Read the summary and the most important questions on Introductie

• 1 CONTROL & SURVEILLANCE

  This is a preview. There are 2 more flashcards available for chapter 1
  Show more cards here

• Four Essential Elements of  Scientific Management

  
  • Careful selection of workers
  • Inducing and training the worker by the scientific method
  • Equal division of work between management and workers
  • Discovering the scientific method for tasks and jobs

• 2 Structural Organization Theories

  This is a preview. There are 10 more flashcards available for chapter 2
  Show more cards here

• Contingency theory in a nutshell

  • No universal or “one best way” to manage or organize
  • Organizational design must ‘fit’ with the environment (both externally and internally)
  • Managers can adapt their organization to fit environmental demands
  • Efficient adaptation involves strategies, structures, and processes

• 3 CULTURE & PARADOX

  This is a preview. There are 1 more flashcards available for chapter 3
  Show more cards here

• Forms of control in organizing

  • Utalitarian incentives
  • Forms of coercion
  • Normative control (‘playing’ with
  culture)

• What are the three perspectives of organization culture according to JoAnne Martin

  – "Integration" ‐ all members of an organization share a
  consensus of values and purpose [dominant perspective];
  – "Differentiation" ‐ there are frequent conflicts among groups in
  organizations with limited consensus [sub‐culture perspective];
  – "Fragmentation" ‐ there is considerable ambiguity in
  organizations with consensus coexisting with conflict, and much
  change among groups.

• What is a paradox

  Paradoxes framed as inescapable dilemmas elicit one type of reaction, while those viewed as opportunities for growth elicit another.

• 4 ORGANIZATION THEORY IN USE

  This is a preview. There are 2 more flashcards available for chapter 4
  Show more cards here

• What are the building blocks from Whetten

  1. What - Entities
  2. How - relationship(s) among the entities
  3. Why - the underlying dynamics that link the entities
  4. Who, Where, When - the boundary conditions to the relationship

• 5 POWER & DISORGANIZATION

  This is a preview. There are 3 more flashcards available for chapter 5
  Show more cards here

• Three forms of power

  Power over … (coercion)
  Power to … (empowerment, emancipation)
  Power with … (negotiation)

• According to Fleming en Spicer there are four faces of power namely:

  A. Episodic ( to shape behavior)
    1. Coercion - Force/ dwang
    2. Manipulation - zaken aanpassen zodat ze in lijn dr verwachtingen komen.
  B. Systematic ( to mobilize institutional, ideological & discursive resources to influence organizational activity)
    3. Domination - invloed verkregen op basis van ideologische waarden
    4. Subjectification - onderwerping

• What does Foucault saying about power

  Thesis about power based upon Foucault:
  - Power is not about possession, power is a strategy.
  - Power cannot be located but is ubiquitous (is everywhere).
  - Power works through normalization.
  - Power is not destructive but constructive and productive.

• 6 RESOURCE DEPENDENCE & ORGANIZATIONAL ECOLOGY

  This is a preview. There are 8 more flashcards available for chapter 6
  Show more cards here

• What's resource dependence theory

  • “To survive, organizations require resources. Typically, acquiring resources means the organization must interact with others who control the resources. In that sense, organizations depend on their environment” (Pfeffer & Salancik, 1978: 258)
  • Power involves control over key resources
  • External focus rather than internal
    
  • Organizations try to minimize their dependence on other organizations for the supply of resources
  • Organizations try to influence their environment to make those resources available