Organization and Change


Change and Organization. Methods, Models and Theories (A-Z)

Organization and Change

14 Principles of Management Fayol

5 P's Model Pryor

7 Dimensions of Culture Trompenaars Hampden-Turner

7-S Framework McKinsey

8 Accelerators for Strategic Change Kotter

Abductive Reasoning Pierce

Abilene Paradox Harvey

Accelerators for Strategic Change Kotter

Acquisition Integration Approaches Haspeslagh Jemison

Action Learning Revans


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

Bottom-up Approach

BPR Hammer Champy


Bridging Epistemologies Cook Brown


Business Insurance

Business Interruption Insurance

Business Models

Business Process Reengineering Hammer Champy

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

Chain of Command

Chairman of the Board

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

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



Co-Creation Prahalad Ramaswamy

Code of Ethics

Cognitive Dissonance Festinger


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



Deliberate Strategy

Deming Cycle PDSA

Design Thinking

DICE Framework BCG

Dimensions of Change Pettigrew Whipp

Dimensions of Culture Trompenaars Hampden-Turner

Dimensions of Relational Work Butler

Directors and Officers Liability Insurance


Disruptive Innovation Christensen

Distinctive Capabilities Kay



Dynamic Capabilities Teece




Emergent Strategy

Employee Stock Options

Employee Stock Ownership Plan

Empowerment of Employees

Enterprise Architecture Zachman


Entrepreneurial Government Osborne

Environmental Insurance


Errors and Omissions Insurance

Execution as Learning Edmondson

Executive Compensation

Expectancy Theory Vroom

Expense Center

Experience Curve

Facilitation Styles 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


Functional Team

Garbage Can Model Cohen March Olsen

Gestalt theory



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

Implementation Management Krüger


Industry Change McGahan

Industry Life Cycle

Informal Organization

Innovation Adoption Curve Rogers

Intangible Assets

Intangible Assets Monitor Sveiby

Integrative Thinking

Intellectual Capital Rating

Investment Center

Just-in-time JIT

Kaizen philosophy

Knowledge Management Collison Parcell

KPIs Rockart

Lap Dog Theory

Leadership Pipeline Drotter

Leadership Styles Goleman

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 by Exception

Management by Objectives Drucker

Management Development

Management Levels

Management Metaphors

Management Succession Planning

Managerial Grid Blake Mouton

Managing for Value McTaggart

Management Concepts Top-10

Matrix Organization


Mergers and Acquisitions approaches

Metaplan Schnelle

Middle Management


Modeling business processes


Network Organization

Non-Governmental Organization

Office of Strategy Management Kaplan Norton

Online Corporate Reputation

Operational Agility


Organic Growth

Organic Organization Burns

Organizational Absorption

Organizational Agility

Organizational Configurations Mintzberg

Organizational Development Lewin

Organizational DNA

Organisational Hierarchy

Organizational Learning Argyris Schön

Organizational Resilience

Organization Chart


PAEI management roles

Parenting Advantage Goold Campbell

Parenting Styles Goold Campbell

Pareto Principle Juran

Parkinson's Law

Path-Goal Theory House

PDSA Deming Cycle


Performance Categories Baldrige

Performance Management

Performance Prism


Personnel Management Types Tyson Fell

Peter Principle

Phantom Stock Plan


PMMM Reiss

Portfolio Analysis


Positive Deviance Pascale Sternin

Post-Merger Integration

Preferred Stock

PRIMO-F Model Morrison

Product Life Cycle Levitt

Professional Liability Insurance


Profit Center

Proportional Voting

Real Options Luehrman


Reframing Organizations Bolman Deal



Result Oriented Management

Revenue Center

Reverse Auction


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

SMART Drucker

Social Capital

Soft Systems Methodology Checkland

Span of Control

Special Purpose Vehicle


Staff Management

Stage-Gate Cooper

Stages of Team Development Tuckman

Staggered Board of Directors

Stakeholder Value Perspective

Strategic Intent Hamel Prahalad

Strategic Thrusts Wiseman

Strategic Types Miles Snow

Start-up Company

Status Quo Bias


Strategic Agility

Strategic Alliance

Strategic Business Unit

Strategic Change Momentum

Strategic Synergy

Strategic Vision

Strategy Execution

Strategy Map Kaplan Norton

Structural Integration

SWOT Analysis

Systems Thinking / Dynamics Forrester

Target Autonomy

Team Building

Ten Principles of Reinvention Osborne

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

Top-down Approach

Training Within Industry

Trajectories of Industry Change McGahan

Transfer Pricing

Transformational Leadership

Turnaround Management

Twelve Principles of the Network Economy Kelly


Unfreezing, Moving, Refreezing Lewin

Unissued Stock

Value Based Management

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

Workers’ Compensation Insurance



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

Organization and Change Forum
  Reframing Organizations (Bolman and Deal)
I would like to know about Framing/Reframing in or...
  The Role of Conflicts in an Organisation
A conflict is not necessarily good or bad, but mus...
  Searching for the General Theory of the Firm
Is it not possible to set up the general theory of...
  People Need Some Constancy (Besides Change)
People need some constancy (besides change), so wh...
  Loops and Mutual Causality in Organizational Change
As Gareth Morgan said in his book Images of the Or...
  Levels of Organisation Diagnostic Models
When should a change agent diagnose at individu...
  Can Organizational Change Lead to Extinction?
Is change better if it is revolutionary (i.e. fast...
  Management Theory: So Much To Discover
I believe that management is not a dead block of r...
  Organisational Ambidexterity
Hello, first of I want to say this is a fantastic ...
  Evolution Theory in Organisations?
Having just joined this forum I was surprised that...
  Total Management Framework
I have devised a totally new framework which cover...

Organization and Change Community of Interest

Community of Interest

Organization and Change Education & Events

Find Trainings, Seminars and Events

Best Practices - Organization and Change Premium
  What are the Causes of Organizational Change?
We all know that organizations change. They have t...
  Change Management: Theory versus Practice
I would like to make a comparison between theor...
  Are we Managing Change or the Perceptions about Change?
Are we even managing change or are we managing emp...
  Change is a Natural Process
If we think about change as a natural process in l...
  Change Needs Dyadic Mapping
Successful change needs the very meaning of change...
  Can Change be in the DNA of an Organization?
Can change become part of the nature (DNA) of t...
  Change: the Only Constant for Leaders
The constancy of change forces itself into ...
  Change Management Perception
Change management is often perceived as a business...
  Relevance of Change Management Theories?
My interpretation of change management theory in a...
  Checklist of Organizational Problem Areas
I discovered the following useful checklist of typ...
  Change: A Challenge and a Necessity
In the past, the field of organizational change an...

About 12manage | Advertising | Link to us | Privacy | Terms of Service
Copyright 2017 12manage - The Executive Fast Track. V14.1 - Last updated: 15-12-2017. All names tm by their owners.