Tendencje i czynniki dekoncentracji organizacyjnej w przemyśle
Streszczenie
Organizational deconcentration is understood here as division of a hitherto existing economic organism into several smaller organisms with their own separate managements. In the development process of Polish enterprises, there could be distinguished three periods in which intensified deconcentration processes took place. The first of them fell to the years 1951-1956. The basis for division of enterprises of different sizes into smaller enterprises was the criterion of branch purity at that time. During the period 1973-1976, deconcentration concerned disintegration of the so-called "industrial combines" set up earlier on. That disintegration revealed a causality that an effectively carried out organizational concentration is least durable. The third period coinciding with the years 1980-1984 was characterized by the highest dynamics of the processes of organizational deconcentration and generally of structural transform ations. These transform ations had been forced out by enterprises themselves and they had started before the principles of economic reform came in to force. Since 1985 we have been witnessing some kind of equilibrium in the processes of organizational concentration and deconcentration. It does not mean, however, that the processes of deconcentration will not be continued. Prerequisites of organizational deconcentration are: - in sufficient internal integration of plants giving rise to continuous conflicts, necessity of splitting up many monopolies in order to in crease competitiveness of enterprises and ensure a relatively fuller and more comprehensive satisfaction of market needs. During the years 1980-1984 these were plants themselves which were advancing initiatives regarding the splitting up of enterprises. Those were for their most part weakly integrating plants or plants seeking considerable advantages connected with their autonomy. There could be distinguished several basic groups of causes behind separation of plants such as organizational, economic, social psychological, territorial dispersion, and administrative causes. Organizational deconcentration increases the number of enterprises, decreases their size, creates conditions for competition, releasing initiative, self-management, etc. It is desirable when it generally accomplisches the goals striven for by the entire economy . For the time being there are not available data about effectiveness of deconcentrated enterprises. It is known, however, that some of them cope with major diffeculties and are at the threshold of bankruptcy. Still they do not differ from other enterprises.
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