Encadrer, un métier impossible? by Frederik Mispelblom Beyer

By Frederik Mispelblom Beyer

Livre de chevet autant que boussole pour gros temps, cet ouvrage affronte et dénoue tout ce qui rend si insaisissables les contours et le contenu concret de l'activité d'encadrement.
Difficile en effet d'y voir clair, d'autant que l. a. succession des « modes managériales » brouille les cartes : los angeles plupart des ouvrages prétendument orientés vers les pratiques et l. a. recherche d'efficacité s'éloignent gaillardement de los angeles réalité du terrain, par idéologie ou promoting d'un énième « suggestion » vendeur...
Rien de plus salubre et instructif donc que cette plongée dans l'univers de l'encadrement en actes. Fruit de vingt années d'enquêtes, ce livre aussi rigoureux que plaisant à lire dégage les grands déterminants d'un métier pas tout à fait comme les autres, mais dont l. a. compréhension contribue à éclairer tous les autres.
Prenant le contre pied des discours fatalistes (on ne peut rien changer, soyons du côté des plus forts et de l. a. mise en oeuvre du « nouveau administration ») ou rageurs (tous unis contre, et vivement que tout cela casse !), ce livre s'inscrit dans l. a. viewpoint d'une éthique de los angeles responsabilité personnelle.

Frederik Mispelblom Beyer est professeur de sociologie à l'université d'Evry, chercheur au Centre Pierre Naville.

Entre le marteau et l'écume. Encadrer c'est ferrailler. Encadrer : c'est se « débrouiller » entre los angeles pression d'en « haut » et celle d'en « bas ». Au coeur des batailles d'orientations. Encadrer : c'est tenter de dire ce qu'on fait et où l'on va. Encadrer : c'est tenter d'unifier les orientations du travail. Encadrer : c'est tenter d'élaborer des compromis productifs. Des actes de parole aux paroles en actes. Encadrer : c'est mettre des orientations dans des cadres opérationnels. end générale : un métier most unlikely ?

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The site was next door to Saudi Arabia, home of the world’s largest proven oil reserves. It is an interesting question why the Bahrainis would have given such a choice opportunity to an oil company little known in America, let alone the Middle East. Harken had never drilled under water or outside the United States. In fact, it is not clear that Harken at this point did much drilling at all. Its 10Q filing for June 1990 shows that more than 98 percent of its revenue came from its pipelines and gas stations.

The most influential early 20th-century proponent of the idea of moral leadership in business was a brilliant AT&T executive named Chester Barnard. Lecturing frequently at the Harvard Business School in the 1930s, Barnard built on Mayo’s idea of bottom-up power. Since subordinates have power, Barnard reasoned that executives’ responsibilities always exceed their authority. Executives’ lack of adequate authority is the paradoxical condition of their successful leadership, at least according to Barnard.

The Harken directors and managers seem, understandably, to have wanted to stay aboard their leaky vessel. By keeping themselves at the helm, the directors and managers could participate to the fullest degree in the Bahrain deal. But neither a public offering nor a bank loan was available to keep Harken afloat. Some more creative method would have to be found in order, as the board minutes put it, to ‘‘infuse’’ cash into the company. Flush insiders or ‘‘major shareholders’’ as the Harken minutes refer to them, seemed the best source of new cash for the company.

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