Organization and Change

10 Principles of Urwick

14 Principles of Management Fayol

3P Framework Gulati

5 P's Model Pryor

5 Stages of Grief Kübler-Ross

7 Dimensions of Culture Trompenaars Hampden-Turner

7-S Framework McKinsey

8 Accelerators for Strategic Change Kotter

8 Change Steps Kotter

Abductive Reasoning Pierce

Abilene Paradox Harvey

Accelerators for Strategic Change Kotter

Acquisition Integration Approaches Haspeslagh Jemison

Action Learning Revans

Action Priority Matrix

Adhocracy

Agile Absorption Sull

Appreciative Inquiry Cooperrider

Art of War Sun Tzu

Ashridge Mission Model Campbell

Balance Theory Heider

Balanced Scorecard Kaplan Norton

Bandwagon Effect Bias

Bases of Social Power French Raven

Beyond Budgeting Fraser

Black Swan Theory Taleb

Board of Directors

Board Structure

Boss, Disgreeing with

Boss, Don't Getting Along with

Bottom-up Approach

BPR Hammer Champy

Brainstorming

Bridging Epistemologies Cook Brown

Bureaucracy

Business Insurance

Business Interruption Insurance

Business Models

Business Process Reengineering Hammer Champy

Butterfly Effect

Capability Maturity Model CMM

Career Management

Catalytic Mechanisms Collins

Catastrophe Theory Thom

Causal Ambiguity

Causal Model of Organizational Performance and Change Burke-Litwin

Centralization and Decentralization

CEO Duality

Chain of Command

Chairman of the Board

Change Approaches Kotter

Change Behavior Ajzen

Change Curve

Change Emotions

Change Dimensions Pettigrew Whipp

Change Equation Beckhard

Change Factors

Change Management Iceberg

Change Phases Kotter

Change Resistance, Reasons for

Change Steps Kotter

Changing Organization Cultures Trice Beyer

Chaordic Leadership Hock

Chaordic Organization Hock

Chaos Theory Lorenz

Charismatic Leadership Weber

Chief Executive Officer

Chief Financial Officer

Chief Information Officer

Chief Operating Officer

Chief Procurement Officer

Chief Technology Officer

Chinese Wall

CMM model

Coaching

Coalition

Co-Creation Prahalad Ramaswamy

Code of Ethics

Cognitive Dissonance Festinger

Commitment

CommonKADS ESPRIT

Communities of Practice

Compensation

Competing Values Framework Quinn

Compliance Officer

Congruity Theory Osgood Tannebaum

Contingency Theory Vroom

Core Competence Hamel Prahalad

Core Group Theory Kleiner

Corporate Charter

Corporate Governance

Cost Center

Covert Leadership Mintzberg

Crisis Management

Critical Path Analysis

Cross-Functional Team

CSFs Rockart

Cultural Dimensions Hofstede

Cultural Intelligence Early

Culture Levels Schein

Culture Types Deal Kennedy

Culture Types Groysberg

Deadtime Effect

Decentralization

Delegation

Deliverable

Deliberate Strategy

Deming Cycle PDSA

Design Thinking

Dialogic Organization Development

DICE Framework BCG

Digital Transformation

Dimensions of Change Pettigrew Whipp

Dimensions of Culture Trompenaars Hampden-Turner

Dimensions of Relational Work Butler

Directors and Officers Liability Insurance

Disaggregation

Disruptive Innovation Christensen

Distinctive Capabilities Kay

Divestiture

Divisional Organization Structure

Downsizing

Dual Board Structure

Dual Operating System

Dynamic Capabilities Teece

E-Business

E-Commerce

EFQM

Eisenhower Matrix

Emergent Strategy

Employee Commitment

Employee Compensation

Employee Furlough

Employee Stock Options

Employee Stock Ownership Plan

Empowerment of Employees

Enterprise Architecture Zachman

Entrepreneur

Entrepreneurial Government Osborne

Environmental Insurance

E-Procurement

Errors and Omissions Insurance

Execution as Learning Edmondson

Executive Compensation

Expectancy Theory Vroom

Expense Center

Experience Curve

External Corporate Governance

Facilitation Heron

Facility Management

False Consensus Bias

Feedback Loops

Five Disciplines Senge

Flat Organizational Structure

Force Field Analysis Lewin

Forget Borrow Learn Govindarajan Trimble

Formal Organization

Fourteen Points of Management Deming

Franchising

Functional Team

Garbage Can Model Cohen March Olsen

General Management

General Manager

Gestalt theory

Globalization

Glocalization

Groupthink Janis

Growth Phases Greiner

Guard Dog Theory Tichenor

Hawthorne Effect Mayo

Hierarchic Organization Burns

Hierarchical Organization Structure

Horizontal Merger

Hoshin Kanri - Policy Deployment

Human Resource Management Roles

Idle Time

Implementation Management Krüger

Incentives

Industry Change McGahan

Industry Life Cycle

Informal Organization

Innovation Adoption Curve Rogers

Innovation Leaders, Types

Innovation Management

Innovation Red Flags

Innovative Culture

Insubordination, Managing

Intangible Assets

Intangible Assets Monitor Sveiby

Integrative Thinking

Intellectual Capital Rating

Interim Management

Internal Corporate Governance

Intervention Styles Heron

Investment Center

Just-in-time JIT

Job Characteristic Model Hackman Oldham

Job Design

Kaizen philosophy

Knowledge Management Collison Parcell

KPIs Rockart

Laloux Culture Model

Lap Dog Theory

Leadership Pipeline Drotter

Leadership Styles Goleman

Lean Business Processes

Lean Production

Learning Organization Argyris Schön

Add a method / model

Level 5 Leadership Collins

Levels of Culture Schein

Levers of Control Simons

Logical Incrementalism Quinn

Management Board

Management by Exception

Management by Objectives Drucker

Management Development

Management Levels

Management Metaphors

Management Plasticity

Management Roles Fayol

Management Succession Planning

Managerial Grid Blake Mouton

Managerial Roles Mintzberg

Managerial Skills Katz

Managing for Value McTaggart

Management Concepts Top-10

Manager, Disgreeing with

Matrix Organization

Mentoring

Mergers and Acquisitions approaches

Metaplan Schnelle

Middle Management

Milestone

Modeling business processes

MSP OGC

Network Organization

Non-Governmental Organization

Objectives and Key Results Grove

Office of Strategy Management Kaplan Norton

One-Tier Board Structure

Online Corporate Reputation

Operational Agility

OPM3 PMI

Organic Growth

Organic Organization Burns

Organizational Absorption

Organizational Agility

Organizational Configurations Mintzberg

Organizational Commitment

Organizational Development Lewicn

Organizational DNA

Organisational Hierarchy

Organizational Learning Argyris Schön

Organizational Problem Areas, Checklist

Organizational Resilience

Organization Chart

Organization Design

Organizing

Outsourcing

Outsourcing of Innovation

PAEI management roles

Paperless Office, Transition to

Parenting Advantage Goold Campbell

Parenting Styles Goold Campbell

Pareto Principle Juran

Parkinson's Law

Path-Goal Theory House

Pay Structure

PDSA Deming Cycle

People CMM CM-SEI

Performance Categories Baldrige

Performance Management, Business

Performance Prism

Perishability

Personnel Management Types Tyson Fell

Peter Principle

Phantom Stock Plan

PMBOK PMI

PMMM Reiss

Portfolio Analysis

POSDCORB Gulick

Positive Deviance Pascale Sternin

Post-Merger Integration

Preferred Stock

PRIMO-F Model Morrison

Product Life Cycle Levitt

Professional Liability Insurance

Profit Center

Proportional Voting

Public Services Outsourcing

Real Options Luehrman

Recapitalization

Reframing Organizations Bolman Deal

Remote Working

Rendanheyi Model Haier

Reorganization

Resistance To Change

Restructuring

Result Oriented Management

Revenue Center

Reverse Auction

Roles of Employees vs. Jobs

S-Curve

Salary System

Self-Directed Team

Seven Habits Covey

Scientific Management Taylor

Servant-Leadership Greenleaf

Seven Dimensions of Culture Trompenaars Hampden-Turner

Seven Surprises Porter

Shared Service Center

Shareholder Value Perspective

Simulation modeling

Six Thinking Hats de Bono

Skandia Navigator Edvinsson

Skeleton Staff

Sleep Deprivation

SMART Drucker

Social Capital

Social Facilitation Triplett

Social Loafing, Managing

Soft Systems Methodology Checkland

SOPs

Span of Control

Special Purpose Vehicle

Spin-Off

Staff Management

Stage-Gate Cooper

Stages of Grief Kübler-Ross

Stages of Team Development Tuckman

Staggered Board of Directors

Stakeholder Value Perspective

Standard Operating Procedures

Strategic Intent Hamel Prahalad

Strategic Thrusts Wiseman

Strategic Types Miles Snow

Start-up Company

Status Quo Bias

Storytelling

Strategic Agility

Strategic Alliance

Strategic Business Unit

Strategic Change Momentum

Strategic Synergy

Strategic Vision

Strategy Execution

Strategy Map Kaplan Norton

Structural Integration

Structure Follows Strategy

Superior, Disgreeing with

Supervisory Board

SWOT Analysis

System Archetypes

Systems Thinking / Dynamics Forrester

Target Autonomy

Task Design

Team Building

Ten Principles of Reinvention Osborne

Ten Principles of Urwick

Ten Schools of Thought Mintzberg

Tertiary Sector

Theory E and Theory O Beer Nohria

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

Time Management

Top-down Approach

Toxic Employees

Training Within Industry

Trajectories of Industry Change McGahan

Transfer Pricing

Transformational Leadership

Turnaround Management

Twelve Principles of the Network Economy Kelly

Two-Tier Board Structure

Undercapitalization

Unfreezing, Moving, Refreezing Lewin

Unissued Stock

Unitairy Board Structure

Value Based Management

Value-Based Teams

Value Chain Porter

Value Disciplines Treacy Wiersema

Value Mapping Jack

Value Stream Mapping

Virtual Business

Vision Statement

Voting Rights Plan

Wage Drift

Watchdog Model

Whistle Blower

WIKINOMICS

Work Design

Workers’ Compensation Insurance

more

NEW: We're creating an overview of quality organization and change web sites. Please submit your site...

Forum about Organization and Change   The most recent topics about: Organization and Change. 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 t (...) 62 59 reactions   Key Issues of Change Management (at the Executive Level) The ability to manage organizational change at a high level has become a crucial skill for executives. The times of simp (...) 52 9 reactions   🔥 NEW What is an Organization? Someone asked me the other day: what exactly is an organization? DEFINITION OF AN ORGANIZATION Well, in in simple te (...) 5 1 reactions   Reframing Organizations (Bolman and Deal) I would like to know about Framing/Reframing in organizations. What is the model and what are advantages, disadvantages (...) 3 6 reactions

Best Practices about Organization and Change Here you will find the most valuable ideas and practical suggestions. 🥇 Checklist of Organizational Problem Areas I discovered the following useful checklist of typical organizational problem areas: 1) Dysfunctional organizational st (...) 85 11 reactions   🥈 Levels of Organisation Diagnostic Models When should a change agent diagnose at individual-level, group-level and organizational level? And what are the strengt (...) 70 3 reactions   🥉 Change: A Challenge and a Necessity In the past, the field of organizational change and change management turned out problematic and change managers (...) 69 10 reactions   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 tha (...) 67 3 reactions   Organizational model for International Operations We are moving our Ops department (IT, Back-office & Organization) from a Local approach to a Regional one, in which the (...) 65 2 reactions   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 (...) 57 4 reactions   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 w (...) 53 10 reactions   People Need Some Constancy (Besides Change) People need some constancy (besides change), so when engaging in extensive change it is important to establish the thing (...) 51 4 reactions   Why do Organizations Change? We all know that organizations change. They have to. But exactly why do organizations change? In other words, what are t (...) 43 24 reactions   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 (...) 35 47 reactions   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 an (...) 29 9 reactions   Total Management Framework I have devised a totally new framework which covers almost all areas of management and have recently self published a bo (...) 28 1 reactions   Governance Models for Community Sustainability I have volunteered to be a member of a community based group that is working through a process for an Integrated Communi (...) 27 1 reactions   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. (...) 26 6 reactions   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 disc (...) 26 15 reactions   Are we Managing Change or the Perceptions about Change? Are we even managing change or are we managing employee feelings about the change? (...) 24 25 reactions   Agriculture - poor financial modelling As a management tool agriculture requires better financial modelling and science practice. (...) 24 1 reactions   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 q (...) 23 2 reactions   Evolution Theory in Organisations? Having just joined this forum I was surprised that there is no theory or model listed for "evolution theory". Surely thi (...) 23 1 reactions   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 (...) 21 3 reactions   Books on Change Management Theories Is there any book to provide all the theories of change management? (...) 20 2 reactions   Change Needs Dyadic Mapping Successful change needs the very meaning of change, which is embedded within emotional relations among actors involved i (...) 16 7 reactions   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 (...) 16 8 reactions   Change in a University Is there an ideal model when assessing organizational change in a tertiary institution? I am considering ADKAR and compa (...) 15 2 reactions   3 Factors for Successful Change In my experience, successful change depends on 3 main factors: 1. Convincing model shaping the future of the organizati (...) 15 2 reactions   Change Management Factors in Technology Transformation During any technology transformation - like when implementing new technology initiatives or improving over the existing (...) 10 4 reactions   What is the McKinsey Approach? In the past two years I have been using the 7-Step change model, combined with the . During the process a new leader cam (...) 8 2 reactions   Change Management in the Realty Industry How would you initiate change [management] in the construction industry which generally does not have strategic plans, t (...) 5 5 reactions   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 (...) 4 9 reactions