構成および変更



研究変更および構成。 方法、モデルおよび理論(A-Z)

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構成および変更


14 Principles of Management 経営の14の原則 アンリ・ファヨール

7-S Framework McKinsey

Acquisition Integration Approaches Haspeslagh Jemison

Action Learning Revans

Adhocracy

Appreciative Inquiry Cooperrider

Ashridge Mission Model Campbell

Balanced Scorecard Kaplan Norton

Bases of Social PowerフランスのRaven

Beyond Budgeting Fraser

BPRはChampyを槌で打つ

Brainstorming

Bridging Epistemologies Brown

Business Process ReengineeringのHammer Champy

Capability Maturity ModelのCMM

Catalytic Mechanisms Collins

Catastrophe Theory Thom

組織のパフォーマンスの原因モデルおよび変更は締め殺すLitwin

CentralizationおよびDecentralization

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

Chaos Theory Lorenz

Charismatic Leadership Weber

Coaching

CMM

Co-Creation Prahalad Ramaswamy

Competing Values Framework Quinn


ContingencyTheory Vroom

Core Competence Hamel Prahalad

Core Group Theory Kleiner

Crisis Management

CSFs Rockart

Cultural Dimensions Hofstede

Cultural Intelligence Early

Culture Levels Schein

文化タイプはケネディを対処する

Decentralization

Deming CycleのPDSA

DICE Framework BCG

Dimensions of Change Pettigrew Whipp

Dimensions of Relational Work Butler

Disruptive Innovation Christensen

Distinctive Capabilities Kay

EFQM

Enterprise Architecture Zachman

Enterpreneurial Government Osborne

Expectancy Theory Vroom

Experience Curve

Facilitation Styles ファシリテーションスタイル Heron

Five Disciplines Senge

Force Field Analysis Lewin

Forget Borrow Learn Govindarajan Trimble

Fourteen Points of Management Deming

Gestalt theory

Groupthink Janis

Growth Phases Greiner

Hawthorneの効果Mayo

Hierarchic Organizationは燃える

Hoshin Kanri -方針の配置

Implementation Management Krüger

Intellectual Capital Rating

Industry Change McGahan

Industry Life Cycle

Innovation Adoption Curve Rogers

Intangible Assets Monitor Sveiby

ジャスト・イン・タイムのJIT

Kaizen philosophy

Knowledge Management Collison Parcell


KPIs Rockart

リーダーシップのパイプラインDrotter

Leadership Styles Goleman

Learning Organization Argyris Schön


メソッド/モデルを追加


Level 5 Leadership Collins

Levels of Culture Schein

Levers of Control Simons

Management by Objectives Drucker

Managerial Grid Blake Mouton

Managing for Value McTaggart

Mentoring

Mergers and Acquisitionsは近づく

Metaplan Schnelle

Modeling business processes

MSPのOGC

Office of Strategy Management Kaplan Norton

OPM3 PMI

Organic Organizationは燃える

Organizational Configurations Mintzberg

Organizational Learning Argyris Schön

組織図

Outsourcing

PAEI management roles

Parenting Advantage Goold Campbell

Parenting Styles Goold Campbell

Path-Goal Theory House

PDSAのDeming Cycle


People CMM CM-SEI

Performance Categories Baldrige

performance management

Performance Prism

PMBOK PMI

PMMM Reiss

Portfolio Analysis

POSDCORB Gulick

Positive Deviance Pascale Sternin

Product Life Cycle Levitt

Real Options Luehrman

Result Oriented Management

Seven Habits Covey

Scientific Management Taylor

使用人リーダーシップGreenleaf

Seven SurprisesのPorter

Shared Service Center

Shareholder Value Perspective

Simulation modeling

Six Thinking Hats de Bono

Skandia Navigator Edvinsson

SMART Drucker

Soft Systems Methodology Checkland

Stage-Gate Cooper

チーム開発の段階 Tuckman

Stakeholder Value Perspective

Strategic Intent Hamel Prahalad

Strategic Thrusts Wiseman

戦略的なタイプマイルは雪が降る

Strategy Map Kaplan Norton

がり勉の分析

Systems Thinking/Dynamics Forrester

Team Building

Ten Principles of Reinvention Osborne

Ten Schools of Thought Mintzberg

Theory of Constraints Goldratt

Theory of Mechanistic and Organic Systemsは燃える

Theory of Reasoned Action Ajzen Fishbein

Theory X Theory Y McGregor

Theory Z Ouchi

Training Within Industry

Trajectories of Industry Change McGahan

所要経営

Twelve Principles of the Network Economy Kelly

Value Based Management

Value ChainのPorter

Value Disciplines Treacy Wiersema

Value Mapping Jack

Value Stream Mapping

多く

 
興味コミュニティー

変更と組織 興味コミュニティー。



興味コミュニティー (60人のメンバー)

フォーラム

変更と組織フォーラム。


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反応
 
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 (...)
54
 
9反応
 
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
 
9反応
 
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反応
 
Pondy's Model of Organizational Conflict
Organizational conflict is the conflict that occurs between the goals of two different groups while working within the o (...)
4
 
0反応
 
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反応
 
ベストプラクティス

変更と組織に関する最も評価の高いディスカッショントピック。ここでは、最も価値のあるアイデアと実用的な提案を見つけます。


Checklist of Organizational Problem Areas
I discovered the following useful checklist of typical organizational problem areas: 1) Dysfunctional organizational st (...)
85
 
11反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
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反応

 
Agriculture - poor financial modelling
As a management tool agriculture requires better financial modelling and science practice. (...)
24
 
1反応

 
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反応

 
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反応

 
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反応

 
Books on Change Management Theories
Is there any book to provide all the theories of change management? (...)
20
 
2反応

 
Change Needs Dyadic Mapping
Successful change needs the very meaning of change, which is embedded within emotional relations among actors involved i (...)
16
 
7反応

 
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反応

 
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反応

 
Change Management Factors in Technology Transformation
During any technology transformation - like when implementing new technology initiatives or improving over the existing (...)
10
 
4反応

 
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反応

 
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反応

 
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反応

 



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