Literatura científica selecionada sobre o tema "Gestion d'entreprise – Études de cas"
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Artigos de revistas sobre o assunto "Gestion d'entreprise – Études de cas"
Blais, René. "Perceptions et attitudes à l'égard des ressources humaines : le cas de l'alimentation au détail au Québec". Articles 49, n.º 2 (12 de abril de 2005): 336–55. http://dx.doi.org/10.7202/050939ar.
Texto completo da fonteDuclos, Nathalie, e Valérie Robin Azevedo. "Sorties de conflits, politiques de réparations et mobilisations collectives. Un regard comparé Kosovo-Pérou". Critique internationale N° 100, n.º 3 (1 de setembro de 2023): 81–91. http://dx.doi.org/10.3917/crii.100.0081.
Texto completo da fonteSamuels, Harry, Santigie Abu Kamara e Fuhad Ahmed Mohamed Bangura. "ASSESSING THE ROLE OF INTERNAL AUDIT IN PROCUREMENT PROCESSES AND PROCEDURES: A CASE STUDY OF THE NATIONAL REVENUE AUTHORITY IN SIERRA LEONE". European Journal of Economic and Financial Research 8, n.º 3 (30 de abril de 2024). http://dx.doi.org/10.46827/ejefr.v8i3.1692.
Texto completo da fonteTeses / dissertações sobre o assunto "Gestion d'entreprise – Études de cas"
Ben, Fadhel Adnen. "La dynamique séquentielle culture-gestion : fondements théoriques et analyse empirique du cas tunisien". Nice, 1992. http://www.theses.fr/1992NICE0008.
Texto completo da fonteThe occidental management methods, one applied in the developing contries, are a failure. That may be explained by two facts. On one hand management is a prescience within a scientific project which is both social and human and there fore relatively. On the other hand the notion of the one best way is an illusion. We establish olso that management is not transcontinental because it is not transcultural. With such a result we have discussed the culturality of management within the fraine of an analysis based on a sequential dynamics. The succession of culture and management allows the avoid the transgression of human values in the entreprise and leads to mobilization and thus ifficiency. The opposite sequence allows management to survive despite some cultural, fatalist and innefficient elements. That dynamic operied us the door to suggest a pattern of an economic cultural management able to ensure a relatively efficiency since it's impossible to reach an absolute efficiency. Through the empirical analysis we have applied the thesis of culturality and then the thesis of sequential dynamics to the tunisian context in order to come up to adequate economic and cultural management pattern. Furthermore, a three step analysis of cultural espects and their adequate management pattern allows the deduction of evolution cycle of the tunisian case, then by emphasizing its future prospectives. This is important in order to preserve the efficiency of management
Bourgeon, Laurent. "Organisation transversale et capitalisation des apprentissages : le cas des projets de développement de nouveaux produits". Aix-Marseille 3, 1998. http://www.theses.fr/1998AIX32044.
Texto completo da fonteThe recent evolution of competitive environment made time and capacity for developing new products as prime factors of competitivity. The horizontal organization of new products development projects is understood as the best suitable structure in this new context. The autor intend to show how autonomy vested in new product development project in this type of structure entrances learning and changes the problem of organizational learning memorization in the firm
Bouglet, Johan. "Contribution à la connaissance de la gouvernance d’entreprise : le cas des entreprises nationales". Paris 9, 2006. https://portail.bu.dauphine.fr/fileviewer/index.php?doc=2006PA090035.
Texto completo da fonteThis work aims at characterize the governance system of a particular State Owned Enterprise (SOE) : the National Enterprise. The main objective is to : « analyse how stakeholders influence the governance system of the National Enterprise ». First, we build a conceptual framework, which gathers monitoring and cognitive aspects of corporate governance. Then we use abduction and a qualitative methodology so as to make several propositions. Seven stakeholders appear to influence CEO’s decisions. They use seven governance mechanisms. All of them fulfil their monitoring role, and two of them also fulfil their cognitive role. Coalitions and direct conflicts between stakeholders have an impact on monitoring role. Social proximity with the CEO has an impact on cognitive role. In addition, this work also gives some recommendations and provides managerial tools in order to help managers
Zouaoui, Mahmoud. "Buts et efficacité de la firme : cas des entreprises tunisiennes". Paris 1, 1988. http://www.theses.fr/1988PA010023.
Texto completo da fonteAbdul-Rashid, Mohamed Zabid. "La perception des modèles d'activités et des rôles du manager : le cas des managers dans les entreprises publiques en Malaisie". Aix-Marseille 3, 1988. http://www.theses.fr/1988AIX32035.
Texto completo da fonteThis research studied the managers' perceptions of work patterns and roles. The work patterns are characterised by job demands, job relations, job choice, job scope, and job goals. The managerial roles are regrouped into three categories: the organisational roles, the socio-political roles, and the integrational roles. The results also showed the effects of structural factors ( such as hierarchical levels, functional speciality, organisational size, and business sector) on the work patterns and roles
Kanso, Wajeb. "Management de l'informel : le cas du Liban". Corte, 2005. http://www.theses.fr/2005CORT1033.
Texto completo da fonteIt is a question of launching a comment on how to fill in some deficiencies shortcoming of perception and analysis if intangible capital of the organizations. We will seek to highlight intrisically abstract reality related to the issue of the organizational heritage which being composed of explicitly calculable or measurable countable elements, as well as implicitly detectable elements, not easily measurable however determining in the organizational behavior and in the results. This research stands on the concept of limited rationality which depends on both conscious and unconscious strategic question : we draw up a connection between the limited rationality and the formal or informal behavior, a matter which highlights the concept of latent mechanisms. We have carried out two qualitative studies with two groups of fifteen managers and fifteen employees. That is what enabled us to explore the quantifiable variables or methods. Then, we undertook two other studies through a survey taking two samples. The first one is made of 100 managers in Lebanese organizations, the second being composed of 300 employees in the same organizations. After having qualified and quantified the methods of the informal, we sought to bring closer the informal of the lobbying or influence management. Thus, we proceeded throught a journalistic style approach with several ministers, senior officials and trade unionists in order to locate the means of influence management. We have therefore focused our attention on the newest two modern Lebanese companies, which became the symbol of the hidden interaction between strategic management and political interferences. Thereafter, we extended this preliminary approach to a sample of 120 managers representing the lebanese organizational fabric, both private and public ones. The objective of this sixth study was settled to locate the influence methods and tools in the lebanese managerial environment, in addition to the lobbying mechanisms
Boudabbous, Semi. "Dimensions culturelles et techniques de management : le cas d'un société de transport en Tunisie". Paris 1, 1991. http://www.theses.fr/1991PA010036.
Texto completo da fonteThroughout this research, our concern was to examine the possible use of western management techniques in the case of tunisian firms. Our study consists of two parts. During the first part, by refering to the theory of comparative management, we have evoked universalist and counter-universalist arguments to conclude that even though managerial processes do not differ from one country to another, managerial practices are not all the same and cultural particularities assert their authority. Takin this into consideration, we have proceded to building of tunisia's cultural model. Nevertheless, we have been interested in cultural variables which may influence management techniques. In such conditions can the application of those techniques to tunisian firms be efficient? to manage this aim, we have lead a survey with questionnaire, destined for the executives of a national transport business. The second part is dedicated to the analysis of management styles and to tunisian firms. We have tried to bring to the fore the difficulties that may confront a firm in the execution of its managerial duties
Yamuremye, Hercule Bonnet Marc. "Contribution de pratiques de délégation concertée à l'amélioration du fonctionnement des équipes de direction cas d'expérimentations innovantes dans de[s] PME burundaises /". [S.l] : [s.n.], 2001. http://demeter.univ-lyon2.fr:8080/sdx/theses/lyon2/2001/yamuremye_h.
Texto completo da fonteTaktak, Kallel Ilia. "Structures, changement et pouvoir dans les organisations : simultanéités et antagonismes : cas d'entreprises tunisiennes". Nice, 2000. http://www.theses.fr/2000NICE0026.
Texto completo da fonteOrganizations, as observed at a given time, can be understood as a state of dynamic and temporary equilibrium between several forces in action. Because it would be pretentious for willing to enumerate exhaustively these forces, we have supposed that the organizations are fundamentally pulled about by three types of forces, some pulling towards stability (structures), others towards change and, eventually, forces which, depending on the situations, the stakes and organizing performers, rather pull sometimes towards stability sometimes towards change (power). Are these forces characterized by the same intensity or has the continuousness of the contemporary organizations to come across the preminence of one of these forces upon the two others ? How should it be in theory and in practice ? In order to answer these queries, we shall present our work in three parts, each part presenting one type of forces. We shall each time show theorically the simultaneities and the antagonisms between the force in question and the two others. Our developments shall be progressively matched to answers obtained from managers of tunisian enterprises, answers which shall confirm or deny the theory, or call sometimes for adopting new approaches of these issues being discussed
Tavares, Afonso Várzea. "L'incidence du risque dans la prise de décision : Le cas de la gestion des entreprises". Paris 1, 2010. http://www.theses.fr/2010PA010040.
Texto completo da fonteLivros sobre o assunto "Gestion d'entreprise – Études de cas"
Brulhart, Franck. Les 7 points cle s du diagnostic strate gique: Avec la me thode des cas. Paris: E ditions d'organisation, 2009.
Encontre o texto completo da fontee, E. ric Delavalle. Quand fixer des objectifs ne suffit plus!: Quel management pour obtenir le meilleur de ses collaborateurs. Paris: E ditions d'Organisation, 2006.
Encontre o texto completo da fonteDussauge, Pierre. Stratégie d'entreprise: Études de cas. Paris: InterEditions, 1993.
Encontre o texto completo da fonteLa gestion stratégique d'entreprise: Concepts et cas. Boucherville, Qué: Morin, 1991.
Encontre o texto completo da fonteLa gestion moderne: Théorie et cas. 2a ed. Boucherville [Québec]: G. Morin, 1989.
Encontre o texto completo da fonteGratacap, Anne. Management de la production: Concepts, méthodes, cas. 3a ed. Paris: Dunod, 2009.
Encontre o texto completo da fonteSinnett, William M. Excellence in information integrity. [Morristown, N.J.]: Financial Executives Research Foundation, 2008.
Encontre o texto completo da fonteHerniaux, Gérard. S'entraîner au management de projet: 10 études de cas. Paris: INSEP Consulting, 2006.
Encontre o texto completo da fonteStahl, Gu nter K. Internationales Personalmanagement: Neue Aufgaben, neue Lo sungen. Mu nchen: R. Hampp, 2005.
Encontre o texto completo da fonteBouchikhi, Hamid. Entrepreneurs et gestionnaires: Les clés du management entrepreneurial. Paris: Éditions d'Organisation, 1994.
Encontre o texto completo da fonte