Abstract:

Permanent and rapid changes in the telecommunications environment require often redefinition of goals, priorities, mission and vision of this sector. The mentioned processes are conditioned by rapid changes of technology, convergence of telecommunications, broadcasting and computer and information technology, as well as the huge increase in the number of new products and services. The same is expected from the telecommunications operators and service suppliers, the efficient internal organization, the possibility of the rapid acceptance of the new technologies, active management and monitoring the customer’s requirements in order to obtain a better position at the national and international market.
Today, “Telecom Serbia” is going through one of its most important development periods. Therefore, all today’s solutions should fit the requirements in the future to ensure the high availability of services and providing the modern business in all its elements. There must be a strong focus on the organizational design, if there is a desire to implement the modern principles of business in an effective way, which puts the customer with his requirements and wishes in the core of company. Despite frequent attempts to reorganize the company, organizational structure remained too burdensome and jagged. The same has implied the wide management range and division of technological units, low cooperation level and a low level of merging the processes in a vertical and horizontal structure.
This study had a goal to research and identifies the elements of organizational design that had the negative impact on process of sharing knowledge and collective learning in “Telecom Serbia”. The basic assumption implied existence of some barriers in organizational design in “Telecom Serbia”, and this study has proven it. The results of research confirmed and indicated a several elements in organizational structure, and organizational culture, as inhibitional factors in the process of sharing knowledge and collective learning in “Telecom Serbia”.

Keywords:

Barriers, sharing knowledge, organizational structure, organizational culture.