Samenvatting artikels, inleiding tot management en HRM
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Course
Inleiding Tot Management En HRM
Institution
Vrije Universiteit Brussel (VUB)
Dit document bevat een uitgebreide samenvatting van de 9 artikels die gekend moeten zijn voor het examen (inleiding tot management en HRM). De prof is Nikolay Dentchev en het examen vindt plaats in januari. Alle artikels zijn leerstof voor het examen. Academiejaar: . Geslaagd in eerste zit (16/20)
A1: The history of management: a global perspective ............................................................................................................... 5
1.1. Introduction ....................................................................................................................................................................... 5
1.2. Classical management movement ..................................................................................................................................... 5
1.3. Behavioural management movement ............................................................................................................................... 7
1.4. Quantitative movement..................................................................................................................................................... 9
1.5. Modern management movement...................................................................................................................................... 9
1.6. Conclusie .......................................................................................................................................................................... 11
A2: The evolution of strategic management research: Recent trends and current directions ................................................... 12
2.1. Introduction: trends in strategic management research ................................................................................................. 12
2.2. The evolution of strategic management research: the dual pendulum (=slinger) ........................................................... 12
2.2.1. The tension between a firm’s interior and its environment ................................................................................... 13
2.2.2. The tension between macro and micro levels ........................................................................................................ 13
2.2.3. About the monograph ............................................................................................................................................ 13
2.3. Conclusion ........................................................................................................................................................................ 14
A3: To what extent is business and society literature idealistic? ............................................................................................. 15
3.1. Donaldson and Preston (1995) Typology ......................................................................................................................... 15
3.2. Related concepts in the CSP construct ............................................................................................................................. 15
3.2.1. CSR1 ......................................................................................................................................................................... 15
3.2.2. Social Issues ............................................................................................................................................................ 16
3.3.3. CSR2 ......................................................................................................................................................................... 17
3.2.3. CSP (= Corporate Social Performance) .................................................................................................................... 17
3.3. Alternatives to (a dimension of) CSP ................................................................................................................................ 17
3.3.1. Business ethics (=bedrijfsethiek)............................................................................................................................. 18
3.3.2. Corporate citizenship (= maatschappelijk verantwoord ondernemen) .................................................................. 18
3.3.3. Stakeholder management (=beheer van belanghebbenden) ................................................................................. 19
3.3.4. Sustainable Development (= duurzame ontwikkeling) ........................................................................................... 20
3.3.5. Corporate Sustainability (= duurzaam ondernemen) ............................................................................................. 20
3.4. Discussion ........................................................................................................................................................................ 21
A4: Evolution of strategic management; the need for new dominant designs ......................................................................... 23
4.1. Introduction ..................................................................................................................................................................... 23
4.2. Technological discontinuities and dominant designs....................................................................................................... 23
4.3. Emergence of strategic management (= opkomt van strategisch management) ........................................................... 24
4.4. Definition of Strategy: The first era of ferment................................................................................................................ 24
4.4.1. The Process-Content Division ................................................................................................................................. 24
4.4.2. Strategy Content ..................................................................................................................................................... 25
4.4.3. Strategy Process ...................................................................................................................................................... 25
4.5. Generic strategies: the era of incremental change .......................................................................................................... 25
4.5.1. Content Research .................................................................................................................................................... 26
4.5.2. Process Research .................................................................................................................................................... 26
4.6. The resource-based view of the firm: the second era of ferment .................................................................................... 26
4.7. Knowledge, learning and innovation: new era of ferment .............................................................................................. 27
4.7.1. Research Developments ......................................................................................................................................... 27
4.7.2. Management Practice ............................................................................................................................................. 27
4.7.3. Research Methods .................................................................................................................................................. 27
4.8. Developing the new dominant designs ............................................................................................................................ 27
4.9. Conclusion ........................................................................................................................................................................ 28
,A5: From strategy to business models and onto tactics ........................................................................................................... 29
5.1. Introduction ..................................................................................................................................................................... 29
5.2. Business Models............................................................................................................................................................... 29
5.3. Tactics .............................................................................................................................................................................. 31
5.4. Strategy ........................................................................................................................................................................... 32
5.5. Discussion ........................................................................................................................................................................ 32
5.5.1. Integratie van strategie, bedrijfsmodel en tactiek .................................................................................................. 32
5.5.2. Comparing strategy and business model ................................................................................................................ 33
5.5.3. Comparing strategy and tactics .............................................................................................................................. 33
5.5.4. Example: TDC vc Telmore (mobile telecom) ........................................................................................................... 34
5.6. Conclusion ........................................................................................................................................................................ 35
A6: Personality Traits and Personal Values (till p.9)................................................................................................................. 36
6.1. Personality Traits and Personal Values ............................................................................................................................ 36
6.2. The nature of the Relationships between traits and values ............................................................................................. 36
6.3. Two sources for the Strengts of the Relationship between traits and values .................................................................. 37
6.3.1. Similarities in the Nature of Traits and Values ........................................................................................................ 37
6.3.2. Similarities in the content of traits and values ....................................................................................................... 37
6.4. Possible Moderators ........................................................................................................................................................ 37
6.4.1. Culture .................................................................................................................................................................... 37
6.4.2. Values instruments ................................................................................................................................................. 37
A7: A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations ............ 38
7.1. Purpose and Structure ........................................................................................................................................................... 38
7.1.1. Why is it necessary to retain critical employees? (= waarom is het nodig om kritische werknemers te behouden? ..... 38
7.2. A synthesis of employee motivation theories ........................................................................................................................ 38
7.2.1. Need Theories of Motivation ......................................................................................................................................... 39
7.3. The critical factors among the respective motivation theories and the implications for developing and implementing
employee retention practices ....................................................................................................................................................... 42
7.4. Conclusion .............................................................................................................................................................................. 43
A8: A review of leadership theories, principles and styles and their relevance to educational management ........................... 44
8.1. Introduction ........................................................................................................................................................................... 44
8.2. Theories of leadership ............................................................................................................................................................ 44
8.2.1. “Great Man” Theory ....................................................................................................................................................... 44
8.2.2. Trait theory ..................................................................................................................................................................... 44
8.2.3. Contingency theories...................................................................................................................................................... 44
8.2.4. Situational theory ........................................................................................................................................................... 45
8.2.5. Behavioural theory ......................................................................................................................................................... 45
8.2.6. Participative theory ........................................................................................................................................................ 45
8.2.7. Transactional/Management Theory ............................................................................................................................... 45
8.2.8. Relationship/Transformational Theory .......................................................................................................................... 45
8.2.9. Skills Theory .................................................................................................................................................................... 45
8.3. Principles of leadership .......................................................................................................................................................... 45
8.4. Leadership styles .................................................................................................................................................................... 46
8.5. Factors that determine leadership style ................................................................................................................................ 47
8.5.1. De grootte van de organisatie ........................................................................................................................................ 47
8.5.2. Mate van interactie/communicatie ................................................................................................................................ 47
8.5.3. Persoonlijkheid van de werknemers .............................................................................................................................. 47
8.5.4. Doelcongruentie ............................................................................................................................................................. 47
8.5.5. Niveau van besluitvorming ............................................................................................................................................. 47
8.6. Conclusion .............................................................................................................................................................................. 47
, A9: Strategic HRM – a critical review....................................................................................................................................... 48
9.1. Introduction ........................................................................................................................................................................... 48
9.2. Strategy.................................................................................................................................................................................. 48
9.3. Traditional approaches in strategic HRM .............................................................................................................................. 48
9.5. In search of synthesis ............................................................................................................................................................. 49
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