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Organizacijska struktura sastoji se od operativnog dijela, strateškog dijela, srednjeg dijela, tehno strukture te štabnog dijela. Organizacija ne može postojati bez definirane organizacijske strukture, a postoji nekoliko metoda za strukturiranje organizacije. Neke od tih metoda su odozgo prema dolje, odozdo prema gore, bipolarni sistem, strategija klina te strategija većeg broja nukleusa. Općenito govoreći organizacijske strukture se mogu podijeliti na klasične, adaptivne te ostale organizacijske strukture. Kod pivovara najčešće je zastupljena funkcijska organizacijska struktura, koja spada u klasične organizacijske strukture. Upravo funkcijsku organizacijsku strukturu koriste Zmajska i Istarska pivovara. Prethodno spomenuta Zmajska pivovara je najzaslužnija pivovara za velik rast broja potrošača craft piva, iako ista nije prva pivovara koja je izdala craft pivo Hrvatskoj. U Hrvatskoj postoji čak šest hrvatskih većih pivovara te preko 50 mini pivovare. The organizational structure consists of the operational part, the strategic part, the middle part, the techno structure and the staff part. An organization cannot exist without a defined organizational structure, and there are several methods for structuring an organization. Some of these methods are top-down, bottom-up, bipolar system, wedge strategy, and multiple nucleus strategy. Generally speaking, organizational structures can be divided into classical, adaptive and other organizational structures. Breweries most often have a functional organizational structure, which belongs to the classic organizational structures. Zmajska and Istarska pivovara use the functional organizational structure. The previously mentioned Zmajska pivovara is the most deserving brewery for the large growth in the number of craft beer consumers, although it is not the first brewery to issue craft beer in Croatia. There are as many as six larger Croatian breweries and over 50 mini breweries in Croatia.

Modern companies’ business environments have become increasingly complex, dynamic, and uncertain as a consequence of globalization and the rapid development of information communications technology. Companies are urged to increase their flexibility in order to keep their competitiveness in the global market. The affirmation of intrapreneurship becomes one of the basic ways for achieving higher adaptability and competitiveness of large companies in the modern business environment. In this context, the choice of an organizational solution that improves the development of entrepreneurial orientation and increases employee entrepreneurship and innovativeness becomes an important task for large companies. Research studies and business practices have indicated that various types of modern organizational forms enable the development of intrapreneurship. Therefore, the main aim of this paper is to identify dominant characteristics of organizational solutions and analyse their influence on the development of intrapreneurship in large companies in Bosnia and Herzegovina (BiH). The research results indicate that current organizational characteristics are not favourable for the development of intrapreneurship in large BiH companies and that improvement is necessary in order to create an enabling environment for intrapreneurship and innovativeness. Based on these findings, recommendations for appropriate organizational changes are presented that might result in a more intensive development of intrapreneurship in large BiH companies. Posledica globalizacije in hitrega razvoja informacijske in komunikacijske tehnologije je, da je poslovno okolje sodobnih podjetij vedno bolj kompleksno, dinamično in negotovo. Podjetja so prisiljena povečati prilagodljivost, da bi bila na globalnem trgu še naprej konkurenčna. Afirmacija notranjega podjetništva postaja eden temeljnih načinov za doseganje večje prilagodljivosti in kompetitivnosti velikih podjetij v sodobnem poslovnem okolju. V tem kontekstu je izbira organizacijske rešitve, ki izboljšuje razvoj podjetniške usmeritve in povečuje podjetništvo in inovativnost zaposlenih, za velika podjetja pomembna naloga. Raziskave in poslovna praksa kažejo, da različni tipi sodobnih organizacijskih oblik omogočajo razvoj notranjega podjetništva. Temeljni cilj tega prispevka je torej identificirati prevladujoče značilnosti organizacijske rešitve in analizirati njen vpliv na razvoj notranjega podjetništva v velikih podjetjih v Bosni in Hercegovini. Izidi raziskav kažejo, da sedanje organizacijske značilnosti za razvoj notranjega podjetništva v velikih podjetjih v tej državi niso ugodne in da je potrebno izboljšanje, da bi ustvarili podporno okolje za notranje podjetništvo in inovativnost. Na osnovi teh ugotovitev so v članku podani predlogi za ustrezne organizacijske spremembe za intenzivnejši razvoj notranjega podjetništva v velikih podjetjih v Bosni in Hercegovini.

In the paper, the authors emanate from various types of structures of the enterprise whereby they focus their attention on the flexible form. They examine the possibilities to encourage the employees in achieving the business objectives in enterprises with a flexible organisational structure. They particularly deal with some of the more important aspects concerning the employees, as for example: job enrichment, self-managed work teams, creativity and gathering of ideas, the question of rewarding and recognizing the efforts of the staff. They conclude the paper by presenting the manner of recruiting and training as well as giving suggestions for creating "champions"in these enterprises. U ovom radu, autori razmatraju različite vrste struktura poduzeća te usmjeravaju svoju pažnju na fleksibilnu formu. Autori istražuju mogućnosti ohrabrenja zaposlenih za postizanje poslovnih ciljeva u poduzećima s fleksibilnom organizacijskom strukturom. Pritom se posebna pažnja pridaje nekim od važnijih pristupa vezanih uz upravljanje ljudskim potencijalima, kao što su: obogaćivanje posla, samoupravni radni timovi, kreativnost i prikupljanje ideja, pitanje priznanja i nagrađivanja napora zaposlenih, itd. Rad se zaključuje predstavljanjem potrebnog načina prikupljanja i obučavanja zaposlenih, kao i sugestijama za stvaranje “prvaka među djelatnicima” u promatranoj vrsti poduzeća.

Organizacija je bitan segment svakog poduzeća pa tako i poduzeća koja se bave pružanjem željezničkih usluga prijevoza robe. Uspješno poslovanje poduzeća ovisi o organizacijskoj strukturi koja nam uvelike olakšava poslovanje zbog jasno definiranih nadležnosti i zadataka koji nas vode do konačnog cilja, prijevoza robe. U ovom završnom radu definirana je i opisana organizacija prijevoza robe željeznicom, kao i utjecaj liberalizacije tržišta usluga prijevoza robe na samu organizaciju poduzeća. Također su opisane različite organizacijske strukture s mogućom primjenom u željezničkom prometu. Prikazana je organizacija tvrtke HŽ Cargo d.o.o. te su opisane djelatnosti koje obavljaju pojedine organizacijske jedinice.

Suvremena poduzeća često se susreću s mnogima promjenama i faktorima koji utječu na poslovanje poduzeća. Stoga je važno da poduzeće bude opskrbljeno kvalitetnim zaposlenicima. Tu je uloga menadžera jako važna jer upravo on usmjerava i motivira zaposlenike k ostvarenju cilja. Svako poduzeće je jedinstveno stoga razlikujemo mnoge vrste organizacijske strukture. Ona ovisi o veličini poduzeća, broju zaposlenika, vrsti posla i slično. Organizacija u poduzeću ima bitnu ulogu te ona predstavlja ključ poslovnog uspjeha. Poduzeća se međusobno razlikuju po principu organiziranja poslova u poduzeću, međutim svima je isti cilj, a to je efikasnost i efektivnost. U ovom radu je prikazana i objašnjena organizacijska struktura poduzeća Medika d.d. Zagreb. Objasnit će se način na koji je organiziran rad, odnosno koji principi se koriste kako bi poslovanje bilo uspješno. Poduzeće Medika d.d. ima kvalitetno koncipiran rad u poduzeću, to jest organizacijsku strukturu i upravo zbog toga služi kao primjer i uzor mnogim drugim poduzećima u Hrvatskoj. Modern firms often come across a lot of changes and factors that affect management of those firms. Therefore it is essential that the firm is full of quality and compatible workers. The role of manager comes to light in that area because he/she is the one to guide and motivate workers toward achieving the goals. Every firm is unique, so it is necessary to differentiate all sorts of organizational structures. It depends on the size of a firms, number of employees, type of a job etc. Organization has a crucial part in the firm and it represents the key to business success. Firms differ one from another from the principle of organizing business in it, but they all have the same goal, and those are efficiency and effectiveness. The organizational structure of ''Medika'' d.d. Zagreb is shown and explained in this paper. We will explain the way in which the work is organized and which methods are used to make day to day business more successful. Medika has quality work environment it the firm, good organizational structure and because of that it serves as an example to many other firms in Croatia.

Sodobno ekonomsko okolje zahteva od podjetij stalno prilaganje poslovanja hitro spremin-jajočim se pogojem in zahtevam okolja. Podjetja se ekonomskemu okolju prilagajajo na način, da uvajajo spremembe v svoje delovanje. Spremembe lahko uvajamo na različne načine in na različna področja v podjetjih. Osnovni cilj magistrske naloge je oblikovati dinamični model managementa sprememb v sodobnih podjetjih. V tem okviru želimo izpostaviti pomen prenove poslovnih procesov, vloge managementa prenove in dolgoročni vpliv prenove za doseganje želenih rezultatov delovanja podjetij. Podjetja lahko za prilaganje poslovanja uporabijo različne načrtovane spremembe, ki jim omogočajo razvoj sedanjega stanja v želeno prihodnje stanje zaradi povečanja učinkovitosti in uspešnosti delovanja. Cilj izvajanja planiranih sprememb je razvoj novih ali izboljšanih rešitev za uporabo razpoložljivih virov in kapacitet pri oblikovanju nove vrednosti v poslovanju podjetja. Vsebinsko gledano lahko podjetja za svoje spreminjanje uporabijo različne vrste sprememb, med katerimi se najpogosteje omenjajo predvsem spremembe tehnologije, proizvodov in storitev, strategije ter organizacijske strukture in kulture podjetja. Posamezne vrste spre-memb so medsebojno povezane in soodvisne. Spreminjanje organizacije je kot vsako poslovno aktivnost potrebno ustrezno planirati, voditi, organizirati in kontrolirati, kar lahko s skupnim pojmom označimo kot management sprememb. V managementski teoriji se management sprememb najpogosteje označuje kot proces, ki vključuje faze priprave, sprejetja in zagotavljanja ustreznega izvajanja sprememb. Večina poznanih modelnih rešitev za management sprememb se osredotoča na prvi dve fazi procesa spreminjanja, ki vsebinsko predstavljata izbor in sprejetje odločitve v izbranem časovnem trenutku in ju je zato tudi lažje izvesti. Manj je raziskano področje oblikovanja in zagotavljanje ohranitve novega stanja za zagotavljanje ustreznega dinamičnega izvajanja sprememb v poslovanju v daljšem časovnem obdobju. Nevarnost pri uvajanju sprememb je, da spremembe dolgoročno ne obstanejo. Razlogov je lahko več, poleg tega, da spremembe ne prinašajo želenih učinkov, tudi tendenca, da zač-nemo stvari delati na načine, kot smo to počeli pred uvajanjem sprememb. V fazi po uvedbi sprememb moramo rezultate natančno meriti in preko posameznih kazalnikov spremljati njihove učinke. Pri uvajanju sprememb moramo biti pozorni na odpor do sprememb, oziroma kako spre-membe sprejemajo zaposleni, ki se jih spremembe dotikajo. Odzivi na uvajanje sprememb so lahko različni. Veliko krat je naklonjenost do sprememb odvisna od posledic, kako spremembe vplivajo na njihov status in druge ugodnosti, ki so jih imeli pred začetkom tega procesa. The modern economic environment requires companies to continuously adapt their business model to the ever changing environmental conditions and requirements. Companies adapt to the economic environment by implementing changes in their operation. Changes can be implemented in various ways and into various sections of a company. The basic objective of the master’s thesis is to create a dynamic model of change manage-ment in modern companies. In this context, we would like to emphasize the importance of renovating business processes, the role of management reform and the long term effect of the reform to achieve desired operation results. Companies can use a variety of planned changes for business adaptation, that allow them to develop their current condition into a desired future condition due to an increase in effi-ciency and performance. The goal of planned changes is to develop new or improved solu-tions for use of available resources and capacities in the formulation of new values in the company’s operation. Companies can employ various changes for their adaptation, most common being change in technology, products and services, strategy, organizational structure and corporate culture. Individual types of changes are interrelated and interdependent. Much like any other business activity, changing an organization requires careful planning, management, organization and oversight, which can be summarized with a common term as change management. In managerial theory, change management is most often described as a process that includes stages of preparation, adoption and ensures the proper implemen-tation of the changes. Most common model solutions for change management focus on the first two stages of the process of change, which incorporate the selection and adoption of a decision in the select-ed time frame and are as such the easiest to execute. The field of designing and ensuring the continuation of the new state to allow proper dynamic change implementation in a longer time frame is less explored. The danger with implementing change is that they are not permanent. There could be many reasons, such as the changes not yielding desired affects and the tendency to revert to ways established before the changes were implemented. Once in the stage after changes were introduced, results must be thoroughly measured and their effects monitored through specific indicators. When introducing changes, we need to be aware of resistance to change and how affected employees accept such changes. Responses can vary greatly. The affinity for change often depends on the consequences to their status and other benefits acquired before the change.

Vsaka organizacija poseduje svojo organizacijsko strukturo. Ta je pomembna in pripomore k temu, ali je podjetje uspešno ali ne. Primerna organizacijska struktura v podjetju je pomembna za doseganje konkurenčnosti in lastnih ciljev, neprimerna organiziranost v podjetju pa vodi v njen propad. Cilj diplomskega dela je preučitev podjetja in njegovih pojmov, glavni cilj pa predstavljata raziskava organizacijskih struktur in implementacija ugotovljenega na primeru podjetja X. Velik vpliv na uspešnost pa predstavlja tudi primerna organizacijska kultura, saj sta motiviranost in zadovoljstvo zaposlenih ključnega pomena, da podjetje dosega in uresničuje svoje cilje, povečuje svoje prodajne uspehe in se hitro odziva na vplive zunanjega okolja oziroma konkurenco. Na primeru podjetja X vidimo, da podjetje ne izkorišča svojega potenciala, saj so zaposleni preobremenjeni in ne morejo izkoristiti svojega potenciala ter kvalitetno opraviti svojih primarnih del in nalog. Z vzpostavitvijo primerne organizacijske kulture bo podjetje lahko uresničilo svoj potencial, prodrlo na tuje trge in povečevalo svoj tržni delež, okrepilo pozicijo na domačem trgu ter tako ustvarjalo večje prihodke in povečevalo svojo rast. Each organization has its own organizational structure. This is an important element and can contribute to the success of a company. Appropriate organizational structure in a company is imperative for achieving competitiveness and one's own goals, and inappropriate organization in a company will lead to its failure. The aim of this thesis is to study a company and its concepts the main goal is to do research on organizational structures and implement the findings on an example of Company X. Appropriate organizational culture has a very important impact on successfulness because motivation and satisfaction of employees are key factors for a company to achieve and realize its objectives, increase its sales success and quickly respond to impacts of outer environments or competition. The example of Company X shows that the company does not fully exploit its potential as employees are overloaded and unable to take advantage of their potential and carry out their primary work and tasks to a good standard. With the establishment of appropriate organizational culture, the company will be able to realize its potential, expand to foreign markets and increase its market share, strengthen the position in the domestic market, thus creating more revenues and increasing its growth.