Organizzazione e Cambiamento

   

Cambiamento ed Organizzazione. Metodi, Modelli e Teorie (A-Z)

Organizzazione e Cambiamento


14 Principii del Management di Fayol

7-S Framework (Struttura delle 7-S) McKinsey

Acquisition Integration Approaches (Approcci per la Integrazione nelle Aquisizioni) Haspeslagh Jemison

Action Learning Revans

Adhocracy (Adocrazia)

Appreciative Inquiry (Inchiesta Elogiativa) Cooperrider

Ashridge Mission Model (Modello della Mission di Ashridge) Campbell

Balanced Scorecard Kaplan Norton

Bases of Social Power (Basi del Potere Sociale) French Raven

Beyond Budgeting Fraser

BPR Hammer Champy

Brainstorming

Bridging Epistemologies (Collegare le Epistemologie) Cook Brown

Business Process Reengineering (Riprogettazione del Processo di Business) Hammer Champy

Capability Maturity Model (Modello di Maturità delle Capacità) CMM

Catalytic Mechanisms (Meccanismi Catalitici) Collins

Catastrophe Theory (Teoria della Catastrofe) Thom

Modello Causale delle Performance e del Cambiamento Organizzativi Burke-Litwin

Centralizzazione e Decentralizzazione

Change Approaches (Approcci al Cambiamento) Kotter

Change Behavior (Comportamenti del Cambiamento) Ajzen

Change Dimensions (Dimensioni del Cambiamento) Pettigrew Whipp

Change Equation (Equazione del Cambiamento) Beckhard

Change Factors (Fattori del Cambiamento) Pettigrew Whipp

Change Management Iceberg

Change Phases  (Fasi del Cambiamento) Kotter

Changing Organization Cultures (Cambiare la Cultura Organizzativa) Trice Beyer

Chaos Theory (Teoria del Caos) Lorenz

Charismatic Leadership (Leadership Carismatica) Weber

Coaching

CMM model (modello CMM)

Co-Creation Prahalad Ramaswamy Prahalad Ramaswamy

Competing Values Framework (Struttura dei Valori Competenti) Quinn


Contingency Theory (Teoria della Contingenza) Vroom

Core Competence Hamel Prahalad

Core Group Theory (Teoria del Gruppo Centrale) Kleiner

Gestione delle Crisi

FCS Rockart

Cultural Dimensions (Dimensioni Culturali) Hofstede

Cultural Intelligence (Intelligenza Culturale) Early

Culture Levels (Livelli Culturali) Schein

Tipi Culturali Deal Kennedy

Decentralization (Decentralization)

Deming Cycle (Ciclo di Deming) PDSA

DICE Framework BCG

Dimensions of Change (Dimensioni del Cambiamento) Pettigrew Whipp

Dimensions of Relational Work (Dimensioni del Lavoro Relazionale) Butler

Disruptive Innovation Christensen

Distinctive Capabilities (Capacita`Distintive) Kay

EFQM EFQM

Enterprise Architecture (Architettura di Impresa) Zachman

Entrepreneurial Government (Governo Imprenditoriale) Osborne

Expectancy Theory (Teoria della Aspettativa) Vroom

Curva di Apprendimento

Stili di Facilitazione Heron

Five Disciplines (Cinque Discipline) Senge

Force Field Analysis (Analisi del Campo di Forza) Lewin

Forget Borrow Learn (Dimenticare, Prendere in Prestito ed Imparare) Govindarajan Trimble

Fourteen Points of Management (Quattordici Punti del Management) Deming

Gestalt theory (Teoria di Gestalt)

Groupthink (Pensiero di Gruppo) Janis

Growth Phases (Fasi di Crescita) Greiner

Hawthorne Effect (Effetto Hawthorne) Mayo

Organizzazione Gerarchica Burns

Hoshin Kanri - Policy Deployment

Implementation Management (Gestione della Implementazione) Krüger

Valutazione del Capitale Intellettuale

Industry Change (Cambiamento di Settore) McGahan

Ciclo di Vita del Settore

Innovation Adoption Curve (Curva di Adozione della Innovazione) Rogers

Intangible Assets Monitor (Controllo delle Attività Intangibili) Sveiby

Just-in-time JIT

Kaizen philosophy (Filosofia Kaizen)

Knowledge Management (Gestione della Conoscenza) Collison Parcell


IPC Rockart

Leadership Pipeline Drotter

Leadership Styles (Stili di Leadership) Goleman

Learning Organization Argyris Schön


Aggiungi un metodo/modello


Level 5 Leadership (Leadership di Livello 5) Collins

Levels of Culture (Livelli Culturali) Schein

Levers of Control (Leve del Controllo) Simons

Management by Objectives (Gestione per Obiettivi) Drucker

Managerial Grid Blake Mouton

Managing for Value McTaggart

Mentoring

Mergers and Acquisitions Integration approaches (metodi di Fusioni ed Acquisizioni)

Metaplan Schnelle

Modeling business processes

MSP OGC

Office of Strategy Management (Ufficio di Gestione della Strategia) Kaplan Norton

OPM3 PMI

Organic Organization (Organizzazione Organica) Burns

Organizational Configurations (Configurazioni Organizzative) Mintzberg

Organizational Learning (Apprendimento Organizzativo) Argyris Schön

Organigramma

Outsourcing

PAEI management roles (ruoli manageriali PAEI)

Parenting Advantage Goold Campbell

Parenting Styles (Stili di Parenting) Goold Campbell 

Path-Goal Theory (Teoria Percorso-Obiettivo) House

PDSA Deming Cycle (Ciclo di Deming)


People CMM CM-SEI

Performance Categories Baldrige

Performance Management (Gestione delle Performance)

Performance Prism (Prisma delle Performance)

PMBOK PMI

PMMM Reiss

Portfolio Analysis (Analisi del Portafoglio)

POSDCORB Gulick

Positive Deviance (Devianza Positiva) Pascale Sternin

Product Life Cycle (Ciclo di Vita del Prodotto) Levitt

Real Options (Opzioni Reali) Luehrman

Result Oriented Management (Gestione Orientata ai Risultati)

Seven Habits (I Sette Pilastri del Successo) Covey

Gestione Scentifica Taylor

Servant-Leadership Greenleaf

Seven Surprises (Sette Sorprese) Porter

Shared Service Center

Shareholder Value Perspective (Valore Atteso dagli Azionisti)

Simulation modeling

Six Thinking Hats de Bono

Skandia Navigator Edvinsson

SMART Drucker

Soft Systems Methodology (Metodologia dei Sistemi Soft) Checkland

Stage-Gate Cooper

Stages of Team Development (Fasi di Sviluppo del Gruppo) Tuckman

Stakeholder Value Perspective (Prospettive di Valore per gli Stakeholder)

Strategic Intent (Intento Strategico) Hamel Prahalad

Strategic Thrusts (Spinte Strategiche) Wiseman

Strategic Types (Tipi Strategici) Miles Snow

Strategy Map (Mappe Strategiche) Kaplan Norton

SWOT Analysis (Analisi SWOT)

Systems Thinking / Dynamics (Pensiero Sistemico/Dinamica) Forrester

Team Building

Ten Principles of Reinvention (Dieci Principii di Reinvenzione) Osborne

Ten Schools of Thought  (Le Dieci Scuole di Pensiero) Mintzberg

Theory of Constraints (Teoria dei Vincoli) Goldratt

Theory of Mechanistic and Organic Systems  (Teoria del Sistemi Meccanicistici ed Organici) Burns

Theory of Reasoned Action (Teoria della Azione Ragionata) Ajzen Fishbein

Teoria X Teoria Y McGregor

Teoria Z Ouchi

Training Within Industry

Trajectories of Industry Change (Traiettoria di Cambiamento di Settore) McGahan

Turnaround Management

Twelve Principles of the Network Economy (Dodici Principii della Network Economy) Kelly

Value Based Management

Value Chain (Catena del Valore) Porter

Value Disciplines (Discipline del Valore) Treacy Wiersema

Value Mapping Jack

Value Stream Mapping (Mappatura del Flusso di Valore)

più

 
Organizzazione e Cambiamento Forum
  Il mio Riassunto sullo Sviluppo Organizzativo
Il termine Sviluppo Organizzativo è usato inappropriatamente dalla fine degli anni 50 per descrivere una filosofia, un processo e un insieme dei approccci e metodi per migliorare il funzionamento delle organizzazioni. I più noti fautori...
     
 
  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...
     
 

Organizzazione e Cambiamento Community di Interessi


Community di Interessi

Organizzazione e Cambiamento Corsi & Eventi


Corsi, Seminari ed Eventi


Migliori Pratiche - Organizzazione e Cambiamento 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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