Management & Organisatie
Sessie 1: Introductie tot Organisatie & Management ...................................................................... 9
Wat is het ultieme doel van een organisatie? ............................................................................................... 9
Organizational health index (heel belangrijk, echt de basis) .............................................................. 9
Sessie 2: Organisaties en organiseren .................................................................................................. 10
Wat is een organisatie? ..................................................................................................................................................... 10
Wat is een organisatie? ................................................................................................................................................ 10
Definitie organisatie (niet vanbuiten leren, probeer er zelf 1 te maken)................................. 10
Wat is de purpose/doelstelling van een organisatie?.............................................................................. 10
Wat zijn de doelen (purpose!!!) van een organisatie ............................................................................. 10
Purpose – mission – vision – goals (belangrijk om deze woorden niet door elkaar te
gebruiken) ............................................................................................................................................................................... 11
The properties of purpose (background, “waar moet een purpose aan voldoen?”) ..... 12
Why many purposes are not authentic (background) .......................................................................... 12
Some critical questions to address (background) .................................................................................... 13
How to create a compelling purpose? ............................................................................................................ 13
Purpose: examples ........................................................................................................................................................... 14
Massive Transformative Purpose = MTP (niet zomaar doelen, nee massive
transformative purposes) ExO ................................................................................................................................. 14
Structure ................................................................................................................................................................................... 15
Informele en formele structuur .............................................................................................................................. 15
De evolutie van een organisatie .................................................................................................................................. 15
The future of management is ‘teal’ (appelblauwzeegroen) ............................................................. 15
Kleurendia (background) ............................................................................................................................................ 16
Red - impulsive ................................................................................................................................................................... 17
Amber – conformist (volgzaam) ............................................................................................................................. 17
Orange - achievement................................................................................................................................................... 17
Green - pluralistic .............................................................................................................................................................. 17
The future is Teal .............................................................................................................................................................. 18
De organisatie van de toekomst ................................................................................................................................ 18
The organization of the future ................................................................................................................................ 18
What will the organization of the future look like? ................................................................................. 19
Design the Company of the Future .................................................................................................................... 19
Embrace the Business Imperative of Diversity .......................................................................................... 19
Nine organizational imperatives will separate future ready companies from the pack.
......................................................................................................................................................................................................... 20
1
Pauline Van Kerkhoven 2021-2022
, Organizing for the future KEY QUESTION 1 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Organizing for the future KEY QUESTION 2 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Organizing for the future KEY QUESTION 3 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Sessie 3: Management en managing..................................................................................................... 22
What is management?....................................................................................................................................................... 22
Kwaliteiten die een manager nodig heeft ..................................................................................................... 22
What is a good manager? .......................................................................................................................................... 22
Paradox: competing demands: is the era of management over? ............................................... 23
Management ........................................................................................................................................................................ 23
Management: science? Art? Craft? Practice?.............................................................................................. 24
Different perspectives on management (metaforen) ........................................................................... 24
The paradox of managing (metaforen) ............................................................................................................ 24
Managerial roles (verschillende management modellen) ..................................................................... 25
Evolution of management models ..................................................................................................................... 25
The classical vision of managerial roles (managerial role) = POLC ............................................ 28
Mintzberg ................................................................................................................................................................................ 28
Managerial roles: Mintzberg ..................................................................................................................................... 29
Framing .................................................................................................................................................................................... 29
Scheduling (agendabeheer, belangrijke tool) ............................................................................................ 29
Dia die mist in onze ppt, top vs middle management = managerial paradox.................... 30
Managerial capabilities ...................................................................................................................................................... 30
Upper Echelons Theory .............................................................................................................................................. 30
The added value of middle managers (MM) ................................................................................................ 31
Middle Management's 4 strategic roles (niet echt besproken)...................................................... 31
Hotdog is een metafoor van het midden management = the important role of the
middle ........................................................................................................................................................................................ 31
Managerial competencies .......................................................................................................................................... 31
Managerial competencies: the lists .................................................................................................................... 32
Management vaardigheden..................................................................................................................................... 32
Well rounded managing ............................................................................................................................................. 33
Ambidextroux (iemand die even goed met zijn linkse en rechtste hand kan schrijven)
leadership ............................................................................................................................................................................... 34
The 5 minds of a manager ......................................................................................................................................... 34
Selling management at Google (reader) ........................................................................................................ 34
Sessie 4: Organisatiestructuren en agility .......................................................................................... 36
2
Pauline Van Kerkhoven 2021-2022
, Organizational structure: the basics ........................................................................................................................ 36
Organizational structure : the problem visualized .................................................................................. 36
Organizational structure: why? ............................................................................................................................... 36
Hoe beschrijf je de structuur? ................................................................................................................................. 36
Elements of organizational structure ................................................................................................................ 36
Mechanistic vs organic organizational design ............................................................................................ 41
Dit bovenstaande geeft aanleiding tot een paradox ............................................................................. 41
Bureaucracy, Meritocracy & Adhocracy .............................................................................................................. 42
From bureaucracy to adhocracy .......................................................................................................................... 42
Adhocracy: 3 key features ......................................................................................................................................... 44
Organizational agility ........................................................................................................................................................... 44
Agility ......................................................................................................................................................................................... 44
Agility at ING ......................................................................................................................................................................... 45
What is an agile organization? ................................................................................................................................ 46
Agility transforms every facet of the organization: people, process, strategy,
structure, & technology ............................................................................................................................................... 47
Paradox agility..................................................................................................................................................................... 47
Examples of backbone elements (stabiele elementen)..................................................................... 48
How is agility implemented? ................................................................................................................................... 48
2 pathways to organizational agility ................................................................................................................... 49
Why is agility NOT implemented?....................................................................................................................... 49
7 agility missteps............................................................................................................................................................... 49
The five trademarks of agile organizations (reader) .............................................................................. 50
Sessie 5: Kennis en leerprocessen ......................................................................................................... 51
Waarom is het leren zo belangrijk? ..................................................................................................................... 51
Major disruptions for organizations ..................................................................................................................... 51
Tacit knowledge as key to organizational learning ..................................................................................... 52
What is knowledge? ....................................................................................................................................................... 52
Tacit vs. explicit knowledge ..................................................................................................................................... 53
4 modes of knowledge conversion .................................................................................................................... 54
Verschil tussen vragen stellen en observatie: ........................................................................................... 56
Knowledge creation process .................................................................................................................................. 56
Organizational learning & The learning organization ................................................................................. 56
Learning as competitive advantage .................................................................................................................. 56
The field of organizational learning .................................................................................................................... 56
Organizational learning: related constructs/concepten.................................................................... 57
Learning organization.................................................................................................................................................... 58
3
Pauline Van Kerkhoven 2021-2022
, 3 grote building blocks van een learning organization (belangrijk!).......................................... 58
Psychological safety and learning ..................................................................................................................... 60
Failure and Learning (falen) ........................................................................................................................................... 61
Adopting a learning culture ...................................................................................................................................... 61
When does failure become acceptable? ...................................................................................................... 61
How can failure contribute to learning?.......................................................................................................... 62
Barriers to learning from failure (waarom je niet kan leren van falen)..................................... 62
Importance of “psychological safety” ............................................................................................................... 63
Sessie 6: Organisatieverandering ........................................................................................................... 64
What is (organizational) change? ............................................................................................................................... 64
Change is …............................................................................................................................................................................. 64
Filmpje change ................................................................................................................................................................... 64
What is change................................................................................................................................................................... 64
What is organizational change? ............................................................................................................................ 65
Why is organizational change difficult?................................................................................................................ 65
To change or not to change? .................................................................................................................................. 65
Performance of change programs ..................................................................................................................... 66
Barriers to organizational change ....................................................................................................................... 66
The many moods of organizational change (niet zo lang bekeken) ........................................ 66
Why do employees resist change? -> best belangrijk: bad communication, loss of job
......................................................................................................................................................................................................... 67
How to deal with resistance? In practice… ..................................................................................................... 67
Perspectieven op verandering .................................................................................................................................... 67
Perspectief 1 : Planned change ................................................................................................................................... 67
Perspectief 1 : Managing organizational change: planned change ........................................... 67
Kritieken: Issues with ‘planed change’ -> de 8 bovenstaande stappen! ................................ 74
Perspectief 2: ............................................................................................................................................................................. 76
Perspectief 2: Managing organizational change: Emergent change: the influence
model ......................................................................................................................................................................................... 76
Change management: menselijke visie .......................................................................................................... 76
Sessie 7: Besluitvorming ............................................................................................................................. 79
What is decision-making? ............................................................................................................................................... 79
Three decision making philosophies ................................................................................................................. 79
Rational decision-making processes..................................................................................................................... 80
Rationeel besluitvormingsproces ....................................................................................................................... 80
Consequenties van ‘rationale’ beslissingen ................................................................................................. 82
Intuitive decision-making ................................................................................................................................................ 82
4
Pauline Van Kerkhoven 2021-2022
Sessie 1: Introductie tot Organisatie & Management ...................................................................... 9
Wat is het ultieme doel van een organisatie? ............................................................................................... 9
Organizational health index (heel belangrijk, echt de basis) .............................................................. 9
Sessie 2: Organisaties en organiseren .................................................................................................. 10
Wat is een organisatie? ..................................................................................................................................................... 10
Wat is een organisatie? ................................................................................................................................................ 10
Definitie organisatie (niet vanbuiten leren, probeer er zelf 1 te maken)................................. 10
Wat is de purpose/doelstelling van een organisatie?.............................................................................. 10
Wat zijn de doelen (purpose!!!) van een organisatie ............................................................................. 10
Purpose – mission – vision – goals (belangrijk om deze woorden niet door elkaar te
gebruiken) ............................................................................................................................................................................... 11
The properties of purpose (background, “waar moet een purpose aan voldoen?”) ..... 12
Why many purposes are not authentic (background) .......................................................................... 12
Some critical questions to address (background) .................................................................................... 13
How to create a compelling purpose? ............................................................................................................ 13
Purpose: examples ........................................................................................................................................................... 14
Massive Transformative Purpose = MTP (niet zomaar doelen, nee massive
transformative purposes) ExO ................................................................................................................................. 14
Structure ................................................................................................................................................................................... 15
Informele en formele structuur .............................................................................................................................. 15
De evolutie van een organisatie .................................................................................................................................. 15
The future of management is ‘teal’ (appelblauwzeegroen) ............................................................. 15
Kleurendia (background) ............................................................................................................................................ 16
Red - impulsive ................................................................................................................................................................... 17
Amber – conformist (volgzaam) ............................................................................................................................. 17
Orange - achievement................................................................................................................................................... 17
Green - pluralistic .............................................................................................................................................................. 17
The future is Teal .............................................................................................................................................................. 18
De organisatie van de toekomst ................................................................................................................................ 18
The organization of the future ................................................................................................................................ 18
What will the organization of the future look like? ................................................................................. 19
Design the Company of the Future .................................................................................................................... 19
Embrace the Business Imperative of Diversity .......................................................................................... 19
Nine organizational imperatives will separate future ready companies from the pack.
......................................................................................................................................................................................................... 20
1
Pauline Van Kerkhoven 2021-2022
, Organizing for the future KEY QUESTION 1 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Organizing for the future KEY QUESTION 2 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Organizing for the future KEY QUESTION 3 (niet in de les besproken, zou het wel zelf
nog is grondig herhalen) .............................................................................................................................................. 21
Sessie 3: Management en managing..................................................................................................... 22
What is management?....................................................................................................................................................... 22
Kwaliteiten die een manager nodig heeft ..................................................................................................... 22
What is a good manager? .......................................................................................................................................... 22
Paradox: competing demands: is the era of management over? ............................................... 23
Management ........................................................................................................................................................................ 23
Management: science? Art? Craft? Practice?.............................................................................................. 24
Different perspectives on management (metaforen) ........................................................................... 24
The paradox of managing (metaforen) ............................................................................................................ 24
Managerial roles (verschillende management modellen) ..................................................................... 25
Evolution of management models ..................................................................................................................... 25
The classical vision of managerial roles (managerial role) = POLC ............................................ 28
Mintzberg ................................................................................................................................................................................ 28
Managerial roles: Mintzberg ..................................................................................................................................... 29
Framing .................................................................................................................................................................................... 29
Scheduling (agendabeheer, belangrijke tool) ............................................................................................ 29
Dia die mist in onze ppt, top vs middle management = managerial paradox.................... 30
Managerial capabilities ...................................................................................................................................................... 30
Upper Echelons Theory .............................................................................................................................................. 30
The added value of middle managers (MM) ................................................................................................ 31
Middle Management's 4 strategic roles (niet echt besproken)...................................................... 31
Hotdog is een metafoor van het midden management = the important role of the
middle ........................................................................................................................................................................................ 31
Managerial competencies .......................................................................................................................................... 31
Managerial competencies: the lists .................................................................................................................... 32
Management vaardigheden..................................................................................................................................... 32
Well rounded managing ............................................................................................................................................. 33
Ambidextroux (iemand die even goed met zijn linkse en rechtste hand kan schrijven)
leadership ............................................................................................................................................................................... 34
The 5 minds of a manager ......................................................................................................................................... 34
Selling management at Google (reader) ........................................................................................................ 34
Sessie 4: Organisatiestructuren en agility .......................................................................................... 36
2
Pauline Van Kerkhoven 2021-2022
, Organizational structure: the basics ........................................................................................................................ 36
Organizational structure : the problem visualized .................................................................................. 36
Organizational structure: why? ............................................................................................................................... 36
Hoe beschrijf je de structuur? ................................................................................................................................. 36
Elements of organizational structure ................................................................................................................ 36
Mechanistic vs organic organizational design ............................................................................................ 41
Dit bovenstaande geeft aanleiding tot een paradox ............................................................................. 41
Bureaucracy, Meritocracy & Adhocracy .............................................................................................................. 42
From bureaucracy to adhocracy .......................................................................................................................... 42
Adhocracy: 3 key features ......................................................................................................................................... 44
Organizational agility ........................................................................................................................................................... 44
Agility ......................................................................................................................................................................................... 44
Agility at ING ......................................................................................................................................................................... 45
What is an agile organization? ................................................................................................................................ 46
Agility transforms every facet of the organization: people, process, strategy,
structure, & technology ............................................................................................................................................... 47
Paradox agility..................................................................................................................................................................... 47
Examples of backbone elements (stabiele elementen)..................................................................... 48
How is agility implemented? ................................................................................................................................... 48
2 pathways to organizational agility ................................................................................................................... 49
Why is agility NOT implemented?....................................................................................................................... 49
7 agility missteps............................................................................................................................................................... 49
The five trademarks of agile organizations (reader) .............................................................................. 50
Sessie 5: Kennis en leerprocessen ......................................................................................................... 51
Waarom is het leren zo belangrijk? ..................................................................................................................... 51
Major disruptions for organizations ..................................................................................................................... 51
Tacit knowledge as key to organizational learning ..................................................................................... 52
What is knowledge? ....................................................................................................................................................... 52
Tacit vs. explicit knowledge ..................................................................................................................................... 53
4 modes of knowledge conversion .................................................................................................................... 54
Verschil tussen vragen stellen en observatie: ........................................................................................... 56
Knowledge creation process .................................................................................................................................. 56
Organizational learning & The learning organization ................................................................................. 56
Learning as competitive advantage .................................................................................................................. 56
The field of organizational learning .................................................................................................................... 56
Organizational learning: related constructs/concepten.................................................................... 57
Learning organization.................................................................................................................................................... 58
3
Pauline Van Kerkhoven 2021-2022
, 3 grote building blocks van een learning organization (belangrijk!).......................................... 58
Psychological safety and learning ..................................................................................................................... 60
Failure and Learning (falen) ........................................................................................................................................... 61
Adopting a learning culture ...................................................................................................................................... 61
When does failure become acceptable? ...................................................................................................... 61
How can failure contribute to learning?.......................................................................................................... 62
Barriers to learning from failure (waarom je niet kan leren van falen)..................................... 62
Importance of “psychological safety” ............................................................................................................... 63
Sessie 6: Organisatieverandering ........................................................................................................... 64
What is (organizational) change? ............................................................................................................................... 64
Change is …............................................................................................................................................................................. 64
Filmpje change ................................................................................................................................................................... 64
What is change................................................................................................................................................................... 64
What is organizational change? ............................................................................................................................ 65
Why is organizational change difficult?................................................................................................................ 65
To change or not to change? .................................................................................................................................. 65
Performance of change programs ..................................................................................................................... 66
Barriers to organizational change ....................................................................................................................... 66
The many moods of organizational change (niet zo lang bekeken) ........................................ 66
Why do employees resist change? -> best belangrijk: bad communication, loss of job
......................................................................................................................................................................................................... 67
How to deal with resistance? In practice… ..................................................................................................... 67
Perspectieven op verandering .................................................................................................................................... 67
Perspectief 1 : Planned change ................................................................................................................................... 67
Perspectief 1 : Managing organizational change: planned change ........................................... 67
Kritieken: Issues with ‘planed change’ -> de 8 bovenstaande stappen! ................................ 74
Perspectief 2: ............................................................................................................................................................................. 76
Perspectief 2: Managing organizational change: Emergent change: the influence
model ......................................................................................................................................................................................... 76
Change management: menselijke visie .......................................................................................................... 76
Sessie 7: Besluitvorming ............................................................................................................................. 79
What is decision-making? ............................................................................................................................................... 79
Three decision making philosophies ................................................................................................................. 79
Rational decision-making processes..................................................................................................................... 80
Rationeel besluitvormingsproces ....................................................................................................................... 80
Consequenties van ‘rationale’ beslissingen ................................................................................................. 82
Intuitive decision-making ................................................................................................................................................ 82
4
Pauline Van Kerkhoven 2021-2022
