Besluitvorming en Waardering

   

Besluitvorming en Waardering. Methodes, Modellen en TheorieŽn (A-Z)


Besluitvorming en Waardering


10 Denkscholen Mintzberg

12 Principes van de Netwerkeconomie Kelly

14 Managementprincipes Fayol

6 Denkhoeden de Bono

Aandeelhouderswaardeperspectief

Absorptie Kostprijsberekening

Activity Based Costing ABC ABM

Actieleren (Actie-Leren) Revans

Analoog Strategisch Redeneren Gavetti Rivkin

Analyse van de Onderliggende Oorzaak

Attributietheorie Heider

Balanced Scorecard-methode Kaplan Norton

Bases van Sociale Macht French Raven

Bass Diffusiemodel Bass

Bedrijfsintelligentie (Business Intelligence)

Benchmarken

Brainstormen

Break-even Punt

Capital Asset Pricing Model Sharpe

Cash Flow Return on Investment

Cash Value Added CVA Anelda

Centralisatie en Decentralisatie

CFROI


Chaostheorie Lorenz

Contingentietheorie Vroom

Crisismanagement

Culturele Intelligentie Early

Cultuurtypes Deal Kennedy

Decentralisatie

Delphimethode Helmer

DICE-Raamwerk BCG

Directe Kostprijsberekening

Discounted Cash Flow-methode DCF

DUPONT Model

Economische Marge EM

Economic Value Added EVA

Effect/Waarde Raamwerk Hammer

Fair Value accounting

Gemiddelde Gewogen Kosten van Kapitaal (WACC)

Gestalttheorie

Groepsdenken Janis

Industrielevenscyclus

Integrale Kostprijsberekening

Intellectueel Kapitaal Waardering

Interne Opbrengstvoet (Effectief Rendement)

Kepner-Tregoe Matrix

Knelpuntentheorie (Theory of Constraints) Goldratt

Koers/Winst Groei Verhouding

Koers/Winst Verhouding

Kosten-batenanalyse

Kosten van Eigen Vermogen

Kosten van Kapitaal

KPIs Rockart

Krachtenveldanalyse Lewin

Kritieke Pad (Critical Chain) Goldratt

Kritische Succesfactoren Rockart

Leiderschapcontinuum Tannenbaum

Liquidatiewaarde

Management by Objectives Drucker


Managementraster Blake Mouton

Marginale Kostprijsberekening

Market Value Added MVA

Meeropbrengst (Excess Return) ER

Merkidentiteit-prisma Kapferer

Merkpersoonlijkheid Aaker

Merkwaarde Waarderingsmethode (BAV)

Metaplan Schnelle

Mindmappen

Modelleren van Bedrijfsprocessen

Netto Contante Waarde NPV

Oorzaak- en Gevolgdiagram Ishikawa

Operations Research


Voeg een methode / model toe


Organogram

Plausibiliteitstheorie

Portefeuilleanalyse

Prestatiemanagement

Productlevenscyclus Levitt

PRVit

Pyramide van Maslow Maslow

RACI (RASCI)

RAROC Risk-Adjusted Return on Capital

Real Options-analyse Luehrman

Relatieve Waarde van Groei Mass

Rendement op Investering ROI

Risicomanagement

Scenarioplanning

Simulatie en modellering

Skandia Navigator Leif Edvinsson

SMART Drucker

Sociale Intelligentie

Speltheorie (Game Theory) Nash

Spiraal van Stilte Noelle-Neumann


Spiral Dynamics Graves

Stage-Gate Model Cooper

Stakeholderanalyse

Stakeholderperspectief (Stakeholderwaardeperspectief)

Stakeholders in Kaart Brengen (Stakeholder Mapping)

Sterkte-zwakteanalyse (SWOT-analyse)

Strategie Dynamica Warren

Strategiekaart (Strategy Map) Kaplan Norton

Strategische Stuwers Wiseman

Strategisch Risicomanagement Slywotzky

STRATPORT Larreche

SWOT-analyse

Systeemdenken Forrester

TDC Matrix Internet

Terugverdientijd

Tien Denkscholen Mintzberg

Time-Based Activity Based Costing Kaplan

Total Business Return TBR BCG

Total Cost of Ownership

Value Based Management (Waardesturing)

Variabele Kostprijsberekening

Vijf Krachtenmodel Porter

Vrije Kasstroom

Waardecreatie-Index

Waardedisciplines (Waardeproposities) Treacy Wiersema

Waarde in Kaart Brengen (Value Mapping) Jack

Waardemanagement McTaggart

Waardetechniek (Value Engineering) Miles

Whole Brain-model Herrmann

Winstpoelen (Profit Pools) Gadiesh, Gilbert

Winst voor Rente, Belasting, Afschrijvingen en Amortisatie (EBITDA)

Winst voor Rente en Belasting (EBIT)

Zachte Activa Monitor Sveiby

Zes Denkhoeden de Bono

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Besluitvorming en Waardering Forum
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Bij het ontwerpen van een nieuwe organisatie willen we met 3 sturingslijnen gaan werken: hierarchisch, gebiedsgericht en programma/projecten gericht. Wie heeft ervaring met het werken in een organisatie met verschillende sturingslijnen en wil ons hel...
     
 
  Rationele besluitvorming?
Ik geloof niet in enige rationele besluitvormingmethodes voor managers. De ingewikkeldheid van de meeste managementbeslissingen is groot, en de omstandigheden veranderen snel. Daarom geven vele leidinggevenden er de voorkeur aan om hun ĄBuikgevoelď t...
     
 
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This topic has been moved by the Editor to the Stakeholder Analysis Forum....
     
 
  Reasoning in Decision Making
In a business decision making process, an aspect of íReasoningí is involved. Reasoning is the process of using existing knowledge to draw conclusions, make predictions, or construct explanations. There are 3 main types:

  1. D...
     
 
  Differences in Decision-making in Nonprofit Organizations in Developed and Developing Countries
Decision making in nonprofit organizations (NPOs) differs between developed and developing countries.
My observations are that Northern-hemisphere NPOs are wealthy global 'corporate' entities, whilst Southern-hemisphere NPOs are donor-dependent ...
     
 
  How to Choose the Appropriate Decision-making Method
Most decision makers in organizations rely on conventional decision-making tools - even in situations of high complexity and uncertainty. However, these basic tools are based upon the assumption that decision makers have access to all information tha...
     
 
  The Role of Religion in Decision Making
Religion,Yoga, Meditation do these play any role in correct decision making?
Our religions preach many virtues which are age old and long lasting. They are playing a vital role in many people's lives.
- Do they also impact our decision maki...
     
 
  What Makes a Manager Into a Good Decision-maker? 10 Traits for Decision Making
Decision making is vital in our life, be it workplace or home. My long experience in industry and thirty years of marriage say decision making needs the following traits in a 'manager':
1. Knowledge (of the background, organizational goals)
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  Being Afraid of Making Decisions
In my experience I have found that some people can take a negative approach to decision making and are guided by more by the fear of failure rather than the higher margin of success.
An outcome is almost ever measured against "doing nothing" and...
     
 
  Avoid 3 Common Decision-traps
Making decisions is your most critical job as a leader. The more high-stakes a decision is, the more likely you are to get stuck. Here's how to avoid three of the most common traps:
1. Anchoring B...
     
 
  Avoid Hasty Decision-making
Life itself is the ultimate school for making decisions. We make them constantly when faced with any situation.
However, we need not be hasty about making them (although some are required on the spot), we need to deliberate, gather suffic...
     
 
  What is Institutional Theory?
Has anyone got any information or pointers to this theory? Thanks......
     
 
  Making no Decision at All
Should the Indian way of decision making - "no decision at all" be construed as a decision?...
     
 
  Decision Making and Economics
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  Improving the Decision-making by Managers: Choice Architecture
A different approach towards improving decision making is 'Choice Architecture'.
In every organization, employees tend to make decisions that will neither benefit their employer nor themselves. According to Beshears (2015), this happens not beca...
     
 
  The Role of Opinions in Decision-making
Opinions play a major role in decision making in the absence of sufficient management information and lack of analytic skills.
Although modern management tools emphasize that management information is very important in rational decision making,...
     
 
  Conscious and Unconscious Decision-making
A decision is a neurological process taken individually or with cyberbrain that results in an action. The decision and hence actions can be taken consciously or unconsciously and the majority of a...
     
 
  Decision-making According to Peter Drucker
Definition of a Decision
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  The Role of Optimism in Decision-Making
How does optimism influence decision-making?...
     
 
  Gut Feeling / Intuition in Decision-making
I don't believe in any rational decision-making methods for managers. The complexity of most management decisions is big, and the circumstances change quickly. So many executives prefer the 'Gut Feeling approach'. Even if we want to be rational, our...
     
 

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Auteursrecht 2016 12manage - The Executive Fast Track. V14.1 - Laatst bijgewerkt op: 10-12-2016. Alle namen zijn tm van hun eigenaren.