Organisation och Förändring

   

Förändring och organisation. Metoder-, modeller- och teorier (A-Ö)

Organisation och förändring


14 Ledningsprinciper av Fayol

7 Goda Vanor Covey

7-S Ramverket, 7S McKinsey McKinsey

Adhokratin

Affärsprocessmodellerande

Aktieägares Perspektiv på Värde

Angreppssätt vid Förändringar Kotter

Arkitektur av Zachman

Ashridge Missionsmodell Campbell

Balanserade Styrkort Kaplan och Norton

Baldrige Prestationskriterier, Baldrige Belöning

Begränsningsteorin, Teorin om Begränsningar Goldratt

Betjänanande Ledarskap Greenleaf

Beyond Budgetingmetoden Fraser

Business Process Reengineeringmetoden Hammer och Champy

Centralisering och Decentralisering

CMM Kapacitetsmognadsmodell

Coaching, Coachande, Coachning, Rådgivare

Decentralisering

Demings Cykler (PDSA / PDCA)

DICE Ramverk BCG

Dimensioner på Relationsarbete Butler

EFQM-modell

Entreprenöriella Myndigheter Osborne

Erfarenhetskurvan

Erfarenhetslärande Revans

Faciliteringsmetoder, Faciliteringsstilar Heron

Femte Disciplinen, Fem Discipliner Senge

Fjorton Punkter av Deming


Förvärvs och Integrations Angrepssätt

Förändring av Organisationskulturer Trice och Beyer

Förändringsdimensioner Pettigrew och Whipp

Förändringsekvationen Beckhard

Förändringsfaser Kotter

Förändringsledningens Isberg

Förväntansteori Vroom

Förvärvs och Integrations Angrepssätt Haspeslagh och Jemison

Gemensamma Tjänster

Gestaltteori

Glömma, Låna och Lära Ramverk Govindarajan och Trimble

Grundval för Makt och Inflytande French och Raven

Grupptänkande Janis

Hawthorne Effekten Mayo

Hierarkisk Organisation Burns

Hosrin Kanri Policyuteveckling, Hosrin Kanri Planering

Hävstängerna för Kontroll Simons

Idékläckning (Brainstorming)

Industriförändring McGahan

Industriträning, Industriutbildning

Innovationsspridningsteorin, Innovationsadoptionskurvan Rogers

Just-in-time Filosofin (JIT Filosofin)

Kaizen Filosofin

Kaosteori Lorenz

Kapacitetsmognadsmodell

Karismatiskt Ledarskap Weber

Katalytiska Mekanismer Collins

Katastrof Teori Thom

Konkurrerande Värden Ramverk Quinn

Kontingenttheori Vroom

Kraftfältsanalys Lewin

Krishantering

Kritiska Framgångsfaktorer Rockart

Kulturdimensioner Hofstede

Kulturell Intelligens Early

Kulturnivåer i Organisationen Schein

Kulturtyper Deal Kennedy

Kunskapshantering, Kunskapsledning Collison och Parcell

Kärngruppsteorin Kleiner


Kärnkompetens Hamel och Prahalad

Lärande Organisation Argyris och Schön

Ledarskapsstilar, Ledarstilar Goleman

Ledarskapsutveckling Charan och Drotter

Ledningsmatris (Ledarskapsstilsmatris) Blake och Mouton


Lägga till en metod / modell


Mentoring (Mentorskap)

Metaplan Metoden Schnelle

Moderbolagsfördel, Koncernfördel Goold och Campbell

Moderbolagstilar, Koncernstilar Goold och Campbell

MSP-metoden OGC

Målstyrning (MBO) Drucker

Målvägsteori (Path-Goal Theori) House

Mäta Kunskapsflöden/Immateriella Tillgångar, Intangible Assets Monitor Sveiby

Nivå 5 Ledarskap Collins

Nivåer av Organisatorisk Kultur Schein

Nyckelpersoners Värdeperspektiv

Nyckelprestationsindikatorer Rockart

Omvälvande Innovation Christensen

OPM3-modellen PMI

Organisationskarta

Organisatoriska Konfigurationer Mintzberg

Organisatoriskt Lärande Argyris och Schön

Organiska Organisationer Burns och Stalker

Orsakssambandsmodell för ett Organisatoriskt Resultat och Förändring Burke och Litwin

PAEI-modell, Managementroller Adizes

PDSA, PDCA, Demings Cykler

Personalstyrkans Mognadsgrad (People CMM)

POSDCORB Funktioner om Management Gulick

Positiv Avvikelse Pascale och Sternin

Portföljanalys

Prestationsstyrning, Resultatstyrning

Produktlivscykler (Produktlivscykel) Levitt

Programmognadsgradsmodell (PMMM) Reiss

Projektledningsprocessen PMBOK PMI

Reala Optioner Luehrman

Resultat Prisma (Performance Prism)

Resultatorienterad Ledarskap


Samskapande Prahalad och Ramaswamy

Sex Tänkhattar de Bono

Simulering av Processer

Sju Överraskningar Porter

Skandia Navigator Edvinsson

SMART Drucker

Soft Systems-metodik Checkland

Steg-Grind-modellen Cooper

Strategiledningskontor Kaplan och Norton

Strategiska Drivkrafter Wiseman

Strategiska Kartor, Strategikartor Kaplan och Norton

Strategiska Typer, Fyra Miles och Snow

Strategisk Intention, Strategisk Avsikt Hamel och Prahalad

SWOT-analys

Systemdynamik, Systemtänkande Forrester

Särskiljande Förmågor (Distinctive Capabilities) Kay

Team Utveckling Tuckman

Teori om Planerat Beteende Ajzen

Teori om Redogörat Aktion Ajzen

Teorin om den Mekanistiska och Organiska System Burns och Stalker

Teori X Teori Y McGregor

Teori Z Ouchi

Tillväxtfasermodell Greiner

Tio Principer av Pånyttfödelse

Tio Strategiskolor Mintzberg

Tolv Principer för Nätverksekonomin Kelly

Turnaround Management

Uppskattande Undersökningsmetodik Cooperrider

Utkontraktering

Utvecklingsskeden för ett team lag Tuckman

Utvecklingsvägar för Förändring Inom en Industri

Värdebaserad Styrning

Värde Discipliner Treacy och Wiersema

Värdeflödeskartläggning

Värdekedjan Porter

Värdemappning Jack

Värdering och Mäta Intellektuellt Kapital, IC Rating

Värdestyrning McTaggart

Vetenskaplig Ledning Taylor

Överbryggande Epistemologier (Kunskapsskapande) Cook och Brown

mer

 
Organisation och Forandring Forumet
  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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Best Practices - Organisation och Forandring 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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