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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Rescooped by Anne-Laure Delpech from lean manufacturing
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Hosting factory visits: 10 best practices

Hosting factory visits: 10 best practices | Management et organisation | Scoop.it
With 40 visits to factories all over the world this year, I have seen both good and not-so-good practices for hosting factory visits. In this post I share some of the learning points. Here are ten ...

Via Michel Baudin
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Michel Baudin's curator insight, December 21, 2012 11:11 AM

It is easier to find advice on how to visit factories than on how to host visits. Torbjørn Netland fills this gap. 

Rescooped by Anne-Laure Delpech from Business change
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Conquer Your Resistance to Change for Greater Happiness and Success

Conquer Your Resistance to Change for Greater Happiness and Success | Management et organisation | Scoop.it
Your instincts will often kick in and tell you to resist change. This might happen without you even noticing it.

Via David Hain
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David Hain's curator insight, December 21, 2012 6:37 AM

Since change is all we have to look forward to, it makes sense to learn to deal with it positively...

Rescooped by Anne-Laure Delpech from Leadership et Management
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Le courage du "lâcher-prise" ou la liberté des salariés comme remède à la crise | Le Cercle Les Echos

Le courage du "lâcher-prise" ou la liberté des salariés comme remède à la crise | Le Cercle Les Echos | Management et organisation | Scoop.it

Via JLAndrianarisoa
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Rescooped by Anne-Laure Delpech from Entreprise Ouverte : Management et Organisations de travail
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Perfectionnisme toxique / perfectionnisme constructif : comment faire la différence ?

Perfectionnisme toxique / perfectionnisme constructif : comment faire la différence ? | Management et organisation | Scoop.it
Savez-vous apprivoiser votre perfectionnisme pour qu'il vous serve au lieu de vous handicaper ?
Qui n’a jamais été ému devant la perfection des gestes d’un sportif de haut niveau ou les accords mélodieux d’un pianiste virtuose ?

Pour atteindre l’excellence, il semble nécessaire de cultiver un certain amour pour la perfection.

Pourtant, celui-ci peut devenir un sérieux handicap lorsqu’il entrave l’achèvement de vos tâches. Certaines études montrent même que le perfectionnisme a de mauvaises répercussions sur la santé.

Dans un précédent article, j’avais déjà évoqué l’idée de lâcher prise vis-à-vis du perfectionnisme. Certains lecteurs regrettaient pourtant l’absence de critères pour différencier le bon perfectionnisme du mauvais perfectionnisme.
Via Franck Rykaczewski
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Faites progresser vos collaborateurs jour après jour

Faites progresser vos collaborateurs jour après jour | Management et organisation | Scoop.it
Microentretiens, objectifs intermédiaires et mises au point : les outils ne manquent pas pour assurer un suivi efficace.

Via Adil Gharbaoui
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Groupe OCP : une leçon de management qui nous vient du Sud

Groupe OCP : une leçon de management qui nous vient du Sud | Management et organisation | Scoop.it
Actualité emploi au Maroc : L’équipe dirigeante de l’OCP a bâti sa stratégie sur l’émergence pour réorganiser le groupe.

Via Adil Gharbaoui
Anne-Laure Delpech's insight:

Très intéressant. J'aime particulièrement l'idée que "Cette approche s’est nourrie du fait d’«aller en permanence au plus près de la réalité : regarder et écouter, être curieux et étonné, douter et remettre en question certaines évidences et certaines certitudes»"

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Rescooped by Anne-Laure Delpech from Organisation Development
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Organization Development : Team Building : Leadership : Create-Learning » Blog Archive » The 5 Levers of Employee Engagement

Organization Development : Team Building : Leadership : Create-Learning » Blog Archive » The 5 Levers of Employee Engagement | Management et organisation | Scoop.it
RT @astdworkforce: The 5 Levers of Employee Engagement @teambuildingny http://t.co/tows7pBx

Via David Hain
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donhornsby's curator insight, December 14, 2012 6:19 AM

(The Takeaway): "By understanding that the manager controls the process and works to set the system, the behaviors will adjust to engagement. Everyone wants to do their best work, and feel connected and engaged with their organization, work, manager and coworkers. By focusing on the 5 areas above you will create a system that drives engagement and innovation."

Rescooped by Anne-Laure Delpech from Management du changement et de l'innovation
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Management : utiliser son intuition au travail - Pourseformer.fr

Management : utiliser son intuition au travail - Pourseformer.fr | Management et organisation | Scoop.it
Management : utiliser son intuition au travailPourseformer.frDe manière générale toutes les formations centrées sur l'intelligence émotionnelle et la confiance en soi sont des terreaux propices au développement de l'intuition.

Via catherine wilmart, Françoise Hecquard
Anne-Laure Delpech's insight:

Extrait : "On peut tout d’abord  considérer [l'intuition] comme un point de départ, une hypothèse de travail. Les plus grandes découvertes scientifiques n’ont-elles pas été le fait d’intuitions que les chercheurs se sont ensuite appliqué à démontrer ?"

Ca me paraît très juste et intéressant. 

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Rescooped by Anne-Laure Delpech from Performance et Bonheur au travail
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Innov'Acteurs » Innov'Acteurs » Retour sur le Carrefour de l’Innovation Participative 2012

Innov'Acteurs » Innov'Acteurs » Retour sur le Carrefour de l’Innovation Participative 2012 | Management et organisation | Scoop.it
Association pour le d�veloppement de l�Innovation Participative dans les organisations fond�e en 2002.

Via Albane Vigneron
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Rescooped by Anne-Laure Delpech from Organisation Development
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The Psychology of Workplace Boredom

The Psychology of Workplace Boredom | Management et organisation | Scoop.it

Forbes asks if it’s “the new productivity killer;” Cachinko calls it “the silent killer of employee morale;” CNN says it’s “the new stress.”

[...]  It’s not that people have nothing to do at work – they might be busier than ever. But the real question is… busy with what? “Often with layoffs,” he says, “the type of work that’s doled out you wouldn’t need additional training to do. If it’s boring work, it just becomes more burdensome.” Indeed, the cost of such extreme boredom is not just discomfort. Results range from personal dissatisfaction and reduced productivity to making substantial errors and major accidents.


Via Dimitris Agorastos, yannick grenzinger, David Hain
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Cruise Line Class's curator insight, December 11, 2012 10:04 PM

I would like to add that even if you are a leader that creativity and ideas is not your strongest point...ask your staff.  They will always have ideas on how to make the work environment more fun, engaging, interesting, and motivating.

Rescooped by Anne-Laure Delpech from Leadership et Management
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Nassim Taleb et la prise de décision en environnement incertain: Fragile, robuste et antifragile

Nassim Taleb et la prise de décision en environnement incertain: Fragile, robuste et antifragile | Management et organisation | Scoop.it
Le nouvel ouvrage de Nassim Nicholas Taleb, « Antifragile », venant à la suite de l’excellent « Cygne noir« , était très attendu. Taleb y revisite ...

Via JLAndrianarisoa
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Anne Landreat's curator insight, January 18, 2013 12:20 PM

Pour tirer bénéfice de l'aléatoire. Très intéressante approche.

Rescooped by Anne-Laure Delpech from Smarter Manager
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3 questions pour se lancer dans l'action face à la peur.

3 questions pour se lancer dans l'action face à la peur. | Management et organisation | Scoop.it

[Changer de vie par l'action]

La peur est une émotion difficile à gérer pour beaucoup de personnes. Elle est capable de nous bloquer dans des situations qui nous sont inconfortables.


Via Adil Gharbaoui
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Rescooped by Anne-Laure Delpech from Production Allégée (Lean management)
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Lean management for lean times

Nice short video example of how Lean has created significant results and has created pride with their employees


Via dumontis, Andre Doucet
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Rescooped by Anne-Laure Delpech from Smarter Manager
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The One Thing Your Team Wants You to Stop Doing

The One Thing Your Team Wants You to Stop Doing | Management et organisation | Scoop.it
Asking your team for advice will make you a better leader.

Via Adil Gharbaoui
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Rescooped by Anne-Laure Delpech from Coaching Leaders
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6 Weird Habits Of Successful People

6 Weird Habits Of Successful People | Management et organisation | Scoop.it
From Leonardo Da Vinci to Steve Jobs, people who are masters of their fields develop idiosyncrasies not for the sake of standing out, but rather to succeed. (Do you want #marketing #sales #business success?

Via Gary Morrison, David Hain
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Il a trouvé comment conjuguer rentabilité et sécurité des salariés !

Il a trouvé comment conjuguer rentabilité et sécurité des salariés ! | Management et organisation | Scoop.it
C'est un vrai souci pour les dirigeants : comment combiner bien-être au travail et performance de l'entreprise. Et si la solution venait du « terrain » ?
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Rescooped by Anne-Laure Delpech from Organisation Development
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We Wait Too Long to Train Our Leaders

We Wait Too Long to Train Our Leaders | Management et organisation | Scoop.it
The average supervisor has been managing for 10 years before he gets any training.

Via Soizic Merdrignac aka @SoizicAbidjan, David Hain
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donhornsby's curator insight, December 19, 2012 8:40 AM

(From the Article): For as long as I can recall, there have been those who have observed, "With all the money and effort being spent on leadership development programs, why don't we have better leaders?" The answer to that question is obviously complex, but could a part of the answer be that we have simply waited too long to develop these skills? It may be possible to teach old dogs new tricks, but there's no question that the sooner you begin, the easier it is.

Joe Boutte's comment, December 20, 2012 8:20 AM
It's all about relationships. May be a useful approach for mitigating cultural problems that lead to extreme acts. It's never too early to teach responsibility. Thanks for scooping!
Joe Boutte's curator insight, December 20, 2012 8:20 AM

Never to early to learn responsibility....

Rescooped by Anne-Laure Delpech from Performance et Bonheur au travail
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UP' Magazine - Un nouveau chemin de compétitivité pour les entreprises via le "bien-être performant"

UP' Magazine - Un nouveau chemin de compétitivité pour les entreprises via le "bien-être performant" | Management et organisation | Scoop.it
UP' LE MAGAZINE DE L'INNOVATION,OPEN INNOVATION ET DE L'ÉCONOMIE CRÉATIVE

Via Albane Vigneron
Anne-Laure Delpech's insight:

très complet mais facile à lire.

oui, il faut emprunter cette troisième voie et considérer le bien-être comme un fondement d'une entreprise performante et non comme une contrainte.

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Rescooped by Anne-Laure Delpech from Organisation Development
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I, Bully. Unexpected Leadership Lessons.

I, Bully. Unexpected Leadership Lessons. | Management et organisation | Scoop.it
The Bully was ME! Twice!

As a kid, I was an overt and mean bully. As a manager, I learned ways of bullying covertly by hiding behind my rank. Although I may not have been as bad as other bosses, I was still a bully and very good at getting away with it.

In both situations, albeit years apart, I found ways to justify my behavior. I felt entitled to my actions! I was wrong both times and had to look in the mirror long and hard to face up to the fact that it was ME who needed to change.

It took courageous and caring feedback from a few trusted colleagues to help me realize what I was doing, but it also took my years of remorse to humble and remind me that I had bullied before and could definitely be bullying others again.
Via David Hain
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David Hain's curator insight, December 14, 2012 5:49 AM

It's so easy to do stuff for the wrong reasons and then find ourselves justifying and rationalising it rather than dealing with it's true impact.  Nice article that reminds us of the unitended consquences of being self-centred.

Rescooped by Anne-Laure Delpech from Business Improvement
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How to Hold a Growth Strategy Planning Day

How to Hold a Growth Strategy Planning Day | Management et organisation | Scoop.it

Via Daniel Watson
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Sigrid de Kaste's curator insight, December 12, 2012 7:20 PM

Brilliant idea!...check it out

ManagingAmericans's comment, January 25, 2013 11:46 AM
Its also a great idea to do this offsite without distractions. Don points out some great points and I would just add that it is important to document actions, put a plan together to tackle those actions with clearly defined responsibilities, time-frames and resources and follow up.
Sigrid de Kaste's comment, January 25, 2013 11:24 PM
Thanks, great point! thanks for your input!
Rescooped by Anne-Laure Delpech from Trust in leadership
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Conquering The Enemies of Innovation: Silence and Fear

Conquering The Enemies of Innovation: Silence and Fear | Management et organisation | Scoop.it
What's the biggest impediment to innovation within an organization? Fear.
Via Richard Andrews, Fabrice De Zanet
Anne-Laure Delpech's insight:

Pour innover, il faudrait créer un environnement dans lequel les salariés n'auraient plus peur de s'exprimer, de proposer des idées et suggestions. 

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Cruise Line Class's curator insight, December 11, 2012 10:03 PM

Great article!  It is crucial that your executive team creates an enviornment where you leave titles at the door.  All leaders much be coachable, and willing and open to listen to ideas, observations, and suggestions.

 

When fear is present, innovation and new ideas from all levels are absent.

Cruise Line Class's comment, January 19, 2013 10:23 AM
Dear Anne'Laure, I completely agree!!
Rescooped by Anne-Laure Delpech from Management de demain
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Les valeurs de l'entreprise 2.0 !

Les valeurs de l'entreprise 2.0 ! | Management et organisation | Scoop.it

"l’entreprise 2.0 est associée à une autre valeur : l’altruisme. Elle favorise la collaboration, le partage, la circulation de l’information, la conversation. Très souvent, quand je parle avec des personnes qui doutent fortement de l’incarnation de ces notions en entreprise, elles me posent la question suivante : pourquoi quelqu’un partagerait-il ce qu’il sait avec un autre ? Qu’a-t-il à y gagner ?"".


Via Geemik Maria Açucena Da Silva
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pbernardon's curator insight, December 12, 2012 4:40 AM

Dans une économie de la relation la notion de partage du savoir est primordial pour atteindre les objectifs demandés.

 

Comme métaphore, je dirais qu'allumer la bougie de son voisin avec la sienne permet aux deux protagonistes d'avoir 2 fois plus de lumière....

 

Rescooped by Anne-Laure Delpech from Amélioration Continue (Coffre d'outils -- Toolbox)
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Defining Problems SMART-ly

Defining Problems SMART-ly | Management et organisation | Scoop.it

Accurate problem statements save time and effort by focusing the team on root cause identification. A well-stated problem statement is a clear and concise statement that describes the symptoms of the problem to be addressed. It speeds a robust corrective action process by identifying potential root causes and eliminating bias and noise.

 

Unfortunately, many don’t take the time to accurately define the problem. Here are three common errors in defining a problem:

 

1. Stating a solution in the problem statement
Bad – We need a new furnace because it doesn’t stay warm.
Good – The temperature is 20 degrees below specification.

 

2. Too large of a problem
Bad – The quoting process takes too long.
Good – The spare part quoting process takes 5 business days.

 

The truth of the matter is that the more specific the statement, the better the chance the team has of solving the problem. Accurate problem statements save time and effort when they contain all these elements:
- Keep it brief

- Avoid technical language

- Quantify the problem – Don’t solve it!

- Explain the costs

- Define the scope

- State the consequences/benefits of possible solutions

 

A simple and effective method of defining a problem and one you can easily remember is to use SMART problem definitions:

 

Specific – Identifies key issue and process being worked on
Measurable – You have established metrics identifying targets
Avoids solutions – Problem statements contain only an explanation of the problem
Really concise – Contains a one-sentence summary of the issue facing the team
Time-based – Focuses on a specific time period when the problem was identified


Via Andre Doucet
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Votre chef est indécis, coléreux, angoissé ? Apprenez à le manager

Votre chef est indécis, coléreux, angoissé ? Apprenez à le manager | Management et organisation | Scoop.it
Il est important de savoir composer avec le caractère de votre supérieur hiérarchique pour améliorer vos relations.

 

Et oui, il faut aussi savoir manager son chef ! 


Via Adil Gharbaoui
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Avez-vous l’information ? - Parcours-Performance

Avez-vous l’information ? - Parcours-Performance | Management et organisation | Scoop.it

Les dirigeants et leurs collaborateurs ont-ils accès aux bonnes informations pour décider ? Malheureusement, c’est souvent non… et pourtant les entreprises regorgent d’informations mais on ne sait pas comment y accéder, comment les organiser et les synthétiser. Pascal Bréhinier, consultant en systèmes d’information nous livre quelques clés pour mieux comprendre.

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