Le métier de dirigeant est riche et complexe et un changement de « numéro un » mal appréhendé peut avoir un impact sur la performance socio-économique, la stratégie, la politique ou encore l’organisation de l’entreprise. Faciliter l’arrivée du nouveau dirigeant est donc un enjeu important pour la survie-développement de l’organisation, d’autant que sa socialisation organisationnelle reste peu étudiée. La première partie explicite les fondements conceptuels et méthodologiques de la recherche, et présente les terrains d’expérimentations de nos hypothèses et de nos outils. L’exploitation d’entretiens réalisés avec des dirigeants permet de définir le métier de dirigeant et de mettre en exergue les rôles et les compétences spécifiques du dirigeant salarié. La relation entre le dirigeant et sa Gouvernance est également étudiée. Son besoin particulier de socialisation organisationnelle est alors démontré, notamment par rapport à un repreneur d’entreprise et à un salarié « classique ». Dans la seconde partie, la théorie de la socialisation organisationnelle est adaptée au métier exigeant et unique de dirigeant, via le concept de Socialisation Organisationnelle du Dirigeant (SOD). Ce modèle répond aux besoins spécifiques de socialisation du dirigeant, notamment lors de l’intégration, étape charnière de la socialisation organisationnelle. Elle est constituée de quatre types de reprises : une reprise politico-stratégique, une reprise organisationnelle, une reprise managériale et une reprise du rôle de dirigeant. La qualité de ces reprises aboutit à la qualité de l’intégration du dirigeant, requalifiée d’intégration stratégique à cause de ses enjeux. Une grille d’analyse est proposée afin de permettre au nouveau dirigeant de mieux appréhender l’organisation qu’il va diriger, mais également ses propres besoins de socialisation organisationnelle au travers des variables et facteurs qui la composent. / The job of CEO is rich and complex and the "number one" change, poorly understood, may have an impact on the socio-economic performance, strategy, policy and the organization of the company. Facilitate the arrival of new manager is an important issue for the survival and development of the organization, as well as its organizational socialization remains little studied.The first part explains the conceptual and methodological research, and presents lots of experiments of our assumptions and our tools. We use interviews with executives to define the business leadership and highlight the specifics CEO’s roles and skills. The specific relationship between the leader and its Governance is also studied. Its specific needs of organizational socialization are then demonstrated, particularly in relation to a buyer company and a "classic" employee.In the second part, the concept of organizational socialization is suitable for demanding and unique leader, through the concept of CEO’s Organizational Socialization. This model meets the needs of leader’s socialization, especially during integration, organizational socialization’s milestone. It consists of three types of recoveries: politico-strategic, organizational and managerial. The quality of these recoveries led to the quality of leader’s integration, reclassified strategic integration because of its strategic challenges. An analytical framework is proposed to allow both the new leader to better understand the organization that will lead, but also its own needs through organizational socialization variables and factors that compose it.

Made available in DSpace on 2010-04-20T20:49:55Z (GMT). No. of bitstreams: 3 61768.pdf.jpg: 19550 bytes, checksum: 233292d20a81e9555bb2c0b9a8cb4690 (MD5) 61768.pdf: 1609102 bytes, checksum: f0e714d34406b27283a917a3b10bca40 (MD5) 61768.pdf.txt: 369962 bytes, checksum: b22f94c886e8923431bc5e64e75e9166 (MD5) Previous issue date: 2006-08-11T00:00:00Z / This contribution presents an empirical investigation of the impact of micro-credit initiatives based on data collected from clients from three units (Brasilândia, Jardim Helena, and Heliópolis) of the Crédito Popular Solidário (São Paulo Confia). The Crédito Popular Solidário is a Public Private Partnership established with the participation of the city of São Paulo. The findings demonstrate the micro-credit plays a minor role in the Brazilian economy, especially in comparison to certain nations of southeast Asia or even other Latin American countries. Given the minor degree of penetration, as viewed in either absolute or relative terms, micro-credit initiatives have an enormous potential in the economic development of Brazil. Statistical analysis of the financial and economic data demonstrates the significant impact of micro-credit initiatives on income generation – they doubled the income of small scale entrepreneurs in two years time. In addition, the average rate of internal return generated by the credit granted is such that the actual interest rate (capital costs) levied by the São Paulo Confia, and the market is irrelevant. Results reveal that small scale entrepreneurs in low-income neighborhoods in São Paulo are in such dire need of capital that any injection of liquidity, especially to cover working capital needs, is a tremendous stimulus for future returns and income generation. In other words, labor is available, but there is a lack of capital to generate production. As a result of capital injection, the recipients of micro-loans are able to boost their income to a level accepted by the banking system. This analysis and the results of this contribution represent an opportunity for public administrators to consider the use of micro-credit initiatives as a policy tool for income generation, among other alternatives in Brazilian social policy. Also, for the financial institutions to realize that these initiatives could bring new clients with a good credit history to the banking system. / Este trabalho apresenta uma investigação empírica sobre impacto do microcrédito em renda a partir de dados coletados junto aos clientes de três unidades (Brasilândia, Jardim Helena e Heliópolis) do Crédito Popular Solidário (São Paulo Confia). O Crédito Popular Solidário (CPS) é uma iniciativa público-privada que conta com a participação protagonista da Prefeitura do município de São Paulo. O trabalho revela que o microcrédito é uma atividade marginal na economia brasileira, especialmente se comparada a alguns países do sudeste e sul da Ásia, ou mesmo com alguns países na América Latina, tanto do ponto de vista absoluto quanto relativo. Com uma taxa de penetração muito baixa, medida pela oferta sobre demanda potencial, o microcrédito tem grande potencial de crescimento no Brasil. A análise dos dados demonstrou que o impacto do microcrédito na geração de renda é significativo: em dois anos, a renda do microempreendedor quase que dobra. Além disso, a taxa interna de retorno sobre o crédito médio concedido é de tal ordem que torna irrelevante a discussão sobre o nível de taxas de juros (custo do capital) praticados pelo mercado. Os resultados revelam que os microempreendedores em bairros de baixa renda em São Paulo são tão carentes de capital que qualquer injeção, principalmente na forma de capital de giro, provoca alavancagens financeiras espetaculares. Em outras palavras, o fator trabalho está disponível, mas falta o fator capital para que haja produção. Como resultado desta injeção de capital, o recipiente do crédito e sua família são alçados para um novo patamar de renda. Um patamar que pode, inclusive, transformá-lo em mais um cliente do sistema bancário tradicional. Os resultados deste trabalho são uma oportunidade para que os gestores públicos possam refletir positivamente sobre a possibilidade de utilização do microcrédito como política de geração de renda, em escala, dentre as alternativas de política social no Brasil. E para que o setor financeiro compreenda que o micro crédito produtivo orientado pode resultar na incorporação de novos clientes com bom histórico de crédito ao sistema bancário.

Depuis son accession à l’indépendance, le Burkina Faso est à la recherche d’une politique publique de développement qui lui permette de sortir de son état de « sous-développement ». La politique budgétaire a, de ce fait, été instituée en catalyseur d’un développement économique et social durable. Mais les errements budgétaires des Gouvernements qui se sont succédé ont plutôt entraîné une triple crise : une crise de la dette, une crise des déficits publics et une crise économique. A compter des années 1990, le FMI et la Banque Mondiale sont intervenus, aux côtés des autorités burkinabé, dans le cadre d’une double assistance technique et financière afin de réformer, structurellement, la politique budgétaire. Cette intervention va s’installer durablement dans la politique interne burkinabé. En deux décennies, la politique des finances sera orientée au gré de la doctrine budgétaire et des priorités définies par le FMI et la Banque Mondiale : les programmes d’ajustement structurel, puis la politique de lutte contre la pauvreté vont tenter de réaliser les objectifs de croissance économique, puis de croissance économique et sociale, grâce à une réforme de la politique de dépenses budgétaires et de la politique de ressources budgétaires. Seulement, quelque soit l’objectif pris en considération, les résultats atteints restent bien éloignés des résultats escomptés en termes de restructuration de la dette, des dépenses et des ressources budgétaires. Cette dynamique de réformes permet néanmoins de s’interroger, au vu des expériences passées, sur le rôle à attribuer à l’Etat au Burkina Faso, à la politique budgétaire, au FMI et à la Banque Mondiale, aux institutions communautaires ouest-africaines dans le processus de développement que le Burkina Faso doit nécessairement relancer, afin que ces décennies de réformes ne soient pas considérées comme inutiles. / Since its independence, Burkina Faso is seeking public policy development that allows him to leave his state of "underdevelopment". Fiscal policy has, therefore, been established as a catalyst for sustainable economic and social development. But mistakes budget successive Governments have instead led to a triple crisis: a debt crisis, a crisis of deficits and an economic crisis. Beginning in the 1990s, the IMF and the World Bank intervened alongside Burkinabe authorities, within a double technical and financial assistance to reform structurally fiscal policy. This intervention will settle permanently in the internal politics of Burkina Faso. In two decades, finance policy will be geared to suit the budget doctrine and priorities defined by the IMF and the World Bank: the structural adjustment programs and the political fight against poverty will try to achieve the objectives of economic growth, and economic growth and social reform through policy and budgetary spending policy of budgetary resources. But whatever the goal under consideration, the results achieved are far removed from the expected results in terms of debt restructuring, expenditure and budgetary resources. This dynamic reforms can nevertheless wonder, in view of past experience, the appropriate role for the state in Burkina Faso, fiscal policy, the IMF and the World Bank, the Community institutions in West Africa the development process as Burkina Faso must necessarily raise, so that decades of reforms are not considered necessary.