College aantekeningen Organization & Management (ESSB-SBC1040)
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Course
Organization & Management (ESSBSBC1040)
Institution
Erasmus Universiteit Rotterdam (EUR)
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Organisatie & Management
Inhoudsopgave
Organisaties College 1............................................................................................................................2
Organisatiecultuur en contingentietheorie............................................................................................3
College 2.............................................................................................................................................3
Simpele structuur...........................................................................................................................5
Machine bureaucratie....................................................................................................................5
Professionele bureaucratie.............................................................................................................6
Divisie organisatie:..........................................................................................................................6
Adhocratie......................................................................................................................................6
Organisatietheorie en institutionalisme.................................................................................................7
Bureaucratie theorie - Klassieke rationaliteit.................................................................................8
Traditioneel publieke administratie................................................................................................8
Theorieën over organisatorische gedragingen...............................................................................9
Instrumental-structural theorie......................................................................................................9
Organization- cultural-theory.........................................................................................................9
Path dependency..........................................................................................................................10
Theory on myths and symbols......................................................................................................10
Isomorfisme..................................................................................................................................10
Waarom is er een publieke sector?......................................................................................................11
Transactie kosten economie.........................................................................................................12
Transactie kosten economische voorbeelden..............................................................................13
Objectieven van publieke organisaties.........................................................................................13
Uitstervende aspecten van publieke organisaties........................................................................13
Publieke organisaties op armlengte..............................................................................................14
State owned enterprises & corporations......................................................................................14
Mate van publiekheid...................................................................................................................15
Hervormingen in de publieke sector en bestuurlijke tradities..............................................................16
Public managementmodels..............................................................................................................16
Traditional Public Administration (recap).........................................................................................16
Traditional Public Administration (TPA) Under threat..................................................................16
New Public Management (NPM)......................................................................................................17
Downsides of NPM.......................................................................................................................17
, Post-New Public management..........................................................................................................18
Governance..................................................................................................................................18
Public value...................................................................................................................................18
Administratieve tradities..................................................................................................................18
Componenten van administrative tradities..................................................................................18
Gastcollege...........................................................................................................................................19
Rationele systemen......................................................................................................................20
Natuurlijke systemen....................................................................................................................20
Open systemen.............................................................................................................................20
Alles in het kort:............................................................................................................................21
Intern management 1...........................................................................................................................21
Strategisch management..............................................................................................................21
Wat is de strategie van Mintzberg? (1987)...................................................................................22
Branding.......................................................................................................................................22
Performance management...........................................................................................................23
Kritische prestatie indicatoren- Key performance indicators (KPI)...............................................23
Intern management 2...........................................................................................................................24
Public financial management........................................................................................................24
Public financial management: the budget cycle...........................................................................24
Public financial management........................................................................................................25
Public financial management- public............................................................................................25
Public HRM...................................................................................................................................25
Public service motivation (PSM)...................................................................................................26
Extern management 1.........................................................................................................................26
Extern management 2.........................................................................................................................26
Burgerbegroting..................................................................................................................................26
Organisaties College 1
Organisations
Group of people with some sort of ‘social structure’ (informal expectations, authority
structure), shared goals and technology (i.e., means and/or machinery to transform input
into outputs)
Een groep mensen met een bepaalde soort ’sociale structuur’, gedeelde doelen en
technologie.
Er zijn veel verschillende soorten organisaties zoals: private organisaties, overheden, Ngo’s
verenigingen bijv. (politieke partijen, sportgroepen, studentenverenigingen en
belangengroepen.
, Instituties
Dit zijn door de mens gestuurde structuren met regels en normen die individueel menselijk
gedrag controleren (sturen).
Management
Het management krijgt dingen voor elkaar door middel van overtuiging en commanderen.
Onderscheid tussen interne sturing (= het runnen van de organisatie: personeel, financiering,
ICT etc.) en externe sturing (= het aangaan en onderhouden van contacten met de omgeving,
bijvoorbeeld klanten, belangenorganisaties, samenwerkingspartners).
o Input systeem output
Er is een verschil tussen intern en extern management. Bij intern management gaat het om
de organisatie runnen zoals het personeel, finance, ICT etc. En bij extern management gaat
het vooral om het onderhouden van netwerken, nieuwe klanten, rekening houden met het
milieu en andere coöperatie partners.
Vertically integrated organisation
Alle onderdelen van de productie vallen binnen hetzelfde bedrijf.
SWOT: SW intern en OT is extern
Het examineert de huidige positie van de organisatie en brengt strategische alternatieve naar boven
die eventuele waarde kunnen creëren voor je bedrijf in de toekomst.
Potentiële sterktes en zwaktes van een bedrijf (kunnen zowel positief als negatief zijn)
(underdeveloped) core competences (inadequate) pay-structure
(limited) innovations (in) efficient communication
(Poor) reputation (Shortage of) sufficient staff
(Lack of) comparative advantages (sub) optimal control-systems
(limited) cost-efficiency (in) efficient information systems
(incompetent) management (outdated) ICT infrastructure
(Lack of) financial reserves (poor) quality products
(in) adequate decision-making processes (unresponsive) service delivery
Potentiele kansen en bedreigingen
(absence of) strategic maneuverability Rise of alternative companies
Volatile/stable political environment (no) possibility to diversify
Volatile/stable economic environment Evolving societal priorities
Demographic and social change (absence of) strategic collaborations
Technological evolution (loss of) powerful shareholders
Organisatiecultuur en contingentietheorie
College 2
Contingency theorie:
Organisaties passen zich aan, aan hun eigen manier van werken aan de behoeftes van hun omgeving.
Er is sprake van een hoge mate van turbulentie (concurrentie en onzekerheid) dat leid tot
meer flexibelere organisaties (minder standaardisatie hiërarchie is dan ook wat losser).
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