100% satisfaction guarantee Immediately available after payment Both online and in PDF No strings attached
logo-home
Organisatie-en-mens Maes Johan Handelswetenschappen Samenvatting $6.87
Add to cart

Summary

Organisatie-en-mens Maes Johan Handelswetenschappen Samenvatting

 5 views  0 purchase
  • Course
  • Institution

Behaalde 17/20 met deze samenvatting, bevat alles

Preview 4 out of 139  pages

  • December 17, 2023
  • 139
  • 2022/2023
  • Summary
avatar-seller
Organisatie en mens:


Table of Contents
HOOFDSTUK 1: ORGANISATIE EN ORGANISATIETHEORIE.................................................................................1
1. WAT IS EEN ORGANISATIE? ................................................................................................................................... 1
2. BELANG VAN ORGANISATIES .................................................................................................................................. 1
3. CONTEXT VAN ORGANISATIES................................................................................................................................. 1
4. FUNDAMENTELE DESIGNPRINCIPES (ZIJN NOG NIET VERANDERD) ................................................................................... 2
5. ORGANISATIEDOEL = MISSIE ................................................................................................................................ 3
6. STRATEGIE ......................................................................................................................................................... 4
6.1 Strategietypologieën: .............................................................................................................................. 4
6.2 Miles & Snow (1978) ............................................................................................................................... 5
7. STRATEGIE – ORGANISATIE: VOORBEELD .................................................................................................................. 6
8. STRUCTURE FOLLOWS STRATEGY? ........................................................................................................................... 6
8.1 Strategie en organisatieontwerp: complexere relatie ............................................................................. 7
8.2 Voorbeeld: Air Liquide ............................................................................................................................. 7
8.3 Wisselwerking tussen elementen ............................................................................................................ 8
9. ORGANISATIEONTWERP: DIMENSIES........................................................................................................................ 8
9.1 Structurele dimensies .............................................................................................................................. 8
9.2 Organogram: ........................................................................................................................................... 9
10. OPTIMAAL ORGANISATIEONTWERP ..................................................................................................................... 10
10.1 Case: Acme en Omega (deel 1) ............................................................................................................ 10
11. TWEE “EXTREMEN” ......................................................................................................................................... 11
12. REFLECTIE HOOFDSTUK 1 .................................................................................................................................. 11
HOOFDSTUK 2: DE MECHANISTISCHE ORGANISATIEPRINCIPES (1STE EXTREME) .............................................12
1. TAYLOR ALS GRONDLEGGER (PRINCIPLES OF SCIENTIFIC MANAGEMENT) ....................................................................... 14
2. FAYOL ALS GRONDLEGGER (KLASSIEKE MANAGEMENTTHEORIE) .................................................................................. 15
3. MECHANISTISCHE ORGANISATIE: BASISMECHANISMEN .............................................................................................. 16
3.1 Functioneel mechanisme: analogie ....................................................................................................... 16
4. PALMARES VAN DE MECHANISTISCHE ORGANISATIE: FORD ALS VOORBEELD ................................................................... 17
5. EVALUATIE: STERKE PUNTEN ................................................................................................................................ 18
6.TOEPASSING: HUDSUCKER PROXY ......................................................................................................................... 18
7. MECHANISTISCHE ORGANISATIEKEUZE ................................................................................................................... 18
8. DE VOORDELEN VAN DE HIËRARCHIE...................................................................................................................... 19
9. CASE: OMEGA DEEL 2 ........................................................................................................................................ 19
10. REFLECTIEVRAGEN: GOEDE TEST VOOR BEHEREN LEERSTOF ...................................................................................... 19
HOOFDSTUK 3: DE EVOLUTIE NAAR MEER ORGANISCHE ORGANISATIEPRINCIPES ........................................20
CASE ACME EN OMEGA (DEEL 3): CONCLUSIES ........................................................................................................... 20
1. MECHANISTISCHE ORGANISATIE ONDER DRUK ......................................................................................................... 20
1.1 Verklaring: negatieve kenmerken van de mechanistische organisatiekeuze ........................................ 21
1.2 Voorbeeld: span of control .................................................................................................................... 22
1.3 Span of control ...................................................................................................................................... 22
1.4 Korte oefening ....................................................................................................................................... 23
1.5 Studies als reactie op die systeemfouten! ............................................................................................. 23
1.6 Howthorne studies (Mayo, 1927) .......................................................................................................... 23
1.7 Elton Mayo (1880-1949): human relations ........................................................................................... 24
1.8 Chester Barnard (1886-1961): “The functions of the executive” (1938) ............................................... 24
1.9 Gevolg: bewegingen om de hiërarchie in te perken .............................................................................. 25
2. NIEUWE TRENDS OF OMSTANDIGHEDEN VOOR ORGANISATIES OP VANDAAG .................................................................. 25
2.1 Globalisering ......................................................................................................................................... 25
2.2 Hypercompetitie .................................................................................................................................... 25
2.3 Nieuwe technologieën ........................................................................................................................... 25

, 2.4 Kenniseconomie .................................................................................................................................... 25
2.5 Sociale verantwoordelijkheid ................................................................................................................ 26
2.6 Gevolg ................................................................................................................................................... 26
3. CONTINGENTIETHEORIE ...................................................................................................................................... 26
3.1 Een organisatie: een open systeem ....................................................................................................... 26
3.2 T. Burns en G. Stalker (1961) ................................................................................................................. 27
3.3 Technologie → Joan Woodward ........................................................................................................... 28
3.4 Joan Woodward (1965): technologie als contingentiefactor ................................................................ 28
3.5 Taakomgeving en differentiatie (Lawrence and Lorsch, 1967) ............................................................. 31
3.6 Achtergrond: informatieverwerking ...................................................................................................... 37
3.7 Organische structuren? ......................................................................................................................... 37
3.8 Onzekerheid: extra factor: resources .................................................................................................... 37
3.9 Resource dependence theorie ............................................................................................................... 38
3.10 Domeincontrole ................................................................................................................................... 38
3.11 Sterke en zwakke punten van contingentiedenken ............................................................................. 38
4. REFLECTIE ........................................................................................................................................................ 38
HOOFDSTUK 4: COMPLEXERE CONTEXT: INTERORGANISATIONELE RELATIES ................................................39
1. INTERORGANISATIONELE RELATIES: VOORBEELDEN ................................................................................................... 39
2. DRIJFVEER: ONZEKERHEID IN DE OMGEVING ............................................................................................................ 40
3. ONDERSTEUNENDE THEORIE ................................................................................................................................ 40
4. RESOURCE DEPENDENCE THEORIE ......................................................................................................................... 41
4.1. Resource dependence ........................................................................................................................... 42
4.2. Interorganizationele strategieën voor symbiotische interdependenties .............................................. 43
4.3. Strategieën voor competitieve interdependenties ............................................................................... 44
5. STRATEGISCHE ALLIANTIES (SYMBIOTISCH EN COMPETITIEF) ....................................................................................... 45
5.1 Strategische allianties: types ................................................................................................................. 45
5.2 Strategische allianties: wettelijke vormen ............................................................................................ 46
5.3 Voorbeelden van type allianties ............................................................................................................ 47
6. COLLABORATIEVE NETWERKEN ............................................................................................................................. 49
6.1 Veranderende aard van interorganisationele relaties .......................................................................... 49
7. INSTITUTIONELE THEORIE .................................................................................................................................... 51
7.1 Institutionele omgeving: Stakeholderanalyse ....................................................................................... 51
7.2 Institutioneel perspectief en organisatieontwerp ................................................................................. 52
7.3 Institutionele gelijkaardigheid ............................................................................................................... 52
7.4 Institutionele aanpassing ...................................................................................................................... 52
8. TRANSACTIEKOSTENTHEORIE ............................................................................................................................... 53
8.1 Bronnen van transactiekosten .............................................................................................................. 53
8.2 Transactiekosten ................................................................................................................................... 53
8.3 Transactiekosten in de organisatie ....................................................................................................... 54
8.4 Transactiekostentheorie en interorganisationele relaties ..................................................................... 54
9. WIJZIGEND COMPETITIEF LANDSCHAP.................................................................................................................... 55
9.1 Organisatieontwerp en interorganisationele relaties ........................................................................... 55
HOOFDSTUK 5: ORGANISATIESTRUCTUREN EN –ONTWERP (DEEL 1) .............................................................58
1. ONTWIKKELING VAN EEN ORGANISATIESTRUCTUUR: RESTAURANT “AU PETIT FOUR” ....................................................... 58
2. ORGANOGRAM: VOORBEELD ............................................................................................................................... 61
3. INFORMATIEVERWERKEND PERSPECTIEF OP STRUCTUUR: INTEGRATIE ........................................................................... 61
4. NOOD AAN INTEGRATIE NEEMT OP VANDAAG TOE! .................................................................................................. 62
4.1 Samenvatting les 2 en 3: efficiëntie versus leren .................................................................................. 62
5. CONFIGURATIES VAN HENRY MINTZBERG (1979) ................................................................................................... 63
5.1. Mintzberg: vijf elementen/structuuronderdelen (bouwstenen) ........................................................... 63
5.2. Coördinatiemechanismen (Mintzberg) ................................................................................................. 64
5.3. Organisatieconfiguraties (Mintzberg) .................................................................................................. 65
6. REFLECTIE ........................................................................................................................................................ 65
HOOFDSTUK 6: ORGANISATIESTRUCTUREN EN –ONTWERP (DEEL 2) .............................................................66

, 1A. MACHINEORGANISATIE (MINTZBERG) ................................................................................................................. 67
1a.1 Sterktes en zwaktes van de machineorganisatie ................................................................................ 67
1B. FUNCTIONELE STRUCTUUR (F-GROUPING) ............................................................................................................ 68
1b.1 Voorbeeld McBride .............................................................................................................................. 69
1b.2 Sterktes en zwaktes van de functionele structuur (volgens organogram) .......................................... 69
Georgia inc. Case study ............................................................................................................................... 70
1b.3 Integratiemechanismen binnen functionele organisatiestructuur (oplossingen) ............................... 70
1b.4 Samenvatting van de oplossingen en de moeilijkheidsgraad voor F-Grouping .................................. 71
Oplossingen voor Georgia Inc. Case: ........................................................................................................... 71
2A. DIVISIESTRUCTUUR (MINTZBERG) ....................................................................................................................... 72
2a.1 Sterktes en zwaktes van de divisiestructuur (Mintzberg) .................................................................... 72
2B. INTEGRATIE VIA DIVISIESTRUCTUUR ..................................................................................................................... 73
2b.1 Divisie naar product (P-grouping = product-grouping) ....................................................................... 73
2b.2 Divisie naar klant (M-grouping = Market-grouping) ........................................................................... 74
2b.3 Divisie naar regio (G-grouping = Geopraphic grouping)) .................................................................... 74
2b.4 Integratie via divisiestructuur ............................................................................................................. 74
Georgia Inc. Case ......................................................................................................................................... 75
3A. ADHOCRATIE (MINTZBERG) ............................................................................................................................... 76
3a.1 Sterktes en zwaktes van Adhocratie.................................................................................................... 76
3B. INTEGRATIE VAN ADHOCRATIE............................................................................................................................ 77
3b.1 Integratie via projectstructuur ............................................................................................................ 77
3b.2 Multifocused grouping: matrixstructuur ............................................................................................. 78
Georgia Inc. ................................................................................................................................................. 79
4. MULTIFOCUSED GROUPING: HYBRIDE STRUCTUUR ................................................................................................... 80
Georgia Inc. ................................................................................................................................................. 80
5. HORIZONTALE STRUCTUUR .................................................................................................................................. 81
5.1 Voorbeeld .............................................................................................................................................. 81
6. VIRTUELE NETWERKSTRUCTUUR ........................................................................................................................... 82
6.1 Outsourcing: definitie ............................................................................................................................ 82
6.2 Outsourcing versus offshoring ............................................................................................................... 82
6.3 Criteria van outsourcing ........................................................................................................................ 82
6.4 Enkele drijfveren voor outsourcing ........................................................................................................ 82
7. EENVOUDIGE STRUCTUUR (MINTZBERG) ................................................................................................................ 83
7.1 Sterktes en zwaktes van de eenvoudige structuur ................................................................................ 83
8. PROFESSIONELE ORGANISATIE (MINTZBERG) = PROFESSIONELE BUREAUCRATIE ............................................................. 83
8.1 Sterktes en zwaktes van de professionele organisatie .......................................................................... 83
9. ORGANISATIEONTWERP TOEGEPAST ...................................................................................................................... 84
9.1 Toepassing 1.......................................................................................................................................... 85
9.2 Toepassing 2.......................................................................................................................................... 85
9.3 Toepassing 3.......................................................................................................................................... 86
9.4 Toepassing 4.......................................................................................................................................... 86
9.5 Toepassing 5.......................................................................................................................................... 87
9.6 Toepassing 6.......................................................................................................................................... 87
9.7 Toepassing 7.......................................................................................................................................... 88
9.8 Toepassing 8.......................................................................................................................................... 88
9.9 Toepassing 9.......................................................................................................................................... 89
HOOFDSTUK 7: INTERNATIONAAL ORGANISEREN ..........................................................................................90
1. ORGANISATIONELE UITDAGING ............................................................................................................................ 91
2. INTERNATIONALE STRATEGIE ................................................................................................................................ 91
3. STRUCTUUR EN STRATEGIE .................................................................................................................................. 92
3.1 Internationale organisatiestructuur ...................................................................................................... 92
3.2 Globale matrixstructuur ........................................................................................................................ 93
4. REFLECTIE ........................................................................................................................................................ 93
HOOFDSTUK 8: CONTROLE, JOBDESIGN EN PERSONEELSSYSTEMEN ..............................................................94
1. WAT IS CONTROLE? ........................................................................................................................................... 94

, 1.1 Prospectieve en reactieve controle........................................................................................................ 95
1.2 Een actueel voorbeeld: COVID contactopsporing .................................................................................. 95
2. CONTROLE EN MACHT ........................................................................................................................................ 96
3. INSPIRATIEBRONNEN VOOR CONTROLE................................................................................................................... 96
3.1 Jeremy Bentham .................................................................................................................................... 96
3.2 Mary Parker Follett – Dynamic Administration (1941) ......................................................................... 96
4. CONTROLESTRATEGIEËN ..................................................................................................................................... 97
4.1 Ouchi (1979, 1980) ................................................................................................................................ 97
4.2 Burton et al. (2012) ............................................................................................................................... 97
4.3 Child’s (2005) controlestrategieën ........................................................................................................ 98
5. VIDEOCASE: DISNEY CORP ............................................................................................................................. 102
6. CONTROLE: HOE? ............................................................................................................................................ 102
7. CONTINGENTIEFACTOREN VOOR CONTROLESTRATEGIEËN ........................................................................................ 103
8. KRITIEKEN OP CONTROLE .................................................................................................................................. 103
8.1 Kritiek op conventionele ideeën over controle .................................................................................... 103
8.2 Kritiek op nieuwe ideeën over controle ............................................................................................... 103
9. JOBDESIGN..................................................................................................................................................... 104
9.1 Ergonomie en jobanalyse .................................................................................................................... 104
9.2 Hackman & Oldham (1975) ................................................................................................................. 105
9.3 Voorbeelden van jobkenmerken .......................................................................................................... 105
9.4 Jobontwerp – Hackman & Oldham ..................................................................................................... 106
9.5 Verbetering van taakinhoud................................................................................................................ 106
9.6 Jobontwerp: scientific management vs taakverrijking ........................................................................ 108
10. PERSONEELSSYSTEMEN ................................................................................................................................... 109
10.1 BINDEN .............................................................................................................................................. 109
10.2 DISCIPLINE ......................................................................................................................................... 109
10.3 HYBRIDE ............................................................................................................................................ 109
10.4 ONGESTRUCTUREERD ....................................................................................................................... 109
11. SOCIAL INFORMATION PROCESSING (SIP) EN DEJOBBING ....................................................................................... 110
11.1 Jobcrafting......................................................................................................................................... 110
12. ROSSI COMPANY CASE ................................................................................................................................... 110
13. REFLECTIE .................................................................................................................................................... 112
14. CASE: PHARCHEM DEEL 1: .............................................................................................................................. 113
HOOFDSTUK 9: INNOVATIE, VERANDERING EN LEREN ................................................................................. 115
1. WAT IS ORGANISATIONELE VERANDERING?........................................................................................................... 115
2. KRACHTEN VOOR VERANDERING ......................................................................................................................... 116
2.1 Omgevingskrachten tot verandering................................................................................................... 116
2.2 Productlevenscyclus (PLC) ................................................................................................................... 116
2.3 Populatie-ecologie ............................................................................................................................... 117
3. KARAKTERISTIEKEN VAN VERANDERING ................................................................................................................ 119
3.1 Organisatieleren: niveaus ................................................................................................................... 119
3.2 Incrementele verandering vs. radicale verandering: illustratie via de technologiecyclus ................... 120
3.3 Verandering versus innovatie .............................................................................................................. 121
3.4 Verandering: types .............................................................................................................................. 121
3.5 March (1991): exploratie-exploitatieparadox ..................................................................................... 123
3.6 Het belang van snelheid ...................................................................................................................... 123
4. BELEMMERINGEN VOOR VERANDERING ............................................................................................................... 124
4.1 Valkuilen voor radicale innovatie (‘traps’) (Ahuja & Lampert, 2001) .................................................. 124
5. ELEMENTEN VAN SUCCESVOLLE VERANDERING ...................................................................................................... 125
5.1 Interne mijlpalen ................................................................................................................................. 125
5.2 Horizontaal coördinatiemodel voor innovatie ..................................................................................... 126
5.3 Innovatiesucces ................................................................................................................................... 126
6. VIDEOCASE: 3M: DE POST-IT’S ....................................................................................................................... 126
7. VEREISTEN VOOR ORGANISATIELEREN .................................................................................................................. 127
7.1 Vereisten voor organisatieleren: Leiderschap ..................................................................................... 127
7.2 Vereisten voor organisatieleren: Organisatiekenmerken .................................................................... 128

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

Guaranteed quality through customer reviews

Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.

Quick and easy check-out

Quick and easy check-out

You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.

Focus on what matters

Focus on what matters

Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!

Frequently asked questions

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

Satisfaction guarantee: how does it work?

Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.

Who am I buying these notes from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller quintendemuytere. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $6.87. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

52510 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 14 years now

Start selling
$6.87
  • (0)
Add to cart
Added