Samenvatting
Stof om te studeren:
Week 1 : H 1 & 3
Week 2: H 4-6
Week 3: 7 & 2
Week 1
Why do we have organizations/ why do we organize ?
If you think about tasks, you can manace many of them on your own. But if you run a company
there will be more and more tasks building up and the complexity of the task are building up. So
you need more than one person to do it and often you need specialists. They can take complex
tasks and work on them and you need multiple specialists to complete these di cult tasks.
In order to do this you will need organizations that help us collaborate these aims. These aims are
usually in the case of economically organizations to produce some kind of product or service that
will generate the revenue. So the collective aim of everyone is to create a organization that
facilitate this purpose.
Six rationales (reasons) why we organize:
First- order rationales:
- Division of labor: Organizations helps us divid labor. When you have multiple tasks,
organizations helps us divided into little pieces where specialist can work on.
- Coordination of tasks: Organizations helps us coordinate between these di erent tasks. So they
don’t just complete only there piece of work, but also work on the other pieces from the other
specialists.
Second- order rationales:
- Specialization of labor: The tasks can be complicated/ speci c. So only if you have the right
specialization you can complete the task.
- Economies of scale and scope: if you do the same task a lot of times, you will get better at it.
Or you have the right machine to do the task, that only pays if you do this in large quantities. If
you do something on a large scale, it becomes cheaper per unit.
The scope = sometimes it is more ine cient to do similar tasks, because you already have
expertise in one task that allows you to complete another task.
- Manage interaction with environment: organizations can help you organize the interaction with
the environment. If it is just you that is trying to sell your labor, it is harder if you can sell the
labor of a specialist to someone. That is because you can actually accomplice more
complicated taks, then if it is just a individual person.
- Exert power and control: a large company can have in uence on how systems are being
designed and how laws are being made. So this is a element of you shaping the environment,
rather than just you being shaped by the environment.
Organizations and the process of organizing
These are organizations that create goods.
- For example you have materials (input) and by
converting this you create product (output).
- Or you take skills of experts (input) and by converting
this into complexe services (output).
1
ffi fl fi ff ffi
, There are four di erent dimensions how you can structure an organization, designed this process
of coordination and splitting up on tasks.
1. Di erentiation vs. Integration: Roles (horizontal) And Hierarchies (vertical)
2. Centralization vs. Decentralization: Functional and authoritative
3. Standardization vs. mutual adjustment: Formalization and Socialization
4. Organizational culture
More info on these subjects in the next lecture.
Two types of archetypes of organizations:
1. Mechanistic organizational structures
- Individual specialization with clear tasks
- Simple integration, mainly trough hierarchy
- Strong centralization of authority and control
- High level of standardization
Example: the typical manufacturing rm (Productiebedrijf), there are people how have very
speci c tasks.
2. Organic organizational structures
- Joint specialization with ad hoc coordination
- Complex integration, with special purpose teams
- Strong decentralization as authority and controle are delegated
- Mutual adjustment: There is also socialization happening to understand how one relates with
another.
Example: consultancy companys. There are consultants focussing on aspects and based on this
they are placed in di erent teams. Here is a relative at hierarchy.
These are two extreems and in the real world the organizations fall between these two.
There are internal requirements that give rise to organizational design. There are also external
requirements. The biggest external requirement is which industry you are operating in.
Your organization will have di erent elements that
need to be crafted in order to t in with the
particularly industry you nd yourself in.
2
ff fi ff ff fi fffi fi fl
, So if you have a industry were you have very
strong suppliers, you need to have designed
organizational departments that will deal with
these problems -> Supplier and materials
management
If there is a bg treat of substitutes -> you need
to stay ahead of the other rms and invest in
R&D, training
If you are in a market were customers have a lot
of power, than it is important to know what these
customers think about you -> so invest in public relations, sales and marketing.
What is theorie??
Everyone has theories. There are general views and
concepts, by application and testing, it will become
reality. Maybe you learn some and by abstraction you will
look di erent at the theorie.
This is a simple theorie were you relate to reality and
operate in reality.
Example: er staat een pan op het vuur en een klein meisje van 4 gaat deze pan aanraken. Door dit
te doen leert ze dat de pan die op het vuur staat heet is (reality). Door abstraction kan zij daarna
zelf gaan bedenken dat andere voorwerpen die op het vuur staan waarschijnlijk ook heet zullen
zijn (Denk aan een ovenschotel die hier bijv. Staat).
In this example the ‘concepts’ will be ‘hot objects’. A speci c ‘instances’ would be here a ‘pan’.
From concepts to theories.
A (scienti c) theory is a system of statements targeted at describing, explaining and predicting a
real world phenomenon (Bacharach 1989).
- Statements consist of constructs and propositions (the relationship between constructs)
- Collectively, this system presents a logical, systematic, and coherent explanation of the real-
world phenomenon within certain boundaries.
Example: als het vuur niet verbonden is niet het gas dan kan er ook geen warmte of vuur worden
geproduceerd. Dus alleen onder deze eis (this boundary) zal er vuur komen en the theorie dus
bestaan.
3
ff fi fi fi
, So scienti c theories are also almost the same how common sense theories are made. But still
di erent though ve main elements:
- Explicit: they are made explicit. So there are constructs that are formalized, clearly de ned and
you can put them in relation in one another.
- Formal: they are formalized into relationship they often expressed.
- Measurable: even to mathematic formula they are measurable. You can measure how strong a
construct is present or not.
- Generalizable: you can apply them in more than one situation, but there are some boundaries
conditions.
- Falsi able: you can test them through repeatably observation of reality. Does this theory
actually work under these conditions and does this theory work under these conditions.
Theory formulations and Theory generalization
We have on the empirical plan the two variables that are in some relationship, which we make a
hypotheses.
And this corresponds to our generalization on a theoretical plane which is not observable, which
is consistent of constructs and relating to one another through propositions.
We are checking if these generalized predictions that we make on a theoretical plane can actually
be found in empirical evidence and we are measuring that through variables. We are using
statistical technics to verify and check if hypotheses are mattering or not.
Ofcourse this is all under boundaries (assumption about values, times and space).
Example: je bent dronken en gaat op de ets
The constructs are: alcohol consumption and drunkenness
You can operationalization that by the variable: the intake of hard liquor and the impairment of
motor skills.
4
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fi fi fi fi
Stof om te studeren:
Week 1 : H 1 & 3
Week 2: H 4-6
Week 3: 7 & 2
Week 1
Why do we have organizations/ why do we organize ?
If you think about tasks, you can manace many of them on your own. But if you run a company
there will be more and more tasks building up and the complexity of the task are building up. So
you need more than one person to do it and often you need specialists. They can take complex
tasks and work on them and you need multiple specialists to complete these di cult tasks.
In order to do this you will need organizations that help us collaborate these aims. These aims are
usually in the case of economically organizations to produce some kind of product or service that
will generate the revenue. So the collective aim of everyone is to create a organization that
facilitate this purpose.
Six rationales (reasons) why we organize:
First- order rationales:
- Division of labor: Organizations helps us divid labor. When you have multiple tasks,
organizations helps us divided into little pieces where specialist can work on.
- Coordination of tasks: Organizations helps us coordinate between these di erent tasks. So they
don’t just complete only there piece of work, but also work on the other pieces from the other
specialists.
Second- order rationales:
- Specialization of labor: The tasks can be complicated/ speci c. So only if you have the right
specialization you can complete the task.
- Economies of scale and scope: if you do the same task a lot of times, you will get better at it.
Or you have the right machine to do the task, that only pays if you do this in large quantities. If
you do something on a large scale, it becomes cheaper per unit.
The scope = sometimes it is more ine cient to do similar tasks, because you already have
expertise in one task that allows you to complete another task.
- Manage interaction with environment: organizations can help you organize the interaction with
the environment. If it is just you that is trying to sell your labor, it is harder if you can sell the
labor of a specialist to someone. That is because you can actually accomplice more
complicated taks, then if it is just a individual person.
- Exert power and control: a large company can have in uence on how systems are being
designed and how laws are being made. So this is a element of you shaping the environment,
rather than just you being shaped by the environment.
Organizations and the process of organizing
These are organizations that create goods.
- For example you have materials (input) and by
converting this you create product (output).
- Or you take skills of experts (input) and by converting
this into complexe services (output).
1
ffi fl fi ff ffi
, There are four di erent dimensions how you can structure an organization, designed this process
of coordination and splitting up on tasks.
1. Di erentiation vs. Integration: Roles (horizontal) And Hierarchies (vertical)
2. Centralization vs. Decentralization: Functional and authoritative
3. Standardization vs. mutual adjustment: Formalization and Socialization
4. Organizational culture
More info on these subjects in the next lecture.
Two types of archetypes of organizations:
1. Mechanistic organizational structures
- Individual specialization with clear tasks
- Simple integration, mainly trough hierarchy
- Strong centralization of authority and control
- High level of standardization
Example: the typical manufacturing rm (Productiebedrijf), there are people how have very
speci c tasks.
2. Organic organizational structures
- Joint specialization with ad hoc coordination
- Complex integration, with special purpose teams
- Strong decentralization as authority and controle are delegated
- Mutual adjustment: There is also socialization happening to understand how one relates with
another.
Example: consultancy companys. There are consultants focussing on aspects and based on this
they are placed in di erent teams. Here is a relative at hierarchy.
These are two extreems and in the real world the organizations fall between these two.
There are internal requirements that give rise to organizational design. There are also external
requirements. The biggest external requirement is which industry you are operating in.
Your organization will have di erent elements that
need to be crafted in order to t in with the
particularly industry you nd yourself in.
2
ff fi ff ff fi fffi fi fl
, So if you have a industry were you have very
strong suppliers, you need to have designed
organizational departments that will deal with
these problems -> Supplier and materials
management
If there is a bg treat of substitutes -> you need
to stay ahead of the other rms and invest in
R&D, training
If you are in a market were customers have a lot
of power, than it is important to know what these
customers think about you -> so invest in public relations, sales and marketing.
What is theorie??
Everyone has theories. There are general views and
concepts, by application and testing, it will become
reality. Maybe you learn some and by abstraction you will
look di erent at the theorie.
This is a simple theorie were you relate to reality and
operate in reality.
Example: er staat een pan op het vuur en een klein meisje van 4 gaat deze pan aanraken. Door dit
te doen leert ze dat de pan die op het vuur staat heet is (reality). Door abstraction kan zij daarna
zelf gaan bedenken dat andere voorwerpen die op het vuur staan waarschijnlijk ook heet zullen
zijn (Denk aan een ovenschotel die hier bijv. Staat).
In this example the ‘concepts’ will be ‘hot objects’. A speci c ‘instances’ would be here a ‘pan’.
From concepts to theories.
A (scienti c) theory is a system of statements targeted at describing, explaining and predicting a
real world phenomenon (Bacharach 1989).
- Statements consist of constructs and propositions (the relationship between constructs)
- Collectively, this system presents a logical, systematic, and coherent explanation of the real-
world phenomenon within certain boundaries.
Example: als het vuur niet verbonden is niet het gas dan kan er ook geen warmte of vuur worden
geproduceerd. Dus alleen onder deze eis (this boundary) zal er vuur komen en the theorie dus
bestaan.
3
ff fi fi fi
, So scienti c theories are also almost the same how common sense theories are made. But still
di erent though ve main elements:
- Explicit: they are made explicit. So there are constructs that are formalized, clearly de ned and
you can put them in relation in one another.
- Formal: they are formalized into relationship they often expressed.
- Measurable: even to mathematic formula they are measurable. You can measure how strong a
construct is present or not.
- Generalizable: you can apply them in more than one situation, but there are some boundaries
conditions.
- Falsi able: you can test them through repeatably observation of reality. Does this theory
actually work under these conditions and does this theory work under these conditions.
Theory formulations and Theory generalization
We have on the empirical plan the two variables that are in some relationship, which we make a
hypotheses.
And this corresponds to our generalization on a theoretical plane which is not observable, which
is consistent of constructs and relating to one another through propositions.
We are checking if these generalized predictions that we make on a theoretical plane can actually
be found in empirical evidence and we are measuring that through variables. We are using
statistical technics to verify and check if hypotheses are mattering or not.
Ofcourse this is all under boundaries (assumption about values, times and space).
Example: je bent dronken en gaat op de ets
The constructs are: alcohol consumption and drunkenness
You can operationalization that by the variable: the intake of hard liquor and the impairment of
motor skills.
4
ff fi
fi fi fi fi
