Oesten / Roeder Management von Forstbetrieben Band I Dragan Nonić Jelena Nedeljković FOPER Master Program Forest Enterprise Management - Country reports

Oesten / RoederManagement von Forstbetrieben Band I

FOPER Master Program

Forest Enterprise Management- Country reports –

Dragan NonićDragan NonićJelena NedeljkovićJelena Nedeljković

FOPER Master ProgramBelgrade May 9-17, 2011


Outline

Monday

Unit 4: Forest Enterprise Management in the Western BalkansUnit 5: Preparation of group work on country reports

Wednesday

Unit 16: Internet data collection - group work on country reportsUnit 17: Internet data collection - group work on country reports

Thursday

Unit 21: Preparing of group conceptual paperUnit 22: Preparing of group power-point presentation Unit 23: Preparing of group power-point presentation

Friday

Unit 26: Presentation of group work (part of the exam)Unit 26: Presentation of group work (part of the exam)Unit 26: Presentation of group work (part of the exam)



Forest Enterprise Management- Country reports -

To analyze Forestry Enterprises in West Balkan Countries:

1. the position in relation to the economic environment;

2. the management system;

3. the hierarchical management levels;

4. the management levels of action;

5. the operational goals, vision and leading image;

6. the stakeholders groups.



Forest Enterprise Management- Country reports –

Topics:

1. BiH/Fed: KJP “Sarajevo-šume” d.o.o. (www.sarajevo-sume.ba)

2. BiH/RS: JP “Šume Republike Srpske” a.d. (www.sumers.org)

3. CROATIA: “Hrvatske šume” d.o.o. (www.hrsume.hr)

4. MACEDONIA: JP “Makedonski šumi” (www.mkdsumi.com.mk)

5. SERBIA: JP “Srbijašume” (www.srbijasume.rs)

6. SERBIA: JP “Vojvodinašume” (www.vojvodinasume.rs);

7. ALBANIA or MONTENEGRO




1. To analyze the position of the forestry enterprises in relation to the economic environment



Forestry enterprises as an integratingpart of economy as a whole

Forestry Forestry enterpriseenterprise

Planing mill

Paper mill

----

Service station for forestry

machine

---

---

Household---

Flow of Goods

Moneyflow

Sawing millSelf aplicant/ entrepreneur

---



Ideal typology of economic units

Private household Enterprises

Economic units

BusinessesPublic-enterprises Non-profit organisation

Public-administr.




2. To analyze the management system of the forestry enterprises



Systemic-Model of a economic unit

Abb. 10; S. 46

Value System

Management System

Production System

Information System

Social & NaturalEnvironment



Structure of the management system from afactual aspect (management cycle)

Value system

Production system

Information system

Management system

Management system

Organization

Personnelmanagement

Controlling

Planning andcontrol




3. To analyze hierarchical management levels in the forestry enterprises



Management levels in (forestry) enterprises

Top-management(e.g. Executiveboard, forestpresident)

Management functions

Share of functions

Middle management(e.g. Plant manager,district forest officer)

Lower-management(e.g. office manager,district forester)

Hierarchical level

Executive functions



Organization chart and group relationships in the enterprise Y

D i r e c t o r S e c r e ta r y

Head ofdepartment

Person incharge

A B C

D E F G HO r g a n i s a t io n p la n

Observable strong positivecontacts within thedepartment




4. To analyze the management levels of action in the forestry enterprises



The management levels of action

Operations managementmanaging the processes to produce and distribute productsand services

Goal: direct safeguarding of efficiency and effectiveness of processes in order to success

Strategic managementFormulating, implementing, and evaluating strategies thatwill enable an organization to achieve its long-term objectives

Goal: safeguarding of future operational success

Normative managementBuilding up of credibility and communication potentials

Goal: appropriate dealing with all stakeholders of the enterprise



The operational performance system

Abb. 15; S. 60

Logistic flow

Nominal flow

Value system

Performance system

Information system

Management system

Performance system

Non-marketoutput

Input market Output market

Financialmarkets

Financing

Production/waste disposal




5. To analyze the operational goals, vision and leading image of the forestry enterprises



Categories of operational goals

1. Performance goal (e.g. goals of acquisition, warehousing, production and sales volume) Examples are: Objectives of production according to type, quality, quantity, structure

Market sharesProduction- and warehousing capacitiesLocations of production, etc.

2. Financial goal (e.g. objectives of liquidity, investment and financing) Examples are: Extent and structure of liquidity reserves

Extent and structure of the investment programsStructure of capitalCredit worthiness, etc.

3. Goals of performance (e.g. goals of sales volume, value added and profitability) Examples are: Sales volume and structure

Value addedProfitCapital profitabilityDividends, etc.

4. Employee related (human) goals Examples are: Income

Job satisfactionEmployment securityPersonal development, etc.

5. Society related goals (environment related and social objectives) Examples are: Protection of natural resources

Limitation of emissionsConservation of the cultural landscape, etc.



Leading image and vision as guardrails of operational action

Goalposts for operational activities

Leadingimage:

description ofthe vision

Vision:image of ourenterprise in

the future

Ourenterprise

todayStrategies

(translated into measures andand action programs)

Strategic goals(Product/market-goals,organizational goals)




6. To analyze the stakeholders of the forestry enterprises



The stakeholders of the forestry enterprise

F o r e s t r ye n t e r p r i s e

s u p p l i e r

t rade u n io n s

e m p lo y e e h u n t e r

p r o p r i e t o r

s t a t e

c u s t o m e r s

a s s o c i a t i o n

public inte re stg r o up

p a r t i e sn e i g h b o u r s

i n v e s t o r

c o m p e t i t o r



Questionnaire for the ongoing analysis of stakeholders


Who are our entitlement groups?

What issues do these entitlement groups have? What do they expect of us? What do they accuse us of?

Which short-term and long-term goals do these entitlement groups have?

Which motives and values are behind these goals?

How do the entitlement groups behave?

How do different entitlement groups behave towards each other?

What impacts do the entitlement groups have on the enterprise?

What power do the entitlement groups have?


KJP “Sarajevo-šume” d.o.o.

Institut für ForstökonomieAlbert-Ludwigs-Universität Freiburg

Group 1 BiH/FedGroup 1 BiH/Fed1.1.2.2.3.3.


JP “Šume Republike Srpske” a.d.


Group 2 BiH/RSGroup 2 BiH/RS1.1.2.2.3.3.


“Hrvatske šume” d.o.o.


Group 3 CroatiaGroup 3 Croatia1.1.2.2.3.3.


JP “Makedonski šumi”


Group 4 MacedoniaGroup 4 Macedonia1.1.2.2.3.3.


JP “Srbijašume”


Group 5 SerbiaGroup 5 Serbia1.1.2.2.3.3.


JP “Vojvodinašume”


Group 6 SerbiaGroup 6 Serbia1.1.2.2.3.3.


Albania or Montenegro


Group 7 Albania or Montenegro Group 7 Albania or Montenegro 1.1.2.2.3.3.



Thank you for your attention!!!

Documents

Oesten / Roeder Management von Forstbetrieben Band I Dragan Nonić Jelena Nedeljković FOPER Master Program Forest Enterprise Management - Country reports