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Kultura je povsod okoli nas in je izražena v načinu življenja. V sodobnem času je vloga kulture prešla tudi v poslovni svet, saj se večina podjetij povezuje z drugimi državami pri poslovanju. Začnemo govoriti o mednarodnih kulturnih razlikah. V podjetju NGŠ d. o. o. je direktor podjetja ključna oseba, ki je ustvarila kulturo podjetja, vsi zaposleni se ji prilagajajo, temeljni del kulture pa predstavljajo vrednote. Če zaposleni ne delujejo v skladu z vrednotami podjetja, morajo zapustiti podjetje, saj z nasprotnim ravnanjem lahko škodujejo podjetju oziroma poslovanju podjetja, pa tudi sebi. V diplomskem delu smo preučevali podjetje NGŠ d. o. o. ki posluje s Srbijo, Turčijo in Sirijo, pri tem pa smo upoštevali medkulturne razlike pri poslovanju. Primerjali smo vrednote in kulturo podjetja NGŠ d. o. o. z njegovimi dobavitelji iz Srbije, Turčije in Sirije. Pred poslovanjem s tujim dobaviteljem se je treba pogajati in skleniti poslovni odnos. Pogajamo se skoraj vsak dan, k temu pa pripomorejo različne življenjske situacije. Pogajanje je način, da bi si pridobili stvar, ki si jo želimo in stremimo k cilju, čeprav se zgodi, da je treba kdaj tudi popustiti. Procesa pogajanja se ne moremo naučiti, saj je razplet odvisen tudi od nasprotne strani. Dokazano je, da so boljši pogajalci tisti, ki so dobri govorci, in jih ni strah kdaj tudi izgubiti. Ugotovili smo, da je za vzpostavitev zaupanja, za pogajanje in sklenitev poslovnega odnosa priporočljivo poznavanje vsake kulture posebej in predvsem vedeti, da so v neki državi nekatere stvari sprejemljive, v drugi pa strogo prepovedane. Dober odnos in prilagajanje vsaki kulturi posebej pripelje do dobrih in celo vrhunskih poslovnih rezultatov. Analizirali smo količinske vrednosti dobav podjetja NGŠ d. o. o. po dobaviteljih iz Srbije, Turčije in Sirije v času njihovega medsebojnega sodelovanja. Preučili smo, kaj se je dogajajo v času gospodarske krize in kako je kriza vplivala na sklepanje poslovnih odnosov in na število dobav. Čeprav je diplomsko delo nastalo v času gospodarske krize, ki je za mnoga podjetja povzročila manj dobav in padec dobička, pa je v našem primeru ravno obratno. Podjetje NGŠ d. o. o. je v obdobju krize vzpostavilo zaupanje in sklenilo poslovni odnos s Turčijo in kasneje s Sirijo. Gospodarska kriza ni imela vpliva na poslovanje podjetja, predvsem zaradi narave poslovanja. Preučili smo tudi vpliv vrednot in kulture podjetja NGŠ d. o. o. na uspešnost njihovega mednarodnega poslovnega sodelovanja. Za uspešno poslovanje je treba poznati kulturo držav s katerimi podjetje posluje in predvsem bistvene razlike v primerjavi s slovensko kulturo. V intervjuju z direktorjem podjetja NGŠ d. o. o. smo pridobili veliko zanimivih informacij o kulturi nasploh in o kulturi poslovanja za vsako prej omenjeno državo posebej. Medkulturne razlike je treba upoštevati, da bi ohranjali dolgoročen poslovni odnos. Culture is what surrounds us and is also expressed in our lifestyle. In modern times, the role of culture also moved into the business world where companies from different countries are intertwined in business. Now we can start talking about international cultural differences. Our company's director is a key person who created the company's culture where all the employees are adapting to it. Values represent a fundamental part of the company's culture. Employees need to act in accordance with the company's values. Otherwise they may lose their job. Acting in opposite direction can harm the business. The goal of our paper was to examine how the company NGŠ d. o. o. operates within Serbia, Turkey and Syria where we took into account all the cultural differences that emerge in business. It is very important to negotiate and conclude a business relationship with foreign suppliers before we start cooperating with them. Negotiations happen on the daily basis and they are caused by different life situations. They are a way to obtain various things that we want. They make us strive towards a particular goal even if we have to compromise certain things. The very process of negotiation cannot be learned, because it depends how the adversary will react. It has been proven that the best negotiators are people with good public speaking skills and people that are not afraid of defeat. We have found that knowing a particular culture is recommended if we want to build the confidence to negotiate and conclude a business relationship. It is very important to know that some things are acceptable in one country while in different country that thing can be strictly prohibited. A good relationship and adaptation to each particular culture can lead to excellent business results. We have analyzed the quantitative values company NGŠ d. o. o. of deliveries by suppliers from Serbia, Turkey and Syria during their mutual cooperation. We have examined what happened during the economic crisis and how the crisis has affected the business relationship and the number of deliveries. Our study occurred during the economic crisis, when the deliveries decrease company's profits, luckily it was just the opposite in our case. During the crisis NGŠ d. o. o. company established a trust and made a business relationship with Turkey and later with Syria. The number of company's deliveries did not decrease during that time period. Economic crisis did not have an impact on the company because of the nature of our company's business. We have also studied the influence of values and culture of the NGŠ d. o. o. company on the success of international business cooperation. Familiarity with the culture of the mentioned countries and essential differences with Slovenian culture are crucial if we want to have a successful business. In an interview with the director of the selected company, we gained a lot of interesting information about the culture in general and the business culture of each country. Cultural differences need to be considered in order to maintain long-term business relationship.

For the best part of its existence spanning over six centuries, the Ottoman Empire could most aptly be described as bureaucratic and agrarian. The paper analyses its economy, as well as economic institutions and reasons for its longevity. To this end, the author also analyses the economic and political situation in the Empire and its development. Just as it is impossible to speak merely of an all-pervading crisis in the Ottoman economy after the sixteenth century, it would be similarly inappropriate to equate all economic traits in each of the subsequent centuries up to 1922. The survival of the empire, in fact, depended on the central government's pragmatism, flexibility and ability to adapt to constant challenges. The Ottoman governing structures were sufficiently flexible to remain in power even during the transition to a specific capitalist type economy. However, the readiness of the Ottoman state to welcome changes was limited by its defense mechanisms, which tended towards the preservation of the traditional order. A total symbiosis with the new challenges in the nineteenth and twentieth centuries could not therefore be achieved., Večino svojega šest stoletnega obstoja je Osmansko cesarstvo najbolj določala oznaka birokratskega, agrarnega imperija. Članek analizira gospodarstvo, gospodarske institucije in gospodarske razloge za njegovo dolgoživost. V ta namen avtor analizira gospodarske in politične razmere ter razvoj v Osmanskem cesarstvu. Kot je nemogoče govoriti zgolj o vseobvladujoči krizi osmanskega gospodarstva po 16. stoletju, je tudi neustrezno izenačevanje gospodarskih značilnosti v posameznih stoletjih do 1922. Preživetje države je bilo namreč odvisno od pragmatizma, prožnosti in zmožnosti prilagajanja centralnih oblasti na neprestane izzive. Dovoljšnja prožnost osmanskih oblastnih struktur je pripomogla k ohranitvi osmanske oblasti tudi v času gospodarskega prehoda države v specifično razumljeno obliko kapitalističnega gospodarstva. Pripravljenost na spremembe v osmanski državi pa je bila omejena z obrambo in ohranitvijo tradicionalne ureditve, zato do popolne simbioze z novimi izzivi v 19. in 20. stoletju ni več moglo priti.