| KRATKA VSEBINA | Spremembe v organizacijah so stalnica, sprejemanje sprememb pri zaposlenih pa ključni dejavnik uspeha uvajanja sprememb. Za izvajanje internega komuniciranja uporabljajo v organizacijah široko paleto orodij internega komuniciranja. Ker med uvajanjem sprememb vsa orodja niso enako primerna, ustreznost nabora pa je odvisna od več dejavnikov, se pojavi vprašanje načina oblikovanja optimalnega izbora ustreznih orodij za komunikacijsko podporo uvajanju sprememb v organizacijo. Prispevek začnemo s pregledom literature s področja komuniciranja v času uvajanja sprememb v organizacijah, s poudarkom na iskanju ključnih determinant za oblikovanje modela optimalnega nabora ustreznih orodij komuniciranja. V drugem, empiričnem delu raziska ve z globinskimi intervjuji, opravljenimi z vodilnimi managerji uspešnih podjetij, preverimo ustreznost predlaganega modela za izbor orodij internega komuniciranja med uvajanjem sprememb. Zaznati je bilo mogoče, da se vrhnji managerji zavedajo pomembnosti ter potenciala tega področja tudi v smeri, da je mogoče negotovost zaposlenih med uvajanjem sprememb z dobro načrtovanim internim komuniciranjem v precejšni meri omiliti ali v celoti preprečiti. Posledično je treba premišljeno izbrati tudi orodja internega komuniciranja. Pri tem so ključnega pomena štiri determinante izbora, ki vodijo do uspešne uvedbe sprememb. // At organizations, changes are the only constant; implementing them effectively is a key factor for success. To implement internal communications programs, organizations use a wide range of internal communication tools. Especially in times of change, all tools are not equally suitable; selecting the right ones depends on severalfactors: what method should they employ to create optimal selection of appropriate tools for communication to support organizational changes. Thispaper starts with a literature review on communication during the time whenchanges are introduced in organizations with an emphasis on finding key determinants for modeling the optimal selection of appropriate internal communication tools. The second part is based on empirical research - depthinterviews carried out with senior managers of successful companies in Slovenia - it examines the adequacy of the proposed model for selecting internal communication tools during the times when changes are introduced. Indeed, it was revealed that senior managers are aware of the importance and potential of internal communications to alleviate or prevent uncertainty among employees in times of introducing change. Consequently, internal communication tools need to be carefully selected. Within this context, four key selection determinants that lead to the successful changeimplementation were identified. |