Mastering the Problematics of Competitiveness of the Modern Railway Transport Demands the Application of Dialectic ...
Abstract
In order to ensure a more efficient and successful managementof organisational and business systems a vast amount oftheoretical and practical instructions, techniques, methods, etc.are being offered nowadays. Without the knowledge and the applicationof the science of systems thinking we would not be in aposition to integrate the theory and practise into a single, so-called unintenupted inter-dependant dynamic process. Preciselythese (quotidian) processes give namely rise to complexproblematic situation, which cannot be solved by applying thesimple and in many cases already outdated methods.Therefore, the starting points of our research have beenbased on transcending merely conventional methods of the organisationstudy and we directed our efforts towards the intricacy- complexity1, that is, the one that we detect in theapplicative example of the problematics related to railway activities.In this manner we will for the first time represent somekey findings of several years of investigations (Rosi, 2004) andemergence of a new and original methodology of dialectic networkthinkintf in solving the complex (business) problems orproblematics that arise from them ( = interconnections, systemof problems).References
Birkenbihl, V. F. (1994): Training for Success, Create
Your Reality Yourselves (Trening uspesnosti, Ustvarjajte
si svojo resnicnost sami), Slovenian edition, SLEDI,
Zalec.
Checkland, P., Holwell, S. (1998): Information, Systems,
and Information Systems, Willey, Chichester, Great Britain.
Duh, M., Kajzer, S. (2002): Development Models for
Companies and Management (Razvojni modeli podjetja
in managementa), MER Evrocenter, Published by
MER in Maribor.
For
that reason the non-routine control of the complex problematic
situation can be regarded as the project and its
characteristics compared to project characteristics. Thus
the process of mastering complex problems becomes a
target-oriented and temporally limited process, which
has to be carried out in the project-oriented way (cf.
Hauc 2002).
LITERATURE
Birkenbihl, V. F. (1994): Training for Success, Create
Your Reality Yourselves (Trening uspesnosti, Ustvarjajte
si svojo resnicnost sami), Slovenian edition, SLEDI,
Zalec.
Checkland, P., Holwell, S. (1998): Information, Systems,
and Information Systems, Willey, Chichester, Great Britain.
Duh, M., Kajzer, S. (2002): Development Models for
Companies and Management (Razvojni modeli podjetja
in managementa), MER Evrocenter, Published by
MER in Maribor.
Promet- Traffic- Traffico, Vol. 17, 2005, No. 2, 95-105
Gomez, P., Probst, G. (1997): The Practise of Holistic
Problem-solving (Die Praxis des ganzheitlichen Probleml6sens),
corrected edition, Verlag Paul Haupt, Bern-
Stuttgart-Wien.
Kajzer, S. (1983): Real and Imaginary Problems (Resnicni
in navidezni problemi), Our Economy (Nase gospodarstvo),
year 29, No. 2, Maribor.
Mulej, M. and co-authors (1994): SystemsTheories (Teorije
sistemov), University in Maribor, Faculty of Economics
and Business, Maribor.
Mulej, M. and co-authors (2000): Dialectic and Other
Soft Systems Theories (Dialekticna in druge mehkosistemske
teorije), University in Maribor, Faculty of Economics
and Business, Maribor.
Rosi, B. (2004): Renewal of Network Thinking by Means
of the Application to the Processes in Railway Activities
(Prenova omreinega razmisljanja z aplikacijo na procesih
v ielezni.Ski dejavnosti), Doctoral thesis, University in
Maribor, Faculty of Economics and Business, Maribor.
Srica, V., Tudor, G. (1996): Manager and the Winning
Team; the magic of team-work (Menedier i pobjednicki
tim; Carolija timskog rada, MEP Consult, Zagreb.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).