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"" Vous connaissez le trio infernal qui conduit les entreprises dans le mur, et en font perdre le contrôle ?"..." Ce sont les process, les indicateurs de performance ( les fameux KPI's), et les reportings"."
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les entreprises ont perdu le contrôle d'elles-mêmes, surtout celles qu'on appelle les grandes entreprises, les multinationales. Elles ont souvent détruit la confiance qui a assuré le succés initial de la plupart d'entre elles
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Dès lors qu'elles souhaitent substituer à l'initiative, à la bonne volonté ou au sérieux de leurs salariés des processus et des contrôles renforcés, elles font passer un message clair de défiance et tout le monde le comprend ainsi".
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"Dans l'interview qu'il nous a accordée à l'occasion de la sortie de son livre "Lost in Management", le sociologue François Dupuy explique que "les entreprises s'enfoncent dans un jeu perdant-perdant avec leurs salariés". Un propos en forme d'électrochoc à destination des dirigeants."
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Pour faire face à la nécessité de garder tous les comportements sous contrôle, surtout avec la crise, les entreprises ont accentué leurs moyens de coercition. Tous ces process, ces systèmes de "reporting", c'est de la coercition destinée à garder les salariés sous contrôle
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Plus l'entreprise cherche à contrôler et à mettre la pression, plus les salariés, cadres y compris, se réfugient dans des investissements alternatifs, la famille par exemple, qui viennent compenser la dureté du monde du travail
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"Almost all executives want more and faster information, and almost all companies are racing to provide it. What many of them overlook, though, is that the real aim should be not faster information but faster decision making — and those aren’t the same things."
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That frustration has led many organizations to try to speed up the delivery of data and analysis, particularly in the context of decision making (typically described as “business intelligence,” or BI). But few organizations have reached an optimum with regard to how fast important information reaches in boxes, desks and brains.
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Lack of information flexibility is another common problem. While standard reports can still be useful, as the amount of information in companies grows it becomes increasingly difficult to anticipate all information desires and delivery frequencies ahead of the need.
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"If you want to grow and delegate successfully, there’s no way you can function without them. Right?
Wrong. When you hire people who do nothing but manage, you implicitly say to the rest of your employees, “Don’t worry about the coordination or structure of your work—all these concerns now belong to the manager.” When people don’t have to think about the totality of their work environment, because that’s now the manager’s job, they’re less engaged, less motivated and less efficient."
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1. Each employee gets a credit card and is told to use it wisely. No expense reports, no justifications, no haggling. They simply forward the receipts to a shared inbox in case of an audi
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2. We don’t count vacation or sick days. People who are working on things they care about are unlikely to game the system or take advantage of free-ranging liberties. We’ve found that we actually need to remind people to take vacation, not keep a tally of who takes too much.
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"Un récent sondage du groupe Cegos auprès des managers européens a montré que 79 % d'entre eux passent moins de la moitié de leur temps à manager leurs équipes "
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A quoi le passent-ils principalement ? A faire du reporting, c'est-à-dire à alimenter la machine à chiffres destinée aux dirigeants.
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Le système a comme préoccupation principale de « nourrir » ceux qui le pilotent.
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"Finding structural efficiencies by expanding spans of control has become a necessity in the current economic climate. However, the i4cp study shows that flattening organizational structure doesn't necessarily result in a competitive advantage. While there are advantages, organizational restructuring may lead to greater stress, disengagement and burnout among middle managers."
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Over 35% of managers in large companies already have 11 to 25 employees reporting to them, and 75% of companies expect those numbers to rise or remain the same in the future.
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Middle managers are often the hardest hit since expanding spans of control at multiple levels of the organization exponentially enlarges the number of people they are both directly and indirectly accountable for managing. Middle managers, the key players for successful strategy execution, "report dramatically lower levels of contentment than their more senior colleagues do, as well as less of a desire to stay with their current employers," according to a 2009 McKinsey report.
"Folks are sometimes surprised to learn about how large our team is, or how it’s structured, mostly because they’re thinking of community management as it’s always been. But we’ve got it threaded into our organization a little differently, based on what we think community management should be about in today’s business. Let’s take a look at some of the touchpoints.
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Here, it’s about being invested in and part of the community that you’re seeking to connect to in more ways than just being the online host or hostess for your brand.
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Make no mistake, community management is part of the lead cultivation process
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