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-S Framework McKinsey

Abductive Reasoning Pierce

Abilene Paradox Harvey

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 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 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

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



Result Oriented Management

Revenue Center

Reverse Auction


Self-Directed Team

Seven Habits Covey

Scientific Management Taylor

Servant-Leadership Greenleaf

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

SWOT Analysis

Systems Thinking / Dynamics Forrester

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



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Organization and Change Forum
  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...

Organization and Change Community of Interest

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Best Practices - Organization and Change 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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