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Organisatie-en-mens Maes Johan Handelswetenschappen Samenvatting
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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
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