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2020, vol. 14, br. 2, str. 38-51
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Mogućnosti primene SIPOC modela u upravljanju sportskim organizacijama
Possibilities of SIPOC model application in management of sports organizations
Sažetak
Savremene tendencije u upravljanju sportskim organizacijama (većinom egzistiraju u obliku neprofitnih organizacija) determinisane su stavom da uspeh u poslovanju dominantno zavisi od efikasnosti i efektivnosti zadovoljenja potreba klijenata/korisnika usluga. Među akterima sportske delatnosti se sve vidljivije pozicioniraju preduzetnički stavovi o načinu upravljanja sportskim organizacijama, gde se konkurentska prednost primarno zasniva na sentenci-šta organizacija ume i može da uradi bolje od drugih (a ne na tome-šta ona ima, a druga nema). U tom pogledu se implementacija savremenih metoda za poboljšanje rezultatskih performansi postavlja kao sinonim za uspešnost poslovanja, čiji je krajnji cilj-zadovoljni članova organizacije, kao i povezani stejkholderi. Primena različitih alata i tehnika marketing menadžmenta u sportskim organizacijama neophodno je da se zasniva na determinantama osnovnih marketing funkcija. Jedna od njih je i promocija (proizvoda i usluga) kao specifičan vid "obraćanja" sportske organizacije neposrednom okruženju/javnosti. Jedan od interesantnih alata koji je može biti veoma aplikativan je SIPOC model (nastao kao razrada Demingovog PDCA sistema). Karakteriše ga menadžerska aktivnost na efikasnom mapiranju i identifikaciji akutnog stanja procesa u organizaciji (ili delu organizacije) koji su ključni za odnos prema klijentima. Ovo je alat koji pomaže menadžmentu organizacije da, kao isporučilac proizvoda i/ili usluge, prepozna klijente (kupce/korisnike), identifikuje njihove (ali i svoje) realne potrebe, te na osnovu ovih informacija optimizuje sve procese koji su neophodni u kreiranju, izradi i isporuci proizvoda/usluge. Mogućnost primene SIPOC modela u sportskim organizacijama najbolje se odslikava u aktivnostima usmerenim na unapređenje kvaliteta (sportskih) usluga. Njime se marketinške aktivnosti tretiraju kao proces kojim se nastoje zadovoljiti potrebe tri grupe povezanih stejkholdera: (a) neposredni akteri usluge (sportska organizacija sa svojim resursima), (b) krajnji korisnici (klijenti) i (c) eksterni stejkholderi (klubovi, savezi, asocijacije, škole, grupe građana, lokalna zajednica, poslovne organizacije, i sl.).
Abstract
Modern tendencies in the management of sports organizations define that success in business predominantly depends on the efficiency and effectiveness of meeting the needs of clients/users of services. Entrepreneurial attitudes about the way of managing sports organizations are becoming recognizable in sports, where the competitive advantage is primarily based on the sentence - what the organization can do and what it can do better than others (and not on what it has and the others do not). With this regard, the implementation of modern methods to improve performance is set as a synonym for business success with the aim of satisfying the members of the organization and related stakeholders. The application of various tools and techniques of marketing management in sports organizations is based exclusively on the determinants of basic marketing functions. One of these functions is the promotion of products and services as a form of direct approach of the sports organization to its surroundings. One of the interesting tools with high applicability is the SIPOC model (created as an elaboration of Deming's PDCA system). It is characterized by managerial activity on efficient mapping and identification of the acute state of processes in the organization that are crucial for the relationship with clients. This is a tool that helps the management of the organization, as a supplier of products and/or services, identify customers (clients/users), identify their (but also its own) real needs. Based on this information, it optimizes all the processes necessary in the creation, production and delivery of products/services. The possibility of applying the SIPOC model in sports organizations can best be realized in activities aimed at improving the quality of sports services. It treats marketing activities as a process that seeks to meet the needs of three groups of related stakeholders: (a) direct service actors (sports organization with its resources), (b) end users (clients) and (c) external stakeholders.
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