Defining model of grading success of manager in countries of transition

Authors

  • Миладин Јовичић Faculty of Foreign Trade in Bijeljina

Keywords:

transition, success, evaluated, levels, privatisation, management, model, comparation.

Abstract

Menagers of all levels are evaluated within the grades: excellent, good and bad. Excellent signifies a numerical indicator, which is considerably below the average of grouping ti which the company belongs.

According to time dimension of observation and the menagement level, the most important indicators are:

Short-term indicators for:

  1. a) top mengement- growth commerce and liquidity;
  2. b) intermediate level of management – turning of working capital and labour turnover;
  3. c) first level of management – workload according to those employed and the customer satisfaction.

Long-term indicators for: a) top management share on the market and profitability: b) intermediante level of management – economy commerce and labour turnover; c) first level of management – the quality of quality of products and the number of technical innovations. The model is composed of a complex, but very clear and organised „instrument table” for detailed indicators of how the company does the business and whether it moves in the right direction, or in order words, what are its work management results like.

The indicators of our model for measuring efficiency of manager word point out to the fact that is results of management of companies of countries which are in transition are by far behind the work efficiency compared to those in developed countries. Such poor results of our factory are consequences of: tehnical-tehnological falling behind, unfinished changes of property ratio, bad influence of politics into economy and low level of motivation of those employed. The way to positive results in this area here can come trough fasts institutional changes which before all need to happen in property ratio, the division of competence between management, administration structure and shareholders as well as bringing into practice the adequate indicators of successful manager work which the directors and the auditing board need to control and them the real owners of the company property.

References

Бубле, M.: Могућност мјерења ефикасности организације рада, Зборник радова, Економски факултет у Сплиту, Сплит, 1998.

Божић, Р.: Финансирање предузећа и финансијско тржиште, Институт за економска истраживања Приштина, 1998.

Crosby, P.B.: Вјечно успјешна организација, Привредни вјесник, Загреб, 1990.

Drucker, P.: Менаџмент за будућност, - Пословни систем - Грмеч, „Привредни преглед”, Београд, 1995.

Hill, N.: Мисли и обогати се, Global Book, Нови Сад, 1996.

Пејовић, С.: Основи америчког капитализма, Научна књига, Београд, 1990.

Родић, J.: Теорија и анализа биланса, Економика, Београд, 1991.

Станковић, Ф. И; Вукмировић, Н.: Предузетништво, Матица српска, Нови Сад, 1995.

Вукмировић, Н.: Иновација у систему награђивања, Пословна политика, бр. 7., Београд, 1998.

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Published

2006-06-30

Issue

Section

Scientific papers

How to Cite

Defining model of grading success of manager in countries of transition. (2006). Acta Economica, 4(4), 163–179. https://ae.ef.unibl.org/index.php/ae/article/view/289

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