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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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Rescooped by Anne-Laure Delpech from Business change
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Managing Change - Roland Sullivan

Change management efforts fail most of the time. Why? Roland Sullivan, Chief Transformation Officer at Best Practice Institute explains why he believes that ...

Via the Change Samurai, David Hain
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Artisan 2.0

Artisan 2.0 | Management et organisation | Scoop.it
Entrepreneurs individuels et petites producteurs, les grands bénéficiaires de la révolution numérique qui s’ignorent encore Alors qu’ailleurs...

Via Pascal Minguet
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Rescooped by Anne-Laure Delpech from Organisation Development
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Ten Steps to Building Employee Engagement | Switch and Shift

Ten Steps to Building Employee Engagement | Switch and Shift | Management et organisation | Scoop.it
RT @LisaPetrilli: 10 Steps to Building Employee Engagement http://t.co/h0drYgjw | at Switch & Shift Blog by @justcoachit...

Via David Hain
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Go Deep on Agile Practices: Who, What, When, Where, Why and How | It's a Delivery Thing

I am not content to just learn a practice. I want to understand it.

Via Philippe Vallat
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Business Model Innovation – an introduction

Business Model Innovation – an introduction | Management et organisation | Scoop.it

So I recently came across a book on Amazon that immediately piqued my interest. That book is Business Model Generation, by Alexander Osterwalder. This is one of the most unique and interesting books and approaches I’ve come across in a long while.

 

Business Model Generation is a recent addition to the long line of books on business model innovation in the face of disruptive business change. Geoffrey Moore, Clayton Christensen, Michael Porter, the Balanced Scorecard and Strategy Maps, and others are part of this long tradition. But this book is very special IMO. And the primary reason for its uniqueness is its use of visual thinking.


Via Kenneth Mikkelsen, David Hain
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13 Warning Signs that What You've Delegated Won't Get Done (And How to Fix Them)

13 Warning Signs that What You've Delegated Won't Get Done (And How to Fix Them) | Management et organisation | Scoop.it

1. You delegate too much at one time


2. You expect people to read your mind


3. You delegate without a due date


4. You delegate without following through


5. You delegate to the wrong person


6. You view delegation as an event and not a process


7. You delegate without adjusting your leadership style throughout the process


8. You delegate without explaining why something must get done


9. You delegate without delegating the appropriate level of authority


10. You only delegate down and not up or sideways


11. You close a meeting without using the three W's


12. You open a meeting without reviewing the three W's


13. You delegate without celebrating past success


Via Adil Gharbaoui
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Les 4 piliers du management collaboratif - Journal du Net

Les 4 piliers du management collaboratif - Journal du Net | Management et organisation | Scoop.it
Les 4 piliers du management collaboratifJournal du NetFace aux transformations techniques, les entreprises prennent progressivement conscience de l'inadaptation de certains modes de management, autrefois sources de performance.

Via Manuel Murgia, Geemik Maria Açucena Da Silva
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Claire-Marie de Vulliod's curator insight, May 23, 2013 11:37 AM

Les 4 piliers présentés sont :

CONFIANCE (Sens, authenticité, proximité, valorisation)

CHOIX (Engagement, liberté, coresponsabilité, flexibilité)

COOPERATION (Soutien, co-créativité, complémentarité, transversalité)

CONVIVIALITE (Ambiance, plaisir, célébration, équilibre)

Rescooped by Anne-Laure Delpech from Business change
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The 3 Most Valuable Things I Learned From My Favorite Boss

The 3 Most Valuable Things I Learned From My Favorite Boss | Management et organisation | Scoop.it

I recently sent a thank you note to a boss that I had back in 1995. I’ve had good bosses since then, but this particular person stands out as Number One for me. Working for him was an amazing learning experience, and when I reflect back on that time, I can readily say that what I learned from him I later used with my own teams.What makes him rise to the top of my list?

 

Here are three top-of-mind things that he taught me (from among the many I could mention):

 

To see all three, go to: http://charneycoachingconsulting.com/the-3-most-valuable-things-i-learned-from-my-favorite-boss.html

 


Via Charney Coaching & Consulting, David Hain
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Le coup de gueule au gouvernement de Viviane Chaine-Ribeiro, femme entrepreneur

Le coup de gueule au gouvernement de Viviane Chaine-Ribeiro, femme entrepreneur | Management et organisation | Scoop.it
Economie :
Quels beaux discours ! Et voilà le gouvernement qui ouvre beaucoup de commissions mais qui, par dogmatisme, décide de l'imposition...

Via Xavier Medard
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Rescooped by Anne-Laure Delpech from Lean&co : Performance Durable et Responsable
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Monsieur mon Député, dites à François Hollande…

Monsieur mon Député, dites à François Hollande… | Management et organisation | Scoop.it
Monsieur mon Député, Ce blog était fermé depuis 2010 mais je ne peux, aujourd’hui, faire autrement que vous écrire ici. Monsieur mon député, je suis entrepreneur dans votre circonscription. D...

Via Xavier Medard
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Creating a High Trust Organization

Creating a High Trust Organization | Management et organisation | Scoop.it

As CEO of Whole Foods Market, I believe that great organizations have great purposes. The highest ideals humans aspire to should be the same ideals that our organizations have as their highest purposes.


Via Cyrille Jansem, David Hain
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Letting Go of the 12 Behaviors Holding You Back

Letting Go of the 12 Behaviors Holding You Back | Management et organisation | Scoop.it
12 Behaviors that always hold leaders back: Avoiding. Avoiding is the path to mediocrity. Copying others and losing you. Copying others is useful when it aligns with your strengths. When it doesn&#...
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Apprentissage Kanban… Non papa, pas deux choses en même temps! | Qualitystreet

Apprentissage Kanban… Non papa, pas deux choses en même temps! | Qualitystreet | Management et organisation | Scoop.it

ou comment les enfants comprennent finalement assez vite la limitation des encours et la logique de flux tiré….

 

 

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Rescooped by Anne-Laure Delpech from Management durable
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What Makes a Leader? - Daniel Goleman

What Makes a Leader? - Daniel Goleman | Management et organisation | Scoop.it

The Idea in Brief What distinguishes great leaders from merely good ones? It isn’t IQ or technical skills, says Daniel Goleman.


Via David Hain, catherine wilmart
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Rescooped by Anne-Laure Delpech from Business change
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The Habit Change Cheatsheet: 29 Ways to Successfully Ingrain a Behavior

The Habit Change Cheatsheet: 29 Ways to Successfully Ingrain a Behavior | Management et organisation | Scoop.it
The Habit Change Cheatsheet: 29 Ways to Successfully Ingrain a Behavior...

 

Our daily lives are often a series of habits played out through the day, a trammeled existence fettered by the slow accretion of our previous actions.

 

But habits can be changed, as difficult as that may seem sometimes.

 

I’m a living example: in tiny, almost infinitesimal steps, I’ve changed a laundry list of habits. Quit smoking, stopped impulse spending, got out of debt, began running and waking early and eating healthier and becoming frugal and simplifying my life and becoming organized and focused and productive, ran three marathons and a couple of triathlons, started a few successful blogs, eliminated my debt … you get the picture.

 

It’s possible.

 

And while I’ve written about habit change many times over the course of the life of Zen Habits, today I thought I’d put the best tips all together in one cheatsheet, for those new to the blog and for those who could use the reminders.


Via donhornsby, David Hain
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C'est pas mon idée !: Pingit, l'incroyable succès d'un porte-monnaie mobile

C'est pas mon idée !: Pingit, l'incroyable succès d'un porte-monnaie mobile | Management et organisation | Scoop.it

où l'on voit qu'une proposition de valeur claire pour le client, et l'écoute de leurs attentes, peut générer du succès. 

Je trouve que c'est intéressant, même si le sujet des porte-monnaies électronique est très très éloigné de mes axes de réflexion ! 

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Fab manager tries Lean with no support from the top, by starting with 5S...

Fab manager tries Lean with no support from the top, by starting with 5S... | Management et organisation | Scoop.it

Tim Heston reports a conversation with the manager of a low-volume/high-mix fabrication shop who wants to implement Lean, without top management support, and starting with 5S, and it's not working.

 

Two thirds of the article are not just about 5S but about the tool hoarding behavior of operators. Yes, organizing workstations with commonly used tools makes sense, but, if the manager starts by addressing this head-on, he will have a mutiny on his hands and his bosses won't back him up.

 

To be successful, changes in tool management policies should be part of more major changes, such as the implementation of SMED on a machine, or the development of a machining cell. Once you have a team of operators who move between stations and rotate positions, then  tools naturally become attached to stations rather than individuals.

 

What should the manager do? I am currently reading Art Byrne's Lean Turnaround, and, maybe, getting his CEO to take a look at it might be a good idea to get him or her on board. Next, he should get better advice getting started than focusing on 5S. Much of the literature recommends it because it looks easy. It's not, and it almost never works as a first step.

 


Via Michel Baudin
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8 tips to unlock employee engagement | SmartBlogs

8 tips to unlock employee engagement | SmartBlogs | Management et organisation | Scoop.it
As a leader, your behaviors are hugely influential on how your teams view their work, the impact they make as individuals and as a team

 

Via @OSchmouker / @TDMag

.

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L’innovation par tous, une démarche de confiance entre collaborateurs et managers | Le Cercle Les Echos

L’innovation par tous, une démarche de confiance entre collaborateurs et managers | Le Cercle Les Echos | Management et organisation | Scoop.it

"Les hommes et les femmes sont heureux quand ils créent, dans les entreprises c’est vrai aussi !

L’enthousiasme est au rendez-vous quand l’imagination des collaborateurs est sollicitée, pas seulement pour le plaisir mais aussi pour des résultats concrets.

Les démarches d’’innovation participative ont le vent en poupe dans nos entreprises et nos organisations, ce ne n’est pas qu’un effet de mode !"

 

Par Florence Duriez via @CercleLesEchos

 

Source : http://lecercle.lesechos.fr

Direct Link : http://bit.ly/SR6Znw ;

 


Via Bertrand CHARLET, christophe gazeau
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Marie-pierre Lacazin's curator insight, April 27, 11:17 AM

"...cette capacité à coopérer est ancrée dans la nature humaine, elle se manifeste naturellement dans toutes les communautés bien visibles aujourd’hui via la vitalité des réseaux sociaux ; et pourtant, elle s’affaiblit dans nos grandes organisations dont la taille incite à recréer des groupes d’appartenance qui sont tentés de monter des cloisons entre métiers, services … Apprendre le métier de la coopération et le pratiquer au-delà des frontières de son groupe d’appartenance est un enjeu majeur pour l’agilité de nos organisations et leur capacité à innover."

Rescooped by Anne-Laure Delpech from Leadership et Management
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La conduite du changement

La conduite du changement | Management et organisation | Scoop.it

Le changement s’apprend, il ne se décrète pas


Via JLAndrianarisoa
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6 petites choses à faire quand vous manquez d’auto-discipline

Cliquez ici pour découvrir 6 petites choses à faire quand vous manquez d'auto-discipline...

Via JLAndrianarisoa
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Why Bosses Matter : Good middle managers add productivity to workplace (new study).

Why Bosses Matter : Good middle managers add productivity to workplace (new study). | Management et organisation | Scoop.it

Middle managers don't get lots of respect in the workplace. And for a variety of reasons, scholars have mostly studied the worth of CEOs and the efficacy of various management practices. But a new study suggests that front-line supervisors are far more important than many have thought.


Via Adil Gharbaoui
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Le guide (à télécharger) des compétences du manager nouvelle génération

Le guide (à télécharger) des compétences du manager nouvelle génération | Management et organisation | Scoop.it

Le Réseau du Management Responsable publie son ouvrage collectif annuel : le « Guide des compétences du manager nouvelle génération ».


Via Lise Harribey, anne, Didier Chauvin, Isabelle Boucher-Doigneau - Cultureuse, catherine wilmart
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Adil Gharbaoui's comment, October 10, 2012 12:22 PM
Très interessant, merci :)
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How To Deal With 3 Breeds Of Bad Bosses

How To Deal With 3 Breeds Of Bad Bosses | Management et organisation | Scoop.it
If you and your boss disagree over a course of action but share a solid working relationship, you might be able to respectfully make your case by presenting data and engaging your boss in debate.

Via Adil Gharbaoui
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Rescooped by Anne-Laure Delpech from Stress et travail
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Peut-on manager sans générosité ?

Peut-on manager sans générosité ? | Management et organisation | Scoop.it

La performance d’un Manager talentueux est sa capacité à faire coexister les intérêts humains et ceux du business, en rendant compatibles les attentes de ses collaborateurs et celles de ses clients, en sachant motiver les premiers et attirer les seconds…


Via Emmanuelle PERRIER emmanuelleperrier.fr
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