Management et organisation
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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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Free Yourself from Conventional Thinking

Free Yourself from Conventional Thinking | Management et organisation | Scoop.it

Groundbreaking ideas are no longer a luxury when success is contingent upon an organization's ability to adapt, innovative, and improve. We need look no further than Kodak, Sears, or Sony for validation that status-quo thinking is the fast-track to failure. How, then, can organizations break free of conventional thinking to spark creativity?


Via Roger Francis, Gary Bamford, David Hain
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Paradigm Shifts, TED Talks, and the Rosetta Stone

Paradigm Shifts, TED Talks, and the Rosetta Stone | Management et organisation | Scoop.it
People discussing the pace of change that organizations face in dealing with connected customers, globalization, competition, distributed workforces, innovation, etc. often assert that a paradigm s...

Via Ana Cristina Pratas
Anne-Laure Delpech's insight:

a shift in paradigm might be needed to find new solutions, new ways of doing things

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Rire plus pour travailler mieux

Rire plus pour travailler mieux | Management et organisation | Scoop.it

Vous évitez de rire au travail pour préserver votre image de salarié impliqué ? Vous avez tort ! Le rire et l’humour décuplent vos capacités professionnelles. Voici la preuve par 5 que le rire au bureau, c’est du sérieux…


Via cecilebonnet
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cecilebonnet's curator insight, May 3, 2013 5:13 AM

Productivité et humour, créativité et rire, santé, relation client, cohésion d'équipe : le bonheur pro quoi !

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Le rôle d'équilibriste du manager de proximité - Apec.fr - Recruteurs

Le rôle d'équilibriste du manager de proximité - Apec.fr - Recruteurs | Management et organisation | Scoop.it
La fonction de manager de proximité est reconnue comme cruciale du fait de sa position charnière entre la direction et les équipes de terrain, mais difficile car soumise à de nombreux...

Via Pharmacomptoir / Corinne Thuderoz
Anne-Laure Delpech's insight:

Intéressant. L'étude complète est disponible en pdf en bas de l'article. 

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Accepter les signes de reconnaissance ou les réclamer

Accepter les signes de reconnaissance ou les réclamer | Management et organisation | Scoop.it
Le manque de reconnaissance est fréquent en entreprise. Vous ne recevez pas de gratitude ni de remerciements? N'hésitez pas à aller les chercher.

Via Loïc CARO, catherine wilmart
Anne-Laure Delpech's insight:

la reconnaissance est indispensable. Et pourtant c'est si difficile à accepter pour soi ou à formuler envers les autres...

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Et si on cessait d’encourager la stupidité collective ! - Parcours-Performance

Et si on cessait d’encourager la stupidité collective ! - Parcours-Performance | Management et organisation | Scoop.it
Enfin une explication à la stupidité collective ! Elle nous empêche d'utiliser les capacités individuelles, de remettre en cause nos fonctionnements, ...
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Fin des préjugés : comment motiver vos équipes ?

Fin des préjugés : comment motiver vos équipes ? | Management et organisation | Scoop.it
Cet article résume la conférence ci-dessous de Daniel Pink "La surprenante science de la motivation" ainsi que son livre "La vérité sur ce qui nous motive". Daniel nous démontre pourquoi il y a div...

Via Albane Vigneron
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Devenir une "entreprise libérée" en trois étapes

Devenir une "entreprise libérée" en trois étapes | Management et organisation | Scoop.it
Et si on arrêtait de manager une entreprise pour les 3% de tirs-aux-flancs qu’elle emploie ? Et si le management, ça n’était plus dire quoi faire à ses équipes, mais favoriser leur prise d’initiative.

Via MarionBx
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Loïc CARO's comment, April 19, 2013 4:27 AM
Je vous propose d'aller jeter un oeil du coté de l'ESS où l'on trouve des modèles divers et variés "d'entreprenariat libéré". Le champ de l'ESS est une alternative aux modèles sclérosés et attentistes, c'est aussi un laboratoire favorisant l'initiative sous couvert d'innovation ...
Isabelle Boucher-Doigneau - Cultureuse's curator insight, April 20, 2013 3:43 AM

Entre l'ESS et les initiatives type Barcamp, on commence à appréhender ce type de management intelligent. Le rêve ?

Jean-Claude DUSSAUCY's curator insight, October 23, 2013 2:16 AM

L'accès à l'entreprise libérée, ... pas facile car du cas par cas. Une bonne approche avec le management de l'intelligence collective avec ses trois outils simples.

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10,000 Hours To Mastery -- Or A Good Start

10,000 Hours To Mastery -- Or A Good Start | Management et organisation | Scoop.it
I’m a real fan of Malcolm Gladwell’s Blink. One of the most impactful parts of the book is the discussion around what it takes to achieve real mastery of something. Whether you are an orchestral mu...
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The Five-Step Maturity Model for Building a Collaborative Organization

The Five-Step Maturity Model for Building a Collaborative Organization | Management et organisation | Scoop.it

Organizations typically fall into one of five types of categories when it comes to collaboration in the enterprise.


Via Kenneth Mikkelsen, David Hain
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MyKLogica's comment, April 22, 2013 12:03 PM
Very interesting post, as David Hains and Denyse Drummond-Dunn say for diagnostic purposes, but also for presenting the process to the "unaware" companies, so that they can see the value, and benefits of implementing collaborative cultures in the business industry.
MyKLogica's comment, April 22, 2013 12:04 PM
Ivon Prefontaine you are right, but that should be an opportunity for "3.0 consultants".
Jasmin Rez's comment, April 22, 2013 3:07 PM
Good points shared.
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Le "lean management", un danger pour les salariés?

Le "lean management", un danger pour les salariés? | Management et organisation | Scoop.it
Les techniques du "lean management," mode d'amélioration continue de l'organisation du travail, sont loin de faire...
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The Happiest People Pursue the Most Difficult Problems

The Happiest People Pursue the Most Difficult Problems | Management et organisation | Scoop.it
They're a reminder that mastery, membership, and meaning are the best motivators.

Via Beth Kanter
Anne-Laure Delpech's insight:

Interesting post on what motivates people. 

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Beth Kanter's curator insight, April 14, 2013 11:50 PM

Motivation is an important aspect to look at: 


In research for my book Evolve!, I identified three primary sources of motivation in high-innovation companies: mastery, membership, and meaning. Another M, money, turned out to be a distant fourth. Money acted as a scorecard, but it did not get people up-and-at 'em for the daily work, nor did it help people go home every day with a feeling of fulfillment.

People can be inspired to meet stretch goals and tackle impossible challenges if they care about the outcome. I'll never forget the story of how a new general manager of the Daimler Benz operations in South Africa raised productivity and quality at the end of the apartheid era by giving the workers something to do that they valued: make a car for Nelson Mandela, just released from prison. A plant plagued by lost days, sluggish workers, and high rates of defects produced the car in record time with close to zero defects. The pride in giving Mandela the Mercedes, plus the feeling of achievement, helped the workers maintain a new level of performance. People stuck in boring, rote jobs will spring into action for causes they care about.


Heart-wrenching emotion also helps cultivate a human connection. It is hard to feel alone, or to whine about small things, when faced with really big matters of deprivation, poverty, and life or death. Social bonds and a feeling of membership augment the meaning that comes from values-based work.

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organisation et management doivent changer de version - Komunote

organisation et management doivent changer de version - Komunote | Management et organisation | Scoop.it
La seconde journée de la session 2013 de l'Enterprise 2.0 summit a fait la part belle à l'organisation et au management. En particulier, Jon Husband a partagé avec les participants sa vision non seulement sur ces 2 points mais aussi sur la ...

Via Stéphane Roquet
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Care to Dare: a challenge to high performance leaders

Care to Dare: a challenge to high performance leaders | Management et organisation | Scoop.it
Bond with people, be accessible, develop talent, drive change, encourage risk…these are just a few marks of high performance leadership as outlined by George Kohlrieser.

Via JLAndrianarisoa
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Top 10 Reason Why Lean Transformation Fails | Tim McMahon

Top 10 Reason Why Lean Transformation Fails | Tim McMahon | Management et organisation | Scoop.it

"In my experience these are ten reasons why Lean implementation fails: 1. No Strategy  [...] 2. No Leadership Involvement  [...]3. Relying on Lean Sensei/Champion  [...] 4. Copying Others  [...] 5. Thinking Lean Is A Tool  [...] 6. Lack of Customer Focus  [...]7. Not Engaging Employees  [...]8. Not Educating Employees [...]9. Lack of Understanding  [...]10. Conflicting Metrics [...]


Via Michel Baudin
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Michel Baudin's curator insight, May 6, 2013 7:39 PM

Would my top 10 list be exactly the same? Probably not, but there would be extensive overlap. 

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Une hiérarchie allégée pour plus de liberté et de performance - Chefdentreprise.com

Une hiérarchie allégée pour plus de liberté et de performance - Chefdentreprise.com | Management et organisation | Scoop.it
Chefdentreprise.com Une hiérarchie allégée pour plus de liberté et de performance Chefdentreprise.com Ils rencontrent Jean-François Zobrist, ancien directeur de la fonderie picarde Favi, qui fonctionne depuis près de 30 ans en quasi auto-gestion,...

Via hvdk, Fabrice De Zanet
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Achieving one-piece flow | Darren Dolcemascolo

"Sometimes referred to as “single-piece flow” or “continuous flow,” one-piece flow is a key concept within the Toyota Production System. Achieving one-piece flow helps manufacturers achieve true just-in-time manufacturing. That is, the right parts can be made available when they are needed in the quantity they are needed. In the simplest of terms, one-piece flow means that parts are moved through operations from step to step with no work-in-process (WIP) in between either one piece at a time or a small batch at a time. This system works best in combination with a cellular layout in which all necessary equipment is located within a cell in the sequence in which it is used."


Via Michel Baudin
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Michel Baudin's curator insight, April 25, 2013 9:18 AM

In the current issue of Reliable Plant, Darren Dolcemascolo explains the concept and the value of one-piece flow in simple terms, including the prerequisites for it to work. 

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Honestly Speaking

Honestly Speaking | Management et organisation | Scoop.it
When speaking honestly or giving feedback, ask the right questions beforehand. Here are some guidelines to keep in mind.

Via David Hain, AlGonzalezinfo
Anne-Laure Delpech's insight:

I agree with AlGonzalezinfo's insight: Very Good Scoop David!  

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donhornsby's curator insight, April 23, 2013 7:36 AM

Nice musings on the importnace of giving feedback appropriately from Blair Glaser.

Scott Span, MSOD's curator insight, April 23, 2013 10:38 AM

Not only asking the right questions - but asking if the other person is open to feedback - critical to success.

Jean-Philippe D'HALLUIN's curator insight, May 18, 2013 3:16 AM

 

from article : "When you are about to “be honest”, ask yourself, what is my intention in expressing my truth right now? What is the impact I want to have?"

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Les 10 compétences qui seront nécessaires en 2020

Les 10 compétences qui seront nécessaires en 2020 | Management et organisation | Scoop.it
L’Institute for the future (IFTF) a décrit les 10 compétences qui seront nécessaires en 2020 pour être productif. Cette étude se différencie des études habituelles qui cherchent plutôt à établir une typologie des métiers futurs.

Via Xavier de Mazenod, Marie-Hélène Faure, Christelle Bianchi, Joss Motret, Loïc CARO
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futurisgood.org's curator insight, June 4, 2014 4:45 AM

Cette liste de compétences utiles dans 5 ans est très pertinente, pas forcément sur les différents points précis, mais sur l'esprit d'ouverture des personnes au travail qu'elle révèle...

Suzana Biseul PRo's curator insight, June 5, 2014 5:50 AM

Pas mal ces nouvelles aptitudes. mais je pense que plein de gens ne sont pas préparés. Par contre les jeunes d'aujourd'hui sont effectivement bien plus ouverts qu'avant.

Coralie Lagriffoul's curator insight, September 16, 2014 5:55 AM

Une ouverture qui peut être intéressante à prendre en compte dès aujourd'hui dans nos enseignements.

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A Pakistani student's project report on the Ghandara Nissan plant

LEAN MANUFACTURING AND SIX SIGMA GHANDHARA NISSAN LIMITED

PROJECT REPORT ON LEAN MANUFACTURING AND SIX SIGMA AT GHANDHARA NISSAN LIMITED

Via Michel Baudin
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Michel Baudin's curator insight, April 19, 2013 7:21 PM

If you have always wanted to visit the Ghandara Nissan plant in Pakistan, this 170-page report is the next best thing, with numerous photographs of the shops.

 

The title implies that the plant practices both Lean Manufacturing and Six Sigma, but it is misleading.

 

It contains a long, general, and loose description of Six Sigma, but no evidence of it being used at Ghandara Nissan. 

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The One Skill Most Leaders Lack

The One Skill Most Leaders Lack | Management et organisation | Scoop.it

Via Daniel Watson
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Martin Gysler's comment, April 17, 2013 12:59 PM
Yes, I totally agree.
Filipe MS Bento's curator insight, April 18, 2013 10:29 AM

Empathy... so true!

Jerry Linnins's comment, April 28, 2013 10:54 AM
Good read and something to think about in our competition, conflict, challenge, and cost-constrained organizational climates. We need horizontal AND vertical empathy.
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Le grand méchant MOOC ou la rupture en marche dans l'éducation supérieure

Le grand méchant MOOC ou la rupture en marche dans l'éducation supérieure | Management et organisation | Scoop.it
J'ai eu l'occasion d'exprimer dans deux articles précédents pourquoi je pensais que les grandes écoles de commerce étaient en train de subir une rupture profonde de leur environnement. La raison es...
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12 Signs of Cowardly Leadership - Forbes

12 Signs of Cowardly Leadership - Forbes | Management et organisation | Scoop.it
Courageous leadership. You hear that term a lot these days. It is a call to commit and act; to make hard choices and take risks; and to do what’s unpopular and right. Language can be a funny thing though.

Via David Hain
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Quand le manager devient facilitateur

Quand le manager devient facilitateur | Management et organisation | Scoop.it
En laissant ses subordonnés réaliser jusqu'au bout leurs idées, le manager perd le contrôle de ce qui va se passer...

Via Jean-claude Zaugg
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Jean-claude Zaugg's curator insight, April 14, 2013 4:33 PM

Faites travailler les équipes de façon différente.

Ne les prenez pas comme des exécutants mais invitez les à se transformer en acteurs.

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Gestion des TIC en entreprise : e-sens | cas pratique

Gestion des TIC en entreprise : e-sens | cas pratique | Management et organisation | Scoop.it
Situations réelles vécues au travers d'un manager d'agence web, avant et après la mise en place des différents outils et méthodes ayant pour but une meilleure gestion du temps et des e-comportements des acteurs d'une journée type.

Via Françoise Hecquard
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