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ManagementDEEL 1.
H1. Inleiding tot management en organisaties
I. Wie zijn managers
Wie zijn managers?
• Managers moeten zaken gedaan krijgen!
o « Management is the art to get things done through people » (Mary Parker Follet)
• Let wel: doelstellingen van de Organisatie!
Top is verantwoordelijk voor het
Topmanagers nemen van beslissingen en het
definiëren van de doelstellingen die
White collar van invloed zijn op hele organisatie
Midden managers geven leiding aan
Middenmanagers
het werk van lagere managers en
coördineren
Lagere managers beheren het werk
Lagere managers van uitvoerende medewerkers: zij
zijn verantwoordelijk voor het
maken van het bedrijfsproduct
Blue collar (dienst)
Uitvoerend personeel
II. Wat is management?
Case: Sella Field plant (nucleair afval schandaal, wiens schuld?)
According to the company’s Human The report by NII discovered a lack of
resources (HR) director, the process high quality safety systems and
workers are to blame for the scandal improper management across the
that hit Sellafield nuclear power plant plant. “In a plant with a proper safety
and led to cancelled orders and culture, the events that caused the
ultimately resignation of the CEO. scandal could not have happened” one
• A lack of management such as of the inspectors said.
leadership, communication, motivation • The report focused on how the
and supervision was at the core of UK’s nature of the job, lack of supervision
Sellafield scandal, according to British and poor training had contributed
Nuclear Installations Inspectorate (NII). largely to the procedural failings. The
, workers’ actions were “not al that
surprising” given the “tedious” nature
of task involved, the report said.
• The data check was part of a quality While the HR director admitted that
assurance inspection and had never there had probably not been enough
been connected with safety, although it investment in training, he insisted that
had implications for safety. However, operators, rather than senior managers
the significance of the check, even for were responsible for practices that had
quality, was not emphasized to staff. As jeopardized safety: “you rely on
a result, falsifying the data became a operators to do what is expected from
way of avoiding what was seen as a them, rather than to stand over them
pointless task. day and night.”.
• The task itself had been poorly • “There comes a point where you train
conceived, the report said. Other than people, you give them responsibilities
the prospect of an eventual quality and you except them to fulfil them
control stamp and payment for correctly, even if the job is boring”, he
completing work, there was no said.
recognition of diligent performance.
Sella Field Plant
• “Improper management”
o Waarom was er slecht “management”?
o Geen People skills
• People are no robots
o Geen safety cultuur
o Slecht job design, vooral werkomgeving was niet aangepast
o Geen motivatie : “just stamp and pay”, geen intrinsieke motivatie
o Geen communicatie
o Geen coördinatie
o Geen safety strategie en gebrekkige planning
o Geen opvolging en controle
o…
PROCES van
- Leiding geven aan anderen
- Werk Coördineren van anderen
Zodat de werkzaamheden op effectieve en efficiënte manier kunnen worden uitgevoerd en
de organisatie doelstellingen worden bereikt met beperkte middelen (SUCCES).
Management involves coordinating and overseeing the work activities of others so that their
activities are completed efficiently and effectively (Robbins & Coulter)
• The attainment of organizational goals in an effective and efficient manner through
planning, organizing, leading, and controlling organizational resources (Daft)
• Managen is INGRIJPEN met INZICHT en OPZET (Anton De Leeuw)
• Effectiviteit = Doeltreffendheid Examen!
De mate waarin de organisatie haar vooropgestelde doelen bereikt. “Doing the right things”
• Efficiëntie = Doelmatigheid
,Met een zo gering mogelijke inzet van middelen (grondstoffen, geld, tijd, mensen) de
gewenste output realiseren. “Doing things right” Min effort, max output
Wat is effectiviteit?
Het Concurrerend waardenmodel
o Is het productiviteit, groei, geluk van de werknemers, flexibiliteit, stabiliteit ….
o Wat voor het ene bedrijf “effectief” is, is het niet voor een ander
o Effectiviteit is een “fuzzy” concept
o “Experts” in het veld werden bevraagd
o Lijst van 30 effectiviteitsindicatoren
o Aanduiden in hoeverre ze op op elkaar gelijken
o Multidimensional scaling (Indscal)
, III. Wat doet de manager?
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