조직과 변화


변화와 조직. 방법, 모형 및 이론 (A-Z)

조직과 변화

14 Principles of Management [관리의 14원칙] Fayol

7-S Framework [7S 모형] McKinsey

Acquisition Integration Approaches[인수통합 접근법] Haspeslagh Jemison

Action Learning [실천학습] Revans

Adhocracy [애드호크라시, 임시특별조직]

Appreciative Inquiry [감상적 조사법] Cooperrider

Ashridge 미션 모델 Campbell

BSC[일목균형요약표] Kaplan Norton

Bases of Social Power [사회적 권력의 기초] French Raven

Beyond Budgeting Model [초예산 경영모델] Fraser

BPR[업무프로세스 재설계] Hammer Champy


Bridging Epistemologies [인식 연결하기] Cook Brown

Business Process Reengineering [BPR, 사업재구축] Hammer Champy

Capability Maturity Model [업무능력성숙 평가모델] CMM [CAPABILITY MATURITY MODEL, 역량성숙모델]

Catalytic 메커니즘 Collins

Catastrophe Theory [파국이론] Thom

6 Change Approaches [6가지 변화접근모델] Kotter

Change Behavior [변화 행동] Ajzen

Change Dimensions [전략적 변화의 영역] Pettigrew Whipp

Change Equation [변화 방정식] Beckhard

Change Dimensions [Change Dimensions, 전략적 변화의 영역] Pettigrew Whipp

변화관리 빙산모델(Change Management Iceberg)

Change Phases [변화 단계] Kotter

Changing Organization Cultures [조직문화의 변화] Trice Beyer

Chaos Theory[혼돈 이론] Lorenz

Charismatic Leadership [카리스마 리더십] Weber

Coaching [코칭]


Co-Creation [코크리에이션, 소비자연계가치창조] Prahalad Ramaswamy

Competing Values Framework [경쟁가치모형] Quinn

Contingency Theory[상황적응이론] Vroom

Core Competence[핵심역량] Hamel Prahalad

Core Group Theory [핵심그룹 이론] Kleiner

Crisis Management [위기 관리]

CSFs [주요성공요인] Rockart

Cultural Dimensions [문화차원 모델] Hofstede

Cultural Intelligence [문화 지능] Early

Culture Levels [문화 수준] Schein

Deming Cycle [데밍 사이클] PDSA


Dimensions of Change [전략적 변화의 영역] Pettigrew Whipp

Dimensions of Relational Work [업무유형] Butler

Disruptive Innovation [파괴적 혁신] Christensen

Distinctive Capabilities [독특한 능력] Kay

EFQM [유럽품질경영재단]

Enterprise Architecture [기업조직설계] Zachman

Entrepreneurial Government [기업식 정부] Osborne

Expectancy Theory [기대 이론] Vroom

Experience Curve [경험 곡선]

Five Disciplines [제5경영] Senge

Force Field Analysis[역장 분석] Lewin

Forget Borrow Learn 모형 Govindarajan Trimble

Fourteen Points of Management [품질경영을 위한 14가지 지침] 데밍

Gestalt [게슈탈트 지각이론] 이론

Groupthink [집단 사고] Janis

Growth Phases [성장단계모델] Greiner

Hawthoren Effect [호손 효과] Mayo

Hierarchic Organization [위계조직]는 점화한다

Hoshin Kanri - Policy Deployment [정책전개]

Implementation Management [Change Management, 변화관리] Krüger

Intellectual Capital Rating [지적자산평가]

Industry Change [산업변화] McGahan

Industry Life Cycle [산업수명주기]

Innovation Adoption Curve [혁신수용모델] Rogers

Intangible Assets Monitor [무형자산모니터] Sveiby

Just-in-time [JIT, 적시생산시스템] JIT

Kaizen[카이젠, 개선기법] 철학

Knowledge Management [지식경영] Collison Parcell

KPI Rockart

리더십 파이프라인 Drotter

리더십 형태 Goleman

Learning Organization [학습 조직] Argyris Schön

방법 / 모델 추가

Level 5 Leadership [제5수준 리더십] Collins

Levels of Culture [조직의 문화수준] Schein

Levers of Control [통제의 지렛대] Simons

Management by Objectives [MBO, 목표에 의한 관리] Drucker

Managerial Grid [관리망] Blake Mouton

Managing for Value [가치지향 경영] McTaggart

Mentoring [멘토링]

Mergers and Acquisitions [M&A, 기업인수합병]는 접근한다

Metaplan[참여식 교수방식] Schnelle

Modeling 모델링 business processes

MSP 프로그램 선정기법 OGC

Office of Strategy Management [OSM 전략경영오피스] Kaplan Norton

프로젝트관리 성숙모델[OPM3] PMI

Organic Organization [유기 조직]는 점화한다

Organizational Configurations [조직의 유형] Mintzberg

Organizational Learning [조직 학습] Argyris Schön


Outsourcing [외주]

PAEI 모델 경영진 역할

Parenting Advantage [양육우위] Goold Campbell

양육 형태 Goold Campbell

Path-Goal Theory [경로-목표 이론] House

PDSA Deming Cycle [데밍 사이클]

PCMM 인재역량측정모델 CM-SEI

Performance Categories [성과 범주] Baldrige

Performance Management [성과 관리]

Performance Prism [성과측정 프리즘]


PMMM 프로젝트관리 성숙모델 Reiss

Portfolio Analysis [포트폴리오 분석]


Positive Deviance [긍정적 일탈] Pascale Sternin

PLC(제품 수명주기) Levitt

Real Options [리얼옵션이론] Luehrman

Result Oriented Management [결과지향적 관리]

Seven Habits [성공하는 사람들의 7가지 습관] Covey

서번트 리더십 Greenleaf

Seven Surprises [새로운 CEO의 7가지 놀라움] Porter

Shared Service Center[공유서비스센터]

Shareholder Value Perspective [주주가치 관점]

Simulation [시뮬레이션] 모델링

Six Thinking Hats [6색깔 모자 기법] de Bono

Skandia Navigator [스칸디아 네비게이터 모델] Edvinsson

똑똑한 Drucker

Soft Systems Methodology [소프트시스템 방법론] Checkland

스테이지 게이트모델 [Stage-gate] Cooper

Stages of Team Development [팀개발 단계] Tuckman

Stakeholder Value Perspective [이해관계자 가치관점]

Strategic Intent [전략적 의도] Hamel Prahalad

Strategic Thrusts [전략적 침투] Wiseman

Strategic Types [전략 형태] Miles Snow

Strategy Map [전략 체계도] Kaplan Norton


Systems Thinking/Dynamics [시스템사고/다이내믹스] Forrester

Team Building [팀구축]

Ten Principles of Reinvention [재창조를 위한 10가지 원칙] Osborne

Ten Schools of Thought [10대 전략경영사상] Mintzberg

Theory of Constraint[제약이론] Goldratt

Theory of Mechanistic and Organic Systems [기계적 시스템 및 유기적 시스템 이론]는 점화한다

Theory of Reasoned Action [합리적 행위이론] Ajzen Fishbein

X이론 Y이론 McGregor

Theory Z [Z이론] Ouchi

Training Within Industry [TWI, 산업내훈련]

Trajectories of Industry Change [산업변화의 괘적모델] McGahan

선회 관리

Twelve Principles of the Network Economy [네트워크 경제의 12원칙] Kelly

Value Based Management [가치기반 경영]

Value Chain[가치 사슬] Porter

Value Disciplines [가치영역] Treacy Wiersema

Value Mapping [밸류 매핑] Jack

Value Stream Mapping [VSM, 가치흐름지도]


조직과 변화 포럼
  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...

조직과 변화 프리미엄 커뮤니티

프리미엄 커뮤니티

조직과 변화 교육 및 이벤트

교육, 세미나 및 이벤트 찾기

모범 사례 - 조직과 변화 프리미엄
  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...

12manage소개 | 광고 | 12manage링크하기 | 개인정보보호 | 이용약관
Copyright 2017 12manage - 경영 이러닝 커뮤니티. V14.1 - 마지막 업데이트: 22-8-2017. 모든 상표권은 소유자에게 있습니다.