Managing and organization
1
,Inhoudsopgave
1. Chapter 1 — Managing and Organizations.................................................................................................. 6
1.1. Introduction: Thinking About Management in a Contemporary World........................................................6
1.2. Making Sense of Managing...........................................................................................................................6
1.3. Sensemaking.................................................................................................................................................7
1.4. Framing: Sense-Giving, Sense-Breaking, Sensemaking.................................................................................7
1.5. Managerialism vs. Managerial Rationality...................................................................................................8
1.6. The Digital Age and Global Shifts..................................................................................................................8
1.7. Conclusion.....................................................................................................................................................9
2. Chapter 2 — Digital Organizations and Global Shifts..................................................................................10
2.1. Recap: Key Lessons from Chapter 1.............................................................................................................10
2.2. Digital Organizations in a Globalized World...............................................................................................10
2.2.i. Changing Economic Paradigms.............................................................................................................10
2.3. Characteristics of Digital Organizations......................................................................................................10
2.3.i. Challenges of Digital Organizations......................................................................................................11
2.4. Digital Bubbles, Social Media, and Emotional Economies..........................................................................11
2.4.i. Impact on Democracy and Business.....................................................................................................11
2.5. Digital Platform Economy & New Forms of Work.......................................................................................11
2.5.i. Digital Nomads......................................................................................................................................11
2.6. Culture, Diversity & Social Relations in Digital Settings..............................................................................12
2.7. Economic Context and Global Shifts............................................................................................................12
2.7.i. Political-Economic Transformations......................................................................................................12
2.8. Global Power Realignment and Supply Chains...........................................................................................12
2.9. Global Shifts, Knowledge Work, and International Organizations..............................................................13
2.10. Why Managers Must Understand Geopolitics..........................................................................................13
2.11. Conclusion.................................................................................................................................................13
3. Chapter 3 — Managing Power, Politics & Ethics in Organizations...............................................................14
3.1. Introduction: Politics as a Core Managerial Skill.........................................................................................14
3.2. What Are Organizational Politics?..............................................................................................................14
3.2.i. Bureaucracy and Formal Authority (Max Weber).................................................................................14
3.3. Authority, Legitimacy & Resistance.............................................................................................................14
3.3.i. Legitimacy.............................................................................................................................................14
3.3.ii. Resistance............................................................................................................................................15
3.4. Why Does Organizational Politics Exist?.....................................................................................................15
3.5. Political Games & Soft Domination.............................................................................................................15
3.6. Power vs. Resistance in Corporate Life........................................................................................................16
3.6.i. Collective Resistance (Spectacular Protests)........................................................................................16
3.6.ii. Individualized Resistance (Everyday Acts)...........................................................................................16
3.7. Power, Politics & Culture: The Case of China...............................................................................................16
3.8. Teamwork, Empowerment & Ethical Power................................................................................................16
2
, 3.8.i. Empowerment......................................................................................................................................16
3.8.ii. Concertive Control...............................................................................................................................17
3.9. Ethics: Managing Power Responsibly..........................................................................................................17
3.10. Conclusion.................................................................................................................................................17
4. Chapter 4 — Power, Conflict & International Organizations (NATO Case Study)..........................................19
4.1. Introduction: Power Beyond the Organization...........................................................................................19
4.2. Levels of Conflict: From Personal Tension to Alliance Disputes..................................................................19
4.3. Inter-Organizational Conflict: Why NATO Can’t Simply “Order” Cooperation............................................20
4.4. Sources of Conflict in NATO.........................................................................................................................20
4.4.i. Burden-Sharing.....................................................................................................................................20
4.4.ii. Strategic Conflicts................................................................................................................................20
4.4.iii. Operational Conflicts..........................................................................................................................20
4.4.iv. Values Conflicts....................................................................................................................................21
4.5. Theories of Conflict Applied to NATO..........................................................................................................21
4.6. Practical Lessons for Managing Complex Conflict......................................................................................21
4.7. Conclusion...................................................................................................................................................22
5. Chapter 5 — Organizational Theories: From Taylorism to Modern Designs................................................23
5.1. Introduction: Why Organizational Theories Matter....................................................................................23
5.2. Early Modern Approaches to Management................................................................................................23
5.2.i. Taylorism — Scientific Management....................................................................................................23
5.2.ii. Fordism — The Assembly Line.............................................................................................................24
5.2.iii. Fayol and Weber: Additional Foundations of Early Modern Thinking................................................24
5.3. Contemporary Approaches: Rethinking Organizations...............................................................................25
5.3.i. McDonaldization...................................................................................................................................25
5.3.ii. Contingency Theory.............................................................................................................................25
5.3.iii. Institutional Theory.............................................................................................................................25
5.4. Modern Organizational Designs..................................................................................................................26
5.4.i. The M-Form (Multidivisional Structure)...............................................................................................26
5.4.ii. Matrix Organizations............................................................................................................................26
5.5. Conclusion: From Rational Control to Flexible Coordination.......................................................................26
6. Chapter 6 — Managing in a Globalized World........................................................................................... 28
6.1. Introduction: What Globalization Means for Management.......................................................................28
6.2. Historical Waves of Globalization................................................................................................................28
6.3. Contemporary Globalization: Shocks and Shifts..........................................................................................28
6.4. Core Strategic Tensions in Global Management.........................................................................................29
6.4.i. Standardization vs. Localization............................................................................................................29
6.4.ii. Integration vs. Responsiveness............................................................................................................29
6.4.iii. Location Decisions...............................................................................................................................29
6.5. Global Supply Chains: From Efficiency to Resilience....................................................................................29
6.6. Political and Regulatory Complexity............................................................................................................30
6.7. The Paradox of Local Clusters......................................................................................................................30
6.8. Who Benefits — and Who Doesn’t?............................................................................................................30
6.9. Global Rights, Social Responsibility & Sustainability...................................................................................31
3
, 6.10. Competencies of a Global Manager..........................................................................................................31
6.11. Conclusion: Management as Global Stewardship.....................................................................................31
7. Chapter 7 — Political Skills in Organizations..............................................................................................32
7.1. Introduction: Why Political Skills Matter.....................................................................................................32
7.2. What Are Political Skills?.............................................................................................................................32
7.3. Politics vs. Organizational Politics...............................................................................................................32
7.4. Dimensions of Political Skill: Four Core Competencies................................................................................33
7.5. Positive Organizational Outcomes..............................................................................................................33
7.6. The Dark Side of Political Skill......................................................................................................................34
7.7. Can Political Skills Be Learned?...................................................................................................................34
7.8. Link to Organizational Politics (Lesson 3)....................................................................................................34
7.9. Conclusion: Political Skill as Ethical Influence.............................................................................................35
8. Chapter 8 — Managing Individuals: Personality, Learning & Motivation....................................................36
8.1. Introduction: Individuals as Organizational Actors.....................................................................................36
8.2. PART I — Personality and Abilities..............................................................................................................36
8.2.i. What Is Personality?............................................................................................................................36
8.2.ii. The Five Factor Model.........................................................................................................................36
8.2.iii. Other Personality Traits Relevant to Management.............................................................................37
8.3. PART II — Learning and Behaviour..............................................................................................................37
8.3.i. What Is Learning?.................................................................................................................................37
8.3.ii. Operant Learning Theory.....................................................................................................................37
8.3.iii. Social Learning Theory.......................................................................................................................38
8.3.iv. How Organizations Promote Learning.................................................................................................38
8.4. PART III — Motivation and Job Performance..............................................................................................38
8.4.i. What Is Motivation?.............................................................................................................................38
8.4.ii. Motivation and Performance..............................................................................................................39
8.4.iii. Need Theories of Motivation.............................................................................................................39
8.4.iv. Process Theories of Motivation...........................................................................................................39
8.4.v. Job Satisfaction and the Psychological Contract.................................................................................39
8.4.vi. Variations in Job Satisfaction...............................................................................................................40
8.4.vii. Conclusion: Managing Individuals Requires Both Insight and Design..............................................40
9. Chapter 9 — Managing Teams: Group Dynamics, Decision Making & Conflict............................................41
9.1. Introduction: Why Teams Matter...........................................................................................................41
9.2. PART I — Group Dynamics & Decision Making...........................................................................................41
9.2.i. What Is a Group?..................................................................................................................................41
9.2.ii. How Groups Develop..........................................................................................................................41
9.2.iii. Group Structure and Its Consequences.............................................................................................42
9.2.iv. Cohesiveness and Motivation............................................................................................................42
9.2.v. Understanding Decision Making..........................................................................................................43
9.3. PART II — Conflict, Teamwork & Negotiation..............................................................................................43
9.3.i. What Is Team Conflict?........................................................................................................................43
9.3.ii. Types of Team Conflict........................................................................................................................43
9.3.iii. Strategies for Managing Team Conflict..............................................................................................44
9.3.iv. Negotiation: Finding Agreement.........................................................................................................44
9.3.v. Is Conflict Bad?....................................................................................................................................44
9.3.vi. Conclusion: Teams Require Structure + Emotion Management.........................................................45
4
1
,Inhoudsopgave
1. Chapter 1 — Managing and Organizations.................................................................................................. 6
1.1. Introduction: Thinking About Management in a Contemporary World........................................................6
1.2. Making Sense of Managing...........................................................................................................................6
1.3. Sensemaking.................................................................................................................................................7
1.4. Framing: Sense-Giving, Sense-Breaking, Sensemaking.................................................................................7
1.5. Managerialism vs. Managerial Rationality...................................................................................................8
1.6. The Digital Age and Global Shifts..................................................................................................................8
1.7. Conclusion.....................................................................................................................................................9
2. Chapter 2 — Digital Organizations and Global Shifts..................................................................................10
2.1. Recap: Key Lessons from Chapter 1.............................................................................................................10
2.2. Digital Organizations in a Globalized World...............................................................................................10
2.2.i. Changing Economic Paradigms.............................................................................................................10
2.3. Characteristics of Digital Organizations......................................................................................................10
2.3.i. Challenges of Digital Organizations......................................................................................................11
2.4. Digital Bubbles, Social Media, and Emotional Economies..........................................................................11
2.4.i. Impact on Democracy and Business.....................................................................................................11
2.5. Digital Platform Economy & New Forms of Work.......................................................................................11
2.5.i. Digital Nomads......................................................................................................................................11
2.6. Culture, Diversity & Social Relations in Digital Settings..............................................................................12
2.7. Economic Context and Global Shifts............................................................................................................12
2.7.i. Political-Economic Transformations......................................................................................................12
2.8. Global Power Realignment and Supply Chains...........................................................................................12
2.9. Global Shifts, Knowledge Work, and International Organizations..............................................................13
2.10. Why Managers Must Understand Geopolitics..........................................................................................13
2.11. Conclusion.................................................................................................................................................13
3. Chapter 3 — Managing Power, Politics & Ethics in Organizations...............................................................14
3.1. Introduction: Politics as a Core Managerial Skill.........................................................................................14
3.2. What Are Organizational Politics?..............................................................................................................14
3.2.i. Bureaucracy and Formal Authority (Max Weber).................................................................................14
3.3. Authority, Legitimacy & Resistance.............................................................................................................14
3.3.i. Legitimacy.............................................................................................................................................14
3.3.ii. Resistance............................................................................................................................................15
3.4. Why Does Organizational Politics Exist?.....................................................................................................15
3.5. Political Games & Soft Domination.............................................................................................................15
3.6. Power vs. Resistance in Corporate Life........................................................................................................16
3.6.i. Collective Resistance (Spectacular Protests)........................................................................................16
3.6.ii. Individualized Resistance (Everyday Acts)...........................................................................................16
3.7. Power, Politics & Culture: The Case of China...............................................................................................16
3.8. Teamwork, Empowerment & Ethical Power................................................................................................16
2
, 3.8.i. Empowerment......................................................................................................................................16
3.8.ii. Concertive Control...............................................................................................................................17
3.9. Ethics: Managing Power Responsibly..........................................................................................................17
3.10. Conclusion.................................................................................................................................................17
4. Chapter 4 — Power, Conflict & International Organizations (NATO Case Study)..........................................19
4.1. Introduction: Power Beyond the Organization...........................................................................................19
4.2. Levels of Conflict: From Personal Tension to Alliance Disputes..................................................................19
4.3. Inter-Organizational Conflict: Why NATO Can’t Simply “Order” Cooperation............................................20
4.4. Sources of Conflict in NATO.........................................................................................................................20
4.4.i. Burden-Sharing.....................................................................................................................................20
4.4.ii. Strategic Conflicts................................................................................................................................20
4.4.iii. Operational Conflicts..........................................................................................................................20
4.4.iv. Values Conflicts....................................................................................................................................21
4.5. Theories of Conflict Applied to NATO..........................................................................................................21
4.6. Practical Lessons for Managing Complex Conflict......................................................................................21
4.7. Conclusion...................................................................................................................................................22
5. Chapter 5 — Organizational Theories: From Taylorism to Modern Designs................................................23
5.1. Introduction: Why Organizational Theories Matter....................................................................................23
5.2. Early Modern Approaches to Management................................................................................................23
5.2.i. Taylorism — Scientific Management....................................................................................................23
5.2.ii. Fordism — The Assembly Line.............................................................................................................24
5.2.iii. Fayol and Weber: Additional Foundations of Early Modern Thinking................................................24
5.3. Contemporary Approaches: Rethinking Organizations...............................................................................25
5.3.i. McDonaldization...................................................................................................................................25
5.3.ii. Contingency Theory.............................................................................................................................25
5.3.iii. Institutional Theory.............................................................................................................................25
5.4. Modern Organizational Designs..................................................................................................................26
5.4.i. The M-Form (Multidivisional Structure)...............................................................................................26
5.4.ii. Matrix Organizations............................................................................................................................26
5.5. Conclusion: From Rational Control to Flexible Coordination.......................................................................26
6. Chapter 6 — Managing in a Globalized World........................................................................................... 28
6.1. Introduction: What Globalization Means for Management.......................................................................28
6.2. Historical Waves of Globalization................................................................................................................28
6.3. Contemporary Globalization: Shocks and Shifts..........................................................................................28
6.4. Core Strategic Tensions in Global Management.........................................................................................29
6.4.i. Standardization vs. Localization............................................................................................................29
6.4.ii. Integration vs. Responsiveness............................................................................................................29
6.4.iii. Location Decisions...............................................................................................................................29
6.5. Global Supply Chains: From Efficiency to Resilience....................................................................................29
6.6. Political and Regulatory Complexity............................................................................................................30
6.7. The Paradox of Local Clusters......................................................................................................................30
6.8. Who Benefits — and Who Doesn’t?............................................................................................................30
6.9. Global Rights, Social Responsibility & Sustainability...................................................................................31
3
, 6.10. Competencies of a Global Manager..........................................................................................................31
6.11. Conclusion: Management as Global Stewardship.....................................................................................31
7. Chapter 7 — Political Skills in Organizations..............................................................................................32
7.1. Introduction: Why Political Skills Matter.....................................................................................................32
7.2. What Are Political Skills?.............................................................................................................................32
7.3. Politics vs. Organizational Politics...............................................................................................................32
7.4. Dimensions of Political Skill: Four Core Competencies................................................................................33
7.5. Positive Organizational Outcomes..............................................................................................................33
7.6. The Dark Side of Political Skill......................................................................................................................34
7.7. Can Political Skills Be Learned?...................................................................................................................34
7.8. Link to Organizational Politics (Lesson 3)....................................................................................................34
7.9. Conclusion: Political Skill as Ethical Influence.............................................................................................35
8. Chapter 8 — Managing Individuals: Personality, Learning & Motivation....................................................36
8.1. Introduction: Individuals as Organizational Actors.....................................................................................36
8.2. PART I — Personality and Abilities..............................................................................................................36
8.2.i. What Is Personality?............................................................................................................................36
8.2.ii. The Five Factor Model.........................................................................................................................36
8.2.iii. Other Personality Traits Relevant to Management.............................................................................37
8.3. PART II — Learning and Behaviour..............................................................................................................37
8.3.i. What Is Learning?.................................................................................................................................37
8.3.ii. Operant Learning Theory.....................................................................................................................37
8.3.iii. Social Learning Theory.......................................................................................................................38
8.3.iv. How Organizations Promote Learning.................................................................................................38
8.4. PART III — Motivation and Job Performance..............................................................................................38
8.4.i. What Is Motivation?.............................................................................................................................38
8.4.ii. Motivation and Performance..............................................................................................................39
8.4.iii. Need Theories of Motivation.............................................................................................................39
8.4.iv. Process Theories of Motivation...........................................................................................................39
8.4.v. Job Satisfaction and the Psychological Contract.................................................................................39
8.4.vi. Variations in Job Satisfaction...............................................................................................................40
8.4.vii. Conclusion: Managing Individuals Requires Both Insight and Design..............................................40
9. Chapter 9 — Managing Teams: Group Dynamics, Decision Making & Conflict............................................41
9.1. Introduction: Why Teams Matter...........................................................................................................41
9.2. PART I — Group Dynamics & Decision Making...........................................................................................41
9.2.i. What Is a Group?..................................................................................................................................41
9.2.ii. How Groups Develop..........................................................................................................................41
9.2.iii. Group Structure and Its Consequences.............................................................................................42
9.2.iv. Cohesiveness and Motivation............................................................................................................42
9.2.v. Understanding Decision Making..........................................................................................................43
9.3. PART II — Conflict, Teamwork & Negotiation..............................................................................................43
9.3.i. What Is Team Conflict?........................................................................................................................43
9.3.ii. Types of Team Conflict........................................................................................................................43
9.3.iii. Strategies for Managing Team Conflict..............................................................................................44
9.3.iv. Negotiation: Finding Agreement.........................................................................................................44
9.3.v. Is Conflict Bad?....................................................................................................................................44
9.3.vi. Conclusion: Teams Require Structure + Emotion Management.........................................................45
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