Tentamen (uitwerkingen)
Samenvatting O&M (deeltentamen)
- Instelling
- Universiteit Van Amsterdam (UvA)
Exam of 11 pages for the course Organisatie en Management at UvA
[Meer zien]Voorbeeld 3 van de 11 pagina's
Voorbeeld 3 van de 11 pagina's
In winkelwagengesponsord bericht van onze partner
Voorbeeld van de inhoud
Samenvatting Organisatie & ManagementHoofdstuk 1
Managers can make your life a lot easier because when they are a nice leader and
inspiring person your work will be more likely to you.
Three reasons why managers are important:
- organizations need their managerial skills and abilities
- they are critical in getting things done > creating and coordinating work place.
- het matter to organizations > relation between employees and managers.
Manager = someone who coordinates and oversees the work of other people so
organizational goals can be accomplished. It’s not personal, it’s about helping others do
their work.
In many organizations, the changing nature of work has blurred the distinction between
managers and non managerial employees.
The structure of managers in an organization is often a pyramid because there are more
managers at the bottom then on the top. On the lowest level of management, first line
managers manage the work of non managerial employees, they can also be called shift
managers/district managers/department managers/office managers/supervisors.
Middle managers manage the work of first-line managers, they can also be called regional
manager/project leader/ store manager/ division manager.
At the upper levels of the organization there are top managers, who are responsible for
making organization-wide decisions. They can also be called executive vice
president/president/managing director/ chief operating officer/ chief executive officer
(CEO).
This pyramid-structure is not necessary at every organization.
Organization = a deliberate arrangement of people to accomplish some specific purpose.
Three characteristics of organizations:
- distinct purpose typically expressed through goals.
- composed of people.
- develop a deliberate structure within which members do their work.
Management involves coordinating and overseeing the work activities of others so their
activities are completed efficient and effectively.
Efficiency = doing things right, or getting the most output from the least amount of inputs.
Effectiveness = doing the right things, or doing those work activities that will result in
achieving goals. High efficiency and high effectiveness are going hand in hand in the most
organizations.
Approaching to Henry Fayol, managers have 5 functions. But now we have 4 functions:
,1. planning > involves setting goals, establishing strategies for achieving goals, and
developing plans to integrate and coordinate activities.
2. organizing > involves arranging and structuring work to accomplish the organization’s
goals
3. leading > involves working with and through people to accomplish organizational goals
4. controlling > involves monitoring, comparing, and correcting work performance.
Approaching to Henry Mintzberg, managers have roles. The managerial roles refers to
specific actions or behaviors expected of and exhibited by managers.
The interpersonal roles involve people and other ceremonial and symbolic duties >
figurehead, leader and liaison. The information roles involve collecting, receiving and
disseminating information. > monitor, disseminator and spokesperson. The decisional roles
involve making decisions or choices. > entrepreneur, disturbance handler, resource
allocator and negotiator. The managers in this role have 2 actions, thinking and doing.
The role you must to do depends on the place of you as manager.
Types of skills a manager needs:
- technical > job-specific knowledge and techniques needed to proficiently perform work
tasks. (first-line)
- human > the ability to work well with other people individually and in a group. (all levels)
- conceptual > the ability to think and to conceptualize about abstract and complex
situations. (top)
Managers now must deal with many uncertainties like politics, technologies,
environmental. Customers are one of the most important things for managers, because
without them there is no company and so there will no need to managers. The majority of
the work force is employed in the services industry.
Social media = forms of electronic communication through which users create online
communities to share ideas, information, personal messages and other content.
Innovation is very important for managers, it involves making new ideas, doing different
things and so on. Green management and sustainability are also very important.
Sustainability = a company’s ability to achieve its business goals and increase long-term
shareholder value bij integrating economic, environmental, and social opportunities into its
business strategies.
Universality of management = the reality that management is needed in all types and sizes
of organizations, at all organizational levels, in all organizational areas, and in
organizations no matter where located.
Scientific management = an approach that involves using the scientific method to find the
one best way for a job to be done. Therbligs = a classification scheme for labeling basic
hand methods. General administrative theory = an approach to management that focuses
on describing what managers do and what constitutes good management practice.
Principles of management = fundamental rules of management that could be applied in all
, organizational situations and taught in schools. Quantitive approach = the use of quantitive
techniques to improve decision making.
Hoofdstuk 2
Managers can influence an organization.
Omnipotent view of management = the view that managers are directly responsible for an
organization’s success or failure. Symbolic view of management = the view of mucht of an
organization’s success or failure is due to external forces outside managers’ control.
In good times, managers will get credits but in bad times they have a lot of things to handle
with. There are possibilities that managers can be fired then. (omnipotent)
But managers also can be influenced by the external factor that will lead to bad times for
an organization. (symbolic)
External environment = those factors and forces outside the organization that affect its
performance. The components are economic, global, legal, sociocultural, technological,
demographic. An example of the economic component is the ’Great Reccesion’. This was
caused by things like low interest rates, flaws in the house market.
Demographics are very important for organizations and managers because they have to
deal with a lot of people. When one of the component will change, the affect will be the
biggest at the workplace and employment.
Environmental uncertainty = the degree of change and complexity in an organization’s
environment. First dimension = degree of change, the environment is dynamic and
managers must to react to this. When it is predictable, it isn’t dynamic.
Environmental complexity = the number of components in an organization’s environment
and the extent of the organization’s knowledge about those components. This means how
difficult the environment for the organization will be. You must to have knowledge about
your company and products. The highest uncertainty is when it is dynamic and complex. S
Stakeholders are any constituencies in the organization’s environment affected by an
organizations decisions and actions. The are influenced by the company but the also can
influence the company.
The personality of an organization is the organization culture.
Organizational culture = the shared values, principles, traditions and ways of doing things
that influence the way organizational members act and distinguish the organization from
other organizations. Culture is perception, descriptive and shared. Strong cultures =
organizational cultures in which the key values are intensely held and widely shared. A
strong culture is important because the employees will be more loyal. The also have a
higher company performance. The actions of top management have a lot of impact on the
organization culture. This can be positive but also negative. Socialization = the process
that helps employees adapt to the organization’s culture.
Employees learn the culture, they are doing this by stories/rituals/symbols/language.
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