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Samenvatting hoorcolleges en problemen O&M
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Samenvatting hoorcolleges en problemen van Organisatie en Management BA1
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Samenvatting 1.6 Organisation and ManagementHoorcollege 1
Organisatie: groep van mensen met een zogenaamde ‘sociale structuur’, een gezamenlijke
goal en technologie.
Management: uitvoeren van taken door sturing. Er is een verschil tussen internal en external
management.
Organization theory: classic rational
Frederick Taylor (1856 – 1915)
Maximize effiency and productivity by rationalization and standardization of work
processes. Division into small elements (assembly line). The downside is that there is
no overall responsibility and no evolution of the organization.
Max Weber (1864 – 1920)
Bureaucracy; organisation based on rules and procedures, and based on expertise
and impersonal/impartial functioning. The downside is that it is dehumanizing. So
organizing in hierarchical line.
Every organization, as it grows larger, will slide towards becoming a bureaucracy.
Organization theory: HR focus
The Hawthorne effect; when being observed, people work harder and performance
improves.
MacGregor (theory X and Y)
With theory X, power is very centralized, with theory Y, input from workers is needed.
System based on Maslow Pyramid, where different human needs are described.
Lower needs (hygiene factors) need to be satisfied first, after you can work om the
motivator needs.
Organization theory: behavioral schools
One best way to organize? Behavioral schools emphasize the role of the environment
and the effect thereof. Also linked to (new)institutionalism, which emphasizes the role of
context.
Contingence theory; organizations adapt their structure and way of working to the
environment. For example, more competition and uncertainty lead to more flexible structures.
Strategic decisions by leadership are on influence on structure.
Isomorphism; organizations start to look alike to increase their chance of survival.
They want to appear as successful. Mimetic isomorphism is when gets imitated what looks
most successful/effective. If you are being forced to look the same, its called coercive
isomorphism. And normative isomorphism means that you adapt to norms and expectations
because you believe it is important.
, Important dimensions by Mintsberg:
- Centralization
- Formalization (procedures are fixed and uniform)
- Red tape (excessive rules and regulations)
- Complexity
Structures and configurations
In a multi division structure there are multiple divisions with all their own strategic apex. They
get regulated by a higher power which is called the holding.
In a functional structure there are no multiple divisions with their own strategic apex, there is
one strategic apex (the CEO). The same with the regional structure, which is divided by
region, where the functional structure is divided by structure.
Literatuur probleem 1
Henry Mintzberg
Structure in 5’s: a synthesis of the research on organization design
Henry Minstzberg is een Canadese academicus gespecialiseerd in business en
management.
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