Organisation und Veränderung

   

Veränderung und Organisation. Methoden, Modelle und Theorien (A-Z)

Organisation und Veränderung


14 Managementprinzipien Fayol

14 Punkte des Managements Deming

6 Denkhüte de Bono

7-S-Modell McKinsey

7 Wege zur Effektivität Covey

Adhokratie

Aktionsbasiertes Lernen Revans

Akquisitions-Integrationsansätze Haspeslagh Jemison

Aktionärswert Perspektive

Änderungfaktoren Pettigrew Whipp

Ansätze für Fusionen und Übernahmen

Appreciative Inquiry-Methode Cooperrider

Ashridge Mission-Modell Campbell

Ausbildung am Arbeitsplatz

Auslagerung

Balanced Scorecard-Konzept Kaplan Norton

Baldrige Leistungskategorien Baldrige

Bedarfssynchrone Produktion JIT

Beyond Budgeting-Modell Fraser

BPR-Methode Hammer Champy

Brainstorming-Methode

Bridging Epistemologies-Konzept Cook Brown

Business Process Reengineering-Ansatz Hammer Champy

Charismatische Führung Weber

Chaos-Theorie Lorenz

Co-Creation-Ansatz Prahalad Ramaswamy

Demingkreis PDSA

Dezentralisierung


DICE Rahmenwerk BCG

Dienende Führung Greenleaf

Dimensionen der relationalen Arbeit Butler

Dimensionen der Veränderung Pettigrew Whipp

EFQM-Modell

Engpasstheorie Goldratt

Entwicklung von Fertigkeiten (Coaching)

Erfahrungskurve

Erwartungstheorie (VIE-Theorie) Vroom

Facilitationsarten Heron

Führungsstile Goleman

Fünf Disziplinen Senge

Geschäftsprozessmodellierung

Gestalttheorie

Gruppendenken Janis

Hawthorne-Effekt Mayo

Hebel der Kontrolle Simons

Hierarchische Organisation Burns

Hoshin Kanri-Planung

Immaterieller Vermögenswert-Monitor Sveiby

Industrielebenszyklus

Industrieveränderung McGahan

Innovationen Adoptionstheorie Rogers

Intellectual Capital Rating-Ansatz

Kaizen-Philosophie

Katalytische Mechanismen Collins

Katastrophentheorie Thom

Kausales Modell organisatorischer Leistung und VeränderungBurke und Litwin

Kerngruppen-Theorie Kleiner

Kernkompetenz Hamel Prahalad

Konkurrierende Werte Rahmenwerk Quinn

Kontingenztheorie Vroom

Kraftfeldanalyse Lewin

Krisenmanagement

Kritische Erfolgsfaktoren Rockart

Kritische Leistungskennzahlen Rockart

Kulturdimensionen Hofstede

Kulturebenen-Modell Schein

Kulturelle Intelligenz Early

Kulturtypen Deal Kennedy

Leadership Nachfolgeplanung Drotter


Leistungsmanagement

Leistungsprisma

Lernende Organisation Argyris Schön


Fügen Sie eine Methode/Modell hinzu


Level-5-Führung Collins

Management durch Zielvereinbarung Drucker

Mentoring

MSP-Methode OGC

Muttergesellschaftstile Goold Campbell

Muttergesellschaftvorteile Goold Campbell

Öffentliche Reformverwaltung Osborne

OPM3-Modell PMI

Organigramm (Organisationsplan)

Organisationales Lernen Argyris Schön

Organisatorische Konfigurationen Mintzberg

Organische Organisation Burns

PAEI Managementrollen

PDSA-Kreis Deming Cycle

People CMM-Modell CM-SEI

Phasenmodell der Teamentwicklung Tuckman

Pinnwandmoderation (Metaplan) Schnelle

PMBOK-Standard PMI

PMMM-Modell Reiss

Portfolio-Analyse

POSDCORB Functionen des Managements Gulick

Positive Abweichung Pascale Sternin

Produktlebenszyklus Levitt

Realoptionen Luehrman

Reifegradmodell CMM

Resultatsorientiertes Management

Sechs Denkhüte de Bono

Shared Services

Sieben Überraschungen Porter

Sieben Wege zur Effektivität Covey

Simulation von Geschäftsprozesse

Skandia Navigator-Modell Edvinsson

SMART-Methode Drucker

Soft Systems Methodologie Checkland

Sozialen Machtbasen French Raven

Stage-Gate-Modell Cooper


Stakeholder Value Perspektive

Strategiebüro Kaplan Norton

Strategiekarte Kaplan Norton

Strategische Absicht Hamel Prahalad

Strategische Maßnahmen ('Trusts') Wiseman

Strategische Typen Miles Snow

SWOT-Analyse-Modell

Systemdenken Forrester

Teambildung

Theorie der Mechanistischen und Organischen Systemen Burns

Theorie des geplanten Verhaltens Ajzen Fishbein

Theorie X und Y McGregor

Theorie Z Ouchi

Trajektorien der Industrieveränderung McGahan

Turnaround-Management

Unternehmensarchitektur Zachman

Unterscheidende Fähigkeiten Kay

Veränderungsansätze Kotter

Veränderungsdimensionen Pettigrew Whipp

Veränderungsgleichung Beckhard

Veränderungsmanagement Eisberg

Veränderungsphasen Kotter

Veränderungsverhalten Ajzen

Veränderung von Organisationskulturen Trice Beyer

Vergessen Leihen Lernen Govindarajan Trimble

Verhaltensgitter Blake Mouton

Wachstumsphasen Greiner

Weg-Ziel Theorie House

Wertdisziplinen Treacy Wiersema

Werte-Mapping-Methode Jack

Wertkette Porter

Wertorientierte Steuerung McTaggart

Wertorientierte Unternehmensführung

Wertstromanalyse

Wissensmanagement Collison Parcell

Wissenschaftliche Betriebsführung Taylor

Zehn Denkschulen Mintzberg

Zehn Prinzipien der Neuerfindung Osborne

Zentralisierung und Dezentralisierung

Zerstörende Innovation Christensen

Zwölf Prinzipien des Netzwerkökonomie Kelly

mehr

 
Organisation und Veränderung-Forum
  Reframing Organizations (Bolman and Deal)
I would like to know about Framing/Reframing in organizations.
What is the model and what are advantages, disadvantages, and challenges in simple terms....
     
 
  The Role of Conflicts in an Organisation
A conflict is not necessarily good or bad, but must be evaluated in terms of its individual and organisational functions and dysfunctions....
     
 
  Searching for the General Theory of the Firm
Is it not possible to set up the general theory of the firm?
The reason why I raise this question is that there are so many methods, models and theories in dealing with business management, both theoretically and practically.
As we all know...
     
 
  People Need Some Constancy (Besides Change)
People need some constancy (besides change), so when engaging in extensive change it is important to establish the things that will remain unchanged / bedrock (i.e. integrity, follow up... whatever)....
     
 
  Loops and Mutual Causality in Organizational Change
As Gareth Morgan said in his book Images of the Organization: "We should think about change in terms of loops rather than lines and to replace the idea of mechanical causality with the idea of mutual causality". Does this make sense to ...
     
 
  Levels of Organisation Diagnostic Models
When should a change agent diagnose at individual-level, group-level and organizational level?
And what are the strengths and weaknesses at each level?...
     
 
  Can Organizational Change Lead to Extinction?
Is change better if it is revolutionary (i.e. fast and experimental) or evolutionary (slow and steady)? Will change ever result in an "extinction event" for an organization because it was either too revolutionary or too evolutionary?...
     
 
  Management Theory: So Much To Discover
I believe that management is not a dead block of rules.
Management is a living organism.
It breaths, eats, drinks and grows.
Which means that what we believe today, may be wrong tomorrow, some people may think that we reached the maxim...
     
 
  Organisational Ambidexterity
Hello, first of I want to say this is a fantastic forum.
I am starting to write my final thesis and I would have some questions. Any help or suggestions are very welcome.
I'm not absolutely sure now, but the title should be: "The role of th...
     
 
  Evolution Theory in Organisations?
Having just joined this forum I was surprised that there is no theory or model listed for "evolution theory". Surely this is the key process by which organisations develop their individual characteristics and ethos?
In trying to mould an organis...
     
 

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Best Practices - Organisation und Veränderung Premium
  Meine Zusammenfassung über Organisationsentwicklung
Der Begriff Organisationsentwicklung (OE) wird seit den späten Fünfzigerjahren im weitesten Sinne dazu verwendet, um eine Philosophie, einen Prozess und eine Anzahl von Ansätzen und Methoden zu beschreiben, die die Arbeitsweise von O...
     
 
  What are the Causes of Organizational Change?
We all know that organizations change. They have to. But exactly why do organizations change? In other words, what are the reasons for change to occur in organizations?
How can these reasons be categorized in a logical way? Is there some ...
     
 
  Change Management: Theory versus Practice
I would like to make a comparison between theory and practice in change management. I am writing a paper in which I discuss the following sentence: "I smoke, I know it is bad for me, but I won't stop".
I would like to highlight th...
     
 
  Are we Managing Change or the Perceptions about Change?
Are we even managing change or are we managing employee feelings about the change?...
     
 
  Change is a Natural Process
If we think about change as a natural process in life...
This occurs from two related lines:
1. The theory of chaos and self organization on the one hand, and
2. Complexity theory on the other hand.
As Gareth Morgan ...
     
 
  Change Needs Dyadic Mapping
Successful change needs the very meaning of change, which is embedded within emotional relations among actors involved in the movement. The real change is the changes of the emotional relations or the structure of social ties among them.
...
     
 
  Can Change be in the DNA of an Organization?
Can change become part of the nature (DNA) of the organization or it is a tool the organization should use to interact with the external environment?...
     
 
  Change: the Only Constant for Leaders
The constancy of change forces itself into our consciousness because of the dynamism of the human condition. Change is the only constant in the change-management process. The key to my mind is in having leadership that is sensitive to the dyna...
     
 
  Change Management Perception
Change management is often perceived as a business need. I don't agree with that. Isn't change everywhere in our lives.
In my lectures, I start giving examples of change and need to change from our daily lives. The participants accomodate themse...
     
 
  Relevance of Change Management Theories?
My interpretation of change management theory in a practical sense is that change theories are never used but are more sub-consciously instilled within managers. Although it could possibly be proved that some strategies which are implemented a...
     
 
  Checklist of Organizational Problem Areas
I discovered the following useful checklist of typical organizational problem areas:
1) Dysfunctional organizational structure.
2) Poor financial control.
3) Interpersonal conflict.
4) Lack of quality checks.
5) Lack of mana...
     
 
  Change: A Challenge and a Necessity
In the past, the field of organizational change and change management turned out problematic and change managers and senior management struggled.
Yet today it is evident that changing organizations is more necessary and important t...
     
 

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