S
SUMMARY BMZ2025
All tasks & lectures summarized
,Task 1 – Organization
Managerial To control a healthcare organization to be efficient (doing things correct) and
perspective effective (doing the correct things)
Entrepreneuria To innovate a healthcare organization in order to create new opportunities or
l perspective solve problems differently
Organization An interconnected set of individuals and groups who attempt to accomplish
common goals through differentiated functions and their coordination.
Product of organizing
Management An activity or process; the process of assembling and using sets of resources in
goal-directed manner to accomplish tasks in an organization/organizational
setting. Types:
- Strategic
- Operational
- Integral
- (Tactical)
Relation Management occurs in an organizational context.
Organization sets the (organizational) boundaries/conditions in which
management (as activity) takes place. And management (as function) can
change the design of an organization.
Organizing Systematically integrating resources to accomplish tasks.
- Creating parts and connections
Managing The process of completing managerial activities four dimensions: planning,
organizing, directing, controlling.
- Coordinating of what is organized
- Manager: anyone who has designated responsibilities for carrying out
managerial activities
Relation Organization/organizing sets conditions/boundaries for management/managing
- Organizing is, next to planning, directing, and controlling, a function
which managers perform.
Division of The division of work so that each person performs a limited number of tass
Labor (specialized tasks); first used early in the industrial revolution.
Relation For the establishment of the division of labor are organizing and managing
DoL and necessary.
organizing - Structure of an organization: the total of the ways in which it’s labor is
and divided into distinct tasks and then it’s coordination achieved among
managing those tasks.
Division of Labor into tasks:
- Vertical differentiation: leads to hierarchy
o More difficult to understand what the context of bottom is
- Horizontal differentiation: Leads to functionalism
o Internal differentiation: same tasks together
o Internal specialization: grouping activities (product, market,
geographic)
Organizing = creating parts/connections (compare differentiating): managing =
coordinating parts.
Organizing flow = dividing work (labor) = level or required coordination; and
more dividing results in more interdependencies
Source: Hitt, Black & Porter (2013).
Organizational Define tasks, competencies, and responsibilities and sets out the pattern of
structure relationships between positions.
, Task division The splitting up of activities into separate tasks that are then either
assigned to individuals or to other units such as departments
Vertical task division Tasks, authority and responsibility are divided amongst the various
hierarchical levels (separate doing and thinking)
Factors which influence the division of tasks:
- Costs factors
- Managerial factors
- Individual factors
- Societal motives
Horizontal task Tasks, authority and responsibility are split up across the hierarchical level
division of an organization
Source: Marcus & van Dam (2007)
Task division
Configuration Explanation Features Figure
type
Entrepreneurial Structure is simple; not much Strategic apex
(simple) more than one large unit Direct supervision
organization Centralisation
Machine Offspring of the industrial Technostructure
organization revolution (specialization and Standardisation of
standardization): large work
technostructure to design and Limited horizontal
maintain its systems of decentralisation
standardization; large hierarchy
of middle line managers emerges
to control to the highly
specialized work of the operating
core
Everyone does one specific task
more & more pubs and
restaurants work like this
Professional In relying on trained professionals Operating core
organization to do its operating tasks, the Standardization of
organization surrenders a good skills
deal of its power to: Horizontal/vertical
1. The professionals decentralisation
themselves
2. The associates and
institutions that select
and train them in the first
place
, Diversified A set of rather independent Middle line
organization entities coupled together by a Standardization
loose administrative structure. output
Limited vertical
decentralisation
Innovative These industries require ‘project Support staff /
organization structures’, ones that can fuse operate core
experts drawn from different Mutual
specialities into smoothly adjustment
functioning creative teams. Selective
decentralisation
Missionary When an organization is Ideology
organization dominated by it’s ideology, its Standardization of
members are encouraged to pull norms
E.g. helping together, and so there tends to Decentralisation
organization in be a loose DoL; little job
India (people specialization; as well as a
who are reduction of the various forms of
abused) & differentiation found in the other
“artsen zonder configurations – of the strategic
grenzen” apex to the rest, of staff from line
or administration from
operations, between operators,
between divisions, and so on
Political Form of organization No focus
organization characterized, structurally at Rest varies
least, by what it lacks; when an
organization has:
- No dominate part
- No dominate mechanism
or coordination
- No stable form of
centralization or
decentralization
In reality, organizations are often a combination of configurations.
Six basic parts of the organizational configurations
1. Operating core = the people who perform the basic work of producing the products and
rendering the services.
2. Strategic apex = full-time manager, who oversees the whole system.
3. Middle line = hierarchy of authority between the operating
core and the strategic apex.
4. Technostructure = analyst from this outside the hierarchy of
line authority.
5. Support staff = staff units, to provide various internal
services.
6. Ideology = culture; encompasses traditions and beliefs of an
organization that distinguish it from other organizations and
infuse a certain life into the skeleton of its structure.
SUMMARY BMZ2025
All tasks & lectures summarized
,Task 1 – Organization
Managerial To control a healthcare organization to be efficient (doing things correct) and
perspective effective (doing the correct things)
Entrepreneuria To innovate a healthcare organization in order to create new opportunities or
l perspective solve problems differently
Organization An interconnected set of individuals and groups who attempt to accomplish
common goals through differentiated functions and their coordination.
Product of organizing
Management An activity or process; the process of assembling and using sets of resources in
goal-directed manner to accomplish tasks in an organization/organizational
setting. Types:
- Strategic
- Operational
- Integral
- (Tactical)
Relation Management occurs in an organizational context.
Organization sets the (organizational) boundaries/conditions in which
management (as activity) takes place. And management (as function) can
change the design of an organization.
Organizing Systematically integrating resources to accomplish tasks.
- Creating parts and connections
Managing The process of completing managerial activities four dimensions: planning,
organizing, directing, controlling.
- Coordinating of what is organized
- Manager: anyone who has designated responsibilities for carrying out
managerial activities
Relation Organization/organizing sets conditions/boundaries for management/managing
- Organizing is, next to planning, directing, and controlling, a function
which managers perform.
Division of The division of work so that each person performs a limited number of tass
Labor (specialized tasks); first used early in the industrial revolution.
Relation For the establishment of the division of labor are organizing and managing
DoL and necessary.
organizing - Structure of an organization: the total of the ways in which it’s labor is
and divided into distinct tasks and then it’s coordination achieved among
managing those tasks.
Division of Labor into tasks:
- Vertical differentiation: leads to hierarchy
o More difficult to understand what the context of bottom is
- Horizontal differentiation: Leads to functionalism
o Internal differentiation: same tasks together
o Internal specialization: grouping activities (product, market,
geographic)
Organizing = creating parts/connections (compare differentiating): managing =
coordinating parts.
Organizing flow = dividing work (labor) = level or required coordination; and
more dividing results in more interdependencies
Source: Hitt, Black & Porter (2013).
Organizational Define tasks, competencies, and responsibilities and sets out the pattern of
structure relationships between positions.
, Task division The splitting up of activities into separate tasks that are then either
assigned to individuals or to other units such as departments
Vertical task division Tasks, authority and responsibility are divided amongst the various
hierarchical levels (separate doing and thinking)
Factors which influence the division of tasks:
- Costs factors
- Managerial factors
- Individual factors
- Societal motives
Horizontal task Tasks, authority and responsibility are split up across the hierarchical level
division of an organization
Source: Marcus & van Dam (2007)
Task division
Configuration Explanation Features Figure
type
Entrepreneurial Structure is simple; not much Strategic apex
(simple) more than one large unit Direct supervision
organization Centralisation
Machine Offspring of the industrial Technostructure
organization revolution (specialization and Standardisation of
standardization): large work
technostructure to design and Limited horizontal
maintain its systems of decentralisation
standardization; large hierarchy
of middle line managers emerges
to control to the highly
specialized work of the operating
core
Everyone does one specific task
more & more pubs and
restaurants work like this
Professional In relying on trained professionals Operating core
organization to do its operating tasks, the Standardization of
organization surrenders a good skills
deal of its power to: Horizontal/vertical
1. The professionals decentralisation
themselves
2. The associates and
institutions that select
and train them in the first
place
, Diversified A set of rather independent Middle line
organization entities coupled together by a Standardization
loose administrative structure. output
Limited vertical
decentralisation
Innovative These industries require ‘project Support staff /
organization structures’, ones that can fuse operate core
experts drawn from different Mutual
specialities into smoothly adjustment
functioning creative teams. Selective
decentralisation
Missionary When an organization is Ideology
organization dominated by it’s ideology, its Standardization of
members are encouraged to pull norms
E.g. helping together, and so there tends to Decentralisation
organization in be a loose DoL; little job
India (people specialization; as well as a
who are reduction of the various forms of
abused) & differentiation found in the other
“artsen zonder configurations – of the strategic
grenzen” apex to the rest, of staff from line
or administration from
operations, between operators,
between divisions, and so on
Political Form of organization No focus
organization characterized, structurally at Rest varies
least, by what it lacks; when an
organization has:
- No dominate part
- No dominate mechanism
or coordination
- No stable form of
centralization or
decentralization
In reality, organizations are often a combination of configurations.
Six basic parts of the organizational configurations
1. Operating core = the people who perform the basic work of producing the products and
rendering the services.
2. Strategic apex = full-time manager, who oversees the whole system.
3. Middle line = hierarchy of authority between the operating
core and the strategic apex.
4. Technostructure = analyst from this outside the hierarchy of
line authority.
5. Support staff = staff units, to provide various internal
services.
6. Ideology = culture; encompasses traditions and beliefs of an
organization that distinguish it from other organizations and
infuse a certain life into the skeleton of its structure.
