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Zeer uitgebreide samenvatting Algemeen Management
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Zeer uitgebreide samenvatting Algemeen Management gebaseerd op Organiseren & managen.
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SamenvattingManagement & Organiseren
Jaar: 2019/2020
Samenvatting Management en Organiseren, 2019-2020 1
,INHOUDSOPGAVE
1. HOOFDPUNTEN VAN ORGANISEREN EN MANAGEN ..................................................................................... 5
1.1 ORGANISEREN ................................................................................................................................................... 5
1.2 MANAGEN ........................................................................................................................................................ 7
1.3 DRIE ALGEMENE ORGANISATIEPROBLEMEN .............................................................................................................. 9
Leefbaarheid: .................................................................................................................................................. 9
Betrokkenheid: ................................................................................................................................................ 9
Controleerbaarheid: ........................................................................................................................................ 9
1.4 VISIES VAN MANAGERS OP HOOFDTAKEN EN PROBLEMEN ......................................................................................... 10
1.4.1 De klassieke organisatiekunde: ............................................................................................................ 10
1.4.2 De gedragskundige benadering: .......................................................................................................... 10
1.4.3 Revisionisme ......................................................................................................................................... 11
1.4.4 Systeembenadering .............................................................................................................................. 11
1.4.5 Contigentiebenadering ......................................................................................................................... 11
1.5 WAT BLIJFT: ORGANISATIEVERANDERING ............................................................................................................... 12
1.6 ONTWIKKELING EN GROEI VAN ORGANISATIES ........................................................................................................ 12
1.6.1 Wintzen: de ontwikkeling van Cellen ................................................................................................... 12
1.6.2 Het groei- en crisismodel van Greiner .................................................................................................. 12
1.7 VOORTDURENDE VERBETERING: DE LERENDE ORGANISATIE ....................................................................................... 13
1.8 SOCIAL MEDIA EN ORGANISATIES ......................................................................................................................... 14
1.9 DISRUPTIEVE INNOVATIE .................................................................................................................................... 14
KERNBEGRIPPEN .................................................................................................................................................... 15
2 KENNISMAKING MET HET 7S-MODEL .......................................................................................................... 16
2.1 HET 7S-MODEL ............................................................................................................................................... 16
2.2 STRATEGY ....................................................................................................................................................... 17
2.3 STRUCTURE ..................................................................................................................................................... 17
2.4 SYSTEMS......................................................................................................................................................... 18
2.5 STAFF............................................................................................................................................................. 18
2.6 STYLE ............................................................................................................................................................. 19
2.7 SHARED VALUES............................................................................................................................................... 19
2.8 SOCIAL MEDIA EN HET 7S-MODEL ........................................................................................................................ 20
2.9 DISRUPTIEVE INNOVATIE EN HET 7S-MODEL ........................................................................................................... 20
KERNBEGRIPPEN .................................................................................................................................................... 21
3 STRATEGIE (HARD) ...................................................................................................................................... 22
3.1 STRATEGIE EN SAMENHANGENDE BEGRIPPEN ......................................................................................................... 22
3.1.2 De omgeving van de organisatie .......................................................................................................... 22
3.1.3 DESTEP-onderzoek: kansen en bedreigingen ....................................................................................... 23
3.1.4 Organisatie-onderzoek: sterkten en zwarkten ..................................................................................... 23
3.1.5 SWOT-matrix en analyse ...................................................................................................................... 24
3.1.6 Visie en missie ...................................................................................................................................... 24
3.2 ALGEMENE ACCENTEN IN STRATEGIE ..................................................................................................................... 25
3.2.1 Ansoff ................................................................................................................................................... 25
3.2.2 Porter.................................................................................................................................................... 26
3.2.3 Treacy & Wiersema .............................................................................................................................. 26
3.3 SOCIAL MEDIA EN STRATEGIE............................................................................................................................... 27
3.4 DISRUPTIE EN STRATEGIE .................................................................................................................................... 27
Samenvatting Management en Organiseren, 2019-2020 2
, KERNBEGRIPPEN .................................................................................................................................................... 27
4 STRUCTUUR (HARD) .................................................................................................................................... 29
4.1 BOUW VAN STRUCTUUR ..................................................................................................................................... 29
4.2 GROEPEREN VAN TAKEN EN FUNCTIES ................................................................................................................... 30
4.3 COMBINATIE VAN F-, P-, M- EN G-INDELING ......................................................................................................... 32
4.3.1 Matrixstructuur .................................................................................................................................... 32
4.3.2 Moderne matrixorganisatie verbind anders ......................................................................................... 32
4.4 ORGANISATIESTRUCTUUR VOLGENS HARRY MINTZBERG........................................................................................... 32
4.4.1 Vijf delen van de structuur ............................................................................................................ 32
4.4.2 Configuraties ................................................................................................................................. 34
4.4.3 Coordinatiemechanisme ................................................................................................................ 34
4.4.4 Kenmerken van vijf configuraties .................................................................................................. 34
4.4.5 Situationele factoren ..................................................................................................................... 37
4.5 SOCIAL MEDIA EN STRUCTUUR....................................................................................................................... 38
4.6 DISRUPTIEVE INNOVATIE EN STRUCTUUR ......................................................................................................... 38
KERNBEGRIPPEN .................................................................................................................................................... 38
5 SYSTEMEN (HARD)....................................................................................................................................... 39
5.1 SYSTEMEN BINNEN DE ORGANISATIE ..................................................................................................................... 39
5.2 SYSTEMEN VOOR STRATEGIEBEPALING .................................................................................................................. 39
5.3 SYSTEMEN VOOR COMMUNICATIE ........................................................................................................................ 41
5.4 SYSTEMEN VOOR STROOMLIJNING VAN BEDRIJFSPROCESSEN...................................................................................... 41
5.5 SOCIAL MEDIA EN SYSTEMEN............................................................................................................................... 42
5.6 DISRUPTIEVE INNOVATIE EN SYSTEMEN ................................................................................................................. 42
KERNBEGRIPPEN .................................................................................................................................................... 42
6 PERSONEEL .................................................................................................................................................. 44
6.1 RUILRELATIE TUSSEN INDIVIDU EN ORGANISATIE...................................................................................................... 44
6.2 VRAAG EN AANBOD VAN DE ORGANISATIE ............................................................................................................. 44
6.3 VRAAG EN AANBOD VAN HET INDIVIDU ................................................................................................................. 45
6.4 HRM-CYCLUS (IDU-CYCLUS) ............................................................................................................................. 47
6.5 SOCIAL MEDIA EN PERSONEEL ............................................................................................................................. 48
7 KLASSIEKE BENADERING VAN MANAGEMENTSTIJLEN ................................................................................. 48
7.1 SOORTEN STIJLEN ............................................................................................................................................. 48
7.1.3. Leiderschap op basis van mate van invloed ........................................................................................ 48
7.1.2 Taakgericht en relatiegerichte stijl: ...................................................................................................... 49
7.1.3. Riskante leiderschapsstijlen ................................................................................................................ 49
7.1.4 Situationeel leiderschap ....................................................................................................................... 50
7.2 INSPIREREND VERSUS ZAKELIJK LEIDERSCHAP .......................................................................................................... 50
7.3 LEIDERSCHAPSCOMPETENTIES ............................................................................................................................. 51
8 SLEUTELVAARDIGHEDEN ............................................................................................................................. 51
8.1 KERNBEKWAAMHEDEN ...................................................................................................................................... 51
8.2 OMVANG VAN BEDRIJVENEN HUN SLEUTELVAARDIGHEDEN. ...................................................................................... 52
8.3 COMPETENTIEMANAGEMENT .............................................................................................................................. 52
8.4 ACHT KENMERKEN VAN EXCELLENTE ORGANISATIES ................................................................................................. 53
9 GEDEELDE WAARDEN .................................................................................................................................. 53
Samenvatting Management en Organiseren, 2019-2020 3
, 9.1 INHOUD VAN BEDRIJFSCULTUUR .......................................................................................................................... 53
9.2 EFFECTEN VAN BEDRIJFSCULTUUR ........................................................................................................................ 53
9.3 ELEMENTEN VAN BEDRIJFSCULTUUR ..................................................................................................................... 54
9.4 TYPERING VAN BEDRIJFSCULTUREN ....................................................................................................................... 55
9.4.1. Typering van Harrison ......................................................................................................................... 55
9.4.2 Typologie van Hofstede ........................................................................................................................ 56
9.4.3 Relatie tussen bedrijf en prestatie ........................................................................................................ 56
9.5 ETHIEK EN GEDEELDE WAARDEN .......................................................................................................................... 56
9.5.1 Morele waarden en normen ................................................................................................................. 56
9.5.2 Moreleverantwoordelijkheid ................................................................................................................ 57
Samenvatting Management en Organiseren, 2019-2020 4
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