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Entretiens Professionnels
promouvoir des moments d'échanges personnalisés dans un contexte professionnel
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The Synchronized Organization I Greg

The Synchronized Organization I Greg | Entretiens Professionnels | Scoop.it
We can no longer rely on hierarchies. The problem is not that they have suddenly become illegitimate, but that they are slow and the world has become fast. It is no longer enough to merely plan and direct action, today we must inspire and empower movements of belief.
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Error reduction interferes with gaining insights I Harold Jarche

Error reduction interferes with gaining insights I Harold Jarche | Entretiens Professionnels | Scoop.it

'Is your organization  focused on merely reducing errors or is it also promoting ways to improve insight?...'

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Virtual Work or Face to Face? Here’s Why We Really Need Both I Jacque Vilet

Virtual Work or Face to Face? Here’s Why We Really Need Both I Jacque Vilet | Entretiens Professionnels | Scoop.it

'Marissa Mayer’s decision to revoke Yahoo’s remote work policy in March of 2013 led to an explosion of criticism andstirred a huge debate about two workplace models: virtual/remote and office/face-to-face (F2F). Let’s talk about it.'

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The Fundamental Principle behind an Effective Organization | Lisa Shelley

The Fundamental Principle behind an Effective Organization | Lisa Shelley | Entretiens Professionnels | Scoop.it
Can you think of a job that you were absolutely loved and were committed to, despite your inability to feel successful? Can you think of a truly collaborative
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Understanding technology-driven change in organizations I Peter Russell

Understanding technology-driven change in organizations I Peter Russell | Entretiens Professionnels | Scoop.it

'A few weeks ago we had an opportunity to interview Adrian Furnham, recently nominated by HR Magazine as one of the top 20 Most Influential People in HR. ... 

Adrian, what do you see as the most disruptive changes taking place in the business world today, and how in turn are those going to impact the way people work and the way they are managed?...'

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Organizational Forgetting I Jane Watson

Organizational Forgetting I Jane Watson | Entretiens Professionnels | Scoop.it

'...I have frequent occasion to think “I wish I knew then what I know now”, but never before “I wish I knew now what I knew then”...'

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Why organisational change can be difficult I Lynda Bourne

Why organisational change can be difficult I Lynda Bourne | Entretiens Professionnels | Scoop.it

'Organisational change seems to be far more difficult in some organisations than others – this blog will suggest the reason and a possible solution! But before looking at these concepts, let’s lay out the basics:...'


Via John Lasschuit ®™
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John Lasschuit ®™'s curator insight, January 11, 6:24 PM

Interesting article

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9 Pinterest Pointers For Organizations I Courtney Hunt

9 Pinterest Pointers For Organizations I Courtney Hunt | Entretiens Professionnels | Scoop.it

'If you’re contemplating establishing a Pinterest presence for your organization, or are just getting started, the nine pointers in this post will help you develop a plan for managing your engagement both initially and over time. These tips are primarily targeted to organizations that aren’t focused on individual consumers (i.e., BtoB enterprises, nonprofit organizations, professional associations, public sector entities, etc.). Individuals looking to use Pinterest for professional purposes can benefit from these tips as well.'

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Why Organizations Fail

Why Organizations Fail | Entretiens Professionnels | Scoop.it

We've fostered generations of managers with robust analytical skills and poor social skills, and we don’t seem to think that matters.


Via Kenneth Mikkelsen
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Terence R. Egan's curator insight, November 16, 2013 8:05 AM

 

SUMMARY

 

For a long time, we believed that people were rational, logical agents, driven by self-interest, greed, and desire. In recent years, we have begun to realize that people have another driver that is of equal, if not greater, importance: the drive to be social.

 

The studies tell the story:

a)  Giving to charity activates the brain's reward system more than winning money.

b)  Painkillers like Tylenol relieve social pain the same way they relieve physical pain.

c)  Being socially rejected can lower your I.Q. score by 20% and cut your GRE score nearly in half.

d)  Seeing a friend regularly has the same effect on our well-being as making an extra $100,000.

e)  Volunteering to help others regularly produces the same increase in well-being as making an extra $50,000.

f)   When an employee meets a person who benefits from their work, that employee can double their productivity.

g)  People will pay $30,000 to be recognized as a high-status employee.

h)  And, finally, being socially connected is literally as good for your health as quitting smoking.

 

Social activity matters more than we have realized. Yet institutions and organizations, from political systems to hospitals, schools and corporations, have been built based on a different set of beliefs:

a)  that people are motivated by money,

b)  that physical -- not social -- health is most important

c)  and that social needs are "nice to have."

 

A boss who knows what his staff members really care about will be able to develop a better team environment.

 

We are deeply social beings, with social needs mattering more than physical needs in many situations. Maslow may have been wrong: Social may not be up the pyramid, it may be down at the base with physical needs. Until this insight makes its way into how we design our institutions, we may continue to see less than 30% of people in our organizations actively engaged in their work.

 

Cath Daley's curator insight, November 28, 2013 9:44 AM

Some of our long-held beliefs about human motivation may be wrong....

Cath Daley's curator insight, December 12, 2013 7:09 AM

and it really all comes down to the ability to be flexible with your communication so that you can interact with evryone in a way that reduces conflict and increases buy in.

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Nurturing organisational resilience I Malcolm Parker

Nurturing organisational resilience I Malcolm Parker | Entretiens Professionnels | Scoop.it

'What is resilience? And why is it so important? 'Bouncing back', the essence of resiliency, is something that humanity is collectively pretty good at. So a good place to look for an answer is in the aftermath of natural disasters, when we can get a clear sense of what makes organisations and individuals resilient and why it is so important that organisations have both the mechanisms and staff to enable them to recover after a crisis.

A useful analogy to help us understand the features of a resilient organisation and the characteristics of resilient staff is that of a tree,...'

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Define the why of I I Neil

Define the why of I I Neil | Entretiens Professionnels | Scoop.it

'In our imperfect world we talk of skills, we talk of structures, we talk of competency frameworks, of behaviours and values. But for some reason, we rarely speak about beliefs. We focus on so much else, but give little, if any, time to define the why of I...'

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Card.biz : mettre en valeur le personnel d'une entreprise ! I Valentin Famelart

Card.biz  : mettre en valeur le personnel d'une entreprise ! I Valentin Famelart | Entretiens Professionnels | Scoop.it

'...Card.biz est un programme de trombinoscope en mode SaaS. Grâce à lui, vous serez en mesure de produire des organigrammes précis et élégants. Vous serez donc en mesure de partager les photos et informations de vos collaborateurs de manière interne ou externe, de façon à créer une véritable dynamique de rencontre dans votre entreprise...'

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Why Organizations Are So Afraid to Simplify

Why Organizations Are So Afraid to Simplify | Entretiens Professionnels | Scoop.it
We may want to hit the "off" button on costly and complex activities, but we're wired to do the opposite.

Via The Fish Firm
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Excellent example, thanks Stephane.
Luis Novoa's curator insight, April 2, 2013 11:59 AM

ATENTION. Reingenering processes could be not as simple we find resistence in

organizations.

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All in a title: defining workplace structure or pandering to egos I Charlie Taylor

All in a title: defining workplace structure or pandering to egos I Charlie Taylor | Entretiens Professionnels | Scoop.it
Should organisations banish job titles or do they still perform a valuable role in the workplace?
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Vous avez dit « span of control » ? I Eric Delavallée

Vous avez dit « span of control » ? I Eric Delavallée | Entretiens Professionnels | Scoop.it

'Le « span of control » (surface de contrôle ou encore éventail de subordination en français ), c’est le nombre de collaborateurs qui rapportent directement à un manager, le nombre de dents de son râteau... 

Quel est le bon « span of control » ?...' 

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Conference "Reinventing Organizations" en français (Flagey, Bruxelles) - YouTube

Conférence de Frédéric Laloux sur l'émergence d'un nouveau paradigme de gestion, donné le 14 mars 2014 au Studio 1 à Flagey à l'occasion du lancement du livr...

Via JP Fourcade
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Guille Florian's curator insight, April 30, 11:37 AM

D'intéressantes perceptions du management par l'intelligence collective. Souligne avec précision certains blocages actuels. 

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The 12 Attributes of a Strong Organizational Culture I Charles Rogel

The 12 Attributes of a Strong Organizational Culture I Charles Rogel | Entretiens Professionnels | Scoop.it

'An organization’s culture consists of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work.

The culture determines how employees describe where they work, how they understand the business, and how they see themselves as part of the organization. Culture is also a driver of decisions, actions, and ultimately the overall performance of the organization.

So how would employees describe the culture of your organization?'

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How to build trust in organisations I Katie Jacobs

How to build trust in organisations I Katie Jacobs | Entretiens Professionnels | Scoop.it

'Trust – or lack of it – is going to be a big issue this year. The solution for organisations is to pick the right leaders, ensure they walk the talk, and make them open to feedback from employees and other stakeholders'

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How to Network Your Organization

How to Network Your Organization | Entretiens Professionnels | Scoop.it
The new management imperative is not only to motivate employees, but also to foster the ties that bind them.

Management fads come and go.  Core Competency, Value Chains, Reinvention and others have all had their day in the sun.  Each had its merits and demerits, became overhyped and left us disillusioned until we found new promise in the next management craze.

Through it all, executives of every generation and industry have to manage and motivate their people, which is easier said than done.  After all, control is an illusion.  Good managers know that  lunatics run the asylum and that their job is to help them run it right.

As the organization grows, it becomes a whole lot tougher.  There’s less personal interaction, more formality and it becomes hard to maintain passion and purpose. Fortunately, increasing scale doesn’t have to result in a loss of momentum, but it does require less reliance on organization charts and a new focus on informal relationships.


Via Alexander Crépin
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5 Traits Of A Great Performance Management System I Jappreet Sethi

Performance management positively impacts employees’ performance and productivity...

With a good performance management program in place, managers indicated that employees hit 21.5% more of their goal targets.  Similarly, employees estimated that with an effective performance management system, they achieve 8.3% more of their goals...

So what are the basics of a good performance management system?'

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5 Tools To Measure 5 Differences: Big Company Versus StartUp I Ben Martinez

5 Tools To Measure 5 Differences: Big Company Versus StartUp I Ben Martinez | Entretiens Professionnels | Scoop.it
Check out these 5 differences between big-company and tech startup HR.
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Why It's Time to Rethink Who's Doing What at Your Company I Lindsay Broder

Why It's Time to Rethink Who's Doing What at Your Company I Lindsay Broder | Entretiens Professionnels | Scoop.it
Jacks of all trades can be a plus on a startup team. But as growth takes off, trying to fit a square peg into a round hole can be hazardous to your business.
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How to spur innovation at your organization I Nisha Raghavan

How to spur innovation at your organization I Nisha Raghavan | Entretiens Professionnels | Scoop.it

'‘Technology tools are helpful but they aren’t a substitute for human creativity’. I read this from HR bartender blog authored by Sharlyn Lauby, one of my favorite HR thought leaders. Where she was talking about the best way to innovate today! Read it here!...'

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Les descriptions de poste : comment maximiser le retour sur investissement ? I Sia Partners

Les descriptions de poste : comment maximiser le retour sur investissement ? I Sia Partners | Entretiens Professionnels | Scoop.it

'...une gestion des ressources humaines efficace repose également sur quelques éléments structurants. L’architecture des emplois et des postes en fait partie pour permettre aux RH de jouer un rôle stratégique dans l’entreprise et de détenir une connaissance du métier. La mise en place d’un référentiel de fiches de poste / métiers/ emplois peut paraître au premier abord un processus simple, mais rapidement lors du déploiement, des problèmes de fond surgissent et ce processus peut se transformer en une véritable usine à gaz..'

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Change Management Is Bigger Than Leadership I Gregory Shea and Cassie Solomon

Change Management Is Bigger Than Leadership I Gregory Shea and Cassie Solomon | Entretiens Professionnels | Scoop.it

'If an organization needs to undergo significant change, that's a leadership issue, right? Old dogs will learn new tricks when the lead dog — or ape, or penguin, depending on the management fable of the moment — shows them off. Leaders need to craft compelling elevator speeches, relentlessly deliver the message of change, and above all, walk the talk...'

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