.	Concluding remarks
MANUAL_NOTFOUND:Management of Market and Life Environment Protection
MANUAL_NOTFOUND:Ruzica Milovanovic
MANUAL_NOTFOUND:Faculty of Economics, Kragujevac
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Market management
MANUAL_NOTFOUND:The success the company has made in the positioning of its competitiveness and profitability is directly related to the expertese of the management and their competence in bringing the needs and the offer into accord[2].
MANUAL_NOTFOUND:Creating and maintaining advantage over the competition is a result of a permanent process (Figure 1).
MANUAL_NOTFOUND:Figure 2: Coordinating system
MANUAL_NOTFOUND:In order to meet the customers’ needs in a profitable way, the manufacturers use the information technologies to establish and maintain contacts with their suppliers and other agents, among which are not only the sup-1 Product Life Cycle
MANUAL_NOTFOUND:A higher standard of living in these countries resulted in an increased demand for meat, eggs and milk.
MANUAL_NOTFOUND:In 1985, an average Chinese consumed 20 kilos of meat annually; today,	the quantity exceeded 60 kilos.
MANUAL_NOTFOUND:3.	Environmental protection management
MANUAL_NOTFOUND:To pack a product, such packaging is used whose properties satisfy technological requirements.
MANUAL_NOTFOUND:The selected packaging is then assessed from the economic point of view and valuated according to the techno-economic criteria.
MANUAL_NOTFOUND:According to the data obtained from the Statistical Institute of Serbia, the Recycling Agency and the independent researchers, the data on the waste materials collected, the recycling, the production, the exports and the imports in Serbia in 2005 were as follows:
MANUAL_NOTFOUND:On the basis of the data a conclusion can be drawn that the imports of paper exceeded the exports to a great extent, as is the case of collected and recycled paper, though only a portion of collected paper was recycled.
MANUAL_NOTFOUND:An industry accompanying all other sectors, the packaging production cannot stagnate,
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:A continual improvement of the knowledge and work productivity is the fundamental imperative of the modern economy as well as the most important factor in the global competition of companies, where the main role is played by large corporations. IT are the basic module in achieving technological advantage and adequate protection of environment.
Line cnt read from manaul alignment file:11662
Line cnt read from eval alignment file (one line includes both languages):6064
Manual list src is  5831 big. Manual list tgt is  5831 big.
Eval list src is  6064 big (match=4183 eval_extra:1881). Eval list tgt is  1881 big.
ManualNotFound:1648
OkPrecisionCnt:3842 BadPrecisionCnt:341
RECALL=0.717373
PRECISION=0.918480
