 Fakultet organizacionih nauka Beograd Izdaje Za izdavača: 	- 57    Number 57, Year XV December 2010. 	 0.5
SR-ID 110318855  SADR@AJ   Ekonomija zasnovana na znanju osnov ekonomskog rasta i razvoja Sandra Jednak, Dragana Kragulj Projektni menadžment i kreiranje smernica ekonomske politike na sub-nacionalnom nivou Walter Scherrer Značaj strategijskog upravljačkog računovodstva za upravljanje bankama Snežana Knežević, Miloš Milosavljević, Veljko Dmitrović Budžetske promene na lokalnom nivou tokom krize u Sloveniji Uroš Pinterič Nulti otpad kao novi koncept održivog upravljanja otpadom Nataša Petrović, Sonja Išljamović, Veljko Jeremić Mjerenje konkurentnosti kao preduslov upravljanja privredom Nikola Milović Nova paradigma menadžmenta:od posvećenosti do inovativnosti i održive konkurentske prednosti Valentina Malešević Koncepcijska osnova politike konkurentnosti u ekonomskim uslovima Republike Slovačke Jaroslava Hečkova, Alexandra Chapčakova, Ivana Butoracova Analiza omedjenih podataka i njena primena u obrazovanju Violeta Cvetkoska Ekonomija zasnovana na znanju osnov ekonomskog rasta i razvoja UDK:  005.94 ; 330.341:005.336.4 Sandra Jednak1, Dragana Kragulj1 1Fakultet organizacionih nauka u Beogradu Privredni razvoj je veoma složen društveni proces. 	 COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences  CONTENTS Knowledge based economy the base of economic growthand development Sandra Jednak, Dragana Kragulj Project management and the creation of economic policyguidelines at the sub-national level Walter Scherrer Importance of strategic management accounting for bank management Snežana Knežević, Miloš Milosavljević, Veljko Dmitrović Budgetary changes at local level in Slovenia in crisis Uroš Pinterič Zero waste as a new concept for sustainable waste management Nataša Petrović, Sonja Išljamović, Veljko Jeremić Measuring competitiveness as a precondition of economic management Nikola Milović New paradigm of management: the commitment to innovation and sustainable competitive adventage Valentina Malešević Conceptual basis of policy of competitiveness under the conditions of the Slovak economics Jaroslava Hečkova, Alexandra Chapčakova, Ivana Butoracova Data envelopment analysis and its application in education Violeta Cvetkoska Knowledge Based Economy the Base of Economic Growth and Development UDC: 005.94 ; 330.341:005.336.4 Sandra Jednak1, Dragana Kragulj1 1Faculty of Organizational Sciences, Belgrade Economic development is a complex social process. 	 0.5
 Određivanje faktora koji utiču na privredni rast i razvoj, kako oni deluju, zašto su pojedine privrede razvijenije od drugih, kao i zašto privrede imaju različite stope ekonomskog rasta predmet su izučavanja mnogih studija. 	 Determination of factors that affect the economic growth and development, the way they work, the reasons some economiesare more developed than others, and why economies have different rates of economic growth are the issues of a number of studies. 	 0.5
 Pri analiziranju ove tematike, a prema teorijama ekonomskog rasta, tradicionalne determinante su rad, kapital i tehnologija. 	 Analysing these topics, and according to the economic growth theories, the traditional determinants are found tobe the labour, capital and technology. 	 0.5
 Međutim, danas se i znanje smatra jednim od faktora privrednog rasta i razvoja. 	 However, knowledge is nowadays considered to be one of the factors of economic growth and development as well. 	 0.5
 Cilj zemalja Evropske unije je izgradnja ekonomije zasnovane na znanju, a samim tim i povećana uloga znanja i novih tehnologija. 	 The aim of the European Union is to build a knowledge-based economy, and hence the increased role of knowledge and new technologies. 	 0.5
 Ovaj rad analizira značaj znanja kao faktora ekonomskog rasta i razvoja i rezultate izgradnje ekonomije zasnovane na znanju u evropskim zemljama. 1. 	 This paper analyzes the importance of knowledge as a factor of economic growth and development, and analyzes the results of building a knowledge-based economy in the European countries. investments, consumption, 1. 	 0.5
 Uvod Privredni razvoj je složen društveni proces putem kojeg svaka zemlja teži ka prelasku iz nižih u više faze ekonomske razvijenosti. 	 Introduction Economic development is a complex social process in which every country tends to ensure a passage from the lower to the higher phases of economic developement. 	 0.5
 Privredni razvoj se razmatra kao pokazatelj međusobnih odnosa makroekonomskih agregata kao što su društveni proizvod, nacionalni dohodak, zaposlenost, akumulacija, investicije, potrošnja i sl. 	 Economic developement is viewed as an indicator of the relationships between macroeconomic aggregates such as social product, national income, employment, accumulation, etc. 	 0.5
 Mada nema privrednog razvoja bez privrednog porasta (ne mora da postoji i obrnuta relacija, tj. moguć je privredni rast bez privrednog razvoja), on se ne može ograničiti samo na rast GDP-a i nacionalnog dohotka po glavi stanovnika. 	 Although no economic developement is possible without economic growth (there is no need for an inverse relation, i.e., the economic growth is possible to achieve without an economic development), it can be confined only to the growth in GDP and the per capita national income. 	 0.5
 Privredni razvoj se, sem pomenutih elemenata, izražava i kroz čitav skup strukturnih i funkcionalnih promena u okviru određene ekonomije kao i nizom drugih ekonomskih i neekonomskih elemenata. 	 In addition to the above mentioned elements, the economic development can be expressed by a set of structural and functional changes withing a particular economy, as well as by a succession of other economic and non-economic factors. 	 0.5
 U tom smislu se privredni razvoj određuje kao multidimenzionalni proces. 	 It is in this sense that economic growth is defined as a multidimensional process. 	 0.5
 Promena ukupne društvene strukture je jedna od osnovnih komponenti privrednog razvoja i zajedno sa privrednim rastom obezbeđuje rast GDP-a i nacionalnog dohotka. 	 The change in the overall social structure is one of the basic components of economic growth and together with economic growth it ensures the growth of both the GDP and the national income. 	 0.5
 Takođe, privredni razvoj je nužno usmeren ka realizaciji određenih ciljeva koje je prethodno potrebno međusobno uskladiti, a koji se mogu svesti na dva najvažnija: razvoj proizvodnih potencijala zemlje i podizanje životnog standarda stanovništva. 	 Similarly, economic development is necessarily oriented towards achieving certain goals that have to be brought into harmony beforehand, and can be sublimed into two most important ones: the developemnt of the economic potentials of the country and the improvement of the living standard of its population. 	 0.5
Ë Savremena ekonomska nauka insistira na održivom razvoju (sustainable development). 	 Š9, p.306Ë The modern economic science insists on sustainable development. 	 0.5
 Pod održivim razvojem se podrazumeva samo onaj razvoj koji obezbeđuje podmirenje potreba sadašnjih generacija, ali bez ugrožavanja mogućnosti zadovoljavanja potreba budućih generacija. 	 The sustainable development is defined as a development that ensures the satisfaction of the todays generations needs, however, without endangering the satisfacton of the needs of the future generations. 	 0.5
 Održivi razvoj podrazumeva optimalno balansiranje između ekonomskih, socijalnih i faktora zaštite životne sredine u institucionalnim okvirima. 	 Sustainable growth means an optimum balance among the economic, the social, and the environmental factors within an institutional framework. 	 0.5
 On se definiše kao dugoročan, sveobuhvatan i sinergetski proces, koji utiče na sve aspekte života (ekonomski, socijalni, kulturni, ekološki i institucionalni) i na svim nivoima (lokalnom, regionalnom i globalnom). 	 It is defined as a long-term, comprehensive, and synergetic process permeating all aspects (economic, social, cultural, ecological, and institutional) as well as all levels of life (local, regional, global). 	 0.5
 Š15Ë Tri osnovna stuba održivog razvoja su: održivi ekonomski i tehnološki razvoj, održivi razvoj društva i zaštita životne sredine. 2. 	 Š15Ë The three basic pillars of sustainable development are: a sustainable economic and technological development, a sustainable development of the society and the environmental protection.  2. 	 0.5
 Znanje kao faktor ekonomskog rasta i razvoja Mnogobrojni su faktori ekonomskog rasta i razvoja neke zemlje ili regiona. 	 Knowledge as factor of economic growth and development There are numerous factors of economic growth and development of a country or a region. 	 0.5
 Oni se mogu rašlanjavati na osnovu različitih kriterijuma, a njihova dejstva detaljno analizirati. 	 They may be classed on the basis of various criteria and their impact can be analysed in detail. 	 0.5
 Najznačajniji faktori su: prirodni uslovi (veličina zemlje, geografski položaj zemlje, prirodno bogatstvo rude, zemljište, šume i sl., zagađenje prirode, klima itd.); stanovništvo (demografske karakteristike, broj stanovnika, stopa prirasta stanovništva, struktura stanovništva po polu, uzrastu, naciji i aktivnosti, oblici i stepen zaposlenosti, stepen lične i zajedničke potrošnje, nivo urbanizacije itd.); kadrovi i nauka ( kvalitet ljudskih resursa, potencijal stručnih kadrova, faktor znanje, kvantitet i kvalitet ustanova za obrazovanje stručnih kadrova, razvijenost i efikasnost naučno-istraživačke delatnosti, razvijenost informacionog sektora privrede, nivo korišćenja informacionih tehnologija, nivo naučnih kadrova, informacija kao ključni razvojni resurs itd.); proizvodnja, tehnika i tehnološke promene i inovacije (proizvodna struktura privrede, ukupan proizvodni potencijal zemlje, nivo proizvodne tehnike, tehničko-tehnološki progres, vrsta tehničkog progresa, tempo zastarevanja fizičko i ekonomsko rabaćenje tehnike, tehnološke promene i inovacije, akumulaciona i reprodukciona sposobnost privrede, organizacija i metodi upravljanja privredom, stepen razvijenosti infrastrukture itd.); poljoprivredna proizvodnja (postojeći agrarni odnosi i njihov uticaj na poljoprivrednu proizvodnju, procesi promena u agraru itd.); društveno-politički faktori (kulturno nasleđe, istorijsko nasleđe, tradicije u oblasti privrede, metodi i institucije društvenog upravljanja, politički sistem, položaj čoveka u dru štvu, socijalna sigurnost, stepen demokratije, sposobnost odbrane od različitih oblika pritisaka ekonomski razvijenih i politički uticajnih zemalja itd.); međunarodno okruženje (međunarodno-ekonomsko okruženje, međunarodna podela rada, nivo i pravci međunarodnih regionalnih integracija, međunarodne ekonomske organizacije, međunarodno-političko okruženje, međunarodni i politički savezi itd). 	 The most important factors are as follows: natural conditions (size of a country, geographical position of a country, natural resources ores, soil, forests, etc., pollution of the nature, climate, etc.); human resources and science (human resources quality, human resources potential, factor knowledge, quantity and quality of personnel training institutions, development level and efficiency of resarch operations, the development level of the information sector of economy, the extent to which information technologies are used, the quality of scientific personnel, information as key development resource, etc.): production, technics and technological change and innovation (production structure of economy, the overall production potential of the country, the level of manufacturing technics, the technical and technological progress, the type of technical progress, the rate of obsolescence physical and economic depreciation of technics, technological change and innovation, accumulation and reproductive potential of economy, organization and methods of managing economy, the level of infrastructure sophistication, etc.); agricultural production (prevailing agrarian relationships and their impact upon agricultural production, the processes of change in agriculture, etc.); socio-political factors (cultural heritage, historical heritage, tradition in economy, methods and institutions of social management, political system, the position of an individual in the society, social security, degree of democracy, ability to stand against different forms of pressures from the part of economically developed and politically influential countries, etc.); international environment (international economic environment, international labour division, the level and trends of international regional integrations, international economic organizations, international political environment, international and political alliances, itd.). 	 0.5
 U datoj zemlji i u određenom periodu na proces ekonomskog razvoja faktori deluju, ne pojedinačno, već u skupu, tako da efekti zavise od njihovog uzajamnog uticaja. 	 The process of economic development in a given country and in a given period is affected not by individual factors, but by a set of factors, therefore the effects depend on their interaction. 	 0.5
 Jedan faktor pojedinačno uzet, može, na primer, da nema veliki značaj za privredni razvoj određene zemlje, ali da u sklopu ostalih faktora dobije izuzetno veliku važnost. 	 One individual factor, for example, may not have a significant impact upon the economic development of a country, however, within a set of other factors, its importance may be crucial. 	 0.5
 Ekonomskom analizom moguće je izdvojiti pojedinačne faktore i ukazati na njihovo dejstvo, ali se njihov značaj može oceniti samo u konkretnoj situaciji (zemlja, vreme, uslovi) i to u zajednici sa delovanjem ostalih faktora. 	 Using the economic analysis it is possible to select individual factors and highlight their impact, however, their importance can be evaluated only in a concrete situation (country, time, conditions), and together with the impact of the other factors. 	 0.5
 Pojedini faktori privrednog razvoja mogu se grupisati po raznim kriterijumima zavisno od cilja analize. 	 Certain factors of economic development can be grouped according to different criteria, depending of the objective of the analysis. 	 0.5
 Najčešće podele faktora u savremenoj ekonomskoj literaturi, značajne sa gledišta izbora strategije razvoja, polaze od sledećih kriterijuma: teritorijalnog porekla (endogeni i egzogeni faktori), vrste delatnosti (ekonomski i neekonomski faktori), materije (materijalni faktori), neposrednosti efakata (primarni i višestepeni: sekundarni, tercijarni faktori itd.), stepena promenljivosti (promenljivi snažno, srednje, slabo i nepromenljivi faktori), stepena merljivosti (merljivi i nemerljivi), korisnosti (pozitivni i negativni faktori), značaja (relevantni i irelevantni), prioritetnosti (faktori višeg ili nižeg stepena prioritetnosti), aktuelnosti (istorijski i savremeni) itd. 	 The most frequent classifications in the modern economic literature, important from the point of view of the development strategy selection, observe the following criteria: territorial origins (endogenous and exogenous factors), type of operations (economic and non-economic factors), matter (material factors), immediacy of effects (primary and multiple: secondary, tertiary factors, etc.), the rate of volatility (strongly volatile, medium volatile, slightly volatile factors), measurability level (measurable and non-measurable), utility (positive and negative factors), relevance (relavant and irrelevant), priority (higher or lower level priority factors), up-to-dateness (historical and modern), etc. 	 0.5
 Ovako raznovrstan broj faktora ekonomskog razvoja sa različitim efektima u pogledu pravca, intenziteta i dužine trajanja ima različito dejstvo u konkretnim slučajevima. 	 Such a variety of economic development factors with different impacts as regards the orientation, intensity and the length of time produce different impacts in different cases. 	 0.5
 Od stepena razvijenosti i veličine zemlje zavisi ne samo prioritet faktora, već i njihov uticaj. 	 The development level and the size of a country will affect not only the priority of factors but their impact as well. 	 0.5
 Njihova uzajamna sprega otežava razlučivanje efekata svakog od njih pojedinačno, a sem toga mnogi daju i nedovoljno merljive efekte. 	 Their interaction makes the understanding the impact of each individual factor difficult; besides, many of them produce insufficiently measurable effects. 	 0.5
 Prioritet faktora se ne može dati a priori. 	 The priority of factors cannot be given a priori. 	 0.5
 Veći stepen prioriteta imaju oni faktori privrednog razvoja koji imaju širi opseg delovanja, deluju na duži rok i koji ne podležu čestim promenama, a imaju snažno pozitivno dejstvo na kretanje i razvoj privrede. 	 A higher level of priority is given to those economic development factors that produce a wider scope of effects, they work on a long-term basis, they are not subject to frequent changes and produce a strong positive impact upon the economy trends and development. 	 0.5
Ë U savremenoj ekonomskoj teoriji i praksi znanje se smatra jednim od ključnih faktora privrednog rasta i razvoja. 	 Š9, p.311Ë Modern economic theory and practice views knowledge as one of the key factors of economic growth and development. 	 0.5
 Može se reći da je znanje, zapravo, uvek bi lo pokretač ekonomskog napretka. 	 Knowledge, in fact, can be said to have always been the driver of economic progress. 	 0.5
 Uvek su nove ideje, sposobnosti i veštine, kao rezultat znanja, ugrađivane u nove proizvode, procese i organizacionu strukturu kompanija. 	 New ideas, skills and competences resulting from knowledge have always been incorporated into new products, processes and organizational structure of companies. 	 0.5
 Schumpeter je prvi prepoznao znanje kao strukturnu komponentu sa ekonomskog aspekta, kao i njen značaj u privredi. 	 Schumpeter was the first to recognize knowledge as a structural component from an economic point of view, as well as its importance for the economy. 	 0.5
 On je tvrdio da je nova kombinacija znanja ključni faktor inovacija i preduzetništva. 	 He claimed that a new combination of knowledge is a key factor of innovation and entrepreneurship. 	 0.5
 Š2Ë Osnovni sektori koji su stvarali znanje su: obrazovanje, istraživanje i razvoj, umetnost, mediji, informativni sektor i informacione tehnologije. 	 Š2Ë The basic sectors responsible for knowledge generation are: education, research and development, art, media, information sector and information technologies. 	 0.5
 Zavisno od sektora, znanje se analizira kao proizvodnja (istraživanje i razvoj novih znanja), prenos (obrazovanje, trening i razvoj ljudi) i transfer (difuzija znanja i inovacija). 	 Depending on the sector, knowledge is analysed as production (research and development of new knowledge), dissemination (education, training and human resources development) and transfer (diffusion of knowledge and innovation). 	 0.5
 Sve značajniji faktor razvoja postaje integracija nauke, obrazovanja i informacionih tehnologija. 	 A development factor that is becoming increasingly important is the integration of science, education and information technologies. 	 0.5
 Š10Ë Pojedini istraživači ističu da se znanje može posmatrati kao esencijalni resurs, proizvod i sistem. 	 Š10Ë Some researchers maintain that knowledge can be viewed as an essential resource, product and system. 	 0.5
 Posmatranje znanja kao inputa vezano je za investiranje u istraživanje i razvoj, obrazovanje i informacione tehnologije. 	 The view of the knowledge as an input is related to investment into research and development, education and information technologies. 	 0.5
 Kao proizvod, znanje ima značaj pri razvoju poslovnih usluga koje se temelje na znanju, kao i za razvoj sektora novih tehnologija. 	 As a product, knowledge is important in developing business services based on knowledge, as well as in the development of the new technology sector. 	 0.5
 Ono se primenjuje za poboljšanje postojećih proizvoda i stvaranje novih. 	 It is implemented in improving the existing products and creating new ones. 	 0.5
 Š7Ë Nauka zahteva sistem znanja. 	 Š7Ë Science demands a system of knowledge. 	 0.5
 Potrebna su različita znanja da bi se ostvario napredak u određenoj oblasti. 	 Different kinds of knowledge are required to achieve progress in a certain area. 	 0.5
 Nove tehnologije, odnosno, informaciono-komunikacione tehnologije, instrument su kojim se znanje generiše i prenosi. 	 New technologies, i.e., information-communication technologies, are the instrument to generate and transfer knowledge. 	 0.5
 Zahvaljujući pretraživačima, elektronskim bazama i različitim softverima, omogućeno je naučnicima i istraživačima brži pristup informacijama, razvoj i čuvanje rezultata, odnosno znanja, a to sve vodi novim inovacijama i povećanju rasta i razvoja. 	 Owing to browsers, electronic databases and various softwares, the scientists and researchers enjoy a faster access to information, development and storage of results, or knowledge, and this all results into new innovation and an increase in growth and development. 	 0.5
 Ipak, upoređujući kapital, rad i znanje, primećuje se da znanje ispoljava određene osobine tradicionalnog faktora. 	 The comparison between capital, labour and knowledge, however, clearly shows that knowledge displays certain features of a traditional factor. 	 0.5
 Kao i kapital, znanje se može akumulirati. 	 Similarly to capital, knowledge can be accumulated. 	 0.5
 Znanje, kao i kapital, ima uticaj na rad. 	 Knowledge, same as capital, has an impact upon labour. 	 0.5
 Ono utiče na radnu snagu putem obrazovanja i treninga. 	 It affects the labour force through education and training. 	 0.5
 Š16Ë U nekim ekonomskim studijama i analizama, zbog sve zapaženije uloge znanja u ustvarivanju ekonomskog rasta i razvoja, izvršena je podela kapitala na prirodni, fizički i humani. 	 Š16Ë In certain economic studies and analyses, and due to an increasingly important role of knowledge in achieving economic growth and development, a classification of capital was made into natural, physical and human. 	 0.5
 Postoji veza između ove tri vrste kapitala. 	 There is a connection among these three types of capi tal. 	 0.5
 Sva tri direktno i indirektno utiču i doprinose većoj produktivnosti u povećanju proizvodnje dobara i usluga u privredi, a obezbeđuju razvoj i povećanje društvenog bogatstva. 	 All three have a direct or indirect impacts and improve the productivity in expanding the production of goods and services in an economy, and also ensure the development and growth of the social wealth. 	 0.5
 Uticaj sva tri kapitala na ekonomski proces i društveno bogatstvo ilustruje slika 1. sijskog sektora, kvalitetnijim i višim nivoom obrazovanja i makroekonomskom stabilnošću. 	 The impact of all the three types of capital upon the economic process and social wealth is illustrated in Figure 1. 	 0.5
 Š18, str. 52. 	 Figure 1. 	 0.5
 Unapređivanje i stvaranje novih znanja i njihov transfer i širenje na nove generacije putem obrazovanja, blisko je vezano sa razvojem visokog obrazovanja, kao i istraživanjem i razvojem koji sve više postaju dominantan faktor u privrednom razvoju i stvaranju ekonomije zasnovane na znanju. 	 The impact of physical, natural and human capital upon economic process and social wealth Source: Barbier B. Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, p. 255. 	 0.5
 Ova ekonomija zasniva se na veoma kvalitetnim intelektualnim resursima i njihovoj isplativosti. 	 It is used in the production process and affects both production and the environment. 	 0.5
 Znanje može, osim što stvara inovacije, da usmerava i određuje pravac i tok ekonomskog razvoja. 	 It has a crucial impact upon the growth of social wealth. 	 0.5
 Takođe, znanje i tehnološki progres su povezani sa smanjivanjem budžetskih deficita i deregulacijom politika, naročito u finansijskom sektoru, avio-saobraćaju i sektoru električne energije. 	 Human capital (Kh) includes knowledge, skills, competences, and abilities of labour force necessary in the production process. 	 0.5
 Međutim, sve privrede ne raspolažu istim nivoom resursa. 	 It ensures research and development that leads to technical and technological innovation and larger social wealth. 	 0.5
 Smatra se da postoji jaz u razvoju između zemalja upravo zbog razlike u obrazovanju, odnosno znanju, sposobnostima i veštinama stanovništva zemlje. 	 Natural capital (Kn) or natural resources are materials and energy consumptive inputs used in production.  Appropriately oriented, natural capital supports the population to employ ecology to contribute to the health of people and their safe life, thus increasing social wealth. 	 0.5
 Prema tome, primena znanja, uslovljena tehnološkim promenama i inovacijama, postaje značajan faktor razvoja svake ekonomije, što je cilj mnogih zemalja sveta.  Međunarodne institucije, kao što su OECD, Svetska banka, Ujedinjene nacije i Evropska unija, razvile su svoje metodologije i indikatore koji pokazuju koliko su privrede razvile svoju ekonomiju.  Oni su usmereni na humane i društvene razvojne indikatore, zatim na merenje razvoja baziranom na sistemskim, strateškim i planskim procesima, na informaciono-komunikacionim tehnologijama i određenim indeksima znanja koji imaju svoju osnovu u indeksu obrazovanja, inovacija i IKT i ekonomsko-institucionalnom režimu. 	 Š1Ë It is necessary that an appropriate social policy should be pursued and that a socio-political consensus should be established in order that all three types of capital be used to the extent to which they increase the production and the social wealth, and that simultaneously the capital be available to the future generations in the time to come. 	 0.5
 Š14, str.6. Ë Postoje i drugi indikatori koji pokazuju razvoj ekonomije zasnovane na znanju. 	 Without adequate economic policies, a development strategy, and an active role of the state, chances are small to answer to an increasing economic and technological complexity of increasing social wealth. 	 0.5
 To su: investicije u istraživanje i razvoj, investicije u visokoobrazovni sistem, odnosno kapital (istraživači i doktoranti), kapaciteti i kvalitet obrazovanog sistema (troškovi obrazovanja i učenja tokom celog života), e-vlada (kupovina nove opreme i modernizacija javnih usluga), produktivnost rada, upotreba informaciono-komunikacionih tehnologija itd. 	 Tt is necessary that economic policies be improved and business activities and profitable processes be maintained.  It is also necessary that employment should be increased, but also the level of knowledge, to stimulate the development of new products and processes and hence improve productivity, production and the amount of social wealth.  Š13Ë The developed economies based their growth and development on knowledge that generates innovation. 	 0.5
 Š2Ë Investiranje u obrazovanje može doprineti ostvarivanju održivog i dugoročnog ekonomskog rasta i razvoja, zbog razvoja humanog kapitala koji se koristi za kreiranje, upotrebu i adaptaciju tehnologija. 	 Innovation is achieved by a more effective protection of intellectual rights, by the development of the financial sector, by a higher quality and a higher level of education and by a macroeconomic stability.  Š18, p.52Ë The European Union, the OECD, the EBRD and other international institutions define standards to achieve sustainable economic growth, increase employment, improve the standard of living, maintain financial stability and provide aid for the developing countries. 	 0.5
 Na ovaj način, znanju se omogućava da se uhvati u korak sa razvijenim novim tehnologijama i sa razvijenijim privredama. 	 Improving and creation of new knowledge and its transfer and dissemination to new generations through education is closely connected with the development of higher education, as well as with the research and development that increasingly become a dominant factor in the economic development and in creating a knowledge-based economy. 	 0.5
 Podršku znanju pružaju informaciono-komunikacione tehnologije.  Slika 1.  Uticaj fizičkog, prirodnog i humanog kapitala na ekonomski proces i društveno bogatstvo Izvor: 	 This economy is based on high quality intellectual resources and their profitability. 	 0.5
 Barbier B.Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, str. 255. 	 In addition to generating innovation, knowledge can direct and define the orientation and flow of economic development. 	 0.5
 Fizički kapital (KP) se sastoji iz mašina, opreme, zgrada, alata i drugih investicionih dobara.  On se koristi u proizvodnji i utiče na nju i okruženje. 	 Similarly, knowledge and technological progress are linked to the reduction of budgetary deficits and the deregulation of policies, especially in the financial sector, in airline transportation and the electrical power supply sectors. 	 0.5
 Bitno utiče na povećanje društvenog bogatstva. 	 Not all economies, however, have equal amount of resorces available. 	 0.5
 Humani kapital (Kh) podrazumeva znanja, sposobnosti, veštine i umeća radne snage, neophodnih za proces proizvodnje, obezbeđuje istraživanje i razvoj koji vodi tehničkotehnološkim inovacijama i većem društvenom bogatstvu. 	 It is because of the differences in education, i.e., knowledge, competencies and skills of the country population that it is assumed that there is a development gap among countries. 	 0.5
 Prirodni kapital (Kn) ili prirodni izvori su materijali i energetski iscrpivi inputi koji se koriste u proizvodnji. 	 Hence the implementation of knowledge, conditioned by technological change and innovation becomes an important development factor in each economy, which is the goal of many countries worldwide. 	 0.5
 Pravilno usmeravan, prirodni kapital pruža podršku stanovništvu da putem ekologije doprinosi zdravlju stanovništva i siguran život, čime se povećava društveno bogatstvo. 	 International institutions such as OECD, the World Bank, the United Nations and the European Union have developed their own methodologies and indicators to mark the extent to which economies have developed. 	 0.5
 Š1Ë Potrebno je da se sprovodi odgovarajuća ekonomska politika i uspostavi društveno-politički konsenzus da bi se koristile sve tri vrste kapitala u onoj meri u kojoj ostvaruju povećanje proizvodnje i društvenog bogatstva, a da istovremeno kapital u narednom periodu bude dostupan budućim generacijama. 	 They are oriented towards humane and social development indicators, towards measuring the development based on systemic, strategic and planned processes, on information-communication technologies and certain knowledge indices that have their roots in the indices of education, innovation, and the ICT and economic-institutional regime. 	 0.5
 Predviđanje, evaluacija i izbor mogućeg kursa za ostvarivanje ovog cilja nije lak i jednostavan proces. 	 Š14, p.6Ë There also are other indicators that show the development of the knowledge-based economy. 	 0.5
 Bez adekvatnih ekonomskih politika i strategije razvoja i aktivne uloge države, male su šanse za odgovor na sve veću ekonomsku i tehnološku složenost povećanja društvenog bogatstva.  Ekonomskim politikama potrebno je da se unaprede i održe poslovne aktivnosti i profitabilni ekonomski procesi. 	 These are: investments into research and development, investments into the higher education system, i.e., capital (researchers and doctorands), capacities and quality of the education system (costs of education and life-long learning), e-government (purchasing new equipment and modernization of public services), work productivity, implementation of information-communication technologies, etc. 	 0.5
 Potrebno je da se poveća zaposlenost ali i nivo znanja, koji će stimulisati razvoj novih proizvoda i procesa, i na taj način poveća produktivnost, proizvodnja i nivo društvenog bogatstva. 	 Š2Ë Investments into education can contribute to achieving a sustainable and long-term economic growth and development, due to the development of human capital employed in creating, implementation and adjustment of technologies. 	 0.5
 Š13Ë Razvijene ekonomije su svoj rast i razvoj bazirale na znanju, koje stvara inovacije. 	 It is in this way that knowledge can catch up with the new technologies developed and consequently with developed economies. 	 0.5
 Inovacije su ostvarene boljom zaštitom intelektualnih prava, razvojem finan 3. 	 The support to knowledge is ensured by information-communication technologies.  3. 	 0.5
 Evropsko informaciono društvo i ekonomija zasnovana na znanju Informaciono-komunikacione tehnologije imaju značajnu ulogu u izgradnji ekonomije zasnovane na znanju i informacionog društva. 	 European information society and knowledge-based economy The information communication technologies play an important role in building the knowledge-based economy and the information society. 	 0.5
 Informaciono društvo je sinonim za informaciono-komunikacione tehnologije (IKT). 	 The information society is a synonym to information-communication technologies (ICT). 	 0.5
 Zbog naglog razvoja, primene i uticaja na sve sfere društva i privrede tokom devedesetih godina XX veka, nastala je ideja o stvaranju informacionog društva. 	 A result of a fast development, implementation and impact upon all the spheres of society and economy in the course of 1990s, the idea for creating an information society emerged. 	 0.5
 U ovom periodu je vršena elektronska razmena informacija, konvergencija prema digitalnim tehnologijama, eksponencijalni rast Interneta i otvaranje tržišta telekomunikacija. 	 This period is caracterised by an electronic exchange of information, convergence towards digital technologies, an exponential growth of the Internet and opening of the telecommunication market. 	 0.5
 Za stvaranje informacionog društva i ekonomije zasnovane na znanju bio je neophodan dalji razvoj i primena IKT. 	 For an information society and a knowledge-based economy to be created it required a further ICT development and implementation. 	 0.5
 Da bi se povećala proizvodnja i upotreba novih tehnologija koje su zasnovane na znanju, veoma je značajno sprovođenje strukturnih promena, koje se ostvaruju putem sledećih strukturnih faktora. 	 In order that the production and implementation of new, knowledgebased technologies should be increased, it is important that structural changes be conducted, and this is accomplished through the following structural factors. 	 0.5
 Š5Ë 1) Neophodna je fleksibilnost tržišta proizvoda, uključujući regulaciju tržišta, niske troškove ulaska i izlaska sa tržišta, konkurentno okruženje koje će omogućiti potrebne podsticaje preduzećima da investiraju i koriste inovativne tehnologije i povećaju inovacije. 2) Relevantna je implementacija efikasnih inovativnih sistema koja će smanjiti gep između EU i SAD. 	 Š5Ë 1) Flexibility of goods market is necessary, including the market regulation, low costs of market entrance and exit, a competitive environment that will ensure the necessary incentives to companies to invest into and implement innovative technologies and increase innovation.  2) Relevant is the implementation of efficient innovation systems meant to reduce the gap between the EU and the USA. 	 0.5
 Američki sistem inovacija dobro povezuje različite učesnike, dobrog je kvaliteta i većih ulaganja u sektore znanja. 	 The American innovation system is efficient in linking various participants, is of good quality and invests into knowledge sectors. 	 0.5
 Ovaj sistem omogućava direktne izvore sektorima novih i visokih tehnologija. 	 This system offers direct resources to the sectors of new and high technologies. 	 0.5
 Na mikroekonomskom nivou, glavna komponenta efikasnog sistema inovacija je kultura preduzetnika. 	 On the microeconomic level, the main component of an efficient innovation system is the entrepreneur culture. 	 0.5
 Da bi preduzeće bilo inovativno, ono mora da prepoznaje mogućnosti i šanse na tržištu, odgovori inovativno i da ima veliku bazu znanja. 	 In order that a company be innovative, it has to recognize the opportunities and chances on the market, respond in an innovative manner and possess a large knowledge base. 	 0.5
 Fleksibilno finansijsko tržište stvara zajednički kapital (venture capital) kojim se finansiraju inovacije preduzeća. 3) Fleksibilnost tržišta rada je značajna zbog prisustva tehnoloških promena. 	 A flexible financial market generates venture capital to finance the innovation of the company.  3) Labour market flexibility is important because of the presence of technological change. 	 0.5
 Neadekvatna politika zapošljavanja može uticati negativno na reorganizaciju preduzeća, primenu novih tehnologija i migraciju kvalifikovane radne snage. 	 An inadequate employment policy can have a negative impact upon the company reorganization, upon new technologies implementation, as well as upon the skilled labour force migrations. 	 0.5
 Mogućnost migracije između različitih poslova i fleksibilno tržište rada uključuje doživotno učenje (life-long learning) i obezbeđuje stalno usavršavanje i obrazovanje. 4) Veštine IKT su bitne i za sektor IKT i za sve ostale sektore koje koriste nove tehnologije. 	 The possibility of migration between different jobs and a flexible labour market include life-long learning and ensure permanent improvement and education.  4) The ICT skills are essential for the ICT sector as well as all other sectors that implement new technologies. 	 0.5
 Sektor IKT i sva preduzeća koja implementiraju IKT imaju visokoobrazovanu radnu snagu (naučnike i inženjere). 	 The ICT sector and all the companies that implement ICT have a highly trained labour force (scientists and engineers). 	 0.5
 Sve je veći procenat radne snage Š11Ë koja raspolaže sve ve ćim znanjem i veštinama potrebnim za upotrebu IKT. 	 There is an increasing percentage of labour force Š11Ë that command an equally increasing knowledge and skills required that the ICT should be implemented correctly. 	 0.5
 Obrazovanje i različiti treninzi su neophodni da bi se koristile IKT. 	 Education and various forms of training are essential for the ICT implementation. 	 0.5
 Pored ovih faktora, za uspešnu implementaciju IKT potrebni su i faktori koji su povezani sa sektorom IKT i sa javnim politikama. 	 In addition to these factors, the successful implementation of ICT depends on the factors related to both the ICT sector and public policies. 	 0.5
 To su:  1) Sektor IKT koji utiče na rast produktivnosti putem tehnoloških promena. 	 These are: 1) The ICT sector that has an impact upon the productivity growth via technological change. 	 0.5
 Sektor stvara inovacije i investira u znanje, istraživanje i razvoj. 	 The sector generates innovation and invests into knowledge, research and development. 	 0.5
 U ovom sektoru investicije u istraživanje i razvoj su znatno veće nego u drugim sektorima. 	 Investments into research and developement are larger here than in any other sector. 	 0.5
 U EU one iznose oko 25 % ukupnih istraživanja i razvoja celokupne ekonomije; 2) Zajedničko tržište omogućava ekonomiju obima i veće tržište za difuziju IKT. 	 In the EU they amount to 25% of the total research and development of the entire economy; 2) Common market allows for the economy of scope and a larger market for ICT diffusion to develop. 	 0.5
 Pravni okviri i regulative elektronske razmene informacija, odnosno, komunikacija su bitni za stvaranje evropskog jedinstvenog tržišta IKT. 	 The legal framework and the regulations of the electronic exchange of information, i.e., communication, is important for the creation of the European unified ICT market. 	 0.5
 Međutim, usled nedostatka odgovarajućih režima, može doći do fragmentacije tržišta, naročito u poljima zaštite intelektualnih prava, standardizacije i sigurnosti (security); 3) Sektor malih i srednjih preduzeća predstavlja većinu evropske privrede. 	 The lack of appropriate regimes, however, may end in the market fragmentation, especially in the fields of intellectual rights protection, of standardization and of security; 3) The Small and Medium-sized Enterprise sector makes a majority of the European economy. 	 0.5
 Ova preduzeća su glavni izvor radnih mesta, preduzetništva i inovacija, ali ona zaostaju u primeni IKT. 	 These firms are a major source of new jobs, entrepreneurship and innovation, however, they lag in the ICT implementation. 	 0.5
 Integrisana e-Business politika treba da stimuliše preduzeća da više koriste IKT; 4) Implementacija IKT od strane vlade i mogućnost modernih on-lajn usluga mogu povećati upotrebu IKT i produktivnost. 	 An integrated e-Business policy should stimulate firms to implement ICT to a larger extent; 4) ICT implementation by the government and the availability of modern on-line services can increase the ICT implementation and productivity. 	 0.5
 Tokom dvehiljaditih godina, EU je imala problem sa ekonomskim rastom i nezaposlenošću. 	 In the 2000s, the EU encountered a problem of economic growth and unemployment. 	 0.5
 Rešenje je bilo da se stvore uslovi za dinamičan rast, koji će povećati zaposlenost, pružiti mogućnost napretka za sve članove društva i povećati životni standard, a to bi trebalo da se postigne usvajanjem strategije, Lisabonske strategije, kojom će se ostvariti da EU postane informaciono društvo i ekonomija zasnovana na znanju. 4. 	 The solution was to create conditions for a dynamic growth, one that was to increase employment, offer an opportunity for the progress of all members of the society and increase the standard of living, and these should be achieved by the adoption of the Lisbon Strategy, meant to build the EU into an information society and a knowledge-based society.  4. 	 0.5
 Lisabonska strategija Savremene tehnologije postaju osnov tzv. nove ekonomije. 	 Lisbon strategy Modern strategies are becoming the basis of the socalled new economy. 	 0.5
 Ideja ove ekonomije je da razvijene privrede ostvaruju visoke stope ekonomskog rasta, istovremeno smanjujući inflaciju i nezaposlenost. 	 The idea of this economy is that developed economies should achieve high economic growth rates, reducing inflation and unemployment along the way. 	 0.5
 Nagli razvoj Interneta skrenuo je pažnju sa IKT. 	 A fast development of the Internet made people neglect the ICT for a while. 	 0.5
 Međutim, nove tehnologije nastavljaju da doprinose ostvarivanju razvoja privreda. 	 New technologies, however, continue to contribute to the economy development. 	 0.5
 IKT se smatraju tehnologijama opšte namene. 	 The ICT are considered to be the general purpose technologies. 	 0.5
 Prisutne su u ekonomskim procesima i utiču na ekonomsku efikasnost na različite načine i u razli čitim sektorima. 	 They are present in economic processes and affect economic efficiency in various ways and in different sectors. 	 0.5
 Postepenim usvajanjem i primenom strukturnih promena, postižu se određene ekonomske performanse. 	 A gradual adoption and implementation of structural changes helps achieve certain economic performance. 	 0.5
 Da bi poboljšala svoje ekonomske performanse i smanjila gep između evropske i američke privrede, Evropska unija stvara tzv. elektronsku Evropu i primenjuje Lisabonsku strategiju. 	 In order that it should improve its economic performance and reduce a gap between the European and the American economies, the european Union creates a so-called electronic Europe and implements the Lisbon Strategy. 	 0.5
 Sprovođenjem ekonomskih reformi unapređuje se konkurentnost evropskih privreda. 	 The implementation of economic reforms improves the competitiveness of European economies. 	 0.5
 Povećanje zaposlenosti je najbolji način da Evropska unija poveća produktivnost, ostvari ekonomski rast, poveća humani potencijal i obezbedi više radnih mesta. 	 The increase in employment is the best way for the European Union to increase productivity, achieve economic growth, increase the human potential and create more jobs. 	 0.5
 Ekonomske reforme podrazumevaju sprovođenje različitih mera, od liberalizacije tržišta, preko promocije i podrške razvoju sektora malih i srednjih preduzeća, preduzetništva i inovacija, do smanjivanja pravnih regulativa koje pospešuju obavljanje privredne aktivnosti. 	 Economic reforms include the implementation of various measures, from the market liberalization, to the promotion and development of the small and mediumsized enterprise sector, entrepreneurship and innovation, to the reduction in legal regulations that enhance the flow of economic activities. 	 0.5
 Da bi sprovela ekonomske reforme i postala do 2010. godine najkonkurentnija privreda na svetu i ekonomija zasnovana na znanju, Evropska unija 2000. godine donosi tzv. Lisabonsku strategiju (u literaturi poznata i kao Lisabonska agenda ili Lisabonski predlog). 	 In order to implement economic reforms and become the worlds most competitive economy as well as a knowledge-based economy by 2010, the European Union adopts the so-called Lisbon Strategy (also known in literature as the Lisbon Agenda or the Lisbon Proposition) in 2000. 	 0.5
 Od 2000. godine, EU je imala značajan progres u sprovođenju ekonomskih reformi. 	 Since 2000, the EU achieved a considerable progress in implementing economic reforms. 	 0.5
 U periodu od pet godina otvorena su tržišta za telekomunikacije, mrežne industrije i finansijske usluge, otvoreno je preko milion novih radnih mesta i stvorene različite mogućnosti za domaćinstva širom Evrope. 	 In the five-year period markets have been opened for telecommunications, network industries and financial services, over a million new jobs were created and various opportunities for households all over Europe emerged. 	 0.5
 Š4Ë Međutim, postojala je potreba da se ovaj proces ubrza da bi se postavljeni ciljevi ostvarili do 2010. godine. 	 Š4Ë There was a need, however, that this process be accellerated in order that the goals set should be achieved by 2010. 	 0.5
 Zbog toga je Lisabonska strategija dopunjena i unapređena u martu 2005.godine. 	 Hence the Lisbon Strategy was amended and improved in March 2005. 	 0.5
 Izveštaj o izvršenim ciljevima i rezultatima sprovođenja Lisabonske strategije pripremljen je pod vođstvom Wim Koka 2005. godine, tako da je dobio naziv Kokov izveštaj. 	 The report on the goals accomplished and the results of the Lisbon Strategy implementation was prepared under the leadership of Wim Koka, in 2005, therefore it was named Kokas report. 	 0.5
 Ovaj izveštaj je pokazao da postavljeni ciljevi nisu ostvareni u meri u kojoj su očekivani i planirani. 	 The report showed that the set goals were not achieved to the extent they were expected and planned to be achieved. 	 0.5
 Kritika je bila usmerena na preširoko definisanje ciljeva, preobimne programe, nedovoljnu koordinaciju i neodgovarajuće prioritete razvoja pojedinih zemalja članica EU, posebno sa stanovišta javnog duga i GDP-a. 	 The critics stressed that goals were defined too broadly, that programmes were too voluminous, that coordination was insufficient and that the priorities of the development of some EU countries were inadequate, especially from the point of view of the public debt and the GDP. 	 0.5
 Sem toga, podela odgovornosti između nacionalnih privreda i evropskih institucija nije bila jasno definisana. 	 Besides, the allocation of responsibility among national economies and European institutions was not clearly defined. 	 0.5
 Istovremeno su ostvareni različiti stepeni sprovođenja reformi između zemalja EU. 	 Different levels of reform implementation were achieved simultaneously among the EU countries. 	 0.5
 I pored toga, autori ovog izveštaja su se zalagali za sprovođenje istih postavljenih ciljeva. 	 Nevertheless, the authors of the Report pleaded for the pursuing of the same set goals. 	 0.5
 Reforme koje je trebalo da se ostvare i dalje su ostale iste: relativno fleksibilno tržište rada, odnosno unapređenje i angažovanje kadrova visoke kvalifikovanosti u cilju postizanja veće stope zaposlenosti; na taj način bi se ostvarila snažnija konkurencija i reforma regulativa; stvaranje povoljnih uslova poslovne klime i profitabil nosti poslovanja preduzeća kao i primena inovacija; stvaranje relativno dinamičnog i konkurentnog jedinstvenog tržišta, na kome je prisutna liberalizacija usluga i novi strateški pristup koji podrazumeva implementaciju postojećih regulativa, proaktivan pristup konkurentnoj politici, uvođenje konkurencije u javnim tenderima i reforme pri pružanju državne pomoći; liberalizacija spoljne trgovine i obezbeđivanje privrednih uslova za održivi razvoj, kao i zaštita prirodne okoline, tačnije, promocija eko-efikasnih inovacija i ekonomski i društveni progres u zaštiti prirodne sredine. 	 The reforms meant to be accomplished remained the same: a relatively flexible labour market, i.e., improvement and recruitment of highly skilled staff in order that a higher employment rate should be achieved; in this way a stronger competition and a regulation reform will be achieved; creating favourable conditions of business climate and firms profitability in business operations as well as innovation implementation; creating a relatively dynamic and competitive unified market, characterised by a liberalization of services and a new strategic approach that means the implementation of the ruling regulations, a proactive approach to competitive policy, the introduction of competition in public tenders and the reforms in state aid; the liberalization of foreign trade and ensuring economic conditions for sustainable development, as well as environmental protection, more precisely, the promotion of eco-efficient innovation and an economic and social progress in environmental protection. 	 0.5
 Strategija ima složenu strukturu, jer sadrži različite i mnogobrojne ciljeve i akcije, kao i nejasnu podelu odgovornosti i zadataka, naročito između EU i država. 	 The strategy has a complex structure, since it includes varied and numerous goals and activities, as well as an ambiguous allocation of responsibilities and tasks, especially between the EU and its member-states. 	 0.5
 Cilj je da se sagledaju nedostaci u sprovođenju reformi i da se oni otklone, kao i da se sprovođenjem postavljenih ciljeva smanji gep između evropske i američke, ali i sve jače azijske privrede. 	 The goal is to understand and overcome the weaknesses in the reform implementation, as well as to reduce the gap between the American and the European, but also an increasingly strong Asian economies by achieving the set goals. 	 0.5
 Revidirana Lisabonska strategija ima glavni cilj održivi razvoj, ekonomski rast i povećanje stope zaposlenosti. 	 The major goal of a revised Lisbon Strategy is sustainable development, economic growth and an increase in the employment rate. 	 0.5
 Ovo je moguće ostvariti samo ako se EU učini atraktivnim područjem za ulaganje (investiranje) i time obezbedi viši nivo produktivnosti rada, zatim osigura znanje i inovacije za rast i otvori veći broj visokokvalifikovanih radnih mesta sa stanovišta primene novih tehnologija. 	 This is possible to achieve only on condition the EU become an attractive area for investments and thus a higher level of labour productivity be ensured, on condition knowledge and innovation be ensured for the growth and a larger number of jobs requiring highly skilled staff be created, from the point of view of new technologies implementation. 	 0.5
 Š8Ë U osnovi Lisabonske strategije je globalna ekonomija, koja ima za cilj radikalnu transformaciju. 	 Š8Ë Basic to the Lisbon Strategy is the global economy whose goal is a radical transformation. 	 0.5
 Ovo se odnosi na promene u tehnologiji, proizvodnji i trgovini. 	 This includes the change in technology, in production and in trade. 	 0.5
 Brži tok informacija i smanjivanje transportnih troškova ukinuli su tradicionalne geografske barijere za obavljanje ekonomske aktivnosti. 	 A faster flow of information and a reduction of transportation costs have broken traditional geographical barriers to performing economic activities. 	 0.5
 Granice, koje su ograničavale kojim robama i uslugama se moglo trgovati a kojim ne, postepeno su nestajale, a globalno tržište sve više obuhvata veliki broj različitih i novih dobara i usluga. 	 The boundaries indicating which goods could be traded and which could not have gradually disappeared and the global market includes an ever increasing number of different and new goods and services. 	 0.5
 Sve više zemalja otvara svoje ekonomije, a liberalizacija tržišta omogućava globalnu trgovinu i investiranje. 	 An increasing number of countries open their economies, and market liberalization allows for the development of global trade and investment. 	 0.5
 Na taj način se povećavaju mogućnosti za bržu integraciju nacionalnih ekonomija u globalnu ekonomiju. 	 It is in this way that a larger number of opportunities for a faster integration of national economies into the global economy are created. 	 0.5
 Povećanje globalnog autputa je postala dominantna strategija razvoja savremenog sveta. 	 The increase in the global output has become a dominant strategy of the modern world. 	 0.5
 Značajan udeo u tom autputu ostvaruju azijske zemlje. 	 An important share in this output belongs to Asian countries. 	 0.5
 Predviđa se da će Kina i Indija do 2015. godine imati oko 25 % svetskog autputa. 	 China and India are expected to achieve about 25% of the world output by 2015. 	 0.5
 Stvaranje povoljne poslovne klime i niski troškovi proizvodnje, usmeravaju strane direktne investicije u azijske zemlje. 	 Creating a favourable business climate and low costs of production orient foreign direct investments towards Asian countries. 	 0.5
 Razvojem IKT proizvodnja postaje specijalizovana i decentralizovana po različitim zemljama, kontinentima, tražeći najbolju proizvodnu lokaciju i profitabilnost poslovanja. 	 With the development of the ICT the production becomes specialized and decentralized by countries, by continents, as it tries to find the most convenient site and profitability for business operations. 	 0.5
 Globalna konkurencija i brzina tehnoloških promena intenziviraju potrebe za povećanim inovacijama. 	 The global competition and the speed of technological change intensify the need for increased innovation. 	 0.5
 Zemlje koje raspolažu visokim tehnologijama i pomoću njih ostvaruju dodatnu vrednost, predstavljaju atraktivna područja za strana ulaganja. 	 Countries that implement high technologies to produce added value make attractive fields for foreign investments. 	 0.5
 Potreba za visokim obrazovanjem i kvalifikovanom radnom snagom sve više je izražena u svetu. 	 The need for higher education and for the skilled labour force is increasingly present throughout the world. 	 0.5
 Promovisanjem energetske efikasnosti smanjuju se troškovi i štiti životna sredina. 	 The promotion of energy efficiency helps reduce costs and protect environment. 	 0.5
 Ovo su samo neki problemi sa kojima evropska privreda treba da se izbori i održi tradicionalnu vodeću poziciju, tj. da ima većinski udeo na globalnom tržištu i globalnoj ekonomiji. 	 These are only some problems the European economy will have to cope with and maintain the traditional leading position, that is, to have a major share on the global market and in the global economy. 	 0.5
 Ovo su ujedno i osnovni razlozi za donošenje Lisabonske strategije. 	 These are simultaneously the basic reasons for adopting the Lisbon Strategy. 	 0.5
 Privreda EU treba da ostvari veću fleksibilnost tržišta proizvoda, rada i kapitala, da bi se poslovne aktivnosti prilagodile ekonomskim promenama, iskoristile nove mogućnosti i na taj način ostvarile prednosti u odnosu na druge privrede, posebno na SAD i globalno okruženje. 	 The EU economy should achieve a higher flexibility of the goods, labour and capital markets in order that business activities should be adjusted to economic changes, and that new opportunities should be taken and thus the advantage be achieved in comparison with other economies, and especially in comparison with the USA and the global environment. 	 0.5
 Strukturne promene koje promovišu fleksibilnost su osnov uspeha u modernoj ekonomiji. 	 The structural changes promoting flexibility make the basis of success in the modern economy. 	 0.5
 Od 2000. godine do danas, EU se menjala. 	 Since 2000 until the present day, the EU has been changing. 	 0.5
 Od 15 članica EU, postala je Unija sa 27 članica. 	 Innitially an organization of 15 member countries, the EU has become a Union of 27 member countries. 	 0.5
 Evro je postao jedna od vodećih valuta u svetu. 	 The Euro has become one of the leading currencies in the world. 	 0.5
 U evrozoni broj članica se povećao sa 12 (1999. godine) na 16 (2010. godine). 	 The number of member countries in the Eurozone has increased from 12 (in 1999) to 16 (in 2010). 	 0.5
 I pored toga, ekonomska kriza je uticala na sprovođenje Lisabonske strategije. 	 Nevertheless, the economic crisis affected the implementation of the Lisbom Strategy. 	 0.5
 GDP EU je 2009. godine opao za 4 %, a stopa nezaposlenosti je iznosila blizu 10 %. 	 The GDP in the EU fell by 4% in 2009, while the unemployment rate amounted to approximately 10%. 	 0.5
 Deficit fiskalnog budžeta bio je blizu 7 % GDP-a, a tokom poslednje dve godine nivo duga se povećao za 20 %. 	 The fiscal budget deficit amounted to about 7% of GDP, and in two last years the debt level rose by 20%. 	 0.5
 U poslednjoj deceniji evropska privreda je imala svoje ciklično kretanje, uzlete i padove. 	 In the last decade the European economy was characterised by a cyclical movement, its success and its falls. 	 0.5
 Posle pada privredne aktivnosti u periodu 2000-2003, narednih pet godina evropsku privredu karakteriše stabilnost cena, uravnotežen ekonomski rast i otvaranje novih radnih mesta. 	 After the fall in the economic activities in the 2000-2003 period, the European economy in the following five years has been caracterised by the price stability, a steady economic growth and creation of new jobs. 	 0.5
 Od 2005. godine pa do ekonomske krize, ove performanse se povećavaju. 	 Since 2005 until the economic crisis these performances increased. 	 0.5
 Prosečan rast GDP je bio oko 3 % (2006 - 2007. godine), da bi zbog ekonomske krize 2009. godine bio - 4 %. 	 The average GDP growth amounted to 3% (2006-2007), to fall to -4%, due to the 2009 economic crisis. 	 0.5
 Slično je bilo i sa stopom nezaposlenosti. 	 The situation with unemployment rate was not much different. 	 0.5
 U 2007. godini ona je iznosila 7 %, a u 2009. godini bila je blizu 10 %. 	 In 2007, the unemployment rate was 7%; in 2010 it amounted to 10%. 	 0.5
 Kriza je imala negativan uticaj na fiskalnu politiku, odnosno, javne finansije. 	 The crisis had a negative impact upon fiscal policy, that is, upon public finances. 	 0.5
 Prosečan fiskalni deficit iznosio je oko 7 % GDPa, a nivo duga se 2009. približio 80 % GDP. 	 The average fiscal deficit amounted to about 7% of GDP, while the debt level approximated 80% of GDP. 	 0.5
 I pored ovih nepovoljnih promena, Lisabonska strategija je ipak imala pozitivan uticaj na razvoj EU. 	 Regardless of these unfavourable changes, the Lisbon Strategy has had a positive impact upon the EU development. 	 0.5
 Osnovni ciljevi, stopa zaposlenosti od 70 % i 3 % GDP potrošnje na istraživanje i razvoj nisu ostvareni do kraja. 	 The basic goals, the employment rate of 70% and a 3% GDP expenditure on research and development have not been fully achieved. 	 0.5
 U 2000. godini stopa zaposlenosti je bila 62 %, u 2008. godini bila je 66 %, a u 2009. godini se usled ekonomske krize spustila ispod 65 %. 	 In 2000, the employment rate was 62%, in 2008, it rose to 66%, while in 2009 it fell below 65%, due to the economic crisis. 	 0.5
 Rast zaposlenosti je bitan, jer povećava ekonomski rast, omogućava dugoročnu fiskalnu stabilnost i čuva bogatstvo građana. 	 The employment growth is important because it increases the economic growth, ensures a long-term fiscal stability and safekeeps the wealth of the citizens. 	 0.5
 Grafikon 1 pokazuje stopu zaposlenosti u EU i SAD u periodu 2000-2009. godine. 	 Graph 1 presents the employment rate in the EU and the USA in the 2000-2009 period. 	 0.5
 Stopa zaposlenosti je i dalje veća u SAD nego u EU. 	 The employment rate is still higher in the USA than in the EU. 	 0.5
 Posmatrajući 2008. godinu, stopa zaposlenosti u EU-15 iznosila je 67,3 %, u EU-25 bila je 66,3 %, a u EU-27 65,9 %, dok je u SAD iznosila 70,9 %. 	 In 2008, the employment rate in the EU-15 amounted to 67.3%, in EU-25 it amounted to 66.3%, in EU-27 it was 65.9%, while in the U.S.A. it amounted to 70.9%. 	 0.5
 Š3Ë Grafikon 1. 	 Š3Ë Graph 1. 	 0.5
 Eurostat Ekonomska analiza kroz istorijsku genezu pokazuje da se tokom prve tri decenije posle Drugog svetskog rata u Evropi povećao životni standard, ali je uvek postojao jaz između životnog standarda u SAD i Evropi. @ivotni standard je bio veći u SAD. 	 Employment rate in EU and USA, 2008-2009 period Source: Eurostat Through a historical genesis, the economic analysis shows that in the first three decades after the Second World War the living standard in Europe increased, however the gap between the living standard in the USA and that in Europe always existed.  The living standard in the USA was higher.  In the 1980s this gap decreased, to increase again in 1990s. 	 0.5
 Osamdesetih godina XX veka taj gep se smanjuje, da bi devedesetih godina on ponovo postao veći. 	 In 2005 the gap in the living standards between the USA and the EU15 amounted to 30%, whereas it was 35% for the EU25. 	 0.5
 Tokom 2005. godine gep životnog standarda između SAD i EU-15 iznosio je 30 %, a 35 % za EU-25. SAD su uvek imale veću stopu ekonomskog rasta, osim krajem devedesetih i početkom 2007. godine, kada je u američkoj privredi počela finansijska kriza. 	 The USA has always had a higher economic growth rate, except in late 1990s and at the beginning of 2007, when the economic crisis in the American economy started. 	 0.5
 Kretanje stopa ekonomskog rasta evropske i američke privrede prikazano je na grafikonu 2. 	 The trends in economic growth rates of the European and the USA economies are presented in Graph 2. 	 0.5
 Grafikon 2. 	 Graph 2. 	 0.5
 Stopa rasta realnog GDP-a EU i SAD, procentna promena godina za godinu, period 2000-2011. godine Izvor:  Eurostat Da bi se ostvario strateški cilj EU, tj. povećanje ekonomskog rasta i zaposlenosti, neophodno je da postoji i veća produktivnost rada. 	 Growth rate of real GDPs of EU and USA, year per year percentage change, 2000-2011 period Source: Eurostat In order that the strategic goal of the EU, the rise in the economic growth and employment, be achieved, it is necessary that labour productivity be higher. 	 0.5
 Produktivnost se razlikuje između zemalja članica, a na nivou EU ona je manja nego u SAD. 	 The productivity differs from country to country, and on the EU level it is smaller than in the USA. 	 0.5
 Jedino Luksemburg ima veću produktivnost rada od SAD. 	 It is only Luxembourgh that has a higher labour productivity than the USA. 	 0.5
 Kretanje produktivnosti rada u EU i SAD prikazano je na grafikonu 3. 	 The trends in labour productivity in the EU and the USA are presented in Graph 3.  Graph 3.  Labour productivity per working hour in EU and USA, GDP (PPP) EU-15=100, 2000-2009 period. 	 0.5
 Ekonomska kriza je uticala na usporavanje ostvarivanja postavljenih ciljeva strategije, ali isto tako i nedovoljna politička odlučnost da se ona sprovede u potpunosti. 	 Source: Eurostat The attempts to achieve the goals set in the strategy were hindered by the economic crisis, but also by an insufficient political will to implement the strategy fully. 	 0.5
 Posledice ekonomske krize su relativno visoka stopa nezaposlenosti, opadanje ekonomskog rasta i povećanje javnog duga. 	 The consequences of the economic crisis are a relatively high unemployment rate, the decline in economic growth and an in the public debt. 	 0.5
 Ipak, EU je uspela da stabilizuje finansijski sistem i usvoji plan oporavka tako što je povećala agregatnu tražnju i vratila poverenje u ovaj sistem. 	 Nevertheless, the EU succeeded in stabilizing its financial system and adopting a recovery plan by increasing increase aggregate demand and bringing back the trust in this system. 	 0.5
 Ovo je ostvareno fiskalnom i monetarnom stimulativnom politikom, odnosno javnim investiranjem u infrastrukturu, inovacije, nove veštine i znanje radne snage i energetsku efikasnost. 	 These were accomplished by fiscal and monetary stimulative policies, that is, by public investments into infrastructure, innovation, new skills and knowledge of the labour force and energy efficiency. 	 0.5
 Ekonomski uslovi privređivanja se postepeno popravljaju, ali je taj oporavak dosta spor. 	 The economic conditions for work are gradually improving, however this recovery is rather slow. 	 0.5
 Brze i učestale promene su prisutne u svetskoj privredi, pa evropska privreda treba prevashodno da se izbori sa globalizacijom, oskudnim resursima i klimatskim promenama. 	 Fast and frequent changes are evident in the world economy, therefore the European economy should primarily deal with globalization, scarce resources and climate changes. 	 0.5
 Prilagođavanje promenama i nastavak progresa EU može ostvariti ukoliko sve članice deluju jedinstveno, usaglašeno i zajedno.  Grafikon 3.  Produktivnost rada po radnom satu u EU i SAD, GDP (PPP) EU-15=100, period 2000 2009. godine Izvor: 	 The EU will be able to adjust to change and progress further if all the member countries act in unision, in a coordinated manner, together. 	 0.5
 Eurostat Upravo zbog toga je Evropska komisija u martu 2010. godine donela novu strategiju Strategija Evrope 2020, koja ima za cilj izlazak evropske privrede iz ekonomske krize i pripremu EU za naredne decenije. 	 It is for this reason that the European Commission adopted a new strategy the Europe 2020 Strategy in March 2010, its goal being that the European economy should exit the economic crisis and prepare the EU for the decades to come. 	 0.5
 Sem toga, ovim se nastavlja ispunjenje Lisabonske strategije. 	 Besides, this is a continuation of the Lisbon Strategy implementation. 	 0.5
 Prema ovoj strategiji, EU treba da izađe jača iz krize i da ostvari pametan (smart), održiv (sustainable) i obuhvatan (inclusive) rast i takvu privredu koja će povećati nivo zaposlenosti, produktivnost i društvenu koheziju. 	 According to this strategy, the EU should exit the crisis stronger and achieve a smart, sustainable and inclusive growth and an economy that will increase the employment level, the productivity and the social cohesion. 	 0.5
 Da bi se ovo postiglo, neophodno je jako i uspešno državno upravljanje. 	 To achieve these goals requires a powerful and successful state management. 	 0.5
 Strategija Evropa 2020 postavila je tri prioriteta:  1) pametan rast, odnosno razvoj privrede zasnovan na znanju i inovacijama; u okviru pametnog rasta postoje tri inicijative:  Unija inovacija (stvaranje uslova za finansiranje istraživanja i inovacija), mladi u pokretu (unapređenje performansi obrazovnog sistema i povećavanje međunarodnog ugleda Evropskog visokog obrazovanja), digitalna agenda za Evropu (veoma brzi Internet i koristi digitalnog jedinstvenog tržišta za domaćinstva i preduzeća); 2) održivi rast, odnosno promovisanje veće efikasnosti resursa, zeleniju i konkurentiju privredu; ovaj rast zasniva se na dve inicijative: efikasni resursi Evrope (odnosi se na klimu, energiju i mobilnost, promovisanje obnovljenih resursa i energetsku efikasnost) i industrija politika za globalno doba (konkurentnost i unapređenje poslovne klime, naročito za srednja i mala preduzeća); 3) obuhvatni rast, punu zaposlenost u ekonomiji koja utiče na društvenu i teritorijalnu koheziju. 	 The Europe 2020 Strategy set three priorities: 1) smart growth, that is, the knowledge- and innovationbased development of economy; within the smart growth there are three initiatives: Innovation Union (creating conditions for financing research and development), youth on the move (improving the performance of the education system and raising the international reputation of the European higher education), a digital agenda for Europe (a very fast Internet and the benefits of digital unified market for households and companies); 2) sustainable growth, i.e., promoting a higher resource efficiency, a greener and a more competitive economy; this growth is based on two initiatives: efficient resources in Europe (refers to climate, energy and mobility, to promoting renewable resources and energy efficiency) and the industrial policy for the globalization era (competitiveness and improvement of business climate, especially in case of medium-sized and small enterprises); 3) inclusive growth, full employment in economy that has an impact upon the social and the territorial cohesion. 	 0.5
 Dve su inicijative za ostvarivanje ovog tipa rasta:  Agenda za nove veštine i poslove (modernizacija tržišta rada zbog mobilnosti rada i razvoja veština) i Evropska platforma protiv siromaštva (društvena i teritorijalna kohezija). 	 There are two initiatives to achieve this type of growth: Agenda for new skills and jobs (modernization of labour market due to the mobility of labour and skill development) and the European platform against poverty (social and territorial cohesion). 	 0.5
 Š17Ë Nova evropska strategija 2020. predviđa uvođenje šeme tzv. nadzora država i povezivanje programa fiskalne stabilizacije sa većim ulaganjem u nauku i obrazovanje. 	 Š17Ë The New Europe 2020 Strategy promoted the introduction of the so-called scheme of state monitoring and linking the fiscal stabilization programme with larger investments into science and education. 	 0.5
 Osnovni ciljevi EU za 2020. godinu su ambiciozni, ali ostvarljivi. 	 The basic EU 2020 goals are ambitious, but achievable. 	 0.5
 Predlog Evropske komisije je da postoje pet ciljeva koji će biti i osnovni nacionalni ciljevi, a to su: zaposlenost, istraživanje i inovacije, klimatske promene i energija, obrazovanje i borba protiv siromaštva. 	 It is the proposition of the European Union that there should be five goals that would also be the basic national goals: employment, research and innovation, climate changes and energy, education and fighting poverty. 	 0.5
 EU je postavila konkretne ciljeve i obaveze, kao što su: povećanje stope zaposlenosti stanovništva starosti od 20 do 64 godine sa sadašnjih 69 % na 75 % i povećanje ulaganja u istraživanje i razvoj sa 1,9 % BDP EU na 3 %. 	 The EU has set concrete goals and responsibilities, such as: raising the employment rate of the population aged 20-64 from the present 69% to 75% and an increase in investments into research and development from GDP 1.9% to GDP 3%. 	 0.5
 Cilj je i smanjenje potrošnje energije za 20 %. 	 One goal is also to reduce energy consumption by 20%. 	 0.5
 Emisija ugljen-dioksida i drugih štetnih gasova trebalo bi da bude smanjena za 20 % u odnosu na 1990. godinu, a učešće energije iz obnovljivih izvora trebalo bi da učestvuje sa 20 % više u ukupnoj potrošnji. 	 The emission of carbon-dioxide and other harmful gases is planned to be reduced by 20% as compared to 1990, and the share of renewable resource-produced energy should amount to plus 20% in the total consumption. 	 0.5
 Velika pažnja u novoj strategiji je posvećena obrazovanju i primenjenoj nauci, pa je predviđeno da, umesto sadašnjih 30 %, građana sa fakultetskom diplomom treba da bude 40 %. 	 Much attention in the new strategy is paid to education and to applied science; plans are that the number of university graduate citizens should increase from todays 30% to 40%. 	 0.5
 Jedan od ciljeva treba da bude i smanjenje siromašnih sa 80 na 60 miliona. 	 One goal is also to reduce poverty, from 80 million to 60 million people. 	 0.5
 Zbog ciljeva koji su definisani novom stra tegijom, njeni tvorci su je nazvali planom za pametan, zeleni i sveobuhvatni rast. 	 Due to the goals defined by the new strategy, its creators named it the plan for a smart, green and inclusive growth. 	 0.5
 Da bi postigli ovaj cilj, izveštaj i ocene Evrope 2020. i Pakta za stabilnost i rast biće rađeni istovremeno, kako bi se sredstva i ciljevi usaglasili. 	 In order that this target should be achieved, the Europe 2020 Report and assessments and the Stability and Growth Pact will be conducted simultaneously, in order that resources and goals be coordinated. 	 0.5
 Š6Ë 5. 	 Š6Ë 5. 	 0.5
 Zaključak Ekonomija zasnovana na znanju i informaciono društvo su termini koji se danas koriste da opišu sadašnje ekonomsko društvo. 	 Conclusion The knowledge-based economy and the informantion society are terms used today to describe the presentday economic society. 	 0.5
 Ekonomija zasnovana na znanju sve više se posmatra kao kontinuirani proces transformacije privrede ka aktivnostima i sektorima baziranim na znanju, a ne ka radikalnim i drastičnim promenama. 	 The knowledge-based economy is increasingly viewed as a continual process of economic transformation towards knowledge-based activities and sectors, rather than towards radical and drastic changes. 	 0.5
 Razvijene zemlje su već svoju privredu vezale za znanje, i u njima se najviše izdvaja za nauku i istraživanje. 	 The developed countries have already based their economies on knowledge; they already allocate largest funds to science and research. 	 0.5
 Kao jedno od rešenja za povećanje njihovog dohotka jeste izgradnja ekonomije zasnovane na znanju. 	 One way to increase their income is the building of a knowledgebased economy. 	 0.5
 Ovu mogućnost mogu iskoristiti zemlje u kojima su produktivnost i rast manje zavisni od prirodnih resursa, a koje poseduju određeni kvalitet humanog kapitala, zemlje koje ulažu i stvaraju nova znanja i ideje kojim unapređuju faktore proizvodnje. 	 This opportunity can be taken by those countries in which productivity and growth do not largely depend on natural resources; the countries that possess a certain quality human capital, invest and create new knowledge and ideas to improve the factors of production. 	 0.5
 Znanje i tehnološki progres su postali glavna vodeća snaga za ekonomski rast i razvoj. 	 Knowledge and technological progress have become the leading driver of economic growth and development. 	 0.5
Ë Nove teorije rasta su povezane sa produktivnošću rada ostvarenog inovacijama, a koje su rezultat znanja. 	 Š12, p.202Ë New growth theories are associated to labour productivity achieved by innovation, which are in turn the result of knowledge. 	 0.5
 Različite ekonomske statistike, istraživanja i analize su ukazale i dokazale uticaj ekonomije zasnovane na znanju na ekonomske performanse privrede i preduzeća i njen uticaj na značajne kratkoročne i dugoročne promene u strukturi privrede. 	 Various economic statistics, research and analyses have analysed and proven the impact of the knowledgebased economy upon the economic performance and the long-term change in the economy structure. 	 0.5
 Isto tako, ona omogućava snažan ekonomski rast, povećanje produktivnosti, profitabilnosti i stope investiranja, a smanjuje inflaciju i stopu nezaposlenosti. 	 Similarly, the knowledge-based economy ensures an impressive economic growth, an increase in productivity, profitability and investment rate, while at the same time reducing inflation and unemployment rate. 	 0.5
 Najviše je povezana sa uticajem tehnoloških inovacija, koje su doprinele smanjivanju cena i povećanju efikasnosti IKT proizvoda. 	 It is most strongly associated with the impact of technological innovation that contributed to the price reduction and an increase in the ICT product efficiency. 	 0.5
 Efekti globalizacije i povećanje međunarodne konkurencije i konkurentnosti na tržištu rada odrazili su se na smanjivanje troškova i povećanje efikasnosti. 	 The globalization effects and a fiercer international competiotion and competitiveness on the labour market resulted in cost reductions and an increase in efficiency. 	 0.5
 Evropska unija pokušava da izgradi ekonomiju zasnovanu na znanju. 	 The European Union is making efforts to build a knowledge-based economy. 	 0.5
 Težnja je da se ovaj koncept razvoja primeni u svim zemljama EU i zemljama koje treba da se priključe Evropskoj uniji. 	 The idea is that this concept of development be implemented in all the EU countries as well as in the countries that wish to join the Union. 	 0.5
 Izgradnjom ove ekonomije želi se povećati ekonomski rast i razvoj evropske privrede i na taj način smanjiti gep između razvijenosti privreda EU i SAD. 	 The building of such an economy is meant to increase economic growth and the development of European economy and thus reduce the gap between the development levels of the EU and the USA. 	 0.5
 Spovođenje odredbi Lisabonske strategije, izgradanja ekonomije zasnovane na znanju i informacionog društva, evropska privreda je povećala zaposlenost i privredni rast. 	 By the implementation of the Lisbon Strategy directives, by building a knowledge-based economy and an information society, the European economy has increased employment and economic growth. 	 0.5
 Međutim, ekonomska kriza je usporila ostvarivanje i postizanje boljih ekonomskih perfomansi u svetskoj privredi. 	 The economic crisis, however, hindered the achievement of higher economic performance in the world economy. 	 0.5
 Ipak, EU je donela novi plan za prevazilaženje ekonomske krize i daljeg sporovođenja izgradnje ekonomije zasnovane na znanju koja će uticati na postizanje višeg nivoa ekonomskog razvoja evropske privrede.  LITERATURA Š1Ë Barbier B. Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, http://homepage.univie.ac.at/adusei.jumah/natural_resources.pdf Š2Ë Cook P., Leydesdorff L., Regional Development in the Knowledge-Based Economy: 	 The EU, however, has adopted a new plan to overcome the economic crisis and to further build a knowledge-based economy that will help achieve a higher level of economic development of the European economy. 	 0.5
 The Construction of Advantage, Journal of Technology Transfer, 31: 515, 2006. Š3Ë Eurostat Š4Ë Growth and Opportunity Prioritising Economic Reform in Europe, HM TREASURY, February 2005, http://www.berr.gov.uk/files/file25094.pdf Š5Ë i2010 High Level Group, The Economic Impact of ICT: 	 REFERENCE Š1Ë Barbier B. Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, http://homepage.univie.ac.at/adusei.jumah/natural_r esources.pdf Š2Ë Cook P., Leydesdorff L., Regional Development in the Knowledge-Based Economy: The Construction of Advantage, Journal of Technology Transfer, 31: 5-15, 2006. 	 0.5
 Evidence and Questions, Information Space, Innovation & Investment in R&D, Inclusion, 20 April 2006, http://ec.europa.eu/information_society/eeurope/i2010/docs/high_level_group/i2010_benchmarking_framework.pdf Š6Ë Jednak J., Ekonomija Evropske unije, BPŠ VŠSS, Beograd, 2010. Š7Ë Jednak S., Kragulj D., Jednak D., Znanje kao faktor privrednog razvoja, SYMORG 2010, 2010. 	 Š3Ë Eurostat Š4Ë Growth and Opportunity Prioritising Economic Reform in Europe, HM TREASURY, February 2005, http://www.berr.gov.uk/files/file25094.pdf Š5Ë i2010 High Level Group, The Economic Impact of ICT: Evidence and Questions, Information Space, Innovation & Investment in R&D, Inclusion, 20 April 2006, http://ec.europa.eu/information_society/eeurope/i2010/docs/high_level_group/i2010_benc hmarking_framework.pdf Š6Ë Jednak J., Ekonomija Evropske unije, BPŠ VŠSS, Beograd, 2010.  Š7Ë Jednak S., Kragulj D., Jednak D., Znanje kao fak tor privrednog razvoja, SYMORG 2010, 2010. 	 0.5
 Š8Ë Kesner-Škreb Marina, Lisabonska strategija, Institut za javne finansije, Zagreb, Pojmovnik, UDK 331.5:364.23(4-67EU) Š9Ë Kragulj D., Ekonomija osnovi mikroekonomske i makroekonomske analize, Beograd, 2010. Š10Ë Lavrnchenko O., Bonchuk T., Knowledge and Information as a Basis of Societys Economic Development, http://fse.tibiscus.ro/anale/Lucrari2009/086.%20Lavrinchenko,%20Bonchuk.pdf Š11Ë OECD, Working Party on the Information Economy: 	 Š8Ë Kesner-Škreb Marina, Lisabonska strategija, Institut za javne finansije, Zagreb, Pojmovnik, UDK 331.5:364.23(4-67EU) Š9Ë Kragulj D., Ekonomija osnovi mikroekonomske i makroekonomske analize, Beograd, 2010.  Š10Ë Lavrnchenko O., Bonchuk T., Knowledge and Information as a Basis of Societys Economic Development, http://fse.tibiscus.ro/anale/Lucrari2009/086.%20La vrinchenko,%20Bonchuk.pdf Š11Ë OECD, Working Party on the Information Economy: New Perspectives on ICT Skills and Employment, 2004. 	 0.5
 Workshop Summary, http://www.fes.hr/E-books/pdf/Economic%20Development/10.pdf Š14Ë Rahimić Z., Kožo A., Building and Development of the Knowledge Based Economy in Bosnia and Herzegovina, 2009, http://ideas.repec.org/a/osi/journl/v5y2009p111-122.html Š15Ë Republički zavod za razvoj Srbije, Strategije, www.razvoj.gov.rs Š16Ë Tang S., Knowledge as Production Factor:  Toward a Unified Theory Of Economic Growth, h t t p : / / i a p s . c a s s . c n / U p l o a d F i le/2005102203439560.pdf Š17Ë Towards a Green and Innovative Economy, 2009. http://ec.europa.eu/archives/growthandjobs_2009 Š18Ë Transition Report 2008, EBRD. 	 Summary, http://www.fes.hr/Ebooks/pdf/Economic%20Development/10.pdf Š14Ë Rahimić Z., Kožo A., Building and Development of the Knowledge Based Economy in Bosnia and Herzegovina, 2009, http://ideas.repec.org/a/osi/journl/v5y2009p111122.html Š15Ë Republički zavod za razvoj Srbije, Strategije, Š12Ë Papanek G., Economic Growth versus Economic www.razvoj.gov.rs Development, Periodica Polythecnikca Ser.Soc.Man. SCI, Vol.10, No.2, pp. 201-213, 2002., http://www.pp.bme.hu/so/2002_2/pdf/so2002_2_02. pdf Š13Ë Plostajner Z., Briski A., Economic Development Š16Ë Tang S., Knowledge as Production Factor: Toward a Unified Theory Of Economic Growth, http://iaps.cass.cn/UploadFile/2005102203439560.p df Š17Ë Towards a Green and Innovative Economy, 2009. http://ec.europa.eu/archives/growthandjobs_2009 on the Local and Regional Level: Workshop Š18Ë Transition Report 2008, EBRD. 	 0.5
 005.8 ; 338.24 Walter Scherrer Univerzitet u Salzburgu, odsek za ekonomiju i društvene nauke walter.schrerrer¿sbg.ac.at XII Internacionalni simpozijum SymOrg 2010, 09. 12, jun 2010, Zlatibor, Srbija U uslovima sve intenzivnihje globalizacije u privredi, ekonomska politika na sub-nacionalnom, ili regionalnom nivou postaje sve značajnija, predstavlja sve veći izazov i nameće potrebu da se razvijaju koncepti ekonomske politike. 	 12, june 2010, Zlatibor, Serbia Economic policy at the sub-national or regional level has increasingly become relevant and challenging with intensified economic globalization and requires the development of economic policy concepts. 	 0.5
 U ovom radu raspravlja se o tome kako se metodi projektnog menadžmenta mogu primeniti u procesu kreiranja smernica za organe vlasti koji sprovode regionalne ekonomske politike. 	 This paper discusses how methods of project management can be applied to the process of creating guidelines for regional economic policy authorities. 	 0.5
 Na početku razmatramo specifična obeležja i izazove projektnog menadžmenta u javnom sektoru. 	 It starts with a discussion of specific features and challenges of project management in the public sector. 	 0.5
 Rasprava se završava zaključkom da su projekti u javnom sektoru često teži u poređenju sa onim u privatnom sektoru. 	 It is concluded that projects in the public sector frequently are more difficult than those in the private sector. 	 0.5
 U nastavku smo naglasili tipična svojstva projekta značajna za kreiranje smernica regionalne ekonomske politike (Regional Economic Policy Guidelines CEPG projekti). 	 Then typical features of a project which is aimed at creating regional economic policy guidelines (CEPG-projects) are highlighted. 	 0.5
 Glavne karakteristike proizvoda projekta koherentan srednjoročni koncept za kreatore regionalne ekonomske politike su sledeća tema naše diskusije. 	 Major characteristics of the most important project deliverable a coherent medium term concept for regional economic policy makers are discussed. 	 0.5
 Analiza tipologije ovakvih projekata ukazuje na to da CEPG projekti obično počinju kao pionirski projekti, a onda prerastaju u prihvatljive (acceptance) projekte. 	 The analysis of the typology of such projects suggests that CEPG-projects tend to start as pioneer projects and then turn into acceptance projects. 	 0.5
 Iz ove analize tipova ptojekata i iz kratke analize tri karakteristična nivoa projektnog menadžmenta (funkcionalnog, metodološkog i društvenog) izvode se potrebe za stručnim kvalifikacijama projektnih menadžera i potencijalom javne uprave za angažovanjem stručnjaka sa strane. 	 From this analysis of project types and a brief analysis of three distinct levels of project management (functional, methodological, and social level) skill requirements of project managers and the public administrations potential for drawing on external expertise are derived. 	 0.5
 Na kraju, raspravljamo o odnosu između, s jedne strane, fokusiranja obima projekta i, s druge strane, postizanja legitimiteta i prihvatanja od strane stejkholdera i šire publike. 	 Finally the relation between focusing the projects scope on the one hand and achieving legitimation and acceptance by the stakeholders and the wider public on the other hand is discussed. 	 0.5
 Između ova dva projektna cilja dolazi do sukoba, s obzirom da i jedan i drugi predstavljaju funkciju broja stejkholdera. 1. 	 A trade-off between these two project goals arises as both are functions of the number of stakeholders.  1. 	 0.5
 Uvod Projektni menadžment postao je standardni instrument za planiranje, koordinaciju i kontrolu različitih a složenih aktivnosti u poslovanju u privatnom sektoru. 	 Introduction Project management has become a standard tool for planning, coordinating and controlling diverse and complex activities in the private business sector. 	 0.5
 U međuvremenu, u mnogim oblastima u javnom sektoru primena ovog vida menadžmenta postala je uobičajena. 	 Meanwhile its use is commonplace in many areas in the public sector, too. 	 0.5
 Mnoge aktivnosti u javnom sektoru organizovane su u obliku projekata, te je stoga povećano interesovanje za specifična obeležja projektnog menadžmenta u javnom sektoru (videti, npr., Wirick Š8Ë). 	 Many endeavours of the public sector are organized as projects, and thus the interest for specific features of project management in the public sector has increased (see e.g. Wirick Š8Ë). 	 0.5
 U ovom radu bavimo se posebnim tipom projekata u oblasti javnog sektora koji se nalaze na granici između javnog i privatnog sektora: kreiranjm strateškog okvira (smernica) za organe uprave odgovorne za sprovođenje regionalne ekonomske politike. 	 This paper deals with a specific type of public sector projects which is at the interface between the public and the private sector: the creation of a strategic framework (guidelines) for regional economic policy authorities. 	 0.5
 Potreba za tako koherentnim okvirom u fokusiranju regionalne ekonomske politike u srednjoročnoj perspektivi posledica je sve veće složenosti konteksta kreiranja politike na sub-nacionalnom (t.j., regionalnom) nivou. 	 The need for such a coherent framework for focusing regional economic policy in a medium term perspective has increased as the context for economic policy making at the sub-national level (i.e. regional level) has become more complex. 	 0.5
 Intenzitet interakcije i konkurencije među regionima raste kako na međunarodnom tako i na međuregionalnom nivou, a obim ekonomske politike na sub-nacionalnom nivou povećan je u skladu sa pomeranjem kompetencija i moći između nivoa vlasti, što je, pak, posledica međunarodne ekonomske i političke integracije. 	 The intensity of interaction and competition among regions has increased both at the international and interregional levels, and the scope of economic policies at the sub-national level has been enlarged as international economic and political integration has shifted competences and power between levels of government. 	 0.5
 Obuhvat regionalnih ekonomskih politika proširen je i zato što učešće u brojnim progra mima Evropske unije zahteva da se najveći deo razvoja projekta i planiranja politike odvija na sub-nacionalnom nivou. 	 The scope of regional economic policies has also been widened as participation in many European Union programmes needs most of the project development and policy planning to be done at the sub-national levels. 	 0.5
 Izazov za politiku predstavlja i potreba da se osmisle koherentne i visoko razvijene strategije regionalnog ekonomskog razvoja. 	 Politics has been challenged by the necessity to design coherent and sophisticated strategies for regional economic development. 	 0.5
 Proces tog osmišljavanja smernica za ekonomsku politiku na regionalnom nivou smatra se projektom zato što zadovoljava kako kriterijume Vodiča Instituta za projektni menadžment i Kodeks znanja iz projektnog menadžmenta (PMBOK; PMI Š5Ë), tako i Nemački industrijski standard DIN 69901. 	 The design process of guidelines for economic policy at the regional level is considered a project because it meets the criteria both according to the Project Management Institutes Guide to the Project Management Body of Knowledge (PMBOK; PMI Š5Ë) and to the German industrial norm DIN 69901. 	 0.5
 Ovaj proces kreiranja je privremenog karaktera, pošto ima početak i kraj; potrebni su mu resursi i određena priprema i planiranje, a cilj procesa je kreiranje jedinstvenog proizvoda t.j. smernica ekonomske politike. 	 The design process is a temporary endeavour as it has a start and an end, it needs resources and some amount of preparation and planning, and the processs goal is to create a unique deliverable i.e. the economic policy guidelines. 	 0.5
 Stoga se metodi projektnog menadžmenta mogu primeniti na proces kreiranja ovakvih smernica. 	 Thus methods of project management can be applied to the process of creating such guidelines. 	 0.5
 U radu se razmatra pokušaj Kreiranja smernica ekonomske politike na sub-nacionalnom nivou (CEPG projekt) iz perspektive projektnog menadžmenta. 	 The paper analyses the endeavour Creating Economic Policy Guidelines at the sub-national level (CEPGproject) from a project management perspective. 	 0.5
 U poglavlju 2 analiziraju se izazovi i problemi projektnog menadžmenta specifični za projekte u oblasti javnog sektora uopšte. 	 Section 2 discusses challenges and problems of project management which are specific in public sector project in general. 	 0.5
 U poglavlju 3 naglašava se da su glavna obeležja CEPG projekta posebni projekat u javnom sektoru. 	 Section 3 highlights major features of a CEPG-project being a specific public sector project. 	 0.5
 Teme analize obuhvataju proizvode projekta, moguće tipove projekta, posebna pitanja koja se odnose na funkcionalni, metodološki i socijal ni nivo projektnog menadžmenta , kao i probleme u radu sa velikim brojem stejkholdera i zbrajanja rezultata. 	 Topics of analysis include project deliverables, possible project types, specific issues concerning the functional, methodological, and social levels of project management, and problems of dealing with big numbers of stakeholders and aggregating results. 	 0.5
 O pitanjima kao što su projektna organizacija, pravovremenost projekta i uloge službenika u javnom sektoru i drugih stručnjaka u ovakvom projektu raspravljalo se na drugim mestima (Scherrer Š7Ë). 	 Matters concerning project organisation, timing of the project, and the roles of public employees and other experts in such a project have been discussed elsewhere (Scherrer Š7Ë). 	 0.5
 U ovom radu pozivamo se na iskustva sa CEPG projektima koji su se odvijali u regionima Austrije počevši od kasnih 1990ih godina. 2. 	 The paper draws on experience with CEPG-projects which have taken place in Austrian regions since the late 1990s.  2. 	 0.5
 Specifična obeležja projektnog menadžmenta u javnom sektoru 2.1. 	 Specific features of project management in the public sector 2.1. 	 0.5
 Definisanje javnog interesa i merenje uspešnosti projekta Značajnu razliku u odnosu na projekte u sektoru privatnog biznisa ovde čini teškoća da se definiše javni interes. 	 Defining the Public Interest and Measuring Project Success A marked difference to private business sector projects is the difficulty to define the public interest. 	 0.5
 Dok se u poslovnim projektima interes kompanije obično lako definiše, kod projekata u javnom sektoru glavni problemi nastaju u oblasti određivanja prioriteta i agregacije prioriteta. 	 While in business projects a companys interest usually can be defined easily in public sector projects major problems of revealing preferences and preference aggregation arise. 	 0.5
 Stoga nije dovoljno jasno koje su to društvene i ekonomske grupe u jednoj oblasti/regionu kojima ekonomska politika treba da posveti posebnu pažnju da bi na najbolji način zadovoljila javni interes. 	 So it is not quite clear which groups of a regions society or economy ought to be targeted by economic policy in order to serve the public interest best. 	 0.5
 Posebno obeležje projekata u javnom sektoru jeste da kao CEPG projekti oni mogu da se protegnu u daleku budućnost i stoga treba zadovoljiti i potrebe stejkholdera koji još nisu na dnevnom redu i čije interese će možda biti teško i odrediti u ovom trenutku (Wirick Š8Ë). 	 A specific feature of public sector projects is that like a CEPG-project they may reach far into the future and therefore needs of stakeholders ought to be served who are not yet at the table and whose interests might be difficult to identify (Wirick Š8Ë). 	 0.5
 Ovo pitanje nastalo je kao posledica promene u ciljevima regionalne ekonomske politike u CEPG projektima u regiji Salzburga u proteklih petnaest godina. 	 This issue has been reflected by the change of goals of regional economic policy in the CEPG-projects in the province of Salzburg during the past fifteen years. 	 0.5
 U prvom izdanju ovog projekta, 1997. godine, smernice su ukazivale na dva cilja ekonomske politike: rast BDP i radna mesta. 	 In the first edition of this project in 1997 the guidelines aimed at two goals of economic policy: gdp growth and jobs. 	 0.5
 U narednom periodu, 2003. godine, privredni rast i radna mesta još uvek su na vrhu liste ciljeva, ali je dodat još jedan cilj ekonomske politike u srednjoročnom periodu ublažavanje regionalnih razlika. 	 In the next round in 2003 economic growth and jobs were still top-level goals, but the reduction of regional disparities was added as another goal of medium term economic policy. 	 0.5
 Do ove promene je došlo iako u međuvremenu nisu uočene nikakve značajne promene u međuregionalnim privrednim razlikama. 	 This change occurred although no major change in regional economic disparities had been observed in the meantime. 	 0.5
 U projektnom ciklusu koji je započet 2009/10, ovim trima ciljevima verovatno će biti dodata i ekološka održivost. 	 In the project cycle which started in 2009/10 these three goals will very likely be complemented by ecological sustainability. 	 0.5
 Iako se ova tema smatrala egzogenom u ranijim projektnim ciklusima, povezanost između ekologije i ekonomije izazivaće sve veću pažnju i tako će od samo jednog segmenta okvira postati osnovna tema ekonomske politike. 	 While this topic was considered exogenous in former project cycles ecology-economy links will get more attention and thus will turn from being part of the framework conditions to a core object of economic policy. 	 0.5
 Ali i ako pretpostavimo da je kao u slučaju CEPG projekta moguće adekvatno definisati javni interes, često je teško tačno izmeriti postignuće ovog projekta iz javnog sektora. 	 But even if we assume that like in the case of the CEPG-project it is possible to define the public interest properly it is often difficult to measure the achievement of this public sector project properly. 	 0.5
 Dok se u okruženju privatnog poslo vanja za merenje učinka može koristiti jedan jednostavan pokazatelj učinka, kao što je povraćaj po investiciji, u agencijama javnog sektora takve jednostavne mere često izostaju. 	 While in a private business environment a single and simple indicator of performance, like return on investment, can be used to measure performance, publicsector agencies often lack such simple measures. 	 0.5
 U slučaju CEPG projekta, na najvišem nivou ciljeva primenjuju se agregatni pokazatelji kao što su bruto domaći proizvod po glavi stanovnika, stopa rasta stvarnog BDP, rast zaposlenosti ili stope nezaposlenosti. 	 In the case of the CEPG-project at the top level of goals aggregate indicators like the gross domestic product per capita, the growth rate of real gdp, employment growth or unemployment rates have been used. 	 0.5
 Merenje ovih pokazatelja je jednostavno, ali ciljevi izraženi srednjim vrednostima skrivaju razlike između sektora, veličine firme, rodnih i starosnih grupa i drugih strukturnih karakteristika koje bi mgle da budu značajne. 	 Measurement of these indicators is simple, but targets expressed in average values hide differences across sectors, firm size, gender, age groups and other structural characteristics which might be important. 	 0.5
 Ciljeve i merila bi trebalo pažljivo razraditi i razlikovati zato što postoji rizik da se smernice za srednjoročni period preopterete ogromnim brojem ciljeva, strategija i instrumenata. 	 Targets and measures ought to be diversified carefully because there is a risk of overloading medium term guidelines with a vast amount of goals, strategies and instruments. 	 0.5
 To bi imalo za posledicu da smernice izgube na značaju. 	 Guidelines thus would become less meaningful. 	 0.5
 Sledeći problem u vezi sa CEPG projektom jeste teškoća da se stvarni ekonomski učinak pripiše strategijama koje projekat sadrži. 	 A further problem with the CEPG-project is the difficulty to attribute actual economic performance to the strategies suggested by the project. 	 0.5
 Ekonomska uspešnost jednog regiona zavisi od velikog broja uticajnih faktora koji nisu pod kontrolom regionalnih organa vlasti. 	 A regions economic performance depends on a variety of influencing factors which are not under the control of the regions authorities. 	 0.5
 Međuregionalna i međunarodna zavisnost poslovnog ciklusa, ustavna i druga zakonska ograničenja i aktivnosti regulatornih organa vlasti na nacionalnom i na nadnacionalnom nivou ograničavaju potencijal jednog regiona da osmisli i primeni nezavisnu politiku.  Stoga se preporučuje da se kod CEPG projekta meri učinak i da se ciljevi definišu ne prvenstveno u apsolutnim vrednostima, već u odnosu na druge regione koji imaju isti ili sličan relevantni zakonski i politički okvir. 2. 	 Interregional and international interdependencies of the business cycle, constitutional and other legal constraints, and the activities of regulatory authorities at the national and supra-national levels restrict a regions potential to design and implement independent policies.Therefore it is suggested to measure performance and to define targets in a CEPG-project not primarily in absolute numbers but in relation to other regions within the same or a similar relevant legal and political framework 2.2. 	 0.5
 Pet izazova za projektni menadžment u javnom sektoru prema PMI Institut za projektni menadžment (PMI), vodeća neprofitna organizacija koja propagira projektni menadžment i postavlja standarde u projektnom menadžmentu, odredio je pet izazova i tokova koji utiču na to kako projektni menadžment funkcioniše u javnom sektoru (PMI Š6Ë). 	 Five Challenges for Project Management in the Public Sector according to PMI The Project Management Institute, a leading nonprofit organisation which has been propagating project management and setting standards in project management identified five challenges and trends which affect how project management works in the public sector (PMI Š6Ë). 	 0.5
 Ovi izazovi su seldeći: rad sa višestrukim stejkholderima, prilagođavanje nestabilnom političkom okruženju, razumevanje lokalne politike, odnos prema sudu javnosti i rešavanje problema kadrovske ograničenosti.  U projektima u javnom sektoru imamo situaciju da je u projekat obično uključeno nekoliko stejkholdera iz drugih agencija i van javnog sektora, sa različitim interesima. 	 These challenges are: managing multiple stakeholders, adapting to a changing political landscape, understanding local politics, dealing with public scrutiny, and dealing with personnel constraints In public sector projects usually several stakeholders from other agencies and outside the public sector with varied interests are involved. 	 0.5
 S obzirom da uspeh projekta zavisi od saradnje i učinka ovog mnoštva programa i pružalaca usluga, treba razmotriti uticaj ovih projekata na programe i pružaoce usluga. 	 The impact of these projects on this multitude of programs and providers has to be considered as the projects success requires their cooperation and performance. 	 0.5
 Ovo sa svoje strane povećava broj stejkholdera u ovoj vrsti projekata. 	 This, in turn, increases the number of stakeholders in this type of projects. 	 0.5
 Stoga projektni menadžeri posluju u jednom okruženju suprotstavlje nih ciljeva i ishoda, a pošto se može desiti da nemaju kontrolu nad svojim projektima, moraju da pribegavaju brojnim pregovorima, konfliktnim rešenjima, različitim veštinama komunikacije i liderskim veštinama. 	 The project managers thus operate in an environment of conflicting goals and outcomes, and because they may lack governance in their projects, they need to use a lot of negotiation, conflict resolution, communication, and leadership skills. 	 0.5
 Uključivanje i upravljanje velikim brojem stejkholdera postalo je jedan od glavnih izazova u CEPG projektima (videti Scherrer Š7Ë) i njime ćemo se stoga detaljnije baviti u poglavlju 3. 	 The inclusion and management of a multitude of stakeholders has turned out to be a major challenge in CEPG-projects (see Scherrer Š7Ë) and will therefore be dealt with in more detail in section 3. 	 0.5
 Potreba za adaptacijom na promenljivu političku scenu može se najbolje predstaviti činjenicom da kontinuitet projekta ne sme da zavisi od političkih ciklusa i izbora koji podrazumevaju promenu političkih vođa a možda i prve postave u upravi. 	 The need to adapt to a changing political landscape may best be exemplified by the fact that project continuity may not we warranted due to political cycles and elections which entail the change of political leaders and perhaps even the first tier of administrative leadership. 	 0.5
 Novi ljudi na najvišim položajima u upravi donose nove ideje u upravu i lako se može dogoditi da se stari projekti zaustave ili počnu opet ispočetka. 	 With new people at the top level new ideas for new projects enter the administration while old projects are prone to be stopped or started over again. 	 0.5
 CEPG projekat treba da se započne dovoljno rano tako da se završi daleko pre novih izbora, čime su rezultati projekta zaštićeni od napada u govorima u izbornim kampanjama. 	 A CEPG-project should be initiated soon enough so that it can be finished well before the next election day in order to save project results from the rhetoric of election campaigns. 	 0.5
 Stoga je pravovremenost još jedan ključni problem o kom CEPG projekat treba da vodi računa (za detaljniji uvid, videti Scherrer Š7Ë). 	 Therefore proper timing has turned out to be another crucial issue in CEPG-projects (more details see in Scherrer Š7Ë). 	 0.5
 Razumevanje lokalne politike je značajno zato što direktive, politike, procedure i statuti mogu da utiču na projekat. 	 Understanding local politics is important because directives, policies, procedures and statutes may affect projects. 	 0.5
 Projekti u javnom sektoru izvode se u okruženju u kome postoje i politički protivnici; stoga se oni često koriste i da istaknu političke interese. 	 In the public sector projects are performed in an environment that includes political adversaries; often they have to placate political interests. 	 0.5
 Ovo se odnosi i na CEPG projekte pošto oni utiču na veliki broj politika koje osmišljavaju i primenjuju drugi sektori regionalne uprave, druge vladine agencije, ili se primenjuju na drugim nivoima vlasti (na primer, na nivou države). 	 This applies to CEPG-projects because they affect a variety of policies which are designed and implemented by other departments of the regional administration, by other government agencies, or at other levels of government (e.g. the central state). 	 0.5
 Projekti u javnom sektoru često su izloženi daleko intenzivnijoj javnoj proceni nego oni u privatnom sektoru zato što se odnose na veliki broj pojedinaca, firmi i organizacija van javnog sektora. 	 Public sector projects are usually confronted with a much more intensive public scrutiny than private sector projects because they affect many persons, firms, and organisations outside the public sector. 	 0.5
 Neuspeh ovde izaziva daleko veću pažnju zato što se može posmatrati kao rasipanje sredstava iz javnih fondova i zato što pogađa veliki broj ljudi. 	 Failures get a lot of attention because they could be considered to cause an improper use of public funds and because they could harm many persons. 	 0.5
 U projektima u javnom sektoru skoro da nije moguće sakriti informaciju, kao što je to moguće u projektima u privatnom sektoru, pošto se projekti u javnom sektoru sprovode pod ograničenjima koja nameću administrativni propisi, politike i procesi koji mogu da uspore projekte ili da potroše resurse namenjene projektu. 	 In public sector projects it is much less possible to conceal information than in private sector projects; they are performed under constraints imposed by administrative rules, policies, and processes that can delay projects and consume project resources. 	 0.5
 Projektni menadžer u javnom sektoru funkcioniše pod nadzorom raznih struktura (koje se nekad i preklapaju), na primer, na oku nekog izvršnog organa izabranog na izborima, neke agencije, zakonodavnih tela i njihovih nadzornih agencija, ili nekih izabranih nadzornih organa, kao što su državni revizori ili blagajnici. 	 The project manager in the public sector may operate under a variety of sometimes overlapping oversight structures, like the oversight of an elected executive, oversight agencies, legislative bodies and their own oversight agencies, and elected oversight officials, such as state auditors and treasurers. 	 0.5
 Posledica ovakvog preklapanja nadzora jeste da projekti iz oblasti javnog sektora ponekad moraju da izdvoje znatna sredstva da spreče da se ograničenja ne krše i da te nadzorne agencije usaglase (Wirick Š8Ë, str.3). 	 As a result of this overlapping oversight, public-sector projects may be required to dedicate substantial resources to ensuring that constraints are not violated and that oversight agencies are placated (Wirick Š8Ë, p.3). 	 0.5
 I konačno, mada jednako značajno, projekti u oblasti javnog sektora često se odvijaju pod budnim okom medija. 	 And, last but not least, projects in the public sector frequently operate under close media scrutiny. 	 0.5
 Konačno, specifično obeležje projekata u javnom sektoru jeste i odnos prema rezovima u platama (PMI Š6Ë) ili druga kadrovska ograničenja. 	 Finally, dealing with a pay cut (PMI Š6Ë) or other personnel constraints are specific features of public sector projects. 	 0.5
 Ako se visoko kvalifikovani poslovi u javnom sektoru plaćaju manje nego u privatnom sektoru, stopa prelaska visokostručnih projektnih menadžera iz javnog u privatni sektor može da poraste. 	 If highly skilled jobs in the public sector are paid lower than in the private sector this might lead to higher turnover rates of skilled project managers. 	 0.5
 Ograničenja budžeta, propisi u oblasti nabavki, zaštitne mere u civilnom sektoru i posebni sistemi zapošljavanja mogu da dovedu do toga da projekte u javnom sektoru često sprovodi postojeći kadar, što nije slučaj u privatnom sektoru. 	 Budget constraints, procurement regulations, civil-service protections and specific hiring systems may cause that public sector projects have to be per formed with existing staff resources more often than private-sector projects. 	 0.5
 Dalje, kultura u javnoj upravi uglavnom će se razlikovati od kulture u firmama u privatnom sektoru, za koje su usmerene aktivnosti i uspeh projekta uobičajena situacija (Wirick Š8Ë). 	 Further, the culture in public administrations is likely to be different from firms in the private sector which are usually better used to directed action and project success (Wirick Š8Ë). 	 0.5
 2.3. 	 2.3. 	 0.5
 Zaključak: projekti u javnom sektoru mogu biti komplikovaniji nego projekti u privatnom sektoru Javni sektor se razlikuje od privatnog; projekti u oblasti javnog sektora odlikuju se specifičnim obeležjima i problemima koji ih čine daleko težim od mnogih projekata u privatnom sektoru. 	 Summing up: Public-sector projects can be more difficult than private-sector projects The public sector is different compared to the private sector, and thus public sector projects are characterized by specific features and problems which can make them more difficult than many projects in the private sector. 	 0.5
 U javnom sektoru projekti se često sprovode u organizacijama i projektnim okruženjima u kojima je teško izmeriti ishod projekta. 	 In the public sector projects are often operated in organizations and project environments in which it is difficult to measure project outcome. 	 0.5
 U mnogim projektima u javnom sektoru ishod je teško definisati unapred (dobar primer za to je CEPG projekat), što ih čini težim od onih čiji se ishod može definisati na početku projekta zato što je tokom procesa potrebno više interakcije između stejkholdera. 3. obeležja CEPG projekta 3.1. 	 In many public sector projects the outcome is difficult to determine in advance (a CEPG-project is a good example!) which makes this type of projects more difficult than those for which the outcome can be defined at the beginning of the project because more interaction among stakeholders is required during the process.  3. 	 0.5
 Proizvodi projekta Svrha projekta jeste da razvije jedan koherentan koncept za fokusiranje strategija regionalne ekonomske politike u srednjoročnom periodu. 	 Project deliverables The projects purpose is to develop a coherent concept for focusing regional economic policy strategies in a medium term perspective. 	 0.5
 Koncept koji će biti osnovni proizvod (deliverable) projekta treba da sadrži analitičku bazu iz koje će se izvoditi smernice za regionalnu ekonomsku politiku. 	 The concept which will be the core deliverable of the project ought to contain an analytical basis from which regional economic policy guidelines are to be derived. 	 0.5
 Ova analitička baza će verovatno sadržati analizu privredne strukture i uspešnosti određenog regiona, analizu privrednog, društvenog i institucionalnog okruženja koji čine okvirne okolnosti tog regiona u kojima će se ekonomska politika primenjivati, kao i analizu društveno-ekonomskih kretanja koja mogu da utiču na budući ekonomski razvoj regiona. 	 This analytical basis is likely to contain an analysis of economic structure and performance of the region, an analysis of the economic, social and institutional environment which forms the regions framework conditions for economic policy, and an analysis of socio-economic trends which are likely to affect the regions future economic development. 	 0.5
 Analitička baza može da obuhvati i predviđanja i scenarije. 	 Forecasts and scenarios might also be part of the analytical base. 	 0.5
 Prvi deo koncepta usmerenog na politiku predstavlja definicija srednjoročnih ciljeva ekonomske politike i operativnih pokazatelja kojima se meri uspešnost određene politike. 	 A first policy-oriented part of the concept is the definition of medium term goals of economic policy and of operational indicators to measure the achievements of policy. 	 0.5
 Ovo nije jednostavan zadatak zato što se tokom razvijanja operativnih pokazatelja kojima se meri uspešnost politike javljaju problemi i zato što je ekonomske ishode teško pripisati aktivnostima ekonomske politike (videti odeljak 2.1.). 	 This is not a straightforward task because of problems to develop operational indicators which should measure the achievements of the policies and because of the difficulty of attributing economic outcomes to economic policy actions (see section 2.1.). 	 0.5
 Stavovi političara i drugih stejkholdera prema ciljevima ekonomske politike takođe mogu vremenom da se promene. 	 The politicians and other stakeholders attitudes toward goals of economic policy might change over time, too. 	 0.5
 Na primer, u smernicama ekonomske politike za Salzburšku provinciju u prvom projektnom ciklusu koji je počeo 1997. godine privredni rast i otvaranje novih radnih mesta bila su jedina dva cilja vrhunskog prioriteta, dok je 2003. godine kao treći cilj dodato smanjenje regionalnih razlika (iako se u međuvremenu regionalne razlike nisu povećale). 	 E.g, in the economic policy guidelines of the Province of Salzburg in the first project cycle which started in 1997 economic growth and job creation were the only two top-priority goals while in 2003 the reduction of regional disparities was added as a third goal (although regional disparities had not increased in the meantime). 	 0.5
 U nedavno započetoj trećoj fazi projektnog ciklusa (2010) vrlo je verovatno da će kao četvrti cilj biti dodata održivost posebno ekološka održivost. 	 In the recent third round of the project cycle (2010) sustainability ecological sustainability in particular will very likely be added as a fourth goal. 	 0.5
 Drugi deo koncepta usmerenog na politiku obuhvata identifikaciju oblasti smernica ekonomske politike potrebnih za razvijanje srednjoročnih strategija. 	 The second policy-oriented part of the concept is the identification of fields of economic policy guidelines for developing medium term strategies. 	 0.5
 Pojam srednjoročni period znači da da smernice treba razvijati za period duži od jednog izbornog perioda i da je period trajanja strategije dalekosežniji od uobičajenog horizonta kratkoročnog političkog planiranja. 	 Medium term means more that guidelines should be developed for more than one election period and that the strategy period reaches beyond the usual short-term political planning horizon. 	 0.5
 Različiti stejkholderi mogu već na samom početku, u fazi definisanja ciljeva najvišeg prioriteta, da iskažu svoje interese, ali ogorčena borba nastaje tek u fazi definisanja oblasti u kojima politika interveniše i tokom razvijanja konkretnih strategija. 	 While divergent interests of project stakeholders may emerge already at the stage of defining top-priority goals they become most virulent when the areas of policy intervention are defined and concrete strategies are developed. 	 0.5
 Kako CEPG projekat predstavlja instrument političkog marketinga, druga grupa proizvoda projekta može da bude prezentovanje ovog koncepta regionalnim vlastima, regionalnom parlamentu, različitim grupama stejkholdera u ekonomskoj politici i široj publici. 3. 	 As a CEPG-project is an instrument of political marketing another group of project deliverables could be the presentation of the concept to regional government, regional parliament, various stakeholder groups of economic policy, and to the wider public. 	 0.5
 Tip projekta Karakteristike projekta i izazovi za projektno upravljanje razlikuju se po sadržaju i tipu projekta. 	 3.2.  Project type Project characteristics and challenges for project management differ with regard to project content and type. 	 0.5
 Tipovi projekta razlikuju se po različitim dimenzijama, na primer, u odnosu na: pokretanje projekta i rad projekta: interni i eksterni projekti; obim projekta u smislu resursa i vremena potrebnog za sprovođenje projekta; stepena jedinstvenosti projekta: pionirski projekti i rutinski projekti; prirodu poduhvata: projektni zadatak može biti dobro definisan unapred, sa ograničenim brojem mogućih načina isporuke proizvoda (zatvoreni zadatak) ili projekti koje karakteriše veliki broj mogućih načina isporuke (otvoreni zadatak); stepen društvene složenosti projekta: projekti niske složenosti s obzirom na to da je u njih uključen mali broj stejkholdera čiji se interesi i pristupi rešavanju problema veoma malo razlikuju; njihovi modusi kauzalnosti su jednostavni i stoga je rizik u postizanju ciljeva projekta nizak i veoma složeni projekti koji zahtevaju interdisciplinarnu saradnju, politički su kontroverzni i obuhvataju veliki broj stejkholdera čiji se interesi veoma razlikuju. 	 Project types can be distinguished according to various dimensions, e.g. according to: the project initiation and project operation: inter nal vs. external projects; the size of the project in terms of resources and time required for the project; the projects degree of uniqueness: pioneer proj ects vs. routine projects; the nature of the endeavour: the project task may be well defined in advance with a limited amount of possible modes of delivery (closed task) vs. projects which are characterised by a variety of possible modes of delivery (open task); and the degree of social complexity of the project: low complexity projects due to a small number of stakeholders involved with only moderate differences of interests and approaches to problem solving, simple modes of causation and thus relatively low risk to accomplish project goals vs. highly complex projects requiring interdisciplinary cooperation, being politically controversial, and involving many stakeholders with diverging interests. 	 0.5
 CEPG projekat se obično pokreće interno, od strane političara zaduženih za regionalnu ekonomsku politiku, a ključnu ulogu u projektu ima administrativno odeljenje. 	 A CEPG-project usually is initiated internally by the politician(s) in charge of regional economic policy, and the administrative department plays a key role in the project. 	 0.5
 Stoga su CEPG projekti uglavnom u osnovi interni projekti iako spoljna ekspertiza (i organizaciona i funkcionalna) može da se pribavi na strani. 	 Thus CEPG-projects tend to be basically internal projects although external expertise (both or ganisational and functional) may be purchased from outside. 	 0.5
 Projekat će po obično biti srednje veličine: ni u jednom od CEPG projekata u austrijskim regionima u koje je ovaj autor bio uključen prosečni broj izvršilaca u smislu angažmana sa punim radnim vremenom tokom celog procesa nije prelazio pet ljudi. 	 The project size usually will be a medium one: in none of the CEPG-projects in Austrian regions in which the author has been involved the average number of staff devoted to the project in terms of fulltime-equivalents during the whole process exceeded five persons. 	 0.5
 Projekat bi trajao između devet i osamnaest meseci. 	 The project duration was between nine and eighteen months. 	 0.5
 Kombinovanjem dimenzije priroda poduhvata i stepen društvene složenosti u okviru matrice (videti dijagram 1) dobijamo interesantan uvid posebno u CEPG projekte. 	 Combining the project dimensions nature of the endeavour and degree of social complexity in a matrix (see diagram 1) yields interesting insights particularly for CEPG-projects. 	 0.5
 Projektima u donjem levom kvadrantu (standardni projekti) rukovodi se lako, s obzirom na jednostavne karakteristike projekta; pošto se priroda projekta ponavlja, organizacije već imaju iskustva u vođenju ovakvih projekata. 	 Projects in the lower left quadrant (standard projects) can be operated easily due to simple project characteristics; because of its repetitive nature organisations are already experienced with handling this kind of projects. 	 0.5
 Proizvod ovakvih projekata je jedinstven, ali način isporuke je standardizovan. 	 The deliverable of such projects is unique but the mode of delivering is standardised. 	 0.5
 U ovom kvadrantu nemamo ozbiljne CEPG projekte. 	 Serious CEPG-projects will not be found in this quadrant. 	 0.5
 Karakteristika potencijalnih projekata jeste njihova mala društvena složenost. 	 Potential projects are characterised by little social complexity. 	 0.5
 Ali pošto način isporuke i sadržaj proizvoda ovih projekata u velikoj meri nisu određeni, obim (t.j., potencijal) mogućih rešenja je širok. 	 But because the mode of delivery and the contents of the outcome are largely undetermined in these projects an the scope (i.e. the potential) of possible solutions is broad. 	 0.5
 Kuster Š2Ë, preveo i prilagodio W.S. Pionirski projekti imaju fundamentalne posledice za organizacije koje ove projekte sprovode. 	 Diagram 1: Project types; Source Kuster Š2Ë, translated and adjusted by W.S. Pioneer projects entail fundamental consequences for the organisation undertaking the project. 	 0.5
 Oni obuhvataju veliki broj stejkholdera i karakteriše ih visok stepen jedinstvenosti i rizika. 	 They involve many stakeholders and are characterised by a high degree of uniqueness and risk. 	 0.5
 Konačno, prihvatljivi projekti predstavljaju poduhvate sa dobro definisanim zadatkom. 	 Finally, acceptance projects are endeavours with a well defined task. 	 0.5
 To su složeni projekti zbog velikog broja stejkholdera čiji se interesi veoma razlikuju, ali oni nisu jedinstveni (ne više). 	 They are complex projects due to a big number of stakeholders with diverging interests, but they are not unique (any more). 	 0.5
 Pošto organizacija već ima neko iskustvo u sprovođenju ovakvih projekata, metodi projektnog menadžmenta mogu da se standardizuju. 	 As the organisation already has some experience in handling this type of project methods of project management can be standardised. 	 0.5
 Glavni zadatak ovakvih projekata jeste da osvoje ili zadrže saglasnost stejkholdera, t.j., njihovo prihvatanje ishoda projekta. 	 The major task of such projects is to gain or maintain stakeholders acceptance of the project outcome. 	 0.5
 Kom tipu projekata će pripadati CEPG projekat? 	 What project type will a CEPG-project be? 	 0.5
 Kada regionalna uprava sprovodi takav projekat po prvi put, on će se odlikovati visokim stepenom otvorenosti u smislu načina isporuke i prirode ishoda projekta. 	 When a regional administration does such a project for the first time then it will be characterized by a high degree of openness concerning the mode of delivery and the nature of the project outcome. 	 0.5
 Stepen društvene složenosti projekta zavisi od broja obuhvaćenih stejkholdera. 	 The projects degree of social complexity depends on the number of stakeholders involved. 	 0.5
 Projekat može da započne kao interni projekat u okviru uprave, u cilju analiziranja izvodljivosti i različitih načina kreiranja smernica ekonomske politike na regionalnom nivou. 	 The project may start as an internal project within the administration in order to analyse the feasibility and different modes of creating economic policy guidelines at the regional level. 	 0.5
 Kako će se pre ili kasnije pokazati da smernice obično imaju konkretan uticaj na ekonomsku politiku i regionalnu ekonomiju samo ako se u ovaj proces uključe ključni stejkholderi u ekonomskoj politici regiona, prvi CEPG projekat koji je preduzela regionalna vlast postaće pionirski projekat. 	 As it will turn out sooner or later that guidelines are likely to have an actual impact on economic policy and the regional economy only if the regions key economic policy relevant stakeholders get involved into the process the first CEPG-project undertaken by a regional government will tend to be a pioneer project. 	 0.5
 Ako se projekat ponavlja, biće lakše definisati projektni zadatak i očekivani ishod, pa projektni menadžment može da se osloni na metode koji su se već pokazali uspešnim. 	 If the project is repeated it will become easier to define the project task and the expected outcome, and the project management can rely on methods which have proved to be already successful before. 	 0.5
 Stoga CEPG projekat može da počne kao potencijalni projekat u pret-projektnoj fazi, ali će se onda brzo pretvoriti u pionirski projekat. 	 So a CEPG-project might start in a pre-project phase as a potential project but will then quickly change to a pioneer project. 	 0.5
 Najzad, kako prolazi kroz nekoliko projektnih ciklusa, on će se verovatno pretvoriti u prihvatljivi projekat. 	 Finally it is likely to change to an acceptance project as it runs through several project cycles. 	 0.5
 Ova tipologija projekata je korisna prilikom izbora projektne organizacije, u odlučivanju kako da se ponašamo prema projektnom okruženju, kao i kad treba odrediti zahteve koji se odnose na umrežavanje i kvalifikacije projektnog menadžera. 	 This typology of projects is helpful for the choice of project organisation, for the decision on how to deal with the project environment, and for defining the requirements concerning networking and the skills of the project manager. 	 0.5
 U dva donja kvadranta (a posebno kod standardnih projekata) nije potrebna velika projektna organizacija, a organizaciona kultura se ne razlikuje mnogo od linijske strukture organizacije. 	 In the lower two quadrants (particularly in standard projects) no big project organisation is required and the organisational culture does not differ very much from the line-world of an organisation. 	 0.5
 U slučaju prihvatljivih i pionirskih projekata, kulturna razlika i potencijali za mešanje sa linijskom organizacijom su značajniji. 	 In acceptance and pioneer projects the cultural difference to and the potential for interferences with the line organisation are more significant. 	 0.5
 U takvim projektima a oni su tipični oblici CEPG projekata društvene kompetentnosti i sposobnosti umrežavanja predstavljaju ključne veštine koje su potrebne da bi projektni menadžment imao uspeha. 3. 	 In such projects which are typical forms of CEPGprojects social competences and networking abilities are key skill requirements for project management to be successful.  3.3. 	 0.5
 Nivoi projektnog menadžmenta Projektni menadžment se bavi organizovanim planiranjem i primenom složenih postupaka u projektu. 	 Levels of project management Project management deals with the organized planning and implementation of complex activities in a project. 	 0.5
 On mora da odgovori na izazove definisanja odgovarajućeg obima projekta i da se izbori i sa vremenskim ograničenjima i troškovnim ograničenjima a to je trougao ciljeva i sukoba između troškova, učinka i vremena (Lock Š3Ë). 	 It has to cope with the challenges of defining the proper scope of the project, dealing with time constraints, and dealing with cost constraints the triangle of objectives and trade-offs between cost, performance and time (Lock Š3Ë). 	 0.5
 Glavni zadatak projektnog menadžmenta jeste da uspostavi ravnotežu između ova tri međusobno povezana ograničenja. 	 A major task of project management is to strike a balance between these interrelated constraints. 	 0.5
 Odgovor na ove izazove zahteva postojanje tri nivoa projektnog menadžmenta (uporediti Kuster Š2Ë) iz kojih se opet izvode zahtevi za stručnim kvalifikacijama projektnog menadžera CEPG projekta i potencijal za unajmljivanje firmi spolja (konsultanti, eksperti) za rešavanje specifičnih zadataka. 	 Tackling these challenges needs three levels of project management (comp. Kuster Š2Ë) from which again skill requirements of the project manager of a CEPG-project and the potential to outsource specific tasks to external firms (consultants, experts) can be derived. 	 0.5
 Na prvom mestu je funkcionalni nivo projektnog menadžmenta čija svrha je planiranje i struktuiranje projekta. 	 First, there is a functional level of project management which aims at planning of goals and structuring the project. 	 0.5
 Projektni menadžer u CEPG projektu ovde mora dobro da poznaje ekonomiju datog regiona i da poseduje osnovna znanja iz oblasti ekonomske teorije i politike. 	 Here the major challenge for the project manager of a CEPG-project is having a sound knowledge of the regions economy and a basic knowledge of economic theory and policy. 	 0.5
 Uticaj projektnog menadžera na funkcionalnom nivou je veliki zato što on sastavlja privremene izveštaje i koncipira konačni izveštaj proizvod celog projekta. 	 The project manager has a strong influence at the functional level because he is in charge of formulating intermediate reports and drafting the final report the deliverable of the whole project. 	 0.5
 Stoga bi bilo poželjno da se organi uprave što bolje upoznaju sa ekonomskom politikom pošto će im ta znanja i sposobnosti predstavljati osnovnu bazu znanja potrebnu za razradu i sprovođenje smernica i strategija ekonomske politike. 	 Therefore administrations are well advised to build up competences in economic policy as these are at the core of the knowledge base required for developing and implementing economic policy guidelines and strategies. 	 0.5
 Istovremeno, organi uprave moraju da se oslone i na stručnjake spolja, tako da stejkholderima u regionalnoj ekonomskoj politici mogu da predstave objektivno stanje i razvoj u privredi datog regiona. 	 At the same time public administrations ought to draw on external expertise, too, in order confront regional economic policy stakeholders with an unbiased view of the regions economic situation and development. 	 0.5
 Na drugom mestu je metodološki nivo projektnog menadžmenta, a njegov zadatak je da planira korišćenje resursa, kapacitete, troškove, vreme i likvidnost. 	 Second, there is a methodological level of project management which is concerned with planning resource use, capacities, cost, time, and liquidity. 	 0.5
 U ove svrhe koriste se standardni instrumenti projektnog menadžmenta kao što su tehnike struktuiranja, bar planovi, tehnike netplanova kao što je metod kritičnog puta i druge tehnike odlučivanja i planiranja. 	 For these purposes the standard tools of project management like structuring techniques, bar plans, netplan techniques like the critical path method, and other decision and planning techniques are used. 	 0.5
 Sve dok je CEPG projekat potencijalni projekat ili pionirski projekat, metodološka ekspertiza može da se kupi na tržištu. 	 As long as a CEPG-project is a potential project or a pioneer project methodological expertise may be purchased in the market. 	 0.5
 Kad projekat treba da se ponavlja pa dobije karakter opšteprihvatljivog (acceptance) projekta (ili čak standardnog projekta), onda je već vreme da se razvije ovakva ekspertiza u okviru organa uprave da bi se smanjila zavisnost od znanja koje se mora dobavljati spolja. 	 When a project is set to take place repeatedly and it thus gets the character of an acceptance project (or even a standard project) the time has come to develop this type of expertise within the administration in order to reduce the dependency from external knowledge. 	 0.5
 Treći nivo je relacioni ili društveni nivo projektnog menadžmenta. 	 Third, there is a relational or social level of project management. 	 0.5
 Neformalni aspekti projektnog planiranja i upravljanja koji se fokusiraju na rešavanje problema i upravljanje konfliktima predstavljaju značajne odrednice uspešnosti projekata u javnom sektoru (Joyce Š1Ë, str.85). 	 The informal aspects of project planning and management, which focus on problem solving and conflict management, are important determinants of the success of projects in the public sector (Joyce Š1Ë, p. 85). 	 0.5
 Veoma je značajno kako osobe obuhvaćene projektom komuniciraju i kako se ponašaju jedni prema drugima u timu, kako mogu da razvijaju kreativnost, kako predstavljaju svoje ideje i rezultate, kako se u projektu odnosimo prema suprotnim mišljenjima i otporima. 	 It is relevant how the persons involved in the project communicate and deal with each other in a team, how they can develop creativity, how they present their ideas and results, how opposition and contradictions are dealt with in the project. 	 0.5
 Motivacija i koordinacija učesnika u CEPG projektu predstavljaju ključne izazove na relacionom nivou projektnog menadžmenta. 	 Motivation and co-ordination of agents which are involved in a CEPG-project are the key challenges at the relational level of project management. 	 0.5
 Zato bi bilo poželjno da regionalne vlasti interno unaprede i razviju sposobnosti u ovoj oblasti, tako da ne moraju u potpunosti da zavise od podrške spolja. 	 Public administrations are well advised to build up and develop skills in this area internally and not to completely rely on external support. 	 0.5
 Za javnu upravu koja je odgovorna za ekonomsku politiku, kontakti sa stejkholderima ili potencijalnim klijentima kao što su interesne organizacije preduzetnika, top menadžera i vlasnika ključnih firmi u regionalnoj ekonomiji su od suštinskog značaja kad je reč o uspešnosti mera ekonomske politike kako na operativnom, tako i na strateškom nivou. 	 For public administrations which are in charge of economic policy contacts with stakeholders or potential clients like interest organisations of entrepreneurs, top managers and owners of key firms in the regional economy are essential for the success of economic policies both operationally and strategically. 	 0.5
 Stoga projektni menadžeri treba da dobro da poznaju relacioni i društveni nivo projektnog menadžmenta. 	 Project managers therefore should have a sound knowledge concerning the relational or social level of project management. 	 0.5
 Velika je podrška ako su ljudi iz organa uprave zaduženog za pitanja ekonomske politike dobro integrisani u formalne i neformalne mreže značajnih činilaca ekonomske politike u datom regionu. 3. 	 It is supportive if people from the administrative department which is in charge of economic policy affairs are well integrated both in formal and informal networks of relevant agents of economic policy in the region.  3.  4. 	 0.5
 Obim projekta i veliki broj stejkholdera Projektovanje smernica za regionalnu ekonomsku politiku je apsolutno politički proces i stoga je kako navodi Niskanen (Š4Ë, str.321) proces postizanja saglasnosti oko vladinih postupaka ...  Ova saglasnost smatra se superiornom u odnosu na bilo koji drugi kriterijum kojim se takođe vrednuju društvene aktivnosti. 	 Focusing the projects scope and large numbers of stakeholders Designing guidelines for regional economic policy is a genuinely political process and therefore it is according to Niskanen (Š4Ë, p.321) a process of achieving consent on governmental actions. … Consent should be considered superior to any of the other criteria by which social actions are also evaluated. 	 0.5
 Kada je reč o CEPG projektima, definisanje obima projekta šta je obuhvaćeno projektom, a šta nije predstavlja posebno osetljiv problem zato što postoji veliki broj stejkholdera čija se očekivanja u vezi sa obimom projekta veoma razlikuju. 	 In CEPG-projects defining the projects scope what is included in the project and what is not is a particularly delicate issue because of the broad range of stakeholders with diverging expectations of scope. 	 0.5
 Stejkholdere treba uključiti u proces defunisanja obima projekta, što opet otežava postizanje konsenzusa koji je od suštinskog značaja za uspešnost projekta. 	 Stakeholders need to be integrated in the process of defining project scope which makes achieving a consensus which is crucial for the projects success! difficult. 	 0.5
 Projektni menadžer ne može da upravlja eksternim stejkholderima koji nisu deo javne uprave, a često ni internim stejkholderima iz drugih sektora te iste uprave, a na koje će CEPG projekat imati uticaja. 	 External stakeholders from outside the public administration and often even internal stakeholders from other departments of the same administration which are affected by the CEPG-project cannot be controlled by the project manager. 	 0.5
 Kako i u slučaju drugih projekata u oblasti javnog sektora, bez obzira koliko se projektni menadžer može smatrati glavnim odgovornim, upravljanje CEPG projektom i zadovoljstvo zbog uspeha mora da bude zajedničko (Wirick Š8Ë). 	 Like in other public sector projects, even though the project manager may be ultimately accountable, governance of a CEPG-project and credit for successes must be shared (Wirick Š8Ë). the projects Diagram 2: Acceptance vs. focusing of guidelines. 	 0.5
 Prihvatanje smernica i fokusiranje smernica Broj ljudi obuhvaćenih procesom stvaranja smernica u CEPG projektu biće veliki zato što je to važno za legitimitet projekta i njegovo prihvatanje u javnosti. 	 In a CEPG-project the number of people included in the process of creating guidelines will be large because this is beneficial for the guidelines legitimation and acceptance in the public. 	 0.5
 Postupcima i odlukama kreatora regionalne politike u oblasti ekonomije može se dati legitimitet putem srednjoročnih smernica. 	 Economic policy actions and decisions of regional policy makers can be legitimated by medium term guidelines. 	 0.5
 Nivo prihvatanja postupaka u oblasti ekonomske politike biće veći ako se te aktivnosti mogu lakše objasniti javnosti tako što ćemo se pozvati na čvrst skup smernica i time pokazati da ove mere nisu rezultat ad-hoc odluka već da se zasnivaju na strateškom planu. 	 The acceptance of economic policy actions will increase if actions can be explained easier to the public by referring to a coherent set of guidelines thus demonstrating that policy actions are not the result of ad-hoc decisions but are based on a strategic plan. 	 0.5
 Ipak, stejkholderi u projektu možda će insistirati na svojim pojedinačnim interesima, čak i pod pretpostavkom da postoji osnovni konsenzus o zajedničkom regionalnom interesu. 	 But stakeholders in the project might want to pursue individual interests in the project even under the assumption that there exists a basic consensus on a common regional interest. 	 0.5
 Učešće velikog broja stejkholdera otežava traganje za kompromisom koji je preduslov za konsenzus zato što je broj pitanja koja se moraju uzeti u obzir u smernicama ekonomske politike veoma veliki, te je stoga veoma nizak stepen u kom se smernice mogu fokusirati. 	 The participation of a large number of stakeholders in the project makes the search for compromise as a precondition for consensus difficult because the variety of issues to be dealt with in the economic policy guidelines is high and thus the expected degree of focusing of guidelines is low. 	 0.5
 Ali, davanje prioriteta dobro definisanim temama i strategijama značajno je i zbog budžeta zato što će biti i teško i verovatno beskorisno finansirati gomilu strategija i mera u stilu ponešto za svakog, a koje treba razraditi iz smernica. 	 But attaching priority to well defined topics and strategies is necessary for budget reasons because it will be both difficult and most likely ineffective to finance a something-for-everyone bundle of strategies and measures to be derived from the guidelines. 	 0.5
 Takođe se postavlja pitanje da li ovakve smernice mogu da budu korisne za ekonomsku politiku i čak da li se uopšte mogu uzeti za ozbiljno zato što se (skoro) sve političke aktivnosti, čak i one kontradiktorne, mogu opravdati pozivanjem na te smernice. 	 It is also questionable whether such guidelines are helpful for economic policy or even if the guidelines can be taken serious at all because (nearly) any policy action and even contradictory policy actions can be justified with reference to such guidelines. 	 0.5
 Pošto i prihvatanje i stepen fokusiranosti smernica predstavljaju funkciju broja i različitosti stejkholdera, učesnika u projektu, dolazi do sukoba između ova dva cilja (videti dijagram 2). 	 As both the acceptance of guidelines and the degree of guidelines focusing are a function of the number and diversity of stakeholders involved in the project a trade-off between these two goals emerges (see diagram 2). 	 0.5
 Sukobu između prihvatanja smernica i fokusiranja smernica se stoga mora prići tek kada se ove oblasti politike definišu i to treba da se obuhvati smernicama. 	 The trade-off between acceptance and focusing of guidelines therefore has to be addressed when those policy fields are defined which ought to be covered by the guidelines. 	 0.5
 Na metodološkom planu, primena metoda koji će omogućiti da se povećaju stepen prihvatanja i stepen fokusiranja smernica predstavlja važan zadatak za projektni menadžment. 	 It is an important task of project management at the methodological level to apply methods which allow increasing both acceptance and the degree of focusing of guidelines. 	 0.5
 Na dijagramu, to bi značilo pomeranje krivulje sukoba prema spolja u odnosu na početak. 	 In the diagram this would mean a shift of the trade-off curve outward from the origin. 	 0.5
 Jednostavan metod da se ovo postigne, zasnovan na pažljivom struktuisanju učešća stejkholdera u radnim grupama i sastavljanja plana rada za te radne grupe od strane projektnog menadžmenta predstavio je Scherrer Š7Ë. 3. 	 A simple method to achieve this based on a careful structuring of stakeholder participation in work groups and agenda setting for the workgroups by the project management has been presented in Scherrer Š7Ë. 3.5. 	 0.5
 Projektni meandžment je koristan instrument za rukovođenje CEPG projektom Analizom smo pokazali da projektni menadžment predstavlja koristan instrument za sprovođenje procesa kreiranja smernica ekonomske politike na sub-nacionalnom nivou. 	 Summing up: Project management is a useful tool for handling a CEPG-project The analysis showed that project management is a useful tool to for handling the process of creating economic policy guidelines at the sub-national level. 	 0.5
 Proces kreiranja ovih smernica ima sve karakteristike koje čine projekat. 	 The process of creating such guidelines has all the characteristics which constitute a project. 	 0.5
 Svrha i glavni proizvod projekta jeste da se razvije jedan koherentan koncept za fokusiranje strategija regionalnog ekonomskog razvoja u srednjoročnoj perspektivi. 	 The projects purpose and major deliverable is to develop a coherent concept for focusing regional economic policy strategies in a medium term perspective. 	 0.5
 U pretprojektnoj fazi, CEPG projekti mogu da počnu kao potencijalni projekti, ali se ubrzo pretvaraju u pionirske projekte i konačno u prihvatljive projekte, pošto prođu kroz nekoliko projektnih ciklusa. 	 CEPG-projects might start in a pre-project phase as a potential project but they soon will change to a pioneer project and finally to an acceptance project as it runs through several project cy cles. 	 0.5
 Glavni zadatak projektnog menadžmenta jeste da uspostavi ravnotežu između obima projekta, vremenskih i troškovnih ograničenja primenom projektnog menadžmenta na funkcionalnom, metodološkom i društvenom nivou. 	 A major task of project management is to strike a balance between project scope, time and cost constraints by applying project management at the functional, methodological, and social levels. 	 0.5
 Ključni zahtevi koji se tiču umeća/kvalifikovanosti projektnog menadžera u CEPG projektu obuhvaćeni su i funkcionalnim nivoom, a u najvećoj meri društvenim nivoom, dok je na metodološkom nivou javnoj upravi lakše da za specifične zadatke angažuje stručnjake spolja. 	 Key skill requirements of the project manager of a CEPG-project are both at the functional level and most of all at the social level, while at the methodological level it is less problematic for a public administration to outsource specific tasks to external agents. 	 0.5
 Značajni projektni ciljevi su prihvatanje smernica od strane stejkholdera i šire javnosti i visok nivo fokusiranosti smernica. 	 The acceptance of guidelines by stakeholders and by the wider public and a high degree of guidelines focusing are important project goals. 	 0.5
 Kako su oba ova cilja funkcije broja i različitosti stejkholdera koji učestvuju u projektu, između ovih ciljeva dolazi do sukoba. 	 As both goals are a function of the number and diversity of stakeholders involved in the project a trade-off between these two goals emerges. 	 0.5
 Rešavanje ovog sukoba jeste jedan od glavnih zadataka projektnog menadžmenta u CEPG projektu. 	 Dealing with this trade-off is one of the major tasks of project management in a CEPG-project. 	 0.5
 LITERATURA Š1Ë Joyce, P., Strategic management for the public ser vices, Open University Press, Buckingham, 1999. Š2Ë Kuster, J. et al. (eds), Handbuch Projektmanage ment, 2. ed., Springer, Berlin 2008. Š3Ë Lock, D., Project management, 9. ed., Gower, Aldershot, 2007. Š4Ë Niskanen, W. A., The opportunities for political entrepreneurship, in: 	 BIBLIOGRAPHY Š1Ë Joyce, P., Strategic management for the public serv ices, Open University Press, Buckingham, 1999.  Š2Ë Kuster, J. et al. (eds), Handbuch Projektmanagement, 2. 	 0.5
 W. A. Niskanen (ed.), Policy analysis and Public Choice, Edward Elgar, Cheltenham, 1998, 321-328. Š5Ë PMI Project Management Institute, Project Management Body of Knowledge (PMBOK), 4th edition, 2008. Š6Ë PMI Project Management Institute, Five challenges and trends affecting how project management works in todays public sector, http://www.pmi.org/Pages/default.aspx, download: 	 Š4Ë Niskanen, W. A., The opportunities for political entrepreneurship, in: W. A. Niskanen (ed.), Policy analysis and Public Choice, Edward Elgar, Cheltenham, 1998, 321-328.  Š5Ë PMI Project Management Institute, Project Management Body of Knowledge (PMBOK), 4th edition, 2008. 	 0.5
 2010-04-03. Š7Ë Scherrer, W., Administrative and politico-econo mic Issues of creating strategic economic policy guidelines at the sub-national level, in: 	 Š6Ë PMI Project Management Institute, Five challenges and trends affecting how project management works in todays public sector, http://www.pmi.org/Pages/default.aspx, download: 2010-04-03. 	 0.5
 M. Vintar and P. Pevcin (eds.), Contemporary Issues in Public Policy and Administrative Organisation in South-East Europe, University of Ljubljana, Ljubljana, 2009, 203-219. Š8Ë Wirick, D., Public-Sector Project Management. 	 Š7Ë Scherrer, W., Administrative and politico-econom ic Issues of creating strategic economic policy guidelines at the sub-national level, in: M. Vintar and P. Pevcin (eds.), Contemporary Issues in Public Policy and Administrative Organisation in South-East Europe, University of Ljubljana, Ljubljana, 2009, 203-219.  Š8Ë Wirick, D., Public-Sector Project Management. 	 0.5
 Značaj strategijskog upravljačkog računovodstva za upravljanje bankama UDK: 	 Meeting the Challenges and Achieving Results, John Wiley, Hoboken/N.J., 2009. 	 0.5
 005.51:336.71 ; 007:336.71]: Snežana Knežević¹, Miloš Milosavljević¹, Veljko Dmitrović¹, ¹Fakultet organizacionih nauka u Beogradu U sklopu značajnih dinamičnih promena u bankarskom sektoru, cilj ovog rada jeste identifikacija informacionog portfolija za strategijsko upravljanje bankama u Srbiji. 	 Importance of Strategic Management Accounting for Bank Management UDC: 005.51:336.71 ; 007:336.71]:004 Snežana Knežević¹, Miloš Milosavljević¹, Veljko Dmitrović¹, ¹Faculty of Organizational Sciences, Belgrade As part of significant dynamic changes in the banking sector, the aim of this paper is to identify the information portfolio for strategic management in Serbian banks. 	 0.5
 Ulaskom stranih banaka domaće tržište bankarskih proizvoda, povećana je konkurencija na bankarskom tržištu, te informacije postaju resurs od primodijarnog značaja za formulisanje strategije banke u različitim poslovnim segmentima. 1. 	 Foreign banks entering the domestic market of banking products have caused the competition in the banking sector to increase, which fostered the information to become a resource of primary importance for the formulation of the banks strategy in various business segments.  1. 	 0.5
 Uvod Odluke strateškog karaktera odnose se na strategiju ponašanja i predstavljaju definisanje nivoa razvoja banke, odluke o raspodeli profita, nivou kapitalizacije, odluke o reorganizaciji, razvoju postojećih i uvođenju novih bankarskih proizvoda i dr. Složenost samih tehnika strategijskog upravljačkog računovodstva u bankama prevazilazi one navedene i opisane u dosadašnjim teorijskim studijama Š1Ë. 	 Introduction Strategic decisions refer to the conduct strategy and actually define the level to which a bank is developed, the profits distribution, the capitalization level, the decisions on reorganization, the development of the existing and the introduction of new bank products, etc.  The complexity of the strategic management accounting techniques themselves in the banks goes far beyond those quoted and described in the academic studies so far Š1Ë. 	 0.5
 Kako svaka odluka može biti dobra u tolikoj meri koliko je dobra i njena informaciona podloga, može se reći da su informacije postale strategijski resurs menadžmenta. 	 As each decision can be good to the extent to which its information basis is reliable, information can be said to have become a strategic resource of management. 	 0.5
 Pojedini autori naglašavaju da je značaj informacija jednako bitan kao i korišćena strategijska tehnika Š2Ë. 	 Certain authors maintain that the information is as important as the strategic technique implemented Š2Ë. 	 0.5
 Nezavisno od toga što su se prvi radovi o strategijskom upravljačkom računovodstvu pojavili pre samo nekoliko godina, istraživanja u radu su potvrdila da su mnoge banke u razvijenom tržišnom svetu već dosta ranije krenule da primenjuju neke od njegovih segmenata. 	 Regardless of the fact that the earliest reports on strategic management accounting appeared only a couple of years ago, the research conducted in this work has shown that a large number of banks in the developed market world introduced some of its segments years ago. 	 0.5
 Primera radi, mnoge banke koje su bile suočene sa konkurencijom, koja je veoma izražena na finansijskom tržištu, primenjivale su veliki broj analiza za poređenje sa konkurencijom, posebno u domenu upravljanja troškovima, koristeći pritom bogat informacioni potencijal upravljačkog računovodstva. 2. 	 For example, a large number of banks facing a rather fierce competition characteristic of financial market conducted a host of analyses in which they compared themselves to the competition, especially in the domain of cost management, using a considerable information potential of the management accounting.  2. 	 0.5
 Strategijsko upravljačko računovodstvo u funkciji podrške strateškom menadžmentu Strategijsko upravljačko računovodstvo predstavlja savremeni akademski odgovor na impulse koje kreira dinamično poslovno okruženje. 	 Strategic management accounting as support function to strategic management The strategic management accounting is a modern academic response to the impulses created by a dynamic business environment. 	 0.5
 Rastuća potreba menadžmenta banaka za metodama i modelima relevantnim za donošenje odluka u uslovima kada su inkrementalne promene u okruženju zamenjene radikalnim i sadržajnim promenama, uslovila je potrebu da se fokus akademika i praktičara pomeri sa internih na eksterne elemente u analizi bankarskog poslovanja. 	 An increasing need of the bank management for the methods and models relevant in decision making in the conditions when the incremental changes in the environment are replaced by radical and content changes, demanded that the academics and practitioners should focus upon external, rather than internal elements in the analysis of the banking operations. 	 0.5
 Strategijske odluke koje karakteriše mobilizacija ukupnih bankarskih resursa dobijaju krucijalni značaj za poslovanje, te je uvođenje novih tehnika upravljačkog računovodstva postalo logičan odgovor na nove zahteve. 	 The strategic decisions characterised by a mobi lization of all the bank resources become crucial in business operations, therefore the introduction of new management accounting techniques has become a logical answer to new requirements. 	 0.5
 U ovom radu će biti predstavljeni suštinski potencijali i realni dometi savremenih tehnika strategijskog upravljačkog računovodstva, kao i njihova svrsishodnost za poslovno odlučivanje banaka. 	 Our aim in this work is to present essential potentials and a real reach of modern strategic management accounting techniques, as well as their approprieteness for business decision making in the banks. 	 0.5
 Top menadžeri banke se koncentrišu na dugoročne strateške odluke. 	 The top managers in the bank concentrate on longterm strategic decisions. 	 0.5
 Njima su, stoga, potrebne informacije koje će im omogućiti da donesu odluke o integraciji i akviziciji ili o planiranju novih bankarskih proizvoda. 	 Hence they need information that can help them make decisions on integration and acquisition, as well as on planning new bank products. 	 0.5
 Nedvosmisleni je zaključak dosadašnjih empirijskih studija o značajnoj kontribuciji strategijskog upravljačkog računovodstva u kreiranju adekvatnog informacionog portfolija, ali zaključci nisu toliko jasni kada je u pitanju odabir same strategije na osnovu generisanih informacija strategijskog upravljačkog računovodstva Š3Ë Š4Ë. 	 The empiric studies so far have expressly stated that the role of the strategic managemnt accounting in creating an adequate information portfolio is significant, however, the conclusions are somewhat ambiguous as regards the strategy itself on the basis of the information generated by the strategic management accounting Š3Ë Š4Ë. 	 0.5
 Bankarski menadžeri srednjeg nivoa teže da se u velikoj meri usredsrede na odluke srednjeg dometa, kao na primer na događaje koji bi mogli da utiču na rad bankarske institucije u narednih godinu dana. 	 The middle level bank managers tend to focus upon the medium-term decisions, such as the events that may affect the banking institutions operations in the following year. 	 0.5
 Oni stoga traže informacije potrebne pri analizi budžeta, kratkoročnom predviđanju i analizi odstupanja ostvarenih u odnosu na planirane performanse. 	 Hence they need information necessary for the budget analysis, for a short-term forecasting, and for the analysis of deviations from the planned performances. 	 0.5
 Strategijsko upravljačko računovodstvo se može definisati kao oblik upravljačkog računovodstva koji kao informacioni input pored tradicionalnih, interno generisanih računovodstvenih informacija, koristi i set informacija koje se odnose na eksterne poslovne i nefinansijske faktore. 	 Strategic management accounting can be defined as a form of management accounting that uses a set of information concerned with external business and non-financial factors alonside the traditional, internally generated accounting information, as the information input. 	 0.5
 Elementarni značaj ovakve analize se odnosi na bolju komunikaciju procesa poslovnog odlučivanja i strategije. 	 The basic importance of such an analysis is reflected in a better communication of the business decision making and strategy. 	 0.5
 Međutim, logika ovakve kategorizacije i širina dometa definicije doveli su do divergentnog tumačenja elemenata strategijskog upravljačkog računovodstva. 	 The logic of such a categorization and the scope of this definition have, however, resulted into a divergent interpretation of the strategic management accounting elements. 	 0.5
 Različite definicije komponenti strategijskog upravljačkog računovodstva mogu se sagledati pregledom dosadašnje literature iz ove oblasti. 	 Different definitions of the components of strategic management accounting can be seen from the survey of the literature so far published in this field. 	 0.5
 Tako je, primera radi, u jednom od pionirskih radova iz ove oblasti razvio konceptulni okvir koji podržava značaj konkurentskih informacija o tržišnom udelu, obimu proizvodnje, troškovima, cenama, novčanim tokovima i drugim elementima potrebnim za analizu razvoja korporativne strategije Š5Ë. 	 Thus, for ex ample, one of the pioneering works in this field developed a conceptual framework that supports the importance of competitive information on the market share, the scope of production, costs, prices, money flows and other elements required to conduct a corporate strategy developmet analysis Š5Ë. 	 0.5
 Drugi autori su dodatno profundirali razvoj strategijskog upravljačkog računovodstva baziranog na ovoj, takozvanoj konkurentskoj strategijskoj analizi Š6Ë. 	 Other authors have additionally contributed to the development of strategic management accounting based on this so-called competitive strategic analysis Š6Ë. 	 0.5
 Posebno se ističe značaj strategijske analize troškova i konsekventni zahtev da troškovi postanu integralni deo strategije. 	 They highlight the importance of the strategy analysis of costs and a consequent requirement that costs should become an integral part of strategy. 	 0.5
 Sa druge strane, razvija se analiza usmerena na tržišne pokazatelje, prevashodno vezane za zadovoljenje potreba potrošača uz kontinuirano uvažavanje atributivnih troškova. 	 On the other hand, an analysis is developed focused upon market indicators, primarily related to meeting the consumers needs with continuously taking attributive costs into account. 	 0.5
 Značajno je istaći da postoji volja računovođa da u upravljačkom računovodstvu vrednuju brend, za razliku od rigidnih standarda finansijskog izveštavanja Š7Ë. 	 It is important to stress the accountants willingness in management accounting to valuate the brand, contrary to the rigid standards of financial reporting Š7Ë. 	 0.5
 Treći aspekt strategijskog upravljačkog računovodstva se odnosi na analizu stvaranja vrednosti u odnosima sa dobavljačima i kupcima. 	 The third aspect of strategic management accounting refers to the analysis of value creation in the relations with suppliers and customers. 	 0.5
 Sve aktivnosti, razvrstane na primarne i aktivnosti za podršku, učestvuju u stvaranju proizvoda ili usluge za kupca, te posledičnom kreiranju vrednosti za kupca Š8Ë.  Posebni aspekti analize odnose se na teorijski pristup koji eksplicitno povezuje rekonfiguraciju lanca snabdevanja sa promenom profita koji nastaje kao posledica primenjenih strateških odluka Š9Ë. 	 All the activities classed as primary activities and logistic acitivities are included in designing the product or the service for the customer, and hence in the resulting value creation for the customer Š8Ë. Specific aspects of the analysis refer to the theoretical approach that explicitly links the supply chain re-configuration with the change in profits resulting from the strategic decisions implemented Š9Ë. 	 0.5
 Brojne specifične tehnike razvijene u okviru pomenutih globalnih kategorija koje su derivat teorijskog sagledavanja, međutim, ne pokazuju visok stepen korelacije sa stepenom praktične upotrebljivosti istih tehnika. 	 Numerous specific techniques developed within the mentioned global categories, the derivates of theoretical study, do not, however, show a high level of correlation with the level of practical usability of these same techniques. 	 0.5
 U uslovima kada se izvrši konsolidacija realnog sektora, s jedne strane, i kada poslovne banke budu aktivne u kreditnoj podršci privredi, s druge strane, porašće i značaj primene modela strategijski orijentisanog upravljačkog računovodstva od strane bankarskog menadžmenta. 	 In the conditions when the real sector is consolidated, on one hand, and when the business banks are active in their credit support to the economy, on the other, the importance of the implementation of strategically oriented management accounting by the bank management will be greater. 	 0.5
 Za dugoročne izvore kreditiranja uopšte, a posebno u funkciji finansijske podrške privredi, neophodno je da banka poseduje dugoročne i kvalitetne izvore sredstava. 	 In case of long-term credit sources in general, and especially in case of the financial support to the economy, it is necessary that the bank should have long-term and high-quality capital sources. 	 0.5
 Primena modela strategijskog upravljačkog računovodstva za banke omogućava bankama da iskoriste svoje komparativne prednosti, posebno u daljem procesu razvijanja finansijskog tržišta, na osnovu informacija o okruženju.  Od strategijski orijentisanog upravljačkog računovodstva se očekuje, između ostalog, jaka informaciona podrška koja će omogućiti realizaciju preventivnih mera u funkciji eliminisanja neefektivnih poslovnih rezultata banke. 	 The implementation of the strategic management accounting model in banking enable the banks to profit from their comparative advantages, especially in the further process of developing financial market, and on the basis of the information obtained on the environment. of the bank. 	 0.5
 Ono je dinamički dimenzionisano jer obezbeđuje poslovne informacije u promenljivom okruženju. 	 It is dynamically dimensioned as it ensures business information in a changing environment. 	 0.5
 Strateške odluke zahtevaju od menadžmenta banke informacije za buduću akciju. 	 Strategic decisions require that the management provide information for the future action. 	 0.5
 Izvesne studije upućuju na činjenicu da je većina karakteristika strategijskog upravljačkog računovodstva već uveliko inherentna bankama i drugim poslovnim organizacijama Š10Ë.  Strategijski orijentisano upravljačko računovodstvo predstavlja informacioni izvor okrenut menadžmentu, manje na prošlost a više fokusiran na budućnost, sa posebnom orijentacijom ka strategijskim poslovnim jedinicama, kao i ka najvažnijim resursima bankarskog poslovanja sopstveni kapital, kojim se garantuje, kadrovi i investicije. 	 Certain studies point to the fact that the majority of strategic management accounting features has long become inherent to banks and other business organizations Š10Ë. Strategically oriented management accounting is a source of information oriented towards management, concerned with the future rather than with the past, especially oriented towards strategic business units and to the most important resources of banking business operations their own capital as a guarantee, the human resources and the investments. 	 0.5
 Samo postojanje svesti o konkurentskim uslovima je ključ razlike strategijskog u odnosu na tradicionalno upravljačko računovodstvo Š11Ë. 	 The awareness of the competitive conditions itself makes the key difference between the strategic and the traditional management accounting Š11Ë. 	 0.5
 Informacioni potencijali strategijski dimenzioniranog upravljačkog računovodstva za potrebe menadžmenta banke, evoluiraju sa promenama u informacionoj tehnologiji. 	 The information potentials of the strategically dimensioned management accounting for the needs of the bank management evolve along with the changes in the information technology. 	 0.5
 Dosadašnje studije iz oblasti informacione podrške upravljačkog računovodstva poslovnim organizacijama su najčešće bile fokusirane na identifikaciju dimenzija i merama performansi Š12Ë Š13Ë, ali je primetan nedostatak studija koje se odnose na specifičan uticaj informacija strategijskog upravljačkog računovodstva na performansse banaka. 	 The studies in the field of information support of management accounting to business organizations conducted so far have predominantly focused upon the identification of dimensions and upon performance measures Š12Ë Š13Ë, however, there is a lack of studies focused upon a specific impact of the strategic management accounting information on the bank performance. 	 0.5
 Ne postoji ni jedan univerzalni koncept ili model informisanja strategijskog karaktera za potrebe efikasnog upravljanja bankom koji bi se mogao upotrebljavati na duži rok za adekvatno rešavanje svih upravljačkih problema. 	 There is no universal concept nor model of information of strategic character that can be applied in efficient bank management in a longer term and for the purpose of finding adequate solutions to all management problems. 	 0.5
 U domaćim bankama se više koriste informacioni produkti finansijsko-računovodstvenog dela u okviru globalnog računovodstvenog sistema, a mnogo manje upravljačko-računovodstvenog dela Š14Ë. 	 The domestic banks prefer to use the information products of financial and accounting type within a global accounting system, rather that management accounting type Š14Ë. 	 0.5
 Kvalitetan računovodstveni informacioni sistem treba da omogući sledeće:  1. prikupljanje, klasifikovanje i obradu informacija uz najniže troškove; 2. brzu izradu raznih pregleda, finansijskih izveštaja i poreskih prijava; 3. produkovanje validnih i po obimu dovoljnih raču novodstvenih informacija; 4. sprečavanje krađa i raznih drugih finansijskih zloupotreba, odnosno njihovo redukovanje na najmanju moguću meru; 5. kompariranje tekućih i prošlih finansijskih izveštaja ili ostvarenih sa ciljanim veličinama. 	 A reliable accounting information system should ensure the following: 1. information gathering, classifying and processing at lowest costs; 2. prompt provision of various surveys, financial reports and tax returns; 3. generating of valid accounting information of suffi cient scope; 4. prevention of thefts and any other financial misuse, i.e. reducing these to the least possible amount; 5. comparison of current and previous financial reports or those accomplished with targeted values. 	 0.5
 U tom smislu, neophodno je prvo inkorporirati upravljačko računovodstvo u računovodstveni sistem banke a potom mu dodeliti strategijsku ulogu. 	 The strategically oriented management accounting is expected to provide a strong information support that will allow for the execution of preventive measures for the purpose of eliminating ineffective business results In this sense it is necessary that the management accounting be first incorporated into the banks accounting system, and then assigned a strategic role. 	 0.5
 To će biti neminovnost u uslovima sve veće konkurentske borbe među bankama a i u odnosu na nebankarske finansijske institucije (posebno u nepovoljnim aktuelnim dešavanjima na bankarskom tržištu za šta je neophodno fokusirati strateške informacione potencijale i napore), kako ščepati klijenta ili komitenta banke pre drugih?. 	 This will be inevitable in the conditions of an increasing compe tition among banks, as well as in relation to non-banking financial institutions (especially in unfavourable current events on the banking market, where it is necessary that strategic information potentials and efforts be focused), how to grab a client or a bank customer before the others?. 	 0.5
 Pored toga, uvođenjem dugoročnog kreditiranja preduzeća kao komitenata banke, porašće i značaj strategijski orijentisanog upravljačkog računovodstva za odlučivanje menadžment tima banke o načinu i uslovima plasiranja njenih sredstava na duži rok. 	 Besides, the introduction of a longterm crediting of a company as a bank client will contribute to the importance of strategically oriented management accounting for the bank management team decision making as to the method and conditions of the long-term placement of the banks assets. 	 0.5
 U segmentu prospektivne analize bilansa, gde je relevantan dinamički aspekt odnosno prognostičke informacije za potrebe donošenja kvalitetnih poslovno-finansijskih odluka, strategijski orijentisano upravljačko računovodstvo takođe može dati veliki doprinos. 	 In the prospective balance analysis segment where a dynamic aspect or forecast information is relevant in making good business and financial decisions, strategically oriented management accounting can be highly beneficial. 	 0.5
 Sama strategijska orijentacija upravljačkog računovodstva ne sme imati implikacije na praktičnu upotrebljivost samih tehnika i postupaka analize, što je goruća debata u poslednjoj deceniji Š15Ë Š16Ë. 	 The very strategic orientation of management accounting must not have any implications upon the practical usabulity of the techniques and the analysis procedures themselves, and this has been the issue of a lively debate in the past decade Š15Ë Š16Ë. 	 0.5
 I tradicionalno i strategijsko upravljačko računovodstvo moraju imati pragmatičnu dimenziju Š17Ë Š18Ë. 3. 	 Both the traditional and the strategic management accounting must have a pragmatic dimension Š17Ë Š18Ë. 3. 	 0.5
 Aktueliziranje značaja informacija za banke Sa globalizacijom finansijskih tržišta te sve oštrijom konkurencijom u nacionalnim i internacionalnim okvirima, važnost adekvatnog upravljanja rizicima banke, posebno je aktuelizovana. 	 Actualization of importance of information for banks With the market globalization and an increasingly fierce competition in both the national and international fields the importance of an adequate banks risk management is especially actualized. 	 0.5
 U takvim okolnostima, strateškom menadžmentu banke neophodni su izveštaji o profilima rizika kao i potrebama banke za kapitalom, za potrebe budžetiranja kapitala i adekvatno upravljanje rizicima imanentnim poslovanju banaka, kako bi se obezbedila dugoročna finansijska stabilnost bankarske institucije. 	 In such circumstances the banks strategic management needs the reports on the risk profiles as well as on the banks need for capital for the purpose of capital budgeting and an adequate management of risks immanent to banking operations, all in order that a long-term financial stability of the banking institution be established. 	 0.5
 Kapital banke može se posmatrati sa specifičnih aspekata i to: (1) organizacioni kapital kao način poslovanja banke, (2) intelektualni kapital koji primarno predstavlja ljudske resurse i (3) kapital u vidu klijenata i komitenata banke.  Bankarski kontroling kao logistička podrška strateškom menadžmentu, podstiče razvoj upravljačkog računovodstva dugoročne orijentacije, u funkciji primene optimalne strategije radi ostvarivanja definisanih ciljeva banke, posebno optimalne troškovne strategije Š19Ë, te adekvatno upravljanje produktivnošću banke. 	 The bank capital can be observed from various points of view, namely: (1) organizational capital as a method of banks business doing; (2) intellectual capital which primarily includes human resources; and (3) capital in the form of clients and customers of the bank. valid information to be used in defining the alternate directions of strategic activities, primarily for a strategic positioning of the bank. 	 0.5
 I u procesu strateške kontrole, strategijski dimenzionirano upravljačko računovodstvo ima veliki značaj za proces strateške kontrole, odnosno poređenje ostvarenja sa budžetiranimveličinama, da bi se identifikovala odstupanja, te preduzele odgovarajuće korektivne akcije. 	 A strategically dimensioned management accounting is also highly important in the strategic control process, i.e., in the comparison of achievements with the budgeted values in order to identify discrepancies and define appropriate corrective steps to be taken. 	 0.5
 U aktuelnim turbulentnim uslovima poslovanja na finansijskom tržištu, kritična kompetentnost uspeha strategijskog menadžmenta banke postaje sposobnost generisanja vrednosti za vlasnike banke i korisnike bankarskog proizvoda. 	 In the current turbulent conditions of operations on the financial market, the critical competency of the banks strategic management achievement becomes a competence to generate the value for both the bank owners and the consumers of the bank product. 	 0.5
 Top menadžment tim banke je posebno zainteresovan za promene u tržišnom te konkurentskom okruženju, tako da se od upravljačkih računovođa očekuju ne samo informacije internog karaktera (tokovi u banci) već sve više eksternog karaktera informacije sa finansijskog tržišta i o konkurentima, odnosno informacije iz okruženja. 	 The bank top management is particularly interested in the market and competitive environment changes, hence the management accountants are expected to provide not only internal information (flows within the bank) but rather external one information about financial market as well as about competition, namely, the information on the environment. 	 0.5
 Strategijske performanse banke su usmerene na segment profitabilnosti, efikasnosti, efektivnosti, konkurentnosti i fleksibilnosti. 	 The strategic performance of the bank is oriented towards the segments of profitability, efficiency, effectiveness, competitiveness and flexibility. 	 0.5
 U tom smislu, veoma su značajne upravljačko-računovodstvene informacije visokog kvaliteta za adekvatno upravljanje informacijama banke, te merenje uspeha menadžmenta banke. 	 Of paramount importance in this sense is a high quality the management-accounting information for an qdequate management of bank information, as well as for measuring the performance of the bank management. 	 0.5
 U oceni efikasnosti poslovanja banke prioritet daju načinima kontrole troškova, kao i produktivnosti personala banke u upravljanju njenom imovinom. 	 In assessing the business efficiency, banks prioritize the methods of cost control, as well as the productivity of the bank personnel in managing its assets. 	 0.5
 Za efikasno obavljanje bankarskih poslova neophodan je adekvatan portfelj finansijskih resursa. 	 For the banking operations to be efficient the bank requires an adequate portfolio of financial resources. 	 0.5
 Finansijsko zdravlje banke prevashodno zavisi od menadžmenta banke. 	 The banks financial health depends primarily on the bank management. 	 0.5
 Za adekvatno upravljanje finansijskim resursima neophodne su validne informacije u pravo vreme. 	 An adequate management of financial resources requires valid and timely information. 	 0.5
 Posebno su važni izveštaji o upravljanju potraživanjima klijenata i komitenata u smislu njihove naplativosti, starosti, kao i politike ispravki istih. 	 Particularly important are the reports on the client and customer receivables management as regards their negotiability, maturity and a policy to correct them. 	 0.5
 Aktuelne promene u međunarodnom bankarstvu učinile su proces upravljanja bankom mnogo kompleksnijim. 	 As a logistic support to strategic management the banking controlling fosters the development of a longterm oriented management accounting, in the implementation of an optimum strategy to achieve the set goals of the bank, especially the optimum cost strategies Š19Ë, as well as an adequate management of the bank productivity. 	 0.5
 Osnovna odgovornost menadžmenta je da osigura da banka ima odgovarajuće sisteme koji efikasno kontrolišu i upravljaju rizicima. 	 Reducing the price of the bank products to a lower level ensures the bank a more favourable position in comparison with its competitors.  The current changes in international banking have made the bank management process more complex.  The primary responsibility of the management is to ensure that the bank has efficient risk control and risk management systems. 	 0.5
 Trebalo bi da upravljanje rizicima bude svakodnevna aktivnost menadžera po poslovnim područjima banke, kao i da me nadžment banke uvede adekvatnu internu kontrolu uključujući internu reviziju. 	 Risk management should be a daily activity of the managers of respective business fields of the bank.  The bank management should also introduce an adequate internal control which will include internal auditing too. 	 0.5
 Poslednjih godina pojava značajnih inovacija na finansijskom tržištu i internacionalizacija finansijskih tokova inicirali su prirodu bankarstva skoro do neprepoznatljivosti. 	 A strategically oriented management accountant can be called the information-for-the- future manager and is expected to supply the banks top management with Significant innovation on the financial market that emerged in the last few years and the internationalization of financial flows have radically changed the nature of banking. 	 0.5
 Banke na globalnom nivou sve više postaju uključene u razvoj novih instrumenata, proizvoda, usluga i tehnika. 	 On the global level, banks are becoming increasingly engaged in the development of new instruments, products, services, and techniques. 	 0.5
 Slabija zakonska regulativa i tehnološki proces otvorili su novi prostor za oštriju konkurenciju između banaka i nebankarskih institucija. 	 Not so strict legal regulations and technological process in this field allowed for a fiercer competition to take place between banks and non-banking institutions. 	 0.5
 U takvim okolnostima, resursi od presudnog značaja za upravljanje promenama jesu (dovoljne po obimu i zadovoljavajući po kvalitetu) poslovne informacije. 	 In such circumstances, the resource of crucial importance for change management is (sufficient in scope and satisfactory in quality) business information. 	 0.5
 Da bi ostala na današnjem dinamičnom tržištu, banka mora da se menja mnogo brže od konkurenata. 	 In order to survive on the dynamic market today, the bank has to change faster than its competition. 	 0.5
 Strategijski fokusirano upravljačko računovodstvo je efikasan instrument razvijen za strateško upravljanje bankom. 	 A strategically focused management accounting is an efficient instrument developed for the purpose of strategic management of the bank. 	 0.5
 Raspolaže informacijama vezanim za praćenje, analizu i kontrolu troškova i kalkulaciju cena bankarskih proizvoda, za procenu potencijala tržišta i profitabilnosti komitenata i klijenata, upravljanje kapitalom i finansijskim performansama, dinamiku poslovne aktive za informacione potrebe trgovanja na finansijskom tržištu i dr. Na adekvatan način koncipirano strategijsko upravljačko računovodstvo ima krucijalnu ulogu u vođenju ljudske i monetarne aktivnosti banke na dugi rok. 	 It disposes of information required for tracking, analysis and cost control and the bank product price calculation, as well as for the assessment of market potentials and the client and customer profitability, capital management and financial performance, the dynamics of business assets for the information needs of trading on the financial market, etc.  The role of an adequately designed strategic management accounting is crucial in a long-term management of the human resource and moneraty activities of the bank. 	 0.5
 Primena strategijski orijentisanog upravljačkog računovodstav ne podrazumeva uvek primenu novih tehnika u analizi kao što su obračun troškova zasnovan na aktivnostima, izbalansirana karta merila, i različite tehnike strategijskog kapitalnog budžetiranja poput strategijskog upravljanja troškovima u lancu vrednosti, tehnološkog trasiranja puta, upotrebe rasplinutih skupova u kvantitativnoj analizi, vrednovanja realnih opcija i slično. 	 The implementation of the strategically oriented management accounting always means the implementation of new techniques in the analysis, such as the activity based cost calculation, the balanced scorecard and various techniques of strategic capital budgeting such as strategic cost management in the value chain, the technological path tracing, the application of fuzzy sets in quantitative analysis, the real option valuation etc. 	 0.5
 Informacioni potencijal strategijski orijentisanog upravljačkog računovodstva mora biti neposredno oblikovan za ispunjenje zadataka primaoca informacija prevashodno strateškog menadžmenta, ali i drugih nivoa menadžmenta, što znači da se kontinuirano obavlja kvantitativna selekcija informacija, kako ne bi došlo do preinformisanosti. 	 The information potential of a strategically oriented management accounting has to be continually reshaped to be able to accomplish the tasks of the information recipient strategic management primarily, but also other management levels, which means that the quantitative selection of information is continually under way so as to avoid the situation of excess information. 	 0.5
 Pored toga, informacioni potencijal strategijskog upravljačkog računovodstva za banke treba da produkuje visoko aktuelizovane informacije, potpune za menadžment, dostupne na vreme i informacije što je moguće većeg stepena tačnosti. 	 Besides, the information potential of the bank strategic management accounting is expected to produce highly actualized information, full, timely and as accurate as possible. 	 0.5
 S obzirom na dinamične promene na finansijskom tržištu, ovaj tip računovodstva treba da bude u procesu kontinuirane evolucije. 	 Given the dynamic changes on the financial market, this type of accounting should be in a process of continuous evolution. 	 0.5
 Osim intenzivnije konkurencije između različitih vrsta banaka, pretnja da će se ne finansijske institucije proširiti i u sektor bankarskih proizvoda, predstavlja dodatni podsticaj bankama da primenjuju koncept strategijskog upravljačkog računovodstva Š20Ë, koji je tržišne orijentacije. 	 Besides a more intensive competition between different types of banks, the threat that non-financial institutions will expand into the banking product sector is an additional incentive to banks to implement the strategic management accounting concept Š20Ë which is market-oriented. 	 0.5
 Koncept strategijskog upravljačkog računovodstva zahteva dalji razvoj kako bi pokazali svoju punu ulogu u njegovim prednostima u definisanju konkurentskih strategija. 	 The strategic management accounting concept requires to be further developed in order that it should prove its full role and advantages in defining concrete situations. 	 0.5
 Neophodno je da se istraži primenljivost strategijskog upravljačkog računovodstva posebno u analizi konkurencije u uslovima kada se konkurencija nalazi u različitom ekonomskom, političkom i kulturološkom okruženju. 	 It is necessary that the usability of the strategic management accounting be researched into, especially in the field of the competition analysis in the conditions when the competition operates in a different economic, political and cultural environment. 	 0.5
 Da bi domaće banke izvršile procenu gubitaka u skladu sa relevantnim standardima, neophodno je da anticipiraju događaje u vezi sa kreditima a za to su posebno važne informacije makroekonomske statistike koje još uvek nisu transparentne i dovoljne po obimu. 	 In order that domestic banks should estimate the losses in accordance with the relevant standards, it is necessary that they anticipate events related to credits, and this is where the macroeconomic statistics information is of special importance, though it is not transparent and satisfactory in scope yet. 	 0.5
 Takve informacije bi pomogle da se još više iskoriste informacione prednosti strategijskog upravljačkog računovodstva u procesu donošenja kvalitetnih odluka za potrebe efikasnog plasiranja sredstava banke. 	 Such information would help make use of information advantages of strategic management accounting in the process of making high-quality decisions for the needs of an efficient placement of the banks assets. 	 0.5
 Povećanje kapitala banke znači i veću šansu banke da dobije velike klijente. 	 The rise in the bank capital means a better chance for the bank to acquire big and significant clients. 	 0.5
 Intencija je da banke koje već imaju stabilnu finansijsku poziciju trebalo bi da deo svojih plasmana preusmere sa stanovništva na privredu odnosno da više kreditiraju privredu, čime bi porastao značaj strategijskog upravljačkog računovodstva. 	 There is an intention that banks that already achieved a stable financial position redirect a portion of their placements from retail business to economy, that is, to grant more loans to economy which would in turn increase the importance of the strategic management accounting. 	 0.5
 Pored toga, s obzirom na velik rast kapitala banaka u našoj zemlji odnosno intenzivne dokapitalizacije, povećava se uloga adekvatnog upravljanja kapitalom banke na duži rok. 	 In addition, due to a substantial growth of capital of the banks in this country, i.e., due to intensive recapitalization, the role of an adequate longterm bank capital management becomes increasingly important. 	 0.5
 Primera radi, mnoge banke nisu imale adekvatnu stopu prinosa u odnosu na uložen kapital. 	 For example, many banks did not earn adequate return rates on the capital invested. 	 0.5
 Potrebno je da domaće banke više primenjuju instrumente strategijski orijentisanog upravljačkog računovodstva koji im stoje na raspolaganju, kako bi maksimirale vrednost. 	 It is necessary that domestic banks implement the instruments of the strategically oriented management accounting to a larger extent in order that they should maximize the value. 	 0.5
 Upravljačko računovodstvo predstavlja relevantni informacioni instrument u strategijskom upravljačkom procesu. 	 Management accounting is a relevant information instrument in the strategic management process. 	 0.5
 Saradnja računovodstva i strategije je iscrpno analizirana u brojnim teorijskim i empirijskim studijama Š21Ë Š22Ë Š2Ë. 	 The collaboration of accounting and strategy is thoroughly analysed in numerous academic and empirical studies Š21Ë Š22Ë Š2Ë. 	 0.5
 Konačno bitno je naglasiti da ne postoji univerzalan računovodstveni model za potrebe strategijskog menadžmenta banke, već je neophodno da svaka banka kreira takav model koji će biti kompatibilan sa mogućim promenama na finansijskom tržištu (u meri u kojoj je to moguće predvideti) kao i prilagođenim karakteristikama konkretne banke. 	 Finally, it is important to point out that there is no universal accounting model developed for the needs of strategic management; it is necessary that every bank should create a model that will be compatible with possible changes on the financial market (to the extent to which it is possible to predict) as well as with adjusted characteristics of a particular bank. 	 0.5
 Strategijsko upravljanje performansama banke može biti predstavljeno kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranja prinosa i zadovoljenja zahteva regulatornih institucija Š23Ë. 	 The strategic management of the bank performance can be described as an activity of management a bank financial standing for the purpose of defining the opti mum relationships on two levels: returns maximization and satisfying the requirements of regulatory institutions Š23Ë. 	 0.5
 Strategija se sastoji od serije konkretnih akcija koje bankarska institucija preuzima da bi se ostvarila misija. 	 The strategy consists of a series of concrete activities that the banking institution undertakes in order to accomplish its mission. 	 0.5
 Svaka konkretna akcija je samostalna. 	 Each concrete activity is autonomous. 	 0.5
 Akcija mora da podržava misiju banke, ali takođe mora da sledi principe uspešnog poslovanja. 	 The activity has to support the banks mission, however, it also has to observe the principles of successful business doing. 	 0.5
 U tu svrhu neophodno je imati razvijeno upravljačko računovodstvo za realizaciju projektnih strategija u segmentu budžetiranja, praćenja i izveštavanja o troškovima, profitabilnosti i drugim značajnim performansama banaka. 4. 	 Hence it is necessary that the bank has a developed management accounting to implement project strategies in the segments of budgeting, tracking and reporting on costs, profitability, and other important bank performance.  4. 	 0.5
 Faktori koji utiču na primenu sma u informacioni sistem banke Strategijsko upravljačko računovodstvo se temelji na istraživanju informacija shodno potrebama donošenju određenih poslovnih odluka, mnogo više nego samom trenutnim trendom ili dostupnošću informacija. 	 Factors that impact the sma implementation into the bank information system The strategic management accounting is based upon the research into information in accordance with the needs to make certain business decisions, rather than with the current trend or information availability. 	 0.5
 Strategijska orijentisanost upravljačkog računovodstva uslovljava eksternu orijentisanost zahtevanih informacija koje će biti osnovni input u analizi. 	 The strategic orientation of management accounting requires that the necassary information meant to be the basic input in the analysis be externally oriented. 	 0.5
 Posledično tome, javlja se potreba definisanja okruženja banke, te osnovnih poluga komunikacije banke i relevantnog okruženja. 	 Consequently, the need for defining the bank environment and the basic ways of communication between the bank and the relevant environment arises. 	 0.5
 Samo okruženje može biti posmatrano kroz lanac vrednosti i odnos banke sa klijentima, kreditorima i investitorima. 	 The environment itself can be viewed via a value chain and the relationship of the bank with the clients, with the investors, and with the creditors. 	 0.5
 Međutim, daleko veću adekvatnost i značaj treba pridati konkurentskom okruženju banke. 	 A far greater adequacy and importance, however, should be assigned to the competitive environment of the bank. 	 0.5
 Sama konkurentska pozicija banke posmatra se sa aspekta postojećeg, ali i anticipiranog konkurentkog okruženja. 	 The bank competitive position itself is viewed from the point of view of the current, as well as an anticipated competitive environment. 	 0.5
 Konkurentska pozicija se prati primenom tehnika procene troškova konkurenata, određivanja troškova po jedinici usluge, analize konkurentske tehnologije, definisanja uticaja ekonomije obima, kalkulacije tržišnog udela po različitim tržišnim nišama bankarskog sektora, te određivanju obima pruženih usluga i prinosa od usluživanja. 	 The competitive position is monitored by the implementation of the competition cost assessment technique, by defining costs per unit of service, by the analysis of competition technology, by defining the economy of scope, by the calculation of market share per different market niches of the banking sector, as well as by defining the scope of services delivered and the returns on services. 	 0.5
 Sama analiza je strategijski koncipirana i treba da bude dugoročnog karaktera. 	 The analysis itself is strategically conceived and planned to be of a long-term character. 	 0.5
 Doslovno tome, ne treba analizirati trenutne, već buduće veličine. 	 Hence it is not the current values that should be analysed, but rather the future ones. 	 0.5
 Orijentacija na dugoročne elemente u analizi podrazumeva primenu ciljnog određivanja troškova i analizu troškova tokom životnog ciklusa kako pojedinih finansijskih usluga, tako i životnog ciklusa banke kao entiteta analize. 	 The orientation towards long-term elements in the analysis means the implementation of a target oriented cost allocation and the cost analysis throughout the life cycle of particular financial services, but also of the life cycle of the bank as an entity of analysis. 	 0.5
 Konkretno, u domaćem privrednom ambijentu, određena banka mora da uporedno analizira tržišnu poziciju kao i prinosnu snagu svih postojećih banaka, ali i drugih finansijskih institucija koje u manjoj ili većoj meri konkurišu trenutnom ili planiranom miksu usluga posmatrane banke. 	 To be specific, a bank in a domestic economic environment has to conduct a comparative analysis of its market position and the earning capacities of all exist ing banks, as well as of other financial institurions that to a larger or to a smaller extent form a competition to a current or planned mix of the given banks services. 	 0.5
 Pored toga, moraju se uzeti u obzir aspiracije inostranih bankarskih institucija da penetriraju na domaće bankarsko tržište. 	 In addition, the aspirations of foreign banking institutions to penetrate the domestic banking market also have to be taken into account. 	 0.5
 Shodno tome, relevantno konkurentsko okruženje u sektoru bankarskih usluga ne čine samo postojeći, već i očekivani konkurenti, jer analiza ima atribut dugoročnosti. 	 Consequently, a relevant competitive environment does not mean only the present, but also the anticipated competitors, as the analysis is of a long-term character. 	 0.5
 Sama podela nije ultimativnog karaktera, te je saglasno samim potrebama konkretne banke moguće definisati i druge, izostaviti neke navedene ili redizajnirati postojeće podsisteme strategijskog upravljačkog računovodstva. 	 The environment defined, it is necassary that an analysis be conducted of the information that the bank has to generate for the purpose of an appropriate strategic management-accounting analysis. 	 0.5
 Nakon definisanja okruženja, potrebno je izvršiti analizu potrebnih informacija koje banka mora da generiše u cilju pravilne strategijske upravljačko-računovodstvene analize. 	 The strategic management accounting and the techniques based on it use the existing set of information, however, reveal entirely new information requirements. 	 0.5
 Strategijsko upravljačko računovodstvo i tehnike bazirane na njemu koristi postojeći set informacija, ali ima i potpuno nove informacione zahteve.  Primera radi, povećana oslonjenost na marketinške koncepte uslovljava promenu određivanja troškova saglasno ukusima potrošača, merenja troškova kvaliteta, kao i vrednovanja brenda same usluge i banke kao celine. 	 For example, an increasing leaning on the marketing concepts preconditions the change in cost allocations in accordance to the customers tastes, as well as measuring the quality costs and valuating the brand of the service itself and of the bank as an entity. 	 0.5
 Banka koja insistira na strategiji diferencijacije svojih proizvoda neće biti fokusirana na jediničnu cenu usluge, već će pažnju posvetiti razvoju novih usluga i troškovima marketinga. 	 The bank that insists on the strategy of differentiation of its products will not focus upon the unit price of the service, but rather upon the development of new services and upon marketing costs. 	 0.5
 Međuzavisnost i uslovljenost potrebnih informacija i strategije razvoja banke je daleko kompleksnija od prethodne ilustracije, ali ovakva elaboracija izlazi iz domena samog rada. 	 The interdependance and interrelation of required information and the bank development strategy is by far more complex than the previous illustration, however, this elaboration is beyond the domain of this work. 	 0.5
 Naglasak u radu je na kreiranju modela koji će podržati potrebni informacioni portfolio strategijski orijentisanog upravljačkog računovodstva za banke. 	 Here the attention is focused upon the creation of the model that will support the required information portfolio of strategically oriented management accounting for banks. 	 0.5
 Empirijska istraživanja potvrđuju relativnu uređenost, formalnost i strukturiranost odnosa strategije i ostalih funkcija u poslovnim organizacijama Š24Ë. 	 The empirical research corroborates the relative arrangement, formality, and structure of the relationship between the strategy and the other functions in the business organizations Š24Ë. 	 0.5
 Informacioni sistem koji će podržati strategijsku orijentisanost upravljačkog računovodstva sadrži elementarne podsisteme za: planiranje i analizu troškova banke, planiranje i analizu prihoda, rashoda i profita banke, 5. 	 The information system that will support the strategic orientation of management accounting includes elementary subsystems for: planning and analysis of bank costs; planning and analysis of bank income, expenditure and profits; planning and analysis of bank capital; identifying risk profile and the banks need for capital; monitoring the competition among banks, in relation to non-banking institutions; provision of specific profitability analyses; planning and analysis of cash flows; monitoring and conducting executive actions;  coordination with the accounting and marketing information systems for the purpose of the analysis of the current clients and customers, as well as an insight into prospective banks clients; ecological and other issues of socially responsible business. 	 0.5
 Zaključak Cilj finansijskog upravljanja, kao i upravljanja kapitalom banke, jeste maksimiziranje vrednosti banke u okviru profitabilnosti i nivoa izloženosti riziku. 	 The classification itself is not ultimate in character; in accordance with the needs of a particular bank it is possible to define others, leave out some of the above quoted or redesign the existing sub-systems of the strategic management accounting.  5.  Conclusion The objective of financial management, as well as of the bank capital management is to maximize the banks value within the profitability and the risk exposure levels. 	 0.5
 S obzirom na to da je rizik imanentan bankama, zadatak finansijskog upravljanja jeste upravljanje različitim vrstama rizika na takav način koji će uz prihvatljive rizike omogućiti realizaciju željene profitabilnosti. 	 Since risk is immanent to banks, the task of the financial management is to manage various types of risks in such a manner that will allow for the achievement of the desired profitability, reasonable risks included. 	 0.5
 Za to je neophodno obaviti tri vrste aktivnosti, i to: identifikovati rizike; kvantitativno iskazati rizike (ukoliko je to svojstveno određenom tipu rizika); vršiti kontroling izloženosti rizicima. 	 This requires that three types of activities should be performed: risk identification; quantitative statement of risks (if this risk is immanent to the particular type of risk); risk exposure controlling. 	 0.5
 Da bi se navedeni zadaci efikasno realizovali zahteva se postojanje adekvatne poslovne, a posebno finansijske politike banke, kao i primerena informatička podrška. 	 In order that the abovementioned tasks should be efficiently accomplished, it is necessary that the bank develop adequate business, and especially financial policies, as well as implement information logistics. 	 0.5
 Pored toga, menadžment banke bi trebalo da dobije izveštaje o profilima rizika i potrebama banke za kapitalom, kako bi mogao na vreme da preduzme odgovarajuće aktivnosti na strateškom planu, a to je u domenu upravljačkog računovodstva strategijske orijentacije. 	 Besides, the bank management should be informed on the risk profiles and the bank capital needs, in order that they should timely undertake appropriate steps on the strategic plan, which is the domain of the strategically oriented management accounting. 	 0.5
 Noviji trendovi na finansijskom tržištu uslovljeni rastom konkurencije i porastom neposrednog transfera kapitala pokazuju neminovnost uvođenja koncepta strategijski orijentisanog upravljačkog računovodstva za potrebe banke, koji bi trebalo da predstavlja jednu vrstu rano-spoznajnog informacionog sistema koji signalizira moguće šanse i opasnosti. 	 The latest trends on the financial market, conditioned by the competition growth and the increase in the direct capital transfer highlight the necessity of implementation the strategically oriented management accounting for the banking purposes. 	 0.5
 Naime, veoma je važno šta je bilo, ali je još bitnije šta će biti. planiranje i analizu kapitala banke, identifikovanje profila rizika i potrebe banke za LITERATURA: kapitalom, praćenje konkurencije među bankama, kao i u odnosu na nebankarske institucije, pripremu posebnih analiza isplativosti, planiranje i analizu novčanih tokova, praćenje i izvršavanje kontrolnih akcija, koordinaciju sa računovodstvenim i marketing informacionim sistemom radi analize postojećih klijenata i komitenata, kao i sagledavanju potencijalnih klijenata banke, ekološka i druga pitanja društveno-odgovornog poslovanja. 	 This accounting is in turn one type of early identification information system that signals possible opportunities and threats.  Namely, however important the what happened may be, the what will happen is more important. 	 0.5
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 The Profit Impact of Value Chain Reconfiguration:  Blending Strategic Cost Management (SCM) and Acton-Profit-Linkage (Apl) Perspective. 	 The Profit Impact of Value Chain Reconfiguration: Blending Strategic Cost Management (SCM) and Acton-Profit-Linkage (Apl) Perspective. 	 0.5
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 Reliance on manufacturing performance measures, total quality management and organizational performance, Management Accounting Research, 8, pp. 187-206. Š12Ë Perera, S., Harrison, G. and Poole, M., (1997). 	 Reliance on manufacturing performance measures, total quality management and organizational performance, Management Accounting Research, 8, pp. 187-206.  Š13Ë Perera, S., Harrison, G. and Poole, M., (1997). 	 0.5
 Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures: a research notes, Accounting Organizations and Society, 18 (1), pp. 81-100. Š13Ë Markovski S. Kedev B. (2002). 	 Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures: research notes, Accounting Organizations and Society, 18 (1), pp. 81-100. a Š14Ë Markovski S. Kedev B. (2002).  Smetkovodstvo na menadžmentot, Skoplje: Ekonomski fakultet, pp. 17-32. 	 0.5
 Smetkovodstvo na menadžmentot, Skoplje: 	 Š15Ë Kaplan, R.S., 1998. 	 0.5
 Ekonomski fakultet, pp. 17-32. Š14Ë Kaplan, R.S., 1998. 	 Creating New Management Practice through Innovation Action Research, Journal of Management Accounting Research, 10, pp. 89-118. 	 0.5
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 On bringing more action into management accounting research: 	 European Accounting Review, 12 (3), pp. 409-442. 	 0.5
 Process considerations based on two constructive case studies. 	 Š17Ë Kasanen, E., Lukka, K. & Siitonen, A., (1993). 	 0.5
 The Constructive Approach in Management Accounting Research, Journal of Management Accounting Research, 5, pp. 243-264. Š17Ë Ittner, C.D & Larcker, D.F., (2002). 	 The Constructive Approach in Management Accounting Research, Journal of Management Accounting Research, 5, pp. 243-264. 	 0.5
 Empirical managerial accounting research: are we just describing management consulting practice, European Accounting Review, 11 (4), pp. 787-794. Š18Ë Blacher J.E., Stout E.D., Cokins G., Chen H.K.(2008). 	 Empirical managerial accounting research: are we just describing management consulting practice, European Accounting Review, 11 (4), pp. 787-794. 	 0.5
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 Strategic interventions of management accountants: everyday practice of British and German brewers. 	 Strategic interventions of management accountants: everyday practice of British and German brewers. 	 0.5
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 Beogradska poslovna škola, 2006. Š23Ë Bhimani, A. And Langfield-Smith, K. (2007). 	 And Langfield-Smith, K. (2007). 	 0.5
 Structure, formality and the importance of financial and non-financial information in strategy development and implementation. 	 Structure, formality and the importance of financial and non-financial information in strategy development and implementation. 	 0.5
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 Budžetske promene na lokalnom nivou tokom krize u Sloveniji UDK: 	 Zlatibor, Serbia Article is addressing one of most up to day topics of social sciences today economic crisis and its impact. 	 0.5
 Autor pokušava da izdvoji one elemente u lokalnim budžetima koji bi mogli da ukažu na finansijsku neravnotežu na lokalnom nivou u Sloveniji. 	 Author is trying to find elements of local budgets that could indicate financial instability at the local level in Slovenia. 	 0.5
 Promene koje bi mogle da budu posledica ekonomske krize autor pokušava da utvrdi na jednom reprezentativnom uzorku opštinskih budžeta. 	 On representative pattern of municipal budgets he is trying to find changes that could be caused by the economic crisis. 	 0.5
 Ipak, sve do 2008. godin, kada su objavljeni poslednji dostupni podaci o budžetu, autoru nije pošlo za rukom da izdvoji bilo kakve ozbiljne promene koje bi bile sistemski povezane sa ekonomskom situacijom u zemlji. 1. 	 However, until 2008 when last budgetary data are available today, he is not able to indicate any serious change that could be systematically connected to the economic situation.  1. 	 0.5
 Uvod Takozvana ekonomska kriza koja je počela sredinom 2008. godine imala je različite posledice i izazvala različite reakcije na svim nivoima društvenog sistema, kako u pojedinačnim zemljama, tako i na međunarodnom nivou. 	 Introduction So called economic crisis that started in the middle of 2008 caused different consequences and reactions at all levels of social system in individual countries as well as on supranational levels. 	 0.5
 Iako postoje ozbiljne sumnje da su uzroci krize čisto ekonomske prirode, činjenica je da se njeni efekti osećaju i u nacionalnim ekonomijama i u međunarodnoj ekonomiji. 	 Despite one can strongly doubt about solely economic nature of present crisis, it is truth that main effects were connected to the national as well as international economy. 	 0.5
 Do sada je u svakom pojedinačnom slučaju bilo indicija da ekonomska kriza ima itekako veze i sa politikom, privrednim politikama i javnim finansijama na različitim nivoima. 	 However, all different cases showed so far that economic circle is strongly connected also to the politics, policies and public finances on different levels. 	 0.5
 Dobro se sećamo podrške francuske vlade njihovoj industriji automobila; ova podrška naišla je na ozbiljne kritike EU, bez obzira na to što su podsticaji koje je vlada dala ovoj industriji imali pozitivne efekte i prelili se i na druge zemlje EU, među kojima i na Sloveniju. 	 One can remember the French support for car industry that was strongly criticized by EU despite effects of French governmental subsidies to the car industry had strong and positive spill over effect in other EU countries such as Slovenia. 	 0.5
 Glavne kritike upućene protekcionizmu u nacionalnim ekonomijama u najmanju ruku su sumnjive prirode. 	 Main criticism about protectionism of national economies can be at least doubtful. 	 0.5
 S druge strane, ekonomska kriza u slučaju britanskog novca položenog u islandske banke pokazala je kako kombinacija ekonomske krize, povećanje spoljnog duga i izostanak odgovarajuće politike mogu da dovedu do bankrota države i do političke krize, što je do velo i do pada vlade. 	 On the other hand, economic crisis connected to the British money saved in stable Icelandic banks showed how combination of economic crisis, increasing external debt and lack of appropriate policy reaction can lead to the bankruptcy of the stare and political crisis, leading to overthrow of government. 	 0.5
 Ovakvi slučajevi mogu da postoje i na sub-nacionalnom, pa i na lokalnom nivou. 	 State cases of different reactions can be translated also to sub national, local level. 	 0.5
 Naš stav jeste da finansijska kriza može da bude još ozbiljnija na lokalnom nivou. 	 We argue that on the local level financial crisis can be even more intense. 	 0.5
 Očekujemo da će opštine sa dominantno seoskom privredom biti u manjoj meri pogođene finansijskom krizom nego one u kojima preovlađuje industrijska ili postindustrijska privreda. 	 We expect that municipalities with dominantly rural background will be less affected by financial crisis than those with predominantly industrial or post industrial economy. 	 0.5
 Takođe očekujemo da će opštine kasnije realizovati niže prihode od poreza i da će promeniti strukturu svojih troškova tako da tekuće administrativne troškove svedu na najmanju meru. 	 We expect as well that, later municipalities will realize lower tax revenues and they will change structure of expenditures in a way to keep at least existing bureaucratic expenditures. 	 0.5
 S druge strane, opštine će pokušati da smanje troškove investicija i održavanja, a da povećaju takozvane transfere, posebno one koji se odnose na održavanje određenog nivoa socijalne sigurnosti. 	 On the other hand municipalities will try to shrink investment and maintenance expenditures while they will have to increase so called social transfers especially those connected to the maintaining certain level of social security. 	 0.5
 U svakom regionu posmatraćemo jednu seosku i jednu industrijsku opštinu, a kad god je to moguće, izostavićemo opštine sa specijalnim statusom. 	 Thesis above will be verified on the case of 24 out of 210 Slovenian municipalities in the timeframe 2005-2009. 	 0.5
 Š2Ë Ni jedna od navedenih opština nema specijalni status gradske opštine (koji bi joj omogućio specijalni položaj u sistemu vlasti u Sloveniji), mada u određenim slučajevima postoje razlike u veličini (kako u teritoriji, tako i u broju stanovnika). 	 Slovenia has 12 statistical regions and we will take one rural and one industrial municipality for each region and we will avoid municipalities with special status when possible. 	 0.5
 Opštine koje ćemo posmatrati birali smo metodom slučajnog uzorka, na osnovu relativnog udela koji zaposleni imaju u poljoprivredi. 	 Concrete municipalities were selected randomly on the basis of relative share of employees in agriculture. 	 0.5
 U Zasavskom i Posavskom regionu razlika između odabranih opština relativno je mala. 2. 	 In Zasavska and Posavska region, difference between selected municipalities is relatively low.  2. 	 0.5
 Merenje efekata ekonomske krize na lokalni budžet opština Čini se da je ekonomska kriza bila najčešće pominjana reč u periodu 2008/10. godine. 	 Measuring effects of economic crisis on local budgets Economic crisis seems to be most frequent phrase in 2008/10. 	 0.5
 Zvanično, slom ekonomije u svetu počeo je 2008. godine. 	 Brake down of world economy started in mid-2008 officially. 	 0.5
 Mada je, na sastanku evropske Centralne banke avgusta 2007., novo-imenovani guverner Banke Slovenije komentarisao ekonomsku situaciju što je u monetarnoj sferi i Slovenije i Evrope naišlo na oštre kritike. 	 However, in August 2007, newly appointed Governor of Bank of Slovenia at meeting of European Central Bank make comment on economic situation that was strongly criticised in European and Slovenian national monetary space. 	 0.5
 Rekao je da eventualni snažniji potresi mogu veoma negativno da se odraze na domaćinstva. 	 He said that »if there will be stronger turbulence they can cause negatively on demand of households«. 	 0.5
 Ova izjava data je u kontekstu američke hipotekarne krize i posledica koje ima na ekonomski prostor EU. 	 The statement was in the context of American mortgage crisis and its effect in EU economic space. 	 0.5
 Njegov govor je u diplomatskim krugovima ocenjen kao neprimeren (kao i neki drugi kasnije), teorijsko upozorenje političara o tome šta ne bi trebalo da se dogodi. 	 His comment was diplomatically marked as inappropriate (as also some others further on), but it was academic warning from political person that should not happen. 	 0.5
 Ipak, on je jednostavno upozorio da ono što se dešava može da ima globalne posledice po ekonomiju. 	 However, he just warned that what is going on can have global consequences for economy. 	 0.5
 Nadovezao se na nešto što je rekao pokojni slavni američki komičar George Carlin koji je dobro definisao glavni problem ekonomske krize koja je nastajala. 	 However he just warned from one thing that was best presented by late US stand up comedian George Carlin who well defined the main problem of economic crisis that emerged. 	 0.5
 Ljudi troše novac koji nemaju na stvari koje im ne trebaju. 	 People are spending »Money they dont have on things that they dont need«. 	 0.5
 Samo je zaboravio da doda da ti ljudi verovatno neće moći da isplate svoja dugovanja za života. 	 He only forgot to add that they will probably not be able to pay for a life-time. 	 0.5
 Svaka ekonomska situacija može se objasniti na dva načina. 	 Any economic situation can be explained generally in two different ways. 	 0.5
 Na prvom mestu je Smitova (Smith) nevidljiva ruka tržišta koja uravnotežava tržište da bi se dobili momenti optimalnog odnosa između ponude i potražnje. 	 First there is Smiths invisible hand of market balancing the market to achieve moments of optimal ratio between supply and demand. 	 0.5
 S druge strane je poluga državne intervencije u tržišnu privredu, uglavnom da bi se sprečilo nekoliko značajnih slomova tržišta od kojih bi svaki imao negativne posledice.  Intervencije su obuhvatale obezbeđivanje tzv. javnih dobara tamo gde privatni sektor nije imao interesa da se umeša ili u prirodnom ili nametnutom monopolu u kome je potražnja nevažna i shodno tome izostaje i adekvatna usluga ili tržište nije optimizovalo cene. 	 Second, opposite pole is system of state intervention in market economy, generally to prevent few important market failures, such as negative exteralies, providing so called public goods where private economy is not interested or it can ride on natural or created monopoly where demand is irrelevant and consequently service is not provided adequately or prices are not optimized by market. 	 0.5
 Ipak, politika/vlada je usko povezana sa privredom ili sa privatnim igračima koji zauzimaju značajne pozicije i mogu da pruže ekonomsku podršku različitim političkim igračima. 	 However, politics/government is strongly connected to the economy or private »players« who hold important positions and can provide economic support to the different political »players«. 	 0.5
 U ovakvim okolnostima se, nakon početnih investicija, prirodni monopoli uglavnom prepuštaju privatnom sektoru. 	 In this condition natural monopoles are generally outsourced to private sector after initial investment. 	 0.5
 Tako država finansira privatni monopol ili ologopol time što prepušta određeni sektor nekolicini privatnih kompanija koje zarađuju visoke ili srednje visoke profite a da skoro nemaju nikakve troškove za ulazak na tržište, a sve dodatne troškove plaća krajnji korisnik. 	 In this sense state finances private monopoly or oligopoly by out sourcing service to one or few private companies who can realise high or medium high profits with more or less no entrance costs and all additional cost are generally paid by final consumer. 	 0.5
 U takvim okolnostima teško je poverovati da tržišna privreda i privreda koju kontroliše država mogu da funkcionišu bilo nezavisno jedna od druge, bilo paralelno, a da ne dođe do ozbiljnih lomova. 	 Under such circumstances it is hard to believe that market economy as well as state driven economy can work separately or together without serious failures. 	 0.5
 Kao što smo već napomenuli, očekujemo da će ekonomska kriza imati određene posledice na lokalni budžet, kako na prinose tako i na troškove. 	 As we said previously we expect that economic crisis will have certain effects on revenue as well as on expenditure side of local budgets. 	 0.5
 Potencijalne razlike možemo da objasnimo i tako što ćemo jednostavno uzeti različite tipove prinosa i možda napraviti dve opšte kategorije poreskih i neporeskih prihoda. 	 We could simply take just different types of revenues, maybe create two general categories of tax and non-tax revenues and try to explain potential differences. 	 0.5
 Ipak, verujemo da ekonomska kriza nije pojava koja se javlja svakodnevno, već da je to proces koji traje duže. 	 However, we believe that economic crisis is not day to day phenomena but has longer development procedure. 	 0.5
 Na osnovu gorepomenutog toka sadašnje ekonomske krize, verujemo da će u slučaju lokalne vlasti događaji imati sledeći tok. 	 Due to above mentioned history of current economic crisis we believe that in the case of local government following pattern took place. 	 0.5
 Stope poreza na lični dohodak biće niže tokom 2008. godine, a sledi još veći pad 2009. godine.  Porez na nekretnine i porez na kamate takođe će biti niži 2008. godine. 	 Personal income tax rates shall drop only in 2008 and fall even lower in 2009, Real estate tax together with interest rate tax shall get lower in 2008 as well. 	 0.5
 Vladine dotacije iz nacionalnog budžeta omogućiće opštinama koje nemaju sopstvena sredstva da pokriju bar nivo takozvane neophodne potrošnje koja se svake godine izračunava za narednu fiskalnu godinu i treba da obezbedi održavanje statusa quo u razvoju u određenoj opštini. 	 Government subsidies form national budgets allow municipalities with lack of their own resources to cover at least so called level of appropriate consumption that is calculated each year for next fiscal year and should be adequate for maintaining developmental status quo in certain municipality. 	 0.5
 Može se pretpostaviti da se državne dotacije neće značajno promeniti upravo zahvaljujući toj istoj neizvesnoj ekonomskoj situaciji na nacionalnom nivou. 	 One can assume that state subsidy will not change significantly due to same uncertain economic situation at national level. 	 0.5
 Među najstabilnijim budžetskim elementima na nivou troškova su plate u opštinama. 	 Salaries in municipalities on the expenditure level are one of most stable budgetary elements. 	 0.5
 Regularni transferi će polako rasti tokom 2008. godine, dok će različite investicije da se smanjuju. 	 Regular transfers will slowly increase in 2008 while different investments will be lowered. 	 0.5
 Očekujemo da će nivo transfera da raste sporije u odnosu na pad investicija zato što razlika treba da pokrije tekuće troškove za javnu upravu. 	 We can expect that level of transfers will increase slower than level of investments will fall due to the fact that the difference will cover current expenses for public administration. 	 0.5
 Sve kategorije troškova porediće se sa sumom ukupnih troškova. 3. 	 All categories of expenses will be compared to total expanses. 	 0.5
 Empirijski zaključci Podatke za budžete opština za 2009. godinu nismo uspeli da prikupimo. 	 Empirical results Gathering empirical data, we were not able to get data on budgets of municipalities for 2009 yet. 	 0.5
 Takođe, značajno je da napomenemo da su 2006. godine održani lokalni izbori, a da je 2007. godine došlo do izmena opštinskih zakona o finansijama kojima je udeo poreza na dohodak koji odlazi opštinama povećan na 54%. 	 At the same time it is important to stress that in 2006 there were local elections and in 2007 there was change of municipal finances legislation increasing the share of personal income tax belonging to municipalities to 54%. 	 0.5
 Pošto nedostaju podaci za 2009. godinu, nismo mogli da zaključimo da li je mali pad poreza na lični dohodak na nacionalnom proseku već posledica krize ili se on još uvek kereće u okviru normalnih fluktuacija. 	 Due to lack of data for 2009, we are not able to say if small drop of personal income tax at national average is already consequence of crisis or it is within normal fluctuation. 	 0.5
 Ipak, izvesno je da u svim opštinama u kojima je promena tog poreza veća of 5%, to posledica migracije stanovništva, a verujemo da, ako je neto priliv negativan kao u Trbovlju, Lendavi, Moravskim Toplicama, to je istovremeno i prvi znak promene ekonomske situacije. 	 However, we can argue that in all municipalities where change of personal income tax is higher than 5% it is consequence of migration of pop ulation, and we believe if net flow is negative as in Trbovlje, Lendava, Moravske Toplice it is also first sign of change in economic situation Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 0.5
 Tabela pruža dobar prikaz kamate za određene opštine. 	 Table shows very good the interest for certain municipalities. 	 0.5
 U ovom smislu očigledno je da su posle sloma tržišta nekretnina najbolje lokacije kao što su Piran (turistička lokacija na primorju) ili Mengeš (predgrađe prestonice) postale daleko interesantnije. 	 In this sense it is obvious that after the break of real estate market prime location like Piran (tourist location at the seaside) or Mengeš (suburb of capital) be come much more interesting. 	 0.5
 Druge lokacije zadržale su svoje prosečne kamatne stope (mereno prihodom od poreza na nekretnine koji se plaća u opštini u kojoj se nalazi prodata nekretnina). 	 While other locations kept their average interest rates.  Measured via real estate tax income that is paid in the municipality where sold real estate exists). 	 0.5
 Istovremeno je očigledno da tokom 2008. godine ukupno oprezivanje nekretnina pokazuje da je broj transakcija sa nekretninama u ovom periodu bio nešto manji. 	 At the same time it is obvious, that in 2008 overall real estate taxation indicates that slightly lower number of real estate transactions was made. 	 0.5
 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 0.5
 Ipak, više je nego očigledno da neke opštine kao što su Solčava, Moravske toplice ili Mežica imaju određene probleme i da dobijaju nove injekcije dotacija posle godinu dana relativno niskog učešća države u njihovim budžetima. 	 However, it is more than evident that certain municipalities such as Solčava, Moravske toplice or Mežica are facing certain difficulties and are getting new injection of subsidies after one year of relatively low state budgetary participation. 	 0.5
 S druge strane, nije moguće sa sigurnošću tvrditi da je učešće države striktno ograničeno na ekonomske prilike. 	 On the other hand it is not possible to assure that governmental participation is strictly connected to the economic situation. 	 0.5
 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 0.5
 Ostali tekući troškovi i dotacije za socijalno osiguranje nisu uračunati. 	 Other current expenses and social security subsidies are not included. 	 0.5
 Uprkos tome što se čini da su plate na manje ili više istom nivou i da svi pokazatelju navode da one postepeno postaju sve manje značajan deo opštinskih budžeta, može se tvrditi da one nisu sistemski vezane za situaciju u privredi. 	 Despite it seems that salaries are more or less constant with slow ratio of becoming less significant part of mu nicipal budgets, one can argue, that they are not systematically connected to the economic situation. 	 0.5
 Zahvaljujući merama vlade iz 2009. godine, samo u ovoj godini moći će da se vide prvi znaci promena u oblasti plata. 6. 	 Due to governmental measures taken in 2009 only in this year it will be possible to indicate first signs of changes in the field of salaries. 	 0.5
Brda 4.1% Ajdovščina 3.6% Hrpelje-Kozina 6.7% Piran 3.4% Vodice 5.6% [k. 	 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 0.5
 S druge strane, možemo da vidimo da pojedine opštine s vremena na vreme imaju probleme koji nisu neposredno vezani za opštu ekonomsku situaciju već su više posledica lokalne situacije. 	 On the other hand, we can see that certain municipalities have issues from time to time that are not connected directly to general economic situation but can be more result of local situations. 	 0.5
 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 0.5
 S jedne strane, ovo se može objasniti sve većom sposobnošću korišćenja evropskih fondova, a možemo da tvrdimo i da su pozivi državne vlasti da privatni sektor uloži više u vreme krize da bi privreda opstala urodili plodom. 	 On one hand we can explain this with improving ability to use European funds and we can argue that also calls from national govern ment that public sector shall spend more in times of crisis in order to keep economy going were relatively successful. 	 0.5
 Nove investicije posle 2007. gGodine takođe su u vezi sa većim udelom poreza na lične prihode usmerenih iz nacionalnog budžeta. 	 New investments after 2007 are also connected to the greater share of personal income tax allocated from national budget. 	 0.5
 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. 	 0.5
 Slovenačke opštine u vreme ekonomske krize Da bismo dobili jasniju sliku, pre nego što donesemo bilo kakve zaključke u vezi sa uticajima ekonomske krize na lokalnom nivou, svakako će nam biti potrebni podaci iz budžeta realizovanih u 2009. i 2010. godini. 	 Slovenian municipalities in times of economic crisis In order to get clearer picture we will certainly need budgetary data of realized budgets for 2009 and 2010 before being able to state anything ultimate about influence of the economic crisis at the local level. 	 0.5
 Ipak, podaci koje smo dosada naveli ukazuju da globalna nestabilnost nije bitno uticala na lokalne vlasti. 	 However, data above are indicating so far that local government is not significantly influenced by global instability. 	 0.5
 Ovo se može objasniti činjenicom da lokalne vlasti u Sloveniji imaju relativno niske kompetencije, kao i time da nisu posebno aktivne u privredi. 	 This can be explained by fact that Slovenian municipalities have relatively low policy competences, as well as they are not very active in economy. 	 0.5
 Zahvaljujući tome što je porez na korporativni profit državni porez, a isto je i sa porezom na dodatu vrednost, na opštine može značajno da utiče samo smanjenje poreza na lični dohodak koje 2008. godine nije bilo toliko značajno (ljudi su još uvek bili zaposleni i primali plate). 	 Due to the fact that corporate profit tax is state tax as well as value added tax, municipalities can be influenced significantly only by lose of personal income tax that was in 2008 not so evident (people were still employed and receiving salaries). 	 0.5
 Očekujemo da će glavni problemi nastati 2009. godine, sa porastom broja nezaposlenih koji više ne doprinose masi priliva iz ove vrste poreza. 	 We expect that main problems will occur in 2009 and especially in 2010 with increasing number of unemployed workers not contributing to personal income tax mass. 	 0.5
 Možemo da raspravljamo o tome da li do hipotetičkih promena u opštinama, kako su predstavljene u uvodnom delu rada, može ipak da dođe, ali u malom zakašnjenju od 2-3 godine. 	 We can argue that hypothetical changes in municipalities, as represented in introduction can still occur but with slight delay of 2-3 years. 	 0.5
 Kad govorimo o periodu koji smo analizirali, teško da može biti reči o bilo kakvim ozbiljnim budžetskim promenama koje bi bile neposredno povezane sa ekonomskom krizom. 	 For the analyzed period we can hardly talk about any serious budgetary changes that can be directly connected to the economic crisis. 	 0.5
 Izgleda da su mnogo prisutniji neki drugi procesi, kao što je tekuće smanjenje troškova u administraciji i povećanje nivoa investicija u razvoj lokalne infrastrukture i elemente koji će poboljšati kvalitet života. 	 It seems that other processes, such as ongoing reduction of expenses in administration and increasing level of investment into development of local infrastructure and elements providing higher quality of life are much more present. 	 0.5
 Zakopavanje ili odlaganje otpada na gomilu kao pristup upravljanja otpadom nisu više prihvatljivi, ni ekonomski ni društceno. 	 The burying or bumping management approaches of the past, however, are no longer acceptable: environmentally, economically, or socially. 	 0.5
 Pored toga, predviđeni broj stanovnika na zemlji, proizvodnja, i porast potrošnje u narednom veku samo će povećati i količinu i sastav otpadnog materijala. 	 In addition, predicted levels of population, production, and consumption growth in next century will increase the quantity and complexity of waste materials. 	 0.5
 Ako se za globalne probleme kao što su klimatske promene i otpadne materije u najskorije vreme ne nađu rešenja, društvo će morati da nastavi da traži načine da smanji kako količine otpada, tako i uticaj koji otpad vrši na nas. 	 If global problems such as climate change and waste remain unresolved, society must choose to continue attempting to incrementally reduce wastes and lessen impacts. 	 0.5
 Logično, javlja se potreba za konceptom kakav je koncept Nultog otpada kojim se nastoji da se otpad potpuno eliminiše gde god je to moguće, tako što će se primeniti sistemski pristup kojim se u prvom redu izbegava stvaranje otpada. 1. 	 Logically, there is a need for Zero Waste, which seeks to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place.  1. 	 0.5
 Uvod Svet u kakvom danas živimo, a koji smo stvorili onako kako smo tada razmišljali suočava se sa problemima koji se ne mogu rešiti na način na koji smo razmišljali kada smo ga stvarali. 	 Introduction The world we have created today as a result of our thinking thus far has problems which cannot be solved by thinking the way we thought when we created them. 	 0.5
 Albert Ajnštajn Ljudi izgleda misle da ovaj svet raspolaže neograničenim prostorom u koji mogu da stanu brda otpada koji oni stvaraju. 	 Albert Einstein Humanity seems to assume that the world has an infinite assimilative capacity for the mountains of waste that it generates. 	 0.5
 Ovaj problem nije nastao krivicom ove generacije, niti sa industrijskom revolucijom; otpad predstavlja problem još od nastanka čovečanstva. 	 The problem did not start with the current generation or even with the industrial revolution; rather waste has been a problem since the appearance of humanity. 	 0.5
 Veliki broj stručnjaka za upravljanje čvrstim otpadom (SWM solid waste management) otpad smatraju neophodnim sporednim proizvodom koji nastaje u svakoj aktivnosti. [ta više, ekonomski rast i životni standard kojim se diče mnoge nacije kao da podrazumevaju gomilanje otpada. 	 Many solid waste management (SWM) experts refer to waste as a necessary by-product of activity.  Furthermore, the economic growth and standard of living enjoyed by many nations today appears the accumulation of waste. 	 0.5
 Nažalost, tendencije očekivanog rasta i razvoja ukazuju na to da će zahvaljujući obimu i sastavu otpada, upravljanje otpadom u budućnosti biti još složeniji posao. 	 Unfortunately, expected growth and development trends indicate that the volume and composition of waste will make management more complex in the future. 	 0.5
 Da bismo našli rešenje za probleme otpada, prvo moramo da definišemo način na koji posmatramo taj otpad.  Iz ekonomske perspektive otpad se posmatra kao stvarnost industrijskog procesa. 	 Solutions to the problems created by waste must first address the way in which waste is perceived. justify to The economic perspective is that waste is an externality to the industria1 process. 	 0.5
 Ipak, ovakav stav se može dovesti u pitanje. 	 However, this approach is being challenged. 	 0.5
 Ekolozi koji se bave problemima industrije tvrde da otpad u stvari predstavlja neefiksanu primenu sirovina, a sve viši troškovi sirovina i skladištenja otpada na kraju mogu da ugroze konkurentnost firme. 	 Industrial ecologists note that waste represents an inefficient use of raw materials and rising raw material and disposal costs may ultimately impair a business competitiveness. 	 0.5
 Opštine i poreski obveznici takođe su žrtve sve većih troškova upravljanja otpadom, posebno u pokretanju, izgradnji i poslovanju deponija visoke tehnologije. nost, ukazuje na međuzavisnost ekonomskih, socijalnih pitanja i pitanja životnog okruženja. 	 Municipalities and their taxpayers are also victims of increasing waste management costs, particularly in the sitting, building, and operation of high technology landfills.  The concept of sustainable development, widely adopted after the Report of the World Commission on Environment and Developments 1987 report, Our Common Future, reflects the interdependence of environmental, economic, and societal issues. 	 0.5
 Upravljanje otpadom, u stvari, svim zagađivačima, mora se analizirati u kontekstu dugoročne održivosti. 	 Management of waste, and indeed al1 pollutants, must be examined in the context of long term sustainability. 	 0.5
 Stoga ovaj linearni tok od izdvajanja do odlaganja otpada, karakterističan za današnje doba, vodi ekonomiji osiromašenja resursa i nije održiv. 	 So, the cur rent linear material flow from extraction to disposal is witness to resource depletion based economy and cannot be sustained. 	 0.5
 Kao odgovor na ovaj problem, mnoge kompanije su usvojile i primenjuju koncept hijerarhije upravljanja otpadom koji se zasniva na 4 koraka (4 Rs reduce, reuse, recycle and recover): smanji, ponovo koristi, recikliraj, obnovi/povrati. 	 In response, many countries have adopted and promoted the concept of a waste management hierarchy based on the 4 Rs: reduce, reuse, recycle, and recover. 	 0.5
 Cilj ove hijerarhije jeste da ilustruje relativne prioritete koji se daju različitim opcijama upravljanja otpadom i da podstakne programe zasnovane na razvrstavanju i konačno smanjivanju otpada. 	 The objective of this hierarchy is to illustrate the relative preference given to the various waste management options and to encourage diversion and ultimately reduction based programs. 	 0.5
 Upravljanje čvrstim otpadom privlači sve veću pažnju svih nivoa vlasti, stručnjaka za zaštitu životne sredine i javnosti uopšte. 	 Solid waste management has been the focus of increasing attention by all levels of government, environmentalists as well as the public in general. 	 0.5
 Stoga i nailazimo na obilje literature o ovoj temi. 	 As a result, a plethora of information and literature exists on the subject. 	 0.5
 U stvari, svaka komponenta formule 4 koraka (4R) postala je predmet brojnih istraživanja, akademskih radova, stručnih časopisa i, naravno, konferencija. 	 In fact, each of the components of the 4 Rs has spawned numerous research studies, academic publications, professional journals, as well as conferences. 	 0.5
 Upravljanje čvrstim otpadom tradicionalno je u nadležnosti opštinskih vlasti koje su odgovorne za uspostavljanje i poslovanje sistema sabiranja i odlaganja otpada. 	 The management of solid waste has traditionally been the jurisdiction of municipal governments, which have concentrated on the establishment and operation of collection and disposal systems. 	 0.5
 Možda se ovako lokalizovanim upravljanjem i može objasniti velika raznolikost u terminologiji i definicijama otpada. 	 Perhaps this localized management explains the presence of the varied terminology and definitions for waste. 	 0.5
 U literaturi se pominje veliki broj vrsta otpada, među kojima i poljoprivredni otpad, radioaktivni otpad, tečni otpad, opasni otpad, industrijski otpad i otpad iz domaćinstva. 	 The literature lists many types of waste including agricultural waste, radioactive waste, liquid waste, hazardous waste, industrial waste, and residential waste. 	 0.5
 Osnovni izvor otpada se industrijska proizvodnja i ljudska potrošnja, a linija između ove dve kategorije nije uvek jasno povučena. 	 The primary sources of waste are industrial production and human consumption and the lines between these categories are often unclear. 	 0.5
 Koncept održivog razvoja koji je široko prihvaćen posle Izveštaja Svetske komisije o okruženju i razvoju od 1987. godine, pod nazivom Naša zajednička buduć Otpad je čvrsto utkan u naš stil života, ali pokušaji da se upravlja odlaganjem ili obradom tog otpada koji se javljaju u poslednje vreme ponovo dovode u centar pažnje problem preciznog definisanja otpada. 	 While waste is woven tightly into our lifestyles, recent attempts to manage its disposal and/or treatment have brought attention to its very definition. 	 0.5
 Pošto za razne vrste otpada ne postoje zajedničke fizičke karakteristike, mnoge definicije bave se otpadom kao proizvodima ili materijalima koji su se verovatno koristili a onda odbacili. 	 In the absence of common physical characteristics, many definitions focus on waste as products or materials that have presumably been used and then discarded. 	 0.5
 Smatra se da su sirovine i proizvodi namenjeni za jednokratnu upotrebu, i kada se iskoriste, postaju nepotrebni. 	 The assumption is that materials and products have a single purpose and once fulfilled are useless. 	 0.5
 Otpad se može definisati kao neupotrebljivi materijal preostao u procesu proizvodnje, korišćenja potrošnih dobara, itd.; beskorisni sporedni proizvodi nastali u nekom procesu, ili svaka supstanca (čvrsta ili opasna) koja za vlasnika koji ju je proizveo više nema upotrebnu vrednost i koju on odbacuje Š4Ë. 	 Waste could be defined as unusable material leftover from a process of manufacture, the use of consumer goods, etc.; the useless by products of a process, or any substance (solid or hazardous) for which the owner generator has no further use and which he/she discards, Š4Ë. 	 0.5
 I sama subjektivnost ovog tradicionalnog shvatanja otpada je problematična zato što obuhvata sve materijale koji se bacaju, uključujući i potencijalne sekundarne sirovine. 2. 	 The very subjectivity of this traditional view of waste is problematic because it includes all materials that are discarded, including potential secondary materials.  2. 	 0.5
 Definicija nultog otpada Međunarodno udruženje za nulti otpad (Zero Waste International Alliance) uopšteno definiše nulti otpad kao filosofki i vizionarski cilj koji se postiže ugledanjem na prirodne cikluse, u kojima svaki autput predstavlja input za neki novi proces. 	 Definition of zero waste The Zero Waste International Alliance broadly defines Zero Waste as: A philosophy and visionary goal that emulates natural cycles, where all outputs are simply an input for another process. 	 0.5
 To znači da treba stvarati materijale i proizvode i upravljati njima tako da sačuvamo i obnovimo sve resurse umesto da ih uništimo ili zakopavamo, da eliminišemo oticanje bilo kakvih materija u zemlju, u vodu ili u vazduh ukoliko to ne koristi prirodnim sistemima ili privredi Š8Ë. 	 It means designing and managing materials and products to conserve and recover all resources and not destroy or bury them, and eliminate discharges to land, water or air that do not contribute productively to natural systems or the economy, Š8Ë. 	 0.5
 Za razliku od sistema upravljanja otpadom koji se danas primenjuje, sistem nultog otpada nastoji da eliminiše otpad gde god je to moguće, podstičući sistemski pristup kojim se u prvom redu izbegava stvaranje otpada. 	 Unlike our current system of managing waste, Zero Waste seeks to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place. 	 0.5
 Sistemskim pristupom nulti otpad autputi jednog procesa pretvaraju se u resurse za druge procese. 	 A Zero Waste systems approach turns material outputs from one process into resources for other processes. 	 0.5
 Iako su tokom protekle decenije učinjeni veliki pomaci u recikliranju, samo povećenje recikliranja nije dovoljno da se postigne potpuno održiva privreda. 	 Although there have been great strides in expanding recycling over the last decade, recycling more materials is not enough to achieve a truly sustainable economy. 	 0.5
 Ako se neka materija zakopa na deponiji ili se spale u peći, industrija mora da izdvoji i obradi nove sirovine da bi se proizveli novi proizvodi. 	 If materials are buried in a landfill or burned in an incinerator, industry must extract and process new virgin materials to make new products. 	 0.5
 Izgleda kao da je pri izradi svakog proizvoda ili ambalaže ostalo mnogo više osiromašenih resursa i otpada nego što je upotrebljeno da bi se taj proizvod ili ambalaža proizveli. 	 Its as if there is a long shadow of depleted resources and wastes left over for every product and package used that is much larger than the product or package itself. 	 0.5
 Američka agencija za zaštitu prirodne sredine (EPA) takođe tvrdi da smanjenjem količine resursa i recikliranjem može da se smanji emisija gasova koji dovode do efekta staklene bašte, da se poveća izdvajanje ugljen dioksida koji koristi rastu drveća i da se smanji emisija metana na deponijama Š6Ë. 	 The U.S. Environmental Protection Agency (EPA) also determined that Source reduction and recycling can reduce greenhouse gas emissions at the manufacturing stage, increase forest carbon sequestration, and avoid landfill methane emissions, Š6Ë. EPA determined that energy use and greenhouse gas emissions were reduced the most by eliminating waste and the reuse of materials. 	 0.5
 EPA zaključuje da se potrošnja energije i emisija gasova koji izazivaju efekat staklene bašte u najvećoj meri smanjuju za hvaljujući eliminaciji otpada i upotrebom recikliranih materijala. 	 That is why Zero Waste emphasizes the reduction and reuse of materials first, then recycling and composting, so that resources are not unnecessarily wasted in the first place. 	 0.5
 Upravo zato princip nultog otpada u prvi plan stavlja smanjenje potrošnje resursa i upotrebu recikliranih materijala, a zatim recikliranje i kompostovanje, tako da se spreči nepotrebno uništavanje materijala.  Stoga možemo da zaključimo da princip nultog otpada: pretvara sadašnji, jednosmerni sistem u kružni sistem po ugledu na uspešne strategije same prirode; dovodi u pitanje loše organizovane poslovne sisteme koji koriste previše resursa da bi nekolicina ljudi bila produktivnija; problematizuje, putem otvaranja novih poslova i učešća civilnog sektora, sve ozbiljniji gubitak ljudskih resursa i eroziju demokratije; pomaže zajednicama da razviju efikasnu lokalnu privredu, sa dobrim, a održivim radnim mestima i odgovarajućim stepenom samodovoljnosti; ima za cilj pre da eliminiše nego da upravlja otpadom. 	 So, we can conclude that Zero Waste: redesigns the current, one-way industrial system into a circular system modeled on Natures successful strategies; challenges badly designed business systems that use too many resources to make too few people more productive; addresses, through job creation and civil participation, increasing wastage of human resources and erosion of democracy; helps communities achieve a local economy that operates efficiently, sustains good jobs, and provides a measure of self-sufficiency; aims to eliminate rather than manage waste. 	 0.5
 Princip nultog otpada se zalaže za:  100% efikasnost resursa; Smanjenje čvrstog i opasnog otpada na nulu; Nultu emisiju u vazduh, vodu ili zemljište, Smanjenje otpada u proizvodnji i administrativ nim poslovima na nulu; Smanjenje otpada u životnom ciklusu proizvoda na nulu; Smanjenje toksičnosti na nulu: - smanjenje rizika za prirodu - prisustvo toksičnih materija stvara opasan otpad. 3. 	 Zero Waste strives for: 100% Resource Efficiency; Zero Solid & Hazardous Waste; Zero Emissions - to air, water or soil; Zero Waste in Production & Admin Activities; Zero Waste in Product Life; Zero Toxics: - to reduce risks to nature, - the presence of toxics creates hazardous waste. 	 0.5
 Hijerarhija principa nultog otpada Princip nultog otpada se u prvom redu fokusira na smanjenje zapremine i toksičnosti otpada tako što ih eliminiše. 	 3.  The hierarchy of zero waste Zero Waste focuses first on reducing the volume and toxicity of waste by eliminating them in the first place. 	 0.5
 Zatim se usredsređuje na ponovnu upotrebu sirovina i proizvoda, prvo za ono za šta je planirano da se koriste, a onda za alternativne primene, pre nego što se reciklira. 	 Zero Waste then focuses on reusing materials and products for their original intended uses, and then for alternative uses, before recycling. 	 0.5
 Kad se količina sirovina smanji i kad se ponovo upotrebe do stepena u kom je to moguće, onda Princip nultog otpada predlaže da se sav perostali materijal reciklira i kompostuje na način na koji će doneti najviše koristi. 	 Once materials have been reduced and reused as much as possible, then Zero Waste focuses on recycling and composting all remaining materials for their highest and best use. 	 0.5
 Strategije upravljanja otpadom trebalo bi da teže maksimijaciji energije i obnavljanju (oporavku) sirovina, a da smanje na minimum konačnu količinu otpada koji će se naći na deponijama i zagađenje koje nastaje u svim fazama rukovanja i prikupljanja otpada. 	 Waste management strategies should aim at maximizing energy and material recovery while minimizing the final amount of waste delivered to landfill and the pollution related to all treatment and collection steps. 	 0.5
 Problemi životne sredine moraju se rešavati korak po korak, primenom odgovarajućih tehnoloških, ekonomskih i društvenih ograničanja.  Da bismo postigli fazu kada se materijal može ponovo upotrebiti i da bi smo se približili idealnom cilju nulte emisije možda ćemo morati da prođemo kroz niže nivoe piramide prikazane na slici 1, da bismo stekli iskustvo, znanje, razumevanje i naučili organizaciju. 	 Environmental problems must be solved step by step, using appropriate technological, economic and social constraints, achieving Reuse and approaching the ideal target of zero emissions may require that we have to pass through the lower levels of the pyramid of Figure 1, in order to acquire experience, knowledge, understanding and organization. 	 0.5
 Slika 1. 	 Figure 1. 	 0.5
 Hijerarhija upravljanja otpadom Š1Ë Ekosistemi recikliraju svaku vrstu otpada, a sam pojam otpad više nije prikladan. 	 - The waste management hierarchy, Š1Ë Ecosystems recycle every kind of waste, and the concept itself of waste is no longer appropriate. 	 0.5
 Proizvodi od jedne komponente ili jedne celine uvek mogu da budu koristan resurs za stvaranje neke druge komponente ili celine. 	 The products from one component or compartment are always a useful resource for another component or compartment. 	 0.5
 Ekosistemi se samoorganizuju tako da se svi raspoloživi resursi koriste do najvećeg mogućeg stepena i ništa ne ostaje neiskorišćeno. 	 Ecosystems self-organize in such a way that all available resources are utilized to the maximum possible extent and no unused resources are left. 	 0.5
 Princip nultog otpada podstiče lokalna i regionalna javno-privatna partnerska društva da grade postrojenja za obnovu resursa, da obezbede infrastrukturu i neophodne usluge kako bi se sve ove funkcije odvijale. 	 Zero Waste encourages local and regional public-private partnerships to develop Resource Recovery Parks to provide the infrastructure and services needed to accomplish all of these functions. 	 0.5
 U sistemu nultog otpada, svaki materijal čija se količina ne može smanjiti na zadovoljavajući način ili koji se ne može ponovo koristiti, reciklirati ili kompostovati vraća se proizvođaču, ili direktno ili putem maloprodajnih kanala, ili se više ne koristi. @ivotni ciklusi u prirodi su takvi da ne proizvode nikakav otpad. 	 In a Zero Waste system, any materials that cannot be easily and conveniently reduced, reused, recycled or composted are either returned to the manufacturer direct or through retail channels, or no longer used. 	 0.5
 Robe i sirovine u današnjem sistemu industrije izdavjaju se iz zemljine kore, prevoze do pogona za proizvodnju (svi materijali koji nisu deo finalnog proizvoda odbacuju se kao otpad), onda se proizvodi prevoze do korisnika i konačno, na kraju svog životnog veka, bacaju se. 	 Nature, for itself, has life cycles function without producing waste.  Goods and materials, at present industrial system, are extracted from the earths crust, transported to manufacturing sites, used to produce products (all materials not part of end product are discarded as waste), then products are transported to users and finally, at the end-of-life, discarded as waste. 	 0.5
 Da bismo eliminisali ili smanjili količinu otpada možemo da koristimo ciklični model kakav je stvorila sama priroda.  On je najefikasniji, manje košta, donosi veću dobit, čime se izbegava uništavanje životne sredine. 	 To eliminate or reduce waste, we can use the cyclical pattern modeled by nature as the most efficient, less costly, and most profitable, which avoids systematic deterioration of the environment. 	 0.5
 Ciklični sistem primenjuje jednačinu otpad = resurs i eliminiše otpadne materije iz životne sredine na način prikazan na slici 2. 	 The cyclical system apply the equation waste = resource and eliminates wastes from the environment as indicated in Fig.2. 	 0.5
 Slika 2. 	 Figure 2. 	 0.5
 Prirodni životni ciklus i kružni sistem 4. 	 Nature life cycle and cyclical system 4. 	 0.5
 Nulti otpad ciljevi i strategije U kreiranju smernica u procesu planiranja i odlučivanja u cilju postizanja nultog otpada kao cilja identifikovali smo sledeće ciljeve i strategije. 	 Zero waste objectives and strategies The following objectives and strategies have to been identified in order to provide a framework to guide in the planning and decision making process towards achieving Zero Waste. 	 0.5
 Nulti otpad je cilj koji ćemo moći da postignemo samo ukoliko imamo na raspolaganju dovoljna sredstva, osoblje i ovlašćenja i ako usvojimo odgovarajuće postupke. 	 The Zero Waste goal will only be possible to accomplish if sufficient funding, staffing and authority are provided and recommended policies are adopted. 	 0.5
 Cilj 1 smanjiti raditi sa stanovništvom i firmama na eliminaciji otpada Strategija 1 Razvijati obrazovne programe i programe tehničke podrške 1. 	 Objective 1 Reduce - Work with Residents and Businesses to Eliminate Waste Strategy 1: Expand educational and technical assistance programs 1. 	 0.5
 Podsticati stanovništvo i firme da im na prvom me stu bude da dobrovoljno eliminišu otpad. 2. 	 Encourage residents and businesses to eliminate wastes as a priority, on a voluntary basis.  2. 	 0.5
 Obezbediti tehničku pomoć lokalnim firmama da usvoje najuspešnije održive postupke kojima se otpad svodi na najmanju meru, a izbegavaju se deponije i peći za spaljivanje (na primer, veći broj pre gleda otpada, uputstava o rukovanju otpadom i periodično davati savete kako da se primene preporuke iz ovih pregleda). 	 Provide technical assistance to local businesses to adopt sustainable best business practices to minimize waste and avoid landfill and incineration (e.g., more waste audits, how-to guides, and periodic advice on how to implement recommendations of waste audits). 	 0.5
 3. 	 3. 	 0.5
 Podsticati i promovisati firme da proizvode i reklamiraju proizvode i usluge zasnovane na procesima i sredstvima kojima se smanjuje količina i toksičnost otpada i sirovina. 	 Promote and incentivize businesses to create and market products and services that utilize processes and means that reduce the volume and toxicity of waste and materials. 	 0.5
 Strategija 2 Insistirati na dobrovoljnom povlačenju iz upotrebe 1. 	 Strategy 2 Promote Voluntary Take backs 1. 	 0.5
 Podsticati trgovce na malo i njihove dobavljače da povuku iz upotrebe proizvode i ambalažu koje je teško ponovo upotrebiti, reciklirati ili kompostovati. 2. 	 Encourage retailers and their suppliers to take-back products and packaging that are currently difficult to reuse, recycle or compost.  2. 	 0.5
 Podsticati programe povlačenja iz upotrebe. 	 Promote take-back programs. 	 0.5
 Cilj 2 ponovo koristiti razviti infrastrukturu za potrebe recikliranja Strategija 1 Razvijati mogućnosti za ponovnu primenu već korišćenih materijala i proizvoda 1. 	 Objective 2 Reuse Develop Infrastructure beyond Recycling Strategy 1 Expand opportunities for reuse of used materials and products 1. 	 0.5
 Sastaviti i predstaviti građanima i firmama spisak materijala najvišeg prioriteta koje treba ponovo iskoristiti, kao što je građevinski materijal, već korišćene plastične igračke, tekstil i koža i postarati se da za svaki od ovih materijala postoji bar jedno mesto za odlaganje. 2. 	 Develop and present to citizens and businesses a list of the highest priority materials to be reused, such as used building materials, used plastic toys, textiles and leather, and arrange for each of these materials to be accepted in at least one drop-off location each.  2. 	 0.5
 Raditi sa lokalnim neprofitnim organizacijama i firmama na otvaranju većeg broja tih prihvatnih lokacija. 	 Work with local reuse nonprofits and businesses to expand convenient drop off locations. 	 0.5
 Strategija 2 Raditi na tome da se očuvaju stambene zgrade koje su još uvek funkcionalne 1. 	 Strategy 2 Work to preserve residential buildings that are still functional 1. 	 0.5
 Podsticati adaptiranje za ponovnu upotrebu kao prioritet u građevinskim standardima za stambenu izgradnju. 	 Encourage adaptive reuse as a priority in building standards for residential construction. 	 0.5
 Cilj 3 ponuditi usluge recikliranja i kompostovanja za svakog Strategija 1 Razvijati usluge recikliranja 1. 	 Objective 3 Offer Recycling and Composting Services to All Strategy 1 Expand Recycling Services 1. 	 0.5
 Sačiniti spisak materijala koje najpre treba obnoviti/sačuvati od svih koji se danas bacaju i uneti te materijale u lokalne programe reciklaže (na primer, filmska traka) i dati ga na uvid javnosti. 	 Develop and communicate to the public a list of the highest priority materials for recovery of those currently disposed to be added to local recycling programs (e.g., film plastics). 	 0.5
 Za materijale sa ovog spiska odrediti bar jednu lokaciju za odlaganje. 2. 	 Include materials on this list in at least one drop-off location each.  2. 	 0.5
 Organizovati jedan ili više centara za reciklažu ova ko odloženog materijala. 4. 	 Maintain one or more recycling drop-off centers.  3. 	 0.5
 Sarađivati sa nezavisnim organizacijama za reciklažu da se zajednici pomogne da reciklira svoj otpad. 	 4.  Work with independent recyclers to help the commu nity recycle their waste. 	 0.5
 Strategija 2 Razvijati usluge kompostovanja 1. 	 Strategy 2 Expand Composting Services 1. 	 0.5
 Razvijati program kompostovanja za bačenu hranu i papir u kome je hrana pakovana kao drugi po važnosti prioritet za nove usluge, kako za stanovništvo, tako i za komercijalni sektor. 	 Develop composting collection program for discarded food and food-contaminated paper as the second highest priority for new services for both the residential and commercial sectors. 	 0.5
 Uključiti programe kompostovanja na listu metarijala najviših prioriteta za obnavljanje i obezbediti bar jednu lokaciju za odlaganje ovih materijala. 2. 	 Include composting programs on the list of highest priority materials for recovery and provide at least one drop-off location for these materials.  2. 	 0.5
 Pomoći zainteresovanim firmama da započnu pilot program kompostovanja prehrambenog otpada. 	 Help interested businesses to start food waste com posting pilot program. 	 0.5
 Cilj 4 Podsticaji i podrška inicijativi za nulti otpad Strategija 1 Uspostaviti stimulativne i destimulativne mere na osnovu datih normi 1. 	 Objective 4 - Incentives and Support for Zero Waste Initiatives Strategy 1 Establish Rate-Based Incentives and Disincentives to Reduce Land filling 1. 	 0.5
 Tražiti načine za podsticanje firmi da prihvate ciljeve nultog otpada i da razvijaju planove po sistemu nultog otpada. 2. 	 Seek ways to incentivize businesses to adopt Zero Waste goals and to develop Zero Waste plans.  2. 	 0.5
 Navodimo primer mogućeg kretanja od ovih podsti caja do izricanja kazni: a.  Faza 1 U prvoj fazi ovog plana formirati progresivnu višečlanu skalu u skladu sa merljivim ciljevima smanjenja materijala tako da građani i firme koji manje rasipaju manje i plaćaju. b. 	 An example of a possible progression from rate in centives to mandates is presented as follows: a. Stage 1 - In the first stage of this plan, create a progressive multi-stage rate structure tied to measurable material reduction goals to ensure that both residents and businesses that waste less pay less. 	 0.5
 Faza 2 Na početku druge faze primeniti podsticajne mere iz prve faze, sa ciljem da se smanji količina otpadnog materijala visokog prioriteta. 	 b. Stage 2 - Beginning in stage two, implement first stage rate structure incentives, targeted at high priority waste materials to be reduced. 	 0.5
 Izveštaj o toku ove aktivnosti pripremiti i na polugodišnjem i na godišnjem nivou. 	 Provide progress report both at mid-year and at year end. 	 0.5
 Na polugodišnjem preseku oceniti kako akcija napreduje i ukoliko nije postignut dovoljan napredak, preći na strukture iz faze dva. c. 	 Evaluate mid-year progress and move to stage two rate structures if insufficient progress has been achieved. 	 0.5
 Faza 3 Na početku treće faze, ako su postignuti zacrtani ciljevi smanjenja otpada, zadržati date norme. 	 c. Stage 3 - Beginning in stage three, if progress meets operational reduction targets, then maintain rate structures. 	 0.5
 Ako nisu, preći na norme višeg nivoa u periodu od šest meseci kao probnom periodu, i opet pripremiti izveštaje dva puta godišnje, svake godine, do faze 4. d. 	 If not, then advance to higher stage rate structures for another six-month trial, reporting back, twice each year until stage 4. 	 0.5
 Faza 4 Ako do kraja faze 3 količina otpada navednih materijala ne bude smanjena, posle primene progresivne strukture normi, razmisliti o uvođenju zabrana i obaveza koje se sankcionišu kaznom da bi se obezbedilo odgovarajuće rukovanje materijalima čija količina otpada nije uspešno smanjena. 3. 	 d. Stage 4 - If, by the end of stage 3, designated materials have not been decreased, following implementation of progressive rate structure and periodic reporting, then consider adopting bans or mandates with fines to require proper handling of those materials which have not been successfully reduced.  3. 	 0.5
 Sastaviti spisak materijala koji se sada bacaju a koje je najvažnije očuvati, kako bi se oni izdvojili iz glavnine otpada, pored materijala čiji je otpad već smanjen i koji su sačuvani. 	 Develop and communicate to residents and businesses a list of the highest priority materials for recovery of those currently disposed, to eliminate from the waste stream in addition to materials already being reduced or recovered. 	 0.5
 Predložiti odgovarajuće alternativne proizvode i materijale za te materijale i proizvode i navesti gde se oni mogu naći. 	 Suggest viable alternatives to those materials and products and where to get them. 	 0.5
 Obezbediti informacije i pomoć prilikom primene. 	 Provide information and assistance as needed for implementation. 	 0.5
 Strategija 2 Usvojiti politiku poslovnih investicija za razvoj ovih usluga 1. 	 Strategy 2 Adopt Business Investment Policies to Expand Services 1. 	 0.5
 Podsticati kost-efektivan razvoj i širenje usluga u vezi sa smanjivanjem, ponovnom upotrebom, reciklažom i kompostovanjem svih materijala. 	 Encourage the cost effective development and expansion of services to reduce, reuse, then recycle and compost for all materials. 	 0.5
 Utvrditi koju minimalnu kvalifikaciju davaoci takvih usluga treba da imaju da bi se obezbedilo javno zdravlje i bezbednost. 	 Establish minimum qualifications for service vendors to provide such services as appropriate to ensure public health and safety. 	 0.5
 Utvrditi obavezu davaoca ovih usluga da redovno izveštava o svom radu da bi se tačno znala količina i težina obrađenog materijala. 2. 	 Establish mandatory service vendor reporting requirements to accurately capture quantities and weights of diverted materials.  2. 	 0.5
 Primeniti politiku kažnjavanja onih koji ispuštaju toksične materijale u životnu sredinu. 3. 	 Implement policies that penalize the discharge of toxic materials into the environment. 	 0.5
 Pospešivati prikupljanje i obradu otpada na dobrovoljnoj bazi i među javnim i među privatnim firmama, na takmičarskoj osnovi i pomoći da se razviju nove firme koje će dodati vrednost obnovljenim materijalima i svesti ostatke materijala koje treba odlagati na najmanju meru. 4. 	 3.  Increase public and private collection and processing services on an open, competitive basis, and help develop new businesses that add value to materials recovered and minimize residues that require disposal.  4. 	 0.5
 Stimulisati inovativne usluge koje nude privatni sektor i neprofitne grupe. 	 Stimulate innovative services to be added by the private sector and nonprofit groups. 	 0.5
 Podsticati razvoj različitih vrsta usluga za različite vrste firmi. 5. 	 Encourage different types of services to be provided for different types of businesses.  5. 	 0.5
 Postaviti nove zahteve pred vlasnike i upravnike zgrada sa većim brojem stanova i poslovnih prostora sa većim brojem korisnika kao bi se obezbedilo da svi korisnici imaju normalan pristup uslugama i zajedničkim prostorijama kao da žive u zasebnoj kući ili kao da je u pitanju jedna mala firma. 6. 	 Develop new requirements for owners and managers of multi-family dwellings and multi-tenant commercial buildings that ensure that all tenants have reasonable access to services and premises-based facilities comparable to single-family dwellings and small businesses.  6. 	 0.5
 Iskoristiti kadrove iz oblasti ekonomskih resursa za unapređenje usluga vezanih za smanjenje, ponovnu upotrebu, reciklažu i kompostovanje. 7. 	 Utilize economic resources staff to promote expansion of services related to reduce, reuse, recycle, and compost.  7. 	 0.5
 Kao osnovu za procenu ekonomske dobiti od programa i politike nultog otpada odrediti ukupne troškove rukovanja otpadom koji bi se ovim programom izbegli.  Strategija 3 Obrazovati i uključiti zajednicu u podršku inicijativama nultog programa 1. 	 Establish target for the full avoided disposal costs to be basis for evaluating economics of Zero Waste programs and policies Strategy 3 Educate and engage the community to support Zero Waste initiatives 1. 	 0.5
 Nastaviti razvoj i primenu programa edukovanja lavnosti i komunikacije u skladu sa razvijanjem novih programa diversifikacije otpada. 	 Continue to develop and implement a public education and communications program concurrent with the design of new waste diversion programs. 	 0.5
 Napraviti novi promotivni materijal za nulti otpad. 	 Develop new Zero Waste promotional materials. 	 0.5
 Promovisati kupovinu u skladu sa pozitivnim postupcima u oblasti nultog otpada i to podržati promotivnim materijalima i veb-stranicama. 2. 	 Promote positive Zero Waste buying power and behavior with promotional materials and website.  2. 	 0.5
 Nastaviti sa primenom novih obrazovnih sadržaja i postupaka pre primene bilo kog novog programa da bi se dobila puna podrška za nove inicijative pomoću kojih će se lakše postići ciljevi nultog otpada. 3. 	 Continue to implement new education and outreach in advance of the implementation of any new programs to obtain the maximum support for new initiatives that will help in achieving Zero Waste goal. 	 0.5
 Koordinisati globalne programe za održivost i sprečavanje zagađenja sa programom nultog otpada, sprečavanja stvaranja otpada i programom recikliranja. 4. 	 3.  Coordinate outreach programs for sustainability and pollution prevention with Zero Waste, waste prevention and recycling programs.  4. 	 0.5
 Primeniti komunalne programe socijalnog marketinga u cilju većeg angažovanja stanovništva i firmi. 5. 	 Implement community-based social marketing programs to more actively engage residents and businesses.  5. 	 0.5
 Raditi sa predstavnicima odgovarajućih industrijskih delatnosti u cilju promovisanja programa održivog poslovanja i zelenog (ekološki čistog) poslovanja. 6. 	 Work with industry groups to promote Sustainable Business and Green Business programs.  6. 	 0.5
 Odati priznanje liderima u borbi za nulti otpad me đu građanima i među firmama. 	 Recognize business and residential Zero Waste lead ers. 	 0.5
 Strategija 4 Graditi centre za obnavljenje resursa 1. 	 Strategy 4 Develop Resource Recovery Park 1. 	 0.5
 Graditi ili pomoći da se izgradi centar za obnavljanje resursa u cilju obezbeđivanja lokacije (lokacija) za širenje poslovanja firmi koje posluju po formuli ponovnog korišćenja, recikliranja i kompostovanja. 	 Develop or help developing a Resource Recovery Park to provide location(s) for expansion of reuse, recycling and composting businesses. 	 0.5
 Cilj 5 Služiti kao uzor i zalagati se za nulti otpad Strategija 1 Uspostaviti javno savetodavno telo za praćenje politike nultog otpada 1. 	 Objective 5 -Lead by Example and Advocate Zero Waste Strategy 1 Maintain a Public Advisory Review Body for Zero Waste Policy 1. 	 0.5
 Podržati rad organizacije za nulti otpad ili nekog drugog savetodavnog organa formiranog na osnovu diskrecionog prava Saveta, a u čijem sastavu će biti predstavnici zajednice i koje će imati ograničen rok rada tokom kojeg će napraviti pregled Operativnog plana za nulti otpad i dati nalog Savetu za sprovođenje tog plana i obaveštavati ga o promenama odgovarajućih gradskih postupaka u aktivnostima za postizanje nultog otpada. 	 Continue a Zero Waste Task Force or other advisory body at discretion of Council, made up of community representatives to serve for limited duration to review the staff prepared Zero Waste Operations Plan and advice the Council on its implementation of and changes to associated City Zero Waste policies. 	 0.5
 Strategija 2 Održati aktivnosti i regionalni profil javne politike nultog otpada 1. 	 Strategy 2 Maintain Active State and Regional Profile on Zero Waste Public Policy 1. 	 0.5
 Raditi sa državnim i saveznim zakonodavnim telima i podržavati druge zajednice u odgovarajućoj oblasti da usvoje ciljeve i planove nultog otpada. 	 Work with State and Federal legislators and support other communities in the region to adopt similar Zero Waste goals and plans. 	 0.5
 Raditi sa njima gde god je to moguće i razreševati zajedničke probleme. 2. 	 Work with them where appropriate to remove and resolve mutual obstacles.  2. 	 0.5
 Zajedno sa regionalnim organima preduzeti zajedničke korake za obezbeđivanje podrške državi i regionima da usvoje: proširenu odgovornost proizvođača; programe odlaganja; finansiranje inicijativa za nulti otpad putem državnih i regionalnih dopunskih poreza na deponije i oporezivanja proizvoda; obračunavanje punih troškova za rukovanje ot padom; tarife na ambalažu (n.pr. na plastične kese);  minimalne standarde za reciklirani sadržaj za dodatne proizvode; projektovanje programe za očuvanje životne sredine; smernice za zelenu gradnju i ekološki čisto snabdevanje javnog sektora; merenje, praćenje i izveštavanje o postizanju ciljeva nultog otpada na nacionalnom nivou; nove mehanizme za finansijsko obezbeđenje deponija u vezi s njihovim obavezama nakon zatvaranja. 	 Undertake a coordinated effort with regional cooperation, to support state and national efforts to adopt: Extended producer responsibility; Deposit programs; funding of zero waste initiatives through statewide or regional landfill surcharges and product charges; Full cost accounting for waste disposal; Packaging levies (e.g., on plastic bags); Minimum recycled content standards for addi tional products; Design for the environment programs; Green procurement and green building guide lines for the public sector; National measuring, monitoring and reporting in achieving zero waste goals; and New mechanisms for financial assurance for post-post-closure liabilities for landfills. 	 0.5
 Strategija 3 Smanjiti dugoročne obaveze deponija na najmanju meru 1. 	 Strategy 3 Minimize long-term landfill liabilities 1. 	 0.5
 Obezbediti da ukupni kapital i troškovi poslovanja, zatvaranja, perioda posle zatvaranja i svih kasnijih obaveza koje proizilaze posle zatvaranja budu fakturisani u okviru tekućih stopa i finansijskih garancija, posebno kad se radi o privatnim deponijama. 2. 	 Ensure that the full capital and operating, closure, post-closure and post-post-closure costs are factored into current rates and financial assurances, particularly for private landfills.  2. 	 0.5
 Zacrtati cilj kojim će se objasniti koristi od oslobađanja od ovih obaveza u budućnosti tako što će se ove obaveze smatrati izbegnutim troškovima rukovanja otpadom; 3. 	 Establish a target to reflect the benefits of avoiding these future liabilities as an avoided disposal cost.  3. 	 0.5
 Aktivno sarađivati sa izvođačem radova na deponiji i sa onima koji donose propise u cilju poboljšanja mehanizama finansijskog obezbeđenja obaveza deponija. 	 Work actively with landfill contractor and regulators to increase mechanisms for financial assurance for landfill liabilities. 	 0.5
 Strategija 4 Obezbediti finansiranje primene plana nultog otpada 1. 	 Strategy 4 Provide Funding to Implement Zero Waste Plan 1. 	 0.5
 Oformiti fond za nulti otpad da bi se podstakle inovacije i učešće na lokalnom nivou. 	 Create a Zero Waste fund to encourage local innovation and participation. 	 0.5
 Finansirati inicijative za nulti otpad na nivou zajednice, sa posebnim osvrtom an transport, transfer i rukovanje otpadom gde je to moguće. 2. 	 Fund community Zero Waste initiatives with fees levied on the transport, transfer and disposal of wastes where feasible.  2. 	 0.5
 Obezbediti investicije u privatnom sektoru usvajanjem politika podrške i obezbeđivanjem tehničke podrške i putem pisama podrške upućenim pojedincima koji se pozivaju da investiraju i/ili da daju donacije. [to više neprofitne organizacije i privatne kompanije investiraju u širenje programa ponovne upotrebe, reciklaže i kompostovanja, manja je potreba za investiranjem. 3. 	 Leverage the investments of the private sector by adopting supportive policies and providing technical assistance and support letters for independent financing and/or grants. 	 0.5
 Identifikovati i podržati predloge za državnu i saveznu pomoć i pomoć od fondacija kao i za zajmove za firme i za pružaoce usluga ove vrste. 	 The more that nonprofits and private companies invest in expansion of reuse, recycling and composting programs, the less is needs to invest.  3.  Identify and support proposals for state, federal and foundation grants and loans for businesses and service providers. 	 0.5
 Cilj 6 Ažurirati podatke o otpadu i razvijati operativni plan za nulti otpad Strategija 1 Ažurirati podatke o otpadu 1. 	 Objective 6 - Update Waste Data and Develop Zero Waste Operations Plan Strategy 1 Update Waste Data 1. 	 0.5
 Odmah započeti Studiju o sastavu otpada i objaviti nove podatke po kategorijama i potkategorijama predviđenim za programe čiji je cilj smanjenje ili obnavljenje ovih materijala. 	 Proceed promptly with a Waste Composition Study to report updated data in categories and subcategories designed for programs targeted to reduce or recover those materials. 	 0.5
 Obuhvatiti analize različitih segmenata komercijalnog i industrijskog sektora i institucija (uključujuću restorane, medicinske službe, maloprodaju, kancelarije, stambene zgrade za veći broj porodica i vladu/škole). 	 Include analyses of different segments of the commercial and industrial sectors, and institutions (including restaurants, medical services, retail, offices, multi-family dwellings and government/schools). 	 0.5
 2. 	 2. 	 0.5
 Studija o sastavu otpada treba jasno da navede materijale koji se mogu ponovo upotrebiti i na materijale u ukupnom otpadu koji verovatno mogu da budu značajni za programe kojima se smanjuje količina takvih materijala ili se oni koriste ponovo. 3. 	 The Waste Composition Study should clearly identify reusable materials and materials in the waste stream that are likely to be significant targets for programs to reduce or reuse such materials.  3. 	 0.5
 Pošto Studija o sastavu otpada bude završena, pratiti mere i obaveštavati zajednicu o napretku i rezultatima. 	 After the Waste Composition Study is completed, monitor measure and keep the community informed of progress and results. 	 0.5
 Obezbediti godišnje izveštaje o napretku postignutom u svim inicijativama za smanjenje količine otpada. 	 Provide annual reports on progress of all waste reduction initiatives. 	 0.5
 Naglasiti rezultate sprovedenih postupaka i programskih promena. 	 Highlight results of recent policy and program changes. 	 0.5
 Strategija 2 Razvijati operacioni plan za nulti otpad (ZWOP) 1. 	 Strategy 2 Develop Zero Waste Operations Plan (ZWOP) 1. 	 0.5
 Utvrditi koje vrste objekata treba obezbediti da bi se zadovoljile potrebe za uslugama navedenim u ovom Strateškom planu. 2. 	 Identify what type of facilities need to be developed by and for to meet the service needs identified in this Strategic Plan.  2. 	 0.5
 Proceniti da li ti objekti već postoje ili treba da budu izgrađeni da bi se zadovoljile potrebe privatnog sektora, ili preporučiti koje objekte privatni sektor treba da gradi. 	 Evaluate whether facilities exist or will be built to meet needs by the private sector, or recommend what facilities the public sector will be required to build. 	 0.5
 Uporediti troškove kapitalno-intenzivnih pristupa koji se mogu primeniti (izgraditi) na skupljoj zemlji sa zemljišno-intenzivnijim, jeftinijim pristupima koji već postoje ili bi se mogli sagraditi na obodu naselja (npr. za potrebe kompostovanja). 	 Compare costs of capital-intensive approaches that could be built on more expensive land vs. more land-intensive lower cost approaches that exist or could be built on the outskirts (e.g., for composting facilities). 	 0.5
 3. 	 3. 	 0.5
 Proceniti tržišnu vrednost materijala koji se mogu ponovo koristiti, reciklirasti i materijala koji se ostavljaju na deponiji a mogli bi da se kompostuju. 4. 	 Evaluate the market value of reusable materials, recyclables and compostable material still being land filled.  4. 	 0.5
 Odrediti javne i privatne programe kojima se reguliše smanjenje, ponovna upotreba, reciklaža ili kompostovanje materijala navedenog u Studiji o stvaranju otpada. 5. 	 Identify public or private programs necessary to reduce, reuse, recycle or compost the materials identified from the Waste Generation Study.  5. 	 0.5
 Razviti različite programe za različite sektore, uključujući zgrade koje koristi veliki broj ljudi (i rezidencijalne i komercijalne), tržne centre, restorane i ugostiteljstvo i glavne oblasti industrije. 	 Design different programs for different sectors, including multi-tenant buildings (residential and commercial), downtown businesses, strip malls, restaurants and hospitality industry, and major industrial areas. 	 0.5
 Obezbediti svima mogućnost da smanje, ponovo upotrebe, recikliraju i kompostuju materijale. 6. 	 Provide universal access to opportunities to reduce, reuse, then recycle and compost.  6. 	 0.5
 Oceniti dugoročno oslanjanje na usluge recikliranja jedne vrste otpada u odnosu na način prikupljanja otpada više vrsta, koji se razvrstava. 7. 	 Evaluate long-range reliance on single-stream recycling services versus expanded source separated collection.  7. 	 0.5
 Odrediti potencijalne lokacije za druge, nove javne i privatne deponije koje će možda biti potrebne, kao i osnovni koncept njihovog razvoja. 8. 	 Identify candidate locations for other new public and private facilities that might be required, with a conceptual basis for how to pursue the development of those facilities. 	 0.5
 Smanjiti potencijalna izlivanja iz deponija koje vi še nisu bezbedne, koje su počele da popuštaju. 9. 	 8.  Reduce potential releases from degrading landfill sites that has a growing stake in. 9. 	 0.5
 Preporučiti postupke i inicijative u skladu sa ovim Strateškim planom. 10. 	 Recommend policies and incentives consistent with this Strategic Plan. 	 0.5
 Proceniti koliko radnih mesta se ovde može otvoriti i finansijsku dobit of primene Operativnog plana za nulti otpad. 11. 	 10.  Estimate jobs expected to be created and financial benefits from implementing the Zero Waste Operations Plan. 	 0.5
 Odrediti koji finansijski instrumenti mogu da budu najkorisniji lokalnim firmama kako bi one proširile poslove potrebne da bi se postigao kriterijum nultog otpada. 14. 	 11.  Identify which financing tools might be most helpful to local businesses to expand services needed to achieve Zero Waste.  14. 	 0.5
 Odrediti koja sredstva, koji kadrovi i koja ovlašćenja će biti potrebni da bi se primenio Princip nultog otpada 15. 	 Determine what funding, staffing and authority will be needed for staff to implement a Zero Waste goal.  15. 	 0.5
 Utvrditi neposredne i posredne ciljeve Operativ nog plana. 16. 	 Establish targets and goals for the Operational Plan. 	 0.5
 Utvrditi kriterijume za primenu zabrana i propisivanje kazni tamo gde dobrovoljna aktivnost nije bila dovoljna da se postigne nulti otpad kao cilj. 5. 	 16.  Establish criteria for implementing bans and mandates where voluntary efforts have not been effective in meeting Zero Waste.  5. 	 0.5
 Zaključak Održivi razvoj znači posvećenost unapređivanju dobrobiti za čovečanstvo, a dodatno ograničenje je to što ovaj razvoj treba da se odvija u okviru ekoloških uslova biosfere. 	 Conclusion Sustainable development represents a commitment to advancing human well-being, with the added constraint that this development needs to take place within the ecological limits of the biosphere. 	 0.5
 Ljudska ekonomija zavisi od prirodnog kapitala planete koji obezbeđuje sve ekološke usluge i sve prirodne resurse. 	 Human economy depends on the planets natural capital that provides all ecological services and natural resources. 	 0.5
 Usled porasta broja stanovnika i kao posledica privrednog razvoja, ljudi su izvršili značajan uticaj na zemlju, a rezultat je niz neravnomernosti i neusklađenosti između prirodnih resursa, životne sredine i privrede, kao što je dihotomija između porasta broja stanovnika i sve siromašnijih resursa i propadanja životne sredine. 	 As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration. 	 0.5
 Ako shvatimo zašto čovečanstvo treba da smanje količinu otpada koji svi mi proizvodimo i izbacujemo, značajno ćemo izmeniti količinu otpada kao problem koji moramo da rešavamo. 	 By understanding why human race need to reduce the amount of waste that all of us produce and dispose of, we can make a big difference to the scale of residual waste that needs to be treated. 	 0.5
 Mi (ljudi) svi moramo da se udružimo i da razmislimo o vrstama proizvoda koje kupujemo, da vidimo da li se oni mogu koristiti više puta ili reciklirati. 	 We (people) all need to make a concerted effort to think about the types of products we are buying, and consider whether they can be reused or recycled. 	 0.5
 Ovim poslom sa regenerisanjem kapaciteta mora se stoga pažljivo upravljati. 	 Human interaction with the regenerative capacity must thus be managed carefully. 	 0.5
 Kao što je u našem interesu da pažljivo pratimo finansijska sredstva kojima raspolažemo, jednako je važno da pratimo ekološka sredstva koja nam pružaju ekološke usluge kojima se održava ljudski život i privredna aktivnost. 	 Just as it is in our self-interest to track our financial assets carefully, it is equally important to track our ecological assets, which provide the ecological services that sustain human life and economic activity. 	 0.5
 S druge strane, nulti otpad treba da bude vladajući princip u 21. veku u kome treba da preuredimo tokove resursa i materijala. 	 On the other hand, Zero Waste has to be a design principle for the 21st Century that seeks to redesign the way resources and materials flow through society. 	 0.5
 Princip nultog otpada zahteva da se ukinu subvencije za dobijanje sirovina i za rukovanje otpadom i za to da proizvođači budu odgovorni za svoje proizvode i ambalažu od kolevke do kolevke. 	 Zero Waste requires eliminating subsidies for raw material extraction and waste disposal, and holding producers responsible for their products and packaging from cradle to cradle. 	 0.5
 Cilj je da se unapredi čista proizvodnja, da se spreči zagađenje i da se izgrade zajednice u kojima će proizvodi biti napravljeni tako da mogu da se recikliraju i bezbedno vrate u privredu ili u okruženje. 	 The goal is to promote clean production, prevent pollution, and create communities in which all products are designed to be cycled safely back into the economy or environment. 	 0.5
 Energy performances and environmental impacts, Waste Management 28, pp.25522564, 2008. Š2Ë Petrović, N., Petrović, B.:  Uticaji proizvoda na životnu sredinu, Zbornik radova XXXI Simpozijuma o operacionim istraživanjima SYM-OP-IS 2004, Rudarsko-geološki fakultet Univerziteta u Beogradu, Iriški Venac, Fruška gora, 2004. Š3Ë Petrović, N.:  Merenje ekološke podobnosti proizvoda. 	 REFERENCES Š1Ë Cherubini, F., Bargigli, S., Ulgiati, S.: Life cycle assessment of urban waste management: Energy performances and environmental impacts, Waste Management 28, pp.25522564, 2008. sredinu, Zbornik Š2Ë Petrović, N., Petrović, B.: Uticaji proizvoda na radova XXXI životnu Simpozijuma o operacionim istraživanjima SYMOP-IS 2004, Rudarsko-geološki fakultet Univerziteta u Beogradu, Iriški Venac, Fruška gora, 2004. 	 0.5
 Zbornik radova (editor dr Dragan Radojević, ISBN: 	 Š3Ë Petrović, N.: Merenje ekološke podobnosti proizvoda. 	 0.5
 86-82183-07-2) XXXIII Simpozijuma o operacionim istraživanjima SYM-OP-IS 2006, Institut Mihailo Pupin, Banja Koviljača, 2006. Š4Ë Petrović, N.: 	 Zbornik radova (editor dr Dragan Radojević, 86-82183-07-2) XXXIII Simpozijuma o operacionim istraživanjima SYM ISBN: OP-IS 2006, Institut Mihailo Pupin, Banja Koviljača, 2006. 	 0.5
 Environmental Managament for Business, Book of Abstracts of the International Conference Business and Globalization - KEEFP 2007, University St.  Kliment Ohridski, Faculty of Economics - Prilep, Ohrid, Republic of Macedonia, 2007. Š5Ë UN Conference on the Human Environment. 	 Š4Ë Petrović, N.: Environmental Managament for Business, Book of Abstracts of the International Conference Business and Globalization - KEEFP 2007, University St. Kliment Ohridski, Faculty of Economics - Prilep, Ohrid, Republic of Macedonia, 2007. 	 0.5
 Draft Declaration on the Human Environment. 	 Š5Ë UN Conference on the Human Environment. 	 0.5
 United Nations Environment Programme; 1972. 	 Draft Declaration on the Human Environment. 	 0.5
 Annex I. http://www.unep.org. 	 United Nations Environment Programme; 1972. 	 0.5
 Š6Ë U.S. Environmental Protection Agency, Office of Solid Waste, Solid Waste Management and Greenhouse Gases: a Life-Cycle Assessment of Emissions and Sinks, May 2002, 2nd edition, EPA530-R02-006, page ES-9. Š7Ë http://www.zwia.org/standards.html Š8Ë http://www.zerowaste.com Mjerenje konkurentnosti kao preduslov upravljanja privredom UDK: 	 Š7Ë http://www.zwia.org/standards.html Š8Ë http://www.zerowaste.com Measuring Competitiveness as a Precondition of Economic Management UDC: 338:339.137.2(497.16)2007đ2010 ; 330.341.1(497.16) mr. 	 0.5
 338:339.137.2(497.16)2007đ2010 ; 330.341.1(497.16) mr. Nikola Milović Ekonomski fakultet Podgorica Od 2005 godine World Economic Forum, (Svjetski ekonomski forum) je bazirao svoje istraživanje konkurentnosti na Indeksu globalne konkurentnosti (GCI), sveobuhvatnom indeksu koji mjeri mikroekonomske i makroekonomske temelje nacionalne konkurentnosti. 	 Nikola Milović Faculty of Economics, Podgorica Since 2005, the World Economic Forum (WEF) has based its research on competitiveness in the Global Competitiveness Index (GCI), a comprehensive index that measures the microeconomic and macroeconomic foundations of national competitiveness. 	 0.5
 Prema WEF konkurentnost se definiše kao skup institucija, politika i faktora koji određuju nivo produktivnosti jedne zemlje Š1Ë. 	 According to the WEF, competitiveness is defined as a set of institutions, policies and factors that determine the level of productivity of a country Š1Ë. 	 0.5
 Nivo produktivnosti, nasuprot tome, postavlja održiv nivo prosperiteta koji može biti stvoren od strane privrede. 	 The level of productivity, in contrast, establishes a sustainable level of prosperity that can be created by the economy. 	 0.5
 Drugim riječima, više konkurentna privreda ima tendenciju da može da proizvede viši nivo prihoda za svoje građane. 	 In other words, more competitive economies tend to be able to produce higher levels of income for their citizens. 	 0.5
 Nivo produktivnosti takođe određuje i stope prinosa na investicije u samu privredu. 	 The level of productivity also determines the rate of return on investments into the economy. 	 0.5
 Stope prinosa na investicije, kao i povrat samih investicija su komplementarne ostvarivanju stopa privrednog rasta same ekonomije, više konkurentne ekonomije su one koje brže rastu na srednji u odnosu na dugi rok. 	 The rates of return on investments and the return on investments themselves are very complementary to achieving economic growth in the economy; more competitive economies are those whose growth is faster in the medium term compared to the long term. 	 0.5
 Koncept konkurentnosti na taj način podrazumjeva statičke i dinamičke komponente. 	 The concept of competitiveness thus involves both static and dynamic components. 	 0.5
 Iako produktivnost zemlje jasno određuje njenu sposobnost da održi svoj nivo prihoda, ona je takođe jedno od centralnih determinanti povrata na investicije, koji je jedan od ključnih faktora kada objašnjavamo potencijal rasta privrede. 	 Although the productivity of the country clearly determines its ability to maintain its income levels, it is also one of the central determinants of returns on investments, which is one of the key factors when explaining the growth potential of the economy. 	 0.5
 U narednom radu predstavljena je metodologija mjerenja konkurentnosti putem GCI indeksa, statistički podaci vezani za svjetsku ekonomiju, zemlje Evropske unije, zemlje koje se pridružuju EU, globalne prednosti i nedostaci pozicije Crne Gore i zemalja regiona. 1. 	 The following paper presents a methodology of measuring competitiveness by the GCI index, statistical data related to the world economy, European Union countries, the countries that are in the process of accession to the EU, global advantages and disadvantages of the position of Montenegro and the countries of the region.  1. 	 0.5
 Uvod Pozicija pojedinih zemalja prema određenim aspektima konkurentnosti predmet je analize različitih međunarodnih institucija. 	 Introduction The position of individual countries as regards certain competitiveness aspects is an issue dealt with by numerous international organizations. 	 0.5
 Neka se od tih istraživanja u nazivu se jasno koriste pojmom konkurentnosti, kao što su WEF (World Economic Forum) GCI indeks (Global Competitiveness Index), a druge se metodologije koriste pojmovima poput ekonomskih sloboda, napretka u tranziciji ili uslovima poslovanja. 	 Some of them, such as the WEF (World Econimic Forum), the GCI (Global Competitiveness Index) use the notion of competitiveness already in their name; other methodologies use terms such as economic freedom, progress in transition, or conditions of business doing. 	 0.5
 Cilj ovih istraživanja nije samo puko utvrđivanje redoslijeda zemalja, već i pružanje mogućnosti zemljama da uoče vlastite nedostatke i da njihovim otklanjanjem poboljšaju svoju konkurentnost. 	 Our aim in this paper is not only to merely state the rankings of countries, but to offer these countries an opportunity to identify their weaknesses, overcome them, and consequently improve their competitiveness. 	 0.5
 Generalno istraživanja međunarodnih institucija o nivou konkurentnosti mogu se podijeliti u dvije grupe. 	 Generally, the research conducted by international institutions can be classed into two categories. 	 0.5
 Prva grupa u koju ulaze istraživanja WEF i IMD-a. 	 One includes the research done by the WEF and the IMD. 	 0.5
 U ovim analizama se nivo konkurentnosti pojedine zemlje rangira prema ekonomskom sistemu (društveni i međunarodni odnosi), prema ulozi države i prema institucionalnom okviru. 	 In these analyses, the competitiveness level of an individual country is ranked in accordance with its economic system (social and international relations), the role of the state and the institutional environment. 	 0.5
 Druga grupa istraživanja (Worldbank i Heritage) vezana su za značajnu odrednicu razvoja regulativu vezanu uz poslovne aktivnosti. 	 The other group of research (the World Bank and Heritage) are related to an important determinant of development regulations concerning business operations. 	 0.5
 Za grupu tranzicionih zemalja raspoloživ je i EBRD-ov indeks napretka u tranziciji. 	 The group of transition countries can also use the EBRD transition progress index. 	 0.5
 Ono što je zajedničko svim navedenim istraživanjima jest to što se u određivanju pozicije pojedine zemlje, osim tvrdih statističkih pokazatelja (engl. hard data), koristi i posebno dizajniranim anketama (tzv. soft data). 	 Common to all the quoted research is that in defining the position of a certain country, specially designed polls (the so-called soft data) are used in addition to the hard statistical indicators (hard data). 	 0.5
 Cilj takvih anketa je izmjeriti one faktore konkurentnosti koji nisu raspoloživi iz standardnih statističkih podataka, a prije svega je riječ o učinku i nezavisnosti pravosuđa, o sklonosti inovacijama, o kvalitetu upravlja nja preduzećima, o korupciji i o uticaju države na poslovanje u pojedinoj zemlji. 	 The purpose of such polls is to measure those competitiveness factors that are not available from standard statistical data, primarilly concerning the performance and in dependence of judicature, the preference for innovation, the quality of firm management, corruption, and the extent of the state impact upon business doing in the particular country. 	 0.5
 Očito je da su ti pokazatelji, u dijelu koji se odnosi na anketna istraživanja, rezultat percepcije anketiranih subjekata o zatečenom stanju u privredi (eng. soft data)Š2Ë. 2. 	 These indicators are evidently, at least in the part concerned with poll surveys, the result of the perceptions the respondents have on the current conditions prevailing in the economy (soft data) Š2Ë. 2. 	 0.5
 Metodologija mjerenja konkurentnosti putem GCI GCI pruža ponderisani prosjek različitih komponenti od kojih svaka odražava jedan aspekt složenog koncepta koji nazivamo konkurentnost. 	 Measuring competitiveness using gci methodology The GCI offers a weighted average of different components each of which reflects one aspect of a complex concept called competitiveness. 	 0.5
 Sve ove komponente su grupisane u 12 stubova koji pojedinačno mjere nivoe konkurentnosti. 	 All these components are grouped into 12 pillars which individually measure the competitiveness levels. 	 0.5
 GCI je sastavljen od 12 pojedinačnih stubova (podindeksa) koje možemo grupisati u tri cjeline: osnovni uslovi, efikasnost i inovacije. 	 The GCI is composed of 12 individual pillars (subindices) that can be classed into three categories: basic requirements, efficiency, and innovation. 	 0.5
 Svaki od pojedninačnih stubova govori o jednom aspektu složenog koncepta koji nazivamo konkurentnost. 	 Each individual pillar explains one aspect of a complex concept known as competitiveness. 	 0.5
 U okviru ekonomije temeljene na osnovnim faktorima imamo četiri stuba koji mjere pojedinačne podindekse i to: institucije, infrastruktura, makroekonomska stabilnost, zdravstvo i osnovno obrazovanje. 	 The economy fonded on basic factors includes four pillars measuring individual indices: institutions, infrastructure, macroeconomic stability, health and primary education. 	 0.5
 U okviru ekonomije temeljene na faktorima efikasnosti posmatramo 6 stubova ili podindeksa i to : više obrazovanje i trening, efikasnost tržišta roba, efikasnost tržišta rada, efikasnost finansijskog tržišta, tehnološka spremnost i veličina tržišta. 	 In the economy founded on efficiency factors we observe 6 pillars or subindices: higher education and training, goods market efficiency, labour market efficiency, financial market efficiency, technological readiness and market size. 	 0.5
 Treća cjelina, ekonomija temeljena na inovacijskim faktorima, sadrži poslednja dva stuba globalne konku rentnosti: 	 The third category, the economy founded on innovation factors includes the last two pillars of global competitiveness: business sophistication and innovation. 	 0.5
 poslovna sofisticiranost i inovativnost. 3. 	 3. 	 0.5
 Faze razvoja i ponderisani indeks Prema GCI u prvoj fazi razvoja ekonomija se temelji na osnovnim faktorima i proizvodnja se odvija na osnovu faktora kao što su ne dovoljno kvalifikovana radna snaga i prirodni resursi. 	 Phases of development and weighted index According to the GCI, in the first phase of its development, economy is founded on the basic factors and the production is conducted on the basis of the factors such as insufficiently skilled labour force and natural resources. 	 0.5
 Preduzeća se takmiče na osnovu niskih cijena koje su posledica proizvodnje primarnih proizvoda i robe, sa smanjenom produktivnosti i niskim platama. 	 The companies compete on the basis of low prices which are a consequence of the primary product and goods manufacturing, with decreased productivity and low wages. 	 0.5
 Održavanje konkurentnosti u ovoj fazi razvoja privrede zavisi od dobrog funkcionisanja državnih i privatnih institucija(1 stub), dobro razvijene infrastrukture(2 stub), stabilnog makroekonomskog okvira(3 stub) i zdrave i obrazovane radne snage(4 stub). 	 Maintaining competitiveness in this development phase of economy depends on a good work of public and private institutions (1st pillar), well developed infrastructure (2nd pillar), stable macroeconomic environment (3rd pillar), and healthy and educated labour force (4th pillar). 	 0.5
 Konačno, kako se privrede kreću ka fazi koju označavaju faktori na strani inovativnosti, veće zarade i životni standard su jedino moguće ukoliko je poslovanje vezano za proizvodnju novih i jedinstvenih proizvoda. 	 As wages rise together with the development of economy, the country moves to efficiency factors and the development phase based on them, and companies start manufacturing on higher productivity levels, the results being new and higher quality products.  In this phase of development the competition lies in higher education and training (5th pillar), efficient goods market (6th pillar), efficiency of the labour market (7th pillar), efficient capital market (8th pillar), as well as the competence to implement current technologies (9th pillar).  Finally, as economies move towards the phase characterised by innovation inclined factors, higher wages and standard of living are only possible on condition business doing is oriented towards manufacturing new and unique products. 	 0.5
 U ovoj fazi preduzeća temelje konkurentnost na inovacijama(12 stub), proizvodnji i razvoju proizvoda uz pomoć najsavremenijih proizvodnih procesa(11 stub). 	 The competitiveness of firms in this phase is based on innovation (12th pillar), product manufacturing and development implementing the most up-to-date production processes (11th pillar). 	 0.5
 Koncept faza u razvoju je integrisan u Index, dajući veći naglasak onim stubovima koji su relevantni za zemlju i njen trenutni nivo razvoja. 	 The concept of the phases in the development is integrated into the Index, with most attention paid to those pillars relevant for the country and its current level od development. 	 0.5
 Takođe, iako imamo svih 12 stubova pojedinačno za svaki zemlju, značaj pojedinih zavisi od faze u kojoj se zemlja nalazi. 	 Similarly, although there are 12 pillars for each individual country, the importance of individual pillars depends on the phase the country is in. 	 0.5
 Na kraju svi subovi su strukturirani u tri podindeksa, svaki od posebnog značaja za određenu fazu razvoja.  Kako se plate povećavaju sa razvojem privrede, zemlja se pomjera ka faktorima efikasnosti i fazi razvoja koja se temelji na njima, tada preduzeća počinju da proizvode na većim nivoima produktivnosti i kao rezultat dobijaju se noviji kvalitetniji proizvodi. 	 Finally, all the pillars are structured into three subindices, each of special importance for a particular phase of development. 	 0.5
 Podindeks osnovnih faktora razvoja grupiše one stubove koji su najkritičniji za zemlju koja se nalazi u fazi osnovnih faktora razvoja. 	 The subindex of the basic development factors groups those pillars that are most critical for the country in the phase of the basic factors founded development. 	 0.5
 Podindeks efikasnosti uključuje one stubove koji su neophodni za zemlju u fazi razvoja koju karakterišu faktori efikasnosti. 	 The efficiency subindex includes those pillars that are necessary for the country in the development phase characterised by the efficiency factors. 	 0.5
 Podindeks inovacija i sofisticiranosti poslovanja grupiše one stubove koji se posmatraju u poslednjoh fazi razvoja temeljenoj na faktorima inovativnosti. 	 The innovation and business sophistication subindex includes the pillars observed in the final phase of development based on innovation factors. 	 0.5
 Specifičnost ponderisanja i važnosti koja je data svakom od podindeksa u okviru različitih faza razvoja prikazana je narednom tabelom 1. 	 The specific nature of weighting and of importance assigned to each of the subindices within different development phases is presented in Table 1. 	 0.5
 Tabela 1. 	 Table 1. 	 0.5
 Inovacije Ekonomija temeljena na osnovnim faktorima% Ekonomija temeljena na faktorima efikasnosti% Ekonomija temeljena na inovacijskim faktorima%  Izvor:  WEF Da bi se utvrdilo u kojoj se fazi razvoja nalazi zemlja metodologija mjerenja GCI je proširena za još dva kriterijuma. 	 Weighting three subindices within different phases of development Subindex A: Basic conditions B: Efficiency C: Inovations Economy established on basic factors % Economy established on efficiency factors% Economy established on innovation factors %  In order that it should be specified which phase of development a country is, the GCI measuring methodology has been extended to include two more criteria. 	 0.5
 Prvi, nivo GDP po glavi stanovnika, ovaj pokazatelj se koristi kao široko dostupan podatak, obzirom da nivo zarada nije dostupan za sve zemlje koje su pokrivene istraživanjem. 	 One, the per capita GDP indicator is used as a widely available fact, given that the income level is not available for all the countries covered by the research. 	 0.5
 Drugi, mjeri nivo ekonomije temeljene na osnovnim faktorima, mjeri se pomoću udjela izvoza primarnih proizvoda u ukupnom izvozu i predpostavlja da zemlje koje izvoze više od 70% primarnih proizvoda u ukupnom izvozu(mjerene petogodišnjim prosjekom) su u velikoj mjeri ekonomije temeljene na osnovnim faktorima. 	 The other, the indicator of the level of economy established on the basic factors, is measured by the share of the exports of primary products in the total exports and assumes the countries which export more that 70% of primary products in the total amount of exports (measured by a five-year average) to be basic factor driven economies to a large degree. 	 0.5
 Tabela 2. prikazuje nivo GDP pc za utvrđivanje faze razvoja u kojoj se zemlja nalazi. 	 Table 2 presents the per capita GDP level used to define the development phase the country is in. Source: WEF Table 2. 	 0.5
 Nivo prihoda za utvrđivanje faze razvoja zemlje Faza razvoja GDP po glavi stanovnika (US$) Faza 1: 	 Their development process is characterised by a slow trensition from one phase to another. 	 0.5
 Ekonomija temeljena na osnovnim faktorima Tranzicija iz faze 1 u fazu 2 Faza 2:  Ekonomija temeljena na faktorima efikasnosti Tranzicija iz faze 2 u fazu 3 Faza 3: 	 The knowledge of the development phase a particular country is in and the comparison of the countries, emphasises the development factors of crucial importance for the transition to a higher level of development. 	 0.5
 Ekonomija temeljena na inovacijskim faktorima < 2.000 2.000-3.000 3.000-9.000 9.000-17.000 > 17.000 Izvor:  WEF  Za zemlje koje se nalaze između navedenih faza razvoja smatra se da se nalaze u procesu tranzicije. 	 Each of the countries included in the study is ranked as related to other countries on a 1-7 scale, where 7 is a maximum score or rank that places the country among developed countries by a particular subindex or pillar. the world. 	 0.5
 Za njih je karakteristično da se sporo kreću iz jedne u drugu fazu u procesu sopstvenog razvoja. 	 As many as 5 countries out of the top 10 countries are the EU member countries. 	 0.5
 Upoznavanjem sa fazom razvoja pojedinih od zemalja i njihovim poređenjem daje se naglasak na faktorima razvoja koji su od značaja za prelaz na viši nivo razvoja. 	 The success of the countries and their position on the competitiveness scale is based on: a) greater openness of the market; b) macroeconomic stability; c) removal of barriers to competition; d) improved business environment. 	 0.5
 Izvještaj o globalnoj konkurentnosti pozicija Crne Gore Prema statistikama Svjetskog ekonomskog foruma za 2007. godinu i izračunavanja indeksa globalne konkurentnosti Crna Gora se po prvi put našla na zvaničnoj rang listi sa još 131 zemljom u svijetu. 	 The position of Montenegro and the survey of the three previous years stressed a steady improvement of the competitiveness level and the position on the scale. 	 0.5
 U sledećoj tabeli 3. se prikazuje konkurentnost u svijetu sa aspekta globalne konkurentnosti za 10 najboljih zemalja. 	 Table 4 presents the values in the ranking for each pillar and the position of Montenegro. 	 0.5
 Tabela 3. 	 Table 3. 	 0.5
 Globalna konkurentnost u svijetu top 10. 2007-2009. godina Godina 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 	 Global competitiveness, top 10, 2007-2009.  Year 1.  2. 	 0.5
 WEF Za 2009. godinu [vajcarska je preuzela prvu poziciju od SAD. 	 8.  9. 	 0.5
 Zbog posledica globalne krize Danska koja je u 2007. godini bila na 3 poziciji u 2009. je na 5. mjestu. [vedska, Finska, Njemačka i Holandija zauzimaju 4., 6., 7., 10. mjesto od 134 zemlje.  Velika Britanija je van grupe top 10 i u 2008. i 2009. godini. 	 Global competitiveness report the position of Montenegro According to the World Economic Forum statistics for the year 2007 and the global competitiveness index computed, this is the first time Montenegro entered the the official ranking list together with 131 countries in the world. 	 0.5
 Prema predhodnoj tabeli možemo vidjeti da se pojedine zemlje EU nalaze u samom vrhu najkonkurentnijih zemalja svijeta. 	 Table 3 presents competitiveness worldwide from the aspect of global competitiveness for 10 best countries. 	 0.5
 Čak 5 od 10 zemalja čine zemlje EU. 	 In 2009, Switzerland overtook the U.S.A. and climbed to the first position. 	 0.5
 Pozicija Crne Gore i pregled za predhodne tri godine govori o stalnom poboljšanju nivoa konkurentnosti i pozicije na ljestvici. 	 Due to the consequences of the global crisis, Denmark, positioned 3rd in 2007, fell to position 5 in 2009. 	 0.5
 Prema izvještaju WEF za 2009. godinu Crna Gora se kada je u pitanju Globalni indeks konkurentnosti pomjerila na 62 mjesto, a ukupan rezultat je 4,2. 	 Out of 131 countries on the list, Sweden, Finland, Germany and the Netherlands occupy positions number 4, 6, 7, and 10, respectively. 	 0.5
 U odnosu na 2007. kada je i prvi put rangirana Crna Gora je poboljšala svoju poziciju za 20 mjesta. 	 Great Britain was not in the top 10 group in 2008 and 2009. 	 0.5
 Ono što, slično drugima, potvrđuje i ova analiza je, da je Crna Gora najbolje ocijenjena kada je u pitanju efikasnost finasijskog tržišta i po tom osnovu se nalazi na 17 mjestu. 	 The above table shows that certain EU countries are positioned among the top most competitive countries in According to the 2009 WEF Report, Montenegro climbed to position 62 measured by the Global Competitiveness Index, its total rate being 4.2. 	 0.5
 Takođe, u okviru makroekonomske stabilnosti Crna Gora je 2007. bila na 33 odnosno 35 poziciji za 2008. godinu. 	 Compared to 2007, when it was first ranked, Montenegro improved its position by 20 positions. 	 0.5
 Posledice globalne krize uticale su na rezultat za 2009. godinu. i on je dosta lošji sa 70. pozicijom od 134 zemlje. 	 The analysis, as do others too, proves that Montenegro achieved best scores in the financial market efficiency where it is positioned 17th. 	 0.5
 Najlošije ocjene ima kada su u pitanju veličina tržišta - 124 mjesto, zatim infrastruktura - 93, poslovna sofisticiranost 80. pozcija. 	 Also, in view of macroeconomic stability, Montenegro occupied the 33rd and 35th positions in 2007 and 2008, respectively. 	 0.5
 Podaci iz tabele 4. potvrđuju da je Crna Gora relativno dobro rangirana prema većini podindeksa. 	 The global crisis consequences affected its 2009 score; it is considerably lower, i.e., Montenegro is ranked 70th out of 134 countries. 	 0.5
 Najveći pomak u okviru strukture pojedinačnih stubova konkurentnosti posledica je poboljšanja sva tri pojedinačna podindeksa. 	 The lowest rates were obtained for the market size (124th position), infrastructure (93rd position), and business sophistication (80th position) criteria. 	 0.5
 Takođe, visoka pozicija ogleda se u onim aspektima ocjene koji se tiču Institucija, gdje je Crna Gora rangirana na visokom 52 mjestu, napredak u odnosu na 2007. godinu kada je bila na 78 poziciji. 	 The data in Table 4 show that Montenegro is wellranked according to a majority of subindices.  The biggest move within the structure of individual pillars of competitiveness was a result of improvements in all three individual subindices. 	 0.5
 Takođe, efikasnost tržišta dobara i bolje ocjene ovog stuba konkuretnosti su uticale na poboljšanje pozicije sa 91. na 58. mjesto. za 2009. godinu. 	 Similarly, the high position is mirrored in the aspects concerned with institutions, where Montenegro is ranked high, 52nd, an improvement compared to 2007 when it occupied the 78th position. 	 0.5
 Mjerenje konkurentnosti putem GCI i obuhvat privrede Crne Gore na listi WEF jasno naglašava i daje smjernice vođenju i upravljanju ekonomijom. 	 The goods market efficiency and better rates of this pillar of competitiveness also resulted in an improvement of its position, from position 91 to position 58 in 2009. 	 0.5
 Kreatorima makroekonomske razvojne politike podindeksi u okviru stubova konkurentnosti predstavljaju kvalitetan indikator dostignutog razvoja. 	 Measuring competitiveness using the GCI and the scope of economy of Montenegro on the WEF list suggests further guidelines in managing economy. 	 0.5
 Tabela 4.  Izvještaj o globalnoj konkurentnosti 2007-2009. godina Crna Gora Indeks globalne konkurentnosti Podindeks A: 	 The creators of macroeconomic deveopment policy will find the subindices within the competitiveness pillars to be a valuable indicator of the achieved development level Š3Ë. Table 4. 	 0.5
 Iznos GDP za 2009. godinu i raspon 3.000-9.000 dolara po glavi stanovnika pokazuje da se Crna Gora nalazi u Fazi 2 koja je označena kao nivo razvoja jedne zemlje koji se temelji na faktorima efikasnosti. 	 The 2009 amount of GDP and the range of per capita $3,000-$9,000 proves that Montenegro is in phase 2, marked as an efficiency factor based development level of the country. 	 0.5
 Sve zemlje Zapadnog Balkana osim Hrvatske nalaze se u ovoj fazi razvoja. 5. 	 All the Balkan countries save Croatia are in this phase of development.  5. 	 0.5
 WEF lisabonski pregled Lisabonski proces predstavlja desetogodišnji napor Evropske unije u dostizanju ciljeva postavljenih 2000. godine. 	 Wef lisbon review The Lisbom process has been a ten-year attempt of the European Union to achieve the goals set in 2000. 	 0.5
 Evropski čelnici su se u martu 2000. godine sastali u Lisabonu i usvojili Lisabonsku strategiju kojom su postavili cilj da Evropska unija do 2010. godine postane najkonkurentnija, najdinamičnija, na znanju utemeljena ekonomija u svijetu, sposobna za održivi rast sa više kvalitetnijih radnih mjesta i većom socijalnom kohezijom. 	 The European leaders met in Lisbon in March, 2000 and adopted the Lisbon Strategy stating that by 2010 the European Union is to become the most competitive, most dynamic, knowledge-based economy in the world, capable of sustainable growth with a larger number of quality jobs and a higher level of cohesion. 	 0.5
 Postojeća ekonomska kriza je jasno istakla značaj konkurentski podržane privrede i zdrave ekonomije koja treba da ponudi odgovor postojećim šokovima na tržištu i smanji uticaj negativnih efekata privrednih kretanja. 	 The current economic crisis has clearly stressed the importance of competition-supported economy, sound and able to provide a solution to the market shocks and reduce the impect of negative effects of economic trends. 	 0.5
 Cilj Lisabonske strategije je povećati produktivnost i konkurentnost evropske privrede koja će biti podržana ekonomskim politikama i ranije postavljenim ciljevima. 	 The objective of the Lisbon Strategy is to increase the productivity and competitiveness of the European economy that will be supported by the economic policies and previously established goals. 	 0.5
Ovo podrazumjeva izgradnju informacionog društva, osnivanje evropskog prostora istraživanja i razvoja, razvoj kvalitetnog biznis okruženja, kompletiranje jedinstvenog tržišta, osnivanje i integrisanje finasijskog tržišta, izgradnja društva zasnovanog na znanju, više kvalitetnijih poslova, socijalna kohezija kao i održivi razvoj. 	 This means building an information based society, establishment of a European field of research and development, development of a quality business environment, completion of a single market, establishment and integration of financial markets, building a knowledge-based society, a larger number of quality jobs, social cohesion, as well as a sustainable growth. 	 0.5
 Studija objavljena 2010. godine, vrši tri vrste poređenja. 	 The study published in 2010 includes three types of comparisons. 	 0.5
 Uz ocjenjivanje rezultata 27 postojećih članica EU, studija mjeri konkurentnost EU zemalja u poređenju sa najkonkurentnijim zemljama svijeta i Azije, kao i konkurentnost kandidata i potencijalnih kandidata za ulazak u Evropsku uniju. 	 In addition to assessing the achievement of 27 EU member-countries, the study measures the competitiveness of the EU countries as compared to the most competitive countries in the world and Asia, as well as the competitiveness of the candidate countries for accession to the European Union. 	 0.5
 Posednja decenija je bila veoma burna za Evropsku uniju, broj zemalja članica je skoro udvostručen, sa 15 na 27, uz neuspjeh u donošenju evropskog Ustava 2005, konačno je završen proces evropskog političkog ujedinjenja izglasavanjem i stupanjem na snagu Lisaboskog Ugovora decembra 2009. godine. 	 The last decade was rather turbulent for the European Union; the number of member-countries has almost been doubled, from 15 to 27, followed by a failure in adopting the European Constitution in 2005.  The process of European political uniting was finally completed by adopting and enforcing the Lisbon Treaty in December 2009. 	 0.5
 Zbog navedenih okolnosti Evropa nije uspjela da postine sve od navedenih ciljeva, pa je prošilila sopstvenu strategiju i u martu 2010. godine prezentovala:  Evropa 2020- Strategiju brzog, održivog i sveobuhvatnog razvoja.  Š4Ë. 6. 	 Due to these circumstances, Europe failed to achieve all the stated goals, therefore it extended its own strategy and in March 2010 it presented the Europe 2020 a Strategy for smart, sustainable and inclusive growth Š4Ë. 6. 	 0.5
 Oblasti posmatranja lisabonske strategije Lisabonski pregled Š5Ë koji prikazujemo u nastavku rada podrazumjeva više dimenzija posmatranja napretka ka postizanju ciljeva zacrtanih 2000. godine. 	 Areas of lisbon strategy analysis The Lisbon Report Š5Ë explained further in this report assumes several dimensions of tracking the progress towards achieving the goals set in 2000. 	 0.5
 Podjela Lisabonske strategije u osam različitih oblasti djelovanja posledica je shvatanja evropskih zvaničnika kako ostvariti cilj da EU bude najkonkurentnija privreda u svijetu. 	 The division of the Lisbon Strategy into eight different areas rasulted from the European officials understanding of the ways to build Europe into the worlds most competitive economy. 	 0.5
 Osam oblasti koje se pojedinačno prikazuju su:  1. 	 The eight areas that are presented are as follows: 1. 	 0.5
 Izgradnja informacionog društva za sve. 	 Building an information society for everyone. 	 0.5
 Ova oblast mjeri uticaj informacionih tehnologija na širenje znanja i povećanja produktivnosti industrija. 	 This area measures the impact of information technologies upon the knowledge dissemination and industry pro ductivity improvement. 	 0.5
 Informacio no društvo predstavlja preduslov za razvoj svih sektora i oblasti u društvu. 	 The information-based society is a precondition for the development of all the sectors and all the areas in the society. 	 0.5
 Razvijene informacione tehnologije povećavaju, kod onih zemalja koje ih primjenjuju i teže da budu u toku sa njihovim razvojem, produktivnost svih sektora privredne aktivnosti. 	 The countries that implement developed information technologies and keep up with the latest achievements in the field witness the improvement in the productivity of all their industry sectors. 	 0.5
 Zbog ovakvog značaja za razvoj privrede u inplementaciji i valorizaciji ove oblasti uključeni su svi privredni subjekti vlada, preduzeća kao i svaki građanin pojedinačno. 	 Such an importance of these technologies for the development of economy requires that all the economic entities, the government, the companies and individual citizens be included into their implementation and valuation. 	 0.5
 Lisabonska strategija 2000. godine je naglasila da : poslovni subjekti i građani moraju imati pristup jeftinim informacionim infrastrukturama svjetske klase, koje nude širok spektar usluga. 	 The 2000 Lisbon Strategy pointed out that both economic entities and citizens should be granted access to inexpensive information infrastructure of world class that offers a wide range of services. 	 0.5
 U indeksu koji je uzet u razmatranje u ovoj oblasti istraživanja uključene su sledeće varijable: prioritet IKT koji je dat od strane vlade, penetracija IKT(internet, mobilni telefoni), korišćenje interneta od strane biznisa, dostupnost interenta u školama. 2. 	 The index under consideration in this area includes the following variables: the ICT priority granted by the government, the ICT penetration (the Internet, mobile phones), the use of the Internet by the businesses, the availability of the Internet in schools.  2. 	 0.5
 Razvoj evropske oblasti inovacija, istraživanja i razvoja. 	 Development of a European area of innovation, resarch and development. 	 0.5
 Inovacije su značajne za privredni razvoj Takođe, za one zemlje koje su tehnološki naprednije, postavljaju se još veći zahtjevi u ovoj oblasti. 	 Innovation is important for economic development. 	 0.5
 Zemlje EU su dosta napredovale u ovoj oblasti. 	 The challenge in this area is even greater for technologically advanced countries in this field. 	 0.5
 Kako bi osigurale da inovacije budu efektivne mora postojati institucionalni okvir koji podržava njihov razvoj.  Lisabonska strategija je definisala i naglasila značaj ove oblasti. 	 In order that they ensure that innovation be effective, they must develop an institutional environment that supports the innovation development. the Lisbon Strategy defines and stresses the importance of this area. 	 0.5
 Uspostavljeno je zajedničko mišljenje da treba poboljšati privatne investicije u istraživanje, formirati istraživačke i razvojne centre, i omogućiti veću povezanost i kooperaciju između države i privatnih investitora u ovoj oblasti. 	 It is a common attitude that private investments into research should be increased, that research and development centres should be established and that improved communication and cooperation between the state and the private investors in this area be ensured. 	 0.5
 Veoma zahtjevan cilj koji je postavljen 2000. godine i dopunjen za strategiju do 2020. godine jeste trošenje i učešće od 3% GDP za istraživanja i razvoj. 	 A rather demanding goal set in 2000 and amended in the strategy for 2020 is the expenditure and allocation of 3% og the GDP to research and development. 	 0.5
 Takođe, kvalitet naučno istraživačkih institucija, nivo povezanosti među univerzitetima i industrijom, broj patenata po glavi stanovnika, kao i zaštita prava intelektualne svojine i stimulacija inovacija kroz državna ulaganja su predmet pažnje ove oblasti. 3. 	 Similarly, the quality of research institutions, the level of relationships between universities and industry, the number of per capita registered patents, as well as the intellectual property right protection and innovation stimulation through state grants are all the focus of attention of this area. 	 0.5
 Liberalizacija: 	 3. 	 0.5
 Uspostavljanje zajedničkog tržišta, Državna pomoć i Politika konkurencije. 	 State aid and Competition policy. 	 0.5
 Zaštita slobode kretanja roba, usluga, kapitala i radnika unutar zajedničkog tržišta EU je od velikog značaja za dalji nastavak ekonomskog ujedinjenja evropskog kontinenta. 	 The protection of the free flow of goods, services, capital and labour within the EU common market is of paramount importance for the further work on economic uniting of the European continent. 	 0.5
 Ova oblast se posmatra kroz slobodan protok roba i usluga koji je ključan za konkurentnost evropske industrije. 	 This area is viewed via the free flow of goods and services which is essential for the competitiveness of the European industry. 	 0.5
 Iako je postignut napredak u kompletiranju zajedničkog tržišta, pojedini dijelovi tržišta roba a posebno usluga kao i pojedinih industrija su i dalje pod državnim uticajem. 	 A certain progress in the common market building has been achieved, however, some sections of the market of goods and especially services as well as of certain industries are still controlled by the state. 	 0.5
 Smanjenje prepreka u pružanju usluga praćeno je postizanjem klauzule nacionalnog tretmana za pojedine usluge. 	 Lowering the barriers in service delivery is followed by the setting a clause of national treatment for certain services. 	 0.5
 Uvođenjem Direktive o uslugama u decembru 2006. godine i stavljanje njenog vremenskog okvira za inplementaciju do 2009. godine nije još izvršeno do kraja. 	 The introduction of the Services Directive in December 2006 and setting its time line for implementation to 2009 has not been completed yet. 	 0.5
 Obezbjeđivanje jed nakih uslova za domaće i strane investitore i sprovođenje odgovarajuće politike konkurencije su ključni elementi liberalizacije tržišta. 	 Securing equal conditions for domestic and foreign investors and enforcing an appropriate competition policy are the key elements of the market liberalization. 	 0.5
 U odnosu na ovo, Savjet je prepoznao značaj smanjenja državne pomoći za domaće industrije i naglasio zajedničke interese kao što su zaposlenost, regionalni razvoj, saradnja u oblasti zaštite životne sredine itd. 	 Hence the Council recognized the importance of the reduction of the state aid for the domestic industries and emphasized common interests such as employment, regional development, collaboration in environment protection and the like. 	 0.5
 Unutrašnje tržište je osnačeno kao dragulj na kruni evropske politike, i njegovo dalje unaprijeđenje predstavlja sigurnu osnovu za postizanje najbolje konkurentske pozicije u svijetu. 4. 	 The home market is marked as a crown jewel of the European policy and its further improvement is a firm basis for achieving the best competitive position in the world. 	 0.5
 Izgradnja industrijske mreže: 	 4. 	 0.5
 Telekomunikacije, Usluge i Transport. 	 Building industry network: Telecommunications, Services and Transport. 	 0.5
 Mjere Lisabonske stragije usmjerene na bolje funkcionisanje tržišta su vezane za liberalizaciju i izgradnju industrijske mreže. 	 The Lisbon Strategy measures oriented towards a better functioning of the market are concerned with the liberalization and building of industry network. 	 0.5
 Ove industrije, kao dio usluga su i dalje podjeljene na zajedničkom tržištu. 	 These industries, as part of services, are not fully spread over the common market yet. 	 0.5
 Telekomunikacije i avio tržište su liberalizovani skoro u potpunosti. 	 Telecommunications and airline markets are almost entirely liberalized. 	 0.5
 Nakon 15-godišnjeg procesa otvaranja tržišta poštanskih usluga, treća poštanska Direktiva usvojena u februaru 2008. godine je predvidjela postavljanje roka za države članice da ukinu monopole na poštanske usluge do 2010. godine a za pojedine zemlje do 2012. godine. 	 After a 15-year long process of opening the postal service market, the third Postal Directive adopted in February 2008 ruled that the member states shall abandon monopoly on postal services by the year 2010, or by 2012, for some countries. 	 0.5
 Uspješna inplementacija ove Direktive je ključna za postizanje efikasnosti u ovom sektoru. 	 A successful implementation of the Directive is essential for the efficiency achievement in this sector. 	 0.5
 Jedinstveno tržiste električne energije, poboljšano kroz Direktive usvojene 2004. i 2007. godine treba da omogući kvalitetno, neprekidno i efikasno snadbijevanje električnom energijom potrošača u EU. 	 The single electrical energy market, improved through the Directive adopted in 2004 and 2007 is meant to ensure a quality, steady and efficient energy supply for the EU consumers. 	 0.5
 Slobodno biranje sopstvenog snadbjevača elekričnom energijom omogućiće mnogo kvlitetnije usluge kao i povećanje ukupne konkurentnosti cijelog sistema. 	 The free choice of an electric power supplier will allow for higher quality services as well as for an increase in the overall competitiveness of the whole system. 	 0.5
 Posmatranje ove oblasti je vezano za dvije dimenzije industrijske infrastrukture telekomunikacije i polje transporta. 	 The observations of this area are focused upon two dimensions of industry infrastructure: telecommunications and transportation. 	 0.5
 Infrastruktura u polju transporta je presudna za smanjenje troškova i povećanje efikasnosti proizvodnje. 5. 	 The infrastructure in the transport sector is crucial for the reduction of costs and the improvement of production efficiency.  5. 	 0.5
 Izgradnja efikasnog i integrisanog finasijskog tržišta. 	 Building efficient and integrated financial market. 	 0.5
 Nedavna previranja na finasijskim tržištima koja su prouzrokovala i finasijsku krizu usmjerila su veliku pažnu ka ovom sektoru. 	 The recent events on the financial market that eventually caused a financial crisis have resulted into considerable attention being paid to this sector. 	 0.5
 Finasijski sektor ima veliki uticaj na formiranje dinamike same privrede. 	 The financial sector has a large impact upon the dynamics of the economy itself. 	 0.5
 Efikasan finasijski sektor utiče na kretanje kapitala i investicija od banaka, preko tržišta hartija od vrijednosti do svih drugih tržišta vrijednosnih papira. 	 An efficient financial sector affects the flow of capital and investments from banks, to the securities market, to all other types of securities markets. 	 0.5
 Integrisano i zakonski regulisano tržište kapitala omogućiće na nivou EU bolju alokaciju resursa, lakše investiranje i niže troškove poslovanja. 	 An integrated and legally regulated capital market will allow for a more appropriate resource allocation on the EU level, as well for easier investing and lower operational costs. 	 0.5
 Naglasak na zajedničkoj valuti euru i monetarnoj uniji na nivou EU, utiče na stabilnost i poboljšanje funkcionisanja finasijskog sektora. 	 A stress on a common currency, Euro, and a monetary union on the EU level ensures the stability and improvement of the financial sector operations. 	 0.5
 Snaga i stabilnost ove unije biće od presudnog značaja za dalji razvoj svih tržišta na nivou Evropske unije. 6. 	 The strength and stability of this union will be of crucial importance for the further development of all the markets on the European Union level. 	 0.5
 Izgradnja biznis okruženja: 	 6.  Building business environment: Settung up a business/legal framework. 	 0.5
 Poboljšanje perspektive rasta i zapo šljavanja na nivou EU podrazumjeva i izgradnju kvalitetnog i efikasnog biznis okruženja. 	 The improvement of the growth and employment prospects on the EU level means the building of a quality and efficient business environment. 	 0.5
 Da bi se postigao ovaj cilj na nivou Lisabonske strategije potrebno je izgraditi kvalitetnu zakonsku regulativu, koja omogućava razvoj biznisa i povećanje ukupne privredne aktivnosti. 	 In order that this goal be achieved on the Lisbon strategy level, it is necessary that adequate legal regulations should be adopted, ones that allow for the development of business and an increase in the overall economic activity. 	 0.5
 Kroz ovu strategiju je određeno stimulisanje preduzetništva, smanjenje barijera za otpočinjanje biznisa kao i smanjenje poreza u ovoj oblasti. 	 This strategy defines the entrepreneurship incentives, removing the barriers to setting up businesses as well as tax reduction in this field. 	 0.5
 Jeftinije i lakše otpočinjanje biznisa je krajnji cilj zakonske regulative koji omogućava veću korisnost u okviru privrede. 	 A less expensive and easier start up of a business is the ultimate goal of the legal regulations, ensuring a higher utility within the economy. 	 0.5
 EU je započela izgradnju biznis okruženja koje omogućava u većini zemalja članica otpočinjenje biznisa za nedelju dana i to na jednom mjestu. 	 The EU has started building a business environment that allows for the start-up of businesses to be completed within a week time and at one single counter, in a majority of countries. 	 0.5
 Smanjenje svih vrsta troškova i uštede u vremenu imaju veliku ulogu u postizanju bolje konkurentske pozicije pojedinih zemalja i EU u globalu. 7. 	 The reduction of all kinds of costs and time saving are very important in achieving a more favourable competitive position of some countries and of the EU in general.  7. 	 0.5
 Povećanje socijalne uključenosti. 	 Improving social inclusion. 	 0.5
 Kreiranje novih radnih mjesta i povećanje zaposlenosti je jedan od ciljeva Lisabonske strategije. 	 Creating new jobs and higher employment rate make one of the Lisbon Strategy goals. 	 0.5
 Povećanje zaposlenosti na nivo od 70% do 2010. godine kao i zahtjevan cilj da se 2020. godine ova stopa poveća na 75%. 	 The increase in employment rate to a level of 70% by 2010, as well as a demanding goal that this rate be raised to 75% by 2020 is another. 	 0.5
 Prema zvaničnoj statistici Eurostatu prosječna zaposlenost na nivou EU krajem 2008. godine je bila 65.9%. 	 According to the official Eurostat, the average employment rate on the EU level towards the end of 2008 amounted to 65.9%. 	 0.5
 EU mora povećati svoju zaposlenost kako bi imala održivost u prilivu za penziona davanja. 	 The EU will have to increase its employment rate in order that it should obtain sustainability in inflows for pension plan expenditures. 	 0.5
 Da bi se povećala zaposlenost, mora se voditi računa o dobro obučenoj radnoj snazi koja je spremna da se mjenja u sve više zahtjevnom biznis okruženju. 	 In order that employment be increased, attention should be paid to highly qualified labour force willing to re-qualify in an increasingly demanding business environment. 	 0.5
 Sadašnja pažnja je posvećena postizanju Danskog modela koji pokušava da poveća fleksibilnost tržišta rada uz plaćanja za nezaposlene i ulaganja u prekvalifikacije. 	 Currently, attention is focused on the achievement of the Danish model meant to increase the flexibility of labour market by payments for the unemployed and investments into re-qualifications. 	 0.5
 Olakšavanje pristupa žena i starijih osoba ponovnom zaposlenju kao i pružanje usluga u dijelu obuke i treniniga su od vital nog značaja. 	 Of vital importance here are facilitating the access of women and the elderly to new employment and training services. 	 0.5
 Na kraju, modernizovanje socijalne zaštite, smanjenje siromaštva i isključenosti pojedinih slojeva društva su put ka povećanju socijalne uključenosti i kohezije. 8. 	 Finally, modernization of welfare programmes, poverty reduction and the reduction of the exclusion of certain groups of society are a path to an incresed social inclusion and cohesion.  8. 	 0.5
 Unapređenje održivog razvoja. 	 Improving sustainable development. 	 0.5
 Osiguranje održivog rasta i razvoja je dugoročan Lisabonski cilj, koji je dodat Lisabonskoj strategiji u [tokholmu marta 2001. godine, i postao veoma važan u novoj evropskoj 2020. strategiji. 	 Ensuring sustainable growth and development is a long-term Lisbon objective, added to the Lisbon Strategy in Stockholm in March 2001, and becoming highly important in the new 2020 European Strategy. 	 0.5
 Pažnja je posvećena dostignutom nivou životnog standarda kojim jedna zemlja utiče pozitivno na buduće generacije. 	 Attention is focused upon the achieved living standard by which a country has a favourable impact upon future generations. 	 0.5
 Takođe, predstavlja stvaranje mogućnosti da buduće generacije uživaju isti ili viši nivo razvoja u odnosu na današnje. 	 Similarly, it is an opportunity that future generations should enjoy the same or higher level of development in comparison to the generations today. 	 0.5
 Poseban naglasak je stavljen na: klimatskim promjenama, saobraćaju, javnom zdravlju i prirodnim resursima. 	 Special emphasis is put on: climate changes, traffic, public health and natural resources. 	 0.5
 Takav razvoj podrazumjeva prijateljski nastrojene tehnologije, one koje malo zagađuju životnu sredinu, u energetskom i transportnom sektoru. 	 Such a development means friendly technologies, ones that do not pollute the environment to a large extent, in the energy and in the transportation sectors. 	 0.5
 Napori na postizanju održivog razvoja vezani su kako za lokalni tako i evropski nivo. 	 Efforts made to achieve sustainable development are linked to both the local and the European levels Š6Ë. 	 0.5
 Indeks koji izračunava ovu obalst vezan je za izradu i primjenu zakona u oblasti zaštite životne sredine, ratifikaciji svjetskih ugovora u ovoj oblasti kao i stvarnom kvalitetu životne sredine. 7. 	 The index calculating this area is related to the design and implementation of environmental protection laws, the ratification of world contracts in this area, as well as the real quality of environment. 	 0.5
 Lisabonski pregled pozicija Crne Gore 2008-2010. godina U tabeli 5. predstavljeno je stanje zemalja kandidata, potencijalnih kandidata za članstvo u EU i istočnih zemalja u presjeku za 2008. i 2010. godinu. 	 7.  Lisbon review of Montenegro position, 2008-2010 Table 5 presents the positions of the candidate countries, the prospective candidates for the EU membership and the East-European countries for the 2008-2010 period. 	 0.5
 Vidan je napredak potencijalnih kandidata za članstvo u EU što govori o kvalitetu i veličini pozitivnih promjena privreda koje teže da budu dio EU. 	 The progress of prospective candidates for the EU membership is evident, which proves the quality and the scope of positive changes in the economies that wish to be part of the EU. 	 0.5
 Tabela 5. 	 Table 5. 	 0.5
 Š7Ë Crna Gora je, kako je navedeno u izvještaju Lisabonski pregled 2010, bolja od Hrvatske i zauzevši prvo mjesto postala »top reformator« među zemljama koje nijesu članice EU. 	 According to the 2010 Lisbon Review, Montenegro is better than Croatia, and being positioned at the top, has become the top reformer among the countries non-members of the EU. 	 0.5
 Crna Gora je nadmašila i pet najniže rangiranih zemalja članica EU - Grčku, Poljsku, Italiju, Rumuniju i Bugarsku. 	 Also, Montenegro has overtaken the five lowest ranked member-countries of the EU Greece, Poland, Italy, Romania, and Bulgaria. 	 0.5
 Hrvatska je drugorangirana sa ocjenom 4,18 i u rangu je sa Grčkom, a ispred četiri niže rangirane zemlje EU, dok je Azerbejdžan nadmašio Rumuniju i Bugarsku, a Turska i Makedonija, Bugarsku. 	 Croatia is positioned second on the list, with a mark of 4.18 and is ranked equal to Greece; Azerbaian overtook Romania and Bulgaria, while Turkey and Macedonia are positioned higher than Bulgaria. 	 0.5
 Najuspješnije nečlanice i potencijalni kandidati dobijaju bolje ocjene od ukupnog broja sadašnjih članica. 	 The most successful nonmembers and prospective candidates have achieved higher marks compared to the total number of present member-countries. 	 0.5
 Crna Gora je najbolja u oblastima finansijskih usluga i socijalne uključenosti, gdje ima ocjene iznad prosjeka 12 novih članica EU. 	 Montenegro is best in the area of financial services and social inclusion, with marks higher than the average marks of the 12 new members of the EU. 	 0.5
 Iz tih oblasti Crna Gora je dobila ocjene 4,74 i 4,28. 	 In these areas its marks amount to 4.74 and 4.28, respectively. 	 0.5
 Dobre ocjene Crna Gora je dobila i za održivi razvoj, 3,9, gdje je na drugoj poziciji, iza Hrvatske, za mrežnu industriju sa 4,6. 	 The country is also ranked high in the areas of sustainable growth, 3.9 (second position, below Croatia), in network industry, 4.6. 	 0.5
 Prema liberalizaciji, Crna Gora je na drugom mjestu saocjenom 4,34, a prema poslovnom okruženju na šestom, sa ocjenom 4,32. 	 In the area of liberalization, Montenegro is on the second position, with a mark of 4.34, and in business environment area it occupies the sixth position, with the mark of 4.32. 	 0.5
Na listi 11 istočno-evropskih zemalja poslednja dva mjesta zauzimaju Albanija i Bosna i Hercegovina sa ukupnom ocjenom 3.47 i 3.07. 8. 	 The two bottom positions on the list of 11 East-European countries belong to Albania and Bosnia and Herzegovina, with marks 3.47 and 3.07, respectively. 	 0.5
 Zakjučak Iz svega navedenog možemo zaključiti sledeće. 	 8. 	 0.5
 Svjetski ekonomski forum je bazirao svoje istraživanje konkurentnosti na Indeksu globalne konkurentnosti(GCI), sveobuhvatnom indeksu koji mjeri mikroekonomske i makroekonomske temelje nacionalne konkurentnosti. 	 Conclusion On the basis of the facts presented a following conclusion can be drawn: the World Economic Forum based its research into the competitiveness on the Global Competitiveness Index (GCI), a comprehensive index used to measure microeconomic and macroeconomic foundations of a national competitiveness. 	 0.5
 Prema WEF konkurentnost se definiše kao skup institucija, politika i faktora koji određuju nivo produktivnosti jedne zemlje. 	 According to the WEF, competitiveness is defined as a set of institutions, policies and factors that determine the productivity level of a country. 	 0.5
 GCI je sastavljen od 12 pojedinačnih stubova (podindeksa) koje možemo grupisati u tri cjeline: osnovni uslovi, efikasnost i inovacije. 	 The GCI is composed of 12 individual pillars (subindices) that can be classed into three categories: basic requirements, efficiency, and innovation. 	 0.5
 Svaki od pojedninačnih stubova govori o jednom aspektu složenog koncepta koji nazivamo konkurentnost. 	 Each individual pillar describes one aspect of a complex concept called competitiveness. 	 0.5
 Koncept Faza u razvoju je integrisan u Indeks, dajući veći naglasak onim stubovima koji su relevantni za zemlju i njen trenutni nivo razvoja. 	 The developmentphase concept is integrated into the Index, emphasizing the pillars relevant for the country and its current level of development. 	 0.5
 Takođe, iako imamo svih 12 stubova pojedinačno za svaki zemlju, značaj pojedinih zavisi od faze u kojoj se zemlja nalazi. 	 Similarly, although we have all the 12 pillars for each country individually, the importance of some of them depends on the phase the country is in. 	 0.5
 Svaka zemlje obuhvaćena istraživanjem rangira se u odnosu na druge zemlje i to: u rasponu 17 gdje je 7 maksimalni iznos ili rang koji zemlju svrstava u razvijene po pojedinom podindeksu ili stubu. 	 Each country covered by the research is ranked in relation to other countries: on a 1-7 scale, where 7 is the maximum score, i.e., the rank that places the respective country among the developed countries by the individual subindex or pillar. 	 0.5
 Prema izvještaju WEF za 2009. godinu Crna Gora se kada je u pitanju Globalni indeks konkurentnosti na 62 mjestu od 134 zemlje, a ukupan rezultat je 4,2 od ukupno 7. 	 According to the 2009 WEF Report, Montenegro ranks 62nd out of 134 countries, measured by the Global Competitiveness index, with a total score of 4.2 on the 1-7 scale. 	 0.5
 Rezultat je popravljen u odnosu na 2007 godinu za 20 pozicija. 	 The score is improved by 20 positions, compared to year 2007. 	 0.5
 Prema Institucijama, Crna Gora je rangirana na 52 mjestu, napredak u odnosu na 2007 godinu kada je bila na 78 poziciji. 	 Montenegro scored highest marks in the area of financial market efficiency, where it is ranked the 17th country in the world. 	 0.5
 Takođe, efikasnost tržišta dobara i bolje ocjene ovog stuba konkuretnosti su uticale na poboljšanje pozicije sa 91. na 58. mjesto. za 2009 godinu. 	 In view of the Institutions pillar, Montenegro is ranked 52nd, a progress compared to year 2007, when it occupied the 78th position. 	 0.5
 Posledice globalne krize uticale su na rezultat u okviru stuba Makroekonomska stabilnost za 2009 godinu i on je dosta lošji sa 70. pozicijom od 134. 	 Similarly, the goods market efficiency and higher marks of the third pillar of competitiveness raised the country from position 91 to position 58 in 2009. 	 0.5
 Najlošije ocjene ima kada su u pitanju veličina tržišta - 124 mjesto, zatim infrastruktura - 93, poslovna sofisticiranost 80. pozcija. 	 The consequences of the global crisis affected the Macroeconomic stability pillar in 2009, placing the country on position 70 out of 134 countries. 	 0.5
 Mjerenje konkurentnosti omogućava ekonomistima indentifikaciju ossnovnih razvojnih problema kao i davanje sugestija kreatorima makroekonomske politike kako da postupaju u određenjim situacijama. 	 The lowest scores are found in the areas of market size (position 124), infrastructure (position 93), business sophistication (position 80). the results in Measuring the competitiveness enables the economists to identify the basic problems in development as well as to make suggestions to the creators of macroeconomic policy as to how they should act in certain situations. 	 0.5
 Š8ËGCI indeks i Lisabonski pregled Svjetskog ekonomskom foruma su metodološki i praktično dobra istraživanja koja utiču na kvalitet upravljanja kao i ekonomsko napredovanja određenih zemalja. 	 Š8Ë The GCI and the World Economic Forum Lisbon Review are methodologically and practically good research works with an impact upon the quality of management as well as upon the economic progress of certain countries. 	 0.5
 2003 Š7Ë \urovic G., , Crna Gora: od spoljnotrgovinske ka evropskoj uniji, Ekonomski fakultet Podgorica,skripta, Podgorica. 	 REFERENCE Š1Ë The Global Competitiveness Report © 2009 World Economic Forum2009-2010. 	 0.5
 2009. Š8Ë Ekonomist, vol.44, Evropske integracije kako dalje?, Savez ekonomista Srbije i Crne Gore, Beograd. 	 Š5Ë World Economic Forum, The Lisbon Review, 2010. 	 0.5
 2006. 	 2009. 	 0.5
 Nova paradigma menadžmeta: od posvećenosti do inovativnosti i održive konkurentske prednosti UDK: 	 Ekonomski uniji, Š8Ë Ekonomist, vol.44, Evropske integracije kako dalje?, Savez ekonomista Srbije i Crne Gore, Beograd. 	 0.5
 005.32:331.101.3 ; 005.96 Valentina Malešević Visoka škola za informacione i komunikacione tehnologije Beorad Okruženje u kojem deluju kompanije u 21. veku zahteva od menadžmenta da odgovori na izazove koji se odnose na potpuno nove paradigme procesa upravljanja, a pre svega prema zaposlenima u pravcu održanja strateških performansi i konkurentske prednosti. 	 2006.  New Paradigm of Management: the Commitment to Innovation and Sustainable Competitive Advantage UDC: 005.32:331.101.3 ; 005.96 Valentina Malešević Information and Communication College, Belgrade The environment in which companies operate in the 21st century requires management to respond to the challenges relating to entirely new paradigms of management processes, primarily to employees in the direction of maintaining strategic performance and competitive advantage. 	 0.5
 Osnovni cilj ovog rada je da istakne izazov koji je pred menadžmentom, a to je da on nužno mora stvoriti takav radni ambijent koji svakog zaposlenog podstiče da daje najbolji deo sebe, odnosno da bude posvećen i potpuno angažovan. 	 The main objective of this paper is to highlight the challenge that is before the management, which is that it necessarily has to create such a working environment that encourages each employee to make their best, and be committed to and fully engaged. 	 0.5
 U radu se analizira nužnost inovacije menadžment sistema, trenutno stanje angažovanosti zaposlenih, posvećenost zaposlenih kao put ka kontinuiranoj inovativnosti i smernice za upravljanje ka posvećenosti zaposlenih. 1. 	 The paper analyzes the necessity of innovation management system, the current state of engagement of employees, commitment of employees as a route to continuous innovation and guidelines for management towards employee commitment.  1. 	 0.5
 Uvod Okruženje u kojem deluju kompanije u 21. veku je puno izazova i neizvesnosti. 	 Introduction The environment in which companies do business in the 21st century is characterised by a host of challenges and uncertainty. 	 0.5
 Novo vreme je pokrenulo veliki broj pitanja i nužnosti izmene paradigmi u procesu upravljanja kompanijama. 	 The new era triggered a large number of issues and a necessity that paradigms be changed in the process of company management. 	 0.5
 Kako se ritam promena ubrzava sve je veći broj preduzeća koja se nalaze na pogrešnoj strani krive promena, a konkurentska prednost se gubi mnogo brže.1 Postaje sve izraženija tendencija da pobeda nad konkurencijom je manje posledica tržišne moći, a više je posledica umešnog pregovaranja. 	 With an accellerating rhythm of changes, an increasing number of companies are found on the wrong side of the change curve, and a competitive advantage is likely to expire even much faster1.  Overtaking the competition is not so much a consequence of market power as it is a result of skillful negotiations. 	 0.5
 Korporativna odgovornost sa tradicionalnog pristupa ispunjavanja obaveza prema zajednici prelazi na novi pristup davanja kao strategije. 	 From the traditional approach to performing an obligation towards the community, the corporate responsibility embraces a new approach of delivery as a strategy. 	 0.5
 Svet digitalizacije sve više odlikuje potreba da informacije i ideje budu slobodne, te se javaljaju veliki problemi kod preduzeća koje stvaraju i prodaju intelektualni rad. 	 The world of digitalization is increasingly characterised by the need that information and ideas be free, hence the firms creating and selling intellectual work encounter certain problems. 	 0.5
 Interent je omogućio da danas, potrošači kontrolišu situaciju više nego ikada pre2. 	 The Internet allowed for the consumers to control the situation more than ever before2. 	 0.5
 Oni dobijaju savršene informacije te je sve manje mesta za prosečne proizvode i usluge. 	 They obtain perfect information, therefore there is less and less space for average quality products and services. 	 0.5
 Nova istina u privrednom okruženju ogleda se i u tome da je novo preduzeće moguće ojačati mnogo brže jer se životni ciklusi strategija skraćuju, a tehnološka prednost je kratkog veka. 	 A new truth in the economic environment is also reflected in the fact that a new company is possible to improve in a much shorter time as life cycles of strategies become shorter and technological advantage is of a short date. 	 0.5
 Moć autsorcinga i globalnom pristupu interneta, je sve izraženija, a izuzetno niske cene komunikacija i globalizacija otvaraju prostor velikom broju novih konkurenata koji nude veoma niske cene. 	 The power of outsourcing and that of a global approach to the Internet are greater and greater, and extremely low prices of communications and the globalization open the doors to a large number of new competitors who offer remarkably low prices. 	 0.5
 Takvo novo okruženje zahteva nove organizacione i menadžerske sposobnosti. 	 Such new environment requires new organizational and managerial competences. 	 0.5
 Da bi opstale, kompanije moraju postati i strateški prilagodljive i operativno efikasnije više nego ikada pre. 	 In order to survive, the companies have to become strategically adaptive and operationally more efficient than ever before. 	 0.5
 Menadžment mora: podsticati inovacije, graditi nove alate za efikasno alociranje kapitala, negovati i unapređivati neopipljivu imovinu na potpuno novi način, podstaknuti, iskoristiti i nagraditi kreativnost i inovativnost zaposlenih. 	 The managemnt has to: encourage innovation, build new tools for an efficient capital allocation, cherish and improve the intangible assets in a completely new way, encourage, use and reward the creativity and innovativeness of the employees. 	 0.5
 Sve navedeno ukazuje na značaj i moć ljudi koji rade, od vrha menadžmenta do prve linije zaposlenih. 	 All the above quoted point to the importance and power of the people who work, from the top management to the basic line of the employees. 	 0.5
 Uočava se snažna moć resursa koja se danas sve više ističe, a to je angažovana, posevećena radna snaga. 	 We notice a great power of resources that is increasingly underlined today, and this is an engaged, committed, labour force. 	 0.5
 Dakle, menadžment mora promeniti paradigmu odnosa prema resursu koji se zove zaposleni. 	 The management, therefore, has to change the paradigm of relationships towards the resource that is called the employee. 	 0.5
 Sa paradigme intelektualnog feudalizma: zašto uvek kada tražim par ruku dobijem uz njih i mozak, 3 na želim da podstaknem preduzimljivost, kreativnost, inovativnost svih. 	 From the intellectual feudalism paradigm: why is it that whenever I want to employ a pair of hands, I get a brain alongside3 it changes to I want to encourage the spirit of enterprise, creativity, and innovativeness in every man. 	 0.5
 Prednosti nove paradigme odnosa prema zaposlenima mnoge uspešne kompanije koriste kao svoju održivu konkurenstku prednost koju je teško kopirati. 2. 	 The advantages of the new paradigm of relations to the employees are embraced by many successful companies as their sustainable competitive advantage that is hard to copy.  2. 	 0.5
 Nužnost inovacije menadžmenta Posmatranjem značajnih promena koje su u poslednjih pedesetak godina nastupile na području tehnologije, životnog stila i geopolitike u odnosu na menadžment tehnologiju može se zaključiti da se ona razvija puževim korakom Š1, str.34Ë. 	 Management innovation as necessity On the basis of observation of significant changes that have taken place on the technology, life style and geopolitical fields in the last fifty years a conclusion can be drawn that management technology develops at a snails pace Š1, p.34Ë. 	 0.5
 Od menadžera na višim nivoima kao najpametnijim i najkvalifikovanijim i dalje se očekuje da poslušno delu 1 Bilo da se radi o aviokompanijama, opšte poznatim robnim markama, tv mrežama, farmaceutskim kompanijama, proizvođačima automobila. 2 U prošlosti je lojalnost potrošađa često bila posledica velikih troškova istraživanja i ograničenih informacija i kompanije su često profitirale zahvaljujući neznanju potrošača. 3 Poznata rečenica Henrija Forda koja se koristi da bi ukazala da se u periodu s početka dvadesetog veka ineligencija radnika prvog nivoa omalovažavala do te mere. 	 2 In the past, the customer loyalty used to result from ample reasearc costs and limited information so the companies often profited from the customers ignorance.  3 A well known Henry Fords sentence used to illustrate that in the early twentieth century the plain workers intelligence was belittled. 	 0.5
 Na nesreću i danas se neki menadžeri mogu izjednačiti sa menadžerskom dogmom kada je reč o resursu koji nije iskorišćen i podstican na pravi način. ju u skladu sa odlukama direktora. 	 Unfortunately, some managers today can still be identified with that managerial dogma about the resource that is not timely employed and encouraged. prevailing in the previous generations, while the environment has suffered enormous changes.  The hierarchy and bureucracy are still the dominant pillars. 	 0.5
 Niže menadžere i dalje postavljaju viši meandžeri. 	 The lower-level managers are still appointed by the higher-level managers. 	 0.5
 Srategiju i dalje određuju čelni ljudi. 	 The strategy is still defined by the most important people in the company. 	 0.5
 Sve je i dalje zasnovano na Taylorovim naučnim principima modernog menadžmetna.s početka prošlog veka. 	 Everything is still besed on the Taylors scientific principles of modern management at the beginning of the last century. 	 0.5
 Navedeno nameće problematiku nužnosti inoviranja paradigme menadžmenta. 	 The above quoted opens the issue of the necessity of innovating the management paradigm. 	 0.5
 Jer, ako su Teylorovi principi menadžmenta tada napravili revoluciju, a Hanry Fayol definisao posao menadžmenta na planiranje, orgnizovanje, vođenje, motivisanje i kontrolisanje na koju bi menadžment 21. veka malo šta mogao dodati, onda današnje poslovno okruženje nužno nameće potrebu da se posle sto godina zaista mora nešto drastično, inovirati. 	 Because, if the Taylors management principles were revolutionary then, and if Henry Fayol defined management as an activity of planning, organization, conducting, motivating, and control, which the 21st century managemnt could hardly extend, then todays business environment urges that, one hundred years later, some real innovations have to be introduced. 	 0.5
 Sve što bi značajno promenilo današnju praksu menadžmenta, a u funkciji efikasnosti i efektivnosti poslovanja i odražanja konkurentske prednosti moglo bi se nazvati inovacijom. 	 Anything they could significantly change the todgays managemnt practice for the purpose of business efficiency and effectiveness and competitive advantage sustainability can be defined as innovation. 	 0.5
 Inovacija menadžmenta obuhvata promene organizacionih struktura i uloga koje stvaraju vrednosti. 	 The management innovation includes the change in the organizational structures and roles that create values. 	 0.5
 Kompanije se sastoje od poslovnih jednica, odeljenja, radnih grupa, veza sa dobavljačima, partnerima i najvažnijim potrošačima. 	 The companies consist of business units, departments, work groups, relations with suppliers, partners and major customers. 	 0.5
 Novi način povezivanja ovih delova može predstavljati inovaciju menadžmeta Š1, str.20Ë.  Najveći napretci u praksi menadžmenta često vode do značanih promena koje konkurentima otežava odgovor na ove izazove. 	 The new method of linking these groups may be considered an innovation of management Š1, p.20Ë. Major advances in the management practice often lead to important changes that make it difficult to competition to respond to. 	 0.5
 Prednosti sistemskih inovacija se ogledaju u mreži pojednačnih inovacija, koje se protežu kroz više menadžerskih procesa, što je teže kopirati. 	 The advantages of systemic innovation are reflected in the network of individual innovations that permeate numerous management processes, which is rather hard to immitate. 	 0.5
 Jer, nekoliko porvšnih uvida u menadžersku praksu konkurenata ima ograničenu vrednost kada neko pokušava da to kopira4. 	 Namely, even a superficial insight into a competition management practice has a limited value if anybody tries to copy it4. 	 0.5
 Dakle, inovacije su nova konkurentska prednost ali ona mora da potiče od menadžerskog sistema inovacija. 	 Innovation, therefore, is a new competitive advantage, however, it has to stem from a managerial innovation system. 	 0.5
 Ona ima najveći značaj u hijerarhiji svih delotovornih inovacija jer vodi do odlučujuće i dugoročne prednosti. 	 Its importance is greatest in the hierarchy of all the effective innovations since it results into a decisive and long-term advantage. 	 0.5
 Na primer: inovacije operacija:  IT infrastruktura, outsourcing5 i offshhoring, se ipak mogu benčmarkingovati; inovacija proizvoda: danas se munjevitom neodbranjivom brzinom može imitirati; inovacija strategije: prozvodi-marke po niskim cenama, nisko budžetne avio kompanije i one se već munjevito šire ili benčmarkinguju. 	 For example: operational innovation: IT infrastructure, outsourcing5 and offshoring can still be benchmarked; product innovation: things can be imitated immediately; strategy innovation: products-brands at low prices, low-cost airlines that spread at highest speed or are benchmarked. 	 0.5
 Inovacija menadžmenta ima jednistvenu sposobnost koju je teško kopirati jer to je kao kada treba da promenite versku opredeljenost. 	 The management information has a unique capacity that is difficult to imitate, because it is as if you should change your religion. 	 0.5
 Većini direktora lakše je priznati zasluge poslovnog modela koji donosi sveopštu pometnju nego napustiti osnovna načela bazičnih uverenja o menadžmentuŠ1, str.34Ë.  Savremeno okruženje ima jednu značajnu karakteristiku: nekontrolisano ubrzavajući ritam promene. 	 The majority of directors find it easier to recognize the merits of the business model that brings a general tumult than do away with the basic principles of fundamental attitudes on managemnt Š1,p.34Ë The modern environment is characterised by one important feature: an uncontrolled accelerating rate of change. 	 0.5
 Tako da, ravnoteža između obećavajućih situacija i opasnosti za svaku organizaciju zavisi od njene sposobnoti prilagođavanja. 	 Thus the balance between the promising situations and the threats for any organization depend on its ability to adjust. 	 0.5
 Odnosno, nužno se nameće pitanje, da, ako se okruženje nekontrolisano ubrzano menja, kojom brzinom se organizacije menjaju? 	 This normally raises a question of: if the environment changes fast and without control, which speed do the organizations change at? 	 0.5
 Odgovor je naravno, poznat i negativan. 	 The answer is, of cource, well known and negative. 	 0.5
 Zato je nužan cilj, stvoriti organizacije koje su sposobne za neprestano obnavaljanje, koje sa sobom ne nose nikakve šokove jer svako zakasnelo prilagođavanje košta drastično mnogo, a neke i pogubno mnogo6. 	 Therefore it is necessary that organizations be created that are capable of permanent renewal, that do not bring any shocks, since any late adjustment costs dearly, sometimes too dearly6. 	 0.5
 Prekomerno ulaganje u ono što je ustaljeno, poznato u odnosu na ono što bi promenom moglo biti je razlog zbog kojeg mnoga preduzeća redovno dovode u pitanje svoju budućnost7. 	 Excessive investment into what is settled, known in relation to what could become if change is implemented is the reason that many a company risks its future7. 	 0.5
 Ulaganje u ono što bi moglo biti je postao jedni put koji vodi opstanku i prosperitetu u svetu neumoljive konkurencije. 	 Investment into what could be has become the only path that leads to survival and prosperity in a world of ruthless competition. 	 0.5
 Mnoge kompanije koje su ostvarile inovacije, primenile strategiju plavog okeana Š3, str.17Ë i donele preokret u sopstvenoj delatnosti učinile su to tako što su iskoristile prednost prvog poteza u jednoj od tri dimenzije: poseduju koncept, poseduju potrošača i/ili poseduju specifične sposobnosti. Š2, str.229Ë.  Međutim, strateška obnova obično počinje nastojanjem da se ta početna prednost usavrši. 	 Many companies that introduced innovation, implemented the blue ocean strategy Š3, p.17Ë and made a turnround in their business operations did so in that they took the advantage of the first move in one of the three dimensions: they have the concept, they have the customer and/or they have specific skills Š2, p.229Ë The strategic renewal, however, usually starts with an attempt to improve that initial advantage. 	 0.5
 U krajnjem ishodu, kontinuirani uspeh postaje pitanje ulaska u potpuno nov ciklus prednosti. 	 In the long run, the continual success becomes a matter of entering a completely new cycle of advantages. 	 0.5
 Uspešne kompanije moraju da stvore strateške spirale u kojima kraj jednog ciklusa prednosti označava početak novog Š2, str.229Ë. 	 Successful companies have to create strategic spirals in which the end of one cycle of advantages marks the beginning of another, new one Š2, p.229Ë. 	 0.5
 Iz svega navedenog, tri najveća izazova sa kojima se susreću menadžeri kompanija u novom veku sve više se odnose na Š1, str.41Ë:  1. dramatično ubrzavanje ritma strateške obnove u velikim i malim organizacijama; 2. postizanje situacije u kojoj je inovacija svakodnevni posao svih ljudi i 3. stvaranje posebno dobrog radnog ambijenta koji svakog zaposlenog podstiče da daje najbolje od sebe. 	 All the above quoted suggests that three major challenges the company managers encounter in this new century Š1, p. 41Ë are as follows: 1. a dramatic acceleration of strategic renewal in both large and small organizations; 2. achieving a situation in which innovation is a daily job of all people; and 3. creating an especially favourable work milieu that motivates every employee to do their best. 	 0.5
 U ovom radu posebna pažnja posvećena je izazovu stvaranja izuzetno dobrog radnog ambijenta koji svakog za 4 To bi bilo kao kada biste zamislili da pokušate da napravite persijski tepih sa nekoliko niti svile. 	 4 It would be as if you imagined to weave a Persian rug from a few threads of silkŠ1, p.31Ë 5 Synergy is not in any longer, outsourcing is. 	 0.5
Š1, str.31Ë 5 Sinergija nije više u modi, autsourcing jeste. 	 The managers used to believe that 2+2=5. 	 0.5
 Rukovodioci su nekada verovali da je 2+2=5. 	 The new model settles gradually. 	 0.5
 Sada je 5-2=7, jer što više sporednih aktivnosti obavljate van firme, dobijate veću vrednost. 	 It is estimated that from 1998-2000 a number of companies that outsource production trippled. 	 0.5
 Procenjuje se da se od 1998.do 2000. broj kompanija koje proizvodnju prepuštaju drugima utrostrušio. Š2, str.221Ë 6 Iskustva IBM, Apple, Nissan, Kodak, Sony, General Motors ... 	 Š2, p. 221Ë 6 IBM, Apple, Nissan, Kodak, Sony, General Motors ... experience 7 The management is often more prone to risk in order to avoid losses instead to risk in order to earn profits. 	 0.5
 7 Menadžment ?esto razmišlja na način da je skloniji riziku da bi izbegao gubitke, a ne da bi ostvario dobit. poslenog podstiče da daje najbolje od sebe, onosno da se može definisati kao posvećen-angažovan radnik. 3. 	 Special ettention in this article is paid to the challenge of creating a highly favourable work milieu that motivates every employee to do their best, that is, to be defined as a committed and engaged worker.  3. 	 0.5
 Posvećenost zaposlenih je put ka inovatinosti U doba dominacije tržišta koja se munjevito hrane informacijama i zahvaljujući njima rastu, organizacije se nužno hrane idejama. 	 Employee committment is a path to innovation In the times of the domination of the markets that feed on information and grow thanks to the information, organizations necessarily feed on ideas. 	 0.5
 Tržišta ne stvaraju inovacije, već proaktivne kompanije kojima je uspeh maksimalno stvaranje vrednosti zadovoljavnjem realnih potrošačkih potreba na inovativan način Š2, str.221Ë. 	 Innovation is not created by markets, it is created by proactive companies that consider succes a maximum creation of value by satisfying real customers needs in an innovative manner Š2, p. 221Ë. 	 0.5
 Takve kompanije imaju radni ambijent koji podstiče sve veći broj zaposlenih da imaju status posvećenih, a onda i inovativnih. 	 Such companies have created a work milieu that motivates an increasing number of employees to earn a status of the committed, and consequently innovative workers. 	 0.5
 Ovakva paradigma odnosa prema zaposlenima predstavlja inovaciju sistemskog karaktera koja vodi ka savremenoj kompetetivnosti i sposobnosti prilagođavanja. 	 Such a paradigm of relations to the employees is an innovation of a systemic character that leads towards modern competitiveness and the adaptation capability. 	 0.5
 Dakle imamo dva aspekta posmatranja procesa dostizanja inovativnosti koja predstavlja uslov savremenog funkcionisanja na tržištu. 	 We therefore deal with two aspects of perception of the process achieving innovativeness that is a precondition of modern operations on the market. 	 0.5
 Prvi aspekt su zaposleni i njihove sposobnosti, veštine, kvalifikacije i sistem vrednost.  dok se drugi odnosi na poslodavce i njihove spremnosti promene obrasca vrednovanja zaposlenih kao značajnog resursa inovativnost koje potiče od posvećenosti. 3. 	 One aspect are the employees and their competences, skills, qualifications and the value system, whereas the other refers to employers and their readiness to change the pattern of valuating the employees as an important resource of innovation resulting from committment. 	 0.5
 Percepcija posvećenosti zaposlenih Prosečno stanje percepcije poslodavaca danas se može opisati: oni traže načine i mogućnosti koji im mogu obezbediti rast ili jednostavno opstanak, a platni spi sak predstavlja ogroman trošak ili čak najveći. 	 3.1.  The perception of employee committment The average employers perception today can be described as follows: they seek for the methods and opportunities to ensure growth or at least survival, and consider the payroll to be an enormous expenditure, perhaps the largest of all. 	 0.5
 Međutim, tu postoji značajan potencijal koji nije na prvi način artikulisan u funkciji minimiziranja negativnih i maksimiziranja pozitivnih efekata. 	 There is, however, a significant potential that failed to be rightly articulated for the purpose of minimizing the negative and maximizing the positive effects. 	 0.5
 Reč je o aspektima percepcije angažovanih radnika kao izvora za povećanje performansi poslovanja koji u konačnom ishodu daju veće prihode i veću dobit i ne samo to, oni daju inovativnu podršku, konkurentsku prednost i stratešku održivost. 	 These are the aspects of perception of the engaged employees as the source of improving the business performance, who in the long run achieve larger incomes and larger profits, and besides, they provide innovation support, a competitive advantage and a strategic sustainability. 	 0.5
 U čemu je značaj ove percepcije zaposlenih kao resursa za povećanje performansi poslovanja? 	 Where does the importance of this perception of the employees who are the resource for improving business performancelie? 	 0.5
 Značaj je, navodi A. Schveyer Š4, str.2Ë, upravo u identifikovanju ogromnog potencijala u posvećenom - angažovanom zaposlenom, nasuprot dezangažovanom i neangažovanom zaposlenom. 	 The importance lies, A. Schveyer Š4, p.2Ë mainatins, in the very identification of a vast potential of the committed and engaged employee, as opposed to a disengaged or a non-engaged employee. 	 0.5
 Odlike navedenih zaposlenih date su u Tabeli 1. 	 The traits of the above mentioned employees are described in Table 1. 	 0.5
 Svaki menadžer bi želeo da u strukturi svojih zaposlenih dominiraju angažovani zaposleni, a da ostalih ima u što manjem procentu (ili ih uopšte nema). 	 Every manager would appreciate it if engaged employees were dominant in the structure of the employees, and if others are as small a minority as possible (or non-existant at all). 	 0.5
 Načela i procesi postojećeg, savremenog menadžmenta imaju određena ograničenja koja se ogledaju u nedovoljnom respektovanju podsticaja sposobnosti, originalnosti, odvažnosti i entuzijazmu koje nose zaposleni. 	 The principles and processes of the present, modern management are characterised by certain constraints reflected in a sort of disregard for fostering the competences, originality, courage and enthusiasm in the employees. 	 0.5
 Dok, veliki značaj zauzima disciplina, tačnost, ekonomičnost, razumnost i red, odnosno sve se svodi na formalnu izvrsnost. 	 On the contrary, much importance is attached to discipline, punctuality, economising, common sense and order, i.e., to formal excellence. 	 0.5
 Rezultat toga je veliki broj organizacija koje rade ispod svog potencijala Š1, str.57Ë.  Potupno angažovani spremni i sposobni da doprinesu uspehu kompanije; visok nivo diskrecionog ulaganja u vidu dodatnog rada i energije; potencijalni inovatori; retko su odsutni sa posla; često se koristi kao sinonim za motivisanog i lojalnog radnika; ciljevi preduzeća se prihvataju kao soptveni i maksimalno se trude da ih ispune; emotivno su privrženi kompaniji, optimizam u viđenju budućnosti odrade se do zadatak, isključuju Neangažovani nisu ciljno orijentisani; orijentisani su na zadatak; dobiju zadatak, narednog zadatka; osećaju da se njihov doprinos nije vrednovao i isplatio; nemaju produktivne odnose sa menadžerima i saradnicima; ne koriste svoju inventivnost i, kreativniost; neiskorišćen potencijal. 	 The result is that a large number of organizations operate below their real potentials Š1, p.57Ë. Fully engaged Non-engaged Disengaged ready and able to contribute to the companys success; high level of discretional investment in the form of additional work and energy; prospective innovators; rarely absent from work; often used as synonym for motivated and loyal worker; adopt companys goals as their own and make best efforts to achieve them; emotionally committed to company, optimistic in viewing the companys future; important and valuable ambassadors of the company.    not goal-oriented; task oriented; assigned a task, they accomplish the task, switch off until the next task; feel their contribution is not valued and paying accordingly; no productive relationships with managers and collaborators; do not implement thir inventiveness and creativity; potential not used. absent, switched off even when at work; often pessimistic in changes and creation or adoption of new ideas; high level of absenteeism; spread negative effect including prospective customers, consumers; prone to undermining work atmosphere and have impact upon non-engaged workers; potential carriers of high risks that can seriously harm the company. 	 0.5
 Tabela 1 Vrste i karakteristike zaposlenih prema nivou angažovanosti Takođe, menadžment mora da utvrdi nivo svojih neangažovanih zaposlenih i da ih novim konceptom prevede u što većem procentu u nivo posvećenih, angažovanih zaposlenih. 	 Employee types and characteristics according to engagement level Similarly, the management has to measure their nonengaged employees level and implement a new concept to transfer as many as possible of them into the level of committed and engaged employees. 	 0.5
 Prema istaraživanju Towers Perrin, iz 2008. koji su dati u Tabeli 2, nivo neangažovanih je velika pretnja za opstanak i razvoj svake kompanije. 	 According to the 2008 research conducted by Towers Perrin, described in Table 2, the level of non-engaged is a serious threat to the survival and development of any organization. 	 0.5
 Prema jednom istraživanju Š8Ë, troškovi demotivisane radne snage u ekonomiji SAD mere se milijardama. 	 According to one study Š8Ë, the costs of demotivated labour force in the USA economy amounts to billions. 	 0.5
 S druge strane, ističe Schveyer A. Š4Ë, motivisani, posvećeni, angažovani radnici rade pametnije, ne teže, oni traže načine da poboljšaju performasne. 	 On the other hand, Schveyer A. Š4Ë stresses, motivated, engaged employees work in a smarter way, they try to find the ways to improve performance. 	 0.5
 Efekti takve posvećenosti su viši nivo prodaje, smanjenje troškova, bolji kvalitet i inovativnost proizvoda ili usluga. 	 The effects of such committment are a higher level of sales, cost reduction, a higher quality and innovativeness of the products or services. 	 0.5
 Oni komuniciraju, dele informacije sa kolegama, oni prenose ideje, sugestije i savete. 	 They communicate, share information with their colleagues, they transfer ideas, suggestions and advice. 	 0.5
 Sve ovo dovodi do boljih performansi, zadovoljnih i lojalnih kupaca i većih profita. 	 All this results into better performance, satisfied and hence loyal customers and higher profits. 	 0.5
 Sposobnost menadžmenta ogleda se u strukturi zaposlenih od potpuno angažovanog do neangažovanog radnika. 	 The managements competence is reflected in the structure of the employees, from fully engaged to nonengaged workers. 	 0.5
 Mnogi menadžeri na nesreću i dalje ignorišu ovaj podatak o neangažovanim radnicima, odnosno o neiskorišćenom potencijalu i pokrivaju se zastarelim paradigmama vođenja svojih zaposlenih. 	 Sadly, many managers still ignore this fact about non-engaged workers, i.e., about unemployed potential and protect themselves with obsolete paradigms of leading their employees. 	 0.5
 Dok drugi menadžeri upravo u respektovanju ovog potencijala grade svoju konkurenstku prednost. 	 On the other hand, there are other managers that build their competitive advantage on the very respect of this potential. 	 0.5
 U prošlosti je možda i moglo biti ignorisanja ali danas u ambijentu koji prevashodno zahteva prilagodljivost i inovatinvost to je veliki rizik opstanka. 	 Managers could have ignored this in the past, however, today, in the environment that primarily calls for adaptability and innovativeness, it is a serious risk for survival. 	 0.5
 Nivo posvećenosti zaposlenih Posvećeni-angažovani Neangažovani Dezangažovani % učešće 22% 66% 11% Tabela 2. 	 Employee committment level Committed-engaged Non-engaged Disengaged % share 22% 66% 11% Table 2. 	 0.5
 Struktura zaposlenih prema nivou angažovanosti Izvor: prema podacima Towers Perrin, iz 2008. Š4, str.4Ë.  U novijoj literaturi menadžmetna ljudskih resursa postoji pojam odgovarajućih i neodgovarajućih ljudskih potencijala. 	 Employee structure according to engagement level Source: according to 2008 Towers Perrin data Š4, p. 4Ë In recent literature on the human resources management there is a concept of adequate and inadequate human potentials. 	 0.5
 Pojam odgovarajućih ljudskih potencijala odnosi se na pojednince u oraganizaciji koji značajno doprinose ostvarivanju ciljeva sistema upravljanja, a pojam neodgovarajući ljudski potencijal odnosi se na članove organizacije koji ne doprinose postizanju ciljeva sisetema upravljanja. 	 The concept of adequate human potentials refers to individuals within an organization that contribute significantly to achieving the goals of the management system, whereas the concept of inadequate human potential refers to those members of the organization who do not contribute to achieving the goals of the management system. 	 0.5
 Iz ovog ili onog razloga, ovi pojedinci su neproduktivni u svojim poslovimaŠ5, str.276Ë. 	 For one reason or another, these individuals are not productive in their jobs Š5, p. 276Ë. 	 0.5
 U kompanijama u kojima postoji služba ili sektor ljudskih rasursa postoji čitava procedura u procesu upravljanja koja sve više pokušava da pronađe efikasne načine za povećanje nivoa motivisanosti zaposlenih koja vodi ka posvećenosti. 	 In the companies where there is a human resource service or sector there is a whole procedure in the management process to find efficient ways to raise the employee motivation level that will in turn result in committment. 	 0.5
 Međutim, to ponekad nije dovoljno jer su paradigme upravljanja zaposlenima ostale iste. 3. 	 This, however, may not be enough in some cases, as the paradigms of employee management remained the same. 	 0.5
 Upravljanje ka posvećenosti Savremeno poslovno okruženje je izdiferenciralo veliki značaj neopipljive, nematerijalne vrednosti kompanije jer se one ne mogu kopirati. 	 3.2.  Management towards committment Modern business environment has differentiated among highly important intangible values of the company that cannot be copied. 	 0.5
 Jedna od tih vred Strast Kreativnost Preduzimljivost Za njih ne postoje prepreke i ne žele odustati. 	 One of these values is the Passion Creativity Enterprising spirit Knowledge and intellect Hard work Obedience They know no barriers and do not give up. 	 0.5
Strast je tajni element koji nameru pretvara u postignuće. 	 Passion is a secret element that turns intention into achievement. 	 0.5
 Njihova strast je zarazna i inicijativu jedne osobe pretvara u pokret većeg broja ljudi. 	 Their passion is contagious and turns the initiative of one person into a mass movement. 	 0.5
 Oni su radoznali, neobuzdani. 	 They are curious, uninhibited. 	 0.5
 Nemaju strah od nepoznatog, optimisti i ujedno preduzimljivi.  Oni sami traže nove izazove. 	 35% 25% They look out for new challenges. 	 0.5
 Ne čekaju da im neko kaže da to urade. 	 They are always in search of new ways to increase the companys value. 	 0.5
 Uvek su u akciji traženja novih načina kojim se povećava vrednost kompanije. 35% 25% 20% Znanje i Intelekt Oni su nadareni, pametni. @ele da ulažu u poboljšanje svojih 15% Marljivost Poslušnost veština i generišu dobru praksu. 	 20% They are talented, smart.  They are willing to invest into the improvement of their skills and they generate good practice. 	 0.5
 Kompanije ih žele. 	 Companies want to have them. 	 0.5
 Marljivi zaposleni su odgovorni, ne idu linijom manjeg otpora. 	 15% Hard-working employees are responsible, they never take an easier path. 	 0.5
 Savesni su i dobro odganizovani. 	 They are conscientious and well organized. 	 0.5
 Sposobnost slušanja uputstava i ponašanja u skladu sa pravilima. 5% 0% Tabela 3 Hijerarhijski niz ljudske sposobnosti koje doprinose konkurentskoj prednosti Izvor: sopstvena izrada prema podacima Š1, str.59Ë. nosti je odnos zaposlenih ili učešče angažovanih, posvećenih u strukturi ukupnog broja zaposlenih. 	 They know how to pay attention to instructions and behave according to the rules.  5% 0% Table 3: Hierarchal succession of human potentials that contribute to competitive advantage Source: Authors own plot on the basis of the data Š1, p. 59Ë employee relation or the participation of engaged, committed workers in the structure of the total number of employees. 	 0.5
 Zaposleni sve više postaju ključ za bravu koja se zove kompetetivna prednost i razvoj. 	 Employees increasingly become a key that is called competitive advantage and development. 	 0.5
 Zaposleni postaju prvi značajni stejkholderi kompanije jer istinski angažovani zaposleni predstavljaju boljeg ambasadora za marku kompanije nego slogani i promocija same marke.  Š6, str.2Ë. 	 The employees become the primary significant stakeholders of the company since really engaged employees make better ambassadors of the companys brand than any slogans or a promotion of the brand itself Š6, p.2Ë. Recruiting as many fully committed employees as possible is based on the condition that the managers themselves possess a high hierarchal level of competences and a new paradigm of relations towards employees. 	 0.5
 Ova hijerarhija sposobnosti je značajna sa aspekta konkurenske prednosti koju oni stvaraju. 	 They are the primary drivers to the committment compared to all the others in the organization. 	 0.5
 Danas nije teško naći marljive, stručne i poslušne zaposlene ali oni ne mogu stvoriti konkurentsku predenost.  Posevećeni: strastveni, kreativni, inovativni, preduzimljivi zaposleni su potencijal koji stvara tu vrednost.  Pored ovih sposobnosti poslodavci smatraju da su i pojedini tipovi veština značajni za uspeh na radnom mestu. 	 This condition can be followed by the elements that make a necessary framework for the management towards committment: The challenge before the todays management is to create and modernize the system approach to encourage the employees to engage all their creative skills at work, on a daily basis. 	 0.5
 Pored akademskih oni navode: veštinu uticaja, međuljudske veštine, komunikacione, upravljanja samim sobom i veština kako učiti Š7, str.21Ë. 	 Human skills that contribute to the quality and success of competitiveness have their hierarchal succession and this is presented in Table 3. 	 0.5
 Veština znati kako učiti se smatra osnovom za sve druge veštine. 	 This hierarchy of potentials is important from the point of view of competitive advantage they create. 	 0.5
 Ova veštna zahteva od zaposlenog razumevanje svojih zaduženja i načina kako da ih uklopi u misiju celog preduzeća, sposobnost za inovaciju i poboljšanje kvaliteta proizvoda i usluga i sposobnost držanja koraka sa tehnologijom. 	 It is easy today to find hard-working, expert and dutiful employees, however, they cannot create competitive advantage.  It is the committed: passionate, creative, innovative, enterprising employees who create that value. 	 0.5
 S druge strane veoma je značajan sistem vrednosti samih zaposlenih koji generacijski imaju svoje specifičnosti. 	 In addition to these potentials, there are some types of skills that employers find important for success at the workplace. 	 0.5
 Prema R.A. Noe Š7, str.22Ë., zaposleni rođeni između 1965. i 1975. godine ocenjuju kao značajno neočekivane nagrade za postignuća, mogućosti za učenje novih stvari, pohvale, priznanja, i vreme provedeno s menadžerom, dok zaposleni rođeni između 1925. i 1945. tzv. tradicionalisti značaj pridaju prihodima i sigurnosti zaposlenja. 	 According to R. A. Noe Š7, p.22Ë, the employees born between 1965 and 1975 find unexpected rewards for achievements, opportunities to learn new things, praise, awards and time spent with the manager to be significant, while the employees born between 1925 and 1945, the so-called traditionalists attach importance to income and job security. 	 0.5
 Međutim, svi zaposleni vrednuju nekoliko bitnih aspekata kao što su: gledaju na posao kao sredstvo samoispunjenja odnosno sredstvo da što bolje iskoriste svoje veštine i sposobnosti i zadovolje svoje interese i kao sredstvo koje će im omogućiti življenje u željenom životnom stilu. 	 All employees, however, value a number of key aspects, for example: they view their job as a means of self-realization, i.e., a way to employ their skills and potentials as best possible and satisfy their interests, as well as a means to live in a desired life-style. 	 0.5
 Jedan izveštaj je pokazao da su u svom preduzeću privrženiji zaposleni kojima je pružena prilika da u potpunosti koriste i razvijaju svoje veštine, preuzimaju sve veću odgovornost na poslu, veruju da je sistem unapređenja pošten i imaju menadžera od poverenja koji se zauzima za njihove najbolje interese. 	 One report revealed that committment to a company is higher in those employees who are given opportunity to fully employ and develop their skills, take more responsibility at work, believe that the promotion system is fair and have a reliable manager who works to their best interests Š7, p.22Ë. 	 0.5
 Dakle, sa aspekta menadžmenta veliki značaj imaju navedene sposobnosti i veštine, kao i poznavanje sistema vrednosti svojih radnika koji ih podstiče na posvećenost. 	 From the management point of view, therefore, the above-quoted potentials and skills are highly important, and so is the knowledge of the value system of the employees that motivates them towards committment. 	 0.5
 Da bi se sposbnosti i veštine podigle, angažovale, i bile u skladu sa novim sistemom vrednosti zaposlenih, neophodno je i da sam menažment iz tradicionalnog obrasca sistema menadžmenta, uđe u onaj koji vodi do maksimalnog aktiviranja potencijala., od neangažovanog ka angažovanom, posvećenom, inovativnom.  Ovo je uslov bez koga se ne može graditi konkurentska prednost i održivi razvoj. 	 In order that the potentials and skills should be implemented, engaged and in accord with a new value system of the employed, it is necessary that the management itself pass from the traditional pattern of the management system to one leading to a maximum activation of potentials, from the non-engaged to the engaged, committed, innovative. 	 0.5
 Oni su prvi pokretači ka posvećenosti svih ostalih u organizaciji.  Nakon ovog uslova mogli bi se navesti elementi koji čine neophodan okvir za upravljanje ka posvećenosti: radni ambijent sa svim neophodnim alatima; povoljna struktura intelektualnog i kvalifikovanog sklopa zaposlenih; pozitivna i podsticajna, inovativna atmosfera; podsticaji kroz inovirane podsticajne programe (pažljivo planirane i još pažljivije realizovane); kontinuirani protok informacija i izuzetna transparentnost; smanjenje hijerarhijskih nivoa i birokratske formalnosti, a povećanje sistema ovlašćenja i odgovornosti. 	 This is a condition without which competitive advantage and sustainable growth cannot be achieved. working milieu with all the necessary tools; favourable structure of intellectual and qualified employees; positive and incentive, innovative atmosphere; incentives through innovated programmes (carefully planned and still more carefully executed); continuous information flow and exceptional transparency; reduction of hierarchal levels and bureaucratic formality and extending of authority and responsibility. 	 0.5
 Pod pretpostavkom da je radni ambijent snabdeven svim neophodnim alatima, da su strategije jasne i ciljevi inovirani i da postoji povoljna intelektualna i kvalifikaciona struktura, nužno je ostvariti pozitivnu i podsticajnu, inovativnu atmosferu. 	 Given that the working milieu is equpped with all necessary tools, that the strategies are clear and the goals are innovated, as well as that there is a favourable intellectual and qualification structure, it is necessary that a positive and incentive, innovative atmosphere be created. 	 0.5
 Ovo znači da menadžment ima potpuno novi obrazac odnosa prema zaposlenima, odnosno da je u stanju da motivše i podstiče ka kreativnosti, preduzimljivosti i inovativnosti. 	 This means that the management has an entirelly new pattern of relations with the employees, i.e., that it is capable of motivating and encouraging them towards creativity, enterprise and innovation. 	 0.5
 Podsticajna, inovativna atmosfera i podsticajni programi su značajno povezani elementi jer ljudska motivacija je kompleksna kategorija i u oblasti organizacionih studija već više od pet decenija je u fokusu istraživanja, a rezultati su brojne teorije. 	 An incentive, innovative atmosphere and incentive programmes are significantly interrelated elements since human motivation is a complex category.  It has been the subject matter of organizational studies for more than five decades and numerous theories have evolved. 	 0.5
 Motivacija kao unutrašnje stanje zbog kojeg se pojedinac ponaša tako da ostvari neki cilj je kontinuirani proces. 	 As an inward state due to which an individual acts in such a way as to achieve a goal, motivation is a continuous process. 	 0.5
 Ona objašnjava zašto se ljudi ponašaju tako kako se ponašaju. 	 It explains why people behave in a way they do behave. 	 0.5
 Dakle, proces pokretanja, usmeravanja i održavanja aktivnosti zaposlenih ka ostvarivanju organizacionih ciljeva predstavlja motivacioni proces, koji se bazira na potrebi, pokretu i nagradi, priznanju . 	 The process of activating, directing and maintaining the employees activity towards achieving organizational goals therefore is a motivational process, based on a need, movement, reward and praise. 	 0.5
 Primarno, motivaciju posmatramo kao unutrašnju i spoljašnju. 	 Motivation is primarily perceived as internal and external. 	 0.5
 Kod unutrašnje motivacije aktivnost je sama se bi korist, dok kod spoljne, nakon aktivnosti se očekuje korist, nagrada, priznanje. [to menadžer bolje razume ponašanje, članova svoje organizacije, sistem vrednosti, odnosno šta ih pokreće, to će bolje moći da utiče na njihovo ponašanje i moći će da ga usaglasi sa ostvarivanjem ciljeva organizacije Š5, str.382Ë. 	 In case of internal motivation, the activity is a benefit in itself, whereas in case of external motivation, the benefit, the reward and the praise are expected to come after the activity has been accomplished.  The better the manager understands the behaviour of the members of his organization, their system of values, or what activates them, the more influence he will have upon their behaviour and the more he will be able to adjust it to achieve the organizational goals Š5, p. 382Ë. 	 0.5
 Zato, mendžeri imaju odgovornost da stvore takvu vrstu okruženja i podsticaja koja bi zaposlene pokrenula ka željenom pravcu ponašanja, a koje je u skladu sa unutrašnjim potrebama pojedinca. 	 Hence it is the responsibility of managers to create such an environment and incentives that will activate the employees towards a desired manner of behaviour, in accordance with the inward needs of an individual. 	 0.5
 Mnoge kompanije troše mnogo vremena i ogromna novčana sredstva za istraživanje svojih potencijalnih kupaca, zanemarujući potrebu da istraže motivisanost i ponašanje svojih zaposlenih. 	 A large number of companies spend a lot of time and enormous capital on research into their prospective customers, disregarding the need to study the motivation and behaviour of their employees. 	 0.5
 Za motivisanje zaposlenih, menadžmentu stoje na raspolaganju tradicionalna sredstva kao što su zarada, bonusi, obuke, usavršavanja, mogućnost unapređenja ali i podsticajni (stimulativni) programi koji pored robnih i novčanih nagrada, poslovnih susreta, konvencija sve više obuhvataju i nagradana putovanja Š9, str.438Ë. 	 The management can make use of the traditional methods, such as wages, bonuses, trainings, professional improvements, promotion opportunities to motivate their employees, however, there are also incentive (stimulation) programmes which in addition to remuneration in merchandise or in money, in business meetings, or in conventions, include prize travels Š9, p. 438Ë. 	 0.5
 Tipičan odnos kod većine kompanija je 70% osnovna plata, a 30% različiti podsticaji Š10, str.228Ë. 	 A typical ratio in a majority of companies is 70% in basic salary, plus 30% of various incentives Š10, p. 228Ë. 	 0.5
 Podsticaji kroz podsticajne šeme ili programe u građenju novih odnosa prema zaposelnom obuhvataju pažljivo planirane i još pažljivije realizovane programe koji su u skladu sa sistemom vrednosti zaposlenih. 	 The incentives in building new relationships with the employee, reflected in incentive schemes or programmes, include carefully planned and still more carefully conducted programmes that are in accordance with the system of values the employees cherish. 	 0.5
 Oni imaju vrednost samo ako zaista mogu da izazovu osećaj vrednosti, poverenja i brige menadžmenta u odnosu na posvećenost koja se angažuje. 	 These incentives are considered valuable only on condition they can really reflect the management feeling of value, trust and care for the committment engaged. 	 0.5
 Navedeni podsticajni programi prema oceni menadžmenta koji ih sprovode u delo, zaista i dovode do navedenih efekata8. 	 According to the managements that implement them, the abovequoted incentive programmes really achieve such effects8. 	 0.5
 Takođe, nova paradigma menadžmenta obuhvata i nužnost delovanja menadžmenta kroz značajne segmente posvećenog odnosa prema zaposlenom u procesu stvaranja pozitivne i inovatine, radne atmosfere kao što su: nužno je da značajno (potrebno) vreme provode sa svojim zaposelnima9 kako bi delili svakodnevne napore ka zajedničkom cilju, jačali međusobno poverenje i razumeli sistem vrednosti svojih zaposlenih; stvaranje plodnog, podsticajnog okruženja u kome će pojedinci usavršavati svoje prednosti, kreativnosti i davati inovativna rešenja10. definisati vrhunski kvalitet kao izazov za svakog zaposlenog i to nagraditi priznanjem, prestižom, titulom kroz savremene podsticajne programe11, a ne samo novcem. podsticati inovativnost na svim linijama poslovanja. 	 Similarly, the new management paradigm includes a necessity that management acts through important segments of committed relations with the employee in the process of creating a positive and innovative work atmosphere.  It is necessary: that they spend a substantial amount of time with their employees9 in order that they should share in the daily efforts to achieve mutual goals, foster mutual trust and understand their employees system of value; that a favourable, incentive environment be created in which the individuals will improve their advantages, creativity and offer innovative solutions10; to define excellence as a challenge for each employee and reward it with praize, prestige, title, through modern incentive programmes11, and not only with money. to encourage innovation in all the lines of business operations. 	 0.5
 To znači da opažanje i logika ne treba da budu privilegija nekoliko menadžera ili direktora na vrhu. 	 This means that perception and logic should not be a privilege of only a number of top managers or directors. 	 0.5
 Kreativnost i inovativnost moraju biti podsticane i vrednovane na svim nivoima; razvijanje principa koji će ljude inspirisati i motivisati, razvijati ideje koje će ispuniti njihova radna mesta dobrom i kreativnom energijom. 	 Creativity and innovativeness have to be incited and valued on all levels; that principles be developed that will inspire and motivate people, develop ideas that will permeate their work places with positive and creative energy. 	 0.5
 Ovo znači nužnost razvijanja i obezbeđivanja vizije za svakog člana organizacije koja pokreće talenovane i ambiciozne. omogućiti zaposlenom da razvija svoj identitet i sistem vrednosti a da opet zadovolji potrebu za pripadanjem i korporativnim identitetom. stvoriti takav odnos sa zaposlenima kojim se gradi poverenje kroz stručnost. 	 This means that a vision should be developed and ensured for each member of the organization that activates the talented and the ambitious; that the employee is allowed to develop his/her identity and the system of value and yet satisfy his/her need to belong and to retain corporate identity, to create such a relationship with the employees that builds trust through expertise. 	 0.5
 Menadžer kao lider mora imati poverenja u ljude u suprotnom ne može očekivati nove ideje, kreativnost i rezultate. 	 As a leader, the manager has to trust people, otherwise, he cannot expect to get new ideas, creativity, and results. 	 0.5
 Poverenje se gradi i kroz sistem ovlašćenja i odgovornosti koja se delegira. 	 Trust is also built through the system authority and responsibility delegation. 	 0.5
 Obično se delegira zadatak dok ovlašćenja i ogovornosti nisu jasno definisani te se gubi nit koja vodi ka posvećenosti u ostvarenju ciljeva i zadataka. 3. 	 A task is usually delegated, while authority and responsibilities are not clearly defined, hence the path is lost that leads to committment in accomplishing goals and tasks.  3.3. 	 0.5
 Iskustva: od posvećenosti do inovativnosti i konkurentske prednosti Iskustva nekih kompanija, koja je dao Gary Hamel Š1Ë, čiji je menadžment sistem zasnovan na novim paradigmama i principima, predstavljaju revolucionarne inovacije u sistemu menadžmenta. 	 Experience: from committment to innovation and competitive advantage The experience of some companies, presented by Gary Hamel Š1Ë, whose management system is based on new paradigms and principles, is a revolutionary innovation in the management system. 	 0.5
 Ove inovacije odražavaju se pre svega na podsticanje posvećenosti koja svara kreativnost, preduzimljivost, inovativnosti kao put do održive konkurentnosti. 	 This innovation is primarily reflected in incentives of committment that results into creativity, enterprising, innovativeness as paths to sustainable competitiveness. 	 0.5
 Neke od njih su i kompanije Whole Foods i Google12. 	 Among these companies are the Whole Foods and Google12. 	 0.5
 Nove poslovne filozofije, nove paradigme menadžmenta u ovim kompanijama su učinile da njihovi zaposleni budu maksimalno posvećeni. 8 Istraživanja koja su vršena od strane Podsticajne istraživačke federacije (IRF) Š11Ë 2001. i Š12Ë 2007. godine pokazuju stabilan rast tržišta i izdataka od strane SAD kompanija. 	 New business philosophies, new management paradigms in these companies resulted in a maximum committment among their employees.  8 The research carried out by the Incentive Research Federation (IRF) Š11Ë 2001 and Š12Ë 2007 have indicated a steady growth of the market and expenditures of the USA companies. 	 0.5
 Prema ovom izvoru, kompanije su trošile za podsticajni program nagradnih putovanja oko 26,9 mlrd.$ u 2001. godini i 46,08 mlrd.$ u 2007. 9 Džeri Imelt predsednik i izvršni direktor General Electric-a provodi oko 40% svog vremena sa zaposlenima ali to čini i ostatak rukovodstvaŠ2, str.165Ë. 10 Ako tog okruženja nema sve veće su mogućnosti da i malobrojni posvećeni zaposeleni mogu napustiti kompaniju. 	 According to this source, companies spent around $ 26.9 billion in 2001 and $ 46.08 billion in 2007 for the incentive programmes of prize travels.  9 Jeffrey Immelt, the General Electrics chairman and CEO, spends about 40% of his time with the employees; other members of management do that too Š2, p. 165Ë. 10 In the absence of such an environment chances are that even that small number of committed employees leave the company. 	 0.5
 Činjenica je da većina ljudi ne napušta kompaniju već menadžera. 11 Veliki broj istraživanja iz ove oblasti, među kojima Stolovitch H. Š13Ë, P. R. Ricci i S. M. Holand, Š14Ë , Š15Ë zasnovane na motivacio nim teorijama i podsticajnim programima, upravo govore o upotrebi ove poluge za povećanje posvećenosti ka ostvarenju poslovnih ciljeva. 12 One su, prema istraživanju časopisa Fortune, u vrhu po mnogim kriterijumima, a posebno kao kompanije u kojima su zaposleni veoma zadovoljni. 	 The fact is that a majority of people do not leave the company, they leave the manager.  11 A large number of research in this field, among them Stolovich H. Š13Ë, P. R. Ricci and S. M. Holand, Š14Ë, Š15Ë, based on motivation theories and incentive programmes, are just about the implementation of this method in improving the committment towards achieving business goals.  12 According to the reviews of the Fortune magazine, they are top companies by a number of criteria, especially as companies in which the em ployees are highly satisfied. 	 0.5
 KOMPANIJA WHOLE FOODS , Austin, Teksas, SAD Lanac prodavnica prirodne hrane / ukupno 194 / preko 30.000 zaposlenih. 	 WHOLE FOODS COMPANY, Austin, Texas, USA Organic food chain of shops / 194 in total / more than 30,000 employed. 	 0.5
 1.ponuditi kupcima alternativu u obliku potpune usluge i prirodne hrane kroz novu vrstu supermarketa koji na nove načine zadovoljavaju potrebe potrošača; 2. da kupovina bude što manje obaveza, a više jedna kulinarska pustolovina. 	 Goals: 1.offer the customer an alternative in the form of total service and organic food via a new type of supermarkets that satisfy customers needs in new ways; 2. shopping should be less of an obligation, more a cullinary adventure. 	 0.5
 Prihodi: godišnje ostvaruje skoro 6 milijardi američkih dolara, prema stopi dobiti je najprofitabilniji američki maloprodajni prehrambeni lanac. 	 Incomes: earns approhimately $ 6 billion annually; the most profitable American retail food industry chain according to the profits rate. 	 0.5
 Prosečan godišnji rast prodaje:  11% , skoro tri puta više od proseka same industrije. 	 Average annual sales growth rate: 11% , almost three times as the average of the industry itself. 	 0.5
 Karakteristike sistema menadžmeta:  1. 	 Management system characteristics: 1. 	 0.5
 Radikalna decentralizacija. 	 Radical decentralisation. 	 0.5
 Oblik organizacione hijerarhije: timovi, vođe timova, menadžeri prodavnice. 	 Organizational hierarchy form : teams, team leaders, shop managers. 	 0.5
 Osnovna organizaciona jedinica je tim, a ne prodavnica. 	 The basic organizational unit is the team, not the shop. 	 0.5
 Članovi tima imaju velika ovlašćenja ali i velike odgovornosti. 	 Team members command high authority, however, graet responsibilities. 	 0.5
 Svaka prodavnica sadrži oko osam timova. 	 Each shop has about eight teams. 	 0.5
 Tim je odgovoran za sve ključne operativne odluke: određivanje cena, naručivanje, zapošljavanje i pomociju. 	 The team is in charge of all key operational decisions: pricing, orders, employment and promotion. 	 0.5
 Postoji jedan uslov: pridržavati se strogo propisanih standarda. 	 There is one condition: comply with strictly set standards. 	 0.5
 Tim deluje kao profitni centar koji se zasniva na produktivnosti zaposlenih. 	 The team acts as a profit centre based on the employee productivity. 	 0.5
 Definisani podsticaji u vidu nagrada i bonusa. 	 Incentives defined in the form of rewards and bonuses. 	 0.5
 Više je zajednica nego hijerarhija. 2. 	 Rather a community than a hierarchy.  2. 	 0.5
 Menadžerska filozofija nema tajni. 	 No secrets managerial philosophy. 	 0.5
 Transparentnost informacija. 	 Information transparency. 	 0.5
 Svi imaju dostupne informacije o napredovanju drugih timova i drugih prodavnica. 	 Everybody has access to information on the progress of other teams and other shops. 	 0.5
 Dostupne inforamcije su: dnevna prodaja prodavnica, timska prodaja, troškovi vezani za proizvode, dobit svake prodavnice, zarade i naknade svih . 3. 	 Information available includes: daily sales in shops, team sales, product-related costs, profit of each shop, earnings and remunerations of all employees.  3. 	 0.5
 Birokratski elementi na minimumu. 	 Minimum bureaucratic elements. 	 0.5
 Uska veza između samostalnosti i odgovornosti smanjuje potrebu za birokratskom kontrolom koja umanjuje motivaciju. 4. 	 Close realtionship between autonomy and responsibility reduces the need for bureaucratic control that inhibits motivation.  4. 	 0.5
 Zajednička misija. 	 Mutual mission. 	 0.5
 Neguje osećaj zajedničke sudbine i vere u zajedničku misiju. 	 Supports the feeling of mutual fate and faith in mutual mission. 	 0.5
 Ovo se manifestuje u podsticajnim nagradama na nivu tima, transparentnosti finansijskih podataka i u ograničenju naknada vrhovnom menadžmentu. 	 This is manifested in incentive rewards on the team level, in the financial data transparency, as well as in the limitations of the rewards to the top management. 	 0.5
 Uspeh se direkno pretvara u priznanja, bonuse, napredovanja. 	 The succes is directly translated into rewards, bonuses, promotions. 	 0.5
 Dobit je rezultat a ne igra. 	 Profits are a result, not a game. 	 0.5
 Inovativnost svih u održanju konkurenstke pozicija. 	 Innovativeness of all employees in sustaining a competitive position. 	 0.5
 Načela menadžmenta: ljubav, zajednica, samostalnost, jednakost, transparentnost i misija. 	 Management principles: love, community, autonomy, equality, transparency, and mission. 	 0.5
 Slično je i u kompaniji Google sa određenim specifičnostima delatnosti. 	 A similar situation is found in the Google company with a specific type of operations. 	 0.5
 Primenjuje se model menadžmenta koji se odlikuje: neznatnom hijerarhijom, gustom mrežom bočne komunikacije, politikom davanja izuzetnih nagrada ljudima i timovima koji smisle izuzetne ideje, pristup usredsređenosti celog tima na razvoj proizvoda i kompanijsko verovanje koje podstiče zaposlenog da na prvo mesto stavi korisnika. 	 A managemenent model is implemented that is characterised by: negligible hierarchy, a thick network of lateral communication, the policy of awarding special rewards to people and teams that create extraordinary ideas, the approach by focusing of the whole team upon the product development and the company trust that encourages the employee to put the consumer first. 	 0.5
 Takođe, ovaj model menadžmenta temelji se na malim radnim jedinicama, mnoštvu eksperimentisanja, konstruktivnoj povratnoj informaciji od kolega i misiji poboljšanja sveta. 	 This management model is also based on small work units, numerous experiments, a constructive feedback information from colleagues and on the mission of improving the world. 	 0.5
 U Google-u svi su izuzetno značajni od prve linije zaposlenih do vrha menadžmenta jer su svi posvećeni inovacijama. 4. 	 Everybody in Google is considered to be of special importance, from the first line of employees to the top management, as they are all committed to innovation.  4. 	 0.5
 Zaključak Nove okolnosti 21. veka u kojima posluju kompanije nužno nameću potrebu za inoviranjem sistema menadžmenta. 	 Conclusion The new circumstances of the 21st century in which the companies operate demand that the management system be innovated. 	 0.5
 Novo okruženje nameće potrebu za stalnim inoviranjem koje obezbeđuje stabilnost, rast i održanje konkurenstke prednosti. 	 New environment requires perma nent innovation to ensure stability, growth, and sustain competitive advantage. 	 0.5
 Međutim, s druge strane, postojeći sistem menadžmenta zasnovan na ortodoksnim principima pokazuje svoju neefikasnost. 	 On the other hand, however, the today prevailing management system, based on orthodox principles displays its inefficiency. 	 0.5
 I dalje visok nivo hijerarhije i biroktratski elementi upravljanja se odražavaju na nepovoljnu strukturu zaposlenih sa aspekta motivisanosti i posvećenosti. 	 Still a high level of hierarchy and bureaucratic elements of management are reflected in an unfavourable structure of employees from the aspects of motivation and committment. 	 0.5
 Istaraživanja i analize jasno ukazuju da je veliki broj onih koji su potpuno demotivisani ili neangažovani i predstavljaju značajan neiskorišćeni potencijal. 	 The research and analyses clearly show that a large number of people are demotivated and non-engaged and thus represent a significant potential that is not employed. 	 0.5
 Ne samo da je to neiskorišćen potencijal, on dugoročno, a sve više i kratkoročno posmatrano, predstavlja put ka velikim gubicima i nevoljama. 	 It is not only the unexploited potential; in the long term, and increasingly in the short term, too, this potential will lead to large losses and problems. 	 0.5
 Menadžement mora ovo izuzetno da respektuje i da ga svojim inoviranim pristupom iskoristi kao konkurenstku i stratešku prednost. 	 The management has to pay due respect to this and implement an innovative approach to use it as its competitive and strategic advantage. 	 0.5
 U radu je dat pristup nove paradigme upravljanja ka posvećenosti. 	 The article offers one approach of a new paradigm of management towards committment. 	 0.5
 Pored radnog ambijenta sa svim neophodnim savremenim alatima i povoljnom kvalifikacionom i intelektualnom strukturom zaposlenih, nova paradigma se zasniva na:  1. pozitivnoj i podsticajnoj inovativnoj atmosferi, 2. inoviranim podsticajnim nagradnim programima u skladu sa sistemom vrednosti zaposlenih, 3. izuzetnoj transparentnosti kontinuiranog protoka informacija, 4. snižavanje hijerarhijskih nivoa, 5. supstituisanju birokratske preciznosti i formalnosti slobodom ispoljvanja preduzimljivosti i kreatvinosti kroz veći nivo ovlašćenja i i odgovornosti. 	 In addition to the work milieu with all the necessary modern tools and a favourable qualification and intellectual structure of employees, the new paradigm is based on: 1. a positive and incentive atmos phere; 2. innovated incentive rewards programmes in accordance with the employee system of value; 3. exceptional transparency of a continuous information flow; 4. reduced the hierarchy levels; 5. substitution of bureaucratic precision and formality by freedom of expressing enterprising spirit and creativity through a higher level of authority and responsibility. 	 0.5
 LITERATURA Š1Ë G. Hamel, B. Breen,. 	 REFERENCE Š1Ë G. Hamel, B. Breen,. 	 0.5
 The Future of Management Harvard Business Press. 	 The Future of Management Harvard Business Press.  2007. 	 0.5
 2007. Š2Ë J.Riderstrale, K.Nordstrom. 	 Š2Ë J.Riderstrale, K.Nordstrom. Karaoke kapitalizam: menadžment za čovečanstvo. 	 0.5
 Karaoke kapitalizam: menadžment za čovečanstvo. 	 Plato, Beograd 2003. 	 0.5
 Asee Books, Novi Sad. 	 2007. 	 0.5
 MASMI Beograd, 2010.www.masmi.rs, Š7Ë R.A. Noe, J.R.Hollenbeck, B. Gerhart, P.M: 	 Š5Ë Certo, S.S., Certo, S.T., Moderni menadžment, Mate, Zagreb, 2008. 	 0.5
Wright. 	 Menadžment ljudskih potencijala. 	 0.5
 Menadžmetn ljudskih potencijala. 	 Mate, Zagreb. 	 0.5
 Mate, Zagreb. 	 2006. 	 0.5
 2006. Š8Ë C., Donaldson, Employee Disengagement Costs $31.5 billion. 	 Š8Ë C., Donaldson, Employee Disengagement Costs $31.5 billion. 	 0.5
 Human Resources Magazine, Australia, April. 	 Human Resources Magazine, Australia, April. 	 0.5
 2005 Š9Ë Anderson, E. R., Hear, F.,J., Bush, J. A., Profesionalni menadžment prodaje. 	 2005 Š9Ë Anderson, E. R., Hear, F.,J., Bush, J. A., Profesionalni menadžment prodaje. 	 0.5
 Privredni pregled, Beograd, 2001. Š10Ë G, Dessler, Osnovi menadžmenta ljudskih resur sa, Data Status Beograd, 2007. Š11Ë Incentive Federation,A study of the Incenitve Merchandise and Travel Marketplace. 	 Privredni pregled, Beograd, 2001.  Š10Ë.G, Dessler, Osnovi menadžmenta ljudskih resur sa, Data Status Beograd, 2007.  Š11Ë Incentive Federation,A study of the Incenitve Merchandise and Travel Marketplace. 	 0.5
 Westerfield, New Jersy, Incentive Federation, Inc.; 	 Westerfield, New Jersy, Incentive Federation, Inc.; 2001. 	 0.5
 2001. Š12Ë Incentive Federation, , A study of the Incenitve Merchandise and Travel Marketplace, Westerfield, New Jersy, Incentive Federation, Inc. 	 Š12Ë Incentive Federation, , A study of the Incenitve Merchandise and Travel Marketplace, Westerfield, New Jersy, Incentive Federation, Inc. 2007. 	 0.5
 2007. Š13Ë Stolovitch, H., Incentives, motivation and workplace performance. 	 Š13Ë Stolovitch, H., Incentives, motivation and workplace performance. 	 0.5
 Research and best practices. 	 Research and best practices. 	 0.5
 New York SITE Foundation, 2002. Š14Ë Peter. 	 New York SITE Foundation, 2002. 	 0.5
 Incentive Marketing Association. 	 Incentive Marketing Association. 	 0.5
 2009. 	 2009. 	 0.5
 Koncepcijska osnova politike konkurentnosti u ekonomskim uslovima Republike Slovačke UDK:  338.22(437.6) ; 339.137.2 Jaroslava Hečková1 Alexandra Chapčáková2 Ivana Butoracová [indlerová3 1Fakulta manažmentu Prešovskej univerzity, Slovakia, e-mail: jheckova¿yahoo.com; 2Faculty of Management University of Presov, Slovakia, e-mail: chapcakova¿yahoo.com; 3Faculty of Management, University of Presov, Slovakia, e-mail: ivkasindleryova¿yahoo.com U radu želimo da dokažemo legitimnost kreiranja i primene politike konkurentnosti u poređenju sa industrijskom politikom i da posvetimo pažnju stvarnim ključnim faktorima konkurentnosti, preferenci i instrumenata politike konkurentnosti kojima se definiše koncepcijska osnova politike konkurentnosti primerene uslovima u kojima funkcioniše privreda Slovačke. 	 Conceptual Basis of Policy of Competitiveness under the Conditions of the Slovak Economics UDC: 338.22 (437.6) ; 339.137.2 Jaroslava Hečková1 Alexandra Chapčáková2 Ivana Butoracová [indlerová3 1Fakulta manažmentu Prešovskej univerzity, Slovakia, e-mail: jheckova¿yahoo.com; 2Faculty of Management University of Presov, Slovakia, e-mail: chapcakova¿yahoo.com; 3Faculty of Management, University of Presov, Slovakia, e-mail: ivkasindleryova¿yahoo.com The paper is devoted to justification of legitimacy of creation and application of policy of competitiveness in comparison with industrial policy and taking the real key factors of competitiveness, preferences and instruments of competitiveness policy into account it defines the conceptual basis of policy of competitiveness appropriate to the conditions of the Slovak economics. 	 0.5
 Uvod Problemi konkurentnosti predstavljaju višedimenzionalnu pojavu i naglašavaju značaj mehanizma promocije proizvoda na globalnom tržištu, a u isto vreme ističu i neophodnost unapređenja sfere ponude u ekonomiji Š4Ë. 	 Introduction The problems of competitiveness are a multidimensional phenomenon, highlighting the importance of mechanism of application of a product on global market and, at the same time, the necessity of improvement of offer side of economics Š4Ë. 	 0.5
 Ako konkurentnost definišemo kao sposobnost ekonomije da izveze robe i usluge s ciljem da postigne pozitivan izvozni saldo i istovremeno održi stalni rast dohotka po stanovniku, zadovoljavajuću stopu iskorišćenosti proizvodnih faktora uz istovremeno uvažavanje društvenih ciljeva i ciljeva zaštite životne sredine, ili sposobnost zemlje (ili firmi koje u njoj posluju) da proizvede relativno više bogatstva nego njeni konkurenti na svetskom tržištu, onda će iz ove definicije uvek proisteći isti zaključak Š7Ë. 	 If we define the competitiveness as the ability of economics to export goods and services with the aim to ensure external economic balance at concurrent ensuring of continuous growth of per capita income, sufficient rate of utilization of production factors while respecting social and environmental aims, or the ability of the country (or undertakings operating within) to produce relatively more wealth than competitors on world markets, always the same conclusion will result from these definitions Š7Ë. 	 0.5
 Konkretne zadatke treba postaviti ne samo pred firme koje treba stvore konkurentnu prednost Š2Ë, već i pred aktivnu makro politiku koja kreira makro okruženje i time utiče na rast efektivnosti relevantnih stvarnih izvora konkurentnosti. 	 There is a need to assign a decisive task not only to business undertaking level in generation of competitive advantage Š2Ë, but also to active macro policy in creation of macro-environment stimulating an increase of effectiveness of relevant real sources of competitiveness. 	 0.5
 Ekonomska politika u naprednim privredama prvenstveno se bavi stabilizacijom makroekonomskog razvoja koji je jedan od neophodnih uslova rasta konkurentnosti ekonomije Š8Ë. 	 The economic policy in economically advanced economics focuses predominantly to stabilization of macroeconomic development as one from necessary conditions of growth of competitiveness of economics Š8Ë. 	 0.5
 Druga sfera njenog uticaja obuhvata opštu liberalizaciju kojom je posebno određeno relativno smanjenje troškova kao jedne od preferenci konkurentnosti u uslovima važenja standardnog tržišnog mehanizma. 	 The other sphere of its influence is common liberalization, which determines especially relative reduction of costs as one of the preferences of competitiveness under the conditions of standard acting market mechanism. 	 0.5
 Koncept politike konkurentnosti u ovakvim ekonomijama naglašava potrebu sve veće efikasnosti ponude u novm uslovima globalizacije Š9Ë i korisnost smislenih vizija o efikasnom korišćenju nacionalno orijentisanih izvora Š5Ë. 	 The concept of policy of competitiveness in these economics accents the increasing of efficiency of offer side of economics under new conditions of globalization Š9Ë and usefulness of meaningful visions about efficient utilization of nationally oriented sources Š5Ë. 	 0.5
 Naš cilj u ovom radu jeste da potvrdimo legitimnost kreiranja i primene politike konkurentnosti sa naglaskom na teorijskoj definiciji faktora konkurentnosti, preferenci i stvaranja instrumenata politike konkurentnosti, a takođe, na osnovu datog znanja, da definišemo koncepcijsku osnovu politike konkurentnosti u uslovima slovačke privrede. 	 The aim of the paper is to justify the legitimacy of creation and application of policy of competitiveness with emphasis on theoretical definition of factors of competitiveness, preferences and instrument provision of policy of competitiveness and based on the given knowledge to define the conceptual basis of policy of competitiveness for conditions in the Slovak economics. 	 0.5
 Ovaj rad je rađen u okvi ru VEGA projekta br. 1/0667/08 Finansiranje i podrška razvoju inovacija u malim i srednjim preduzećima u SR i u odabranim zemljama EU. 1. 	 This paper is processed within the framework of project VEGA No. 1/0667/08 Funding and support of innovation development of small- and medium-sized companies in SR and in selected countries of the EU.  1. 	 0.5
 Legitimnost politike konkurentnosti Privrede u tranziciji u Centralnoj i Istočnoj Evropi razvile su koncept industrijske politike sa ciljem da reše problem svoje niske konkurentnosti u odnosu na razvijene zemlje Š7Ë. 	 Legitimacy of policy of competitiveness Transforming economics of Central and East Europe have worked out a concept of industrial policy in the effort to overcome low competitiveness in comparison with advanced countries Š7Ë. 	 0.5
 Koncept industrijske politike razvijen u vreme slabljenja tokova u velikom broju grana industije nije bio samo novi koncept politike konkurentnosti, već i značajno specifikovan tip politike. 	 The concept of industrial policy elaborated in the period of time of decline of conversion of many industrial branches, was not only new concept of policy of competitiveness, but it was significantly specified policy type. 	 0.5
 Industrijska politika u vreme ekonomske reforme odnosila se na principe uslovljenosti strukturnih modifikacija određene delatnosti ili preduzetničke firme, s jedne strane; s druge strane, kao poseban deo ekonomske politike, ona nije bila u dovoljnoj meri povezana sa finansijskom i monetarnom politikom. 	 The industrial policy in transforming economics was drawn on branch or business undertaking principle of determination of structural modifications on one hand, but on the other hand, as a separated part of economic policy it was insufficiently connected with currency and financial policy. 	 0.5
 Ako funkcije ekonomske politike preuzmu različite interesne grupe koje obično predstavljaju kratkoročne parcijalne ciljeve predstavnika glavnih industrijskih grupa, industrijska politika čak i ne bi mogla da bude sastavni deo ekonomske politike. 	 If the functions of economic policy are taken by various special interest group representing usually short-term partial aims of representatives of the major industrial groups, the industrial policy could not even be the real component part of economic policy. 	 0.5
 Ovako shvaćena industrijska politika, kao jedna vrsta specifične politike za određenu industrijsku delatnost, može da dođe u sukob sa principima tržišnog sistema koji funkcioniše u skladu sa politikama širokog opsega i da tako dovede do neoptimalne alokacije resursa sa dugoročne tačke gledišta Š8Ë. 	 The industrial policy interpreted in this way, elaborated as a branch type of specific policies may interfere with the principles of market system acting along with broadly operating policies and thus result in non-optimal allocation of sources from the long-term point of view Š8Ë. 	 0.5
 S druge strane, neuravnoteženost ekonomske politike u vezi sa porastom konkurentnosti privrede pokazuje po svojoj orijentaciji da samo teži obezbeđivanju stabilnog makroekonomskog razvoja kao jednog od preduslova konkurentnosti ekonomije, a da pri tom nema veće ambicije da stimuliše kvalitativne parametre ekonomskog razvoja i veću konkurentnost. 	 On the other hand, an unbalance of economic policy in connection with increase of competitiveness of economics is shown in its orientation only to creation of stable macroeconomic development as one of the conditions of competitiveness of economics without more broadly applied ambition to stimulate qualitative parameters of economic development and improvement of competitiveness. 	 0.5
 Iz svega gorenavedenog sledi da je koncept politike konkurentnosti (dijagram 1) adekvatniji kad se radi o povećanju konkurentnosti privrede u poređenju sa konceptom industrijske politike. 	 It results from abovementioned that the concept of policy of competitiveness (diagram 1) is more adequate at ensuring of the increase of competitiveness of economics in comparison with the concept of industrial policy. 	 0.5
 Dijagram 1. [ema politike konkurentnosti Izvor: 	 Diagram 1. 	 0.5
 Autorov sopstveni dijagram Celovita šema politike konkurentnosti mora da identifikuje, analizira i ukaže na mogući ili potrebni razvoj ključnih faktora i glavnih pokazatelja u privredi kao celini, a da istovremeno definiše skup relevantnih izvora politike konkurentnosti u njihovoj međusobnoj povezanosti. 2. 	 A draft of policy of competitiveness Source: Own diagram Total draft of policy of competitiveness has to identify, analyze and indicate possible or required development of key factors and main indicators of competitiveness in the economy as a whole and at the same time it has to define a setting of relevant sources of policy of competitiveness in mutual interconnection.  2. 	 0.5
 Politika konkurentnosti u uslovima slovačke ekonomije Usavršavanje ekonomskog i političkog pristupa za podršku konkurentnosti slovačke ekonomije zahteva šire razumevanje problema podrške poboljšanju konkurentnosti. 	 Policy of competitiveness under the conditions of the Slovak economics Improvement of economical and political approach for support of competitiveness of the Slovak economics requires broader understanding of the problem of support of competitiveness improvement. 	 0.5
 Neophodno je razumeti problematiku podrške centralnih vlasti sveukopnom rastu ekonomije Š1Ë i na osnovu toga dalje izgraditi međusobne veze različitih politika u okviru makroekonomske politike kao i kros-sekcione politike sa pozicija preferencijala unapređenja konkurentnosti. 	 It is needed to understand the problems of central government support of competitiveness as a support of total increase of economics Š1Ë and based on this, it is necessary to interconnect particular policies within macroeconomic policies, as well as within cross-sectional (specific) policies from the position of preferences of competitiveness improvement. 	 0.5
 U svakom slučaju, postignuća putem granskog pristupa ne omogućava postizanje interakcije agregatnih i unakrsnih/međugranskih i strukturnih aspekata unapređenja konkurentnosti privrede i njenog rasta u celini, posebno u slučaju kada je rezultat ovakve interakcije ograničen bilansom državnog budžeta na nivou određenih stavki. 	 Anyway, an accomplishment through branch approach does not enable needed interaction of aggregate and relevant cross-sectional and structural views on improvement of competitiveness of economics and its improvement as a whole, especially in the case when the result of interaction is limited to the balance of state budget on the level of relevant chapters. 	 0.5
 Stoga je sačinjen Nacrt Nacionalnog strateškog okvira SR kao referentnog dokumenta za stratešku politiku povećanja konkurentnosti privrede koji je Vlada Slovačke Republike usvojila 21. decembra 2006, a Evropska Komisija ga zvanično usvojila 17. avgusta 2007. godine.  Ovim dokumentom omogućeno je povezivanje datih politika i instrumenata uključujući i donošenje zakona o uravnoteženom ekonomskom razvoju (u skladu sa zakonodavstvom EU), s jedne strane, a s druge strane, ovaj dokument predstavlja osnovni strateški dokument SR za pristup sredstvima iz fondova Evropske unije u periodu 2007 2013. 	 By this reason, the National strategic reference framework of SR as a draft document for policy strategy of competitiveness of economics of SR has been worked out, approved by the Government of the Slovak Republic on December 21, 2006 and officially adopted by the European Commission on August 17, 2007, which document enables the interconnection of the given policies and instruments including a creation of balanced economic legislation (in accordance with the EU legislation) on one hand, and on the other hand, it represents the basic strategic document of SR for utilization of means from funds of the European Union in 2007-2013. 	 0.5
 Problemi konkurentnosti ekonomije su u celosti ekonomske prirode, dok je nezamenljivo mesto makro politike rezultat činjenice da je moguće izraziti uporedni nivo konkurentnosti date ekonomije agregatno, razlikom u nivou cena ili Indeksom odstupanja od kursa (ERDI). 	 The problems of competitiveness of economics has alleconomics nature, while an unsubstitutable place of macro policies included within results from the fact that it is possible to express the comparable level of competitiveness of the given economics in an aggregate by the difference of price levels or by Exchange Rate Deviation Index (ERDI). 	 0.5
 Uopšteno, to znači da porast nivoa cena i smanjenje razlika u odnosu na razvijene zemlje dovodi do poboljšanja ekonomskog nivoa zemlje, što dalje dovodi do smanjenja ERDI i istovremeno povećanja konkurentnosti. 	 It applies in general that the increase of price level and the reduction of its difference against advanced economics causes the improvement of economic level of the country what results in ERDI decrease and economics competitiveness improvement at the same time. 	 0.5
 Povećanje nivoa cena da bi se približili nivou cena u razvijenim zemljama obično se vezuje za porast inflacije, što je u domenu tekuće politike. 	 The increase of price level for the interest of its approaching to the price level of advanced countries is usually connected with inflation increase the control of which is the domain of currency policy. 	 0.5
 Približavanje nivoa cena obično se postiže stvarnom apresijacijom valute, t.j., bržim rastom inflacije nego što je stopa devalvacije. 	 The approaching of price levels is usually carried out by real appreciation of currency, i.e. faster increase of inflation than devaluation rate. 	 0.5
 Ipak, problem je u činjenici da stvarna apresijacija novca nekada nije u skladu sa stvarnim rastom privrede. 	 However, the problem consists in the fact that really appreciation of currency may not correspond in general with really improved economics performance. 	 0.5
 Valuta može biti precenjena usled različitih ne-ekonomskih i spekulativnih faktora, što može da dovede do toga da stvarni kurs nije pouzdani pokazatelj monetarne politike. 	 The currency may be overestimated due to various non-economic and speculative factors, what will cause that real effective currency exchange rate are not reliable indicator for currency policy. 	 0.5
 Iz gore-navedenog proizilazi da je potrebno stalno pratiti razvoj stvarnog efektivnog kursa i sve vreme ga porediti sa stvarnim porastom produktivnosti rada, na osnovu pokazatelja nivoa tehnologije, diferencijacije proizvoda, razvoja razmene, itd. 	 It results from the abovementioned that it is needed to monitor continuously the development of real effective exchange rate and confront it with real increase of labour productivity, reported based on indicators characterizing the level of technologies, product differentiation, development of exchange relations, and so on. 	 0.5
 Valutu bi trebalo održavati u tokovima stvarne apresijacije ukoliko je takva apresijacija u skladu sa stvarnim rastom produktivnosti rada. 	 The currency should be retained in a tendency of real appreciation in the case if this appreciation corresponds with real growth of labour productivity. 	 0.5
 Devalvacija novca nije stimulativna za preduzetništvo, stoga ne vodi konkurentnosti u kvalitetu zbog očekivanja da će doći do prekida u trgovini; baš naprotiv, ona usporava reforme, procese inovacija i održavanje politike niskih plata. 	 Devaluation of currency does not stimulate entrepreneurial sphere to a growth of quality competitiveness due to expectation of occurrence of a trade gap, rather on the contrary, it causes to slowing-down of reforms, innovation processes and maintaining on policy of low wages. 	 0.5
 Sa tačke gledišta povećanja konkurentnosti ekonomije, troškovi državnog budžeta i poresko opterećenje preduzetnika polako će opadati u okviru fiskalne politike. 	 From the point of view of improvement of competitiveness of economics, the expenditures of state budget and tax burden of entrepreneurial subjects would be gradually decreasing within the framework of fiscal policy. 	 0.5
 Održavanje deficita državnog budžeta na relativno niskom nivou jednako je značajno, što za posledicu ima niži nivo kamatnih stopa a banke dobiaju širi prostor za odobravanje zajmova preduzetničkom sektoru. 	 The maintaining of a deficit of the state budget on relatively low level is of the same importance, what subsequently results in lower level of interest rates and expanding space for provision of loans to entrepreneurial sector for loan portfolios of commercial banks. 	 0.5
 Primena specifičnih instrumenata za podršku unapređenju konkurentnosti mora da bude unakrsno/međugranski orijentisana, ali da bi bila u skladu sa tržištem, potrebno je da zadovolji određene kriterijume koji zahtevaju da neki segmenti ekonomije budu i horizontalni po svojoj suštini. 	 An application of specific instruments at support of improvement of competitiveness must have cross-sectional nature, but only in accordance with market conformity it is needed the selection criteria of support of certain segments of economics to have also a horizontal nature. 	 0.5
 Kada prioritet proizvodnje postane kvalitet kao jedan od aspekata ekonomskog rasta, a u krajnjem slučaju i ukupnog uspona ekonomije, bilo bi primereno koncentrisati se na one segmente ekonomije koji se odlikuju relativno visokim stepenom dinamike trgovanja na svetskim tržištima (više od 5% godišnje), visokim nivoom obrade (viša stopa dodate vrednosti, relativno viša cena po kilogramu i eksportne cene) i koji će značajno doprineti uspostavljanju bolje ravnoteže u trgovini tako što će proizvesti zamenu za uvoznu robu domaćom i povećati izvoz. 	 Proceeding from the production priority contributing to quality aspects of economic growth, and after all to total gain of economics, it would be appropriate to concentrate to such segments of economics, which have relatively high dynamics of trading on world markets (more than 5% annually), which are characteristic by high level of processing (higher rate of value added, relatively higher price per kilogram and export prices) and which would contribute significantly to improvement of the balance of trade by replacement of import and increase of export. 	 0.5
 Ključno mesto u okviru specifičnih politika podrške poboljšanju konkurentnosti imaće politika podrške kreativnosti, difuziji i konačno primeni tehnologija i inovacija, takozvana tehnološko-inovaciona politika Š3Ë. 	 The key place within specific policies of support of competitiveness improvement would be taken by policy of support of creation, diffusion and subsequent implementation of technologies and innovations, so called technological and innovation policy Š3Ë. 	 0.5
 Nasuprot industrijskoj politici, tehnološko-inovaciona politika se ne koncentriše na podršku ekonomski povoljnijim granama ili sektorima delatnosti, već na umu ima kvalitet i konkurentnost proizvoda i usluga postignutu inovacijama. 	 In contrast to industrial policy, the technological and innovation poli cy does not concentrate on support of economically more favourable structure of branches, or departments, but on quality and products and services competitiveness by innovations. 	 0.5
 Pod uticajem inovacija, posebno onih radikalnih, uspostavlja se čitav niz novih grana delatnosti (informacione tehnologije, biotehnologije, nanotehnologije, itd.). 	 Under the influence of innovation, especially radical ones, a whole series of new branches (information technologies, biotechnologies, nanotechnologies and so on) is establishing. 	 0.5
 Te grane delatnosti koje po konkurentnosti prevazilaze one tradicionalne raspolažu sve većim potencijalom rasta i postaju značajan faktor strukturnih promena i modernizacije ekonomije. 	 The branches which will go beyond traditional branches in their competitiveness are taking the growth potential and become the significant factors of structural changes and modernization of economics. 	 0.5
 Ova tehnološko-inovaciona politika je utoliko neophodnija kako je konkurencija na međunarodnom tržištu sve oštrija, a životni ciklus inovacija sve kraći i potrebe za inovacijama postaju sve veće i hitnije. 	 The existence of technological and innovation policy is more pressing as the competition presses on international market become more intense, a period of time of innovation cycles becomes shorter and demands on timeliness of innovations become higher. 	 0.5
 Tehnološko-inovaciona politika predstavlja sada jedan sveobuhvatni sistem koji će imati dugoročni uticaj na društvo i na njegov budući razvoj, kao i sistemska analiza i ocenjivanje razvoja. 	 Technological and innovation policy represents now the comprehensive system taking long-term of society and impacts on its future development into account, as well as the systematic analysis and development assess ment. 	 0.5
 Ona obuhvata mere za podršku sferi ponude, t.j., prodiranju inovacija na tržište, kao i razvoju pro-inovativnog poslovnog okruženja. 	 It includes the measures supporting the offer side, i.e. penetration of innovation into market, as well as development of pro-innovation business environment. 	 0.5
 Efikasnost tehnološke i inovacione politike kao sredstva za poboljšanje konkurentnosti ekonomije zavisi od izvora, a to su znanje i istraživački potencijal, uključujući kanale za transfer i difuziju tehnološkog progresa s jedne strane, i od instrumenata kojima se stimuliše spremnost i volja poslovne sfere da preuzme povećani rizik koji je povezan sa inovativnom aktivnošću, s druge strane. 	 Efficiency of technological and innovation policy as a mean of improvement of economics competitiveness depends on sources, representing knowledge and research potential, including the channels of transfer and diffusion of technological progress on one hand, and on instruments stimulating the willingness of business sphere to undergo increased risk connected with innovation activities, on the other hand. 	 0.5
 Od jednakog značaja je i da inovacije budu jednako usmerene i prema proizvodima i prema procesima, što određuje i način na koji će se postići konkurentna prednost (kvalitativno novim parametrima korisnosti proizvoda ili racionalizacijom putem nižih troškova proizvodnje koji će uticati na cenu proizvoda). 	 Also balance in orientation of innovations to product- and process ones is of the same importance, what determines the way of achievement of competitive advantage (by qualitatively new utility parameters of products or by rationalization by lower production costs influencing the price of products). 	 0.5
 Struktura tehnološko-inovacione politike prikazana je na dijagramu 2. 	 Diagram 2 shows the structure of technological and innovation policy. 	 0.5
 Izvor: 	 Diagram 2. 	 0.5
 Š6, str. 175Ë U ekonomskim uslovima Republike Slovačke, slično drugim privredama u tranziciji, tehnološko-inovaciona politika nije u potpunosti primenjena. 	 Structure of technological and innovation policy Source: Š6, p. 175Ë Under the conditions of the Slovak economics, similarly as for other transforming economics, technological and innovation policy is not accomplished thoroughly by then. 	 0.5
 Neophodno je identifikovati pravce istraživanja i razvoja u industriji u odgovarajućem programu koji se onda može upotrebiti u diferencijaciji proizvoda i procesa, a u okviru zajedničke tendencije podrške stvaranju, difuziji i primeni tehnologija i inovacija (kako se to i nameće u ekonomski naprednim privredama). 	 It is necessary to identify directions of industrial research and development by a program, which could be used in the process of product differentiation, within a common tendency of support of creation, diffusion and implementation of technologies and innovations (enforcing in economically advanced economics). 	 0.5
 Po našem mišljenju, programski sadržaj istraživanja i razvoja u oblasti industrije odnosiće se u najvećoj meri na tri glavne oblasti Š4Ë, Š8Ë a to su sledeće:  1) Istraživanje i razvoj usmereni na ostvarivanje veće dodate vrednosti Cilj ove grupe istraživanja i razvoja u industriji biće da doprinesu povećanju dodate vrednosti industrijske proizvodnje u SR. 	 According to our opinion, the program contents of industrial research and development would be focused to three main areas Š4Ë, Š8Ë as it follows: 1) Research and development focused to achievement of high value added The aim of the given group of industrial research and development will be to contribute to the increase of value added of industrial production in SR. 	 0.5
 Poželjno bi bilo iskoristiti faktore intenzifikacije kao što su istraživanje i razvoj na dugoročnom planu, tako da deo dodate vrednosti ukupne proizvodnje u prerađivačkoj industriji poraste na 35% do 2020. 	 It is desirable to utilize the intensifying factors including research and development in the long-term horizon, so that the portion of value added on gross production in processing industry to increase by 2020 to the level of 35%. 	 0.5
 godine. 2) Istraživanje i razvoj kojim se obezbeđuje razvoj inovacija u standardu Cilj ove grupe istraživanja i razvoja u industriji biće da obezbedi veću konkurentnost domaće proizvodnje u okviru otvorenog slobodnog tržišta Evropske unije. 	 2) Research and development ensuring standard innovation development The aim of the given group of industrial research and development will be to ensure an increase of competitiveness of domestic production within opened internal market of the European Union. 	 0.5
 Na dugoročnom planu, ono će se ogledati u sve većoj pokrivenosti domaće potrošnje domaćom proizvodnjom, posebno u industriji nameštaja, proizvodnji papira, farmaceutskoj industriji, proizvodnji obuće i tekstilnoj industriji za 15-20%, što znači da bi nivo pokrivenosti proizvodima domaće lake industrije (uključujući i farmaceutsku industriju) dostigao 60-65%. 	 In the long-term horizon, it would be reflected by an increase of coverage of domestic consumption by domestic production, especially in the furniture industry, paper industry, pharmaceutical industry, footwear industry and textile industry by 15-20%, what means that the level of domestic coverage in light industry (including pharmacy) would attain 60-65%. 	 0.5
 Istovremeno, poželjno je da se poveća konkurentnost standardnih proizvoda prerađivačke industrije primenom inovativnih procesa.  To se posebno odnosi na industriju mašina, elektrotehniku i hemijsku industriju, tako da bi se ovaj porast video na dugoročnom planu, sve do potpunog uspostavljanja ravnoteže u spoljnoj trgovini Slovačke. 	 At the same time, it is desirable to increase competitiveness of standard commodities of processing industry by innovation process, especially of machinery industry, electrotechnical industry and chemical industry so that this increase of value could be shown in long-term horizon up to the adjustment of foreign-trade balance of Slovakia. 	 0.5
 3) Istraživanje i razvoj kao podrška rešavanju globalnih problema Cilj ove grupe istraživanja i razvoja u industriji biće da se uključi u rešavanje globalnih problema, posebno u sferi zaštite životne sredine, zdravlja stanovništva i da obezbedi održivi razvoj. 	 3) Research and development supporting global problems handling The aim of this given group of industrial research and development shall be to join to handling of global problems, especially in the sphere of protection of living en vironment, health of population and ensuring of fulfillment of indicators of sustainable development. 	 0.5
 Na dugoročnom planu, ovo znači da će se postepeno povećavati ukupni troškovi za istraživanje i razvoj, tako da bismo dostigli nivo zemalja čija je ekonomija slična našoj. 	 In the long-term horizon, it means to increase total expenditures to research and development gradually, so that we could attain the level of economically comparable countries of the EU. 	 0.5
 Očekuje se da će do 2020. godine pokazatelj ukupnih troškova za istraživanjje i razvoj dostići 1,5% BDP. 	 It is expected that the indicator of total expenditures for research and development could be on the level of 1,5% GDP by 2020. 	 0.5
 Ipak, ovo zahteva da dinamika kojom se povećavaju izdvajanja za istraživanje i razvoj bude veća, posebno kad se radi o preduzetničkoj sferi. 	 However, it requires to increase dynamically the portion of expenditures for research and development especially from the part of entrepreneurial sphere. 	 0.5
 Neodvojivi deo tehnološko-inovacione politike jeste stimulisanje razvoja preduzetničkog okruženja. 	 The indivisible part of technological and innovation policy is a stimulation of development of entrepreneurial environment. 	 0.5
 Preduzetničko okruženje koje stvara okvire za finansijske, poreske, zakonske i druge instrumente kontroleutiče na sferu ponude kao i na sferu potražnje. 	 The entrepreneurial environment creating the framework of financial, tax, legal and other control instruments influences the side of offer as well as the side of demand. 	 0.5
 Ono prvenstveno utiče na ponašanje preduzetnika, njihovu spremnost da podnesu potreban rizik, i na taj način istovremeno određuje prostor za primenu koristi od inovacionih delatnosti. 	 It principally influences the behaviour of entrepreneurs, their willingness to undergo needed risk and thus at the same time determines the space of occasions for utilization of benefits of innovation activities. 	 0.5
 Glavni instrumenti stvaranja povoljnog preduzetničkog okruženja obuhvataju poreske mere, zaštitu patenata i zakonske odredbe koje bi olakšale vršenje svih transakcija vezanih za preduzetničko delovanje. 	 Main instruments of creation of favourable entrepreneurial environment include tax measures, patent protection, and legal regulations facilitating the execution of all the transactions connected with entrepreneurial activity. 	 0.5
 Poslovanje uz primenu inovacija je, govoreći na osnovu iskustava, u najvećoj meri ograničeno neodgovarajućim odredbama, direktivama i nedovoljnom fleksibilnošću zakonskih akata. 	 Innovation business making is, based on experiences, limited mostly by inappropriate regulations, directives and insufficient flexibility of legislation. 	 0.5
 To sprečava da se iskoriste nove mogućnosti naučnog i tehničkog progresa, posebno u prvim fazama razvoja inovacija, kada je neizvesnost prodora na tržišta najveća. 	 It prevents to use new possibilities of scientific and technical progress, especially in the first phases of development of innovation, when the uncertainty of penetration into market is the highest. 	 0.5
 Stvaranje odgovarajućeg poslovnog okruženja zahteva i da vlada primeni svoju funkciju koordinacije. 	 Creation of appropriate business environment requires the application of governmental coordination function. 	 0.5
 Iz gore-navedenog možemo da zaključimo da su tehnološko-inovaciona politika i podrška naučnom i tehničkom progresu efektivne samo ako se zasnivaju na konsenzusu vlade, komercijalne sfere, istraživačkih i obrazovnih institucija, nezavisnih stručnjaka i predstavnika organizacija koje zastupaju zaposlene. 	 It results from abovementioned that technological and innovation policy and support of scientfic and technical progress is effective only if it is based on consensus of government, commercial sphere, research and educational institutions, independent experts and representatives of employees organizations. 	 0.5
 Značajan motivacioni faktor za poslovnu sferu u oblasti postizanja cijeva tehnološko-inovacione politike jeste primena Operativnog programa za konkurentnost i ekonomski rast1 u kome je za ovu oblast izdvojeno 772 miliona evra. 1 Operativni program za konkurentnost i ekonomski rast (OP C&EG) zasniva se na Nacionalnom strateškom okviru SR (NSRF of SR) za 2007-2013, uključujući sve osnovne politike Evropske zajednice za ekonomsku, društvenu i teritorijalnu koheziju (Opšti strateški principi Zajednice za koheziju; Strategija konkurentnosti Slovačke do 2010, Lisabonska strategija za SR i s tim u vezi skup integrisanih principa za period 2005-2008 što je Komisija odobrila za oblast podrške ekonomskom rastu i mogućnostima za rad u Evropi; industrijska i energetska politika EU kao i strategija EU za obezbeđenje održivog razvoja). 	 The important motivation factor for business sphere in the area of fulfillment of aims of technological and innovation policy is to be an application of Operational program Competitiveness and economic growth1, which has earmarked EUR 772 millions for this area.  1 Operational program Competitiveness and economic growth (OP C&EG) is based on the National strategical reference framework of SR (NSRF of SR) for 2007-2013, including all basic policies of the European Community for economic, social and territorial cohesion (Strategic general principles of Community for cohesion; Strategy of competitiveness of Slovakia up to 2010, Lisbon s strategy for SR and connected set of integrated principles for 2005 2008 approved by the Commission in the area of support of economic growth and labour occasions in Europe; industrial and energy policy of the EU as well as the strategy of the EU for provision of sustainable development). 	 0.5
 Prioritetni pravci OP C&ED u čijem je središtu podrška inovacijama i novim tehnologijama jesu da ispune dugoročnu viziju ekonomskog i strateškog razvoja zemlje, što NSRF definiše kao Opštu konvergenciju ekonomije SR prema prosečnim rezultatima EU 15, mereno održivim razvojem. 	 The priority lines of OP C&ED with focus to support of innovations and new technologies are to fulfill long-term vision of economic and strategic development of the country, which NSRF defines as General convergency of economics of SR to the average of the EU 15 by sustainable development. 	 0.5
 Strategija ispunjenja zacrtane vizije proističe iz ovoga, a definiše se kao Značajno poboljšanje konkurentnosti i performansi regiona i slovačke ekonomije u skladu sa održivim razvojem do 2013. godine. 	 The strategy of fulfillment of outlined vision results from this, defined as Considerable improvement of competitiveness and performance of regions and Slovak economics while respecting sustainable development up to 2013. 	 0.5
 OP C&ED razvija specifične prioritete NSRF Podrška konkurentnosti poslovnih preduzeća i usluga posebno putem inovacija po prioritetnom pravcu 1, Inovacije i porast konkurentnosti, prioritetnom pravcu 2, Projektovanje moći i prioritetnom pravcu 3, Turizam koji su klasifikovani unutar hijerarhije NSRF kao posebni prioriteti po strateškom prioritetu 2, Ekonomija znanja. 	 OP C&ED works out the specific priority of NSRF Support of competitiveness of business undertakings and services especially through innovations through priority line 1 Innovation and growth of competitiveness, priority line 2 Power engineering and priority line 3 Tourism, which are classified within NSRF hierarchically as a specific priority under the strategic priority 2.  Knowledge economics. 	 0.5
 Po našem mišljenju, razvijanje tehnološkoh veština treba shvatiti kao institucionalni proces učenja kroz koji moraju da prođu preduzetnici da bi stekli uvid u ponudu koju tehnologija pruža, da bi bili u stanju da je procene, vrednuju, izvrše izbor, primene, prilagode, usavrše i razvijaju nezavisno. 	 In our opinion, developing of technological ability is needed to understand as an institutional process of learning, which must be undergone by entrepreneurial subjects in order to have an overview about the offer of technologies, be able to assess it, evaluate, select, use, adjust, improve and develop it independently. 	 0.5
 Ovaj proces će postepeno voditi kreiranju nacionalnog sistema inovacija, što je u principu dugoročni cilj strategije tehnološkog priključka. 	 This process would lead gradually to creation of national innovation system, what represents, in principle, longterm goal of strategy of technological catching up. 	 0.5
 Podrška ovom procesu zahteva, naravno, čitav splet mera čija je karakteristika obuhvaćena u nacrtu strategije tehnološkog priključka. 	 The support of this process requires, of course, a whole complex of measures the frame characteristic of which is included in the draft strategy of technological catching up. 	 0.5
 Ključni značaj posebno ima razvoj obrazovanja, istraživanja i razvoja kao i difuzija znanja. 	 The key importance belongs especially to development of education, research and development as well as knowledge diffusion. 	 0.5
 Smatramo da je moguće primeniti program podrške primeni strategije i tehnološkog priključka pomoću sledećih specifičnih mera koje su date u tabeli 1.  Mere Oblici realizacije Mere za kreiranje podsticaja u skladu sa tržištem Deregulacija i liberalizacija tržišnog okruženja Primena selektivnog procesa ulaska i izlaska sa tržišta. 	 In our opinion, it is possible to implement the program of support of implementation of strategy, technological catching up by the following specific measures given in Table 1. 	 0.5
 Tabela 1:  Nacrt mera i oblici realizacije strategije tehnološkog priključka Izvor: 	 Table 1: Draft measures and forms of execution of strategy of technological catching up. 	 0.5
 Š3, str.94Ë Na osnovu složenosti nacrta mera vidimo da će primena inovacije pristupa koncepcijskoj bazi tehnološkoinovacione politike predstavljati višedimenzionalan proces.  U tom smislu neophodno je prevrednovati ulogu države na osnovu zaista primenjenih predloga u najuspešnijim ekonomijama Evropske unije s tim što će se posebna pažnja posvetiti pro-inovativnoj adaptaciji funkcija države u uslovima nove tehnologije proizvodnje, razmene i prenošenja informacija. 	 In this relation, it is necessary to reassess the role of state based on really applied proposals in the most successful economics in the European Union with a special attention paid to pro-innovation adaptation of state functions under the conditions of technological manner of production, exchange and information communication. 	 0.5
 Zaključak Koncepcijska osnova politike konkurentnosti orijentisana je prvenstveno prema harmonizaciji konkurentne osnove slovačke ekonomije sa podrškom kompatibilnosti na evropskom tržištu. 	 2.  Conclusion The conceptual basis of competitiveness policy is oriented firstly to harmonization of competitive background of the Slovak economics with conditions for support of compatibility on the European market. 	 0.5
 Dugogodišnji izostanak efektivne politike konkurentnosti i veliki problemi u transformaciji privrede doveli su do značajnog i sve opasnijeg zastoja kako u struktuiranju slovačke privrede, tako i u njenom prilagođavanju inovacijama. 	 Long-term absence of effective policy of competitiveness combined with broader transformation problems has caused considerable and increasingly dangerous gap in structural and innovation adaptation of the Slovak economics and thus a lagging of its competitiveness. 	 0.5
 Ovaj trend se može zaustaviti i usmeriti u suprotnom pravcu samo pod pretpostavkom da odlučujući činioci modernog razvoja, kao što su nauka i istraživanje, učenje i kreativnost ljudskog faktora, i naravno dobra infrastruktura za difuziju pronalazaka i inovacija postanu centar naše pažnje i središnja tačka politike konkurentnosti, umesto da kao dosad ostanu po strani. 	 This trend can be reversible only under the assumption that determining factors of modern development such as science and research, learning and creative productivity of human factor, as well as effective infrastructure for diffusion of inventions and innovations will move from a periphery into the center of attention and become a centre of policy of competitiveness. 	 0.5
 Specifični ciljevi, sadržaj i instrumentarijum ove politike treba istovremeno da svesno i zrelo prepoznaju i angažuju stvarnu snagu, strategiju i specifične delatnosti odlučujućih činilaca u procesu globalizacije, posebno transnacionalnih korporacija. 	 Its specific aims, content and instrumentary have, at the same time, be responsive sensitively and soberly to real power, strategy and specific activities of determining subjects in the process of globalization, especially of transnational corporations. 	 0.5
 Drugim rečima, karakteristike globalizacije i integracije moraju da postanu deo koncepcijske osnove politike konkurentnosti SR, u skladu sa uslovima 21. veka. 	 In other words, globalization and integration dimensions are to be incorporated into conceptual basis of policy of competitiveness of SR, appropriate to conditions of the 21st century. 	 0.5
 Mi ovde prepoznajemo sledeće odrednice: í stalno razvijanje i širenje ekonomske osnove svesnim usklađivanjem transfera znanja iz inostranstva i opšteprihvaćenim razvojem nauke, istraživanja i razvoja u Slovačkoj, í stalno podsticanjeo i razvijanjeo učenja među stanovništvom, u skladu sa dinamikom novih tehnologija u proizvodnji, razmeni i prenošenju informacija, í sistematska izgradnja tehnološke i informacione infrastrukture i podrška difuziji novih znanja i inovacija kako iz domaćih, tako i iz inostranih izvora, í Primena ekonomske politike kojom se podržava stvaranje neophodnog prostora za stalno unapređenje ekonomske strukture novim elementima, a putem njenih instrumenata zasnovanih na primeni inovacija i otvaranje novih kompanija orijentisanih na inovacije, í Sistematsko ispitivanje mogućih budućih tokova putem vizija, prognoza, strategija i interesnih grupa predstavnika nauke i istraživanja, poslovne sfere, zaposlenih, regionalnih samouprava koji će raditi zajedno s vladom što je neophodna pretpostavka objektivizacije razvojnih ciljeva, kao i harmonizacija interesa i motivisanosti subjekata koji učestvuju u njihovoj primeni. 	 Thus, the following can be considered to be its determinants: í continuous developing and expanding of investment background of economics based on purposeful combination of transfer of knowledge from abroad and universally supported development of science, research and development in Slovakia, í permanent development of learning of population reflecting the dynamic needs of new technological manner of production, exchange and information communication, í systematic building of technological and information infrastructure enabling and supporting the diffusion of new knowledge and innovations from domestic and foreign sources, í implementation of economic policy which supports the creation of necessary space for continuous enhancement of economics structure by new elements through its instruments based on implementation of innovations and establishing of new, innovations-oriented companies, í systematic survey of possible futures in the form of visions, prognoses, strategies, plans and programs enabling to identify possible trends of varying reality in due time and to response to them in a certain advance, í application of principle of participation based in which all the relevant structures and interest groups representatives of science and research, business sphere, employees, regional self-government participate along with government as necessary assumption of objectification of development goals, as well as of harmonization of interests and motivation of the subjects participating in their implementation. 	 0.5
 BIBLIOGRAFIJA Š1Ë BOBÁKOVÁ, V. 2001. 	 BIBLIOGRAPHY Š1Ë BOBÁKOVÁ, V. 2001. 	 0.5
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 Improving the Effectiveness of Public Support Mechanism for Private Sector Research and Development. 	 Raising EU R&D Intensity: Improving the Effectiveness of Public Support Mechanism for Private Sector Research and Development. 	 0.5
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 Súčasný stav slovenského priemyslu a perspektívy jeho alšieho rozvoja. 	 Prešov: Fakulta manažmentu Prešovskej univerzity v Prešove, 2008, 162 s. 	 0.5
 Teoretické východiská problematiky konkurenčnej schopnosti ekonomiky. 	 Prešov: Prešovská univerzita v Prešove, 2008, s. 	 0.5
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 Kotulič, R.). 	 Inovácie a konkurenčná schopnos?. 	 0.5
 Inovácie a konkurenčná schopnos. 	 Bratislava: Ekonomický ústav SAV, 2006. 	 0.5
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 005.336.1:378 ; 005.311.12:519.8 Violeta Cvetkoska1 1Ekonomski fakultet - Skopje, vcvetkoska¿eccf.ukim.edu.mkh XII Internacionalni simpozijum SymOrg 2010, 09.12, jun 2010, Zlatibor, Srbija Analiza omeđenih podataka (DEA-Data Envelopment Analysis) predstavlja relativno nov neparametarski pristup u vrednovanju učinka složenih celina koje se zovu jedinice odlučivanja (DMUs Decision Making Units) koje pretvaraju višestruke inpute u višestruke autpute. 	 Zlatibor, Serbia Data Envelopment Analysis (DEA) is a relatively new nonparametric approach for evaluating the performance of complex entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs. 	 0.5
 Za relativno kratko vreme, DEA je prerasla u moćan kvantitativni, analitički instrument za merenje efikasnosti jedinica za odlučivanje. 	 In a relatively short period of time Data Envelopment Analysis (DEA) has grown into a powerful, quantitative, analytical tool for measuring efficiency of decision making units. 	 0.5
 DEA se uspešno primenjuje u mnogim oblastima širom sveta. 	 DEA has been successfully applied in many different fields in worldwide. 	 0.5
 U ovom radu predstavljamo DEA i opisujemo primenu ove analize u obrazovanju. 1. 	 This paper provides introduction to DEA and describes the application of Data Envelopment Analysis in education.  1. 	 0.5
 Uvod Analiza omeđenih podataka (DEA) predstavlja relativno nov matematički pristup orijentisan na podatke koji se primenjuje u vrednovanju učinka nekog skupa ravnopravnih tela koja se zovu jedinice odlučivanja (DMU), a koje pretvaraju višestruke inpute u višestruke autpute. 	 Introduction Data Envelopment Analysis (DEA) is a relatively new data oriented mathematical approach for evaluating the performance of a set of peer entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs. 	 0.5
 Za kratko vreme otkad je ova analiza prvi put primenjena 1978. godine, istraživači u velikom broju oblasti su zaključili da DEA predstavlja izvanrednu i lako primenljivu metodologiju za modelovanje operacionih procesa za vrednovanje učinka. 	 Since DEA was first introduced in 1978, researches in a number of fields have in a short period of time recognized that DEA is an excellent and easily used methodology for modeling operational processes for performance evaluations. 	 0.5
 U Š31Ë predstavljeni su pregled i analiza naučne literature o DEA tokom trideset godina, sve do 2007. godine. 	 In Š31Ë is given survey and analysis of the 30 years of scholarly literature in DEA up to the year 2007. 	 0.5
 Ovaj rad sastoji se od 8 delova, a ovo je prvi. 	 This paper is in 8 parts of which this is the first. 	 0.5
 Analiza omeđenih podataka (DEA) je kao instrument za određivanje relativne efikasnosti predstavljena u poglavlju 2. 	 Data Envelopment Analysis (DEA) as a tool for determining the relative efficiency is presented in Section 2. 	 0.5
 Poglavlje 3 sadrži kratak pregled istorije DEA. 	 The history of DEA has been mentioned briefly in Section 3. 	 0.5
 Metodologija DEA opisana je u poglavlju 4. 	 DEA methodology is described in Section 4. 	 0.5
 Prednosti i ograničenja DEA opisani su u poglavlju 5. 	 Strenghts and limitations of DEA are presented in Section 5. 	 0.5
 Pregled literature o primeni DEA u obrazovanju prikazan je u 6. poglavlju, a 7. poglavlje donosi zaključke. 	 Literature search for application of DEA in education is overviewed in Section 6, while conclusions are given in Section 6. 	 0.5
 U poslednjem poglavlju navedena je literatura. 2. 	 Bbibliography citations are presented in the final section.  2. 	 0.5
 Efikasnost i analiza omeđenih podataka Fried, H. O., Lovell, C.A.K., i Schmidt, S.S., u Š34Ë navode dva razloga za postojanje interesa za merenje efikasnosti. 	 Efficiency and data envelopment analysis Fried, H. O., Lovell, C.A.K., and Schmidt, S.S., in Š34Ë explain that the interest in measuring efficiency has two reasons. 	 0.5
 Prvo, to su pokazatelji uspešnosti, mere učinka kojima se ocenjuju proizvodne jedinice. 	 First of all, they are success indicators, performance measures, by which production units are evaluated. 	 0.5
 Drugo, hipotezu o izvorima efikasnosti ili diferencijalima produktivnosti moguće je proveriti samo merenjem efikasnosti i produktivnosti i odvajanjem njihovih efekata of efekata proizvodnog okruženja. 	 Second, only by measuring efficiency and productivity, and separating their effects from the effects of the production environment can we explore hypotheses concerning the sources of efficiency or productivity differentials. 	 0.5
 Identifikovanje izvora značajno je za uspostavljanje mera javne i privatne politike u svrhu poboljšanja učinka. 	 Identification of sources is essential to the institution of public and private policies designed to improve performance. 	 0.5
 Efikasnost produktivnosti ima dve komponente. 	 Productivity efficiency has two components. 	 0.5
 Čisto tehnička, ili fizička, komponenta odnosi se na sposobnost da se izbegne stvaranje otpada tako što ćemo ostvariti onoliko autputa koliko dozvoljavaju upotrebljeni inputi, ili korišćenjem što manje količine inputa da dobijemo zadovoljavajući autput. 	 The purely technical, or physical, component refers to the ability to avoid waste by producing as much output as input usage allows, or by using as little input as output production allows. 	 0.5
 Stoga analiza tehničke efikasnosti može biti orijentisana na povećanje autputa ili na uštedu inputa. 	 Thus the analysis of technical efficiency can have an output augmenting orientation or an inputconserving orientation. 	 0.5
 Komponenta usmeravanja sredstava, t.j., cene odnosi se na sposobnost kombinovanja inputa i autputa u optimalnim proporcijama, a u svetlu važećih cena. 	 The allocative, or price component refers to the ability to combine inputs and outputs in optimal proportions in light of prevailling prices. 	 0.5
 Koopmans je u Š48, str.60Ë ponudio formalnu definiciju tehničke efikasnosti: proizvođač je tehnički efikasan ukoliko porast bilo kog autputa zahteva smanjenje bar jednog drugog autputa ili povećanje bar jednog inputa, i ukoliko smanjenje bilo kog inputa zahteva povećanje bar jednog drugog inputa ili smanjenje bar jednog autputa. 	 Koopmans in Š48, p.60Ë provided a formal definition of technical efficiency: a producer is technically efficient if an increase in any output requires a reduction in at least one other output or an increase in at least one input, and if reduction in any input requires an increase in at least one other input or a reductionin at least one output. 	 0.5
 Prema ovoj definiciji, tehnički neefikasan proizvođač može da proizvede iste autpute uz bar jedan input manje, ili može da upotrebi iste inpute da proizvede više of jednog autputa. 	 Thus a technically inefficient producer could produce the same outputs with less of at least one input, or could use the same inputs to produce more of at least one output. 	 0.5
 Debreu u Š29Ë i Farrell u Š33Ë uvode meru tehničke efikasnosti. 	 Debreu in Š29Ë and Farrell in Š33Ë introduced a measure of technical efficienncy. 	 0.5
 Oni meru definišu kao jedan minus maksimalno jednakoproporcionalno smanjenje svih inputa koje još uvek omogućava da se proizvodnja datih autputa nastavi. 	 Their measure is defined as one minus the maximum equiproportionate reduction in all inputs that still allows continued production of given outputs. 	 0.5
 Ako rezultat pokazuje usaglašenost, onda tehnička efikasnost postoji zato što nikakvo smanjenje jednakoproporcionalnog inputa nije moguće, a ako rezultat pokazuje manje od usaglašenosti, onda je tehnička neefikasnost veoma ozbiljna. 	 A score of unity indicates technical efficiency because no equiproportionate input reduction is feasible, and a score less than unity indicates the severity of technical inefficiency. 	 0.5
 Na osnovu radova koje su ponudili Dantzig Š27Ë i Farrell Š33Ë, Charnes, Cooper i Rhodes Š16Ë su razvili tehniku matematičkog programiranja, analizu omeđenih podataka (DEA). 	 Following work by Dantzig Š27Ë and Farrell Š33Ë, Charnes, Cooper, and Rhodes Š16Ë developed mathematical programming technique, Data Envelopment Analysis (DEA). 	 0.5
 DEA predstavlja neparametarsku linearnu tehniku programiranja kojom se izračunava komparativni odnos autputa prema inputima za svaku jedinicu (celinu), koja se izražava kao rezultat relativne efikasnosti. 	 DEA is a non-parametric linear programming technique that computes a comparative ratio of outputs to inputs for each unit, which is reported as the relative efficiency score. 	 0.5
 Rezultat efikasnosti obično se izražava ili brojem od 0-1 ili od 0-100%. 	 The efficiency score is usually expressed as either a number between 0-1 or 0-100%. 	 0.5
 Efikasnost 100% postiže se za svaku jedinicu odlučivanja (DMU) samo kada: (a) Ni jedan od njenih autputa ne može da se poveća a da se ili ne poveća jedan ili više njenih inputa ili ne smanje neki njeni drugi autputi (b) Ni jedan od njenih inputa ne može da se smanji a da se ili ne smanje neki njeni autputi ne povećaju neki njeni drugi inputi. 	 100% efficiency is attained for any Decision Making Unit (DMU) only when: (a) None of its outputs can be increased without either increasing one or more of its inputs or decreasing some of its other outputs (b) None of its inputs can be decreased without either Decreasing some of its outputs or Increasing some of its other inputs. sufficiently large that issues of degrees of freedom, etc., were not a serious problem despite the numerous input and output variables used in the study. 	 0.5
 Jedinica odlučivanja (DMU) čiji je rezultat manji od 100% smatra se neefikasnom u odnosu na druge jedinice. 	 Nevertheless, unsatisfactory and even absurd results were secured from all of the statistical-econometric approaches that were tried.  While trying to respond to this situation, Rhodes called Coopers attention to Farrells seminal article, Š33Ë. Charnes, Cooper and Rhodes extended Farrells work and succeeded in establishing DEA as a basis for efficiency analysis. 	 0.5
 Thanassoulis, E., u Š63Ë ističe da DEA predstavlja jedan od metoda merenja učinka koji podržava tip informacije kao što je: identifikovanje dobre operativne prakse za do stavljanje podataka; dimenzija najproduktivnije operativne skale; obima za uštedu efikasnosti u korišćenju resursa i/ili za povećanje autputa; najprikladnije ugledne modele operativnih jedinica na koje neka neefikasna jedinica može da se ugleda kako bi poboljšala svoj učinak; marginalne stope supstitucije između faktora proizvodnje; i promene u produktivnosti tokom vremena u svakoj operativnoj jedinici i u najefikasnijoj operativnoj jedinici u svakomtrenutku u vremenu. 3. 	 A decision-making unit (DMU) with a score less than 100% is deemed inefficient relative to other units.  A brief history of DEA can be found in Š21Ë. Thanassoulis, E., in Š63Ë points out that DEA is one of the methods of performance measurement which support type of information such as: identification of good operating practices for dis semination; most productive operating scale sizes; the scope for efficiency savings in resource use and/or for output augmentation; most suitable role model operating units an ineffi cient unit may emulate to improve its performance; the marginal rates of substitution between the fac tors of production and; Productivity change over time by each operating unit and by the most efficient of the operating units at each point in time.  3. 	 0.5
 Analiza omeđenih podataka Istorijski razvoj Termin jedinica odlučivanja (DMU) prvi put je upotrebljen u CCR modelu koji su predložili Charnes, Cooper i Rhodes Š16Ë. 	 Data envelopment analysis History The term Decision Making Unit (DMU) was used for the first time in the CCR model proposed in Charnes, Cooper and Rhodes Š16Ë. 	 0.5
 Termin DEA (analiza omeđenih podataka) uveden je u njihovom radu Š18Ë, zatim ga navodi Rhodes Š58Ë, a pojavljuje se i u narednom radu koji su objavili Charnes, Cooper i Rhodes Š19Ë. 	 The term DEA (Data Envelopment Analysis) was introduced in their report Š18Ë, Rhodes Š58Ë and appeared in Charnes, Cooper and Rhodes subsequent paper Š19Ë. 	 0.5
 U svojoj početnoj studiji Charnes, Cooper i Rhodes Š16Ë opisali su DEA kao matematički model programiranja primenjen na podatke dobijene posmatranjem, koji predstavlja novi način prikupljanja empirijskih procena odnosa kao što su funkcije proizvodnje i/ili mogućnosti efikasne proizvodnje koji predstavljaju temelj moderne ekonomije. 	 In their originating study, Charnes, Cooper and Rhodes Š16Ë described DEA as a mathematical programming model applied to observational data ŠthatË provides a new way of obtaining empirical estimates of relations such as the production functions and/or efficient production possibility surfaces that are cornerstones of modern economics. 	 0.5
 DEA je nastala iz pokušaja da se vrednuju rezultati jednog projekta sa početka 1970ih godina pod nazivom Program Follow Through (celoviti program) veoma obiman pokušaj američke Službe (sada Ministarstva) za obrazovanje da primeni principe statističkog projektovanja na eksperimente u jednom broju sličnih škola u studiji koja je obuhvatila celu naciju. 	 DEA originated from efforts to evaluate results from an early 1970 project called Program Follow Through a huge attempt by the U.S. Office (now Department) of Education to apply principles from the statistical design to experiments to a set of matched schools in a nationwide study. 	 0.5
 Dok su pokušavali da nađu odgovor na ovakvu situaciju, Rhodes je skrenuo Cooperu pažnju na veoma dobar članak Š33Ë čiji je autor bio Farrell. 	 The purpose of the study was to evaluate educational programs designed to aid disadvantaged students in U.S. public schools. 	 0.5
 Kratka istorija DEA može se ppogledati u Š21Ë. 4. 	 The data base was 4. 	 0.5
 Metodologija DEA Analiza omeđenih podataka procenjuje višečlanu (piece-wise) funkciju proizvodnje u odnosu na koju se može meriti efikasnost bilo koje firme ili jedinice odlučivanja (DMU). 	 DEA methodology Data Envelopment Analysis estimates a piece-wise linear production function relative to which the efficiency of each firm or decision-making unit (DMU) can be measured. 	 0.5
 Najjednostavnija varijanta DEA je stalno vraćanje na skalarni model u kome n jedinica odlučivanja proizvodi s tipova jasno određenih autputa primenom m jasno određenih inputa. 	 The simplest variant of DEA is a constant returns to scale model in which n decision making units produce s distinct output types using m distinct inputs. 	 0.5
 Količine autputa i inputa koje proizvodi odnosno koristi k-ta jedinica odlučivanja izražene su Yrk, r=1,…,s i Xik, i= 1,….,m. 	 The quantities of outputs and inputs which the kth decision-making unit produces and consumes respectively are denoted by Yrk, r=1,…,s and Xik, i= 1,….,m. 	 0.5
 Onda k-ta jedinica odlučivanja određuje svoj vektor inputnih vrednosti vik, i=1,…,m, i vrednosti autputa urk, r=1,…,s, sa ciljem da maksimizuje vrednost svog zbira autputa koji zavisi od nekoliko ograničenja. 	 The kth decision making unit then chooses its vector of input weights, vik, i=1,…,m, and output weights, urk, r=1,…,s, with the aim of maximizing its weighted sum of outputs subject to a number of constraints. 	 0.5
 Ova ograničenja su sledeća: (i) izabrane vrednosti su takve da, kada se primene na vektore inputa i autputa bilo koje jedinice odlučivanja, (ii) odnos vrednosti autputa prema vrednosti inputa ne treba da pređe jediničnu vrednost; (iii) vrednosna suma inputa treba da bude ne-negativna; i (iv) vrednost pripisana svakom posebnom inputu treba da bude ne-negativna. 	 These are that: (i) the chosen weights are such that, when applied to the output and input vectors of any decision-making unit, the ratio of weighted output to weighted input should not exceed unity, (ii), the weighted sum of inputs should be non-negative, and (iv) the weight attached to each input should be non-negative. 	 0.5
 Sada imamo relativno jednostavan zadatak linearnog programiranja. 	 Now this is a fairly simple linear programming problem. 	 0.5
 Potpuna specifikacija DEA obuhvata istovremeno rešenje za n takvih programa po jedno za svaku odluku koji čine tu jedinicu (celinu). 	 The complete specification of a DEA involves the simultaneous solution of n such programmes one for each decision making unit. 	 0.5
 Gorenavedeni stavovi mogu se predstaviti nizom zadataka linearnog programiranja. 	 The above arguments may be represented by a suite of linear programming problems. 	 0.5
 Ona mora da iznosi između nule i jedan; ako hk = 1, onda je k tehnički efikasna i nalazi se na granici efikasnosti. 	 It must lie between zero and one; if hk=1, then k i tecnically efficient and lies on the efficiency frontier. 	 0.5
 Kako je gore već navedeno, zadatak DEA jeste da maksimizuje autput. 	 As specified above, the DEA problem is one of output maximisation. 	 0.5
 Odgovarajući zadatak minimiziranja može se postaviti analognim načinom. hoplovstvo SAD, sektori za procenu i banke. 	 The corresponding input minimisation problem can be constructed by analogous means. 	 0.5
 Prednosti i ograničenja DEA DEA ima nekoliko karakteristika koje je čine moćnim instrumentom:  U Š44Ë dat je jednostavan primer pet univerziteta (A, B, C, D, E) koji proizvode dva autputa, y1 (na primer, broj svršenih studenata koji su stekli vredne diplome) i y2 (na primer, broj svršenih studenata koji stupaju u radni odnos) a koriste input x (na primer, broj nesvršenih studenata). 	 In Š44Ë is given a simple example of five universities (A, B, C, D, E) producing two outputs, y1 (for example, the number of graduates achieving good degrees) and y2 (for example, the number of graduates going into employment) using the input x (for example, the number of undergraduates). 	 0.5
 Na slici 1 prikazan je odnos autputa y1 i x prema odnosu y2 i x i višečlana linearna granična linija koja povezuje univerzitete A, B, C i D predstavlja granicu proizvodnje. 	 Fig. 1 plots the ratio of output y1 to x against the ratio of output y2 to x, and the piecewise linear boundary which joins up universities A, B, C and D is the production frontier. 	 0.5
 Sve DMU na toj granici su efikasne pošto ni jedna ne može da proizvede veći broj oba autputa (po datom nivou inputa) nego neka druga jedinica na granici. 	 All DMUs on the frontier are efficient since none can produce more of both outputs (for a given input level) than any other unit on the frontier. 	 0.5
 Nasuprot tome, univerzitet E koji se nalazi unutar granice je neefikasan i odnos OE/OE meri efikasnost univerziteta E u odnosu na druge DMU u skupu podataka. 	 In contrast, university E, which lies inside the frontier, is inefficient, and the ratio OE/OE measures university Es efficiency relative to the other DMUs in the data set. 	 0.5
 Slika 1. 	 Fig.1. 	 0.5
 Dijagramski prikaz DEA orijentisane na autput Pretpostavka CRS može da se ublaži i model DEA se lako može modifikovati tako da obuhvati različite povraćaje na merilo/skalu (VRS), videti Banker, Charnes & Cooper Š7Ë. 	 Diagrammatic representation of an output oriented DEA The CRS assumption can be relaxed and the DEA model can be easily modified to incorporate variable returns to scale (VRS), see Banker, Charnes, & Cooper Š7Ë. 	 0.5
 Izbor orijentacije ne utiče na efikasnost po CRS, ali ima uticaja pod pretpostavkom VRS, videti Coelli, Rao & Battese Š24Ë, mada je dokazano da je u mnogim slučajevima taj uticaj slab, videti Coelli & Perelman Š23Ë. 	 While choice of orientation does not affect efficiencies under CRS, it does under the assumption of VRS, see Coelli, Rao, & Battese Š24Ë, although it has been shown only to have a slight influence in many cases, see Coelli & Perelman Š23Ë. Basic DEA models and extensions to DEA models can be found in Š15Ë, Š22Ë, Š25Ë, Š26Ë. DEA was initially been used to investigate the relative efficiency of not-for-profit organizations, only to quickly spread to profit-making organizations. 	 0.5
 Osnovni modeli DEA i razrade DEA modela mogu se naći kod Š15Ë, Š22Ë, Š25Ë, Š26Ë. 	 DEA has been successfully applied in such diverse settings as schools, hospitals, courts, the US Air Force, rate departments and banks. 	 0.5
 U početku je DEA služila za ispitivanje relativne efikasnosti neprofitnih organizacija, ali se njena primena vrlo brzo proširila i na profitne organizacije. 	 Charnes et al. Š15Ë have compiled an extensive discussion of efficiency models across a variety of industries. 	 0.5
 DEA se uspešno primenjuje čitavom spektru međusobno različitih oblasti kao što su škole, bolnice, sudovi, vazdu Zasnovana je na pristupu pomoću funkcije distance i stoga može da se primeni u situacijama višestrukih autputa i višestrukih inputa; Ne zavisi od pretpostavke funkcionalne forme koja dovodi u odnos inpute i autpute; DMU se neposredno porede sa ravnopravnom jedinicom ili kombinacijom jednakih jedinica; Inputi i autputi mogu da se nalaze u veoma različitim jedinicama. 	 5.  Strenghts and limitations of DEA A few of the characteristics that make DEA a powerful tool are: It is based on a distance function approach and hence can handle multiple outputs and multiple inputs; It doesnt require an assumption of a functional form relating inputs to outputs.  DMUs are directly compared against a peer or combination of peers.  Inputs and outputs can have very different units. 	 0.5
 Na primer, X1 može da se nalazi u jedinicama broja spasenih života, a X2 može da bude deo jedinice dolara, a da među njima ne postoji neki a priori sukob. 	 For example X1 could be in units of lives saved and X2 could be in units of dollars without requiring an a priori trade off between the two. 	 0.5
 Iste one karakteristike koje DEA čine moćnim instrumentom mogu i da izazovu probleme. 	 The same characteristics that make DEA a powerful tool can also create problems. 	 0.5
 Kada odlučuje da li da primeni DEA ili ne, analitičar treba uvek da ima na umu ova ograničenja. 	 An analyst should keep these limitations in mind when choosing whether or not to use DEA. 	 0.5
 Pošto DEA predstavlja tehniku ekstremnih tača ka, bilo kakva perturbacija (čak i simetrična sa nultom srednjom vrednošću), kao što je greška u merenju, može da izazove značajne probleme. 	 Since DEA is an extreme point technique, noise (even symmetrical noise with zero mean) such as measurement error can cause significant problems. 	 0.5
 DEA je dobra za procenu relativne efikasnosti DMU, ali se veoma sporo naginje prema apsolutnoj efikasnosti. 	 DEA is a good at estimating relative efficiency of a DMU but it converges very slowly to absolute efficiency. 	 0.5
 Drugim rečima, ona može da nam kaže koliko smo uspešni u odnosu na sebi ravne, ali ne i koliko smo uspešni u odnosu na teorijski maksimum. 	 In other words, it can tell you how well you are doing compared to your peers but not compared to e theoretical maximum. 	 0.5
 Pošto je DEA neparametarska tehnika, testiranje statističke hipoteze je teško i ovi testovi su još uvek u fazi istraživanja; Pošto standardna formulacija DEA stvara pose ban linearni program za svaku DMU, mogu se javiti veliki problemi u izračunavanju. 6. 	 Since DEA is a nonparametric technique, statistical hypothesis tests are difficult and are the focus of ongoing research.  Since a standard formulation of DEA creates a separate linear program for each DMU, large problems can be computationally intensive.  6. 	 0.5
 Primena DEA u obrazovanju pregled literature Ekonomisti obično posmatraju rezultate obrazovanja kao mnoštvo školskih inputa, u koje ubrajaju troškove škole, odnos broja učenika i nastavnika, iskustvo nastavnika, prethodno znanje učenika, pritiske vršnjačkih grupa i porodičnu situaciju, videti Hanushek Š38, 39Ë. 	 Applications of DEA in education literature search Economists typically view educational outcomes as a function of a variety of school inputs, including school expenditures, pupil/teacher ratios, teacher experience, the prior attainment of pupils, peer group pressures and family background, see Hanushek Š38, 39Ë. 	 0.5
 Istraživanje uzročno-posledičnih veza između školskih inputa i obrazovnih autputa nije donelo značajne rezultate. 	 There has been limited success in finding a causal link between school inputs and educational outcomes. 	 0.5
 U ranim radovima na temu funkcije proizvodnje u oblasti obrazovanja došlo se do zaključka da postoje drastične razlike između nastavnika i škola kad je reč o efektivnosti, ali da ne postoji snažan niti sistematičan odnos između troškova škole i uspešnosti studenata, videti Hanushek Š39Ë. 	 Early work on the education production function concluded that teachers and schools differ dramatically in their effectiveness but that there is no strong or systematic relationship between school expenditures and student performance, see Hanushek Š39Ë. 	 0.5
 Za primenu DEA u kontekstu vrednovanja nastavnika (onih koji pružaju obrazovanje) u oblasti osnovno-školskog i srednje-školskog obrazovanja videti kod Bessent i Bessent Š11Ë, Bessent i dr. Š10Ë, Bradley i dr. Š12Ë, Chalos i Cherian Š14Ë, Davutyan i dr. Š28Ë, Fare i dr. Š32Ë, Ganley i Cubbin Š36Ë, Jesson i dr. Š40Ë, Lovell i dr. Š50Ë, Kirjavainen i Loikkanen Š46Ë, Mancebon i Mar Molinero Š52Ë, Mayston i Jesson Š53Ë, Norman i Stoker Š55Ë, Ray Š57Ë, Smith i Mayston Š61Ë i Thanassoulis i Dunstan Š62Ë.  Steve Bradley, Geraint Johnes i Jim Millington u Š12Ë izračunavaju tehničku efikasnost na osnovu višestrukih inputa uspešnost na školskim ispitima i stope prisustvovanja nastavi u svim srednjim školama u Engleskoj u periodu od 1993-1998. godine. 	 For application of DEA in the context of the evaluation of education providers in the primary and secondary sectors see Bessent and Bessent Š11Ë, Bessent et al. Š10Ë, Bradley et al. Š12Ë, Chalos and Cherian Š14Ë, Davutyan et al. Š28Ë, Fare et al. Š32Ë, Ganley and Cubbin Š36Ë, Jesson et al. Š40Ë, Lovell et al. Š50Ë, Kirjavainen and Loikkanen Š46Ë, Mancebon and Mar Molinero Š52Ë, Mayston and Jesson Š53Ë, Norman and Stoker Š55Ë, Ray Š57Ë, Smith and Mayston Š61Ë and Thanassoulis and Dunstan Š62Ë. Steve Bradley, Geraint Johnes and Jim Millington in Š12Ë calculate the technical efficiencies, based upon multiple outputs school exam performance and attendance rates of all secondary schools in England over the period 1993-1998. 	 0.5
 Oni su procenjivali modele za ispitivanje determinanti efikasnosti u jednoj posebnoj godini i determinante promene efikasnosti tokom celog posmatranog perioda. 	 They estimate models to examine the determinants of efficiency in a particular year, and the determinants of the change in efficiency over the period. 	 0.5
 Rezultati do kojih su došli pokazali su da što je veća konkurencija između škola, utoliko su one efikasnije. 	 Their results suggest that the greater the degree of competition between schools the more efficient they are. 	 0.5
 Kvalitet efekata je takođe porastao tokom ovog perioda, što je u skladu sa razvojem kvazi-tržišta u srednjem obrazovanju. 	 The strength of the effect has also increased over time which is consistent with the evolution of the quasi-market in secondary education. 	 0.5
 Takođe su zaključili da konkurencija predstavlja veoma značajnu determinantu promena tokom vremena. 	 Competition is also found to be an important determinant of the change in efficiency over time. 	 0.5
 Nurhan Davutyan, Mert Demir i Sezgin Polat su u Š28Ë za evaluaciju efikasnosti sistema koristili DEA i ekonometrijske metode. 	 Nurhan Davutyan, Mert Demir and Sezgin Polat in Š28Ë used Data Envelopment Analysis and econometric methods to evaluate the systems efficiency. 	 0.5
 Oni identifikuju disekonomije obima i dovode ih u vezu sa strukturnim karakteristikama koje se nalaze u osnovi sistema. 	 They identify scale diseconomies and relate them to underlying structural characteristics of the system. 	 0.5
 Takođe nude odgovarajuće predloge za poboljšanje učinka i naglašavaju ulogu heterogenosti i centralizacije. 	 Selected suggestions on improving performance are offered.  The roles of heterogeneity and centralization are also highlighted. 	 0.5
 Heterogenost shvataju kao neželjenu dimenziju. 	 Heterogeneity is modeled as an undesirable measure. 	 0.5
 Zaključuju da je veza između pokazatelja centralizacije i disekonomija obima statistički značajna. 	 The linkage between indicators of centralization and scale diseconomies was found to be statistically significant. 	 0.5
 Autori veruju da je ovo prva studija u kojoj se istražuje uticaj sistemskih karakteristika kao što je heterogenost i centralizovana struktura na ishode obrazovanja u Turskoj. 	 The authors believe this to be the first study that investigates the impact of systemic characteristics such as heterogeneity and centralized structure on educational outcomes for Turkey. 	 0.5
 Visoko obrazovanje ima karakteristike koje merenje efikasnosti čine praktično nemogućim: ono je neprofitnog karaktera i u njemu nema cena autputa i inputa; a institucije visokog obrazovanja (HEI higher education institutions) stvaraju višestruke autpute od višestrukih inputa. 	 The higher education has characteristics which make it difficult to measure efficiency: it is non-profit making; there is an absence of output and input prices; and higher education institutions (HEIs) produce multiple outputs from multiple inputs. 	 0.5
 Studije koje istražuju efikasnost sektora višeg i visokog obrazovanja različitih zemalja, među kojima i Velike Britanije, SAD, Kanade, Finske, Izraela, Australije i Kine mogu se podeliti u dve glavne grupe:  1.  One koje su istraživale efikasnost jednog određenog sektora, programa ili aktivnosti, videti  i (Beasley Š8Ë, Š9Ë; Coelli i dr., Š24Ë; Haksever & Muragishi Š37Ë; Johnes, Š43Ë; Johnes & Johnes Š41Ë, Š42Ë; Korhonen, Tainio & Wallenius Š49Ë; Madden, Savage & Kemp Š51Ë; Tomkins & Green Š66Ë, i 2.  One koje su istraživale učinak celokupnih HEI, videti (Ahn et al., Š2Ë; Ahn & Seiford Š1Ë; Athanassopoulos & Shale Š5Ë; Avkiran Š6Ë; Breu & Raab Š13Ë; El Mahgary & Lahdelma Š30Ë; Johnes Š44Ë; Ng & Li Š54Ë). 	 Studies which examine the efficiency of the higher education sectors of various countries such as the UK, the USA, Canada, Finland, Israel, Australia and China have fallen into two main groups: 1. those which have examined the efficiency of a particular department, programme or activity, see (Beasley Š8Ë, Š9Ë; Coelli et al., Š24Ë; Haksever & Muragishi Š37Ë; Johnes, Š43Ë; Johnes & Johnes Š41Ë, Š42Ë; Korhonen, Tainio & Wallenius Š49Ë; Madden, Savage & Kemp Š51Ë; Tomkins & Green Š66Ë, and 2. those which have examined the performance of the entire HEI, see (Ahn et al., Š2Ë; Ahn & Seiford Š1Ë; Athanassopoulos & Shale Š5Ë; Avkiran Š6Ë; Breu & Raab Š13Ë; El Mahgary & Lahdelma Š30Ë; Johnes Š44Ë; Ng & Li Š54Ë). 	 0.5
 Ahn i Seiford su u Š1Ë koristili DEA da odrede relativnu efikasnost 153 institucije visokog obrazovanja (IHL institution of higher learning) koje su omogućavale sticanje doktorske titule. 	 Ahn and Seiford in Š1Ë used DEA to determine the relative efficiency of 153 doctoral-degree granting institutions of higher learning (IHLs). 	 0.5
 Od ovog broja, 104 su bile javne, a 49 privatne institucije. 	 Of these, 104 were public and 49 were private. 	 0.5
 Naš cilj u ovom radu bio je da se odredi efekat različitih skupova varijabli autputa na relativnu efikasnost javnih i privatnih institucija. 	 The purpose of the study was to determine the effect of different sets of output variables on the relative efficiencies of public and private institutions. 	 0.5
 Javne IHL često se finansiraju na osnovu broja upisanih studenata i autputa koji se postiže. 	 Public IHLs are often funded based on an enrollment-related output measure. 	 0.5
 Stoga su Ahn i Seiford predvideli da će javne IHL biti uspešnije po kriterijumu upisanih studenata, a da će privatne IHL biti efikasnije kada se razmatraju autputi koji se ne prate tako pomno. 	 For this reason, Ahn and Seiford predicted that public IHLs would be more efficient when enrollment-related outputs were considered and private IHLs would be more efficient when less closely monitored outputs were considered. 	 0.5
 Ova hipoteza je testirana primenom skupova višestrukih varijabli. 	 This hypothesis was tested using multiple variable sets. 	 0.5
 Na jednoj proveri kao input varijable korišćene su plate na fakultetu, fizička investicija i režijski troškovi. 	 In one trial, faculty salaries, physical investment, and overhead expenses were used as input variables. 	 0.5
 Kao varijable autputa uzeti su nesvršeni redovni studenti (FTE full-time equivalent) i svršeni FTE. 	 Undergraduate full-time equivalent students (FTEs) and graduate FTEs were used as output variables. 	 0.5
 Kad su uzete u obzir ove varijable koje se odnose na broj upisanih, zaključeno je da su javne IHL efikasnije od privatnih IHL. 	 Using these enrollment-related output variables, public IHLs were found to be more efficient than private IHLs. 	 0.5
 U sledećem pokušaju kao inputi su uzeti plate na fakultetu, fizičke investicije, režijski troškovi, nesvršeni FTE i svršeni FTE. 	 A second trial used faculty salaries, physical investment, overhead expenses, undergraduate FTEs and graduate FTEs as inputs. 	 0.5
 Kao autput varijable su korišćeni stepen na kome je nesvršeni student, stepen na kome je svršeni studenta i stipendije. 	 Undergraduate degrees, graduate degrees, and grants were used as output variables. 	 0.5
 Kad se posmatraju ove varijable koje se inače ne kontrolišu tako pomno, zaključuje se da su privatni univerziteti efikasniji. 	 Using these less closely monitored output variables, private universities were found to be more efficient. 	 0.5
 Cilj u radu Š44Ë bio je da se ispita mogućnost merenja efikasnosti u kontekstu visokog obrazovanja. 	 The purpose of the paper Š44Ë is to examine the possibility of measuring efficiency in the context of higher education. 	 0.5
 Rad počinje ispitivanjem prednosti i mana različitih metoda za merenje efikasnosti u kontekstu visokog obrazovanja. 	 The paper begins by exploring the advantages and drawbacks of the various methods for measuring efficiency in the higher education context. 	 0.5
 Lakoća sa kojom se DEA nosi sa višestrukim inputima i višestrukim autputima dokazuje da je to veoma poželjna tehnika za merenje efikasnosti institucija visokog obrazovanja (HEI), mada se ni njene slabosti ne smeju gubiti iz vida. 	 The ease with which data envelopment analysis (DEA) can handle multiple inputs and multiple outputs makes it an attractive choice of technique for measuring the efficiency of higher education institutions (HEIs), yet its drawbacks cannot be ignored. 	 0.5
 Stoga se navode i neki elementi nadgradnje ove metodologije razrađeni da bi se prevazišle neke slabosti. 	 Thus, a number of extensions to the methodology, designed to overcome some of the disadvantages, are presented. 	 0.5
 Rad se završava primenom DEA na skup podataka od preko 100 HEI u Engleskoj za godinu 2000/2001. 	 The paper ends with an application of DEA to a data set of more than 100 HEIs in England using data for the year 2000/01. 	 0.5
 Tehnička efikasnost i efikasnost obima u sektoru visokog obrazovanja u Engleskoj je izgleda visoka u proseku. 	 Technical and scale efficiency in the English higher education sector appear to be high on average. 	 0.5
 Test za poređenje ugnježdenih DEA modela koji su razvili Pastor, Ruiz i Sirvent Š56Ë koristan je utoliko što pomaže da se celoviti model smanji na mani značajni skup inputa i autputa. 	 The Pastor, Ruiz, and Sirvent Š56Ë test for comparing nested DEA models is useful in reducing the full model to a smaller significant set of inputs and outputs. 	 0.5
 Tako broj i kvalitet nesvršenih studenata, broj postdiplomaca, troškovi administracije i vrednost isplate kamata i amortizacije predstavljaju značajne inpute, a broj i kvalitet diploma kod nesvršenih studenata, broj i kvalitet postdiplomskih zvanja i istraživanja predstavljaju značajne autpute u procesu proizvodnje visokog obrazovanja u Engleskoj. 	 Thus, the quantity and quality of undergraduates, the quantity of postgraduates, expenditure on administration, and the value of interest payments and depreciation are significant inputs to, and the quantity and quality of undergraduate degrees, the quantity of postgraduate degrees and research are significant outputs in the English higher education production process. 	 0.5
 Mogućnost razlike u okviru granice proizvodnje (a stoga i distribucija efikasnosti) u tri jasno izražene grupe HEI istraživana je primenom testa koji su ponudili Charnes, Cooper i Rhodes Š17Ë, ali nije nađena ni jedna značajna razlika. 	 The possibility of differences in the production frontier (and hence the distribution of efficiencies) of three distinct groups of HEIs is explored using a test proposed by Charnes, Cooper, and Rhodes Š17Ë but no significant differences are found. 	 0.5
 Ipak, postupci primenom metoda uzengije (bootstrap procedures) ukazuju na to da su razlike između najefikasnijih i najmanje efikasnih HEI u Engleskoj značajne. 	 Bootstrapping procedures, however, suggest that differences between the most and least efficient English HEIs are significant. 	 0.5
 U Kini se nije mnogo radilo na merenju efikasnosti u postizanju bilo kog autputa u institucijama visokog obrazovanja. 	 Little work has been done on measuring the efficiency in producing any of the outputs of higher education institutions in China. 	 0.5
 Ng i Li Š54Ë su primenili DEA da ispitaju efektivnost reformi obrazovanja sprovedenih tokom 1980ih u Kini, gde su se fokusirali na učinak 84 ključna kineska HEI u istraživanjima, od 1993 do 1995. godine. 	 Ng and Li in Š54Ë used DEA in an attempt to examine the effectiveness of the education reforms of the mid1980s in China by focusing on the research performance of 84 key Chinese HEIs from 1993 to 1995. 	 0.5
 Kao inpute su uzeli istraživače i finansiranje, a podatke o objavljenim radovima kao autpute i zaključili da srednja vrednost efikasnosti u istraživačkom radu u sektoru visokog obrazovanja u Kini tokom perioda od tri godine iznosi oko 76-80%. 	 Using research staff and funding as inputs, and publications data as outputs, the authors find mean research efficiency in the Chinese higher education sector to be around 7680% over the three year period. 	 0.5
 Zapažene su i varijacije u nivou efikasnosti između tri geografske regije u Kini (primorska, centralna i zapadna), ali su ovi rezultati pomešani:  HEI u centralnoj oblasti su najefikasniji u proseku tokom 1993. i 1995. godine, ali najveću srednju verdnost efikasnosti pokazala je zapadna oblast 1994. godine. 	 Variations in efficiency levels between the three geographical regions of China (coastal, central and western) are also found, but these results are mixed: the HEIs in the central zone perform best, on average, in 1993 and 1995, but it is the western zone which has the highest mean efficiency in 1994. 	 0.5
 1.  Ocena učinka svih odseka u okviru jednosg univerziteta, videti (Arcelus & Coleman Š4Ë; Friedman & Sinuany-Stern Š35Ë, Sinuany-Stern et. al. 	 Two alternative approaches have been taken in a small number of empirical studies: 1. to evaluate the performance of all departments within one university, see (Arcelus & Coleman Š4Ë; Friedman & Sinuany-Stern Š35Ë, Sinuany-Stern et. 	 0.5
 Š60Ë), i 2.  Analiza učinka (svih) sektora visokog obrazovanja u svim državama ili zemljama, videti (Breu & Rabb Š13Ë; Kocher, Luptácik & Sutter Š47Ë). 	 al. Š60Ë), and 2. to analyse the performance of higher education sectors across states or countries, see (Breu & Rabb Š13Ë; Kocher, Luptácik & Sutter Š47Ë). 	 0.5
 Validnost ovih pristupa posebno se može dovesti u pitanje kad se ima na umu da DMU u svakom pojedinačnom slučaju svakako ne predstavljaju homogeni skup proizvodnih jedinica. 	 The validity of these approaches seems particularly questionable on the grounds that the DMUs in each case are clearly not a homogenous set of producing units. 	 0.5
 Sinuany-Stern i dr. su u Š60Ë koristili DEA da odrede relativnu efikasnost 21 odseka na Univerzitetu Ben Gurion. 	 Sinuany-Stern et al. in Š60Ë used DEA to determine the relative efficiency of 21 departments at Ben-Gurion University. 	 0.5
 Operativni troškovi i plate na fakultetima uzeti su za inpute. 	 Operational expenditures and faculty salaries were used as inputs. 	 0.5
 Novac od dotacija, broj publikacija, broj svršenih studenata i broj ponuđenih kredit-sati poslužili su kao autputi. 	 Grant money, number of publications, number of graduate students and number of credit hours offered were used as outputs. 	 0.5
 Zaključeno je da je 14 odseka neefikasno. 	 Fourteen of the departments were found to be inefficient. 	 0.5
 U svom radu Sinuany-Stern i dr. su takođe ispitivali efekat varijacija inputa i autputa na visinu efikasnosti. 	 Sinuany-Stern et al. in this paper also tested the effects of variations in inputs and outputs on efficiency scores. 	 0.5
 U jednom pokušaju, jedan autput je izbrisan iz prvobitnog modela. 	 In one trial, one output was deleted from the original model. 	 0.5
 Ovaj autput je brisan zato što u njemu ni jedan odsek nije bio relativno neefikasan. 	 The output was chosen for deletion because no departments were relatively inefficient in that output. 	 0.5
 Ovoga puta su se još dva odseka pokazala neefikasnim. 	 In this trial, two additional departments became inefficient. 	 0.5
 Model DEA primenjen je ponovo, pri čemu su dva inputa kombinovana. 	 The DEA model was run again with the two inputs combined. 	 0.5
 Ponovo su još dva odseka postala neefikasna. 	 Again, two additional departments became inefficient. 	 0.5
 Rezultati tehničke efikasnosti u analizi na nivou odseka obično su u proseku slabiji od onih dobijenih u studijama o HEI nivou. 	 Technical efficiency scores in the department level analyses tend to be lower, on average, than those computed in HEI level studies. 	 0.5
 Srednja vrednost tehničke efikasnosti izračunata na osnovu studija odseka varira na sledeći način:  50-60% za odseke ekonomije u Velikoj Britaniji, videti Johnes & Johnes Š41Ë, Š42Ë; oko 70% za odseke hemije i fizike u Velikoj Britaniji, videti Beasley Š8Ë; 65-85% za odseke ekonomije u Australiji, videti Madden i dr., Š51Ë; 72% u grupama za ekonomska istraživanja u Finskoj, videti Korhonen i dr., Š49Ë; i 82-87% u administrativnom sektoru na univerzitetima u Australiji, videti Coelli i dr., Š24Ë.  Podaci iz studija na nivou HEI ukazuju na to da srednja vrednost tehničke efikasnosti varira od oko 70% do 80%, videti Ahn & Seiford Š1Ë, Ng & Li Š54Ë, do preko 90%, videti Ahn i dr., Š2Ë; Athanassopoulos & Shale, Š5Ë; Avkiran, Š6Ë; Breu & Raab, Š13Ë; Johnes Š43Ë, Š44Ë. 	 Mean technical efficiencies computed from department level studies vary as follows: 50 to 60% for UK economics departments, see Johnes & Johnes Š41Ë, Š42Ë; around 70% in UK departments of chemistry and physics, see Beasley Š8Ë; 65 to 82% in Australian departments of economics, see Madden et al., Š51Ë; 72% in economics research units in Finland, see Korhonen et al., Š49Ë; and 82 to 87% in the administration sector of Australian universities, see Coelli et al., Š24Ë. Evidence from HEI level studies suggests that mean technical efficiency varies from around 70 to 80%, see Ahn & Seiford Š1Ë, Ng & Li Š54Ë, to well over 90%, see Ahn et al., Š2Ë; Athanassopoulos & Shale, Š5Ë; Avkiran, Š6Ë; Breu & Raab, Š13Ë; Johnes Š43Ë, Š44Ë. 	 0.5
 Jedna jedina kros kantri studija navodi, što ne iznenađuje kad se uzme u obzir disparitetnu prirodu DMU, da je srednja vrednost tehničke efikasnosti niska (23% ili 37% u zavisnosti da li se uzima u obzir CRS ili VRS). 	 The single cross country study suggests, not surprisingly given the disparate nature of the DMUs, that mean technical efficiency is low (23% or 37% depending on whether CRS or VRS are assumed). 	 0.5
 Univerzitetska istraživanja i njihov transfer u industriju predmet su interesovanja u literaturi o upravljanju tehnologijom već decenijama. 	 University research and its transfer to industry has been a topic of interest in the management of technology literature over decades. 	 0.5
 Univerziteti uče znanjima i inovacijama do kojih dolaze istraživanjima. 	 Universities provide education as well as innovations resulting from their research. 	 0.5
 Nekoliko istraživanja bavilo se ispitivanjem transfera univerzitetskih istraživanja, videti Anderson, T.R., Daim, T. U., Lavoie, F. F., Š3Ë, Siegel i Phan Š59Ë, Thursby i Kemp Š64Ë, Thursby i Thursby Š65Ë. 	 Several researches focused on efficiency of university research transfer, see Anderson, T.R., Daim, T. U., Lavoie, F. F., Š3Ë, Siegel and Phan Š59Ë, Thursby and Kemp Š64Ë, Thursby and Thursby Š65Ë. 	 0.5
 Pristup putem DEA u Š3Ë primenjen je kao instrument za ocenjivanje produktivnosti primenjen na transfer tehnologije na univerzitetu. 	 A data envelopment analysis approach in Š3Ë is used as a productivity evaluation tool applied to university technology transfer. 	 0.5
 Ova metodologija sadržala je neka ograničenja vrednosti i tako obezbedila sveobuhvatnija merila. 	 The methodology included weight restrictions providing a more comprehensive metric. 	 0.5
 Rezultati obuhvataju istraživanje ciljeva efikasnosti za određene univerzitete kao i za neefikasne univerzitete jednake po rangu. 	 The results include an examination of efficiency targets for specific universities as well as peer count of inefficient universities. 	 0.5
 Kod velikog broja vodećih univerziteta potvrđeno je da postoji značajna efikasnost u transferu tehnologije na univerzitetu. 	 Evidence of significant efficiency in university technology transfer is found in many leading universities. 	 0.5
 Istraživanje razlika između privatnih i javnih univerziteta, kao i onih koji obuhvataju medicinske studije i onih koji te studije nemaju pokazalo je da su univerziteti na kojima postoje studije medicine manje efikasni nego oni koji ih nemaju. 	 An examination of differences between public versus private universities and those with medical schools and those without indicated that universities with medical schools are less efficient than those without. 	 0.5
 Primena DEA u kontekstu obrazovanja prikazana je na tabeli 1.  Tabela 1. 	 Applications of DEA in the context of education are surveyed in Table 1.  Table 1. 	 0.5
 Primene DEA u kontekstu obrazovanja 1 Broj nastavnika u svakoj oblasti 2 Broj u?ionica u svakoj oblasti 3 Prose?an broj studenata iz svake oblasti koji pola u prijemni ispit 4 Standardna devijacija gorepomenutih rezultata kvantitativnih ispita 5 Standardna devijacija gorepomenutih rezultata usmenih ispita 6 Broj studenata visokih škla u svakoj oblasti 7 Prose?ni (kvantitativni ispiti) studenata iz svake oblasti na prijemnom ispitu za fakultet 8 Prose?ni rezultati studenata iz svake oblasti na usmenim ispitima na prijemnom ispitu za fakultet 9 Radno vreme osoblja meri se primenom odnosa broja zaposlenih s punim radnim vremenom I studenata (STAFF) 10 Kvalitet osoblja prikazan je procentom fakulteta sa polo ajem vanrednog profesora ili višim (STAFFQ) 11 Finansiranje istra ivanja meri se pomo?u iznosa troškova istra ivanja (FUNDS) 12 Indeks knjiga u biblioteci 13 Indeks oblasti u kojoj su zgrade 14 Indeks kojim se meri proporcija svih studenata postdiplomaca 15 Indeks ukupnog broja objavljenih istra ivanja 16 Indeks objavljenih istra ivanja po ?lanu akademskog osoblja (RESPP) 17 Indeks presti a HEI 7. 	 Applications of DEA in the context of education 1 Number of teachers in each province 2 Number of classrooms in each province 3 Average score of students from each province in the high school entrance examination 4 Standard deviation of the above-mentioned quantitative examinations scores 5 Standard deviation of the above-mentioned verbal examinations scores 6 Number of high school students in each province 7 Average (quantitative examination) score of students from each province in the university entrance examination 8 Average verbal examination score of students from each province in the university entrance examination 9 Staff time is measured using a measure of the full-time staff to student ratio (STAFF) 10 The quality of the staff input is reflected by the percentage of the faculty with the associate professor position of higher (STAFFQ) 11 Research funding is measured using research expenditure (FUNDS) 12 Index of library books 13 Index of the area of the buildings 14 Index measuring the proportion of all students who are postgraduates 15 Index of the total number of research publications 16 Index of research publications per member of academic staff (RESPP) 17 Index of the prestige of the HEI 7. 	 0.5
 Zaključak U ovom radu predstavili smo analizu omeđenih podataka i pregled literature o DEA u kontekstu obrazovanja. 	 Conclusion This paper introduces Data Envelopment Analysis and presents literature survey of DEA in the context of education. 	 0.5
 Nadamo se da će zaključci do kojih smo došli biti od pomoći istraživačima da steknu bolji uvid u status ove metodologije u obrazovanju i da nastave da unapređuju ovu oblast u budućnosti. 	 It is hoped that these findings will asiist researches in better understanding the status of this methodology in education, and in continuing to move the field forward in the future. 	 0.5
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 Educational and economic perspectives, Oxford Review of Education 13, (1987), 249-267. Š41Ë Johnes, G., & Johnes, J., Apples and oranges: 	 Š40Ë Jesson, D., Mayston, D., Smith, P., Performance assessment in the education sector: Educational and economic perspectives, Oxford Review of Education 13, (1987), 249-267. 	 0.5
 The aggregation problem in publications analysis, Socientometrics, 25(2), (1992), 353? Š42Ë Johnes, G., & Johnes, J., Measuring the research performance of UK economics departments: 	 Š41Ë Johnes, G., & Johnes, J., Apples and oranges: The aggregation problem in publications analysis, Socientometrics, 25(2), (1992), 353?365. 	 0.5
 An application of data envelopment analysis, Oxford Economic Papers, 45, (1993), 332? Š43Ë Johnes, J., Measuring teaching efficiency in higher education: 	 Š42Ë Johnes, G., & Johnes, J., Measuring the research performance of UK economics departments: An application of data envelopment analysis, Oxford Economic Papers, 45, (1993), 332?347. 	 0.5
 An application of data envelopment analysis to Economics graduates from UK universities, European Journal of Operational Research, 174, (2006), 443? 	 Š43Ë Johnes, J., Measuring teaching efficiency in higher education: An application of data envelopment analysis to Economics graduates from UK universities, European Journal of Operational Research, 174, (2006), 443?456. 	 0.5
Š44Ë Johnes, J., Data envelopment analysis and its application to the measurement of efficiency in higher education, Economic of Education Review 25, (2006), 273-288. Š45Ë Johnes, J., Yu, Lu., Measuring the research performance of Chinese higher education institutions using data envelopment analysis, China Economic Review 19, (2008), 679-696 Š46Ë Kirjavainen, T., Loikkannen, H. A., Efficiency differences of Finnish senior secondary schools: 	 Š44Ë Johnes, J., Data envelopment analysis and its application to the measurement of efficiency in higher education, Economic of Education Review 25, (2006), 273-288. 	 0.5
 An application of DEA and tobit analysis, Economics of Education Review 17, (1998), 377-394. Š47Ë Kocher, M. G., Luptácik, M., & Sutter, M., Measuring productivity of research in economics:  A cross-country study using DEA. 	 Š45Ë Johnes, J., Yu, Lu., Measuring the research performance of Chinese higher education institutions using data envelopment analysis, China Economic Review 19, (2008), 679-696 Š46Ë Kirjavainen, T., Loikkannen, H. A., Efficiency differences of Finnish senior secondary schools: An application of DEA and tobit analysis, Economics of Education Review 17, (1998), 377-394. 	 0.5
 Vienna University of Economics & B. A, 2001. Š48Ë Koopmans, T.C., An Analysis of Production as an Efficient Combination of Activities, in T. C. Koopmans, ed., Activity Analysis of Production and Allocation, Cowles Commissions for Research in economics, Monograph No. 13. 	 Š47Ë Kocher, M. G., Luptácik, M., & Sutter, M., Measuring productivity of research in economics: A cross-country study using DEA.  Department of Economics Working Paper, Vol. 77: Vienna University of Economics & B. A, 2001. 	 0.5
 New Zork:  John Wiley and Sons, Inc. 	 New Zork: John Wiley and Sons, Inc. 1951. 	 0.5
 1951. Š49Ë Korhonen, P., Tainio, R., & Wallenius, J., Value efficiency analysis of academic research. 	 Š49Ë Korhonen, P., Tainio, R., & Wallenius, J., Value efficiency analysis of academic research. 	 0.5
 European Journal of Operational Research, 130, (2001), 121? 	 European Journal of Operational Research, 130, (2001), 121?132. 	 0.5
Š50Ë Lovell, C.A.K., Walters, L.C., Wood, L.L., Stratified models of education production using modified DEA and regression analysis. 	 Š50Ë Lovell, C.A.K., Walters, L.C., Wood, L.L., Stratified models of education production using modified DEA and regression analysis. 	 0.5
 Theory Methodology and Applications. 	 Kluwer, Massachussets, 1994. 	 0.5
 Education Economics, 153? 1997. 	 Education Economics, 153?167, 1997. 	 0.5
 Š52Ë Mancebon, M.J., Mar Molinero, C., Performance in primary schools. 	 Š52Ë Mancebon, M.J., Mar Molinero, C., Performance in primary schools. 	 0.5
 Discussion Paper 98-139, (1998), Department of Management, University of Southampton. 	 Discussion Paper 98-139, (1998), Department of Management, University of Southampton. 	 0.5
 Š53Ë Mayston, D., Jesson, D., 1988. 	 Š53Ë Mayston, D., Jesson, D., 1988. 	 0.5
 Developing models of educational accountability, Oxford Review of Education 4, (1988), 321-339. Š54Ë Ng, Y. C., & Li, S. K., Measuring the research performance of Chinese higher education institutions: 	 Developing models of educational accountability, Oxford Review of Education 4, (1988), 321-339.  Š54Ë Ng, Y. C., & Li, S. K., Measuring the research performance of Chinese higher education institutions: An application of data envelopment analysis, Education Economics, 8(2), (2000) 139?156. 	 0.5
 An application of data envelopment analysis, Education Economics, 8(2), (2000) 139? 	 Š55Ë Norman, M., Stoker, B., Data Envelopment Analysis: The Assessmentof Performance. 	 0.5
 The Assessmentof Performance. 	 Willey, Chichester, 1991. 	 0.5
 Willey, Chichester, 1991. Š56Ë Pastor, J. T., Ruiz, J. L., & Sirvent, I., A statistical test for nested radial DEA models. 	 Š56Ë Pastor, J. T., Ruiz, J. L., & Sirvent, I., A statistical test for nested radial DEA models. 	 0.5
 Operations Research, 50(4), (2002), 728735. Š57Ë Ray, S.C., Resource use efficiency in public schools: 	 Operations Research, 50(4), (2002), 728735.  Š57Ë Ray, S.C., Resource use efficiency in public schools: A study of Connecticut data, Management Science 37, (1991), 1620-1628. 	 0.5
 Implications for Entrepreneurship Education (No. 0426). 	 Rensselaer Polytechnic Institute, Troy, 2004. 	 0.5
 A Foundation Text with Integrated Software, Springer-Verlag New York, LLC, 2001. Š64Ë Thursby, J.G., Kemp, S., University technology transfer: a DEA analysis. 	 Š60Ë Sinuany-Stern, Z., Mehrez, A., Barboy, A., Academic departments efficiency via DEA, Computers and Operations Research 21, (1994), 543-556. 	 0.5
 Kantarelis, D., (Ed.), Business and Economics for the 21st Century, vol. 2, Business and Economics Society International, Worcester, MA, pp. 303311, 1998 Š65Ë Thursby, J.G., Thursby, M.C., Who is selling the Ivory Tower? 	 Š61Ë Smith, P., Mayston, D., Measuring efficiency in the public sector, Omega 15, (1987), 181-189. 	 0.5
 Sources of growth in university licensing, Management Science 48 (1), (2002), 90104. Š66Ë Tomkins, C., & Green, R. (1988). 	 Š62Ë Thanassoulis, E., Dunstan, P., Guiding schools to improved performance using data envelopment analysis, Journal of the Operational Research Society 45, (1994), 1247-1262. 	 0.5
 An experi ment in the use of DEA for evaluating the efficiency of UK university departments of accounting. 	 An experiment in the use of DEA for evaluating the efficiency of UK university departments of accounting.  Financial Accountability and Management, 4(2), (1988), 147-164. 	 0.5
 Financial Accountability and Management, 4(2), (1988), 147-164. U svetu knjiga Menadžment inovacija P. K. Ahmed, C. D. Shepherd, Innovation Management (Menadžment inovacija), Prentice Hall, 2010. U ovoj knjizi se savremeni menadžment u potpunosti orijentiše ka ciljevima zadovoljenja raznovrsnih i istančanih potreba potrošača. 	 Book review Innovation Management P.K.Amed, C.D. Shepherd, Innovation Management, Prentice Hall, 2010 In this book, modern management is presented as ori es of development leaning on the key organizational areas that are the leaders in development, with a special insight into the supply chain as a broader context that has an impact upon innovation. 	 0.5
 U tim uslovima, inovacije su smeštene u sam centar aktivnosti korporativnog rasta i razvoja i posmatraju se kao osnovni izvor vitalnosti i konkurentske prednosti. 	 The knowledge and learning management are particularly important since their essential goal is to develop key competences to support strategic goals. 	 0.5
 Na preko pet stotina stranica ove obimne knjige prvo su predstavljeni iscrpno koncepti inovacija i kreativnosti, a potom slede poglavlja koja se bave strategijama, posebno strategijama razvoja tehnologije i širim kontekstom strateškog tehnološkog menadžmenta. 	 Five basic processes are paid special attention to: finding /identifying the existing knowledge, new knowledge creation, ensuring acquisition of knowledge, storage and access to knowledge, implementation and usage of knowledge. 	 0.5
 Menadžment portfolia, menadžment inovacija procesa i proizvoda se detaljno analiziraju. 	 Conceptually, innovation is rather broadly interpreted and is related to most varied meanings. 	 0.5
 Razvoj inovativne organizacione kulture i liderstva smatraju se ključnim faktorom inovativne strategije organizacije, a pitanja inovacija u globalnom kontekstu predstavljena su kroz brojne primere savremenih mreža istraživanja i razvoja, njihove različite konfiguracije i strukture. 	 The authors quote some interpretations of innovation as creation or invention, innovation as diffusion and learning, discrete event, trajectory, incremental or radical change, the process on the level of the firm or the process in the regional or national contexts. 	 0.5
 Zaključna poglavlja se bave struktuiranim procesima razvoja oslanjajući se na ključna područja organizacije ko ja su nosioci razvoja uz posebno razmatranje lanaca snabdevanja kao šireg konteksta od uticaja na inovacije. 	 Innovation adds value to the product or to the process.  It may be external or internal, and the orga ented towards meeting the varied and specific customers needs. 	 0.5
 Menadžment znanja i učenja su od posebnog značaja jer »im je suštinski cilj u tome da se razviju ključne kompetentnosti koje će podržati strateške ciljeve». 	 In such circumstances, innovation is considered to be the very centre of the corporate growth and development and is perceived as the basic form of both vitality and competitive advantage. 	 0.5
 Izdvaja se pet osnovnih procesa: pronalaženje postojećih znanja, kreiranje novih znanja, obezbeđenje - sticanje novog znanja, čuvanje i pristupanje znanju, primena i korišćenje znanja. 	 This voluminous, over five hundred page book begins with the elaborate description of the concepts of innovation and creativity, and proceedes with the chapters dealing with strategies, particularly technology development strategies and a broader context of strategic technology management. 	 0.5
 U konceptualnom smislu inovacije se veoma široko tumače i vezuju se za brojna značenja. 	 The portfolio management, the innovation process and product management are analysed in detail. 	 0.5
 Navode se tumačenja inovacija kao kreacije ili invencije, zatim inovacije kao difuzije i učenja, diskretnog događaja, trajektorije, inkrementalne ili radikalne promene, procesa na nivou firme ili procesa u kontekstu regiona, nacije.  Inovacijom se dodaje vrednost proizvodu ili procesu. 	 The development of innovative organizational culture and leadership are viewed as a key factor of an organizational innovative strategy, and the issues of innovation in the global context are presented through a large number of examples of modern networks of research and development, their different configurations and structures. 	 0.5
 Inovacije se javljaju kao eksterne i interne, a sposobnost organizacije da prihvati eksternu inovaciju i znanje naziva se apsorp cionim kapacitetom. 	 The concluding chapters deal with the structural process nizations capacity to adopt external innovation and knowledge is called the absorption capacity. 	 0.5
 Novi proizvodi i usluge su samo deo ukupnih napora kompanija da se razlikuju i steknu konkurentsku prednost. 	 New products and services are only part of the overall efforts made by the companies to make a difference and achieve competitive advantage. 	 0.5
 Pored primarnog fokusa na firmu, određena pažnja je posvećena i pitanjima nacionalne konkurentnosti posebno kada je reč o uticaju aktivnosti firme na ostvarenje konkurentske prednosti i konkurentnosti na nacionalnom, makro nivou. 	 In addition to the primary focus upon the firm, attention is also paid to the issues of national competitiveness, especially in terms of the firms activities towards achieving competitive advantage and the competitiveness on the national, macro level. 	 0.5
 Na nivou firme termin konkurentnost ima značenje mogućnosti firme da unapredi profitabilnost, tržišno učešće i veličinu. 	 On the firm level, the term competitiveness means the firms opportunity to improve profitability, market share and size. 	 0.5
 Tradicionalna ekonomska teorija ukazuje na tipične mere konkurentnosti zasnovane na komparativnim troškovima proizvodnje. 	 The traditional economics theory points to the typical competitiveness measures based upon the comparative costs of production. 	 0.5
 Konkurentnost se postiže tako što se određeni autput proizvodi uz niže troškove. 	 Competitiveness is achieved in that a certain output is produced at lower costs. 	 0.5
 Ovo se postiže ili smanjivanjem troškova proizvodnih faktora ili povećanjem faktorske produktivnosti. 	 This is achieved either by reducing the costs of the production factors or by increasing the factor productivity. 	 0.5
 Ističe se da na mikro nivou, konkurentska prednost znači isto što i konkurentnost. 	 On the micro level, the competitive advantage is claimed to equal competitiveness. 	 0.5
 Međutim, autori naglašavaju da na makro, nacionalnom, nivou to nije slučaj, jer se uobičajeni indikatori konkurentnosti tu iskazuju kroz uslove međunarodne trgovine. 	 The authors, however, point out that it is not the case on the macro, national level, as the usual competetiveness indicators here are expressed through the conditions of international trade. 	 0.5
 U tom smislu, konkurentnost se odnosi na stepen u kome nacija može, u slobodnim i fer tržišnim uslovima, da proizvede robu i usluge koje su prošle proveru međunarodnih tržišta, a da se time istovremeno održava i povećava realni dohodak stanovništva. 	 In this context, competitiveness is understood as the extent to which a nation can, in free and fair market conditions, produce goods and services that passed tha controls of international markets and simultaneously sustain and incraese the real income of its citizens. 	 0.5
 Konkurentnost nacionalne privrede tako postaje koncept koji se stalno razvija i menja i u skorije vreme se jednostavno tumači kao način da se poveća životni standard. (OECD, 1996). 	 Thus the competitiveness of the national economy becomes a concept that develops and changes contunually and in recent times it is simply explained as a method to improve the standard of living. 	 0.5
 Regionalni inovacioni klasteri se posmatraju kao područja u kojima se «roje» inovacije i oni se još nazivaju i inovacionim košnicama ili inovacionim sunčanim pegama što je predstavljeno na primeru Silikonske doline u Kaliforniji. 	 The regional innovative clusters are viewed as areas in which innovation swarm and are therefore called innovation bee-hives or innovation sunspots, which is presented on the example of the Silicon Valley, California. 	 0.5
 Razlozi za nastajanje klastera analiziraju se kroz posebne uticaje i uslove karakteristične za određena geografska područja, zatim vezano za transakcione troškove, za ekonomiju znanja, konkurentnost i trgovinu. 	 The reasons for cluster formation are analysed through specific impacts and conditions characteristic of certain geographical areas, through transaction costs, the knowledge economy, competitiveness and trade. 	 0.5
 Prilike koje se nude u određenim regionima kao razlog za formiranje klastera predstavljaju tradicionalno objašnjenje koje se vezuje za argumente [umpetera izložene još 1943. godine da inovacije otvaraju prilike za preduzetnike i da kompanije ili pojedinci koji nastoje da iskoriste priliku ili inovaciju su privučeni lokalitetom, mestom gde se one nalaze. 	 The opportunities offered in certain regions as the reason for cluster forming represent a traditional explanation related to the arguments proposed by Schumpeter and presented as early as 1943, that innovation offers opportunities for entrepreneurs and that companies and individuals who decide to take the opportunity or innovation are attracted by the location, the site they lie at. 	 0.5
 Privlačnost određene poslovne prilike ima mjultiplikatorski efekat jer taj region počinje da se prepoznaje po inovacijama i novim prilikama. 	 The attractiveness of a certain business policy has a multiplying effect as that region begins to be recognized by innovation as well as by new opportunities. 	 0.5
 Argumenti vezani za transakcione troškove uglavnom se oslanjaju na radove Coase-a iz 1937. i Williamsona iz 1975. godine koji su isticali da lokalne mreže nastaju i dalje rastu i jačaju da bi se smanjili transakcioni troškovi. 	 The arguments related to transaction costs generally lean on the works of Coase (1937) and Williamson (1975) who maintained that local networks emerge and grow further in order that transaction costs should be reduced. 	 0.5
 Objašnjenja u domenu ekonomije zasnovane na znanju polaze od modernih, evolucionih teorija i teorija trgovi ne U područjima gde dolazi do nagomilavanja znanja i učenja veće su šanse da će doći do inovacija. 	 Explanations in the knowledge economy domain start from modern, evolution theories as well as from theories of trade.  In the regions where knowledge and learning accumulate chances are bigger that innovation will result. 	 0.5
 Inovacije i akumuliranje znanja su međsobno povezani i isprepleteni i javljaju se lanci ili trajektorije inovacija. 	 Innovation and knowledge accumulation are interrelated and intertwined resulting into innovation chains or trajectories. 	 0.5
 Razlozi za nastanak klastera, prema Porteru, nalaze se pre svega u domenu konkurentnosti. 	 According to Porter, the reasons for innovations to be created lie primarily in the domain of competitiveness. 	 0.5
 Porter ističe da su u okviru država zastupljene posebne kombinacije uslova koji imaju ogromni uticaj na konkurentske snage firmi koje su tu locirane. 	 Porter claims that specific combinations of conditions are found within states, and they have a powerful impact upon the competitive strengths of the firms that are seated here. 	 0.5
 Objašnjenja u domenu trgovine vezuju se za Krugmana koji je 1991. izneo hipitezu o tome da je komparativna prednost najrazvijenijih svetskiih ekonomija danas izgubljena u korist ekonomija sa niskim nadnicama i da razvijene zemlje sada treba da grade apsolutne prednosti zasnovane na inovativnim kapacitetima i sposobnostima. 	 Explanations from the trade domain are related to Krugman who set a hypothesis (1991) that the comparative advantage of the highest-developed world economies is today lost to the economies of low wages and that today developed countries have to create absolute advantage based on innovative capacities and competences. 	 0.5
 Inovacije proizvoda i usluga su fokusirane na zadovoljenje potreba međunarodnih potrošača. 	 The product and service innovation is focused upon meeting the needs of international consumers. 	 0.5
 Krugman ističe da su inovacije ključna poluga koja osigurava apsolutne prednosti u trgovini, a one se mogu graditi jedino u regionima sa visokim nivoom znanja. 	 Krugman claims that innovation is a key lever that ensures absolute advantage in trade, but innovation can be created only in the regions characterised by a high level of knowledge. 	 0.5
 Za razliku od Portera, Krugman naglašava znacaj međunarodne trgovine u definisanju uspeha ili propasti određenih regiona. 	 Contrary to Porter, Krugman highlights the importance of international trade in defining the success or the failure of certain regions. 	 0.5
 Krugmanov doprinos je poseban kada je reč o inovacijama koje su izazvane tražnjom. 	 Krugmans contribution is considerable when we talk of the demand-induced innovation. 	 0.5
 Kreativnost je u osnovi inovacije i tumači se sa različi tih stanovišta. 	 The core of innovation is creativity and this is interpreted from different points of view. 	 0.5
 Sa organizacionog stanovišta, kreativnost se definiše kao sposobnost da se konzistentno proizvode različiti i vredni rezultati. 	 From the organizational point of view, creativity is defined as a capacity to consistently achieve different and valuable results. 	 0.5
 U vezi sa kreativnošću navode se mitovi i pogrešna shvatanja koja treba menjati, a često se prepoznaju kroz sledeće iskaze na koje se nailazi u praksi: sve što nam treba su dobre ideje, dobra ideja će sama da se pojavi, prepoznaću dobru ideju čim je ugledam, upravo smo primenili sjajnu ideju i sada možemo da odahnemo i odmorimo se. 	 Related to craetivity are the myths and wrong opinions that should be changed; they are often mirrored in the following sayings encountered in practice: all we need is good ideas, a good idea will appear by itself, I will recognize a good idea when I see it, we have just implemented an excellent idea and now we can take it easy and rest. 	 0.5
 Kreativnost se posmatra i kao proces sa pet ključnih koraka: priprema, prilika za inovaciju, divergiranje, inkubacija, konvergiranje. 	 Creativity is perceived as a five-key-step process: preparation, innovation opportunity, divergence, incubation, convergence. 	 0.5
 Razmatrajući generičke inovativne strategije, autori navode tri osnovna tipa: strategije orijentisane na proizvod/tržište, strategije orijentisane na prilike/rizik i strategije bazirane na vremenu (ili delatnosti). 	 In their analysis of generic innovative strategies the authors list three basic types: product/market-oriented strategies, opportunity/risk-oriented strategies, and time (or activity)-based strategies. 	 0.5
 Blisko se vezuju za tehnološki razvoj kojim se inovacije uvode na svim nivoima i domenima firme: u domenu proizvoda/usluga, procesa, administriranja ili u strateškim domenima. 	 They are closely connected with technological development where innovation is introduced on each of the firms levels and domains: in the product/service domain, in the process domain, in the domain of administration, or in strategic domains. 	 0.5
 Menadžmentu tehnologija i tehnološkim strategijama posvećena su posebna poglavlja. 	 Special chapters are devoted to the technology management and the technology strategies. 	 0.5
 Najbolja je ona tehnologija proizvoda, usluga i procesa koja preživljava na tržištu a strateški menadžment tehnologije određuje tehnološki portfolio uz predviđanje i ocenu budućih trendova razvoja. 	 The best product, service or process technology is one that survives on the market, and the strategic management of technology determines the technology portfolio predicting and estimating future trends in development. 	 0.5
 Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva. 	 Your papers should be prepared according to the instructions.  1. 	 0.5
 Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal. 	 Original papers should be typed one sided A4 format (210x297mm).  Use margin 2,5 upper, 2 cm lower, left and right. 	 0.5
 We suggest your papers to be pre pared in form of this template. 1. 	 Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. 	 0.5
 UVOD Radove pisati na srpskom ili engleskom jeziku. 	 Pages are numbered with graphite pencil in upper right corner. 	 0.5
 Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm). 	 Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. 	 0.5
 2.5 cm gornja, 2 cm donja, leva i desna.  Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge. 	 If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. 	 0.5
 Stranice numerisati grafitnom olovkom u gornjem desnom uglu. 	 Use font Times Roman Bold 14 pt. 	 0.5
 PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku. 	 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.. 	 0.5
 Ispod njega sledi naziv rada na engleskom jeziku. 	 Other parts type in two columns 0,5 cm in between. 	 0.5
 Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. 	 Paper is typed normal space and double space between paragraphs. 	 0.5
 Način pisanja je pokazan na početku ovog uputstva. 	 Font Roman 10 pt is recommended. 	 0.5
 Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm. 	 Beginning of the paragraph is typed at the very beginning of the columns. 	 0.5
 Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.  Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt). 	 All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt).   3. 	 0.5
 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. 	 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. 	 0.5
 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. 	 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. 	 0.5
 U nastavku se daje primer slike sa legendom. 	 See the figure below. 	 0.5
 R[$]   Slika 3. 	 R[$]   Figure 1. 	 0.5
 Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama. 	 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. 	 0.5
 Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja. 	 Literature in text has to be quoted in angular brackets to the order of their quotation . 	 0.5
 Na primer, u [5] je pokazano.... 	 For example in [5] it is shown that. 	 0.5
 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. 	 The example of literature is shown below. [1] 	 0.5
 Izdaje Fakultet organizacionih nauka Beograd Za izdavača: 	 Proceedings of work, SINFF-N, page 75 -81. 	 0.5
SR-ID 110318855  SADR@AJ   Konkurentske strategije u uslovima digitalne ekonomije Vesna Milićević, Bojan Ilić Ekološki otisak kao indikator nivoa ekološke svesti studenata Fakulteta organizacionih nauka Univerziteta u Beogradu i Mariboru Nataša Petrović, Sonja Išljamović, Veljko Jeremić, Drago Vuk, Marjan Senegačnik Kriterijumi odlučivanja za autosorsing ili insorsing informacionih usluga u javnom sektoru Dalibor Stanimirović, Mirko Vintar Efikasnost primene javno-privatnog partnerstva na unapređenje infrastrukture Slađana Benković Merenje efikasnosti KM projekata Prabhakar Tunuguntla, Sanja Berjan Upravljanje potraživanjima od kupaca u funkciji podrške uspešnosti poslovanja Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Hibridni modeli javno-privatnog partnerstva Vladimir Poznanić, Miloš Milosavljević Modelovanje lažnih investicionih fondova primenom Petrijevih mreža Daniel Ciuiu Lider na univerzitetu i kvalitet visokog obrazovanja C. Rusu U svetu knjiga Maja Levi Jakšić Konkurentske strategije u uslovima digitalne ekonomije UDK:  339.137.2:005.21 ; 004.738.5:339Ë:: Vesna Milićević, Bojan Ilić Fakultet organizacionih nauka Univerziteta u Beogradu Rad se odnosi na kompleksnost kreiranja i realizovanja konkurentske strategije u uslovima digitalne ekonomije. 	 COBISS.SR-ID 112265484 CONTENTS Competitive strategies in the conditions of digital economy Vesna Milićević, Bojan Ilić Ecological footprint as indicator of students environmentalawareness level at Faculties of organizational sciences, University of Belgrade of Maribor Nataša Petrović, Sonja Išljamović, Veljko Jeremić, Drago Vuk, Marjan Senegačnik Decision making criteria for outsourcing or insourcing of it service provision in public sector Dalibor Stanimirović, Mirko Vintar The efficacy of public-private partnership at infrastructure improving Sladjana Benković Measuring effectivness of KM projects Prabhakar Tunuguntla, Sanja Berjan Management of receivables in function of support to business success Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović  Hybrid public-private partnership models Vladimir Poznanić, Miloš Milosavljević Modeling the fraud-like investment founds by Petri Nets Daniel Ciuiu University leader and quality in higher education C. Rusu Copyright © 2004 by Faculty of Organizational Sciences  Book review Maja Levi Jakšić Competitive Strategies in the Conditions of Digital Economy UDC: 339.137.2:005.21 ; 004.738.5:339Ë::005 Vesna Milićević, Bojan Ilić Faculty of Organizational Sciences University of Belgrade The work deals with the complexity of creating and implementation of a competitive strategy in the conditions of digital economy. 	 0.5
 Preispituju se karakteristike digitalne ekonomije i promene koje ona donosi sa aspekta strategijskog menadžmenta. 	 It analyses the characteristics of digital economy and the changes it brings about from the point of view of the strategic management. 	 0.5
 Posebno su analizirane specifičnosti poslovnog okruženja, mrežne infrastrukture i prirode konkurencije. 	 Special attention is paid to the analysis of the specific features of the business environment, network infrastructure and the nature of competition. 	 0.5
 U fokusu su znanje, informacije i ideje kao resursi. 	 The focus of our attention are te knowledge, information and ideas as resources. 	 0.5
 Predstavljeni su aktuelni pristupi faktorima konkurentnosti, kreiranju i ostvarenju konkurentskih prednosti i dati konkretni primeri uspešnog Internet biznisa, uz perspektive njegovog daljeg razvoja. 1. 	 The study presents some current approaches to facors of competition, creation, and achievement of competitive advantages and also some concrete examples of a successful Internet business, with the prospects of its further develoment.  1. 	 0.5
 Uvod Razvoj digitalne ekonomija donosi izazove vezane za istraživanje i predviđanje šansi u eksternom okruženju preduzeća i za originalne pristupe poslovanju. 	 Introduction The development of digital economy brings about the challenges related both to exploring and anticipating the opportunities in the external environment and to novel approaches to business doing. 	 0.5
 Implikacije promena u strategijskom razmišljanju su vezane za redefinisanje industrijske strukture, odnosno granica pojedinih delatnosti, pre svega sa aspekta inputa. 	 The implications of the changes in strategic thinking deal with the redefining of the industrial structure, that is, the boundaries of certain activities, primarily from the input point of view. 	 0.5
 Razmena informacija preko Interneta, ekstraneta i intraneta se može posmatrati kao izvor kreiranja vrednosti. 	 The exchange of information via the Internet, extranet and intranet can be viewed as a source of value creation. 	 0.5
 Savremeno, u velikoj meri Web bazirano okruženje koje karakteriše rastuća orijentacija preduzeća, njegovih kupaca, snabdevača i konkurenata na elektronsko poslovanje, podrazumeva promene u strategijskom i operativnom menadžmentu i posebno u načinu kako preduzeća konkurišu. 	 The modern, largely Web-based environment characterised by a growth orientation of the firm, its customers, suppliers and competitors towards electronic business means changes in both the strategic and operational management, and especially in the method the firms compete. 	 0.5
 Zahvaljujući Internetu došlo je do rušenja barijera prostora i vremena, pri čemu se smanjuje značaj fizičke lokacije biznisa. 	 The Internet use has broken through the space and time barriers, making the importance of physical location negligible. 	 0.5
 U digitalnoj ekonomiji dominantni resursi su znanje, informacije i ideje. 	 The predominant resources in the digital economy are knowledge, information and ideas. 	 0.5
 U ovom kontekstu bitan je originalni pristup vezan za Webonomiju koja se bavi izučavanjem proizvodnje, distribucije i potrošnje proizvoda, usluga i ideja preko Web-a Š1Ë. 	 Important in this context is a novel approach of Webonomics which is concerned with the study of production, distribution and consumption of products, services, and ideas via the Web Š1Ë. 	 0.5
 Dolazi do izražaja interaktivan odnos preduzeća i eksternih stejkoldera. 	 The interactive relationship between the firm and its external stakeholders is very important here. 	 0.5
 On podrazumeva sve intenzivnije umrežavanje. 	 It means an increasingly intensive networking. 	 0.5
 Menadžeri donose poslovne odluke u okruženju koga karakteriše mrežna infrastruktura koja se odnosi na hardver i softver koji se koriste u komunikaciji. 	 The managers make business decisions in an environment characterised by a network infrastructure, both the hardware and the software used in the communication. 	 0.5
 Mobilno poslovanje podrazumeva i nove šanse koje pruža konvergencija medija. 	 Cellular communication means new opportunities offered by media convergence. 	 0.5
 Rastući deo ekonomske vrednosti u digitalnoj ekonomiji je proizvod elektronskih sredstava. 	 A growing portion of economic value in the digital economy is the result of electronic devices. 	 0.5
 Nova pravila igre zahtevaju brzinu, fleksibilnost i inovativnost. 	 New rules of the game demand speed, flexibility and innovative ness. 	 0.5
 Tradicionalna preduzeća moraju da promene svoju strategijsku orijentaciju i poslovne operacije da bi ostala konkurentna u izmenjenim uslovima uz novu elektronsku infrastrukturu. 	 Traditional firms have to change their strategic orientation and business operations in order that they should remain competitive in the changed conditions and with new electronic infrastructure. 	 0.5
 Za nastanak i razvoj digitalne ekonomije bitna je ekspanzija industrija znanja i primena informacionih i komunikacionih tehnologija (IKT). 	 The origins and development of the digital economy are based on the expansion of the knowledge industries and the implementation of information and communication technologies (ICT). 	 0.5
 Preduzeća bazirana na informacijama, poznata kao meke (soft) kompanije povećavaju svoj udeo u kreiranju vrednosti u mnogim privredama. 	 The informationbased firms known as soft companies increase their share in value creation in a large number of economies. 	 0.5
 Ovo se pre svega odnosi na firme iz proizvodnje softvera, telekomunikacija, finansijskih usluga, oglašavanja i medija. 2. 	 This predominantly applies to the firms engaged in the production of software, telecommunications, financial services, advertising, and media.  2. 	 0.5
 Dinamički pristup kreiranju i realizovanju konkurentske strategije Sa aspekta povećanja konkurentnosti pojam strategije se odnosi na usmeravanje preduzeća u odnosu na konkurentske uslove kako bi se stekla preimućstva, pri čemu se podrazumeva usmeravanje ne samo u odnosu na kupce ili korisnike usluga, već i u odnosu na sve ono što osigurava prednost na domaćem ili inostranom tržištu. 	 Dynamic approach to competitive strategy creation and implementation From the point of view of increasing competitiveness, the concept of strategy refers to the guidance of the firm in the conditions of competition in order that the firm should achieve competitive advantages, not only as regards the customers or users of services, but also as regards anything that can ensure advantages on the home or export markets. 	 0.5
 Kada je u pitanju nastup na elektronskom tržištu izgledi na uspeh su veći ukoliko menadžeri razvijaju konkurentsku strategiju uzimajući u obzir kompleksnost promena koje donosi digitalna ekonomija.. 	 In case of the entrance on the electronic market, the firms prospects are better if managers develop a competitive strategy bearing in mind the complexity of change brought about by the digital economy. 	 0.5
 Danas u svetu najuspešnija preduzeća imaju strategije koje se međusobno razlikuju. 	 The leading companies in the world today implement different strategies. 	 0.5
 Međutim, generalno posmatrano preduzeća stiču konkurentske prednosti kroz inovacije šire shvaćene, koje se mogu manifestovati kao nov proizvod/usluga, nova tehnologija ili nov marketinški prilaz, pri čemu su mnoge inovacije postepene. 	 Generally, however, the companies achieve competitive advantages vie innovations in a broad sense, ones that can be manifested as a new product / service, new technology or a new marketing approach, where innovation is mostly derived gradually. 	 0.5
 Na međunarodnom tržištu inovacije koje donose konkurentske prednosti često anticipiraju domaće i inostrane potrebe. 	 In the international market conditions, the innovations that result into competitive advantages are often anticipated by the needs that arise both at home and abroad. 	 0.5
 Pri tome informacije imaju posebno značajnu ulogu u procesu inoviranja i usavršavanja, i to informacije koje nisu dostupne konkurentima ili koje oni ne traže. 	 Here the role of information in the innovation and renewal processes is essential, especially the information that is not available to the competition or that competition does not seek. 	 0.5
 Osim toga, kada preduzeće dostigne konkurentsku prednost kroz inovaciju, ono je može održati samo kroz stalno usavršavanje, pošto se mora imati u vidu da je moguće imitirati svaku inovaciju. 	 Besides, when the firm achieves a competitive advantage via innovation, it can remain competitive only through permanent improvement, since it is a well known fact that any innovation can be imitated. 	 0.5
 Na ovaj način, ukoliko je unapređuje, preduzeće održava konkurentsku prednost na inostranom trži štu. 	 It is in this way that the firm remains competitive on the foreign market as well. 	 0.5
 Stoga kreiranje trajnijih prednosti često znači da preduzeće mora da učini svoje postojeće prednosti zastarelim, jer će u protivnom to uraditi konkurenti. 	 Hence creating permantent advantage often means that the firm has to make all its existing advantages obsolete, otherwise, the competition will do it.  Thus innovation and change are connected. 	 0.5
 Na ovaj način su povezane inovacija i promena. da će neko tržište biti neprofitabilno u budućem periodu, firma će tražiti šansu na nekom novom širem domaćem ili inostranom tržištu ili na užem tržišnom segmentu.  Posebno je bitno pitanje faktora proizvodnje, čija je raspoloživa količina u određenom vremenu manje značajna od stope i efikasnosti kojom se kreiraju i usavršavaju ovi faktori u određenim industrijama. 	 The issue that merits special attention here is that of the production factors whose available quantity in a defined time is less important than the rate and the efficiency with which these factors are created and improved in certain industries. 	 0.5
 Ovo se prvenstveno odnosi na danas veoma značajne faktore kao što su naučna baza ili kvalifikovani ljudski resursi. 	 This primarily includes highly significant factors today, such as scientific base or skilled human resources. 	 0.5
 Karakteristično je da nedostatak preimućstava u statičkom modelu konkurencije može postati prednost u dinamičkom. 	 Importantly, the absence of advantage in the static competition model may become an advantage in the dynamic one. 	 0.5
 Kada se, na primer, preduzeće suoči sa određenom nepovoljnošću kao što je visoka cena ili nedostatak određenog resursa, ono je često u situaciji da mora da inovira i da se usavršava da bi bilo konkurentno. 	 When, for example, the firm encounters some difficulties, such as high prices or lack of a certain resource, it often has to introduce innovation and to improve its operations in order that it should be competitive again. 	 0.5
 Poseban značaj sa stanovišta ostvarenja konkurentskih prednosti ima kreativnost. 	 Creativity also has an important role in achieving competitive advantage. 	 0.5
 Tri komponente: stručnost, veštine kreativnog razmišljanja i motivacija u svom preklapanju rezultiraju u kreativnost koja često generiše ključne faktore uspeha određenog biznisa Š2Ë. 	 Three components: expertise, creative thinking skills and motivation overlap to result into creativity that generates the key success factors of a certain business Š2Ë. 	 0.5
 Dinamički pristup podrazumeva da je formulisanje i sprovođenje konkurentske strategije stalno evoluirajući proces brzog adaptiranja promenljivim okolnostima, pošto se uslovi u eksternom okruženju često menjaju pre nego što izabrana strategija može u potpunosti da se sprovede. 	 The dynamic approach assumes that formulating and implementation of a competitive strategy is a continually evolving process of prompt adjustment to a changing environment, since the condition in the external environment often change before a selected strategy has been fully implemented. 	 0.5
 Ovakav dinamički proces obuhvata tri nezavisna i istovremena ciklusa koji su vezani za analizu konkurentskog okruženja, razvoj i preispitivanje alternativnih strategijskih opcija i za razmatranje samog sprovođenja strategije u praksu. 	 Such a dynamic process involves three independent and simultaneous cycles related to the analysis of competitive environment, development, the analysis of alternative strategic options, and the analysis of the very translation of the strategy into practice. 	 0.5
 Na ovaj način rešenje je u formulisanju novih strategijskih varijanti kontinuelno tokom procesa adaptacije preduzeća dinamičkom konkurentskom okruženju, kao i u menjanju strategija tokom njihove realizacije. 	 The solution is found in formulating new strategic approaches, continually, throughout the process of the firms adjustment to a dynamic competitive environment, as well as in changing the strategies in the course of their implementation. 	 0.5
 Pri tome su relevantni efektivno strategijsko vođenje, posebno strategijska vizija, pragmatizam i komunikacione mreže. 	 Most relevant in this process are an efficient strategic guidance, especially strategic vision, pragmatism and communication networks. 	 0.5
 Ovo rezultira u novom strategijskom izazovu sa aspekta menadžmenta. 	 These result into a new strategic challenge from the managerial aspect. 	 0.5
 Promena samih poslovnih procesa u konkretnim uslovima turbulentnog okruženja je kompleksna. 	 The change in the business processes themselves in the concrete conditions of a turbulent environment is complex. 	 0.5
 U ovom kontekstu se mora uzeti u obzir koncept organizacije koja uči (learning organization). 	 It is in this context that the concept of a learning organization must be taken into account. 	 0.5
 Relevantno je stalno peispitivanje konkurentskog okruženja da bi se na vreme uočili znaci saturacije tražnje, supstitucije tehnologije, promena u strukturi potrošnje, socijalnih diskontinuiteta. 	 It is important that the competitive environment should continually be studied in order that the signs of demand saturation, technology substitution, changes in the consumption structure and social discontinuities should be timely identified. 	 0.5
 Ukoliko se nazire Uvid u dinamičku prirodu konkurentskog okruženja podrazumeva fokusiranje na njegove posebno značajne aspekte koji se menjaju, kao i razmatranje da li su ove promene strategijski relevantne. 	 If there are any signs that a market will cease to be profitable in a future period, the firm will seek an opportunity on another, broader, home or exports markets or in a market niche.  The insight into the dynamic nature of a competitive environment means focusing upon its essential aspects that are changing, as well as analysing whether these changes are strategically relevant. 	 0.5
 Zatim se eksplicitno preispituju pojedinačni uticaji i vrši strukturna analiza kojom se identifikuju ključne sile iz spoljneg konkurentskog okruženja. 	 The following step is to survey individual impacts and a structural analysis to identify the key forces in the external competitive environment. 	 0.5
 Na ovaj način se dolazi do određivanja i analize konkurentske pozicije preduzeća u odnosu na druge organizacije koje konkurišu za određene resurse, odnosno koje plasiraju svoje proizvode/usluge istim kupcima. 	 Thus we can identify and analyse the competitive position of the firm as related to other organizations that compete for certain resources, or offer their products/services to the same customers. 	 0.5
 Pri tome se koristi analiza strategijske grupacije konkurenata u smislu sličnosti i razlika strategija koje oni realizuju, kao i odgovarajuća analiza tržišnog učešća. 	 Here the competitive analysis of a strategic group is implemented in terms of similarities or differences between the competitiors, as well as in terms of the market share analysis. 	 0.5
 Finalni korak je preispitivanje da li su identifikovane pojave šanse ili pretnje sa stanovišta budućeg poslovanja firme, odnosno sagledavanje saglasnosti strategije i strukture sa razvojem u eksternom okruženju. 	 The final step is the analysis of whether any opportunities or threats are identified from the aspect of the future business of the firm, namely, whether the strategy and structure are adjusted to the development in the external environment. 	 0.5
 Na ovaj način nastaje slika uticaja iz okruženja koja je važna prilikom procene strategije s obzirom da se strategijske odluke, po svojoj suštinskoj prirodi, donose u digitalnoj ekonomiji u situaciji neizvesnosti. 	 It is in this way that we get an insight into the environmental impacts which is important in the strategy analysis, as strategic decisions in the digital economy are predominantly made in the conditions of uncertainty. 	 0.5
 Cilj procesa promene strategije je da se identifikuje strategijski jaz (strategic gap) kojim se određuje raskorak između sadašnje strategijske pozicije organizacije i pozicije određene svakom pojedinom strategijskom opcijom, kao i da se izvrši terminiranje sprovođenja izabrane varijante. 	 The aim of the change of strategy is to identify the strategic gap that defines the disparity between the current strategic position of the organization and the positions defined by each individual strategic options, as well as to set the timing of implementation of the selected form. 	 0.5
 U celini posmatrano, proces promene konkurentske strategije je značajan pošto ističe na bazi koje od strategijskih opcija proizilazi najpovoljnija pozicija za preduzeće i da li se ona može sprovesti u praksu u okviru datog vremenskog perioda. 	 Generally, the process of changing the competitive strategy is important because it shows a particular strategic option that may result into a most favourable position for the firm, as well as whether this strategy can be translated into practice within the given period of time. 	 0.5
 Prednost dinamičkog formulisanja strategije je u stalnom preispitivanju varijanti i u utvrđivanju strategijskog jaza čime se eliminišu potencijalne pretnje u situaciji iskorišćavanja novih šansi. 	 The advantage of a dynamic strategy formulation is in a constant review of varieties/types and identifying the strategic gap, thus eliminating potential threats in taking new opportunities. 	 0.5
 Sve ovo zahteva da mentalni modeli odražavaju složenost realnog sveta prilikom dinamičkog razvoja strategije, što vodi u proces kontinuiranog prilagođavanja. 	 All these require that, in case of the dynamic development of a strategy, the mental models reflect the com plexity of the real world which results into a continual adjustment process. 	 0.5
 Pored tvrdih podataka, značajni su i meki podaci koji se odnose na vrednosti, principe, identitet preduzeća, izazove. 	 Here the soft data are as important as the hard data, since they tell us about the firms values, principles, identity and challenges. 	 0.5
 Bitno je naglasiti da menadžeri koriste i heurističke metode zbog tipa neizvesnosti koji je inherentan strategijskim problemima. 	 It is important to note that managers also use heuristic methods, due to the type of uncertainty inherent to strategic problems. 	 0.5
 Da bi bila uspešna organizacija mora da kreira vrednost za svoje kupce/korisnike usluga i ostale stejkhol dere na neki distinktivan način kroz konkurentsko pozicioniranje i integralnu uslugu koju nudi. 	 In order to be successful, the organization has to create value for its customers/service users and other stakeholders is a distinctive manner, through competitive positioning and integrated service it offers. 	 0.5
 U ovom kontekstu konkurentska strategija se može odrediti i kao veština kreiranja vrednosti koja u krajnjoj instanci omogućava menadžerima da identifikuju šanse za pružanje vrednosti kupcima uz prisvajanje profita od strane preduzeća. 	 In this context, the competitive strategy can be defined as a value creation skill that ultimately allows for the managers to identify the opportunities to create value for their customers and earn profits. 	 0.5
 U okviru poslovnih mreža razni akteri deluju tako da zajednički stvaraju vrednost u novim formama, što implicira potpuno novu logiku vrednosti u uslovima digitalne ekonomije. 	 Various factors work within the business networks frame and jointly create value in new forms, which implies an entirely new value logic in the digital economy conditions. 	 0.5
 Pri tome su važne kompetencije preduzeća koje se odnose prvenstveno na tehnologiju, posebno na primenu informacionih i konunikacionih tehnologija, na specifična ekspertska znanja i nove poslovne procese koji su akumuliralani tokom vremena i koji su inkorporirani u paket ponude određenoe firme. 	 Here the importance lies with the firms competencies, primarily the technology, the implementation of information and comunication technology, specific expert knowledge and new business processes accumulated over time and incorporated into the offer package of the firm. 	 0.5
 U uslovima intenzivne konkurencije značajno je postojanje volja kupaca da kupi kupi proizvode preduzeća, ali i da za njih plati, što podrazumeva i mogućnost elektronskog plaćanja. 	 In the conditions of fierce competition, it is important that the customer is willing to buy the firms products, but also to pay for them, which includes the possiblity of electronic payment. 	 0.5
 Stoga je bitno preimućstvo svakog preduzeća uspostavljena baza kupaca. 	 Hence an important advantage of any firm is its established customer database. 	 0.5
 Sve je veći broj preduteća koja uključuju kupce u proces projektovanja proizvoda da bi se sagledale potrebe iz realnog sveta, To se često reflektuje na integrisanje marketinga i istraživačko-razvojne funkcije Š3Ë. 	 An increasing number of firms involve their customers into the product design process in order to view their needs from the real world.  This often means an integration of marketing and research and development funstions Š3Ë. 	 0.5
 Efektivnost konkurentske strategije se u novijem periodu meri i preko indikatora koji se odnosi na profitabilnost po kupcima. 3. 	 To measure the competitive strategy efficiency the indicator related to profitybility per customer is also used.  3. 	 0.5
 Relevantnost znanja kao resursa Za ostvarenje konkurentske prednosti je od izutzetne važnosti menadžment znanja. 	 Relevance of knowledge as resource Knowledge management is of utmost importance when it comes to achieving competitive advantage. 	 0.5
 Poslednjih godina su delenje i primena znanja identifikovani kao ključni izvori održive konkurentske prednosti. 	 Knowledge exchange and implementation have in the last years been identified as key sources of sustainable competitive advantage. 	 0.5
 Usavršavanje i strategijski izbor podrazumevaju učenje nečeg novog, naročito u uslovima brzo promenljivog poslovnog okruženja koje karakteriše savremena ekonomija bazirana na znanju. 	 Improvement and strategic choice mean learning something new, especially in teh conditions of a fast changing business environment characterised by a modern, knowledge-based economy. 	 0.5
 U ovom kontekstu je bitno istaći značaj karte izbalansiranih merila performansi (Balanced Scorecard - BSC) kao jednog od novijih modela merenja performansi preduzeća Š4Ë. 	 In this paper we especially focus on the Balanced Scorecard (BSC) as an important new method to measure the firm performance Š4Ë. 	 0.5
 Primena BSC je posebno aktuelna sa aspekta povećanja uloge znanja kao neopipljivog resursa koji često dovodi do značajnih inovacija i u tom smislu BSC omogućava uspešno sagledavanje rezultata poslovanja iz perspektive inovativnosti i učenja Š5Ë. 	 The implementation of the BSC is especially interesting from the point of view of an increasingly important role of knowledge as an intangible resource that often results into impor tant innovation and here the BSC allows for a comprehensive insight into the business results from the innovation and learning aspects Š5Ë. 	 0.5
 Neophodno je da se u cilju povećanja konkurentnosti, u uslovima stalnih promena koje podrazumeva razvoj digitalne ekonomije, u procesu učenja maksimalno otvore granice preduzeća, da se stimuliše raz mena ideja preko projektnih timova i susreta sa kupcima i snabdevačima, što povećava mogućnost uspešnog sagledavanja konkurentskih perspektiva. 	 In order to increase competitiveness in the conditions of permanent changes characterised by the development of digital economy the firms should open their boundaries wide in the learning process, stimulate the exchange of ideas via project teams and meetings with customers and suppliers, which all help the firm identify competitive opportunities better. 	 0.5
 U uslovima ovakvog podržavajućeg, otvorenog okruženja, uspešno se mogu razvijati forumi za učenje kao što su strategijska ispitivanja promenljivog konkurentskog okruženja, portfolia proizvoda/usluga, tehnoloških promena i tržišne pozicije preduzeća; analiza međufunkcionalnih procesa i sistema isporuke; proučavanje konkurentskih strategija najuspešnijih kompanija da bi se bolje razumele njihove distinktivne kompetencije, promene u instrumentima marketing-miksa, rezultirajući porast tržišnog udela i osvajanje novih tržišta. 	 In the conditions of such supportive, open environment, we find a positive practice of developing learning forums such as strategic study of a changeable competitive environment; the product/service portfolio; technological change and the firms market position; interfunctional processes and delivery systems analysis; the study of competitive strategies of the most successful companies for the purpose of better understanding of their distinctive competencies, changes in the marketing mix tools, the resulting increase in the market share and capturing of new markets. 	 0.5
 Sa stanovišta kreiranja konkurentske prednosti značajno je da zaposleni budu podstaknuti na kreativnost i inovativnost u smislu novih i boljih načina proizvodnje, odnosno pružanja usluga kupcima. 	 From the point of view of creating competitive advantage it is important that the employees should be encouraged to be creative and innovative in mastering new and more successful methods of production or service delivery to customers. 	 0.5
 Inovacije mogu rezultirati i u nižim troškovima, diferencijaciji ili bržem odgovoru na šanse i pretnje iz eksternog okruženja, pri čemu mora doći do izražaja jezgro kompetentnosti i sposobnosti organizacije. 	 Innovation may result in lower costs, differentiation and faster response to oppotrunities and threats from the external environment, which stresses the core organizational competencies and capabilities. 	 0.5
 Realizovanje konkurentske prednosti je olakšano dobrim internim i eksternim komunikacijama bez čega organizacija ne može da nauči najbolja praktična rešenja. 	 The realization of competitive advantage is facilitated by good internal and external communications without which the organization cannot learn the best practical solutions. 	 0.5
 Organizacija uči o potrebi da se menja na bazi opservacije i interpretacije događaja u okruženju u kome se nalaze eksterni stejkholderi - država sa merama ekonomske politike, finansijske institucije, snabdevači, kupci, konkurenti. 	 The organization learns about the need to change on the basis of observation and interpretation of the events in the environment where the external stakeholders are the state with its economic policies, the financial institutions, suppliers, customers, competition. 	 0.5
 Na osnovu ovoga rezultiraju odluke menadžera o akcijama koje bi trebalo da preduzmu iz čega sledi sprovođenje potrebnih promena. 	 It is on this basis that managers make decisions on the activities they should undertake, followed by the execution of necessary changes. 	 0.5
 Ove promene, sa svoje strane, utiču na ostale organizacije (konkurente, snabdevače, kupce) u situaciji koju neki nazivaju okruženje konkurentskog haosa. 	 These changes in turn affect other organizations (competition, suppliers, customers) in a situation some authors call the environment of competitive chaos. 	 0.5
 U povratnoj sprezi oni reaguju, a preduzeće ponovo uči o uticaju i ishodu svojih odluka. 	 They interreact in a feedback and the firm learns again of the impact and output of its decisions. 	 0.5
 Na ovaj način je pokazano da učenje ima bitan značaj u formulisanju i realizaciji konkurentske strategije. 	 Hence it is clear that learning is essentially important in the competitive strategy formulation and implementation. 	 0.5
 Sa ovog aspekta je potrebno ukazati na značajnu ulogu menadžment konsaltinga Š6Ë. 	 From this point of view, it is necessary that the role of management consulting be awarded due importance Š6Ë. 	 0.5
 U celini posmatrano, ono što se dešava izvan preduzeća ima veći uticaj na ostvarenje konkurentnosti nego ikada ranije. 	 Generally taken, what goes on outside the firm has a larger impact upon the firms competitiveness than ever before. 	 0.5
 Ovaj eksterni svet pun izazova u sve većoj meri uključuje proizvode i usluge supstitute, promene u privredi i konjunkturi, rezultate delatnosti koje su indirektno povezane sa preduzećem i nove načine ponašanja ljudi, uključujući i nove načine komuniciranja putem Interneta. 	 This external world full of challenge increasingly involves products and other substitutes, changes in economy and good market, the results of the operations indirectly related to the firm and new ways of peoples behaviour, including new ways of communication via the Internet. 	 0.5
 Evidentno je da informacione i komunikacione tehnologije imaju uticaj na sve navedeno. 	 Information and communication technologies evidently affect all the above mentioned. 	 0.5
 Kupci u uslovima digitalne ekonomije imaju pristup većem broju informacija, izražena je povratna sprega i oni su često više zahtevni. 	 In the conditions of digital economy the customers enjoy access to a larger number of information, there is a strong feedback, and they become more demanding. 	 0.5
Svakako da ove promene mogu doneti šanse za ostvarenje budućih konkurentskih prednosti. 	 These changes surely can inspire opportunities for the achievement of future competitive advantage. 	 0.5
 Konkurentska inteligencija (competitive intelligence CI), kao svojevrsni menadžerski alat je posebno značajna za proaktivno delovanje menadžera u odnosu na konkurente Š7Ë. 	 As a specific managerial tool, the competitive intelligence (CI) is of special importance for in the managers proactive operations as regards the competition Š7Ë. 	 0.5
 Ona omogućava pravovremeno sagledavanje promena u eksternoj realnosti. 	 It provides him with a timely insight into the changes in the external reality. 	 0.5
 Konkurentska inteligencija se faktički odnosi na znanje o celokupnom okruženju i daje akciono orijentisane odgovore menadžerima koji do nose strategijske odluke koje se tiču konkurentskog pozicioniranja u budućnosti, pri čemu je neophodno da se oni pripreme za mnoge aspekte drugačijeg poslovanja, što u strategijskom menadžmentu može da podrazumeva i nove načine razmišljanja koji u svojoj osnovi imaju pogled ka spolja. 	 The competitive intelligence actually means the knowledge of the overall environment and provides activity-oriented answers to the managers who make strategic decisions concerning competitive positioning in the future , where it is necessary that they should be prepared for a variety of aspects of business doing different from what they are used to, and in strategic management this may mean new ways of thinking based on the look at the outside. 	 0.5
 Ovo može rezultirati u delovanju, odnosno u poslovnim aktivnostima preduzeća koje konkurenti ne očekuju ili dovoljno ne prepoznaju. 4. 	 This may result in activity, that is, in the firms business operations that competition either does not expect or does not recognize clearly enough.  4. 	 0.5
 Konkurentske prednosti u uslovima digitalne ekonomije Brz razvoj IKT je rezultirao u promenama načina proizvodnje dobara i pružanja usluga , u prirodi samih proizvoda i usluga, kao i u kanalima distribucije. 	 Competitive advantages in the conditions of digital economy A fast ICT development resulted in the change in the way the goods are produced and the services are delivered, the nature of products and services themselves as well as in the distribution channels. 	 0.5
 Tokom poslednje decenije digitalna ekonomija je bila bitan pokretač strukturnih promena i privrednog razvoja industrijskih zemalja i pojedinih regiona Š8Ë. 	 In the last decade, the digital economy has been an important driver of structural changes and economic development in industrial countries and in certain regions Š8Ë. 	 0.5
 Mnogi privredni sektori se transformišu brzim razvojem, prihvatanjem i primenom inovacije iz sfere informacionih i komunikacionih tehnologija. 	 Numerous sectors of economy are being transformed through a fast development, adoption and implementation of innovation from the information and communication technology sphere. 	 0.5
 Posebno su upečatljive promene u domenu ekspandirajućih uslužnih delatnosti. 	 Especially striking are the changes in the field of the expanding service provision. 	 0.5
 Sa stanovišta preduzeća i privrede u celini u prvi plan dolazi uticaj IKT na sniženenje transakcionih troškova. 	 From the point of view of the firm and the economy in general, the impact of ICT is primarily felt in reducing transaction costs. 	 0.5
 Značajna postaje lokacija preduzeća u slučaju stvaranja IKT klastera. 	 In case the ICT clusters are formed, the firms location is also becoming important. 	 0.5
 Prilikom kreiranja odgovarajuće strategije konkurentnosti u uslovima digitalne ekonomije menadžeri bi trebalo da preispitaju poziciju preduzeća u odnosu na konkurente u sferi elektronskog poslovanja. 	 In creating an appropriate competitive strategy in the conditions of the digital economy the managers should analyse the firms position as regards the competition in the sphere of electronic business. 	 0.5
 Bitna je i odluka o odgovarajućoj ulozi elektronskog poslovanja u tradicionalnim preduzećima. 	 Also important is the decision on what should be an adequate role of electronic business in traditional companies. 	 0.5
 Moraju se objektivno sagledati sposobnosti firme u domenu informacionih i komunikacionih tehnologija, kao i potrebe za finansijskim resursima. 	 The firms competencies in the field of information and communication technologies, as well as the needs for financial resources have to be analysed thoroughly. 	 0.5
 Očekuje se da će u budućem periodu sve više dolaziti do izražaja razvoj u području mobilnih komunikacija. 	 The developments in the field of cellular telephony are expected to be spectacular in the future. 	 0.5
 Sa aspekta konkurentskih strategija je bitna i klasifikacija biznisa u novoj ekonomiji polazeći od karakteristika fizičko/digitalno Š9Ë. 	 From the competitive strategies perspectives, the classification of business in the new economy, based on the physical/digital characteristics is also important Š9Ë. 	 0.5
 Proizvod može biti fizički ili digitalan, proces takodje može biti fizički ili digitalan, što je slučaj i sa posrednikom. 	 The product may be physical or digital, the process, too, may be physical or digital, and so may be the case with the mediator. 	 0.5
 Ovo rezultita u devet različitih tipova biznisa, od onih koji su čisto fizičkog karaktera do u potpunosti digitalnih biznisa kod kojih su sam proizvod, kao i proces, isporuka i plaćanje digitalni. 	 This results into nine different types of business, from those purely physical, to fully digital business types where the product itself, the process, the delivery and the payment are digital. 	 0.5
 U digitalnoj ekonomiji Internet je doveo i do promene konfigurcije pojedinih delatnosti, kao i balansa moći izmedju proizvodjača, posrednika i potrošača. 	 The use of the Internet in the digital economy has led to a change in the configuration of certain jobs, as well as to a balance between producers, mediators, and customers. 	 0.5
 Karakteristično je da kupac postaje kralj nove ekonomije Š10Ë.  On je zahvaljujući Internetu veoma dobro informisan o ponudama raznih proizvodjača, odnosno davalaca usluga, uz relativno niske troškove pretraživanja, što mu omogućava da brzo vrši kompariranje i da izabere proizvod onog kvaliteta, dizajna i cene koji njemu odgovara, čak i u globalnim okvirima. 	 Characteristically, the customer becomes the king of new economy Š10Ë. Thanks to the Internet, he is very well informed on the offers of a variety of manufacturers, or service providers, at relatively low costs of searching, which enables him to make fast comparisons and choose the most appropriate product of a quality, design, and price that he finds appropriate, even in global conditions. 	 0.5
 Obavljanje poslovanja na Internetu uključuje ne samo kupovinu i prodaju, već i pružanje usluga kupcima i sarađivanje sa poslovnim partnerima. 	 Doing business on the Internet includes not only buying and selling, but also delivering services to customers and cooperation with business partners. 	 0.5
 Ono se diferencira u odnosu na tradicionalno poslovanje i po tome što eliminiše problem vremenske razlike i geografske udaljenosti između poslovnih partnera vezan za naručivanje i plaćanje robe, a u slučaju određenih proizvoda to se odnosi i na isporuku. 	 It is differentiated in comparison with the traditional way of business doing also in that it eliminates the problem of time difference and geographical distance between the business partners in terms of goods ordering and payments; in case of certain products it applies to the delivery as well. 	 0.5
 Na ovaj način granice poslovanja se proširuju na elektronske produkte. 	 It is in this way that the boundaries of business are expanded to electronic products. 	 0.5
 Međutim, sa ekonomskog aspekta, bitno je da se poveća prinos na investicije u elektronsku trgovinu. 	 From the economic aspect, however, it is important that the return on investments in electronic commerce be higher. 	 0.5
 Potrošači bi trebalo da dobiju kvalitetnije proizvode prilagođene njihovim potrebama, po nižim cenama i uz bolje usluge. 	 The customers should be offered higher quality products adjusted to their needs, at lower prices and with higher qualty services. 	 0.5
 Pri tome je neophodan odgovarajući softver koji dovodi do maksimiziranja efektivnosti kroz novi način poslovanja. 	 Here we need an appropriate software that helps maximise the effectiveness via a new method of business doing. 	 0.5
 Njegove prednosti su vezane za povećanje kvaliteta, agilnosti, za dodatne usluge sa jedne strane, i za sniženje troškova i prodajnih cena, smanjenje vremena izlaska na tržište, odnosno realizovanja transakcija sa druge strane, što je posebno važno u uslovima svetske ekonomske krize i oporavka. 	 Its advantages are in the improvement of quality, activity, the additional services, on one hand, and in the reduction of costs and sales prices, shortening the time cycle, or transaction, on the other, which is especially important in the conditions of the global economic crisis and recovery. 	 0.5
 Od značaja je menadžersko odlučivanje u domenu formiranja prodajnih cena Š11Ë.  Karakteristično je da su u skorašnjem periodu mnoga preduzaća ostvarila značajan poslovni uspeh primenjujući, uz tradicionalni biznis, i novi model elektronske trgovine. 	 Also important is the managerial decision making in the domain of pricing Š11Ë. lately Characteristically, many companies have achieved a considerable business success implementing, alongside the traditional business, a new model of electronic commerce. 	 0.5
 Tipičan primer je poznata američka maloprodajna kompanija Wal-Mart Stores Š12Ë. 	 A typical example is a well-known American retail company, Wal-Mart Stores Š12Ë. 	 0.5
 Na tržištu opreme za umrežavanjeje je prisutna intenzivna konkurencija u globalnim okvirima. 	 The networking equipment market is characterised by a fierce competition globally. 	 0.5
 Ilustrativan je primer Alcatel-Lucent-a, gde je kod izvora konkurentskih prednosti akcenat na tehnološkim unapređenjima, kvalitetu proizvoda i usluga, pozdanoj i blagovremenoj isporuci, konkurentnim proizvodnim troškovima, fleksibilnim proizvodnim kapacitetima, lokalnom prisustvu i dugoročnim odnosima sa kupcima Š13Ë. 	 The example of AlcatelLucent is illustrative: among the sources of competitive advantages the company gives priority to technological improvements, product and service quality, a reliable and timely delivery, competitive production costs, flexible production capacities, local attendance and long-term relations with customers Š13Ë. 	 0.5
 Važan faktor diferenciranja u odnosu na konkurente u recesionim uslovima može biti želja i sposobnost da se ponude određene forme finansirasnja. 	 An important factor of differentiation as regards the competition in the conditions of recession may be a desire and competence to offer certain forms of financing. 	 0.5
 U okviru svojih strategijskih opredeljenja kompanija Samsung posebno u Evropi afirmiše koncept pametnijeg života (Smarter Life Concept). 	 Within its strategic orientation the Samsung company advocates a Smarter Life Concept, especially in Europe. 	 0.5
 On se bazira na pametnom dizajnu (smart design) koji povećava funkcionalnost proizvoda za potrošače, pametnim iskustvima (smart experiences) i pametnim povezanostima (smart connections) koje će omogućiti da se Samsung uređaji međusobno automatski povežu, dele sadržaje i unaprede korisničko iskustvo Š14Ë. 	 The concept is based on smart design that improves the functionality of the products for the customers, on smart experiences and smart connections that will ensure that the Samsung products can interconnect automatically, share the contents and improve customer experience Š14Ë. 	 0.5
 Bitno je naglasiti da se, uprkos ranijem neuspehu mnogih dot.com firmi do koga je došlo nakon početnog buma, čista dot-.com strategija pokazala u najnovijem periodu u mnogim slučajevima uspešnom. 	 It is important to note that, contrary to the previous failures of a large number of dot.com firms following the initial boom, the pure dot.com strategy proved successful in many cases nowadays. 	 0.5
 Ovo je karakteristično i za mnoge on-line aukcije. 	 This is also characteristic of many an on-line auction. 	 0.5
 Nove poslovne strategije na Internetu fokusiraju značaj informacija. 	 New business strategies on the Internet focus on the importance of information. 	 0.5
 Ekonomika informacija se fundamentalno razlikuje od ekonomike stvari. 	 Economic information is fundamentally different from the economic thing. 	 0.5
 Kada se proda fizički proizvod, on se više ne poseduje, dok se nakon prodaje informacija zadržava vlasništvo i one se mogu dalje prodavati. 	 When a physical product is sold, it is not owned any longer, whereas information retains ownership after the sale and can be sold again. 	 0.5
 Fizička stvar se može kopirati, ali to košta skoro isto kao proizvodnja originala. 	 A physical thing can be replicated, however, this costs as much as manufacturing the original. 	 0.5
 Sa druge strane, troškovi multiplikovanja informacija su veoma niski, uz uvažavanje inicijalnih troškova istraživanja, razvoja, eksperimentisanja, testiranja. 	 On the other hand, the costs of multiplying information are really low, even taking into account the initial costs of research, development, experimenting, and testing. 	 0.5
 Dok se stvari vremenom troše ili habaju, informacije mogu da zastare, ali mogu upotrebom i da postanu vrednije. 	 While things wear off or are spent in time, information may become obsolete, however it may gain in value through use. 	 0.5
 Evidentno je da opipljivi proizvodi postoje u vremenu i prostoru, pa se mogu brojati ili držati na zalihama, dok se informacije mogu naći bilo gde i u bilo koje vreme Š15Ë. 	 It is evident that tangible products exist in time and space, and that they can be counted or kept in stocks, while information can be found anywhere and at any time Š15Ë. 	 0.5
 Sinergijski efekti kroz saradnju preduzeća dolaze do izražaja na prvom evropskom B2B Internet tržištu za industrije potrošnih dobara od 2000. godine. 	 The synergy effects in the cooperation between firms were recognized at the first European B2B Internet market for commodity industries in 2000. 	 0.5
 Inicijativa je potekla od kompanija Nestlé i Danone Group kao lidera u prehrambenoj industriji, a uspostavili su ga, pored ove dve kompanije i Henkel i SAP Markets na mySAP.com e-business platformi Š16Ë. 	 It was initiated by the Nestlé and Danone group companies as leaders in the food industry, and was further established by Henkel and SAP Markets on mySAP.com ebusness platform Š16Ë. 	 0.5
 Rastući deo ekonomske vrednosti u digitalnoj ekonomiji je proizvod elektronskih sredstava. 	 A growing portion of economic value in the digital economy is the product of electronic devices. 	 0.5
 U novoj ekonomiji, koja je dinamička, globalna i umrežena, najznačajniji faktori konkurentnosti su inovacije, kvalitet proizvoda i usluga, vreme i niski troškovi. 	 In the new economy which is dynamic, global and networked, the most important competitiveness factors are innovations, product and service quality, time and low costs. 	 0.5
 Sa ekonomskog aspekta je značajno da su za digitalne proizvode marginalni troškovi proizvodnje i distribucije veoma niski. 	 From the economic aspect, it is important that marginal production and distribution costs for digital products are very low. 	 0.5
 To se odnosi na softver, muziku, elektronske knjige i časopise, filmove. 	 This refers to software, music, electronic books and magazines, films. 	 0.5
 Povećava se značaj inovacija i tehnologija koje omogućavaju povezanosti, pošto su u osnovi on-line poslovanja komunikacije. 	 The importance of connectivity enabling innovation and technologies increases, since communications are the basis of on-line business. 	 0.5
 Neki autori koriste izraz klikni ovde ekonomija (click here economy) vezujući ga za veći izbor potrošača zahvaljujući korišćenju Interneta. 	 Certain authors use the term click-here economy, linking it to a broader choice of customers due to the Internet use. 	 0.5
 Ista logika važi u slučaju poslovanja koje se odnosi na transakcije između dve organizacije-B2B (business-to-business), gde elektronski katalozi i direktne elektronske veze utiču na promenu nabavne prakse preduzeća. 	 The same logic can be applied to the business related to the transactions between two organizations B2B (business-tobusiness), where electronic catalogues and direct electronic connections change the supply practices of the firm. 	 0.5
 Iz svega do sada analiziranog prozilazi da je presudan prvi korak u kreiranju konkurentske strategije u elektronskoj ekono miji razumevanje da Internet potrošač predstavlja potpuno novi entitet za koga je tipično on-line ponašanje. 	 All the above analysed show that understanding that the Internet customer is an entirelly new entity for whom on-line behaviour is typical makes the crucial first step in creating a competitive strategy. 	 0.5
 U slučaju novih potrošača menja se predmet njihove kupovine (opipljivi i elektronski proizvodi), razlog kupovine i način kupovine. 	 In the case of new customers the subject of their purchase (tangible and electronic products), the reason and the manner in which they make their purchases change. 	 0.5
 Oni imaju drugačija očekivanja kada su u interaktivnoj komunikaciji sa preduzećem na Internetu. 	 In an interactive communication with the company on the Internet they express different expectations. 	 0.5
 Tu dolazi do izražaja shvatanje Tržište je konverzacija. 	 Here the expression Market is conversation gets its full meaning. 	 0.5
 Kupci očekuju proizvod ili uslugu koji su u procesu kastomizacije njima specijalno prilagođeni. 	 The customers expect a product or a service especially adapted to them in the customation process. 	 0.5
 Pri svemu tome oni mogu udobno obaviti kupovinu iz svoje sobe ili kancelarije 24 sata dnevno, 7 dana u nedelji, što je u okviru digitalnog pejzaža poznato kao 24x7. 	 Besides, they can buy comfortably seated in their rooms or offices, 24 hours a day, 7 days in a week, which is in the digital world known as 24x7. 	 0.5
 Kada su u pitanju alternativne konkurentske strategije elektronskog poslovanja, praksa je pokazala da se od strane menadžera često kreiraju strategije koje, polazeći od modela generičkih konkurentskih strategija M Porter-a, simultano slede orijentaciju ka niskim troškovima, diferencijaciji i fokusiranju Š17Ë. 	 In case of alternative competitive electronic business strategies, practice has shown that managers often create strategies that, starting from the model of generic competitive strategies proposed by M. Porter, simultaneously follow the orientation towards low costs, differentiation, and focusing Š17Ë. 	 0.5
 Relevantan je i originalni pristup A.Haxa i D.Wilde-a koji su predložili nov okvir za generičke strategije u uslovima savremene, na znanju bazirane, globalne ekonomije Delta model u obliku trougla čija tri temena predstavljaju tri tipa novih strategija: najbolji proizvod, rešenja za kupce i povezanosti Š18Ë. 	 In their relevant and quite unique approach, A. Hax and D. Wilde propose a new framework for generic strategies in the conditions of modern, knowledgebased, global economy the Delta model in the form of triangle whose three tenets represent three types of new strategies: the best product, solutions for customers, and connections Š18Ë. 	 0.5
 Strategijska opcija razvijanja najboljeg proizvoda je vezana za tradicionalne izvore konkuremtskih prednosti na bazi nižih troškova u odnosu na konkurente i diferencijaciju. 	 The strategic option of developing the best product is related to the traditional sources of competitive advantages on the basis of lower costs in comparison to competition and differentiation. 	 0.5
 Druga strategijska alternativa se razvija u slučaju šireg koncepta ponude proizvoda i usluga koji zadovoljavaju većinu ili čak sve potrebe kupaca. 	 The second strategic alternative is developed in case of a broader concept of offer of a product or a service that meets the majority of or even all customers needs. 	 0.5
 Ovde je fokus na kupcu, a ne na proizvodu. 	 The focus here is upon the customer, rather than a product. 	 0.5
 Ovo je u velikoj meri izvodljivo zahvaljujući mogućnostima direktnog komuniciranja sa kupcima putem Interneta. 	 This is largely viable due to the possibility of direct communication with customers via the internet. 	 0.5
 Sa aspekta uspešnog kreiranja i realizacije ove strategije od posebnog značaja je relacioni marketing. 	 From the aspect of a successful design and implementation of this strategy the relationship marketing is very important. 	 0.5
 Preduzeće teži da obezbedi povezanu grupu proizvoda i usluga sa ciljem da poveća sposobnost kupaca da kreiraju sopstvenu ekonomsku vrednost. 	 The firm tends to provide a related group of products and services aiming to increase the customers ability to create their own econimic value. 	 0.5
 Inovativni proces je usmeren na zajednički razvoj distinktivnih proizvoda sa kupcima u sklopu izgradnje i održavanja dugoročnih odnosa sa njima. 	 The innovation process is oriented towards a joint approach (with customers) in the development of distinctive products and building and maintenence of a long-term relationship with them. 	 0.5
 Najširi opseg ima treća strategijska opcija koja polazi od sistemskog pristupa biznisu, pri čemu se uzimaju u obzir svi koji doprinose stvaranju ekonomske vrednosti. 	 The broadest range is the one belonging to the third strategic option which starts from the systems approach to business, taking into account all those who contribute to the economic value creation. 	 0.5
 Koncept strategije baziran na resursima se pre svega odnosi na problematiku kako da preduzeće obezbedi faktore potrebne za kreiranje jezgra kompetencija koje čini bazu za uspostavljanje postojanih konkurentskih prednosti u složenom procesu implementacije strategije. 	 The resource-based strategic concept primarily deals with with the problem of how the firm can provide the factors necessary in creating core competencies that make the basis for establishing sustainable competitive advantages in the complex process of strategy implementation. 	 0.5
 Strategija se shvata i kao funkcija kvaliteta i kvantiteta sposobnosti preduzeća bez kojih ona u osnovi nema snagu. 	 Strategy is also understood as a function of quality and quantity of the firms competencies without which it is basically powerless. 	 0.5
 Novouspostavljeni odnosi između preduzeća različitih veličina, njihova saradnja i ulaženje u poslovne mreže su uticali na stvaranje novog mentalnog prostora i na primenu originalnih poslovnih modela u globalnim okvirima. 	 The newly established relationship between firms of various sizes, their cooperation and networking resulted into the generation of a new mental space as well as into the implementation of genuine business models on a global basis. 	 0.5
 Razvoj poslovnih povezanosti dovodi i do prakse autsorsinga inovacija. 	 The development of business connections leads to innovation outsourcing practice too. 	 0.5
 Pored toga, inovativni procesi zahtevaju fleksibilne i kastomozirane reakcije i odgovore, kontinuirano eksperimentisanje i testiranje. 	 Besides, innovative processes require flexible and customized responses and answers, a continual experimenting and testing. 	 0.5
 U uslovima digitalizacije sve više se proizvodi izrađuju po porudžbini, a informacije su krajnje personalizovane Š19Ë.  Jedna od ključnih reči novog strategijskog pristupa je strategijski okvir u kome su tipični nelinerarnost, promenljive granice preduzeća, holističko poimanje poslovanja, uključenost u industriijske klastere, otvorene inovacije i kontinuirano preispitivanje poslovnih modela. 	 In the conditions of digitalization the products are increasingly made to order, and information is highly personalized Š19Ë. One of the key words of the new strategic approach is the strategic framework whose typical features are non-linearity, changeable boundaries of the firm, holistic understanding of the business, involvement into industrial clusters, openended innovation and a continual review of business models. 	 0.5
 Inspirativna je analogija sa biologijom preko shvatanja ekosistema biznisa, kao i anlogiija sa fizikom kroz kategorije vezane za energiju. 	 The analogy with biology via understanding the business ecosystem, as well as the analogy with physics via energy related categories are inspiring. 	 0.5
 Relevantan je noviji pristup uravnotežene strategije (poised strategy) i njoj odgovarajućeg načina merenja performansi Š20Ë. 	 Also relevant is a recent poised strategy approach and the adequate method of performance measuring Š20Ë. 	 0.5
 Uravnotežena strategija je povezana sa dinamičkom sposobnošću organizacije u čijoj su osnovi specifičan način razmišljanja, menadžerske veštine balansiranja, kao i sposobnosti da se organizacija sama energizira, revitalizuje i promeni. 	 The poised strategy is connected to the firms dynamic competence the basis of which is a specific way of thinking, the managerial skills of balancing, as well as the organizational competence to energize, revitalize and change itself. 	 0.5
 Ovakvu organizaciju karakteriše kreativna energija i dinamika kroz kretanja u drugačjim ili novonastalim prilikama. 	 Such an organization is characterised by a creative energy and dynamics through movement in different or newly created conditions. 	 0.5
 U praksi uravnotežena strategija podrazumeva veći broj poslovnih modela u smislu portfolia tradicionalnih i novih poslovnih modela da bi se ostvarile inovacije vrednosti za kupce proizvoda, odnosno korisnike usluga koje im preduzeće nudi. 	 In practice, the poised strategy means a larger number of business models in order to realize the innovation of values for the product buyers or service users that the firm offers. 	 0.5
 Bitne su i inkrementalne, i prodorne inovacioni sposobnosti u poslovnim mrežama koje se označavaju i kao poslovni ekosistemi. 	 The incremental and penetrating innovation competencies in business networks understood as eco-systems are also important. 	 0.5
 Prostor sposobnosti (capability space), kao poseban vid mentalnog prostora, obuhvata stav prema resursima, kompetencijama i dinamici inovacija i naročito dolazi do izražaja kada je u fokusu menadžera povećanje konkurentnosti. 	 The capacity space, as a specific type of mental space, includes the attitude towards resources, competences and dynamics of innovation, and is especially important when a manger focuses upon improving competitiveness. 	 0.5
 Neopipljiva intelektualna imovina postaje od presudne važnosti kao faktor konkurentnosti na početku 21.veka. 	 The intangivle intellectual assets have be come crucially important as a competitiveness factor at the beginning of the 21st century. 	 0.5
 Posvećenost učenju, sticanju i delenju znanja je imanentna inovativnim preduzećima. 	 The committment to study, to knowledge acquisition and sharing is immanent to innovative firms. 	 0.5
 Umrežavanje znanja se odvija i unutar, i izvan preduzeća, uz otvorenost inovacionih procesa. 	 The networking of knowledge is a process running both inside and outside the company, with open-ended innovation processes. 	 0.5
 Uravnotežena strategija se fokusira na svojevrsno podmlađivanje preduzeća kroz iza zovno dinamičko re-energiziranje zasnovano na mnogostrukim poslovnim modelima u različitim poslovnim ekosistemima koji su vezani za više privrednih delatnosti, pogodni za multidisciplinarna i multidimenziona znanja uz prihvatanje odgovarajućih uticaja, što u osnovi predstavlja vitalistički pristup biznisu i njegovim organskim povezanostima. 	 The poised strategy focuses upon a specific rejuvenation of the firm, via a challenging dynamic re-energizing based on manifold business models in varied business eco-systems connected to a large number of business competencies, suitable for multidisciplinary and multidimensional knowledge, with adopting appropriate impacts, which basically is a vitalistic approach to business and its organic connections. 	 0.5
 Za preduzeća koja su orijentisane na kreiranje konkurentskih prednosti na bazi inovacije naročit izazov je vezan za ljudske resurse za pronalaženje i razvoj inovatora koji će kreirati važno otkriće kao prekretnicu u razvojnom smislu, pošto je talenat redak resurs. 	 Especially challenging for the companies oriented towards innovation-based competitive advantages creation are issues related to human resources recruiting and development of innovators who will create an important invention as a turnpoint in the developmental sense, since talent is a rare resource. 	 0.5
 Procena je da u savremenim korporacijama 5-10% menadžera sa visokim potencijalom u bilo kom datom vremenskom periodu imaju veštine i osobine da postanu inovatori Š21Ë. 	 The estimates are that only 5-10% managers with high potentials in modern corporations command the skills and capabilities to become innovators in any given period of time Š21Ë. 	 0.5
 U velikom broju proizvodnih i uslužnih delatnosti stvaranje jake baze talenata preduzeća i izgradnja intelektualnog kapitala se smatraju presudnim za zadovoljavajuće sprovođenje konkurentske strategije i za ostvarenje planiranih ciljeva. 	 In a large number of manufacturing and service industries, the creation of a powerful base of talents in the company and the building of intellectual capital are considered to be crucial for a satisfactory implementation of a competitive strategy and achieving planned goals. 	 0.5
 Mnoge uspešne kompanije imaju intenzivne procese upravljanja talentima. 	 Many successful companies conduct intensive processes of talent management. 	 0.5
 Ove inicijative mogu rezultirati u stvaranju svojevrsnog inovacionog čvorišta iz čije perspektive inovatori mogu bolje da sagledaju kako postojeći proizvodi, usluge, ideje, ljudski resursi ili celokupan biznis mogu biti rekombinovani na nove načine koji dodaju vrednost. 	 These initietives may result into the creation of a specific innovation node from whose perspective the innovators will have a better insight into how the existing products, services, ideas, human resources or the entire business may be recombined in new, value adding ways. 	 0.5
 Karakteristično je da su na ovoj listi i mnoge azijske kompanije koje su inovativne u globalnim okvirima.  Većina navedenih kompanija spada u najkonkurentnije kompanije kada je reč o ponudi na globalnom tržištu sa aspekta zahteva digitalne ekonomije. 	 The majority of the companies listed rank among the most competitive companies in terms of their offer on the global market and as concerns the demands of digital economy. 	 0.5
 Bitno je naglasiti da je na šestom mestu dot.com kompanija Amazon.com koja je uspešno primenila strategiju diverzifikacije i strategiju povećanja konkurentnosti na bazi sniženja određenih kategorija troškova. 	 It is important to stress that the sixth best dot.com company is the Amazon.com company which has successfully implemented both the diversification strategy and the competitiveness improvement strategy on the basis of certain categories of cost reduction. 	 0.5
 Najveće stope rasta prihoda među top 12 u periodu od 2006. do 2009. godine (u%) su imale kompanije BYD (42%), Google (31%), Apple (30%) i Amazon.com (29%). 	 The highest income growth rates among the top 12 in the 2006  2009 period were achieved by BYD (42%), Google (31%), Apple (30%), and Amazon.com (29%). 	 0.5
 Strategijska orijentacija kompanije Apple uključuje posvećenost najboljem korisničkom iskustvu njenih kupaca kroz inovativni hardver, softver, računarske periferije, usluge i Internet ponudu. 	 The strategic orientation of the Apple company includes its committment to the best consumer experience of their customers through innovative hardware, software, computer peripherals, services and the internet offer. 	 0.5
 U fokusu je sposobnost kompanije da projektuje i razvije sopstvene operativne sisteme, hardver, aplikativni softver i usluge, da bi obezbedila kupcima nove proizvode i rešenja sa superiornom lakoćom korišćenja, kompatibilnošću novih verzija softvera i inovativnim industrijskim dizajnom Š23Ë. 	 The focus is upon the companys competence to design and develop its own operating systems, hardware, application software and services in order to deliver new products and solutions with a superior userfriendliness, compatibility of the new software versions and an innovative industrial design Š23Ë. 	 0.5
 Na ovaj način su sa aspekta konkurentnosti implementirani novi koncepti koji su ranije prezentirani u ovom radu, a relevantni su u uslovima digitalne ekonomije. 	 It is in this way that from the competitive point of view new concepts are implemented, ones that have been presented in this paper and are relevant in the conditions of the digital economy. 	 0.5
 Posebno se ističe da je kompanija Apple uspešno pozicionirana u odnosu na konkurente, da nudi superiorna i dobro integrisana rešenja vezana za ono što u novijem periodu predstavlja digitalni životni stil (digital lifestyle) i, što je posebno značajno, za povećanje efikasnosti. 	 Especially important is the fact that the Apple company is successfully positioned in comparison with the competition, that it offers superior and well integrated solutions related to what in the recent period is understood as a digital lifestyle, and, which is especially important, to efficiency improvement. 	 0.5
 Ostvarenje konkurentnosti u velikoj meri zavisi od sposobnosti da se osigura kontinuirano uvođenje inovativnih proizvoda i tehnologija na tržište. 	 Building competitiveness largely depends on the ability to ensure a continual process of introducing innovative products and technologies on the market. 	 0.5
 Kompanija Apple je prepoznatljiva po projektovanju i razvijanju skoro celovitog rešenja za svoje proizvode, uključujući hardver, operativni sistem, brojne softverske aplikacije i povezane usluge. 	 The Apple company is known for its design and development of almost complete solutions for their products, including hardware, operating system, numerous software applications and integrated services. 	 0.5
 Ovakva strategijska orijentacija implicira značajna ulaganja u istraživanje i razvoj, koja su iznosila 1,1 milijardu $ u 2008. godini; 1,3 milijarde $ u 2009. godini, dok su porasla na 1,8 milijardu dolara u 2010.godini Š23Ë. 	 Such a strategic orientation implies substantial investments into research and development, amounting to $ 1.1 billion in 2008; $ 1.3 billion in 2009; reaching $1.8 billion in 2010 Š23Ë. 	 0.5
 Pored toga, kompanija je orijentisana na sticanje konkurentskih predmosti u oblasti uređaja za mobilne komunikacije i medije, uključujući iPhone i iPad. 	 Besides, the company is oriented towards achieving competitive advantages in the area of cellular communication and media devices, including iPhone and iPad. 	 0.5
 Ovo je izuzetno kompetitivna delatnost u kojoj uspešno posluje nekoliko velikih, iskusnih i afirmisanih preduzeća. i očekuje se dallje zaoštravanje konkurencije. 	 This is a highly competitive industry where a number of large, experienced and recognized companies work and the competition is expected to grow fiercer still. 	 0.5
 Ostvarenje konkurentnosti u velikoj meri zavisi od sposobnosti da se na duži rok plasiraju novi proizvodi sa visokom marginom profita. 5. 	 Achieving competitiveness largely depends on the ability to place new products with high profit margins and in a longer term.  5. 	 0.5
 Zaključak Digitalna ekonomija sa razvijenim mrežama znanja ima višestruke implikacije na strategijsko razmišljanje menadžera koje rezultira u novim pristupima i načinima formulisanja konkurentske strategije, ali i na procese implementacije strategije. 	 Conclusion The digital economy with developed knowledge networks bears manifold implications on managerial strategic thinking that results into new approaches and manners of formulating a competitive strategy, as well as into the strategy implementation processes. 	 0.5
 Posebno je značajno da ovo dovede do rezultata u praksi poslovanja preduzeća, kao i da doprinese odgovoru na izazove i iskorišćenju mogućnosti daljeg razvoja uz prednosti nove elektronske infrastrukture. 	 Especially important is that this should provide results in the firms business practice, as well as help respond to the challenges and take opportunities of further development using the advantages of new electronic infrastructure. 	 0.5
 Tržišta u mnogim slučajevima karakterišu često uvođenje novih prizvoda i usluga, kao i brza tehnološka unapređenja. 	 Markets are in many cases characterised by a frequent introduction of new products and services, as well as by fast technology improvements. 	 0.5
 Niski troškovi i prodajne cene, posebno u uslovima svetske ekonomske krize i oporavka, ostaju značajni faktori konkurentnosti, ali su bitne i karakteristike proizvoda, posebno kvalitet i pouzdanost, inovacije vezane za dizajn, marketin ške sposobnosti, servis i podrška posle prodaje, brend i reputacija preduzeća. 	 Low costs and sales prices, especially in the conditions of the economic crisis and recovery remain important competitive factors, however, the product characteristics such as quality and reliability, innovations related to design, marketing competencies, service and post-sales support, the brand name and the company reputation are important too. 	 0.5
 Irazito jaka konkurencija je prisutna u mnogim područjima poslovanja u uslovima digitalne ekonomije. 	 Fierce competition is characteristic of a large number of business domains in the conditions of digital economy. 	 0.5
 Izuzetno konkurentna tržišta su karakteristična po brzom tehnološkom napretku, promenljivim pristupima projektovanju, novim rešenjima u oblasti industrijskog dizajna, kratkim životnim ciklusima i fizičkih, i elektronskih proizvoda, ali i po osetljivosti na nivo cena od strane individualnih i poslovnih kupaca i korisnika usluga. 	 Highly competitive markets are marked by a fast technology improvement, changing approaches to designing, new solutions in the industrial design area, short life cycles of both physical and electronic products, but also by the individual and business customers and service users sensitivity to the price levels. 	 0.5
 Očekuje se zaoštravanje konkurencije vezano za razvoj računarstva u oblacima (cloud computing) koje je bitno sa aspekta evoluirajuće digitalne ekonomije. 	 More fierce competition is anticipated in the development of cloud computing which is important from the point of view of an evolving digital economy. 	 0.5
 Inoviranje će ostati jedan od strategijskiih prioriteta mnogih kompanija, posebno iz IT sektora, i u budućem periodu. 	 Innovation will remain one of strategic priorities of many companies, especially in the IT sector, in the future period. 	 0.5
 Economics and Organization, Vol. 	 Š14Ë http://samsungeuforum20011.com, accessed: March 2011. 	 0.5
 2, No. 3, 2005 Š12Ë www..walmart.com, vreme posete:mart 2011. Š13Ë www..alcatel-lucent.com, vreme posete :mart 2011. Š14Ë http://samsungeuforum20011.com, vreme pose te: mart 2011. Š15Ë Evans P., Wurster T., Blown to Bits:  How the New Economics of Information Transforms Strategy, Harvard Business School Press, Boston, 1999 Š16Ë www.sap.com/industries/consumer/pdf/cpgmar ket.pdf, vreme posete: mart 2011 Š17Ë Porter M., Competitive Advantage, Creating and Sustaining Superior Performance, The Free Press, New York, 1985 Š18Ë Hax A., Wilde D., The Delta Model: 	 Š15Ë Evans P., Wurster T., Blown to Bits: How the New Economics of Information Transforms Strategy, Harvard Business School Press, Boston, Š16Ë www.sap.com/industries/consumer/pdf/cpgmar ket.pdf, accessed: March 2011 Š17Ë Porter M., Competitive Advantage, Creating and Sustaining Superior Performance, The Free Press, New York, 1985 Š18Ë Hax A., Wilde D., The Delta Model: Adaptive Management for a Changing World, Sloan Management Review, Winter, 1999 Š19Ë Negropont, N., Biti digitalan, Clio, Beograd:,1998. 	 0.5
 Adaptive Management for a Changing World, Sloan Management Review, Winter, 1999 Š19Ë Negropont, N., Biti digitalan, Clio, Beo grad:,1998. Š20Ë Davenport, T., Leibold, M., Voelpel, S., Strategic Management in the Innovation EconomyStrategy Approaches and Tools for Dynamic Innovation Capabilities, Erlangen: 	 Š20Ë Davenport, T., Leibold, M., Voelpel, S., Strategic Management the Innovation EconomyStrategy Approaches and Tools for Dynamic Innovation Capabilities, Erlangen: Publicis, Wiley, 2006 in Š21Ë Cohn, J., Katzenbach, J., Vlak, G., Finding and Grooming Breakthrough Innovations, Harvard Business Review, December, 2008 Š22Ë www.businessweek.com/innovation, v accessed: March 2011. 	 0.5
 Ekološki otisak kao indikator nivoa ekološke svesti studenata fakulteta organizacionih nauka univerziteta u Beogradu i Mariboru UDK:  502.12 ; 37.033:504.06 Nataša Petrović1, Sonja Išljamović2, Veljko Jeremić3, Drago Vuk4, Marjan Senegačnik5 1,2,3 Faculty of Organizational Sciences in Belgrade 4,5 Faculty of Organizational Sciences in Maribor Ekološki otisak je kompleksni održivi indikator koji odgovara na jednostavno pitanje:  Koliko resursa Zemlje se zahteva radi omogućavanja životnog stila ljudi i njihovih aktivnosti? 	 Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor UDC: 502.12 ; 37.033:504.06 Nataša Petrović1, Sonja Išljamović2, Veljko Jeremić3, Drago Vuk4, Marjan Senegačnik5 1,2,3 Faculty of Organizational Sciences in Belgrade 4,5 Faculty of Organizational Sciences in Maribor The Ecological Footprint is a complex sustainability indicator that answers a simple question: How much of the Earths resources is demanded to support humankind lifestyle and activities? 	 0.5
 Ekološki otisak prevodi podatke o potrošnji i tokovima otpada u merenje biološki produktivnih oblasti potrebnih za zadržavanje ovih tokova. 	 Ecological Footprint translates consumption and waste flow data into a measurement of the biologically productive area required to sustain that flow. 	 0.5
 U radu je korišćen ekološki otisak kao ulazna jedinica, koja predstavlja efektivan heuristički i pedagoški alat za merenje trenutne potrošnje resursa od strane ljudi. 	 We used Ecological Footprint as input feature that provides an effective heuristic and pedagogic tool for capturing current human resource use. 	 0.5
 Ključni aspekt istraživanja će biti usmeren na merenje nivoa ekološke svesti studenata Fakulteta organizacionih nauka, Univerziteta u Beogradu i Univerziteta u Mariboru. 	 The key aspect of this paper will be focused on the measuring of environmental awareness level among the students of the Faculty of Organizational Science, University of Belgrade and University of Maribor. 	 0.5
 Za određivanje nivoa ekološke svesti studenata i njihovog ekološkog otiska, korišćen je upitnik zatvorenog oblika koji je sadržao 15 pitanja. 	 For the determining students environmental awareness level and their Ecological Footprint, we used a closed form questionnaire with 15 questions. 	 0.5
 Statistička analiza je obavljena u SPSS softverskom paketu. 1. 	 Statistical analysis has been performed in SPSS software package.  1. 	 0.5
 Uvod Ljudska ekonomija se zasniva na prirodnom kapitalu planete, koji omogućava sve ekološke servise i prirodne izvore. 	 Introduction Human economy depends on the planets natural capital that provides all ecological services and natural resources. 	 0.5
 Kao rezultat rasta populacije i ekonomskog razvoja, javlja se značajan uticaj ljudi na Zemlju, te suočavanje sa posledičnim nizom neusaglašenosti između prirodnih izvora, životne sredine i ekonomije, kao što je dihotomija rasta populacije, depresija izvora i pogoršanje životne sredine. 	 As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration. 	 0.5
 Zato se zahteva novi koncept razvoja onaj koji je održiv i koji uzima u obzir zadovoljenje potreba i želja svakog žitelja Zemlje, pluralizam društava, te balans i harmoniju između čovečanstva i životne sredine. 	 It is required a new concept of development one which is sustainable and which takes into account the satisfaction of the needs and wants of every citizen of the earth, of the pluralism of societies and of the balance and harmony between humanity and the environment. 	 0.5
 Implikacije ovakve ekološke situacije su očigledne: da bi dostigla održivost, ljudska bića moraju da žive u okviru kapaciteta prirode i moraju da mere gde su sada i koliko dalje mogu da idu, Š32Ë. 	 The implication of this ecological situation is obvious: to be sustainable, human beings must live within natures carrying capacity; and they must measure where they are now and how much further they can go, Š32Ë. 	 0.5
 U celome svetu, moraju da se dese značajne promene da bi se obezbedio vid racionalnog razvoja promena koje će biti direktno usmerene na pravednu raspodelu svetskih izvora i zadovoljavanje potreba svih ljudi. 	 Significant changes must occur in the entire world to assure the kind of rational development changes which will be directed towards an equitable distribution of the worlds resources and more fairly satisfy the needs of all peoples. 	 0.5
 Ovakav razvoj takođe zahteva maksimalno smanjenje štetnih uticaja na životnu sredinu, upotrebu otpadnih materijala u proizvodne svrhe i dizajn tehnologija koje omogućavaju dostizanje ovih ciljeva, Š25Ë. 	 This kind of development will also require the maximum reduction in harmful effects on the environment, the utilization of waste materials for productive purposes, and the design of technologies which will enable such objectives to be achieved, Š25Ë. 	 0.5
 Reforma obrazovnog procesa i sistema je ključna za izgradnju ove nove etike razvoja i svetskog ekonomskog poretka. 	 The reform of educational processes and systems is central to the building of this new development ethic and world economic order. 	 0.5
 Preporuka 96 Štokholmske konferencije o ljudskoj životnoj sredini poziva na razvoj ekološkog obrazovanja kao jednog od najkritičnijih elemenata u borbi protiv svetske ekološke krize, Š33Ë. 	 Recommendation 96 of the Stockholm conference on the Human Environment called for the development of environmental education as one of the most critical elements of an all-out attack on the worlds environmental crisis, Š33Ë. 	 0.5
 Cilj ekološkog obrazovanja je da se razvije svetska populacija koja je svesna životne sredine, i zabrinuta za životnu sredinu i njene probleme, i koja poseduje znanje, veštine, stavove, motivaciju i predanost da radi pojedinačno i u grupi na pronalaženju rešenja trenutnih, kao i na prevenciji budućih problema. 	 The goal of environmental education is to develop a world population that is aware of, and concerned about, the environment and its associated problems, and which has the knowledge, skills, attitudes, motivations and commitment to work individually and collectively toward solutions of current problems and the prevention of new ones. 	 0.5
 Ekološko obrazovanje predstavlja sasvim novi stil života, nove etičke i kulturološke vrednosti i lične odgovornosti. 	 Environmental education means a brand-new style of life, new ethical and cultural values and responsible persons. 	 0.5
 Ekološko obrazovanje se može definisati kao učenje radi zaštite i poboljšanja životne sredine na način koji je sistematičan, planiran i zasnovan na saznanjima za vreme celokupnog ciklusa života ljudi radi širenja svesti o osnovnim karakteristikama životne sredine, njenih struktura i odnosa koji pretenduju da usmere ljude ka zaštiti i poboljšanju životne sredine na način koji će obezbediti ljudsko postojanje, kako sada, tako i u budućnosti, Š16, 17. 18, 24Ë. 	 Environmental education can be defined as learning to protect and improve environment in a systematic, planned and knowledge-based way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human protect and improve environment in a way that will ensure humans existences now as well as in the future, Š16, 17.  18, 24Ë. 	 0.5
 Jedna od ključnih karakteristika ekološkog obrazovanja je akcija, jer ovakvo obrazovanje mora da promoviše građansku odgovornost, mora da ohrabruje one koji se ekološki obrazuju da koriste svoja znanja, lične veštine i procene ekoloških problema, kao osnove za rešavanje ekoloških problema i odgovarajuće akcije. 	 The one of key characteristic of environmental education is action because environmental education has to promote civic responsibility, encouraging learners to use their knowledge, personal skills, and assessments of environmental problems and issues as a basis for environmental problem solving and action. 	 0.5
 Zbog svega ovoga, javlja se potreba za odgovarajućim merenjem akcija, koje su ekološki usmerene, a kao dobar alat za ovo merenje može se koristiti ekološki indikator ekološki otisak. 	 Because of these, occurs a need for an adequate measurement of these environmentally sounded actions, and as a good tool for this measurement it can be taken environmental indicator Ecological Footprint. 	 0.5
 U ovom istraživanju, ekološki otisak je korišćen kao ulazna jedinaca koja je efektivan heuristički i pedagoški alat za utvrđivanje trenutne studentske potrošnje resursa. 	 Ecological Footprint (EF) is used to translate consumption and waste flow data into a measurement of the bio logically productive area required to sustain that flow. 	 0.5
 Istraživanje je sprovedeno na Fakultetima organizacionih nauka Univerziteta u Beogradu i Univerziteta u Mariboru, u okviru predmeta Ekološki menadžment i Tehnološki sistemi i principi ekologije. 2. 	 In this research Ecological Footprint was used as input feature that provides an effective heuristic and pedagogic tool, at courses of Environmental Management and Technological Systems and Principles of Ecology, for capturing current resource use of students of the Faculties of Organizational Science, University of Belgrade and University of Maribor.  2. 	 0.5
 Značaj ekološkog obrazovanja Beogradska povelja (usvojena na konferenciji Ujedinjenih nacija 1976.) pruža široko prihvaćenu izjavu o cilju ekološkog obrazovanja:  Cilj ekološkog obrazovanja je da razvije svetsku populaciju koja je svesna i zabrinuta za životnu sredinu i njene probleme, a koja ima znanje, veštine, stavove, motivaciju i predanost da radi pojedinačno i u grupi na rešavanju tekućih i prevenciji budućih ekoloških problema. 	 Importance of environmental education The Belgrade Charter was adopted by a United Nations conference in 1976 and provides a widely accepted goal statement for environmental education: The goal of environmental education is to develop a world population that is aware of, and concerned about, the environment and its associated problems, and which has the knowledge, skills, attitudes, motivations, and commitment to work individually and collectively toward the solutions of current problems and the prevention of new ones.Š25Ë. 	 0.5
Š25Ë Nekoliko godina kasnije, prva svetska međuvladina konferencija je usvojila Tbilisi deklaraciju. 	 A few years later, the worlds first intergovernmental conference on environmental education adopted the Tbilisi Declaration. 	 0.5
 Ova deklaracija zasnovana je na Beogradskoj povelji i uspostavlja tri opšta cilja ekološkog obrazovanja. 	 This declaration is built on the Belgrade Charter and established three broad objectives for environmental education. 	 0.5
 Ovi ciljevi predstavljaju osnovu za veliki deo onoga što je urađeno u ovoj oblasti od 1978:  Gajenje čiste svesti i brige za ekonomske, socijalne, političke i ekološke međuzavisnosti u urbanim i ruralnim oblastima; Pružanje svakoj osobi mogućnost sticanja znanja, vrednosti, stavova, predanosti i veština, potrebnih za zaštitu i poboljšanje životne sredine; Stvaranje novih obrazaca ponašanja pojedinaca, grupa i društva, kao celine, u njihovom odnosu prema životnoj sredini.  Š26Ë Suština ekološkog obrazovanja je njegova uloga u obrazovanju za održivu budućnost. 	 These objectives provide the foundation for much of what has been done in the field since 1978: To foster clear awareness of and concern about economic, social, political, and ecological interdependence in urban and rural areas; To provide every person with opportunities to acquire the knowledge, values, attitudes, commitment, and skills needed to protect and improve the environment; To create new patterns of behavior of individuals, groups, and society as a whole towards the environment, Š26Ë. Environmental educations essence is in its role in the education for a sustainable future. 	 0.5
 To je razlog zbog kojeg ekološko obrazovanje koristi i ekološke i ekonomske i društvene sadržaje radi organizovanja procesa učenja, koji pomaže u razumevanju evolucije ljudskih interakcija sa životnom sredinom kroz razvoj, a radi analize trenutne stvarnosti, planiranja i učestvovanja u koherentnim procesima promena radi održivije budućnosti. 	 Thats the reason why environmental education uses content from the environment, economy and society to organize learning processes that help understanding the evolution of human interaction with the environment through development, to analyze present realities, and to plan and participate in coherent processes of change toward a more sustainable future. 	 0.5
 Ovaj set znanja, veština i vrednosti, podržanih od predstavnika svih sektora svakog drušva, predstavlja okvir za obrazovanje za održivost i osnovu za nove kurikulume širom sveta. 	 This set of knowledge, skills and values, endorsed by representatives of all sectors of every society, is the framework for education for sustainability and the basis for much of the new curriculum planning taking place across the world. 	 0.5
 Ovakvo obrazovanje (za održivi razvoj) je koncentrisano na onoga koji uči, omogućavajući mu da razvije sopstvena razumevanja kroz lična istraživanja i iskustva koristeći pri tome svoje sposobnosti razmišljanja. 	 This kind of education (for sustainable development) is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations. 	 0.5
 Obrazovanje za održivi razvoj podržava razvoj zajednice aktivnog učenja, gde studenti dele ideje i stručnost, i podržavaju konstantno ispitivanje činjenica. 	 Education for sustainable development supports the development of an active learning community where learners share ideas and expertise, and prompt continued inquiry. 	 0.5
 Takođe ovo obrazovanje obezbeđuje realne kontekste i pitanja na osnovu kojih se mogu naučiti koncepti i veštine. 	 Also, this education provides real-world contexts and issues from which concepts and skills can be learned. 	 0.5
 Ono prepoznaje važnost posmatranja životne sredine u kontekstu ljud skih uticaja, uključujući ispitivanje ekonomija, kulture, političke strukture i društvene jednakosti baš kao i prirodnih procesa i sistema. 	 It recognizes the importance of viewing the environment within the context of human influences, incorporating an examination of economics, culture, political structure, and social equity as well as natural processes and systems. 	 0.5
 Kroz sveobuhvatne, kohezivne programe studenti istražuju kako osećanja, stavovi i percepcije utiču na problem životne sredine. 	 Through comprehensive, cohesive programs, learners explore how feelings, experiences, attitudes, and perceptions influence environmental issues. 	 0.5
 Oni postaju obrazovaniji u smislu poznavanja prirodnih procesa i sistema, kao i razumevanja ljudskih procesa i sistema. 	 They become knowledgeable about natural processes and systems and gain an understanding of human processes and systems. 	 0.5
 Oni razvijaju osećaj za svoja prava i odgovornosti kao građana, i umeju da razumeju ideale, principe i prakse građanstva u demokratskim društvima i stiču veštine potrebne za to, Š17Ë. 	 They develop a sense of their rights and responsibilities as citizens, are able to understand the ideals, principles, and practices of citizenship in democratic societies, and they gain the skills necessary for citizenship, Š17Ë. 	 0.5
 Svest, znanje i veštine potrebni za ove lokalne veze i razumevanja, daju osnovu za napredovanje ka većim sistemima, širim ciljevima i sofisticiranijem razumevanju uzroka, veza i posledica. 	 The awareness, knowledge, and skills needed for these local connections, and understandings provide a basis for moving out into larger systems, broader issues, and a more sophisticated comprehension of causes, connections, and consequences. 	 0.5
 Obrazovanje za održivi razvoj gaji veštine i navike koje ljudi mogu da koriste tokom njihovog života da bi razumeli i delovali u skladu sa ciljevima životne sredine. 	 Education for sustainable development fosters skills and habits that people can use throughout their lives to understand and act on environmental issues. 	 0.5
 Ono naglašava kritičko i kreativno razmišljanje, kao i druge procese ključne za identifikovanje, istraživanje i analiziranje problema, a potom formulisanje i evaluiranje alternativnih rešenja. 	 It emphasizes critical and creative thinking skills along with other higher level thinking processes that are key to identifying, investigating, and analyzing issues, and formulating and evaluating alternative solutions. 	 0.5
 Cilj visokog ekološkog obrazovanje je da omogući studentima da rade ili vode interdisciplinarne timove, koji pronalaze rešenja, koristeći ekološku nauku i menadžment metode, tako da budu vešti u rešavanju ekoloških problema na regionalnom, nacionalnom i međunarodnom nivou, u privatnom i javnom sektoru, a na osnovu svojih integrativnih ekoloških i menadžment znanja. 	 The aim of good higher environmental education is to enable students to work in or lead interdisciplinary teams to find solutions, using environmental sciences and management methods, so that theyll be skilled to devise integrative environmental knowledge and management solutions for complex environmental issues on a regional, national and international level, for the private as well as for the public sector. 	 0.5
 Ono što program dobrog visokoškolskog obrazovanja mora da ponudi je povezanost sa širokim spektrom zahteva profesionalnog života; stoga program visokoškolskog ekološkog obrazovanja je dizajniran tako da odgovori na nove izazove održivosti, integrišući inpute iz društvenih i prirodnih nauka u izučavanje ekološkog planiranja i inženjerstva, Š17, 18Ë. 	 What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, Š17, 18Ë. 	 0.5
 Fokus je na tome kako firme, vlade i druge organizacije mogu da pomognu održivom razvoju na ekonomski efikasan i socijalno prihvatljiv način. 	 The focus is on how firms, governments, and other organisations can support sustainable development in an economically efficient and socially acceptable manner. 	 0.5
 Logično, način učenja varira u programima visokoškolskog ekološkog obrazovanja, i uključuje formalna predavanja, kao i projekte zasnovane na pojedinačnim i timskim studijama, za vreme kojih su studenti zamoljeni da se aktivno uključe u organizaciju i sadržaj nastavnog programa, dajući feedback za kontinuranu evaluaciju visokoškolskog obrazovanja za održivi razvoj i budućnost, Š15Ë. 3. 	 Logical, the mode of teaching modes varies throughout the higher environmental education program and includes formal lectures as well as project-based individual and team studies, during witch students are asked to get actively involved in organisational and contents related aspects of the teaching program, giving feedback for a continuous advanced evolution of higher education for sustainable development and future, Š15Ë. 3. 	 0.5
 Ekološki otisak Iz današnjeg ugla posmatranja, u XXI veku glavna borba će se voditi oko ekoloških dobara i usluga. 	 Ecological footprint From this point of view, struggle for ecological services and goods will play a most important function in the 21st century. 	 0.5
 Sve ljudske aktivnosti zahtevaju korišćenje kapaciteta planete Zemlje - primarno biološki produktivnih pod ručja, ali i područja za uzganjanje životnih namirnica, područja na kojima se vrši izgradnja stambenog prostora i prateće infrastrukture (puteva, fabrika), ali i područja koja, nažalost, služe za deponovanje produkata ljudskih aktivnosti. 	 All human activities require the use same property of earth - primarily biologically productive land, but also includes land used for buildings and roads, food production, the production of energy and material resources and land required for waste-disposal and the absorption of emissions. 	 0.5
 Početkom devedesetih godina prošlog veka, definisan je koncept ekološkog otiska (Ecological Footprint) na Univerzitetu British Columbia od strane naučnika Mathis Wackernagel-a i William Rees-a Š20, 28, 29Ë, te je zahvaljujući njihovim istraživanjima i rezultatima ekološki otisak danas značajan ekološki indikator. 	 In the early 1990s the Ecological Footprint concept was created by Mathis Wackernagel and William Rees at the University of British Columbia Š20, 28, 29Ë, and nowadays Ecological Footprint become established as important environmental indicator. 	 0.5
 Ekološki otisak je procenjena veličina biološki produktivnog zemljišta i vodnih površina koja treba da se regenerišu (ukoliko je to moguće) od strane planete Zemlje u periodu od godinu dana, u odnosu na resurse, koje koriste ljudi i resurse, koji su potrebni za apsorpciju štetnih materija, gasova (CO2) i otpada. 	 The Ecological Footprint tracks the area of biologically productive land and water required to provide the renewable resources people use, and includes the space needed for infrastructure and vegetation to absorb waste carbon dioxide (CO2). 	 0.5
 Ekootiskom pokušavamo da izmerimo uticaj čoveka na prirodu, tj. pomoću njega se upoređuje upotreba prirodnih dobara od strane ljudi sa ekološkim raspoloživim kapacitetima planete Zemlje, i onim dobrima koje Zemlja može da regeneriše. 	 The Ecological Footprint is an accounting framework that tracks humanitys competing demands on the biosphere by comparing human demand against the regenerative capacity of the planet. 	 0.5
 U cilju definisanja i utvrđivanja koliko je ljudskoj populaciji potrebno od obnovljivih izvora i kolika je celokupna emisija CO2, ekološki otisak se poredi sa regenerativnom kapacitetom Zemlje, koji se naziva biokapacitet. 	 In order to determine whether human demand for renewable resources and CO2 uptake can be maintained, the Ecological Footprint is compared to the regenerative capacity (or biocapacity) of the planet. 	 0.5
 Biokapacitet je sveobuhvatni pokazatelj postojećih raspoloživih resursa planete, koji se može koristiti od strane njenih stanovnika. 	 Biocapacity is the total regenerative capacity available to serve the demand represented by the Footprint. 	 0.5
 Ekološki otisak (koji predstavlja zahtev, potrebu za resursima) i biokapacitet (koji predstavlja moguće raspoložive resurse) se mogu izraziti preko jedinstvene merne jedinice globalni hektar (gha), gde 1gha predstavlja produktivni kapacitet 1 hektara zemljišta u odnosu na svetski prosek svih produktivnih zemljišnih i vodnih površina u datoj godini. 	 Both the Ecological Footprint (which represents demand for resources) and biocapacity (which represents the availability of resources) are expressed in units called global hectares (gha), with 1gha representing the productive capacity of 1ha of land at world average productivity. 	 0.5
 Ukupni uticaj na korišćenje zemljišta, pored svetskog proseka i kapaciteta, ograničen je i lokalnim mogućnostima, što geografskim, što demografskim. 	 The collective impact of this land consumption determines the limits for our local functions.  The following Š9Ë: Biodiversity land, Bioproductive land (Arable land, Pasture land and Forested land), Bioproductive sea space, Built land, Energy land. 	 0.5
 Osnovne komponente ekološkog otiska su Š9Ë:  Biodiverzitetna područja, Bioproduktivno zemljište obradivo zemljište, pašnjaci, pošumljene oblasti, Bioproduktivno vodeno područje, Izgrađene oblasti, Oblasti iz kojih se može dobiti energija.  Na osnovu Oslo metodologije, ekološki otisak se može sagledati kao, Š1Ë: metod za proračunavanje i evaluaciju uticaja po trošnje dobara na ekosistem; indikator koji objedinjuje uticaje celokupnog društva i njegovih uticaja na životnu sredinu; sredstvo meranja uticaja na životnu sredinu u odnosu na norme donošenja političko-administrativnih odluka. 	 Relying on Oslo Methodology, Ecological Footprint can be defined as, Š1Ë: a method for calculating and evaluating the environmental impact of the consumption of goods and services; an indicator that provides a simplified demonstration of significant environmental impacts from various types of consumption; a tool for environmental impact assessment when considering different alternatives in a political/administrative decision-making process, or for reporting on the state of the environment in a regions. 	 0.5
 Ekološkim otiskom se meri suma biološki produktivnog zemljišta i vodenih površina koje su upotrebljene da bi pojedinac, grad, država ili region proizveli neki proizvod/uslugu/rezultat i apsorbovali otpad koji se stvara prilikom njegove proizvodnje i upotrebe, Š30Ë. 	 The Ecological Footprint is a resource accounting tool that measures how much biologically productive land and sea is available on Earth, and how much of this area is appropriated for human use.  The Ecological Footprint clarifies the relationship of resource use to equity by explicitly tying individuals and groups activities to ecological demands, Š30Ë. 	 0.5
 Ekološkim otiskom se analizira potreba i način korišćenja prirodnih kapaciteta od strane ljudske populacije. 	 The Ecological Footprint analysis attempts to measure human demand on nature. 	 0.5
 Danas se, širom sveta, ekološki otisak primenjuje kao jedan od pokazatelja održivosti životne sredine. 	 It compares human consumption of natural resources with planet Earths ecological capacity to regenerate them. 	 0.5
 Proračunom ekološkog otiska se može utvrditi koliko biloški produktivnog zemljišta je potrebno da bi se zadovoljile i normalno realizovale potrebe stanovništva jednog regiona (grada, države, sveta).  Ekološki otisak je metoda za analizu relevantnih faktora sa kojima se region, privreda, kompanije ili pojedinci sreću prilikom korišćenja resursa Zemlje (šuma, plodno područje, pašnjaci, ribolovna područja, energija), Š4Ë. 	 Calculating Ecological Footprint we make effort to measure how much biologically productive area is required to produce the yearly resource flows consumed by the residents of a region (a city, a country, or the world), to absorb wastes or emissions (especially CO2), and to host the built infrastructure in that region, Š4Ë. 	 0.5
 Ekološki otisak se može koristi i za identifikovanje i planiranje strategija održivog razvoja, kako bi ljudskoj populaciji omogućio optimalno korišćenje reusursa. 	 In future, the Ecological Footprint can be used in process of identifying and planning strategies, which can help us to succeed in a world of limited resources, and ensure their rational use. 	 0.5
 Svetski prosek ekološkog otiska je u 2010. godini bio 2.7 globalnih hektara po osobi (ghp), dok je ekološki otisak Evrope iznosio 4.7ghp. 	 The world average of Ecological Footprint last year was 2.7 global hectares per person, while the Ecological Footprint of Europe was 4.7 hectares. 	 0.5
 Ekološka situacija na Balkanu je malo bolja, najniži ekološki otisak ima Srbija (2.4 ghp), zatim slede Bosna i Hercegovina (2.7 ghp) i Hrvatska (3.7 ghp), a država sa najveći ekološkim otiskom u regionu je Slovenija sa 5.3 globalnih hektara po osobi, Š9Ë. 4. 	 The situation in Balkan is a little bit better, the lowest footprint is in Serbia (2.4 ghp), than it comes Bosnia and Herzegovina (2.7 ghp) and Croatia (3.7 ghp), and with highest Ecological Footprint in region has Slovenia with 5.3 global hectares per person, Š9Ë. 4. 	 0.5
 Rezultati statističke analize 4.1. 	 Results of statistical analysis 4.1. 	 0.5
 Rezultati statističke analize za studente Fakulteta organizacionih nauka, Univerziteta u Beogradu Predmet Ekološki menadžment se izučava na trećoj godini osnovnih akademskih studija na Fakultetu organizacionih nauka, Univerziteta u Beogradu. 	 Results of statistical analysis for students of Faculty of Organizational Sciences, University of Belgrade Environmental Management course is taught at the third year of undergraduate studies at the Faculty of Organizational Sciences, University of Belgrade. 	 0.5
 Istraživanje je sprovedeno na uzorku od 44 studenta (što predstavlja više od 40% od ukupnog broja studenata, te je takav uzorak reprezentativan po svim karakteristikama). 	 Survey was conducted on 44 students (more than 40% of total number of students which is by all means a characteristic of a representative sample). 	 0.5
 Studenti su u anketi odgovarali na petnaest pitanja zatvorenog tipa i na osnovu njihovih odgovora, za svakog pojedinačnog studenta je izračunata vrednost ekološkog otiska. 	 Students answered on 15 closed-type questions and according to their responses, the EF value was calculated for each of them. 	 0.5
 Kreiranje ankete i evaluacija rezultata je zasnovana na standardu Svetske asocijacije za utvrđivanje ekološkog otiska (Global Footprint Network). 	 Creation and evaluation of survey was based on the Global Footprint Network standard. 	 0.5
 Nakon završenog kursa Ekološki menadžment, studenti su ponovo popunjavali anketu. 	 After attending course of Environmental Management, students filled the survey papers once again. 	 0.5
 Cilj istraživanja je bio da se utvrdi da li je došlo do značajnog poboljšanja u ishodima visokoškolske ekološke edukacije, koja je usmerena na akciju, te aktivnu primenu stečenih znanja. 	 Our aim in this research was to determine whether there are or not significant improvements of achievement levels in action-oriented higher environmental education occurred. 	 0.5
 Moguća poboljšanja ponašanja studenata (u smislu ekološke odgovornosti) zasnivaju se na kreiranju novih paterna ponašanja u njihovom odnosu prema životnoj sredini i prirodi. 	 These improvements include the creation of new patterns of student behavior in their relationship with environment. focused on In order to evaluate results of survey, we used statistical software package SPSS 17. 	 0.5
 Za obradu rezultata istraživanja korišćen je statistički program SPSS 17. U uzorku od 44 studenta, ženskog pola je bilo 24, a 20 muškog pola. 	 In the sample of 44 students, 24 of them were female students and 20 were male students. 	 0.5
 Prvo od istraživačkih pitanja koje je proveravano se odnosilo da li su studentkinje ekološki svesnije od svojih kolega muškog pola. 	 We first wanted to examine if female students are more ecologically aware then male students. 	 0.5
 Stoga se fokusiralo na varijablu EkoOtisak. 	 Thus, we the variable EcoFootPrintBefore. 	 0.5
 Koristeći Kolmogorov-Smirnov test, prvo je provereno da li je varijabla Normalno raspodeljena (Z = 0.790, p>0.05). 	 Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (Z = 0.790, p>0.05). 	 0.5
 Na osnovu ovih podataka zaključeno je da varijabla EkoOtisak ima Normalnu raspodelu, te je u nastavku korišćen parametarski t-test za nezavisne uzorke. 	 In respect to these results, we used parametric t-test for independent samples. 	 0.5
 Srednja vrednost ekološkog otiska, koja je predstavljenja preko varijable EkoOtiska, za studentkinje je bila 1.216 ± 0.128, dok je srednja vrednost za studente bila 1.21 ± 0.148. 	 Mean value for female students was 1.216 ± 0.128, while mean value for male students was 1.21 ± 0.148. 	 0.5
 Rezultati su pokazali da nema statistički značajne razlike između polova, t(42) = -0.160, p>0.05. 	 Results showed no significant difference between genders, t(42) =-0.160, p>0.05. 	 0.5
 Značajni podatak koji je želeo da se utvrdi ovim istraživanjem zasnivao se na mogućoj razlici između polova u odgovorima na svako od 15 pitanja. 	 Very important issue that we wanted to raise is possible difference between genders in answering on each of the 15 questions. 	 0.5
 Hi-kvadrat test kategorizovanih podataka je izvršen i rezultati su pokazali da ne postoji značajna statistička zavisnost između polova i odgovora, koji su studenti davali. 	 Chi-square test of categorized data was performed and results showed that there is no statistically significant difference between male students and female students. 	 0.5
 Ovakav rezultat je u najmanju ruku neočekivan, te se može navesti nekoliko vrlo interesantnih opservacija. 	 This result is at least unexpected, so we will emphasize couple of interesting observations. 	 0.5
 Hi-kvadrat statistika je korišćena sa ciljem ispitivanja da li se studenti muškog i ženskog pola značajno razlikuju u odnosu na to koliko komada nove odeće kupuju godišnje. 	 We used Chi-square statistics in order to examine whether male students and female students differ in the number of new clothing items they buy. 	 0.5
 Rezultati su pokazali da nema statistički značajne razlike između studenata i studentkinja (? 	 Results showed no statistically significant difference between male students and female students, (χ2=1.381, df=3, N=44, p>0.05). 	 0.5
df=3, N=44, p>0.05).  Do istih zaključaka se došlo i kada je analizirano da li pol utiče na to koliko već pripremljene hrane se baca, odnosno koliko hrane koje kupuje ispitanik je neprerađeno, lokalno uzgojeno ili sezonsko. 	 Same conclusion was made comparing variables What is the percent of food you throw away and what percentage of food you buy is locally grown or seasonal. 	 0.5
 Rezultati su pokazali da nema statistički značajne razlike između studenata muškog i ženskog pola (? 	 Results implied no statistically significant difference between genders (χ2=2.151, df=2, N=44, p>0.05; respectively, χ2=2.631, df=3, N=44, p>0.05). 	 0.5
 Izučavajući koliko mesa i mesnih proizvoda studenti kupuju i koriste u dnevnoj ishrani, došlo se do zaključka da ne postoji značajna razlika između studenata i studentkinja. 	 Observing, how much meat and meat products students buy, we conclude that there are no significant differences between males and females. 	 0.5
 Nažalost, studenti i muškog i ženskog pola nisu posvećeni trendu zdrave ishrane i kupovini lokalno uzgojene hrane (voća i povrća), koja u Srbiji još uvek nije dovoljno rasprostranjena, ali i zahteva veće novčane izdatke. 	 Unfortunately, both male and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive. 	 0.5
 Ishrana studenata se uglavnom zasniva na mesnim proizvodima, a rezultati istraživanja ukazuju da 72% studenata u svakodnevnoj ishrani koristi proizvode životinjskog porekla, što podrazumeva nizak nivo ekološke percepcije u pogledu ishrane studenata i njihovih porodica. 	 Their diet is mostly based on meat products, and the result show that 72% of students in their daily diet consume meat products, and that implies low level of ecological perception in food consumption of students and their families. 	 0.5
 Kao sledeći korak želelo se da se utvrdi da li postoji korelacija između prosečne ocene studenata postignute tokom studiranja i nivoa njihove ekološke svesti. 	 As a next step, we wanted to examine possible correlation between GPA (Grade Point Average) and the EF value of students. 	 0.5
 S obzirom na to da obe varijable imaju Normalnu raspodelu, korišćena je Pirsonova korelacija. 	 Knowing the fact that both of the variables are normally distributed, Pearson correlation was used. 	 0.5
 Rezultati su pokazali da ne postoji značajna korelacija između prosečne ocene i vrednosti EkoOtiska, r=0.264, p>0.05. 	 Result indicated that there is no significant correlation between these two variables, r=0.264, p>0.05. 	 0.5
 Ovakav rezultat ukazuje da ekološka edukacija (sa adekvatnim posledičnim ekološkim akcijama) ne zavisi od formalnog sistema obrazovanja u Srbiji, zato što (na osnovu pregleda nastavnog plana i programa sistema edukacije u Srbiji) je evidentan nedostatak formalnog i permanentnog ekološkog obrazovanja na svim nivoima obrazovanja i edukacije, Š21Ë. 	 This result implies that environmental education (with consequential environmental actions) does not depend on formal educational system in Serbia, because (based on educational curriculum and programs), it is evident lack of formal and permanent environmental education at all levels of formal education in Serbia, Š21Ë. 	 0.5
 Pored prethodnih analiza, pokušalo se da se utvrdi da li postoji statistički značajna veza između veličine stambenog prostora (broja soba) i broja soba koje se greju tokom zime, odnosno hlade preko leta. 	 Further on, we wanted to explore potential association between number of rooms (space of apartment) and number of rooms that are being heated during winter and cooled during summer months. 	 0.5
 S obzirom da su u pitanju varijable nominalnog tipa, računata je Spirmanova rho statistika, rs=0.486, p<0.05. 	 Knowing that we are examining nominal types of variables, Spearmans rho correlation coefficient was calculated, rs=0.486, p<0.05. 	 0.5
 S druge strane, ne postoji statistički značajna korelacija između veličine stambenog prostora i broja soba koje se hlade tokom leta, rs=-0.031, p>0.05. 4.2. 	 On the other hand, there is no statistically significant correlation between space of apartments and number of cooled rooms, rs=-0.031, p>0.05.  4.2. 	 0.5
 Rezultati statističke analize za studente Fakulteta organizacionih nauka, Univerziteta u Mariboru Istraživenje je sprovedenona na uzorku od 43 studenta prve godine osnovnih akademskih studija Fakulteta organizacionih nauka, Univerziteta u Mariboru. 	 Results of statistical analysis for students of Faculty of Organizational Sciences, University of Maribor Survey was conducted on the sample of 43 freshmen students at Faculty of organizational sciences, University of Maribor. 	 0.5
 U uzorku od 43 studenta, njih 28 je bilo muškog pola i 15 ženskog pola. 	 In the sample of 43 students, 28 of them were male students and 15 were female students. 	 0.5
 Prva analiza je sprovedena sa ciljem da se utvrdi da li su studentkinje ekološki odgovornije od svojih kolega. 	 We first wanted to examine if female students are more ecologically aware then male students. 	 0.5
 Korišćen je Kolmogorov-Smirnov test, i utvrđeno je da varijabla EkoOtisak ima Normalnu raspodelu (p>0.05). 	 Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (p > 0.05). 	 0.5
 Na osnovu tog rezultata, za dalje analizu, korišćen je parametarski t-test za nezavisne uzorke. 	 In respect to these results, we used parametric t-test for independent samples. 	 0.5
 Srednja vrednost ekološkog otiska za studentkinje je bila 1.777 ± 0.257, dok je srednja vrednost ekološkog otiska za student iznosila 1.919 ± 0.226. 	 Mean value for female students was 1.777 ± 0.257, while mean value for male students was 1.919 ± 0.226. 	 0.5
 Rezultati su pokazali da ne postoji značajna statistička razlika izmedju studenata muškog i ženskog pola, p>0.05. 	 Results showed no significant difference between genders, p>0.05. 	 0.5
 U cilju utvrđivanja da li postoje dalje razlike između studenata muškog i ženskog pola, izvršena je uporedna analiza njihovih odgovora na svih 15 pitanja. 	 The issue that we wanted to search is potential difference between genders in answering on each of the 15 questions. 	 0.5
 Hikvadrat test kategorizovanih podataka je izvršen i rezultati su pokazali da postoji značajna statistička zavisnost odgovora, koji su studenti davali u odnosu na njihov pol. 	 Chi-square test of categorized data was performed and results showed that there is statistically significant difference between male students and female students on couple of questions. 	 0.5
 Na primer, studenti i studentkinje se značajno razlikuju po učestalosti korišćenja automobila (LI = 6.286, df = 2, p<0.05). 	 For instance, males and females significantly differ on frequency of car using (LI = 6.286, df = 2, p<.05). 	 0.5
 Sličan zaključak se može izvesti i kod pitanja Koliko goriva koristi Vaš automobil na 100km gradske vožnje?, gde je zabeležena značajna statistička zavisnost (LI = 12.440, df = 3, p<0.01). 	 Same finding applies for question What is the fuel consumption of the car you travel in most often, statistically significant difference was noted (LI = 12.440, df = 3, p<.01). 	 0.5
 Rezultati ukazuju da studenti muškog pola češće koriste automobile u odnosu na svoje koleginice, ali i da automobili koje koriste, imaju veću potrošnju goriva. 	 Our results implied that male students use car far more frequently then female stu dents.  In addition, they more often use car with high fuel consumption. 	 0.5
 Tokom dalje analize, korišćena je Hi-kvadrat statistika sa ciljem da se ispita da li postoji razlika između polova u pogledu broja kupljenih odevnih predmeta na godišnjem nivou. 	 Further on, we used chi-square statistics in order to examine whether males and females differ on how much pieces of new clothes are bought by students. 	 0.5
 Rezultati analize su pokazali da ne postoji značajna statistička razlika između studenata muškog i ženskog pola (χ2 = 5.807, df=3, p>0.05). 	 Results showed no statistically significant difference between male students and female students, (χ2 = 5.807, df=3, p>0.05). 	 0.5
 Isti rezultat je dobijen i prilikom analize odgovora na pitanja Koji procenat hrane bacate? i Koliko hrane koju kupujete je lokalno sezonska i lokalno uzgojeno?, gde su rezultati ukazali da ne postoji zavisnost između polova (χ2=1.273, df=2, p>0.05; odnosno, χ2=2.927, df=4, p>0.05). 	 Same conclusion was made comparing variables How much percent of food you throw away and how much percent of food that you buy is locally grown or season food. 	 0.5
 Nakon ispitivanja zavisnosti između polova želelo se da se utvrdi da li na ekološku svest studenata utiče stepen stručne spreme, odnosno nivoa obrazovanosti njihovih roditelja. 	 Results implied no statistically significant difference between genders (χ2=1.273, df=2, p>0.05; respectively, χ2=2.927, df=4, p>0.05).  Afterwards, we wanted to examine is students environmental awareness influenced by their parents educational level. 	 0.5
 Rezultati su ukazali da ne postoji značajna statistička razlika između studenata ŠF (2, 39) = 0.506, p>0.05Ë. 	 Nonetheless, results implied that there is no significant difference between students ŠF (2, 39) = 0.506, p>0.05Ë. 	 0.5
 Pored toga, izvršena je i analiza u cilju utvrđivanja da li su student koji dolaze iz manjih gradova ekološki svesniji od svojih kolega iz Ljubljane, glavnog grada Slovenije. 	 In addition, we wanted to examine if students coming from smaller towns are more ecologically aware than their colleagues from Ljubljana, capital of Slovenia. 	 0.5
 U ispitivanom uzorku, 18 studenata je bilo iz Ljubljane a 24 studenta je bilo iz ostalih gradova (jedan student nije odgovorio na pitanje). 	 In our sample, 18 of them were from Ljubljana and 24 were from other cities (one student didnt answer the question). 	 0.5
 Koristeći Kolmogorov-Smirnov test, utvrđeno je da varijabla ima normalnu raspodelu (p>0.05). 	 Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (p>0.05). 	 0.5
 Na osnovu toga, u daljoj analizi, korišćen je parametarski t-test za nezavisne uzorke. 	 In respect to these results, we used parametric t-test for independent samples. 	 0.5
 Srednja vrednost ekološkog otiska za studente iz Ljubljane je bila 1.954 ± 0.249, dok je srednja vrednost ekološkog otiska za studente, koji su poreklom iz manjih gradova je iznosila 1.825 ± 0.215. 	 Mean value for Ljubljana students was 1.954 ± 0.249, while mean value for students coming from smaller towns was 1.825 ± 0.215. 	 0.5
 Iako postoji razlika između vrednosti ekološkog otiska, nije utvrđena značajna statistička razlika između studenata iz različitih mesta porekla stanovanja, p>0.05. 	 Results showed no statistically significant difference between students of different hometown, p>0.05. 	 0.5
 Jedina razlika, koja je utvrđena, postojala je kod pitanja Koliko kilometara nedeljno prelazite Vašim automobilom?, što je i sasvim logično (LI = 17.093, df = 4, p<0.01). 	 Only difference between students coming from Ljubljana and other cities was in the question How far do you travel by car each week, (LI = 17.093, df = 4, p<.01). 	 0.5
 5. 	 5. 	 0.5
 Zaključak Sagledavajući ekološki otisak u Srbiji (2.3ghp) i Evropi (4.7ghp), vrednost ekološkog otiska studenata od 1.21 globalnih hektara po studentu, predstavlja impresivan rezultat, koji je postignut kroz proces viskoškolske edukacije na Fakultetu organizacionih nauka Univerzitet u Beogradu. 	 Conclusion Comparing the Serbia (2.3ghp) and EU (4.7ghp) results, value of students EF is 1.21 ghp, which represents an impressive achievement pointing to a high level of environmental awareness amongst Serbian students at Faculty of Organizational Sciences - University of Belgrade. 	 0.5
 Iako tokom analize rezultata nije utvrđena značajna statistička razlika između studenata muškog i ženskog pola, evidentna je situacija da su studenti muškog pola više posvećeni zaštiti životne sredine i rešavanju ekoloških problema. 	 Although results didnt reach a significant statistical difference between genders, it is obvious that male students are more dedicated to environmental issues and protection. 	 0.5
 Visok nivo ekološke svesti studenata nije direktno zavisan od formalnog obrazovanja u Srbiji (već se zasniva na dobroj i adekvatnoj ekološkoj edukaciji i znanjima usvojenim na predmetu Ekološki menadžment), jer je evidentan nedostatak formalnog i permanentnog ekološkog obrazovanja na svim nivoima edukacije (od predškolskog do visokoškolskog obrazovanja) u Srbiji. 	 High level of environmental awareness amongst students does not depended on formal educational system in Serbia (it lays in adequate good higher environmental education, and knowledge absorbed from Environmental Management course), because it is evident lack of formal and permanent environmental education at all levels of formal education in Serbia. 	 0.5
 Na osnovu postignutih rezultata, dolazi se do zaključka da se formalna ekološka edukacija mora uvesti u celokupan sistem obrazovanja u Srbiji. 	 We can conclude that environmental subjects must be in cluded as a basic one at all level of Serbian formal education. 	 0.5
 Takođe, potrebno je istaći da i studenti i studentkinje, uglavnom zbog materijalnih uslova, nisu posvećeni trendu zdrave i organske ishrane, te da produkti životinjskog porekla čine većinski deo njihove ishrane. 	 Further on, must be emphasized that both male students and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive. 	 0.5
 Istraživanjem je bio obuhvaćen uzorak od 43 studenta, što po statističkim normama je više nego reprezentativan uzorak. 	 Their diet is mostly based on meat products, and that implies low level of ecological perception in food consumption of students and their families. 	 0.5
 Njihova srednja vrednost ekološkog otiska je 1.869 ghp, što je u poređenju sa vrednošću ekološkog otiska za Sloveniju (5.3ghp) i Evropu (4.7ghp) predstavlja izvanredan rezultat i ukazuje na visok nivo ekološke svesti među studentima. 	 Course of Technological Systems and Principles of Ecology, taught at the first year of undergraduate studies at Faculty of Organizational Sciences - University of Maribor, enrolls a little bit more than 100 students. 	 0.5
 Iako je u mnogobrojnim istraživanjima utvrđeno da školska sprema roditelja značajno utiče na ekološku svest dece, u istraživanju nije potvrđeno postojanje te zavisnosti. 	 Our research is based on the sample of 43 students, which is by all means a characteristic of a representative sample. 	 0.5
 Takav rezultat, jasno ukazuje da Slovenija ima odlično definisan formalni sistem edukacije na svim nivoima obrazovanja, posebno u vidu ekološke edukacije u onovnoj i srednjoj školi. 	 Average value for the EF of students is 1.869 ghp. 	 0.5
 Iako ne postoji značajna statistička zavisnost između dobijenih rezultata po polovima studenata, utvrđeno je da su studetkinje više posvećene zaštiti životne sredine. 	 Comparing to Slovenian (5.3ghp) and EU (4.7ghp) results, this represents remarkable achievement which proves high level of environmental awareness amongst Slovenian students. 	 0.5
 Ovakav rezultat, se uglavnom zasniva na rezultatima, koji se odnose na činjenicu da studenti koriste automobil više od svojih koleginica, te prelazeći više kilometara, imaju veću potrošnju goriva i emisiju CO2. 	 In the core of these impressive results, lays adequate and permanent environmental education, and knowledge absorbed from above mentioned course. 	 0.5
 Takođe, analiza rezultata je ukazala da je celokupna studenska populacija orijentisana ka organskoj ishrani, te se njihova svakodnevna ishrana uglavnom bazira na prirodnoj i lokalno uzgojenoj hrani (voću i povrću), što takođe ukazuje na visok nivo ekološke percepcije i zastupljenog trenda zdravog načina života u Sloveniji. 	 In recent papers, it is often cited that level of parental education is significantly correlated with childrens environmental awareness. 	 0.5
 Rezultati i analize studija sprovedenih na Univerzitetu u Beogradu i Univerzitetu u Mariboru ukazuju na značaj ekološke edukacije. 	 However, in our research no significant difference between students with different parental education background was noted. 	 0.5
 Sticanje veština i primena složenih menadžment koncepata sa ciljem rešavanja ekoloških problema današnjice i prevencije budućih ekoloških izazova. 	 This finding clearly shows that Slovenia has excellent educational system concerning environmental issues, especially in elementary and high school. 	 0.5
 Usvajanje znanja iz oblasti ekoloških nauka i ak tivna primena stečenih znanja. 	 Also, results showed that female students are ecologically more aware than male students. 	 0.5
 Treniranje soft menadžment veština kroz interaktivan rad u multidisciplinarnim i internacionalnim timovima. 	 Although, results didnt reached statistically significance, trend that female students are far more dedicated to environmental protection is obvious. 	 0.5
 Kombinovanje teorijskog znanja sa praktičnim radom na projektu. 	 In particular we have to mention results concerning issues of car using. 	 0.5
 Usvanjanje metoda i tehnika u oblastima kao što su ekološko planiranje, ekološka politika, ekološki menadžment sistemi (EMS), modelovanje, geografski informacioni sistemi (GIS) i upravljanje podacima. 	 As the matter of fact, results implied that male students use car far more frequently then female student.  Further on, they more often use car with high fuel consumption. 	 0.5
 Korporativna društvena odgovornost, logički okvir za analizu, ocenjivanje životnog ciklusa proizvoda (LCA), analiza izvora energije i njihovo planiranje. 	 In addition, our analysis points out that both male students and female students are dedicated to the trend of healthy and organically grown food. 	 0.5
 Korišćenje različitih alata za planirane projekte, ekološki monitoring, kontrolu kvaliteta. 	 Also, their diet is mostly based on locally grown food, which implies high level of ecological perception and healthy life trend in Slovenia. 	 0.5
 Primena analize troškova i koristi sa aspekata ži votne sredine. 	 The results of both studies and analysis emphasize the importance of environmental education. 	 0.5
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 Our Ecological Footprint, Reducing Human Impact on The Earth. 	 Š30Ë Wackernagel, M., Rees, W.E., (1996): Our Ecological Footprint, Reducing Human Impact on The Earth. 	 0.5
 New Society Publishers, Gabriola Island, Philadelphia. 	 New Society Publishers, Gabriola Island, Philadelphia. 	 0.5
 Š31Ë Wackernagel, M., White, K., Morgan, D., (2006): 	 Š31Ë Wackernagel, M., White, K., Morgan, D., (2006): Using Ecological Footprint account, International Environment and Sustainable. 	 0.5
 Ecological value at risk: 	 Š33Ë http://www.unep.org/Documents.multilingual/ Default.asp?DocumentID=97&ArticleID=1511&l= en. 	 0.5
DocumentID=97&ArticleID=1511&l=en. Retrieved December 22, 2010. 	 Retrieved December 22, 2010. 	 0.5
 Jun 2010, Zlatibor, Srbija Rad proučava dosad još neistraženo područje slovenačkog javnog sektora.  Članak se naime fokusira na produbljenu analizu modernih pro et contra argumenata i predstavlja istraživačke nalaze unutar koncepata autsorsinga i insorsinga IT usluga u javnom sektoru u Sloveniji. 	 It uses an in-depth analysis of the contemporary pro et contra arguments and presents the research findings concerning IT outsourcing and insourcing in the Slovenian public sector. 	 0.5
 Iako su države kroz istoriju uvek kupovale neke proizvode i usluge na inostranom tržištu, u zadnjih je dvadesetak godina došlo do velikog razmaha na području javnih tendera i sklapanja ugovora za autsorsing IT usluga, koje su postale važan instrument javnog menadžmenta. 	 Regardless of the fact that state governments have always been purchasing some goods and services on the external market, the last two decades have shown an exponential growth of competitive tendering and outsourcing as a powerful tool of public management. 	 0.5
 U Sloveniji je uprkos sumnjama mnogih stručnjaka iz IT sektora u opravdanost i racionalnost ovih postupaka, u zadnjim godinama vidljiv eksponencijalni rast javnih tendera u cilju sklapanja ugovora za autsorsing IT usluga.  Visina troškova za projekte autsorsinga u slovenačkom javnom sektoru u poslednjim godinama se po tvrdnjama nekih stručnjaka udvostručila i u vreme aktualne ekonomske i finansijske krize dostiže po grubim procenama više desetina miliona evra. 	 In Slovenia, the use of competitive tendering and outsourcing of IT services has been growing rapidly, many will say unfoundedly and irrationally; the reported expenditures on contracting out in the public sector in the last years have doubled reaching in the time of global economic and financial crises, roughly estimated, tens of millions of euros. 	 0.5
 Rad analizira metodološke, materijalne, formalne i druge važne aspekte i faktore koji utiču na uspešnost i efikasnost projekata autsorsinga IT usluga u javnom sektoru, te nudi Satijev (Thomas Saaty) analitičko hijerarhički model za višekriterijumsko odlučivanje kao podršku kod planiranja autsorsinga IT usluga i smernice za kritičku evaluaciju projekata autsorsinga IT usluga u budućnosti javnog sektora i javnih usluga u Sloveniji. 	 The research outlines some methodological, contextual, procedural and other aspects and considerations and eventually presents Saatys multiple criteria decision model for planning IT outsourcing and provides guidelines on critical assessing IT outsourcing projects in the future development of the public sector and its services in Slovenia. 	 0.5
 1. 	 1. 	 0.5
 Uvod Globalne društvene promene u poslednje tri decenije inicirale su potrebu za reformama kako u privatnom, tako i u javnom sektoru. 	 Introduction The global social changes in the last three decades have initiated the need for reforms in both the private and the public sectors. 	 0.5
 Socijalni, ekonomski i tehnološki razvoj je sa svojim pritiskom na javne finansije otvorijo brojna pitanja o efikasnom, transparentnom i namenskom trošenju proračunskih sredstava. 	 The social, economic and technological development pressured the public finances and raised numerous issues on an efficient, transparent and earmarked spending of assets. 	 0.5
 Javni sektor se suočava sa poteškoćama prevashodno na tri područja svog delovanja: globalni razvojni trendovi i njihov rastući pritisak na proračunske rashode, rastuća očekivanja građana u pogledu nudenja javnih usluga, uprkos fiskalnim restrikcijama i zabrinjavajuća demografska slika, gde sve brojnija populacija penzionera raste mnogo brže od stvaranja novih radnih mesta za nezaposlene i nadolazeću aktivnu populaciju, koja stupa na tržište rada. 	 The public sector is facing difficulties especially in three fields of its operation: global developmental trends and their growing pressure upon accounting expenditures, growing expectations of citizens as regards the offer of public services, despite fiscal restrictions, and an alarming demographic situation in which an already numerous population of retired persons grows by far faster in comparison with the creation of new jobs for the unemployed and the active population entering the labour market. 	 0.5
 Sve to stvara velika finansijska opterećenja kod isplaćivanja penzija, nudenja zdravstvene nege i drugih javnih usluga. 	 All these result in a large financial burden when it comes to payments of pensions, offer of health care services and other public services. 	 0.5
 Navedeni događaji doveli su do spekulacija o vrsti i obimu prava i usluga, koje bi uopšte još trebalo da nudi javni sektor u situaciji sa toliko ograničenim resursima javnih finansija. 	 The above-mentioned events initiated some speculations on the type and scope of rights and services that should be offered by the public sector in a situation characterised by so restrained resources of public finances. 	 0.5
 Konvergentni razvoj tehnologije i upravnih i ekonomskih nauka je baš zbog navedenih finansijskih proble ma u osamdesetim godinama dvadestog veka doveo do oblikovanja i implementacije novih poslovnih strategija u javnom sektoru. 	 It is but for these financial problems in 1980s that a convergent development of technology and administrative and economic sciences led to the forming and implementation of new business strategies in the public sector. 	 0.5
 Javni sektor je počeo upotrebljavati neke menadžerske instrumente, koji bi prevashodno trebalo da snize troškove poslovanja i povećaju efikasnost, iako je upotreba tih instrumenata u prošlosti bila rezervisana isključivo za privatni sektor. 	 The public sector started using certain managerial instruments to reduce operations costs and improve efficiency in the first place, although the use of these instruments in the past was exclusively the characteristic of the private sector. 	 0.5
 Opisana situacija je dovela do izvođenja radova spolja, odnosno autsorsinga1 (iz engleskog izraza: outside source using), što znači: sklapanjem ugovora prepustiti specializovanom izvođaču izvan organizacije (spoljnom izvođaču) izvođenje nekih usluga i poslovnih procesa, za čije izvođenje je u prvom planu bio zadužen javni sektor. 	 The situation described above resulted in performing some jobs from outside, i.e., outsourcing1 (English: outside source using) which means: by concluding a contract by which a specialized contractor outside the organization is assigned to perform some services and business processes which were primarily the liability of the public sector. 	 0.5
 Autsorsing je na takav način postao jedna od važnijih odrednica strateškog razvoja javnog sektora. 	 It is in this way that outsourcing has become a major feature of the strategic development of the public sector. 	 0.5
 Javni sektor je počeo, po uzoru na privatna preduzeća, sa sve intenzivnijim prenosom poslova na spoljnje izvođače, koji su na temelju potpisanog ugovora sa organizacijama iz javnog sektora izvodili javne usluge na najrazličitijim područjima društvenog života: od komunalnih radova, socijalne i zdravstvene nege, školstva, održavanja infrastrukture, pa čak do zatvora i vojnih pitanja. 	 As well as the private sector, the public sector too started to transfer jobs to outside providers who provided public services in most diverse areas of social life based on the contract concluded with the public sector organizations: municipal utility works, social and health care, education, infrastructure maintenance, to even prisons and military issues. 	 0.5
 Ali entuziazam za ovim, kako su ga neki nazvali revolucionarnim otkrićem, je ubrzo 1 Ovde je potrebno spomenuti, da kad govorimo o autsorsingu u užem smislu, mislimo pre svega na spoljnjo izvođenje nekih poslovnih procesa odnosno usluga, ali još uvek unutar granica države u kojoj deluje organizacija, koja je poslove prenela na spoljnje izvođače, a kad govorimo o autsorsingu u širem smislu, onda mislimo na prenos poslovnih procesa i usluga na subjekte u nekoj drugoj državi. 	 It did not take long, 1 Here it is necessary to mention that, when talking about outsourcing in a strict sense, we primarily have in mind an outside provision of certain business processes or services, however, still within the boundaries of the country in which the organization that transferred some processes to outside providers, works; when talking about outsourcing in a broad sense, we think of the transfer of business processes and services to entities in some other country. 	 0.5
 U takvim primerima se često upotrebljava i izraz offshoring ili delokalizacija, koji nemaju nikakve direktne veze sa autsorsingom u javnom sektoru. 	 In such cases, the terms offshoring or dislocalisation are often used although they have no direct connections with outsourcing in the public sector. 	 0.5
 Autsorsing u ovom radu biće proučavan pre svega u užem smislu, znači unutar državnih granica. 	 In this paper, outsourcing will be primarily studied in its stricter sense, namely, withing the countrys boundaries. 	 0.5
 Za spoljnjo ili unutrašnje izvođenje se u radu upotrebljavaju i engleski izrazi autsorsing ili insorsing, koji su po značenju jednakopravni, naime oba izraza su deo izuzetno bogate anglofonske ekonomske terminologije. nestao. 	 For either outside or inside performance we use the English terms outsourcing and insourcingwhich are equal in meaning; namely, both terms are part of very rich Anglophone economic terminology. however, for the enthusiasm for these so-called revolutionary invention to expire. 	 0.5
 Već krajem devedesetih godina prošlog veka, po istraživanjima brojnih stručnjaka, više od 75 % organizacija izražavalo je žaljenje zbog neefikasnosti autsorsinga i slabim rezultatima, i nadalje više od 50 % organizacija, koje su se u prošlim godinama odlučile za autsorsing, pokušavalo je da povrati izvođenje usluga i poslovnih procesa, koji su bili predati u spoljnjo izvođenje, nazad u pojedinačnu organizaciju Š1Ë.  Organizacije su se skoro jednoglasno žalile na nepredvidljivi rast troškova i na slabljenje kvaliteta usluga spoljnjih izvođača. 	 Already in the 1990s, according to the research of numerous experts, more than 75% organizations were dissatisfied with the inefficiency of outsourcing and poor results, and more than 50% organizations that practiced outsourcing tried to recover the provision of services and business processess, once outsourced, to their own organization Š1Ë. Organizations were unanimous in compalining about an unpredictable rise in costs and an ever poorer quality of services provided by outsourcing. 	 0.5
 Odsutnost dovoljno kritičkog i analitičkog pristupa pri opredeljivanju realnih potreba za autsorsingom dovela je organizacije više puta u jako teške situacije, a ponekad čak do samog ruba opstanka, pa i preko njega. 	 The lack of an adequately critical and analytical approach in identifying the real needs for outsourcing has often left organizations in rather difficult positions, sometimes even to the brim of survival and worse. 	 0.5
 Organizacije su zbog kratkoročnih koristi ugrozile svoj dugoročni opstanak i onemogućile budući razvoj, a isto tako ispunjenje svojih vizija i strategija. 	 Trying to achieve short-term benefits, organizations endangered their long-term survival and made further development, as well as accomplishment of their visions and strategies, impossible. 	 0.5
 Negativna iskustva, koja su se trideset godina sakupljala na području autsorsinga, u poslednjim su godinama prevazišla kritičku masu i dovela do obrata odnosno povratka ka unutrašnjem izvođenju (srpski: insorsing, engleski: insourcing) određenih poslovnih procesa i usluga. 	 The negative experiences that accumulated for thirty years in the outsourcing area have in the last years reached a critical point and caused a turn back, or a return to insourcing certain business processes and services. 	 0.5
 Rad se pored analize strategija autsorsinga i insorsinga fokusira pre svega na proučavanje autsorsinga i insorsinga informacijsko tehnoloških usluga (u nastavku rada:  IT usluga) u javnom sektoru i kriterijumima na kojima se temelje takve odluke. 	 In addition to the analysis of outsourcing and insourcing strategies, the paper focuses primarily on the study of outsourcing and insourcing of information-technological services (hereinafter: IT services) in the public sector and the criteria such decisions are based on. 	 0.5
 Aktuelne naučne paradigme sa ovog područja nipošto ne podržavaju autsorsing ključnih poslovnih procesa, još posebno to važi za javni sektor i argumentuju da fokusiranje na temeljne aktivnosti organizacije i ključne zadatke postaje strateška odrednica razvoja moderne organizacije. 	 The prevailing scientific paradigms in this field by no means approve of the outsourcing of key business processes, especially in the public sector and argue that focusing upon the fundamental activities of the organization and upon key tasks is becoming a strategic feature of the modern organizational development. 	 0.5
 I konačno, u kontekstu svega napisanog, potrebno je razmisliti još o insorsingu određenih poslovnih procesa i IT usluga, koje su dosad bile prepuštene spoljnjim izvođačima i koje su se dugoročno pokazale kao faktor nestabilnosti i disfunkcionalnosti, jer je spoljnjo izvođenje nekih poslovnih procesa dovelo do takozvanog  »holouing aut efekta«2 odnosno »išupljivanja« organizacija, što znači, da su preneseni poslovni procesi odlučujuće uticali na gubitak nekih suštinskih kompetencija i potencijala organizacije i stoga na neefikasno sprovođenje ključnih zadataka organizacije. 	 Finally, in the context of the abovementioned, it is necessary to take into consideration the insourcing of certain business processes and IT services that have so far been left to outside providers and that proved to be an instability and dysfunction factor in the long-term, since outsourcing of certain business processes led to the so-called hollowing out effect2 on the organizations which means that transferred jobs had a decisive impact upon losing some crucial competences and potentials of the organization and hence upon an inefficient performance of the key organizational tasks. 	 0.5
 Predmet proučavanja u ovom radu je interdisciplinarno područje autsorsinga i insorsinga IT usluga u javnom  sektoru odnosno njegov presek između ekonomskih, upravnih i drugih naučnih paradigmi. 	 Our topic of interest in this study is the interdisciplinary area of IT services outsourcing and insourcing in the public sector, that is, its cross-section between economic, administrative and other scientific paradigms. 	 0.5
 Sama širina predmeta proučavanja jasno pokazuje da parcijalni pristupi, koji se temelje isključivo na analitičkim ekonomskim teorijama i normativnim stavkama ne nude konceptualno i višekriterijumsko zadovoljavajući model za izbor i oblikovanje odgovarajuće strategije poslovanja javnog sektora. 	 The very breadth of the topic of study clearly shows that partial approaches based exclusively upon analytical economic theories and normative articles, do not offer a conceptual and multple criteria satisfactory model for a selection and development of an adequate strategy of the public sector operations. 	 0.5
 Potrebna je produbljena i sistematska analiza uticaja strategije autsorsinga i insorsinga IT usluga na delovanje javnog sektora i njihove implikacije na celokupnu društvenu okolinu. 	 What we need is an indepth and systems analysis of the IT outsourcing and insourcing strategies impact upon the operations of the public sector and their implications upon the entire social environment. 	 0.5
 S tog aspekta je proučavanje utemeljeno na kombinaciji teorije nauke (metodološki nivo), teorije ekonomskih sistema (institucionalni nivo) i na teorijama ponašanja ekonomskih subjekata (antropološki nivo). 	 From this aspect, the study is based on a combination of the scientific theory (methodological level), economic science theory (institutional level) and on the theories on economic entities behaviour (antropological level). 	 0.5
 Cilj rada je, na temelju različitih teoretskih platformi, oblikovanje i strukturisanje konceptualno uravnoteženog pristupa za oblikovanje integrisane strategije autsorsinga odnosno insorsinga IT usluga u javnom sektoru. 	 Our aim in this study is to shape and structure a conceptually balanced approach to forming an integrated IT services outsourcing or insourcing in the public sector, on the basis of varied theoretical platforms. 	 0.5
 Rad želi, na temelju rezultata i zaključaka empirijkog proučavanja različitih autora, da predstavi analitičko hijerarhijski višekriterijumski model odlučivanja za donošenje odgovarajućih odluka kod izbora određene strategije izvođenja IT usluga i drugih poslovnih procesa u javnom sektoru. 	 Making use of the results and conclusions of empirical studies of various autors, we attempted to present an analytical hierarchy multiple criteria decision-making model for appropriate decision making in selecting a certain strategy for provision of IT services and other business processes in the public sector. 	 0.5
 Kod analize i donošenja tako važnih strateških odluka, kao što je opredeljivanje za autsorsing odnosno insorsing IT usluga, potrebno je pored bazičnih ekonomskih metoda, koji osvetljavaju pre svega finansijsku pozadinu celokupne problematike i daju isključivo kvantitativne ocene o primerenosti i opravdanosti izbora jedne od spomenutih strategija, upotrebiti i metod, koji će uključivati višekriterijumsko strukturisan i multidisciplinaran pristup za sagledavanje celokupne problematike. 	 In addition to basic economic methods that primarily throw light upon the financial background of the problem and offer exclusively quantitative estimates on the adequacy and legitimacy of the selection of one of the mentioned strategies, in the analysis and in making important strategic decisions, such as deciding in favour of IT services outsourcing or insourcing, it is necessary that a method should be employed that will include a multiple criteria structured and multidisciplinary approach to an insight into the entire problem matter. 	 0.5
 Po mišljenju stručnjaka produbljena naučna istraživanja bi morala svojim analizama, pre svega društveno ekonomskih kriterijuma i analizom troškova i koristi (Cost Benefit Analysis) i prilagođenim sistemom uravnoteženih pokazatelja 2 Hollowing out effect odnosno išupljivanje u srpskom prevodu, je zajednički izraz za skup negativnih posledica, koje obično donosi gubitak samostalnosti jedne ili više organizacija. 	 According to the experts, the in-depth scientific research should use analyses, the primarily socio-eco 2 The hollowing out effect is a common term for a set of negative results usually incurred by a loss of autonomy of one or more organizations. 	 0.5
 Efekat može biti prouzrokovan njenom kupovinom ili priključenjem od strane druge organizacije. 	 This effect may be caused by the acquisition of the organization or by joining by another organization. 	 0.5
 Ovaj pojam se odnosi i na autsorsing, jer može zbog prenosa usluga i/ili poslovnih procesa spoljnjim izvođačima, ponekad nehotice i ključnih, doći do gubitka kontrole i upravljanja, gubitka finansijskih sredstava, kompetencija, vizije organizacije, poverenja, znanja, kreativnog potencijala i kulturnog kapitala u organizaciji. 	 The term also applies to outsourcing since the transfer of services ans/or business processes, sometimes even key ones, to outside providers may result in losing control and management, losing financial means, competences, organizational vision, trust, knowledge, creative potential and culture capital in the organization. 	 0.5
 U nekim slučajevima možemo govoriti o hollowing out effect-u i u primeru neke šire društvene pojave, okoline ili čak cele države, što u vremenu globalizacije predstavlja vrlo ozbiljan problem (prekomerno iseljenje proizvodnje i ostalih delatnosti u druge države - offshoring, itd...) Š6Ë. (Balanced Scorecard) ponuditi pre svega konceptualnija i dugoročnija rešenja na postavljena pitanja Š2Ë, Š3Ë. 	 In some cases, we can talk of a hollowing-out effect in an example of a broader social phenomenon, environment or even the whole state, which in the globalization area sets a rather serious problem (excessive moving of production and other operations to other states offshoring, etc.)  Š6Ë. nomic criteria and the Cost-benefit analysis, as well as the Balanced Scorecard to offer above all more conceptual and longer-term solutions to the problems posed Š2Ë, Š3Ë. 	 0.5
 Analiza troškova i koristi i sistem uravnoteženih pokazatelja će, pored ekonomskih kriterijuma, sa svojim metodima kvantifikovanja važnih strateških faktora organizacije, pomoći kod izbora najefikasnije strategije poslovanja, te odluku utemeljiti sa finansijskog, organizacijskog, kadrovskog kao i socijalnog aspekta. 	 The Cost-benefit analysis and the Balanced Scorecard will, in addition to the economic criteria, employ their method of quantification of key strategic organizational factors to help select the most efficient business strategy, and strengthen this decision from the financial, organizational, personnel as well as the social aspects. 	 0.5
 Na kraju rada biće predstavljen Analitičko hijerarhički procesni metod (AHP metod), koji je jedan od najpoznatijih i najpopularnijih metoda višeparametarskog odlučivanja i koji bi mogao kod sličnih pitanja, gde kvalitet odluka stvarno zavisi od velikog broja faktora, pripomoći racionalnijem i efikasnijem trošenju proračunskih sredstava. 2. 	 In the final section of this paper the Analytical hierarchy process method (AHP method) will be presented, one of the best-known and most popular methods of multiparametre decision-making that could help find more rational and more efficient manner of spending of assets, where the quality of decisions really depends on a host of factors.  2. 	 0.5
 Autsorsing (spoljno izvođenje radova) 2.1 Definicije autsorsinga Pojam autsorsing je opterećen brojnim konotacijama i predrasudama. 	 Outsourcing 2.1 Definition of outsourcing The concept of outsourcing is burdened by numerous connotations and prejudices. 	 0.5
 Tome svedoči jako širok dijapazon različitih definicija ovog koncepta, koje se kreću od nadasve konciznih pa sve do površnih i parcijalnih opredeljenja proučavanog fenomena. 	 This is seen in a broad range of definitions of this concept, from most concise to superficial and partial definitions of the phenomenon in consideration. 	 0.5
 Greaver definiše autsorsing kao prenos određenih aktivnosti koje se ponavljaju i prava odlučivanja na spoljnje izvođače, pod uslovima koji su bili ranije definisani u ugovoru o saradnji Š4Ë. 	 Greaver defines outsourcing as a transfer of certain repetitive activities and decision-making authority to outside providers, under the conditions previously defined in the contract on cooperation Š4Ë. 	 0.5
 Pošto se radi o aktivnostima koje se ponavljaju, koje su bile definisane u ugovoru, može se reći, da autsorsing prevazilazi upotrebu spoljnjih savetnika. 	 As these are repetitive activities, defined in the contract, outsourcing can be said to go beyond the use of external consultants. 	 0.5
 Zapravo u većini primera autsorsinga dolazi, ne samo do prenosa aktivnosti i poslovnih procesa, nego i do prenosa radnih sredstava i prava odlučivanja. 	 In a majority of outsourcing examples, actually, it is not only the activities and business processes that are transferred, but also the instruments of labour and the decision-making authority. 	 0.5
 Ellram i Maltz definišu autsorsing kao ugovoreni prenos odgovornosti za izvođenje delatnosti, koja se javlja u sklopu organizacije, na treće lice Š5Ë. 	 Ellram and Maltz define outsourcing as a contracted transfer of liabilities to perform some operations within an organization to a third party Š5Ë. 	 0.5
 Sedište izvođača i kraj izvođenja mogu biti isti ili različiti. 	 The head office of the provider and the site where the operations are performed may be geographically the same or distant from each other. 	 0.5
 To zavisi pre svega od vrste delatnosti, koja se prenosi na spoljnjog izvođača i njenih logičkih potreba. 	 This primarily depends on the type of operation transferred to the outside provider and its logical needs. 	 0.5
 Pojam autsorsing je dakle moguće protumačiti kao strategiju poslovanja, pomoću koje organizacija, zbog određenih razloga (najviše puta su ti razlozi troškovne prirode), prenese izvođenje određenih poslovnih procesa odnosno usluga na subjekte izvan organizacije, sa namerom fokusiranja na svoje ključne zadatke i temeljnu delatnost. 	 The concept of outsourcing is therefore possible to interpret as a business strategy by which an organization, due to certain reasons (most times these reasons are of the cost type), transfers the performance of certain business processes or services to entities outside the organization, with the intention to focus on its key tasks and core activities. 	 0.5
 Navedena opredeljenja autsorsinga pokazuju razmimoilaženja među definicijama ovoga koncepta, koja se kreću od sitnih semantičkih razlika, pa sve do fundamentalnih razlika u koncepciji, shvatanju i definisanju autsorsinga. 	 The abovementioned definitions of outsourcing highlight some disagreements among the definitions of the concept, ranging from minor semantic differences to fun damental differences in the conception, understanding and defining outsourcing. 	 0.5
 Parcijalni pristupi, nekonsistentnost i nesložnost pri opredeljivanju samog koncepta autsorsinga predstavljaju još dodatne poteškoće kod njegovog vrednovanja i analizovanja njegove primerenosti, efikasnosti i uspešnosti. 	 Partial approaches, inconsistency and disagreement in defining the outsourcing concept itself set additional difficulties in its evaluation as well as in the analysis of its appropriteness, efficiency and performance. 	 0.5
 Preciznost pri opredeljivanju strateških koncepata poslovanja organizacija je mnogo važnija nego što izgleda na prvi pogled, u javnom sektoru još utoliko više, pošto se svaka greška plaća javnim sredstvima. 	 The accuracy in defining the strategic concepts of organizational business activities is much more important than it apperas at first sight, the more in the public sector because each error is paid by public money. 	 0.5
 Naime, samo sa jasno opredeljenim budućim strategijama poslovanja, moguće je dobro analizovati trenutno stanje u organizaciji i vrednovati efekte i posledice strategije koju biramo. 	 Namely, it is only with clearly defined future business strategies that we will be able to conduct a sound analysis of the current situation in the organization and evaluate the effects and results of the selected strategy. 	 0.5
 Ako strategija nije dobro definisana i ne poznajemo njene ekonomske, normativne, ugovorne, razvojne i organizacione okvire i zamke, onda je zapravo naše odlučivanje svedeno na intuitivni nivo. 3. 	 In case we fail to define the strategy correctly and we do not know its economic, normative, contractual, developmental and organizational frames and traps, our decision making is reduced to the level of intuition.  3. 	 0.5
 Razlozi za uvođenje autsorsinga 3.1 Prednosti i koristi autsorsinga Zbog obima tematike, koja prevazilazi okvire i ambicije ovog rada, organizacioni razlozi, koji dovode do projekata autsorsinga IT usluga, odnosno njihove terminacije, biće predstavljeni samo nakratko. 	 Reasons for introducing outsourcing 3.1 Advantages and benefits of outsourcing Due to the scope of the problem that goes far beyond the boundaries and ambitions of this study, the organizational reasons that result into the project of IT services outsourcing, or its terminantion, will be only shortly described. 	 0.5
 Razlozi se po mišljenju različitih autora razlikuju, ali svi imaju dodirne tačke u sledećoj Greaverevoj klasifikaciji Š7Ë: 	 The reasons, according to various authors, differ, however, they all meet in the following Greavers classification Š7Ë: 1. 	 0.5
Transformacija organizacije, (cid: 	 2. 	 0.5
Poboljšanje poslovnih rezultata, (cid: Poboljšanje menadžerskih veština i povećanje kontrole. 3. 	 Business improvement (cid:190) Improvement of business results, (cid:190) Improvement of managerial skills and increase of control. 	 0.5
 Finansijski razlozi (cid: 	 3. 	 0.5
 Prihodi (cid: 	 4. 	 0.5
Nove tržišne šanse preko mreže spoljnjog izvođača, (cid: Ubrzanje rasta organizacije sa iskorišćavanjem potencijala spoljnjog izvođača. 5. 	 Incomes (cid:190) New market opportunities via the outside providers network, (cid:190) Acceleration of organizational growth using the outside providers potential. 	 0.5
 Troškovni razlozi (cid: 	 5. 	 0.5
Redukcija troškova zbog veće troškovne efikasnosti spoljnjog izvođača, (cid: Promena fiksnih troškova u varijabilne. 6. 	 Costs (cid:190) Cost reductions due to higher cost efficiency of the outside provider, (cid:190) Fixed costs transformation into variable costs. 	 0.5
 Kadrovski razlozi (cid: 	 6. 	 0.5
Povećati predanost i napore zaposlenih u ne ključnim delatnostima organizacije.  Naravno, unutar svake od nabrojanih kategorija postoje još konkretnije i preciznije navedeni razlozi za autsorsing, ali za potrebe ovog rada, gornja klasifikacija je sasvim dovoljna, jer prilično dobro obuhvata generalne trendove pri donošenju odluka za autsorsing. 	 Obviously, within each of the listed categories there are still more concretely and accurately stated reasons for outsourcing, however, for the needs of this paper, the above classification is quite satisfactory, since it describes the general trends in decision making in favour of outsourcing rather well. 	 0.5
 Brojna istraživanja, sprovedena pre svega u SAD, potvrđuju navedenu klasifikaciju najvažnijih razloga za autsorsing IT usluga Š8Ë. 	 Numerous research, conducted primarily in the USA, corroborate the above classification of the most important reasons in favour of IT services outsourcing Š8Ë. 	 0.5
 Očekivano je najvažniji razlog za autsorsing smanjenje troškova, čak 48 % organizacija, koje su učestvovale u istraživanju je ispostavilo troškove kao najvažniji faktor, na drugom mestu su organizacije pokazale 40 % veću fokusiranost na ključne delatnosti organizacije (core competencies), treće mesto je zauzeo odgovor; nedostatak unutrašnjih resursa u organizaciji sa 35 %. 	 The most important reason in favour of outsourcing is undoubtedly the cost reduction; as many as 48% organizations included in the research listed costs as the most important factor; then follows that the organizations reported a 40% higher focus upon the core competences; the third position is the lack of internal resources in the organization (35%). 	 0.5
 Sledeći razlozi se odnose pre svega na kvalitet usluga i proizvoda i više se fokusiraju na zadovoljstvo korisnika. 	 The reasons that follow refer mainly to the quality of the services and products and are more focused upon the customer satisfaction. 	 0.5
 Slede još dostupnost do vrhunskih tehničkih sposobnosti i znanja spoljnjih izvođača, smanjivanje rizika, veća mogućnost investicijskih ulaganja u strateške projekte itd. 3. 	 Below are listed the access to the outside providers ultimate technical competencies and knowledge, risk reduction, better opportunities for investments into strategic projects, etc. 	 0.5
Slabosti i rizici autsorsinga Kao i gore navedene prednosti i koristi autsorsinga, potrebno je imati na umu, da projekti autsorsinga nose u sebi i brojne potencijalne slabosti i rizike, koje je obavezno potrebno vrednovati i analizovati pre donošenja odluke za uspostavljanje određenog projekta outsorsinga. 	 3.2 Weaknesses and risks of outsourcing As well as the above mentioned advantages and benefits of outsourcing, it must be noted that outsourcing projects bear numerous potential weaknesses and risks that have to be assessed and analysed before the decision on implementing an outsourcing project is made. 	 0.5
 Najproblematičnije kod projekata autsorsinga je činjenica, da problemi počinju da se pojavljuju sa vremenskim zakašnjenjem, kad je organizacija već duboko upletena u projekat autsorsinga. 	 The biggest problem in the outsourcing projects is the fact that problems emerge later in time, when the organization is already deeply involved in the outsourcing project. 	 0.5
 Za nastalu situaciju moguće je naći mnogo različitih uzroka kod oba uključena poslovna subjekta. 	 Causes of such a situation are many, in both business entities involved. 	 0.5
 Brojni stručnjaci naglašavaju, da su preduzeća u privatnom sektoru najugroženija zbog izbora pogrešnog spoljnjeg izvođača, dok su organizacije u javnom sektoru najugroženije zbog autsorsinga neprimerenih delatnosti, nepredviđenih troškova i »efekta išupljivanja«. 	 Numerous experts argue that the private sector companies are most endangered due to the selection of the wrong outside provider, whereas the public sector organization are most seriously exposed because of outsourcing inadequate operations, unpredicted costs and the hollowing-out effect. 	 0.5
 Bongard je potencijalne slabosti i rizike kod projekata autsorsinga razdelio na šest kategorija Š9Ë:  1. 	 Bongard classed the potential weaknesses and risks in outsourcing projects into six categories Š9Ë: 1. 	 0.5
Ugovorena fiksna cena usluga sa spoljnjim izvođačem, koja se u dužem vremenskom periodu realno smanjuje, još posebno na području IT usluga. 2. 	 Costs (cid:190) Rise of unpredicted costs, (cid:190) Fixed price of services contracted with the out side provider that really falls over a longer time span, especially in the IT services area. 	 0.5
 Radna snaga (cid: 	 2. 	 0.5
 Tehnologija, tehnološko znanje (cid: 	 3. 	 0.5
Gubitak ključnih znanja u organizaciji, smanje nje intelektualnog kapitala organizacije, »išupljivanje«, (cid: Pogrešna procena i prenos ključnih delatnosti organizacije na spoljnje izvođače. 4. 	 Technology, technological knowledge (cid:190) Loss of core knowledge in organization, fall in the intellectual capital of the organization, hollowing-out effect, (cid:190) Wrong estimate and transfer of organizational core competences to outside providers. 	 0.5
 Informacije (cid: 	 4. 	 0.5
Prikrivanje informacija sa strane spoljnjog izvođača o potencijalnim problemima, dok nije prekasno. 5. 	 5. 	 0.5
 Zavisnost od spoljnjih izvođača (cid: Gubitak kontrole nad spoljnjim izvođačem i po sledično nad poslovnim procesima, (cid: Prevelika moć spoljnjog izvođača, još posebno kod jako kompleksnih projekata autsorsinga. 6. 	 Dependance on outside providers (cid:190) Loss of control over the outside provider and consequently over business processes, (cid:190) The outside provider has too much power, especially in very complex outsourcing projects. 	 0.5
 Unutrašnji otpor (cid: 	 6. 	 0.5
 I za opis potencijalnih slabosti i rizika kod autsorsinga važi da je pri svakoj pojedinačnoj kategoriji moguće nabrojati još mnogo dodatnih i konkretnijih činilaca, koji mogu uticati kao faktor nestabilnosti ili čak prekinuti projekat autsorsinga, ali za potrebe rada je gornji opis faktora dovoljno ilustrativan. 4. 	 The description of potential weaknesses and risks of outsourcing also includes the fact that each listed category includes a host of additional and concrete impact factors, which may affect the project as instability factors or even discontinue the outsourcing project; however, for the purposes of this study the above presented description of factors is illustrative enough.  4. 	 0.5
 Autsorsing i IT IT je zbog svoje aplikativnosti unutar svih podsistema i na svim nivoima organizacije, kao i u odnosima sa subjektima izvan organizacije, jako specifična za proučavanje. 	 Outsourcing and IT Due to its applicability, IT is a rather specific field of study within all the subsystems and on all organizational levels, as well as in the relations with entities outside the organization. 	 0.5
 Autsorsing IT usluga je zbog apstraktnosti sirovina koje ulaze u informacijski sistem odnosno informacioni proces, isto tako teško isplanirati i iskonstruisati, jer je i samo vrednovanje izabrane strategije poslovanja te njenih efekata i dugoročnih koristi, koje donosi organizaciji, kao i spoljnjim korisnicima, često jako teško opredeliti. 	 The abstract nature of the raw materials that enter the information system or information process makes IT outsourcing difficult to plan and construct as it is often hard to define the evaluation of the selected business strategy itself and its effects and longterm benefits it brings to the organization. 	 0.5
 Ekonomske analize i klasični načini vrednovanja projekata autsorsinga IT usluga, zbog disperzije vertikal nih kao i horizontalnih efekata, koje ti projekti donose među sve segmente organizacije i subjekte iz njene okoline, najčešće nisu primereni za objektivnu evaluaciju sličnih projekata. 	 Economic analyses and classic methods of assessing IT services outsourcing projects are often inappropriate for an objective evaluation of similar projects, because of the dispersion of both vertical and horizontal effects these projects bring to all the organizational segments and entities in its environment. 	 0.5
 S tog aspekta vrednovanje projekata autsorsinga IT usluga u javnom sektoru, te njihove uspešnosti i efikasnosti, pa i same upotrebe IT i sa njom povezanih usluga, zahteva poseban oprez, jer su građani istovremeno »većinski vlasnici« kao i korisnici njihovih usluga. 	 It is for this reason that assessing IT services outsourcing projects in the public sector, their achievement and efficiency and the very use of IT and the related services, calls for ultimate caution, as citizens are at the same time the majority owners and consumers of their services. 	 0.5
 Kao što je već bilo rečeno u uvodu, cilj ovog rada je da predstavi kvalitetno strukturisan višekriterijumski model za odlučivanje odnosno donošenje odluka za autsorsing ili insorsing IT usluga u organizacijama javnog sektora. 	 Our aim in theis paper, as we have already stated in the Introduction, is to introduce a qualitatively structured multiple criteria decision-making model for making decisions connected to IT services outsourcing or insourcing in the public sector organizations. 	 0.5
 Priroda same strategije autsorsinga zahteva pri oblikovanju takvih višekriterijumski utemeljenih modela za odlučivanje primenu dualnog pristupa. 	 The nature of the outsorcing strategy itself requires that a dual approach should be used in forming such models founded on several criteria. 	 0.5
 Kvalitetno donošenje odluka za projekte autsorsinga IT usluga, koje temelji na objektivnim kriterijumima, mora da obuhvati dva aspekta, naime materijalni i formalni, odnosno sadržajni i procesni aspekt. 	 A good decision making for the IT services outsourcing projects, based on objective criteria, has to include two aspects, the material and the formal ones, i.e., the content and the process aspects. 	 0.5
 Materijalni aspekt se fokusira na sadržaj IT usluga, koje organizacija iz javnog sektora namerava da preda u spoljnjo izvođenje i na očekivane koristi, koje bi organizacija trebalo izborom takve poslovne strategije ostvariti. 	 The material aspect focuses upon the contents of IT services that a public sector organization plans to transfer to outside partners to perform, as well as to the expected benefits that the organization should achieve through a selection of such a business strategy. 	 0.5
 Danas skoro i ne postoji više delatnost, koja još nije bila predata u spoljnjo izvođenje, bar delimično, ako ne i u celini. 	 There is almost no business activity that has not been outsourced, either partially or fully. 	 0.5
 Poslednja rečenica otvara pitanja, da li su stvarno sve usluge i delatnosti primerene za prenos spoljnom izvođaču, imajući u vidu da su javne usluge po pravilu proračunski finansirane i da su namenjene široj javnoj koristi, koju bi trebalo da obezbeđuje javni sektor i zašto je taj prenos usluga i delatnosti uopšte potreban, ako se uzme u obzir broj vrhunski obrazovanih stručnih kadrova, koji deluju unutar samog sistema javnog sektora. 	 This previous sentence raises some questions as to whether all services and operations are really adequate to be transferred to the outside provider, having in mind that public services are by a rule financed according to plans and that they are meant for a broader public benefit that should be provided by the public sector; and also, why do we need such a transfer of services and operations at all, if we take into account the number of highly trained experts that work within the public sector system itself. 	 0.5
 Važno pitanje je takođe, da li organizacije unutar javnog sektora uopšte imaju oblikovane kriterijume (finansijske i druge) odnosno strateške okvire pomoću kojih određuju koji segment poslovanja organizacije ili informacionog sistema (IT usluge) je dugoročno racionalno predati u spoljno izvođenje i zašto. 	 An important issue, too, is whether the public sector organizations have formed the criteria (financial and other), namely, the strategic frameworks in which they decide which segment of operations of the organization or information system (IT services) is appropriate to be outsourced over a long-term period and why. 	 0.5
 Formalni aspekt se fokusira na celokupan postupak prenosa IT usluga spoljnjom izvođaču i sve prateće pojave. 	 The formal aspect focuses upon the entire process of IT services transfer to the outside provider and all the side effects. 	 0.5
 Ovaj aspekt obuhvata celokupan proces, od ideje za autsorsing, preko javnog tendera i izbora spoljnjeg izvođača, pa sve do sklapanja ugovora sa spoljnjim izvođačem i evaluacije poslovnog odnosa, koja sledi svakom zaključenom poslovnom ciklusu. 	 This aspect deals with the entire process, from the outsourcing idea, to a public tender and the selection of the outside provider, to concluding the contract with the outside provider and the evaluation of the business relations following each completed business cycle. 	 0.5
 Organizacije se često ne pridržavaju predviđenih faza postupka i biraju prečice do cilja, što može dugoročno da znači presudnu grešku. 	 It often happens that organizations do not follow the planned phases of the process, but rather make shortcuts towards the goal, which in a long term may prove to be a critical error. 	 0.5
 Ta pojava je izuzetno opa san u javnom sektoru, jer troškove za pogrešne odluke organizacije pokriva celokupna zajednica a ne samo vlasnici odnosno odgovorni pojedinci, kao što je to slučaj u privatnom sektoru. 	 Such a thing is highly dangerous in the public sector, since the costs of wrong decisions made by the organization are paid by the entire social community, not only by the owners or liable individuals, as is the case in the private sector. 	 0.5
 Sve faze postupka predaje IT usluga spoljnjem izvođaču su izuzetno važne i slede jedna drugu u pravilnom redosledu. 	 All the phases in the process of the IT services transfer to the outside provider are of paramount importance and succeed each other in a regular order. 	 0.5
 Za kvalitetnu implementaciju projekata autsorsinga je potrebna dosledno i precizno sprovođenje svih faza postupka. 	 A proper implementation of the outsourcing project requires a consistent and accurate implementation of all the phases of the process. 	 0.5
 Za racionalnu i višekriterijumsko utemeljenu odluku za autsorsing je naravno potrebno udružiti oba aspekta, kako materijalni tako i formalni, i oblikovati strukturisani višekriterijumski model za odlučivanje. 	 A rational and multiple criteria founded outsourcing decision requires that both aspects, material and formal, should be joined together and that a structured, multiple criteria decision-making model should be created. 	 0.5
 Tek na osnovu takvog modela za odlučivanje, koji nam zapravo jasno i nedvosmisleno pokazuje da li je aktivnost IT usluga ili celokupna delatnost uopšte primerena za spoljnje izvođenje, možemo doneti odluku za sledeće korake i početak postupka za autsorsing projekat. 5. 	 Only on the basis of such a decision-making model can we decide about the steps we will take and of the beginning of the outsourcing project procedure, as this model actually clearly and directly shows whether the IT services operations or the overall operations in general are appropriate to be outsourced.  5. 	 0.5
 Pristupi razvoju višekriterijumskog modela za odlučivanje Razvoj kvalitetnog višekriterijumskog modela za odlučivanje o projektima autsorsinga IT usluga u javnom sektoru neizbežno zahteva, još posebno u aktuelnim društveno ekonomskim okolnostima, uravnoteženje brojnih različitih činilaca, kao što su: ekonomski, socijalni, politički, normativni i tehnološki. 	 Approaches to the development of a multiple criteria decision-making model The development of a multiple criteria model for making decisions as regards the IT services outsourcing in the public sector inevitably requires, especially in the nowadays social and economic circumstances, that a balance be established among numerous different factors, such as: economic, social, political, normative, and technological. 	 0.5
 Sve ovo zahteva uključenje mnogih interesnih grupa, sa različitim prioritetima i ciljevima, u sve faze razvojnog procesa i posledično procesa odlučivanja. 	 All these require that numerous stakeholders be involved, each with their own priorities and goals, into all the phases of the development process and consequently the decision-making process. 	 0.5
 Uzimajući u obzir gore navedene tvrdnje, rad se u nastavku fokusira na oblikovanje i razvoj višekriterijumskog modela odlučivanja (višekriterijumski model odlučivanja, engleski:  Multiple Criteria Decision Making MCDM), koji će pomoći odgovornim licima pri postavljanju prioriteta i donošenja kvalitetnijih odluka na području autsorsinga IT usluga u javnom sektoru. 	 Taking into account the abovementioned assumptions, the stiudy continues to focus upon forming and development of a multiple criteria decision-making model (MCDM) which will help managers set priorities and make adequate decisions in the field of IT services outsourcing in the public sector. 	 0.5
 Višekriterijumsko odlučivanje (MCDM) je jedan od najpoznatijih smerova na području teorije odlučivanja. 	 The multiple criteria decision making (MCDM) is one of the best known trends in the decision-making theory. 	 0.5
 MCDM obuhvata mnogo različitih metoda, od kojih svaki ima određene karakteristike zbog kojih je njegova upotreba ograničena na određena, obično uža, područja kompleksnog odlučivanja. 	 MCDM includes a number of different methods, each of which has such qualities due to which its implementation is confined to defined, usually narrow, fields of complex decision-making. 	 0.5
 Posle analize spomenutih karakeristika i procene primerenosti biće izabran i najprimereniji metod za konstrukciju višekriterijumskog modela za odlučivanje na području autsorsinga IT usluga u javnom sektoru. 	 Following the analysis of these qualities and an estimate of their adequacy, the most appropriate method will be selected for the design of a multiple criteria decision making model in the area of IT outsourcing in the public sector. 	 0.5
 Metodi se tako po mišljenju stručnjaka klasifikuju uzimajući u obzir vrstu podataka, koji su upotrebljeni u procesu odlučivanja, znači razlikujemo Š10Ë: determinističke, stohastičke i fuzzy metode. 	 Thus, according to experts, the methods are classed according to the types of data used in the decision-making process; hence we know Š10Ë: deterministic, stohastic, and fuzzy models. 	 0.5
 Nadalje se metodi dele na temelju broja lica, koja su uključena u proces odlučiva nja, znači govorimo o metodima koji uključuju samo jedno lice, koje donosi odluke ili o metodima koji uključuju više lica odnosno grupu. 	 The methods are further classed in accordance with the number of individuals involved in the decisionmaking process; here we talk of the methods involving only one individual making decisions, or of the methods involving a number of individuals, namely, a group. 	 0.5
 Pri oblikovanju višekriterijumskog modela za odlučivanje o autsorsingu IT usluga u javnom sektoru biće, zbog karakteristika samog područja istraživanja, upotrebljen deterministički metod sa jednim licem koje odlučuje, što će pripomoći većoj pouzdanosti i preciznosti modela, a potrebno je naglasiti, da će to olakšati i upotrebu iskonstruisanog modela. 	 In designing a multiple criterion decision making model for IT services outsourcing, due to the nature of the research area, we will implement a deterministic method with one individual making decisions, which will improve the reliability and accuracy of the model.  It will also facilitate the implementation of the designed model. 	 0.5
 Uz gore navedene tvrdnje, treba imati na umu, da je upotrebljena klasifikacija samo jedna od mnogih, pošto ovi metodi, uprkos svojoj raznolikosti, imaju mnogo dodirnih tačaka (alternative, atributi, ciljevi, kriterijumi odlučivanja,…), tako kod nabrojanih metoda nekad dolazi i do kombinovane upotrebe dva ili više komplementarna metoda, imajući u vidu prirodu samog procesa odlučivanja. 	 In addition to the above mentioned, it must be noted that the classification used is only one among many, since these methods, however different, have a lot in common (alternatives, attributes, objectives, decision criteria, ...), therefore two or more complementary methods can sometimes be used, in accordance with the nature of the decision-making process itself. 	 0.5
 Računajući karakteristike autsorsinga IT usluga i na temelju gore napisanih tvrdnji, moramo pri planiranju, razvijanju i oblikovanju višekriterijumskog modela paziti, da zadovoljimo tri neophodna uslova: 	 If the characteristics of IT services outsourcing are taken into account on the basis of the above said, then planning, development and designing a multiple criteria model has to satisfy three important criteria: 1.  The decisions in complex problem solving have to be made on the basis of a larger number of relevant qualitative and quantitative criteria; 2. 	 0.5
 1. odluke pri rešavanju kompleksnog problema moraju biti donete na temelju više relevantnih kvantitativnih i kvalitativnih kriterijuma, 2. aspekt subjektivnosti kod lica koje odlučuje, mora uključivati i potencijalne nejasnoće odnosno, nedostatak informacija u prosuđivanju mora biti vrednovan i uračunat u celokupni proces odlučivanja, 3. model mora biti oblikovan tako da u svojoj implementacijskoj fazi, odnosno pri donošenju konkretnih odluka, omogući upotrebu i poređenje različitih alternativa, imajući u vidu definiciju ciljeva, kao i izbor ključnih kriterijuma i podkriterijuma. 	 The subjectivity aspect of the decision-making person has to include potential ambiguities; that is, the lack of information in judging has to be valued and calculated into the overall decision-making process; 3.  The model must be shaped in such a way that in its inplementation phase, in making concrete decisions, it has to allow for the use and comparison between different alternatives, having in mind the definition of the goal, as well as the selection of key criteria and subcriteria. 	 0.5
 Pregled metodološkog okvira, koji je bio upotrebljen kod razvoja višekriterijumskog modela za odlučivanje prikazan je na slici 1. 	 The review of the methodological framework used in the development of the multiple criteria decision making model is shown in Figure 1. 	 0.5
 Metodologija se u prvom koraku fokusirala na opredeljivanje prioriteta a zatim na analizu kompleksne strukture problema i uključivanje svih opipljivih i neopipljivih faktora odnosno svih merljivih kvantitativnih i kvalitativnih faktora unutar kompleksne problemske strukture. 	 In the first step, the methodology focuses upon defining priorities and then upon the analysis of the complex structure of the problem and the inclusion of all the tangible and intangible factors, i.e., all the measurable qualitative and quantitative factors within the complex problem structure. 	 0.5
 U drugom koraku se metodologija penje za jedan nivo više i u proces odlučivanja uključuje kompleksnije interakcije među činiocima, kao što je međusobna zavisnost među faktorima i njihova hijerarhijka struktura. 	 In the second step, the methodology goes one level higher, including into the decision-making process some more complex interactions among factors, such as the interrelation among the factors and their hierarchal structure. 	 0.5
 U toj fazi dolazi do konačnog izbora i potvrde relevantnih kriterijuma i potkriterijuma. 	 This is the phase in which the final choice and assessment of the relevant criteria and subcriteria are made. 	 0.5
 Na trećem koraku je potrebno celo kupan izbor kriterijuma još primerenjije ponderisati, uzimajući u obzir njihovu važnost, vremenski rok i druge preferencije organizacije; naime, svaki proces odlučivanja ima neka objektivna ograničenja, koja je nemoguće izbeći i koja je potrebno uračunati ako želimo postići dugoročne strateške ciljeve. 	 In the third step, the entire range of chosen criteria is further weighted in a more adequate manner, taking into account their importance, time limit and other organizational preferences; namely, each decision-making process is burdened with some objective restraints that cannot be avoided and that are necessary to include if we want to achieve long-term strategic goals. 	 0.5
 U toj fazi je potrebno objektivno vrednovati i subjektivnost lica koje odlučuje i prema potrebi prepustiti ponderisanje kriterijuma i drugim pojedincima, te onda u nastavku eventualno izabrati kompromisno rešenje, koje će pripomoći većoj objektivnosti samog modela, kao i lakšoj implementaciji i upotrebi u budućnosti. 	 It is also necessary that the subjectivity of the decision-making person be also assessed and, if needed, the criteria weighting should be assigned to other individuals, and only then a compromise should be reached, a solution that would enhance the objectivity of the model itself as well as facilitate its implementation and use in the future. 	 0.5
 Slika 1:  Metodološki okvir za razvoj višekriterijumskog modela za odlučivanje Imajući u vidu sve potrebne uslove, koje je potrebno zadovoljiti i gore nabrojane karakteristike modela, za potrebe odlučivanja o autsorsingu IT usluga u javnom sektoru bio je izabran Analitičko Hijerarhički Procesni model (engleski: 	 Figure 1: Methodological framework of the multiple criteria decision making model development Given all the necessary conditions that have to be met as well as the above mentioned model characteristics, the Analytical Hierarchy Process model (hereinafter: AHP model) is selected for the needs of IT services outsourcing in the public sector. 	 0.5
 Analytical Hierarchical Process, u nastavku:  AHP model), koji je posle analize svih njegovih karakteristika i procene njegove primerenosti zadovoljio sve unapred definisane zahteve (kod slično strukturisanih problema na području višekriterijumskog odlučivanja često se upotrebljavaju i drugi slični modeli, kao što su:  ANP Analytic Network Process, ELEKTRE, PROMETHEE itd., koji su obično nadgradnja AHP modela i služe kao korektiv za izračunavanje preciznijih i pouzdanijih rezultata). 	 The analysis of all its characteristics and the assessment of its adequacy has proved that this model meets all the previously defined requirements (numerous similar models are used in similarly structured problems in the field of multiple criteria decision making, such as: ANP Analytic Network Process, ELEKTRE, PROMETHEE, etc, which are usually the extention of the AHP model and serve as a corrective to calculate more precise and more reliable results). 	 0.5
 O AHP modelu biće više reči u nastavku rada. 6. 	 The AHP model will be further elaborated in the following chapters.  6. 	 0.5
 Analitičko hijerarhijski proces Autor Analitičko Hijerarhičkog Procesa, koji je bio ostvaren kao potpora odlučivanju na različitim područjima je Tomas L. Sati (Thomas L. Saaty) Š11Ë. 	 Analytical hierchy process The author of the Analytical Hierarchy Process meant as a support to decision making in various areas is Thomas L. Saaty Š11Ë. 	 0.5
 Višekriterijumski model za odlučivanje kod projekata autsorsinga odnosno insorsinga IT usluga, koji je upotrebljen u ovom radu, nosi naziv aplikacija Sati (Saaty©). 	 The multiple criteria decision making model in the IT services outsourcing or insourcing used in this study is called the Saaty application (Saaty©). 	 0.5
 Prvobitni program Saaty© je zasnovao Andrej Mrvar3. 	 The original Saaty© programme was established by Andrej Mrvar3. 	 0.5
 Celokupna aplikacija je nastala na platformi analitičko hijerarhijskog procesa. 	 The application was devised on the platform of the analytical hierarchy process. 	 0.5
 Odatle je upotrebljena aplikacija dobila i ime. 	 Hence the applications name. 	 0.5
 AHP model je jedan od segmenata vrlo poznatog modela za odluči vanje i ekspertskog programskog sistema Expert Choice. 	 The AHP model is one segment of a well known decision-making model and the Expert Choice, the expert programme system. 	 0.5
 Uprkos činjenici da je ovaj model stariji od dvadeset godina, još uvek se upotrebljava kao jedan od najboljih sistema za potporu odlučivanju, a njegova upotreba, u zadnje vreme, čak je u velikom porastu. 	 Regardless of the fact that the model is more than ten years old, it is still used as one of the best decision-making support systems, and its use has even highly increased lately. 	 0.5
 Celokupan AHP model temelji se na strukturisanoj odnosno hijerarhijskoj uređenosti elemenata neke celine odnosno procesa. 	 The entire AHP model is based on the structured or hierarchical order of the elements of an entity or a process. 	 0.5
 Generalno, hijerarhija znači strukturisanost delova neke celine uzevši u obzir njihovu važnost odnosno karakteristike, a u organizacijskom smislu hijerarhija predstavlja sistem kontrole, koji je bio uspostavljen u nekom okruženju, sa ciljem uspešnog vodenja i efikasne realizacije ciljeva. 	 Generally, hierarchy means the structural order of the parts of an entity according to their importance or characteristics; organizationally, hierarcy is a system of control established in an environment for the purpose of an effective conduct and efficient achievement of goals. 	 0.5
 Kada govorimo o realizaciji ciljeva, svaki poslovni subjekat mora, uzevši u obzir svoju specifičnost, birati među mnogim različitim postupcima odlučivanja i izabrati najoptimalniji postupak odlučivanja o važnim strateškim, pa i taktičkim pitanjima. 	 As regards the achievement of goals, each business entity has to, in accordance with its specific features, choose among a variety of decision-making processes and select the most optimal one when it comes to making decisions on important strategic and even tactical issues. 	 0.5
 Odlučivanje u datim okvirima racionalnog i efikasnog poslovanja javnog sektora ima uvek jednake ciljeve, naime: na temelju određenih kriterijuma, potrebno je iz grupe ponuđenih rešenja, izabrati najbolje rešenje Š12Ë. 6. 	 Decision making in the given framework of rational and efficient business in the public sector always has the same objectives, namely, to find the best solution out of the group of offered solutions, on the basis of given criteria Š12Ë. ple process of making comparisons between different valuations, which is further used in ranking the solutions achieved in the course of the decision-making process. 	 0.5
Saatyev model za višekriterijumsko odlučivanje Aplikacija Saaty© temelji na AHP, koji u zadnje vreme postaje sve popularniji i priznatiji. 	 In this decision-making phase, the Saaty© application serves to make the comparison via the comparison matrix of all the pairs of criteria. 	 0.5
 Uprkos tome, treba reći, da je ovakav način odlučivanja za autsorsing odnosno insorsing, još posebno na području IT usluga, jako teško naći u literaturi, iako AHP ima brojne prednosti u odnosu na slične metode, jer omogućava proučavanje, kako racionalnih, tako i intuitivnih činilaca, što značajno olakšava izbor najboljeg rešenja. 	 On the basis of all the pairs of criteria the most optimal solutions are selected. 	 0.5
 Naravno, ova pretpostavka je moguća samo ako uzmemo u obzir određene, odgovarajuće i primereno ponderisane kriterijume, o kojima će biti više rečeno u nastavku rada. 	 The identical procedure is repeated among potential subcriteria, too, if during the procedure we come to a conclusion that a further decomposition of criteria into subcriteria could ensure a more objective and a more argumented decision making. 	 0.5
 Celokupan proces odlučivanja temelji se na sprovođenju jednostavnog postupka poređenja različitih vrednovanja, koji se u nastavku procesa upotrebljava za rangiranje rešenja dobijenih tokom postupka odlučivanja. 	 Together with its instruments the AHP includes and allows for the involvement of a large number of relevant factors which guarantees an appropriate and objective, i.e., consistent approach to making final decisions. 	 0.5
 U toj fazi odlučivanja sa aplikacijom Saaty© komparacija se izvršava sa komparativnom matricom svih parova kriterijuma. 	 The implementation of the AHP may help set realistic goals and priorities. 	 0.5
 Na osnovu svih parova kriterijuma se u nastavku postupka odlučivanja biraju najoptimalnija rešenja. 	 Here it is important to take into account both qualitative and quantitative aspects of decision making. 	 0.5
 Aplikacija je bazirana na prethodnoj programskoj platformi, koja je bila izražena za operativni sistem DOS. 	 The essence of the AHP model is breaking the decision into a number of smaller decisions. 	 0.5
 Nova verzija aplikacije Saaty© omogućava kako studentsku, tako i profesionalnu upotrebu Š13Ë. ključimo, da bi dodatno cepanje kriterijuma na potkriterijume doprinelo objektivnijem i argumentovanijem odlučivanju. 	 In the first place, we mean breaking into one-to-one comparisons, which consequently allows for a more realistic assessment of the given problem Š14Ë. 	 0.5
 AHP sa svojim instrumentima obuhvata i omogućava uračunavanje velikog broja relevantnih faktora, što garantuje kvalitetan i objektivan odnosno celovit pristup donošenju konačnih odluka.  Upotreba AHP može pripomoći i pri postavljanju realnih ciljeva te dodeljivanju prioriteta. 	 Nevertheless, this model of outsourcing and insourcing is rather difficult to find in literature, especially in the IT services area, although the AHP has numerous advantages over similar models, as it allows for the study of both rational and intuitional factors, which considerably facilitates the selection of the best solution. 	 0.5
 Ovde je potrebno uzeti u obzir kako kvalitativne tako i kvantitativne aspekte odlučivanja.  Suština AHP modela je »razbijanje« odluke na više manjih odluka. 	 This assumption is, naturally, possible if we take into account certain adequate and appropriately weighted criteria, which will be dealt with further below. 	 0.5
 Hijerarhija odlučivanja za spoljnjo izvođenje Reja, 2002, p. 14 Gornja struktura omogućava klasifikaciju elemenata uzevši u obzir njihovu važnost, i razvrstava ih na odgovarajući nivo, računajući njihov odnos prema nadređenim i podređenim elementima procesa odlučivanja.  Upravo klasifikacija elemenata odnosno izbor optimalnih kriterijuma najčešće predstavlja najveći problem s kojim se suočavaju korisnici višekriterijumskih modela za odlučivanje. 	 The entire decision-making process is based on conducting a sim 3 The version of the Saaty© application used in this paper was designed by Dimitrij Rejja, Andrej Mrvar and Dean Lamper. 	 0.5
 Kad su kriterijumi izabrani i strukturisani po svojoj važnosti, onda su upotreba AHP i izbor najboljeg rešenja, jako jednostavni. 6. 	 The application is based on the previous programme platform, devised for the DOS operational system. 	 0.5
Izbor kriterijuma i njihovo vrednovanje Najkritičnija faza postupka odlučivanja je izbor kriterijuma, koje ćemo uzeti u obzir u procesu odlučivanja kao i izbor potencijalnih rešenja, koja bi zadovoljila izabrane kriterijume i dovela organizaciju do postavljenog cilja. 	 A new version of the Saaty© application allows for both student and professional use Š13Ë. LEVEL 2 LEVEL 3 Figure 2: Decision-making hierarchy in outsourcing Reja, 2002, p. 14 The above structure allows for the classification of elements in terms of their importance and ranks them into their appropriate levels that would meet the selected criteria and bring the organization to the set goals. 	 0.5
 Kod strukturisanja celokupnog procesa odlučivanja, treba se ograničiti samo na relevantne faktore, koji pokazuju implikacije na predmet odlučivanja i paziti, da u postupku ne skrenemo u preveliku disekciju problema, koja može zamagliti važnije aspekte i dovesti do nekvalitetnih odluka. 	 In structuring the overall decision-making process we should keep only to the relevant factors that show implications as to the decision-making subject and be careful not to stray into an excessive dissection of the problem, which may disguise major aspects and result into low-quality decisions. 	 0.5
 Konstrukcija modela traži dobro poznavanje problema i uravnoteženu aplikaciju podataka za objektivnu ocenu kriterijuma. 	 Model design requires a good knowledge of the problems and a balanced application of data for an objective assessment of criteria. 	 0.5
 Preveliki broj kriterijuma može dovesti do devalvacije hijerarhijskih relacija i odnosa među samim kriterijumima, dok premali broj kriterijuma, onemogućava izračunavanje svih važnih aspekata problema i u samom postupku odlučivanja nudi neuravnoteženo i parcijalno rešenje problema, pošto ne uključuje sve relacije među elementima i njihove međusobne korelacije. 	 Too large a number of criteria may devaluate the hierarchy relations and the relations among the criteria themselves, whereas too small a number of criteria does not allow for calculating all the important aspects of the problem and offers an unbalanced and partial solution to the problem in the decision-making process, as it does not include all the relations among the elements and their correlations. 	 0.5
 Kod određivanja kriterijuma je dakle jako važna preciznost, doslednost i dobro poznavanje prirode problema. 	 Hence accuracy, consistence, and good knowledge of the nature of the problem is of great importance in setting the criteria. 	 0.5
 Najveći stručnjaci sa područja proučavanja autsorsinga i njegovih širih društveno ekonomskih implikacija naglašuju višestruku slojevitost ovog fenomena Š15Ë, koja se pokazuje u izuzetno kompleksnom i otežanom vrednovanju svih efekata autsorsinga, koji su često zbog dužine trajanja projekta dobro pikriveni i pokazuju se tek posle dužeg vremenskog perioda. 	 The leading experts in the study of outsourcing and its broad socio-economic implications stress a multi layer nature of this phenomenon Š15Ë, mirrored in an extremely complex and aggravated evaluation of all the effects of outsourcing, that are often well hidden due to the long time cycle of the project and emerge only after a long time period. 	 0.5
 Uzevši u obzir istraživanja najpoznatijih stručnjaka, kao i kompleksnost celokupnog područja autsorsinga, za konstrukciju i praktičnu ilustraciju delovanja i upotrebe Saatyevog modela za višekriterijumsko odlučivanje, izabrali smo sledeće kriterijume:  1. 	 On the basis of the studies of the leading experts, and the complexity of the overall outsourcing area, we have chosen the following criteria for the design and practical illustration of the effects and use of the Saaty model in a multiple criteria decision making: 1. 	 0.5
 Troškovi 2. 	 Costs 2. 	 0.5
 Kompetencije 3. 	 Competences 3. 	 0.5
 Kvalitet 4. 	 Quality 4. 	 0.5
 Zadovoljstvo korisnika 5. 	 Customer satisfaction 5. 	 0.5
 Rizik 6. 	 Risk 6. 	 0.5
 Organizacija 7. 	 Organization 7. 	 0.5
 Razvoj 8. 	 Development 8. 	 0.5
 Inovacije Za potrebe rada bila je, pomoću Saatyvog modela, izvedena simulacija hipotetičke problemske situacije u kojoj organizacija iz javnog sektora bira jedno od dva ponuđena rešenja odnosno autsorsing ili insorsing IT usluga. 	 Innovation For the purposes of this work a simulation of a hypothetical problem situation was made using the Saaty model, where the public sector organization selects one out of two offered solutions, or IT services outsourcing and insourcing. 	 0.5
 Konačna odluka mora da se temelji na gore navedenim kriterijumima, hipotetičke polazne tačke vrednosti projekata su 500.000 za projekat autsorsinga i 350.000 za projekat insorsinga. 	 The final decision must be based on the above quoted criteria, the hypothetical starting points of the project are ¡ 500,000 for the outsourcing project and ¡ 350,000 for the insourcing project. 	 0.5
 Apsolutno i relativno vrednovanje kriterijuma i njihova dekompozicija na potkriterijume bila je izvedena na temelju subjektivnih preferencija i služi boljoj ilustraciji celokupnog postupka višekriterijumskog odlučivanja. 	 The absolute and relative estimate of the criteria and their decomposition into subcriteria was performed on the basis of subjective preferences and serves to better illustrate the overall procedure of the multiple criteria decision making. 	 0.5
 U nastavku će biti predstavljen i preciznije analizovan celokupan Saatyev postupak kao i njegova upotreba i izbor najprimerenijeg rešenja (alternative) u konkretnoj problemskoj situaciji, koja će se temeljiti na gore navedenim podacima. 	 We will proceede to present and more accurately analyse the entire Saaty procedure as well as its application and the selection of the most appropriate solution (alternative) in the concrete problem situation, which will be based on the above quoted data. 	 0.5
 Matematičko izračunavanje po Saatyevom postupku (Autsorsing IT usluga) 6.3.1 Poređenje kriterijuma Prvi korak u Saatyevom postupku je poređenje spremnih i unapred izabranih kriterijuma. 	 1.  Mathematical computing using Saaty procedure (IT services outsourcing) 6.3.1 Comparison of criteria The first step in the Saaty procedure is the comparison between the prepared and afore-selected criteria. 	 0.5
 Poređenje parova u analitičko hijerarhičkom modelu, znači međusobno poređenje homogenih elemenata. 	 The comparison of pairs in the analytical hierarchy model means comparing between homogenous elements. 	 0.5
 Ponderisanje i poređenje parova kriterijuma u našem konkretnom primeru, odnosno takozvana pozitivna recipročna matrica za oblikovanje modela za odlučivanje o autsorsingu IT usluge prikazana je na slici 3 i predstavlja samo jednu od brojnih mogućnosti ponderisanja i vrednovanja kriterijuma unutar datog okvira Saatyevog postupka. 	 Weighting and comparison of the pairs of criteria in our example, the so-called reciprocal matrix for devising the decision-making model for IT service outsourcing is presented in Figure 3 and shows only one of numerous possibilities of weighting nad assessment of the criteria within a given framework of the Saaty procedure. 	 0.5
 Naravno, različitim licima sa drugačijim pogledima na problem i ciljevima, prepušteno je odlučivanje i ponderisanje kriterijuma po pojedinačnim preferencijama. 	 Naturally, each individual has his/her own point of view and goal, so they decide upon and weight criteria according to their individual preferences. 	 0.5
 Dole je prikazana osnovna skala poređenja:  1 - kriterijum i i j su podjednako važni 3 - kriterijum i je malo važniji od j 5 - kriterijum i je primetno važniji od j 7 - kriterijum i je značajno važniji od j 9 - kriterijum i je apsolutno važniji od j Poređenjima možemo dodeliti i srednje ocene 2, 4, 6, 8, ako se ne možemo odlučiti za vrednosti iz skale. 	 The general comparison scale is shown below: 1 criteria i and j are equally important 2 criterium i is slightly more important than cri terion j 3 criterium i is substantially more important than criterion j 4 criterion i is significantly more important than criterion j 5 criterion i is absolutely more important than criterion j The comparisons can be assigned with values 2,4,6,8 if we cannot make a decision on the basis of the values from the above quoted scale. 	 0.5
 Obrnuta vrednost znači, da je kriterijum j važniji od i, npr. aij = 1/7 znači, da je j značajno važniji od i. 	 The reverse value means that the criterion j is superior to criterion i, e.g. aij = 1/7 means that j is significantly more important than i. 	 0.5
 Pri upotrebi višekriterijumskih modela često dolazi do situacija, gde imamo dva jako slična, ali ne i jednaka kriterijuma. 	 In applying the multiple criteria models we often come across the situations where we deal with two very similar, however, not identical criteria. 	 0.5
 U takvim situacijama je teško objektivno vrednovati karakteristike oba kriterijuma. 	 In such cases it is difficult to provide an objective rating of the characteristics of both criteria. 	 0.5
 Kad u postupku strukturisanja modela za odlučivanje dođe do slične situacije, poređenje je nabolje izvesti na osnovu međusobnog poređenja manjih delova potkriterijuma, umesto na osnovu većih celina Š16Ë. 	 When such a situation emerges in the process of structuring the decision-making model, the best solution is to make the comparison on the basis of the comparison between smaller segments of subcriteria instead on the basis of larger entities Š16Ë. 	 0.5
 Vrednosti određenih elemenata je potrebno precizno analizovati i međusobno uporediti po delovima, za šta je sasvim dovoljna 9 - stepena skala. 	 It is necessary that the values of certain elements should be analysed accurately and compared between each other by segments, for which a 9-grade scale suffices. 	 0.5
 Za potrebe preciznije analize, potrebno je znači, međusobno uporediti segmente određenog elementa. 	 For the purpose of a more accurate analysis, therefore, segments of a certain element should be compared between each other. 	 0.5
 U procesu odlučivanja o nekom kompleksnom problemu, obično se srećemo sa velikim brojem kriterijuma, zbog čega ih je teško kontrolisati i dosledno vrednovati. 	 In the decision making process on a complex problem we usually have to deal with a large number of criteria, which make them difficult to control and rate consistently. 	 0.5
 AHP omogućava udruživanje kriterijuma u sa stavljene kriterijume, koje kasnije povezujemo sa drugim takođe sastavljenim kriterijumima u strukturu stabla. 	 The AHP allows for joining the criteria into joint criteria which are further linked to other joint criteria into a tree structure. 	 0.5
 Ovde nam hijerarhijski princip uređenja elemenata omogućava kontrolu kompleksnih sistema. 	 The hierarchy principle of arranging elements allows us here to control complex systems. 	 0.5
 Nudi nam globalni pregled glavnih činilaca na višim nivoima i detaljan pregled strukture i funkcija na nižim nivoima. 	 It offers us a global insight into the major higher level factors as well as a detailed insight into the structure and functions on the lower levels. 	 0.5
 Pomoću hijerarhije smanjuje se broj poređenja kriterijuma koja moramo uneti u postupak odlučivanja. 	 The hierarchy also helps reduce the number of comparisons of the criteria we have to enter into the decision-making procesure. 	 0.5
 Zato su matrice usklađenije Š17Ë. 	 It is for this reason that matrices are more reconciled Š17Ë. 	 0.5
 AHP unutar Saatyevog postupka omogućava prelaz preko niže rangiranih (na nižim nivoima) do udruženih (na višim nivoima) vrednosnih kriterijuma. 	 The AHP within the Saaty procedure allows for a transition from lower ranked (on lower levels) to joint (on higher levels) value criteria. 	 0.5
 Pozitivna recipročna matrica 6.3.2 Relativno i apsolutno poređenje kriterijuma Kriterijume u Saatyevom postupku možemo međusobno upoređivati na različite načine (slika 4).  Tip kriterijuma Relativan odnos X Apsolutne vrednosti manje je bolje Apsolutne vrednosti više je bolje Slika 4:  Mogući načini međusobnog upoređivanja kriterijuma Relativni način međusobno upoređuje parove vrednosti, te na temelju poređenja, vrednuje razlike među njima Š18Ë. 	 Type of criteria Relative ratio X Absolute values less is better Absolute values more is better Figure 4: Possible methods of comparison between criteria The relative method serves to compare pairs of values and, on the basis of the comparison, to rate the differences among them Š18Ë. 	 0.5
 U analitičko hijerarhičkom procesu se upotrebljava kako relativno, tako i apsolutno poređenje. 	 The analytical hierarchy process uses both relative and absolute comparisons. 	 0.5
 Relativno poređenje (slika 5):  Pri tom merenju upoređujemo međusobno sve kriterijume po parovima. 	 Relative comparison (Figure 5): In this measurement we compare all the criteria by pairs. 	 0.5
 U primeru n kriterijuma, to znači n(n-1)/2 poređenja. 	 In the example of the n criterion, this means n(n-1)/2 comparisons. 	 0.5
 U Saatyevom modelu je za relativno poređenje kriterijuma predviđena 9 - stupanjska skala, kao što vidimo na slici 5. 	 In Saaty model, the relative comparison of criteria uses a 9 grade scale, as shown in Figure 5. 	 0.5
 Odnos među kriterijumima Troškovi Kompetencije 2:1    X      9:1 1:9 Slika 5:  Relativno poređenje kriterijuma »troškovi« i »kompetencije« Kao što prikazuje slika 6, Saatyev model omogućava i relativno poređenje pojedinačnih kriterijuma među sobom, uzevši u obzir moguća rešenja (alternative). 	 Ratio between criteria Costs                              Competencies 2:1    X      9:1 1:9 Figure 5: Relative comparison of costs and competencies criteria As shown in Figure 6, the Saaty model allows for a relative comparison of individual criteria among each other, too, taking into account the possible solutions (alternatives). 	 0.5
 Kriterijumi Kompetencije Autsorsing Insorsing Autsorsing Insorsing 1:2 2:1 Slika 6:  Recipročna matrica za relativno poređenje kriterijuma »kompetencije« i najveće pojedinačne vrednosti kod dva potencijalna rešenja (alternative) Apsolutno poređenje (slika 7): apsolutno poređenje se odnosi na određenu ocenu kriterijuma. 	 Criteria Competencies Outsourcing Insourcing Outsourcing Insourcing 1:2 2:1 Figure 6: Reciprocal matrix for relative comparison of competencies criterion and the highest individual value in two potential solutions (alternatives) The absolute comparison (Figure 7): absolute comparison refers to a certain rating of the criteria. 	 0.5
 U ovoj fazi je potrebno još definisati koja je ocena bolja (niža ili viša). 	 In this phase, it is necessary to define which grade is better (lower or higher). 	 0.5
 Ocene potkriterijuma dakle utiču na vrednost sastavljenog kriterijuma. 	 The subcriteria grades therefore affect the value of the joint criterion. 	 0.5
 U našem konkretnom primeru je bila postavljena finansijska ocena određenog rešenja (alternative), odno sno trošak za projekat autsorsinga IT usluga, koji prema našoj aproksimaciji iznosi cca. 500. 	 In our concrete example, the financial rating of a certain solution (alternative), i.e., the cost of an IT service out sourcing project was set, which, according to our approximation amounts to ¡ 500,000, while the cost of an IT service insourcing project, was estimated to be cca. ¡350,000. 	 0.5
¡ i trošak za projekat insorsinga istih IT usluga, koji je bio ocenjen na cca. 350. ¡.  U Saatyevom postupku je potrebno još dodatno definisati apsolutni kriterijum i uneti koja ocena je bolja, u opisanom primeru je to naravno ocena »Manje je bolje« (slika 7). 	 The Saaty procedure requires that an absolute criterion should be additionally defined and that the decision on which grade is better should be entered; in the case described it is obviously the grade less is better (Figure 7). 	 0.5
 Kriterijumi Troškovi Manje je bolje Autsorsing Insorsing 500.000 350.000 Slika 7:  Apsolutno poređenje kriterijuma među sobom 6.3.3 Preferencijalne relacije i funkcije korisnosti Po izboru i vrednovanju i po ponderisanju kriterijuma sledi u Saatyevom postupku izračunavanje funkcije korisnosti. 	 Criteria Costs Less is better Outsourcing Insourcing 500,000 350,000 Figure 7: Absolute comparison between criteria 6.3.3 Preferential relations and utility functions The selection, the rating and the weighting of criteria is followed in the Saaty procedure by a calculation of the utility function. 	 0.5
 Kod višekriterijumskog odlučivanja srećemo dva jako važna pojma Š19Ë:  Preferencijalna relacija S (više odgovara nego…): xSy  Funkcija korisnosti ω (x), koja meri stupanj poželjnosti za rešenje x što u konkretnoj situaciji znači da znamo koje rešenje nam više odgovara (znamo preferencijalnu relaciju), ali tome rešenju ne znamo pripisati odnosno odrediti neku vrednost (funkcije korisnosti ne poznajemo). 	 In the multiple criteria decision making we deal with two highly important notions Š19Ë: Preferential relation S (preferable to ...): xSy Utility function ω (x) which measures the preference level for the solution x which in the concrete case means that we know which solution we prefer (we know the preferential relation), but we cannot assign or determine any deffinite value to the solution (we do not know the utility functions). 	 0.5
 Kvadratna matrica A = aij (i = 1. . . m; j = 1. . . m)4 predstavlja sva parna poređenja m kriterijuma. 6. 	 The square matrix A = aij (i = ...m; j = 1...m)4 represents all the pair comparisons of the m criterion. 	 0.5
Matrica poređenja A i korisnost ωω Iz ove matrice dobijamo vektor korisnosti sa rešenjem problema pojedinačnih vrednost matrice A. Izračunavanje pojedinačne vrednosti matrice Š20Ë: 	 6.3.4 Comparison matrix A and utility ωω This matrix gives us the utility vector with the solution of the problem of single values of the matrix A.  The calculation of the individual value of the matrix Š20Ë: Aω = λω where λ is the highest single value of the matrix A, ω is the adherent single vector5. 	 0.5
 Aω = λω Za svaku recipročnu pozitivnu matricu možemo izračunati koliko su poređenja kriterijuma međusobno usklađena. 	 The single value that belongs to the obtained single vector is calculated using the formula: aik * akj = aij The extent to which the comparisons of criteria are mutually reconciled can be calculated for each reciprocal positive matrix. 	 0.5
 Ovde važi, da je u primeru potpune usklađenosti najveća pojedinačna vrednost jednaka dimenziji matrice A, = m potpuna usklađenost. 	 Here, in the example of total reconciliation, the highest single value is equal to the A matrix dimension λ = m ⇔ absolute reconciliation. 	 0.5
 Najveća pojedinačna vrednost je naime veća od m ( > m). 	 The highest single value is actually higher than m (λ>m). 	 0.5
 Na osnovu tog odstupanja izgrađen je indeks usklađenosti I: gde je najveća pojedinačna vrednost matrice , a pripadajući pojedinačni vektor5. 	 Such a matrix is called a positive reciprocal matrix.  Using a positive reciprocal matrix, a single vector that belongs to a single value can be calculated in a number of ways: An accurate method raising method matrix is raised to a certain big enough power and then we sum the power and normalize it by rows, so that the sum is 1. 	 0.5
 Pojedinačnu vrednost, koja pripada dobijenom pojedinačnom vektoru računamo po formuli: λ = Za matricu A važe sledeće karakteristike (slika 3): po dijagonali su jedinice, simetrične vrednosti su inverzne. 	 Approximate method6 - matrix is normalized, so that the sum by columns is 1, and then we calculate the average value of an element in a row. 	 0.5
 Tako dobijemo vektor ω, i = 1..m. 	 Thus we obtain the vector , i = 1..m. 	 0.5
 Ocene u matrici su međusobno povezane, zato mora važiti bar približna tranzitivnost: aik * akj = aij λ = m AHP nam na osnovu tog indeksa izračuna odnos usklađenosti CR (consistency ratio): gde je IR slučajni indeks dobijen iz slučajno generisanih pozitivnih recipročnih matrica. 	 The ratings in the matrix are interconnected, hence at least an approximate transitivity is present: Where IR is a random index obtained from randomly generated positive reciprocal matrices. 	 0.5
 Ako je onda je matrica dovoljno usklađena, ako nije, onda treba matricu popraviti, jer je neupotrebljiva. 	 If then the matrix is consistent enough, if not, then the matrix should be adjusted because it is otherwise useless. 	 0.5
 Rezultati će biti pogrešni zbog nekonsistentnog poređenja. 	 The results will be incorrect due to inconsistent comparison. 	 0.5
 U našem primeru je CR<0,1 što znači da je matrica dovoljno usklađena. 	 In our example CR<0.1 which means that the matrix is consistent enough. 	 0.5
 U aplikaciji Saaty tokom celog procesa računanja vidljivi su najvažniji koeficijenti, a tako je i u konkretnom primeru odlučivanja za autsorsing ili insorsing IT usluga u javnom sektoru. 	 Throughout the calcultion process in the Saaty application the most important coefficients are visible; so it is in our concrete example of decision making on the IT services outsourcing or insourcing in the public sector. 	 0.5
 Sa leve strane su vidljivi: ime modela, veličina modela (matrica 8x8), najveća pojedinačna vrednost lambda (), CI, CR, MaxD (najveće odstupanje od usklađenosti) i pozicija najvećeg odstupanja u matrici. 	 On the left we observe: the name of the model, the size of the model (8x8 matrix), the highest single value of lambda (λ), CI, CR, MaxD (maximum deviation from consistency) and the position of the largest deviation in the matrix. 	 0.5
 U primeru, da je CR>0,1, celokupni tekst u statusnom redu ispisuje se u Bold i Italic obliku, što znači da matrica nije dovoljno usklađena, odnosno da je celokupni postupak potrebno ponoviti. 	 In the example that CR<0.1, the entire text in the status row is written in the Bold or Italic form,s which means that the matrix is not consistent enough, i.e., that the whole procedure should be repeated. 	 0.5
 Taj indeks moramo još uporediti sa indeksom koji dobijamo iz slučajno generisanih pozitivnih recipročnih matrica jednakih dimenzija na skali od 1 do 9. 	 This index has still to be compared to the index we obtain from randomly generated positive reciprocal matrices of equal dimensions on the 1 9 scale. 	 0.5
 Slučajni indeks - IR (random index - tabela 1). m IR 0.50 0.58 0.90 1.12 1.24 1.32 1.41 1.45 Tabela 1: 	 The random index IR (random index Table 1). m IR 0.50 0.58 0.90 1.12 1.24 1.32 1.41 1.45 Table 1: Random index 4 Such a matrix is called a positive reciprocal matrix symetrical values on either side of the main diagonal are reciprocal numbers. 	 0.5
 Slučajni indeks 4 Takva matrica se zove pozitivna recipročna matrica - simetrične vrednosti na obe strane glavne dijagonale su recipročni brojevi. 5 Obrazloženje funkcija i parametara nalazi se u sledećim pasusima i poglavlju 6.3.5. 6 Aplikacija Saaty© omogućava upotrebu približnog ili preciznog metoda. 	 5 The explanation of the vectors and functions can be found in the following paragraphs in chapter 6.3.5. 	 0.5
 Gore predstavljene faze AHP odnosno Saatyevog višekriterijumskog postupka odlučivanja slede jedna drugoj u sekvencionalnom redosledu, koji izvodi aplikacija sama.  Korisniku je na taj način prepušteno samo definisanje i biranje kriterijuma i određivanje njihovih relativnih i apsolutnih vrednosti u međusobnim poređenjima. 	 6 Saaty© application allows for the use of either approximate or accurate method The above presented phases of the AHP or the Saaty multiple criteria decision making procedure follow each other sequentionally, which the application performs by itself. 	 0.5
 Pored spomenutog, potrebno je paziti još na odnos usklađenosti CR (consistency ratio) pri ponderisanju kriterijuma, koji mora biti CR<0,1. 	 The user then has only to define and select the criteria and determine their relative and absolute values in the comparisons. 	 0.5
 U suprotnom primeru je matrica, kao što smo već rekli, neupotrebljiva zbog nekonsistentnosti odnosa. 6. 	 In addition, in weighting the criteria it is necessary that the consistency ratio should be controlled, and this must be CR<0.1.  Otherwise the matrix is, as we have already stated, inapplicable due to the inconsistency of ratios. 	 0.5
Formalni oblik Saatyevog postupka u primeru autsorsinga IT usluga 1. 	 6.3.5 Formal sequence of the Saaty procedure in the IT services outsourcing example 1. 	 0.5
 Rj - kriterijum (j = 1..m) Xi - rešenje (i = i..n) ω i - prednosti kriterijuma j (j = i..m) qij - prednost rešenja i prema kriterijumu j Pj - udružena prednost rešenja i prema svim kriterijumima 2. 	 Rj criterion (j = 1..m) Xj solution (i = i..n) ω i criterion j advantages (j = i..m) qij advantage of solution i per criterion j Pj joint advantage of solution i per all criteria 2. 	 0.5
 Rezultat Saatyevog postupka je matrica Q i vek tor ω Matrica Q R1 R2 3 … R3 … Q X1 … …. …. … … X2 … qij Xi … Xn j … Rj … P1            m Rm P2 Pi Pn   3. 	 The result of the Saaty procedure are the matrix Q and the vector . 	 0.5
 Vektor dobijemo kao pojedinačni vektor matrice parnih poređenja svih m kriterijuma 4. 	 We achieve the vector as a single vector of the matrix of pair comparisons of all m criteria.  4. 	 0.5
 Za svaki kriterijum Rj (j = 1..m) upoređujemo po parovima sva rešenja međusobno. 	 For each criterion Rj (j = 1..m) we compare by pairs all the solutions between each other. 	 0.5
 R: X/X ? qj, vektor qj predstavlja prednosti svih rešenja u odnosu na kriterijum Rj, postavljamo ga kao kolonu kod kriterijuma Rj u matricu Q. 5. 	 R: X/X qij, vector qj presents the advantages of all the solutions in relation to the criterion Rj, and we put it as a column by the criterion Rj into the matrix Q. 5. 	 0.5
 Izračunavamo udružene prednosti u odnosu na sve kriterijume. 	 We calculate the joint advantages as related to all the criteria. 	 0.5
 Prednost rešenja i je:  Izaberemo rešenje i, koje ima najveću vrednost Pi. 	 The advantage of the solution i is: We choose the solution i because it has the highest value Pi. 	 0.5
 Pi za rešenje Insorsing je dostiglo vrednost 0,5131. 	 Pi for the solution Insourcing reached the value 0.5131. 	 0.5
 Vrednost, koju je dostiglo rešenje Autsorsing, u na šem konkretnom primeru, je malo niža i iznosi 0,4869. 	 The value reached by the solution Outsourcing, in our example, is slightly lower and amounts to 0.4869. 	 0.5
 U odnosu na naš izbor kriterijuma, njihovo ponderisanje i njihova kako apsolutna, tako i relativna poređenja, višu je ocenu dobilo rešenje Insorsing, što je u gornjem izračunavanju dobro vidljivo. 	 As regards our choice of criteria, their weighting and their both absolute and relative comparisons, the solution Insourcing was rated higher, which is clearly shown in our above calculations. 	 0.5
 Kao što vidimo, u našem smo primeru izabrali 8 kriterijuma, koji se u većini literature, koja se bavi sličnom problematikom, smatraju kao najrelevantniji. 	 As we can see, we have chosen 8 criteria in our example, those that are deemed to be most relevant by the majority of literature dealing with this problem. 	 0.5
 Veliki broj kriterijuma potvrđuje slojevitost i kompleksnost autsorsinga i njegove implikacije na brojne sfere organizacione delatnosti. 	 A large number of criteria supports the multilayer nature and the complexity of outsourcing and its implications upon numerous spheres of organizational operations. 	 0.5
 Zbog svih nabrojanih razloga, ozbiljno naučno proučavanje ove problematike zahteva širi i dublji uvid u pozadinu i sadržaj celokupnog fenomena spoljnjeg izvođenja. 7. 	 Due to all the listed reasons, a serious scientific study of this problem requires a broader and deeper insight into the background and contents of the overall phenomenon of outsourcing.  7. 	 0.5
 Zaključak Javni sektor je uprkos različitim pokušajima reformi, reinžinjeringa i rekonceptualizacija u zadnjih tridesetak godina u nezavidnom položaju. 	 Conclusion Regardless of various attempts to reform, reengineer or reconceptualize it, the public sector has in the last thirty or so years remained in an unfavourable position. 	 0.5
 Razdvojenost javnog sektora između želja i potreba građana na jednoj strani i proračunskim restrikcijama i štednjom na drugoj strani, najbolje ilustruje anegdota o Buridanovom magarcu, koja se, kao što znamo, tužno završava. 	 The dilemma of the public sector between the wishes and needs of the citizens, on one hand, and planned restrictions and savings on the other, is best illustrated by the legend on Buridans ass which, as we know, ends sadly. 	 0.5
 Potrebno je napraviti korak napred prema razumevanju i proučavanju strateških činilaca poslovanja u organizacijama, koje se po prirodi stvari u javnom sektoru, bave pretežno uslužnim delatnostima, gde izbor spoljnjog ili unutrašnjog izvođenja ima utoliko veći značaj. 	 It is necessary that steps should be taken towards understanding and study of strategic factors of operations in organizations that are, due to the nature of the public sector, engaged mainly in service provision, where the importance of choice between outsourcing and insourcing is even greater. 	 0.5
 Kvalitetna analiza spomenute problematike može značajno pomoći struci u budućim istraživanjima ovog problema kao celine ili samo jednog od njegovih segmenata. 	 A thorough analysis of the above mentioned issues may significantly help experts in their future research of this problem, either as a whole or as only one segment. 	 0.5
 Velika ulaganja u IT i modernizacija poslovnih procesa su često uzaludna, ako organizacije zanemare plansko i sistematsko oblikovanje odgovarajućih strategija poslovanja, koje se po svojoj važnosti ubrajaju među najvažnije faktore efikasnog i uspešnog javnog sektora. 	 Large investments into IT and the modernization of business processes are often ineffective if organizations neglect a planned and systematic design of the respective business strategies which due to their importance rank among the most important factors of an efficient and successful public sector. 	 0.5
 Izbor odgovarajuće strategije poslovanja (autsorsing ili insorsing) je onaj faktor, koji može delovati kao katalizator u stvaranju efikasnijeg i racionalnijeg javnog sektora. 	 The selection of a suitable business strategy (outsourcing or insourcing) is a factor that may act as a catalyser in creating a more efficient and a more rational public sector. 	 0.5
 Iz istraživanja javnog sektora i njegovih specifičnosti dobro je vidljivo da je potreban dublji uvid u postojeće koncepte njegovog delovanja i identifikacija elemenata odnosno poslovnih procesa i usluga, koje je potrebno sačuvati i razvijati dalje, te elemenata, koje je potrebno što pre promeniti ili oblikovati nanovo. 	 It is clear from the study of the public sector and its specific features that a deeper insight is needed into the existing concepts of its work as well as an identification of both the elements, i.e., the business processes and services that need to be sustained and developed further, and the elements that should be changed or redesigned. 	 0.5
 Ovakvi radovi bi mogli značajno doprineti pri postavljanju temelja za potencijalno istraživanje dubljih i skrivenih nivoa strategije autsorsinga ili insor singa IT usluga u celokupnom javnom sektoru, što može biti dugotrajan, možda čak višegodišnji proces. 	 Such activities could significantly contribute to setting the foundations for a potential study of deeper and hidden levels of the IT services outsourcing or insourcing strategies in the entire public sector, which can be a long-term process, spanning over several years. 	 0.5
 Rezultati ovakvih istraživanja koji osvetljavaju različite aspekte primene autsorsinga ili insorsinga imaju velik značaj za samo strateško planiranje organizacija, što je još posebno važno za delovanje javnog sektora. 	 The results of such research that highlight different aspects of outsourcing or insourcing implementation are of great importance for the organizational strategy planning itself, which is especially important for the proper work of the public sector. 	 0.5
 Sama poslovna uspešnost organizacije je naime tek dokaz o usklađenosti sistema i strategija unutar organizacije same, kao i njihove usklađenosti sa širim sistemskim okruženjem organizacije. 	 The business performance of the organization is actually a proof of the consistency of systems and strategies within the organization itself, as well as their reconciliation with a broad systemic organizational environment. 	 0.5
 Na kraju je potrebno naglasiti, da je ovaj rad samo jedan ilustrativan primer moguće upotrebe naučnog modela za osmišljavanje i planiranje strategije poslovanja organizacije, koji samo potvrđuje, da je u želji za efikasnim upravljanjem i poslovanjem u javnom sektoru potrebno u fazi izbora dugoročne strategije poslovanja zadovoljiti temeljne sadržajne i procesne kriterijume. 	 Finally, it is important to note that this paper is only one illustrated example of the possible implementation of a scientific model in planning and designing the organizational business strategy which only proves that in an attempt to manage and do business efficiently in the public sector, it is necessary that, in the phase of the selection of a long-term business strategy, some content and process criteria should be satisfied. 	 0.5
 Odluke organizacija u javnom sektoru za autsorcing IT usluga moraju biti višekriterijumski utemeljene i ne smeju se temeljiti isključivo na kratkoročnoj troškovnoj efikasnosti. 	 The decisions of the public sector organizations on IT services outsourcing have to be based on multiple criteria and must not be founded on short-term cost efficiency exclusively. 	 0.5
 Pored svega nabrojanog organizacije u javnom sektoru moraju da razviju svest o dugoročnim strateškim implikacijama odluka za autsorsing i na taj način izbegnu moguće negativne posledice. 	 In addition, the public sector organizations must develop an awareness of long-term strategic implications of their decisions in favour of outsourcing and thus avoid possible negative impacts. 	 0.5
 I konačno, potrebno je razmisliti i o insorsingu na nekim područjima delovanja javnog sektora, koji može u odgovarajućim uslovima i pomoću kvalitetnog projektnog menadžmenta dugoročno postići mnogo bolje rezultate nego autsorsing. 	 And finally, it is necessary that we think about insourcing in certain areas of the public sector activities that can, in adequate circumstances and aided by a quality project management, achieve much better results in the long run, in comparison with outsourcing. 	 0.5
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 A Decision-Ma king Framework for IT Outsourcing using the Analytic Hierarchy Process, 2003. 	 A Decision Making Framework for IT Outsourcing using the Analytic Hierarchy Process, 2003. 	 0.5
 Efikasnost primene javno-privatnog partnerstva na unapređenje infrastrukture UDK:  338.49:336.13 Slađana Benković1 1Faculty of Organizational Sciences, Belgrade Javno-privatno partnerstvo je koncept koji evoluira. 	 The Efficacy of Public-Private Partnership Implementation in Infrastructure Improving UDC: 338.49:336.13 Slađana Benković1 1Faculty of Organizational Sciences, Belgrade Public-private partnership is a concept that evolves. 	 0.5
 Od rudimentarnog partnerstva koga je karakterisao visok nivo neformalnosti, javno-privatna partnerstva su se pretvorila u ugovornu i institucionalizovanu relaciju javnog i privatnog sektora, i uključuju široku lepezu organizacionih modela. 	 From the rudimentary partnership which is characterized by a high level of informality, a public-private partnerships have turned into a contractual relationship institutionalized by public and private sectors and now include a wide range of organizational models. 	 0.5
 Za neke od njih se može reći da uključuju značajne državne i privatne odgovornosti vezane za planiranje, finansiranje i realizaciju. 	 Some of them can be said to include significant public and private responsibilities related to planning, financing and implementation. 	 0.5
 Do sada su razvijeni brojni varijeteti novih modela javno-privatnog partnerstva, kako bi se odgovorilo različitim izazovima postavljenim pred javno-privatno partnerstvo u specifičnim situacijama i sektorima. 	 So far a great variety of new models of public-private partnershiphave been developed to address the various challenges, that are set before the public-private partnerships in specific situations and sectors. 	 0.5
 Posledično, sinergija kreirana unutar partnerstva može biti proširena na specifične niše infrastrukturnog razvoja. 	 Consequently, the synergy created within the partnership can be extended to specific niches of infrastructural development. 	 0.5
 Modeli javno-privatnog partnerstva se razlikuju u zavisnosti od učešća privatnog kapitala u projektnoj odgovornosti, te će se na specifičnosti nekolicine infrastrukturnih radom biti skrenuta pažnja. 1. 	 Models of public-private partnerships differ depending upon the participation of private capital in the project realisation and those related to infrastructural projects will be the subject of this paper.  1. 	 0.5
 Uvod Korišćenje projektnog finasiranja kao modaliteta finansiranja je poslednjih decenija postalo atraktivan način finansiranja, izgradnje i održavanja infrastrukture javnog sektora, kao i izgradnje industrijskih kapaciteta. 	 Introduction Applying project financing as a modality of financing has in the past decades become an attractive method of financing, construction and maintenance of the public sector infrastructure, as well as of building industrial facilities. 	 0.5
 Dugoročni poslovni savez privatnog sektora i javnih institucija, ima za cilj iskorišćenje rasposloživih upravljačkih i finansijskih resursa privatnog sektora, koji predstavljaju značajno ograničenje sa aspekta Vlade ili lokale samouprave. 	 A Long-term business association between the private sector and public institutions aims to make use of the available private sector managerial and financial resources that often are a significant constraint from the point of view of the Government or local autonomies. 	 0.5
 Organizaciona struktura takvog partnerstva predstavlja formalni sistem odgovornosti kojim su definisane pojedinačne pozicije subjekata, i njihove uzajamne obaveze. 	 The organizational structure of such a partnership is a formal system of obligations defining individual positions of entities and their reciprocal liabilities. 	 0.5
 Time dolazi do distribucije odgovornosti vezanih za obezbeđenje potrebnih resursa, alokacije rizika među subjektima, i konačno, realizacije projekta namenjenog zadovoljenju potreba javnog sektora.  U svetu postoje različiti sinonimi za pojam definisan ugovorom spregom između javnog i privatnog sektora. 	 This results into a distribution of responsibilities related to supplying the necessary resources, risk allocation among entities and, finally, the execution of the project for the purpose of meeting the needs of the public sector. 	 0.5
Privatno učešće u infrastrukturi (Private Participation in Infrastructure) koji su nametnuli eksperti Svetske banke, a koji se slabo koristi van finansijsko-razvojnog sektora osim u južnokorejskim programima projektnog finasiranja. (cid: 	 Synonyms for the notion defined by the contract bond between the public and the private sectors differ from one part of the world to another. 	 0.5
Učešće privatnog sektora (Private-Sector Participation), termin koji je najčešće korišćen u razvojno-bankarskom sektoru. (cid: 	 They all have their roots in the English language. 	 0.5
Privatno finasirani projekti (Privately Financed Projects), termin koji su najčešće koristili australijski eksperti, te se na tom području najčešće i susreće. (cid: finansijska incijativa (Private Finance Initiative), termin koji potiče iz Velike Britanije, a koji se sada vrlo često koristi u Japanu i Maleziji. (cid: partnerstvo (Public-Private Partnerships, PPP ili P3), termin koji je karakterističan za područje Sjedinjenih Američkih Država. 	 Thus we often find terms such as: Š10Ë (cid:190) Private Participation in Infrastructure imposed by the World Bank experts, and rarely used outside the financial-developmental sector except in South Corean project financing programmes. (cid:190) Private-Sector Participation, a term most often used in the development and banking sector. (cid:190) Privately Financed Projects, a term most often used by Australian experts, hence it is encountered chiefly in that area. (cid:190) Private Finance Initiative, a term coming from Great Britain and now frequently used in Japan and Malaysia. (cid:190) Public-private Partnership (PPP or P3), a term characteristic of the United States of America region. 	 0.5
 Prvobitno je bio vezan za zajedničke javno-privatne fondove namenjene razvoju obrazovanja, da bi se zatim od 50-tih odnosio i na finansiranje javnih komunalnih usluga. 	 Originally it was related to mutual public-private funds meant for the development of education, extended to cover the financing of public utilities in the 1950s as well. 	 0.5
 Od sredine 60-tih godina prošlog veka, ušao je u širu upotrebu, te počeo da se koristi i za zajednička javno-privatna partnerstva u obnavljanju i unapređivanju urbanih sredina. 	 Since 1960s it has been broadly used and is now also used to denote public-private partnerships in the reconstruction and improving of urban areas. 	 0.5
 Javno-privatno partnerstvo je moguće definisati u užem i širem smislu. 	 Public-private partnership can be defined in both broad and strict senses. 	 0.5
 Uže posmatrano, centralna ideja partnerstva sadržana je u saradnji, pri čemu partneri zadržavaju nezavisne identitete, ali učestvuju na realizaciji zajedničkih ciljeva i rezultata poslovanja. 	 Strictly speaking, the central idea of partnership is in cooperation, where the partners retain independent identities, but cooperate in achieving mutual business goals and results. 	 0.5
Š7Ë Usled popularnosti samog pojma, često se ne upotrebljava pravilno, te označava i one vidove odnosa koji su daleko od kolaboracionih. 	 Š7Ë The term is so popular that it is often used incorrectly and denotes even those types of relationship that are far from being collaborational. 	 0.5
 Komercijalni odnosi javnih agencija sa privatnim ugovaračima, na primer, se retko mogu smatrati partnerskim. 	 Commercial relationships between public agencies and private contractors, for example, can hardly be termed partnership. 	 0.5
Š7Ë Shodno tome uska definicija partnerstva podrazumeva da infrastrukturni projekti tipa javno-privatnog partnerstva, ne moraju po svojoj prirodi biti partnerski. 	 Š7Ë Hence the strict definition of partnership means that infrastructure projects of the public-private partnership type need not by nature be partnerships. 	 0.5
 U isto vreme šira definicija, podrazumeva ne samo zajedničke, već i komplementarne ciljeve interesnih strana u projektu ili programu, profilišući partnerski odnos. 	 The broader definition, at the same time, includes not only mutual, but also complementary goals of interest parties in the project or programme, thus profiling the partnership relations. 	 0.5
 Tako koncesija za izgradnju i upravljanje autoputem ima drugačije ciljeve i značenje za privatni, a drugačije za javni sektor. 	 Thus a concession for the highway construction and management has different goals and meaning for the private sector in comparison with that of the public one. 	 0.5
 Dok Vladu ili lokalnu samoupravu zanima ubrzavanje ekonomskog razvoja, kva litet pruženih usluga i što niža cena putarina, dotle su privatni investitori isključivo zainteresovani za finansijske ciljeve, odnosno profitabilnost projekta. 	 While the Government or a local autonomy are concerned with an acceleration of economic growth, the quality of services delivered and as low a road toll as possible, the private investors are exclusively interested in financial goals, i.e., the profitability of the project. 	 0.5
 To ne samo što nisu zajednički, već su do određenog nivoa i međusobno suprotstavljeni ciljevi. 	 Not only do these goals fail to be mutual, but they are even adverse to some extent. 	 0.5
 Međutim, ukoliko javni sektor ne može samostalno da obezbedi finansijska sredstva za izgradnju autoputa, sa aspekta društvene zajednice, bilo bi moguće za ovakvo partnerstvo pronaći određenu komplementarnost interesa, te i samom odnosu dodeliti epitet partnerskog. 	 Nevertheless, if the public sector is not capable of ensuring the capital to finance the highway construction, it is possible, from the aspect of the social community, to find a certain complementarity of interest for such a partnership and denote this relationship as partnership. 	 0.5
 Sve definicije javno-privatnog partnerstva imaju određene zajedničke karakteristike, kao što su: (1) javno-privatno partnerstvo se uvek odnosi na kooperaciju dva ili više subjekata (od kojih je najmanje jedan subjekat javnog karaktera), (2) svaki subjekat je principal, (3) odnos je dugoročan, stabilan i zasnovan na obostranim ili komplementarnim koristima, (4) subjekti prenose materijalne ili nematerijalne resurse na partnerstvo i (5) rizik i odgovornost se distribuiraju na sve učesnike u partnerstvu. 	 All definitions of public-private partnership share some mutual features such as: (1) public-private partnership is always related to the cooperation of two or more entities (of which at least one is a public entity); (2) each entity is a principal; (3) the relationship is of a longterm character, stable and based on mutual or complementary interests; (4) the entities transfer tangible and intangible resources to the partnership; and (5) risk and liability are distributed to all the participants in the partnership. 	 0.5
Š1Ë 2. 	 Š1Ë 2. 	 0.5
 Struktura i implementacija javno-privatnog finansiranja Ideja da se privatna preduzeća uključe u realizaciju tradicionalno javnih projekata infrastrukture uslovila je pojavu javno-privatnog partnerstva. 	 Public-private partnership structure and implementation The idea that private companies should be included into the realization of traditionally public infrastructure projects resulted in the emergence of public-private partnership. 	 0.5
 Javno-privatno partnerstvo kao model finansiranja se najčešće primenjuje pri finanisiranju kapitalnih projekta od javnog značaja kao što su: auto-putevi i putni objekati (mostovi, tuneli) sa mogućom naplatom korišćenja, zatim železničke pruge, luke, aerodromi, gasovodi, rafinerije, postrojenja za proizvodnju električne energije, društvena infrastruktura (bolnice, škole, zatvori, društveni objekti sa različitim namenama za određene kategorije stanovništva), komunalna infrastruktura (vodovodna mreža, tretman otpadnih voda, odlaganje otpada) i objekti korišćeni od strane vladinih institucija i drugih specijalizovanih uslužnih sektora. 	 As a model of financing, public-private partnership is most frequently applied in financing capital projects of common concern such as: highways and motorway facilities (bridges, tunnels) where it is possible to charge the toll for exploitation, railways, ports, airports, gaspipes, refineries, electric power plants, social infrastructure (hospitals, schools, prisons, variouspurpose social facilities for certain categories of population), communal infrastructure (water supply network, waste water disposal, waste disposal) and facilities used by government institutions and other specialized service sectors. 	 0.5
 Š11Ë Kako je motiv učešća privatnih subjekata u realizaciji infrastrukturnih projekata odgovarajuća finansijska stopa povraćaja, koja treba da je proporcionalna onom što je moguće zaraditi ulaganjem u alternativne projekte sličnog rizika, struktura partnerstva privatnog i javnog kapitala se formira tako da obezbeđuje adekvatnu stopu povraćaja. 	 Š11Ë Since the major motive of private entiries to participate in the infrastructure projects realization is an adequate financial return rate, proportional to what can be earned by investing into alternative projects of similar risk, the structure of the partnership between the public and the private capitals is formed in such a manner that it ensures and adequate return rate. 	 0.5
 Shodno tome, može se reći da partnerstva državnog i privatnog kapitala predstavljaju zajednička ulaganja u kojima preduzetnici i država sarađuju, doprinoseći zajedničkim snagama da realizacija infrastrukturnih projekata bude brža i efikasnija. 	 Consequently, the partnerships between the state and the private capital can be described as joint ventures in which entrepreneurs and the state cooperate, jointly contributing to a faster and more efficient infrastructure project realization. 	 0.5
Š2Ë Prema Mileru i Lesardu (2003), privatni udeo u ukupnim investicijama u infrastrukturu krajem prošlog milenijuma je varirao od 9 i 13% u Ne mačkoj i Francuskoj, do 47 i 71% u Sjedinjenim Američkim Državama i Velikoj Britaniji, respektivno. 	 Š2Ë According to Miller and Lesard (2003), the private share in the total investment into infrastructure towards the end of the last millenium varied from 9 and 13 per cent in Germany and France, to 47 and 71 per cent in the USA and Great Britain, respectively. 	 0.5
Š9Ë Partnerstvo javnog i privatnog sektora predstavlja sporazum između državnog i privatnog subjekta u kojem je privatnom partneru povereno obavljanje pojednih funkcija u realizaciji projekta (projektovanje i planiranje, izgradnja, finasiranje, upravljanje i održavanje, naplata prihoda). 	 Š9Ë The partnership between the public and private sectors is an agreement between a state and a private subject(s) where the private partner is entitled to perform certain operations in the project realization (design and planning, construction works, financing, managing and maintenance, collecting receivables). 	 0.5
 Ulaskom u ovakav vid ugovora ostvaruju se koristi poput mogućnosti privatnog sektora da obezbedi pogodnije opcije dugoročnog finansiranja te osiguranja takvog finansiranja na mnogo brži i fleksibilniji način. 	 Such a type of contract is meant to earn the benefits such as the opportunity for the private sector to ensure more favourable options of long-term financing and the insurance of such financing in a much faster and more flexible manner. 	 0.5
 Tipičan finansijski ugovor sačinjen na konceptu javno-privatnog finasiranja prema Finertiju (2007), ima sledeće karakteristike: 	 The public-private partnership contracts are concluded on a long-term basis, for a space of time of 25 to 30 years. 	 0.5
 Š5Ë (cid: Ugovor predviđa obavezu da finansijski obavezana strana mora da završi projekat, te da u tom smislu obezbedi sve neophodne fondove za njegov uspešan završetak; (cid: Obavezu finansijski odgovorne strane da po završetku projekta, odnosno kada započne njegova eksploatacija, obezbedi poslovanje izgrađenog objekta. 	 According to Finerty (2007), a typical financial contract concluded on the public-private financing concept has the following characteristics: Š5Ë (cid:190) The contract defines the obligation of the financially liable party to complete the project and, for that purpose, to provide all the funds necessary to complete the project successfully; (cid:190) On completion of the project, i.e., since the moment its exploitation begins, the financially liable party is obliged to ensure that the built facility works. 	 0.5
 Time će se generisati dovoljno gotovinskih sredstava koja će pokriti sve operativne troškove projekta, kao i zahteve servisiranja preuzetih dugova izgradnje. 	 Thus it will generate sufficient cash to cover the operational costs of the project as well as service the debts it incurred during the construction. 	 0.5
 Očekivani gotovinski ekvivalenti treba da su dovoljni za podmirivanje obaveza čak i u slučaju da projekat propadne iz razloga više sile, ili sličnih razloga; (cid: Uveravanje da u slučaju prekida rada i potrebe pribavljanja neophodnih dodatnih sredstva za ponovno uspostavljanje operativnog stanja projekta, finansijski odgovorne strane će obezbediti sredstva putem premija osiguranja, avansa na teret buduće isporuke ili neki drugi način. 	 The expected cash equivalents should siffice to meet the due expenses even in case the project fails due to force majeure, or any other similar reasons; (cid:190) The guarantees that in case the works are stopped and additional capital necessary to put the project into operation needs to be raised, the financially liable parties shall provide the capital through insurance premia, advance payments for future delivery or in any other way. 	 0.5
 Određivanje adekvatne strukture javno-privatnog finansiranja je kompleksan zadatak, budući da postoji potreba da se istovremeno pomire i usklade ciljevi velikog broja učesnika. 	 Defining an adequate structure of public-private finance is a complex task, since it is necessary to bring into accord and adjust the goals of a large number of participants simultaneously. 	 0.5
 Na strani privatnog sektora su to obično investitori, zajmodavci, preduzeća uključena u izgradnju objekata ili pružanje operativne usluge. 	 Among the private sector ones these are usually investors, lenders, companies involved in the construction of the facility or provision of a certain operation service. 	 0.5
 Na strani javnog sektora obično se nalaze institucije vlasti koje kreiraju i primenjuju različite politike javno-privatnog partnerstva. 	 On the part of the public sector there are usually the government institutions that create and implement various policies of publicprivate partnership. 	 0.5
 Konačno tu je i javnost, odnosno budući korisnici objekata izgrađenih javno-privatnim partnerstvom. 	 Finally, there is the public, that is, the future consumers of the facilities built through the public-private partnership. 	 0.5
 U mnogim zemljama važi pretpostavka da je javni sektor zadužen za isporuku osnovnih vrsta usluga. 	 The public sector is assumed in many countries to be in charge of delivering the basic types of services. 	 0.5
 Ipak, dolazi do promene u načinu kreiranja i obavljanja usluga. 	 The manner of creating and delivering services, however, changes. 	 0.5
 Sve više su uočljivije potrebe i želje javnog sektora da sarađuje i iskoristi prednosti privatnog sektora, te se povećava broj ugovora o zajedničkom delovanju javnih i privatnih subjekata u cilju mobilizacije kapaciteta i finansijskih sredstava privatnog sektora. 	 The needs and desires of the public sector to cooperate and make use of the advantages of the pri vate sector are increasingly evident, hence an ever greater number of contracts on joint operations of the public and private entities for the purpose of mobilzation of the capacities and the financial means of the private sector. 	 0.5
 Različite su forme ovih partnerstava, ali se kontinuirano javljaju i nove strukture kako bi se najbolje odgovorilo uslovima sredine u kojoj se projekat razvija. 	 The forms of these partnerships differ, however, new structures emerge continually to meet the conditions of the environment in which the project is being developed in the best possible manner. 	 0.5
 To znači da je partnerstvo dinamična forma, za koju ne postoji najbolji model, niti se može standardizovati pristup odabira najadekvatnije strukture.  Opšti postulati koji omogućavaju razumevanje i olakšavaju određivanje prioriteta pri izboru adekvatne strukture javno-privatnog finasiranja polaze od toga da: 	 This means that partnership is a dynamic form which does not recognize the best model, nor can the approach of the most adequate structure selection be standardized. 	 0.5
Svaka struktura javno-privatnog partnerstva ima svoje snage i slabosti koje se moraju prepoznati i integrisati; (cid: partnerstvo ne omogućava brzo rešavanje problema, i primenjuje se u slučajevima vidljivih i jasnih koristi, u odnosu na tradicionalno direktno finansiranje; (cid: javno-privatnog partnerstva se moraju adaptirati u pogledu sektora i konteksta primene; (cid: 	 The general postulates that allow for the understanding and facilitate prioritizing in the selection of an adequate structure of public-private finance start from the notion that: Š4Ë (cid:190) Each public-private partnership structure has its strengths and weaknesses that must be identified and integrated; (cid:190) Public-private partnership does not ensure that the problems will be solved promptly and is implemented in cases of apparent and clear benefits, in relation to the traditional direct financing; (cid:190) The public-private partnership structures must be adapted as regards the sector and the context of implementation; (cid:190) The desired impact and the expected benefit of the public-private partnership concept implementation has a decisive role in the selection of the structure and plan of financing. 	 0.5
uticaj i očekivana korist primene koncepta javno-privatnog partnerstva ima odlučujuću ulogu kod izbora strukture i plana finanisiranja. 	 The following Table Š4Ë presents the basic characteristics of the implementation of the public-private partnership model, with the implementation proposed for a specific sector. 	 0.5
 Izbor odgovarajuće strukture je kompleksan zadatak i bazira se na pojedinačnim karakteristikama i potrebama projekta. 	 The selection of the appropriate structure is a complex task and is based on individual project characteristics and needs. 	 0.5
 Model javno-privatnog partnerstva Ugovaranje izvršenja usluga BOT Glavne karakteristike modela javno-privatnog partnerstva Formiranje ugovora sa privatnim subjektom za projektovanje i izgradnju javnog objekta; Objekat je finansiran i u vlasništvu javnog sektora; Ključni motiv ovakvog ugovaranja je prenos rizika projektovanja i izgradnje Formiranje ugovora sa subjektom iz privatnog sektora za projektovanje, izgradnju i vođenje javnog objekta tokom definisanog perioda, nakon čega se objekat predaje javnom sektoru; Objekat finansira javni sektor i ostaje u javnom vlasništvu tokom trajanja ugovora; Ključni motiv ovakvog ugovaranja je transfer operativnog rizika uz rizik izrade projekta i izgradnje. 	 Public-private partnership model Contracting provision of services BOT Major characteristics of the public-private partnership model Public-private partnership model implementation Strengths of the public-private Weaknesses of the public-private partnership model partnership model Concluding contract with a private entity for the design and construction of a public facility; Facility is funded and is the ownership of the public sector ; The key motive for such contracting is the transfer of design and construction risks Concluding contract with a private sector entity for the design, construction, and managing of a public facility during a defined period of time, upon which the facility is transferred to the public sector; Facility is funded by the public sector and is public ownership during the contract period; The key motive for such contracting is the risk transfer with the risk of project design and construction. 	 0.5
 Primena modela javnoprivatnog partnerstva Snage modela javnoprivatnog partnerstva Slabosti modela javnoprivatnog partnerstva Pogodan za velike projekte sa malim operativnim zahtevima; Pogodan i za velike projekte gde javni sektor želi da zadrži operativnu odgovornost Vrši se prenos rizika izrade projekta i izgradnje; Model ima potencijal za ubrzavanja programa izgradnje; Pogodan je za projekte koji uključuju značajan operativni sadržaj; Naročito je pogodan za projekte vodosnabdevanja i prerade otpada; Vrši se transfer rizika projektovanja, izgradnje i realizacije; Model ima potencijal ubrzanja izgradnje; Transfer rizika utiče na usvajanje troškovnog pristupa projektnog ciklusa; Model promoviše inovaciju privatnog sektora i veću vrednost uloženog novca; Model utiče na povećanje kvaliteta poslovanja i održavanja; Moguć je konflikt između planiranih i ekoloških zahteva; Može se povećati operativni rizik; Faza puštanja u rad je vrlo kritična; Nije privlačan za finansiranje iz privatnog sektora Moguć je konflikt između planiranih i ekoloških zahteva; Ugovori su složeniji a tenderski proces duže traje; Potreban je sistem nadzora menadžementa i poslovanja; Postojanje troška novog ulaska u posao ako subjekat ne zadovolji; Ne privlači privatno finansiranje a javnom sektoru nameće protrebu dugoročnog finansiranja; Formiranje ugovora sa privatnim subjektom za projektovanje, izgradnju, poslovanje i finansiranje objekta u definisanom trajanju, nakon čega se objekat vraća javnom sektoru; Objekat je u vlasništvu privatnog sektora tokom ugovornog perioda čime pokriva troškove putem javne subvenciju; Ključni motiv je korišćenje privatnog finansiranja i prenosa rizika izrade projekta, izgradnje i poslovanja; Uključene su različite varijante obaveza. 	 Suitable for large projects with small operational requirements; Suitable for large projects in which the public sector tends to retain operational liability Transfer of project design and construction risks; The model has a potential to accelerate construction programme; Possible conflict between the planned and the ecological requirements; Operational risk can be higher; The start-up phase is highly critical; Not atrractive for financing by the private sector Suitable for projects with considerable operational contents ; Especially suitable for the water supply and waste treatment projects; Transfer of project design, construction and realization risks; The model has a potential to accelerate construction programme; Transfer of risk affects the adoption of cost approach to project cycle; The model promotes the innovation of the private sector and higher value of invested capital; The model fosters the improvement of the quality of business operations and maintenance ; Possible conflict between the planned and the ecological requirements; Contracts are more complex and tender process is longer; Requires a system of monitoring the management and operations; The cost of new entrance into business if the entity fails to satisfy ; Not attractive for private financing, imposes the need of long-term financing to the public sector; DBFO Concession Contracting certain risk-bearing works Concluding contract with a private entity for the design, the construction, business operations and financing of the facility for a defined period upon which the facility is returned to the public sector; The facility is the ownership of the private sector during the contracted period by which it covers the expences through public subsidies; The key motive is using private financing and transfer of the risks of project design, construction and work; Different varieties of liabilities are included. 	 0.5
 Isto kao za DBFO, osim kada privatni sektor pokriva troškove kroz naplatu usluge korisnicima; Ključni motiv je princip zagađivač plaća, zatim korišćenje privatnog finansiranja, te prenosa operativnog i rizika projektovanja i izgradnje. 	 Same as for DBFO, except when the private sector covers the expences via charging the service to the consumers; The key motive is the polluter pays principle, followed by private financing, and transfer of operational, design and construction, risks. 	 0.5
 Formiranje ugovora sa privatnim subjektom za projektovanje i izgradnju javnog objekta; Objekat je finansiran i u posedu javnog sektora; Ključni motiv je prenos rizika projektovanja i izgradnje. 	 Concluding contract with a private entity for the design and construction of a public facility; The facility is funded and is the ownership of the public sector; The key motive for such contracting is the transfer of design and construction risks. 	 0.5
 Model je pogodan za projekte koji uključuju značajan operativni sadržaj; Model je naročito pogodan za projekte izrade puteva, vodovodnih mreža i prerade otpada; Isto kao i za BOT model; Model privlači finansiranje privatnog sektora; Naročito privlači dužničko finansiranje; Daje predvidiv i konzistentan profil troškova; Sa ovim modelom veći je potencijal za program ubrzane izgradnje; Veći je prenos rizika, čime se pruža podsticaj privatnom subjektu za usvajanje troškovnog pristupa tokom izrade projekta; Moguć je konflikt između planiranih i ekoloških zahteva; Ugovor može biti složeniji a tenderska procedura duža; Potrebni su sistemi nadzora menadžementa i poslovanja; Trošak novog ulaska u posao ako subjekat ne zadovolji; Mogu se zahtevati garancije finasiranja; Zahteva sistem izmene menadžementa; Model je pogodan za projekte koji pružaju mogućnost za uvođenje naplate korisnika; Naročito je pogodan za projekte putne mreže, vodovoda i prerade otpada; Isto kao kod DBFO modela; Olakšava primenu principa zagađivač plaća; Povećava nivo rizika potražnje i potpomaže generisanje prihoda treće strane; Prenosi se rizik projektovanja i izgradnje; Model ima potencijal za ubrzavanja programa izgradnje; Model je pogodan za velike projekte sa malim operativnim zahtevima; Pogodan za velike projekte gde javni sektor želi da zadrži operativnu odgovornost. 	 The model is suitable for projects with considerable operational contents; The model is especially suitable for road building, water supply networks and waste treatment projects; Same as for the BOT model; The model attracts finances from the private sector; It especially attracts debtor finance; It provides a predictable and consistent cost profile; Increases the potential of the accelerated construction programme; Risk transfer is larger, which encourages the private entity to adopt the cost principle during the project design phase; Possible conflict between the planned and the ecological requirements; Contract can be more complex and the tender procedure can be londer; Requires a system of monitoring the management and operations; Cost of new entrance into business if the entity fails to satisfy; Guarantees for financing may be required; Requires a system of management replacement/change; The model is suitable for the projects allowing for charging the consumers for use; Especially suitable for road building, water supply networks and waste treatment projects; Same as for DBFO model; Facilitates the polluter pays principle implementation; Raises the demand risk level and helps generate the income of the third party; Transfer of design and construction risk; The model has a potential to accelerate construction programme; Suitable for large projects with small operational requirements; Suitable for large projects in which the public sector tends to retain operational liability. 	 0.5
 Isto kao kod DBFO modela; Model može biti politički neprihvatljiv; Zahteva efektivniju upotrebu alternativa / zamena, npr. alternativnih putnih pravaca, alternativnih opcija odlaganja otpada; Moguć je konflikt između planiranih i ekoloških zahteva; Može se povećati operativni rizik; Faza puštanja u rad je kritična; Ne privlači privatno finansiranje DBFO Koncesija Ugovaranje obavljanja poslova koji nose određeni rizik Javno-privatno partnerstvo kreira platformu za proučavanje, formiranje, finansiranje i izgradnju novih infrastrukturnih projekata koji bi u protivnom bili decenijama daleko od izgradnje ili nikada ne bi ni bili izgrađeni. 	 Same as for DBFO model; Model can be politically unacceptable; Requires a more effective use of alternatives/replacemen ts, for example, alternative routes, alternative options of waste disposal; Possible conflict between the planned and the ecological requirements; Operational risk may increase; The start-up phase is critical; Not attractive for private finance Public-private partnership creates a platform for exploring, forming, financing, and construction of new infrastructure projects that would otherwise be for decades delayed or would never be built. 	 0.5
 Do sada su razvijeni brojni modaliteti javnoprivatnog partnerstva, kako bi se odgovorilo različitim izazovima postavljenim pred javno-privatno part nerstvo u specifičnim situacijama i sektorima. 	 Numerous public-private partnership modalities have been developed so far to respond to different challenges set before the public-private partnership in specific situ ations and sectors. 	 0.5
Š3Ë Shodno tome ovaj model finansiranja je posebno pogodan za zemlje u razvoju, koje imaju izraženu potrebu za izgranjom ili unapređenjem infrastrukture, Š8Ë što je podstaklo galopirajuće uključivanje kapitala privatnog sektora u obnovu, razvoj i realizaciju infrastrukturnih projekata. 	 Š3Ë Hence this model of financing is especially applicable to the developing countries with a clear need for building or improving their infrastructure, Š8Ë which encouraged a vigorous involvement of the private sector capital into the infrastructure projects renewal, development, and realization. 	 0.5
Š6Ë 3. 	 Š6Ë 3. 	 0.5
 Primena modela javno- privatnog partnerstva pri realizaciji saobraćajnih projekata Neka od najvažnijih pitanja koja imaju uticaj na izbor željene organizacione forme javno-privatnog partnerstva pri realizaciji saobraćajnih projekata proizilaze iz veličine i obima projekta, mogućnosti naplate korisnicima usluge korišćenja saobraćajne mreže i očekivanog stepena rizika projekta. 	 Implementation of public-private partnership models in traffic projects Some of the most important issues that have a major role the selection of the preferred organizational form public-private partnership in the traffic projects realization result from the size and the scope of the project, possibility of charging the consumers for the service of using the traffic network and the expected level of project risk. 	 0.5
 Saobraćajni sistemi namenjeni masovnom korišćenju, u manjem ili većem obimu pogoduju tradicionalnoj šemi razvoja i finansiranja projekta. 	 The traffic systems meant for mass usage are adequate to the traditional project development and financing scheme, to a larger or smaller extents. 	 0.5
 Operativni troškovi jedne takve šeme su relativno niski u poređenju sa troškom kapitala za izgradnju takvog saobraćajnog sistema. 	 Operational costs of one such scheme are relatively low in comparison with the costs of the capital required for the construction of such a traffic system. 	 0.5
 Tradicionalni ugovori izgradnje predstavljaju proširenje postojećeg konvencionalnog pristupa, nastojeći da prenesu rizik planiranja i izgradnje na privatni sektor putem ugovora sa fiksnom cenom. 	 The traditional contracts on construction are the extention of the now ruling conventional approach and an attempt to transfer the planning and construction risks to the private sector by the fixed-price contracts. 	 0.5
 Čak i u takvim slučajevima, odgovornost održavanja infrastrukture zadržava se na javnom sektoru. 	 Even in such cases the liability for the infrastructure maintenance rests with the public sector. 	 0.5
 U nekim slučajevima, izgradnja naročito velikih putnih mreža može se delimično, ili u celosti finansirati naplatom korisnicima. 	 In some cases the construction of especially large road networks can be partly or entirely funded by user charges. 	 0.5
 Biranje putne komunikacije preko mostova i tunela za korisnika predstavlja vidljivu prednost, što se odražava na mogućnost naplate korišćene rute. 	 The chance to choose the road communication using bridges and tunnels is a visible benefit for the user which is related to the possibility to charge the use of the route selected. 	 0.5
 U takvim okolnostima, javni sektor mora doneti odluku vezanu za prenos odgovornosti za finansiranje projekta, ali i naplatu putarine, na ugovornog partnera iz privatnog sektora. 	 In such circumstances the public sector has to make a decision as regards the transfer of project financing liabilities, but also the road toll charges, to the private sector partner. 	 0.5
 U Evropi se već koriste različiti tipovi ugovora. 	 Varied types of contracts are already in use in Europe. 	 0.5
 Koncesioni ugovori za autoputeve sa naplatom su pogodni tamo gde će privatni sektor finansirati izgradnju velikog sistema putne mreže, prikupljati naplatu i snositi rizik moguće naplate takve usluge. 	 The concession contracts for toll highways are appropriate where the private sector will finance a large road network system, collect the toll and bear the risk of the possible charge of such a service. 	 0.5
 BOT (Build-Operate-Transfer) ugovori su najpogodniji tamo gde javni sektor vrši naplatu za korišećnje usluge, što je osnov za isplatu investitora iz privatnog sektora. 	 The BOT (BuildOperate-Transfer) contracts are most appropriate where the public sector charges for the services provided, which serves as basis for paying the private-sector investor. 	 0.5
 DBFO (Design-Build-Finance-Operate) ugovori, odnosno organizacioni modeli su modeli kod kojih Vlada stimuliše privatne subjekte na izgradnju saobraćajne infrastrukture, da bi kasnije obavezu prema subjektu iz privatnog sektora izmirila tako što vozačima nameće dodatne obaveze kroz višu cenu goriva ili registraciju automobila. 	 The DBFO (Design-Build-Finance-Operate) contracts, or organizational models, are such models where the Government provides incentives for the private entities to build traffic infrastructure, in order to pay the entity off later, by imposing additional obligations to drivers through higher price of fuel or the car registration. 	 0.5
 Partner iz privatnog sektora preuzima deo rizika naplate potraživanja. 	 The private sector partner takes over part of the risk of collecting the receivables. 	 0.5
 Korisnici puta se ne terete kroz plaćanja korišćenja puta. 	 The users of the road are not charged to pay for the use of the road. 	 0.5
 Određeni broj glavnih putnih pravaca primenom ovog modela izgrađen je u Engleskoj, Finskoj, Škotskoj, Španiji i Portugalu. 	 This type of model was implemented to build a certain number of major routes in England, Finland, Scotland, Spain and Portugal. 	 0.5
 Međutim, ovaj model karakteriše i značajan broj nedostataka. 	 This model, however, has a number of weaknesses. 	 0.5
 Oni proizilaze iz činjenice da je viši nivo rizika naplate potraživanja i dalje na javnom sektoru, kao i činjenica da vozači ne plaćaju ekonomsku cenu izgrađene infrastruktu re. 	 They stem from the fact that the public sector still bears a higher risk in charging the dues, as well as that the drivers do not pay the economic price of the built infrastructure. 	 0.5
 U tom smislu, primena ovog modela može imati za posledicu neracionalnu alokaciju investicije pri realizaciji infrastrukturnog projekta. 4. 	 It is in this sense that the implementation of this model may result into a nonrational investment allocation in the infrastructure project realization.  4. 	 0.5
 Primena modela javno- privatnog partnerstva pri realizaciji vodoprivrednih projekata Javno-privatno partnerstvo postoji kao model finansiranja vodoprivrednog sektora već određeni broj decenija. 	 Implementation of public-private partnership model in water-power supply projects realization Public-private partnership has been a model of financing the water-power supply sector for decades. 	 0.5
 Tako je prva koncesija za razvoj i vođenje poslovanja vodovoda, i pogona za preradu otpadnih voda, data subjektu iz privatnog sektora u Francuskoj pre 40 godina, što je dovelo do rasta velikih i diverzifikovanih privatnih komunalnih kompanija. 	 Thus the first concession for the development and water-power and waste water treatment plants management was granted to the private sector entity in France 40 years ago.  This led to the rise of large and diversified private utility companies. 	 0.5
 Direktiva EU za pitku vodu i Direktiva za otpadne vode urbanih zona, značajno su uticale na promene koje se tiču odgovornosti javnog sektora po ovom pitanju. 	 The EU Drinking water directive and the Urban areas waste water directive had a significant impact upon the changes in terms of the public sector liability concerning these issues. 	 0.5
 Ispunjenje zahteva Direktiva, podrazumeva investiranje značajnih finansijskih sredstava u nove objekte vodovodne mreže i kapacitete za preradu otpadnih voda, u velikom broju zemalja. 	 Meeting the requirements of the Directives means investing considerable capital into new facilities of the water-supply network and the waste water treatment capacities, in a large number of countries. 	 0.5
 Usled toga, zemlje koje još nisu uključile privatni sektor u aktivnosti vodosnabdevanja ili prerade otpadnih voda, sada razmatraju potencijal na strani privatnog sektora i njihovog kapaciteta finansiranja u cilju ispunjenja zahteva pomenutih Direktiva. 	 Hence the countries that have not so far included the private sector into the water supply and waste water treatment operations now analyse the private sector potentials and its financing capacity in order to meet the requirements of the Directives. 	 0.5
 Razmatranja koja se tiču odabira željene forme javno-privatnog partnerstva projekata u vodoprivrednom sektoru slična su onima koja su svojstvena sektoru trasporta, te uključuju u razmatranje veličinu i obim projekta (uključujući operativni sadržaj), mogućnosti naplate od korisnika i očekivani nivo prenosa rizika. 	 Considerations on the selection of a preferred form of public-private partnership in the water supply project sector are similar to those characteristic of the traffic sector, hence they also take into consideration the size and the scope of the project (including operational contents), possibilities of collecting the dues from the consumers and the expected level of risk transfer. 	 0.5
 Izgradnja vodovodne mreže ili pogona za preradu otpadnih voda korišćenjem modela javnoprivatnog partnerstva, obično je povezana sa nivoom dostupnosti informacija o strukturi i aktivnosti postojećih mreža. 	 The construction of a water-supply network or a waste water treatment plant using the public-private partnership model is usually related to the level of availability of information on the structure and operation of the existing networks. 	 0.5
 Ako raspoložive informacije nisu dovoljne, onda su možda adekvatniji tradicionalni sporazumi za finansiranje i izgradnju takvih kapaciteta. 	 If the available information is not sufficient, then the traditional agreements on financing and construction of such facilities may prove to be more adequate. 	 0.5
 Sa druge strane, ugovori vezani za vodosnabdevanje i izgradnju objekata prerade otpadnih voda najčešće pogoduju BOT (Build-Operate-Transfer) i DBFO (Design-Build-Finance-Operate) modelima. 	 On the other hand, contracts on water supply and building the waste water treatment plants are most often adequate for the BOT (Build-Operate-Transfer) and DBFO (Design-Build-Finance-Operate) models. 	 0.5
 Pored toga, i koncesioni ugovori imaju specifičnu formu primene, odnosno tamo gde postoji mogućnost uvođenja naplate korisnicima. 	 Besides, concession contracts too are characterised by a specific form of execution, that is, where it is possible to introduce the user charge. 	 0.5
 Objekti vodovodne mreže i prerade otpadne vode, se ne smatraju pogodnim za tradicionalne načine realizacije projekta. 	 The water supply network facilities and the waste water treatment plants are not suitable for the traditional ways of project realization. 	 0.5
 Rizik povezan sa povećanjem kompleksnosti procesa prerade ostaje na javnom sektoru, i nije uključen u tokove projektovanja tih procesa. 5. 	 The risk of the increase in the complaxity of the treatment process rests with the public sector and is not included into the design flow of these processes.  5. 	 0.5
 Primena modela javno- privatnog partnerstva pri realizaciji projekata izgradnje deponija Korišćenje koncepta javno-privatnog partnerstva stimulisano je u onim sektorima u kojima je došlo do značajnog povećanja opterećenja tradicionalnih obaveza javnog sektora. 	 Implementation of public-private partnership model in landfil projects realization The implementation of public-private partnership is stimulated in those sectors in which the burden on the public sector has increased significantly. 	 0.5
 Ovo je naročito izraženo kod projekata odlaganja gradskog smeća. 	 This is especially evident in the urban waste disposal projects. 	 0.5
 Zbog ekonomskih i ekoloških razloga, javni organi sve više napuštaju rešavanje ovog pitanja formiranjem deponija, što je bio tradicionalni način rešavanja problema za odlaganje smeća. 	 Due to economic and ecological reasons, public agencies tend to abandon solving this problem by building landfils, which used to be a traditional way od waste disposal problem solving. 	 0.5
 Novi metodi rukovanja otpadom, kao što su pretvaranje otpada u korisnu energiju ili njegovo recikliranje, zahtevaju značajne investicije i specijalistička tehnička znanja, odnosno know-how. 	 New methods of waste treatment, such as conversion of waste into useful energy or recycling, require substantial investments and specialzed technical skills, i.e., know-how. 	 0.5
 Razmatranja vezana za odabir željene forme javnoprivatnog partnerstva kod projekata u sektoru izgradnje deponija slična su razmatranjima u sektoru saobraćaja i vodoprivrede. 	 Considerations on the selection of the preferred publicprivate partnership form in the landfil building projects sector are similar to those in the traffic and water-suply sectors. 	 0.5
 Uključuju veličinu i obim projekta (uključujući operativni sadržaj), mogućnost primene naplate potraživanja od korisnika i zehtevani nivo prenosa rizika. 	 They include the size and the scope of the project (including operational contents), the possibility of user charge and the required level of risk transfer. 	 0.5
 Projekti u sektoru prerade otpada su adekvatniji za razvijenije forme javno-privatnog partnerstva u kojima je moguće preneti značajan nivo operativnog rizika. 	 The projects in the waste treatment sector are more adequate for higher-developed forms of public-private partnership in which it is possible to transfer a significant level of operational risk. 	 0.5
 Primena koncesije omogućava finansiranje projekta po principu ko zagađuje-plaća, te se shodno tome pojednostavljuje proces dodeljivanja rizika vezanog za obim otpadnih materijla. 	 The implementation of a concession allows for the financing of the project on the polluter pays principle; hence the process of risk assignment related to the scope of waste materials. 	 0.5
 Ovaj vid projektnog finansiranja najrasprostranjeniji je u Velikoj Britaniji. 	 This type of project financing is predominant in Great Britain. 	 0.5
 6. 	 6. 	 0.5
 Zaključak Uspešno odabran model javno-privatnog partnerstva je onaj kod koga je izvršena distribucija obaveza, odgovornosti i rizika prema onom subjektu koji njime može najefikasnije upravljati. 	 Conclusion A successfully selected public-private partnership model is one in which the liability, obligations and risk distribution are assigned to the entity that can manage them best. 	 0.5
 Zbog toga je potrebno brižljivo osmisliti i definisati ugovor te obezbediti adekvatan nadzor i regulaciju obaveza preuzetih ugovorom. 	 Hence it is important that the contract should be carefully planned and defined and an adequate monitoring and regulation of liabilities agreed to in the contract be ensured. 	 0.5
 Vladin sektor koji razmatra mogućnosti za pokretanje javno-privatnog partnerstva treba da razmotri tehničku, finansijsku, ekonomsku i pravnu izvodivost projekta uz usaglašavanje ciljeva Vlade sa interesima privatnog investitora. 	 The Government sector that analyses the opportunities to start a public-private partnership should first take into consideration the technical, the financial, the economic, and the legal feasibility of the project and adjust the goals of the Government to the interests of the private investor. 	 0.5
 Najbolja opcija javno-privatnog partnerstva može se odabrati samo kroz potpunu analizu izvodljivosti, a ova analiza će pokrenuti ostatak procesa. 	 The best publicprivate partnership option can be selected only via a comprehensive feasibility analysis, and this analysis will in turn start the remainder of the process. 	 0.5
 Dobro osmišljene i definisane projektne strukture javno-privatnog finansiranja omogućuju postavljanje odgovarajućeg mehanizma za nadzor i merenje performansi preko postavljenih ključnih repera performansi. angažovanjem resursa koji su u vlasništvu privatnog sektora. 	 Well concieved and defined project structures of public-private financing allow for the creating of an appropraite monitoring and performance measuring mechanism via the set key performance benchmarks. cy employing the resources in private sector ownership. 	 0.5
 Tu se prvenstveno misli na kapital i specifičan know-how zasnovan na iskustvu u određenoj poslovnoj oblasti. 	 Here we primarily mean capital and a specific knowhow based on the experience in one business field. 	 0.5
 Smatra se da je privatni sektor bolji u vođenju poslova, te se lakše nosi sa težinom upravljanja rizikom, kao što su rizik izgradnje ili rizik održavanja standarda kvaliteta, dok je regulatorni rizik pogodniji za upravljanje od strane javnog sektora. 	 The private sector is considered to be more successful in doing business and copes better with the burden of risk management (such as construction risk or standard quality maintenance risk), whereas a regulatory risk is better managed by the public sector. 	 0.5
 Ispravna procena mogućnosti svake od uključenih strana i menadžerskih sposobnosti, ima direktan uticaj na izbor modela javno-privatnog partnerstva, kao i na uspeh celokupnog projekta. 	 A correct estimate of the strenghts of each of the involved parties and their managerial skills directly impacts the selection of the public-private partnership model as well as the success of of the entire project. 	 0.5
 Partnerstvo javnog i privatnog kapitala u finansiranju infrastrukturnih projekata, Megatrend revija, Vol. 	 Š3Ë Deloitte: Closing Americas Infrastructure Gap: The Role of Public Private Partnership, A Deloitte Research Study, 2009. 	 0.5
 7 (2), 2010. Š3Ë Deloitte:  Closing Americas Infrastructure Gap: 	 Š4Ë European Commission: Guidelines for Successful Public-Private Partnerships, January 2003. 	 0.5
 The Role of Public Private Partnership, A Deloitte Research Study, 2009. Š4Ë European Commission: 	 Š5Ë Finerty J: Project Financing-Asset Based Financial Engineering, Wiley & Sons Inc, New Jersey, 2007. 	 0.5
 Project Financing-Asset Based Financial Engineering, Wiley & Sons Inc, New Jersey, 2007. Š6Ë Gil N, Beckman S: 	 Š6Ë Gil N, Beckman S: Infrastructure Meets Business: Building New Bridges, Mending Old Ones, California Management Review, Vol. 51, No. 2, 2009. 	 0.5
 A Guide to Best Practice in Construction, E&N Spon, 1999. Š10Ë Mullin S: 	 Š10Ë Mullin S: Public-Private Partnerships and State Economic Development, US Economic Development Administration, Philadelphia, 2004. 	 0.5
 Public-Private Partnerships and State Economic Development, US Economic Development Administration, Philadelphia, 2004. Š11Ë The World Bank and the International Finance Zadovoljavanjem ovih preduslova postiže se kranji cilj partnerstva, a to je povećanje efikasnosti projekta Corporation: 	 Š11Ë The World Bank and the International Finance By meeting these preconditions the ultimate goal of partnership is achieved the improved project efficien Corporation: Investing in the Environment, The World Bank, Washington, D.C, 1992. 	 0.5
 U ovim okolnostima sasvim je razumljivo što organizacije smatraju da Upravljanje znanjem (KM) može da predstavlja moguće rešenje. 	 Under these circumstances it is no wonder that organizations are considering Knowledge Management (KM) as one of the possible solutions. 	 0.5
 Priče o uspehu i koristima koje su postigle neke organizacije putem efikasnog upravljanja znanjem navode i druge organizacije da primene neki od sistema KM. 	 The success stories and benefits reaped by some organizations through effective Knowledge management luring others to impalement one or the other KM systems. 	 0.5
 Nije lako odrediti da li je neki KM projekat uspešan ili nije, pošto se mnoge koristi teško mogu kvantifikovati, a i subjektivne su po svojoj prirodi. 	 It is difficult to determine if a particular KM project is successful or not, as many of the benefits are cumbersome to quantify and subjective in its nature. 	 0.5
 Dešava se i da neke organizacije napuste projekat na pola puta pošto nisu shvatile finansijske koristi od njegove primene. 	 Also, some organizations leave the projects midway as they fail to see financial benefits of the implementation. 	 0.5
 U ovom radu raspravljamo o različitim metodima i metrikama pomoću kojih možemo da pratimo primenu KM i da razvijamo metodologiju kojom ćemo odrediti uticaj projekta KM na finansijske rezultate. 	 In this paper we discuss various methods and metrics to monitor KM project implementation and to develop a methodology to determine impact of KM project on financial results. 	 0.5
 Ove metrike smo klasifikovali u tri grupe: prvom grupom merila meri se sticanje znanja (količinu informacija), drugom merimo efikasnost KM sistema (lak pristup, vreme odziva), a treća služi za merenje uspešnosti celokupnog projekta. 	 We categorized these metrics into Three groups; first group of metrics focuses on measuring Knowledge acquisition (the amount of information), second group on measuring effectiveness of KM systems (easy to access, system response time) and third group of metrics focuses on measuring success of overall project. 	 0.5
 U procesu razrade metodologije za merenje uticaja KM na finansijske rezultate, predlažemo metodologiju sličnu metodologiji Event Study (studija događaja) kojom su mereni neuobičajeni prinosi po akcijama koji su posledica specifičnosti frme, ali i događajima u privredi. 1. 	 In the process of developing methodology to identify impact of KM on financial results, we proposed a methodology similar to Event Study methodology used to measure abnormal stock returns caused by firm specific as well as economy wide events.  1. 	 0.5
 Uvod Na samom početku ovoga rada ponudićemo osnovne definicije termina koje ćemo koristiti: mera predstavlja referntni standard ili uzorak koji se primenjuje u kvantitativnom poređenju odlika, na primer, standard kilogram predstavlja meru mase, dok metrika (merilo)znači sistem povezanih mera koji olakšava kvantifikaciju nekih osobenih karakteristika jasno je da mera koja nema nikakvo poređenje daje ili veoma mali broj informacija ili ih uopšte ne daje; stoga ćemo se u ovom radu baviti metrikom kad govorimo o inicijativama u upravljanju znanjem (KM). 	 Introduction At the very beginning of this article we give basic definitions of terms which will be used: measure is A reference standard or sample used for the quantitative comparison of properties, e.g., the standard kilogram is maintained as a measure of mass, while metric is A system of related measures that facilitates the quantification of some particular characteristic.  It is obvious that measure with no comparison gives very little or no information at all, thus this paper will deal with metrics for Knowledge Management (KM) initiatives. 	 0.5
 Pre nego što se latimo problematike KM, moramo i da definišemo intelektualni kapital (IC). 	 Before tackling questions on KM we must give definition on Intellectual Capital (IC). 	 0.5
 Poslednjih godina mnogi naučnici su pokušali da daju neku standardizovanu definiciju IC pošto je on postao neophodan u savremenom poslovanju. 	 In recent years many scientist are challenged to give standardized definition of IC as it became necessity of modern business. 	 0.5
 Steven M.H. Wallman, komesar SEC, IC predstavlja imovinu koja se trenutno vrednuje kao nula u bilansima stanja i predstavlja ne samo ljudsku pamet, robnu marku ili marke, već i sredstva (imovinu) kupljena odavno, evidentirana u knjigama po tadašnjoj ceni, ali koja su se tokom vremena pretvorila u prvorazrednu imovinu. 	 According to the definition given by Steven M.H. Wallman, SEC commissioner, IC are assets currently valued at zero on the balance sheet and represents not only human brain power, brand name or trademarks but also assets bought long ago, booked at historic price but during time transformed into prime real estate.  Another definition of intellectual capital is given by Brooking (1996). 	 0.5
 Drugu definiciju intelektualnog kapitala dao je Brooking (1996): 	 Intellectual capital is the term given to the combined intangible assets which enable the company to function. 	 0.5
 Intelektualni kapital je naziv za udruženi nematerijalni kapital koji omogućava kompaniji da funkcioniše. proizvođači softvera čiji se proizvodi razvijaju i isporučuju elektronskim putem. 	 In todays ever changing global economy many companies rely on intellectual assets in order to generate revenue, like software companies where products are developed and delivered electronically. 	 0.5
 Stoga je danas postalo jasno da bilans stanja jedne kompanije predstavlja samo deo njene vrednosti. 	 Therefore, now days it became obvious that companys balance sheet shows only part of companys value. 	 0.5
 Kad ovo kažemo, jasno je da materijalni kapital (sredstva) gube svoj dominantni položaj u korist nematerijalnog kapitala, a značaj pravilnog merenja njihove vrednosti otvara mnoga računovodstvena pitanja, posebno u oblasti robne marke, proizvodnih procesa, kanala distribucije, poslovnih tajni, itd. 	 Having said this, it is clear that tangible assets are loosing their dominance in front of intangible assets and importance of proper measurement of their value is raising many accounting questions, especially in the field of brand names, production process, distribution channels, trade secrets etc. 	 0.5
 Potrebno je da pređemo na novi nivo u računovodstvu, na nivo kojim se meri momentum kompanije u smislu njene pozicije na tržištu, lojalnosti njenih potrošača, kvaliteta, itd. 	 Business writer William Davidov (The Virtual Corporation) says: Theres a need to move to a new level in accounting, one that measures companys momentum in terms of market position, customer loyalty, quality,etc. 	 0.5
 Ako ne merimo ove dinamičke perspektive, pogrešno ćemo predstaviti vrednost kompanije i još ćemo grešiti i u daljim procenama. 2. 	 By not valuing these dynamic perspectives, we are misstating the value of a company as badly as we were making mistakes in addition.  2. 	 0.5
 Metrika KM Proces merenja nematerijalnih sredstava (IC) povezan je sa inicijativama KM, pošto se smatra da rezultati KM inicijativa utiču na IC. 	 KM metrics Process of measuring intangible assets (IC) is connected with KM initiatives, as it is assumed the outcome of KM initiative has impact on IC. 	 0.5
 Uticaj definisanju KM inicijative može se pristupiti na nekoliko načina, na primer:  1. 	 Impact of KM initiative can be decribed by different approaches, such as: 1. 	 0.5
 House of Quality, (Hauser & Clausing, 1988) 2. 	 House of Quality, (Hauser & Clausing 1988) 2. 	 0.5
 Balance Scorecard, (Kaplan i Norton, 1996) 4. 	 Benchmarking approach (American Productivity Center (APQC)) 3. 	 0.5
 Intangible Asset Monitor (IAM), (Karl-Erik Sveiby, 1986-87) 5. 	 Balance Scorecard, (Kaplan and Norton 1996) 4. 	 0.5
 Technology broker (brooking, 1996) 8. 	 IC Index (Roos, Dragonetti&Edvinsson 1998) 7. 	 0.5
 Citation-weighted Patents (Hall, Jaffe & Traj tenberg, 2000). 	 Technology Broker (brooking 1996) 8. 	 0.5
 O nekim navedenim metodima biće reči u ovom radu, drugi prevazilaze obim ovoga rada. 	 Citation-weighted Patents (Hall, Jaffe&Trajtenberg 2000) Some of these methods will be disscuses here, while others are beyod the scope of this paper. objectives and define which best practices can be successfully implemented. 	 0.5
 House of Quality (kuća kvaliteta) predstavljena je u obliku matrice u obliku kuće, gde krov kuće predstavlja odnose, a zidovi označavaju procese. 	 House of Quality is presented in a form of matrix with a shape of a house, where roof of house represent relationships while walls characterize processes. 	 0.5
 Levi zid kuće, koji predstavlja rezultate KM inicijative predstavlja ciljeve, dok desni zidovi kuće predstavljaju pondere tih rezultata. 	 Left wall of the house, which are outcomes of KM initiative, represents goals and objectives whereas right walls of house stand for weights of the outcomes. 	 0.5
 Centar kuće predstavlja korelacije između metrike i rezultata učinka. 	 Center of the house stands for correlations between the metrics and the performance outcomes. 	 0.5
 Analizom ovih korelacija menadžment može da odluči kojim oblastima KM treba posvetiti posebnu pažnju da bi se postigli najbolji rezultati i uticalo na ukupnu uspešnost kompanije. 	 By analyzing those correlations management can decide on which areas of KM to focus in order to achieve highest results and influence overall performance of the company. 	 0.5
 Ovom matricom se u stvari meri u kakvoj su vezi su želje potrošača i sposobnosti kompanije. 	 This matrix actually measure how customers desires are linked to companys capabilities. 	 0.5
 Primer House of Quality može se posmatrati na adresi http://www.qfdonline.com/templates/qfd-and-houseof-quality-templates/. 	 Example of House of Quality is available at http://www.qfdonline.com/templates/qfd-and-house-of-quality-templates/. 	 0.5
 Ovaj metod se naziva i Uspostavljanje (Quality Function Deployment QFD) pošto koristi matricu da izvrši korelaciju između želja potrošača i mogućnosti kompanije da zadovolji te želje. 	 This method is also recognized as Quality Function Deployment (QFD) since it is using matrix to correlate customer needs with capabilities of company to satisfy those needs. 	 0.5
 Detaljniji prikaz može se videti na adresi http://www.qfdi.org/. funkcije kvaliteta Ova alatka se posebno bavi maksimizovanjem zadovoljstva potrošača tako što prevodi njihove potrebe u poslovne procese u celoj kompaniji. [ta više, ona služi i za poređenje sa konkurencijom i za optimizovanje onih odlika koje će kompaniji doneti nejveću konkurentsku prednost. 	 More details are available at http://www.qfdi.org/ .  This tool concentrates on maximizing customer satisfaction by translating customers needs into business processes throughout company.  Furthermore, it compares with competition and optimizes features which are delivering biggest competitive advantage to the company. 	 0.5
 Benchmarking (poređenje) vodi poreklo od Xerox Business Systems s kraja 1970ih godina kada su japanske kompanije uspele da proizvedu slične proizvode jeftinije, ali kvalitetnije nego što su proizvodi proizvedeni u SAD. 	 Benchmarking originates from Xerox Business Systems in the late 1970s when Japanese companies where able to produce similar products with lower price and better quality, then those produced in USA. 	 0.5
 Stoga su u Xerox-u želeli da ispitaju da li je moguće imitirati ono što radi konkurencija. 	 Therefore, Xerox wanted to explore if it is possible to imitate work done by competition. 	 0.5
 Postoje dva opšta tipa benčmarkinga, interni i eksterni. 	 Two general types of benchmarking exists, one is internal and the other external. 	 0.5
 Interni benčmarking bavi se poređenjem sektora unutar jedne iste kompanije, dok eksterni služi za poređenje između kompanija. 	 An internal benchmarking deal with comparison of departments within same organisation while external compares different companies. 	 0.5
 U suštini, benčmarking je alatka za poređenje kojom se prepoznaju najbolje prakse u okviru sektora koji se porede i onda se one imitiraju u cilju da se prevaziđu i da se time postignu najbolji rezultati. 	 Essentially, benchmarking is comparison tool identifying best practices within comparable sectors and emulates them in order to achieve the highest results. 	 0.5
 Metodologija benčmarkinga koju je razvio Američki centar za produktivnost i kvalitet (American Productivity and Quality Center APQC) nastala je 1993. godine i postala je jedan od vodećih metoda za uspešni benčmarking. 	 American Productivity and Quality Center (APQC) benchmarking methodology was developed in 1993 and it is known as one of leading methods for successful benchmarking. 	 0.5
 KMAT su razvili APQC i Arthur Andersen 1995. godine kao alatku za samo-ocenivanje. 	 The KMAT was developed by APQC and Arthur Andersen in 1995 as a tool for selfassessment. 	 0.5
 Glavna ideja kod ovog metoda jeste da se klasifikuju kompanije s kjima ćemo se porediti, da se identifikuju strategijski ciljevi i da se odredi koje najbolje prakse se mogu uspešno primeniti.  Balance Scorecard method (izbalansirana tabela podataka BSC) su razvili Kaplan i Norton 1996. godine s ciljem da pomognu organizacijama da uspostave ravnotežu između svoje vizije i ciljeva u realnom životu, pomoću pokazatelja učinka. 	 Main idea behind this method is to classify companies to be compared with, identify strategic The Balance scorecard method (BSC) was developed by Kaplan and Norton in 1996 with an aim to help organisations in achieving equilibrium between their vision and real life targets, presented by performance indicators. 	 0.5
 Pokazatelji su raspoređeni između sledećih dimenzija: potrošač, finansijski, unutrašnji poslovni procesi i učenje i rast. 	 These indicators are spread between following dimensions: Customer, Financial, Internal Business Processes and Learning and Growth. 	 0.5
 U okviru svake dimenzije moguće je dalje razvijati oblast ciljeva, metriku, neposrednih ciljeva i inicijative. 	 Within each dimension, further development in the area of the goals, metrics, targets and initiatives is possible. 	 0.5
 Na primer, ako posmatramo finansijsku dimenziju, naš glavni cilj može da bude rast profitabilnosti; metrika se može pratiti u nekoj specifičnoj oblasti kao što je promena neto marže; neposredni cilj je jedan određeni rezultat koji treba ostvariti, na primer, rast profita od 3%; inicijative su projekti ili aktivnosti pomoću kojih ćemo postići željene ciljeve. 	 For example, if we observe financial dimension, goal can be profitability growth as a major goal to be achieved; metrics can be monitored in some specific area like change in net margin; target is particular result to be achieved e.g. growth in profit margin in amount of 3%; initiatives are projects or actions which helps achieving desired goals. 	 0.5
 Iako je ovaj metod zamišljen kao metrika za poboljšanje učinka, može da se koristi i kao sistem strategijskog menadžmenta, pošto svaka organizacija može da ga prilagodi svojim sopstvenim potrebama. 	 Even though this method was imagined as performance improvement metrics, it can also serve as strategic management system, since each organisation can adapt it to its own needs. 	 0.5
 Stoga svaki BSC metod treba da bude rađen po meri svake organizacije ponaosob. 	 Therefore, each BSC method should be custom made for each and every organisation. 	 0.5
 Danas neke alatke i strukture (templates) koriste se kao pomoć organizacijama u primeni inicijative BSC. 	 Now days some tools and templates are available to help organisations implement BSC initiative. at his prof. 	 0.5
 Treba pomenuti jedan sličan model koji se naziva Intangible Asset Monitor (monitor nematerijalnog kapitala IAM) koji je razvio Karl-Erik Sveiby 1986-87. godine u [vedskoj, pošto su ovi koncepti razvijeni nezavisno jedan od drugog. 	 Sveiby It is interesting to mention similar method called Intangible Asset Monitor (IAM) developed by KarlErik Sveiby in 1986-87 in Sweden, since both concepts are developed independently of each other. 	 0.5
 Sličnosti i razlike objasnio je sam autor IAM, profesor Sveiby, na svom sajtu http://www.sveiby.com/articles/BSCandIAM.html. 	 Similarities and differences are explained by author of IAM himself, website http://www.sveiby.com/articles/BSCandIAM.html. 	 0.5
 U ovom radu mi ćemo samo pomenuti da oba modela razvrstavaju nematerijalne dimenzije u četiri kategorije, oba se slažu u tome da strategija treba da bude pokretač metrike koju su razvili, promenu treba meriti, i oba pristupa treba da posluže da se poboljša učenje i rast. 	 In this article we will just mention that both methods categorize intangible dimensions into four, both agree on idea that strategy must be the driver of the metrics designed, change should be measured and both approaches should improve learning and growth. 	 0.5
 S druge strane, Sveiby kaže:poreklo i osnove koncepata veoma se razlikuju kad se pogleda ispod površine. 	 On the other hand Svieby says: the origins and the foundations of the concepts beneath the surface are very different. 	 0.5
 Voleo bih da razmišljam o IAM više kao o mernom instrumentu za eru znanja, dok BSC više shvatam kao instrument industrijske ere. 	 I would like to think of the IAM as more of a Knowledge Era measuring instrument, whereas I regard the BSC as more Industrial Era. 	 0.5
 Stoga će korisnici BSC verovatno razviti ne-finansijske pokazatelje koji će se razlikovati od onih koji primenjuju Intangible Asset Monitor. [vedska osiguravajuća kompanija Scandia objavila je 1994. godine uz svoj godišnji izveštaj i još jedan izveštaj, Vizuelizacija intelektualnog kapitala u Skandiji (Skandia, 1995) kojim je otvoreno novo razdoblje u oblasti merenja intelektualnog kapitala. 	 Therefore BSC users will probably develop non-financial indicators that are different from those using the Intangible Assets Monitor.  Swedish insurance company Scandia published in 1994, together with annual report, additional report called Visualizing Intellectual Capital in Skandia (Skandia, 1995) which opened new area in the field of measuring intellectual capital. 	 0.5
 Prošireni oblik obračunavanja omogućio je Skandiji da intelektualni kapital pretoči u finansijski kapital. 	 This broadened form of accounting resulted Scandias ability to transform in tellectual capital into financial capital. 	 0.5
 Raciji intelektualnog kapitala grupisani su u Skandiji u glavne foku sne oblasti: fokus potrošača, fokus procesa, ljudski fokus i fokus obnavljanja i razvoja, kako je predstavljeno na slici 1. 	 At Skandia the intellectual capital ratios are grouped into major focus areas: the Customer focus, the Process focus, the Human focus and the Renewal & Development focus, presented in the Picture 1. 	 0.5
 Razlog što je je ovaj pristup dobio naziv Navigator je dvostruk: prvo, on treba da pokaže organizaciji kako da upravlja intelektualnim kapitalom, a drugo, on treba da sprovede ljude kroz skup mera koje predstavljaju stvarne resurse, sposobnosti i budući potencijal organizacije. (Izvor: 	 Reason for giving the name Navigator is twofold: firstly, it should guide an organization how to manage intellectual assets and secondly, it should guide people through set of measures that represent the true resources, capabilities, and future potential of an organization. 	 0.5
 Vizuelizacija intelektualnog kapitala u Skandiji, dodatak Godišnjem izveštaju Skandije za 1994. godinu) Slika 1.  Skandijin Navigator 3. 	 Picture 1: Scandia Navigator (Source: Visualizing Intellectual Capital in Skandia, Supplement to Scandias 1994 Annual Report) 3. 	 0.5
 Kvantifikovanje koristi od KM Wen-der Yu i dr., (Kvantifikovanje koristi od sistema upravljanja znanjem studija slučaja jedne konsultantske firme u oblasti mašinstva, objavljena u ISARC, 2006) razvili su modele kvantitativne koristi za sisteme KM. 	 Quantifying KM benefits Wen-der Yu et.al (Quantifying benefits of knowledge management system - A case study of an engineering consulting firm, published in ISARC 2006) developed quantitative benefit models for KM systems. 	 0.5
 Pomoću ovih modela kvantifikuju se 3 tipa koristi. 	 These models quantify 3 types of benefits. 	 0.5
 Podatke smo prikupili pomoću upitnika upućenog korisnicima KM sistema. (1) Vremenska korist ušteda vremena (TB) zahtevala je da se reši problem primenom KMS (NDS) u poređenju sa vremenom potrebnim u tradicionalnom procesu (ND1) TB% = (NDT -NDS) X 100/ NDT (2) Korist čovek-čas ušteda u satima ljudskog rada (MHB) u rešavanju problema primenom KMS (STT) u poređenju sa satima ljudskog rada potrebnim u tradicionalnom procesu (TTT). 	 Where in data was collected through questionnaires answered by KM system users. (1)  Time benefit Saving of time (TB) required to solve a problem with KMS (NDS) compared to with the time required in the traditional process (NDT) TB% = (NDT -NDS) X 100/ NDT (2) Man Hour benefit Saving of man-hours required (MHB) to solve a problem with KMS (STT) compared with the man hours required in the traditional process (TTT). 	 0.5
 Na tradicionalan način, problem se rešava na sastancima. 	 Traditionally the problem is solved via meeting. 	 0.5
 Kod KMS problem se postavlja pred Zajednicu u praksi (Community of Practice COP) i svi članovi COP učestvuju u raspravi kako bi rešili problem. 	 Where as in KMS, the problem is posted in a Community Of Practice (COP) and all members of COP participate in discussion to solve problem. 	 0.5
 Tako se korist od uštede u satima rada izvodi iz napostojanja potrebe za sastancima. 	 Thus man hour benefit is derived from avoidance of meetings. 	 0.5
 MHB% = (TTT STT) * 100 / TTT TTT = NDT * (MPT * OT * ∆%) + (MNT * MTT * MPNT) STT= ΣORTS + HRTS + FATS gde TTT = ukupni sati ljudskog rada da bi se problem rešio na tradicionalan način NDT = radni dani potrebni za tradicionalni način rešavanja problema MPT = broj učesnika u tradicionalnom procesu OT = prosečni broj radnih sati dnevno na sastancima učesnika ∆% = ukupni procenat radnih sati dnevno koje učesnici provode u rešavanju problema MNT = ukupni broj sastanaka potreban da se problem reši MTT = ukupni broj sastanaka potrebnih da se problem reši. (3) Kost-benefit odnos trošak-korist meri razliku u trošku između tradicionalnog pristupa (TTC) i KMS (STC) pristupa. 	 MHB% = (TTT STT) * 100 / TTT TTT = NDT * (MPT * OT * ∆%) + (MNT * MTT * MPNT) STT= ΣORTS + HRTS + FATS Where, TTT is total man hours required to solve problem traditionally NDT is working days required for traditional problem solving process MPT is number of participants in traditional process OT average daily working hours of meeting participants ∆% is the average percentage of daily working hours spent by meeting participants in solving problem MNT is the total number of meting required to solve problem MTT is total number of meeting required to solve problem (3) Cost benefit The cost benefit measures difference of cost between traditional approach (TTC) and KMS (STC) approach. 	 0.5
 CB% = (TTC STC)* 100/TTT TTC = ŠNDT*(MPT*OT* ?%) + (MNT*MTT*MPT)Ë * EAP STC = ŠΣORTS + FATSË* EAP gde EAP = prosečna plata učesnika po satu ($/h) TTC = ukupni troškovi rešavanja problema primenom tradicionalnog pristupa ($) STC = ukupni troškovi rešavanja problema primenom KMS pristupa 4. 	 CB% = (TTC STC)* 100/TTT TTC = ŠNDT*(MPT*OT* ?%) + (MNT*MTT*MPT)Ë * EAP STC = ŠΣORTS + FATSË* EAP Where, EAP is the average hourly salary of the participants ($/hr) TTC is the total cost of problem solving in traditional approach ($) STC is total cost of problem solving in KMS approach 4. 	 0.5
 Procena ROI za projekte KM Godine 2003. BEI consulting razvio je kost-benefit model za ocenjivanje prinosa na investicije (ROI) za inicijative KM. 	 Estimation of ROI of KM projects In 2003, BEI consulting developed Cost / Benefit model to evaluate Return On Investment of (ROI) of KM initiatives. 	 0.5
 Kost-benefit model razvrstava koristi (benefite) na dve glavne kategorije, a to su:  1. 	 Cost / benefit method divides benefits into two main categories, those are: 1. 	 0.5
 Materijalne koristi, kao što je povećani kvalitet rada, uštede u troškovima, kraće vreme proizvodnog ciklusa, itd. ma), troškovi održavanja. 	 Tangible benefits like increased quantity of work, cost savings, faster product cycle time etc. 	 0.5
 1. 	 2. 	 0.5
 Troškovi koji se ponavljaju i oni koji se ne pona vljaju. 2. 	 Intangible benefits like increased customer satisfaction, quality of decisions, employee satisfaction etc. 	 0.5
 Nematerijalne koristi, kao što su povećano zadovoljstvo potrošača, kvalitet odluka, zadovoljstvo zaposlenih, itd. 3. 	 Tangible Costs are categorized into: Purchase cost, Implementation cost (including change manage ment), Maintenance cost. 	 0.5
 Izbegavanje troškova (ovo je termin kojim se opisuju troškovi koji su izbegnuti izborom određene alternative) Materijalne koristi kategorišu se kao: kupovna korist, korist od primene (uključujući upravljanje promena Da bismo sumirali ovaj model, pripremili smo sledeću tabelu: 	 Further these costs are subdivided into: 1.  Sunk Costs (Costs expended to date on the status quo alternative that are not recoverable) the paper suggests that Sunk costs should not be included in the actual ROI calculation 2.  Recurring and non recurring costs 3. 	 0.5
 Godina  Ukupno a m i v o k š o r t u a d e t š U a v o k š o r t e j n a v a g e b z I i v o k š o r T Kupovina Razvoj Tranzicija Održavanje Kupovina Razvoj Tranzicija Održavanje Pod zbir (1) Kupovina Razvoj Tranzicija Održavanje Pod zbir (2) Prinos po godini (1-2) v i l i r p i k s n i v o t o G i v i l d o i k s n i v o t o G                                      ROI = (A-B)/B       A B (A-B) 5. 	 Cost avoidance (cost avoidance is term used to describe those costs that are avoided by selecting a particular alternative To summarize the model following table is prepared: Year  s g n i v a S t s o C e c n a d i o v A t s o C s t s o C Purchase Development Transition Maintenance Purchase Development Transition Maintenance Sub Total (1) Purchase Development Transition Maintenance Sub Total (2) Return Per Year (1-2)  s w o l F n I h s a C s w o l f t u O h s a C             ROI = (A-B)/B         Total   A  B (A-B) 5. 	 0.5
 Metodologija za određivanje uticaja KM projekata na finansijske rezultate Stariji metodi korišćeni za određivanje ROI i kvantifikacija koristi kao inpute su koristili kvalitativne podatke. 	 Methodology to determine impact of KM projects on financial results The earlier methods that are used to determine ROI and benefit quantification used qualitative data as input. 	 0.5
 Ovi metodi takođe posmatraju projekte upravljanja znanjem kao izolovane. 	 Also these methods consider Knowledge Management projects as stand alone. 	 0.5
 Kako pokazuje istraživanje, projekti KM su efikasniji kada se ciljevi primene KM projekata usklade sa ukupnim ciljevima firme. 	 As research suggest KM projects are more effective when KM project implementation objectives are aligned with overall business objectives of the firm. 	 0.5
 Imajući ovaj koncept u vidu, predlažemo metodologiju kojom će se potvrditi uticaj projekata KM na finansijske rezultate. 	 Keeping this concept in mind we propose a methodology to confirm impact of KM projects on financial results. 	 0.5
 Neki termini koji se koriste u ovoj metodologiji su sledeći:  Prinos po uposlenom kapitalu (Return on Capital Employed ROCE): to je odnos koji pokazuje efikasnost i profitabilnost kapitalnih investicija kompanije. 	 Some of the terms used in the methodology are Return on Capital Employed (ROCE): It is a ratio that indicates the efficiency and profitability of a companys capital investments. 	 0.5
 ROCE uvek treba da bude viši nego stopa po kojoj kompanija pozajmljuje, inače će svako povećanje pozajmice umanjiti zaradu akcionara. 	 ROCE should always be higher than the rate at which the company borrows, otherwise any increase in borrowing will reduce shareholders earnings. 	 0.5
 ROCE se izračunava na sledeći način Market Beta (ββ) Beta je statistička mera koja pokazuje rizik akcija. 	 ROCE is Calculated as, ROCE Market Beta (ββ) Beta is a statistical measure which indicates risk of a stock. 	 0.5
 Njome se meri volatilnost pojedinačne akcije u odnosu na tržište. 	 It measures volatility of individual stock with respect to the market. 	 0.5
 Beta se izračunava iz prvobitne cene akcija putem regresivne analize. 	 Beta is calculated from historical stock prices through regression analysis. 	 0.5
 Po definiciji, tržište ima betu od 1,0. 	 By definition, the market has a beta of 1.0. 	 0.5
 Akcija koja osciluje više nego tržište ima betu veću od 1,0. 	 A stock that swings more than the market over time has a beta above 1.0. 	 0.5
 Ako akcija osciluje manje nego tržište, njena beta ima vrednost nižu od 1,0.  Pretpostavke 1. 	 If a stock moves less than the market, the stocks beta is less than 1.0 Assumptions 1. 	 0.5
 Upravljanje znanjem utiče na veliki broj oblasti rada jedne firme i time utiče na ukupnu profitabilnost kompanija. 2. 	 Knowledge management has impact on many areas of firm operation thus effects over all profitability of companies 2. 	 0.5
 Početna tačka studija podrazumeva samo prime nu širom firme. 3. 	 Only firm wide implementation is considered as starting point for study 3. 	 0.5
 Koristi od upravljanja znanjem ne mogu se ostvariti na kratak rok, tako da period proučavanja mora da bude oko 2 godine 4. 	 Benefits of Knowledge management can not be realized in shorter duration, thus a period of approximately 2 years to be studied 4. 	 0.5
 Pošto je upravljanje znanjem uglavnom unutrašnja stvar kompanije, merom se smatra prinos po uposlenom kapitalu (ROCE) umesto tržišna cena (primenjeno u metodologiji studije događaja).  Metodologija Korak 1:  Aspekt događaja Aspekt događaja predstavlja period tokom koga se posmatra ROCE jedne firme. 	 As Knowledge management is mostly internal affair of a company, Return on Capital Employed (ROCE) is considered as a measure instead of market price (used in Event study methodology) Methodology Step - 1: Event Window Event window is the period during which firms ROCE is observed. 	 0.5
 Svaki aspekt sastoji se od finansijskih četvrtina. 	 Each event widow consists of financial quarters. 	 0.5
 Izabrali smo četvrtinu kao meru zati što većina firmi objavljuje svoje finansijske rezultate kvartalno. 	 We selected quarter as measurement because most of the firms publish quarterly financial results. 	 0.5
 Primenom pravih podataka možemo da izračunamo ROCE. 	 By using this legal data we can calculate ROCE. 	 0.5
 Četvrtina u kojoj je počela opšta primena upravljanja znanjem smatra se nultom četvrtinom. 	 The quarter in which firm wide KM project implementation started is considered as quarter Zero. 	 0.5
 Procena normalnog prinosa Normalnim prinosom se smatra očekivani ROCE ukoliko se KM ne primeni. 	 In order to calculate normal ROCE we can use industrial average ROCE. 	 0.5
 Za izračunavanje normalnog ROCE koristićemo industrijski prosečni ROCE ROCEE = βf * ROCEI gde ROCEE = očekivani / normalni ROCE firme koju posmatramo βf = tržišna beta firme ROCEI = industrijski prosek ROCE Korak 3: 	 ROCEE = βf * ROCEI Where, ROCEE = Expected / Normal ROCE of firm that is studied βf = Market Beta of firm ROCEI = Industrial average of ROCE Step 3: Calculation of abnormal return Abnormal returns are the returns from the capital employed because of KM implementation. 	 0.5
 Izračunavanje abnormalnih prinosa Abnormalni prinosi su prinosi od kapitala uposlenog zbog primene KM. 	 This is difference in estimated / normal ROCE and actual ROCE. 	 0.5
 On predstavlja razliku između procenjenog / normalnog ROCE i stvarnog ROCE ROCEA = ROCEO - ROCEE gde ROCEA = abnormalni ROCE firme koju posmatramo ROCEO = posmatrani ROCE ROCEE = Procenjeni / normalni ROCE Korak 4:  Izračunavanje kumulativnog abnormalnog prinosa (CAR) Kumulativni abnormalni prinos po kapitalu izračunava se na sledeći način:  ROCE CAR = T2 π i= T1 (1+ROCEAi) * (1+ROCEA(i-1))-1Ë gde ROCEAi = abnormalni rOCE za itu četvrtinu ROCEA(i-1) = kumulativni proizvod abnormalnih prinosa svih četvrtina pre ite četvrti 6. 	 ROCEA = ROCEO - ROCEE Where, ROCEA = Abnormal ROCE of firm that is studied ROCEO = Observed ROCE ROCEE = Estimated / normal ROCE Step 4: Calculation of cumulative abnormal return (CAR) Cumulative Abnormal return on Capital employed is calculated as ROCE CAR = T2 π i= T1 (1+ROCEAi) * (1+ROCEA(i-1))-1Ë Where, ROCEAi is abnormal ROCE of ith quarter ROCEA(i-1) is cumulative product of abnormal returns of all quarters prior to ith quarter 6. 	 0.5
 Zaključak Pozitivna vrednost CAR pokazuje da je primena KM bila uspešna, dok negativna vrednost znači da je primena projekta bila neuspešna. 	 Conclusion A positive CAR indicates successful KM project implementation while negative CAR shows unsuccessful KM project implementation. 	 0.5
 Od suštinskog značaja je činjenica da negativna vrednost CAR ne znači da KM dovodi do gubitaka. 	 It is crucial to note that negative CAR does not mean that Knowledge management is leading to losses. 	 0.5
 Umesto toga, kompanije treba da se fokusiraju na druga sredstva i načine da sačuvaju konkurentnost. 	 Instead companies should focus on other means and ways to stay competitive. 	 0.5
 U ovom radu predstavili smo pregled nekih do sada poznatih metoda u teoriji i praksi i istovremeno predložili metod koji treba proveriti i vrednovati proučavanjem rezultata koje su postigle kompanije koje su primenile KM projekte. [ta više, primenu tržišne bete za izračunavanje normalnog prinosa (ROCE) takođe treba testirati. 	 This paper gives an overview of some methods known so far in theory and practice, at the same time proposing method which needs to be tested and validated by studying results of companies that implemented KM projects.  Furthermore, the use of market Beta to calculate normal return (ROCE) also needs to be validated. 	 0.5
 A review and directions for future research (2005) Š2Ë Chris Collison, Geoff Parcell, Learning to Fly:  Practical Knowledge Management from Leading and Learning Organizations , Willey (2001, 2004) Š3Ë John Ragsdale, The ROI of Knowledge management Building a case for KM investments An Executive insight from Service Support Professional association, (2008) Š4Ë Kimiz Dalkir, Knowledge Management in Theory and Practice, Elsevier Butterworth-Heinemann (2005) Š5Ë Luthy, D.H. Intellectual capital and its measurement, paper presented at the Asian Pacific Interdisciplinary Research in Accounting (APIRA) Conference, Osaka, (1998) Š6Ë Scandia, Visualizing Intellectual Capital in Skandia, Supplement to Scandias 1994 Annual Report, (1995) Š7Ë Stacy Land, Managing Knowledge-Based Initiati ves, Elsevier Butterworth-Heinemann (2008) Š8Ë Tom Tobin, The insiders guide to Knowledge ma nagement RIO, A service white paper (2003) Upravljanje potraživanjima od kupaca u funkciji podrške uspešnosti poslovanja UDK:  658.14/. ; 657.21 Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Faculty of Organizational Sciencies, Belgrade Cilj ovog rada je identifikovanje fundamentalnih segmenata za adekvatno upravljanje potraživanjima od kupaca. 	 BIBLIOGRAPHY Š1Ë A. Kankanhalli, B.C.Y. Tan, Knowledge management metrics: A review and directions for future research (2005) Š2Ë Chris Collison, Geoff Parcell, Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations , Willey (2001, 2004) Š3Ë John Ragsdale, The ROI of Knowledge management Building a case for KM investments An Executive insight from Service Support Professional association, (2008) Š4Ë Kimiz Dalkir, Knowledge Management in Theory and Practice, Elsevier Butterworth-Heinemann (2005) Š5Ë Luthy, D.H. Intellectual capital and its measurement, paper presented at the Asian Pacific Interdisciplinary Research in Accounting (APIRA) Conference, Osaka, (1998) Š6Ë Scandia, Visualizing Intellectual Capital in Skandia, Supplement to Scandias 1994 Annual Report, (1995) Managing Knowledge-Based Initiatives, Elsevier Butterworth-Heinemann (2008) Š8Ë Tom Tobin, The insiders guide to Knowledge Š7Ë Stacy Land, management RIO, A service white paper (2003) Management of Receivables in Function of Support to Business Success UDC: 658.14/.17 ; 657.21 Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Faculty of Organizational Sciencies, Belgrade The aim of this study is to identify the fundamental segments for the proper receivables management. 	 0.5
 Adekvatna naplata potraživanja je generalno, posle profitabilnosti, druga najznačajnija mera uspešnosti poslovanja preduzeća. 	 Adequate collection of receivables is generally, after profitability, the second most important measure of success of business. 	 0.5
 Stoga su, preduzeća u obavezi da veoma pažljivo vode računa o svom saldu potraživanja od kupaca i da njima adekvatno upravljaju, kako likvidnost preduzeća ne bi bila dovedena u pitanje. 1. 	 Therefore, companies are obliged to carefully take account of their balance of trade and to manage them properly, so that the companys liquidity would not be called into question.  1. 	 0.5
 Uvod Predmet istraživanja ovog rada čine ključni aspekti upravljanja naplatom potraživanja od kupaca, koja predstavljaju jedno od najznačajnijih likvidnih sredstava preduzeća. 	 Introduction The subject of this paper includes the key aspects of the management of receivables collecting from the customers, since thay are one of the most important liquid assets of a company. 	 0.5
 Za adekvatno upravljanje potraživanjima od kupaca neophodan je kvalitetan računovodstveni sistem. 	 An adequate collecting of receivables from customers requires a high quality accounting system. 	 0.5
 Potraživanja od kupaca predstavljaju veoma važnu komponentu ulaganja u obrtnu imovinu, za koju je najbitnije da se u što kraćem roku konvertuje u drugi oblik novčana sredstva kroz naplatu potraživanja. 	 The receivables from customers are a very important component of investments into circulating assets which needs to be converted into another form cash assets through receivables collecting, and in as short a time as possible. 	 0.5
 U bilo kom trenutku poslovanja preduzeća, ostvareni profit može biti zarobljen u zalihama ili dužnicima, čime postaje nedostupan preduzeću. 	 At any moment of the companys operations the profits earned may be trapped in stock supplies or in debtors, thus becoming unavailable to the company. 	 0.5
 Potraživanja kao bilansna pozicija (sa aspekta preduzeća u ulozi dobavljača) predstavljaju prilive koji će u budućnosti uslediti kao nadoknada za prodate proizvode, robu i usluge, ali uz rizike koji se javljaju kao moguća nenaplativa potraživanja. 	 As a balance component, the receivables (from the aspect of the company as a supplier) represent the inflows that will in future come as a compensation for the products, goods and services sold, however, with the risks emerging as possible non-negotiable receivables. 	 0.5
 Adekvatna naplata potraživanja predstavlja značajan preduslov za efikasno poslovanje svakog preduzeća. 	 An adequate collection of receivables is a significant precondition for an efficient business doing of any company. 	 0.5
 Planiranje novčanih tokova gotovine, te usklađivanje priliva i odliva gotovine, vremenski sinhronizovano, nemoguće je bez adekvatnog planiranja naplate potraživanja od kupaca i to na dnevnom nivou. 	 Planning cash flows, a timely adjusting of cash inflows and outflows, is impossible without an adequate planning of collecting receivables from customers, on a daily basis. 	 0.5
 Navedeno dobija još više na značaju u uslovima ekonomske krize, te problema sa likvidnošću preduzeća. 	 The above mentioned is even more important in the conditions of the economic crisis and the problems with the company solvency. 	 0.5
 Gotovina je neophodna za proširenje obima poslovanja ili za prevazilaženje kratkoročnih finansijskih poteškoća. 	 Cash is indispensable when business is to expand or short-term financial problems are to be overcome. 	 0.5
 Prodati proizvodi, roba ili usluge znače za preduzeće prihod, a priliv će biti kada se izvršena prodaja naplati. (Najvažnije pitanje pri računovodstvenom obuhvatanju prihoda je odrediti momenat kada se vrši priznavanje prihoda. 	 The sold products, goods or services mean income for the company, and will mean an inflow when the sales are cashed. (the most important issue in an accounting dealing with income is to define the moment in which the incomes are recognized. 	 0.5
 Priznavanje prihoda za transakcije prodaje robe, pružanje usluga i korišćenje sredstava entiteta od strane drugih tretira Međunarodni računo vodstveni standard (MRS) 18 Prihodi. 	 The recognition of the income from the transactions of the sales of goods, service delivery and the usage of the entity assets by the others are treated by the International Accounting Standard (IAS) 18 Incomes.  Under this standard, income is recognized when the inflow of the future economic benefits into the entity is probable, and when these benefits can be realiably/positively measured. 	 0.5
 U skladu sa ovim standardom, prihod se priznaje kada je priliv budućih ekonomskih koristi u entitet verovatan, a te koristi se mogu pouzdano izmeriti. [ire videti u Š1Ë.) Omogućavanje plaćanja kupcima na odložen rok ima značajnu ulogu u generisanju prihoda, ali to ima za posledicu porast troškova i odlaganja primanja novca kao posledicu. 	 See more in Š1Ë).  Making it possible for the customers to make deferred payment has an important role in income generation, however, the consequence may be the rise of costs and a delay in receiving money. 	 0.5
 U suprotnom slučaju, odnosno u okolnostima kada preduzeće uzme novac od potrošača, pre nego što im dostavi robu ili izvrši usluge, to stvara obavezu da im obezbedi tu robu ili usluge u određenom periodu Sva preduzeća teže da naplate svoja potraživanja što je pre moguće bez gubljenja kupaca. 	 Contrary to this, that is, in the circumstances when the company takes the money from the customers before it delivers the goods or a service to them, it is liable to deliver these goods or services in a defined period of time.  Every company will tend to collect their receivables as soon as possible and without losing their customers. 	 0.5
 Kupci postaju sve važniji faktor za rast biznisa u uslovima globalizacije. 	 Customers are becoming an ever more important factor in the growth of the business in the conditions of globalization. 	 0.5
 Š2Ë Relativni značaj potraživanja od kupaca preduzeća kao procenat ukupne aktive zavisi od većeg broja faktora kao što su: delatnost preduzeća, doba godine, od toga da li preduzeće podržava dugoročno finansiranje, od koncipirane kreditne politike i drugo. 	 Š2Ë A relative importance of receivables from customers as a percentage of their total assets depends on a number of factors, such as: company business (competence), season, whether the company supports long-term financing, the defined credit policy, etc. 	 0.5
 Praksa dogovorenog odloženog plaćanja smatra se jednim vidom kreditiranja. 	 The practice of deferred payment is considered to be one aspect of crediting. 	 0.5
 Potraživanja od kupaca zavisnih i povezanih pravnih lica i ostalih kupaca u zemlji i inostranstvu po osnovu prodaje proizvoda, robe i usluga spadaju u kategoriju kratkoročnih potraživanja. 2. 	 The receivables from customers, dependant and associated legal persons and other buyers in the country and abroad and on the basis of the sales of products, goods and services belong to the short-term receivables category.  2. 	 0.5
 Identifikovanje ključnih segmenata upravljanja potraživanjima od kupaca Obrtnu imovinu (cirkulirajuću aktivu) čine tri dela i to:  1) zalihe, 2) potraživanja od kupaca i druga potraživanja i 3) gotovina i gotovinski ekvivalenti. 	 Identifying key segments of receivables management Circulating assets are made up of three parts, namely: 1) stock supplies, 2) receivables from customers and other receivables, and 3) cash and cash equivalents. 	 0.5
 Svaki od imovinskih oblika ima različit stepen likvidnosti. 	 Each of the assets is characterised by a different level of solvency. 	 0.5
 Likvidnost sredstava je određena:  1) vremenskim periodom za koji će imovina biti tran sformisana u novac; 2) brojem faza kroz koje treba da prođe odnosno sredstvo kako bi se transformisalo u novac; 3) stepenom rizika da će ta imovina uopšte biti tran sformisana u likvidnu imovinu. 	 The liquidity of assets is defined by: 1) the time span in which the assets will be transformed into money (cash); 2) the number of phases one type of assets has to pass in order that it should be transformend into cash; 3) the risk level that these assets will ever be transformed into liguid assets. 	 0.5
 Potraživanja od kupaca treba posmatrati kroz nekoliko segmenata (ilustracija 1.). 	 Receivables from customers should be viewed through several segments (Figure 1). 	 0.5
 Da bi se uvidele značajne razlike između potraživanja od kupaca ona se klasifikuju na tri grupe:  1) nenaplaćena potraživanja (uobičajeni rok naplate), 2) menična potraživanja i 3) ostala potraživanja od kupaca. 	 In order that the important differences between the types of receivables from customers, they are classed into three groups: 1) unrecovered debts (usual date of maturity); 2) bills of exchange received; and 3) other receivables from customers. 	 0.5
 Nenaplaćena potraživanja nastaju kao rezultat prodaje proizvoda, robe ili usluga a preduzeća uobičajeno očekuju da naplate ova potraživanja u roku od 30 do 60 dana. 	 Unrecovered debts are a result of the sales of products, goods or services, and the companies usually expect to collect these receivables within 30 to 60 days. 	 0.5
 Naravno, rok naplate shodno ugovornom odnosu ili uobičajenoj poslovnoj praksi između kupca i prodavca može biti i kraći ili duži. 	 Naturally, the time of payment can, under the contract signed or according to the usual business practice between the customer and the seller, be shorter or longer. 	 0.5
 Menica kao instrument plaćanja i obezbeđenja plaćanja, u upotrebi ima dve funkcije: (1) instrument plaćanja i (2) instrument obezbeđenja naplate potraživanja. 	 The bill of exchenge as an instrument and a security of payment has a twofold function: (1) instrument of payment and (2) instrument of security of collecting receivables. 	 0.5
 Menica se emituje kao dokaz da postoje obaveze. 	 The bill is issued as an evidence of liability. 	 0.5
 Odnosi se na period od 60 do 90 dana ili duže. 	 It is issued for a period of 60 to 90 days or longer. 	 0.5
 Ilustracija 1. 	 Figure 1. 	 0.5
 Potraživanja od kupaca po segmentima posmatranja Ostala potraživanja od kupaca se odnose na aktivnosti koje nisu rezultat operativnog poslovanja kao npr. zaduženje kupaca za zateznu kamatu. 	 Receivables from customers per segments of observation Other receivables from customers refer to the activities that are not the result of business operations, e.g., debiting the customers for overdraft interest. 	 0.5
 Dva računovodstvena problema koja se odnose na nenaplaćena potraživanja od kupaca jesu: 	 Two accounting problems related to unrecovered receivables (debts) are: 1. 	 0.5
 1. momenat evidentiranja nenaplaćenih potraživa nja od kupaca i 2. vrednovanje nenaplaćenih potraživanja od ku paca. 	 The moment of recording the unrecovered receiv ables from customers; and 2.  Valuating of unrecovered receivables from cus tomers. 	 0.5
 Inicijalno evidentiranje nenaplaćenih potraživanja nastaje momentom fakturisane realizacije. 	 The initial recording of unrecovered receivables is the moment when the realization is invoiced. 	 0.5
 Prodajni popusti smanjuju potraživanja od kupaca. 	 The sales discounts reduce receivables from customers. 	 0.5
 Prodavac može da ponudi uslove koji podstiču ranije plaćanje tako što će odobriti popust. 	 The seller may offer conditions, such as discounts, to motivate the buyer to make earlier payments. 	 0.5
 Primera radi, uslovi 2/10, podrazumevaju da kupac dobija 2% popusta ukoliko plati u roku od 10 dana. 	 For example, the 2/10 conditions mean that the customer qualifies for a 2% discount if he pays in a period not later than 10 days. 	 0.5
 Povrat robe od kupca takođe smanjuje nenaplaćena potraživanja. 	 The recovery of goods from the customer also reduces the unrecovered receivables. 	 0.5
 Za vrednovanje potraživanja relevantna je neto realizovana vrednost, tj. u praksi (1) fakturna vrednost, ili (2) fakturna vrednost umanjena za iznos procenjenog iznosa koji je nenaplativ. (Podvukao Marko Fabris, konsultanat.) Važno pitanje na koje treba odgovoriti jeste: kako preduzeće treba da prikaže potraživanja od kupaca u finansijskim izveštajima, što je ponekad veoma teško, jer će deo ovih potraživanja ostati nenaplativ. 	 Relevant for the valuation of receivables is the net re8alized value, that is, in practice (1) invoice value, or (2) invoice value reduced for the amount of estimated sum that is considered unrecoverable. 	 0.5
 Pitanje se čini još složenijim ako se ima u vidu da finansijski izveštaji predstavljaju finansijsku poziciju i finansijske rezultate entiteta (IAS-1), za šta je zainteresovano više interesnih grupa (internih i eksternih) u svrhu donošenja ekonomskih odluka. 	 This is sometimes rather difficult since part of these will remain uncollected.  The issue seems to be even more complax if we have in mind that financial statements present a financial standing and financial results of the entity (IAS-1), which are the issue of interest of a number of stakeholders (internal and external) for the purpose of economic decision making. 	 0.5
 Iako je svaki kupac u obavezi da ispuni kreditne uslove prodavca, neminovno se dešava da kupac možda neće moći da ispuni svoju ugovornu obavezu jer je doživeo pad obima prodaje zbog pogoršanja ekonomskih uslova na tržištu. 	 Although each buyer is obliged to fulfill the credit conditions set by the seller, it inevitably happens that he may not be in a position to do so, as the buyer has experienced a fall in sales due to the aggravation of economic conditions on the market. 	 0.5
 Računovodstvena praksa koristi dve metode za određivanje nenaplativog potraživanja:  1. 	 The accounting practice uses two methods to define uncollected receivables: 1. 	 0.5
 Procena rukovodstva (Za podršku rukovodstvu u proceni nenaplativih potraživanja neophodna je informaciona podrška Finansijsko-računovodstvene i pravne službe u preduzeću); i 2. 	 Estimate of the management (In estimating uncollected receivables the management needs the information support of the financial-accounting and legal sectors in the company); and 2. 	 0.5
 Kao procenat dospelih potraživanja, tj. više od 60 dana ili 180 dana, tj. u skladu sa računovodstvenom politikom.  Za otpis nenaplativog potraživanja mogu se koristiti dve metode: (1) metoda direktnog otpisivanja i (2) metoda usaglašavanja. prihodi od prodaje i potraživanja od kupaca; b) nije uopšte ili ispravno urađeno kursiranje ino-potraživanja (potraživanja od kupaca u stranoj valuti) i c) preduzeće (društvo) nije testiralo naplativost potraživanja, odnosno nije obračunalo ispravku vrednosti saglasno važećim računovodstvenim politikama. 	 The percentage of due receivables, i.e., more than 60 or 180 days, i.e., in accordance with the accounting policy. tors especially focus upon the following moments in the testing phase: a) the company (partnership) failed to adequately defer incomes from sales, hence the incomes from sales and receivables from customers are overrated; b) the company failed to apply correctly or did not apply at all the correct exchange rate to exports receivables (receivables from customers in foreign exchange); and c) the company (partnership) failed to test the negotiability of the receivables, that is, failed to calculate the correction of the value in accordance with the ruling accounting policies. 	 0.5
 Od posebne važnosti je da menadžeri u preduzeću uz podršku računovodstveno-finansijske funkcije prepoznaju svoju ekonomsku obavezu i društveni značaj revizije, te u tom smislu pružaju validne podatke licima koja obavljaju poslove eksterne revizije.) Kada se računi klasifikuju po dospeću, identifikuju se očekivani gubici na potraživanjima dodavanjem procenta na osnovu prethodnog iskustva, u zbiru za svaku kategoriju. [to je veći period dugovanja kupaca, manja je verovatnoća da će on biti naplaćen. 	 It is of special importance that the managers in the company, supported by the financial accounting function, identify their economic liability and the social importance of auditing and submit valid data to the persons conducting external auditing.)  When accounts are classified by maturity, anticipated losses for receivables are identified by adding a percentage on the basis of previous experience, as a total for each category. 	 0.5
 Kao rezultat ovoga, procenjeni procenat nenaplaćenih potraživanja se povećava u skladu sa brojem dana preko valute. 	 The longer the period of customers debt, the lesser the probability that the debt will be collected. 	 0.5
 Načelno govoreći, analiza potraživanja trebalo bi da uključi sledeće aspekte: a) strukturu potraživanja prema dospeću; b) strukturu potraživanja prema dužnicima (kupci ma); c) strukturu potraživanja prema iznosima na koje glase; Primenom metode direktnog otpisivanja, u slučaju da preduzeće utvrdi da je neki račun nenaplativ, ono ga pripisuje rashodima zbog obezvređenosti potraživanja, odnosno tretira bilans uspeha. d) strukturu potraživanja prema vrsti poslovne transakcije na koju se odnose proizvodima i usluzi ili za svaku grupu sličnih proizvoda i usluga; Primena metode usaglašavanja prilikom knjiženja različitih (problematičnih) potraživanja podrazumeva da se na kraju svakog obračunskog perioda vrši procena visine nenaplaćenih potraživanja. 	 The result is that the estimated percentage of uncollected receivables rises in accordance with the number of days by the currency.  Generally speaking, the receivables analysis should include the folowing aspects: Two methods can be implemented to write off the unrecovered debts: (1) the method of direct write-off; and (2) the method of reconciliation/settlement. a) receivables structure according to maturity; b) receivables structure by debtors (customers); In case of the method of direct write-off, if the company finds that an account is not negotiable, it assigns it to expenditures, due to the fact that receivables are valueless, that is, the company deals with the income statement.  The implementation of the reconciliation method in entering various (impaired) receivables means that the level of uncollected receivables is assessed at the end of every accounting period. 	 0.5
 Time se, za razliku od prve metode, omogućava bolje usaglašavanje rashoda i prihoda u bilansu uspeha. 	 Unlike the former method, this method allows for a better reconciliation of incomes and expenditures in the income statement. 	 0.5
 Analiza potraživanja predstavlja osnovnu pretpostavku za adekvatno upravljanje potraživanjima, a u tu svrhu, preduzeće treba da uradi pregled potraživanja po valutama (dospeća), što predstavlja izveštaj o starosnoj strukturi nenaplativih potraživanja. (Revizori u toku obavljanja kontrole finansijske dokumentacije preduzeća za čiji račun obavljaju poslove revizije, posebnu pažnju poklanjaju analizi starosti i kvaliteta potraživanja od kupaca. 	 The analysis of receivables is a basic precondition of an adequate receivables managemnt and for that purpose the company should work out an audit of receivables by currency (maturity), which will serve as a report on the maturity distribution of uncollected receivables.  (When auditing the financial documentation of a company for which they are conducting the auditing activity, the auditors pay special attention to the analysis of the age and quality of receivables from customers. 	 0.5
 Bitno je naglasiti i to da su za revizore u toku identifikovanja rizika za bilansnu poziciju potraživanja od kupaca bitni sledeći momenti u fazi testiranja: a) preduzeće (društvo) nije adekvatno razgraničilo prihode od prodaje, te su time precenjeni e) strukturu potraživanja prema teritoriji na kojoj su nastala, odnosno različitim geografskim oblastima; f) strukturu ključnih dužnika (kupaca). 	 It is important to note that in identifying the risks for the receivables from customers balance sheet position the audi c) receivables structure according to the amounts due; d) receivables structure according to the type of the business transaction they refer to products and service or for each group of similar products and services; e) receivables structure according to the territory they were incurred on, that is, according to geographical regions; f) structure of key debtors (customers). 	 0.5
 Prema Međunarodnom standardu finansijskog izveštavanja IFRS 8 segmenti poslovanja, u okviru informacija o segmentima koje treba obelodaniti, nalaze se informacije o glavnim kupcima, jer oni predstavljaju značajnu koncentraciju rizika. 3. 	 Under the International Financial Reporting Standards IFRS 8 the business segments within the information on the segments to be disclosed include the information on the key customers, since they are the source of a significant risk concentration.  3. 	 0.5
 Kreditna politika i procena likvidnosti potraživanja od kupaca Kreiranje kreditne politike predstavlja važan segment u adekvatnom upravljanju potraživanjima od kupaca. 	 Credit policy and receivables liquidity rating The creation of credit policy is an important segment of an adequate receivables management. 	 0.5
 U tom smislu, kritičnu tačku u tom procesu predstavlja odluka o tome, kome treba odobriti kredit, a kome ne. 	 A critical point in the process is making a decision as to who qualifies to be granted a credit and who does not. 	 0.5
 Ukoliko je kreditna politika suviše oštra, može dovesti do pada obima prodaje, a ukoliko je suviše la bava, može dovesti preduzeće u situaciju da odobri kredit nekom kupcu koji će platiti ili veoma kasno ili nikada. 	 If the credit policy is too strict, it may result in the fall of sales; however, if it is too loose, the company may grant a credit to a customer who will pay it off either very late or never. 	 0.5
 Osnovni elementi kreditne politike jesu:  1. 	 The basics of the credit policy are the following: 1. 	 0.5
 Uslovi prodaje; 2. 	 Conditions of sale; 2. 	 0.5
 Kreditni standardi i njihova analiza; i 3. 	 Credit standards and their analysis; and 3. 	 0.5
 Politika naplate potraživanja. 	 Receivables collection policy. 	 0.5
 Pod uslovima prodaje podrazumeva se određivanje:  1) kreditnog perioda, 2) diskontnog perioda, 3) kasaskonta, i 4) kreditnih instrumenata. 	 The conditions of sale mean that the following ahve to be defined: 1) the credit period, 2) the discount period, 3) discount for cash, and 4) credit instruments. 	 0.5
 U poslovnoj praksi uobičajena su odložena plaćanja u određenom roku čija je dužina uslovljena uobičajenom poslovnom praksom, stabilnosti ekonomskih prilika, poslovne stabilnosti jednog preduzeća i drugo. 	 Usual in the business practice are deferred payments in a defined term whose time span is conditioned by a usual business practice, by the stability of economic conditions, by the business stability of a company, etc. 	 0.5
 Na dužinu kreditnog perioda utiču razni faktori kao što su: tražnja, profitabilnost i standardizovanost, kreditni rizik, konkurencija, volumen prodaje, tip kupaca i drugo. 	 The length of the credit period is affected by various factors such as: demand, profitability and standardization, credit risk, competition, sales volume, customer type, etc. 	 0.5
 Diskontni period predstavlja period u okviru koga kupci mogu da koriste kasa-skonto koji predstavlja popust na prodajnu cenu proizvoda, robe i usluge, koji se odobrava kupcu ukoliko plati u tom roku. 	 The discount period is a period during which the customers qualify for a discount for cash that is a discount on the sales price of the product, goods and services granted to the customer who observes the terms of payment and pays timely. 	 0.5
 Kreditni instrumenti predstavljaju evidenciju o zaduženosti. 	 The credit instruments are the records on indebtedness. 	 0.5
 Najčešće je formalni instrument kredita faktura (račun invoice) sa otpremnicom koja se šalje zajedno sa proizvodima i robom kupcima, i koju kupac potpisuje kao dokaz da je preuzeo robu ili proizvode. 	 The most frequently encountered credit instrument is the invoice with the delivery note sent to the customer together with the products and signed by the customer as the evidence that he has received the goods or products. 	 0.5
 Kreditna politika je veoma povezana sa marketing strategijom konkretnog preduzeća. 	 The credit policy is linked with the companys marketing strategy. 	 0.5
 Najbolji način za povećanje prihoda jeste pridobijanje većeg broja kupaca ili povećanje obima prodaje. 	 The best way to increase the income is to attract a larger number of customers or increase the volume of sale. 	 0.5
 U tu svrhu, neophodno je primenjivati doslednu marketing strategiju koja pronalazi odgovarajući profil kupca za proizvod ili uslugu preduzeća. 	 For that purpose, it is necessary that the company should implement a consistent marketing strategy that finds an adequate customer profile for the product or a service provided by the company. 	 0.5
 Prilikom kreiranja prodajne politike, neophodno je da se uvaže odabrane marketing strategije za povećanje broja kupaca kao na primer:  1) privlačenje novih kupaca radi povećanja učešća na tržištu, 2) povećanje zahteva tržišta dovođenjem većeg broja kupaca na tržište i 3) osvajanje novih tržišta kako bi se povećao broj novih kupaca. 	 In creating the sales policy it is necessary that selected marketing strategies for increasing the number of customers should be observed, for example: 1) attracting new customers in order to increase the market share; 2) incraesing the market demand by drawing a larger number of customers to the market, and 3) capturing new markets in order to increase the number of customers. 	 0.5
 Ukoliko preduzeća žele da smanje gubitke u prodaji mogu da redukuju standardne uslove za odobravanje kredita. 	 If companies wish to reduce losses in sales, they may reduce the standard conditions for granting credit. 	 0.5
 Ona mogu čak i da zahtevaju od pojedinih kupaca da obezbede akreditive (u našoj zemlji, akreditivi se uglavnom koriste u odnosima sa inostranstvom) ili bankarske garancije. 	 They even may demand from certain customers to provide letters of credit (in this country, letters of credit are generally used in external transactions) or bank guarantees. 	 0.5
 Akreditiv predstavlja instrument plaćanja kojim se banka izdavalac tj. akreditivna banka obavezuje da po nalogu nalogodavca, komisiono u svoje ime, a za račun komitenta-klijenta, ili za sopstveni račun (u svoje ime i za svoj račun) na osnovu dogovorenih dokumenata prema ugovorenim uslovima (ili bez dokumenata) obavi plaćanje ili dâ ovlašćenje drugoj banci (korespodentna banka) da izvrši plaćanje trećem licu korisniku akreditiva. 	 A letter of credit is such an instrument of payment by which the issuing bank, i.e., the originating bank is bound to effect the payment or authorise another bank (correspondent bank) to pay to the third party the beneficiary of the letter of credit, upon the advice of the instructing party, on commission on its own behalf and for the benefit of the client-customer, or for its own benefit (on its own behalf and benefit), on the basis of signed documents and according to contracted conditions (or without documents). 	 0.5
 Bankarska garancija prema Zakonu o obligacionim odnosima predstavlja pismenu izjavu kojom se banka obavezuje prema primaocu garancije korisniku da će mu u slučaju da mu treće lice ne ispuni obavezu o dospelosti, izmiriti obavezu ako budu ispunjeni uslovi navedeni u garanciji. 	 Under the Obligation law, the bank guarantee is a written statement by which the bank is obliged to pay the due sum to the guarantee beneficiary in case the third party does not fulfill its obligation on maturity, and on condition the conditions stated in the guarantee are satisfied. 	 0.5
 Od izuzetno rizičnih kupaca, može se zahtevati da veći deo plate u gotovini pre momenta isporuke robe i proizvoda ili realizacije usluge. 	 High risk bearing customers may be required to pay a larger portion of the sum in cash prior to the delivery of goods or products or prior to the service delivery. 	 0.5
 Pored toga, preduzeća mogu da zahtevaju reference od banaka i dobavljača, kako bi odredila njihovu platežnu sposobnost. 	 Besides, the companies may demand that banks and suppliers issue references on the basis of which they can rate the customers financial solvency. 	 0.5
 Za nove kupce je posebno važno detaljno ispitati njihove reference a za postojeće kupce je bitno periodično proveravati finansijske mogućnosti (statuse) postojećih kupaca. 	 In case of new customers, it is important that their references are closely examined, whereas for the existing customers it is important that their financial solvency is checked periodically. 	 0.5
 Š3Ë Preduzeća mogu da odobre prodaju na kredit u zamenu za formalne kreditne instrumente već pomenute kao oblik potraživanja od kupaca poznate kao menice. 	 Š3Ë The companies may grant a hire-purchase sale in exchange for the formal credit instruments already mentioned as a form of accounts receivables known as bills of exchange. 	 0.5
 Menica predstavlja pisano obećanje da će određeni iznos novca biti plaćen po zahtevu ili u određeno vreme. 	 A bill of exchange is a written promise that a defined amount of money will be paid on request or in a defined time. 	 0.5
 Menice se koriste u slučajevima kada vrednost poslovne transakcije prevazilazi uobičajene limite i prilikom saldiranja nenaplaćenih potraživanja. 	 Bills of exchange are used in cases where the value of the business transaction exceeds the usual limits as well as in clearing the uncollected receivables. 	 0.5
 Menica glasi na nominalni iznos koji inkorporira iznos potraživanja i obračunatu kamatu. 	 The bill of exchange states a nominal amount that incorporates the sum due and the interest receivable. 	 0.5
 Menice se mogu čuvati do njihovog datuma dospeća, i tada vrednost menice potraživanje od kupaca uvećano za kamatu prispeva na naplatu. 	 Bills of exchange can be stored until their maturity date and then the value of the bill receivables from the customer with accrued interest is due to be collected. 	 0.5
 Ukoliko se desi da trasat menice (platac) ne izvrši svoje obaveze, transant (lice kome treba da bude plaćeno) mora da primeni odgovarajuće mere. 	 If the drawee fails to answer his obligations, the drawer (person to be paid) has to take appropriate steps. 	 0.5
 Menica je isplaćena kada je trasat isplati u celosti na dan njenog dospeća. 	 The bill of exchange is paid when the drawee pays the total sum on the date if its maturity. 	 0.5
 Preduzeća bi trebalo da u finansijskim izveštajima pravilno iskazuju potraživanja od kupaca. 	 It is the obligation of companies to state their accounts receivable in their financial statements correctly. 	 0.5
 Posebno je važno da se odvojeno prikazuju kvalitetna a posebno ugrožena sumnjiva i sporna potraživanja, kako bi izveštaj o finansijskoj poziciji na kraju perioda tj. bilans stanja prikazivao realnu sliku imovine. 	 It is especially important that quality and risky and contested receivables be stated separately so that the financial statement at the end of the period, or balance sheet, should show a realistic state of the assets. 	 0.5
 Kreditni standardi predstavljaju minimalne uslove koje kupac mora da ispuni da bi mu se odobrila prodaja na kredit. 	 The credit standards are the minimum conditions the customer has to fulfill in order that he should be granted to buy on credit. 	 0.5
 U tom smislu, posebno je važno analizirati karakter kupca na osnovu toga kako je izvršavao finansijske obaveze prema dobavljačima u prethodnom periodu, kao i to da li dobavljači protiv njega vode sudske sporove i u čiju korist su oni rešeni. žno sposobnih potrošača. 	 Here it is important to analyse the customers character on the basis of how he answered his financial obligations to the suppliers in the previous period, as well as whether suppliers have any disputes in court with him and if so, how they were resolved. 	 0.5
 Drugim rečima, on pokazuje koliko se puta prosečno tokom godine naplate potraživanja. 	 The credit analysis is about collecting credit information on the customer, followed by an analysis. 	 0.5
 Obrazac za njegovo izračunavanje je sledeći:  Kreditna analiza obuhvata prikupljanje kreditnih informacija o kupcu, a potom i njihovu analizu. 	 The credit granting companies should define the payment period and present it to their customers, with special attention paid to the terms of payment offered by the competition. 	 0.5
 Preduzeća koja odobravaju kredite treba da definišu period otplate i da ga prezentuju svojim kupcima, pri čemu posebno moraju da vode računa o rokovima plaćanja koje daju konkurenti. 	 For example, they may grant the same terms as the competition and simultaneously offer a substantial discount to the customers who effected their payments in a period shorter than the credit period granted. 	 0.5
 Primera radi, može se dati isti rok kao kod konkurenata, ali istovremeno i ponuditi značajan popust za one kupce koji bi obavezu izmirili u kraćem roku od kreditiranog. 	 The commercial credit is an important instrument of financing a company and has so far been thoroughly studied in the relevant literature; however, the focus was upon financial subtleties. 	 0.5
 Trgovinski kredit je važan instrument finansiranja preduzeća i do sada je u relevantnoj stručnoj literaturi detaljno istraživan ali je fokus bio na finansijskim supstitutima.  Za adekvatno upravljanje potraživanjima, od posebne važnosti je da se kreira model koji treba da identifikuje odgovor na obaveze prema dobavljačima i potraživanja od kupaca, prema promenama u troškovima zaliha, profitabilnosti, riziku i likvidnosti, respektujući pritom, sve specifičnosti konkretnog preduzeća. 	 For an adequate receivables management, it is of special importance that a model should be created to identify the response to obligations to suppliers as well as receivables from the customers in case of the changes in the costs of stock, profitability, risk and solvency, respecting all the specific features of the concrete company along the way. turnover and 2) the average receivables collection period. 	 0.5
 Kada se uoče problematični kupci, preduzeće preduzima mere da ih opomene putem telefonskih poziva, dopisa a u poslednjoj iteraciji i sudskim tužbama. 	 Š4Ë The coefficient of accounts receivables turnover serves to test the ability to raise cash from the financially solvent customers. 	 0.5
 Preduzeće u cilju poboljšanja uslova prodaje nudi širok spektar komercijalnih i finansijskih popusta. 	 In other words, it shows the average of times per year the receivables are collected. 	 0.5
 Naime, ukoliko je korist iskorišćavanja ponuđenog rabata veća od koristi koju bi preduzeće ostvarilo ako bi ta sredstva angažovalo za neku drugu alternativu, preduzeće će odlučiti da iskoristi taj rabat. 	 A higher coefficient means that cash is collected faster or more efficiently. 	 0.5
 Jedan od načina preduzeća za održavanje lojalnosti klijenata je obezbeđivanje podsticaja za kupovinu robe ili usluga, tako što preduzeće prodavac daje nagradne kupone tzv. poene koje klijent može da zameni za diskontovanu robu ili usluge. 	 A too high turnover of negotiable receivables, however, may show that the credit policy is too strict, or that the credit period is too short, which may cause a loss in sales to good customers. 	 0.5
 Za procenu likvidnosti potraživanja od kupaca, odnosno procenu podataka o naplati koriste se dva finansijska racija i to: 	 When problem customers are identified, the company takes steps to notify them by phone, in writing, and finally by taking them to court. 	 0.5
 1) koeficijent obrta potraživanja od kupaca i 2) prosečan period naplate potraživanja. 	 The average collection period serves to track the average time the debtors need to pay their dues. 	 0.5
 Š4Ë Koeficijent obrta potraživanja od kupaca služi za testiranje sposobnosti da se prikupi gotovina od plate NPPK + NPKBO NPKZB = OPK gde je: (1) OPK Obrt potraživanja od kupaca; NPPK Neto prihodi od prodaje (neto prihodi od prodaje predstavljaju ukupnu prodaju umanjenu za popuste i povraćaje proizvoda i robe) na kredit (bez promena zaliha učinaka); NPKBO Neto potraživanja od kupaca po bilan su otvaranja; NPKZB Neto potraživanja od kupaca po za ključnom bilansu. 	 This indicator is calculated using the following formula: In order to improve the sales conditions the company offers a broad range of commercial and financial discounts. 	 0.5
 Ukoliko je ovaj koeficijent viši, znači da se brže, odnosno efikasnije prikuplja gotovina. 	 The company will, for example, decide on offering a trade discount after it has defined the opportunity cost of using the discounts offered. 	 0.5
 Međutim, previsok obrt naplativih potraživanja može ukazivati i na to da je preoštra kreditna politika, odnosno da je rok kreditiranja kupaca prekratak, što može uzrokovati gubitak u prodaji dobrim potrošačima. 	 Namely, if the benefits from using such a discount are larger that the benefits the company would have if it engaged these assets in another alternative, the company will decide in favour of the discount. 	 0.5
 Prosečan period naplate potraživanja od kupaca služi za praćenje prosečnog vremena koje je neophodno dužnicima da izmire svoje obaveze. 	 (2) where: APRC = average period of receivable collection; NDY = number of days per year; ARTC = accounts receivable turnover coefficient. 	 0.5
 Izračunavanje ovog pokazatelja vrši se pomoću sledećeg obrasca:  PPNP = BDG KOPK gde je: (2) PPNP Prosečan period naplate potraživanja od kupaca; BDG Broj dana u godini (365); KOPK Koeficijent obrta potraživanja od kupaca. 	 One manner in which the companies retain the loyalty of their customers is to provide incentievs for purchasing goods or services in that the seller companies offer coupons the so-called points the client can exchange for dicounted goods or services. 	 0.5
 Izračunavanje prosečnog perioda naplate predstavlja važan deo ukupnog sistema upravljanja gotovinom preduzeća. 	 The calculation of an average period of collection is an important part of the companys cash management system. 	 0.5
 Naravno, treba imati u vidu i to da ciklus prodaje može biti i kraći od jedne godine što zavisi od vrste delatnosti. 	 Naturally, we also have to bear in mind that the sales cycle may be shorter than a year, which depends on the type of business. 	 0.5
 Ukoliko je neuobičajeno dugo prosečno vreme naplate, to može prouzrokovati da preduzeće dođe u situaciju da mora da pozajmljuje kratkoročna sredstva. 	 Two financial ratios are used to estimate the receivables liquidity from customers, i.e., the estimate on collection data: 1) coefficient of accounts receivable If the collection period is inordinately long, it may result in the company having to borrow the short-term assets. 	 0.5
 Da bi se skratilo vreme naplate, treba ponuditi različite modalitete popusta kupcima i izvršiti pritisak na kupce koji kasne sa prekovremenim plaćanjem. 	 In order that the collection period be shortened, customers should be offered different modalities of discounts and those that delay overdue payments should be pressured to pay. 	 0.5
 Međutim, bitno je naglasiti i to da preduzeće naplati potraživanja treba da pristupi oprezno i selektivno, kako se kupci usled preteranog pritiska ne bi preorijentisali na druge dobavljače. 	 It is, however, important to note that the company should be cautious and selective in its attempts to collect receivables, in order that the customers should not turn to other suppliers, due to excessive pressure. 	 0.5
 Ubrzanje naplate potraživanja od kupaca može se postići primenom šireg spektra različitih mera kao što su:  1) pooštravanje kreditnih standarda, 2) skraćenje kreditnog perioda, 3) povećanje diskontnog perioda, 4) povećanjem procenta odobrenog kasa-skonta, 5) korišćenjem faktoringa i 6) korišćenjem forfetinga. 	 Receivables collection can be accelerated implementing a broader range of measures such as: 1) setting stricter credit standards, 2) shortening the credit period, 3) lengthening the discount period, 4) raising the percentage of discount for cash, 5) using factoring, and 6) using forfaiting. 	 0.5
 Faktoring predstavlja finansijski instrument kojim faktor (institucija koja se bavi faktoringom) finansira preduzeće na osnovu budućih, nedospelih potraživanja, proisteklih iz prodaje roba ili usluga na domaćem ili inostranom tržištu. 	 Factoring is a financial instrument by which the factor (the factoring institution) finances the company on the basis of the future, undue receivables, incurred from the sales of goods or services on the home or export markets. 	 0.5
 Faktoring je od velike pomoći u okolnostima kada je ciklus naplate dugačak. 	 Factoring is really useful in the circumstances when the collection cycle is long. 	 0.5
 Provizija za kompanije koje se bave faktoringom uobičajeno se kreće u rasponu od 1% do 4%. 	 The commission for the factoring companies usually ranges from 1% to 4%. 	 0.5
 Mian i Smith (1992) i Smith i Schnucker (1994) mišljenja su da faktori mogu da mnogo efikasnije upravljaju kreditnim rizikom, odnosno da smanje isti. 	 Mian and Smith (1992) and Smith and Schnucker (1994) argue that factors can manage risk in a considerably more efficient manner, i.e., reduce the risk. 	 0.5
 Forfeting zapravo predstavlja otkup tuđih dugova. 	 Forfaiting actually means buying out others debts. 	 0.5
 Ovu aktivnost mogu da obavljaju banke, osiguravajuće kompanije, kao i neke druge specijalizovane kompanije. 	 This activities can be performed by banks, insurance companies, and certain other specialized companies. 	 0.5
 Preduzeća mogu da svoja potraživanja od kupaca prodaju uz diskont i specijalizovanim institucijama koje se bave ovim poslovima, što je karakteristično za razvijene tržišne privrede. 	 Companies can sell their receivables at a discount to specialized institutions engaged in these operations, which is characteristic of the developed market economies. 	 0.5
 Forfeting je veoma sličan faktoringu, a razlika je u tome što se umesto prodaje potraživanja u zemlji radi o prodaji potraživanja u inostranstvu. 	 Forfaiting is rather similar to factoring, the difference being in that receivables are sold abroad instead of at home. 	 0.5
 Preduzeće izvoznik robe prodaje svoja potraživanja od kupaca u inostranstvu finansijskoj instituciji koja se bavi forfetingom, a to je najčešće neka poslovna banka koja je registrovana za ovu vrstu posla. 	 The company exporter of goods sells its receivables abroad to a financial institution engaged in forfeaiting, most often a certain business bank registered for this type of business.  Factoring usually has a broader range in comparison with forfaiting. 	 0.5
 Delatnost faktoringa uobičajeno je šira od delatnosti forfetinga. 4. 	 4. 	 0.5
 Ostala aktuelna pitanja Za sveobuhvatno objašnjenje modaliteta upravljanja obavezom kupca prema preduzeću na nacionalnom nivou, bitno je objasniti sledeće instrumente:  1) kompenzacija, 2) cesija, 3) asignacija. 	 Other important issues In order that the modalities of the customers liability towards the company management on the national level should be explained in a comprehensive way, it is important that the following instruments be explained: 1) compensation, 2) cession, 3) assignment. 	 0.5
 Pored toga, značajno je izložiti i mogućnost zastarevanja potraživanja od kupaca, prinudnu naplatu i otpis potraživanja. 	 In addition, it is important to note that there is a possibility that re ceivables become obsolete, that they are collected by debt enforcement or a receivables write-off . 	 0.5
 Obaveze kupca prema preduzeću mogu prestati kompenzacijom. 	 The customer liabilities to the company can cease by compensation. 	 0.5
 Kompenzacija, odnosno prebijanje predstavlja način gašenja obligacija prebijanjem prestacija (predmeta obaveze) između poverioca i dužnika. 	 Compensation is a way to relieve a client from the obligation by claim offsetting between the debtor and the creditor. 	 0.5
 Za to je neophodno da budu ispunjeni određeni uslovi:  1. da oba potraživanja glase na novac ili druge za menljive stvari istog roda i kakvoće (kvaliteta); 2. da su oba potraživanja dospela; 3. da se dâ kompenzaciona izjava ili pisani predlog za kompenzaciju; 4. da su potraživanja uzajamna; 5. da su potraživanja kompenzibilna (bez zakonske smetnje). 	 For this to be obtained, the following conditions are to be met: 1. both receivables are in currency or other exchangeable assets of the same nature and quality; 2. both receivables are mature; 3. a compensation statement or a written submision for compensation is given in; 4. the receivables are mutual; 5. the receivables are compensatory (without any le gal restrictions). 	 0.5
 Ukoliko u kompenzacionom poslu učestvuje više od dva lica, reč je o multilateralnoj kompenzaciji. 	 If more than two persons participate in the compensation business, we are talking about a multilateral compensation. 	 0.5
 Bilateralne kompenzacije u mnogim slučajevima počinju da zamenjuju multilateralne kompenzacije u okolnostima otežane naplate potraživanja. 	 In many cases, bilateral compensations are replacing the multilateral ones in the conditions of aggravated collection of receivables. 	 0.5
 Kompenzacija može biti dobrovoljna (ugovorna) i obavezna. 	 Compensation may be voluntary (contractual) and compulsory. 	 0.5
 Posmatrajući sa drugog aspekta, kompenzacije mogu biti finansijske (međusobno prebijanje potraživanja i obaveza) i robne. 	 Viewed from another aspect, compensations may be financial (mutual claim offsetting) and commodity ones. 	 0.5
 U praksi može doći i do promene poverilaca ustupanjem potraživanja ugovorom, koje se naziva cesija. 	 In practice, the creditor may be changed as a result of the receivables being assigned by a contract, and this is called cession. 	 0.5
 U ovom pravnom odnosu učestvuju tri lica od kojih su dva vezana za stranu poverioca a jedan za stranu dužnika, i to su: 	 This is a legal process in which three persons participate, two of which are related to the creditor, and one is on the side of the debtor. 	 0.5
 1. cedent, odnosno ustupilac poverilac koji preno si svoje potraživanje (stari poverilac); 2. cesionar, odnosno prijemnik koji predstavlja lice na koje se prenosi potraživanje (novi poverilac) i 3. cesus lice koje je dužnik. 	 These are: 1. cedent, or assigner the creditor passing his claim to the other person (old creditor); 2. cessionary, or receiver representing the person to whom receivables are transferred (new creditor); 3. cessus the debtor. 	 0.5
 Cesija je karakteristična po tome što predstavlja dvostrano pravno-ekonomski posao, odnosno ugovor u kome učestvuju, s jedne strane, ustupilac (cedent) i, s druge strane, prijemnik (cesionar), kojim cedent prenosi na cesionara svoje potraživanje koje ima prema dužniku (cesusu). 	 Cession is characteristic in that it is a two-fold legal and economic business, the contract in which three parties participate the cedent (assigner), on one side, and the receiver (cessionary), by which the cedent passes the receivables due to him from the debtor (cessus) to the cessionary. 	 0.5
 Jedno od sredstava koje služi da se ugasi poverilački položaj lica koje ima obavezu činidbe prema dužniku, ali činidbu ne vrši lično, već preko trećeg lica, predstavlja asignaciju upućivanje. 	 One instrument implemented in clearing the creditor position of the person with an obligation of performance towards the debtor (however he does not perform this obligation personally, but through the third party) is called an assignment transfer. 	 0.5
 Asignacija (upućivanje) predstavlja ugovor kojim uputilac (asignant) ovlašćuje upućenika (asignata) da za njegov račun izvrši određenu činidbu primaocu uputa (asignataru), a istovremeno ovlašćuje asignatara da činidbu primi, i to u svoje ime i za račun asignanta. 	 The assignment is a contract by which the assignor authorises the assignee to act on the assignors behalf for the purpose of performing a certain act to a receiver of transfer assignator, and simultaneously authorises the assignator to receive this act, on his own behalf and for the benefit of the assignor. 	 0.5
 Činidba kao predmet asignacije odnosi se po pravilu na novčane transakcije, ali se može odnositi i na druge zamenljive stvari. 	 The performance as the subject of assignment refers, by a rule, to monetary transactions, however, it may include other exchangeables too. 	 0.5
 Bitno je napomenuti i to da asignacija nije kao forma ispunjenje obaveze, već je potrebno da do ispunjenja, primera radi - isplate određenog iznosa novca, zaista i dođe. 	 It is important to note that assignment as a form does not mean the fulfillment of an obligation; it is necessary that the fulfillment for example, payment of a certain amount of money, really takes place. 	 0.5
 U našoj zemlji je Zakonom o računovodstvu i reviziji definisano da su pravna lica i preduzetnici dužni da međusobno usaglašavaju finansijske plasmane, potraživanja i obaveze najmanje jednom godišnje. 	 The Accounting and Audit Act in this country defines that legal persons and entrepreneurs are obliged to cooperate in order to settle certain financial placements, receivables and liabilities at least once a year. 	 0.5
 Pored toga, pravna lica su dužna da u napomenama uz finansijske izveštaje objave neusaglašena potraživanja i obaveze. 	 Besides, legal persons are obliged to report unreconciled receivables and liabilities in the additional notes to their financial statements. 	 0.5
 Poverilac je taj koji je u obavezi da inicira usaglašavanje svojih potraživanja sa dužnicima, dok dužnik mora da proveri svoju obavezu, te o tome obavesti poverioca o čemu sačinjava izveštaj pod nazivom izvod otvorenih stavki. 	 The creditor has to initiate the reconciliation of his receivables with his debtors, whereas the debtor has to check his liability and inform the creditor about it, in a report named the statement of open accounts. 	 0.5
 Ukoliko nije saglasan sa svojom obavezom, dužnik treba da se za svaki pojedinačni iznos pisanim putem izjasni. 	 If the debtor does not accept his liabilities, he has to make a written statement for each individual amount. 	 0.5
 Ukoliko se potraživanja i obaveze ne mogu usaglasiti, poveriocu jedino preostaje da pokrene tužbu za naplatu svojih potraživanja. 	 If the receivables and liabilities cannot be reconciled, the only solution left to the creditor is to sue the debtor to collect his receivables. 	 0.5
 Zastarelost potraživanja i obaveza definisana je Zakonom o obligacionim odnosima. 	 Expiry of debts and liabilities is defined by the Obligation law. 	 0.5
 Opšta pravila koja se odnose na zastarelost su: zastarelošću prestaje pravo da se zahteva ispunje nje neke obaveze; zastarelost nastupa kada protekne zakonom određeno vreme u kome je poverilac mogao da zahteva ispunjenje obaveze; sud se ne može bazirati na zastarelost ako se du žnik na nju nije pozvao. 	 The general rules that apply to the expiry are the following: with the expiry of debts, the right to claim that a certain liability should be met expires itself; expiry is the state of affairs when the legally defined period in which the creditor is in a position to demand that the liability be met is over; the court cannot rule on expiry if the debtor does not claim it. 	 0.5
 U našoj zemlji međusobna potraživanja pravnih lica iz ugovora o prometu roba i usluga, kao i potraživanja za naknade prema važećoj regulativi Š5Ë, zastarevaju za tri godine. 	 In this country, the receivables the legal persons claim form one another under the goods and services transaction contracts expire upon a three year period, as do the remuneration claims Š5Ë. 	 0.5
 Za izdatke učinjene u vezi sa tim ugovorima, zastarevaju za tri godine. 	 For all the expences under such contracts the expiry period is three years. 	 0.5
 Zastarevanje teče odvojeno za svaku isporuku robe, izvršeni rad ili uslugu. 	 Expiry period is estimated for each individual delivery of goods or the deed or service performed. 	 0.5
 Prinudna naplata potraživanja predstavlja obavezu i ovlašćenje Centralne banke da sa svih računa klijenata kod banaka dužnika na kojima klijent ima sredstva, bez njegove saglasnosti, izvrši isplatu obaveza po izvršnim rešenjima i nalozima po propisanom redosledu prioriteta, a u okviru istog reda prioriteta i to prema vremenu prijema. 	 Enforcement of claims is the obligation and competence of the Central bank to draw the assets from any accounts the debtor may dispose of, without his con sent, and effect the payment upon the execution orders, according to the priority order, and within the same order of priorities, and observing the time of acceptance. 	 0.5
 Izvršna rešenja izdaju sudski, pore ski, carinski ili drugi organi, a nalozi mogu biti po osnovu hartija od vrednosti, menica i ovlašćenja. 	 The execution orders are issued by the court, tax, customs or other authorities, and the orders themselves may be in the form of securities, bills of exchange or proxies. 	 0.5
 Prinudna naplata se sprovodi nad dve grupe dužnika i to:  1) pravna lica koja imaju račune kod banaka, i 2) fizička lica koja obavljaju delatnost i imaju račune kod banaka. 	 Subject to enforcement of claims are two types of debtors: 1) legal persons with their accounts with the banks, and 2) physical persons that perform a certain business and have their accounts with the banks. 	 0.5
 Prinudna naplata se vrši sa svih računa dužnika kako u domaćoj, tako i u stranoj valuti. 	 Enforcement of debts is performed by drawing the money from all the debtors accounts, in domestic as well as in foreign currency. 	 0.5
 Sprovođenje prinudne naplate odvija se u tri faze i to: 	 Enforcement of debts is effected in three phases: 1) receipt and filing the decision and order, 2) the verification of the validity of decisions and orders, and 3) decision entry. 	 0.5
 1) prijem i evidentiranje rešenja i naloga, 2) kontrola ispravnosti osnova rešenja i naloga i 3) unos rešenja. 	 The problems with the solvency of the companies in this country are rather serious, since the accounts of one out three firms are frozen. 	 0.5
 U našoj zemlji postoje veliki problemi sa likvidnošću preduzeća, jer skoro svaka treća firma ima blokiran račun. (Često, u domaćoj praksi, kada je reč o kontroli finansijske discipline, ni blokada računa ne pomaže, jer je moguće veoma jednostavno obavljati poslovne aktivnosti preko povezanih lica.) Jedan od ključnih razloga predstavlja neusklađenost priliva od prodaje robe, proizvoda ili usluga i obaveza plaćanja prema dobavljačima. 	 (It often happens in domestic practice that not even blocking of accounts can produce any effects in case of the financial discipline control, since the debtor can easily continue his business through a related party.)  One of the key reasons is the lack of coordination of the inflows from the sales of goods, products, and services with the payment liabilities towards the suppliers. 	 0.5
 U praksi se zbog navedenih problema često pristupa multilateralnim kompenzacijama direktno, ili preko posrednika agencija koje za obavljanje aktivnosti u vezi sa navedenim kompenzacijama naplaćuju agencijsku naknadu u vidu provizije. 	 In practice, these problems require that multilateral compensations be performed directly or via a mediator the agencies that are paid an agency remuneration in the form of commission to conduct the activities related to the abovementioned compensations. 	 0.5
 Nelikvidnost najteže podnose mala preduzeća i preduzetnici koji nemaju lak pristup kreditnim i razvijenim izvorima finansiranja, te za njih kašnjenje u naplati, u pojedinim situacijama može da znači kraj poslovne aktivnosti. 	 Insolvency is especially a problem with small firms and entrepreneurs who do not have an easy access to financial sources; delay in payments for them may mean their going out of business. 	 0.5
 Otpis potraživanja vrši se u situaciji kada postoji visoka verovatnoća da preduzeće neće moći da naplati sve dospele iznose potraživanja od kupaca, pod ugovorenim uslovima. 	 Receivables write-off is effected in cases there is a high probability that the firm will not be in a position to collect all dues from its debtors under the contracted conditions. 	 0.5
 U takvim okolnostima neophodno je svesti knjigovodstvenu vrednost potraživanja na procenjeni nadoknadivi iznos i to direktnim putem, ili indirektnim putem primenom računa ispravka vrednosti. 	 In such circumstances, it is necessary that the book value of receivables is brought to an estimated ne gotiable level, directly or indirectly applying the provision for impairment account. 	 0.5
 Pojam verovatna naplativost potraživanja je stvar procene menadžmenta svakog preduzeća. 	 The definition of the probablity of receivables collection is the competence of the management of each firm individually.  A direct write-off of receivables should be a solution only in case it is certain and documented that the debts are not negotiable. 	 0.5
 Direktan otpis potraživanja treba vršiti samo u okolnostima kada je nemogućnost naplate izvesna i dokumentovana, te kada postoje verodostojne isprave o to me. (Slučajevi kao što su: zastarelost, prinudno poravnanje, vanparnično poravnanje, konačna sudska odluka i dr. su mogući slučajevi kada se vrši direktan otpis potraživanja, stavljajući pomenute na teret rashoda, brišući dužnika iz poslovnih knjiga.) Važno je napomenuti i to da se za poreske svrhe prema aktuelnoj zakonskoj regulativi u nacionalnim okvirima Š7Ë na teret rashoda priznaje otpis vrednosti pojedinačnih potraživanja, osim potraživanja od lica kojima se istovremeno i duguje, pod uslovom: da se nesumnjivo dokaže da su ta potraživanja prethodno bila uključena u prihode obveznika; da je to potraživanje u knjigama poreskog obve znika otpisano kao nenaplativo; da poreski obveznik pruži dokaze o neuspeloj na plati tih potraživanja sudskim putem. 	 For the tax purposes, and in accordance with the the ruling legislative in the national environment Š7Ë, the write-off of individual receivables is allowed in that they are assigned to expenditures.  This does not apply to the receivables due from the persons that are also creditors, under the following conditions: these receivables were previously included into the debtors income; these receivables are written-off in the tax payers books as uncollectable; the tax payer submits the evidence that he has not succeeded in collecting these receivables under a court decision. 	 0.5
 Da bi se sprečila pojava da se otpisuju (obezvređuju) potraživanja, čime se umanjuje u našoj zemlji imovina preduzeća (račun kupca zapravo pokazuje sredstva preduzeća prodavca koja se nalaze kod kupaca; videti Š6Ë), treba reagovati preventivno. 	 In order to prevent the receivables write-off and consequently reduce the companies assets in this country (the customers account actually shows the assets of the seller company that are in the possession of the buyer; see Š6Ë, some steps should be taken in advance. 	 0.5
 Naime, kada je reč o velikim poslovima sa novim kupcima, neophodno je da se sa kupcem sklopi kupoprodajni ugovor, izvrši obezbeđenje menicom i zahteva dostavljanje prometa po tekućem (poslovnom) računu i rešenje iz Agencije za privredne registre o osnivanju, ne starije od tri meseca. 5. 	 Namely, in case of large transactions with new buyers, it is necessary that a sales contract should be concluded with the buyer, that the contract be secured by a bill of exchange, and that the transactions be done through the current (business) account, and supported by the Serbian Business Register Agency decision on company formation, not older than three months. 	 0.5
 Zaključak Efikasno upravljanje potraživanjima poboljšava novčani tok i dovodi do povećanja sredstava raspoloživih za rast preduzeća. 	 5.Conclusion An effective receivables management improves the cash flow and increases the assets available for the companys growth. 	 0.5
 Naplata potraživanja predstavlja završni korak u procesu prodaje, koji nastaje nakon distribucije i isporuke. 	 Receivables collection is the final stage in the sales process, performed after the distribution and delivery. 	 0.5
 Kreditnim uslovima se definišu stvarni uslovi plaćanja koje preduzeće zahteva od kupaca u slučaju prodaje. 	 Real terms of payment are defined by crediting conditions the company offers to the buyers in case of sales. 	 0.5
 Promene u dužini kreditnog perioda utiču na profitabilnost preduzeća. 	 The changes in the length of the credit period affect the companys profitability. 	 0.5
 Finansijska analiza u prodaji ima zadatak da prodajnu funkciju fokusira u pogledu segmenata potrošača kojima u prvom redu treba da plasira svoje proizvode ili usluge. 	 The task of the financial analysis in sales is to focus the sales function as regards the customer segment to which it offers its products or services in the first place. 	 0.5
 Potrebno je ostvariti dobre odnose sa potrošačima, ali je takođe potrebno ostvariti i promet sa njima. 	 Good customer relations are important, however, trade is important too. 	 0.5
 Za kreiranje odanosti kupaca neophodno je identifikovati vrednost kupaca preduzeća. 	 Building customers loyalty requires that the value of the buyer companies be identified. 	 0.5
 Izveštaji (pregledi) o nenaplaćenim potraživanjima po starosnoj strukturi pomažu menadžerima da procene buduće prilive novca, što je naravno značajno za vremensku sinhronizaciju sa odlivima novca. 	 The reviews on receivables due and uncollected according to age structure help managers estimate the future cash inflows, which is, of course, important for their timing with the cash outflows. 	 0.5
 Pored toga, pregledi potraživanja kupaca po valutama omogućavaju menadžerima da identifikuju problematične kupce i njihove račune. 	 Besides, the reviews of customers receivables by currency allow for the managers to identify doubtful customers and their accounts. 	 0.5
 Neophodno je da menadžment preduzeća ima u vidu da povećanje rizika naplate kredita predstavlja pretnju neplaćanja od strane jednog kupca ili grupe kupaca, što može negativno uticati na stabilnost samog preduzeća. 	 It is necessary that the management should bear in mind that the rise in the risk of credit collecting is a threat of non-payment from the part of one buyer or a group of buyers, which will have a negative impact on the stability of the company itself. 	 0.5
 Naplata potraživanja predstavlja fazu od krucijalnog značaja u poslovnom procesu, te i kao takva najsnažnije utiče na novčane tokove preduzeća, te njegovu likvidnost. 	 Receivables collecting is a crucial phase in the business process, hence its impact upon the companys cash flows and its solvency is of paramount importance. 	 0.5
 Naplata potraživanja može se realizovati na razne načine: u ugovorenim rokovima po dospeću; sprovođenjem definisanih aktivnosti sa ciljem naplate, ukoliko kupac ne izmiri svoju obavezu u ugovorenom roku; realizacijom menice kod banke od strane predu zeća; prodajom potraživanja; sudskim putem kada preduzeće pokreće sudski spor protiv kupca. 	 Receivables can be collected in various ways: in contract-defined terms upon maturity; by defined activities towards collecting, in case the buyer does not meet his liability in due term; by bill of exchange the company negotiates with the bank; through the court procedure when the company sues the buyer. 	 0.5
 Preduzeća u nameri da ubrzaju priliv gotovine od potraživanja, pribegavaju prodaji svojih potraživanja posrednicima (najčešće bankama) kako bi došla do gotovine za novi operativni ciklus. 	 In order to accelerate the cash inflow, the companies may sell their receivables to mediators (most often the banks), to raise cash for a new operations cycle. 	 0.5
 Jedan od razloga što preduzeća prodaju potraživanja jeste taj što ona mogu biti jedini prihvatljiv izvor gotovine, u smislu da kada su krediti na finansijskom tržištu skupi, ovo je adekvatnije rešenje. 	 One reason the companies sell their receivables is that these may be the only acceptable source of cash; when the credits on the financial market are expensive, this seems a more adequate solution. 	 0.5
 Za ugovore o posredovanju, banke naplaćuju proviziju prema procentu prodatih potraživanja. 	 In concluding the mediation contracts the banks charge commission in accordance with the percentage of the receivables sold. 	 0.5
 Faktoring predstavlja značajnu formu kredita i održavanja naplate potraživanja od dužnika kupaca. 	 Factoring is also an important form of crediting and maintaining the receivables collecting from their debtors buyers. 	 0.5
 Faktoring je najčešće isplativ za prodavca, jer povećava njegovu likvidnost time što on dolazi do gotovine pre roka dospeća, a pored toga ga oslobađa i raznih finansijskih rizika koji bi se protokom vremena pojavili. 	 Factoring is usually good for the seller, since it improves his solvency in that the seller gets cash before the maturity date, and avoids various financial risks that might emerge in time. 	 0.5
 Forfeting poboljšava cirkulaciju gotovine u preduzeću. 	 Forfaiting improves the cash circulation within the company. 	 0.5
 Asignacija se često koristi u uslovima opšte nelikvidnosti, odnosno kada je preduzeću blokiran tekući račun. 	 Assignment is often used in the conditions of general insolvency, i.e., when the companys current account is frozen. 	 0.5
 U našoj zemlji bi trebalo da se formira adekvatno organizovan mehanizam osiguranja naplate potraživanja u smislu obezbeđenja finansijske discipline. 	 This country should undertake to develop an adequately organized security mechanism for receivables collecting in terms of ensuring that financial discipline. 	 0.5
 Za sada, finansijska disciplina predstavlja stvar poštenog odnosno fer odnosa između kupca i prodavca. 	 For the time being, the financial discipline is a matter of ethics, or a fair relationship between the buyer and the seller. 	 0.5
 Donošenje dobre poslovne odluke koja se odnosi na definisanje kreditne politike zahteva poznavanje poslovanja preduzeća, sredinskih faktora, kao i ekonomskih faktora koja utiču na opstanak tog poslovanja i računovodstvenog koncepta na kojima su zasnovani finansijski izveštaji preduzeća. 	 A good decision making as regards the credit policy requires that we know the companys business, the environmental factors, as well as the economic factors that affect the survival of such business and of accounting concepts on which the companys financial statements are based. 	 0.5
 LITERATURA Š1Ë Praktična primena MSFI, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008, str. 574-618. Š2Ë @arkić Joksimović N., Knežević S., Dmitrović V., Andrić T. Kupci kao važan faktor za rast biznisa u uslovima globalizacije, Međunarodna konferencija Biznis i globalizacija, Ohrid, 2007. Š3Ë Videti: http://www.dnb.com. 	 REFERENCE Š1Ë Praktična primena MSFI, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008, str.  574-618. 	 0.5
 Š4Ë Videti šire: 	 59-86. 	 0.5
 Higgins C. R. Analysis for Financial Management, McGraw-Hill, New York, 2009, str. 59-86. Š5Ë Zakon o obligacionim odnosima, Službeni list SFRJ, br. 29/78, 39/85, 45/89, 57/89, i Službeni list SRJ, br. 31/93, član 374. Š6Ë @arkić Joksimović N., Bojević Arsić V. Računovodstvo, Fakultet organizacionih nauka, Beograd, 2009, str. 101-106. Š7Ë Zakon o porezu na dobit preduzeća, Službeni glasnik Republike Srbije, br. 25/01, 80/02, 43/03 i 84/04. Š8Ë Horngren T. C., Harrison Jr. 	 Š8Ë Horngren T. C., Harrison Jr. T. W. Financial and Managerial Accounting, Pearson, Prentice Hall, New Jersey, 2008 Š9Ë Higgins C. R. for Financial Management, McGraw-Hill, New York, 2009, str. 	 0.5
 T. W. Financial and Managerial Accounting, Pearson, Prentice Hall, New Jersey, 2008 Š9Ë Higgins C. R. Analysis for Financial Management, McGraw-Hill, New York, 2009, str. 59-86, Š10Ë Kimmel P. D., Weygandt J. J., Kieso D. E. Financial Accounting Tools for Business Decision Making, John Wiley & Sons, Inc., New York, 2007. Š11Ë Meigs R. F., Meigs B. W. Računovodstvo: 	 59-86, Analysis Š10Ë Kimmel P. D., Weygandt J. J., Kieso D. E. Financial Accounting Tools for Business Decision Making, John Wiley & Sons, Inc., New York, 2007.  Š11Ë Meigs R. F., Meigs B. W. Računovodstvo: Temelj poslovnog odlučivanja, (Accounting: The basis for Business Decisions), Mate, Zagreb, prevod, 1993. 	 0.5
 Temelj poslovnog odlučivanja, (Accounting: 	 Š12Ë Međunarodni standardi finansijskog izveštavanja, IFRS 8 segmenti poslovanja, Savez računovođa i revizora Srbije, Beograd, 2009. 	 0.5
 Š19Ë @arkić-Joksimović N. Upravljanje finansijama, Fakultet organizacionih nauka, Beograd, 2009. Š20Ë @arkić-Joksimović N., Bogojević V. Računovodst-vo, Fakultet organizacionih nauka, Beograd, 2009. Š21Ë Zakon o obligacionim odnosima, Službeni list SFRJ, br. 29/78, 39/85, 45/89, 57/89, i Službeni list SRJ, br. 31/93. Š22Ë @arkić-Joksimović N., Bogojević V. Analiza finansijskih performansi preduzeća, Fakultet organizacionih nauka, Beograd, 1998. Š23Ë Sopranzetti J. B. Selling accounts receivable and the under investment problem The Quarterly Review of Economics and Finance 39, 1999, 291301. 	 Š13Ë Međunarodni standardi finansijskog izveštavanja, IAS (International Accounting Standards) 1 prezentacija finansijskih izveštaja, Savez računovođa i revizora Srbije, Beograd, 2009.  Š14Ë Praktična primena MSFI u Republici Srbiji, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008. 	 0.5
 Š24Ë Bougheas S., Matent S., Misen P. Corporate trade credit and inventories: 	 Š15Ë Subramanyam K. R., Wild J. J. Financial Statement Analysis, Mc Graw-Hill, New York, 2009. 	 0.5
 New evidence of a trade-off from accounts payable and receivable, Journal of Banking Finance, 2008. 	 Š16Ë Vaassen E. H. J. Accounting Information Systems A Managerial Approach, John Wiley & Sons, New York, 2002. 	 0.5
 Hibridni modeli javno-privatnog partnerstva UDK: 	 Š19Ë @arkić-Joksimović N. Upravljanje finansijama, Fakultet organizacionih nauka, Beograd, 2009.  Š20Ë @arkić-Joksimović N., Bogojević V. Računovodst-vo, Fakultet organizacionih nauka, Beograd, 2009. 	 0.5
 338.49:336.13 ; 334.723 Vladimir Poznanić¹, Miloš Milosavljević² ¹ Ekonomski fakultet u Beogradu ² Fakultet organizacionih nauka u Beogradu Javno-privatna partnerstva se u brojnim izveštajima, studijama i analizama navode kao ključni alat za razvoj infrastrukture i posledično ukupne nacionalne ekonomije. 	 Hybrid Public Private Partnership Models UDC: 338.49:336.13 ; 334.723 Vladimir Poznanić¹, Miloš Milosavljević² ¹ Faculty of Economics, Belgrade ² Faculty of Organizational Sciences, Belgrade In numerous reports, studies and analysis public-private partnerships are considered to be a key tool for the development of infrastructure and consequently the overall national economy. 	 0.5
 Otuda je ovaj koncept više od nekoliko decenija u fokusu stručne i naučne javnosti. 	 Therefore, this concept is in the focus of professionals and scholars attention. 	 0.5
 Evolucija javno-privatnog partnerstva još uvek nije konačna, pa se različita institucionalna rešenja razvijaju kako sa geografskog, tako i sa vremenskog aspekta. 	 The evolution of public-private partnership is not yet final, and the different institutional arrangements develop in both the geographical as well as the aspect of time. 	 0.5
 U ovom radu je predstavljan osnovni generički model relacije između javnog i privatnog partnera u realizaciji infrastrukturnih projekata, kao i mogućnosti razvoja hibridnih modela modela. 1. 	 This paper presents a basic generic model of the relationship between public and private partners in the implementation of infrastructure projects, as well as the possibility of the development of hybrid models.  1. 	 0.5
 Uvod Javno-privatno partnerstvo predstavlja koncept koji opisuje poslovne relacije privatnog, javnog partnera i trećih lica u kreiranju javnih, najčešće infrastrukturnih, objakata i usluga. 	 Introduction Public-private partnership is a concept that describes the business relations between the public, the private partners and the third parties in creating public, chiefly infrastructure facilities and services. 	 0.5
 Njegov savremeni istorijat je dug više decenija, ali koncept sve vreme evoluira, tako da je i dalje u centru pažnje akademika i praktičara iz ove oblasti. 	 Its modern history dates back to several decades, however, the concept evolves continually, therefore is the focus of attention of both academics and practitioners in this field. 	 0.5
 Osnova za ovakvo interesovanje sastoji se u činjenici da su potrebe za infrastrukturom u svetu značajno narasle. 	 The basis for this interest is in the fact that the demand for infrastructure increases significantly worldwide. 	 0.5
 U razvijenim zemljama ona su posledica starenja bazične infrastrukture i posledične potrebe da se amortizovana sredstva zamene u što skorijoj budućnosti, dok su u nerazvijenim zemljama potrebe za novom infrastrukturom potpuno nezasićene, kao posledica loše istorijske baze. 	 In the developed countries IT results from the obsolence of the basic infrastructure and hence the need to replace the depreciated property and equipment in the near future, whereas in the developing countries the needs for new infrastructure are still not saturated, the consequence of a poor historical backgrounds. 	 0.5
 Realizacija infrastrukturnih projekata korišćenjem modela javno-privatnog partnerstva je suštinski fundirana na nedostacima potpuno javne i potpuno privatne sheme izgradnje, finansiranja i upravljanja infrastrukturnim objektima i obezbeđivanju infrastrukturnih usluga. 	 The infrastructure projects realization using the public-private partnership model is essentially funded on the shortcomings of purely public and purely private scheme of construction, financing and managing infrastructure objects and provision of infrastructure services. 	 0.5
 Primera radi, Miller Š1Ë navodi da ni čisto javno, ni čisto privatno finansiranje, izvođenje i upravljanje infrastrukturnim projektima nije na dugi rok održivo. 	 For example, Miller Š1Ë claims that neither fully public nor fully private financing, executing ot managing infrastructure projects are sustainable in the long term. 	 0.5
 Milosavljević i Benković Š2Ë su izvršili strukturiranje potencijalnih nedostataka čisto javnih i čisto privatnih investicija u infrastrukturu u dve opšte grupe. 	 Milosavljević and Benković Š2Ë structured the potential weaknesses of purely public and purely private investments into infrastructure into two broad groups. 	 0.5
 Prvu grupu čine nedostaci i potencijalne pretnje uslovljene ulogom države u kreiranju i upravljanju infrastrukturnim projektima. 	 One group consists of the weaknesses and potential threats conditioned by the role of the state in creating and managing infrastructure projects. 	 0.5
 Ovi nedostaci se odnose na brojne neefikasnosti poput sporog i neefikasnog donošenja odluka, neefikasnog organizacionog i institucionalnog okvira, kao i nedostatka konkurencije, a time i tržišne efikasnosti Š3Ë. 	 These weaknesses refer to numerous inefficiences such as slow and inefficient decision making, inefficient organizational and institutional frame, as well as lack of competition, and hence market efficiency Š3Ë. 	 0.5
 Sa druge strane, imperfektnosti privatne inicijative u izvođenju infrastrukturnih projekata ogledaju se u potencijalnoj asimetriji u pružanju usluga i posledičnoj potrebi za pojačanom kontrolom od strane nadležnih državnih organa. 	 On the other hand, the imperfections of private initiative in the execution of infrastructure projects is reflected in the potential assymetry in the service provision and hence the need for stricter control by the state agencies. 	 0.5
 Dalje, određeni autori zagovaraju pristup potpune privatizacije kao ultimativnog pristupa za snabdevanje javnim dobrima. 	 Furthermore, certain authors advocate the approach of total/large-scale privatization as an ultimate approach to public goods supply. 	 0.5
 Iako se i dalje, barem u teoriji, koriste potpuno privatne sheme, Martimoor i Pouyet Š4Ë smatraju da je nejednoobrazno oslanjanje na privatizaciju pod uticajem nedostataka javne provizije infrastrukturnih dobara, a ne realne adekvatnosti privatnog sektora. 	 Although fully private schemes are still used, at least in theory, Martimoor and Pouyet Š4Ë maintain that a non-conformity in reliance upon privatization is affected by the weaknesses of the public provision of infrastructure goods, rather than by the real adequacy of the private sector. 	 0.5
 Premda javnoprivatno partnerstvo ima određene sličnosti sa privatizacijom, smatra se da se ovi termini ne mogu poistovetiti, što je pokušao, primera radi, Minow Š5Ë. 	 Although the public-private partnership is to some extent similar to privatization, many authors deem that these terms cannot be equalled, such as Minow, for example, tried Š5Ë. 	 0.5
 Prema Grimsey i Lewis Š6Ë u privatizaciji, naime, država u potpunosti gubi kontrolu nad subjektom privatizacije, dok u javno-privatnom partnerstvu odgovornost i kontrola bivaju ravnomerno distribuirani između javnog i privatnog partnera. 	 In the privatization process, according to Grimsey and Lewis Š6Ë, the state loses control over the subject of privatization entirely, whereas in public-private partnership the control and ownership are shared between the public and the private partners on an equal basis. 	 0.5
 Doslovno prethodno rečenom, za prevazilaženje datih problema treba pronaći formulu za pravilan odnos i ulogu javnog i privatnog aktera u finansiranju, izvođenju i upravljanju infrastrukturom. 	 In accordance with the above mentioned, to overcome the present problems it is important that a formula for an adequate role and relationship between the public and the private agents be found in infrastructure financing, execution and management. 	 0.5
 Hodge i Greve Š7Ë navode da gotovo sve definicije polaze od pretpostavke da je model javno-privatnog partnerstva dobar, jer koristi benefite i privatnog i javnog sektora. 	 Hodge and Greve Š7Ë claim that almost all definitions start from the assumption that the public-private partnership model is good, as it draws on the benefits of both the private and public sectors. 	 0.5
 Pri tome, uspešno sprovođenje javno-privatnog partnerstva zahteva efektivno partnerstvo između javnog i privatnog sektora, koje prema HM Treasury Š8Ë podrazumeva obezbeđivanje dovoljnog kapaciteta javnog sektora da se ponaša kao efektivan klijent i odgovarajući kapacitet privatnog sektora da ispuni zahteve korisnika, kao i u međusobno poverenje obe strane da se partnerstvo gradi na održivoj osnovi. 	 Besides, a successful implementation of public-private partnership requires an effective partnership between the public and the private sectors, which, according to HM Treasury Š8Ë means ensuring a sufficient capacity of the public sector to act as an effective client, an adequate capacity of the private sector to meet the consumers needs, as well as a mutual trust of both parties to build the partnership on a sustainable basis. 	 0.5
 Pozitivan stav prema javno-privatnim partnerstvima posledica je brojnih karakteristika samog partnerstva. 	 A positive attitude towards public-private partnerships stems from the numerous characteristis of the partnership itself. 	 0.5
 Prvi i osnovni element je, svakako, veća vrednost ko ja se kreira u pređenju sa ostalim metodama realizacije infrastruktunih projekata. 	 The primary among them is, doubtlessly, a higher value created in comparison with other methods of infrastructure project realization. 	 0.5
 Ovo testiranje je mnogo poznatije pod nazivom value for money test. 	 This testing is much better known as the value for money test. 	 0.5
 To zapravo znači, da bi pod istim uslovima privatni akter obezbedio infrastrukturne usluge ili izgradio infrastrukturne objekte po troškovima nižim od javne strane u poslu. 	 This actually means that under the same conditions, the private player would provide infrastructure services or build infrastructure facilities at lower costs compared to the public sector in this job. 	 0.5
 Druga elementarna karakteristika se odnosi na potencijale transfera rizika, pri čemu se na privatnog partnera u poslu mogu preneti kontrolne aktivnosti vezane za trošenje sredstava, dinamiku radova i sl. 	 Another elementary feature refers to the potentials of risk transfer, where the control activities related to expenditures, works dynamics, etc. can be transferred to the private partner. 	 0.5
 Ovde treba biti posebno pažljiv, jer transfer rizika treba da bude vođen principom da strana koja najbolje može da upravlja rizikom, treba da bude i opterećena istim. 	 This calls for a lot of caution, since risk transfer should follow the principle that the risk should be allocated to the party best suited to manage it. 	 0.5
 Da bi se ovi višestruko međuzavisni uslovi ispunili, neophodno je na adekvatan način fundirati relacije svih interesnih i zainteresovanih strana u javno-privatnom partnerstvu. 	 In order that these multiple interrelated conditions be fulfilled it is necessary that the relations of all the interest and interested parties in the public-private partnership should be founded. 	 0.5
 Posebno je značajna relacija između javnih institucija i organizacija i projektne kompanije, koja će i biti centralna tema ovog rada. 	 The relationship between public institutions and organizations and the project company is especially important and it is the central theme of this work. 	 0.5
 U radu će biti objašnjen sam koncept javno-privatnog partnerstva. 	 Our aim in the paper is to explain the public-private partnership concept itself. 	 0.5
 Zatim će biti definisan opšti sistem relacija u generičkom modelu. 	 We will then proceed to define the general system of relations in the generic model. 	 0.5
 Na kraju će biti predstavljeni mogući hibridni modeli, čiji spisak, usled kontinuelnog razvoja, nije konačan. 2. 	 Finally, possible hybrid models will be presented, however the list, due to their continual development, is not final.  2. 	 0.5
 Koncept i suštinska obeležja javno-privatnog partnerstva Do sada su razvijeni brojni varijeteti novih modela javno-privatnog partnerstva kako bi se on prilagodio specifičnim situacijama i sektorima. 	 Concept and essential features of public-private partnership Numerous varieties of new public-private partnership models have been developed so far in order that the public-private partnership model should be adapted to specific situations and sectors. 	 0.5
 Na osnovu toga se sinergija kreirana unutar partnerstva može proširiti na brojne specifične niše infrastrukturnog razvoja. 	 Thus the synergy created within the partnership can spread to numerous specific niches of infrastructure development. 	 0.5
 U najrazvijenijim zemljama javno-privatna partnerstva se koriste do izvesne mere u realizaciji infrastrukturnih projektata. 	 In the most highly developed countries the public-private partnerships are used to some extent in the realization of infrastructure projects. 	 0.5
 U zemljama Zapadne Evrope, Velika Britanija je preuzela vodeću poziciju u realizaciji inicijative za privatnim finansiranjem (što je britanski ekvivalent za projekte partnerstva javnog i privatnog sektora) iako i druge zemlje eksperimentišu ša širokim spektrom javno-privatnih partnerstava. 	 In the western European countries, Great Britain has a leading position in the private financing initiative realization (the British equivalent for the public and private sector partnership projects), although other countries too experiment with a wide range of public-private partnerships. 	 0.5
 U zemljama u razvoju, prema studiji Akintoye et al.  Š9Ë, postoji velika regionalna koncentracija ovih ugovora prvenstveno u Latinskoj Americi, a prate ih ugovori iz Jugoistočne Azije. 	 In the developing countries, according to Akintoye et al. Š9Ë study, there is a high regional concentration of such contracts, primary in Latin America, followed by such contracts in Southeastern Asia. 	 0.5
 Vrste ugovora su vrlo različite i variraju od zemlje do zemlje u zavisnosti od senzibiliteta nacionalnih ekonomija. 	 Types of contracts vary greatly and differ from country to country in accordance with the sensibility of national economies. 	 0.5
 I pored široke rasprostranjenosti, teško je naći jedinstvenu definiciju za partnerstvo javnog i privatnog sektora. 	 Regardless of the range, it is difficult to find a unique definition of the partnership between the public and the private sectors. 	 0.5
 Šire akademske definicije vide javno-privatno partnerstvo kao ugovor u kom privatni sektor vrši izgradnju infrastrukturnih objekata i pružanje infrastrukturnih usluga koje je tradicionalno obezbeđivala država Š10Ë. 	 Broad academic definitions describe publicprivate partnership as a contract by which the private sector builds infrastructure facilities and provides infrastructure services which has traditionally been the role of the state Š10Ë. 	 0.5
 Nešto specifičnije definicije uključuju esencijalne karakteristike i definišu javno-privatno partnerstvo kao partnerstvo između javnog i privatnog sektora koji kooperativno rade na ostvarenju zajedničkih ili kompatibilnih ciljeva (kao što su obezbeđenje infrastrukturnih usluga), zajedno sa distribucijom rizika i odgovornosti i njihovom alokacijom na javni i privatni sektor Š3Ë. 	 More specific definitions include essential features and define public-private partnership as partnership between the public and the private sectors which cooperate for the purpose of achieving mutual or compatible goals (such as provision of infrastructure services) together with the risk and liability distribution and allocation to the public and the private sectors Š3Ë. 	 0.5
 Nedostatak jednoobrazne definicije međunarodnih institucija i organizacija jednako je kompleksna poput one između akademika i istraživača iz oblasti projektnog finansiranja. 	 The lack of a uniform definition of international institutions and organizations makes the problem complex, such as is the one between academics and practitioners in the field of project financing. 	 0.5
 Primera radi, Svetska Banka nema jedinstvenu definiciju i pojmu javno-privatnog partnerstva pridaje dosta široko značenje. 	 For example, the World Bank has no uniform definition and treats the publicprivate partnership concept as rather a broad one. 	 0.5
 Naglašava se pojam partnerskog stila u obezbeđivanju infrastrukturnih usluga kao antipod stilu arms lenght koji podrazumeva delovanje ili ponašanje strana u poslu kao da su potpuno finansijski i na druge načine nepovezani. 	 They stress the concept of partnership style in the provision of infrastructure services as an antipode to the arms length style which means the action or behaviour of the parties in the job as independent from each other, both financially and otherwise. 	 0.5
 Prihvatanje odgovornosti je širokog spektra i kreće se od pojedinačne odgovornosti za svaki povereni segment posla, do zajedničke odgovornosti za pojedinačne elemente posla, odnosno celokupan posao. 	 Liability is understood in a rather broad sense and ranges from individual responsibility for each assigned job segment to shared responsibility for individual job elements, or the entire job. 	 0.5
 Pored ovih elemenata, definišu se i preuzimanje rizika, nagrade za obavljanje poslova i ostalo Š11Ë. 	 In addition to these elements, risk taking, rewards for the job done and others are defined Š11Ë. 	 0.5
 Na drugoj strani, prema stavu Evropske Komisije Š12Ë, javno-privatno partnerstvo predstavlja ugovor između dve ili više strana koje su se dogovorile da kooperativnim radom postignu podeljene i/ili kompatibilne ciljeve i u kojima postoji podela nadležnosti i odgovornosti; zajedničko ulaganje resursa; podela dugova ili preuzimanja rizika; i idealna zajednička korist. 	 On the other hand, according to the European Commission Š12Ë, the public-private partnership can be defined as the contract between two or more parties that agree to cooperate for the purpose of achieving separate or/and compatible goals, with delegation of authority and liability, joint investment into resources, shared debts and risk taking and ideal mutual benefit. 	 0.5
 Pored Smernica za uspešna javna partnerstva koje sadrže ovu definiciju, Evropska Komisija je prethodno donela i brojne direktive koje se odnose na oblast saradnje javnog i privatnog sektora koje se smatraju tzv. klasičnim smernicama (poput:  Supplies Directive 93/36/EEC, Services Directive 92/50/EEC, Utilities Directive 93/38/EEC). 	 In addition to the Guidelines for successful public partnerships that follow this definition, the European Commission has previously adopted numerous directives related to the field of collaboration of the public and private sectors which are regarded as the so-called classic guidelines (such as: Supplies Directive 93/36/EEC, Services Directive 92/50/EEC, Utilities Directive 93/38/EEC). 	 0.5
 Finalna analiza javno privatnog partnerstva data je 2004. godine u Zelenoj knjizi o javno-privatnom partnerstvu i lokalnom zakonodavtsvu o javnim ugovorima i koncesijama, čime je decidno određena klasifikacija ovog oblika partnerstva. 	 The final analysis of the publicprivate partnership sector was issued in 2004, in the Green book on the public-private partnership and local legislature on public contracts and concessions, thereby clearly classifying this type of partnership. 	 0.5
 Njime je izvršena klasifikacija na javno privatna partnerstva koja su isključivo ugovornog oblika i na institucionalna javno-privatna partnerstva. 	 Thus the partnerships are classed into the public-private partnerships which are exclusively contractual in type and the institutional public-private partnerships. 	 0.5
 Smernice koje je dala Evropska Unija nisu obavezujuće. 	 The guidelines provided by the European Union are not binding in character. 	 0.5
 One su bazirane na dualnom cilju: javno-privat na partnerstva je potrebno do određene mere unificirati kako bi sve zemlje članice mogle da koriste benefite ovog modela; sa druge strane, nijedan privredni subjekat ne sme biti stavljen u povlašćen položaj u odnosu na ostale. 	 They are based on a dual goal: the public-private partnership should be unified to such an extent that all the member-countries should be in a position to benefit from this model; on the other hand, no economic entity can be privileged in comparison with the others. 	 0.5
 U domaćem legislativnom i privrednom ambijentu, javno-privatna partnerstva potpadaju isključivo pod nadležnost domaće zakonodavne jurisdikcije, te smernice Evropske Unije još uvek nemaju kritični značaj. 	 In the domestic legislative and economic environment, public-private partnerships are exclusively under the home country jurisdiction, hence the European Union guidelines are not of critical importance yet. 	 0.5
 Pored opštih pravnih normi, javno-privatna partnerstva posebno tangiraju Zakon o koncesijama, Zakon o javnim nabavkama, posebna podzakonska pravila o javnim nabavkama, kao i brojni drugi zakonski i podzakonski akti Republike Srbije. 	 In addition to the general legal norms, public-private partnerships are specially linked to the Concession Law, the Law on Public Acquisitions, as well as other legal and sublegal acts of the Republic of Serbia. 	 0.5
 Naglasak ovog rada, međutim, nije na pravnim aspektima javno-privatnog partnerstva. 	 Our aim in this paper, however, is not to highlight the legal aspects of public-private partnership. 	 0.5
 Relacije koje su posmatrane nisu pravno-tehničke kategorije u smislu ugovora između strana u poslu, iako se najčešće tako pojavno manifestuju. 	 The relations taken into consideration here are not legal and technical categories in the sense of parties in a business arrangement, although they appear to be such. 	 0.5
 Fokus je na istraživanju poslovnih relacija u menadžerskom smislu, te formulisanju manevarskog prostora koje akter u javno-privatnom partnerstvu imaju pred sobom. 3. 	 The focus is rather on the research into the business relations in a managerial sense, and formulating a leeway the players in public-private partnership should have.  3. 	 0.5
 Poslovne relacije i ugovorni odnosi u javno - privatnom partnerstvu Ugovori u javno-privatnom partnerstvu su neophodni za regulisanje prava i obaveza svih ugovornih strana tokom svih faza realizacije infrastrukturnih projekata. 	 Business relations and contract relationships in public-private partnership In public-private partnership, contracts are indispensable in regulating the rights and liabilities of all the contracting parties during all the phases of infrastructure projects realization. 	 0.5
 Shodno specifičnostima svakog partnerstva, sami ugovori se sastavljaju posebno za svaki projekat javnoprivatnog partnerstva. 	 In accordance with the specific features of each partnership, the contracts themselves are concluded for each public-private partnership project individually. 	 0.5
 Ugovorima se u modelu javno-privatnog partnerstva vrši specifikacija svih uslova pod kojima privatni akter na sebe preuzima obaveze izgradnje, održavanja, isporuke usluga datog kvaliteta i kvantiteta, transfera infrastrukturnih objekata nakon isteka perioda eksloatacije i ostalih bitnih elemenata. 	 Contracts in the public-private partnership model serve to specify all the conditions under which the private party undertakes the liability to build, maintain, provide services of stipulated quantity and quality, transfer the infrastructure facilities upon the expiry of the exploitation period and other important elements. 	 0.5
 Posebne klauzule se koriste kako bi se povećala funkcionalnost projekta javno-privatnog partnerstva i posledično adekvatnije upravljalo istim. 	 Special clauses are introduced to improve the functionality of the public-private partnership project and consequently manage the project in a more adequate manner. 	 0.5
 Pri sastavljanju ugovora, treba voditi računa o preduslovima, karakteristikama samog modela javno-privatnog partnerstva, kao i o principima po kojima se ugovori dodeljuju. 	 In drafting a contract attention should be paid to the preconditions, the characteristics of the public-private partnership model itself, as well as to the principles according to which the contracts are granted. 	 0.5
 Preduslovi se odnose na kreiranje adekvatnog pravnog i poslovnog ambijenta za razvoj projekata javno-privatnog partnerstva Š13Ë.  Ovo, međutim, ne znači i da je to dovoljan uslov za implementaciju projekta javno-privatnog partnerstva. 	 The preconditions refer to creating an adequate legal and business environment for the development of the pub lic-private partnership project Š13Ë. This, however, does not mean that it is a sufficient condition for the public-private partnership project implementation. 	 0.5
 Sam ugovor mora imati specifikaciju minimalnih standarda kako bi projekat bio primenjen, ali i kako bi se na adekvatan način alocirao rizik među partnerima u poslu. 	 The contract itself has to specify the minimum standards in order that the project should be implemented, but also in order that the risk should be adequately allocated among the business partners. 	 0.5
 Iako je njegova pojavna manifestacija vrlo slična ugovorima o javnoj nabavci, treba naglasiti da se radi o različitim ugovorima, prevashodno zbog njihovog stepena kompleksnosti. 	 Such contract is quite similar to the contracts on public acquisitions, however, it should be noted that here we deal with different contracts, primarily due to their degree of complexity. 	 0.5
 Ugovori o javnoj nabavci se zasnivaju na selekciji najbolje ponude na bazi seta unapred određenih kriterijuma i najčešće se traganje za najboljom ponudom sastoji semo od prikuljanja ponuda. 	 The contracts on public acquisitions are based on the selection of the best offer on the basis of the set of a priori defined criteria and most often the search for the best offer is confined to simply collecting offers. 	 0.5
 Kod ugovaranja o partnerstvu javnog i privatnog sektora stanje je drugačije, jer pregovaranje treba za ishod da ima najbolju dugoročnu ponudu. 	 The situation t is different with the contracts on the partnership between the public and the private sectors in that the negotiaations should result into the best long-term offer. 	 0.5
 To znači da privatni partner mora da poseduje potrebnu ekpertizu i faktički kapacitet da efektivno upravlja projektom. 	 This means that the private partner must command the required expertise and the real capacity to manage the project effectively. 	 0.5
 Privatni partner mora dati sveobuhvatnu procenu investicionog programa koji se najčešće realizuje tokom više godina. 	 The private partner has to provide a comprehensive estimate of the investment programme which is in most cases carried out in the time span of several years. 	 0.5
 Nakon toga se ugovorom vrši transfer obaveza sa javnog na privatnog partnera, pri čemu se vodi računa o alokaciji rizika shodno karakteristikama samog infratrukturnog dobra. 	 Then the transfer of liabilities is effected per contract from the public to the private partner, whereby special attention is paid to the risk allocation in accordance with the characteristics of the infrastructure goods itself. 	 0.5
 Svi benefiti projekta moraju biti u direktnoj korelaciji sa samim performansama projekta, čime se izbegava mogućnost da privatni partner generiše finansijske i druge materijalno-pravne koristi za koje nije zaslužan. 	 All the project benefits are directly correlated with the the project performances themselves, therebye avoiding the situation in which the private partner should generate any financial or tangible or legal benefits he does not merit. 	 0.5
 Kao sekundarni efekat, mora se ustanoviti i period ekploatacije projekta, odnosno trenutak kada će infrastrukturni objekat biti prenet na javni sektor. 	 As a secondary effect, the project exploitation period has to be stipulated, namely the moment the infrastructure facility will be transferred to the public sector. 	 0.5
 U trenutku transfera, infrastrukturno sredstvo mora biti u stanju u kom je naznačeno na početku ugovora, što nije nimalo jednostavno uzimajući u obzir da je period ekploatacije ponekad i do 30 godina. 	 At the moment of transfer, the infrastructure facility has to be in the condition specified at the beginning of the contract, which is by no means easy if we know that the exploitation period may sometimes span to even 30 years. 	 0.5
 Nakon definisanja osnovne poslovne relacije, projektna kompanija definiše ostale ugovorne opnose sa trećim stranama: izvođačima radova, dobavljačima različitih sirovina i energenata, kupcima infrastrukturnih usluga ili proizvoda, privrednim subjektima koji se bave održavanjem infrastrukturnih objekata, te različitim sponzorima, investitorima i kreditorima. 	 Upon defining the basic business relations, the project company defines other contractual relations with third parties: contractors, suppliers of various raw materials and power resources, infrastructure services or products purchasers, economic entities engaged in infrastructure facilities maintenance, and various sponsors, investors and creditors. 	 0.5
 Lista interesnih i zainteresovanih strana ovime nije konačno obuhvaćena, ali se u generičkom obliku ove relacije mogu predstaviti modelom prikazanim na sledećoj strani (slika 1). 	 The list of interest and interested parties is not exhausted here, however, in a generic sense, these relations can be represented by the model in Figure 1. 	 0.5
 Slika 1. 	 Figure 1. 	 0.5
 Generički model poslovnih odnosa u javno-privatnom partnerstvu Š14Ë 4. 	 Generic model of business relations in public-private partnership Š14Ë 4. 	 0.5
 Mogućnosti hibridnih poslovnih relacija u javno-privatnom partnerstvu Ne postoji jedinstven i univerzalno prihvatljiv model za odlučivanje koja vrsta modela javno-privatnog partnerstva će najbolje služiti projektu. 	 Hybrid business relations varieties in public-private partnership There is no uniform nor universally acceptable decision-making model on which type of public-private partnership model will serve the project best. 	 0.5
 Prethodno rečeno zavisi od osobenosti samog projekta i percepcije populacije o potrebi za partnerstvom. 	 The abovementioned depends on the features of the project itself, as well as on the perception of the population of the need for partnership. 	 0.5
 Tradicionalne modele javno-privatnog partnerstva ponekad karakterišu rigidne pretpostavke, odlaganja u pregovorima i posledični uvećani troškovi usled dejstva brojnih faktora okruženja. 	 The traditional public-private partnership models are sometimes characterised by rigid assumptions, postponement in negotiations and consequentially increased costs due to the impacts of numerous environmental factors. 	 0.5
 Svako odugovlačenje u pregovorima, progresija troškovi i rigidnost uslova standardizovanih ugovora javno-privatnog partnerstva dovode do suboptimalne alokacije resursa. 	 Any delay in negotiations, the cost progression and the rigidity of the conditions in standardized public-private partnership contracts result into a suboptimal resource allocation. 	 0.5
 U cilju korišćenja brojnih šansi i snaga, kao i prevazilaženja različitih pretnji i slabosti sa kojima se javnoprivatno partnerstvo može suočiti, razvijeni su hibridni modeli javno-privatnog partnerstva. 	 The hybrid public-private partnership models are developed for the purpose of using numerous opportunities and strengths, as well as overcoming various threats and weaknesses the public-private partnership may be faced with. 	 0.5
 Ovi modeli su primenljivi u specifičnim situacijama i sektorima gde je moguće postići viši kvalitet izvođenja projekta. 	 These models are applicable in specific situations and sectors where a higher quality of product can be achieved. 	 0.5
 Specifične karakteristike situacija i sektora proizvod su delovanja rizika i neizvesnosti. 	 Specific situational or sector characteristics are the result of risk and uncertainty. 	 0.5
 Oni mogu biti rezultat latentnih defekata (tokova kod realizacije infrastruktirnih projekata koje nisu bile predvidive u početnim fazama), promenama politika (prihvatanje promena u zahtevanim uslugama), riziku tražnje (koji su rezultat, na primer, uvođenja izbora korisnika), promene u potrebama za javnim dobrima, kao i rapidne promene u tehnologijama. 	 They in turn may result from defects (flows in the infrastructure projects execution that could not be predicted in the initial phases), policy changes (adopting changes in required services), demand risk (the result of, e.g., introducing a customers choice), changes in demand for public goods, as well as from rapid changes in technologies. 	 0.5
 Modeli koji mogu da povećaju fleksibilnosti i skrate ugovorni period imaju potencijal da povećaju verovatnoću postizanja ciljeva politike javnog sektora za infrastrukturni razvoj, za projekte koji su posebno izloženi prethodno navedenim rizicima i neizvesnostima Š15Ë.  Hibridni modeli se razlikuju po stepenu kompleksnosti samih relacija između javnog i privatnog partnera. 	 The models capable of improving the flexibility and shortening the contractual period have the capacity to increase the probability of achieving the goals of the public sector policy in infrastructure development, for the projects that are highly exposed to the above mentioned risks and uncertainties Š15Ë. Hybrid models differ by the level of complexity of the very relations between the public and the private partners. 	 0.5
 Najkompleksnije forme su udruživanje i zajedničko ulaganje. 	 The most complex forms are incorporations and joint ventures. 	 0.5
 Pod udruživanjem se podrazumeva da ne sve, već samo određene projektne operacije se prenose na privatnog partnera. 	 Incorporation means that not all but only certain project operations are transferred to the private partner. 	 0.5
 Najčešće navođeni elementi su dizajn projekta, razvoj i finansiranje. 	 Most frequently mentioned elements here are project design, development and financing. 	 0.5
 Ova kolaboracija može biti proširena na ostale poslovne operacije tokom životnog ciklusa projekta. 	 This collaboration may be extended to other business operations throughout the project life cycle. 	 0.5
 Zajedničko ulaganje je ugovor kojim se javni i privatni partner u poslu obavezuju da udruženim sredstvima, finansijama i ekspertizom, a pod objedinjenom upravom, realizuju program ili projekat, deleći pri tome profit i rizik. 	 Joint venture is a contract binding the public and the private sectors to join their assets, finance and expertise, under shared management, to carry out a programme or a project, sharing both profits and risks. 	 0.5
 U ovoj vrsti partnerstva privatni partner zadržava kontrolu. 	 In this type of partnership the private partner retains control. 	 0.5
 Prema Merna i Njiru Š16Ë , ovakva vrsta projekta zahteva tzv. value for money test i mora se prilagoditi sledećim kriterijumima: (a) privatni partner se bira kroz nadmetanje, (b) kontrolu zajedničkog ulaganja zadržava privatni akter, (c) postoji jasna definisanost državnih kontribucija i ograničenja u projektu i (d) postoji jasan dogovor o alokaciji rizika i distribuciji nagrada. 	 According to Merna and Njiru Š16Ë, such a type of projects requires the socalled value for money test and has to meet the following criteria: (a) the private partner is selected through competitive bidding, (b) the control over joint investment is the liability of the private agent, (c) state contributions and constraints in the project are clearly defined, and (d) there is a clear agreement on the allocation of risks and the distribution of rewards. 	 0.5
 Kada se više po obimu manjih projekata objedini i poveri jednom partneru kako bi se smanjili troškovi i trajanje realizacije projekata, radi se o povezivanju ili objedinjavanju manjih poslova. 	 When many projects that are smaller in scope are integrated and entrusted to one partner so that the costs be reduced and the time of the project realization be short ened, we talk of integrating or consolidating smaller jobs. 	 0.5
 Time se, načelno, postiže sinergija u realizaciji infrastrukturnih projekata. 	 Basically, this helps achieve the synergy in the realization of infrastructure projects. 	 0.5
 Objedinjavanje se odnosi na poveravanje funkcija dizajna, izgradnje, finansiranja, realizacije i održavanja objekata privatnom partneru, najčešće kroz formiranje SPV-a ili virtuelne korporacije kreirane za specifičan projekat Š17Ë. 	 Incorporation includes the entrusting of the functions of design, construction, financing, realization and maintenance of facilities to the private partner, most frequently via forming a SPV or a virtual corporation created for a specific project Š17Ë. 	 0.5
 Sa ovakvim modelom izgradnje infrastrukture, javni sektor zadržava minimalističke zahteve: treba samo izabrati konzorcijum iz privatnog sektora koji će biti zadužen za dizajn kvalitativnih atributa infrastrukture, izgradnju ovih sredstava i, konačno, upravljanje na najefikasniji mogući način Š4Ë. 	 With such a model of infrastructure building, the public sector retains its minimalistic requirements: it only needs to form a consortium out of the private sector that will be in charge of the design of qualitative infrastructure attributes, construction of these facilities and, finally, of managing them in the best possible manner Š4Ë. 	 0.5
 Cilj objedinjavanja je izbegavanje suparničkih odnosa i akrimonije koja ponekada karakteriše konvencionalne modele za realizaciju projekata i umesto toga omogućavaju da sve strane rade zajedno i kolaborativno za dobro projekta. 	 The aim of incorporation is to avoid the rivalries and acrymony that sometimes characterise the conventional models of project realization and allow for all the parties to cooperate and collaborate for the good of the project. 	 0.5
 Prema Diloitovoj studiji Š15Ë ovaj model je posebno uotrebljiv u sektoru odbrane, gde su projekti veliki i nerazdvojivi i gde dobro definisani autputi često ne smeju biti objavljeni. 	 According to the Deloitte study Š15Ë, this model is especially applicable in the defence sector, where projects are large and inseparable from one another and where well defined outputs are often not allowed to be publicised. 	 0.5
 Ipak određena ograničenja postoje. 	 There are some restraints, though. 	 0.5
 Primera radi, Iimi Š18Ë navodi da u snabdevanju vodom nije isplativo stvarati konkurenciju za godišnje isporuke manje od 400 miliona m³. 	 For example, Iimi Š18Ë states that in case of water supply it is not profitable to create competition for the annual deliveries of less than 400 million m3. 	 0.5
 Javno privatno partnerstvo je moguće realizovati putem funkcije integratora. 	 Public-private partnership can be achieved via the integrator function. 	 0.5
 Nadležni javni organ određuje partnera iz privatnog sektora, integratora, koji će upravljati projektom tokom životne faze. 	 The competent public entity appoints the partner from the private sector, the integrator, to manage the project throughout its life cycle. 	 0.5
 Integrator dobija ulogu posrednika, jer uređuje neophodne funkcije, a kao nagradu dobija izvesnu proviziju. 	 The integrator has a role of a mediator since it regulates the necessary functions and is paid a defined commission for the job. 	 0.5
 Država ne sankcioniše direktno izvođače, već integratora za eventualna kašnjenja u izvođenju radova, preterana trošenja, loš kvalitet i slično. 	 In case of possible delays in constructions, of excessive costs, poor quality, etc., the state does not sanction the contractors, but the integrator. 	 0.5
 Najčešće se ne dozvoljava da integrator direktno obavlja poslovne aktivnosti realizacije infrastrukturnog projekta, kako bi se sprečio mogući sukob interesa, ili se dozvoljava njegovo učešće samo u početnim fazama (npr. izgradnji), a kasnije dobija novu posredničku ulogu. 	 The integrator is most often not allowed to perform certain business operations in the infrastructure project execution directly, in order to prevent a possible conflict of interests, or is allowed to participate only in the initial phases (e.g., construction works); later the integrator is assigned a new mediation role. 	 0.5
 Veruje se da su tržišne sile te koje obezbeđuju vrednost za novac kroz postupak nadmetanja za ugovor o koncesiji ili javnoj nabavci. 	 The market forces are believed to give value for money through competitive biddings for a concession contract or a contract on public procurements. 	 0.5
 Razlog tome je što su ponuđači spremni da prihvate kompetitivnu tenziju, te isporuče infrastrukturni objekat ili uslugu na ekonomičniji način nego u slučajevima kada ne postoji konkurencija Š7Ë.  Kompetitivno partnerstvo može da se primeni kada specifičnost projekta dozvoljava ex ante alokaciju resursa. 	 This is for the reason that bidders are ready to accept the competitive tension and deliver the infrastructure facility or service in a more economical manner than in case there is no competition whatsoever Š7Ë. Competitive partnership can be implemented when the specific nature of the project allows for the ex ante allocation of resources. 	 0.5
 U tom slučaju, nadležna regulatorna agencija može izabrati više privatnih partnera koji će se boriti za nove resurse. 	 In such a case the competent regulatory agency may select a number of private partners to compete for new resources. 	 0.5
 Simultano će se birati partner za svaki naredni projektni segment i to tako što će ugovor dobiti stranka koja je na najbolji način obavila prethodne zadatke. 	 The partner for any subsequent project segment will si multaneously be selected, in that the contract will be signed with the party that performed the previous tasks in the best manner. 	 0.5
 Sa druge strane, inkrementalno partnerstvo podrazumeva da određeni projektni poslovni elementi mogu biti otkazani ili poptuno obustavljeni ukoliko se proceni da su neproduktivni. 	 On the other hand, incremental partnership means that certain project business elements can be cancelled or completely stopped if they are estimated as non-productive. 	 0.5
 Javni sektor može davati dozvole za nastavak projekta inkrementalno i zadržati pravo uspostavljanja partnestva sa drugim subjektima ukoliko se prethodno izabrana alternativa pokaže neodgovarajućom. 	 The public sector may issue the permits for the project to be continued incrementally and retain the right to form partnerships with other entities if the previously selected alternative proves inadequate. 	 0.5
 Na ovaj način se smanjuje rizik za javnog partnera, jer se omogućuje kontinuelno prilagođavanje i eliminiše se sveobuhvatno, tzv. all-inclusive obavezivanje. 	 Thus the public partner takes less risk, as it ensures a continual adjustment and the socalled all-inclusive liability is eliminated. 	 0.5
 Na slici 2 prikazani su potencijali razvoja hibridnih modela javno-privatnih partnerstava. 	 Figure 2 presents the prospects of the hybrid public-private partnership models development. 	 0.5
 Treba naglasiti, da oni mogu biti međusobno isključivi, ali u određenim specifičnim okolnostima, oni mogu biti i komplementarni. 	 It is important to note that they are mutually exclusive, however, in certain specific circumstances, they may be complementary. 	 0.5
 Tada se simultano mogu koristiti kako bi se povećala efektivnost i efikasnost ugovaranja. 	 Then they can be used simultaneously to improve the efficiency and effectiveness of contracting. 	 0.5
 Slika 2. 	 Figure 2. 	 0.5
 Hibridni modeli javno-privatnih partnerstava Opcije za hibridizaciju navedene prethodnim modelom ne predstavljaju konačnu listu. 	 Hybrid public-private partnership models The hybridization options listed in the above-presented model do not close the list. 	 0.5
 Razlog tome je postojanje brojnih rizika i neizvesnosti koje profilišu razvoj infrastrukture. 	 The risks and uncertainties that profile the infrastructure development are numerous. 	 0.5
 Svaki infrastrukturni objekat i usluga karakteriše poseban set rizika i kako ova lista bude detaljnija, tako će i broj hibridnih modela narastati. 5. 	 Each infrastructure facility and service is characterised by a new set of risks, therefore, the more detailed the list, the larger number of hybrid models will emerge.  5. 	 0.5
 Zaključna razmatranja Razvoj infrastrukture predstavlja jednu od ključnih aktivnosti svake nacionalne ekonomije. 	 Conclusive discussions The development of infrastructure is one of the key activities of any national economy. 	 0.5
 Tradicionalni pristupi finansiranju koji se zasnivaju na direktnom finansiranju projekata postaju neadekvatni, te je potrebno primeniti model javno-privatnog partnerstva za proviziju infrastrukturnih usluga. 	 The traditional approaches to financing based on direct project financing become inadequate; hence it is necessary that in the provision of infrastructure services a model of public-private partnership be implemented. 	 0.5
 Aranžmani javno-privatnog partnerstva se javljaju u brojnim formama. 	 The forms of public-private partnership arrangements are numerous. 	 0.5
 Kao potencijalno koristan koncept za razvoj infrastrukture, javno-privatno partnerstvo se prilagođava individualnim potrebama i karakteristikama svakog projekta i projektnog partnera. 	 A potentially useful concept of infrastructure development, public-private partnership can be adjusted to individual needs and characteristics of every single project and/or project partner. 	 0.5
 U ovom smislu, važno je istaći da osnovna načela, pristupi i tehnike oje se primenjuju u javno prvatnom partnerstvu mogu biti obogaćenje uključivanjem posebnih klauzula u ugovorima. 	 Here, it is important to note that the basic principles, approaches and techniques implemented in public-private partnership may be enriched by the introduction of specific clauses in contracts. 	 0.5
 Time se od osnovnog modela može dobiti potpuno sadržinski nov hibridni model javno-privatnog partnerstva. 	 Thus a basic model can take in new contents to grow into an entirely new hybrid public-private partnership model. 	 0.5
 Do koje mere treba imoderirati sam koncpet javnoprivatnog partnerstva zavisi od seta specifičnih okolnosti u kojima se realizuje određeni infrastrukturni projekat. 	 The extent to which the concept itself of public-private partnership should be moderated depends on the set of specific circumstances in which a given infrastructure project is executed. 	 0.5
 Treba posebno istaći da je situacioni pristup jedini validan prilikom selekcije adekvatnog modela javno-privatnog partnerstva. 	 It is important to note that the situational approach is the only valid approach in the selection of an adequate public-private partnership model. 	 0.5
 Situacioni pristup podrazumeva izboru optimalng rešenja na ad hoc osnovi. 	 The situational approach means a selection of an optimal solution on an ad hoc basis. 	 0.5
 Ključni kriterijumi koji karakterišu moderaciju koncepta su brojni. 	 The key criteria characterising the moderation of the concept are numerous. 	 0.5
 Posebno treba naglasiti da dugoročna kooperacija, realna alokacija rizika i transfer odgovornosti za određene segmente operacija treba da rezultira većim kvalitetom izgradnje infrastrukturnih objekata i pružanja infrastrukturnih usluga u korist svih aktera. 	 It is especially important to note that a long-term cooperation, a real risk allocation and the liability transfer for certain operations segments should result into a higher quality of infrastructure facilities construction and infrastructure services provision, to the benefit of all the participants. 	 0.5
 A Guide to Best Practice in Construction, E&N Spon, 1999. Š2Ë Milosavljevic, M. and Benkovic, S. Modern Aspects of Public Private Partnership, Perspectives of Innovations, Economics and Business, Vol. 	 Š2Ë Milosavljevic, M. and Benkovic, S. Modern Aspects of Public Private Partnership, Perspectives of Innovations, Economics and Business, Vol. 3, pp 2528, 2009. 	 0.5
 3, pp 25-28, 2009.  Š3Ë Kwak, Y. H. Chih Y. Y. and Ibbs C. W. Towards a Comprehensive Understanding of Public Private Partnerships for Infrastructure Development, California Management Review, Vol. 	 Towards a Comprehensive Understanding of Public Private Partnerships for Infrastructure Development, California Management Review, Vol.51, No.2, 2009 Š4Ë Martimor, D. and Pouyet, J. 	 0.5
 Normative and Positive Theories of Publicprivate Partnership, International Journal of Industrial Organization, Volume 26, Issue 2, pp 393411, 2008. 	 To Build or Not to Build: Normative and Positive Theories of Publicprivate Partnership, International Journal of Industrial Organization, Volume 26, Issue 2, pp 393411, 2008. 	 0.5
 Š5Ë Minow, M. Public and private partnerships: 	 Š5Ë Minow, M. Public and private partnerships: Accounting for the new religion. 	 0.5
 Accounting for the new religion. 	 Harvard Law Review. 	 0.5
 Harvard Law Review.  Vol. 	 Vol. 116, pp 1229-1237, 2003. 	 0.5
 116, pp 1229-1237, 2003. 	 Š6Ë Grimsey, D. and Lewis, M. 	 0.5
 Š6Ë Grimsey, D. and Lewis, M. Are Public Private Partnership Value for Money?: 	 Are Public Private Partnership Value for Money?: Evaluating alternative approaches and comparing academic and practitioner views, Accounting Forum, Vol. 29, Issue 4, pp 345-378, 2005. 	 0.5
 Evaluating alternative approaches and comparing academic and practitioner views, Accounting Forum, Vol. 	 Š7Ë Hodge, G. and Greve, C. 	 0.5
 29, Issue 4, pp 345-378, 2005. 	 Š10Ë Hemming, R. Public-Private Partnerships, Government Guarantees, and Fiscal Risk, International Monetary Fund, Washington, DC, 2006. 	 0.5
 Š7Ë Hodge, G. and Greve, C. The Challenge of Public Private Partnerships: 	 Š11Ë The World Bank, World Bank Group Private Sector Development Strategy Implementation Progress Report, Washington DC, 2003. 	 0.5
 Meeting the Investment Challenge, (Dostupno onlajn na adresi: www.hmtreasury.gov.uk/media/648B2/PFI_604.pdf), 2003. Š9Ë Akintoye, A. Beck, M. and Hardcastle, C. Public Private Partnerships: 	 Š12Ë European Commission, Guidelines for Successful Public Private Partnership, 2003. 	 0.5
 55, str. 35-42, 2010. 	 35-42, 2010. 	 0.5
 The Role of Public Private Partnership, A Deloitte Research Study, www.deloitte.com, 2009. Š16Ë Merna, T. and Njiru, C. Financing Infrastructure Projects, Thomas Telford Publishing, London, 2002. Š17Ë Grimsey, D. and Lewis, M. Public Private Partnerships: 	 Š15Ë Deloitte, Closing Americas Infrastructure Gap: The Role of Public Private Partnership, A Deloitte Research Study, www.deloitte.com, 2009. 	 0.5
 The Worldwide Revolution in Infrastructure Provision and Project Finance, Edward Elgar Publishing Ltd, 2004. Š18Ë Iimi, A. (Un)Bundling Public-Private Partnership Contracts in the Water Sector: 	 Š17Ë Grimsey, D. and Lewis, M. Public Private in Partnerships: The Worldwide Revolution Infrastructure Provision and Project Finance, Edward Elgar Publishing Ltd, 2004. 	 0.5
 Competition in Auction and Economy of Scale in Operation, The World Bank Policy Research Paper 4459, Finance, Economics and Urban Development Department, pp 18, 2008. 	 Š18Ë Iimi, A. (Un)Bundling Public-Private Partnership Contracts in the Water Sector: Competition in Auction and Economy of Scale in Operation, The World Bank Policy Research Paper 4459, Finance, Economics and Urban Development Department, pp 18, 2008. 	 0.5
Takođe ćemo izvršiti klasifikaciju firmi primenom regresije da bismo proverili da li postoje mogući lažni investicioni fondovi. 	 We will also classify the business using regression line in order to find the possible fraud-like investment founds. 	 0.5
 U ovoj regresiji analitički ćemo izračunati markere (stanja, nišane, prim.prev.) pozicija na kojima se stiču neki drugi elementi Petrijeve mreže, a onda ćemo izraziti ovu vrednost u funkciji ovih istih elemenata primenom regresije. 	 In these regression lines we compute analytical the mark of a place in function of some other elements of the Petri net, and next we express this value in function of the same elements using regression. 	 0.5
 Na osnovu istovetnosti koeficijenata naći ćemo odnos između dve težine (pondera) strelica. 	 From the identity of the coefficients we find a ratio between two weights of arcs. 	 0.5
 Takođe razvijamo    program gde su pozicije i tranzicije upotrebljene kao klase za Petrijeve mreže i iskoristićemo mehanizam nasleđa da proširimo Petrijeve mreže na Petrijeve mreže prioriteta. ++C 1. 	 We make also a    program where the marks and transitions are implemented as classes for Petri nets, and, using the heritage mechanism we extend the Petri net to Petri net with priorities. ++C ( )FT,S, 1. 	 0.5
 Uvod Definicija 1 (Š6Ë). 	 Introduction Definition 1 (Š6Ë). 	 0.5
 Naziva se tročlana Petrijeva mreža N = 1) S i T predstavljaju rastavljene skupove. predstavlja binarni odnos. 	 It is called Petri net the triplet N = 1) S and T are disjoint sets. ×∪×⊂ STTSF is a binary relation. , where: ( )F,T,SN = Definition 2 (Š6Ë). 	 0.5
 STTSF ×∪×⊂ ( )FT,S, , gde: ( )F,T,SN = Definicija 2 (Š6Ë). 	 Let     be a Petri net. 	 0.5
 Uzmimo da     predstavlja Petrijevu mrežu. 1) N je neprazno ako je    .  Φ≠∪ TS 2) N je konačno ako je    konačno. 	 Φ≠∪ TS 1) N is nonempty if    . ∪= TSX 2) N is finite if is finite    . 	 0.5
 TSX 3) N je čisto ako za svako      dobijamo š x,yXy ∪= TSXx ćF ∪=∈ ) ∈ Φ=∩ x ∈= x x š y,xXy , gde je        a ( ∈= x ćF . ) ∈ ( 4) N je prosto ako za svako    tako da =  x = y x y and Xx ∈ Φ= Element   je izolovan za     . 	 Φ=∩ ∪=∈ x x TSXx 3) is pure if for any      we have , š ćF ćF ) ( ) ∈ ∈ y,xXy x where         and        . = Xy,x ∈ x y and 4) is simple if for any    such that š x,yXy ∈= x ∈= ( x =   x = y we have  .  Xx ∈ Φ= The element   is isolated if     . x ∪ x  y Definition 3 (Š6Ë). 	 0.5
 Xy,x ∈ x = i dobijamo   . y ∪ x x Definicija3 (Š6Ë). 	 It is called place-transition Petri net the quintuple (S,T,F,K,W), where: 1) (S,T,F) is a Petri net. 	 0.5
 Zove se petočlana Petrijeva mreža pozicija i tranzicija (S,T,F,K,W), gde: 	 2) is the capacity function of the Petri š ć∞∪→ ∗N S:K net. 	 0.5
 1) (S,T,F) predstavlja Petrijevu mrežu. 2) predstavlja funkciju kapaciteta š ć∞∪→ ∗N S:K Petrijeve mreže. 	 F:W ∗→ N is the weight function of the Petri net. 	 0.5
 F:W Petrijeve mreže. ∗→ N 3) predstavlja funkciju pondera U ovom slučaju S se naziva skup pozicija, a T predstavlja skup tranzicija. 	 3) In this case S is called the places set, and T is called the transitions set. 	 0.5
 Ako su funkcije K i W konstantno 1, predstavlja skup uslova, T predstavlja skup događaja, a dobijena Petrijeva mreža postaje Petrijeva mreža uslova i događaja. ( Tt ∈ )W,K,F,T,S=Σ Uzmimo da je       Petrijeva mreža pozicija i tranzicija, a   jedan od prelaza na njoj. 	 If the functions K and W are constant 1, S is the conditions set, T is the events set, and the obtained Petri net is a condition-event Petri net. t − ( )W,K,F,T,S=Σ Let        a place-transition Petri net and Tt ∈ one of its transitions. 	 0.5
 Pu+ − → N tem   , i ∆t određujemo funkcije −t +t t, , ( ) )s,tWs ∗→ = ∆ t F:t i      tako da      ,       a Z ( ) + − =∆ − t s t ( ) )t,sWs = F: ( ( )s . t + ( − t t Definicija 4 (Š6Ë). 	 We denote by   , and − ∆t the functions       and      such t ( ) )t,sWs ( )s = that      ,      and       . −t +t , + ∗ ∗→ → N ∆ F: t, F:t Z ( ) ( ( ) )s,tWs + + − =∆ = t t s t t )W,K,F,T,S=Σ Definition 4 (Š6Ë). 	 0.5
 Uzmimo da je Petrijeva mreža pozicija i tranzicija. 	 Let        be a place-transition Petri net. 	 0.5
 Na mreži je marS: M ker funkcija      tako da za svako ( ) ( )sKsM ≤ dobijamo     . ∗→ N Ss∈ )W,K,F,T,S=Σ ( Grafički prikazano, pozicije na Petrijevoj mreži pozicija i tranzicija predstavljene su krugovima, tranzicije su predstavljene pravougaonicima, a spojnice (elementi F) strelicama. 	 It is called mark of the net a function ( ) ( )sKsM ≤ S:M . such that for any  we have ∗→ N Ss∈ ( ( − Graphically the places of a place-transition Petri net are represented by circles, the transitions by rectangles and the arcs (the elements of ) by oriented lines. 	 0.5
 Kapaciteti koji se razlikuju od pišu se između zagrada posle odrednica pozicija, a ponderi čija je vrednost različita od ∝ beleže se na odgovarajućim strelicama. 	 The capacities different of are written between parentheses after the places labels, and the weights different of ∝ are written on the corresponding lines. 	 0.5
 Markeri su predstavljeni tačkama na pozicijama na kojima imaju pozitivnu vrednost. 	 The marks are represented by points in the places where they are positive. 	 0.5
 Ako je marker veliki, predstavljamo samo tačku i njenu vrednost. 	 If a mark is large we represent only a point and its value. 	 0.5
 Definicija 5 (Š6Ë). 	 Definition 5 (Š6Ë). 	 0.5
 Uzmimo da je (S,T,F,K,W) Petrijeva mreža pozicija i tranzicija. 1) Tranzicija   okida na markeru M (ili ima ∈ t odobrenje na markeru M) ako za svako dobijamo      (resursi precedenata su dovoljno veliki), a za svako   dobijemo ( ) ( )sKs,tWsM + proizveo njegovim sledbenicima u sekvenci, ne prevazilazimo kapacitet). (ako dodamo resurse koje je Tt ∈ ( ) )t,sWsM ≥ ) ∈ ( ( ≤ s s t 2) Marker M' nastake okidanjem tranzicije t na ∈ s t markeru M ako za svako   dobijamo ( ) )t,sWsMsM ( ) ′ − = ( ) )s,tWsMsM ( ) ′ = + ( )sMsM = ( ) ′ . a za svako   dobijemo , a za druge   dobijamo ∈ t s Ss∈ ( ( ∗ Prvi deo gorenavedene definicije predstavlja pravilo osposobljavanja, dok drugi deo predstavlja pravilo okidanja. 	 Let (S,T,F,K,W) be a place-transition Petri net.  Tt ∈ 1) A transition ( ) )t,sWsM ≥ ) ( is enabled to fire at the mark M t (or it has concession at the mark M) if for any ( we have (the resources of the precedents are large enough), and for any we have ( ) ( )sKs,tWsM + (if we add the resources produced by t to its successors we do not exceed the capacity). ∈ ∈ ≤ s s t 2) The mark M' is produced by firing of the transition t at the mark M if for any ( ( ) )t,sWsMsM ( ) ′ = − ( ( ) )s,tWsMsM ( ) ′ = + ( ) ( )sMsM = ′ have . ∈ s t we have s ∈ t and for any , and for the other we have Ss∈ we ′ Σ [ ΣtM [ MtM [ ( ) Σ tMTtM,T The first part of the above definition is the enabling rule and the second part is the firing rule. 	 0.5
 Pomoću    određujemo činjenicu da tranzicija ima potencijal da okine na markeru M a po [ ΣtM ′ [ MtM Σ [ ( Σ tMTtM,T moću     pokazujemo da marker M' nastaje okidanjem tranzicije t na markeru M. Takođe, određujemo          . ako oko Petrijeve mreže nema konfuzije, Σ se može izostaviti. ćΣ ∈= š ) Definicija 6(Š6Ë). 	 We denote by the fact that the transition t is enabled to fire at the mark M and by     he fact that the mark M' is produced by firing of the transition t at the mark M.  We denote also by          . 	 0.5
 Uzmimo da je Σ Petrijeva mreža pozicija i tranzicija, a M marker na njoj. 1) predstavlja niz tranzicija M ako postoje ∈ Tw markeri M0 = M, M1,..., Mn tako da = tw t [ ΣwM . 	 Definition 6(Š6Ë).  Let Σ be a place-transition Petri net and M a mark of it.  1) ∗∈ Tw exist the marks M0 = M, M1,..., Mn such that is a sequence of transitions from M if there ćΣ ∈= š [ i and      . 	 0.5
 MtM − 1n t... + 1i [ Σ i i a     . 	 We denote this by MtM i Σ + 1i t... − 1n = tw t [ ΣwM . 	 0.5
 Ovo beležimo kao 2) Markeru M' može se pristupiti iz M ako postoji niz tranzicija w kao gore, tako da     . 	 2) The mark M' is accessible from M if there exists a sequence of transitions w as above such that nMM =′ [ MwM ′ . 	 0.5
 Ovo [ MwM ′ određujemo kao     . nMM =′ Σ U gornjoj definiciji takođe prihvatamo praznu se[ M kvencu λ: dobijamo   i    . 	 We denote this by     .  Σ In the above definition we accept also the empty se[ M quence λ: we have    and    . 	 0.5
 M Σλ [ ΣλM Definicija 7(Š6Ë). 	 M Σλ [ ΣλM Definition 7(Š6Ë). 	 0.5
 Naziva se markirana Petrijeva mreža pozicija i tranzicija ili Petrijev sistem pozicija i tranzicija par     gde Σ predstavlja Petrijevu mrežu pozicija i tranzicija a M0 početni marker Σ. )0M,Σ=γ ( Definicija 8(Š6Ë). 	 It is called marked place-transition Petri net or place-transition Petri system the pair )0M,Σ=γ M0 an initial mark of Σ. where Σ is a place-transition Petri net and ( Definition 8(Š6Ë). 	 0.5
 Markirana Petrijeva mreža pozicija [ ] ( )( )Tt ∈∀ ∈∀ MM i tranzicija nema kontakt ako ( ) ( ) )( ( ) )sKs,tWsM ∈∀ + ≤ t,sWsMSs .                 . ( ) ) ( ⇒ ) ( ≥ Stoga, ako ako tranzicija nije osposobljena da okine na datom markeru, ovo se događa samo usled nedostatka resursa, a ne zato štp je kapacitet prevaziđen. 	 A marked place-transition Petri net [ ( ( ) ∈∀ MM sMSs is without contact if ( ) ( ))sKs,tWsM ( ) ( + ≤ . t,sW ] )( ∈∀ )( ∈∀ Tt ) ( ⇒ ) ≥ Therefore if a transition is not enabled to fire at a given mark this happens only because of the lack of resources, not because of overtake a capacity. 	 0.5
 Ako tranzicije nastaju u nizu, imamo sekvencijalnu evoluciju Petrijeve mreže pozicija i tranzicija. 	 If the transitions are produced sequentially we have a sequential evolution of the place-transition Petri net. 	 0.5
 Ako neke tranzicije nastaju istovremeno, evolucija tranzicije je paralelna.. . 	 If some transitions are produced in the same time we have a parallel evolution of the net. 	 0.5
 Definicija 9(Š6Ë). 	 Definition 9(Š6Ë). 	 0.5
 Uzmimo da je Σ Petrijeva mreža pozicija i tranzicija bez kontakta, M je njen marker, a TA ⊆ 1) A predstavlja skup tranzicija paralelno osposo≤ 2) Marker M' nastaje paralelnim okidanjem skupa bljenih da okinu na markeru M (u Σ) za Mt ∆∑+ tranzicija A na markeru M (u Σ) za      . t ∈ At MM ∑ − ∈ At =′ . 	 Let Σ be a place-transition Petri net TA ⊆ without contact, M a mark of it and   .  1) A is a set of transitions parallel enabled to fire at Mt the mark M (in Σ) if     . ≤ ∑ − ∈ At 2) The mark M' is produced by parallel firing of the set of transitions A at the mark M (in Σ) if MM ∆∑+ t . =′ ∈ At Remark 1. 	 0.5
 Gore navedena definicija važi samo za Petrijeve mreže pozicija i tranzicija bez kontakta, ali se K ova definicija može proširiti uslovom (uslov ne prevazilazi kapacitete). ∑+ ∈ At M ≤ + t )W,K,F,T,S=Σ ( Definicija 10(Š6Ë). 	 The above definition is given only for Petri nets without contact, but this definition can be extendM ed by the condition       (condition to not overtake the capacities). ∑+ ∈ At K ≤ + t )W,K,F,T,S=Σ Definition 10(Š6Ë). 	 0.5
 Uzmimo da je ćm ,..., s Petrijeva mreža pozicija i tranzicija sa T = i      . 	 Let        a place-transićn š T = s tion Petri net with      and . 	 0.5
 Matrica događaja Σ predstavlja m × n m,1i = matricu IΣ tako dat       za svako    i n,1j = ( )i j s ( ) j,i ćn š s S = ∆= ,..., š t Σ I t t . 	 The incidence matrix of Σ is the m × n matrix IΣ such that       for any ćm m,1i = S = ( )i j s ( ,..., n,1j = ( ) j,i and ∆= ,..., š t s Σ I t t . 	 0.5
 Teorema 1(Š6Ë). 	 Theorem 1(Š6Ë). 	 0.5
 Uzmimo da je Σ Petrijeva mreža pozicija i tranzicija i njene dve markere, M1 i M2 predstavljene kao m vektori. 	 Let Σ be a place-transition Petri net and two marks of it, M1 and M2 represented as m vectors. 	 0.5
 Markeru M2 može se pristupiti sa M1 ako i samo ako postoji n vektor f tako da + IMM = f ⋅ Σ .  Σ [ Na osnovu dokaza gorenavedene teoreme (videti Š6Ë) da je fi broj pojavljivanja ti u w tako da . ( MwM )W,K,F,T,S=Σ Definicija 11(Š6Ë). 	 The mark M2 is accessible from M1 if and only if f there exists a n vector f such that       . + IMM = ⋅ Σ From the proof of the above theorem we know (see Š6Ë) that fi is the number of appearances of ti in w such that MwM [ .  Σ )W,K,F,T,S=Σ ( Definition 11(Š6Ë). 	 0.5
 Uzmimo da je Petrijeva mreža pozicija i tranzicija sa matricom događaja IΣ. 1) Vektor sa m komponentama vrednosti celog broja J predstavlja S stalnu vrednost za     . ⋅ Σ I 2) Podrška S stalnoj vrednosti J jeste skup JT = š s i = P J ∈ JS i ≠ ć0 . 3) S nepromenljiva J je nenegativna za   . 	 4) The S invariant J > 0 is minimal if there exists not J ≥ J an S invariant J' such that    .  5) The place-transition Petri net generated by the S << 'J ( )'W,'K,'F,'T,'S ' =Σ where invariant J is the Petri net S =′ JP a)    . ∪= 'T 'S'S b)      . ( ( ) )'S'T ×∪×∩= F'F 'T'S c)           . 	 0.5
 4) S nepromenljiva J > 0 je minimalna ako ne po J stoji S stalna vrednost J' tako da    . 'J << J ≥ 5) Petrijeva mreža pozicija i tranzicija generisana po ( )'W,'K,'F,'T,'S moću S stalne vrednosti J predstavlja Petrijevu ' =Σ mrežu         gde S =′ JP a)    . ∪= 'T 'S'S b)      . ( ( ) )'S'T ×∪×∩= F'F 'T'S c)           . 'SK'K = d)     . 'FW'W = e)     . ) ( Na osnovu postojanja pozitivnih S stalnih vrednosti možemo da zaključimo da možemo da damo pondere pozicijama pomoću vektora g tako da za svaki marker M i M dostupan sa M dobijamo (videti Š6Ë). 	 'SK'K = d)    .  'FW'W = e)     . ) ( ⋅ T 'MgMg From the existence of positive S invariants we can conclude that we can give weights to the places by a vector g such that for any marks M and M accessible from M we have       (see Š6Ë). 	 0.5
 Stoga za svaki početni marker M0 (koja predstavlja početne resurse u modelu sistema) ponderisani resursi dela sistema predstavljani Pj ostaju konstantni. 	 Therefore for any initial mark M0 (which represents the initial resources of the modeled system) the weighted resources of the part of the system represented by Pj remains constant. 	 0.5
 Ako je S stalna vrednost minimalna, ponderi su minimalni za pozicije koje su obuhvaćene.  T 'MgMg = T ⋅ ⋅ Skup S stalnih vrednosti predstavlja Z modul, t.j., ima svojstva vektorske pozicije, ali umesto polja dobijamo samo prsten (krug), naime Z. )W,K,F,T,S=Σ Definicija 12(Š6Ë). 	 If the invariant is minimal then the weights are minimal for the involved places. = T ⋅ The set of S invariants is a Z module i.e. it has the properties of a vector space, but instead of a field we have only a ring, namely Z. )W,K,F,T,S=Σ ( D efinition 12(Š6Ë). 	 0.5
 Uzmimo da je Petrijeva mreža pozicija i tranzicija sa matricom događaja IΣ. 1) Vektor sa komponentama vrednosti celog broja J ( =⋅Σ predstavlja T nepromenljivu za    . 	 Let        be a placetransition Petri net with the incidence matrix IΣ.  1) The vector with n integer components J is a T in 2) The support of the T invariant J is the set I J =⋅Σ variant if    . ć0 JT ∈ ≠ = š t i P J i . 	 0.5
 2) Podršku T nepromenljivoj J predstavlja J I š t i = P J ∈ JT i ≠ ć0 . J ≥ 3) T nepromenljiva J je ne-negativna za   . 	 'J << 5) The place-transition Petri net generated by the where T invariant J is the Petri net ( )'W,'K,'F,'T,'S ' =Σ JP'T = a)    . ∪ 'T'T 'S b)      . ( ( )'S'T ) F'F 'T'S c)           . 	 0.5
 4) T nepromenljiva J > 0 ima minimalnu vrednost ako J ne postoji T nepromenljiva J' tako da     . 'J << 5) Petrijeva mreža pozicija i tranzicija generisana T nepromenljivom J predstavlja Petrijevu mrežu ' =Σ ( )'W,'K,'F,'T,'S gde = ×∪×∩= JP'T = a)    . ∪ 'S 'T'T b)      . ( ( ) )'S'T 'T'S F'F c)           . 'SK'K = d)     . 'FW'W = e)     . ) ( Pretpostavimo da postoji T nepromenljiva J I da za dati marker M postoji niz tranzicija of M koje sadrži tranzicije PJ sa odgovarajućim multiciplitetima J, I samo ovim tranzicijama. 	 'SK'K = d)     .  'FW'W = e)     . = ×∪×∩= ) ( Suppose there exists a positive T invariant J and for a given mark M there exists a sequence of transitions from M that contains the transitions of PJ with the corresponding multiplicities of J, and only these transi tions. 	 0.5
 U ovom slučaju marker M može se reprodukovati posle konačnog broja tranzicija (primenjujemo teoremu 1). 	 In this case the mark M can be reproduced after a finite number of transitions (we apply theorem 1). 	 0.5
 Minimalna vrednost nepromenljive znači da se marker reprodukuje posle minimalnog broja pojavljivanja obuhvaćenih tranzicija. 	 The minimality of a T invariant means that the mark is reproduced after a minimum number of appearances of the involved transitions. 	 0.5
 Ako ne postoji niz tranzicija od M kao gore za minimalnu nepromenljivu.  M se ne može reprodukovati posle konačnog broja tranzicija. 	 If there exists no sequence of transitions from M as above for a minimal T invariant M can not be reproduced after a finite number of transitions. 	 0.5
 Skup T nepromenljivih takođe predstavlja Z modul. 	 The set of T invariants is also a Z module. 	 0.5
 Primer 1(Š6Ë). 	 Example 1(Š6Ë). 	 0.5
 Slika 1:  Petrijeva mreža za model proizvođač-potrošač U gore prikazanoj Petrijevoj mreži elemente tumačimo na sledeći način: s1 predstavlja signal da je proizvođač spreman da proizvodi. s2 predstavlja signal da je proizvođač spreman da pošalje proizvode. s3 predstavlja odbojnik (kapacitet je ). s4 predstavlja signal da je potrošač spreman da pri hvati proizvode. s5 predstavlja signal da je potrošač spreman da ku pi proizvode. t1 predstavlja proizvodnu aktivnost. t2 predstavlja aktivnost slanja ka odbojniku. t3 predstavlja aktivnost prijema na odbojniku. t4 predstavlja aktivnost korišćenja proizvoda. )T M = ( 0,1,2,0,1 Tranzicije t1 i t3 su paralelno osposobljene da okidaju na inicijalnom markeru        . 	 Consider the following producer-consumer model: Picture 1: Petri net for a producer-consumer model In the above Petri net the interpretation of the elements is as follows. s1 is a signal that the producer is ready to produce. s2 is a signal that the producer is ready to send the products. s3 is a buffer (capacity is ). s4 is a signal that the consumer is ready to receive the products. s5 is a signal that the consumer is ready to consume. t1 is the production activity. t2 is the sending to buffer activity. t3 is the receiving from buffer activity. t4 is the consumption activity. )T M = ( 0,1,2,0,1 The transitions t1 and t3 are parallel enabled to fire at the initial mark        . 	 0.5
 Zapažamo da posle okidanja t1 t2 je osposobljeno da okine samo ako smanjimo marker s3 (odbojnik) okidanjem t3 (prijem sa odbojnika). 	 We notice that after the fire of t1 t2 is enabled to fire only after we reduce the mark of s3 (the buffer) by firing t3 (receiving from buffer). 	 0.5
 Stoga proizvođač ne može da proizvede onoliki broj primeraka koliko želi dok potrošač svojom potrošnjom ne isprazni odbojnik. 	 Therefore the producer can not produce as many items he wants while the consumer does not empty the buffer by consumption. 	 0.5
 Posle okidanja t3 ova tranzicija više nije sposobna da okida: prvo mora da okine t4: efektivna potrošnja.     Matrica događaja je          .  −  − − −       =Σ I J = ( )T ⋅ x,x,0,x,x2 S nepromenljive su          sa mini2 ( )T0,0,0,1,2 ( )T1,1,0,0,0 malnim S nepromenljivim     i . ( )T1,1,0,1,2 g = Zapažamo da možemo da uzmemo      , koje se može smatrati ravnotežom između ponude I potražnje. 	 After firing t3 this transition is no more enabled to fire: it must be fired first t4: effective consumption.  I =Σ − The incidence matrix is       ( ⋅ x,x,0,x,x2 The S invariants are           with ( )T0,0,0,1,2 the minimal S invariants      and . ( )T1,1,0,1,2 ( )T1,1,0,0,0 g = We notice that we can take ,      −  )T − − = J . which can be considered as an equilibrium between offer and demand. 	 0.5
 T nepromenljive su        sa minimalnim T nepromenljivim     . 	 J = ( x,x,x,x ( )T2,2,1,1 The T invariants are        with the minimal T invariant    . 	 0.5
 Tako da ako okinemo dva puta niz t3 , t4 ispraznićemo odbojnik, a kada okinemo t1 i t2 reprodukujemo početni marker. ( J = x,x,x,x ( )T2,2,1,1 )T  Sada ćemo predstaviti prošireni oblik Petrijevih mreža.. , ( )ρΣ=γ Definicija 13(Š6Ë). 	 Therefore if we fire two times the sequence t3 , t4 we empty the buffer, and after we fire t1 and t2 we reproduce the initial mark. )T  We present now some extensions of the Petri nets. , ( Definition 13(Š6Ë). 	 0.5
 Petrijeva mreža sa prioritetima je par     gde Σ predstavlja Petrijevu mrežu, a ρ predstavlja delimični red odnosa skupa T. Značaj reda odnosa ρ jeste da za t1ρt2 tranzicija t2 ima veći prioritet okidanja u odnosu na t1. 	 A Petri net with priorities is a couple )ρΣ=γ where Σ is a Petri net and ρ is a partial order relation on the transitions set T.  The signification of the order relation ρ is that if t1ρt2 the transition t2 has higher priority in firing than t1. 	 0.5
 Tranzicija t je p osposobljena da okida na markeru M (u ) za   I za svako t' tako da    nemamo tρt'. 	 A transition t is p enabled to fire at the mark M (in ) L [ ΣtM if    and for any t' such that   we have not tρt'. 	 0.5
 Ovo izražavamo kao    . p, [ ΣtM [ tM γ [ Σ'tM L . p, [ tM γ [ 'MtM Σ Marker M' je p nastao okidanjem tranzicije t na mar[ keru M za    i     . 	 We denote this by    . p, [ Σ'tM [ tM γ A mark M' is p produced by firing of the transition t at the mark M if    and    .  We denote this [ 'MtM p,γ by     . [ 'MtM Σ [ tM γ p, ( )Q,Σ=γ Definition 14(Š6Ë). 	 0.5
 Petrijeva mreža kontrolisana redovima je par     gde Σ predstavlja Petrijevu mrežu, a Q predstavlja skup redova sa tranzicijama koje se javljaju samo jednom u redu. )Q,Σ=γ ( )Q,Σ=γ ( Uzmimo da je    Petrijeva mreža kontrolisana redovima, M je marker Σ ad   predstavlja red sa Qq ∈ gore navedenim karakteristikama. 	 A Petri net controlled by queues is a couple    where Σ is a Petri net and Q is the set of queues with transitions that appear only once in the queue. ( )Q,Σ=γ Qq ∈ Let     a Petri net controlled by queues, M a mark of Σ and   a queue with above properties. 	 0.5
 Q, Q'q ∈ [ ΣtM [ tM ∑ Tranzicija t je Q osposobljena da okida (M, q), i mi to beležimo kao    , za    a t predstavlja prvu tranziciju osposobljenu da okine u q.  Ako je M' marker Σ a   predstavlja red sa gore ( )q,M ′ ′ predstavlja opisanim osobinama, kažemo da Qi nastalu okidanjem tranzicije t na (M,q), i to iz)[tq,M )[ ( ( )'q,'M ( tq,M ražavamo kao        , za , [ iQ,Σ ( )'q,'M 'MtM Σ i q' dobijene q kako sledi: (a) Izdavajamo t iz q (b) Dodajemo na kraj q sve tranzicije osposobljene da okidaju na markeru M' koje već nisu u redu (arbitrarnim redom) iQ,Σ (c) Sa tranzicijama iz dobijenog reda iz (a) i (b) koje nisu osposobljene da okidaju na markeru M' ura3,1i = dićemo sledeće korake u zavisnosti od   : (c1) ostaje u redu do mogućeg uklanjanja (kada to postane moguće u koraku (a)) (c2) uklonjene su iz reda (c3) uklonjene su iz reda od početka do prve tranzici je osposobljene da okine na markeru M'. 	 The transition t is Q enabled to fire at (M, q), and we [ tM ∑ , if    and t is the first transidenote it by tion enabled to fire in q. [ ΣtM Q, iQ,Σ ( )'q,'M , if         , )'q,'M ( and q' is obtained from q as follows: Q'q ∈ If M' is a mark of Σ and   is a queue with above ( )q,M ′ ′ is Q produced by firing properties we say that of the transition t at (M,q), and we denote it by )[ )[ ( ( tq,M tq,M [ 'MtM Σ (a) We remove t from q (b) We add to the end of q all the transitions enabled to fire at the mark M' that are not already in the queue (in an arbitrary order) iQ,Σ (c) With the transitions from the obtained queue by (a) and (b) that are not enabled to fire at the mark M' 3,1i = we do the following step depending on   : (c1) remain in the queue until a possible removing (when it becomes possible at the step (a)) (c2) they are removed from the queue (c3) they are removed from the queue from the beginning to the first transition enabled to fire at the mark M'. 	 0.5
 TA ⊆ Definicija 15(Š6Ë). 	 TA ⊆ Definition 15(Š6Ë). 	 0.5
 Uzmimo da Σ predstavlja Petrijevu mrežu, M predstavlja njen marker, a   .  A predstavlja maksimalni skup tranzicija u paralelnom nizu osposobljenih da okinu u M (u Σ) ako je to skup tranzicija osposobljenih da okinu u M i za bilo koju −∈ ATt Definicija 16(Š6Ë). 	 Let Σ be a Petri net, M a mark of it and   . is a maximal set of transitions parallel enabled to fire at M (in Σ) if it is a set of transitions parallel enabled to fire at M and for any     the set A ∪ has no more this property. −∈ ATt šćt Definition 16(Š6Ë). 	 0.5
 Uzmimo da Σ predstavlja Petrijevu mrežu, M je njen marker,   i   .  1) t je max-osposobljena da okine na (M,A) u Σ, i skup   više nema ovu osobinu. 	 Let Σ be a Petri net, M a mark of it, TA ⊆ 1) t is max-enabled to fire at (M,A) in Σ, and we de Tt ∈ and   . )[ ( tA,M note it by      , if: [ ΣtM a)    . 	 0.5
 Tt ∈ šćt A ∪ TA ⊆ )[ ( tA,M ovo izražavamo kao      , if: a)    . b)    . [ ΣtM At ∈ max ∑ , 2) (M', B) je max-proizvedena okidanjem tranzicije t max )[tA,M ( u (M', A) u Σ, a ovo izražavamo kao (M', B), if: ,∑ )[ ( tA,M a)       . [ ∑ , max 'MtM Σ b)     . šć šć − − tA tAif = B šć − Φ= tAifC c)    Φ≠ , gde C predstavlja bilo koji arbitrarni skup tranzicija paralelno osposobljenih da okinu u M'. = ( ,Out Inp,QA , Definicija 17(Š6Ë). 	 At ∈ b)    . max ∑ , 2) (M', B) is max-produced by firing of the transition t max at (M, A) in Σ, and we denote it by (M', A), if: )[tA,M ( ,∑ )[ ( tA,M a)       . ∑ [ max , 'MtM Σ b)     . šć šć − − tA tAif = B šć Φ= − tAifC c)    Φ≠ , where is any arbitrary set of transitions parallel enabled to fire at M'. = ( Inp,QA , Definition 17(Š6Ë). 	 0.5
 Nedetrministički konačni automatizam je petočlani         , gde Q, Inp i Out predstavljaju neprazne konačne skupove koji predstavljaju skup stanja, skup ulaza i na kraju skup izlaza,           predstavlja funkciju tranzicije, a    predstavlja početno stanje. )0q, δ →× Inp q0 ∈ Q ( Out )Q Q: P × δ = ( ( , Inp,QA )A,Σ=γ Definicija 18(Š6Ë). 	 A nondeterministic finite automaton is a quintuple          , where , Q Inp and Out are nonempty finite sets representing the set of the states, the set of the entries and respectively the set of exits,           is the transition function and    is the initial state. )0q, δ Q: q0 ∈ →× ( Out Inp Q )Q ,Out P × δ = ( )A,Σ=γ ( Inp,QA , Definition 18(Š6Ë). 	 0.5
 Petrijeva mreža kontrolisana konačnim automatizmom, skraćeno APTN, predstavlja par     gde Σ predstavlja Petrijevu mrežu pozicija i tranzicija a          predstavlja nedeterministički konačni automatizam tako da: 	 Let     be an , APTN a state of A, M a mark and t a transition of Σ. 	 0.5
 Uzmimo da     predstavlja APTN, q predstavlja stanje A, M je marker t je tranzicija Σ. 1) t je a osposobljeno da okine u (M,q) (u γ), i ovo )[ ( tq,M označavamo kao     , ako postoji stanje q' γ a, )MT,q ) ( ( ( ) δ∈ 'q,t za A tako da        . )q,M ′ ( ′ je a proizvedeno okidanjem tranzicije t )[ ( (M,q) (u γ), i ovo izražavamo kao tq,M ) ( ( ) ( )MT,q δ∈ ∆+ 'q,t tM'M za        i      . ( )'q,'M 1) a,γ = , 2. 	 1) t is a enabled to fire at (M,q) (in γ), and we de)[ ( tq,M note this by     , if there exist a state q' of γ a, ( )MT,q ( ) ) ( δ∈ 'q,t A such that        . ( )q,M ′ ′ at (M,q) (in γ), and we denote this by )[ ) ( )MT,q ( ) ( ( )'q,'M δ∈ tq,M a,γ ∆+ tM'M . is a produced by firing of the transition t , if        and ( 'q,t 2) = 2. 	 0.5
 Petrijeva mreža za lažni investicioni fond U gore prikazanoj Petrijevoj mreži elemente tumačimo na sledeći način:. s1 predstavlja fiktivni kapitall. s2 predstavlja sumu koja će se investirati kao fiktiv na investicija (kapacitet je a). s3 predstavlja signal mogućih investitora (kapacitet je 1). s4 predstavlja očekivanu korist za organizatora. s5 predstavlja prvi depozit organizatora (mesto gde se deponuje novac investitora). s6 mesto sa kog organizator simulira da igra još nije završena. s7 is the final account of the organizer. t1 predstavlja operaciju izdvajanja iz fiktivnog kapi tala. t2 predstavlja fiktivnu investiciju. t3 predstavlja efektivnu investiciju. t4 predstavlja imitaciju konačne koristi. t5 predstavlja kolaps fonda. ≤ pe Primedba 2. U gore navedenom modelu imamo b > a (u stvari b >> a), a đ pe a       . ps predstavlja ciljanu korist organizatora, predstavlja stvarnu korist za organizatora, predstavlja prosečnu stopu upisanog novca populacije, a   predstavlja lažnu stopu koristi iz igre. b − a pe ps < + a Gore navedenoj Petrijevoj mreži možemo da dodamo pozicije s8 i s9, i tranzicije t6 i t7 analogne pozicijama s6 i s7, i tranzicije t4 i t5: niz s7, t6, s8, t7, s9 je identičan nizu s5, t4, s6, t5, s7 . 	 The model Consider the following place-transition Petri net system: Picture 2: Petri net for a fraud-like investment found In the above Petri net the interpretation of the elements is as follows. s1 is the fictive capital. s2 is the sum that will be invested in a fictive invest ment (capacity is a). s3 is a signal to possible investors (capacity is 1). s4 is the expected benefit for the organizer. s5 is the first deposit of the organizer (the place where the money from investors are deposited). s6 is the place from where the organizer simulates that the game is not over. t7 is the final account of the organizer. t1 is the extracting operation from the fictive capital. t2 is the fictive investment. t3 is the effective investment. t4 is the copying of the final benefit. t5 is the collapse of the found. ≤ < ps pe Remark 2.  In the above model we have b > a (in fact b >> a), a đ pe and       . ps is the target benefit of the organizer, pe is the real benefit of the organizer, a is the average rate of subscripted money from population and   is the false benefit rate of the game. b − a pe + a We can add to the above Petri net the places s8 and s9, and the transitions t6 and t7 analogous to the places s6 and s7, and the transitions t4 and t5: the sequence s7, t6, s8, t7, s9 is identical to the sequence s5, t4, s6, t5, s7 . 	 0.5
 Analogno tome, Petrijevoj mreži možemo da dodamo bilo koji broj ovakvih nizovakoji se sastoje od dve pozicije i dve tranzicije.. 	 Analogously we can add to the Petri net any number of such sequences containing two places and two transitions. 	 0.5
 Gore prikazana Petrijeva mreža pozicija i tranzicija je neprazna, konačna, čista i jednostavna, i ne sadrži izolovane elemente. 	 The above place-transition Petri net is nonempty, finite, pure and simple, and it has no isolated elements.  The initial mark is M = ( 0,0,0,ps,0,0,cf )T . (1) 	 0.5
 Interesantno je da Petrijeva mreža generisana pomoću ove minimalne S nepromenljive predstavlja lanac pozicija i tranzicija                : investicioni fond stvara se uzimanjem novca od investitora (pozicija s4) i deponovanja na poziciju s5, a zatim pomeranja na poziciju s6 i konačno na poziciju s7. →→→→→→ s s s s   t t t Jedino T nepromenljiva ima sve komponente jednake 0 (PJ = F za svaku T nepromenljivu J). 	 An interesting thing is that the Petri net generated by this minimal S invariant is the chain →→→→→ of places and transitions t → : the investment found consists by tacking mon5 ey from the investors (place s4) and deposit to the places5, and then moving to the place s6 and finally to the place s7. s s s s  t t The only T invariant is with all the components equal to 0 (PJ = F for any T invariant J). 	 0.5
 To znači da ni jedan marker (uključujući i početni) ne može da se reprodukuje posle konačnog broja koraka. ⋅  a = − − = − = − b a M M M pe )T M1 ,a,a ( cf +− +⋅− 0,0,a,a = ( cf ⋅+− 2a ps,0,a,pe ( cf ( cf 0,0,0,ps,1,0b ps,0,a,ba2 ,0,pe,pe ( cf Prvobitno jedina tranzicija osposobljena da okine jeste )T0,0,0,ps,0 t1 i ona proizvodi marker . 	 This means that no mark (including the initial one) can be reproduced after a finite number of steps. ⋅  a = − − − = = = − b a M M pe M1 ,a,a ( cf ( cf ( cf +− +⋅− ,0,pe,pe ⋅+− 2a ps,0,a,pe 0,0,0,ps,1,0b )T0,0,a,a ( cf )T0,0,0,ps,0 )T Firstly the only transition enabled to fire is t1 and it produces the mark            . 	 0.5
 Zatim je jedina tranzicija osposobljena da okine t2 i )T ona proizvodi marker . 	 Next the only transition enabled to fire is t2 and it produces the mark             . 	 0.5
 Sada postoje dve tranzicije osposobljene da okinu, i one su paralelno osposobljene da okinu: t1 i t3. 	 Now there exist two enabled to fire transitions which are also parallel enabled to fire: t1 and t3. 	 0.5
 Čak je i evolucija Petrijeve mreže sekvencijalna pošto prvo koristi tranziciju t1 ili tranziciju t3, iako je paralelni marker               . 	 Even the Petri net evolution is sequential using first the transition t1 or the transition ,ba2 M t3, even it is parallel the final mark is ps,0,a . 	 0.5
 Gore navedeni niz (t2 a onda i podniz t1 i t3) primenjuje se dok ne )T0 dobijemo . 	 This above sequence (t2 and next the subsequence t1 and t3) is applied until we obtain the )T0 mark . 	 0.5
 U ovom momentu postoje dve tranzicije paralelno osposobljene da okinu: t2 i t4. 	 In this moment there are two transitions parallel enabled to fire: t2 and t4. 	 0.5
 Ako u poslednjem kora+ ku ne primenimo t1 dobijeni marker je ⋅+ b 2 a , a t2 se zamenjuje sa t1 između gore navedenih tranzicija paralelno osposobljenih da okinu. 	 If we do not apply at the final 0,0,pe step t1 the obtained mark is ps,0 , and t2 is replace by t1 between the above parallel enabled to fire transitions. 	 0.5
 Ovaj paralelizam opstaje dok ne primenimo tranziciju t2 a onda tranziciju t1, ili primenimo tranziciju t4 pa ponovimo tranziciju t5 dok marker s6 ne bude 0. 	 The parallelism holds on until we apply the transition t2 and next the transition t1, or we apply the transition t4 and we repeat the transition t5 until the mark of s6 is 0. 	 0.5
 Kada primenimo t2 tranzicija t3 nije osposobljena da okine zato što imamo     . 	 When we apply t2 the transition t3 is not enabled to fire because we have     . 	 0.5
 Pošto primenimo t1 jedina tranzicija osposobljena da okine ostaje t4 ili t5 (ako je t4 već primenjena). 	 After we apply t1 the only transition enabled to fire remains t4 or t5 (if t4 was applied). 	 0.5
 Onda primenjujemo t5 dok marker s6 ne bude 0. 	 Next we apply t5 until the mark of s6 is 0. 	 0.5
 Ako marker s6 iznosi 0 jedina tranzicija osposobljena da okine je t2, a sledeća je t1 . U svim gorenavedenim slučajevima do,pe bijamo konačni marker ps,1,a, i ni jedna od gore datih tranzicija sada nije osposobljena da okine: igra je propala. )pe,0,0,pe ps,0,0,pe ++⋅− ba2 ,0,pe,pe −⋅ ab3 a ( cf )T0 M5 pe ps pe M < − − = − = − a ⋅ ⋅ š ć1tA = Pošto su u svako vreme sve tranzicije paralelno osposobljene da okinu, možemo da posmatramo model Petrijeve mreže kao maksimalnu strategiju: kada je početi marker    . 	 If the mark of s6 is 0 the only transition enabled to fire is t2, and next t1.  In all the above cases we obtain the final mark M and none of the above transitions is now enabled to fire: the game failed. )pe,0,0,pe ++⋅− ps,1,a,pe ,0,pe,pe −⋅ ab3 a ba2 ( cf ( cf )T0 ⋅+ pe ps pe M < − b a − = − = − a ⋅ ⋅ š ć1tA = Because at any time all the enabled to fire transitions are parallel enabled to fire we can consider the model of Petri net under maximum strategy: when the mark is the initial one    . 	 0.5
 Iz ovog razloga takođe možemo da posmatramo model Petrijeve mreže kontrolisane putem konačnog automatizma: uzimamo ć1 0 q,qQ = š ( ( U,q q,t ć ∈ ifUt (4) (5) š U t, ∉ ) ) = , ,  t δ , ( δ Uq ( U,q δ ) ) = = ć š ( ∈ ifUtqt , š ćUt ( ∈ q,t ) ) . ∈ t UtorU ∈ , and (5) (5) Naravno, možemo da posmatramo gorenavedenu š ć0qQ = i odgovarajuću δ, ali smo koristili dva stanja za automatizam kojim smo pokazali faze investicionog fonda: prikupljanje novca od investitora (tranzicije t1, t2 i t3) I stimulaciju kontinuiteta fonda (tranzicije t4 i t5). 	 For this reason we can consider also the model of Petri net controlled by finite automata: we take ć1 0 q,qQ = š ( ( ) = U,q q,t ć ∈ ifUt (4) (5) š U t, ∉ ) δ ,  t , , ( δ Uq ( U,q δ ) ) = = ć š ( ∈ ifUtqt , š ćUt ( ∈ q,t ) ) . ∈ t UtorU ∈ , and (5) (5) š ć0qQ = Of course, we can consider above     and the corresponding δ, but we have used two states for the automaton to point out the stages of the investment found: the collection of money from the investors (transitions t1, t2 and t3) and the simulation of the continuity of the found (transitions t4 and t5). 	 0.5
 Gore navedene markere M4 i M6 dobili smo rešavanjem jednačina ( fc MM 0,0,pe,pe ps,0,a,cf and ′ f ) T −′ − = − = ⋅ I Σ (6) (6) MM − = ( − cf ps,1,a,cf − pe,0,0,pe ) T = I Σ ⋅ f sa varijablama cf′, f′1, f′2, f′3, f′4 i , redom cf′′, f′′1, f′′2, f′′3, f′′4 i f′′5.  Ako konačni marker s1 odredimo kao Y a ukupnu investiranu sumu kao X dobijamo , (7) += cY    = cf  b3 −⋅ ⋅ X1  a +⋅− ba2 c gde       a ako dodamo elemente kao u primedbi 2 koeficijent 3 od  u (7) povećava se za 1 za svaki skup od dve pozicije i dve tranzicije. b a Ako investicione fondove klasifikujemo primenom regresije 7 (videti Š4Ë) one lažne će se naći u kategoriji sa visokim koeficijentima varijable koja služi za tumačenje X. Samo za jednu kategoriju ove tačke mogu da budu i poseban deo. ++C 3. 	 The above marks M4 and M6 are obtained by solving the equations ( MM fc 0,0,pe,pe ps,0,a,cf and ′ f ) T −′ = − = − I ⋅ Σ (6) − = ( − cf ps,1,a,cf MM (6) with the variables cf′, f′1, f′2, f′3, f′4 and , respectively cf′′, f′′1, f′′2, f′′3, f′′4 and f′′5. pe,0,0,pe f Σ I − ) T = ⋅ If we denote the final mark of s1 by Y and the total invested sum by X we obtain (7) += cY    c , b3 −⋅ a = cf  ⋅ X1  ba2 +⋅− where       and if we add elements as in remark 2 the coefficient 3 of  in (7) increases by 1 for each set of two places and two transitions. b a If we classify investment founds using the regression line 7 (see Š4Ë) the fraud-like ones will be classify in classes with large coefficients of the explanatory variable . 	 0.5
 Primene U    hederu petri.h definišemo dve kategorije: tranz and marc. 	 For only one class these points can be also outliers. ++C 3.  Applications We define in the    header petri.h two classes: tranz and marc. 	 0.5
 Kategorija tranz kao sadržaj ima tranzicije, i odlike celih brojeva nrloc (broj pozicija na Petrijevoj mreži), indice (indeks tranzicije), pred (vektor celih brojeva pondera prethodnika) i succ (vektor celog broja pondera sledbenika). 	 Class tranz has the transitions as objects, and the integer properties nrloc (number of places of the Petri net), indice (the index of the transition), pred (the integer vector of weights from its precedents) and succ (the integer vector of weights to its successors). 	 0.5
 Metodi su konstrukor kategorije i citire. 	 The methods are the constructor of the class and citire. 	 0.5
 U konstruktoru svi ponderi počinju sa 0, a citire predstavlja prazni metod sa dve celine argumenata (broj pozicija i indeks tranzicije) koji čita stvarne pondere. 	 In the constructor all the weights are initialized with , and citire is a void method with two integer arguments (the number of places and the index of the transition) that reads the real weights. 	 0.5
 Kategorija marc sadrži markere kao objekte i cele veličine kao odlike nrloc (isto kao za tranz), nrtrp (broj tranzicija osposobljenih da okinu), val (vektor celog broja koji predstavlja tekući marker na Petrijevoj mreži), cap (vektor celog broja koji predstavlja kapacitete čvorova) i ltrp (vektor celog broja koji predstavlja listu tranzicija osposobljenih da okinu). 	 Class marc has the marks as objects and the integers properties nrloc (the same as for tranz), nrtrp (number of transitions enabled to fire), val (the integer vector representing the current mark of the Petri net), cap (the integer vector representing the capaci ties of the nodes) and ltrp (the integer vector representing the list of transitions enabled to fire). 	 0.5
 Metodi su analogni onima iz kategorije tranz: u konstruktoru, kapaciteti se pokreću pomoću 1 (I postoji obeležje beskonačnog kapaciteta) a markeri sa 0. 	 The methods are analogous to class tranz: in constructor the capacities are initialized with -1 (with the signification of infinite capacity) and the marks with 0. 	 0.5
 Metod init, koji sadrži ceo broj kao argument (broj pozicija) analogan je metodu citire kategorije tranz: koristimo ga da pročitamo kapacitete i početni marker. 	 The method init, having an integer argument (the number of places) is analogous to the method citire of class tranz: we use it to read the capacities and the initial mark. 	 0.5
 Iz tog razloga smo ga nazvali init umesto citire. 	 This is the reason that we have called it init instead of citire. 	 0.5
 Takođe smo definisali dva operatora sa argument tranzicijom i poenterom koji se vraća *. 	 We have defined also two operators with an argument transition and returning the pointer *this. 	 0.5
 Prvi je operator *= kojim se proverava da li je tranzicija osposobljena da okine na merkeru na kome se trenutno nalazi; ako jeste, povećaće nrtrp za 1, dodaće indeks tranzicije ltrp i obavestiće da je tranzicija osposobljena da okine. 	 First is the operator *= which tests if the transition is enabled to fire at the current mark and, if it is, it increase nrtrp by , adds the transition index to ltrp and writes that the transition is enabled to fire on screen. 	 0.5
 Drugi operator je +=, sadrži argument da je tranzicija osposobljena da okine, zamenjuje tekući marker proizvedenim markerom (stanjem) i na ekranu ispisuje novo stanje. 	 The second operator is +=, it has the argument a transition enabled to fire, replaces the current mark with the produced mark and it writes on the screen the new mark. 	 0.5
 Pošto u glavnom programu primenjujemo operator *= i koristimo indeks tranzicije od 1 do broja tranzicija i onda okida tranzicija sa najmanjim indeksom, Petrijeva mreža u našem modelu je u stvari Petrijeva mreža sa prioritetima: relacija reda ρ predstavlja ukupni odnos koji opada na indeksu tranzicije. 	 Because in the main program we apply the operator *= using the transition index from 1 to the number of transitions and then it is fired the transition with the minimum index the Petri net of our model is in fact a Petri net with priorities: the order relation ρ is a total relation decreasing on the transition index. 	 0.5
 Ovaj odnos reda nije suštinski značajan zato što, kad god postoje dve tranzicije osposobljene da okinu, konačni marker ne zavisi od redosleda ovih tranzicija. 	 This order relation is not essential because whenever there exist two transitions enabled to fire the final mark does not depend on the order of these transitions. 	 0.5
 Primenom ovog odnosa Petrijevu mrežu sa prioritetima možemo da proširimo tranzicijama i lukovima (spojevima) od s1, s2 i s3 tako da ispraznimo ove pozicije. 	 We can extend using this relation the Petri net with priorities by transitions and arcs from s1, s2 and s3 to empty these places. 	 0.5
 Naravno, ove tranzicije imaju niže prioritete nego tranzicije t1 to t5 i njihovi prioriteti opadaju od tranzicije s1 do tranzicije s3. 	 Of course, these transitions have lower priorities then the transitions from t1 to t5 and their priorities decrease from the transition of s1 to the transition of s3. 	 0.5
 Pošto lokacije s2 i s3 imaju markere i potom, možemo da posmatramo samo jednu tranziciju da bismo ih ispraznili pomoću pondera koji su jednaki markerima. 	 Because the locations s2 and s3 have the marks and respectively 1 we can consider only one transition to empty them with the weights equal to the marks. 	 0.5
 Kad uzmemo u obzir konačni marker s1 možemo da posmatramo dve tranzicije: prva je sa ponderom luka     a druga sa ponderom luka −⋅ ab3 (uzimamo da je a đ pe). +⋅− ba2 cf Da bismo definisali Petrijevu mrežu sa prioritetima ne moramo da se bavimo celim odnosom koji je gore prikazan: dovoljno je da posmatramo samo parcijalni odnos reda (poretka) između tranzicija koje mogu da budu paraleno osposobljene da okinu u datom trenutku. 	 Tacking into account the final mark of s1 we can consider two transitions: first with the weight of the arc ba2 and second one with the weight of the arc    (we take into account that a đ pe). +⋅− cf −⋅ ab3 To define a Petri net with priorities we do not need to consider the above total relation: it is enough to consider only a partial order relation between the transitions that can be parallel enabled to fire at a given moment. 	 0.5
 Stoga je parcijalni odnos takav da t1 ima veći prioritet nego t3 i t4, a t2 ima veći prioritet nego t4. U našem    programu definišemo kategoriju priortranz kao proizašlu iz tranz I ona ima dodatne karakteristike nrsucc, ceo broj tranzicija visokog prioriteta i lsucc listu ovih tranzicija. 	 Therefore the partial relation is such that t1 has higher priority than t3 and t4, and t2 has higher priority than t4.  In our   program we define the class priortranz that is derived from tranz and it has in addition the properties nrsucc, the integer number of the transitions with higher priority and lsucc the list of these transitions. 	 0.5
 Takođe definišemo kategoriju proizvedenu iz marc, naime priormarc ++C primenom istog mehanizma nasleđa. 	 We define also the class derived from ++C marc, namely priormarc using the same heritage mechanism. 	 0.5
 Konstruktor priortranz prvo poziva konstruktora-roditelja, a onda inicira listu sledbenika.  Metod citire definiše se na sličan način. 	 The constructor of priortranz call first the parent constructor, and next initializes the list of successors. the method citire is defined in a similar way. 	 0.5
 Operator *= za izvedene kategorije prvo koristi operatora-roditelja da proveri da li je tranzicija osposobljena da okine, a ako jeste, proverava da li ova tranzicija nema neku drugu tranzicju spremnu da okine, a koja je višeg prioriteta. 	 The operator *= for the derived classes checks first if the transition is enabled to fire using the parent operator, and if it is checks if the given transition has no other transition enabled to fire with higher priority. 	 0.5
 Kad govorimo o tome kako smo formirali listu tranzicija osposobljenih da okinu primenom operatora *= možemo takođe da kažemo da ova Petrijeva mreža predstavlja Petrijevu mrežu kontrolisanu redovima u režimu c2 : prvi red je s1 i u svakom trenutku red sadrži sve tranzicije osposobljene da okinu, i to samo te tranzicije. 	 Tacking into account the way we have built the list of transitions enabled to fire using the operator *= we can also consider that the Petri net is a Petri net controlled by queues in the regime c2: the first queue consists in s1 and at any time the queue contains all the transitions enabled to fire and only them. 	 0.5
 Primer 2. 	 Example 2. 	 0.5
 Posmatrajmo Petrijevu mrežu iz prethodnog poglavlja: cf = cf = b = a = i a = i , ps = , ps = , , b = .  1) 2) . 	 Consider in the Petri net of the previous section: 1) 2) b = a = and ps = , ps = , a = and , , cf = cf = . b = . 	 0.5
 1) Imamo a đ ps, a odatle dobijamo pe = ps = 99 i kona ,0,1,3, čan marker        .  2) U ovom slučaju nemamo a đ ps: . 	 Solution: 1) We have a đ ps, and from here we obtain pe = ps = )T99,0,0 99 and the final mark         . = 2) In this case we have not a đ ps:        . +∗ ( ,0,1,3, and the final mark is We obtain ( = ,0,0,2,1,7, pe =∗ )T . 	 0.5
 Dobijamo        a konačni marker je ( = ,0,0,2,1,7, =∗ )T . +∗ pe = )T99,0,0 ( Svi gore navedeni konačni markeri su oblika M6 i verifikuju (7). 	 All the above final marks are in the form M6 and verify (7). 	 0.5
 Primer 3. 	 (Rapoarte Example 3. 	 0.5
 Posmatrajmo 21 postojeći investicioni fond (Rapoarte lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009, Š15Ë). 	 Consider 21 existing investment founds in April 2000 lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009, Š15Ë). 	 0.5
 Pošto ne raspolažemo podacima o ukupno investiranoj sumi, posmatrajmo kao varijablu broj investitora (hipoteza je da je gore navedena suma proporcionalna ovom broju). 	 Because we have not the data on the total invested sum, consider as explanatory variable the number of investors (the hypothesis is that the above sum is proportional to this number). 	 0.5
 Rezultujuća varijabla je red VAN na tabeli u Excel-u, izražena milionima leja. 	 As resulting variable we consider the row VAN in the Excel table, expressed in millions lei. 	 0.5
 Rezultati su prikazani na sledećoj tabeli. 	 The results are in the following table. 	 0.5
 Stepen polynomske je 1 (linije regresije). 	 The degree of the polynomial is 1 (regression lines). 	 0.5
 Ako posmatramo dve kategorije (klase), dobijamo prvu kategoriju             i drugu kategoriju =Y , u kojoj se nalaze investicioni fondovi Active Junior and ALPHA. 	 If we consider + = two classes we obtain the first class . .10+ . − , containing the investment founds Active Junior and ALPHA. 	 0.5
 Ostali investicioni fondovi nalaze se u prvoj kategoriji. + . 	 The other investment founds are in the first class. and the second class . 	 0.5
X . − .  Y . X = Y −= . .  Ako posmatramo tri kategorije, dobićemo prvu kategoriju              sa investicionim fondovima FON, Fortuna Gold i FVG, drugu kategoriju               sa investicionim fondovima Active Junior i ALPHA, i treću kategoriju             u kojoj su ostali investicioni fondovi. . . . −= . 	 Y =Y X X + − X −= . . If we consider three classes we obtain the first class with the investment Y founds FON, Fortuna Gold and FVG, the second class Y with the investment founds Active Junior and ALPHA, and the third . class             with the other investment founds. . . −= .11 X X Y = + We notice that if we increase the number of classes from 3 to 10 it remains one of the classes containing only the investment founds Active Junior and ALPHA. 	 0.5
X X X Y Y + = + − Zapažamo da, ako povećamobroj kategorija od 3 do 10, preostaje jedna kategorija u kojoj su samo investicioni fondovi Active Junior and ALPHA. koeficijent X za liniju regresije koja odgovara kategoriji u kojoj se nalazi FNI je 11.74369 za 4 kategorije, 11.7062 za 5 kategorija, 12.58743 za 6 kategorija, 11.28776 za 7 ili 8 kategorija, odnosno 11.34757 za 9 ili 10 kategorija. 4. 	 The coefficient of X for the regression line corresponding to the class containing FNI is 11.74369 for 4 classes, 11.7062 for 5 classes, 12.58743 for 6 classes, 11.28776 for 7 or 8 classes, respectively 11.34757 for 9 or 10 classes.  4. 	 0.5
 Zaključci Za vreme krize, usled akutnog nedostatka roba, nastaju mnoge organizacije kao ovi lažni investicioni fondovi. 	 Conclusions In recession time, because of the acute lack of goods, there appear many organizers of such fraud-like investment founds. 	 0.5
 One obećavaju zarade koje nisu održive čak ni u periodima ekonomskog buma. 	 They promise gains that are not sustainable even in a period of economic boom. 	 0.5
 U ovom radu predstavili smo jednostavni model Petrijeve mreže ovakvog investicionog fonda. 	 A simple Petri net model of this investment founds was presented in this paper. 	 0.5
 Ovaj model je moguće proširiti tranzicijom koja modeluje plaćanje poreza državnom budžetu i poziciju za to, pa da izgleda da fond pošteno radi. 	 The model can be extended by a transition that models the payment of the taxes to the states budget and the place of it, to maintain the appearance of the honesty of the found. 	 0.5
 Naravno, mogući model Petrijeve mreže za pošten investicioni fond mora da bude stohastičan (videti Š11,14Ë) da bi se napravio model rizika fonda: ne može se računati na siguran dobitak. 	 Of course, the possible Petri net model of a honest investment found must be stochastic (see Š11,14Ë) to model the risk of the found: we can not have sure gains. 	 0.5
 Modeli koji koriste klasične Petrijeve mreže pozicijatranzicija i njihove proširene oblike koriste se u popisivanju proizvoda u fabrici za prodaju preko određenog broja maloprodajnih objekata (videti Š11Ë) ili sirovina za štampariju (videti Š3Ë), za modelovanje i procenu performansi podele hardvera/softvera (videti Š8Ë), ili u modelima proizvodnje: modelovanje i procena proizvodnih sistema (videti Š14Ë), modelovanje i procena njihovih softvera (videti Š5Ë) ili u kontroli zakočenih fleksibilnih proizvodnih sistema (videti Š13Ë). 	 Models using classical place-transition Petri nets and extensions of them are used for the inventory of the products of a factory for selling them to customers by a given number of retailers (see Š11Ë) or raw materials for a printing house (see Š3Ë), for modeling and performance evaluation of hardware/software partitioning (see Š8Ë), or in manufacturing modeling: modeling and evaluation of manufacturing systems (see Š14Ë), modeling and evaluation of its software (see Š5Ë) or deadlock control of flexible manufacturing systems (see Š13Ë). 	 0.5
 Ekonomski plan za proizvodnju, nabavku, kontrolu kvaliteta i prodaju u fabrici lekova modelovan je u Š9Ë obojenom, stohastičkom, pravovremenom i hijerarhijskom Petrijevom mrežom. 	 An economic plan for production, supply, quality control and selling in a drugs factory is modeled in Š9Ë by a colored, stochastic, timed and hierarchical Petri net. 	 0.5
 U ovom radu takođe predstavljamo ekonomski model: markeri na pozicijama Petrijeve mreže predstavljaju sume novca. 	 In this paper was presented also an economic model: the tokens from the places of the Petri net represent sums of money. 	 0.5
 U ovom radu koristili smo dve regresije koje koriste elemente Petrijeve mreže kao rezultujuće varijable i varijable za tumačenje (nelinearne, a ne linearne kao u ovom radu) u Š11Ë da bismo optimizovali performanse sistema koji smo modelovali. 	 Two regressions using the Petri net elements as explanatory and resulting variables (nonlinear ones, not linear as in this paper) were used in Š11Ë to optimize the performances of the modeled system. 	 0.5
 Primenom Petrijeve mreže prvo se definiše distribucija verovatnoće za okidanje tri tranzicije u sukobu (koriste iste resurse): p1 za prvu, p2 za drugu 1 p1 p2 za poslednju. 	 Using a stochastic Petri net there is defined first a probability distribution for firing three transitions in conflict (which share the same resources): p1 for the first, p2 for the second and 1 p1 p2 for the last one. 	 0.5
 Zatim se posmatraju p1 i p2 kao varijable pomoću kojih se tumači (u stvari, zbog linearnosti, stvarne varijable za tumačenje predstavljaju nelinearne funkcije p1 i p2), i rezultujuća varijabla C ukupni trošak inventara/zaliha. )2 Primenom jedne od dobijenih regresija dobijamo optimalni trošak za oba slučaja za minimalnu tačku f. ( 1, ppf C = Operatori *= i += definisani su u hederu petri.h imajući u vidu da multiplikacija ima viši prioritet nego suma: u svakoj Petrijevoj mreži (običnoj ili proširenoj) prvo moramo da proverimo da li je tranzicija osposobljena da okine na datom markeru i jedino ako je zaista osposobljena, ona okida i dobijamo novi marker. 	 Next there are considered p1 and p2 as explanatory variables (in fact, because of nonlinearity the real explanatory variables are nonlinear functions of p1 and p2), and the resulting variable C the total inventory cost.  Using one of the obtained regressions        the optimal cost is obtained in both cases for the minimum point of f. ( 1, ppf C = )2 The operators *= and += are defined in the header petri.h tacking into account that the multiplication has higher priority than the sum: in any Petri net (common or an extension of it) we must check first if a transition is enabled to fire at a given mark and only if it is indeed enabled to fire we it is fired to obtain a new mark. 	 0.5
 Sve odlike i metodi iz kategorija tranz i marc su javni i može im se slobodno pristupiti (uključujući i glavni program u kome očitavamo neke odlike kao što je nrloc za markere i tranzicije i pišemo neke druge kao što je indice za tranzicije osposobljene da okinu. 	 All the properties and methods from the classes tranz and marc are public to have full access to them (including the main program, in which we read some properties as nrloc for marks and transitions and we write some other ones as indice for the transitions enabled to fire). 	 0.5
 Otvoreni problem ostaje kako proveriti koja odli ka i koji metod mora da ostane javni, a koji može da bude privatni ili makar zaštićen. 	 An open problem is to check which of the properties and methods must remain public and which can become private, or at least protected. 	 0.5
 U Š3Ë se koriste softverske alatke CPN a u Š5Ë koriste se softveri PED i FUNlite Petri net simulator za Petrijeve mreže. 	 In Š3Ë it is used the software CPN Tools and in Š5Ë there are used the softwares PED and FUNlite Petri net simulator for the Petri nets. 	 0.5
 Ali naš heder nam omogućava da sačinimo kategorije za proširenja Petrijevih mreža u vidu obojenih Petrijevih mreža (videti Š3,9,14Ë), stohastičkih Petrijevih mreža (videti Š11,9,14Ë) ili pravovremenih Petrijevih mreža (videti Š8Ë) primenom mehanizama nasleđa. 	 But our header allows us to make classes for extensions of the Petri nets as colored Petri nets (see Š3,9,14Ë), stochastic Petri nets (see Š11,9,14Ë) or timed Petri nets (see Š8Ë) using the heritage mechanism. 	 0.5
 U mehanizmima nasleđa za Petrijeve mreže sa prioritetima, kategorije roditelja obeležene su u hederu petri.h virtual za primenu višestrukog nasleđa. 	 In the heritage mechanism for the Petri nets with priorities the parent classes are declared in the header petri.h virtual for using multiple heritage. 	 0.5
 U stvari, u praksi korišćene Petrijeve mreže nisu samo jednostavna proširenja Petrijevih mreža: na primer, možemo koristiti temporalnu Petrijevu mrežu sa prioritetima. 	 In fact, in practice the used Petri nets are not only simple extensions of Petri nets: for instance we can use a temporal Petri net with priorities. 	 0.5
 Ostaje otvoreni problem primene Petrijevih mreža ili njihovih proširenja u drugim ekonomskim modelima. 	 An open problem is to use Petri nets or their extensions for other economic models. 	 0.5
 Na primer, možemo da proverimo da li je veza između S nepromenljivih i ekvilibrijuma jednačina. 	 For instance we can check if it is a connection between the S invariants and equilibrium equations. 	 0.5
 Drugi problem koji ostaje otvoren u ovom radu jeste primena nekih drugih proširenja Petrijevih mreža za modelovanja lažnih investicionih fondova ili drugih prevara, na primer piramidalnih igara. 	 Another open problem connected to this paper is to use some other extensions of Petri nets for modeling the fraud-like investment founds or other frauds, like pyramid games for instance. 	 0.5
 Prvo možemo da primenimo stohastične Petrijeve mreže (sa simulacijom slučajnih elemenata) da modelujemo slučajne elemente sistema, a hijerarhijske Petrijeve mreže da modelujemo strukturu sistema. 	 Firstly we can try to use stochastic Petri nets (with simulation of random elements) to model the random elements of the system and hierarchical Petri nets to model the structure of the system. 	 0.5
 Primenom pravovremenih Petrijevih mreža možemo ovaj model da uvedemo u vremenske intervale operacija u modelovanom sistemu. 	 Using timed Petri nets we can also take into the model the time intervals of the operations in the modeled system. 	 0.5
 U slučaju obojenih Petrijevih mreža (videti Š3,9,14Ë) prvi korak jeste da se izgradi model AS IS, naredni je da se procene njegove performase, da se pokuša sa nekim izmenjenim scenarijima (videti Š9Ë) da bi se poboljšale performanse sistema i da se konačno izgradi model TO BE . 	 For the colored Petri nets (see Š3,9,14Ë) the first step is to build the AS IS model, the next step is to evaluate its performances, to try some changes scenarios (see Š9Ë) to improve the performances of the system and finally to build the TO BE model. 	 0.5
 Interesantno pitanje je da li možemo da idemo unazad: od modela TO BE do modela AS IS. 	 An interesting question is if we can go in reverse order: from the TO BE model to the AS IS model. 	 0.5
 Moguće je da možemo da koristimo obojene Petrijeve mreže za druge modele prevara i čak za neformalnu ekonomiju (videti Š2Ë): model TO BE biće lažni model a model AS IS će biti pravi model. 	 If it is possible we can use colored Petri nets for other models of frauds and even of informal economy (see Š2Ë): the TO BE model will be the false model and the TO BE model will be the real model. 	 0.5
 BIBLIOGRAPHY Š1Ë Acostâchioaie, D., Programare C s¸i C++ pentru Linux, Ed. 	 BIBLIOGRAPHY Š1Ë Acostâchioaie, D., Programare C s¸i C++ pentru Linux, Ed. Polirom, Ias¸i, 2002. 	 0.5
 Polirom, Ias¸i, 2002. Š2Ë Albu, L. L., A Model to Estimate Spatial Distribution of Informal Economy, Romanian Journal of Economic Forecasting, Vol. 	 Š2Ë Albu, L. L., A Model to Estimate Spatial Distribution of Informal Economy, Romanian Journal of Economic Forecasting, Vol. 9, No. 4 (2008) 111-124. 	 0.5
 9, No. 4 (2008) 111-124. Š3Ë Andrić, B., Makajić-Nicolić, D., Stefanović, B. and Vujošević, M., Modeling inventory control process using colored Petri nets, Proceedings of the 7-th Balkan Conference on Operational Research, Constanta, Romania (May 25-28 2005) 3-10. Š4Ë Ciuiu, D., Pattern Classification using Polynomial and Linear Regression, Proceedings of the International Conference Trends and Challenges in Applied Mathematics, Technical University of Civil Engineering, Bucharest, Romania (June 2023 2007) 153-156. Š5Ë Heiner, M., Deussen, P. and Spranger, J., A Case Study n Design and Verification of Manufacturing System Control Software with Hierarchical Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 	 Š3Ë Andrić, B., Makajić-Nicolić, D., Stefanović, B. and Vujošević, M., Modeling inventory control process using colored Petri nets, Proceedings of the 7-th Balkan Conference on Operational Research, Constanta, Romania (May 25-28 2005) 3-10.  Š4Ë Ciuiu, D., Pattern Classification using Polynomial and Linear Regression, Proceedings of the International Conference Trends and Challenges in Applied Mathematics, Technical University of Civil Engineering, Bucharest, Romania (June 20-23 2007) 153-156. 	 0.5
 Teorie s¸i practicâ, Ed. 	 Teorie s¸i practicâ, Ed. Academiei, Bucures¸ti, 1999. 	 0.5
 Academiei, Bucures¸ti, 1999. Š7Ë Jula, D., Introducere în Econometrie, Ed. 	 Š7Ë Jula, D., Introducere în Econometrie, Ed. Professional Consulting, Bucures¸ti, 2003. 	 0.5
 Professional Consulting, Bucures¸ti, 2003. Š8Ë Maciel, P., Barros, E. and Rosenstiel, W., A Petri Net Model for Hardware/Software Codesign, Design Automation for Embedded Systems, Vol. 	 Š8Ë Maciel, P., Barros, E. and Rosenstiel, W., A Petri Net Model for Hardware/Software Codesign, Design Automation for Embedded Systems, Vol. 4, No. 4 (1999) 243-310. 	 0.5
 4, No. 4 (1999) 243-310. Š9Ë Makajić-Nicolić, D. and Vujošević, M., An Application of Colored Petri Nets to Business Reengineering, Proceedings of the 6-th Balkan Research, Conference Thessaloniki, Greece (May 22-25 2002) 263-272. 	 Š9Ë Makajić-Nicolić, D. and Vujošević, M., An Application of Colored Petri Nets to Business Reengineering, Proceedings of the 6-th Balkan Research, Conference Thessaloniki, Greece (May 22-25 2002) 263-272. 	 0.5
 33, No. 1-2 (2007) 24-35. Š14Ë Zimmermann, A. and Hommel, G., Modeling and Evaluation of Manufacturing Systems using Dedicated Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 	 Š14Ë Zimmermann, A. and Hommel, G., Modeling and Evaluation of Manufacturing Systems using Dedicated Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 15, No. 2 (1999) 132-138. 	 0.5
 15, No. 2 (1999) 132-138. Š15Ë Rapoarte lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009,, www.kmarket.ro/fonduri/fonduri.php.  Lider na univerzitetu i kvalitet visokog obrazovanja UDK: 	 Š15Ë Rapoarte lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009,, www.kmarket.ro/fonduri/fonduri.php. University Leader and Quality in Higher Education UDC: 005.94 ; 378.1 C. Rusu, PhD Professor, Technical University Gheorghe Asachi of Ias¸i, Romania crusu¿cetex.tuiasi.ro XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Apstract. 	 0.5
 Kako lideri na univerzitetu vide realnost na univerzitetu; postići da lider na univerzitetu ima sposobnosti da nađe rešenja za razvoj univerziteta; kako da lider na univerzitetu osnaži i mobiliše ljude (osoblje) da se izbore s realnošću i da primene rešanja do kojih je došao. 	 How the university leaders see the reality in the university; to establish the university leader capability to establish the solution for university development; how the university leader could energize, mobilize people (staff) to fight with the reality, to implement his solution. 	 0.5
 Prethodni rad. 	 Prior work. 	 0.5
 Koncepti lidera i liderstva primenjeni su i u drugim organizacijama u Rumuniji i svuda u svetu; u cilju povećanja konkurentnosti rumunskih univerziteta, na ove univerzitete treba preneti i primeniti koncepte lidera i liderstva; menadžeri univerziteta u Rumuniji treba da ostvare učinak / kvalitet; pretvaranje menadžera u lidere treba da bude još jedna politika (mera) njihovog regrutovanja, izbora i obuke. 	 The concepts of leader and leadership are used in other organizations in Romania and in the world; for increasing the competitiveness of the universities from Romania, the concepts of leader and leadership should be transferred and implemented in universities from Romania; the managers of universities from Romania to make performance / quality, to turn into leaders should be another policy of recruitment, selection and training them. 	 0.5
 Pristup. 	 Approach. 	 0.5
 Glavni metodi primenjeni u radu: upitnici, struktuisani intervju, pregled literature, sopstveno iskustvo. 	 The main methods employeed used: questionnaires, structured interview, literature research, own experience. 	 0.5
 Rezultati. 	 Results. 	 0.5
 Rezultati istraživanja nam pokazuju sledeće: sposobnost menadžmenta da prepozna probleme s kojima se danas srećemo; izbore koje oni prave u cilju podizanja kvaliteta u visokom obrazovanju; mogućnosti da menadžment mobilizuje /obuči osoblje univerziteta da primenjuje predložena rešenja. 	 The result of research show us: the ability of management to recognize the problems facing nowadays; the solutions they discern for raising quality in higher education; the possibilities of mobilization / training by the university management staff of universities to implement the proposed solutions. 	 0.5
 Implikacije. 	 Implication. 	 0.5
 Ovaj rad će pomoći osoblju na univerzitetu i političarima: da promene svoje stavove u vezi sa liderstvom na rumunskim univerzitetima; da ponude neke principe, metodološke postupke i tehnike koje bi se primenile u cilju boljeg upravljanja razvojem univerziteta u Rumuniji i da izaberu prave lidere za rumunske univerzitete. 	 The paper will help university staff and the politician: to change their attitude related to the leadership in the Romanian university; to offer some principales, methods procedures, technique to be use for a better management in the Romanian University development, to choose the right leaders for Romanian University. 	 0.5
 Vrednost. 	 Value. 	 0.5
 Karakterizacija lidera u visokom obrazovanju u Rumuniji. 	 The characterization of the leaders in Romanian higher education where does not exist research in the aria. 	 0.5
 U ovoj oblasti još se nisu sprovodila naučna istraživanja. 1. 	 1. 	 0.5
 Uvod Lider treba da bude sposoban da sagleda realnost kao što projektant sagledava realnost, a svaki lider sagledava realnost na drugačiji način. 	 Introduction The leader need to be able to see the reality As a designer see the reality and each leaders see different the reality. 	 0.5
 Zašto? 	 Way? 	 0.5
 Zbog organizacione kulture. 	 Because the reality organizational culture. 	 0.5
 - Realnost inputa kvaliteta na univerzitetu (XQI) - Studenti kandidati (S) - Profesori i administrativno osoblje (S) - Materijalni resursi i sredstva (A) - Informacije resursi (I) - Finansijski resursi (F) - Teorijske kompetentnosti studenata - Kvalitet istraživačkih projekata - Zadovoljstvo korisnika - Zadovoljstvo studenata - Integritet univerzitetskog menadžmenta - Transparentnost u odlučivanju menadžmenta na univerzitetu - Poređenje autputa kvaliteta univerziteta sa: unutrašnjim standardima, spoljnjim standardima, unutrašnjim ciljevima indikativnim merljivost, konkurenti, istorijski podaci, itd. (B) - Realnost kvaliteta procesa visokog obrazovanja (HE/V[ procesa) (HEP) - Tehnologija obrazovnog pro cesa - Sistem motivisanja na univerzi tetu - Disciplina na univerzitetu, po stupci - Ocena postupaka i procesa - Ocenjivanje studenata i proces - Ocenjivanje osoblja - Korišćenje sredstava - Realnost autputa, rezultata na univerzitetu - Praktične kompetentnosti stu denata Slika 1 Univerzitet kao sistem Promene na univerzitetu izazivaju dezintegracije što se manifestuje u onome što mi nazivamo problemom, zato što se univerzitet kao sistem sastoji od pod-sistema (fakultet, podrška podsistemima na odsecima: biblioteka, službe za socijalna pitanja studenata, itd.), a podsistemi se ne menjaju istom brzinom. 	 The reality of quality HE process (HEP) Educational process technology Motivation system in the univer sity The university discipline, proce dures Procedures and process assess ment Students evaluation and the process Staff evaluation Assets utilization The reality output result of the uni versity Practical competences of stu dents University change cause disintegration wich is manifested in what we call problem because university system is composed of subsystems (faculty, departments subsystem support: library, social services for students etc.) and this subsystem do not change in the same speed. 	 0.5
 Koje rešenje se predlaže? 	 Which is the solution?  The solution is INTEGRATION. 	 0.5
 Rešenje je INTEGRACIJA Ovaj problem nije svojstven samo univerzitetu, on se nalazi i u nama. 	 The problem is not out of university, it is within us. 	 0.5
 Kada su univerziteti zdravi i naviknuti na promene, ta promena će da ih osnaži. 	 When university are healty and used to change, change is invigorating. 	 0.5
 Ali ako je imuni sistem univerziteta slab, promena može univerzitetu da donese nevolje. 	 But if university immune system is weak, a change will get university possible into a trouble. 	 0.5
 Nema svaki univerzitet problema kada se menja. 	 Not every university has problems in time of change. 	 0.5
 To zavisi od toga kojiko je sistem zdrav. 	 It depend on how healty the system is. 	 0.5
 Univerzitet je zdrav kad može da se nosi sa promenama a da se ne raspadne. 	 The university system is healty when it can deal with change without falling apart. 	 0.5
 Imate li hrabrosti da pogledate šta se događa u našoj (vašoj) školi? 	 Do you have the courage to see what is doing in our (your) school? 	 0.5
 Lider stalno posmatra da bi mogao da postavi dijagnozu.  U društveno-ekonomskoj realnosti ocene kasne previše. 	 Going mediocraticy The leader keep seeing for a diagnostic result The rates lag far behind in socio-economic realities. 	 0.5
 Ima nastavnika koji samo saslušaju sve o promenama, ali stalno predaju isto kao i ranije. 	 There are teachers who only attend the changes and teach always the past courses. 	 0.5
 Dijagnoza HE mora da reši: dilemu rasta, dilemu moći, dilemu profita, sopstvenog interesa i interesa zajednice, materijala u odnosu na kvalitet. 	 HE diagnosis need to solve: dilemma of grow, dilemma of power, dilemma of profit, selfinteres and community, materials versus quality. 	 0.5
 Lideri moraju da znaju kako da vrše komparativnu analizu. 	 The leaders needs to be able to do comparative analysis. 	 0.5
 Spoljnje snage promena u HE (V[) su: deregulacija, tehnologija, analiza realnog stanja, swot analiza, otkrivanje krize. 	 External forces for change in the HE are: deregulation, technology, analysis the reality, swot analysis, discover the crisis. 	 0.5
 Lider treba da zna kako da postavi svoje rešenje. 	 The leader need to be able to ground the solution. 	 0.5
 Služba za razvoj univerziteta.  Lider mora uvek da ocenjuje: viziju, misiju i strategije koje nastaju na univerzitetu.  Postaviti nove ciljeve i strategije za univerzitet Sastaviti nove univerzitetske programe Pretpostaviti koje rizike nosi predloženo rešenje Ocenjivanje, kontrola, kvalitet koordinacije obrazovnog procesa Potreba za novim kompetentnostima  Nastavni plan i program raditi na osnovu potreba korisnika za kompetentnostima Tražiti načine za postizanje zadovoljstva korisni ka univerziteta Stvoriti prostor za nove interne standarde kvali teta Inovativna rešenja za kvalitetan input u unapre đenju HE Ovo nisu političke odluke, samo zdrave poslovne odluke. 	 Service for university development The leader need to evaluate: vision, mission and strategies from the university Ground the new objectives and startegies for uni versity Creating new university programs Assuming the risk of the solution promoted Assessing, controlling, coordinating quality of edu cational process Search new needs of competence  Curricula design by customer competence needs Search university customer satisfaction Making ground the new internal quality standards Innovating solution for quality imput unproving in HE These are not political decision, only sound business decision. 	 0.5
 Najznačajniji POKRETAČ postignuća na univerzitetima jeste liderstvo. 	 The most important DRIVER of performances in the universities is Leadership. 	 0.5
 Mi se sve vreme bavimo poslovima upravljanja promenama. 	 We are all the time in a change management business. 	 0.5
 Najveći izazov danas u visokom obrazovanju je: razvijati, usavršiti i širiti liderstvo na univerzitetu. 	 The biggest challenge, today, in HE: to develop, mature and spread leadership through un University. 	 0.5
 Lider na univerzitetu je kao palac na ruci. [ta radi palac? 	 A University leader is a thumb. 	 0.5
 On se bavi različitostima i postaje lider koji pomaže ljudima da izraze neslaganje sa nečim, a da pritom ne budu sami nesložni. 	 What does a thumb do?  It work with all different to create a leader knows how to help people disagree without being desagreable. 	 0.5
 Lider može da izgrađuje i obogaćuje kulturu međusobnog poverenja i poštovanja kulturu u kojoj se ljudi ne boje da kažu šta misle. 	 A leader is able to build and enrich a culture of mutual trust and respect a culture in wich people are not afraid to speak their minds. 	 0.5
 Bez palca nemate ruku. 	 Without a thumb, you will not have a hand. 	 0.5
 Bez lidera nema timskog rada, a kad nema timskog rada, sve ideje ostaju blokirane u glavi. 	 Without a leader there is not teamwork, and without a teamwork, the cast will be stuck in the mind. 	 0.5
 Lider treba da mobiliše, osnaži ljude, da im moć da se bore sa realnošću, da primene njegovo rešenje (moralno etički društveno odgovorno) Biće neophodno razviti novu generaciju viših menadžera koji treba da obrate pažnju na: društvenu odgovornost, etiku i moralne aspekte, pojedinačno u odnosu na saradničko, na poslovnu orijentaciju, stepen do koga se nastavni plan i program menja, ravnotežu između tradicije i moderne nove tehnologije nastave, interdisciplinarnu nastavu, izbegavanje rizika, komunikaciju između unutrašnjeg i spoljnjeg okruženja, međusobnu saradnju osoblja. 	 The leader need to mobilize, energize, empower people to fight with reality, to implement his solution (moraly ethical social response) Will be necessary to develop a new generation of higher managers wich have to pay attention to: social responsibility, ethics and moral aspects, individual versus cooperation, business orientention, degree curricula change, balance between tradition and modern new teaching technology, cross disciplinary teaching, risk avertion, communication with the internal and external environment, interpersonal staff cooperation Passion (respondes) of the staff: developing the competition to all the level, university management as a team, management by performance, green sustenability, cloth relation with HR corporate sector and allumini, value added by training - new competences (knowledge) theoretical and practical, opportunity costs in HE, selectiveness.  2. 	 0.5
 Metodologija istraživanja Glavni metodi koje smo koristili u ovom istraživanju su upitnik, struktuisani intervju, pregled literature i sopstveno iskustvo. 	 Research methodology The main methods used for this research was the questionary, structured interview, literature research and own experience. 	 0.5
 Kako ispitanici vide realnost univerziteta u odno su na: - kvalitet unosa u sistem - kvalitet obrazovnog procesa - kvalitet postignutih rezultata Rešenja za poboljšanje kvaliteta menadžerskih rešenja na univerzitetima metode koje koriste lideri na univerzitetima za obuku / uključivanje / motivisanje osoblja na univerzitetima, za primenu rešenja koje lideri predlažu.  Zbog prostora u ovom radu ćemo se baviti analizom samo nekih aspekata obuke osoblja koju sprovode lideri. 	 The questionnaire was related to: how respondents perceived the reality from univer sities regarding the quality of entries in the system the quality of the educational process the quality of the results solutions for improving the quality of the manage ment solutions from universities methods used by university leaders for training / involvement / motivation of staff in universities, for implementation of the solution proposed by the leaders For reasons of space we refer only to the analysis of some aspects of staff training by the leaders. 	 0.5
 Upitnik smo pripremili za 186 ispitanika iz redova nastavnog osoblja na državnim i privatnim univerzitetima u Rumuniji. 	 The questionnaire was applied to 186 educators from state and private universities from Romania. 	 0.5
 Zaključak Da bi se moglo doneti i primeniti novo rešenje na univerzitetu potrebni su lideri i snažno liderstvo.  U ovom periodu neki menadžeri na univerzitetima ne shvataju da zaposleni predstavljaju kapital, a ne samo trošak. 	 Conclusion To bring about and implement new solution in the university you need leaders and strong leadership In this period some university managers do not realise that the employees are an asset, not just an expense. 	 0.5
 Zaposleni mogu bolje od bilo koga da kažu menadžerima šta se dešava na univerzitetu. 	 The employees can tell to te managers what is going on in the university better that anybody else. 	 0.5
 Postoje politike otvorenih vrata, ali koliko ste asistenata videli da prođu kroz ta otvorena vrata rektora univerziteta ili predsednika da bi sa njim porazgovarali? 	 There are open-door policies, but how many assistents have you seen walk through the open-door of the university rector, president office to talk to him/her. 	 0.5
 Uopšteno govoreći, upravo elitistički menadžeri u univerzitetskom sistemu ne slušaju ljude kojima upra vljaju. 	 Generally speeking, it is a elitist managers in the university system, who are not listen to the people they manage. 	 0.5
 Energija teče s vrha na dole, a na osnovu podređenosti. 	 Energy flow from top to bottom based by reports. 	 0.5
 Da bi se postigla promena koja je neophodna da bi univerzitet bio uspešan, potreban nam je univerzitet koji može brzo da se menja. 	 To achive change, wich is essential for a successful university, we need a university that can change easily. 	 0.5
 Univerzitetu je potreban timski rad, saradnja i uzajamno poverenje i poštovanje. 	 University needs teamwork, cooperation and mutual trust and respect. 	 0.5
 Menadžeri treba više da razgovaraju, razmenjuju znanja, budu otvoreniji prema drugima i da više poštuju jedni druge. 	 Managers need to talk more, share more, be open with each other more, and respect each other more. 	 0.5
 Naučite menadžere kako se jedan lider ponaša.  Naučite menadžere kako da rešavaju sukobe. 	 Teach managers how a leader behaves; teach managers to resolve a conflict. 	 0.5
 Univerzitet je kao ribnjak. 	 University are like a fish tank. 	 0.5
 Ako se ne snabdeva kiseonikom odozgo pa sve do dna, riba, ili organizacija, će umreti. 	 Unless we supply them with oxygen from top to bottom management of the university, the fish, organization will die. 	 0.5
 Na univerzitetu moramo da promenimo šta i kako učimo studente. 	 We have in the university to change what and how we teach. 	 0.5
 Naučite buduće lidere da saslušaju osoblje univerziteta i jedni druge, da više upravljaju pomoću timskog rada, a manje preko brojeva. 	 Teach future leadership to listen to university personnel and to each other, to manage more by pride of teamwork and less by workhiping numbers. 	 0.5
 Moramo da budemo zajedno. 	 We have to be together. 	 0.5
 Tajna zdrave organizacije je u integraciji, i samo tako možemo da pretvorimo krizu u nove mogućnosti i da budemo uspešni u budućnosti i ostavimo za sobom one koji se međusobno glože. 	 Integration is the secret of healty organization, and that is how we will turn a crisis into an opportunity and succeed in the future, and leave behind those that are fighting among themselves to catch the cold. 	 0.5
 Ograničenja predložene analize upitnika odnose se na: standarde drugih prestižnih univerziteta; verujemo da se to razlikuje od jednog ispitanika do drugog; sprečiti nastavnike da govore o porodičnim stvarima. 	 The limits of the proposed questionnaire analysis are related to: the standard of other prestigious universitie, we believe that it was differed from one respondent to another; retaining teachers to talk about home things. 	 0.5
 Jedan ispitanik nam je čak rekao da je on vaspitavan i obrazovan na tom i tom univerzitetu i da samo njemu može da da maksimalan broj poena. 	 Even one respondent told us that because he was raised and trained in that university he can only grant votes to the maximum limit. 	 0.5
 Neki ispitanici su smatrali da određeni pojmovi nisu jasno definisani, postojale su situacije u kojima su ispitanici mogli da shvate neki koncept na različite načine. 	 Some respondents considered that some terms are not unambiguously defined, there are situations in which respondents could understand a concept in different ways. 	 0.5
 Svrha upitnika bila je da podigne nivo svesti, da pokrene snage unutar univerziteta, da neki koledži imaju hrabrosti da sagledaju realnost iz pozicije unutar sistema, ali da je ne prepoznaju na pravi način. 	 The purpose of the questionnaire was to raise awareness, alert forces within the university that some colleagues have the courage to see reality from within the system, they see reality, but not to recognize it. 	 0.5
 U pitanjima u upitniku želeli smo da naglasimo neke velike probleme, značajne za obrazovanje u Rumuniji, a koje lideri na univerzitetima treba da rešavaju. 	 The questionnaire we wanted to emphasize the questions some of the big problems, important to romanian education that university leaders should tackle. 	 0.5
 Takođe, dobio sam i mnogo pohvala za ovaj upitnik. 	 I also received many thanks for the content of this questionnaire. 	 0.5
 Uveren sam da reforma sistema visokog obrazovanja i drugih sistema ne dolazi samo iznutra, već je iniciraju i snage spolja. 	 I am convinced that reforming the higher education system and other systems that can come only from within the system, but from outside forces. 	 0.5
 Do sada je u Rumuniji predloženo 6 7 reformi koje su se delimično preklapale i koje su donele više lomova nego što su pomogle. 	 Until now in Romania it have been proposed 6-7 reforms which partially overlapped and who have more disrupt than helped. 	 0.5
 Snage spo lja, u našem slučaju, čine članovi akademske zajednice Rumunije koji su primili naš upitnik i koji su sada ovde, u Tulči. 	 Outside forces, in our case, is constituted from the members of the academic community from Romania who have received our questionnaires (over 600) and who are present here, in Tulcea.  REFERENCES Š1Ë Adizes, I. 	 0.5
 Now that we can do anything, what will we do? 	 The arts and leadership: Now that we can do anything, what will we do? 	 0.5
 ISSN 13061089, 2006 Š5Ë Dowlatshahi S. Total quality management in higher education: a case study Department of Information and Decision Sciences, College of Business Administration, The University of Texas, USA, Total Quality Management, vol.7, no.2, 1996 Š6Ë Galgano Alberto Quality: mind and heart in the organization Galgano & Associates, Milano, Italy, Total Quality Management, vol.13, no.8, Š7Ë Gopal K. Kanji Can total quality management help innovation? 	 ISSN 13061089, 2006 Š5Ë Dowlatshahi S. Total quality management in higher education: a case study Department of Information and Decision Sciences, College of Business Administration, The University of Texas, USA, Total Quality Management, vol.7, no.2, 1996 Š6Ë Galgano Alberto Quality: mind and heart in the organization Galgano & Associates, Milano, Italy, Total Quality Management, vol.13, no.8, Š7Ë Gopal K. Kanji Can total quality management Š14Ë Rusu,C. - Principles for the Evaluation of the help innovation? 	 0.5
 Centre for Quality and Innovation, Sheffield Hallam University, Hallamshire Business Park, UK, Total Quality Management, vol7, no.1, 1996 Š8Ë Griffith D.A., Cavusgil S.T. & Xu S. Emerging themes in international business research Journal of International Business Studies, 39(7): 	 The art and practice of leadership coaching: 131-137, NY: John Wilwy & Sons, 2005 Š11Ë Rusu, B., Rusu C. - Evaluation Results in the University: Management, Teaching Staff, Level of Students Satisfaction -Proceedings of 1st International Conference European Dimension in Quality Assurance. 	 0.5
 Technical University Gh. 	 Technical University Gh. 	 0.5
 Asachi Iasi, Romania, 2001 pg.276 ISBN 973590-581-7 Š12Ë Rusu,C.  - The modernisation of engineering education in Romania in the process of transition towards a free market economy - International Congress of Engineering Deans Industry leaders, Melbourne, Australia, 3 6 July 1995 Š13Ë Rusu C. 	 Asachi Iasi, Romania, 2001 pg.276 ISBN 973590-581-7 Š12Ë Rusu,C. - The modernisation of engineering education in Romania in the process of transition towards a free market economy - International Congress of Engineering Deans Industry leaders, Melbourne, Australia, 3 6 July 1995 Š13Ë Rusu C. - Aplicarea conceptelor managementului calitatii in invatamantul superior -Quality Assurance in the Romanian Technical Higher Education, Iasi, 1997, P.19-31, ISBN:-973-917847-2. 	 0.5
 - Principles for the Evaluation of the Individual Activity of Teaching Staff, The Dynamics of Quality in Learning Universities Quality Management in Higher Education, Proceedings of The 4rd International Seminar on the Quality Management in Higher Education, Ia?i, România, June 14-15, 2004. 	 Š16Ë Rusu C. - From the managemeny quality to the quality of management -The 4the international seminar on quality management in higher education, Sinaia, Romania si publicate in volumul Conference Procededings, Ed. Performantica Iasi, ISBN: 973-730-225-7, 2006 Š17Ë Rusu C. - Implementation of quality costs in Romanian higher education -Gh. 	 0.5
 - Implementation of quality costs in Romanian higher education -Gh.  Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š18Ë Rusu C. 	 Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š18Ë Rusu C. - Quality cost in Romanian higher educa tion -Gh. 	 0.5
 - Quality cost in Romanian higher education -Gh.  Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š19Ë Zairi Mohamed Beyond TQM implementation: the new paradigm of TQM sustainability School of Management, University of Bradford, UK, Total Quality Management, vol.13, no.8, 2002 U svetu knjiga Enciklopedija menadžmenta tehnologije i inovacija V. K. Narayanan, G. C. O Connor, red., (Enciklopedija menadžmenta tehnologije i inovacija), John Wiley, 2010.  Ovo obimno izdanje na preko pet stotina stranica u sedam tematskih celina predstavlja menadžment tehnologije i inovacija kao «zasebnu naučnu oblast», što redaktori i autori posebno ističu već u uvodu. 	 Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š19Ë Zairi Mohamed Beyond TQM implementation: the new paradigm of TQM sustainability School of Management, University of Bradford, UK, Total Quality Management, vol.13, no.8, 2002 Book review Encyclopedia of Technology and Innovation Management V.K. Narayanan, G.C.OConnor, ed., (Encyclopedia of Technology and Innovation Management), John Wiley, 2010 T his voluminous issue that spreads over more than five hundred pages and seven theme areas presents the technology and innovation management as an autonomous scientific field, which is what editors and authors point out already in the introductory chapter. 	 0.5
 Izuzetna multidisciplinarnost koja je zastupljena uticala je na to da se mnogi rezultati i naučni doprinosi u ovoj oblasti nalaze razuđeni i vezuju se za doprinose ekonomiji i društvenim naukama, tehničkim, prirodnim, organizacionim i menadžment naukama i disciplinama. 	 One consequence of the exceptional multidisciplinarity of the bookis that many results and scientific contributions in this area are omnipresent and related to the contributions to economy and the humanities, then technical, natural, organizational and management sciences and disciplines. 	 0.5
 Predmeti koji se bave menadžmentom tehnologije i inovacija izučavaju se na brojnim univerzitetima i školama u svetu: za biznis i menadžment, organizaciju, inženjerske i prirodne nauke, medicinu, farmaciju. 	 The subjects dealing with the technologies and innovation management are taught at a large number of universities and schools worldwide: business and management, organization, engineering and natural sciences, medicine, pharmacy. 	 0.5
 En ciklopedijsko izdanje u ovoj oblasti predstavlja doprinos koncentraciji i fokusiranju napora da se oblast menadžment tehnologije i inovacija predstavi na koherentan način, uz relevantne tematske celine i da se jasno sagleda njena posebnost i autentičnost. 	 The encyclopaedia knowledge in this field is a contribution to the concentration and focus of all efforts to present the field of technology and innovation in a coherent manner, with relevant theme units and to clearly apprehend its specific nature and its authenticity. 	 0.5
 U pisanju ovog značajnog dela učestvovalo je preko osamdeset autora sa univerziteta iz SAD, Kine, Japana, Velike Britanije, [panije, Francuske, Danske, Irske, [vedske, Australije, Indije, Singapura i drugih zemalja. 	 Over eighty authors from the universities from the USA, China, Japan, Great Britain, Spain, France, Denmark, India, Singapoore, and other countries participated in writing this paper. 	 0.5
 Na temu sadržaja i definicije tehnologije navodi se da je ovo i dalje otvoreno pitanje koje intrigira teoretičare i praktičare. 	 As regards the contents and the definition of technology, this is still an open question and a challenge to both academics and practitioners. 	 0.5
 Mnoštvo je pristupa i definicija nasta lih kao rezultat napora da se otkrije suština tehnologije kao univezalnog pojma, principa, modela. 	 A multitude of approaches were devised in an effort to un Ireland, Sweden, Australia, derstand the essence of technology as a universal concept, principle, and model. 	 0.5
 Budući da se radi o dinamičnoj pojavi koja se neprekidno menja i koja zadire u sve oblasti života i rada ljudi u društvenom i prirodnom okruženju, izvedenoj iz nauke i prisutnoj u praksi, nastojanja da se otkrije njena suština i omogući upravljanje tehnologijama je neprekidni izazov. 	 Since this is a dynamic phenomenon, permeating all the spheres of human life and work in both the social and natural environments, derived from the science and present in practice, the efforts to understand its essence and ensure that technologies are managed is a continual challenge. 	 0.5
 Evolucija tehnologija prati se kroz ceo period istori je ljudskog društva. 	 The evolution of technologies is tracked throughout the human history. 	 0.5
 Tehnološka kreativnost na kojoj je zasnovan održivi ekonomski rast modernog doba izveden je na osnovu dva komplementarna procesa koje je autor Jozef [umpeter nazvao invencijom i inovacijom. 	 The technological creativity on which the sustainable economic growth of the modern era is established stems from two complementary processes the author Joseph Schumpeter termed invention and innovation. 	 0.5
 Vremenastanka inovacije i njeno trajanje u periodima rasta i razvoja ekonomije i društva naveli su autore da prepoznaju duge cikluse u razvoju koji traju oko 50-60 godina i imaju određene prepoznatljive zakonitosti a vezuju se za određenu osnovnu tehnološku paradigmu. 	 The time the innovation is created and the life cycle of the innovation in the periods of growth and development of economy and the society led authors to recognize long cycles in the development that last around 50-60 years each and are characterised by certain unmistakable mechanisms and related to a certain basic technological paradigm. 	 0.5
 Pojava prostornih inovacionih klastera i različiti neujednačeni tehnološki rast i razvoj u određenim geografskim regionima stvorili su uslove za izuzetne prednosti koje se dobijaju transferom tehnologije iz razvijenih u manje razvijene zemlje i regione. 	 T he emergence of spatial innovative clusters and varied uneven technological growth and development in certain geographical regions have set the grounds for some substantial advantages acquired by the technology transfer from the developed to the less developed countries and regions. 	 0.5
 Na svim nivoima u društvu i ekonomiji značajana je tehnološka inteligencija. 	 Technology intelligence proves to be important on all the levels of society and economy. 	 0.5
 Ovo je širok pojam koji uključuje prikupljanje i povezivanje tehničkih informacija, razvoj tehnološkog predviđanja, praćenje dostignuća nauke i njenih mogućnosti za dalji tehonloški razvoj. 	 This is a broad concept that includes collecting and bringing together technical information, the development of technological forecasting, monitoring the scientific achievements and opportunities for further technological growth. 	 0.5
 Tehnološka inteligencija se dalje sagledava u sledećim segmentima: ocena i vrednovanje tehnoloških opcija, ostvarenje tehnološke konkurentnosti, korišćenje baza podataka o patentima i drugim oblicima intelektualne svojine, analiza tehnoloških tržišta putem kojih se odvija transfer tehnologija između organizacija. 	 The technological intelligence is then observed in the following segments: ratings and validation of technological options, achieving technological competitiveness, using the databases about the patents and other forms of intellectual property, the analysis of technological markets on which the technology transfer between organizations is conducted. 	 0.5
 Tehnološko predviđanje, inkrementalne i radikalne tehnološke promene, kao i oblici intelektualne svojine razrađeni su kroz eseje i poseban spisak relevantnih referenci za ove posebne tematske celine. 	 Technological forecasting, incremental and radical technological changes, as well as the forms of intellectual property are elaborated in the essays and a specific list of relevant references for these specific theme areas is provided. 	 0.5
 Na nivou grane i pojedinih delatnosti tehnologije se razmatraju pomoću modela životnog ciklusa grane, dinamike konkurentnosti grana, a posebna pažnja je posvećena granama i delatnostima u oblasti visokih tehnologija. 	 On the branch level and on the levels of certain industries technologies are analysed through a model of the life cycle of the branch, the branch competitiveness dynamics, special attention being paid to the branches and industries in the area of high technologies. 	 0.5
 Inovacijama se bavi poseban deo knjige i ističu se strane tražnje i ponude kao ključni izvori inovacija. 	 A special chapter of the book is devoted to innovation and highlights the demand and the offer as the key sources of innovation. 	 0.5
 Statički i dinamički modeli inovacija predstavljeni su kroz doprinose pojedinih autora u kreiranju tih modela tako da se analiziraju [umpeterov, zatim modeli Abernati-Klark, Henderson - Klark, Uterbak-Abernati, Tušman-Rozenkof, Fosterova S-kriva. 	 Statistic and dynamic models of innovation are presented through the contributions of a number of authors in creating these models.  Thus we find the analyses of the Schumpeter model, the Albernathy-Clark model, the Henderson-Clark model, the Utterback-Albernathy model, the TushmanRosenkoff model, and the Foster S-curve. 	 0.5
 Posebno se razmatraju Rodžerov, Murov i Basov model difuzije inovacija. 	 Specially analysed are the Rogers, Moores and Bass models of diffusion of information. 	 0.5
 Otvorene inovacije i tehnološka strategija naglašavaju značaj eksternih i internih izvora novih tehnologija kao i potrebu da se tehnološkom strategijom posebno definiše prava mera ovog odnosa kao osnove tehnološkog napretka. 	 Open innovation and technological strategy stress the importance of external and internal sources of new technologies, as well as the need to use the technology strategy for the purpose of defining the adequate measure of this relationship as a basis of technological improvement. 	 0.5
 Posebno poglavlje usmereno je ka predstavljanju osnovnih koncepata menadžmenta tehnologije i inovacije na nivou organizacije.  Apsorpcioni kapacitet, učenje i uspostavljanje inovativnih sposobnosti vezuje se za organizaciju i ističe kao ključni faktor uspešne inovacija i dinamike tehnologija. 	 A special chapter is devoted to the basic concepts of technology and innovation management on the organizational level.  The absorptive capacity, learning and establishment of innovative competencies are linked to the organization and stressed as a key factor of innovation success and technology dynamics. 	 0.5
 Četiri generacije modela istraživanja i razvoja predstavljeni su u vezi sa potrebom da se ovom pojavom upravlja kako bi se ostvarila konkurentnost i poslovni uspeh. 	 Four generations of the research and developement models are presented in the light of the need to manage this phenomenon in order to achieve competitiveness and business success. 	 0.5
 Razvoj novog proizvoda i inovacije u uslugama kao i inovacije procesa predstavljene su kroz ključne specifičnosti i modele. 	 The development of a new product and the innovations in services, as well as the process innovations are presented via the key specific features and models. 	 0.5
 Posebno poglavlje govori o nastajućim tehnologijama, a kao tehnologije koje domoniraju dvadesetprvim vekom analiziraju se biotehnologije, nanotehnologije i mrežne tehnologije. 	 One chapter is devoted to emerging technologies, and the prevailing technologies in the 21st century, such as biotechnologies, nanotechnologies and networking technologies are analysed. 	 0.5
 Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva. 	 Your papers should be prepared according to the instructions.  1. 	 0.5
 Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal. 	 Original papers should be typed one sided A4 format (210x297mm).  Use margin 2,5 upper, 2 cm lower, left and right. 	 0.5
 We suggest your papers to be pre pared in form of this template. 1. 	 Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. 	 0.5
 UVOD Radove pisati na srpskom ili engleskom jeziku. 	 Pages are numbered with graphite pencil in upper right corner. 	 0.5
 Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm). 	 Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. 	 0.5
 2.5 cm gornja, 2 cm donja, leva i desna.  Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge. 	 If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. 	 0.5
 Stranice numerisati grafitnom olovkom u gornjem desnom uglu. 	 Use font Times Roman Bold 14 pt. 	 0.5
 PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku. 	 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.. 	 0.5
 Ispod njega sledi naziv rada na engleskom jeziku. 	 Other parts type in two columns 0,5 cm in between. 	 0.5
 Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. 	 Paper is typed normal space and double space between paragraphs. 	 0.5
 Način pisanja je pokazan na početku ovog uputstva. 	 Font Roman 10 pt is recommended. 	 0.5
 Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm. 	 Beginning of the paragraph is typed at the very beginning of the columns. 	 0.5
 Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.  Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt). 	 All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt).   3. 	 0.5
 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. 	 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. 	 0.5
 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. 	 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. 	 0.5
 U nastavku se daje primer slike sa legendom. 	 See the figure below. 	 0.5
 R[$]   Slika 3. 	 R[$]   Figure 1. 	 0.5
 Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama. 	 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. 	 0.5
 Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja. 	 Literature in text has to be quoted in angular brackets to the order of their quotation . 	 0.5
 Na primer, u [5] je pokazano.... 	 For example in [5] it is shown that. 	 0.5
 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. 	 The example of literature is shown below. [1] 	 0.5
 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 	 Proceedings of work, SINFF-N, page 75 -81.  Zlatibor 	 0.5
