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Samenvatting organisatiekunde Edumundo H1 t/m H3
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Samenvatting organisatiekunde Edumundo H1 t/m H3, dit was de stof voor het tentamen van organisatiekunde 1, leerjaar 1 blok 1 Business Studies
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Samenvatting
Organisatiek
unde 1
Anne-Pauline de
Baedts
,Inhoudsopgave
Het Quinn-model........................................................................................................................................... 3
PowerPoints.................................................................................................................................................. 3
Bedrijfskolom................................................................................................................................................ 4
Innovatiemodel............................................................................................................................................. 5
Hoofdstuk 1................................................................................................................................................... 7
1.1 Inleiding organisatiekunde.............................................................................................................................7
Mintzberg.........................................................................................................................................................7
1.2 Stromingen in de organisatiekunde...............................................................................................................8
Hoofdstuk 2................................................................................................................................................. 10
2.1 Inleiding........................................................................................................................................................10
2.2 de Macro-omgeving.....................................................................................................................................10
2.3 De meso-omgeving.......................................................................................................................................11
Het vijfkrachtenmodel van Porter.................................................................................................................11
Hoofdstuk 3................................................................................................................................................. 15
3.1 Inleiding........................................................................................................................................................15
3.2 Vaststellen huidige strategische positie.......................................................................................................15
3.3.2 SWOT-analyse...........................................................................................................................................16
3.4.1 Generieke strategieën van Porter.............................................................................................................17
3.4.2 Waardestrategieën van Treacy en Wiersema...........................................................................................17
Hoofdstuk 4................................................................................................................................................. 17
4.3 Interne differentiatie en interne specialisatie..............................................................................................17
Coördinatiemechanismen van Mintzberg..................................................................................................... 18
Configuraties van Mintzberg........................................................................................................................ 19
Het groeimodel van Greiner......................................................................................................................... 20
, Het Quinn-model
Het Quinn-model:
PowerPoints
Is er een ideale manier van organiseren?
One best way: Ja (Taylor)
Contingency: Nee, wat het beste werkt hangt af van de context.
Organisch: Als de omgeving dynamisch is, is een organische omgeving aan te raden. Er
kunnen bij onverwachte veranderingen snel oplossingen worden bedacht.
Mechanisch: Een mechanische organisatie is mogelijk wanneer de omgeving heel stabiel is.
Dan kan de zaak draaien met mensen die zich keurig aan de regels en de procedures
houden.
Causation – big bang -> alles in één keer, gelijk een volwassen onderneming opzetten. Forse
investeringen.
Effectuation – small steps -> klein beginnen, weinig geld, woekeren met middelen, snel
feedback verzamelen en koers flexibel aanpassen aan de hand van ervaringen.
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