User contributions for Flc
6 August 2025
- 22:5222:52, 6 August 2025 diff hist +15 Non Performance No edit summary
- 22:5022:50, 6 August 2025 diff hist +1,154 m Non Performance No edit summary
- 22:1722:17, 6 August 2025 diff hist 0 N File:Performance Non Performance.png No edit summary
- 22:1722:17, 6 August 2025 diff hist +2,889 N Non Performance Created page with "right|600px Non-Performance is one of seven approaches used to manage individual and organizational performance that we've identified at GRI. The non-performance model is defined on the assumption that it is easier, more precise, consensual, and beneficial to address performance by problems and faults than by skills and performance criteria<ref>Cameron, K. S. (1984). The Effectiveness of Ineffectiveness. Research in Organizationa..."
- 21:5821:58, 6 August 2025 diff hist −10 m Performance by Values →Generalities
- 21:5521:55, 6 August 2025 diff hist −1 m Performance by Values →Beyond Grid Analyzes
- 21:5421:54, 6 August 2025 diff hist +36 m Performance by Values →Beyond Grid Analyzes
- 21:5221:52, 6 August 2025 diff hist −2 m Performance by Values →Beyond a Grid Analysis
- 21:5021:50, 6 August 2025 diff hist +1,665 Performance by Values →Extending Grid Analysis to Other Models
- 21:4421:44, 6 August 2025 diff hist +165 m Performance by Values →The Competing Value Models
- 21:4321:43, 6 August 2025 diff hist +306 m Performance by Values →The Competing Value Models
- 21:4021:40, 6 August 2025 diff hist +202 m Performance by Values →The Competing Value Models
- 21:3621:36, 6 August 2025 diff hist +160 m Performance by Values →Competition Between Values
- 21:3421:34, 6 August 2025 diff hist +249 m Performance by Values →The Means for Reaching Objectives
- 21:3221:32, 6 August 2025 diff hist −1 m Performance by Values →Performance and Subjectivity
- 21:3121:31, 6 August 2025 diff hist −4 m Performance by Values →Performance and Subjectivity
- 21:3021:30, 6 August 2025 diff hist +1,824 m Performance by Values →Performance and Subjectivity
- 21:2121:21, 6 August 2025 diff hist +1 m Performance by Values →Extending Grid Analysis to Other Models
- 21:1921:19, 6 August 2025 diff hist +7 m Performance by Values →The Competing Value Model
- 21:1621:16, 6 August 2025 diff hist +2 m Performance by Values →Beyond Grid Analysis
- 21:1521:15, 6 August 2025 diff hist −8 m Performance by Values →Avoiding Contradictions, Clarifying Expectation
- 21:1421:14, 6 August 2025 diff hist +23 Performance by Values →Extending the Grid Analysis to GRI
- 21:1121:11, 6 August 2025 diff hist +6 m Performance by Values →Extending the Grid Analysis to GRI
- 21:1021:10, 6 August 2025 diff hist 0 m Performance by Values →The Competing Value Model
- 21:1021:10, 6 August 2025 diff hist +6 m Performance by Values →Extending the Grid Analysis to GRI
- 21:0921:09, 6 August 2025 diff hist 0 N File:Performance Values GRI Grid.png No edit summary
- 21:0821:08, 6 August 2025 diff hist +14 m Performance by Values No edit summary
- 21:0221:02, 6 August 2025 diff hist 0 N File:Performance Competing Values.png No edit summary current
- 21:0121:01, 6 August 2025 diff hist +1 m Performance by Values No edit summary
- 20:5520:55, 6 August 2025 diff hist +47 m Performance by Values No edit summary
- 20:5220:52, 6 August 2025 diff hist +117 Performance by Values No edit summary
- 20:4520:45, 6 August 2025 diff hist +17,729 m Performance by Values No edit summary
- 20:3420:34, 6 August 2025 diff hist +154 m Performance by Values No edit summary
- 19:3619:36, 6 August 2025 diff hist 0 N File:Performance Values.png No edit summary
- 19:3519:35, 6 August 2025 diff hist +733 N Performance by Values Created page with "right|600px Individual preferences and values offer a distinct way to analyse an organization’s performance compared to other approaches on systems and objectives. At an individual level, values are typically defined as the fundamental principles, beliefs, and ideals that a person holds as important in their life. At an organizational level, they are the set of core beliefs and principles that an organization considers important to guid..."
- 19:3319:33, 6 August 2025 diff hist −1 m Systems' Performance →Critique of the Systemic Models
- 19:3219:32, 6 August 2025 diff hist +112 m Systems' Performance →Critique of the Systemic Models
- 19:3119:31, 6 August 2025 diff hist +129 m Systems' Performance →Legitimacy Model
- 19:2919:29, 6 August 2025 diff hist +159 m Systems' Performance →Social Regulation Approach
- 19:2719:27, 6 August 2025 diff hist +124 m Systems' Performance →Katz & Kahn Model
- 19:2519:25, 6 August 2025 diff hist +540 m Systems' Performance →The Resource Model
- 19:1919:19, 6 August 2025 diff hist +573 m Systems' Performance →Structural Contingency Model
- 19:1519:15, 6 August 2025 diff hist +225 m Systems' Performance →Operations Research Model
- 19:1319:13, 6 August 2025 diff hist 0 m Systems' Performance →Operations Research Model
- 19:1119:11, 6 August 2025 diff hist −1 m Systems' Performance →Generalities
- 19:1119:11, 6 August 2025 diff hist +601 m Systems' Performance →Generalities
- 19:0419:04, 6 August 2025 diff hist +94 m Systems' Performance →Generalities
- 19:0119:01, 6 August 2025 diff hist +206 m Systems' Performance →Culturalist Model
- 18:5918:59, 6 August 2025 diff hist −4 m Systems' Performance →The Structural Contingency Model
- 18:5918:59, 6 August 2025 diff hist −4 m Systems' Performance →The Social Regulation Approach
