Benutzer:Simon.dueckert/MOTI: Unterschied zwischen den Versionen
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* Sattelberger, T.: [[Die Lernende Organisation: Konzepte für eine neue Qualität der Unternehmensentwicklung]]. 1991. | * Sattelberger, T.: [[Die Lernende Organisation: Konzepte für eine neue Qualität der Unternehmensentwicklung]]. 1991. | ||
* Argyris, C., Schön, D.: [[Die Lernende Organisation: Grundlagen, Methode, Praxis]]. | * Argyris, C., Schön, D.: [[Die Lernende Organisation: Grundlagen, Methode, Praxis]]. | ||
* Garvin [http://provost.tufts.edu/celt/files/Is-Yours-a-Learning-Organization-by-Garvin-Edmondson-and-Gino.pdf Is your's a Learning Organization] | * Garvin, D., Edmondson, A., Gino, F.: [http://provost.tufts.edu/celt/files/Is-Yours-a-Learning-Organization-by-Garvin-Edmondson-and-Gino.pdf Is your's a Learning Organization]. 2008. | ||
* Senge | * Senge, P.: [[The Fifth Discipline: The Art and Practice of the Learning Organization]]. | ||
* Toyota Management-Prinzipien | * Toyota Management-Prinzipien | ||
* MTO-Analyse, MTO-Konzept (ETH Zürich) | * MTO-Analyse, MTO-Konzept (ETH Zürich) | ||
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** Organizational Knowledge | ** Organizational Knowledge | ||
* ISO/TC 260 Human Resource Management ([http://www.universaltalentsolutions.com/userfiles/files/ISO-TC260_N0084_TC260_Strategic_Business_Plan%20%281%29.pdf Strategie]) | * ISO/TC 260 Human Resource Management ([http://www.universaltalentsolutions.com/userfiles/files/ISO-TC260_N0084_TC260_Strategic_Business_Plan%20%281%29.pdf Strategie]) | ||
* Katzenbach | * Katzenbach, J., Khan, Z.: [[Leading Outside the Lines: How to Mobilize the Informal Organization, Energize Your Team, and Get Better Results]]. 2010. | ||
* Prusak [https://hbr.org/2002/06/the-people-who-make-organizations-go-or-stop The People Who Make Organizations Go - or Stop] (Informelle Organisation) | * Prusak [https://hbr.org/2002/06/the-people-who-make-organizations-go-or-stop The People Who Make Organizations Go - or Stop] (Informelle Organisation) | ||
* | * Wenger, E., McDermott, R., Snyder, W.: [[Cultivating Communities of Practice: A Guide to Managing Knowledge]]. 2002. | ||
* Prahalad, Hamel [http://www.enterrasolutions.com/media/docs/2013/08/Prahalad_Hamel_1990.pdf The Core Competence of the Corporation] | * Prahalad, Hamel [http://www.enterrasolutions.com/media/docs/2013/08/Prahalad_Hamel_1990.pdf The Core Competence of the Corporation] | ||
* Hersey, Blanchard Situational Leadership | * Hersey, Blanchard Situational Leadership | ||
Version vom 12. April 2015, 19:29 Uhr
- Wissensdatenbank (Tom) vs. Prozessorientierte Wissensmanagement (tOm) vs. Expertenorientiertes Wissensmanagement (toM)
- Strohm, Uhlich Unternehmen arbeitspsychologisch bewerten. Ein Mehr-Ebenen-Ansatz unter besonderer Berücksichtigung von Mensch, Technik, Organisation
- MOTI - Mensch, Organisation, Technik, Infrastruktur (MOTIvation)
- TOM, Bullinger, H.-J., Wörner, K., Prieto, J.: Wissensmanagement heute: Daten, Fakten, Trends. 1997.
- Hansen, M., Nohria, N., Tierney, T.: What's your strategy for managing knowledge?. 1999.
- Bullinger, H.-J.: Lernende Organisation. Konzepte, Methoden und Erfahrungsberichte. 1996.
- Sattelberger, T.: Die Lernende Organisation: Konzepte für eine neue Qualität der Unternehmensentwicklung. 1991.
- Argyris, C., Schön, D.: Die Lernende Organisation: Grundlagen, Methode, Praxis.
- Garvin, D., Edmondson, A., Gino, F.: Is your's a Learning Organization. 2008.
- Senge, P.: The Fifth Discipline: The Art and Practice of the Learning Organization.
- Toyota Management-Prinzipien
- MTO-Analyse, MTO-Konzept (ETH Zürich)
- Sozio-technisches System
- ISO 9001, ISO 16949, IRIS
- Kontext der Organisation
- Prozessorientierter Ansatz
- Risiko-basiertes Denken
- PDCA
- Organizational Knowledge
- ISO/TC 260 Human Resource Management (Strategie)
- Katzenbach, J., Khan, Z.: Leading Outside the Lines: How to Mobilize the Informal Organization, Energize Your Team, and Get Better Results. 2010.
- Prusak The People Who Make Organizations Go - or Stop (Informelle Organisation)
- Wenger, E., McDermott, R., Snyder, W.: Cultivating Communities of Practice: A Guide to Managing Knowledge. 2002.
- Prahalad, Hamel The Core Competence of the Corporation
- Hersey, Blanchard Situational Leadership
- Boisot Agent in the World
- Mintzberg Emergent Strategies
- Hoshin Management
- Deming PDCA, PDSA
- Siemens Sozio-technisches KM Framework
- Kotter Dual Operating System
- Nonaka Hypertext Organization
- Edgar Schein Organizational Culture, Organizational Culture and Leadership, On Dialogue, Culture, and Organizational Learning
- Center for Creative Leadership (CCL) The Career Architect Development Planner. 70:20:10 model ("Development generally begins with a realization of current or future need and the motivation to do something about it. This might come from feedback, a mistake, watching other people’s reactions, failing or not being up to a task – in other words, from experience. The odds are that development will be about 70% from on-the-job experiences, working on tasks and problems; about 20% from feedback and working around good and bad examples of the need, and 10% from courses and reading")
- Humphrey SWOT
- Walsh Ungson Organizational Memory (1991)
- Deklaratives, prozedurales Gedächtnis
- Weick
- Wiig
- Kaplan Norton Creating the Office of Strategy Management
- KMEF
- Hamel Management 2.0
