Rijksuniversiteit Groningen
Organizational
Theory & Design
for Pre-Msc
EBS003A05
2020-2021
,Inhoud
Chapter 1................................................................................................................................ 2
Chapter 3:............................................................................................................................... 3
Chapter 4:............................................................................................................................... 5
Chapter 6:............................................................................................................................... 7
Chapter 7:............................................................................................................................... 8
Chapter 2:............................................................................................................................. 10
Chapter 8:............................................................................................................................. 12
Chapter 9:............................................................................................................................. 15
Chapter 12:........................................................................................................................... 17
Chapter 13:........................................................................................................................... 20
Chapter 10: Organizational change......................................................................................21
Chapter 11: Organizational Transformation..........................................................................23
Chapter 14: Conflict power and politics................................................................................24
Stouten et al. (2018) AMA: SUCCESSFUL ORGANIZATIONAL CHANGE: INTEGRATING
THE MANAGEMENT PRACTICE AND SCHOLARLY LITERATURES................................26
1
, Chapter 1
Organization: A tool people use to coordinate actions to obtain something they desire or
value.
Entrepreneurship: The process by which people recognize opportunities to satisfy needs
and then gather and use resources to meet those needs.
Value creation takes place at three stages: Input, Conversion and Output. This is affected by
the organizational environment.
Organizational environment: The set of forces and conditions that operate beyond an
organization’s boundaries but affect its ability to acquire and use resources to create value.
Economies of scale: Cost savings that result when goods and services are produced in
large volume on automated production lines.
Economies of scope: Cost savings that result when an organization is able to use
underutilized resources more effectively because they can be shared across different
products or tasks.
Transaction costs: The costs associated with negotiating, monitoring and governing
exchanges between people.
Organizational structure: The Formal system of task and authority relationships that
control how people coordinate their actions and use resources to achieve organizational
goals.
Organizational culture: The set of shared values and norms that controls organizational
members interactions with each other and with suppliers, customers and other people
outside the organization.
Organizational design: The process by which managers select and manage aspects of
structure and culture so that an organization can control the activities necessary to achieve
its goals.
Organizational change: The process by which organizations redesign their structures and
cultures to move from their present state to some desired future state to increase their
effectiveness.
Contingency: An event that might occur and must be planned for.
Competitive advantage: The ability of one company to outperform another because its
managers are able to create more value from the resources at their disposal.
Core competences: Managers skills and abilities in value-creating activities.
2
Organizational
Theory & Design
for Pre-Msc
EBS003A05
2020-2021
,Inhoud
Chapter 1................................................................................................................................ 2
Chapter 3:............................................................................................................................... 3
Chapter 4:............................................................................................................................... 5
Chapter 6:............................................................................................................................... 7
Chapter 7:............................................................................................................................... 8
Chapter 2:............................................................................................................................. 10
Chapter 8:............................................................................................................................. 12
Chapter 9:............................................................................................................................. 15
Chapter 12:........................................................................................................................... 17
Chapter 13:........................................................................................................................... 20
Chapter 10: Organizational change......................................................................................21
Chapter 11: Organizational Transformation..........................................................................23
Chapter 14: Conflict power and politics................................................................................24
Stouten et al. (2018) AMA: SUCCESSFUL ORGANIZATIONAL CHANGE: INTEGRATING
THE MANAGEMENT PRACTICE AND SCHOLARLY LITERATURES................................26
1
, Chapter 1
Organization: A tool people use to coordinate actions to obtain something they desire or
value.
Entrepreneurship: The process by which people recognize opportunities to satisfy needs
and then gather and use resources to meet those needs.
Value creation takes place at three stages: Input, Conversion and Output. This is affected by
the organizational environment.
Organizational environment: The set of forces and conditions that operate beyond an
organization’s boundaries but affect its ability to acquire and use resources to create value.
Economies of scale: Cost savings that result when goods and services are produced in
large volume on automated production lines.
Economies of scope: Cost savings that result when an organization is able to use
underutilized resources more effectively because they can be shared across different
products or tasks.
Transaction costs: The costs associated with negotiating, monitoring and governing
exchanges between people.
Organizational structure: The Formal system of task and authority relationships that
control how people coordinate their actions and use resources to achieve organizational
goals.
Organizational culture: The set of shared values and norms that controls organizational
members interactions with each other and with suppliers, customers and other people
outside the organization.
Organizational design: The process by which managers select and manage aspects of
structure and culture so that an organization can control the activities necessary to achieve
its goals.
Organizational change: The process by which organizations redesign their structures and
cultures to move from their present state to some desired future state to increase their
effectiveness.
Contingency: An event that might occur and must be planned for.
Competitive advantage: The ability of one company to outperform another because its
managers are able to create more value from the resources at their disposal.
Core competences: Managers skills and abilities in value-creating activities.
2
