变革与组织

   

变革与组织 方法、模型与理论(A-Z)

变革与组织


14 Principles of Management 14项管理原则法约尔

7-S Framework 7-S架构麦肯锡

Acquisition Integration Approaches 收购整合法 Haspeslagh Jemison

Action Learning 行动学习法瑞文斯

Adhocracy 灵活型组织

Appreciative Inquiry 肯定式探询库帕瑞德

Ashridge Mission Model Ashridge使命模型坎贝尔

Balanced Scorecard 平衡计分卡 Kaplan Norton

Bases of Social Power 社会权力基础 French Raven

Beyond Budgeting 超越预算 Fraser

BPR 企业流程重组 Hammer Champy

Brainstorming 头脑风暴法

Bridging Epistemologies 桥接认识论 Cook Brown

Business Process Reengineering 业务流程重组 Hammer Champy

Capability Maturity Model CMM 能力成熟度模型

Catalytic Mechanisms 催化机制 Collins

Catastrophe Theory 突变理论 Thom

Causal Model of Organizational Performance and Change 组织绩效与变革因果关系模型伯克-李特文

Centralization and Decentralization 中心化与去中心化

Change Approaches 变革法 Kotter

Change Behavior 变革行为 Ajzen

Change Dimensions 变革尺度 Pettigrew Whipp

Change Equation 变革平衡公式 Beckhard

Change Factors 变革因子 Pettigrew Whipp

Change Management Iceberg 变革管理冰山

Change Phases 变革阶段 Kotter

Changing Organization Cultures 组织文化变革法 Trice Beyer

Chaos Theory 混沌理论 Lorenz


Charismatic Leadership 魅力型领导 Weber

Coaching 教练

CMM model 能力成熟度模型

Co-Creation 共同创造 Prahalad Ramaswamy

Competing Values Framework 竞值架构 Quinn

Contingency Theory 权变理论 Vroom

Core Competence 核心竞争力 Hamel Prahalad

Core Group Theory 核心组理论 Kleiner

Crisis Management 危机管理

CSFs 关键成功因子 Rockart

Cultural Dimensions 文化尺度 Hofstede

Cultural Intelligence 文化智能 Early

Culture Levels 文化层次论 Schein

Culture Types 文化类型 Deal肯尼迪

Decentralization 去中心化

Deming Cycle 戴明循环 PDSA

DICE Framework DICE架构 BCG

Dimensions of Change 变革尺度 Pettigrew Whipp

Dimensions of Relational Work 关系工作类型Butler

Disruptive Innovation 颠覆性创新 Christensen

Distinctive Capabilities 特殊能力 Kay

EFQM EFQM模型

Enterprise Architecture 企业架构 Zachman

Entrepreneurial Government 企业型政府 Osborne

Expectancy Theory 期望理论 Vroom

Experience Curve 经验曲线

Facilitation Styles 引导类型海荣

Five Disciplines 五项修炼 Senge

Force Field Analysis 力场分析法 Lewin

Forget Borrow Learn 遗忘借用学习法 Govindarajan Trimble

Fourteen Points of Management 质量管理14要点 Deming

Gestalt Theory 格式塔理论

Groupthink 团体迷思 Janis

Growth Phases 成长阶段 Greiner

Hawthorne Effect 霍索恩效应 Mayo

Hierarchical Organization 等级组织 Burns

Hoshin Kanri - Policy Deployment方针管理 政策展开

Implementation Management 执行管理 Krüger

Intellectual Capital Rating 智慧资本评级

Industry Change 产业变革 McGahan

Industry Life Cycle 产业生命周期

Innovation Adoption Curve 创新采用曲线 Rogers

Intangible Assets Monitor 无形资产检测器 Sveiby


Just-in-time JIT 及时生产

Kaizen 改善

Knowledge Management 知识管理 Collison Parcell

KPIs 关键绩效指标 Rockart

Leadership Pipeline 领导补给线德罗特

Leadership Styles 领导风格 Goleman

Learning Organization 学习型组织 Argyris Schön


添加一个方法/型号


Level 5 Leadership 第五级领导 Collins

Levels of Culture 文化层次 Schein

Levers of Control 控制杠杆 Simons

Management by Objectives 目标管理 Drucker

Managerial Grid 管理方格理论布莱克&穆顿

Managing for Value 价值管理 McTaggart

Mentoring 启导

Mergers and Acquisitions approaches 并购法

Metaplan 元规划 Schnelle

Modeling Business Processes 业务流程建模

MSP 成功管理计划 OGC

Office of Strategy Management 战略管理办公室 Kaplan Norton

OPM3 组织项目管理成熟度模型 PMI

Organic Organization 有机式组织 Burns

Organizational Configurations 组织构型 Mintzberg

Organizational Learning 组织学习 Argyris Schön

Organization Chart 组织结构图

Outsourcing 外包

PAEI Management Roles PAEI管理角色

Parenting Advantage 母合优势古尔德&坎贝尔

Parenting Styles 母合类型古尔德&坎贝尔

Path-Goal Theory 路径-目标理论

PDCA Cycle PDCA循环

People-CMM 人力资源能力成熟度模式 CM-SEI

Performance Categories 绩效类别 Baldrige

Performance Management 绩效管理

Performance Prism 绩效测量棱镜

PMBOK 项目管理知识体系(PMI)

PMMM 项目管理成熟度模型 Reiss

Portfolio Analysis 业务组合分析

POSDCORB古利克

Positive Deviance 正向偏差 Pascale Sternin


Product Life Cycle 产品生命周期 Levitt

Real Options 实物期权 Luehrman

Result Oriented Management 业绩导向管理

Seven Habits 七个习惯 Covey

Scientific Management 科学管理泰勒

Servant-Leadership 仆人式领导格林里夫

Seven Surprises 七大惊奇 Porter

Shared Service Center 共享服务中心

Shareholder Value Perspective 股东价值观

Simulation modeling 仿真建模

Six Thinking Hats 六项思考帽 de Bono

Skandia Navigator 斯堪迪亚导航仪 Edvinsson

SMART SMART管理法

Soft Systems Methodology 软系统方法论 Checkland

Stage-gate 阶段-关卡流程 Cooper

Stages of Team Development 团队发展阶段 Tuckman

Stakeholder Value Perspective 利益相关者价值观

Strategic Intent 战略意图 Hamel Prahalad

Strategic Thrusts 战略攻击 Wiseman

Strategic Types 战略类型 Miles Snow

Strategy Maps 战略图表 Kaplan Norton

SWOT Analysis SWOT分析

Systems Thinking/Dynamics 系统思考/系统动力学 Forrester

Team Building 团队建设

Ten Principles of Reinvention 企业型政府重塑10原则 Osborne

Ten Schools of Thought 战略思想十大流派 Mintzberg

Theory of Constraints 约束理论 Goldratt

Theory of Mechanistic and Organic Systems 机械/有机系统论 Burns

Theory of Reasoned Action 理性行为理论 Ajzen Fishbein

Theory X Theory Y X理论-Y理论 McGregor

Theory Z Z理论 Ouchi

Training Within Industry 业内训练

Trajectories of Industry Change 产业变革轨迹 McGahan

Turnaround Management 重建管理

Twelve Principles of the Network Economy 网络经济12法则 Kelly

Value Based Management 价值管理

Value Chain 价值链 Porter

Value Disciplines 价值信条特里西威尔斯马

Value Mapping 价值映射图 Jack

Value Stream Mapping 价值流程图

更多

 
变革与组织论坛
  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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最佳实践 - 变革与组织 高级帐户
  我对于组织发展的总结
组织发展(Organization Development)”一词自1950年代后期渐被引入管理学界,用以描述提高组织功能的一种哲学思想、流程以及一整套的方式方法。该术语的拥趸者以下列人物为代...
     
 
  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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