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Okolina poduzeća označava ukupnost činitelja koji utječu na poslovanje poduzeća, a koje menadžment poduzeća mora uvažavati kako bi donosio primjerene poslovne odluke. Okolina neprekidno stvara, kako nove prilike, tako i nove opasnosti za poduzeće. Danas se za okolinu poduzeća prije svega može reći kako je neizvjesna i turbulentna. U takvom se okruženju svako poduzeće mora ponašati na poduzetnički način kako bi opstalo na tržištu. Brzi tehničko-tehnološki razvitak i sve kraći životni ciklus proizvoda tjeraju gospodarske subjekte da budu inovativni kako bi razvili nove ideje, proizvode i procese te da budu spremni preuzimati rizike kako bi bili u mogućnosti nositi se s trendovima. Ovaj rad istražuje problematiku djelovanja okoline na poduzeće te analiza odgovor gospodarskog subjekta na promjene u okolini s ciljem konkurentskog pozicioniranja, što se kroz poslovni slučaj pokazuje u drugome dijelu rada na primjeru industrijskog poduzeća. Sekundarnim istraživanjem utvrdila se mogućnost razvijanja i ugradnje odgovarajućih poslovnih strategija te oblikovanja konkurentskih prednosti poduzeća na poslovnom tržištu. U svrhu ispunjavanja ciljeva rada provedeno je i dodatno primarno istraživanje. U sklopu primarnih istraživačkih metoda korišteno je kvalitativno dubinsko istraživanje konkretnog industrijskog poslovnog subjekata u obliku poslovnog slučaja. Interpretacija nalaza provedenog istraživanja vlasnicima i menadžerima industrijskog poduzeća omogućava determinirati privlačnost industrije kojoj poduzeće pripada, izmjeriti percepciju jakosti konkurentskih sila, identificirati postojeće konkurentske prednosti kao i ključne čimbenike uspjeha u daljnjem razvoju, oblikovati odgovarajuće poslovne strategije te predvidjeti buduća kretanja u pripadajućoj industriji.

Scientists and practitioners are almost unanimous in the attitude that human resources are one of the most significant sources of competitiveness of modern enterprises, which put them in the very centre of strategic orientation of businesses. Human resources are the basis of competitive advantage ; and value creation and the value of enterprises are the result of their strategic usage. Strategic human resource management is a key factor in finding solutions for business issues in order to meet ever-increasing market demands and to improve the company's competitive position. Human resources of an organization may be consider as human capital through the combination of their intelligence, skills, motivation and expertise, which makes its distinctive character. Recent contributions have suggested that knowledge and expertise are subject to increasing returns, and that wealth-creating capacity of the enterprise is based on the knowledge and capabilities of its people. But unfortunately all characteristics of human capital are invisible and intangible which make them very hard to be captured or measured using traditional metric systems. Human resource accounting is an information system that serves managers as an insight into the costs and value of the human factor of an organization. The purpose of this paper is to show concept, methods and significance of Human Resource Accounting.

Mala i srednja poduzeća čine značajan dio ukupnog hrvatskog gospodarstva. Ona su pokretači tehnološkog napretka, inovacija i ekonomskog razvoja u visoko razvijenim zemljama, a njihova je uloga u ukupnom ekonomskom razvoju Republike Hrvatske sve vidljiva posljednjih godina. Te činjenice su također evidentne i u hrvatskom turizmu, gdje službeni pokazatelji govore kako mala i srednja poduzeća imaju sve veći udio u ukupnim rezultatima sektora. Nadalje, ona imaju i značajnu ulogu u obogaćivanju turističke ponude zemlje putem kreativnosti i poduzetničkog načina razmišljanja njihovih vlasnika. Iako na poslovanje organizacija utječu brojni činitelji, koji mogu i ne moraju biti pod njihovim utjecajem, iznadprosječna profitabilnost, kao ekonomska mjera uspjeha, rezultat je superiorne izrade i provedbe odgovarajuće konkurentske strategije. U ovom radu autorice istražuju način na koji se poduzetnici strateški ponašaju i reagiraju na promjene vanjskog okruženja kako bi osigurali i održali konkurentsku prednost, s fokusom na sektor turizma. Istraživanje je pokazalo da konkurentska strategija postaje ključni čimbenik pri odgovoru na pitanje Kako biti bolji od drugih?, što danas zapravo nije samo pitanje uspjeha već i opstanka u turističkoj industriji. Rezultati rada pokazuju kako vlasnici malih i srednjih poduzeća najčešće posjeduju ograničeno znanje u području praktičnog poslovnog planiranja. Nadalje, stvaranje konkurentske strategije malih i srednjih poduzeća u turizmu najčešće je rezultat invencije poduzetnika. Njihov je pristup krajnje intuitivan i često usmjeren na agresivno iskorištavanje prilika. Stvaranje odgovarajuće konkurentske strategije pojavljuje se kao ključno pitanje za dugoročni opstanak malih i srednjih poduzeća u turizmu, te kao osnovna odrednica njihove budućnosti.

Strateški menadžment ljudskih potencijalauključuje prihvaćanje sustava i politika upravljanja ljudskim potencijalima koji pomažu poslovnim organizacijama ostvariti viziju i strateške ciljeve osiguravajući im održivu konkurentsku prednost. Kako suština dugoročne konkurentske prednosti leži u osiguranju njene održivosti, koncept održivog razvoja neminovno je vezan uz ovu problematiku. Održivi razvoj na razini poslovnih organizacija definira se na različite načine te uključuje ekonomsku, okolišnu i društvenu dimenziju održivosti. Brojna istraživanja pokazuju kako su značajan izvor dugoročne održivosti, na nacionalnoj razini, kao i na razini poslovnih subjekata, upravo ljudski potencijali, odnosno ljudski kapital. U ovom radu, kroz analizu dosadašnjih istraživanja, ukazat ćemo na značaj koji strateški menadžment ljudskih potencijala ima za ostvarenje dugoročne održivosti poslovnih organizacija.

All companies want to have satisfied and loyal customers, but achieving it is not so easy especially in highly competitive markets like those of new technologies. So, the question is what kind of product design, what kind of marketing strategy a company has to set up to create loyal customers. We have conducted 3 focus groups and a survey among 46 students of the Faculty of Professional studies on a subject of mobile phones in order to find out which characteristics of mobile phones are crucial for their decision to stay loyal to a certain brand. We have noticed that loyalty to the iPhone and Samsung smart phones is much greater than to other brands. Analyzing their product and marketing strategies we came to conclusion about key success factors in achieving loyalty to new technologies.

Mnoga mala i srednja poduzeća suočena su s ozbiljnim poteškoćama u okviru aktivnosti upravljanja ljudskim potencijalima, a istovremeno upravo ljudski potencijali igraju ključnu ulogu u stvaranju i održavanju njihovih konkurentskih prednosti. Poduzetnici, vlasnici i menadžeri malih i srednjih poduzeća često ignoriraju aktivnosti upravljanja ljudskim potencijalima, smatrajući ih neprikladnima, skupima ili pretjerano birokratskima za potrebe njihovih organizacija. Problem je i u tome što najveći dio postojećeg znanja crpimo iz istraživanja 'atipičnih' tj. velikih poduzeća, budući je malo autora koji su svoja istraživanja usmjerili na problematiku upravljanja ljudskim potencijalima u malim i srednjim poduzećima. Glavni cilj ovoga rada je doprinijeti razumijevanju upravljanja ljudskim potencijalima upravo u malim i srednjim poduzećima koja čine značajan udio u ukupnom broju poduzeća gotovo svih nacionalnih privreda. Analizom relevantne literature iz ovog područja pokušali smo dati dublji uvid u fenomen upravljanja ljudskim potencijalima u poduzetništvu.

In the modern business issue of utilization of working capacites, the issue is the successof enterprises.Seasonal fluctuations in business lead to capacity utilization issues that can be multiplied, which may cause a reduction in competitiveness and efficiency through the reduction of business. The aim of this paper is to provide such companies with specific solutions to optimize the work during the part of the year when the working capacities are low, and that is specifically because the existing solutions are not satisfying.It has been attempted to create the model applicable to human resource management that would improve the effectiveness and efficiency of business enterprises which have marked notifying seasonal fluctuations in business. It has been attempted by using contemporary theories of organization of enterprises and human resources management, by using methods such as BPR, TQM, BPM, and other theoretical and practical achievements in the work organization field in modern organizations.Large and medium-sized enterprises with a larger number of employees do not use the multifunctionality of employees in any convenient form. Seasonality problems are solved by employing seasonal workforce during the year when the increased capacity volume and sales occur. In human resource management, they rely solely on the seasonal workforce, which increases the total cost of labor, especially out of season.

Insurance companies are process-oriented organizations which are continuously faced with pressure to improve business performance such as increased profitability, providing quality services to consumers, but also the return value to shareholders. During the business process management a winning combination proved to be one that allows improving business performance and creating competitive advantage. Although the indicators of global economic crisis conditioned by crisis circumstances show a decline in business activities of insurance companies, it is reasonable to expect better business results in the coming years. Business Process Management should be on top business priorities of the company because of its significance and importance. This paper presents the analysis of the impact of business process management that improves business performance of insurance companies in the Republic of Croatia.

Abandoning the traditional functional model of business organization and implementing the concept of process-oriented organization, managements of companies engaged in public utility operations can significantly improve business performance. Traversing to process-oriented organization and business process management within the company contribute to a clear division of responsibilities. In such a way that the owners of single process, the core process, support process or management process is appointed. Also, thus during the course of an action is shortened which makes the overall operations more efficient. The entire organizational structure is more flexible. It is more easily and quickly adaptable to external changes in the environment that are not under the control of management. This contributes to lower number of hierarchical levels in an organization that should be shallow but with a very developed lateral communication. Organizational structure takes on the characteristics of the process-oriented one. It is done by combining managerial and non-managerial activities, training and education of employees, grouping employees in teams and by developing multiple competencies. Process-oriented organization creates a competitive advantage over the slow traditional organizational structure through implemented business process management. In transitional countries, awareness and knowledge of the importance and benefits of implementation of the process concept in an organization is very small, so it is high time traditional organizations started leaving the functional model and building process-oriented organization. Today, in modern times, when changes in business environment are more frequent and increasingly demanding, it is not possible to operate without a developed IT support. The degree of development of IT support affects the timely elimination of “bottlenecks” in the business, rationalization of operations, transparency of business processes and cost savings in human resources. Automation of business processes, rationalizes the number of executors of an action, which creates financial requirements for implementing a new system of rewarding employees. The concept of process-oriented organization of public utility company is based on the changes. A great degree of flexibility that exists in these organizations enables the various business units to create their own solutions for conducting business and to carefully monitor and record the process efficiency. Changing approach to business and implementing process changes, sharing the ideas about the processes as well as the results lead to the basis of management, and this is precisely the knowledge and organizational learning. The aim of the organization of public utilities is to make them more flexible, easier, cheaper and more efficient through the various functions of expertise. All these changes should be accomplished through a management process that must be planned and in long-term build on one-time change of organizational structure. Top managers in utility companies should be named the owners of certain processes, and authorized to work and budget. Thus the business focus is corrected the focus of process measurement systems become process goals. Possible further success may be based on compensation policy of the selected company. After completing the organizational and functional redesign of the selected utility company, it can be said that the organizational culture that is now radically changed, and that in the middle of business are teamwork business and end-user satisfaction, rather than hierarchy managerial authority. After all changes are made, the chosen utility company becomes process-oriented enterprise whose management structure is in balance with its key core process management. Thanks to such changes benefits for the company are numerous, and it is reflected in better overall business performance.

The concept of the Total Quality Management (TQM) was developed in the 1950 but it dominated the world markets in the 1980. Total Quality Management, is a method by which management and employees can become involved in the continuous improvement of the goods and services production. TQM has become the basis for many activities and also can be defined as a set of principles. The Total Quality Management business strategy is readily adaptable to the retail industry. In a TQM organization, everyone is both a customer and a supplier. The business environment in which the retail industry operates enables TQM elements to satisfy the customers’ needs completely and participate in suppliers operations.

Critical assessment of entrepreneurship education in Croatian Universities.

Strateški pokretači razvoja osigurateljne djelatnosti su inovacije postojećih i razvoj novih usluga. Suvremena društva za osiguranje, pod pritiskom kupaca i zastupnika za prilagođenom ponudom, moraju biti sposobna izvršiti promjene na svojim uslugama i ubrzati razvoj novih, kako bi ostala konkurentna. Pri tome će biti nauspješniji oni osiguratelji koji će na osigurateljno tržište plasirati dotad nepostojeće usluge. Rad analizira osigurateljni sektor u Republici Hrvatskoj, s posebnim osvrtom na razvoj novih proizvoda te inovacije postojećih osigurateljnih proizvoda.

A significant factor in the functioning of the insurance industry is the adaptation to new risks created by modern social development. Insurance companies must be able to keep up with market demands by creating new products and improving the properties of existing products. Only in this way will the insured be well protected from the risks that threaten them and their property. The most successful insurers on the market will be those who will place previously non-existent services on time. This paper analyzes the development of new products and innovations of existing products on the Croatian insurance market.

Zbog obilježja turističkog tržišta, prvenstveno prostorne udaljenosti turističke ponude i potražnje, nastala je potreba za poslovnim subjektima koji će dovoditi u vezu prostorno i vremenski udaljenu turističku ponudu i potražnju, pa su se razvile turističke agencije. Njihova osnovna uloga je da na tržište plasiraju proizvode koji zadovoljavaju želje i potrebe njihovih klijenata. Glavni proizvodi turističkih agencija su turistički aranžmani, koji se na tržištu pojavljuju u velikom broju različitih oblika. Cilj ovoga rada je teorijski obrazložiti i na praktičnom primjeru prikazati turistički aranžman za nepoznatog kupca. To je proizvod koji je upotpunio posredničku ulogu turističkih agencija. Turistički aranžman za nepoznatog kupca je pripremljen po unaprijed planiranom programu i javno objavljen. Turistički aranžman za nepoznatog kupca je dostupan grupama, ali i individualcima koji pri izvođenju aranžmana putuju zajedno kao grupa. Za sve korisnike turistički aranžman je jednak cjenovno i sadržajno. Tijekom kreiranja turističkog aranžmana turističke agencije ne znaju kolika će biti potražnja za tim aranžmanom, to jest ne znaju kako će se prodavati i zato je bitno da prije kreiranja istraže turističko tržište. Tehnološki razvoj je olakšao turističkim agencijama da istraže turističko tržište, ponude mu svoje aranžmane, ali s takvim razvojem se pojavila i veća konkurencija. Za dugotrajni opstanak agencije je bitno da se ne prekida poslovanje, kako bi se osiguralo povjerenje klijenata i da se konstantno proizvodi prilagođavaju trendovima u potražnji jer se jedino na taj način može osigurati profitabilnost poslovanja., Due to the characteristics of the tourist market, primarily the spatial distance between tourist supply and demand, there was a need for business entities that would connect spatially and temporally distant tourist supply and demand, so travel agencies developed. Their basic role is to market products that meet the wishes and needs of their clients. The main products of travel agencies are package tours, which appear on the market in a large number of different forms. The aim of this work is to explain theoretically and show a package tour for an unknown customer on a practical example. It is a product that has completed the intermediary role of travel agencies. The package tour for unknown customers is prepared according to a preplanned program and made public. The package tour for unknown customers is available to groups, but also to individuals who travel together as a group during the execution of the arrangement. For all users, the package tour is the same in terms of price and content. During the creation of a package tour, travel agencies do not know what the demand for that tour will be, that is, they do not know how it will be sold, and that is why it is important to research the tourist market before creating it. Technological development has made it easier for travel agencies to research the tourist market and offer their arrangements, but with such development came greater competition. For the long-term survival of the agency, it is essential that the business is not interrupted, in order to ensure the trust of the clients and that the products are constantly adapted to the trends in demand, because this is the only way to ensure the profitability of the business.

Veliki broj ljudi u 21. stoljeću želi biti ,,svoj gazda'', sami preuzimaju odgovornost u svoje ruke te rado ulaze u svijet poduzetništva. U ovom radu se elaborira poduzetnički projekt na primjeru glazbenog sastava TEAPETRArt. U radu su se navele sve ključne osobine uspješnih poduzetnika i napravile su se slijedeće analize: tehničko- tehnološka analiza, analiza izvedivosti, analiza marketinga i organizacijska analiza te se ocijenila i ekonomska isplativost projekta unutar ekonomske financijske analize. Nakon napravljene detaljne elaboracije poduzetničkog projekta savjetuje se poduzetnici da uloži svoje resurse u projekt TEAPETRArt i otisne se u izazovan svijet poduzetništva u Republici Hrvatskoj., A lot of people in 21. century want to become their bosses, take responsibility in their own hands and enter the world of entrepreneurship. This study will be explained entrepreneurial project on the music band TEAPETRArt. Besides the main entrepreneurial characteristics, which will be explained, this study shows the next analysis: technical- technological analysis, feasibility analysis, marketing analysis and organizational analysis and economic profitability of the project was evaluated within the economic financial analysis. To sum up, for the entrepreneur is profitable to start a business and try to make success in challenge time in Croatia.

Menadžment je proces rada s drugima i uz pomoć drugih da bi se ostvarili ciljevi organizacije. Menadžment se sastoji od funkcije planiranja, organiziranja, kadroviranja, vođenja i kontrole. Za uspješnost menadžmenta su jednako bitne svaka od funkcija, ali za potrebe ovoga završnog rada obraditi će se funkcija vođenje. Vođenje kao funkcija menadžmenta zahtijeva od menadžera da motivira zaposlenike na efikasno i efektivno izvršavanje zadataka da bi se ostvarili ciljevi organizacije. Za provođenje funkcije vodstva potreban je vođa koji utječe na ponašanje zaposlenika tijekom izvršavanja zadataka te definira viziju organizacije i postavlja ciljeve koji se moraju postići. Organizacije od vođe zahtijevaju da posjeduje osobine koje su potrebne za uspješno vođenje, a neke od njih su inovativnost, vizionarstvo, komunikativnost, karizma, spremnost na rad i ostale. Tijekom razvoja funkcije vođenja su se pojavila tri modela vodstva koje prepoznajemo kao model osobina, bihevioralni model i kontigencijski model. U suvremenom svijetu su se pojavili novi pristupi vodstvu među kojima će se posebna pozornost u ovomu radu odnositi na primjer transformacijskog vođe u svijetu automobilske industrije. Management is the process of working with others and with the help of others to achieve the organization's goals. Management consists of the function of planning, organizing, staffing, leading and controlling. For the success of management, each of the functions is equally important, but for the purposes of this final paper, we will single out only the management function. Leadership as a management function requires the manager to motivate employees to perform tasks efficiently and effectively in order to achieve the organization's goals. To carry out the leadership function, a leader is needed who influences the behavior of employees during the execution of tasks and defines the vision of the organization and sets goals that must be achieved. Organizations require a leader to possess qualities that are necessary for successful leadership, and some of them are innovation, visionary, communicative, charisma, willingness to work and others. During the development of the leadership function, three leadership models emerged, which we recognize as the trait model, the behavioral model, and the contingency model. In the modern world, new approaches to leadership have appeared, among which special attention will be paid in this paper to the example of a transformational leader in the world of the automotive industry.

Menadžment je proces rada s drugima i uz pomoć drugih da bi se ostvarili ciljevi organizacije. Menadžment se sastoji od funkcije planiranja, organiziranja, kadroviranja, vođenja i kontrole. Za uspješnost menadžmenta su jednako bitne svaka od funkcija, ali za potrebe ovoga završnog rada obraditi će se funkcija vođenje. Vođenje kao funkcija menadžmenta zahtijeva od menadžera da motivira zaposlenike na efikasno i efektivno izvršavanje zadataka da bi se ostvarili ciljevi organizacije. Za provođenje funkcije vodstva potreban je vođa koji utječe na ponašanje zaposlenika tijekom izvršavanja zadataka te definira viziju organizacije i postavlja ciljeve koji se moraju postići. Organizacije od vođe zahtijevaju da posjeduje osobine koje su potrebne za uspješno vođenje, a neke od njih su inovativnost, vizionarstvo, komunikativnost, karizma, spremnost na rad i ostale. Tijekom razvoja funkcije vođenja su se pojavila tri modela vodstva koje prepoznajemo kao model osobina, bihevioralni model i kontigencijski model. U suvremenom svijetu su se pojavili novi pristupi vodstvu među kojima će se posebna pozornost u ovomu radu odnositi na primjer transformacijskog vođe u svijetu automobilske industrije., Management is the process of working with others and with the help of others to achieve the organization's goals. Management consists of the function of planning, organizing, staffing, leading and controlling. For the success of management, each of the functions is equally important, but for the purposes of this final paper, we will single out only the management function. Leadership as a management function requires the manager to motivate employees to perform tasks efficiently and effectively in order to achieve the organization's goals. To carry out the leadership function, a leader is needed who influences the behavior of employees during the execution of tasks and defines the vision of the organization and sets goals that must be achieved. Organizations require a leader to possess qualities that are necessary for successful leadership, and some of them are innovation, visionary, communicative, charisma, willingness to work and others. During the development of the leadership function, three leadership models emerged, which we recognize as the trait model, the behavioral model, and the contingency model. In the modern world, new approaches to leadership have appeared, among which special attention will be paid in this paper to the example of a transformational leader in the world of the automotive industry.

Ovaj se rad bavi temom obiteljskog poduzetništva koji se može pojasniti kao poduzeće u vlasništvu obitelji i u čije je djelovanje uključen jedan ili više članova obitelji. Faze životnog ciklusa obiteljskog poduzeća su: uvođenje, rast, zrelost i opadanje. Temeljna odlika obiteljskog poduzetništva ogleda se u tome što su vlasnici poduzeća u srodstvu, posjeduju kapital poduzeća i upravljaju njime. Obitelj ima kontrolu u poduzeću prilikom donošenja strateških odluka, a u takvo poslovanje najčešće je uključeno više generacija obitelji. Tri su tipa obiteljskih poduzeća navedenih u ovom radu, a to su: aktivna, latentna i obiteljska poduzeća s odsutnošću vlasnika. Govoreći o obiteljskom poduzetništvu, potrebno je spomenuti izazov ravnoteže između posla i obitelji. Česti problem u obiteljskom poduzeću je izbor kvalitetnog vođe. Da bi se uspostavio balans, potrebno je utvrditi, planirati i uspostaviti poslovanje kroz sljedeće varijable: kontrola, karijera, kapital, konflikt, kultura. Kako bi uspješno funkcioniralo, važan je adekvatan menadžment i vodstvo, odnosno upravljanje financijskim, ljudskim i organizacijskim resursima, ali također je pozornost potrebno usmjeriti i na reputaciju. Obiteljsko poduzetništvo je u svjetskom gospodarstvu respektabilan čimbenik, primarno u razvijenijim zemljama s dugom tradicijom u tom segmentu. Osim toga, vidljiv je rast i u zemljama u razvoju., This paper deals with the topic of family entrepreneurship, which can be explained as a business owned by the family and in the operation of which one or more family members are involved. The stages of the life cycle of a family business are: introduction, growth, maturity and decline. The fundamental characteristic of family business is that the owners of the company are related, they own the capital of the company and manage it. The family has control in the company when making strategic decisions, and several generations of the family are most often involved in such business. There are three types of family businesses mentioned in this paper, namely: active, latent and family businesses with the absence of an owner. Speaking of family entrepreneurship, it is necessary to mention the challenge of balancing work and family. A frequent problem in a family business is the choice of a quality leader. In order to establish a balance, it is necessary to determine, plan and establish business through the following variables: control, career, capital, conflict, culture. In order for it to function successfully, adequate management and leadership, i.e. management of financial, human and organizational resources, is important, but attention must also be focused on reputation. Family entrepreneurship is a respectable factor in the world economy, primarily in more developed countries with a long tradition in this segment. In addition, growth is also visible in developing countries.

Kako bi zadovoljili kupce i druge zainteresirane strane, tvrtke moraju ponuditi proizvode visoke kvalitete. Uspostava sustava upravljanja kvalitetom važna je za postizanje ovog cilja. Upravljanje kvalitetom predstavlja integrirani koncept upravljanja koji ima za cilj kontinuirano poboljšavati performanse procesa, proizvoda i usluga. Osim toga, pomaže organizacijama da postanu inovativnije, konkurentnije i učinkovitije. Fokus ovog rada je analiza upravljanja kvalitetom, kao i analiza sustava upravljanja kvalitetom, s posebnim osvrtom na sustave upravljanja kvalitetom temeljene na normama ISO 9001, ISO 14001 i HAACP. Moj rad, također predstavlja primjer tvrtke Dukat d.d., točnije upravljanje kvalitetom unutar ove organizacije. Pronađeno je kako je Dukat certificiran prema ISO 9001 za sustav upravljanja kvalitetom i ISO 14001 za sustav upravljanja okolišem. Osim toga, Dukat koristi HACCP sustav, odnosno, proces analize opasnosti i kritičnih kontrolnih točaka, kako bi održao sigurnost svojih proizvoda., In order to satisfy customers and other interested parties, companies must offer high quality products. The establishment of a quality management system is important for achieving this goal. Quality management is an integrated management concept that aims to continuously improve the performance of processes, products and services. In addition, it helps organizations become more innovative, competitive and efficient. The focus of thesis is the analysis of quality management, as well as the analysis of quality management systems, with special reference to quality management systems based on ISO 9001, ISO 14001 and HAACP standards. My paper also presents an example of the company Dukat d.d., more precisely quality management within this organization. It was found that Dukat is certified according to ISO 9001 for the quality management system and ISO 14001 for the environmental management system. In addition, Dukat uses the HACCP system, or hazard analysis and critical control point, to maintain the safety of its products.

Predmet istraživanja ovog rada je područje strateškog upravljanja ljudskim potencijalima koje uživa izuzetnu pažnju tijekom posljednja dva desetljeća kada se intenzivno mijenjaju brojni čimbenici okruženja suvremene poslovne organizacije. Polazeći od iznijete problematike istraživanja, temeljni ciljevi ovoga rada jesu: opisati određene teorijske i praktične aspekte strateškog menadžmenta ljudskih potencijala, analizirati temeljne aktivnosti upravljanja ljudskim potencijalima usmjerene na postizanje i razvijanje organizacijskih sposobnosti, zatim interpretirati motivacijske čimbenike u kontekstu suvremenog poslovanja te prikazati kako sustavno i promišljeno razvijanje ljudskih potencijala utječe na dugoročnu održivost nekog gospodarskog subjekta. Tijekom obrade predmeta istraživanja, a sukladno opsegu teme i postavljenim ciljevima, u radu su korištene suvremene istraživačke metode. Tako je u svrhu ispunjavanja ciljeva rada, pored sekundarnog, provedeno i dodatno – primarno istraživanje putem studije slučaja gdje se koristila metode ispitivanja anketnim upitnikom.. U tom smislu prikazan je poslovni slučaj poduzeća Micronic, s temeljnim ciljem analize strateškog menadžmenta ljudskih potencijala u funkciji dugoročne održivosti poslovanja konkretnog poduzeća. Na koncu, pokazalo se kako su postavljeni ciljevi rada ostvareni kroz iscrpnu sekundarnu analizu podataka te prezentirane nalaze empirijskog istraživanja. The subject of this paper is the field of strategic human resources management, which has received exceptional attention during the last two decades, when many factors of the environment of a modern business organization are changing intensively. Starting from the presented research issues, the basic goals of this paper are: to describe certain theoretical and practical aspects of strategic human resources management, to analyze the basic activities of human resources management aimed at achieving and developing organizational capabilities, then to interpret motivational factors in the context of modern business and to show how systematic and thoughtful development of human resources affects the long-term sustainability of an economic entity. During the processing of the research subject, and in accordance with the scope of the topic and the set goals, modern research methods were used in the work. Thus, in order to fulfill the objectives of the work, in addition to the secondary one, an additional - primary research was carried out through a case study where the survey method was used. In this sense, the business case of the company Micronic was presented, with the basic goal of analyzing the strategic management of human resources in the function of long-term sustainability of the business of a specific company. In the end, it was shown that the set objectives of the work were achieved through exhaustive secondary data analysis and the presented findings of empirical research.

Poslovna djelatnost koju obavlja pravna ili fizička osoba postavlja temelje modernog i konkurentnog gospodarstva EU. Tehnološke inovacije, globalizacija i rastuća važnost ljudskog kapitala oblikuju okoliš za razvoj poduzetničkih ideja koje se prevode u prosperitetan, dinamičan i na znanju utemeljen gospodarski sektor. Poduzetnička politika EU posvećuje posebnu pozornost potrebama početnika i postojećih malih i srednjih poduzeća (MSP) minimiziranjem potencijalnih rizika i poticanjem njihovog stalnog razvoja. Budući da važnost uloge poduzetništva u globalizaciji stalno raste, poslovno i pravno okruženje koje utječe na poduzetnike koji žele osnovati vlastito poslovanje zahtijeva daljnje razmatranje. Cilj ovog rada je analizirati EU dimenziju poduzetništva i predstaviti aktivnosti poduzete na razini zajednice za poticanje poduzetničke motivacije, smanjiti potencijalne rizike i stvoriti povoljno poslovno okruženje za rast i širenje malih i srednjih poduzeća., A business carried out by a legal or natural person lays the foundations of a modern and competitive EU economy. Technological innovation, globalization and the growing importance of human capital are shaping the environment for the development of entrepreneurial ideas that translate into a prosperous dynamic and knowledge-based economic sector. EU enterprise policy pays special attention to the needs of start-ups and existing small and medium-sized enterprises (SMEs) by minimizing potential risks and encouraging their continued development. As the importance of the role of entrepreneurship in globalization is constantly growing, the business and legal environment that affects entrepreneurs who want to start their own business requires further consideration. The aim of this paper is to analyze the EU dimension of entrepreneurship and present activities undertaken at the community level to encourage entrepreneurial motivation, reduce potential risks and create a favorable business environment for the growth and expansion of small and medium enterprises.

Poduzetništvo predstavlja jedan od najvećih pokretača ekonomskog rasta i razvoja određene države. Poduzetnik je okarakteriziran spremnošću preuzimanja poslovnog rizika kako bi ostvario profit u budućnosti. Kroz povijest mnogi pothvati su ulazili u velike probleme pa čak i propadali i to ne zbog nedovoljnog truda, rada i predanosti vlasnika, već zbog njihovog upornog pokušaja i finaliziranja ideje koja nikako ne može opstati na tržištu i osigurati uspješan pothvat. Prilikom pokretanja poslovnog pothvata potrebno je imati razrađenu strategiju poslovanja u kojoj se poduzetnici, između ostalog, bave i problemom nedovoljne popularnosti njihovih usluga. Iz primjera poduzetničkih alternativa protumačiti ćemo situacije stvarnih poduzetnika. Postoje četiri alternative kojim poduzetnik ulazi u određen poslovni pothvat a to su : osnivanje novog poduzeća, kupnja franšize, nasljeđivanje poduzeća i otkup postojećeg poduzeća. Bitno je napomenuti važne karakteristike poduzetnika kao što su: inovativnost, razumno preuzimanje rizika, samouvjerenost, uporan rad, postavljanje ciljeva i odgovornost., Entrepreneurship represents one of the biggest drives of economic growth and development of a certain country. Throughout history, many ventures encountered major problems and even failed, not because of insufficient effort, work or dedication of the owners, but because of their persistent attempt and finalization of an idea that could never survive on the market nor ensure a successful venture. When starting a business venture, it is necessary to have an elaborate business strategy in which entrepreneurs, among other things, deal with the problem of insufficient popularity of their services. We will interpret the situations of real entrepreneurs provided by examples of entrepreneural alternatives. There are four alternatives by witch an entrepreneur a certain business venture, namely: establishing a new company, buying a franchise, inheriting a company and buying out an existing company. It is important to note the key characteristics of entrepreneurs such as: innovation, reasonable risk-taking, selfconfidence, hard work, goal setting and responsibility.

Cilj društvenog poduzetništva je poboljšanje društvenih prilika i razvoj i unaprjeđenje socijalne osjetljivosti društva prema ranjivim skupinama istog, dok je profit tek sredstvo za postizanje cilja. Kroz svoj rad društvena poduzeća nastoje ranjivim skupinama društva svojim uslugama i proizvodima poboljšati kvalitetu života i spriječiti njihovu socijalnu isključenost. Društveno poduzetništvo poslovni je model koji je još uvijek u razvoju, ali s obzirom na ubrzanu globalizaciju i pretjerani konzumerizam, očekuje se njegov ubrzani razvoj i implementacija u gospodarstvo razvijenih, ali i nerazvijenih zemalja. Iako je društveno poduzetništvo u razvijenim zemljama prepoznato i ulaže se u isto značajna sredstva, u Hrvatskoj je ovaj poslovni model još u začecima i uglavnom ga se pronalazi u neprofitnom sektoru kao model kojim organizacije civilnog društva nastoje smanjiti ovisnost o donacijama i vremenskoj trajnosti financiranja i pripremiti si temelje za samoodrživost i neprekidno pružanje usluga i proizvoda svojim korisnicima i članovima lokalne zajednice. Mogućnosti i benefiti društvenog poduzetništva vidljive su u radu Konjičkog kluba Kolan koji ovim modelom polako napreduje prema cilju samoodrživosti i osiguravanja kontinuiranog pružanja svojih usluga terapijskog sadržaja i popratnog sadržaja djeci i mladima s teškoćama i rizicima u ponašanju, ali i osobama s invaliditetom kojima sadržaji KK Kolan osiguravaju socijalizaciju i sigurno mjesto za izražavanje i zadovoljavanje svojih potreba. Model društvenog poduzetništva Vlada RH bi trebala zakonski regulirati i na taj način stvoriti povoljnu okolinu za razvoj društvenog poduzetništva te ga na taj način kao poslovni model budućnosti približiti i poduzetnicima kojima je cilj profit, a ne samo neprofitnom sektoru., The goal of social entrepreneurship is to improve social opportunities and development and improve the social sensitivity of society towards its vulnerable groups, while profit is only a means to achieve the goal. Through their work, social enterprises strive to improve the quality of life of vulnerable groups of society with their services and products and prevent their social exclusion. Social entrepreneurship is a business model that is still in development, but given the accelerated globalization and excessive consumerism, its accelerated development and implementation in the economy of developed and underdeveloped countries is expected. Although social entrepreneurship is recognized in developed countries and the same significant funds are invested in it, in Croatia this business model is still in its infancy and is mainly found in the non-profit sector as a model by which civil society organizations strive to reduce dependence on donations and the duration of funding and prepare are the basis for selfsustainability and continuous provision of services and products to its users and members of the local community. The possibilities and benefits of social entrepreneurship are visible in the work of the Kolan Equestrian Club, which with this model is slowly progressing towards the goal of self-sustainability and ensuring the continuous provision of its services of therapeutic content and accompanying content to children and young people with behavioral difficulties and risks, as well as to persons with disabilities whose content is KK Kolan provide socialization and a safe place to express and satisfy your needs. The government of the Republic of Croatia should legally regulate the social entrepreneurship model and thus create a favorable environment for the development of social entrepreneurship and thus bring it as a business model closer to the future and to entrepreneurs whose goal is profit, not just the non-profit sector.

Ovaj završni rad obrađuje temu franšizinga. Franšizing se vodi kao način ulaska u poduzetništvo koji je idealan za osobe koje nemaju iskustva u započinjanju i vođenju vlastitog poslovanja. Osim pojmovnog definiranja franšize navedene su prednosti i nedostaci s kojima se najčešće susreću ugovore strane. Franšizor, odnosno davatelj franšize stavlja na raspolaganje franšizantu know-how, kao i razne tečajeve, seminare i obuke koje su potrebne da bi franšizant mogao što bolje voditi svoje poslovanje. Jedan od nedostataka franšize je činjenica da se potrebno usuglasiti s franšizorom o brojnim stavkama što dovodi do toga da franšizant gubi samostalnost i pravo odlučivanja. I bez obzira što su svi elementi poslovanja unaprijed određeni, i dalje postoji mogućnost da franšizni poslovni model neće biti održiv. Prije svega kako bi poslovni subjekti s namjerom davanja franšize mogli sklopiti ugovor o franšizi mora se prvo procijeniti vlastito poslovanje kao i stavke unutar tog poslovanja koje se mogu ponuditi franšizantima. Nakon provedenih procjena i kreiranog franšiznog paketa, davatelj franšize može krenuti s traženjem potencijalnih kandidata. Putem franšize franšizor stječe mogućnost proširenja svog poslovanja na više lokacija uz relativno niske troškove te pritom ostvariti dobit od naknada koje je franšizant dužan plaćati. Uz sve dosad navedeno, obraditi će se i neki od primjera franšize u Republici Hrvatskoj te će se spomenuti i neki poznatiji primjeri na svjetskom tržištu. S obzirom da franšizno poslovanje nije toliko zastupljeno u Republici Hrvatskoj, obratiti će se pozornost na aktivnosti vezane uz promoviranje i osvješćivanje javnosti o franšizi pod čime se podrazumijevaju razni sajmovi, radionice i predavanja od strane agencija kao što su Hrvatska udruga za franšizno poslovanja i Europsko franšizna federacija., This final paper is based on the topic of franchising. Franchising is a way of entering entrepreneurship that is ideal for people who have no experience in starting and running their own business. In addition to the conceptual definition of the franchise, the advantages and disadvantages most often encountered by contracting parties are listed. The franchisor makes available to the franchisee know-how, as well as various courses, seminars and trainings that are necessary for the franchisee to be able to run his business as well as possible. One of the disadvantages of franchising is the fact that it is necessary to agree with the franchisor on numerous items, and ultimately the franchisor loses independence and the right to make decisions. And regardless of the fact that all elements of the business are predetermined, there is still a possibility that the franchise business model will not be sustainable. First of all, in order for business subject with the intention of franchising to enter into a franchise agreement, they must first evaluate their own business as well as the items within that business that can be offered to franchisees. After the evaluations have been carried out and the franchise package has been created, the franchisor can start looking for potential candidates. Through franchising, the franchisor acquires the possibility of expanding its business to several locations at relatively low costs, and at the same time making a profit from the fees that the franchisor is obliged to pay. In addition to everything mentioned so far, some of the examples of franchising in the Republic of Croatia will be discussed, and some better-known examples on the world market will be mentioned. Considering that franchise business is not so represented in the Republic of Croatia, various fairs, workshops and lectures have been organized by agencies such as the Croatian Association for Franchise Business and the European Franchise Federation to promote and raise public awareness about franchising.

Cilj završnog rada je analizirati društveno odgovorno poslovanje putničkih agencija. Posljednjih godina mijenja se stav putničkih agencija prema okolišu u turističkim destinacijama jer potrošači sve više podrţavaju odrţivi turizam. Putničke agencije koje društveno odgovorno posluju preuzimaju odgovornost za odrţivost pri čemu mogu utjecati na odluke i ponašanje turista i pruţatelja usluga. Zaključci ovog rada pokazuju kako turistički posrednici tek počinju ozbiljnije razvijati politiku društveno odgovornog poslovanja, a oni koji se zalaţu za njihovu provedbu uglavnom se odlučuju za akcije usmjerene na okoliš., The goal of the final paper is to analyze the socially responsible business of travel agencies. In recent years, the attitude of travel agencies towards the environment in tourist destinations has changed, as consumers increasingly support sustainable tourism. Travel agencies that operate in a socially responsible manner assume responsibility for sustainability, where they can influence the decisions and behavior of tourists and service providers. The conclusions of this paper show that tourism intermediaries are just beginning to develop a socially responsible business policy more seriously, and those who advocate for their implementation mostly decide for actions focused on the environment.

Cilj ovoga rada je upoznati se s pojmom menadžerske etike i društvene odgovornosti. Kako vrijeme prolazi sve veći broj poduzeća, kako u svijetu tako i u Hrvatskoj, postaje sve svjesniji važnosti etičkog i društveno odgovornog poslovanja, te ga koristi za postizanje konkurentske prednosti i stvaranje pozitivne slike o svom poduzeću u široj javnosti. Etičko poslovanje i donošenje odluka na etički način upravo je ono što u današnje vrijeme razlikuje uspješna od neuspješnih poduzeća, a menadžeri su ti koji su zaduženi za donošenje odluka koje su etičke za zaposlenike, različite utjecajno-interesne skupine, te društvo u cjelini. Društvena odgovornost predstavlja relativno noviji pojam u poslovnom svijetu koji je nastao kao reakcija društva u pogledu zaštite okoliša i stvaranja društva koje je socijalno prihvatljivo različitim interesnim skupinama., The aim of this paper is to get acquainted with the concept of managerial ethics and social responsibility. As time passes, more and more companies, worldwide companies and Croatian companies, become more aware of the importance of ethical and socially responsible business, and use it to achieve competitive advantage and create a positive image of their company in the general public. Ethical business and ethical decision-making is exactly what distinguishes successful from unsuccessful companies nowadays, and managers are in charge of making ethical decisions for employees, various stakeholders, and society as a whole. Social responsibility is a relatively new concept in the business world that emerged as a reaction of society to environmental protection and the creation of a society that is socially acceptable to different stakeholders.

Zadovoljstvo zaposlenika izuzetno je vaţno za uspjeh poduzeća u uvjetima visoke konkurencije. Zadovoljni zaposlenici su motivirani zaposlenici, rade više i trude se, produktivniji su, lojalni su poduzeću i postiţu bolje radne rezultate. Samim time, i poduzeće postiţe uspjeh, a time i veći profit. Postići zadovoljstvo zaposlenika i njihovu lojalnost poduzeću nije lako, a sve više poduzeća uviĎa kako su zaposlenici ključan faktor uspješnosti poslovanja. Iz tih razloga, sve više poduzeća nastoji na razne načine postići zadovoljstvo svojih zaposlenika, kroz materijalne i nematerijalne kompenzacije za rad. Zadovoljstvo i lojalnost zaposlenika mogu se mjeriti na razne načine, a svako poduzeće odabire onaj način koji im najbolje odgovara. Hotelska industrija dio je turističkog sektora koja neprestano raste i razvija se te poboljšava svoje usluge kako bi gosti bili što zadovoljniji. No, kako bi postigli zadovoljstvo gostiju, prije toga potrebno je postići zadovoljstvo zaposlenika te kod njih stvoriti osjećaj lojalnosti, s ciljem da postignu što bolje radne rezultate i pridonesu uspjehu hotela. U ovom radu analizirano je zadovoljstvo i lojalnost zaposlenika na primjeru hotela kategoriziranog s pet zvjezdica – Berulia, koji je dio grupacije BluesunHotels&Resorts u Brelima., Employee satisfaction is extremely important for the success of a company in conditions of high competition. Satisfied employees are motivated employees, they work harder and strive, are more productive, are loyal to the company and achieve better work results. As a result, the company also achieve ssuccess, and thus a higher profit. Achieving employee satisfaction and loyalty to the company is not easy, and more and more companies are realizing that employees are a key factor in business success. For these reasons, more and more companies try to achieve the satisfaction of their employees in various ways, through material and nonmaterial compensations for work. Employee satisfaction and loyalty can be measured in various ways, and each company chooses the method that suits them best. The hotel industryis a part of the tourism sector that is constantly growing and developing and improving its services to make guests as satisfied as possible. However, in order to achieve guest satisfaction, it is first necessary to achieve employee satisfaction and create a sense of loyalty among them, with the aim of achieving the best possible work results and contributing to the hotel's success. In this paper, the satisfaction and loyalty of employees is analyzed on the example of a hotel categorized with five stars - Berulia, which is part of the Bluesun Hotels & Resorts group in Brela.

Pandemija bolesti COVID-19 u samom začetku smatrala se izoliranim slučajem, nikako prijetnjom cijelom svijetu. Ubrzanim širenjem virusa i rastom broja umrlih slijedio je globalni lockdown koji je najviše pogodio turizam, a time i subjekte koji posluju u turizmu. Turističke agencije našle su se u nezahvalnom položaju kojeg su donijele globalne mjere protiv širenja pandemije, a koje su time turistička kretanja bilo kakvog oblika svele na minimum. Razmjer negativnog utjecaja bolesti COVID-19 na poslovanje turističkih posrednika globalno u 2020. godini pokazuje pad prodaje za 46%, kao i bruto prihoda od svih vrsta agencijskih poslova. Pad ukupne prodaje od 58%, ujedno i najveći pad, među svjetskim turističkim regijama osjetila je Zapadna Europa. Porast udjela online posrednih poslova treba smatrati rijetkim pozitivnim utjecajem pandemije na poslovanje turističkih agencija, odnosno prilikom za poboljšanjem kvalitete komunikacije sa subjektima na strani turističke potražnje. Turistički posrednici su na globalnoj razini najveći prihod u 2020. godini ostvarili od prodaje turističkih aranžmana, a od svjetskih turističkih regija najbolje rezultate ostvarile je regija Azija Pacifik. U godini pandemije među globalnim brendovima u području turističkog posredovanja prvo mjesto po vrijednosti kompanije zauzela je grupacija Trip.com, koju slijede dugoročni rivali Expedia na drugom te Booking na trećem mjestu. Pandemija je svoj trag ostavila na svim subjektima koji su dio turizma na direktan ili posredan način. Promjene u potražnji, poteškoće u financiranju te rast troškova natjerali su turističke agencije na radikalne poslovne poteze kao što su zatvaranje poslovnica privremeno ili zauvijek, rezanje troškova te čak otpuštanje osoblja. Neke je teška poslovna situacija natjerala na razmišljanje o prelasku u druge sektore, a tu ideju je pogurala neadekvatna potpora od strane institucija od kojih se ista očekivala., In the very beginning, the COVID-19 pandemic was considered an isolated case, certainly not a threat to the entire world. With a rapid spread of the virus and an increased number of deaths came a global lockdown, which had the most effect on tourism, and with it all the subjects that do business within it. Tourist agencies found themselves in a tricky position that was brought by the global measures against the pandemic, which, therefore, decreased tourist activity to a minimum. A 46% decrease in total sales shows the scope of the negative effect of the COVID-19 pandemic on the travel agencies business globally in 2020., as well as a decrease of the retail sales price of all business activities. Among all tourism regions of the world, Western Europe experienced the biggest decrease of total sales of 58%. An increase in the share of online business activities of travel agencies should be considered a rare positive impact of the pandemic on their business, that is an opportunity to improve the quality of communication with and representation to the subjects on the tourism demand side. On a global level, in the year of 2020. tourism intermediaries generated the largest revenue from the sale of travel packages, and, from the world's tourist regions, the Asia-Pacific region achieved the best results. In the year of the pandemic, among the global brands in the field of tourism mediation, the first place in terms of company value was taken by the Trip.com group, followed by long-term rivals Expedia in the second place and Booking in the third place. The pandemic has left its mark on all subjects that are part of tourism in a direct or indirect way. Changes in demand, funding difficulties and rising costs have forced travel agencies to make radical business moves such as closing offices temporarily or permanently, cutting costs and even laying off staff. Some were forced by the difficult business situation to consider moving to other sectors, and this idea was pushed by inadequate support from the institutions from which it was expected.

Kontrola kao jedna od temeljnih funkcija menadžmenta, usko je povezana sa svim ostalim funkcijama te je zbog svoje uloge kontroliranja i korekcije ostvarenih rezultata smještena na kraju procesa menadžmenta. Za proces kontroliranja karakteristično je da ima četiri faze koje se mogu podijeliti na postavljanje standarda, mjerenje performansi, usporedba standarda i performansi te na kraju provođenje korektivnih mjera. Uzimajući u obzir kontrolu outputa treba znati da svaka razina ima svoje specifične karakteristike i zato se provodi na individualnoj, funkcijskoj, divizijskoj i korporacijskoj razini. Kod metoda i tehnika kontrole razlikujemo financijsku kontrolu, kontrolu operacija, kontrolu marketinga i kontrolu ljudskih resursa., Control, as one of the fundamental functions of management, is closely related to all other functions and, due to its role of controlling and correcting achieved results, is placed at the end of the management process. It is characteristic of the control process that it has four phases that can be divided into standard setting, performance measurement, comparison of standards and performance, and finally implementation of corrective measures. Taking into account output control, it should be known that each level has its own specific characteristics and is therefore carried out at the individual, functional, divisional and corporate level. When it comes to control methods and techniques, we distinguish between financial control, operations control, marketing control and human resources control.

Upravljanje ljudskim resursima je funkcija koja se bavi zapošljavanjem, motiviranjem i održavanjem radne snage u organizaciji. Upravljanje ljudskim resursima bavi se pitanjima koja se odnose na zaposlenike kao što su zapošljavanje, obuka, razvoj, naknada, motivacija, komunikacija i administracija. Ono osigurava zadovoljstvo zaposlenika i maksimalan doprinos zaposlenika ostvarenju organizacijskih ciljeva. Upravljanje ljudskim resursima pomaže premostiti jaz između učinka zaposlenika i strateških ciljeva organizacije. Štoviše, učinkovit tim za upravljanje ljudskim resursima može dati tvrtkama prednost nad konkurencijom., Human resource management is a function that deals with recruiting, motivating and maintaining the workforce in an organization. Human resource management deals with issues related to employees such as recruitment, training, development, compensation, motivation, communication and administration. It ensures employee satisfaction and maximum employee contribution to the achievement of organizational goals. Human resource management helps bridge the gap between employee performance and the organization's strategic goals. Moreover, an effective HRM team can give companies an edge over the competition.

Upravljanje u uvjetima krize uključuje planiranje, suočavanje i oporavak od utjecaja kriznih događaja. Kako se opseg i složenost sustava koji organiziraju suvremeno društvo povećavaju, upravljanje u uvjetima krize postaje esencijalno za sve organizacije. Krize su povezane s hitnim izazovima s visokim ulozima u kojima ishodi mogu uvelike varirati ovisno o potezima koje su poduzeli uključeni. Učinkovito djelovanje kao odgovor na krizne situacije zahtjeva optimalne napore. Umjesto da čeka dok na nju izravno utječe, organizacija bi trebala početi reagirati na signale potencijalne krize što je prije moguće. Ovaj rad predstavlja osnovne upravljanja u uvjetima krize, analizirajući, između ostaloga, definicije, faze upravljanja krizom, plan upravljanja u uvjetima krize, te daje dva praktična primjera uspješnog upravljanja krizom na brendovima LEGO i Coca-Cola., Management in crisis conditions includes planning, dealing with and recovering from the impact of crisis events. As the scope and complexity of the systems that organize modern society increase, crisis management becomes essential for all organizations. Crises are associated with urgent, high-stakes challenges where outcomes can vary greatly depending on the actions taken by those involved. Effective action in response to crisis situations requires optimal efforts. Instead of waiting until it is directly affected, the organization should start responding to the signals of a potential crisis as soon as possible. This Undergraduate Thesis presents the basics of management in crisis conditions by analyzing, among other things, definitions, stages of crisis management, management plan in crisis conditions, and gives two practical examples of successful crisis management by examining LEGO and Coca-Cola brands.

Osiguranje je namirivanje potreba subjekta ugroženog rizicima uz uvjet da ih je moguće procijeniti i da štete po tim rizicima nastaju slučajno. Zaštita se ostvaruje tako da se sredstvima koja su unaprijed prikupljena, točnije premije, koriste za nadoknađivanje materijalnih i nematerijalnih gubitaka. Osiguranje u trgovačkoj djelatnosti obuhvaća osigurljiv rizik svojstven poduzetničkim aktivnostima. Trgovačkim (komercijalnim) rizicima izložene su neproizvodne djelatnosti gospodarstva. Rizici osiguranja klasificiraju se sukladno razredima opasnosti što opet ovisi o djelatnosti kojom se osiguranik bavi. U okviru ovog rada objašnjena su osiguranja koja su vezani za poslovanje trgovine kao što je osiguranje tereta, osiguranje robe, osiguranje zaliha, osiguranje poslovnih prostora tj. prodajnih objekata, opreme i zalihe robe u trgovini/skladištu te osiguranje od zastoja u poslovanju pokriva troškove. Robu je potrebno osigurati i tijekom prijevoza što je obuhvaćeno u okviru Cargo osiguranja gdje se navodi da se tim osiguranjima pokriva šteta nastala uslijed fizičkog gubitka i oštećenja robe prilikom međunarodnog ili domaćeg prijevoza., Insurance is the mutual satisfaction of the needs of endangered entities, which arise by chance and can be assessed. The purpose of protection is achieved by pre-collected funds or premiums, which are used later to compensate for tangible and intangible losses. Trade insurance covers insurable risks inherent in entrepreneurial activities. Non-productive activities of the economy are exposed to trade (commercial) risks. Insurance risks are classified according to the classes of danger in relation to the activity in which the insured is engaged. This paper explains insurance related to trade operations such as cargo insurance, goods insurance, inventory insurance, insurance of business premises, ie sales facilities, equipment and stocks of goods in trade / warehouse, and insurance against downtime covers costs. Goods must also be insured during transport, which is covered by Cargo Insurance, which states that this insurance covers damages caused by physical loss and damage to goods in international or domestic transport.

Turistička potražnja podrazumijeva ukupan broj osoba koje sudjeluju u turističkim kretanjima, ili se žele uključiti u turistička kretanja, da bi koristile različite turističke usluge u mjestima izvan svoje uobičajene sredine u kojoj žive i/ili rade . Budući da konzumacija turističkog proizvoda podrazumijeva dolazak turističke potražnje na mjesto realizacije turističkog proizvoda, na ponašanje turističke potražnje utječu brojni čimbenici. U ovom radu analizira se utjecaj širenja pandemije bolesti COVID -19 na turističku potražnju u Splitsko-dalmatinskoj županiji. Kako bi se mogao analizirati utjecaj najveće zdravstvene ugroze u povijesti čovječanstva koja je zatvorila granice i stavila svijet u karantenu, uspoređuju se podaci o turističkom prometu u Splitsko-dalmatinskoj županiji u razdoblju prije pandemije, te u zadnje dvije godine koje su izravno pod utjecajem širenja pandemije bolesti COVID -19. Podaci pokazuju da se u 2020. godini na području Splitsko-dalmatinske županije dogodio značajna pad turističke aktivnosti kao izravne posljedice pandemije bolesti COVID -19, dok se u 2021. godini osjetio početak oporavka, za kojeg se vjeruje da će se nastaviti i u 2022. godini. Međutim, stručnjaci procjenjuju da će se turistička aktivnost na globalnoj razini vratiti na predpandemijsku razinu tek 2023. godine., The tourist demand refers to the total number of persons taking part in tourist movements, or wanting to participate in tourist movements, in order to use different tourist services in places outside their usual environment in which they live and/or work. Considering the fact that consumption of a tourist product also understands the arrival of tourist demand on the place of realization of that particular tourist product, there are many factors that have influence on behaviour of the tourist demand. This thesis deals with the impact of spreading of COVID - 19 pandemic on tourist demand in the county of Split – Dalmatia. In order to analyse the influence of the greatest health threat in the history of mankind that closed borders and kept the world in quarantine, the information on tourist traffic in the county of Split – Dalmatia in the period before the quarantine are compared with those from the past two years that were directly influenced by the spreding of COVID -19 disease. The tourism statistics show the drastic fall of tourist activities in the year 2020 in the area of Split -Dalmatia county, caused as the direct consequence of COVID -19 disease, whereas in 2021 a certain beginning of recovery was recognized, with a tendence of its continuation in 2022. The experts believe that the return of tourist activity to its pre-pandemic level at the global level is to be expected in the year of 2023.

Temeljni cilj istraživanja u ovom radu bio je analizirati ponudu smještajnih objekata iz skupine ''Hoteli'' na području srednje i južne Dalmacije. Za potrebe istraživanja korišteni su kvantitativni pokazatelji smještajne ponude iz statističke baze Ministarstva turizma i sporta, a analizirani su podaci za Šibensko-kninsku, Splitsko-dalmatinsku i Dubrovačko-neretvansku županiju. Rezultati su pokazali kako je na području srednje i južne Dalmacije u 2022. godini najveća ponuda smještajnih objekata pod vrstom Hoteli. Unutar ove vrste registriran je ukupno 281 smještajni objekt, a vrsta Difuzni hotel u ovoj regiji ne postoji. Osim toga, registrirano je 12 Aparthotela, 30 Hotel baština, 16 Integralnih hotela, 2 Lječilišne vrste, 2 Hotela posebnog standarda, 20 Turističkih naselja i 19 Turističkih apartmana. Razmatrano s aspekta županija, kvantitativno najveću ponudu ima Splitsko-dalmatinska županija, a najmanju Šibenskokninska. Zamijećeno je, također, kako Dubrovačko-neretvanska županija u pojedinim vrstama smještajnih objekata dominira u kategoriji 5 zvjezdica, što ukazuje kako su tamošnji hotelijeri usmjereni na izvrsnost i samim time na ugošćivanje klijenata visoke kupovne moći. U radu nije provedena analiza turističke potražnje i popunjenosti kapaciteta zbog čega se ne mogu iznijeti utemeljeni zaključci o iskorištenosti, odnosno dostatnosti postojeće hotelske smještajne ponude., The main goal of the research in this thesis was to analyze the offer of accommodation facilities from the group "Hotels" in the area of central and southern Dalmatia. For the purposes of the research, quantitative indicators of accommodation offer from the statistical database of the Ministry of Tourism and Sports were used, and data for Šibenik-Knin, Split-Dalmatia and Dubrovnik-Neretva counties were analyzed. The results showed that in 2022, in the area of central and southern Dalmatia, the largest offer of accommodation facilities is under the type Hotels. A total of 281 accommodation facilities have been registered within this type, and the Diffuse Hotel type does not exist in this region. In addition, 12 Aparthotels, 30 Heritage Hotels, 16 Integral Hotels, 2 Spa Types, 2 Special Standard Hotels, 20 Tourist Resorts and 19 Tourist Apartments have been registered. From the point of view of counties, the Split-Dalmatia County has the largest quantitative offer, and the Šibenik-Knin County has the smallest. It was also noticed that the Dubrovnik-Neretva County dominates in the category of 5 stars in certain types of accommodation facilities, which indicates that hoteliers of this county are focused on excellence and thus on hosting customers with high purchasing power. The thesis does not conduct an analysis of tourist demand and capacity utilization, which is why reasonable conclusions can not be drawn about the use or adequacy of the existing hotel accommodation offer.

Planiranje kao primarna funkcija menadžmenta od iznimne je važnosti, daje nam jasnu sliku gdje se poduzeće trenutno nalazi te gdje će biti u budućnosti. Važno je zbog ograničenih resursa, kako ne bih došlo do iscrpljenja istih kao i zbog neizvjesnosti okoline iz koje proizlaze brojni rizici koji se pravilnim planiranjem umanjuju ili neutraliziraju. Proces planiranja je iznimno zahtjevan posao i provodi se na svim razinama menadžmenta. Provodi se uz pomoć različitih planova koji predstavljaju smjernice kako za zaposlene tako i za menadžere., Planning as the primary function of management is extremely important, it gives us a clear picture of where the company is currently and where it will be in the future. It is important because of the limited resources, so as not to deplete them, as well as because of the uncertainty of the environment, which results in many risks that are properly reduced or neutralized by proper planning. The planning process is an extremely demanding job and is carried out at all levels of management. It is implemented with the help of various plans that provide guidelines for both employees and managers.

Zaštita na radu je pravo i obveza svih subjekata koji u tom procesu sudjeluju bez obzira na spol, vjeru, naobrazbu, nacionalno podrijetlo ili druge osobine. Zaštitu na radu u poduzećima provode poslodavci, njihovi ovlaštenici ,stručnjaci na radu, odbori zaštite na radu, a nadziru inspektori zaštite na radu i drugi državni organi primjenom pravila zaštite na radu. Mjesni sudovi su nadležni za rješavanje sporova. Zadatak provođenja zaštite na radu je smanji ti broj nezgoda na radu i profesionalnih bolesti te stvaranje sigurnih uvjeta rada. Važno je ispravno identificirati nepravilnosti i primijeniti sigurnosna tehnička pravila na radu. U HŽ Infrastrukturi d.o.o. zaštita na radu je vrlo važan dio tehnološkog procesa rada jer angažmanom i produktivnosti smanjuje ozljede na radu i trošak poslodavcu što je iz dokumentacije poduzeća. Occupational safety is the right and obligation of all entities that participate in this process, regardless of " gender, religion, education, national origin or other characteristics. Occupational safety in companies is carried out by employers, their authorized persons, occupational experts, occupational safety committees, and supervised by occupational safety inspectors and other state bodies by applying occupational safety rules. Local courts have jurisdiction to resolve disputes. The task of implementing occupational safety is to reduce the number of accidents at work and occupational diseases and to create safe working conditions. It is important to correctly identify irregularities and apply safety technical rules at work. In HŽ Infrastruktura d.o.o. Safety at work is a very important part of the technological process of work because engagement and productivity reduce, injuries at work and the cost to the employer, which is evident from the documentation.

Hotelijerstvo je važan segment turističke aktivnosti jer pruža usluge koje su nužne za formiranje turističkog proizvoda. Hotelske usluge pružaju se u objektima koji se nazivaju hoteli. Hoteli se nastoje istaknuti na tržištu i izboriti za svoj jedinstveni položaj u očima svojih potrošača. U suvremenom poslovanju, brendniranje je postalo strateški važan instrument marketinške politike na strani ponude, ali i pokretačka snaga potražnje, s druge strane. U hotelijerstvu je brend postao sinonim za razinu kvalitete i upravo na temelju brenda gosti razlikuju hotele. Stoga se smatra da je hotel samo objekt za smještaj dok nije poznat kao nositelj određenog hotelskog brenda. U ovome radu analizira se primjer brenda Stories, Croatian Unique Hotels - zajedničkog brenda hotela Grupacije jedinstvenih luksuznih hotela., Hotel management is an important segment of tourist activity because it provides services that are necessary for the formation of a tourist product. Hotel services are provided in facilities called hotels. Hotels tend to be distinguished in the market and fight for their unique position in the eyes of their consumers. In modern business, branding has become a strategically important instrument of marketing policy on the supply side, but also the driving force of demand, on the other hand. In the hotel industry, the brand has become synonymous with the level of quality and it is on the basis of the brand that guests distinguish hotels. Therefore, a hotel is considered to be only an accommodation facility until it is known as the bearer of a particular hotel brand. This paper analyzes the example of the Stories brand, Croatian Unique Hotels - a common hotel brand of the Group of Unique Luxury Hotels.

Suvremeni turizam predstavlja jednu od najmasovnijih i najdinamičnijih društvenoekonomskih pojava te u 21. stoljeću uživa status jedne od vodećih „industrija“ svijeta. Naglim i nekontroliranim razvojem turizma, taj isti prostor dolazi u opasnost čime se ugrožava opstanak i profitabilnost turizma koja ovisi o atraktivnosti destinacije koju ljudi žele posjetiti. Turizam zato mora očuvati i štiti okolinu, te njene prirodne i društvene atrakcije kako bi ljudi i dalje mogli putovati, zbog čega se u zadnje vrijeme sve više pažnje posvećuje zaštiti okoliša i prirodnih resursa. Upravo kao reakcija na trendove očuvanja okoliša i stvaranja potražnje za uslugama koje su ekološki osviještene dolazi do razvoja eko-hotela. Eko-hoteli su ekološki održivi hoteli koji su uveli značajna poboljšanja u zaštiti okoliša kako bi umanjili svoj utjecaj na prirodni okoliš. Samim tim slijede praksu zelenog življenja kako bi i budućim naraštajima kroz temelje održivog turizma omogućili uživanje u prirodnom okolišu bez zagađivanja. U ovom radu analizira se primjena eko-koncepata u poslovanju Hotela Villa Dvor, kao primjer dobre prakse., Modern tourism is one of the most important and most dynamic socio-economic phenomena, and in the 21st century it takes place as one of the leading "industry" of the world. The sudden and uncontrolled development of tourism, this same space comes into danger, thus jeopardizing the survival and profitability of tourism, which depends on the attractiveness of the destination that people want to visit. Tourism therefore must preserve and protect the environment and its natural and social attractions so that people can still travel, which is why all the more attention is devoted to environmental protection and its natural resources. Just as a reaction to environmental conservation trends and the creation of demand for services that are ecologically conscious comes to the development of eco-hotel. Eco-hotels are ecologically sustainable hotels that have introduced significant improvements in environmental protection to reduce their impact on the natural environment. Thus, they follow the practice of green living in order for future generations through the foundations of sustainable tourism to enjoy the natural environment without pollution. This paper analyzes the application of eco-concepts in the business of Hotel Villa Dvor, as an example of good practice.

U svakom poduzeću se sve više ulaže u zaposlenike, pa tako i u njihovu motivaciju. Motivacija je sve što nas pokreće prema nekom cilju tj. to je psihološki proces. Motivacija je bitan čimbenik u poslovanju. Mnogo se priča o motivaciji, kako je steći i zadržati. Motivacija samog sebe i drugih oko nas je težak posao pogotovo jer svi imamo drugačije potrebe i želje. Mnogo je lakše pokrenuti druge dok motivirati sam sebe nije baš lagan posao. Važno je pronaći motivaciju i zadržati je što više. Motivacija zaposlenika bi trebala biti zadatak i menadžera i zaposlenika. Međusobna motivacija zaposlenika stvorit će osjećaj pripadnosti timu i poboljšati odnose što je jako važno. Mnogo je pokretača motivacije kod zaposlenika. Nekima je to osjećaj dobro obavljenog posla, kod nekih plaća, a motiv mogu biti i dobri odnosi s kolegama na poslu. Većinu zapravo motivira sve od navedenog. Menadžer bi trebao pristupiti svakom zaposleniku pojedinačno i utvrditi što se može poboljšati kako bi ga motivirao i kako bi radna atmosfera bila bolja. Ako su zaposlenici motivirani za rad i zadovoljni radnim okruženjem tvrtka će poslovati uspješno., In every company, more and more is being invested in employees, and thus in their motivation. Motivation is everything that moves us towards a goal, it is a psychological process. Motivation is an essential factor in business. There is a lot of talk about motivation, how to acquire and maintain it. Motivating ourselves and others around us is hard work especially because we all have different needs and desires. It is much easier to move others while motivating yourself is not an easy task. It is important to find motivation and keep it as much as possible. Employee motivation should be the task of both managers and employees. Mutual motivation of employees will create a sense of belonging to the team and improve relationships which is very important. There are many drivers of motivation in employees. For some employees it is a feeling of a job well done, for others it can be salary, as well as good relations with colleagues at work. Most are actually motivated by all of the above. The manager should approach each employee individually and determine what can be improved to motivate him and to make the work atmosphere better. If employees are motivated to work and satisfied with the work environment, the company will operate successfully.

Razvoj poduzetništva stavio je ličnost poduzetnika u fokus brojnih istraživanja. Poduzetnički posao je jako dinamičan te zahtjeva predanost, mnogo vremena i konstantan rad. Uspješan poduzetnik je ona osoba koja je unatoč stresu i svim poteškoćama spremna i dovoljno motivirana da ostvari svoje ideje. Takva osoba posjeduje niz vještina i karakteristika potrebnih za ostvarenje uspjeha. Za uspjeh nije dovoljno samo znanje nego i određene osobine ličnosti te stav. Uspješni poduzetnici su veoma nadarene osobe sa izraženim poslovnim duhom i sposobnostima uz pomoć kojih spremno koriste sve prilike i ostvaruju rezultate. Te osobe imaju čvrstu vjeru u sebe i ono što rade, preuzimaju rizik i maksimalno su posvećeni cilju., Development of the entrepreneurial business has brought the entrepreneurs personality into the focus of many researches. Entrepreneurial business is very dynamic and it requires dedication, lots of time and constant work. Successful entrepreneur is a person who is ready and motivated enough to realize his ideas despite hurdles and stress. That is a person who has lots of traits and characteristics which are required to achieve success. To be successful knowledge is not enough, you need to have the attitude and certain personality traits. Successful entrepreneurs are gifted people with strong business spirit and abil ities with the help of which they achieve good results. They have strong self-belief; they take risk and they are maximally committed to the goal.

Vodstvo je proces u kojem pojedinac utječe na grupu u svrhu postizanja zajedničkog cilja. Vođa bi trebala biti osoba koja ima utjecaj na ostale članove grupe, te ih motivira i usmjerava na ostvarenje ciljeva. Kada se govori o odnosu između menadžmenta, vodstva i vođenja, može se reći da je vođenje jedna od funkcija menadžmenta, a da je vodstvo jedna od komponenti vođenja. Modeli vodstva su se razvili na temelju teorija vodstva. Modeli vodstva su: Model osobina, Bihevioralni modeli, Kontigencijski modeli i Suvremeni pristupi vodstvu. Stilovi vodstva se mogu definirati kao poseban način ponašanja menadžera u okviru radnog procesa, koji utječe na rezultate rada u organizaciji. Stilovi vodstva su: Autoritaran, Demokratski i Laissez-fair stil., Leadership is a process to whom individual affect per group, in purpose common goal. Leader should to be a person, which as an impact to other members, and motivate them, and directs to achieve goals. When we talking about the relationship between management leadership, and guidance, it can be said that leadership is one of the functions of management, and that leadership is one of the components guided. Leadership models have evolved, based on leadership theories. Leadership models are: feauture models, behavioural models, contigency models, and contemporary approaches leadership. Leadership styles can be defined as a special way of behaving a manager, with the work process, which affects the results of working in the organization. Leadership styles are: authoritarian, democrats and laisez- faire style.

U dvadeset i prvom stoljeću svjesni smo ogromnog utjecaja kojeg je primjena tehnologije u poslovanju imala na sve od industrije u cijelosti do samog radnika. Suvremene tehnologije kao što su algoritmi, strojno učenje i umjetna inteligencija već danas mijenjaju radna mjesta, te se pretpostavlja da će u budućnosti u potpunosti zamijeniti, ne samo fizički ljudski rad kao što je do sada bila situacija, nego i ljudsku sposobnost donošenja odluka. Svakom znanstvenom spoznajom o ljudskom umu postajemo sve više svjesni nedostataka ljudskog razmišljanja, te se ovakva budućnost čini neizbježnom. No ovaj rad, iako će istaknuti te nedostatke, namjerava na primjeru američkog hedge fonda Bridgewater Associates predstaviti poslovnu kulturu u kojoj algoritmi ne zamjenjuju čovjeka već ostvaruju sustav u kojem nadograđuju čovjekove sposobnosti i pomažu mu donijeti kvalitetnu odluku, maksimizirati output, te samo poduzeće učiniti transparentnijim., In the twenty first century we are aware of the enormous impact technology had on everything from the industry as a whole, to an average worker. Modern technologies such as algorithms, machine learning and artificial intelligence are changing the job market already today and it’s assumed that it will completely replace not only physical work, as it was the case in the past, but human also human decision making. With every scientific discovery about the human mind, we are more aware of the flaws of the human mind, and this future seems more and more likely. But this paper, despite pointing out those flaws, aims to present an organizational culture, using the hedge fund Bridgewater Associates as an example, in that algorithms don’t fully replace human decision making, but instead enhance the abilities of employees and help them make better decisions, maximize their output, and promote a culture of transparency.

Predmet ovog Završnog rada je korporativno poduzetništvo. Upoznalo se s pojmom samog poduzetništva, te su se dale sličnosti i razlike između poduzetnika i intrapoduzetnika. Detektirane su prednosti i nedostaci ulaska u poduzetništvo, kao i faze njegovog razvoja. Dan je teorijski prikaz korporativnog poduzetništva, te njegova važnost i utjecaj koji ima na poslovanje poduzeća. Napravljena je analiza korporativnog poduzetništva u Republici Hrvatskoj na primjeru Adris grupe d.d. Radi se o jednoj od vodećih hrvatskih i regionalnih kompanija koja je tržišni lider po kriterijima profitabilnosti i inovativnosti. Grupacija je razdvojena po strateškim poslovnim jedinicama, opisan je njen odnos prema zaposlenicima kao i zastupljenost društveno odgovornog poslovanja., The subject of this study is corporate entrepreneurship. The concept of entrepreneurship itself was introduced, and similarities and differences between entrepreneurs and intra-entrepreneurs were given. The advantages and disadvantages of entering entrepreneurship were detected, as well as the stages of its development. A theoretical overview of corporate entrepreneurship is given, as well as its importance and impact on business operations. An analysis of corporate entrepreneurship in the Republic of Croatia was made on the example of Adris grupa d.d. It is one of the leading Croatian and regional companies which is the market leader in terms of profitability and innovation. The group is divided into strategic business units, its attitude towards employees is described, as well as the representation of socially responsible business.

Menadžment podrazumijeva proces usmjeren na postizanje ciljeva putem određenih strategija i resursa kojima poduzeće raspolaže uz neizostavan faktor ljudskog rada. Ključne aktivnosti koje definiraju sam menadžment kao proces i sva događanja vezano za isti te odnos menadžera u poslovanju uopće nazivaju se funkcije menadžmenta. Funkcije menadžmenta neizostavne su u poslovanju svakoga poduzeća koje želi uspješno poslovati, a u iste se ubrajaju: planiranje, organiziranje, kadroviranje, vođenje i kontrola. Funkcije menadžmenta kao iznimno organizirani procesi poslovanja omogućuju menadžeru da utječe na poslovanje u cijelosti, od samih začetaka do krajnjeg procesa lansiranja određenog outputa na tržište. Funkcije menadžmenta aktivno se koriste u poslovanju svih poslovnih subjekata pa tako i u bankama koje podrazumijevaju vrlo širok spektar proizvoda i usluga. Bitno je naglasiti da je svako poduzeće u poslovanju jedinstveno kao i njegova okolina koja utječe na poslovanje istog. Tako funkcije menadžmenta, kao glavni procesi u poslovanju, neće biti striktno primjenjivi po određenom „stilu menadžmenta“ već bivaju fleksibilne. U ovom radu prikazane su sve funkcije menadžmenta i njihov način izvršavanja u poslovanju OTP banke. Pravilnom primjenom funkcija menadžmenta, uz raspoložive resurse i rad ljuske snage, neminovno je da će se postići ostvarenje zadanih ciljeva poduzeća., Management is a process aimed at achieving goals through certain strategies and resources that the company has at its disposal with the indispensable factor of human labor. The key activities that define management itself as a process and all events related to it and the relationship of managers in business in general are called management functions. Management functions are indispensable in the business of any company that wants to operate successfully, and they include: planning, organizing, staffing, directing and controlling. Management functions as extremely organized business processes allow the manager to influence the business as a whole, from the very beginning to the final process of launching a certain output on the market. Management functions are actively used in the business of all business entities, including banks, which include a very wide range of products and services. It is important to emphasize that each company in business is unique as well as its environment that affects its business. Thus, the functions of management, as the main processes in business, will not be strictly applicable to a particular "management style" but will be flexible. This work presents all management functions and their execution in the business of OTP Bank. Proper application of management functions, with available resources and the work of the shell of power, it is inevitable that the achievement of the set goals of the company will be achieved.

Turistička putovanja su sve češći način iskorištavanja slobodnog vremena, a organizacija istih zahtjeva ispunjavanje visokih kriterija. Razlog tome je sve veća dostupnost turističke destinacije uzrokovana svjetskom globalizacijom koja potiče razvoj turizma, a posljedično tome i ukupnog gospodarstva. Promet i prometna dostupnost su neizostavni čimbenici turističkog paketa koji povezuju turističku ponudu i potražnju. Stoga je ulaganje u prometnu infrastrukturu jedno od glavnih strateških ciljeva države. Turist, ovisno o svojim željama i mogućnostima, odabire vrstu prijevoza, a zadatak lokalne, mjesne i/ili državne zajednice je da neprestano unaprjeđuje unutrašnju i vanjsku prometnu dostupnost turističke destinacije. Kvalitetna prometna politika omogućava održivost atraktivnosti destinacije te razvoja turizma što je vidljivo analizirajući turističke indikatore razvoja turizma na primjeru grada Splita., Tourist trips are an increasingly common way of spending free time, and the organization of the same requirements meets high criteria. The main generator of the above is the increasing availability of tourist destinations caused by globalization, which stimulates the development of tourism, and consequently the overall economy. Traffic and it’s accessibility are indispensable factors of the tourist package that connect tourist supply and demand. Therefore, investing in transport infrastructure is one of the main strategic projects of the country. The tourist, depending on his wishes and possibilities, chooses the type of transport, and the mission of the local and/or state community is to constantly improve the internal and external traffic accessibility of the tourist destination. A quality transport policy enables the sustainability of the destination's attractiveness and tourism development which is evident in analyzing of the tourist development indicators on the example of the city of Split.

Turističko tržište pod stalnim je utjecajem različitih čimbenika i stoga je veoma dinamično i podložno promjenama. Trendovi u turizmu razvijaju se brže nego u većini drugih sektora gospodarstva. Suvremeni turistički trendovi prvenstveno su određeni globalnim zbivanjima kao što je stalno prisutna prijetnja terorističkih napada u određenim zemljama ali i sveprisutnih ograničenja oko putovanja radi pandemije COVID-19. Međutim, na trendove u turizmu utječu i društvena kretanja i razvoj tehnologije. Pojava web 2.0 tehnologija značajno je utjecala na razvoj nove generacije posrednika koji se baziraju na recenzijama drugih gostiju a ne na snažnim promocijama koje rade korporacije. Nadalje, društvene pojave kao što je veća ekološka osviještenost i briga o društvenoj odgovornosti dovode do sve veće popularnosti putovanja koja se baziraju na održivom turizmu. Unatoč svemu tome, teško je planirati buduće trendove jer se turističko tržište mijenja veoma velikom brzinom i previše faktora utječe na razvoj čimbenika određivanja trendova u turizmu., The tourism market is constantly influenced by various factors and is therefore very dynamic and subject to change. Therefore, trends in tourism are developing faster than in most other sectors of the economy. Contemporary tourism trends are primarily determined by global developments such as the ever-present threat of terrorist attacks in certain countries but also ubiquitous travel restrictions due to the coronavirus pandemic. However, trends in tourism are also influenced by social trends and technology development. The rise of web 2.0 technologies has significantly influenced the development of a new generation of intermediaries based on reviews from other guests rather than strong promotions done by corporations. Furthermore, social phenomena such as greater environmental awareness and concern for social responsibility are leading to the growing popularity of travel based on sustainable tourism. Despite all this, it is difficult to plan future trends because the tourism market is changing at a very high rate and too many factors influence the development of factors determining trends.

Turističke agencije su važni subjekti turističkog tržišta koji povezuju prostorno i vremenski udaljenu turističku ponudu i potražnju. Iako većina njihovih poslovnih aktivnosti dolazi iz sfere posredovanja, važan dio njihovog poslovanja, čak i od samih začetaka agencijskog poslovanja predstavlja osmišljavanje paket aranžmana. Agencijsko poslovanje tijekom vremena značajno se promijenilo ponajviše zahvaljujući razvoju informacijsko-komunikacijske tehnologije. To je dovelo do brojnih izazova u poslovanju turističkih agencija. U tom kontekstu cilj ovoga rada je analizirati izazove u poslovanju turističkih agencija te analizirati studiju slučaja u kojoj se analizira poslovanje najstarije turističke agencije „Thomas Cook“ koja je tijekom vremena izrasla u respektabilnog turoperatora ali i koja je u 2019. godini doživjela svoj konačan pad. Pred turističkim agencijama nalaze se turbulentna vremena koja bi mogla uništiti i druge turističke agencije, koje se ne bi mogle uspješno prilagoditi poslovanju u 21. stoljeću. Svaka turistička agencija mora razumjeti troškove koji nastaju u poslovanju, mora se truditi doći do većeg turističkog tržišta te što bolje zadovoljiti turističke potrebe turista. Informacijska i komunikacijska tehnologija će u budućnosti igrati veliku ulogu u distribuciji turističkog proizvoda te će ju turističke agencije morati koristiti sve više, ako žele opstati na tržištu., Travel agencies are important subjects of touristic market which connect spatially and temporally distant tourist supplay and demand. Although, most of their buisniss activities come from sphere od mediation, an important part of their business, even from the beginnings of agency business it represents the design of a itineraries. Agency busines has changed significantly over times, mostly due to the development of information and communication technology. This has led to a number of challenges in the business of travel agencies. In that context, aim of this paper is to analyze the challenges in the business of travel agencies and analyze a case study that analyzes the business of the oldest travel agency „Thomas Cook“, which eventually grew into a reputable tour operator, but in 2019. experienced its final decline. Travel agencies are facing turbulent times that could destroy other travel agencies, which could not adapt to business in the 21st century. Every travel agency must understan costs incured in doing business, must try to reach a larger tourist market and try to do better to meet tourist needs in that market. In the future information and communication technology will play a major role in the distriburion of the tourist product and travel agencies will have to use them more if they want to survive in the market.

Poduzetništvo kakvo danas poznajemo ima značajnu ulogu u gospodarstvu i društvu gotovo svake države. Posebno se ističu mala i srednja poduzeća kao glavni pokretači zapošljavanja i razvoja ekonomije u Europskoj uniji. Prema podacima EU mala i srednja poduzeća čine 99,7% ukupnog udjela poduzeća što ih čini prioritetom za razvoj cjelokupne privrede. Većina domaćih poduzetnika prepoznala je šansu i uvidjela važnost takvih poduzeća u kriznim situacijama te sve više pokreću vlastite biznise i za to koriste prirodna bogatstva. Svrha ovog rada je ukazati na ulogu i značaj malih i srednjih poduzeća u Europskoj uniji ali i zasebno u Republici Hrvatskoj, te kako se ona potiču i koji se dokumenti koriste u poticanju istih. Također je zanimljivo spomenuti programe za poticanje financiranja takvih sektora i izvore sredstava kojima se koriste tijekom poslovanja. Poznato je kako se cijeli svijet trenutno suočava sa krizom koja je prouzročena pandemijom COVID 19, pa je stavljen naglasak i na to kako se poduzeća prilagođavaju na novonastale okolnosti s ciljem da iz svog poslovanja uspiju izvući maksimalne rezultate., Entrepreneurship as we know it today plays a significant role in the economy and society of almost every country. Small and medium-sized enterprises stand out in particular as the main drivers of employment and economic development in the European Union. According to EU data, small and medium enterprises make up 99.7% of the total share of enterprises, which makes them a priority for the development of the entire economy. Most domestic entrepreneurs have recognized the opportunity and realized the importance of such companies in crisis situations, and are increasingly starting their own businesses by using natural resources. The purpose of this paper is to point out the role and importance of small and medium enterprises in the EU and Croatia and which documents are used to encourage them. Also, it is interesting to mention founding programs and the sources of funds used in the course of business. IT is well known that the whole world is currently facing a Covid- 19 crisis, so emphasis was placed on how companies adapt to new circumstances in order to be able to get the maximum results from their business.

Ovaj rad obrađuje tematiku pregovaračkih strategija korištenih prilikom pregovaranja o plaći s posebnim osvrtom na spol osobe pregovarača. Razlike u visini plaće između muškarca i žene su oduvijek bile prisutne na tržištu rada. Pojam razlika u plaćama među spolovima (engl. Gender Pay Gap) je, posebno u današnje vrijeme, česta društvena ali i politička tema. U radu su objašnjeni temeljni pojmovi vezani uz ravnopravnost spolova i spolnu diskriminaciju. Analizirana je pozicija žene u društvu kroz povijest te njena uloga i pozicija u pregovorima o zapošljavanju i plaći. U anketnom istraživanju propitivala se percepcija studenata Sveučilišnog odjela za stručne studije o ravnopravnosti spolova odnosno o percepciji prisutnosti dvostrukih standarda postavljenim za žene i za muškarce. Istraživanje je pokazalo kako su mladi svjesni diskriminacije između muškaraca i žena vezanu uz visinu plaće te su se u svom životu barem jednom susretali s nekim od oblika diskriminacije. Rezultati ankete pokazuju kako ispitanici zamjećuju diskriminaciju te smatraju kako je prisutna ne samo u poslovnim pregovorima već i u svakodnevnom životu., This paper is about negotiation strategies used in salary negotiations with particular reference to the gender of the negotiator. Differences in wage lev els between men and women have always been present in the labour market. The gender pay gap (Gender Pay Gap) is a common social and political topic, especially nowadays. The paper explains the basic concepts related to gender equality and gender discrimination. Throughout history, women's position in society and their role and position in employment and wage negotiations are analyzed. The survey examined the perception of students of the University Department of Professional Studies on gender equality, i.e. the perception of the presence of double standards set for women and men. The research showed that young people are aware of discrimination between men and women related to salary and have encountered some form of discrimination at least once in their lives. The survey results show that respondents perceive discrimination and believe that it is present not only in business negotiations but also in everyday life.