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Summary Introduction to Management and Organising 24/25 $7.80
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  7. Introduction to managing and organising (1212TEWBDK)

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Summary Introduction to Management and Organising 24/25
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  • Module
  • Introduction to managing and organising (1212TEWBDK)
  • Institution
  • Universiteit Antwerpen (UA)

Complete summary of introduction to management and organising from the year 24/25 for 2nd bachelor Handelsingenieur, TEW and SEW from prof Steffi Weill. The summary includes all lessons from the syllabus.

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Document information

  • December 19, 2024
  • 54
  • 2024/2025
  • Summary

Subjects

  • managing and organising
  • summary
  • samenvatting
  • introduction to managing and organizing
  • introduction to management and organising

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  • Universiteit Antwerpen (UA)
  • Handelsingenieur
  • Introduction to managing and organising (1212TEWBDK)
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PART 1: Managing people in
organization
LESSON 1 & 2: Managing and organizing
(CHAPTER 1)
Managing & managerialism
= making sense of managing (as: set of assumptions, concepts,
practices  way of viewing reality)
Managerialism = justifies application of one-dimensional
managerial techniques  necessary to run public institutions
and society as corporations


Making sense of managing
Management = process of communicating, coordinating and
accomplishing action in pursuit of organizational objectives
- Managing collaborative relationships w/ stakeholders,
technologies, … (in and between organizations)
- Managing relationships with employees, suppliers,
customers, …
Management =/= neutral activity
- Not just considered of its capacity to deliver objective
gains in efficiency
- Not just the goals
- Not just a capacity you can learn
<-> also socio-political activity (adhere to societal, political and
ethical responsibilities)


Sensemaking
= process  individuals and groups give meaning to smth,
explain confusing/unexpected events

,how organization should be = modelled
 top management teams set a common frame, so that
other members can make common sense of the
organization
We are constantly making sense (rationalizing new info,
knowledge, events)
 past experiences inform the present
BE CRITICAL: e.g. leaders abuse power to convert incorrect
messages  they get a lot of people into their story (bc of
their power)


Managing in a complex world
one size fits all management does not work
 no longer rely on hierarchy and nominal roles
managing became more difficult, political, challenging endeavor
 people work in complex organizations
 managers: understand human complexity


Sensemaking and framing
Managerial process: sense-making, -giving, -breaking
 manager role: frame the sense that others have of the roles
in organization (framing is must bc organizations change)
l-> managing is discursive (issuing orders, making
suggestions, framing, …


Managing and framing
Sensemaking is made through
- Language and concepts you use
- Cues that prompt you to make sense

, different people can make different sense from same cues
Framing
 a frame defines what is relevant  managing = differentiate
between relevant and irrelevant
= creations of devices that assign meaning to organizational
situations
= use of metaphors, repetition of story, articulation of slogans,
material creation of artefacts  highlight particular
organizational issues
 occurs through sense-making, -giving, -breaking




Managerial rationality
Managerialism
= portrays management for solution for everything (one size
fits all), management has the answer for all our problems
= combines management tools and knowledge to establish
itself in organization  deprive everyone from all decision-
making power (exclusion of different perspectives)
= justifies application of one-dimensional managerial
techniques to run public institutions and society as corporations
Managerialism = managers arguing that they can make
decisions based on their managerial competence
 NO: management goes beyond managing financial capital


Managerial rationality = managerialism as an ideology (rational
approach to management)
= rationality is always contextually and cognitively limited
(bounded rationality)

, - managing and organizations are constantly changing 
resistance of change in managerialism
- rational manager never has Sperfect knowledge of
situations
- using reasoning and data to find best solution
- focus on optimizing resources, processes and outcomes
- seeking to achieve efficiency, consistency and
predictability




Digital organization
The digital age
Digital tech and growing international  increasing
globalization
<-> also pressure deglobalization (trade wars, pandemics, …)
Contemporary competition = less traditional comparative
advantages, as a result of:
 factor endowment = competitive advantages form e.g. being
close to raw materials, innovation
Fourth industrial revolution: algorithmic innovation, gig
economy, digital nomads, working from home


Managing technological change
- Responsive organization: employees w/ great problem
solving instead of referring to higher authority
- New tech: premium to flexible, timely approach to
customer requirements
- Hardware  software


Digitalization (of organization)

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