spørsmålet  |
svaret |
|
begynn å lære
|
|
Katz & Kahn; firms as living organisms; firms are made up of interdependent parts which can only be understood by analysing them all together; we may analyse them in three categories inputs, processes, outputs
|
|
|
|
begynn å lære
|
|
relationship between the organisation and its environment; business activities and the way they are organised are products of the environment in which they operate
|
|
|
|
begynn å lære
|
|
Max Weber; organisations as hierarchies; formal rules, division of labour, systematic pay structure, authority of position; i.e. banks, armies, universities
|
|
|
|
begynn å lære
|
|
Frederick Taylor; organisations as machines; standardisation of tasks; separation of thinking and doing; scientific analyses of work; i.e. doctors, nurses, helpers
|
|
|
|
begynn å lære
|
|
organisations as social systems; attention improves the output; Elton Mayo found out that informal relations, social groups, team spirit raise productivity
|
|
|
1st principal of systems approach: permeability begynn å lære
|
|
organisations as open systems; informations and resources flow in-n-out of organisations; context is dynamic, so companies need to be opened
|
|
|
2nd principal of systems approach: holism begynn å lære
|
|
parts of the company interact and are interdependent; the whole systems consists of many subsystems
|
|
|
3rd principal of systems approach: entropy begynn å lære
|
|
beware the mess; get the system back in order; equilibrium
|
|
|
4th principal of systems approach: equifinality begynn å lære
|
|
not all ways of organising are equally good
|
|
|
|
begynn å lære
|
|
1. Innovation, 2. Marketing, 3. Operations, 4. Human Resource management, 5. Finance and accounting
|
|
|
|
begynn å lære
|
|
Organisations as networks; strong ties - tight groups, in which people share the same kind of information
|
|
|
strong ties in network theory begynn å lære
|
|
tight groups, in which people share the same kind of information
|
|
|
weak ties in network theory begynn å lære
|
|
more unique information shared between group members
|
|
|
Setbacks for scientific management begynn å lære
|
|
1. Not thinking enough about people, 2. Carelessness, demotivation
|
|
|
Examples of Closed organisations begynn å lære
|
|
NASA, military, Hollister
|
|
|
Examples of open organisations begynn å lære
|
|
fast-fashion companies, Netflix, Charity
|
|
|
Strategical business context begynn å lære
|
|
strategy comprises a set of objectives and methods of achieving those objectives
|
|
|
orzganizational business context begynn å lære
|
|
organisation refers to the way in which people operate to carry out the activities of the business
|
|
|
environmental business context begynn å lære
|
|
the economy, state, technology, labour
|
|
|
|
begynn å lære
|
|
study of how specialisation affects people
|
|
|
|
begynn å lære
|
|
human is a rationally calculating machine, who is narrowly self-interested, desires to possess wealth, mainly motivated by money
|
|
|
|
begynn å lære
|
|
when you know you are under observation, you act differently; attention motivates people
|
|
|
