Management examenvragen
ingevuld
Introduction
Salleramics: describe the evolution of Sally’s company, and the steps in her career.
PHASE 1:
In the beginning she does everything herself, first half time and later full time. Then she
cannot handle all the orders, so she gets help. For the first time there is a distinction
between the people who do the production/ make the pottery and people who do other
things (shipping etc). She gets more and more collaborators, and they all learn how to make
the pottery. She had to become a manager although she liked to do the pottery so
production is doing the coordination.
PHASE 2:
In the beginning they all know how to make all the pottery: the different types and models
and then after a while they start to specialize.
We're specialized and this comes then back to what I said at the beginning: the more
collaborators you have and the more they are specialized the more you need coordination
because they know how to do one thing very well but I don't know how to. They don't have
the overview anymore, so somebody needs to take care of that.
And by the way management is one form of coordination, but governments are also a form of coordination. If we work in a
country, the government set certain rules. We all know what the rules are, we follow them and it's better for all of us.
PHASE 3:
The next big change that you see: in the beginning she had one company, she made different
products, and all were made in the same shop, in the same structure. After a while she
created different divisions, so in one place they would make one type of pottery, in another
one it would be different.
PHASE 4:
In the beginning Sally was the owner; she bought the equipment, she paid for it herself and
eventually she formed this into a company. She made investments, made profits and re-
1
, invested it. Then ownership switched from private ownership (= I the founding person owns
everything) to public (= where you go to the stock market and anybody can buy a piece of
my company).
What is the task of a manager in a world full of specialists?
The more specialized collaborators, the more there is need for coordination.
What is the “management paradox”?
The fact that you do not participate in the production process, increases the efficiency of the
production process!
Think back about the example of harvesting potatoes: 1 person digged 10 kg/h, 5 persons 50
kg/h, 10 persons 85 kg/h and 9 persons 125! kg/h.
Growing organizations require and depend on management, but people do not like to be
managed.
What are the 3 types of organizations that exist in society?
There are 3 organizations:
1. Organizations administered by governments on behalf of the public (governments at all
levels) = Public sector (POLITICAL)
2. Organizations that create for-profit economic activity (from single entrepreneurs to
multinational corporations) = Private sector (ECONOMIC)
3. Organizations that are neither public / private
• 'belong' to - everyone: cooperatives, ...
- no one: foundations, clubs, religious orders, think tanks, activist
NGO’s (Green Peace, Amnesty International, ...), service NGO’s (Red
Cross, hospitals, ....)
• are not-for-profit
= Plural sector (SOCIAL)
2
ingevuld
Introduction
Salleramics: describe the evolution of Sally’s company, and the steps in her career.
PHASE 1:
In the beginning she does everything herself, first half time and later full time. Then she
cannot handle all the orders, so she gets help. For the first time there is a distinction
between the people who do the production/ make the pottery and people who do other
things (shipping etc). She gets more and more collaborators, and they all learn how to make
the pottery. She had to become a manager although she liked to do the pottery so
production is doing the coordination.
PHASE 2:
In the beginning they all know how to make all the pottery: the different types and models
and then after a while they start to specialize.
We're specialized and this comes then back to what I said at the beginning: the more
collaborators you have and the more they are specialized the more you need coordination
because they know how to do one thing very well but I don't know how to. They don't have
the overview anymore, so somebody needs to take care of that.
And by the way management is one form of coordination, but governments are also a form of coordination. If we work in a
country, the government set certain rules. We all know what the rules are, we follow them and it's better for all of us.
PHASE 3:
The next big change that you see: in the beginning she had one company, she made different
products, and all were made in the same shop, in the same structure. After a while she
created different divisions, so in one place they would make one type of pottery, in another
one it would be different.
PHASE 4:
In the beginning Sally was the owner; she bought the equipment, she paid for it herself and
eventually she formed this into a company. She made investments, made profits and re-
1
, invested it. Then ownership switched from private ownership (= I the founding person owns
everything) to public (= where you go to the stock market and anybody can buy a piece of
my company).
What is the task of a manager in a world full of specialists?
The more specialized collaborators, the more there is need for coordination.
What is the “management paradox”?
The fact that you do not participate in the production process, increases the efficiency of the
production process!
Think back about the example of harvesting potatoes: 1 person digged 10 kg/h, 5 persons 50
kg/h, 10 persons 85 kg/h and 9 persons 125! kg/h.
Growing organizations require and depend on management, but people do not like to be
managed.
What are the 3 types of organizations that exist in society?
There are 3 organizations:
1. Organizations administered by governments on behalf of the public (governments at all
levels) = Public sector (POLITICAL)
2. Organizations that create for-profit economic activity (from single entrepreneurs to
multinational corporations) = Private sector (ECONOMIC)
3. Organizations that are neither public / private
• 'belong' to - everyone: cooperatives, ...
- no one: foundations, clubs, religious orders, think tanks, activist
NGO’s (Green Peace, Amnesty International, ...), service NGO’s (Red
Cross, hospitals, ....)
• are not-for-profit
= Plural sector (SOCIAL)
2
