Mid-term: Management, Organization, and Culture
Learning goals:
1. Understanding and knowledge of the structures and dynamics of organizations.
2. Learn the basics of how to position cultural diversity within organizational
dynamics as well as the diversity management challenges involved.
3. Learn how to discuss and analyze a particular problem related to organization,
diversity and/or its management.
Lecture 1. Basic concepts
Organization = group of (inter)acting people, just like ac community, but with a
particular aim, particular objectives.
Objectives:
- Profit: main goal to make money.
- Non-profit: formed to benefit public good e.g. hospitals, university, charity, etc.
- Not-for-profit: all profit goes back in organization e.g. sports club.
Form:
- Formal organizations
- Networks
In organizations there is at least to some extent formalized relationships: membership,
functions/roles, contracts, ownership…
They have various internal and external stakeholders and access to various resources is
at stake. Output oriented: product and/or service delivery.
Management = specific kinds of jobs, role/function, “leadership”.
Management as job:
- CEO, CFO, President, Board of Directors, etc.
- Line managers
- HR managers
- Account managers
- Case managers etc.
Management as role/function:
- Intervention
- Coordination
- Supervision
- Advise/consulting etc.
Management as ‘leadership’:
- Personalized view on management.
- Result from psychologization of work relations.
- Return to feudal times.
- Results: narcissism, corruption, degradation of non-leaders to ‘followers’.
Culture = the arts and other manifestations of human intellectual achievement regarded
collectively / the ideas, customs, and social behavior of a particular people society.
- Capital C: arts and culture, culture as the product of an organization.
- Undercast c: way of living: meanings, behavior and artifacts.
Undercast c-culture:
1. Culture as a way of doing and thinking things in an organization/team.
2. Culture as a way of doing and thinking things stemming from one’ s background.
cultural differences and diversity at work.
, Lecture 2. Work and labor relations
Work = activity that leads to p/s for which specific qualification are required. Way to
earn living but also realize other desires. E.g. job satisfaction, professional identity and
socialization. Work is demanding and assessed. Payment:
- System and space for negotiating.
- Salary and fringe benefits.
- Actual job and career perspectives.
What are you paid for:
- Quality/quantity of p/s.
- Qualifications you bring to the job: knowledge and skills.
- Personality characteristics => contested.
Interest = something that brings advantage to or affects someone or something.
Aligning and conflicting interests:
- Various stakeholders.
- One stake aligns with another both are served.
- One stake conflicts with the other when one is served and the other is not.
- There are individual and organizational interest.
How to deal with these interests?
- Negotiation between trade unions and employers organization on collective
bargaining agreements.
- Work councils
Labor relations.
19th century:
- Work is a commodity (bruikgoed).
- Maximum exploitation of workers.
20th century:
- De-commoditization of work.
- Reduction of exploitation of workers.
o Regulated working hours
o Regulated pay
o Regulated and safe work conditions
o Job security
o Unemployment provisions
o Illness provisions
o Pensions schemes, etc.
21st century:
- Re-commoditization of work.
- De-regulation of:
o Working hours
o Pay
o Work conditions
o Job security
o Unemployment provisions
o Illness provisions
o Pensions schemes
- Commoditization of self.
- Examples of work:
o Entrepreneurialism: “zzp” in Post.nl and Dutch care
o Flex-work: negative impact on productivity and innovation
precarity = being uncertain
Learning goals:
1. Understanding and knowledge of the structures and dynamics of organizations.
2. Learn the basics of how to position cultural diversity within organizational
dynamics as well as the diversity management challenges involved.
3. Learn how to discuss and analyze a particular problem related to organization,
diversity and/or its management.
Lecture 1. Basic concepts
Organization = group of (inter)acting people, just like ac community, but with a
particular aim, particular objectives.
Objectives:
- Profit: main goal to make money.
- Non-profit: formed to benefit public good e.g. hospitals, university, charity, etc.
- Not-for-profit: all profit goes back in organization e.g. sports club.
Form:
- Formal organizations
- Networks
In organizations there is at least to some extent formalized relationships: membership,
functions/roles, contracts, ownership…
They have various internal and external stakeholders and access to various resources is
at stake. Output oriented: product and/or service delivery.
Management = specific kinds of jobs, role/function, “leadership”.
Management as job:
- CEO, CFO, President, Board of Directors, etc.
- Line managers
- HR managers
- Account managers
- Case managers etc.
Management as role/function:
- Intervention
- Coordination
- Supervision
- Advise/consulting etc.
Management as ‘leadership’:
- Personalized view on management.
- Result from psychologization of work relations.
- Return to feudal times.
- Results: narcissism, corruption, degradation of non-leaders to ‘followers’.
Culture = the arts and other manifestations of human intellectual achievement regarded
collectively / the ideas, customs, and social behavior of a particular people society.
- Capital C: arts and culture, culture as the product of an organization.
- Undercast c: way of living: meanings, behavior and artifacts.
Undercast c-culture:
1. Culture as a way of doing and thinking things in an organization/team.
2. Culture as a way of doing and thinking things stemming from one’ s background.
cultural differences and diversity at work.
, Lecture 2. Work and labor relations
Work = activity that leads to p/s for which specific qualification are required. Way to
earn living but also realize other desires. E.g. job satisfaction, professional identity and
socialization. Work is demanding and assessed. Payment:
- System and space for negotiating.
- Salary and fringe benefits.
- Actual job and career perspectives.
What are you paid for:
- Quality/quantity of p/s.
- Qualifications you bring to the job: knowledge and skills.
- Personality characteristics => contested.
Interest = something that brings advantage to or affects someone or something.
Aligning and conflicting interests:
- Various stakeholders.
- One stake aligns with another both are served.
- One stake conflicts with the other when one is served and the other is not.
- There are individual and organizational interest.
How to deal with these interests?
- Negotiation between trade unions and employers organization on collective
bargaining agreements.
- Work councils
Labor relations.
19th century:
- Work is a commodity (bruikgoed).
- Maximum exploitation of workers.
20th century:
- De-commoditization of work.
- Reduction of exploitation of workers.
o Regulated working hours
o Regulated pay
o Regulated and safe work conditions
o Job security
o Unemployment provisions
o Illness provisions
o Pensions schemes, etc.
21st century:
- Re-commoditization of work.
- De-regulation of:
o Working hours
o Pay
o Work conditions
o Job security
o Unemployment provisions
o Illness provisions
o Pensions schemes
- Commoditization of self.
- Examples of work:
o Entrepreneurialism: “zzp” in Post.nl and Dutch care
o Flex-work: negative impact on productivity and innovation
precarity = being uncertain
