Uitwerking taken en colleges
, Taak 1
Learning goals:
1. What is:
- organization and management, and the relation between both?
Organization and management
- Organization (= an interconnected set of individuals and groups who attempt to accomplish common goals
through differentiated functions and their coordination)
- Management (= the process of assembling and using sets of resources in a goal-directed manner to
accomplish tasks in an organizational setting)
- Relation: management occurs in an organizational context
- organizing and managing, and the relation between both?
Organizing and managing
- Organizing (= systematically integrating resources to accomplish tasks)
- Managing (= the process of completing managerial activities)
o Manager (= anyone who has designated responsibilities for carrying out managerial activities)
- Relation: organizing is, next to planning, directing, and controlling, a function which
managers perform
- division of labour (DoL) and the relation between DoL and organizing and managing?
Structure of an organization (= the total of the ways in which its labor is divided into distinct tasks
and then its coordination achieved among those tasks)
2. What, according to Mintzberg, are key coordination mechanisms?
3. What, according to Mintzberg, are the features of organizational configurations?
4. What are the differences and similarities between organizational configurations with regard to
their design parameters and contingency (situational) factors? (Note here you can skip the
divisionalized form)
5. Explain why a hospital might be considered as a professional bureaucracy. What might be the
[managerial] challenges associated with this?
Entrepreneurship refers to the process of creating, developing, and managing a new business venture to
achieve a profit of fulfill a specific need in the market.
Characteristics: innovation, pro-activity, creativity, resilience, risk-taking
Entrepreneur in an existing organization → intrapreneur
Intrapreneurship (in healthcare) refers to the act of creating new products, services, or processes within an
established organization, with the goal of driving innovation and growth.
Aims of intrapreneurship: improve patient outcomes, increase efficiency, improve processes, and reduce
costs.
Intrapreneurs: nurses, physicians and other care staff, administrators, policy officers.
Barriers;
- Complex organizational structures
- Risk aversion and resistance to change
- Limited resources
- Lacking innovation readiness
Hitt
Management = the process of assembling and using sets of resources in a goal-directed manner to
accomplish tasks in an organizational setting, it is an activity or process.
Organization = an interconnected set of individuals and groups who attempt to accomplish common goals
through differentiated functions and their coordination.
,Manager = anyone who has designated responsibilities for carrying out managerial activities
Managing = the process of completing those activities
Managers are responsible for managing resources – financial, human, and otherwise.
Challenges managers;
- Managing change managers will be confronted with both the need for change and the opportunity to
create change. Not making changes is unlikely to be an option.
Managers must find ways to gain employees’ acceptance of change in order to implement it
effectively. To gain acceptance, it is useful for managers to create “small wins”
Technology: no managers can ignore the impact of technology and the way it affects their
jobs and firms. Technology developments often force managers to make changes whether they want
to or not. The introduction of a new technology leads to the development of new products and new
processes for accomplishing tasks.
Globalization: managers must maintain an awareness of what happens in the rest of the world,
because events in other countries affect their organizations. Global events will almost certainly affect
managers’ goals and decisions, and how they must coordinate and lead the work of other people
- Managing resources → : the manager must ensure the efficient use of resources but also use the
resources in ways that maximize achieving the organization’s goals. Among the resources important
to managers are financial capital, human capital, physical resources and technology. Managers build
and manage a portfolio of resources.
- Managing strategically → managerial challenges create an incredibly complex, dynamic and
competitive landscape in which most managers must operate. To survive and perform well in such an
environment managers throughout the organization need to manage strategically.
- Managing entrepreneurially → managers should regularly search for new opportunities in the current
marketplace or identify ideas that could create new markets. Entrepreneurship involves identifying
new opportunities and exploiting them. Managers must be entrepreneurial.
Managerial functions;
- Planning → estimating future conditions and circumstances and making decisions about appropriate
courses of action, 3 levels or types;
strategic planning = addresses strategic actions designed to achieve the organization’s long-
range goals.
tactical planning = translates strategic plans into actions designed to achieve specific and
shorter-term goals and objectives.
operational planning = identifies the actions needed to accomplish the goals of particular units
of the organization or particular product lines in their respective markets.
- Organizing → systematically integrating resources to accomplish tasks
- Directing → the process of attempting to influence other people to attain an organization’s objectives
- Controlling → regulating the work of those for whom an manager is responsible
Managerial roles (Mintzberg);
- Interpersonal → roles composed of three types of behavior and derived directly from the manager’s
formal authoriy granted by the organization, they are:
The figurehead role (ceremonial activities, such as attending a social function, welcoming a visiting
dignitary, or presiding at a farewell reception. Representing the organization, showing the flag
The leader role (influencing or directing others)
The liaison role (contacts with those outside the formal chain of command, not only managers within
the organization but also such external individuals as customers/suppliers/government officicals)
- Informational → interpersonal relationships that a manager establishes, and it underscores the
importance of the network of contacts a manager builds and maintains, 3 specific;
The monitor role (extensive information seeking in which managers engage to remain aware of
crucial developments that may affect their units and their own work)
The disseminator role (manager not only receives information but also sends it, often information
that the receiver wants but otherwise has no easy access to without the help of a manager)
The spokesperson role (called upon to represent the views of the unit for which he or she is
responsible)
, - Decisional → decision-making requirements of a manager’s job, 4 roles;
The entrepreneurial role (engage in activities that explore new opportunities or start new projects,
comes often with a series of small decisions and risk)
The disturbance handler role (respond to problems or disturbances, often act as a judge/problem
solver/conflict manager)
The resource allocator role (resources must be managed efficiently in organizations and slack rarely
exists, decide how to distribute resources)
The negotiator role (make accommodations with other units or other organizations, managers then
should know what resources they can or cannot commit to particular negotiated solutions)
Stewart 3 dimensions characterize a managerial job;
- The demands made on it → what the holder of a particular managerial position must do
Two types: activities/duties to carry out, and the standards/levels of minimum performances to meet
- The constraints placed on it → factors that limit a manager’s response to various demands (time,
budgets, technology)
- The choices permitted in it → despite demands and constraints, managers always have the
opportunity to exercise discretion (!)
Manager skills;
- Technical skills → having specialized knowledge about procedures, processes, and equipment, and
include knowing how and when to use that knowledge
- Interpersonal skills → sensitivity, persuasiveness, empathy
- Conceptual skills → logical reasoning, judgement, analytical abilities
, Taak 1
Learning goals:
1. What is:
- organization and management, and the relation between both?
Organization and management
- Organization (= an interconnected set of individuals and groups who attempt to accomplish common goals
through differentiated functions and their coordination)
- Management (= the process of assembling and using sets of resources in a goal-directed manner to
accomplish tasks in an organizational setting)
- Relation: management occurs in an organizational context
- organizing and managing, and the relation between both?
Organizing and managing
- Organizing (= systematically integrating resources to accomplish tasks)
- Managing (= the process of completing managerial activities)
o Manager (= anyone who has designated responsibilities for carrying out managerial activities)
- Relation: organizing is, next to planning, directing, and controlling, a function which
managers perform
- division of labour (DoL) and the relation between DoL and organizing and managing?
Structure of an organization (= the total of the ways in which its labor is divided into distinct tasks
and then its coordination achieved among those tasks)
2. What, according to Mintzberg, are key coordination mechanisms?
3. What, according to Mintzberg, are the features of organizational configurations?
4. What are the differences and similarities between organizational configurations with regard to
their design parameters and contingency (situational) factors? (Note here you can skip the
divisionalized form)
5. Explain why a hospital might be considered as a professional bureaucracy. What might be the
[managerial] challenges associated with this?
Entrepreneurship refers to the process of creating, developing, and managing a new business venture to
achieve a profit of fulfill a specific need in the market.
Characteristics: innovation, pro-activity, creativity, resilience, risk-taking
Entrepreneur in an existing organization → intrapreneur
Intrapreneurship (in healthcare) refers to the act of creating new products, services, or processes within an
established organization, with the goal of driving innovation and growth.
Aims of intrapreneurship: improve patient outcomes, increase efficiency, improve processes, and reduce
costs.
Intrapreneurs: nurses, physicians and other care staff, administrators, policy officers.
Barriers;
- Complex organizational structures
- Risk aversion and resistance to change
- Limited resources
- Lacking innovation readiness
Hitt
Management = the process of assembling and using sets of resources in a goal-directed manner to
accomplish tasks in an organizational setting, it is an activity or process.
Organization = an interconnected set of individuals and groups who attempt to accomplish common goals
through differentiated functions and their coordination.
,Manager = anyone who has designated responsibilities for carrying out managerial activities
Managing = the process of completing those activities
Managers are responsible for managing resources – financial, human, and otherwise.
Challenges managers;
- Managing change managers will be confronted with both the need for change and the opportunity to
create change. Not making changes is unlikely to be an option.
Managers must find ways to gain employees’ acceptance of change in order to implement it
effectively. To gain acceptance, it is useful for managers to create “small wins”
Technology: no managers can ignore the impact of technology and the way it affects their
jobs and firms. Technology developments often force managers to make changes whether they want
to or not. The introduction of a new technology leads to the development of new products and new
processes for accomplishing tasks.
Globalization: managers must maintain an awareness of what happens in the rest of the world,
because events in other countries affect their organizations. Global events will almost certainly affect
managers’ goals and decisions, and how they must coordinate and lead the work of other people
- Managing resources → : the manager must ensure the efficient use of resources but also use the
resources in ways that maximize achieving the organization’s goals. Among the resources important
to managers are financial capital, human capital, physical resources and technology. Managers build
and manage a portfolio of resources.
- Managing strategically → managerial challenges create an incredibly complex, dynamic and
competitive landscape in which most managers must operate. To survive and perform well in such an
environment managers throughout the organization need to manage strategically.
- Managing entrepreneurially → managers should regularly search for new opportunities in the current
marketplace or identify ideas that could create new markets. Entrepreneurship involves identifying
new opportunities and exploiting them. Managers must be entrepreneurial.
Managerial functions;
- Planning → estimating future conditions and circumstances and making decisions about appropriate
courses of action, 3 levels or types;
strategic planning = addresses strategic actions designed to achieve the organization’s long-
range goals.
tactical planning = translates strategic plans into actions designed to achieve specific and
shorter-term goals and objectives.
operational planning = identifies the actions needed to accomplish the goals of particular units
of the organization or particular product lines in their respective markets.
- Organizing → systematically integrating resources to accomplish tasks
- Directing → the process of attempting to influence other people to attain an organization’s objectives
- Controlling → regulating the work of those for whom an manager is responsible
Managerial roles (Mintzberg);
- Interpersonal → roles composed of three types of behavior and derived directly from the manager’s
formal authoriy granted by the organization, they are:
The figurehead role (ceremonial activities, such as attending a social function, welcoming a visiting
dignitary, or presiding at a farewell reception. Representing the organization, showing the flag
The leader role (influencing or directing others)
The liaison role (contacts with those outside the formal chain of command, not only managers within
the organization but also such external individuals as customers/suppliers/government officicals)
- Informational → interpersonal relationships that a manager establishes, and it underscores the
importance of the network of contacts a manager builds and maintains, 3 specific;
The monitor role (extensive information seeking in which managers engage to remain aware of
crucial developments that may affect their units and their own work)
The disseminator role (manager not only receives information but also sends it, often information
that the receiver wants but otherwise has no easy access to without the help of a manager)
The spokesperson role (called upon to represent the views of the unit for which he or she is
responsible)
, - Decisional → decision-making requirements of a manager’s job, 4 roles;
The entrepreneurial role (engage in activities that explore new opportunities or start new projects,
comes often with a series of small decisions and risk)
The disturbance handler role (respond to problems or disturbances, often act as a judge/problem
solver/conflict manager)
The resource allocator role (resources must be managed efficiently in organizations and slack rarely
exists, decide how to distribute resources)
The negotiator role (make accommodations with other units or other organizations, managers then
should know what resources they can or cannot commit to particular negotiated solutions)
Stewart 3 dimensions characterize a managerial job;
- The demands made on it → what the holder of a particular managerial position must do
Two types: activities/duties to carry out, and the standards/levels of minimum performances to meet
- The constraints placed on it → factors that limit a manager’s response to various demands (time,
budgets, technology)
- The choices permitted in it → despite demands and constraints, managers always have the
opportunity to exercise discretion (!)
Manager skills;
- Technical skills → having specialized knowledge about procedures, processes, and equipment, and
include knowing how and when to use that knowledge
- Interpersonal skills → sensitivity, persuasiveness, empathy
- Conceptual skills → logical reasoning, judgement, analytical abilities
