Les managers, en prise directe avec le quotidien de la gestion des relations individuelles et collectives de travail, deviennent dans les faits et à leur niveau de véritables responsables de ressources humaines. Cet ouvrage leur fournit toutes les informations utiles à l'exercice éclairé de ces nouvelles fonctions, à travers un enseignement pratique, concret et opérationnel.
Author: Laurent Taskin, Anne Dietrich, Pierre-Yves Gomez
Publisher: De Boeck Superieur
Pour une approche renouvelée de la gestion des ressources humaines et du comportement organisationnel.
Author: Line Bergery
La gestion représente l'un des enjeux du droit : les juristes sont régulièrement confrontés aux problématiques posées par les gestionnaires ou les dirigeants d'entreprises. Aux fins d'améliorer les compréhensions, cet ouvrage synthétique, qui a vocation à présenter les sources de raisonnements ainsi que les spécificités des méthodes d'analyse ou de prise de décisions employées dans les principales activités de gestion, pourra utilement servir les juristes. L'auteur dresse une présentation claire et précise d'une matière encore trop méconnue
Cet ouvrage présente de manière pédagogique la dynamique, les enjeux et les modes opératoires de la transition vers l'Iconomie, qui correspond à la IIIe révolution industrielle, basée sur les technologies de l'information.
While some of us enjoy a lively debate with colleagues and others prefer to suppress our feelings over disagreements, we all struggle with conflict at work. Every day we navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos. Sure, we share the same overarching goals as our colleagues, but we don't always agree on how to achieve them. We work differently. We rub each other the wrong way. We jockey for position. How can you deal with conflict at work in a way that is both professional and productive—where it improves both your work and your relationships? You start by understanding whether you generally seek or avoid conflict, identifying the most frequent reasons for disagreement, and knowing what approaches work for what scenarios. Then, if you decide to address a particular conflict, you use that information to plan and conduct a productive conversation. The HBR Guide to Dealing with Conflict will give you the advice you need to: Understand the most common sources of conflict Explore your options for addressing a disagreement Recognize whether you—and your counterpart—typically seek or avoid conflict Prepare for and engage in a difficult conversation Manage your and your counterpart's emotions Develop a resolution together Know when to walk away Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
by MICHEL FOUCAULT Everyone knows that in France there are few logicians but many historians of science; and that in the 'philosophical establishment' - whether teaching or research oriented - they have occupied a considerable position. But do we know precisely the importance that, in the course of these past fifteen or twenty years, up to the very frontiers of the establishment, a 'work' like that of Georges Canguilhem can have had for those very people who were separ ated from, or challenged, the establishment? Yes, I know, there have been noisier theatres: psychoanalysis, Marxism, linguistics, ethnology. But let us not forget this fact which depends, as you will, on the sociology of French intellectual environments, the functioning of our university institutions or our system of cultural values: in all the political or scientific discussions of these strange sixty years past, the role of the 'philosophers' - I simply mean those who had received their university training in philosophy department- has been important: perhaps too important for the liking of certain people. And, directly or indirectly, all or almost all these philosophers have had to 'come to terms with' the teaching and books of Georges Canguilhem. From this, a paradox: this man, whose work is austere, intentionally and carefully limited to a particular domain in the history of science, which in any case does not pass for a spectacular discipline, has somehow found him self present in discussions where he himself took care never to figure.
Documents ten case studies that explore aspects of business organization ranging from staff accumulation to cocktail party behavior
How does HRM affect an organisation's chances of survival, its degree of financial success and its reputation in wider society? How is HR strategy shaped within and across organisations, industries and societies, and how can managers improve it to strengthen their organisation's performance? Strategy and Human Resource Management addresses these vital questions. Written by a renowned author team, it treats HR strategy as an essential element in business strategy, whilst integrating a vast range of relevant research and theory. Now in its fourth edition, it continues to challenge academics, students and practitioners to approach HRM from a strategic perspective. New to this edition: • All chapters have been fully updated, the selection of key studies improved, and the links to major events brought up to date. • Includes a more thorough analysis of the general principles in strategic HRM. • It has been restructured to provide a deeper examination of HR strategy in the 'mega contexts' of manufacturing, services, multidivisional firms, and multinationals. This book is an essential companion for upper-level undergraduates, postgraduate students of HRM, and MBA students. Practitioners interested in the role of HRM in successful businesses will also find this a thoroughly engaging and invaluable resource.
Senior Leadership Teams
Author: Ruth Wageman, Debra A. Nunes, James A. Burruss, J. Richard Hackman
Publisher: Harvard Business Review Press
An organisation's fate hinges on its CEO—right? Not according to the authors of Senior Leadership Teams. They argue that in today's world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person - no matter how talented. Result? Chief executives are turning to their enterprise's senior leaders for help. Yet many CEOs stumble when creatinga leadership team. One major challenge is that senior executives often focus more on their individual roles than on the top team's shared work. Without the CEO's careful attention to setting the team up correctly, these high-powered managers often have difficulty pulling together to move their organisation forward. Sometimes they don't even agree about what constitutes the right path forward.The authors explain how to determine whether your organisation needs a senior leadership team. Then, drawing on their study of 100+ top teams from around the world, they explain how to create a clear and compelling purpose for your team, get the right people on it, provide structure and support, and sharpen team members' competencies - and your own. Timely and practical, this book enables you to create and sustain a leadership team whose members learn from one another while collaborating to pursue your company's objectives.
Author: Frederic Laloux, Ken Wilber
Publisher: Lightning Source Incorporated
The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs. Deep inside, we long for soulful workplaces, for authenticity, community, passion, and purpose. The solution, according to many progressive scholars, lies with more enlightened management. But reality shows that this is not enough. In most cases, the system beats the individual-when managers or leaders go through an inner transformation, they end up leaving their organizations because they no longer feel like putting up with a place that is inhospitable to the deeper longings of their soul. We need more enlightened leaders, but we need something more: enlightened organizational structures and practices. But is there even such a thing? Can we conceive of enlightened organizations? In this groundbreaking book, the author shows that every time humanity has shifted to a new stage of consciousness in the past, it has invented a whole new way to structure and run organizations, each time bringing extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a radically more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals? The pioneering organizations researched for this book have already "cracked the code." Their founders have fundamentally questioned every aspect of management and have come up with entirely new organizational methods. Even though they operate in very different industries and geographies and did not know of each other's experiments, the structures and practices they have developed are remarkably similar. It's hard not to get excited about this finding: a new organizational model seems to be emerging, and it promises a soulful revolution in the workplace. "Reinventing Organizations" describes in practical detail how organizations large and small can operate in this new paradigm. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.
The shift from manufacturing- to service-based economies has often been accompanied by the expansion of low-wage and insecure employment. Many consider the effects of this shift inevitable. In Disintegrating Democracy at Work, Virginia Doellgast contends that high pay and good working conditions are possible even for marginal service jobs. This outcome, however, depends on strong unions and encompassing collective bargaining institutions, which are necessary to give workers a voice in the decisions that affect the design of their jobs and the distribution of productivity gains. Doellgast's conclusions are based on a comparative study of the changes that occurred in the organization of call center jobs in the United States and Germany following the liberalization of telecommunications markets. Based on survey data and interviews with workers, managers, and union representatives, she found that German managers more often took the "high road" than those in the United States, investing in skills and giving employees more control over their work. Doellgast traces the difference to stronger institutional supports for workplace democracy in Germany. However, these democratic structures were increasingly precarious, as managers in both countries used outsourcing strategies to move jobs to workplaces with lower pay and weaker or no union representation. Doellgast's comparative findings show the importance of policy choices in closing off these escape routes, promoting broad access to good jobs in expanding service industries.
Pendant deux ans, Véronique Brocard s’est installée dans les salles d’audience de la justice du travail, les prud’hommes, et a écouté les salariés qui se battent pour leurs droits, voire leur dignité. Leurs histoires sont grinçantes, édifiantes, parfois drôles, invraisemblables ou d’une grande cruauté, jamais banales. Il est question de harcèlement, de travail précaire ou dissimulé, de salariés assimilés à des « variables d’ajustement », de l’inventivité des patrons pour ne pas payer et celle de certains salariés pour ne pas bosser. On croise des travailleurs immigrés sous-payés, des femmes de ménage maltraitées, un jeune couple poursuivi par leur nounou, des cadres licenciés « sans cause réelle et sérieuse », des ouvriers polonais... Ces histoires, on ne les avait jamais lues.
L’ampleur et la variété des défis que suscite l’essor actuel du contentieux privé des pratiques anticoncurrentielles (le private enforcement) ne sont que partiellement appréhendées par la proposition de directive de la Commission européenne du 11 juin 2013. Cet ouvrage se propose donc de conduire une réflexion d’ensemble sur les évolutions possibles du droit judiciaire privé et du droit civil substantiel. Il est animé par une double quête d’efficacité du contentieux privé et de cohérence entre celui-ci et le contentieux devant les autorités de concurrence (le public enforcement). De toute évidence, le développement encadré du contentieux complémentaire (follow-on) permettrait de réaliser ce double objectif. Il mérite donc une étude détaillée. Pour autant, le contentieux privé autonome (stand alone), statistiquement plus fréquent, pourrait lui aussi s’avérer prometteur en incarnant une voie alternative de répression des pratiques qui échappent aux autorités de concurrence. Pour donner corps à ces deux convictions, il est proposé d’élaborer un régime commun aux contentieux privé autonome et complémentaire complété par un régime particulier à chacun d’eux. Cette thèse a obtenu le premier prix 2013 de la revue Concurrences.