Verandermanagement 2 B

Verandermanagement 2B Structurele innovaties Hoe organiseren we dat? = Efficiency / ‘Slimmer’

Structurele innovaties ‘verbetermanagement’ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Structurele innovaties A De organisatiestructuur

Mintzberg Structuurconfiguraties ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Mintzberg ‘de inrichting van de organisatie’ A ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Mintzberg ‘de inrichting van de organisatie’ B ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Mintzberg ‘de inrichting van de organisatie’ C Stabiel Turbulent s i m p e L c o m p l e x Professionele bureaucratie Machine bureaucratie Startende onderneming Adhocratie = taken primair proces = omgevingsfactoren

Moderne organisatievormen ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Structurele innovaties B Procesgerichte innovaties

Balanced Score Card ,[object Object],[object Object],[object Object],[object Object]

BSC: de vier perspectieven A ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

BSC: de vier perspectieven B ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Balanced Score Card ,[object Object],[object Object],[object Object],[object Object],[object Object]

Toepassen BSC ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

INK-managementmodel ,[object Object],[object Object],[object Object],[object Object],[object Object]

INK-model: uitgangspunten ,[object Object],[object Object],[object Object],[object Object]

INK-model & ontwikkelingsfasen

INK-model: Leiderschap ,[object Object],[object Object],[object Object],[object Object]

Toepassen INK ,[object Object],[object Object],[object Object],[object Object]

Prestatiemeting: Kaizen Deming / PDCA cirkel

Kaizen ,[object Object],[object Object],[object Object],[object Object],[object Object]

Kaizen ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Doelgestuurde benadering of op-kousenvoetenaanpak ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],INK en BSC Kaizen

Verbetermanagement Sleutelbegrippen

Kritische Succesfactor (of SBF) ,[object Object],[object Object],[object Object]

Prestatie-indicator ,[object Object],[object Object],[object Object]

Doelstellingen ,[object Object],[object Object],[object Object],[object Object],[object Object]

SMART-principe ,[object Object],[object Object],[object Object],[object Object],[object Object]

Prestatiemeting ,[object Object],[object Object],[object Object]

Verandermanagement 2 B

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Editor's Notes