Samenvatting
Summary - Management and Leadership in the Digital Age (6013B0508Y)
- Instelling
- Universiteit Van Amsterdam (UvA)
Summary of 20 pages for the course Management and Leadership in the Digital Age at UvA (Summary of lectures)
[Meer zien]Voorbeeld 3 van de 20 pagina's
Voorbeeld 3 van de 20 pagina's
In winkelwagengesponsord bericht van onze partner
Voorbeeld van de inhoud
COMPACT SUMMARY MLDAWeek 1
Define the characteristics of new and traditional ways of working:
Traditional ways of working typically involve:
Heavy reliance on manual labor.
Hierarchical organizational structures.
Centralized decision-making.
Routine tasks and top-down management.
4 activities of managers in the traditional approach:
1. Plan ahead – they need to know what the objectives are
2. Select and organize people – identify the people they need to accomplish their goals
3. Command and drive employees – check in to see if all objectives are being fulfilled
4. Coordinate all activities
Managers are concerned with organizing and delegating tasks; leaders are more concerned with
tasks and the personal and relational aspects of leading
Leaders should be able to answer these questions in the new approach to work:
1. Where are we going?
a. Providing a roadmap. Provide a vision (includes milestones and tasks, but also
values). Looking further down the road. Anticipate changes.
2. Why are we going there?
a. Give meaning or help make sense to a situation/task. Focus beyond tasks – more on
vision and change.
3. How are we going to get there?
a. Beyond vision and meaning > guiding employees. Leaders accompany followers
through change. Communication = key.
New ways of working are characterized by:
Digitization, automation, and knowledge-based tasks.
Greater flexibility and innovation.
Collaboration and employee empowerment.
Agile approaches to structure and management.
Leaders in the new way of working are responsible for keeping an eye on, and explaining to
employees where their team is going, why they are going there and providing a clear path on how to
get there to keep their employees motivated and engaged.
Describe the characteristics of Industry 2.0 vs. Industry 3.0 vs Industry 4.0:
Industry 2.0 (Second Industrial Revolution):
Late 19th century to early 20th century.
Advancements in electricity, steel, and mass production.
Transition from steam power to electric-powered machines.
Introduction of assembly line manufacturing.
Industry 3.0 (Digital Revolution):
From the 1970s to the 21st century.
Rise of digital technology, computers, and the internet.
Digitization of information and communication technologies.
Automation of routine tasks, emphasis on empowering employees.
,Industry 4.0 (Fourth Industrial Revolution):
Current and future era.
Convergence of digital, physical, and biological technologies.
Advancements in AI, machine learning, cloud computing, robotics, IoT, 3D printing, and
biotechnology.
Integration of smart connected systems enabling greater automation, customization,
efficiency, and flexibility in manufacturing.
Explain Taylorism and the 14 principles of classical management:
Taylorism:
Founded by Frederick Taylor.
o Took an engineering approach towards management and believed there was only 1
right way to do it.
Emphasizes scientific management to maximize productivity.
Managers and leaders play a crucial role in implementing and overseeing principles of
scientific management
Analyzes work processes to determine the most efficient methods.
Standardizes work processes to achieve consistency and efficiency.
Henri Fayol – classical management theory. Emphasized the functions of management in which he
categorized into planning organizing commanding coordination and controlling. Administrative
management importance of organizational structure authority and hierarchy.
14 principles of management
1. Division of work: specialization increases efficiency
2. Authority: managers must have the right to give orders
3. Discipline: employees must obey and respect rules and agreements
4. Unity of command: each employee should receive orders form only one superior
5. Unity of direction: one plan of action to achieve a common goal
6. Subordination of individual interest to the general interest: organizational goals come first
7. Remuneration: fair compensation for employees’ work
8. Centralization: balance between centralizing and decentralizing authority
9. Scalar chain: the chain of command from top to bottom
10. Order: everything and everyone in its proper place
11. Equity: fair treatment of employees
12. Stability of tenure of personnel: retaining good employees benefits the organization
13. Initiatives: encourage and allow employees to take initiatives
14. Esprit de corps: promote team spirit and unity among employees
Explain Total Quality Management (TQM) and Lean Management:
Total Quality Management (TQM):
Focuses on improving quality for customer satisfaction.
Emphasizes continuous improvement, customer focus, and employee involvement in quality
management.
Lean Management:
Inspired by the Toyota Production System.
Focuses on eliminating waste, improving efficiency, and maximizing value for customers.
Principles include just-in-time production, continuous improvement (Kaizen), and respect for
people.
, Define Digitization, Digitalization, and Digital transformation:
Digitization: The process of converting analog information into digital form. It involves converting
physical assets, documents, or processes into digital formats.
Digitalization: The utilization of digital technologies to transform existing business processes,
creating new communication channels, or interactions with customers. It involves the adaptation
and use of digital tools, systems, and platforms.
Digital transformation: Describes a company-wide change that leads to the development of new
business models through the implementation of digital technologies. It affects the entire business
and requires systematic thinking and digital agility.
Define the 3 tensions in the digital transformation:
1. Product vs platform
a. Strategic choice between traditional product centric business models (focus on
tangible good and services and gain competitive advantage through resources and
capabilities) and platform based approached (intermediaries facilitating interaction
enabling ecosystem participation and leverage network effects for value creation).
b. Platform can create value; allows for network effects (value increases as more users
joining), scalability (rapid global expansion) and reach information about the users
with even a form of marketplace control and dominance.
2. Firms’ vs ecosystem
a. Decision making process between maintaining a firm centric approach (involves
centralized decision making and control with organization being primarily
responsible for driving its own transformation efforts with value creation withing in
the organizational boundaries) or embracing ecosystem dynamics (evolves around
collaborating and co-creating value with external partners stakeholders and
participants. Companies operating within an ecosystem leverage networks of
interconnected entities to delivery holistic solutions to customers)
3. People vs. Tools: Balancing human capabilities and digital tools in the transformation
process.
Explain the driving forces and counter forces and strategic implications of the digital
transformation:
Driving forces include emerging digital technologies, wider competition, and changes in
consumer behavior.
Counter forces may include resistance to change, legacy systems, and cybersecurity
concerns.
Strategic implications involve the need for strategic collaborations, continuous adaptation,
and organizational agility.
Name and explain best practices for digital transformation:
Digital Strategy: Developing a comprehensive digital strategy aligned with business goals.
Business Agility: Ability to change swiftly, utilizing agile development methods and
empowering employees.
Innovation and Ambidexterity: Fostering innovation through partnerships, dedicated
innovation divisions, and investment in emerging technologies.
Digital Skills: Developing digital skills within the organization through recruitment and
continuous education.
Business Structure: Implementing modern organizational structures that support digital
transformation.
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper isabelleefiakok. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €12,66. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 52355 samenvattingen verkocht
Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen