Quel changement et quelle crise ? Une enquête exploratoire (notice n° 808973)
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| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250123124537.0 |
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| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Ferar, Driss |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Quel changement et quelle crise ? Une enquête exploratoire |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2020.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 50 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Le présent papier cherche à savoir si la réussite du changement relève d’un changement organisationnel et comportemental. Le management des organisations réputé « management stratégique » des ressources humaines (Beaumont, 1993), n’ayant pas vu venir la crise ni capter ses signaux annonciateurs, n’est-il pas devenu lui aussi un management en crise, un management hors sujet à bout de souffle (Thévenet, 2012) nécessitant d’être repensé au plan organisationnel et comportemental ?Dans le contexte d’une société malade de la gestion (Gaulejac, 2005), avant d’être malade de Covid-19, la distance entre les responsables qui planifient des stratégies et les agents chargés de leur mise en œuvre devient croissante. Certes, la difficulté dans la réussite du changement réside selon Trosa (2006) dans le décalage entre la stratégie du haut niveau et le vécu quotidien. Cette discordance entre discours et réalité, entre décider un changement et faire ce changement, nécessite en effet une étude sur le changement dans son aspect aussi bien organisationnel que comportemental.Nous ambitionnons d’apporter un éclairage sur le challenge de changement, en adoptant une méthodologie qualitative auprès de 13 chefs d’entreprise et 24 salariés. Les résultats préliminaires montrent que les chefs d’entreprise tendent vers un changement organisationnel, tandis que les salariés privilégient le changement comportemental pour réussir le challenge du changement.Une discussion de la littérature sur cette divergence de perception, montre que les deux acteurs de pouvoir convergent vers une stratégie commune de vivre ensemble grâce à un management stratégique prôné par un leadership transformationnel. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | This paper investigates whether the success of the change depends on organizational and behavioural change. The management of organizations known as “strategic management” of human resources (Beaumont, 1993), having neither seen the crisis coming nor picking up its warning signals, did it not also become management in crisis, management off topic out of breath (Thévenet, 2012) requiring organizational and behavioural rethinking.In the context of a sick management society (Gaulejac, 2005), before being sick with Covid-19, the distance between those responsible for planning strategies and the agents responsible for their implementation becomes increasing. Admittedly, the difficulty in the success of the change resides according to Trosa (2006) in the discrepancy between the strategy of the high level and the daily lived. This discrepancy between discourse and reality, between deciding a change and making this change, indeed requires a study on the change in its organizational as well as behavioural aspect.We aim to shed light on the challenge of change, by adopting a qualitative methodology with 13 business leaders and 24 employees. Preliminary results show that business leaders tend towards organizational change, while employees favour behavioural change to succeed in the challenge of change.A discussion of the literature on this divergence of perception shows that the two actors of power converge towards a common strategy of living together thanks to a strategic change advocated by transformational leadership. |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | changement comportemental |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | crise |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | leadership |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | changement organisationnel |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | MRH |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | HRM |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | leadership |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | organizational change |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | behavioural change |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | crisis |
| 786 0# - DATA SOURCE ENTRY | |
| Note | Question(s) de management | 29 | 3 | 2020-09-01 | p. 71-94 | 2262-7030 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/revue-questions-de-management-2020-3-page-71?lang=fr&redirect-ssocas=7080">https://shs.cairn.info/revue-questions-de-management-2020-3-page-71?lang=fr&redirect-ssocas=7080</a> |
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