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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The trouble with Lean | Canadian unionist blogger bashes Lean healthcare

The trouble with Lean | Canadian unionist blogger bashes Lean healthcare | Management et organisation | Scoop.it
Are you Lean, becoming Lean, doing Lean or thinking Lean? Almost the entire province of Saskatchewan has gone Lean. On the surface Lean offers everything front line workers should want. It is a sys...

Via Michel Baudin
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Rescooped by Anne-Laure Delpech from Stress et travail
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[Vidéo] Santé au travail: une approche économique du bien-être • Ronzon et Tisserant

De la prévention des risques à la santé en entreprise, questions ouvertes à Pascal Ronzon et Guy Tisserant....


Via Emmanuelle PERRIER emmanuelleperrier.fr
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Rescooped by Anne-Laure Delpech from Complex systems and projects
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Learning to Love Volatility

Learning to Love Volatility | Management et organisation | Scoop.it
In a world that constantly throws big, unexpected events our way, we must learn to benefit from disorder, writes Nassim Nicholas Taleb.

Via Philippe Vallat
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Rescooped by Anne-Laure Delpech from Coaching Leaders
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You're Going To Screw Up: Here's How To Do It Well - Forbes

Everyone makes mistakes. The important thing is what you do about it...

Via Morag Barrett, David Hain
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The Three L's of Leadership: Love, Listen and Leap - Forbes

The Three L's of Leadership: Love, Listen and Leap - Forbes | Management et organisation | Scoop.it
There are three essential principles, three “L’s” that support and fuel authentic leadership: Love, Listen, and Leap. When facing difficulties with colleagues, family or community, we serve our purpose best when we lead with love, listening, and then leap to a higher level.

Via Richard Andrews
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Rescooped by Anne-Laure Delpech from Organisation Development
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What Motivates Workers? Most Employers Seem to Guess Wrong

What Motivates Workers? Most Employers Seem to Guess Wrong | Management et organisation | Scoop.it
What motivates us at work is ultimately a very personal and individual topic, though generalities do apply.

Via F. Thunus, David Hain
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La méthode 8D, ou comment résoudre efficacement vos problèmes ! | Qualiblog

La méthode 8D, ou comment résoudre efficacement vos problèmes ! | Qualiblog | Management et organisation | Scoop.it
Que vous soyez confronté à une problème produit ou d'organisation, la méthode 8D, pour 8 « do » (les 8 actions à réaliser), vous permet de corriger...

 

Via ‏@QHSEREVUE

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Rescooped by Anne-Laure Delpech from Blue Sky Change
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Surprised by resistance to a desirable change

Surprised by resistance to a desirable change | Management et organisation | Scoop.it
an excellent online reference for change management, managing change books, articles, benchmarking, bpr, training, human resources, project management...

Via Blue Sky Change
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Lean's High-Tech Makeover | Technology content from IndustryWeek

Lean's High-Tech Makeover | Technology content from IndustryWeek | Management et organisation | Scoop.it
Toyota matches its Toyota Production System with adanced automation tools to create a high-tech ballet of lean manufacturing.

 

Oui le lean n'est pas incompatible avec la technologie, qui est un outil comme un autre. Mais la technologie sans lean peut conduire, comme on le voit souvent, à automatiser des gaspillages. 

 

Via ‏@simplement_lean

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Rescooped by Anne-Laure Delpech from Stress et travail
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Le "merveilleux malheur" de la souffrance au travail

Le "merveilleux malheur" de la souffrance au travail | Management et organisation | Scoop.it

Et si la gangrène des risques psycho-sociaux et les vagues de suicides au travail marquaient suffisamment les esprits et les cœurs pour décider le monde de l'entreprise à sortir les salariés de leurs carcans? Et si les discours alarmistes des psy comme Dejours, Clot et Gauléjeac trouvaient enfin des oreilles attentives ? De petits signes ténus prouvent que l'entreprise commence à lâcher la langue de bois pour plus d'écoute. C'est microscopique. Mais cela a le mérite de naître. Et ça s'appelle de l'espoir.


Via Emmanuelle PERRIER emmanuelleperrier.fr
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Rescooped by Anne-Laure Delpech from Kaizen (Amélioration Continue)
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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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Rescooped by Anne-Laure Delpech from Business and Marketing
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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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Rescooped by Anne-Laure Delpech from Complex systems and projects
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Stratégie en zone d’ incertitude : le sens se construit dans l’action

Dans un contexte de crise marqué par l’ incertitude, peut-on encore se contenter de suivre la trajectoire pré-définie par un plan stratégique ? Face à la complexité de la réalité, ne faut-il pas pl...

Via Philippe Vallat
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Rescooped by Anne-Laure Delpech from Business change
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How To Use If-Then Planning To Achieve Any Goal

How To Use If-Then Planning To Achieve Any Goal | Management et organisation | Scoop.it
Vague plans don’t get done. Capitalize on the natural language of your brain and be specific when setting goals.There’s a big gap between knowing what you want to do and actually getting it done. We want to be focused with laser-like precision on critical tasks and make the best, most efficient use of our time. Instead, we get distracted, we procrastinate, and we wind up getting too absorbed by unimportant aspects of a single project when we’d be better off turning our attention to other things.

Fortunately, there is a very simple strategy that has been proven to help us deal effectively with the distractions......


Via Ricard Lloria, David Hain
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Rescooped by Anne-Laure Delpech from Equipes, Comités, Conseils : créativité, animations, productions...?
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Changez votre angle de vue grâce au recadrage

Changez votre angle de vue grâce au recadrage | Management et organisation | Scoop.it
Comment améliorer notre relation aux autres, sortir de notre tendance à la confrontation ? Ce qu'on appelle le « recadrage » permet de changer la vision subjective que nous avons d’une situation, en la percevant de façon différente.

Via Loïc CARO
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Rescooped by Anne-Laure Delpech from Accelerating innovation through transformation
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Don't Innovate. Create a Culture of Innovation - Forbes

Don't Innovate. Create a Culture of Innovation - Forbes | Management et organisation | Scoop.it

While many organizations focus on addressing problems, the most successful focus on raising the bar. One of the ways they do this is by creating a culture where innovation thrives"


 


A great post !


 


Via MyCreativeTeam, nicolas enderle
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Rescooped by Anne-Laure Delpech from Business change
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The Darwinian Approach to Business Survival - Learn to respond to Change!

The Darwinian Approach to Business Survival - Learn to respond to Change! | Management et organisation | Scoop.it
The Darwinian approach to business survival...

“It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.”

This insight, attributed to Charles Darwin, could easily be the most important business management mantra for the decade. With challenging economic times, increasing global competitiveness and the dominance of international markets by multinational corporations, now, more than ever, innovation and evolution are the best ways for small businesses to survive.

Here are five simple steps to evolution to help your business survive and thrive, both now and in the future.

Self-evaluation

Create your vision

Teach the necessary skills

Create an agile delivery plan

Decisive leadership

 


Via Trumans, David Hain
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Rescooped by Anne-Laure Delpech from Agile & Lean IT
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HEIJUNKA : L'art de niveler les opérations

HEIJUNKA : L'art de niveler les opérations | Management et organisation | Scoop.it
HEIJUNKA : L'art de niveler les opérations. Outils, pratiques et démarches d'amélioration. “The slower but consistent tortoise causes less waste and is much more desirable than the speedy hare that races ahead and then ...

Via Andre Doucet, Dominique DE PREMOREL
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Rescooped by Anne-Laure Delpech from Management du changement et de l'innovation
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Qu'est-ce que le Management du Changement?

Qu'est-ce que le Management du Changement?

Via Georges Atamian, Françoise Hecquard
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Rescooped by Anne-Laure Delpech from Collaborationweb
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“Learning the new” vs “Learning the old”

“Learning the new” vs “Learning the old” | Management et organisation | Scoop.it

For many people the word “learning” is synonymous with studying, lessons, classes, etc – because that is how we have been conditioned to believe how “learning” happens.


Via David Hain
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Rescooped by Anne-Laure Delpech from Equipes, Comités, Conseils : créativité, animations, productions...?
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Paradoxe : ne changez rien !

Paradoxe : ne changez rien ! | Management et organisation | Scoop.it
L'approche dite du Paradoxe propose de cesser les tentatives inopérantes pour résoudre un problème et d'ouvrir ainsi une voie nouvelle.

Via JLAndrianarisoa, Loïc CARO
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Rescooped by Anne-Laure Delpech from Trust in leadership
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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 10:06 AM
thanks
Rescooped by Anne-Laure Delpech from Stress et travail
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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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Rescooped by Anne-Laure Delpech from Coaching Leaders
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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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