Organisation & People
Table of contents
Chapter 1....................................................................................................................................................... 2
Lecture presentation.............................................................................................................................................2
§1.1 introduction..................................................................................................................................................3
§1.4 Schools of thought and personalities...........................................................................................................4
§1.6 Frederick Taylor and Scientific Management (±1900)..................................................................................4
§1.7 Henry Fayol and the General Management Theory (±1900)........................................................................6
§1.9 Elton Mayo and the Human Relations Movement (±1945)..........................................................................7
§1.10 Relations Approach (±1950).......................................................................................................................8
§1.12 Contingency Approach (±1965)..................................................................................................................9
Chapter 2....................................................................................................................................................... 9
§2.1 Organisations................................................................................................................................................9
§2.2 stakeholders................................................................................................................................................11
§2.3 External factors...........................................................................................................................................12
§2.3.1 Environmental factors........................................................................................................................12
§2.3.2 Technological factors..........................................................................................................................13
§2.3.3 demographic factors...........................................................................................................................14
§2.3.4 economic factors................................................................................................................................15
§2.3.5 political factors...................................................................................................................................15
§2.3.6 social factors.......................................................................................................................................16
chapter 3..................................................................................................................................................... 16
§3.1 the strategic management process............................................................................................................16
§3.2 the classical approach to strategic management......................................................................................17
§3.3 situational analysis.....................................................................................................................................18
§3.3.1 Definition of the current vision, aims and strategy............................................................................18
§3.3.2 internal investigation as part of the situational analysis....................................................................20
BCG Matrix.....................................................................................................................................................22
§3.3.3 external research as part of the situational analysis..........................................................................25
§3.4 strategy information...................................................................................................................................29
§3.4.1 strategy formation: determining a view of the future.......................................................................29
§3.4.2 strategy formation: developing various strategies............................................................................30
§3.4.3 strategy formation: evaluation and choice of a strategy...................................................................34
§3.4.4 strategy formation according to Porter..............................................................................................35
§3.5 planning and implementation....................................................................................................................36
§3.5.1 planning cycles....................................................................................................................................37
Chapter 8..................................................................................................................................................... 38
§8.1 managing organizational processes...........................................................................................................38
§8.2 business processes......................................................................................................................................38
§8.2.1 Types of business es...........................................................................................................................39
§8.2.3 business processes and added value..................................................................................................41
1
, §8.3.2 Top management................................................................................................................................44
§8.3.3 middle management...........................................................................................................................45
§8.3.3 operational staff.................................................................................................................................45
§8.5 methods used to run organisations............................................................................................................46
§8.5.1 Techniques directed towards individual employees..........................................................................46
§8.5.3 techniques directed towards the organisation as a whole................................................................48
Chapter 9..................................................................................................................................................... 50
§9.1 organisation activities................................................................................................................................50
§9.2 tasks division and coordination..................................................................................................................51
§9.2.1 vertical task division...........................................................................................................................51
§9.2.2 horizontal task division.......................................................................................................................52
§9.2.3 authority, responsibility and delegation............................................................................................56
§9.2.4 span of control....................................................................................................................................56
§9.3 organisational systems...............................................................................................................................58
§9.3.1 line organisation.................................................................................................................................59
§9.3.2 line and staff organisation..................................................................................................................60
§9.3.3 functional and line staff organisation.................................................................................................61
§9.4 divisional organisation................................................................................................................................64
Chapter 1
Lecture presentation
Manager:
- Stimulates & directs the behaviour of other people within an organization.
- Is responsible for the financial results of a department
- Is in charge of a group of employees
Organisation:
- A group of people
- Working together
- Towards a common goal
Company:
- An organisation
- That offers a product or service on the market
Enterprise
- A company
- Which task it is to make a profit
Definitions
- Organizing bringing people together to perform tasks
- Management
1. The activities to steer an organisation:
• Planning
• Organizing
• Coordinating
• Leading
2
, • Controlling
2. The people who are in charge
3. A group of people in an organisation (management team)
4. The theory of the science and art of managing an organisation
§1.1 introduction
Organisation and management = Organisational behaviour
Organizational behaviour: an interdisciplinary science that studies the behaviour of
organisations and the factors that determine this behaviour, and identifies how
organisations can be managed most effectively.
Contains both descriptive and prescriptive aspects
1. A descriptive aspect -> description of the behaviour of organisations -> including
motives and consequences.
2. A prescriptive aspect -> advice about organizational design and the best course
(=curcus) of action to follow.
Field of organizational behaviour more oriented toward practical application.
Interdisciplinary -> Organizational behaviour contains many elements that
originate from sciences such as business studies, marketing, technical sciences,
behavioral science and law.
‘organisation behaviour’. It means literary ‘between the disciplines. People do not
limit their self into their own discipline.
Multidisciplinary -> Combining all of the contributions from these fields in order to
undertake and complete a study or project makes for a multidisciplinary approach.
the various contributions made by the various sciences are weighed up, compared
with one another and then used to develop a new approach -> one in which the
subject is seen in its entirety.
Direction -> guiding the processes that takes place in an organisation.
‘attempted targeted persuasion (=overtuiging)’ -> It may be described as giving
direction to the processes occurring (=voorkomen) within an organisation. Refers to a
goal determined in advance. Development and adjustment of a structure is an
important directional aspect.
Directions should be aligned (=uitgelijnd) with a target that has been
determined in advance (= vooraf bepaald).
Processes are structured -> any development of an adaption (=aanpassing) to
resulting structure -> import area for management to focus on.
Effectiveness -> the extent (=omvang) to which direction is successful
such activities have succeeded is a measure of their overall effectiveness.
Gaining an overview of your organisation must become the priority -> smaller details are of
secondary importance.
3
, §1.4 Schools of thought and personalities
Figure 1.2 places the most significant contributors in the history of organizational behaviour
on a timeline.
-> the individuals represent a particular idea or school of thought within the field of
organizational behaviour.
We are delving (=graven) into the past because these contributions still constitute (=vormen)
part of the present theoretical framework of our field of study.
They often originated in a different area, they contain valuable element-> timeless
character
Central issue -> how best to achieve the goal through combined efforts.
Effective and coordinated division of tasks, selection of the most suitable leadership
style and utilization (=gebruik) most appropriate manner of communication play the
main roles
§1.6 Frederick Taylor and Scientific Management
(±1900)
Frederick Taylor
Scientific management: a way to maximize individual efficiency by
breaking down each task into very standardized movements.
4
Table of contents
Chapter 1....................................................................................................................................................... 2
Lecture presentation.............................................................................................................................................2
§1.1 introduction..................................................................................................................................................3
§1.4 Schools of thought and personalities...........................................................................................................4
§1.6 Frederick Taylor and Scientific Management (±1900)..................................................................................4
§1.7 Henry Fayol and the General Management Theory (±1900)........................................................................6
§1.9 Elton Mayo and the Human Relations Movement (±1945)..........................................................................7
§1.10 Relations Approach (±1950).......................................................................................................................8
§1.12 Contingency Approach (±1965)..................................................................................................................9
Chapter 2....................................................................................................................................................... 9
§2.1 Organisations................................................................................................................................................9
§2.2 stakeholders................................................................................................................................................11
§2.3 External factors...........................................................................................................................................12
§2.3.1 Environmental factors........................................................................................................................12
§2.3.2 Technological factors..........................................................................................................................13
§2.3.3 demographic factors...........................................................................................................................14
§2.3.4 economic factors................................................................................................................................15
§2.3.5 political factors...................................................................................................................................15
§2.3.6 social factors.......................................................................................................................................16
chapter 3..................................................................................................................................................... 16
§3.1 the strategic management process............................................................................................................16
§3.2 the classical approach to strategic management......................................................................................17
§3.3 situational analysis.....................................................................................................................................18
§3.3.1 Definition of the current vision, aims and strategy............................................................................18
§3.3.2 internal investigation as part of the situational analysis....................................................................20
BCG Matrix.....................................................................................................................................................22
§3.3.3 external research as part of the situational analysis..........................................................................25
§3.4 strategy information...................................................................................................................................29
§3.4.1 strategy formation: determining a view of the future.......................................................................29
§3.4.2 strategy formation: developing various strategies............................................................................30
§3.4.3 strategy formation: evaluation and choice of a strategy...................................................................34
§3.4.4 strategy formation according to Porter..............................................................................................35
§3.5 planning and implementation....................................................................................................................36
§3.5.1 planning cycles....................................................................................................................................37
Chapter 8..................................................................................................................................................... 38
§8.1 managing organizational processes...........................................................................................................38
§8.2 business processes......................................................................................................................................38
§8.2.1 Types of business es...........................................................................................................................39
§8.2.3 business processes and added value..................................................................................................41
1
, §8.3.2 Top management................................................................................................................................44
§8.3.3 middle management...........................................................................................................................45
§8.3.3 operational staff.................................................................................................................................45
§8.5 methods used to run organisations............................................................................................................46
§8.5.1 Techniques directed towards individual employees..........................................................................46
§8.5.3 techniques directed towards the organisation as a whole................................................................48
Chapter 9..................................................................................................................................................... 50
§9.1 organisation activities................................................................................................................................50
§9.2 tasks division and coordination..................................................................................................................51
§9.2.1 vertical task division...........................................................................................................................51
§9.2.2 horizontal task division.......................................................................................................................52
§9.2.3 authority, responsibility and delegation............................................................................................56
§9.2.4 span of control....................................................................................................................................56
§9.3 organisational systems...............................................................................................................................58
§9.3.1 line organisation.................................................................................................................................59
§9.3.2 line and staff organisation..................................................................................................................60
§9.3.3 functional and line staff organisation.................................................................................................61
§9.4 divisional organisation................................................................................................................................64
Chapter 1
Lecture presentation
Manager:
- Stimulates & directs the behaviour of other people within an organization.
- Is responsible for the financial results of a department
- Is in charge of a group of employees
Organisation:
- A group of people
- Working together
- Towards a common goal
Company:
- An organisation
- That offers a product or service on the market
Enterprise
- A company
- Which task it is to make a profit
Definitions
- Organizing bringing people together to perform tasks
- Management
1. The activities to steer an organisation:
• Planning
• Organizing
• Coordinating
• Leading
2
, • Controlling
2. The people who are in charge
3. A group of people in an organisation (management team)
4. The theory of the science and art of managing an organisation
§1.1 introduction
Organisation and management = Organisational behaviour
Organizational behaviour: an interdisciplinary science that studies the behaviour of
organisations and the factors that determine this behaviour, and identifies how
organisations can be managed most effectively.
Contains both descriptive and prescriptive aspects
1. A descriptive aspect -> description of the behaviour of organisations -> including
motives and consequences.
2. A prescriptive aspect -> advice about organizational design and the best course
(=curcus) of action to follow.
Field of organizational behaviour more oriented toward practical application.
Interdisciplinary -> Organizational behaviour contains many elements that
originate from sciences such as business studies, marketing, technical sciences,
behavioral science and law.
‘organisation behaviour’. It means literary ‘between the disciplines. People do not
limit their self into their own discipline.
Multidisciplinary -> Combining all of the contributions from these fields in order to
undertake and complete a study or project makes for a multidisciplinary approach.
the various contributions made by the various sciences are weighed up, compared
with one another and then used to develop a new approach -> one in which the
subject is seen in its entirety.
Direction -> guiding the processes that takes place in an organisation.
‘attempted targeted persuasion (=overtuiging)’ -> It may be described as giving
direction to the processes occurring (=voorkomen) within an organisation. Refers to a
goal determined in advance. Development and adjustment of a structure is an
important directional aspect.
Directions should be aligned (=uitgelijnd) with a target that has been
determined in advance (= vooraf bepaald).
Processes are structured -> any development of an adaption (=aanpassing) to
resulting structure -> import area for management to focus on.
Effectiveness -> the extent (=omvang) to which direction is successful
such activities have succeeded is a measure of their overall effectiveness.
Gaining an overview of your organisation must become the priority -> smaller details are of
secondary importance.
3
, §1.4 Schools of thought and personalities
Figure 1.2 places the most significant contributors in the history of organizational behaviour
on a timeline.
-> the individuals represent a particular idea or school of thought within the field of
organizational behaviour.
We are delving (=graven) into the past because these contributions still constitute (=vormen)
part of the present theoretical framework of our field of study.
They often originated in a different area, they contain valuable element-> timeless
character
Central issue -> how best to achieve the goal through combined efforts.
Effective and coordinated division of tasks, selection of the most suitable leadership
style and utilization (=gebruik) most appropriate manner of communication play the
main roles
§1.6 Frederick Taylor and Scientific Management
(±1900)
Frederick Taylor
Scientific management: a way to maximize individual efficiency by
breaking down each task into very standardized movements.
4
