ORGANISATIEMANAGEMENT
H1 - EEN BLIK OP DE GESCHIEDENIS
DE RATIONELE BENADERING ................................................................................................................................ 4
CONTEXT ........................................................................................................................................................................ 4
TAYLORISME .................................................................................................................................................................... 4
Scientific management ............................................................................................................................................. 4
Ford ......................................................................................................................................................................... 4
implementatie in organisatie ..................................................................................................................................... 4
kritiek ....................................................................................................................................................................... 5
oplossing voor kritiek ................................................................................................................................................ 5
FAYOL ............................................................................................................................................................................ 6
5 basistaken van management .................................................................................................................................. 6
14 basisprincipes ..................................................................................................................................................... 7
TAYLOR VS FAYOL ............................................................................................................................................................ 7
VERDER DAN DE RATIONELE BENADERING ........................................................................................................... 8
BARNARD ....................................................................................................................................................................... 8
SIMON........................................................................................................................................................................... 8
HUMAN RELATIONS-BEWEGING ........................................................................................................................... 9
HAWTHORNE STUDIES DOOR MAYO ....................................................................................................................................... 9
fasen van de studies ................................................................................................................................................. 9
Hawthorne-effect .................................................................................................................................................... 9
HUMAN FACTOR DOOR MARY FOLLET ..................................................................................................................................... 9
THEORIE X EN THEORIE Y DOOR MCGREGOR ........................................................................................................................ 10
ALTERNATIEVE THEORETISCHE SCHOLEN........................................................................................................... 10
WAAR HALEN WE DE MOSTERD .......................................................................................................................... 11
ANALYTISCH RAAMWERK................................................................................................................................................... 11
EVIDENCE BASED MANAGEMENT ......................................................................................................................................... 11
uitdagingen............................................................................................................................................................. 11
basisprincipes ........................................................................................................................................................ 11
H2 - DE MEDEWERKER IN DE ORGANISATIE
PERSOONLIJKHEID VAN DE MEDEWERKER.......................................................................................................... 12
P-O FIT EN P-J FIT ........................................................................................................................................................... 12
MBTI-MODEL: PERSOONLIJKHEIDSTEST ............................................................................................................................... 12
BIG FIVE: PERSOONLIJKHEIDSDIMENSIES .............................................................................................................................. 12
PERSOONLIJKHEIDSPSYCHOLOGIE : VERBAND TUSSEN KARAKTER EN LOOPBAAN ............................................................................ 12
ONDERZOEK NAAR PERSOONLIJKHEID .................................................................................................................................. 13
HET ZELFCONCEPT VAN DE INDIVIDU ................................................................................................................. 14
ZELFVERTROUWEN (SELF-ESTEEM) ...................................................................................................................................... 14
ZELFEFFECTIVITEIT (SELF-EFFICACY) .................................................................................................................................... 14
ZELFMONITORING (SELF-MONITORING) ................................................................................................................................ 14
LOCUS OF CONTROL ........................................................................................................................................................ 14
WAARDEN EN GEDRAG (ATTITUDES) ................................................................................................................... 15
WAARDEN ..................................................................................................................................................................... 15
wat zijn waarden ..................................................................................................................................................... 15
waarden volgens Rokeach (psycholoog) ................................................................................................................. 15
waarden volgens Schwartz (auteur) ........................................................................................................................ 15
ATTITUDES .................................................................................................................................................................... 16
wat zijn attitudes..................................................................................................................................................... 16
consistentie van attitudes ....................................................................................................................................... 16
gedrag en attitude ................................................................................................................................................... 16
jobattitudes ............................................................................................................................................................ 16
LEIDERSCHAPSKENMERKEN .............................................................................................................................. 17
, LEIDERSCHAP EN CHARISMA .............................................................................................................................................. 17
LEIDERSCHAP – MANAGEMENT ........................................................................................................................................... 17
CHARISMATISCH LEIDERSCHAP .......................................................................................................................................... 17
IDEALE EIGENSCHAPPEN VOOR EEN MANAGER ....................................................................................................................... 18
trait-theorie ............................................................................................................................................................ 18
behaviour and style approach ................................................................................................................................. 18
IDEALE EIGENSCHAPPEN VOOR EEN LEIDER BESTAAN NIET, OMGEVINGSFACTOREN WEL .................................................................. 19
contingentietheorie van Fiedler .............................................................................................................................. 19
situationeel leiderschap van Hersey en Blanchard ................................................................................................. 19
TRANSFORMATIONEEL EN TRANSACTIONEEL LEIDERSCHAP ....................................................................................................... 19
GELUK EN WELZIJN VAN DE MEDEWERKER ......................................................................................................... 20
GELUK - FLOW EN WELZIJN ................................................................................................................................................ 20
RELATIE HRM – PRESTATIES - MEDEWERKER.......................................................................................................................... 21
MINDFULNESS ................................................................................................................................................... 22
WAT IS MINDFULNESS ...................................................................................................................................................... 22
ONDERZOEK NAAR MINDFULNESS ....................................................................................................................................... 22
KRITIEKEN OP MINDFULNESS ............................................................................................................................................. 22
H3 - GROEPEN EN TEAMS IN ORGANISATIES
INLEIDING ......................................................................................................................................................... 23
GROEPEN EN TEAMS .......................................................................................................................................... 23
GROEPEN .......................................................................................................................................................... 24
FORMELE EN INFORMELE GROEPEN ..................................................................................................................................... 24
SAMENSTELLING EFFECTIEVE GROEP ................................................................................................................................... 24
UITDAGINGEN EN GEVAREN ............................................................................................................................................... 25
OPLOSSINGEN ............................................................................................................................................................... 25
TEAMS ............................................................................................................................................................... 26
SAMENSTELLING VAN EFFECTIEF TEAM ................................................................................................................................. 26
WORKTEAMS.................................................................................................................................................................. 26
VIRTUELE TEAMS ............................................................................................................................................................. 27
SUCCES VAN TEAMS ........................................................................................................................................................ 27
SOORTEN TEAMS............................................................................................................................................................. 27
ZELFSTURENDE TEAMS ..................................................................................................................................................... 27
TEAMLEERGEDRAG – TEAMWORK ........................................................................................................................................ 28
ROL VAN TEAMLEIDER ...................................................................................................................................................... 28
IMPACT VAN SAMENWERKING OP PRESTATIE .......................................................................................................................... 28
KRACHT VAN MENTORSHIP ................................................................................................................................................ 28
CONFLICTEN BIJ TEAMWORK .............................................................................................................................................. 28
H4 - ORGANISATIECULTUUR, -STRUCTUUR EN - KLIMAAT
INLEIDING ..................................................................................................................................................................... 23
ORGANISATIESTRUCTUUR.................................................................................................................................. 29
INLEIDING ..................................................................................................................................................................... 29
BEPALENDE ELEMENTEN VAN STRUCTUUR ............................................................................................................................. 29
1. specialisatie ................................................................................................................................................ 29
2. departementalisatie = groepering van taken ................................................................................................. 29
3. chain of command = de hiërarchische gezagslijn .......................................................................................... 30
4. span of control = reikwijdte van beheer ......................................................................................................... 30
5. centralisatie en decentralisatie .................................................................................................................... 31
6. formalisering................................................................................................................................................ 31
7. boundary spanning ...................................................................................................................................... 31
MINTZBERG : DE 5 BASISTAKEN VAN EEN ORGANISATIE ............................................................................................................ 32
MINTZBERG: DE 7 ORGANISATIETYPES ONDERSCHEIDEN ZICH VAN DE 6 COÖRDINATIEMECHANISMEN................................................ 32
ORGANISATIEDESIGN ....................................................................................................................................................... 33
structurele en contextuele dimensies ..................................................................................................................... 33
open en gesloten systemen .................................................................................................................................... 33
bureaucratische organisate .................................................................................................................................... 33
, contingentietheorie ................................................................................................................................................ 33
matrixstructuur ....................................................................................................................................................... 34
invloed van omgeving.............................................................................................................................................. 34
structuur die fit met omgevingskenmerken .............................................................................................................. 34
structure follows strategy........................................................................................................................................ 35
strategische dimensies....................................................................................................................................................... 35
typologie van de strategie: Miles en Snow ........................................................................................................................... 35
technologie ............................................................................................................................................................ 36
Joan Woodward ................................................................................................................................................................ 36
James Thomson ................................................................................................................................................................ 36
Charles Perrow ................................................................................................................................................................. 36
ORGANISATIECULTUUR ...................................................................................................................................... 37
organisatiecultuur .................................................................................................................................................. 37
soorten organisatiecultuur ...................................................................................................................................... 37
ORGANISATIEKLIMAAT ....................................................................................................................................... 38
Karasek: job demands-control model (JD-C-model) ............................................................................................... 38
Demerouti: job demands-resources model (JD-r-model) ........................................................................................ 39
motivatieproces ................................................................................................................................................................. 39
energetische stressproces.................................................................................................................................................. 39
buffereffect .................................................................................................................................................................... 39
versterkend effect .......................................................................................................................................................... 39
job crafting ........................................................................................................................................................................ 40
multilevel JD-R model ......................................................................................................................................................... 40
red-tape vermijden ............................................................................................................................................................. 40
BURN-OUT .................................................................................................................................................................... 41
wat is burn-out ................................................................................................................................................................... 41
burnout assessment tool .................................................................................................................................................... 41
copeningstrategieën om met stressoren om te gaan ............................................................................................................ 41
H5 - PERFORMANTIEMANAGEMENT
INLEIDING ......................................................................................................................................................... 42
ORGANISATIONELE PERFORMANCEMANAGEMENTSYSTEMEN............................................................................. 43
the balanced scorecard – Kaplan & Norton ............................................................................................................ 43
valkuilen bij de implementatie van BSC in de organisatie ......................................................................................... 43
TEAM/DEPARTEMENT/AFDELING PERFORMANCEMANAGEMENTSYSTEMEN ......................................................... 44
EMPLOYEE-PERFORMANCEMANGEMENTSYSTEEM ............................................................................................. 44
PERFORMANCEMANAGEMENTCYCLUS ................................................................................................................................. 44
KENMERKEN VAN EEN PERFORMANCEMANAGEMENTSYSTEEM .................................................................................................... 46
H6 - UITDAGINGEN
VERANDERENDE WERELD .................................................................................................................................. 47
VUCA-WERELD ............................................................................................................................................................... 47
VERANDERING ............................................................................................................................................................... 47
soorten verandering ................................................................................................................................................ 47
verandering volgens Lewin ..................................................................................................................................... 47
verandering volgens Kottler .................................................................................................................................... 47
onderzoek naar verandering .................................................................................................................................... 47
DIGITALISERING EN TECHNOLOGIE .................................................................................................................... 48
DIVERSITEIT ....................................................................................................................................................... 49
STEREOTYPES ................................................................................................................................................................ 49
GESLACHT EN LEIDERSCHAP .............................................................................................................................................. 49
GENERATIES ...................................................................................................................................................... 50
EMPLOYABILITY EN DUURZAME INZETBAARHEID VAN MEDEWERKERS................................................................. 50
EMPLOYABILITY .............................................................................................................................................................. 50
DUURZAME INZETBAARHEID ............................................................................................................................................... 50
, H1 - EEN BLIK OP DE GESCHIEDENIS
DE RATIONELE BENADERING
Sociologen Karl Marx, Emile Durkheim en Max Weber bestudeerden in de 19de eeuw de implicaties van de verschuiving van het
feodalisme naar het kapitalisme en de transitie van een agrarische naar een stedelijke samenleving.
- Marx: bestudeerde de ‘working class’
- Durkheim: analyseerde het verlies van solidariteit in een nieuwe samenleving
- Weber: bestudeerde de werking van organisaties en het gedrag van de mensen erin
CONTEXT
- fabrieken werden groter, stoommachines, scheikundige kennis, ontginning steenkool ► staalproductie ►
machinebouw en mechanisatie
- elektriciteit verbeterde ►betere verlichting en elektromotoren
- moderne oliewinning op grote schaal
NIEUWE PRODUCTEN VOOR EEN NIEUWE CONSUMENT!
TAYLORISME
SCIENTIFIC MANAGEMENT
scientific management: wetenschappelijke benadering van management
waarbij alle taken geanalyseerd, geroutiniseerd en gestandaardiseerd worden
via tijd- en beweginsstudies
One Best Way: enige juiste en gestandaardiseerde manier om taken uit te voeren
FORD
Taylor ging na deze ervaring werken als adviseur bij Henry Ford, die toen vliegtuigwielen produceerde.
Ford begon dan iets later Ford Motor Company en ging als een van de eersten seriewagens in massaproductiete
produceren. Taylor werkte mee aan het productiesysteem van de legendarische Ford Model T, hij standaardiseerde het
werk, de gereedschappen en onderdelen optimaal.
Ford voerde de rationalisatie door en optimaliseerde de lopende band (assembly line), waardoor de aankoopprijs steeds
kon dalen en de arbeiders een hoger loon kregen → verhoging koopkracht arbeiders dieop hun beurt ook consument
werden (van andere producten)
IMPLEMENTATIE IN ORGANISATIE
- hoger rendement
- standaardisatie van producten en handelingen
- routine en opsplitsing → ook ongeschoolden en jongeren konden hier werken
- “workers only work” (denken is voor managers)
- optimalisatie gehanteerde gereedschappen
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