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658.402 : Organisation interne

























































Ouvrages de la bibliothèque en indexation 658.402



Committed teams : three steps to inspiring passion and performance / Mario Moussa
Titre : Committed teams : three steps to inspiring passion and performance Type de document : texte imprimé Auteurs : Mario Moussa, Auteur ; Madeleine Boyer, Auteur ; Derek Newberry, Auteur Editeur : Hoboken, New Jersey : John Wiley & Sons, Inc Importance : xxvii, 224 p ISBN/ISSN/EAN : 978-1-11-915740-3 Langues : Anglais (eng) Catégories : Gestion d'équipe
Leadership
MotivationMots-clés : Teams in the workplace -- Management Employee motivation Leadership. Index. décimale : 658.402 Organisation interne Résumé : Build high-performing teams with an evidence-based framework that delivers results Committed is a practical handbook for building great teams. Based on research from Wharton's Executive Development Program (EDP), this concise guide identifies the common challenges that arise when people work together as a group and provides key guidance on breaking through the barriers to peak performance. Committed draws its insights from the EDP's living lab: an intensive two-week simulation during which executive-level participants run complex global businesses. The authors have observed over 100 teams collaborating and competing for over 100 combined years in this intense environment. It has yielded fundamental insights about teamwork: what usually goes wrong, what frequently goes right, and the methods and techniques that will help you access your team's full potential. These insights have been distilled into a simple, repeatable process that you can start applying today. Getting teams engaged and aligned is hard. Committed will give you the tools you need to deal with all of the familiar teamwork challenges that get in the way: organizational politics, delegation, coordination, and aligning skills and motivation. Using vivid stories and examples from the worlds of business, sports, and non-profits, it will teach you how to: Understand the dynamics of successful teams Achieve peak performance using a research-backed methodology Gain expert insight into why most teams underperform Learn the critical points common to all great teams Committed gives you the perspective you need to combine the right people with the right way of collaborating to achieve extraordinary results Note de contenu : ntroduction: ""Can I Make My Team Work?"" --
Part One --
Chapter 1 Commit: To Know the Rules, You Have to Make Them --
Making Commitments: The Power of Structured Conversation --
Chapter 2 Check: What You Don't Know Is Probably Hurting You --
Team Culture and the Mystery of the Kaiko --
The Saying-Doing Gap --
Check Alignment: Revealing the Gap between Saying and Doing --
Learning to Become Your Own Observer. Chapter 3 Close: To Bridge the Saying-Doing Gap, Act Like a STAR --
Swimming in the Deep Water --
Situational Awareness: Ambitious Goals Are Not Enough --
ACT Like a Star --
The Enormous Flywheel --
Bringing It All Together: The Surgery Team Turnaround --
Chapter 4 Pay Attention: The Seven Common Mistakes You Are Probably Making --
The Seven Common Mistakes You Are Probably Making --
The Little Things, and the Big Picture --
Part Two --
Chapter 5 Can You Hear Me Now? Making Virtual Teams Work --
Build Trust Early --
Build a Reciprocity Circle --
A Phone Call in Time Saves Nine. Where in the World Is My Teammate? --
When Virtual Teams Go Wrong --
Chapter 6 No Time for Teamwork? Lessons from Startups --
Triaging Culture --
Prioritize Talent Management over Tasks --
Build a Network of Champions --
Create 3x3 Checkpoints --
Culture on the Fly --
Chapter 7 Who Has a Good Idea? Insights on Innovation --
Innovation Takes Work --
Innovation Principles and Kickstarters --
Chapter 8 Lead or Follow? Guidelines for Leadership Groups --
An Automotive Love Affair --
How Easy It Is to Forget: The 250 Million Mistake --
Back to Basics: Keeping Your Top Team on Track. Multiplier Top Teams --
Chapter 9 Why Are We Here? Engaging Committees --
Inspiring Passion --
The Committed Committee --
Conclusion: The Future Is Teams --
The New Regime --
Teamwork Trends --
Your Toolbox for the Hyper-Collaborative World --
Passion and Performance through Process --Committed teams : three steps to inspiring passion and performance [texte imprimé] / Mario Moussa, Auteur ; Madeleine Boyer, Auteur ; Derek Newberry, Auteur . - Hoboken, New Jersey : John Wiley & Sons, Inc, [s.d.] . - xxvii, 224 p.
ISBN : 978-1-11-915740-3
Langues : Anglais (eng)
Catégories : Gestion d'équipe
Leadership
MotivationMots-clés : Teams in the workplace -- Management Employee motivation Leadership. Index. décimale : 658.402 Organisation interne Résumé : Build high-performing teams with an evidence-based framework that delivers results Committed is a practical handbook for building great teams. Based on research from Wharton's Executive Development Program (EDP), this concise guide identifies the common challenges that arise when people work together as a group and provides key guidance on breaking through the barriers to peak performance. Committed draws its insights from the EDP's living lab: an intensive two-week simulation during which executive-level participants run complex global businesses. The authors have observed over 100 teams collaborating and competing for over 100 combined years in this intense environment. It has yielded fundamental insights about teamwork: what usually goes wrong, what frequently goes right, and the methods and techniques that will help you access your team's full potential. These insights have been distilled into a simple, repeatable process that you can start applying today. Getting teams engaged and aligned is hard. Committed will give you the tools you need to deal with all of the familiar teamwork challenges that get in the way: organizational politics, delegation, coordination, and aligning skills and motivation. Using vivid stories and examples from the worlds of business, sports, and non-profits, it will teach you how to: Understand the dynamics of successful teams Achieve peak performance using a research-backed methodology Gain expert insight into why most teams underperform Learn the critical points common to all great teams Committed gives you the perspective you need to combine the right people with the right way of collaborating to achieve extraordinary results Note de contenu : ntroduction: ""Can I Make My Team Work?"" --
Part One --
Chapter 1 Commit: To Know the Rules, You Have to Make Them --
Making Commitments: The Power of Structured Conversation --
Chapter 2 Check: What You Don't Know Is Probably Hurting You --
Team Culture and the Mystery of the Kaiko --
The Saying-Doing Gap --
Check Alignment: Revealing the Gap between Saying and Doing --
Learning to Become Your Own Observer. Chapter 3 Close: To Bridge the Saying-Doing Gap, Act Like a STAR --
Swimming in the Deep Water --
Situational Awareness: Ambitious Goals Are Not Enough --
ACT Like a Star --
The Enormous Flywheel --
Bringing It All Together: The Surgery Team Turnaround --
Chapter 4 Pay Attention: The Seven Common Mistakes You Are Probably Making --
The Seven Common Mistakes You Are Probably Making --
The Little Things, and the Big Picture --
Part Two --
Chapter 5 Can You Hear Me Now? Making Virtual Teams Work --
Build Trust Early --
Build a Reciprocity Circle --
A Phone Call in Time Saves Nine. Where in the World Is My Teammate? --
When Virtual Teams Go Wrong --
Chapter 6 No Time for Teamwork? Lessons from Startups --
Triaging Culture --
Prioritize Talent Management over Tasks --
Build a Network of Champions --
Create 3x3 Checkpoints --
Culture on the Fly --
Chapter 7 Who Has a Good Idea? Insights on Innovation --
Innovation Takes Work --
Innovation Principles and Kickstarters --
Chapter 8 Lead or Follow? Guidelines for Leadership Groups --
An Automotive Love Affair --
How Easy It Is to Forget: The 250 Million Mistake --
Back to Basics: Keeping Your Top Team on Track. Multiplier Top Teams --
Chapter 9 Why Are We Here? Engaging Committees --
Inspiring Passion --
The Committed Committee --
Conclusion: The Future Is Teams --
The New Regime --
Teamwork Trends --
Your Toolbox for the Hyper-Collaborative World --
Passion and Performance through Process --Exemplaires
Code-barres Cote Support Localisation Section Disponibilité 12321 658.402 MOU Livre A/ En salle - reading room Documents Disponible Management des organisations / Jean-Michel Plane
Titre : Management des organisations : Théories, concepts, cas Type de document : texte imprimé Auteurs : Jean-Michel Plane, Auteur Editeur : Paris : Dunod Année de publication : 2003 Collection : Gestion sup Importance : 253 p ISBN/ISSN/EAN : 978-2-10-005793-1 Langues : Français (fre) Index. décimale : 658.402 Organisation interne Résumé : Les idées structurent les organisations. Comment naissent-elles ? Dans quelle mesure peuvent-elles modeler une époque ? Peuvent-elles éclairer le futur des organisations ?
Le management des organisations trouve ses fondements dans la pensée de nombreux auteurs d'origines disciplinaire et professionnelle diverses. Il se nourrit d'un ensemble de concepts, méthodes et outils très disparates, provenant de différentes disciplines telles que l'économie, la sociologie, la psychologie, les sciences de l'ingénieur ou de l'administration et, plus récemment, les sciences de gestion.
L'auteur rend compte de cette diversité à partir d'expériences fondatrices qui font aujourd'hui autorité et référence : les usines Ford et la Fort T, les expériences de la Western Electric de Chicago, les travaux de Kurt Lewin, le cas Volvo, le toyotisme, la récente organisation qualifiante à la française ou encore la recherche-intervention en management. Ce manuel fait le point sur l'état des connaissances dont le décideur dispose lorsqu'il est confronté à l'accroissement et la complexité des performances à atteindre. Face à des situations de gestion souvent paradoxales ou ambiguës, le pari de cet ouvrage est de revenir aux fondements théoriques du management, étayés par des expérimentations, puis conclure avec les approches contemporaines et dégager des pistes d'action et de réflexion.
Des études de cas, comme celui d'une entreprise de production de cartes électroniques, permettent d'illustrer les concepts les plus récents. Management des organisations - Théories, concepts, cas est destiné aux étudiants en gestion des universités et des écoles de commerce et constitue un outil précieux pour la formation des consultants, cadres et dirigeants d'entreprise.Note de contenu : La gestion moderne des organisations
Le management des relations humaines
Les théories managériales des organisations
Les approches contemporaines du managementManagement des organisations : Théories, concepts, cas [texte imprimé] / Jean-Michel Plane, Auteur . - Dunod, 2003 . - 253 p. - (Gestion sup) .
ISBN : 978-2-10-005793-1
Langues : Français (fre)
Index. décimale : 658.402 Organisation interne Résumé : Les idées structurent les organisations. Comment naissent-elles ? Dans quelle mesure peuvent-elles modeler une époque ? Peuvent-elles éclairer le futur des organisations ?
Le management des organisations trouve ses fondements dans la pensée de nombreux auteurs d'origines disciplinaire et professionnelle diverses. Il se nourrit d'un ensemble de concepts, méthodes et outils très disparates, provenant de différentes disciplines telles que l'économie, la sociologie, la psychologie, les sciences de l'ingénieur ou de l'administration et, plus récemment, les sciences de gestion.
L'auteur rend compte de cette diversité à partir d'expériences fondatrices qui font aujourd'hui autorité et référence : les usines Ford et la Fort T, les expériences de la Western Electric de Chicago, les travaux de Kurt Lewin, le cas Volvo, le toyotisme, la récente organisation qualifiante à la française ou encore la recherche-intervention en management. Ce manuel fait le point sur l'état des connaissances dont le décideur dispose lorsqu'il est confronté à l'accroissement et la complexité des performances à atteindre. Face à des situations de gestion souvent paradoxales ou ambiguës, le pari de cet ouvrage est de revenir aux fondements théoriques du management, étayés par des expérimentations, puis conclure avec les approches contemporaines et dégager des pistes d'action et de réflexion.
Des études de cas, comme celui d'une entreprise de production de cartes électroniques, permettent d'illustrer les concepts les plus récents. Management des organisations - Théories, concepts, cas est destiné aux étudiants en gestion des universités et des écoles de commerce et constitue un outil précieux pour la formation des consultants, cadres et dirigeants d'entreprise.Note de contenu : La gestion moderne des organisations
Le management des relations humaines
Les théories managériales des organisations
Les approches contemporaines du managementExemplaires
Code-barres Cote Support Localisation Section Disponibilité 10505 658.402 PLA Livre A/ En salle - reading room Documents Disponible Teaming : how organizations learn, innovate, and compete in the knowledge economy / Amy C Edmondson
Titre : Teaming : how organizations learn, innovate, and compete in the knowledge economy Type de document : texte imprimé Auteurs : Amy C Edmondson, Auteur Editeur : Jossey-Bass Année de publication : 2012 Importance : xiii, 334 p ISBN/ISSN/EAN : 978-0-7879-7093-2 Langues : Anglais (eng) Catégories : Culture organisationnelle
Economie du savoir
Gestion d'équipeMots-clés : Organizational Development Workplace Culture. Index. décimale : 658.402 Organisation interne Résumé : The next level of breakthrough thinking in organizational learning, leadership, and change Harvard professor Amy Edmondson shows how leaders can make organizational learning happen by building teams that learn. Note de contenu : Part One: Teaming --
Chapter One: A New Way of Working --
Teaming Is a Verb --
Organizing to Execute --
The Learning Imperative --
Learning to Team, Teaming to Learn --
Organizing to Learn --
Execution-as-Learning --
The Process Knowledge Spectrum --
A New Way of Leading --
Leadership Summary --
LESSONS AND ACTIONS --
Chapter Two: Teaming to Learn, Innovate, and Compete --
The Teaming Process --
Four Pillars of Effective Teaming --
The Benefits of Teaming Social and Cognitive Barriers to TeamingWhen Conflict Heats Up --
Leadership Actions That Promote Teaming --
Leadership Summary --
LESSONS AND ACTIONS --
Part Two: Organizing to Learn --
Chapter Three: The Power of Framing --
Cognitive Frames --
Framing a Change Project --
The Leadera?€"! Role --
Team Membersa?€"!Roles --
The Project Purpose --
A Learning Frame Versus an Execution Frame --
Changing Frames --
Leadership Summary --
LESSONS AND ACTIONS --
Chapter Four: Making It Safe to Team --
Trust and Respect Psychological Safety for Teaming and LearningThe Effect of Hierarchy on Psychological Safety --
Cultivating Psychological Safety --
Leadership Summary --
LESSONS AND ACTIONS --
Chapter Five: Failing Better to Succeed Faster --
The Inevitability of Failure --
The Importance of Small Failures --
Why Ita?€"! Difficult to Learn from Failure --
Failure Across the Process Knowledge Spectrum --
Matching Failure Cause and Context --
Developing a Learning Approach to Failure --
Strategies for Learning from Failures --
Leadership Summary --
LESSONS AND ACTIONS Chapter Six: Teaming Across BoundariesTeaming Despite Boundaries --
Visible and Invisible Boundaries --
Three Types of Boundaries --
Teaming Across Common Boundaries --
Leading Communication Across Boundaries --
Leadership Summary --
LESSONS AND ACTIONS --
Part Three: Execution-as-Learning --
Chapter Seven: Putting Teaming and Learning to Work --
Execution-as-Learning --
Using the Process Knowledge Spectrum --
Facing a Shifting Context at Telco --
Learning That Never Ends --
Keeping Learning Alive --
Leadership Summary --
LESSONS AND ACTIONS Chapter Eight: Leadership makes It HappenLeading Teaming in Routine Production at Simmons --
Leading Teaming in Complex Operations at Childrena?€"! Hospital --
Leading Teaming for Innovation at IDEO --
Leadership Summary --Extrait : https://books.google.fr/books?id=wlnsR9i9b5cC&pg=PT7&dq=eaming+:+how+organizations+learn,+innovate,+[...] Teaming : how organizations learn, innovate, and compete in the knowledge economy [texte imprimé] / Amy C Edmondson, Auteur . - [S.l.] : Jossey-Bass, 2012 . - xiii, 334 p.
ISBN : 978-0-7879-7093-2
Langues : Anglais (eng)
Catégories : Culture organisationnelle
Economie du savoir
Gestion d'équipeMots-clés : Organizational Development Workplace Culture. Index. décimale : 658.402 Organisation interne Résumé : The next level of breakthrough thinking in organizational learning, leadership, and change Harvard professor Amy Edmondson shows how leaders can make organizational learning happen by building teams that learn. Note de contenu : Part One: Teaming --
Chapter One: A New Way of Working --
Teaming Is a Verb --
Organizing to Execute --
The Learning Imperative --
Learning to Team, Teaming to Learn --
Organizing to Learn --
Execution-as-Learning --
The Process Knowledge Spectrum --
A New Way of Leading --
Leadership Summary --
LESSONS AND ACTIONS --
Chapter Two: Teaming to Learn, Innovate, and Compete --
The Teaming Process --
Four Pillars of Effective Teaming --
The Benefits of Teaming Social and Cognitive Barriers to TeamingWhen Conflict Heats Up --
Leadership Actions That Promote Teaming --
Leadership Summary --
LESSONS AND ACTIONS --
Part Two: Organizing to Learn --
Chapter Three: The Power of Framing --
Cognitive Frames --
Framing a Change Project --
The Leadera?€"! Role --
Team Membersa?€"!Roles --
The Project Purpose --
A Learning Frame Versus an Execution Frame --
Changing Frames --
Leadership Summary --
LESSONS AND ACTIONS --
Chapter Four: Making It Safe to Team --
Trust and Respect Psychological Safety for Teaming and LearningThe Effect of Hierarchy on Psychological Safety --
Cultivating Psychological Safety --
Leadership Summary --
LESSONS AND ACTIONS --
Chapter Five: Failing Better to Succeed Faster --
The Inevitability of Failure --
The Importance of Small Failures --
Why Ita?€"! Difficult to Learn from Failure --
Failure Across the Process Knowledge Spectrum --
Matching Failure Cause and Context --
Developing a Learning Approach to Failure --
Strategies for Learning from Failures --
Leadership Summary --
LESSONS AND ACTIONS Chapter Six: Teaming Across BoundariesTeaming Despite Boundaries --
Visible and Invisible Boundaries --
Three Types of Boundaries --
Teaming Across Common Boundaries --
Leading Communication Across Boundaries --
Leadership Summary --
LESSONS AND ACTIONS --
Part Three: Execution-as-Learning --
Chapter Seven: Putting Teaming and Learning to Work --
Execution-as-Learning --
Using the Process Knowledge Spectrum --
Facing a Shifting Context at Telco --
Learning That Never Ends --
Keeping Learning Alive --
Leadership Summary --
LESSONS AND ACTIONS Chapter Eight: Leadership makes It HappenLeading Teaming in Routine Production at Simmons --
Leading Teaming in Complex Operations at Childrena?€"! Hospital --
Leading Teaming for Innovation at IDEO --
Leadership Summary --Extrait : https://books.google.fr/books?id=wlnsR9i9b5cC&pg=PT7&dq=eaming+:+how+organizations+learn,+innovate,+[...] Exemplaires
Code-barres Cote Support Localisation Section Disponibilité 12294 658.402 EDM Livre A/ En salle - reading room Documents Disponible