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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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The 12 Toughest Challenges of Leadership

The 12 Toughest Challenges of Leadership | Management et organisation | Scoop.it
The challenges of leadership are inside leaders. Stop blaming organizations and others for your shortfalls and failures.

 

Take the bull by the horns.


Via Richard Andrews
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Et si on avait tort de donner la priorité à la réduction des coûts ? - Valeur pérenne

Et si on avait tort de donner la priorité à la réduction des coûts ? - Valeur pérenne | Management et organisation | Scoop.it
Pour Art Byrne, "il faut se focaliser sur la création de valeur pour le client". Le lean est stratégique pour tous les dirigeants.
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The Lean CEO Effect | Companies & Executives content from IndustryWeek

The Lean CEO Effect | Companies & Executives content from IndustryWeek | Management et organisation | Scoop.it

Series of articles in Industry Week about CEOs leading Lean efforts.

 


Via Michel Baudin
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Stress au travail : Quelle démarche adopter ?

Stress au travail : Quelle démarche adopter ? | Management et organisation | Scoop.it

Le stress au travail est une réalité qui est quotidiennement vécue par des milliers de personnes indépendamment de leurs responsabilités, de leurs activités, de leurs rangs dans la hiérarchie. Celles et ceux qui sont les plus exposés sont ../..


Via Olivier Braud
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Intgration : modèle de rapport d'étonnement

Recueillir les impressions, les remarques et les suggestions des nouveaux entrants. ../..


Via Olivier Braud
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HBR Celebrates Its Graveyard Of Obsolete Management Ideas

HBR Celebrates Its Graveyard Of Obsolete Management Ideas | Management et organisation | Scoop.it

One of the annoying habits of big old organizations is to launch celebrations of their accomplishments without any recognition of their own obvious shortcomings. Blog post by Steve Denning on Forbes. 


Via Dr. Susan Bainbridge
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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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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...

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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)

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À quel point êtes vous prêt à repousser vos propres limites ?

À quel point êtes vous prêt à repousser vos propres limites ? | Management et organisation | Scoop.it
Qu’ont en commun ceux qui réussissent ? La réponse peut être la volonté de repousser leurs limites actuelles jour après jour malgré l’inconfort, le sacrifice de la satisfaction immédiate et l’incertitude que cela génère.

Dans le monde du sport il est reconnu que les sportifs repoussent sans cesse les limites de leur corps et de leur mental et ceci au prix de la douleur de l’effort et de la douleur physique. «La ténacité mentale, et la capacité à gérer et même à tirer profit et à traverser la douleur, est un facteur de différenciation clé entre les mortels et les immortels à la course», affirme Mary Wittenberg, présidente des New York Road Runners.


Via Franck Rykaczewski
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What is Stress? What Can We Do About It?

What is Stress? What Can We Do About It? | Management et organisation | Scoop.it

There are few things in life more stressful than the daily grind of being a small business owner, but understanding what stress is and what can be done to lower stress levels, can make the life of any business owner just that little bit easier.


 


As extreme cases of stress can result in a breakdown of one's immune system, any business owner noticing that their stress levels are off the planet, should address the issue without delay.


 


This excellent short article, describes what happens to anyone under stress, and it offers four tips on how to cope better when stress levels are impacting upon your performance.


Via Daniel Watson
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Christina's curator insight, January 9, 2013 10:15 PM

My thoughts:

I have noticed that i am stressed often. This is really no fun, i hate being stressed. This article informed me of some ways i can cope with it. I need to find someone i can talk to about myself. Keeping thoughts in will just cause more stress that i dont need. Also eating healthier will reduce stress. Taking a breather and maybe even doing yoga will help me deal with my stress. Stress is very bad for you it can actually affect your health and being this young i shouldnt even need to stress about anything.

kaitlyn Odonovan's curator insight, May 9, 12:27 PM

Stress is a feeling of pressure or tension on a material object. 

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Résistance au stress: un salarié sur quatre a une peur excessive de l'échec

Résistance au stress: un salarié sur quatre a une peur excessive de l'échec | Management et organisation | Scoop.it
27 % des salariés français ont une peur excessive d'échouer, même pour des enjeux modestes, selon l'étude publiée par IME ce 1er février qui fait le lien entre motivation et mal-être au travail.

Via Olivier Braud
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Vous avez dit leadership ou leader ?

Le pouvoir statutaire, délégué au manager, n’est jamais suffisant. Il doit le compléter en développant son leadership. Cela en fait-il pour autant un leader ? Pas si sûr ../..!


Via Olivier Braud
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Sept trucs pour redevenir efficace

Comment ne pas se laisser déborder et mieux s'organiser, tout en évitant le multitasking.
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Faire de l’innovation l’affaire de tous

Faire de l’innovation l’affaire de tous | Management et organisation | Scoop.it
Lors des dix dernières années, la complexification des entreprises a en quelque sorte étouffé l’esprit d’entrepreneur, essentiel à l’innovation. Pourtant pour se différencier et réussir dans un monde de plus en plus concurrentiel, l’innovation est...

Via Loïc CARO
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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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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."