AIMS Association Internationale de Management Strategique - Actes de conférences Description du système français de formation au management et de sa dualité Auteur Tamym ABDESSEMED Résumé Le marché de la formation supérieure au management (i.e. gestion) s'est considérablement développé en France depuis les années 1970 et a vu la création de très nombreux établissements délivrant des diplômes suite à des formations en gestion. L’action organisationnelle comme le résultat d’une écologie interne des rationalités? Jacques ANGOT Florence DURIEUX L’action organisationnelle est un élément important de la compréhension des organisations. Néanmoins, le concept de rationalité a vu sa définition et son statut évoluer au cours des écrits passant de l'idée d'une Raison universelle (Cf. rationalisme) à celle plus modeste de plusieurs rationalités substantives mais aussi à celle de la pratique limitée de cette Raison (Simon, 1972) à l'origine de la recherche d'une rationalité procédurale qui, pour certains, aboutirait à des mécanismes de rationalisation (Gomez, 1996). Olivier MEIER
PRIMO-F - The Business Growth Model | RapidBI - Rapid Business Improvement PRIMO-F Business Growth Model The PRIMO-F model was developed as part of a SWOT analysis of an organization. It provides a consistent framework for comparison either from within the organization or to benchmark against a previous analysis or benchmark against other organizations. The PRIMO-F model was based on some work from the Durham University Business School (DUBS), and what makes an organization and its management effective. This research demonstrated that an effective organization needed to fulfil the following equation: Organizational Growth Effectiveness Performance to date * Potential for the future Where Performance to date (FiMO) included: Finance,Marketing andOperations and Potential for the future (RECoIL) included: Resources,Experience,Controls and SystemsInnovation andLeadership This was sometimes called FiMO/ RECoIL. One of the problems with the model in the ‘field’ is that often key issues were missed. The PRIMO-F Model: PRIMO-F Performance of the business. Potential for Growth
The Common Craft Blog Many professionals work toward the moment their project, presentation, or work blows someone’s socks off. It’s easy to imagine a dream-like vignette where, once your peers and managers see your work, they form a conga line to celebrate the amazing things you’ve done. It’s sexy, they say. It’s a seductive way to think about work. But here’s the thing. Once the lights dim and dance floor clears, there must be more to the story. Of course, this may not be sexy. So, don’t be seduced. Théorie du management par les ressources La théorie du management par les ressources (ou Resource based View Theory)[1] est une approche qui est apparue au milieu des années 1980 dans la gestion stratégique des entreprises grâce à des auteurs comme Birger Wernerfelt, Richard Rumelt[2] et Jay B. Barney. Cette analyse est fondée sur les travaux initiaux d'Edith Penrose et de la théorie de l'organisation industrielle de l'école de Chicago (Yale Brozen, Harold Demsetz, Sam Peltzman). Présentation de la théorie du management par les ressources Selon la théorie du management par les ressources, le "développement de la'firme ne dépend pas seulement de son positionnement externe et du jeu des forces auquel elle est soumise, mais qu'une bonne part de son succès dépend aussi des ressources qu'elle a à sa disposition et qu'elle mobilise à sa façon au service de son offre pour ses clients"[3]. La notion d'équilibre économique, en particulier sous la forme d'équilibre concurrentiel, est une concept central dans cette approche. Annexes
The Management Myth - Magazine During the seven years that I worked as a management consultant, I spent a lot of time trying to look older than I was. I became pretty good at furrowing my brow and putting on somber expressions. Those who saw through my disguise assumed I made up for my youth with a fabulous education in management. The strange thing about my utter lack of education in management was that it didn’t seem to matter. After I left the consulting business, in a reversal of the usual order of things, I decided to check out the management literature. Management theory came to life in 1899 with a simple question: “How many tons of pig iron bars can a worker load onto a rail car in the course of a working day?” Taylor was forty-three years old and on contract with the Bethlehem Steel Company when the pig iron question hit him. When the Hungarians realized that they were being asked to quadruple their previous daily workload, they howled and refused to work. And so was I. We were very much of the moment.
de Bono Thinking Systems | Tools This site takes advantage of cutting edge technology to present the most effective and efficient website. This technology requires that your browser supports web standards. While this site will remain functional for you without, we strongly recommend you upgrade to a standards-compliant browser. You have been assigned to figure out how to increase productivity in your department while reducing costs. Or you need to figure out how to shorten meeting times, reducing conflict among your team members while you're at it. At the core of the de Bono Thinking Systems® are three distinct thinking methods as developed by Dr. The methods can be used independently of each other, or in combination, depending on your situation. Introduced in 2004, Focus on Facilitation™ which uses tools from all three core methods creates a unique tool kit for Facilitators of all skill levels.
Trouver des ressources numériques pour l'enseignement supérieur en Économie et Gestion | aunege The story BCG offered me $16,000 not to tell The city was strange and the society was unnerving, but what disturbed me most about my Dubai experience was my job as a business consultant for the Boston Consulting Group. I really had no idea what to expect, going in. In my mind, consulting was about answering business questions through analysis. It was supposed to be Excel sheets and models, sifting through data to discover profit and loss, and helping clients make decisions that would add the most value for themselves, and by extension, society. It was worrisome to enter a new job without any guarantee that I would be qualified. The first clue that my mental picture of consulting was off came with “training” in Munich. After a pleasant week of pseudo-partying, I returned to Dubai and was assigned to writing case proposals. Case proposals were despised by the rank and file — one had a dozen bosses, unclear objectives, and virtually no coordination with co-workers. I worked hard at MIT. I’m a free marketeer. I spoke up once.
Alternative Medicine, Cancer Thearpies, Health Consultation|Burton Goldberg The Personal MBA Recommended Reading List: The 77 Best Business Books In Print “You wasted $150,000 on an education you coulda got for a buck fifty in late charges at the public library.” Will Hunting (played by Matt Damon), Good Will Hunting MBA programs don’t have a monopoly on advanced business knowledge: you can teach yourself everything you need to know to succeed in life and at work. The Personal MBA features the very best business books available, based on over ten years and thousands of hours of research. This page lists all Personal MBA recommended books and resources for easy printing, bookmarking, and reference. Here are the 99 business books The Personal MBA officially recommends… click on the title of each book to read a detailed description of each book and why it’s important, or the buttons to the right for additional reviews. Books purchased through this website support The Personal MBA’s ongoing research. Read This First For Best Results... Buy the Book: Business Creation Value-Creation & Testing Marketing Sales Value-Delivery Finance & Accounting Influence
Healthy Building Environmental Learning Center McKinsey’s corrupted culture | Felix Salmon | Analysis & Opinion John Gapper makes a good point: management consultants in general, and McKinsey consultants in particular, have made their entire business out of exploiting the moral grey zone surrounding confidential information. The reason you hire McKinsey is that its consultants have seen strategic business issues like yours before, and therefore might have developed good insights into how to approach them. But the reason they’re familiar with those issues is that they’ve been given highly confidential information about your competitors. So when you hire McKinsey you’re essentially trying to acquire, for a very high hourly fee, the kind of corporate intelligence that can only be built up through long exposure to highly-sensitive commercial information. Here’s Gapper on McKinsey: In this sense, a management consultant is a bit like an art dealer, or anybody else who traffics in valuable information asymmetries. None of this remotely explains or excuses what Gupta is accused of doing, of course.
How do CEOs spend their time? Corporate leadership attracts enormous attention, both from scholars and from the public. Yet, despite this strong interest, very little is known on what activities leaders engage in. Most texts that purport to define and explain the role of corporate leaders are based on a small amount of evidence, often just a single case. What is widely considered the authority in this area, John P Kotter’s (1999) classic, “What Leaders Really Do? To fill the gap, we have developed a methodology to collect and analyse information on how CEOs of top companies use their work time. To collect the time use data, we ask the CEO's personal assistant (PA) to keep a diary of the activities performed by the CEO during a pre-specified week (from Monday to Friday). Activities are grouped according to whether they involve employees of the firm (insiders) or only people external to the firm (outsiders). Our data reveals that, as expected, CEOs spend the majority of their time with other people (85%). Figure 1.