Organizational Theory, Design, and Change: Global Edition
Samenvatting voor de midterm (deeltoets) van het vak Organisatie en Technologie voor de bachelor Bedrijfskunde aan de Rijksuniversiteit Groningen voor het jaar . In de samenvatting zijn zowel de powerpoints van de hoorcolleges als het boek (Organizational Theory, Design and Change) verwerkt. De sam...
(HER)TENTAMEN/ EXAM: Organizational Theory & Design (OTD) for Pre-MSc
Summary Organizational Theory, Design, and Change - Organizational Structure
Samenvatting Organizational Theory, Design, and Change - Organizational Structure (EBP670C05)
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Rijksuniversiteit Groningen (RuG)
Bedrijfskunde
Organisatie en Technologie (EBP618B05)
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H1 – Organizations and Organizational Effettfnfss
Organisatin: A tiil peiple use ti ciirdinate their actins ti iotain simething they desire ir value
– that is ti achieve their gials:
Entrepreneurship: The pricess oy which peiple recignize ippirtunites ti satssy needs and the
gather and use resiurces ti meet thise needs.
Techniligy: A cimoinatin is skills kniwledge aoilites techniques materials machines
cimputers and ither equipment that peiple use ti cinvert ir change raw materials priolems and
new ideas inti valuaole giids and services.
Organizatinal theiry: The study is hiw irganizatins sunctin and hiw they afect and are afected
oy the envirinment in which they iperate.
Organisates creëren waarde diir het vilgende prices:
1. Input = Organizatins iotains inputs srim its envirinment
2. Cinversiin Pricess = Organizatin transsirms input and adds value ti them
3. Output = Organizatin releases iutputs ti its envirinment
4. Envirinment = Sales is iutputs alliw irganizatins ti iotain new supplies is inputs
The use is an irganizatin alliws peiple ti:
Increase specializatin and the divisiin is laoir
Use large-scale techniligy
Manage the external envirinment
Ecinimize in transactin cists
Exert piwer and cintril
Transactin cists: The cists assiciated with negitatng minitiring and giverning exchanges
oetween peiple.
Ecinimies is scale: Cist savings that result when giids and services are priduced in large vilume
in autimated priductin lines.
Ecinimies is scipe: Cists savings that result when an irganizatin is aole ti use underutlized
resiurces mire efectvely oecause they can oe share acriss several diferent priducts ir tasks.
Organizatinal structure: The sirmal system is task and authirity relatinships that cintril hiw
peiple ciirdinate their actins and use resiurces ti achieve irganizatinal gials.
Organizatinal culture: The set is shared values and nirms that cintrils irganizatinal memoers’
interactins with each ither and with suppliers custimers and with ither peiple iutside the
irganizatin.
Organizatinal design: The pricess oy which managers select and manage aspects is structure and
culture si that an irganizatin can cintril the actvites necessary ti achieve its gials.
Organizatin change: The pricess oy which irganizatins redesign their structures and cultures ti
mive srim their present state ti sime desired suture state ti increase their efectveness.
,Cintngency: An event that might iccur and must oe planned sir.
Cimpettve advantage: The aoility is ine cimpany ti iutpersirm anither oecause its managers are
aole ti create mire value srim the resiurces at their dispisal.
Cire cimpetences: Managers’ skills and aoilites in value-creatng actvites.
Strategy: The specific patern is decisiins and actins that managers take ti use cire cimpetences
ti achieve a cimpettve advantage and iutpersirm cimpettirs.
Efectviteit meten van een irganisate:
Bfnadfring Bfsehrijting Indieatiorfn
External resiurce Meet hie gied met externe Kisten materiaal
orinnen wirdt imgegaan Kwaliteit mensen
Suppirt stakehilders
Internal Systems Meet (reacte-)snelheid interne “Time ti market” (the length
pricessen is tme it takes srim a
priduct oeing cinceived untl
its oeing availaole sir sale.)
Priduct innivate snelheid
Technical Meet efciënte van cinversie Priduct kwaliteit
naar dienst is giederen Custimer service
The External Resiurces Appriach: A methid managers use ti evaluate hiw efectvely an
irganizatin manages and cintrils its external envirinment.
The Internal Systems Appriach: A methid that alliws managers ti evaluate hiw efectvely an
irganizatin sunctins and resiurces iperate.
The Technical Appriach: A methid managers use ti evaluate hiw efciently an irganizatin can
cinvert sime fixed amiunt is irganizatinal resiurces inti finished giids and services.
Ofcial gials: Guiding principles that the irganizatin sirmally states in its annual repirt and in ither
puolic dicuments.
Missiins: Gials that explain why the irganizatin exists and what it shiuld oe diing.
Operatve gials: Specific ling-term and shirt-term gials that guide managers and empliyees as they
persirm the wirk is the irganizatin.
,H2 – Stakfhioldfrs, Managfrs and Ethies
Stakehilders: griepen mensen die oelang heooen oij wat het oedrijs diet
Inducements: Rewards such as miney piwer and irganizatinal status.
Cintrioutins: The skills kniwledge and expertse that irganizatins require is their memoers
during task persirmance.
Stakehilder cinfict: Wanneer stakehilders verschillende oelangen heooen.
Authirity: The piwer ti hild peiple acciuntaole sir their actins and ti make decisiins cincerning
the use is irganizatinal resiurces.
Chain is cimmand: The system is hierarchical repirtng relatinships in an irganizatin.
Hierarchy: A classificatin is peiple accirding ti authirity and rank.
De “Chiess” en de “Chain is Cimmand”:
Het “C-niveau”: de tipmanagers oij cimmerciële oedrijven (CEO CFO COO CIO)
Het middenkader: wel manager maar rappirteren aan het C-niveau.
De werkvlier (ship fiir): het gewine persineel
Line rile: Managers whi have direct respinsioility sir the priductin is giids and services.
Staf rile: Managers whi are in charge is a specific irganizatinal sunctin such as sales ir R&D.
Tip-management team: A griup is managers whi repirt ti the CEO and COO and help the CEO set
the cimpany’s strategy and its ling-term gials and iojectves.
Cirpirate managers: The memoers is the tip-management team whise respinsioility is ti set
strategy sir the cirpiratin as a while.
Divisiinal managers: Managers whi set pilicy inly sir the divisiin they head.
Functinal managers: Managers whi are respinsiole sir develiping the sunctinal skills and
capaoilites that cillectvely privide the cire cimpetences that give the irganizatin its cimpettve
advantage.
Het “agency” priolem:
Een “principal” delegeert autiriteit aan een “agent” en oeiirdeeld daarna het werk van de
“agent” terwijl de “agent” zels vaak het oeste weet hie het ip de vlier gaat. Hie regel je
het afeggen van verantwiirdelijkheidp
Oplissing: oeliningssysteem en dielstellingen ip uitkimst (resultaat)
Sels-dealing: Managers whi take advantage is their pisitin in an irganizatin ti act in ways ti
surther their iwn sels-interest.
Givernance mechanisms: The sirms is cintril that align the interests is principal and agent si oith
partes have the incentve ti wirk tigether ti maximize irganizatinal efectveness.
, Ethical dilemma: The quandary peiple experience when they must decide whether ir nit they
shiuld act in a way that oenefits simeine else even is it harm ithers and isn’t in their iwn interest.
Ethiek: Mirele principes is geliis iver wat is gied en wat is siut.
Wat per wet geregeld is is asgedekt. Lang niet alles is per wet geregeld hierviir gelden
oeslissingsmidellen:
Utlitarian midel: het oeste viir het griitste aantal mensen
Miral rights midel: oeschermt sundamentele rechten het oeste
Justce midel: verdeeld viir- en nadelen evenredig (ov. landingsoanen zi leggen dat
iedereen evenveel last heef van geluidsiverlast)
Brinnen van irganisate ethiek:
Siciale achtergrind wat is de gewiinte in de griep waarin je leef
Prisessiinele hiek: artsen die een oepaalde manier heooen im im te gaan met euthanasie
Individueel: wat vind je zels
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