Summary
Samenvatting Organisatie en Management
- Module
- Institution
Samenvatting van de theorie aan bod gekomen in de les.
[Show more]
Seller
Follow
MarieVincke
Reviews received
Content preview
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
The benefits of buying summaries with Stuvia:
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
You can quickly pay through credit card for the summaries. There is no membership needed.
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 MarieVincke. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for £5.56. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
64438 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy revision notes and other study material for 14 years now