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| Titre : |
Leverage effects in the learning of local management |
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| Numéro : |
28 |
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| Année : |
2006 |
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| Volume : |
XII |
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| Auteur(s) : |
Héloïse CLOËT, Hervé SAINT AUBERT |
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| Résumé : |
The current environment for companies is increasingly exacting, complex and doubtful. Because this environment constantly develops and because companies are both the authors and the victims of change, their structures evolve as well. They globally move from a pyramidal organization to an organic one. Those environmental and organizational changes lead to a modification of the roles and competencies which have been granted to the companies’ key people. The theories consideration accruing to management and leadership outline the role and competencies which are expected and consist in the ability to provoke and to lead change, to carry the sense of the action, to animate and to manage teams. With this purpose of managing and leading change or modifying the management style, new evaluation and follow up processes have been introduced: 360? feedback, coaching... Their linkage could generate a powerful individual, collective and organizational apprenticeship lever. |
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| Pages : |
129 - 163 |
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| DOI : |
https://www.cairn.info/revue-internationale-de-psychosociologie-2006-28-page-129.htm |
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| Type : |
Research paper |
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| Keywords : |
evaluation, follow up, 360 feedback, coaching, change management, apprenticeship, leadership, management |
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| APA : |
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| Citations : |
6 |
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| CAIRN : |
https://www.cairn.info/revue-internationale-de-psychosociologie-2006-28-page-129.htm |
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