Business Annual Planning and Controlling in Slovenian Managerial Practice

Danijel Pu�ko; Tomasž �ater

doi:10.5771/0949-6181-2001-4-355

Contents
- Chapter Expand | CollapseAuthorsPage
- I–IV Titelei/Inhaltsverzeichnis I–IV
- 353–354 Editorial Ivan Novy Ivan Novy 353–354
- 355–443 Articles 355–443
  - 355–375 Business Annual Planning and Controlling in Slovenian Managerial Practice Danijel Pu�ko, Tomasž �ater Danijel Pu�ko, Tomasž �ater 355–375
  - 376–399 Public Affairs-Management in Multinationalen Unternehmungen. Ergebnisse einer empirischen Untersuchung deutscher Unternehmungen in Rußland Dirk Holtbrügge, Nicola Berg Dirk Holtbrügge, Nicola Berg 376–399
  - 400–420 Industrial Relations in ‘Post-Communism’: Workplace Co- operation in Hungary and Slovenia Miroslav Stanojević Miroslav Stanojević 400–420
  - 421–443 Developing competent managers: the ‘shadow’ of Hungarian history Katalin Illes, Bronwen Rees Katalin Illes, Bronwen Rees 421–443
- 444–449 Forum 444–449
  - Interview with Randall S. Schuler
- 450–452 Book Reviews 450–452
- 453–463 News / Information 453–463
- 464–465 Contents of JEEMS Vol. 6, 2001 464–465
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JEEMS Journal of East European Management Studies , page 355 - 375

Business Annual Planning and Controlling in Slovenian Managerial Practice

Autoren

Danijel Pu�ko Tomasž �ater

DOI
- doi.org/10.5771/0949-6181-2001-4-355
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

Management process is usually segmented into planning, organizing, leading and controlling. The first and the last of these subprocesses are analyzed in the paper from the economic and managerial viewpoint as they occurr in Slovenian enterprise practice. The focus is on empirical research on a tactical level. Business analysis, tactical planning and controlling are the core issues analyzed in the article. The paper builds heavily on presenting empirical findings regarding the empirical systems of tactical enterprise planning and controlling in 50 Slovenian enterprises which are included in the sample. The analytical insights on how much the stated managerial decision-making tools are used in practice and where the main weaknesses are still present are identified. The findings enable the authors to suggest numerous potential improvements in these management systems.
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