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Samenvatting Organisatie en Management
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ORGANISATIE EN MANAGEMENT:THEORIE & CASES
INHOUD
1. Introductie tot management en organisaties ................................................................................................. 6
Inleidend overzicht .............................................................................................................................................. 6
Wat is management? .......................................................................................................................................... 7
Wat is management? ...................................................................................................................................... 7
Wat doen managers? ...................................................................................................................................... 7
Wat zijn de belangrijkste kwaliteiten van een manager? ............................................................................... 7
2. Organisaties en organiseren ........................................................................................................................... 9
Wat is een organisatie? ....................................................................................................................................... 9
Definitie Schein ............................................................................................................................................... 9
Wat is de purpose van een organisatie? ......................................................................................................... 9
Waarom organisaties bestaan ........................................................................................................................ 9
Purpose, missie, visie, goals .......................................................................................................................... 10
Structuur ........................................................................................................................................................... 10
Definitie Schein ............................................................................................................................................. 10
Formele stuctuur ........................................................................................................................................... 10
Informele structuur ....................................................................................................................................... 11
Formele vs informele organisatie.................................................................................................................. 11
Organisaties in relatie tot anderen ............................................................................................................... 11
Organisaties: de omgeving ............................................................................................................................ 12
Evolutie van het organisatiedenken .................................................................................................................. 12
Heruitvinden van organisaties ...................................................................................................................... 12
Verschillende stadia – Laloux cultural model ................................................................................................ 13
De organisatie van de toekomst ....................................................................................................................... 15
3. Management en managing ........................................................................................................................... 16
Wat is management & wat is een manager? .................................................................................................... 16
Management ................................................................................................................................................. 16
Wat is een Manager? .................................................................................................................................... 16
Management volgens Mintzberg ...................................................................................................................... 17
Rollen van een manager volgens Mintzberg ................................................................................................. 18
De paradox van managen ............................................................................................................................. 19
Evolutie van het management modellen .......................................................................................................... 19
1
, Taylorisme – Scientific Management ............................................................................................................ 19
Max Weber/ Henri Fayol - bureaucratie ....................................................................................................... 20
4 industriële revoluties ................................................................................................................................. 20
Historische achtergrond van management ....................................................................................................... 21
Historische achtergrond ................................................................................................................................ 21
Klassieke benadering..................................................................................................................................... 21
Kwantitatieve aanpak van management....................................................................................................... 23
Gedragsbenadering ....................................................................................................................................... 24
Hedendaagse benaderingen ......................................................................................................................... 24
4. Organisatiestructuren en agility .................................................................................................................... 26
Ontwerpen van organisatiestructuren .............................................................................................................. 26
Taakspecialisatie – Taylor.............................................................................................................................. 26
Taakcoördinatie ............................................................................................................................................ 27
Hiërarchie ...................................................................................................................................................... 28
Span of control .............................................................................................................................................. 29
Centralisatie en Decentralisatie .................................................................................................................... 30
Formalisering................................................................................................................................................. 30
De organisatiestructuur .................................................................................................................................... 31
Agility ............................................................................................................................................................ 31
Mechanische of organische organisatie ........................................................................................................ 31
De vijf kenmerken van wendbare organisaties McKinsey ............................................................................. 32
Strategie en structuur ................................................................................................................................... 33
Algemene organisatiestructuren....................................................................................................................... 34
Klassieke structuren ...................................................................................................................................... 34
Hedendaagse organisatiestructuren ............................................................................................................. 34
Algemene organisaties .................................................................................................................................. 35
Uitdagingen voor organisatieontwerp .......................................................................................................... 36
H5: Strategisch management ................................................................................................................................ 38
Het belang van strategisch management ......................................................................................................... 38
Het strategisch managementproces ................................................................................................................. 38
De externe omgeving ........................................................................................................................................ 40
De algemene omgeving ................................................................................................................................. 41
De invloed van de omgeving op strategische keuzes .................................................................................... 41
Matrix van onzekerheid in de omgeving ....................................................................................................... 42
De interne omgeving ..................................................................................................................................... 42
Soorten organisatiestrategieën ......................................................................................................................... 42
Concernstrategie ........................................................................................................................................... 42
2
, Concurrentievoordeel ................................................................................................................................... 44
Waardestrategieën van Tracy en Wiersema (1995)...................................................................................... 44
Strategie op functioneel niveau .................................................................................................................... 45
Strategisch management in de huidige omgeving ............................................................................................ 45
E-business...................................................................................................................................................... 45
Big data als strategisch wapen ...................................................................................................................... 45
H6. Organisatieverandering .................................................................................................................................. 46
Wat is organisatieverandering? ........................................................................................................................ 46
Wat is verandering? ...................................................................................................................................... 46
Wat is verandering? ...................................................................................................................................... 47
Twee zienswijzen .......................................................................................................................................... 47
Weerstand bij verandering ............................................................................................................................... 49
To change or not to change?......................................................................................................................... 49
De Kübler-Ross veranderingscurve ............................................................................................................... 49
Het DAD fenomeen ....................................................................................................................................... 50
Performantie van veranderingsprogramma’s ............................................................................................... 50
Hoe omgaan met weerstand? ....................................................................................................................... 50
Case Philip Morris International........................................................................................................................ 51
Philip Morris international ............................................................................................................................ 51
Transformeren voor altijd - Challenges ......................................................................................................... 51
H7. Besluitvormingsprocessen in organisaties ...................................................................................................... 54
Het rationeel besluitvormingsproces ................................................................................................................ 54
Rationeel besluitvormingsproces .................................................................................................................. 54
Bounded rationality en intuïtie ......................................................................................................................... 57
Bounded rationality ...................................................................................................................................... 57
Intuïtieve besluitvorming .............................................................................................................................. 57
De “Somatic Marker” hypothese .................................................................................................................. 57
Systeem 1 en systeem 2 – Kahneman ........................................................................................................... 58
Type problemen en besluitvorming .................................................................................................................. 58
Eenvoudige problemen ................................................................................................................................. 58
Ingewikkelde problemen ............................................................................................................................... 59
Complexe problemen .................................................................................................................................... 59
Chaotische problemen .................................................................................................................................. 59
Stijl van besluitvorming ..................................................................................................................................... 60
Dimensies van beslisstijlen ............................................................................................................................ 60
Vertekening en fouten in besluitvorming ......................................................................................................... 60
Veel voorkomende fouten en vertekeningen in besluitvorming .................................................................. 60
3
, ‘Debiasing’ van een onderneming................................................................................................................. 61
H8. Organisatiecultuur .......................................................................................................................................... 63
Wat is organisatiecultuur? ................................................................................................................................ 63
Hoe ontstaat een organisatiecultuur? .......................................................................................................... 63
Hoe werknemers zich een cultuur eigen maken ........................................................................................... 64
Case Bombardier (lezen voor examen!) ........................................................................................................ 65
Het belang van organisatiecultuur .................................................................................................................... 65
Organisatiecultuur en management taken ................................................................................................... 66
Cultuur als risico ............................................................................................................................................ 66
Sterke versus zwakke culturen ...................................................................................................................... 66
Geert Hofstede’s Culture's Consequences (1982) ........................................................................................ 67
Het concurrerende waarden model & Organizational Culture Assessment Instrument (OCAI) ....................... 68
Het concurrerende waarden model .............................................................................................................. 68
Organizational Culture Assessment Instrument (OCAI) ................................................................................ 68
Dynamische aard van organisatiecultuur ...................................................................................................... 70
H9. Leiderschap in organisaties ............................................................................................................................ 72
Defining leadership ........................................................................................................................................... 72
Klassieke benadering – als leider word je geboren ........................................................................................... 72
Vroeg leiderschapsonderzoek (vóór 1950) ................................................................................................... 72
Recenter onderzoek ...................................................................................................................................... 72
Leiders kunnen getrained worden ................................................................................................................ 72
SL paradigma ................................................................................................................................................. 73
Evolutie in leiderschap .................................................................................................................................. 74
Recente benaderingen – gedeeld leiderschap .................................................................................................. 75
5 leiderschapsrollen ...................................................................................................................................... 75
Verticaal vs gedeeld leiderschap ................................................................................................................... 77
Shift op 4 levels ............................................................................................................................................. 77
Authentiek leiderschap ................................................................................................................................. 77
Paradox inspired ........................................................................................................................................... 78
Paradigmaverschuivingen in leiderschapstheorieën ........................................................................................ 78
Wat determineert de identiteit van de leider ............................................................................................... 78
Onderwijzen van leiderschapsontwikkeling (vs leiderschap) ........................................................................ 79
H10. Network Governance .................................................................................................................................... 80
Denken en spreken in netwerken (definities en terminologie) ........................................................................ 80
Wat zijn organisatienetwerken? ................................................................................................................... 80
Waarom zou je een organisatienetwerk inzetten? ....................................................................................... 81
Hoe werken organisatienetwerken? ............................................................................................................. 82
4
, Basismodel netwerkbestuur Provan & Kenis (2008) ......................................................................................... 83
The network governance stance ................................................................................................................... 83
Herziening basismodel (van den Oord et al., 2023) .......................................................................................... 85
H11. Crisis Governance in organisaties ................................................................................................................. 88
Wat is crisis?...................................................................................................................................................... 88
Een event of een proces? .................................................................................................................................. 88
Visies ............................................................................................................................................................. 88
Crisis als een complex proces ........................................................................................................................ 89
Turbulente omgeving .................................................................................................................................... 89
Wat is crisis management? ............................................................................................................................... 90
Verschilt dit bij een crisisorganisatie? ........................................................................................................... 91
Beslissingen nemen onder extreme druk ...................................................................................................... 91
The universal problem of management ........................................................................................................ 91
Crisismanagement steunt op 4 pijlers ........................................................................................................... 92
Met welk probleem worden we geconfronteerd? ........................................................................................ 93
Wat is crisis governance? .................................................................................................................................. 93
Turbulentie .................................................................................................................................................... 94
Uitdagingen ................................................................................................................................................... 94
5
, 1. INTRODUCTIE TOT MANAGEMENT EN ORGANISATIES
Organisatie is een levend organisme dat voortdurend in beweging is
Systems thinking: kijken naar systemen en linken binnen het systeem
die ervoor zorgen dat het systeem beweegt
Chaos: normaal iets, chaos komt eerder voor dat een perfecte
wereld
INLEIDEND OVERZICHT
Een paradoxaan perspectief: twee zaken met elkaar proberen laten verzoenen. We gaan voor resilian om meer
weerbaar te zijn, meer buffers aanleggen.
Operational excellence: buffers verwijderen
Managing objectives
Doelstellingen
• Vaag formuleren
o Soepel maken
• Scherp formuleren
o Goal-oriented
Motivatie
• Intrinsiek: komt uit de persoon zelf
• Extrinsiek: motivatie die niet uit jezelf komt zoals bonus
Beslissingen
• Hiërarchisch
• Collectief
Innovatieomgeving: 6 paradoxen in omgeving die bezig is met continue innovatie
• Per individu of collectief?
• Improvisatie vs structuur
o Mag improvisatie volop ontwikkelen
o Te veel structuur -> kan creativiteit belemmeren
6
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