Search

In the clinical part of the study results of trochanteric fractures surgical treatment were analysed in 67 patients treated at the Clinic for Orthopedics and Traumatology of Clinical center Niš, using two different methods of internal fixation: intramedullary gamma nail fixation (Gamma Nail - GN) and extramedullary fixation with Self-dynamisable Internal Fixator with 2 sliding screws (Self-dynamisable Internal Fixator - SIF). Comparison of these two methods was performed in terms of the following clinical parameters: operative time, intraoperative fluoroscopy time, intraoperative and postoperative infusion and transfusion, time of hospitalization, hip function and health-related quality of life at least 2 years after surgery. There were significantly higher values of operative time, intraoperative fluoroscopy time and amount of intraoperative infusion in the GN group compared to the SIF group, suggesting appropriate differences in the number of daily operations planned, in requirement of operating room staff protection from intraoperative x-ray and in planning the required intraoperative infusion. There was no significant difference between SIF group and GN group regarding the other clinical parameters mentioned. There can be concluded that application of GN and application of SIF with 2 sliding screws require the same amount of transfusion and same time of hospital stay, as well as providing the same final clinical result in the treatment of trochanteric fractures. In the laboratory part of the study, the axial forces required to initiate the dynamization of the sliding screws, during the transversal load of these screws, was measured and analysed for GN, SIF with 2 sliding screws and SIF with cannulated sliding screw. Regression parameters of the dependence between the forces required to initiate sliding screws dynamization and the bending moments of their transverse load were calculated afterwards. Increasing of force required to initiate dynamisation by increase of the bending moment was found to be highest for SIF with 2 sliding screws, then for gamma wedges, and the lowest was for SIF with a cannulated sliding screw. Regarding laboratory results, there can be concluded that, in the moment of weight bearing on the operated leg, the initiation of sliding screw dynamisation will not be realized in patients with higher values of body weight or femoral neck length. Thus, it is recommended to perform frequent movements in the operated hip without full weight bearing at the first postoperative rehabilitation time in these patients.

Nenehne spremembe v poslovnem okolju silijo podjetja k pravočasnim ukrepom prilagajanja poslovne politike k obvladovanju razvojne krize. Skozi delovanje samega podjetja sta potrebna določeno znanje ter izkušnje usposobljenega najvišjega managementa za dosego konkurenčne prednosti, katera je povezana s prepoznavanjem poslovnih priložnosti. Da bi lahko dosegli pričakovano rast in razvoj podjetja, je pomembno prepoznati stanje podjetja. Torej v kateri fazi razvoja življenjskega cikla je, saj na podlagi te ocene lahko uporabimo ustrezno politiko, ki pomaga k sprejemanju premišljenih odločitev za izboljšanje strukture in dogajanja v podjetju. Podjetja, ki želijo dosegati dolgoročno uspešnost skupaj s kombinacijo lastnosti pionirskega in rastočega podjetja, dosežejo dinamičnost. Dinamična podjetja aktivno spremljajo dogajanja na trgu ter tako s tehtanimi odločitvami vodstvenih delavcev z iskanjem profitnega motiva ustvarjajo novo vrednost in nova delovna mesta. Lahko bi rekli, da so vedno v koraku pred konkurenco, ter da njihov cilj ni preživeti, ampak uspeti. V analitičnem delu magistrske naloge smo tako za izbrano podjetje izvedli diagnozo razvojne stopnje podjetja, kjer smo s pomočjo Pümpin in Prangejeve (1995) metode ugotovili, v kateri fazi življenjskega cikla se proučevano podjetje nahaja. Nato smo na podlagi dobljenih rezultatov raziskali, ali je mogoče v življenjskem ciklu obravnavanega podjetja zaznati tipično razvojno krizo, kot sta jo opredelila Pümpin in Prange (1995) ter opredelitev faz podjetniških kriz po Kropfbergerju (2003). S sintezo spoznanj o kriznem stanju obravnavanega podjetja smo podali nadaljnje ukrepe, ki so pomembni za razvoj podjetja. Zadnji del raziskave smo sklenili z analizo odstopanja dejanskega stanja podjetja od ciljnega stanja dinamičnosti in podali predloge ukrepov za dinamizacijo podjetja. Constant changes in the business environment force companies to take timely measures to adjust business policy to cope with the development crisis. Through the operation of the company itself, it requires certain knowledge and experience of qualified top management to achieve competitive advantage, which is related to recognizing business opportunities. In order to achieve the expected growth and development of the company, it is important to recognize the state of the company. This means recognizing at what stage of the life cycle it is, as we can implement the appropriate politics, that help making informed decisions to improve the structure and happenings in the company. Companies that want to achieve long-term success along with the combination of characteristics of a pioneering and growing company achieve dynamism. Dynamic companies are actively monitoring market developments and thus, with the weighted decisions of managers, they create new value and new jobs by finding a profit motive. We could say that they are always one step ahead of the competition and that their goal is not to survive but to succeed. In the analytical part of the master's thesis, we carried out a diagnosis of the developmental stage of the company for the selected company, where we determined at what stage of the life cycle the study company is located with the help of Pümpin and Prange (1995) method. On the basis of the obtained results, we examined whether it is possible during the life cycle of the company in question to perceive typical developmental crises as identified by Pümpin and Prange (1995) and the definition of the stages of corporate crises according to Kropfberger (2003). With the synthesis of knowledge about the crisis situation of the company, we introduced further measures that are important for the development of the company. The last part of the research was concluded by analysing the deviation of the company's actual state from the target state of dynamics and proposing measures for the dynamization of the company.