Changement et Organisation

   

Changement et Organisation. Méthodes, modèles et théories A-Z

Organisation et Changement


14 Principes du Management Fayol

Adhocratie

Analyse de Portefeuille

Analyse du Champ de Force Lewin

Analyse SWOT

Apprentissage par l'Action Revans

Approches des Fusions & Acquisition

Approches du Changement Kotter

Approches Intégration Acquisition Haspeslagh Jemison

Aptitudes Distinctives Kay

Architecture d'Entreprise Zachman

Avantage de la Filialisation Goold Campbell

Bases Sociales de la Puissance French Raven

BPR Hammer Champy

Brainstorming

Bureau de Gestion Stratégique Kaplan Norton

Cadre des 7-S McKinsey

Carte de Stratégie Kaplan Norton

Cadre des Valeurs en Concurrence Quinn

Catégories de Performance Baldrige

Cartographie de la Valeur Jack

Cartographie des Flux de Valeur

Centralisation et Décentralisation

Centre de Service Partagé

Chaîne de la Valeurs Porter

Changement des Cultures d'Organisation Trice Beyer

Changement d'Industrie McGahan

Cinq Disciplines Senge

CMM des Personnes CM-SEI


Coaching

Co-Création Prahalad Ramaswamy

Coeur de Compétence Hamel Prahalad

Comportement du Changement Ajzen

Configurations d'Organisation Mintzberg

Construction d'Équipe

Contrôle des Actifs Incorporels Sveiby

Courbe d'Adoption de l'Innovation Rogers

Courbe d'Expérience

Cycle de Deming PDSA

Cycle de Vie de l'Industrie

Cycle de Vie de Produit Levitt

Décentralisation

Déviance Positive Pascale Sternin

Dimensions Culturelles Hofstede

Dimensions du Changement Pettigrew Whipp

Dimensions du Travail Relationnel Butler

Disciplines de la Valeur Treacy Wiersema

Dix Ecoles de la Pensée Mintzberg

Dix Principes de Reinvention Osborne

Douze Principes de l'Economie en Réseau Kelly

Effet de Hawthorne Mayo

EFQM

Enquête d'Appréciation Cooperrider

Equation du Changement Beckhard

Estimation du Capital Intellectuel

Étapes du Développement d'Équipe Tuckman

Externalisation

Facteurs Critiques de Succès Rockart

Facteurs du Changement Pettigrew Whipp

Fondement DICE BCG

Formation dans l'Industrie

Gestion Basée sur la Valeur

Gestion de Crise

Gestion d'Exécution Krüger

Gestion de la Connaissance Collison Parcell

Gestion Hors Budgétisation Fraser

Gestion Orientée Résultats

Gestion par la Valeur McTaggart

Gestion par Objectifs Drucker

Grille de Gestion Blake & Mouton


Gouvernement Entrepreneurial Osborne

Pensée de Groupe Janis

Hoshin Kanri - Déploiement de la Politique

Iceberg de Gestion du Changement

Indicateurs de Performance Rockart

Initiatives Stratégiques Wiseman

Innovation Disruptive Christensen

Intelligence Culturelle Early

Intention Stratégique Hamel Prahalad

Juste à Temps JAT

Leadership Charismatique Weber

Leadership de Niveau 5 Collins

Leadership-Serviteur Greenleaf

Leviers de Contrôle Simons

Gestion de Redressement (Turnaround Management)

Management de la Performance

Management Réussi de Programme OGC

Mécanismes Catalytiques Collins

Mentoring

Méthodologie Douce des Systèmes Checkland

Métaplan Schnelle

Mise en Relation des Epistémologies Cook Brown


Ajoutez une méthode/modèle


Modèle Causal de Performance Organisationnelle et de Changement Burke-Litwin

Modèle CMM

Modèle de Maturité des Aptitudes CMM

Modèle de Mission d'Ashridge Campbell

Modèle Stage-Gate Cooper

Modélisation des Processus d'Activités

Navigateur Skandia Edvinsson

Niveaux de Culture Schein

OPM3 PMI

Options Réelles Luehrman

Organigramme

Organisation Apprenante Argyris Schön

Organisation Hiérarchique Burns

Organisation Organique Burns

Organisation Scientifique du Travail Taylor

Oubliez Empruntez Apprenez Govindarajan Trimble

Perspective de Valeur Partenaire

Perspective de Valeur d'Actionnaire

Phases du Changement Kotter

Phases de Croissance Greiner

Philosophie de Kaizen

PMBOK PMI

PMMM MMMP Reiss

POSDCORB Gulick

Prisme de la Performance

Quatorze Points de Gestion Deming

Réingénierie des Processus de Gestion Hammer Champy

Réservoir de Leadership Drotter

Rôles de Management PAEI

Roue PDSA de Deming

Sept Bonnes Habitudes Covey

Sept Surprises Porter

Simulation des Processus d'Activités

Six Chapeaux pour Penser de Bono

SMART Drucker

Styles de Facilitation Heron

Styles de Filialisation Goold Campbell

Styles de Leadership Goleman

Systèmes Pensant / Dynamique Forrester

Tableau de Bord Prospectif Kaplan Norton

Théorie Chemin-But House

Théorie d'Action Raisonnée Ajzen Fishbein

Théorie de la Contingence Vroom

Théorie des Attentes Vroom

Théorie des Catastrophes Thom

Théorie des Contraintes Goldratt

Théorie des Systèmes Mécanistes et Organiques Burns

Théorie du Chaos Lorenz

Théorie du Noyau Dur Kleiner

Théorie Gestalt

Théorie Y Théorie X McGregor

Théorie Z Ouchi

Trajectoire de Changement d'Industrie McGahan

Types de Culture Deal Kennedy

Types Stratégiques Miles Snow

plus

 
Forum de Changement et Organisation
  Mon Résumé du Développement des Organisations
Le terme Développement des Organisations est utilisé de manière abusive depuis la fin des années 50 pour décrire une philosophie, un processus et un ensemble d'approches et de méthodes pour améliorer le fonctionnement des organisations. Les promoteur...
     
 
  Confonder entre Crise, Urgence et Catastrophe
Je tient a dire que plusieurs entre nous confond entre crise, urgence, et catastrophe.
En realité la crise englobe a la fois l'urgence et la catastrophe, l'urgence est une sorte d'une sous crise car elle réalisé les caractéristiques de la crise ...
     
 
  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...
     
 

Changement et Organisation Communaute d'Interet


Communaute d'Interet

Changement et Organisation Enseignement & Evènements


Trouvez des formations, séminaires et évènements


Meilleures Pratiques - Changement et Organisation Premium
  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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