Organisatie En Management: Theorie En Cases (2104TEWSEO)
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Samenvatting organisatie en management: theorie en cases
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Organisatie En Management: Theorie En Cases (2104TEWSEO)
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Universiteit Antwerpen (UA)
Ik had een 15/20 voor het mondelinge examen van O&M.
Dit is alle informatie uit de lessen met notities erbij. Zeer uitgebreid en daardoor niet meer nodig om naar de les te gaan. Het is zeer belangrijk dat je heel de theorie linkt met elkaar op het examen, dit heb ik reeds gedaan door interne li...
Organisatie En Management: Theorie En Cases (2104TEWSEO)
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Management & Organisatie
Sessie 1: Introductie tot Organisatie & Management ...................................................................... 9
Wat is het ultieme doel van een organisatie? ............................................................................................... 9
Organizational health index (heel belangrijk, echt de basis) .............................................................. 9
Sessie 2: Organisaties en organiseren .................................................................................................. 10
Wat is een organisatie? ..................................................................................................................................................... 10
Wat is een organisatie? ................................................................................................................................................ 10
Definitie organisatie (niet vanbuiten leren, probeer er zelf 1 te maken)................................. 10
Wat is de purpose/doelstelling van een organisatie?.............................................................................. 10
Wat zijn de doelen (purpose!!!) van een organisatie ............................................................................. 10
Purpose – mission – vision – goals (belangrijk om deze woorden niet door elkaar te
gebruiken) ............................................................................................................................................................................... 11
The properties of purpose (background, “waar moet een purpose aan voldoen?”) ..... 12
Why many purposes are not authentic (background) .......................................................................... 12
Some critical questions to address (background) .................................................................................... 13
How to create a compelling purpose? ............................................................................................................ 13
Purpose: examples ........................................................................................................................................................... 14
Massive Transformative Purpose = MTP (niet zomaar doelen, nee massive
transformative purposes) ExO ................................................................................................................................. 14
Structure ................................................................................................................................................................................... 15
Informele en formele structuur .............................................................................................................................. 15
De evolutie van een organisatie .................................................................................................................................. 15
The future of management is ‘teal’ (appelblauwzeegroen) ............................................................. 15
Kleurendia (background) ............................................................................................................................................ 16
Red - impulsive ................................................................................................................................................................... 17
Amber – conformist (volgzaam) ............................................................................................................................. 17
Orange - achievement................................................................................................................................................... 17
Green - pluralistic .............................................................................................................................................................. 17
The future is Teal .............................................................................................................................................................. 18
De organisatie van de toekomst ................................................................................................................................ 18
The organization of the future ................................................................................................................................ 18
What will the organization of the future look like? ................................................................................. 19
Design the Company of the Future .................................................................................................................... 19
Embrace the Business Imperative of Diversity .......................................................................................... 19
Nine organizational imperatives will separate future ready companies from the pack.
......................................................................................................................................................................................................... 20
1
Pauline Van Kerkhoven 2021-2022
, Organizing for the future KEY QUESTION 1 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Organizing for the future KEY QUESTION 2 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Organizing for the future KEY QUESTION 3 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Sessie 3: Management en managing..................................................................................................... 22
What is management?....................................................................................................................................................... 22
Kwaliteiten die een manager nodig heeft ..................................................................................................... 22
What is a good manager? .......................................................................................................................................... 22
Paradox: competing demands: is the era of management over? ............................................... 23
Management ........................................................................................................................................................................ 23
Management: science? Art? Craft? Practice?.............................................................................................. 24
Different perspectives on management (metaforen) ........................................................................... 24
The paradox of managing (metaforen) ............................................................................................................ 24
Managerial roles (verschillende management modellen) ..................................................................... 25
Evolution of management models ..................................................................................................................... 25
The classical vision of managerial roles (managerial role) = POLC ............................................ 28
Mintzberg ................................................................................................................................................................................ 28
Managerial roles: Mintzberg ..................................................................................................................................... 29
Framing .................................................................................................................................................................................... 29
Scheduling (agendabeheer, belangrijke tool) ............................................................................................ 29
Dia die mist in onze ppt, top vs middle management = managerial paradox.................... 30
Managerial capabilities ...................................................................................................................................................... 30
Upper Echelons Theory .............................................................................................................................................. 30
The added value of middle managers (MM) ................................................................................................ 31
Middle Management's 4 strategic roles (niet echt besproken)...................................................... 31
Hotdog is een metafoor van het midden management = the important role of the
middle ........................................................................................................................................................................................ 31
Managerial competencies .......................................................................................................................................... 31
Managerial competencies: the lists .................................................................................................................... 32
Management vaardigheden..................................................................................................................................... 32
Well rounded managing ............................................................................................................................................. 33
Ambidextroux (iemand die even goed met zijn linkse en rechtste hand kan schrijven)
leadership ............................................................................................................................................................................... 34
The 5 minds of a manager ......................................................................................................................................... 34
Selling management at Google (reader) ........................................................................................................ 34
Sessie 4: Organisatiestructuren en agility .......................................................................................... 36
2
Pauline Van Kerkhoven 2021-2022
, Organizational structure: the basics ........................................................................................................................ 36
Organizational structure : the problem visualized .................................................................................. 36
Organizational structure: why? ............................................................................................................................... 36
Hoe beschrijf je de structuur? ................................................................................................................................. 36
Elements of organizational structure ................................................................................................................ 36
Mechanistic vs organic organizational design ............................................................................................ 41
Dit bovenstaande geeft aanleiding tot een paradox ............................................................................. 41
Bureaucracy, Meritocracy & Adhocracy .............................................................................................................. 42
From bureaucracy to adhocracy .......................................................................................................................... 42
Adhocracy: 3 key features ......................................................................................................................................... 44
Organizational agility ........................................................................................................................................................... 44
Agility ......................................................................................................................................................................................... 44
Agility at ING ......................................................................................................................................................................... 45
What is an agile organization? ................................................................................................................................ 46
Agility transforms every facet of the organization: people, process, strategy,
structure, & technology ............................................................................................................................................... 47
Paradox agility..................................................................................................................................................................... 47
Examples of backbone elements (stabiele elementen)..................................................................... 48
How is agility implemented? ................................................................................................................................... 48
2 pathways to organizational agility ................................................................................................................... 49
Why is agility NOT implemented?....................................................................................................................... 49
7 agility missteps............................................................................................................................................................... 49
The five trademarks of agile organizations (reader) .............................................................................. 50
Sessie 5: Kennis en leerprocessen ......................................................................................................... 51
Waarom is het leren zo belangrijk? ..................................................................................................................... 51
Major disruptions for organizations ..................................................................................................................... 51
Tacit knowledge as key to organizational learning ..................................................................................... 52
What is knowledge? ....................................................................................................................................................... 52
Tacit vs. explicit knowledge ..................................................................................................................................... 53
4 modes of knowledge conversion .................................................................................................................... 54
Verschil tussen vragen stellen en observatie: ........................................................................................... 56
Knowledge creation process .................................................................................................................................. 56
Organizational learning & The learning organization ................................................................................. 56
Learning as competitive advantage .................................................................................................................. 56
The field of organizational learning .................................................................................................................... 56
Organizational learning: related constructs/concepten.................................................................... 57
Learning organization.................................................................................................................................................... 58
3
Pauline Van Kerkhoven 2021-2022
, 3 grote building blocks van een learning organization (belangrijk!).......................................... 58
Psychological safety and learning ..................................................................................................................... 60
Failure and Learning (falen) ........................................................................................................................................... 61
Adopting a learning culture ...................................................................................................................................... 61
When does failure become acceptable? ...................................................................................................... 61
How can failure contribute to learning?.......................................................................................................... 62
Barriers to learning from failure (waarom je niet kan leren van falen)..................................... 62
Importance of “psychological safety” ............................................................................................................... 63
Sessie 6: Organisatieverandering ........................................................................................................... 64
What is (organizational) change? ............................................................................................................................... 64
Change is …............................................................................................................................................................................. 64
Filmpje change ................................................................................................................................................................... 64
What is change................................................................................................................................................................... 64
What is organizational change? ............................................................................................................................ 65
Why is organizational change difficult?................................................................................................................ 65
To change or not to change? .................................................................................................................................. 65
Performance of change programs ..................................................................................................................... 66
Barriers to organizational change ....................................................................................................................... 66
The many moods of organizational change (niet zo lang bekeken) ........................................ 66
Why do employees resist change? -> best belangrijk: bad communication, loss of job
......................................................................................................................................................................................................... 67
How to deal with resistance? In practice… ..................................................................................................... 67
Perspectieven op verandering .................................................................................................................................... 67
Perspectief 1 : Planned change ................................................................................................................................... 67
Perspectief 1 : Managing organizational change: planned change ........................................... 67
Kritieken: Issues with ‘planed change’ -> de 8 bovenstaande stappen! ................................ 74
Perspectief 2: ............................................................................................................................................................................. 76
Perspectief 2: Managing organizational change: Emergent change: the influence
model ......................................................................................................................................................................................... 76
Change management: menselijke visie .......................................................................................................... 76
Sessie 7: Besluitvorming ............................................................................................................................. 79
What is decision-making? ............................................................................................................................................... 79
Three decision making philosophies ................................................................................................................. 79
Rational decision-making processes..................................................................................................................... 80
Rationeel besluitvormingsproces ....................................................................................................................... 80
Consequenties van ‘rationale’ beslissingen ................................................................................................. 82
Intuitive decision-making ................................................................................................................................................ 82
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Pauline Van Kerkhoven 2021-2022
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