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V diplomski nalogi želimo pojasniti, kako se na čim bolj učinkovit način prilagoditi novemu okolju, novi socialni skupnosti in na kakšen način graditi odnose z zaposlenimi, ki so že zaposleni v izbranem podjetju. Vsekakor želimo poudariti pomen in razjasniti pomen prilagajanja novozaposlenega posameznika, kjer ne pozna nikogar in sploh ne ve, za kakšne odnose gre v organizaciji. Istočasno bomo skušali pojasniti pomen odprtega sodelovanja z vodjo ter neposrednega vzpostavljanja vsakodnevne komunikacije, ki ima velikanski vpliv na izgradnjo sodelovanja in zaupanja z vodjo in z vsemi novimi sodelavci. Posebno pozornost nameravamo nameniti načinom motiviranja novozaposlenega z namenom, da čim bolje opravlja zaupane naloge in gradi zaupanje in sodelovanje s kolegi v kolektivu. Gre za poseben pomen vzpostavitve kakovostnih odnosov med vsemi zaposlenimi, ki jih ima organizacija na razpolago, da lahko doseže zastavljene rezultate. Prepričani smo, da gre za pomembno nalogo vodij, ki imajo svoja pooblastila in odgovornosti na področju kakovostne uvedbe novega posameznika v kolektiv – v nasprotnem primeru pa gre za snovanje novih konfliktov in izgubo časa in energije na vseh področjih. In my diploma thesis, we will do our best to explain how to adapt to the new working environment, the new social community in the most effective way, and how to build relationships with employees who are already employed by the selected company. We certainly want to emphasize the importance and clarify the importance of adapting a newly employed individual, where he knows no one and does not even know what relationships are in the organization. At the same time, we will try to explain the importance of open cooperation with the leader and the direct establishment of everyday communication, which has giant influence on the construction of cooperation and confidence with the leader and with all new associates. We intend to pay special attention to the methods of motivating a new employee in order to perform the tasks entrusted as much as possible and build confidence and collaboration with colleagues in the collective. It is a special importance of establishing quality relationships between all the employees that the organization has at its disposal in order to achieve the set results. We are convinced that this is an important task of leaders who have their powers and responsibilities in the field of quality introduction of a new individual into the collective – otherwise it is about designing new conflicts and a waste of time and energy in all areas.

Zaradi sprememb v poslovnem okolju, ki so posledica globalizacije ter hitrega tehnološkega in družbeno ekonomskega razvoja, se spreminjajo tudi pogoji zagotavljanja poslovne uspešnosti. Zelo pomembno vlogo pri tem ima povečevanje učinkovitosti in kakovosti dela. Preučevali smo vodenje in motiviranje v majhnih lesnih podjetjih v Sloveniji. Z metodo anketiranja smo preverjali pogostost uporabe managerskega in šefovskega načina vodenja, poleg tega pa smo ugotavljali, na katere motivacijske dejavnike se vodje osredotočajo pri motiviranju zaposlenih. Ugotovili smo, da se managersko vodenje uporablja pogosteje kot šefovsko. Glede na pretekle raziskave lahko sklepamo, da se uporaba managerskega vodenja povečuje. Pri preučevanju motiviranja smo uporabili izbrane motivacijske dejavnike iz različnih motivacijskih teorij in jih med sabo primerjali. Ugotovili smo, da se vodje v majhnih lesnih podjetjih pri motiviranju zaposlenih osredotočajo predvsem na njihovo zadovoljevanje temeljnih življenjskih potreb (preživetje, varnost, itd.). Potencial za uspešnejšo poslovanje podjetij pri vodenju tako vidimo v zmanjševanju uporabe elementov šefovskega vodenja, pri motiviranju pa je treba nameniti pozornost tudi učinkovitejšemu zadovoljevanju ostalih potreb in tako povečati zadovoljstvo zaposlenih ter njihovo motiviranost. Due to changes in business environment as a result of globalization and rapid technological and socio-economic development supply, conditions for business success are also changing. Increasing the efficiency and quality of work has a very important role. Therefore we investigated the management and motivation in small wood industry companies in Slovenia. The survey method was to verify the frequency of lead-managerial and boss leadership method. We also determined to which motivational factors leaders are focusing in motivating employees. We found out that the lead-managerial leadership method is used more often than boss leadership one. According to the historical research we can conclude that the use of lead-management leadership is increasing. When studying motivation, we used several motivational theories and compare them to each other. It was found out that leaders in small wood industry companies are focusing in motivating employees primarily on satisfying their basic living needs (survival, security, etc.). The potential in leadership for more successful business is in reduction of the use of boss leadership method elements, while in motivating it is necessary to pay attention to more effective satisfaction also of other demands to increase employee satisfaction and motivation.

V sodobnem poslovnem svetu smo vedno bolj priča globalizaciji, avtomatizaciji, ogromni konkurenci, tehnološkemu napredku, informatizaciji, političnim, okoljskim in poslovnim spremembam. Zaradi vseh teh dejavnikov se morajo novodobna podjetja zelo boriti za obstoj na trgu, tem spremembam slediti in jih ustrezno implementirati. V zadnjih dvajsetih letih tega stoletja se je vzporedno z omenjenimi dejavniki krepil poudarek na človeškem kapitalu, ki ima v milenijskem obdobju še posebej velik vpliv in pomen. Tako se je postopoma začela razvijati funkcija upravljanja s človeškimi viri v podjetju, ki jo imenujemo kadrovska funkcija oziroma kadrovski management. Človeški viri kot del intelektualnega kapitala pridobivajo izjemen delež v kapitalu družbe in so ključna postavka dodane vrednosti. Strategija razvoja kadrovskega managementa je glavna funkcija strategije razvoja podjetja in se tesno prepleta s strateškim managementom. Medtem ko se še v večini velikih podjetij (korporacijah) ne zavedajo dovolj pomena razvoja kadrov, ker dajejo prednost načrtovanju, organiziranju, upravljanju znanj, tveganj, ciljev, financ in nadzoru, pa v manjših (družinskih) podjetjih že od samega začetka s svojo organizacijsko strukturo določijo vlogo posameznika v podjetju. Takšna družba skozi svoje življenjsko obdobje skupaj z zaposlenimi v povezavi z naštetimi (temeljnimi) funkcijami managementa stremi k enaki poti do uspeha. Ta sinergija je ključna pri rasti in uspešnem finančnem poslovanju podjetja. Za rast in uspeh je torej zaslužen učinkovit in povezan kader, ki v (manjših) družinskih podjetjih predstavlja jedro zadovoljnih, izobraženih, motiviranih zaposlenih, ki s svojimi kompetencami in razvojem prispevajo k dobrobiti podjetja, in sicer tako s finančnih kot tudi nefinančnih vidikov. V praksi je merjenje finančnih učinkov kadrovske funkcije v podjetjih še nedodelano oziroma gre za dokaj zahteven proces, ki se posledično premalo uporablja. In the modern business environment, we are increasingly witnessing the globalization, automation, huge competition, technological advancement and informatization with political, environmental and business changes. Due to all these factors, modern companies have to fight for their existence on the market, follow these changes and implement them appropriately. In the last twenty years of this century the emphasis on human capital, with the above-mentioned factors has strengthen. Aforementioned has a particular meaning in the Millennium period. This has led to development of human resource management function in a company/enterprise, which we call the Human Resource management (HR). Human resources as part of the intellectual capital gain a remarkable share in the capital of a company and represent many benefits. Development strategy of HR management is the main function of a company's development strategy and it has a tight relation with the strategic management. Meanwhile in the majority of large companies (corporations), leaders are not sufficiently aware of the importance of human resource development, because they give priority to planning, organizing managing knowledge/risks/objectives/finances and control, while in smaller (family) enterprises, the role of each individual is defined from the very beginning, together with its organizational structure. This represents advantage for family businesses. A company structured by the above-mentioned criteria, together with its employees in connection with the listed (fundamental) functions of management is throughout its lifetime meant to succeed. This synergy is crucial for growth and success of the financial business aspect. Quality earned, educated, effective and coherent personnel takes most of the credit for company’s growth and success. Therefore, the core of a family enterprise represents happy, educated, motivated employees who contribute to the welfare of a company with their competences and development, from both the financial and non-financial aspects. In practice, measuring the financial effects of HR in a business is still incomplete and difficult therefore, it has seldom usage in practice.