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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The End of a Job as We Know It

The End of a Job as We Know It | Management et organisation | Scoop.it

The concept of a job, as we know it, is starting to go away.

 

Over the last year I've been speaking with many corporate business and HR leaders and have heard a common theme:we need our organizations to be more agile. We need to redesign the organization so we can learn faster, communicate better, and respond more rapidly to change. This quest for the agile organization has changed the nature of what we call a job.


Via Martin Gysler, David Hain
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Martin Gysler's comment, January 16, 2013 4:36 AM
Yes David, a long time ago that things have changed ... finally happily. I think you gave good advice to your children, who will always be on the safe side if they focus on life and relationships.
Martin Gysler's comment, January 16, 2013 4:43 AM
@ Don - I read an article last week on the same subject and I think you say right that deep skills are (or should be) the currency of the job. More and more companies have understood this reality today.
Martin Gysler's comment, January 16, 2013 4:54 AM
@Trumans - Yes, I totally agree with you. Relationships and our network is more important than ever. It is sometimes simply complicated, for me, to set a limit ... :-). Your training seems to be great, if you can put together five acronyms and if those who follow the training understands the strong message sent.
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Management Is (Still) Not Leadership

Management Is (Still) Not Leadership | Management et organisation | Scoop.it
After years of debate, people still confuse these ideas - at their peril.
Anne-Laure Delpech's insight:

Via @aponcier

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What If We Managed Our People The Way We Sold To Our Customers?

What If We Managed Our People The Way We Sold To Our Customers? | Management et organisation | Scoop.it
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I had this brilliant idea for a post on sales leadership and organizational transformation.  When we sell to our customers, we give them insight about how to improve there businesses, we help...
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Should You Be An Empathic Leader? | Joseph Lalonde

Should You Be An Empathic Leader? | Joseph Lalonde | Management et organisation | Scoop.it
Empathy has long been regarded as a trait not needed by leaders. We've been told to be strong and firm. Maybe it's time we lead with emotion

 

Why Empathy Is Important In Leadership

Great leaders need to be able to know what their followers are feeling. They need to be able to look around and get a sense of the state of others.

Leaders also need to be able to sense when programs and projects are going well. This can be done through empathy.

When you can begin to relate and feel what others are feeling, you’ll gain a sense of the state of your team. Whether your team is doing well or if they need encouragement.

 

If you’re leading with empathy, these trends will be easier to spot.

Learning is a result of listening, which in turn leads to even better listening and attentiveness to the other person. In other words, to learn from the child, we must have empathy, and empathy grows as we learn.
– Alice Miller


Via Edwin Rutsch, David Hain
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David Hain's curator insight, January 10, 2013 3:14 AM

Simply - yes!

Jenny Ebermann's comment, January 20, 2013 3:05 PM
Exactly!
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Pouvez-vous continuer à dépenser tant d'argent pour des gaspillages ?

Pouvez-vous continuer à dépenser tant d'argent pour des gaspillages ? | Management et organisation | Scoop.it
Les activités qui n’apportent rien au client représentent 70% des coûts de production. Chassons ces gaspillages et augmentons vos marges !
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L'empathie, cette incroyable compétence en matière de management

L'empathie, cette incroyable compétence en matière de management | Management et organisation | Scoop.it
Etre empathique suppose de savoir se mettre à la place de l'autre. Norbert Alter explique pourquoi il s'agit d'une qualité essentielle en matière de management. Extrait de "La force de la différence : Itinéraires de patrons atypiques" (2/2).

Via Adil Gharbaoui
Anne-Laure Delpech's insight:

J'ai lu ce livre de Norbert Alter et je l'ai trouvé passionnant. 

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Adil Gharbaoui's comment, January 11, 2013 12:58 PM
Merci Anne-Laure, :) Je prends votre avis pour recommandation à lire ce livre et c'est vrai que la lecture des extraits en donne aussi l'envie de suivre l'analyse de l'auteur.
Anne-Laure Delpech's comment, January 11, 2013 1:12 PM
Adil, j'espère que ça vous intéressera aussi et que vous nous direz ce que vous en avez pensé. Bonne lecture.
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Courage: An Essential Leadership Trait

Courage: An Essential Leadership Trait | Management et organisation | Scoop.it

According to Aristotle, courage is the first virtue because it makes all other virtues possible. 

 

Here is a list of ten things you can do as a leader to show and develop courage:

1. Stand up for what is right even if your opinion is unpopular.
2. Keep quiet and let others speak even if you think they are wrong.
3. Delegate with confidence.
4. Say what you mean, and mean what you say.
5. Take responsibility for your actions.
6. Maintain your integrity even when temptation abounds.
7. Ask what you can give, rather than what you can get.
8. Give credit where credit is due.
9. Be kind when giving feedback.
10. Ask. Don’t tell.

 


Via AlGonzalezinfo, David Hain
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Ricard Lloria's comment, January 6, 2013 4:23 PM
Great and fantastic :)
Anne Egros's curator insight, January 7, 2013 3:25 PM

Sounds a great list of virtues, wondering if we can have it all in one person ? after all leaders are humans too !

AlGonzalezinfo's comment, January 10, 2013 6:05 AM
Good point Anne! I look at this as a good leadership "job aid" which can remind me of best practices. I will not always achieve them but can continue trying to improve :)
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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. (Votre chef est indécis, coléreux, angoissé ?

Via Muriel Lussignol, Loïc CARO
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Méthodes agiles : gérer les entreprises comme des logiciels

Méthodes agiles : gérer les entreprises comme des logiciels | Management et organisation | Scoop.it
Méthodes agiles : gérer les entreprises comme des logiciels
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The Innovation Disconnect | Innovation Management

The Innovation Disconnect | Innovation Management | Management et organisation | Scoop.it
CEOs talk enthusiastically about the need for innovation. Workers at the front line can see the needs and opportunities for fresh ideas. But somehow nothing happens. Ideas do not get implemented. Innovation grinds to a halt.

Via Bill Palladino - MLUI, David Hain
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Struggle For Smarts? How Eastern And Western Cultures Tackle Learning : NPR

Struggle For Smarts? How Eastern And Western Cultures Tackle Learning : NPR | Management et organisation | Scoop.it

Beth, I heard ths this story on the radio which aired Nov. 12 and thought there was a connection between a culture's attitude towards struggle and failure/success.

For the most part in American culture, intellectual struggle in school children is seen as an indicator of weakness, while in Eastern cultures it is not only tolerated, it is often used to measure emotional strength.


Via Beth Kanter
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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. 

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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...

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What Would Peter Drucker Think of Your Business?

What Would Peter Drucker Think of Your Business? | Management et organisation | Scoop.it
Everything you need to know about management you can still learn from reading Drucker. What would he think of your business?

Via Tom Hood, David Hain
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Tom Hood's curator insight, January 11, 2013 3:43 PM

Some things are ageless - that would be Peter Drucker. My one book would be Managing in Turbluent Times recommended by former CEO of Moss Adams and former CHair of AICPA & IFAC, Bob Bunting. Great article!

Fred Zimny's curator insight, January 12, 2013 9:46 AM

Oops, i work in education. Wondering if his statement for marketing and innvoation is also relevant for educational organizations.

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80% Is Good Enough - Grow Your Business By Delegating

80% Is Good Enough - Grow Your Business By Delegating | Management et organisation | Scoop.it
Delegating tasks correctly is important for any employer who wants to succeed. But many get stuck micromanaging--and that stunts company growth.At my web design company, Ciplex, I’ve had to

Via Martin Gysler
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Martin Gysler's curator insight, January 11, 2013 8:07 AM

Simple but true advice. I also wrote an article, on my blog, about this topic.

Catherine Luense's comment, January 25, 2013 6:13 AM
This is so true! We must let go of the everyday stuff so we are free to explore more money making opportunities.
Martin Gysler's comment, January 26, 2013 10:38 AM
Yes Catherine you're right. I'm glad we've the same opinion.
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Innovation : vers une singularité cambrienne ?

Supports utilisés lors de la conférence IAE Grenoble 2011 par François Raffin - Auki. 

L'accélération de l'innovation et ses implications sur l'entreprise annoncent une singularité cambrienne : une multiplication des modèles d'entreprises et une transformation en profondeur des entreprises existantes, seule condition de leur survie.


Via Edouard Siekierski, Lockall, nicolas enderle
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Karine SACEPE's comment, January 9, 2013 10:28 AM
Merci! Dommage qu'on ne puisse pas télécharger le document!
Edouard Siekierski's comment, January 9, 2013 12:29 PM
Karine, il suffit de s'inscrire sur slideshare... c'est gratuit !
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In an Era of Complexity - The C-Suite Opens Up

In an Era  of Complexity - The C-Suite Opens Up | Management et organisation | Scoop.it

The long-held idea that a CEO is the only person within a business who has the ability to change the world is daunting and unfair. For such a concept to be the model for innovation is a risky bet. 


Via Kenneth Mikkelsen, David Hain
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Karin Sebelin's comment, January 10, 2013 3:28 AM
thank you for this wonderful article, David :-)
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Instead of Making Resolutions, Dream

Instead of Making Resolutions, Dream | Management et organisation | Scoop.it

Forget the small stuff, for now. What's your big objective?

 

As January approaches, and we bid another year adieu, our thoughts turn to making resolutions: this year I will lose that extra weight, drink less alcohol, give up sugar, get out of debt. All worthy goals, but why do we perennially return to resolutions that seem based on the idea of fixing all the things we're doing "wrong?"

 

You can't know what resolution you need until you know what your objective is. In photography, the resolution of the image is entirely dependent on the output you want. If you're looking at an image on your computer monitor, 72 dpi (dots per inch) is fine, but if you want to print that image, you'll need a much higher resolution, say 240 dpi. If you then want to make that image into a billboard, you actually need a relatively lower dpi, because the further away you are from it, the more your eyes will blend the colors for you (think of a Georges Seurat painting).


Via Martin Gysler
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Martin Gysler's curator insight, January 7, 2013 8:31 AM

It’s so true. I think that we should consider this advice. If you’re not a dreamer, and if you can’t respect your commitments, this post will give you few interesting tracks.

PebbleInTheStillWaters's curator insight, January 8, 2013 9:54 AM

It’s so true. I think that we should consider this advice. If you’re not a dreamer, and if you can’t respect your commitments, this post will give you few interesting tracks.

Letitia Owens's curator insight, January 8, 2013 6:09 PM

It’s so true. I think that we should consider this advice. If you’re not a dreamer, and if you can’t respect your commitments, this post will give you few interesting tracks.

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Humanisme et agilité, fin d’un paradigme managérial ?

Humanisme et agilité, fin d’un paradigme managérial ? | Management et organisation | Scoop.it

Le mardi 20 novembre a eu lieu, dans les locaux de Microsoft à Issy-les-Moulineaux, l’Agile Tour Paris 2012. Cette journée, chargée de conférences et d’ateliers, a commencé par une keynote de Véronique Messager...


Via Michel CEZON, A. HUGON, Pharmacomptoir / Corinne Thuderoz
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Michel CEZON's curator insight, December 23, 2012 6:21 AM

Un article intéressant de Vincent Uribe sur Véronique Messager et le paradigme managérial qui se caractérise par l’autocensure, la méfiance, la coercition, le contrôle et la frustration. L’humanisme et l’agilité menant vers un management plus humain.

Véronique Messager's comment, December 25, 2012 11:52 AM
Merci Michel. Bonnes fêtes à toi.
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Vos clients insatisfaits sont fidèles pour 6 raisons ! | Satisfaction et fidélité clients

Vos clients insatisfaits sont fidèles pour 6 raisons ! | Satisfaction et fidélité clients | Management et organisation | Scoop.it

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Organizational Sabotage - The Malpractice of Management By Objective by Ken Craddock & Kelly Allan

Organizational Sabotage - The Malpractice of Management By Objective by Ken Craddock & Kelly Allan | Management et organisation | Scoop.it
Organizational Sabotage - The Malpractice of Management By Objective by Ken Craddock & Kelly Allan - Innovation, quality and productivity suffer from the abuse of MBOs Objectives are essential to a business.

Via Michel Baudin
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Michel Baudin's curator insight, December 27, 2012 10:12 AM

This article brings a new perspective on the discussion of the same topic in my blog at http://wp.me/p1UTIj-OP.

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What Have Your Learned Going Forward? - TanveerNaseer.com

What Have Your Learned Going Forward? - TanveerNaseer.com | Management et organisation | Scoop.it
A series of questions to help leaders reflect on the past year and what lessons they've learned that can help their organization move forward.

Via Adil Gharbaoui
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A la rencontre d’entreprises à contre courant qui font une confiance totale à leurs collaborateurs

A la rencontre d’entreprises à contre courant qui font une confiance totale à leurs collaborateurs | Management et organisation | Scoop.it

"Dans un monde qui ne sait plus très bien où il va, devant les incertitudes qui raccourcissent nos horizons, quand le pragmatisme semble être devenu synonyme de « baisse la tête, avance et tais-toi » ce sujet peut apparaître un rien provocant. Parler d’entreprises libérées, de bonheur pour être performant, d’autonomie, de liberté, de responsabilité ou de pouvoir confié à ceux qui font, c’est effectivement parler de pratiques managériales à contre-courant..."


Via Les Verseurs d'Eau, Pierre Wouters, Christophe CESETTI, NoveTerra, Geemik Maria Açucena Da Silva
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SylvieBellard's curator insight, January 18, 2013 5:47 AM

Le passage de la gestion des capacités humaines à la liberation des capacités, necessite de developper un nouveau mode de management et de partager le leadership au sein des organisations. Il reste un peu de chemin à parcourir, et "le secret de l'action s'est de s'y mettre" in petto. YALLA ! 

Céline Frontera's curator insight, May 22, 2013 4:21 PM

"Piloter une entreprise de libération d’une organisation remet profondément en cause le rôle des managers en déplaçant le barycentre du pouvoir et ses nombreux attributs. Les leaders et tout le management doivent réinventer leur rôle, créer de la valeur différemment"

Enablers Network's curator insight, May 27, 2013 12:17 PM

Pour nos lecteurs francophones, un papier intéressant, illustré de quelques exemples, sur l'intérêt majeur de la libération des énergies de tous les collaborateurs d'une entreprise et de la co-création et de l'engagement au sein de celle-ci. 
Pas chose aisée en France notamment, où l'organisation pyramidale et extrêmement normée est monnaie bien trop courante. Pourtant, Enablers et ses clients savent combien les résultats d'une telle démarche d'ouverture sont très généralement spectaculaires en terme d'engagement et donc de performances d'entreprise.

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Quand les langues étrangères accroissent la rationalité de nos décisions

Quand les langues étrangères accroissent la rationalité de nos décisions | Management et organisation | Scoop.it

Comment accroitre la rationalité de nos décisions ? Dans de nombreux articles, nous avons mentionné les recherches en économie comportementale, qui montrent l’existence de deux processus concurrents dans notre cerveau : ceux que le prix Nobel d’économie Daniel Kahnemannomme le “système 1″ et le “système 2″.


Via Philippe Vallat
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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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