Salīdzināt metodes
Apskatiet izvēlētās metodes blakus; rindas, kas atšķiras, ir izceltas.
| Organizācijas mācīšanās skala× | Instrumenta novērtēšanai organizācijas kultūrā× | |
|---|---|---|
| Nozare | Organizāciju uzvedība | Organizāciju uzvedība |
| Saime | Process / pipeline | Process / pipeline |
| Izcelsmes gads≠ | 2003 | 1999 |
| Autors≠ | Seng Chee Goh; Peter Senge (foundational theory) | Kim S. Cameron and Robert E. Quinn |
| Tips≠ | Self-report scale | Behavioral framework assessment |
| Pirmavots≠ | Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. Doubleday. ISBN: 978-0-385-26095-4 | Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass. ISBN: 978-0-470-65014-1 |
| Citi nosaukumi | Learning Organization Scale | Cameron-Quinn OCAI |
| Saistītās | 4 | 4 |
| Kopsavilkums≠ | The Organizational Learning Scale (OLS) is a 21-item instrument measuring organizational capacity to learn and adapt, based on Senge's learning organization framework. Formalized by Goh in 2003, the OLS assesses five dimensions: systems thinking, shared vision, team learning, shared mental models, and personal mastery. | The Organizational Culture Assessment Instrument (OCAI) is a 24-item diagnostic tool that identifies dominant organizational culture types based on the Competing Values Framework (CVF). Developed by Kim S. Cameron and Robert E. Quinn, the OCAI measures cultures across four archetypes: Clan, Adhocracy, Market, and Hierarchy. |
| ScholarGateDatu kopa ↗ |
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