Organização e Mudança


Mudança e Organização. Métodos, modelos e teorias (A-Z)

Organização e mudança

14 princípios da gerência Fayol

7-S Framework McKinsey

Acquisition Integration Approaches Haspeslagh Jemison

Action Learning Revans


Appreciative Inquiry Cooperrider

Ashridge Mission Model Campbell

Balanced Scorecard Kaplan Norton

Bases of Social Power French Raven

Beyond Budgeting Fraser

BPR Hammer Champy


Bridging Epistemologies Cook Brown

Business Process Reengineering Hammer Champy

Capability Maturity Model CMM

Catalytic Mechanisms Collins

Catastrophe Theory Thom

O modelo Causal do performance Organizational e a mudança burke-Litwin

Centralization e Decentralization

Change Approaches Kotter

Change Behavior Ajzen

Change Dimensions Pettigrew Whipp

Change Equation Beckhard

Change Factors Pettigrew Whipp

Change Management Iceberg

Change Phases Kotter

Changing Organization Cultures Trice Beyer

Chaos Theory Lorenz

Charismatic Leadership Weber



Co-Creation Prahalad Ramaswamy

Competing Values Framework Quinn

ContingencyTheory Vroom

Core Competence Hamel Prahalad

Core Group Theory Kleiner

Crisis Management

CSFs Rockart

Cultural Dimensions Hofstede

Cultural Intelligence Early

Culture Levels Schein

Culture Types (Tipos da Cultura) Deal Kennedy


Deming Cycle PDSA

DICE Framework BCG

Dimensions of Change Pettigrew Whipp

Dimensions of Relational Work Butler

Disruptive Innovation Christensen

Distinctive Capabilities Kay


Enterprise Architecture Zachman

Enterpreneurial Government Osborne

Expectancy Theory Vroom

Experience Curve

Estilos de Facilitation Heron

Five Disciplines Senge

Force Field Analysis Lewin

Forget Borrow Learn Govindarajan Trimble

Fourteen Points of Management Deming

Gestalt theory

Groupthink Janis

Growth Phases Greiner

Hawthorne Effect Efeito de Hawthorne Mayo

Hierarchic Organization Burns

Hoshin Kanri - distribuição da política

Implementation Management Krüger

Intellectual Capital Rating

Industry Change McGahan

Industry Life Cycle

Innovation Adoption Curve Rogers

Intangible Assets Monitor Sveiby

Just-in-time JIT

Kaizen philosophy

Knowledge Management Collison Parcell

KPIs Rockart

Encanamento da Liderança Drotter

Leadership Styles Goleman

Learning Organization Argyris Schön

Adicione um método / modelo

Level 5 Leadership Collins

Levels of Culture Schein

Levers of Control Simons

Management by Objectives Drucker

Managerial Grid Blake Mouton

Managing for Value McTaggart


Mergers and Acquisitions

Metaplan Schnelle

Modeling business processes


Office of Strategy Management Kaplan Norton


Organic Organization Burns

Organizational Configurations Mintzberg

Organizational Learning Argyris Schön

Carta de organização


PAEI management roles

Parenting Advantage Goold Campbell

Parenting Styles Goold Campbell

Path-Goal Theory House

PDSA Deming Cycle


Performance Categories Baldrige

Performance management

Performance Prism


PMMM Reiss

Portfolio Analysis


Positive Deviance Pascale Sternin

Product Life Cycle Levitt

Real Options Luehrman

Result Oriented Management

Seven Habits Covey

Scientific Management Taylor

Empregado-Liderança Greenleaf

Seven Surprises Porter

Shared Service Center

Shareholder Value Perspective

Simulation modeling

Six Thinking Hats de Bono

Skandia Navigator Edvinsson

SMART Drucker

Soft Systems Methodology Checkland

Stage-Gate Cooper

Stages of Team Development Estágios do desenvolvimento equipe Tuckman

Stakeholder Value Perspective

Strategic Intent Hamel Prahalad

Strategic Thrusts Wiseman

Tipos estratégicos neve das milhas

Strategy Map Kaplan Norton

Análise do SWOT

Systems Thinking/Dynamics Forrester

Team Building

Ten Principles of Reinvention Osborne

Ten Schools of Thought Mintzberg

Theory of Constraints Goldratt

Theory of Mechanistic and Organic Systems Burns

Theory of Reasoned Action Ajzen Fishbein

Theory X Theory Y McGregor

Theory Z Ouchi

Training Within Industry

Trajectories of Industry Change McGahan

Gerência da rotação

Twelve Principles of the Network Economy Kelly

Value Based Management

Value Chain Porter

Value Disciplines Treacy Wiersema

Value Mapping Jack

Value Stream Mapping


Fórum de Mudança e Organização
  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...
  Total Management Framework
I have devised a totally new framework which covers almost all areas of management and have recently self published a book on the framework. Attaching a stripped down version of the book in PDF format. The framework brings clarity in understanding of...

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  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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