This document will get you to an excellent grade as long as your studying this summary of course. this summary includes literally everything what you need to know about Organisation and management, aswell for the resit. My grade was for this exam an 9.3! Goodluck with studying.
,Inhoud
Chapter 0: Evolution of Organisation & Management...........................................................................5
Introduction........................................................................................................................................5
Eelco Galama guest lecture................................................................................................................5
0.1: Introduction.................................................................................................................................5
Chapter 1: Environmental influences.....................................................................................................6
1.1 Introduction..................................................................................................................................6
1.2 Stakeholders.................................................................................................................................6
1.3 External factors.............................................................................................................................7
Chapter 2: Strategic management........................................................................................................10
2.1 Introduction................................................................................................................................10
2.2 The classical approach to strategic management.......................................................................10
2.2.1 Situational analysis..............................................................................................................10
2.2.2 Strategy formation...............................................................................................................13
2.2.3 Planning and implementation..............................................................................................17
2.6 Types of collaboration................................................................................................................17
Strategic alliances and trade cooperatives...................................................................................17
Joint venture.................................................................................................................................17
Mergers and acquisitions..............................................................................................................18
Outsourcing..................................................................................................................................18
Licensing and franchising..............................................................................................................18
Defence........................................................................................................................................18
Remain..........................................................................................................................................18
Catching up...................................................................................................................................18
Restructuring................................................................................................................................18
2.8 Mergers and acquisitions............................................................................................................18
Chapter 5:Corporate social responsibility, corporate governance, and ethics.....................................20
Chapter 7: HRM....................................................................................................................................28
7.1 Introduction................................................................................................................................28
7.3 Career development...................................................................................................................29
7.6 Reward........................................................................................................................................30
7.6.1 Job rating.............................................................................................................................30
7.6.2 Reward determination.........................................................................................................31
7.8 Talent management....................................................................................................................31
Chapter 8: Individuals and groups........................................................................................................32
, 1.3 Motivation..................................................................................................................................32
1.3.1 Alderfer’s theory..................................................................................................................33
1.3.2 McClelland’s theory.............................................................................................................33
8.3.3 Vroom’s expectancy theory.................................................................................................33
8.6 Motivating people......................................................................................................................34
8.6.1 Motivating by means of financial incentives........................................................................34
8.6.2 Motivation by means of task design....................................................................................34
8.6.3 Motivating by setting high objectives..................................................................................34
8.7 Emotional intelligence................................................................................................................35
8.10 Groups and teams.....................................................................................................................35
8.10.1 Formal and informal groups...............................................................................................35
8.10.2 Horizontal, vertical and mixed groups...............................................................................36
8.10.3 Virtual teams.....................................................................................................................36
8.10.4 Self-governing teams.........................................................................................................36
8.11 Characteristics of groups..........................................................................................................36
8.11.1 Stages of group development............................................................................................36
8.11.2 Group cohesion..................................................................................................................36
8.11.3 Group standards................................................................................................................36
8.12 Team management and characteristics of successful teams....................................................36
8.12.1 Belbin Team Roles..............................................................................................................36
8.12.2 Team personality styles.....................................................................................................37
8.12.3 High Performance Teams...................................................................................................37
8.12.4 RealDrives..........................................................................................................................37
8.13 Organisational conflict..............................................................................................................38
Chapter 9: Leadership and management.............................................................................................39
9.2 management..............................................................................................................................39
9.2.1. Managerial activities...........................................................................................................39
9.2.2 Managerial roles..................................................................................................................40
9.2.3 Top-level managers..............................................................................................................41
9.2.4 Middle management...........................................................................................................41
9.2.4 Managers in government.....................................................................................................42
9.3 Decision-making.........................................................................................................................42
9.3.1 Decision-making in organisations........................................................................................43
9.3.2 Rational decision-making process........................................................................................44
9.3.3 Non-rational decision-making process.................................................................................45
9.5.1 Managers and power...............................................................................................................49
, 9.5.2 Leadership...........................................................................................................................49
9.5.3 Leadership styles.................................................................................................................50
9.7.2 Emotional and social intelligence.........................................................................................57
Chapter 10: Process and control...........................................................................................................58
10.2 Business processes...................................................................................................................58
10.2.1 Transformation process (said in lecture)...........................................................................58
10.2.2 Types of business processes..............................................................................................58
10.2.4 Business processes and added value.................................................................................59
10.2.5 Business process and quality.............................................................................................60
Chapter 11............................................................................................................................................61
11.1 Introduction..............................................................................................................................61
11.2 Task division and coordination.................................................................................................61
11.2.1 Vertical task division..........................................................................................................61
11.2.2 Horizontal task division......................................................................................................62
11.2.3 Horizontal task division......................................................................................................63
11.3 Traditional organisational systems...........................................................................................64
11.3.1 mechanistic and organic organisational systems...............................................................64
11.3.2 Line organisation...............................................................................................................65
11.3.3 Line and staff organisation.................................................................................................65
11.3.4 Functional and line staff organisation................................................................................65
11.3.5 Line-staff-committee organisation.....................................................................................66
11.3.6 The matrix organisation.....................................................................................................66
11.3.7 Project-Based Organisation (PBO).....................................................................................66
11.3.8 Internal project organisation.............................................................................................67
11.6.3 Holacracy...........................................................................................................................67
11.6.4 Other organisational structure trends...............................................................................68
Chapter 12: Culture..............................................................................................................................69
12.1 Introduction..............................................................................................................................69
Symbols........................................................................................................................................69
Heroes..........................................................................................................................................69
Rituals...........................................................................................................................................69
Values...........................................................................................................................................69
McClelland´s iceberg model..........................................................................................................70
12.2.1 Group process and organisational culture approach.............................................................70
12.2.2 Harrison and Handy´s typology..........................................................................................70
Chapter 13:Organisational change and development..........................................................................72
Introduction
An organisation can be seen as any group of people cooperating to achieve a common purpose. The
three elements of an organisation can be seen as: people, cooperation, common purpose.
The reason why people work together in an organisation is because some tasks simply can’t be
completed by one person. They exist because society has a demand for products and services
organisations provide.
Organisations need structuring. Tasks, people and resources must be structured in a way that goals
are reached. This is the task for the management.
Management literally means: The leading and steering of an organisation.
Eelco Galama guest lecture
0.1: Introduction
Organisational behaviour can be defined as the study of the behaviour of organisations as well as the
outside factors that determine the behaviour and the manner in which organisations can be directed
with the goal being maximum effectiveness. You have two aspects:
Descriptive aspect; description of the behaviour of an organisation, with motives and
consequences
Prescriptive aspect: advice about recommended organisational design and a course of action.
The study of organisations involves many disciplines from various scientific field. E.g. business
studies, which contains topics such as financing, accounting, marketing, technical sciences,
information technology and behavioural sciences, which contains topics such as psychology or
sociology and law. Combining all the contribution from those fields in order to complete a study or
project is called a multidisciplinary approach.
You also have an interdisciplinary approach, this approach takes it one step further. Here, all these
subject areas are individually evaluated and then used to develop a new insight.
Two different aspects of defining organisational behaviour are direction and effectiveness.
Direction refers to a goal which should be determined in advance. Development and adjustment in a
process is an important directional aspect.
The extend in which direction is carried out successfully, is defined by the effectiveness of the
directing.
An organisational expert can be described as a generalist, he has limited knowledge of multiple
fields, while a specialist has a lot of knowledge over one or two fields.
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