Unit IV Article Critique - 800 Words -Human Resource Management

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INTERNAL MARKETING CONCEPT - THE CHALLENGE OF

MANAGEMENT IN THE NEW MILLENIUM

Zoran Ristic

Faculty of Contemporary Arts, Belgrade, College of Entrepreneurship, Belgrade

[email protected]

Erol Mujanovic

Faculty of Business Studies, Megatrend University, Belgrade

[email protected]

Aleksandar Damnjanovic

College of Academic Studies „Dositej“, Belgrade

[email protected]

“Success does not depend on time, place or circumstances. It depends on man

himself.“Charles Raus

ABSTRACT

Successful management was and remains the goal of every company. What changed over time

are the ways in which it was accomplished. Technology was once a key, former mode of

operation, but today it is the skill and management ability to attract employees for their own

idea, vision, strategy. Processes of modernization of business and management, abandoning

traditional, obsolete and introducing new, modern management styles – are transition

processes as well. Many people are forgetting them, but without them any other transformation

can hardly be successful. Therefore, the transformation and training of a company for a high-

quality market entry must incorporate management transformation (change in the

understanding of the role of management) and introduction of a modern management concept.

It is necessary to enter new knowledge in this area into companies and extend them all the way

to the operational levels. This paper seeks to emphasize the importance of a good internal

marketing and communication in the company and to point out that employees who perform

their business are the most valuable assets of each enterprise, that the strength of the enterprise

is in the capacity of all employees, and that employees are those who make the enterprise what

it is. They are the ones that give life to the enterprise and enable it to function. The purpose of

the application is to apply the modern techniques and knowledge of internal marketing and

advance the business performance of the company.

Keywords: internal marketing, communication, motivation, integration, collaboration,

teamwork

1. INTRODUCTION

One of the most important tasks of management is to create an environment and a climate that

motivates employees. Survival and success increasingly depend on the day-to-day mobilization

of the intelligence of all employees, and the task of management to continually create the

conditions for expressing and using their potentials is expected to be increasingly important in

the future. The modern enterprise places a high quality organizational climate and culture in the

center of attention, and the key precondition for the creation of such a culture and climate are

satisfied and loyal employees. Employees are not an address for sending appeals to work better,

to be disciplined, to engage more, or to threaten what will happen if they do not. Management

has to lead employees and find ways to motivate them to give their maximum.

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The success of any organization represents the first internal integration, and then comes the

external integration with the environment. These external integrations do not exist if the interior

is "rotten". It is very difficult to influence people, they are not driven by reason alone. Their

motives are much more diverse and complicated, they seek rest, prestige, reputation, security,

respect ... that is why it is not easy to motivate and mobilize them. Hence this business can not

be done amateurly. The manager must be able to penetrate the consciousness of people and find

out what they are looking for, what they really want. Traditional mental models of

understanding the role of managers, by which management means deciding what and how to

work and how they will be controlled (Planning - Organizing - Controlling) are becoming a

past, because this is no longer their primary (main) role. Instead, employees should be provided

with the right "drive energy", empower them, support them in what they do and let them work

(Manage - Enable - Follow - Support). Internal organizational boundaries in companies become

increasingly vague, organizing and co-ordinating activities through detailed planning has less

and less importance, and more importantly, management develops "softer" skill (wisdom) to

get the best for the organization from each and every individual. A "latticed", non-hierarchical

organization is created, which provides an uninterrupted flow of information, encourages the

takeover of responsibility and interaction between "equal", informal communication and

leadership leadership independently of the hierarchical level. Today, companies dedicate most

of their time to planning marketing activities to customers of their products on the external

market. Many of them, however, do not recognize that similar activities can be tailored to the

internal market (within the enterprise) and the application to their employees. 1Although people

are almost always the highlight of our greatest wealth, so far, a little has been done to explore

their needs, motives, conflicts and frustrations, group research, culture, communication. Many

of our companies still work on the Taylor model, with a management whose task is to think

about the workers who are there to do and do not ask much. What is more, many are deeply

confident that this is the right way to run the business. Time has come for this understanding to

change and it will change, with all those who want to succeed in the most demanding market.

2. INTERNAL MARKETING AND HUMAN RESOURCE MANAGEMENT

In the modern management concept, people occupy a central place. After all, it is often defined

as an effect on the behavior of employees in order to achieve the goals of the organization. The

orientation towards people, as a dynamic element of the organization and human resources

management, becomes the dominant task of management and strategic orientation of modern

business. They become a key element (resource) that can mean the difference between success

and failure. Encouraged by increased competition, rapid technological change, globalization

and other factors, businesses have tried to understand how to use human resources for

competitive advantage and to achieve organizational superior performance.2 Over twenty-five

years ago, Leonard Berry first used the term internal marketing, defining it as the application

of marketing theory and practice in serving external customers in a way that implies: recruiting

and retaining the best employees and their willingness to do their best work.3

Paliaga, Strunje and Pezo believe that internal marketing should precede external marketing

activities because services and customer relationship are the basis for creating satisfied

customers.4

1 https://www.posao.hr/clanci/karijera/na-radnom-mjestu/interni-marketing-konkurentska-prednost-

poduzeca/218/ (date of access: 11.4.2018.) 2 Davoudi, S. M. M., Kaur, R., The link between internal marketing and human resource management, Arth

Prabhand: A Journal of Economics and Management, 2012., p. 59. 3 Little, E., Marandi, E., Relationship Marketing management, Thomson Learning, London, 2003., p. 114. 4 Paliaga, M., Strunje, Ž., Pezo, H., Application of internal marketing in enterprises of the Republic of Croatia,

Economic thought and practice, 19, 2010., p. 212.

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Internal marketing is a concept whose basic goals are to motivate, attract and retain quality and

professional employees who are primarily oriented towards the quality of the business portfolio

offered to customers, all in the function of improving the profitability of the company.5 It

includes all those managerial actions that help employees understand, accept and fulfill their

roles and tasks in order to achieve the goals of the company as a whole. Therefore, the primary

goal of these activities is to create a positive work atmosphere and satisfied and loyal

employees. The application of the philosophy of internal marketing should in fact provide

greater motivation for employees. Internal marketing can also be seen as a process of exchange

between management and employees: management has the task of providing optimum working

conditions and meeting the needs of employees, while in return, employees are optimally at

work, achieving and maximizing performance. A common goal both of both others is profit.

Kotler believes that internal marketing should have priority over external marketing, because

internal marketing begins with the organization of recruitment of suitable people who are

willing to perform customer satisfaction by doing their job.6 If adopted and applied in an

enterprise, internal marketing leads to long-term growth and success, regardless of the activity

of the company. Internal marketing has significant touch points in the field of human resources,

and the analysis of the concept of internal marketing and its basic dimensions in the function of

improving human resources is a significant factor in creating a competitive advantage in today's

dynamic business environment. Thus, Frank Bradley integrates internal marketing closely with

human resources management and the way in which the organization develops its business

culture.7 There is no internal marketing without the business decision-making of strategic

management, which has the basic task of motivating team members to work together to achieve

the business mission and goals of the company, in the short and long term.8 Summarizing the

definitions of internal marketing encountered in literature, they can be classified into four

groups, according to a dominant perspective that is displayed:9

• Internal marketing is a prerequisite for meeting external consumers;

• Internal marketing is a source of competitive advantage;

• Internal marketing is a synonymous with Human resource anagement

• Internal marketing is used to use marketing techniques in the internal market.

The first step towards creating satisfied and loyal employees is a mission statement that

integrates, directs and motivates employees. First of all, it should emphasize the need for

recognizable identity, feeling of belonging, belief in all employees to identify with the goals of

the company, to instruct all employees on the way to go and the goals to strive for. It should

first acquire all employees, and then clients, suppliers and the general public. Without it, there

is very little chance of being filled, no matter what owners and managers are trying to do.

Employee satisfaction implies their emotional orientation and attachment to work, while loyalty

implies a sense of belonging to employees of a company from the point of view of their

activities and interests. Between satisfaction and loyalty there is a cause-and-effect relationship

that does not always have to be linear.

5 Domazet, I., The role of internal marketing in improving the quality of human resources, U: J. Zubović (ed.),

Active labor market measures and employment issues (p. 260–280). Belgrade: Institute of Economic Sciences,

2011. (p. 260.). 6 Kotler, P., Marketing Management (11th ed.). Englewood Cliffs: Prentice Hall, 2000. 7 Bradley, F., Strategic Marketing in the Customer driven organization, John Wiley & Sons Inc.Chichester, 2005.,

p. 7. 8 http://savjetnik.ba/wp-

content/uploads/2013/04/interni%20marketing%20kao%20integracijska%20funkcija%20menadzmenta.pdf

(date of access: 12.4.2018.) 9 Davoudi, S. M. M., Kaur, R., The link between internal marketing and human resource management, Arth

Prabhand: A Journal of Economics and Management, 2012., p. 60.

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Certainly, the goal of the management is to have satisfied and loyal employees, because only

then they achieve the best results and only then can one expect a success. If there are no satisfied

employees, there will be neither satisfied customers nor satisfied owners, and the activities of

internal marketing are often of crucial importance. People are born with the need to have

relationships and connections with other people. Management must have sufficient knowledge

and skills to make a "relationship" with employees, and the way to do this is much. Some of

the most common are: more social programs for employees and their families, more information

for employees, internal publications, audiovisual media (internal radio, television...), intranet

and e-mail, organizing discussions on certain issues, internal events that encourage the

socialization of employees (sports competitions, festivities, various sections...), training and

specialization programs through seminars, lectures, creative workshops, professional

excursions and study visits, organization of humanitarian actions, meeting of pensioners,

literary evenings, joint excursions and trips, top management visits to production facilities,

honors and awards for years of work and loyalty to the company. If management, as Mary

Parker Follett emphasized, is the ability to do things through people, then for superior business,

human resources have a multi-dimensional role, and successful management of them becomes

the key to the success of each enterprise. The content of the concept of internal marketing and

human resources management, above all, implies:10

• Employee competence, high level of their working ability, skills, knowledge;

• Accepting the obligation of employees to fulfill their tasks, loyalty to the organization and high motivation;

• Matching opinions, wishes, sharing the vision, planning goals of management and employees at all levels of the organization.

Developing internal marketing strategies involves a three-phase approach:11

• Creating a business environment that enhances employee safety;

• Designing the organizational structure and communication lines without functional barriers;

• A clear vision of the internal organization by the top management.

Internal marketing should be a continuous process within the company, because by treating

employees as consumers, the motivation of employees and their focus on external consumers

increases. The role of internal marketing is to build the image, help in the processes of

improving individual and business performance, develop employee and consumer loyalty,

improve the motivation of employees and help in the process of creating and using new

individual and organizational knowledge.12 Internal marketing enables easier movement of

information between employees and managers, facilitating the acceptance of market

orientation,13 improves the adoption of corporate values by employees at different levels within

the enterprise (Wieseke, J., Ahearne, M., Lam, K. S., Dick, V. R., 2009, page 126)14. Internal

marketing shows its results externally. The company can have brilliant ideas, but if it fails to

realize them, they lose each sense in themselves. Time, effort and money invested in product

promotion are wasted if no employee knows and is not informed about the product itself and

10 Ristić, Z.: Internal relations - from loss to profit, collection of papers: „Social work and social politics“, Faculty

of Political Sciences, Belgrade, 2002. (p. 87). 11 Egan, J., Relationship Marketing, Prentice Hall, Harlow, 2004., p. 164. 12 Gounaris, P., S., Internal market orientation and its measurement, Journal of Business research, Vol. 59, 2006.,

p. 435. 13 Lings, N. I., Greenley, E. G., The impact of internal and external market orientations on firm performance,

Journal of Strategic Marketing, Vol. 17, No. 1, 2009., p. 45. 14 Wieseke, J., Ahearne, M., Lam, K. S., Dick, V. R., The role of leaders in internal marketing, Journal of

Marketing, Vol. 73, No. 2, p. 126.

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its value. The essence of internal marketing is that employees treat their colleagues who come

in the business process after them as users and that marketing principles are applied within the

organization. If everyone in the company accepts marketing principles, then each of the

employees tries to facilitate the work to others. The essence of internal marketing is that the

key to satisfactory business results lies in creating satisfied, motivated and outsourced clients

of highly-oriented employees. The company operates many factors from an external

environment, to which it can not influence and can not be changed, but must constantly monitor

them and have a good knowledge of them in order to adapt their goals and achieve the planned

results. Unlike the external environment, in the internal environment it is necessary to provide

the necessary conditions for the realization of the business goals, the best possible combination

of the following elements:15

• people with their knowledge and skills;

• technologies and

• labor organization.

3. EFFICIENT INTERNAL COMMUNICATIONS - THE PREMISE OF SUCCESSFUL

INTERNAL MARKETING

In an endeavor to establish and develop good relationships among employees, the role of

internal communications is very significant. An adequate system of internal communication

contributes to such interpersonal relationships that will create the conditions for each individual

to show a sense of respect, strengthen and positively motivate motives, encourage creative

enthusiasm and the will to do more and better. The awarding of awards for company loyalty,

various parties, birthday parties, the presence of colleagues, joint lunches, visits to sports and

cultural events are just some of the ways to encourage the exchange of information, ideas and

mutual cooperation between employees. No one in the company should have a monopoly on

information. However, since information means power, often individuals hide the most

important information in order to preserve their status or protect themselves and offer hundreds

of others confusing. This creates an apparent paradox that there is a "flood" of information, and

employees are still insufficiently informed, just like when floods occur, people are splashed

with water from all sides, yet they are thirsty because they can not drink this water. Good

managers are trying to accumulate the knowledge that is available to all employees and build

the strength of the company on this. Every individual is expected to establish relationships of

mutual trust and communication with as many people as possible in the enterprise itself.

Through the daily working activity of individuals in such an atmosphere, a "network of trust"

is created, mostly unconscious, but motivated by the thoughtful management policy.

Emphasizing the importance of internal communication Cy Charney suggests management

what to do to get more employees, expand its aspects and gain tighter ground under your feet:16

• Include people in the changes you make, ask them for an opinion - so they feel more valued and more open to take on obligations

• Listen to what they want to say to you, try to understand their thoughts and feelings (interests, goals, concerns);

• Take care that communication is open and objective, to prevent possible doubts and reprisals;

• You are dealing with issues that are not easy to "talk," otherwise the problem will become more serious;

15 Zubović, J., Development of the economy based on investments in human resources and foreign investments,

Institute of Economic Sciences, Belgrade, 2010. (p. 40.). 16 Customized to: Charney Cy, Efficient manager, Grmeč – Economic review, Belgrade, 2006, (p. 40, 41 and 50).

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• Listen, you must have hearing rumors in order to identify the problem in time before it is taken away;

• Encourage people to communicate with you, make it easy for them to reach you, manage walking, let them see you;

• Encourage the associates' ideas by accepting good suggestions; thank them for suggestions, even if you always disagree with them.

A good example of management based on the concept of internal marketing, widely-established

communications and collaboration is the Japanese ringi system (consensus management), which

provides employees with the opportunity to discuss and respond to top management proposals,

focusing on group operations, harmony, open communications and voluntary participation.

Management does not make decisions on its own, it is collectively discussed, proposed and

decided. All employees are involved in decision making, planning and execution of tasks.

Employee satisfaction means individual status and maximum engagement, and effective

communication contributes to a better understanding of organizational goals, with consideration

and satisfaction of personal contribution, because then everyone is clear where the company is

going and what it is trying to do. In this case, internal communication is not just a set of tools

and tools, but also the way in which the company communicates with its employees in

accordance with its values. Its role is to transmit information in a responsible manner in the

company, through different levels and functions, and to assist other services in their

communication, and ultimately, by establishing a feedback mechanism, it also has the role of

monitoring. Of course, planned and organized. For, as Bernard Shaw once said, the biggest

problem in communication is the illusion that communication is ultimately realized, which is

its ultimate goal. In essence, internal communication should identify what employees are doing,

think and want, and align the needs and expectations of the company and its employees, to be

the key to gaining support for company goals and employee satisfaction. It is estimated that as

much as 60% of the management problem comes from weak, i.e. poor communication.17

Research shows that 9% of customers are lost due to competition, and even 68% due to lack of

interest.18

4. INTERNAL MARKETING, COMMUNICATION AND ALIGNMENT OF

PERSONAL AND ORGANIZATIONAL GOALS

Communication is crucial for successful internal marketing. It allows employees to understand

and accept business mission, strategy and tactics. The company must provide adequate

communication to enable each individual to see themselves as part of the whole. For what is

best for the organization as a whole does not mean at the same time expressing the interests of

all those people from whom the organization consists and whose co-operation is necessary to

ensure the efficiency of business. An organization becomes effective only when its members

align their individual interests and goals with common interests and goals.

Managers must have 3 goals towards employees:

• To enable them to fully understand and accept what the top management proposes;

• To indicate that employees are behaving in a manner that he requires;

• To achieve that employees are more closely identified with the company, its achievements and goals.

Adequate business relationships should reflect the harmony between employees and proclaimed

business philosophy.

17 http://pr.org.rs/interne-komunikacije/ (date of access: 12.4.2018.) 18 http://www.drustvolobistasrbije.org/files/pdf/interna-komunikacija.pdf (date of access: 12.4.2018.)

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The basis of such relationships is the constant commitment of management to employees.

Often, despite the undeniable intelligence and dedication, the manager does not achieve

success, because he does not realize that his efforts are a reflection of the efforts of the people

he works with and because he does not devote enough time to talking to them, listening to their

problems, motives, desires, interests. It will miss management if it thinks that good and regular

salaries are sufficient compensation for employees. They want a challenging job, a job that

gives them satisfaction. Deming E. identifies an example of a well-run enterprise with an

orchestra, in which each musician provides support to others. Every musician must learn to play

as a soloist, but also by always remembering that he is a necessary element of the team. The

integration of employees into the collective aims at its greater homogenization and the

establishment of closer relations between employees, it should promote harmony and create a

spirit of community, develop the feeling of each member that it is needed for the company, but

also that the company needs it, which is not a bit simple task.19 The job of managers is to

mobilize and activate the energy of all employees and direct individual efforts towards a

common goal, to create an environment that supports ethical healthy behavior and inspires a

sense of shared responsibility, to create a conviction with employees to work in a successful,

affirmative, significant and good company. This can only be done by encouraging direct, direct

and open communication, demolishing the walls between the services and creating a better

understanding of each other's activities, creating conditions for informal conversations between

employees regardless of their status and position, continuous learning, progression, effective

training programs, and motivation, encouraging participation, developing self-control and self-

awareness among employees. The organization functions with the collective action of groups,

it is made up of people who accomplish common tasks and between which there is a direct

interaction and organizational coherence of their activities. The people and organizations they

create, make their relationships based on reciprocal interests and needs. Bringing individual

goals together with the objectives of the company as a whole is the key task of modern personnel

management. This is not an easy task, since the individual's actions are motivated by individual

reasons and can, sometimes, be contrary to the interests of the company. That is why individual

goals and tasks must be maximally incorporated into the company's collective goals and

strategy. Individual interests should not be above the general interests of the company, but even

the goals of the company should not jeopardize the interests of the individual.

Figure 1: Place of common interest

19 Ristić, Z.: How to create apostles?, Business politics, Belgrade, November 2002. (p. 63.)

Individual Group

Organization

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The dimmed surface represents a place of common interest. The basic questions that are raised

are: How to increase the space of common interests and how to act within it20? Like a sports

coach, a good manager searches for and finds the best in every person, encourages employees

to work together in a team, take responsibility and participate in decision making, is ready to

raise morale, always has an "open door", visits employees at their workplaces , wants to know

their problems, does not close in the "fortress" of his office, he is a good listener, he is ready to

hear everyone's opinion, honest and open to everyone, is persistent, but tolerant, he does not

force his own opinion and he is ready to tolerate others disagreeing with their attitudes, knowing

the names of their associates and trusting in them, is not arrogant, open to communication and

does not block information, is honest and principled, never works behind the back and does not

hurt associates, possible conflicts are resolved "face to face "And not through papers, reports,

commissions or third parties, does not manipulate people and do not just tell them what they

want to hear. Such a manager is characterized by the following characteristics: intelligence,

inspiration, sincerity, honesty, courage, imagination, flexibility, willingness to cooperate and

ability, ability to create and lead an effective team, energetic, innovativeness, ability to create

a vision, charisma, democracy, education, creativity , competitive spirit, self-confidence, self-

control, cold-bloodedness, calmness, serenity, optimism... Consistent relationships between

managers and employees are in the interests of both of them. Cooperation, respect and trust,

should be the backbone of such relationships. This enables teamwork, creativity and innovative

behavior of employees. Today, there are those who think that their position allows them to be

solemn and to command, those who do not notice their associates or notice only a few of their

closest associates. Nevertheless, the commandment may have resembled the tribal leaders, but

not the business managers, and the days when it was believed that the dignity was the same as

the firmness are behind us. Managers are not a privileged class; they are members of teams

rather than bosses of subordinates, they increasingly take on the role of adviser, instead of

threats and punishments they should promote initiative, encourage, learn and inspire, not

discourage them, they sound negative and criticize; The manager should create, not to ruin,

without impatience, without shouting, without hysteria. Stimulating employees on more

engaged work is done by economic and non-economic stimulants. Economic stimulants are

more effective in conditions of underdeveloped living standards, but their importance gradually

decreases with raising the standard of living standards and they give way to non-economic

stimuli (workplace atmosphere, advancement, social status ...). There is no unique way to

motivate people, different people start different things, everyone has their own way of thinking

and doing things. Motivation is not something that can be provided by a simple "swinging of

carrots in front of a rabbit". There are many reasons why people are working, and in seeking

the answer to this question, the biggest mistake that can be made is to assume that all people

want the same. Motivated employees are primarily created:

• By respecting the basic wishes and individual reactions of employees, by giving a greater degree of personal responsibility,

• By participating in the formulation of objectives and their realization; Providing incentives in the form of prizes, travel, status;

• By establishing clear and acceptable objectives, which provide a framework for a common sense of intent;

• By providing an adequate training program for administration and employees.

5. FINAL CONSIDERATIONS

For many years, success has been based on efficient management, and the focus on the so-

called. hard organization dimensions, such as technology, organizational structure, strategy.

20 Gruban, B., Verčić, D., Zavrl, F., Approach to Public Relations, Pristop, Ljubljana, 2007. (p. 9.).

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This approach to management gave good results until the 1980s when it was necessary to create

conditions that would satisfy the new generation of employees and their ways of looking at

work, values and beliefs, incentives and expectations. That is why, in the organization and

management of successful companies, the focus is from the hard to the soft governance

dimensions, such as culture, climate, satisfaction, leedership, motivation, rewarding system,

communication. Employees are ready to take the initiative and identify their goals with the

goals of the company if there is a concern for the company about employees who are educated,

progressing and motivating in continuity. The ability of the company to take care of employees

depends on recognizing the importance of the concept of internal marketing, but at the same

time the degree of development of the emotional intelligence of managers. Specifically, internal

marketing influences the development of organizational competencies and the improvement of

business performance through the application of marketing as a philosophy directed to both the

external business environment and human resources that are the most important instrument for

implementing the strategy and achieving the goals of the company. This concept implies a well-

built and implemented system of education, motivation and stimulation of employees as a basis

of their loyalty, without which the management of the company can not expect optimal results

after the implementation of the concept of internal marketing. The premise of successful

implementation of the concept of internal marketing is its putting into the core of the activities

of strategic marketing management, as well as the visible support of senior management. It is

considered that internal marketing is a prerequisite for successful external marketing.

Integration of internal and external marketing into a single system assumes the effectiveness of

marketing as an organizational unit (business function) in an enterprise. Internal marketing is

an important segment of organizational development and change, so its non-implementation

can be faced by the management of human resources companies that are resistant to process

changes and adaptation. Internal marketing strives to connect and co-operate the employees of

different functional areas, accept the marketing approach by all employees, motivate them and

satisfy them so that the quality of the provided services and the delivered product is as good as

possible. The application of internal marketing in our companies is still not systematically

explored, and occasional data collection on the level of its application shows that there are many

activities that in their nature correspond to the activities of internal marketing (e.g. employee

training, selection and rewarding of the best, prize incentive travel etc.). These activities are

mostly planned and implemented without the existence of a formal internal marketing plan and

most often form part of the human resources management practice in the company. Perhaps, in

the wake of unfavorable circumstances, in this region, it is forgotten how important these all

really are. The economic situation, obsolete system of values and attitudes, slow penetration of

modern managerial knowledge, the quality of the existing education program, poor interaction

between science and the economy are just some of the reasons why this is how it is. The future

requires the provision of a whole set of prerequisites for successful business, among which one

of the central points is certainly the question: How do employees agree to work with their heart?

How to act on their perceptions, awareness, expectations, aspirations...? How do they consent

to identify with the company, all its successes and failures? There are too many examples in

our territories that talk that gossiping, harassment and plotting, are used as a powerful weapons,

that the workers gathered in a hall with a boss or other authority become very uncertain,

nervous, dumb and distrustful, that internal communications are brought to determining what

an employee needs to say in order to accomplish his tasks, to put people in responsible and

highly managerial positions according to criteria that cannot be considered professional. It is

time to change the current perceptions and change, whether they like it to someone or not. Those

who understand and accept this will be in a huge advantage. We need to think more about the

future, to learn from those who are ahead of us, to rid ourselves of political criteria and non-

professionalism in governance.

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Instead of authoritarianism, intolerance, reliance on social connections, our managers need to

adorn contemporary practical knowledge and skills, good organization and business behavior -

that's what we need.

LITERATURE:

1. Bradley, F., Strategic Marketing in the Customer driven organization, John Wiley & Sons Inc.Chichester, 2005.

2. Charney Cy, Efficient Manager, Grmeč – Economic review, Belgrade, 2006. 3. Davoudi, S. M. M., Kaur, R., The link between internal marketing and human resource

management, Arth Prabhand: A Journal of Economics and Management, 2012., p. 59.-72.

4. Domazet, I., The role of internal marketing in improving the quality of human resources, U: J. Zubović (ed.), Active labor market measures and employment issues (p. 260–280).

Belgrade: Institute of Economic Sciences, 2011.

5. Gounaris, P., S., Internal market orientation and its measurement, Journal of Business research, Vol. 59, 2006., str. 432-448.

6. Egan, J., Relationship Marketing, Prentice Hall, Harlow, 2004. 7. Kotler, P., Marketing Management (11th ed.). Englewood Cliffs: Prentice Hall, 2000. 8. Little, E., Marandi, E., Relationship Marketing management, Thomson Learning, London,

2003.

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