Literatuur Management van
Organisaties
Mintzberg on management (2007)
H1: The manager’s job: Folklore and Facts
Organization: the presence of some system of authority and administration, personified by one
manager or several in a hierarchy to knit the whole effort together.
- Iets expliciet weten is iets anders dan iets impliciet weten allebei erg belangrijk voor
organisaties
- Wat doen managers?
Plannen
Organiseer
Coördineer
Controleer
Folklore and facts about managerial work
Folklore Fact
A manager is a reflective (met een kritische They work at an unrelenting pace (constant).
houden evalueren), systematic planner. Their activities are characterized by brevity
(beknoptheid), variety and discontinuity, and
they are strongly oriented to action and dislike
reflective activities. Plans only daily actions.
The effective managers has no regular duties to In addition to handling exceptions, managerial
perform. work involves performing a number of regular
duties, including ritual and ceremony,
negotiations, and processing of soft information
that links the organization to its environment.
The senior manager needs aggregated Managers strongly favor the oral media, namely
information, which a formal management telephone calls and meeting.
information system best provides. - Komt beter over bij mensen
- Is makkelijker te vertellen wat ze
bedoelen
Management is, or at least is quickly becoming, The managers program – to schedule time,
a science and a profession. process information, make decisions, and so on
– remain locked deep inside their brains
- Judgement and intuition
Basic description of managerial work
Manager: that person in charge of an organization or one of its subunits
Interpersonal roles
1. Figurehead role: head of an organizational unit, every manager must perform some duties of
a ceremonial nature.
, 2. Leader role: he or she is in charge of an organizational unit. The manager is responsible for
work of the people of that unit.
Hiring or training their staff
Motivate and encourage
3. Liaison role: the managers make contracts outside his or her vertical chain of command
Managers spend as much time with their peers and other people outside their units as
they do with their own subordinates. (and very little time with their superiors)
Building up external information
Informational roles
4. Monitor role: the manager perpetually scans his or her environment for information,
interrogates liaison contacts and subordinates, and receives unsolicited information, much of
a result of the network of personal contacts he or she has developed.
5. Disseminator role: managers must share and distribute information. They pass some of their
privileged information directly to their subordinates, who would otherwise have no access to
it.
6. Spokesman role: managers send some of their information to people outside their units.
Decisional roles
7. Entrepreneur role: the manager seeks to improve his or her unit, to adapt it to changing
conditions in the environment
These projects do not involve single decisions or even unified clusters or decisions. They
emerge as a series of small decisions and actions sequenced over time.
At various intervals, they put new projects onstream and discard old ones.
8. Disturbance handler role: shows the manager involuntarily responding to pressures. Here
change is beyond the manager’s role.
9. Resource allocator role: who will get what in the organizational unit? How is work divided
and coordinated? The manager authorizes the important decisions of the unit before they are
implemented.
10. Negotiator role
More effective management
The manager’s effectiveness is significantly influenced by their insight into their own work
- The manager is challenged to find systematic ways to share his or her privileged information
- The manager is challenged to deal
consciously with the pressures of
superficiality by giving serious attention to
the issues that require it, by stepping back
from tangible bits of information to see a
broad picture and making use of analytic
inputs.
- The manager is challenged to gain control
of his or her own time by turning
obligations to advantage and by turning
those thing he or she wish to do into
obligations.
,H3: Planning on the left side, managing on the right
The relationship between analysis and intuition, as manifested in the long and sometimes strained
relationship between “staff” and “line,” with special reference to planners and managers.
Some questions
1. Why do some brilliant management scientists have no ability to handle organizational
politics, while some of the most political adapt individuals seem unable to understand the
simplest elements of management science?
One side of his or her brain is more developed than the other.
2. Why is a manager so delighted when he or she reads a new article on decision making, every
part of which must be patently obvious to him or her even though never before seen in print?
Obvious knowledge was implicit, apparently restricted to the right hemisphere (helft van
het geweten). The left hemisphere never knew. Thus it seems to be a revelation
(onthulling) to the left hemisphere when it learns explicitly what the right hemisphere
knew all along implicitly.
3. Why have none of the techniques of planning and analysis really had much effect on how top
managers function?
The important processes of managing an organization rely to a considerable extent on
the faculties identified with the brains right hemisphere. Effective managers seen to revel
in ambiguity, in complex, mysterious systems with relatively little order.
Managing from the right hemisphere
Oral media
- Enables the manager to read facial expressions, tones, voices and gestures
- Soft and speculative information impressions and feelings about other people gives an
impression about the company
- The dilemma of delegation (overdragen van verantwoordelijkheden aan andere
bestuursorganen): it is inaccessible to his or her consciousness.
- The manager is involved, plugged in Right hemisphere
- Nothing is written about decision making under pressure
- The diagnosis of decision situations and the design of custom made solutions, nothing is
known about them (judgement and intuition)
- Dynamic factors such as timing are not mentioned
- Analysis, judgement and bargaining. How was never explained.
- The burden to cope falls on the manager, specifically on his or her processes – intuition and
experimental – that can deal with the irregular inputs on the environment.
Managers: couple effective processes of the right (hunch, intuition, synthesis) with effective
processes on the left (articulation, logic, analysis).
Implications for the left hemisphere
- Organizational effectiveness does not lie in that narrow minded concept called rationality; it
lies in a blend of clear-headed logic and powerful intuition.
- Distinguish that which is best handled analytically from that which must remain in the realm
of intuition.
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