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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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Salariés et managers : les raisons du malentendu

Salariés et managers : les raisons du malentendu | Management et organisation | Scoop.it

Pour « sortir de l'impasse », Lionel Bianchi plaide pour un « nouveau contrat managérial, fondé sur des rapports moins hiérarchisés et plus ouverts à l'échange et à l'expérimentation d'idées innovantes ».


Via Pierre Wouters, Fabrice De Zanet
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Vivien LUZINSKI's comment, November 15, 2012 7:06 AM
thanks
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"En économie, les facteurs psychologiques et affectifs priment sur tous les autres." Xavier Fontanet

"En économie, les facteurs psychologiques et affectifs priment sur tous les autres."  Xavier Fontanet | Management et organisation | Scoop.it

Thème général : la France peut-elle se réindustrialiser ?


Via Emmanuelle PERRIER emmanuelleperrier.fr
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The Top Trust Busters That Dilute Your Credibility

The Top Trust Busters That Dilute Your Credibility | Management et organisation | Scoop.it

"You wouldn’t deliberately dilute your own credibility. But it’s possible that some of your innocent behaviors are producing precisely that unintended consequence.

 

Credibility problems can come in the form of trust busters. Let’s consider two of the most common ones, along with their fixes that I call trust builders."

 

Trust Buster #1: Double Talk

Trust Builder #1: Clear the Fog

 

Trust Buster #2: Pulling Rank

Trust Builder #2: Drop the Pretense

 

Read the complete article for insightful details.


Via ThinDifference, David Hain
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The Skills Most Leaders Don't Have

The Skills Most Leaders Don't Have | Management et organisation | Scoop.it
We've all heard about hard skills and soft skills.

 

In reality, there is nothing “soft” about the skills needed to relate to people well enough to lead them. True leadership involves both hard skills and harder skills.

 

 

Leadership has its own set of occupational skills, such as the ability to synthesize data; the clarity to make timely and informed decisions; the capability to define priorities and goals; and the aptitude to see situations from a wide, organizational perspective.

 

On the behavioral side, leadership requires an exceedingly high degree of skill in working with and for others, holding others accountable to their commitments, and marshaling others to work together while following you into the future.


Via Anne Egros, David Hain
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Rescooped by Anne-Laure Delpech from the Change Samurai
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Are You Properly Addressing the Really Sticky Issues? | Conner Partners

Are You Properly Addressing the Really Sticky Issues? | Conner Partners | Management et organisation | Scoop.it

As professional change facilitators, we take on many roles when performing our duties: SME, educator, counselor, philosopher, etc. In my opinion, one that is among the most important in our profession, but not used nearly as much as it should be, is the role of provocateur. 


Via the Change Samurai
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Ricard Lloria's comment, November 10, 2012 7:51 AM
thanks David and the Change Samurai
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Small management risks that make a big difference | SmartBlogs

Small management risks that make a big difference | SmartBlogs | Management et organisation | Scoop.it
Personal risks are the hardest for leaders, but they can also be the most effective. What risks have you taken that made a difference?
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La recette infaillible (mais subtile) pour composer une bonne équipe de direction

La recette infaillible (mais subtile) pour composer une bonne équipe de direction | Management et organisation | Scoop.it

Capital.frLa recette infaillible (mais subtile) pour composer une bonne équipe ...Capital.frVoici une vaste étude au sujet aussi ardu que passionnant : comment mesurer l'impact économique des dirigeants sur la performance de leur entreprise ?

 

L'étude d'origine (en anglais) est disponible sur http://www.google.fr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&ved=0CC8QFjAB&url=http%3A%2F%2Fwww.egonzehnder.com%2Fus%2Fdownload%2Freturn_on_leadership.pdf&ei=7g6eUL7AAtKU0QX9q4EQ&usg=AFQjCNE2IdGCG9cymXrpfFHEP1MZXXXqsQ

 


Via catherine wilmart
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L'encadrement de proximité motive les équipes - Les Échos

L'encadrement de proximité motive les équipes - Les Échos | Management et organisation | Scoop.it

Les ÉchosL'encadrement de proximité motive les équipesLes ÉchosAbsentéisme, départs inopinés, baisse d'efficacité, négligences à l'égard des clients...


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Is Your Sales Strategy Based On Assumptions? | Partners in EXCELLENCE Blog -- Making A Difference

Is Your Sales Strategy Based On Assumptions? | Partners in EXCELLENCE Blog -- Making A Difference | Management et organisation | Scoop.it
Until it something comes straight from the customer's mouth, until what we think has been tested and validated by the customer, we are just guessing. Guesses destroy our ability to develop a winning strategy.

 

You can ask the same question (how do you know) about all other strategies in a company, especially in a manufacturing area. The results are astonishing : those who tell it with the most energy are usually the one who don't really know....and they are often very wrong...

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Pour réussir, faut-il être intelligent ou motivé? | Slate

Pour réussir, faut-il être intelligent ou motivé? | Slate | Management et organisation | Scoop.it

Des études scientifiques s'intéressent à ce qui peut (vraiment) nous motiver.


Via catherine wilmart
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IB Immobilier's comment, November 5, 2012 5:11 AM
Merci super intéressant
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What Makes Work Worth Doing?

What Makes Work Worth Doing? | Management et organisation | Scoop.it
Everyone's job is important. This Labor Day, make sure each employee knows it.

 

Via ‏@HarvardBiz

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Le manager de demain est un coordinateur !

Le manager de demain est un coordinateur ! | Management et organisation | Scoop.it

Je lisais hier dans un article du Monde que Thomas Frey, futurologue, pense que l’avenir appartient aux « solopreneurs« , c’est-à-dire des entrepreneurs à leur compte, qui iront de projet en projet.


Via Olivier Ruton, Geemik Maria Açucena Da Silva, catherine wilmart
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France Lefebvre du Prey's comment, November 12, 2012 3:15 PM
ce billet parle de "manager-coordinateur. Les collaborateurs étant pour beaucoup en quête de toujours plus de responsabilités, étant de plus en plus associés aux prises de décision, font implicitement évoluer le rôle du manager. Celui-ci n’est plus celui qui décide pendant que d’autres exécutent, il est au contraire celui qui coordonne l’action de ses collaborateurs parce qu’il a le recul et les grilles de lecture adéquates pour le faire, et donc pour les aider ! Il met en réseau, il fluidifie les échanges, c’est un facilitateur."
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The Top 5 Mistakes of Unsuccessful Leaders

The Top 5 Mistakes of Unsuccessful Leaders | Management et organisation | Scoop.it
Mistakes that don’t hurt don’t matter. The worst mistakes are the ones that hurt others. The trouble with leadership is your mistakes always hurt others. The top 5 mistakes of unsuccessful leaders:...
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La méthode Toyota pervertie

La méthode Toyota pervertie | Management et organisation | Scoop.it

Dans un reportage paru récemment, on fait état de l'implantation de la fameuse méthode Toyota dans les soins à domicile à Montréal.

 

Dans l'article, on soutient que l'implantation est en train de mener au bord de la crise de nerfs infirmières, travailleurs sociaux et ergothérapeutes.

 

Dans les faits, ce dont il est question n'a rien à voir avec la méthode Toyota, mais concerne une pratique qui est celle du Lean, désincarnée de l'une des valeurs fondamentales de l'approche Toyota.

 

La philosophie d'affaires de Toyota est basée sur deux principes fondamentaux: le respect et l'amélioration continue. Chez Toyota, l'amélioration continue des processus se fait sur la base du respect que l'entreprise accorde à ses clients, à ses fournisseurs et à ses employés. Amélioration continue, oui, mais jamais au détriment du respect des personnes.

 

(10 novembre 2012)


Via Andre Doucet
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Top 20+ change management mistakes to avoid

Top 20+ change management mistakes to avoid | Management et organisation | Scoop.it
Many change efforts fail.They can be traced to these common mistakes: Top 20+ change management mistakes to avoid - Torben Rick...
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The Productivity Improvement Steering Wheel: 7 Powerful Steps Every Leader Can Take

The Productivity Improvement Steering Wheel: 7 Powerful Steps Every Leader Can Take | Management et organisation | Scoop.it
This long-term interest in productivity improvement has led me to ask two obvious and practical questions:

 

1.What is it that leaders do to create a climate in which people go the extra mile and perform at remarkably high levels? and
2. What causes people to put forth extraordinary discretionary effort?

 

Following are some of the most important elements our research identifies:


Via Gregg Breward
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Going with your gut feeling: Intuition alone can guide right choice, study suggests

Going with your gut feeling: Intuition alone can guide right choice, study suggests | Management et organisation | Scoop.it
Decision-making is one of the most mysterious parts of the human experience, and we're taught to weigh our options carefully before deciding. Now a researcher says that, surprisingly, intuition alone can guide the right choice.

Via Philippe Vallat
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Leadership 2.0: Are You An Adaptive Leader? - Forbes

Leadership 2.0: Are You An Adaptive Leader? - Forbes | Management et organisation | Scoop.it
ForbesLeadership 2.0: Are You An Adaptive Leader?ForbesGreat leadership is indeed a difficult thing to pin down and understand.

Via David Hain
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Jerry Busone's curator insight, February 8, 11:50 AM

Love how this is broken in to categories. Allows development focus for each category

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Les 4 piliers du management collaboratif | DYNESENS

Les 4 piliers du management collaboratif | DYNESENS | Management et organisation | Scoop.it

"L’entrée dans le XXIème siècle aura été marquée par une accélération de l’évolution de notre société, que ce soit sur le plan économique, technologique ou social.

 Face à ces transformations, les entreprises prennent progressivement conscience de l’inadaptation de certains modes de management, autrefois sources de performance. Se posent alors de nouvelles questions."


Via Claire Boutin, Geemik Maria Açucena Da Silva
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Mieux manager, une clé à ne pas négliger pour la compétitivité

Mieux manager, une clé à ne pas négliger pour la compétitivité | Management et organisation | Scoop.it

Robert Papin a créé HEC Entrepreneurs et est l’auteur du best-seller, L’art de diriger. (éditions Dunod). Aujourd’hui, il publie Le nouveau manager aux éditions Diateino. Dans ce livre, il revient sur les évolutions macro-économiques qui obligent les dirigeants à revoir leurs méthodes de management. Entre la révolte des pigeons et les débats autour de la compétitivité, nous lui avons demandé d’analyser ce qui ressemble à un malaise des PME. Il revient aussi sur le rôle délicat du manager de PME.


Via Claude CHATARD, Adil Gharbaoui
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Innovation Is About Arguing, Not Brainstorming. Here’s How To Argue Productively

Innovation Is About Arguing, Not Brainstorming. Here’s How To Argue Productively | Management et organisation | Scoop.it
Turns out that brainstorming--that go-to approach to generating new ideas since the 1940s--isn’t the golden ticket to innovation after all.

Via Tim Malone, David Hain
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Ricard Lloria's comment, November 7, 2012 1:26 PM
Thanks a lot for all David
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Manager un collaborateur ingérable - Les Echos Business

Manager un collaborateur ingérable - Les Echos Business | Management et organisation | Scoop.it

Compétent mais impulsif, un collaborateur "ingérable" ne doit pas être nommé à un poste de manager. Les conseils d'Eric Albert, président de l'IFAS, cabinet spécialisé dans le changement comportemental.


Via Loïc CARO
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Personal Change Management

Personal Change Management | Management et organisation | Scoop.it
Personal Change Management Is More Important Than OCM “Organizational change management” is usually listed on job descriptions as a required skill for executives.  Don’t get me wr...

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Are You Making These Management Mistakes?

Are You Making These Management Mistakes? | Management et organisation | Scoop.it
What's your management style? How well do you really know your employees/coworkers?
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Why Corporate Training Programs Fail

Why Corporate Training Programs Fail | Management et organisation | Scoop.it
Eduardo Salas, an expert on corporate training, discusses the common mistakes companies make and what they can do to make workplace instruction more effective.

Via Holly MacDonald, David Hain
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