Documents organization development 27 results

"Quelles sont les transitions professionnelles des salariés dont le contrat de travail est volontairement ou involontairement rompu dans un contexte de changements organisationnels et technologiques de leur entreprise ? L'enquête COI 2006 et sa post-enquête qualitative réalisée deux ans plus tard permettent d'analyser ces transitions dans une problématique qui articule déterminants structurels et stratégies individuelles. Cinq types de transition professionnelle sont mis au jour dans lesquels jouent, de façon différenciée, la manière dont le salarié vit le changement, la pérennité de son emploi, l'initiative de la rupture de son contrat de travail et, pour terminer, sa capacité à mobiliser un projet professionnel. Entre les transitions choisies qui prennent la forme d'une démission et qui s'ouvrent sur une trajectoire favorable pour le salarié et les transitions subies qui se traduisent par un licenciement et où le risque d'exclusion est fort, il existe une zone intermédiaire faite aussi bien de démissions que de licenciements, de choix que de contraintes, dont cet article dessine quelques contours."

"Purpose – This study aims to analyze the relationship between the culture in one of the majority national trade unions in Spain and the difficulties in accomplishing the desired changes and innovations.

Design/methodology/approach – A total of 15 focus groups comprised of trade union leaders were conducted. Transcriptions of the groups were analyzed from a grounded theory approach

Findings – The presence of an “inconclusive dialectic” structure (thesis-antithesis-no synthesis) in the leaders' rhetoric was identified. From a dialectic perspective of organizational change, this can be interpreted as a factor slowing change within the organization.

Research limitations/implications – The study reflects the role played by organizational culture in maintaining this inertia and in the delay of the reduction of divergence between internal and external dimensions implied in the working and survival of trade union organizations. The results of the study reflect the need to introduce changes in the trade union's language and to redefine some of the terms in the discourse. New standards for the evaluation of the efficiency of trade unions as a whole, teams and their members are also necessary. This redefinition implies proposals able to synthesize tensions between the ideological and instrumental and between activism and professionalism.

Originality/value – In order to face workers' demands in the current framework of labor relations, there is general consensus on the need for change and development in trade union organizations. There are numerous factors involved that have been analyzed and some initiatives have been implemented from different levels with unclear success. Although literature on organizational development gives culture a central role, in the case of trade unions this dimension has been neglected."

"The paper develops a model where the structure of organizations is a choice variable for firms and depends on conditions in the labour market. It shows that an increase in the supply of skilled labour may lead firms to adopt organizations with less hierarchical levels. This organizational change increases firms' demand for skilled agents and qualitatively modifies their jobs (i.e. the set of tasks assigned to skilled employees) thus increasing the skilled wage premium."

"This paper focuses on the changing governance of economic development in a globalizing era in relation to the dynamics of global value chains and global production networks. Based on recent development in such East Asian economies as South Korea, Taiwan and Singapore, I examine how, since the 1990s, the embedded relation between one variant of state institutions, known as the developmental state, and national firms, well integrated into global chains and networks spanning different territories and regions, has evolved. Because of the deepening strategic coupling of these national firms with lead firms in global industries, the developmental state's attempt to govern the market and to steer industrial transformation through direct policy interventions has become increasingly difficult and problematic. Through this process of strategic coupling, national firms have been gradually disembedded fromstate apparatuses and re-embedded in different global production networks that are governed by competitive inter-firm dynamics. While the state in these East Asian economies has actively repositioned its role in this changing governance, it can no longer be conceived as the dominant actor in steering domestic firms and industrial transformation. The developmental trajectory of these national economies becomes equally, if not more, dependent on the successful articulation of their domestic firms in global production networks spearheaded by lead firms. In short, inter-firm dynamics in global production networks tend to trump state-led initiatives as one of the most critical conditions for economic development. This paper theorizes further this significant role of global value chains and global production networks in the changing international political economy of development. "

"Nombre d'entreprises jouent actuellement la carte des réseaux sociaux numériques en espérant améliorer la circulation de l'information, faire émerger de nouvelles formes de collaboration, favoriser la transversalité dans les échanges et le partage des compétences, tout en luttant contre la surcharge informationnelle. Une enquête par questionnaire réalisée auprès de salariés d'une grande entreprise inscrits sur le réseau social interne, complétée par une série d'entretiens, montre que les réseaux d'entreprise, loin de révolutionner les pratiques professionnelles, se positionnent comme un outil de travail prolongeant les pratiques déjà existantes. Les usages collaboratifs de l'outil se développent plus que la dimension sociale (présentation de soi, enrichissement des réseaux relationnels). Cette deuxième dimension pourrait-elle se développer dans des organisations plus horizontales ? La question reste ouverte."

"Best-seller traduit en 19 langues, Comportements organisationnels a déjà accompagné plus de cinq millions d'étudiants dans le monde et est considéré comme le manuel de référence de la discipline. Tout en conservant les qualités qui ont assuré son succès (un style accessible, un contenu de haut niveau et une approche pédagogique), cette 16e édition rend compte des recherches et des évolutions les plus récentes du domaine : Une place particulièrement importante est accordée aux problématiques très actuelles : diversité culturelle, intelligence émotionnelle, éthique, créativité, innovation, bien-être au travail. L'ensemble des exemples introductifs a été renouvelé. Une nouvelle rubrique, "Sondage", permet de quantifier et d'illustrer les tendances et phénomènes majeurs décrits et analysés dans l'ouvrage. Organisé autour de quatre angles d'étude complémentaires les comportements des individus, les comportements des groupes, l'impact du système organisationnel sur les comportements et les dynamiques transversales le livre est tout autant un support de connaissance qu'un outil de travail qui propose de multiples pistes d'analyse et d'action. Les nombreux exemples portent sur des pratiques très variées et les perspectives managériales sont systématiquement soulignées. Enfin, chaque chapitre est accompagné d'un très riche corpus d'activités (questions de révision, de réflexion, débats, exercices de groupe, études de cas). Le travail d'adaptation de Véronique Tran met en lumière les spécificités européennes et françaises. Il comprend des situations tirées d'organisations diverses (Pepsico France, BNP Paribas, Fiat, Danone, Orange, EADS...) et interroge les comportements managériaux de figures telles que Christophe de Margerie (Total) ou Jean-Claude Le Grand (L'Oréal). Il intègre également les données du contexte social et juridique français, renouvelle les illustrations et les cas, et propose, dans chaque chapitre, une bibliographie en français."

"In this paper we provide an overview of the research on nonstandard work with a view to answering the following questions: (i) why do organizations use nonstandard workers, (ii) how has the practice of using nonstandard workers affected human resource management practices in organizations, and (iii) how has the use of nonstandard workers affected the profitability, productivity and sustainability of organizations. We build on previous reviews of nonstandard work arrangements (Ashford, George, & Blatt, 2008; Connolly & Gallagher, 2004; George & Ng, 2010) that focused largely on the individual worker's experience of this practice. Our point of departure from these reviews is that we also focus our attention on the organizational implications of using nonstandard work and nonstandard workers. "

"The aim of this study is to reach an understanding as to the impact of and reactions to cultural and value aspects in connection with a changeover from a socio-technically inspired station assembly production model to a Japanese oriented lean production model in a Japanese acquired Swedish plant. Results show that culturally based clashes were common, indicating that not only for mergers and acquisition between Swedish and Japanese companies but also when implementing Japanese oriented lean production models in general, the notions of participation, self-government and equality, on the one hand, and perfection, obedience and respect for authorities, on the other, as basic points of departure must be considered. These notions are indicative of two very different mindsets connected not only to Swedish and Japanese national cultures, but also to the two different production models. These differences have to be taken into consideration in order to successfully implement a new production system and thereby avoid reactions such as organizational misbehaviour and misbehaviour based on cultural unawareness. "

"The realities of global competition and increased customer sophistication have focused organisational attention on the need to develop a “learning culture”. However, while much has been written on the importance of evolving a “learning culture”, less attention has been given to understanding in a practical way the characteristics of learning organisations and the ways in which companies can improve their learning systems This study of selected multinationals in Ireland identifies organisational learning antecedents and key characteristics that can be located on a new learning model that is driven by customer and competitive needs, requiring executive management commitment and visible support to be successfully implemented."