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Znanstveno-stručno i staleško glasilo
Hrvatskoga šumarskoga društva
Journal of Forestry Society of Croatia
      Prvi puta izašao 1877. godine i neprekidno izlazi do današnjeg dana
   ISSN No.: 0373-1332              UDC 630* https://doi.org/10.31298/sl
upute autorima
WEB EDITION
ARHIVA ČASOPISA


HRČAK


 
EDITORIAL
     
Uredništvo
THE PROBLEM OF FORMULATING A CONSISTENT FORESTRY AND WOOD PROCESSING POLICY IN CROATIA     pdf     HR     EN 5
 
ORIGINAL SCIENTIFIC PAPERS
     
Željko ZGRABLIĆ, Hrvoje MARJANOVIĆ, Danko DIMINIĆ UDK 630* 443 (001)
CAN WE PREDICT SPHAEROPSIS SAPINEA OUTBREAK BY MONITORING FUNGAL DIVERSITY IN AUSTRIAN PINE PLANTATIONS?     pdf     HR     EN 7
Matija LANDEKIĆ, Mario ŠPORČIĆ, Ivan MARTINIĆ, Matija BAKARIĆ, Kruno LEPOGLAVEC UDK 630* 629 (001)
INFLUENCE OF LEADERSHIP STYLE ON MANAGEMENT AND ORGANIZATIONAL CULTURE OF FORESTRY COMPANY     pdf     HR     EN 17
Summary
Managerial decision-making and leadership style with a proactive organizational culture, for forestry in transition countries, can be a key link in the process of forest companies’ operational and business improvement. In theory and practice, there are several styles of leadership, from autocratic to democratic, and numerous studies have proven the existence of a causal link between management style and business improvement. In forestry, however, no one has specifically evaluated the management style of the forestry company, and it made reference to indicators of cultural component of the company and the mental load of employees. Through a case study, this paper analyzes the employees opinion of forestry company related to (a) existing and desired management style and (b) connection of management style with a share of a particular cultural type and indicator value in the relationship between work effort-reward (ERI indicator).
General findings (Figure 2) highlight autocratic style (74%) as the predominant leadership in forestry company, while the preferred way of managing enhanced democratic style (87%). Frequency of answers showed that 62% of employees never or rarely receive recognition and remuneration for their work (Figure 3). Never, rarely or occasionally assigning additional responsibilities emphasized 62.34% of respondents (Figure 4), and lack of investment in human resources training was highlighted by 55.56% of the respondents (Figure 5).
Correlation model results (Table 3) shows that low numerical value of management style, which is characterized by strong and / or generally autocratic management style with formal and directive approach to the management and with the orientation on the result, is followed by very strong hierarchical type of culture on which is linked and higher load i.e. respondents discontent within the structural units. The above is supported by the results of the regression analysis where the most unique contribution to explaining the value of the dependent variable, i.e. the management style is contributed by the hierarchical type of culture and ERI indicator (Table 4). Examination of the differences between the mean values of management style versus conditional class of ERI indicator (Figure 7) shows statistically significant differences, and the results indicates that the prominent presence of autocratic management style increases the mental workload of employees which can have a negative impact on productivity and health status of employees. The comparison of the company dominant culture with perceived management style (Figure 8) show that a high level of representation of the hierarchical culture type follows expressed autocratic management style and strong democratic management style of the company is positively correlated with a greater share of group cultural type.
Relationship analysis of management components shows that a hierarchical business culture of company is followed by a pronounced autocratic management style that is positively correlated with the ERI indicator, i.e. followed by increased mental workload of employees. Highlighted democratic management style of the company is positively correlated with group business culture on which is linked and lower load i.e. respondents’ discontent within the structural units. Unbalanced focus of the existing culture with formal directive management style and lack of reward system is resulting with a strong resistance to the necessary changes and needy improvement of forestry company management practice. Guidelines for the improvement of the present situation are listed in the discussions and conclusions of the work.

Key words: forestry; forestry company; management style; organizational culture; improving management practices
Ivan ŠIRIĆ, Ante KASAP, Ivica KOS, Tomislava MARKOTA, Draženko TOMIĆ, Milan POLJAK UDK 630* 120 +172.8 (001)
HEAVY METAL CONTENTS AND BIOACCUMULATION POTENTIAL OF SOME WILD EDIBLE MUSHROOMS     pdf     HR     EN 29
Osman TOPACOGLU, Hakan SEVIK, Kerim GUNEY, Canan UNAL, Erol AKKUZU, Ahmet SIVACIOGLU UDK 630* 181.5 (001)
EFFECT OF ROOTING HORMONES ON THE ROOTING CAPABILITY OF Ficus benjamina L. CUTTINGS     pdf     HR     EN 39
Jovana PETROVIĆ, Srećko ĆURČIĆ, Nenad STAVRETOVIĆ UDK 630* 907 + 234 (001)
INVASIVE PLANT SPECIES AND ECOLOGICAL FACTORS INFLUENCING THE SPREADING IN THE AREA OF THE OBRENOVAČKI ZABRAN NATURE MONUMENT (CENTRAL SERBIA)     pdf     HR     EN 45
 
PROFESSIONAL PAPERS
     
Gabrijel HORVAT, Jozo FRANJIĆ UDK 630*187
INVASIVE PLANTS OF KALNIK FORESTS     pdf     HR     EN 53

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