innovative work organisation & healthy ageing

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Eduprof Expertmeeting 14-15 April 2011 Groningen

Workshop Applied Sports Sciences

Presentation on Innovative work organisation & healthy Ageing by Prof. Dr. Geert van Hootegem, Katholieke Universiteit Leuven, Belgium.

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innovative work organisation & healthy ageing

  1. 1. Innovative work organisation & healthy aging Prof. Dr. Geert Van Hootegem Hanze University Groningen 14 th April 2011
  2. 2. Structure <ul><li>Why </li></ul><ul><li>How </li></ul><ul><li>By going international? </li></ul>
  3. 3. ?
  4. 4. The book that changed society
  5. 5. EISEN VANUIT DE AFZETMARKT
  6. 6. Labour Supply
  7. 7. VERLOOP VAN DE BEVOLKING
  8. 8. Structural labour shortage ( 2005 – 2010) JOB DEMANDS JOB CONTOL Low strain jobs High strain jobs Passive jobs Active jobs
  9. 9. The rediscovery of (re)design
  10. 10. The rediscovery of (re)design <ul><li>Stephen Barley & Gideon Kunda (2001), Bringing Work Back In, Organization Science </li></ul><ul><li>Robert Simons (2005), Levers of Organization Design (2005) </li></ul><ul><li>Jeffrey Pfeffer (2010), Building Sustainable Organizations: The Human Factor, The Academy of Management Perspectives </li></ul><ul><li>Adam Grant & Sharon Parker (2009), Redesigning Work Design Theories, The Academy of Management Annals </li></ul><ul><li>Journal of Organizational Behaviour, Special Issue, February 2010 </li></ul><ul><li>Herman Kuipers & Pierre van Amelsvoort (2010, Het Nieuwe Organiseren </li></ul>
  11. 11. Designcriteria innovative work organisation (1) <ul><li>Boundary management: van PGS naar GPGS </li></ul><ul><ul><li>Insourcing </li></ul></ul><ul><ul><li>Defusion </li></ul></ul><ul><li>Boundary management not in function of transaction cost but in function of transaction dependancy </li></ul><ul><li>Information systems developing in parallel </li></ul><ul><ul><li>archipelapproach </li></ul></ul>
  12. 12. Designcriteria for post-bureaucratic organizational theory (2) <ul><li>Muda Eight, Labour Market Driven </li></ul><ul><ul><li>Diversity </li></ul></ul><ul><ul><ul><li>Preferences and competences (+/-) </li></ul></ul></ul><ul><ul><ul><li>Multigenerational workforce </li></ul></ul></ul><ul><ul><li>Crafting or the need of a dynamic OD/OB </li></ul></ul><ul><li>SOP = SAP, especially for professionals </li></ul><ul><li>Disruptive change, </li></ul><ul><li>From OD to OT </li></ul><ul><ul><li>Politics </li></ul></ul><ul><ul><li>HRM-systems </li></ul></ul><ul><ul><li>Change and participation </li></ul></ul>
  13. 13. Why Going International --------- <ul><li>Administration </li></ul><ul><li>Division of labour in the world of science </li></ul><ul><li>Consollidated networks </li></ul><ul><ul><li>Skills </li></ul></ul><ul><ul><li>Established links </li></ul></ul><ul><li>New countries </li></ul><ul><li>Diversity in: </li></ul><ul><ul><li>Skills </li></ul></ul><ul><ul><ul><li>Language </li></ul></ul></ul><ul><ul><ul><li>Scientific </li></ul></ul></ul><ul><ul><ul><li>administration </li></ul></ul></ul><ul><ul><li>Theories </li></ul></ul><ul><ul><li>Paradigms </li></ul></ul><ul><ul><li>Culture </li></ul></ul>
  14. 14. Going international +++++++ <ul><li>Opening untapped reservoirs of knowledge (closed labour markets of scientists) </li></ul><ul><li>Bringing robustness in concepts, theories and methods </li></ul><ul><li>Intercultural validation </li></ul><ul><li>Comparing and competing business models in (applied) research </li></ul><ul><li>Travelling and </li></ul><ul><li>Baby boom … </li></ul>

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