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Artykuły w czasopismach na temat "Manager intermédiaire"
Dietrich, Anne. "Le manager intermédiaire ou la GRH mise en scène". Management & Avenir 21, nr 1 (2009): 196. http://dx.doi.org/10.3917/mav.021.0196.
Pełny tekst źródłaLardeau, Matthieu. "Les postes de journalistes-managers, un enjeu problématique de la carrière des journalistes". Recherches en Communication 43 (13.08.2020): 127–44. http://dx.doi.org/10.14428/rec.v43i43.58063.
Pełny tekst źródłaPhanuel, Dominique, i Marc-André Vilette. "Vision stratégique et rôles des managers intermédiaires : le cas des membres d’un comité de coordination". Management & Sciences Sociales N° 32, nr 1 (1.01.2022): 5–22. http://dx.doi.org/10.3917/mss.032.0005.
Pełny tekst źródłaMahieu, Christian. "Construction de l'engagement stratégique des managers intermédiaires". Revue de gestion des ressources humaines 78, nr 4 (2010): 59. http://dx.doi.org/10.3917/grhu.078.0059.
Pełny tekst źródłaSchepers, Stefan. "Réflexions sur l'administration intermédiaire". Res Publica 28, nr 1 (31.03.1986): 159–67. http://dx.doi.org/10.21825/rp.v28i1.19196.
Pełny tekst źródłaRuel, Salomée, Jean-Pierre Dumazert i Faniry Moreau. "Cadres intermédiaires en grande distribution. Quels facilitateurs de bienfaits pour les managers de rayon dans un contexte collaboratif ?" Management & Sciences Sociales N° 23, nr 2 (1.07.2017): 101–19. http://dx.doi.org/10.3917/mss.023.0101.
Pełny tekst źródłaBuscatto, Marie. "Des managers à la marge: la stigmatisation d'une hiérarchie intermédiaire". Revue Française de Sociologie 43, nr 1 (styczeń 2002): 73. http://dx.doi.org/10.2307/3322680.
Pełny tekst źródłaCascioli, Fiammetta, i Cécile Dejoux. "L’apprentissage du management en entreprise avec un MOOC : l’importance du profil managérial dans la définition des attentes". Question(s) de management 46, nr 5 (11.09.2023): 111–21. http://dx.doi.org/10.3917/qdm.226.0111.
Pełny tekst źródłaMfelam, Jean Roger. "Perception de la politique de crédit de la banque filiale par ses parties prenantes : quelle conséquence en matière de réforme organisationnelle ?" Revue Management & Innovation N° 9, nr 3 (26.03.2024): 130–45. http://dx.doi.org/10.3917/rmi.209.0130.
Pełny tekst źródłaAït Razouk, Abdelwahab, i Yann Quemener. "Engagement des managers intermédiaires dans une approche cognitive de la gouvernance". Question(s) de management 17, nr 2 (2017): 11. http://dx.doi.org/10.3917/qdm.172.0011.
Pełny tekst źródłaRozprawy doktorskie na temat "Manager intermédiaire"
Ospital, David. "La délégation du directoire au manager intermédiaire : de l'intention à l'acte : Analyse d'un processus complexe au sein d'une banque". Paris 1, 2007. http://www.theses.fr/2007PA010068.
Pełny tekst źródłaBen, Mbarek Adel. "Agilité versus immobilisme organisationnel : Rôle de la communication dans une entreprise publique privatisée". Electronic Thesis or Diss., Université Côte d'Azur, 2022. http://theses.univ-cotedazur.fr/2022COAZ2011.
Pełny tekst źródłaAfter a reform in 2006 of the company subject of our study, the leaders wanted to succeed in these transformations by adopting a discourse encouraging employees to adopt the principles of "organizational agility". This reform which tries to bring more agility to a company which evolves in a rigid bureaucratic configuration in an unpredictable national context (post-revolution context). From 2006 to 2020 the relationship between the forces of change and the forces of resistance is characterized by permanent competition taking advantage of socio-political and organizational contexts. During this period, communications overlap and each force seeks to attract middle managers to its side in order to hinder or succeed in its projects. After a reform in 2006 of the company object of our study, the leaders tried to make a success of these transformations by the adoption of a speech encouraging the employees to adopt the principles of “organizational agility”. This reform attempts to bring more agility to a company which evolves in a rigid bureaucratic configuration in an unpredictable national context (post-revolution context).We will seek to understand the effect of managerial discourse in the development of the principles of organizational agility among employees, one of the effects of which has also been “organizational immobility”. It is ultimately the role of middle managers that is in question here, since they play an essential role in translating managerial discourse to employees. This translation can be "faithful" as provoking movements of resistance and blockage.This research aims to answer two main questions : the first questions the role of communication in the development of the principles of organizational agility. And the second question seeks to shed light on the roles of middle managers in a context of change.As part of an action research based on complete participant observation and semi-structured interviews, we have identified as a result that internal communication plays an essential role in the development of the principle of agility, except that middle managers can lose between the different types of union and managerial communication. Similarly, “ incommunication” represents a phenomenon that testifies to the weakening of the role of communication in a context of change. At the same time, we understood that the translation of intermediate managers is an intermediate phase in the communication process and which is located between the sender and the receiver. This translation can produce signals which make it possible to modify the signals received from the transmitter and to create a difference in the direction between the two parts (between the project and the realization). We note that this modification or adaptation produced by the translator intermediary manager represents a form of routines that hide their resistance
Codo, Sylvie. "Le stress professionnel des managers intermédiaires et des managers de proximité : une application au secteur public". Thesis, Tours, 2012. http://www.theses.fr/2012TOUR1010/document.
Pełny tekst źródłaThe objective of this research is to study the organizational and individual factors who affect manager’s stress in the public sector. The results reveal the role of age, type of organization and hierarchical level in stress perception. Then, the result confirm, on the one hand, the direct influence of role tension, perceived social support from superiors and subordinate and work engagement on perceived stress. They show, on the other hand, inequality of stress perception depending on the size of these variables. Finally, they reveal that the role of perceived stress attenuator attributed to perceived social support under role tensions is not fully validated. It plays this role only for the local managers and in some specific situations. The exacerbation of the role of perceived stress assigned to the emotion-focused coping strategy of self accusation under role tensions is partially verified among public managers
Théron, Christelle. "Attention et supervision : une étude de l'attention des managers de proximité dans leur activité de supervision". Thesis, Paris 1, 2015. http://www.theses.fr/2015PA010072.
Pełny tekst źródłaSupervision used to be one important side of first-line managers' daily activities. Recent research work and publications point out the fact that this activity is now losing its relevance compared to others dedicated to co-workers’ development. First-line managers themselves seem to have little attention left for supervision because of the myriad of activities in which they engage and which are prone to scatter their attention. However, some studies still find that the core of the supervisory activity remains. To better understand how managers exert supervision in a dynamic environment and among their fragmented activities, the thesis studies managers' attention. A multiple-case study made of four managers is presented. Data is collected through a two-week shadowing (mobile observation method) per manager. Interviews drawing on the interview-to-the double method are also conducted. 1968 attentional episodes of managerial supervision have been identified and analysed. This analysis reveals different modes of implementing and articulating attentional episodes and discovers aspects from managers' attentional perspective structuring their sensitivity to operations. The thesis identifies four components of managers' supervisory activity common to the managers: articulating actions, stimulating actions, "advertant", pedagogical. Through their attentional processes managers exert swiftly their supervision and subsume the complexity and variability of the operations they are responsible for. The thesis reveals the richness of managers' supervisory activity , particularly through the pedagogical and "advertant" components
Delaunay, Anne-Laure. "Médiations des instruments digitaux dans l'activité des managers intermédiaires : une ethnographie au sein des technicentres industriels SNCF". Thesis, Paris 1, 2020. http://www.theses.fr/2020PA01E036.
Pełny tekst źródłaSince the introduction of digital technologies in organizations, middle managers must deal with a multiplication of artefacts and potential uses. We approach in this doctoral work the question of managerial activity transformation of managerial activity through this constellation of digital tools. More specifically, a theoretical bridge is advanced, between a sociomaterial approach based on the digital affordances perceived by managers (Leonardi 2011) and the different levels of analysis in the activity (Leontiev 1976, 1978) through instrumental mediation as a layout of artefacts and uses (Rabardel 1995). This framework foregrounds the instrumental updating by middle managers of digital affordances and the dynamic in managerial activity transformation. To explore this tentative theory, we turn to a 27-months ethnographic study of managerial activity in train maintenance plants using shadowing technique (Czarniawska 2007). The findings of this explanatory case study show that digital gives rise to contradictory injunctions. Middle managers try to concretely reply to them by actualizing perceived digital affordances into instrument. Their managerial activity is thus reshaped in cognition, action and interaction. Over time, the constellation of digital instruments built in managerial situation requires more consistency. An assembly is then carried out thanks to learning affordances (colour codes, common uses...). The main contribution of our research lies precisely in the central role of learning affordances (Kaptelinin and B. Nardi 2012). Our work thus contributes to the literature on technology mediated changes (Allen et al. 2013). Through instrumental construction and assembly, middle managers experiences what makes sense and what is efficient for them in their activity. Thus, digital instruments can contribute to the development of managerial empowerment (Clot, 2014)
Azambuja, Ricardo. "Cadres intermédiaires et frontières dans l'organisation : enjeux de collaboration, d'expérience du travail, et de réalités organisationnelles". Thesis, Cergy-Pontoise, Ecole supérieure des sciences économiques et commerciales, 2015. http://www.theses.fr/2015ESEC0004.
Pełny tekst źródłaThis dissertation investigates middle-managers’ work, experience of work, and construction of organizational reality. It draws its empirical material upon a seven month multi-site ethnographic fieldwork within a medium-sized Brazilian auditing and consulting firm. The core of this dissertation is constituted of three independent papers. The first of these papers sets out a conceptualization of the emergence and nature of middle-managers’ boundary work as a means of fostering collaborative work among distinct, and often divergent, organizational actors. Boundary work consists of the transference of knowledge, the translation of understandings, and the transformation of interests that are mismatched across organizational groups. A conceptual framework composed of eight structural conditions, seven types of middle-managerial boundary work and nine structural consequences is advanced and mobilized, illustrating its theoretical and practical implications for understanding middle-managers’ work of fostering cross-functional collaboration. The second paper of this dissertation studies the subjective experience of middle-managers while performing such a boundary work of interfacing different organizational groups. This is done by building upon the concept of ‘boundary subjects’ proposed by Huzzard et al. (2010), which encapsulates such work responsibilities, and by demonstrating the ambivalent repercussions of the in-betweenness of middle-managers’ work in their subjective experience of performing this work. The third paper focus on the most important of BAMA’s branches to study how the middle-managers from this branch deviate from headquarters directives. The Baudrillardian (1983) concept of the simulacrum is drawn upon to structure the demonstration of three distinct simulated practices engaged in at the branch, each pertaining to an order defined by an increasingly distance from the corresponding headquarters practices. This paper highlights middle-managers’ roles and purposes in creating and maintaining simulated practices, and posits that the simultaneous management of alternative ‘realities’ may provide a way for middle-managers to expand their power, in both symbolic and material terms
Alioua, Hala. "Le déploiement de la vision stratégique par le management intermédiaire : une approche par la théorie du sensemaking". Thesis, Normandie, 2017. http://www.theses.fr/2017NORMC013.
Pełny tekst źródłaFaced with the dynamics and complexity of the environment, the middle managers of the subsidiaries are often subject to a double pressure, on one hand of their subsidiary and on the other hand of the parent company. Thus, they cannot manage the different objectives imposed that are often contradictory especially when they are part of a process of continuous change. Indeed, middle managers, actors and recipients of change, cannot make sense of their actions when faced with ambiguous, new and critical events.The qualitative and longitudinal study carried out in a French subsidiary belonging to a German group, analyzes and describes the role of the middle managers in their interactions and their sensemaking and “sensegiving" for purpose of appropriation and implementation on the ground. By proposing a multi-level analysis, the case study enable to understand the events that impact their interpretations and sensemaking in the framework of change imposed by the headquarters
Payaud, Marielle Audrey. "Les "Middle managers" et la formation des stratégies des entreprises de services de réseau". Lyon 3, 2003. https://scd-resnum.univ-lyon3.fr/out/theses/2003_out_payaud_m.pdf.
Pełny tekst źródłaValiorgue, Bertrand. "La construction organisationnelle de la responsabilité sociale de l'entreprise : une étude de la contribution des middle managers à l'internalisation des effets externes négatifs". Lyon 3, 2008. https://scd-resnum.univ-lyon3.fr/out/theses/2008_out_valiorgue_b.pdf.
Pełny tekst źródłaLast years have been concerned by numerous institutional calls for corporate social responsibility. These institutional calls are usually welcomed by senior managers who assume to put their firms in the path of corporate social responsibility. The stakeholders expectancies and the reduction of collateral damages are entire parts of the strategies. Our aim in this doctoral work is to understand who a firm become socially responsible and more precisely how a firm reduce its « social costs ». We observe what are the process and actors involveld in the construction of corporate social responsibility. Our observations are concentrated on middle managers who seem to be central performers in the negative external effect reduction process
Quéré, Olivier. "L’atelier de l’État : des Instituts régionaux d’administration pour former les cadres intermédiaires de la fonction publique (1966-2013)". Thesis, Lyon 2, 2014. http://www.theses.fr/2014LYO20099.
Pełny tekst źródłaEvery year in France, about 700 administrative officers (French attachés) get hired thanks to a competition. They are neither street level bureaucrats nor top civil servants, but these civil servants constitute most of the intermediate administrative staff of public services. Yet, they remain mostly invisible to citizens and little known to social scientists. Since 1970, Regional Administration Institutes (IRA) have been designed to merge and homogenize the recruitment, training, and practices of these public agents. The study of those educational institutions sheds light on the process through which the State assigns these middle managers a specific mandate.Combining sociological approaches of public administration and of socialization, three perspectives related to the middle managers’ training are being developed. First, a socio-historical analysis of the reforms of the IRA sheds light on hardships encountered by the administration in establishing an inter-ministerial “corps”. This approach allows us to understand compromises between ministries that allow the stabilization of the training’s organization. Then, within the IRA institution, the study of prescribed and taught knowledge enlightens the different activities entrusted to middle managers during their training. These skills shape various figures of the public services' middle managers. Finally, an ethnographic approach of processes of socialization within the IRA institution shows that the mandate of the attaché also stems from various modes of appropriation and discrepancies from institutional expectations.These three sites of investigation constitute an interesting vantage point of two type of deep-seated tensions among middle management. First, the tension between the unification of the group and its scattering. Then, that between the attachés’ autonomy and their participation in the “dirty work” chain of delegation. Both manager and managed, both technician and non-specialist, both legal expert and team leader, the mandate of these middle managers fluctuates depending on what the State wants to achieve with its administration
Książki na temat "Manager intermédiaire"
association professionnelle des métiers de la création SMartBe. L'artiste et ses intermédiaires: Manager, agent, administrateur, diffuseur, directeur artistique ... Wavre (Belgique): Mardaga, 2010.
Znajdź pełny tekst źródłaThe death of the organization man: With a new introduction. New York: Simon & Schuster, 1991.
Znajdź pełny tekst źródłaBennett, Amanda. The death of the organization man. New York: Morrow, 1990.
Znajdź pełny tekst źródłaCzęści książek na temat "Manager intermédiaire"
Mocquet, Bertrand. "Le visible et l’invisible : un nouvel espace de communication pour le manager intermédiaire". W Visibles et invisibles, 71–85. Presses universitaires de Perpignan, 2020. http://dx.doi.org/10.4000/books.pupvd.36115.
Pełny tekst źródłaBargues, Émilie. "8 - L’univers standardisé et méritocratique des managers d’une entreprise de restauration rapide". W Les professions intermédiaires, 143. Armand Colin, 2013. http://dx.doi.org/10.3917/arco.guit.2013.01.0143.
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