A Arquitetura Orientada a Serviço SOA (Service Oriented Architecture) firmou-se como paradigma de desenvolvimento de sistemas de tecnologia da informação e comunicação TIC, pelas suas características que proporcionam flexibilidade, agilidade, reuso e escalabilidade. Porém, para que uma aplicação SOA seja bem-sucedida é imperativo que seja embasada por uma governança eficaz. Como desenvolver e manter esta governança atualizada em um ambiente com rápidas e imprevisíveis mudanças é um grande desafio. Este trabalho tem como objetivo apresentar uma metodologia para que uma organização com infra-estrutura modesta de TI possa manter esta governança SOA (governança de sistemas baseados na Arquitetura Orientada a Serviço), utilizando as capacidades dinâmicas constituídas por habilidades e rotinas peculiares da organização. A contribuição do trabalho reside na ligação, praticamente inexistente, das linhas de pesquisa de governança SOA e de capacidades dinâmicas. Para isto, o trabalho identifica o que precisa ser feito (framework), quem são os responsáveis pelo desenvolvimento e manutenção (atores) e como atuar na governança SOA (plataforma). O desenvolvimento foi embasado por uma extensa pesquisa dos conceitos envolvidos, seguido pela inferência das capacidades dinâmicas necessárias para a governança SOA e, finalmente, a implementação de uma plataforma que permite ao analista de processos mudar a governança SOA de forma interativa. O trabalho teve como resultados a elaboração de uma metodologia e um sistema de manutenção da governança operacional de sistemas baseados em SOA. A metodologia compreende os requisitos e a forma de análise das mudanças dos elementos que compõem a governança SOA. O sistema é constituído por um framework e uma plataforma de implantação ágil e eficaz, para aplicar capacidades dinâmicas na governança SOA. / SOA Service Oriented Architecture has been established as the paradigm for IT Information Technology systems development, due to its features that promotes flexibility, agility, reuse and scalability. However, an SOA application to be successful must be supported by effective governance. How to develop and maintain this governance up to date in a fast and unpredictable environment is a great challenge. This work aims to present a methodology that allows a modest IT infrastructure to be able to cope with SOA governance, using dynamic capabilities (particular abilities and routines of an organization). The contribution of this work is the link (practically inexistent) between lines of research in SOA governance and dynamic capabilities. To accomplish this purpose, this work sought to what must be done (framework), who is the responsible for the development and maintenance (owner), and how to perform the SOA governance (platform). The development has been founded by an extensive research of involved concepts, inference of required dynamic capabilities to maintain the SOA governance and the development of a platform that allows a process analyst to change SOA governance interactively. The results were a methodology and a maintenance system of SOA operational governance. The methodology comprises the requirements and changes in the analysis procedure of the elements of the SOA governance. The system is composed of an agile and effective implementation framework and platform that enable how to apply dynamic capabilities into the SOA governance. The Introduction presents examples of practical application (motivation), the goal, the justification, and the scope. Chapter 2 presents an extensive literature review about SOA, SOA governance, and dynamic capabilities, from both academic and commercial literature. Chapter 3 presents the methodology and a brief history of the development. Chapter 4 presents the development of the proposed system. Chapter 5 discusses some topics related to the proposition. Chapter 6 presents the conclusion and proposals for future developments.

Enhetschefer är benämningen på den yrkesverksamma grupp som ansvarar för verksamheter som drivs enligt socialtjänstlagen och lagen om stöd och service till vissa funktionshindrade. De befinner sig i en politiskt styrd organisation med socialnämnden som uppdragsgivare. Enhetschefer är identifierade som en yrkesverksam grupp med hög arbetsbelastning och högre risk att utsättas för stress, i jämförelse med andra yrkesgrupper i ledande position. Syftet med studien är att undersöka hur olika stressfaktorer bidrar till upplevelsen av arbetsrelaterad stress hos enhetschefer inom kommunal äldre- och funktionshinderomsorg. Metodvalet är en kvantitativ enkätundersökning med syfte i att nå ut till fler personer och på så sätt få en bred överblick av enhetschefernas arbetssituation. Studien har genomförts i en medelstor svensk kommun där samtliga enhetschefer inom kommunal äldre- och funktionshinderomsorg valts ut. Av resultatet framkommer att de faktorer som i störst utsträckning bidrar till upplevd arbetsrelaterad stress, är för hög arbetsbelastning i förhållande till arbetstiden samt  bristande möjlighet att uppfylla önskemål från brukare. / Middle managers is the name of the professional group who is responsible for institutions that are run by the Social Service Act and Act concerning Support and Service for Persons with Certain Functional impairments. They work in a politically controlled organization with the municipal social welfare committee as the outsourcer. Middle managers are identified as a profession with a high workload and a higher risk of being exposed to stress, in comparison with other occupational groups with a leading position. The aim of the study is to examine how various stressors contribute to work-related stress. The method is a quantitative survey with the aim of reaching out to more people and to get a larger overview of the middle managers work situation. The study has been carried out in a medium-sized Swedish municipality, where all middle managers in municipal elderly and disability care were selected. The result shows that the stressors that contribute most to work-related stress are the high workload in relation to working time and a lack of opportunity to fulfill the client’s wishes.

<p>Syftet med avhandlingen är att beskriva, analysera och diskutera vilka organisatoriska och interorganisatoriska förhållanden som har betydelse för mellanchefers möjlighet att driva hållbar verksamhetsutveckling. Avsikten är att studera samspelet mellan organisatoriska och interorganisatoriska förhållanden kopplat till mellanchefers förändringskompetens. Forskningen har skett inom ramen för ett omfattande nationellt FoU-projekt inom vård och omsorg. Projektets syfte var att arbeta med ett hållbart utvecklingsarbete som byggde på en bred delaktighet bland anställda och chefer.</p><p>Studien är en kvalitativ studie med ett interaktivt förhållningssätt, vilket innebär en ambition att forska med de berörda inom ramen för en gemensam kunskapsbildning. Den interaktiva forskningen strävar efter att vara till praktisk nytta, men framförallt är syftet att bidra till</p><p>teoriutvecklingen. De datainsamlingsmetoder som använts är arbetsplatsbesök, intervjuer, ”critical incident”-metoden, reflektions-PM (inom ramen för två utbildningar), analysdialog- och reflektionsseminarier, informella samtal samt återföringsträffar. Ett antal gemensamma aktiviteter har anordnats inom ramen för det nationella projektet, vilka även har fungerat som datainsamling och gemensam analys, såsom nationella konferenser, styrgruppsmöten m.m.</p><p>Avhandlingens resultat visar att mellancheferna inom vård och omsorgssektorn kan ha en strategisk roll i verksamhetsutvecklingen. Avsikten med min forskning har inte varit att generalisera resultaten i traditionell mening, men att visa på mekanismer och förutsättningar för mellancheferna vid organisering av utvecklingsarbetet. De organisatoriska villkoren – i form av ekonomi, ansvar, befogenheter, professionalisering och företagskultur – påverkar starkt mellanchefernas förutsättningar att driva ett utvecklingsarbete. Min forskning visar på intressanta möjligheter för mellancheferna när det gäller att åstadkomma en vertikal och horisontell integrering av utvecklingsarbetet. Det finns exempel på hur mellanchefer kunnat påverka och utnyttja dessa förutsättningar för att skapa ett handlingsutrymme i organisationen för att driva ett utvecklingsarbete. De har använt sig av målstyrning, skapat utrymme för lärande och reflektion samt skapat en organisationskultur som stöder utveckling. De interorganisatoriska förutsättningarna – i form av externt nätverk, forskarstöd och partsamverkan – har varit viktiga för mellancheferna i deras utvecklingsarbete.</p> / <p>The aim of the dissertation is to describe, analyse and discuss those organisational and interorganisational conditions which are of importance for the enablement of middle managers to drive sustainable development in activity areas. The intention is to study the interplay between organisational and inter-organisational conditions coupled to the change competence of the middle managers. The research has been carried out within the framework of an extensive national R&D project within healthcare and caring. The aim of the project was to work with a sustainable development effort which had as its foundation a broad</p><p>participation between employees and management.</p><p>The study is a qualitative study with an interactive type of approach, which implies an ambition to carry out research with those affected within the framework of a joint knowledge gathering. The interactive research attempts to be of practical use, but the aim is primarily to contribute to theoretical development. The data collection methods which have been used are visits to the workplaces, interviews, “critical-incident” methods, reflective-PMs (within the framework of two education areas), analytical dialog and reflective seminars, informal conversations and feedback meetings. A number of common activities have been organised within the framework of the national project, which have also functioned as data collection and common analyses, as well as national conferences, steering group meetings etc.</p><p>The results of the dissertation show that middle managers within the healthcare and caring sector can have a strategic role in the development of this activity area. The intention of my research has not been to generalise the results in the traditional interpretation, but to reveal mechanisms and prerequisites for the middle managers in organising development efforts. The organisational conditions – in the form of economy, responsibility, authority, professionalisation and company culture – strongly affect the prerequisites of the middle manager for driving a development effort. My research demonstrates interesting opportunities for the middle managers concerning achieving a vertical and horizontal integration of the development effort. There are examples of how the middle managers have been able to influence and utilise these prerequisites in order to create room for action in the organisation for driving a development effort. They have availed themselves of goal orientation, created room for learning and reflection and have created an organisational culture that supports development. The inter-organisational prerequisitess – in the form of an external network, research support and collaboration of parties – has been important for the middle managers in their development efforts.</p>

The purpose of this quantitative study was to examine the perceptions of senior administrative and middle manager community college leaders regarding current succession planning and management practices occurring within their institutions. Three research questions guided this study: (1) Is the four succession planning and management components structurally related, (2) Is there a difference in how senior administrative and middle manager leaders evaluate succession planning and management components, and (3) Is there a difference between size and location of institution in regards to status of succession planning and management components? A suitable succession planning and management instrument was not found; therefore, the Wright-Coward Succession Planning and Management Survey (WCSPMS) instrument was developed. An exploratory factor analysis was used to address research question one and test the structural relationship of the common succession planning and management components of the survey. A second statistical procedure, multivariate analysis of variance, was used to analyze differences between the four dependent measures of succession planning and management and leadership level, and institutional factors. Findings from this study suggested (1) items on the WCSPMS instrument are correlated and three relatively independent succession planning and management factors are associated with the 20 underlying items, and (2) there is a statistical significant difference between leadership level in regards to perceptions of succession planning and management practices. Furthermore, this study indicated there is much work to be done by community college leaders in the area of succession planning and management. / text

Un atout majeur des organisations consiste en leur capacité à créer et exploiter l’information et les connaissances, capacité déterminée entre autres par les comportements informationnels. Chargés de décisions stratégiques, tactiques et opérationnelles, les cadres intermédiaires sont au cœur du processus de création des connaissances, et leurs comportements informationnels doivent être soutenus par des systèmes d’information. Toutefois, leurs comportements informationnels sont peu documentés. La présente recherche porte sur la modélisation des comportements informationnels de cadres intermédiaires d’une organisation municipale. Plus spécifiquement, elle examine comment ces cadres répondent à leurs besoins d’information courante dans le contexte de leurs activités de gestion, c’est-à-dire dans leur environnement d’utilisation d’information. L’étude répond aux questions de recherche suivantes : (1) Quelles sont les situations problématiques auxquelles font face les cadres intermédiaires municipaux ? (2) Quels sont les besoins informationnels exprimés par les cadres intermédiaires municipaux lors de situations problématiques ? (3) Quelles sont les sources d’information qui soutiennent les comportements informationnels des cadres intermédiaires municipaux ? Cette recherche descriptive s’inscrit dans une approche qualitative. Les 21 cadres intermédiaires ayant participé à l’étude proviennent de deux arrondissements d’une municipalité québécoise fusionnée en 2002. Les modes de collecte de données sont l’entrevue en profondeur en personne et l’observation directe auprès de ces cadres, et la collecte de documentation pertinente. L’incident critique est utilisé comme technique de collecte de données et comme unité d’analyse. Les données recueillies font l’objet d’une analyse de contenu qualitative basée sur la théorisation ancrée. Les résultats indiquent que les rôles de gestion proposés dans les écrits pour les cadres supérieurs s’appliquent aussi aux cadres intermédiaires, bien que le rôle conseil ressorte comme étant particulier à ces derniers. Ceux-ci ont des responsabilités de gestion aux trois niveaux d’intervention opérationnel, tactique et stratégique, bien qu’ils œuvrent davantage au plan tactique. Les situations problématiques dont ils sont chargés s’inscrivent dans l’environnement d’utilisation d’information constitué des composantes suivantes : leurs rôles et responsabilités de gestion et le contexte organisationnel propre à une municipalité en transformation. Les cadres intermédiaires ont eu à traiter davantage de situations nouvelles que récurrentes, caractérisées par des sujets portant principalement sur les ressources matérielles et immobilières ou sur des aspects d’intérêt juridique, réglementaire et normatif. Ils ont surtout manifesté des besoins pour de l’information de nature processuelle et contextuelle. Pour y répondre, ils ont consulté davantage de sources verbales que documentaires, même si le nombre de ces dernières reste élevé, et ont préféré utiliser des sources d’information internes. Au plan théorique, le modèle de comportement informationnel proposé pour les cadres intermédiaires municipaux enrichit les principales composantes du modèle général d’utilisation de l’information (Choo, 1998) et du modèle d’environnement d’utilisation d’information (Taylor, 1986, 1991). L’étude permet aussi de préciser les concepts d’« utilisateur » et d’« utilisation de l’information ». Au plan pratique, la recherche permet d’aider à la conception de systèmes de repérage d’information adaptés aux besoins des cadres intermédiaires municipaux, et aide à évaluer l’apport des systèmes d’information archivistiques à la gestion de la mémoire organisationnelle. / The success of organizations lies most often in their capacity to create and use information and knowledge, this capacity being determined among other things by information behaviours. In charge of strategic, tactical and operational decisions, middle managers stand at a crossroad in the knowledge creation process within organizations. Their information behaviours must be supported by information systems. However few studies explore these information behaviours. This research project aims at understanding how municipal middle managers meet their information needs according to their specific information use environment. It describes and models their information needs and uses in management situations and examines how they are supported by information sources. More specifically, the study examines three research questions : (1) What problem situations do municipal middle managers encounter in their management tasks ? (2) What information needs do they express in the context of their problem situations ? (3) What information sources support their information behaviours ? This descriptive study is based on a qualitative approach. The respondents are twenty-one middle managers, all reporting to two boroughs in a Quebec municipality that was merged in 2002. Data collection techniques used are in-depth face-to-face interviews with and direct observations of middle managers, and relevant documentation related to problem situations. Critical incident was used both as a technique interview and as a unit of analysis. Data were subjected to content analysis based on grounded theory. Results show that middle managers’ roles are as diversified as those of top managers. However middle managers have a large “counseling” role. Their managerial responsibilities are mainly at a tactical level, but do not exclude operational and strategic level tasks. The problem situations of middle managers are closely linked to information use environment components such as : their managerial roles and responsibilities, and the organizational context characterizing a municipality undergoing major reorganization. Most problem situations encountered by middle managers in this context were new patterns, and related mainly to legal and prescriptive matters or physical resources. Middle managers’ information needs show the importance of organizational processes and context in the resolution of problem situations. To answer those needs, they used mainly internal information sources. Verbal information sources were more used than printed ones (documentation). At a theoretical level, we found that our middle managers’ information behaviour model supports and complements the two models our study relies on : the general model of information use (Choo, 1998) and the information use environment model (Taylor, 1986, 1991). Concepts such as “user” and “information use” are also refined from the users perspective. At a practical level, this study contributes to the design of information retrieval systems best suited to satisfy the information needs of municipal middle managers. It also assesses the contribution of records information systems to the management of organizational memory. / Conseil de recherches en sciences humaines du Canada (CRSH), Fonds québécois de recherche sur la société et la culture (FQRSC), Manulife Financial Corporation, Fondation J.A. DeSève, Faculté des études supérieures de l’Université de Montréal (bourse de fin d’études), EBSI/Faculté des études supérieures de l’Université de Montréal (bourses conjointes)

The middle manager situation is sometimes squeezed between requirements from different parties at the same time as they are crucial for the development of the organization. Masters, chief engineers and managers in the catering department onboard are middle managers squeezed between the office requirements and the working conditions of their crew. The purpose of this study was to look into the middle managers conditions with focus on the work for good working environment onboard ships in the commercial shipping industry. A study was made consisting of two main parts, first a literature review and secondly focus group interviews. The literature review looked for findings about the middle managers work for occupational health and safety, which were mostly about industries and organisations ashore. These findings were tested in the focus groups in order to find out if they applied also for the commercial shipping industry and if there are any special things to consider there. The focus group members were of both genders, from different management positions and companies within the Swedish commercial shipping industry. So what recommendations can be made in order to improve the middle managers work for a good working environment or occupational health and safety (OHS)? Recommendations are given about competence, staff engagement, policies, shared leadership and administrative workload. Three findings are suggested for further research, shared leadership, administrative workload and client pressure. It is interesting that the type of shared leadership that are found onboard seems to be rather unique for the commercial shipping industry.

Mellanchefens organisatoriska roll har transformerats sedan Burns först utforskade mellanchefsrollen och sedan slutet av 1900-talet har rollen förändrats och tilldelats fleråtaganden än tidigare. En studie från Previa belyser mellanchefsrollens ökade sjukskrivningar och vittnar om att positionen i mitten av organisationer har blivit en utsatt arbetsbefattning att disponera över i dagens moderna samhälle. Följande kvalitativa studie syftar till att utforska hur mellanchefsrollen upplevs av olika chefspositioner inom organisationer och belysa problematiken kring rollkonflikterna som uppstår på mellanchefspositioner ur ett nytt perspektiv. Studiens empiriska material utgår frånelva chefsintervjuer från tre matrisorganisationer. För att bearbeta studiens material har vi använt oss av en abduktiv metod där vi under studiens gång har arbetat genom hermeneutiken och pendlat mellan empiri och teori för att skapa förståelse. I studien försöker vi inte definiera mellanchefsrollen ur några exakta riktlinjer utan studien utforskar rollen i en föränderlig praktik. Vi har inte som avsikt med studien att presentera någon form av absolut sanning gällande mellanchefsrollen utan vi vill snarare förmedla olika poänger om mellanchefsrollens arbetssituation som förhoppningsvis leder till en djupare reflektion tills studiens läsare. I studien bearbetar vi fram mellanchefsrollens komplexitetgenom differentierade chefers kunskaper, perspektiv och berättelser om det vardagligaarbetet. Studiens resultat framhäver att mellanchefsrollen upplevs olika beroende på vilken chefsposition rollen upplevs av. Framförallt skiljer sig övre chefers perspektiv gentemot linjechefernas perspektiv på vad rollen finns till för i organisationer och vilka interna intressenter som mellanchefsrollen ska tillfredsställa. / The organizational role of the middle manager has been transformed since Burns first explored the role of middle manager, since the end of the 20th century the role continues to change and increasingly more tasks than before have been added to its role. A study from Previa highlights the middle managers role's increased sick leave and indicates that the organization's mid-level position has become a vulnerable job role to command of, in today's modern society. The following qualitative study aims to explore how the role of middle manager is experienced by different managerial positions within organizations hierarchy and from a new perspective shed light on the problems surrounding the role conflicts that arise in middle manager positions. The empirical data is based on eleven conducted managerial semistructured interviews from three organizations. To process the study's material, we’ve applied an abductive method where we throughout the course of the study worked through hermeneutics and thus altered between empiricism and theory to produce an understanding. In this study we don’t aim to define the middle manager role from any exact guidelines, but the study explores the role in a changing practice. Furthermore, this study doesn’t intend to present any form of absolute truth regarding the middle manager role, but rather we want to convey different perspectives about the middle manager role's work situation. Hopefully this will subsequently lead to a deeper reflection for the readers. Through the differentiated managers' knowledge, perspectives and stories about everyday work we managed to understand and process the complexity of the middle manager role. In conclusion, the results concludes that the perception of the middle manager's role varies, depending on which managerial position is being addressed. Above all, there is a conspicuous difference between the senior executives’ perspectives and the line managers' perspectives on the middle managers function within the organization and which internal stakeholders the middle manager role ought to satisfy.

Bakgrund och problemområde: Organisationer påverkas i stor utsträckning av globaliseringen och den tekniska utvecklingen, något som inte är ett undantag för tillverkningsindustrisektorn. Detta kräver att organisationer ständigt behöver utvecklas för att hålla sig konkurrenskraftiga på marknaden. Men något som också kan skapas i och med de ständiga förändringarna är ett växande förändringsmotstånd. Medarbetares förändringsmotstånd kan ha förödande konsekvenser. Men är det verkligen själva motståndet som är problemet, kan det inte vara så att det orsakas av något annat? För att förstå förändringsmotståndet och att det i sig kanske inte är det verkliga problemet skapas kunskap om orsaken till att förändringsmotståndet uppstår. Även vilket stöd organisationen kan bidra med vid förändringsarbeten.. Förändringsmotstånd kan yttra sig på olika sätt och det finns olika orsaker till dess uppkomst. Syfte: Syftet med rapporten är att öka kunskapen om orsakerna till medarbetares förändringsmotstånd och hur motståndet ser ut på ett av Sveriges största tillverkningsföretag. En ökad kunskap kring förändringsmotstånd i olika kontexter kan bidra till att förstå hur oönskat motstånd kan förebyggas.  Problemformulering:● Vilka former av förändringsmotstånd upplevde medarbetarna vid enorganisationsförändring och vad var orsaken till motståndet? o Vilken möjlighet för stöttning av organisationen finns för medarbetaren vid förändringsarbeten? Metod: I studien har det använts en kvalitativ metod för att öka kunskapen kring medarbetarnas perspektiv på förändringsmotstånd. Det har genomförts tio semistrukturerade intervjuer med medarbetare som är mellanchefer på Företag X i tillverkningsindustrisektorn. Slutsats: Bland de olika reaktionerna är det känslomässigt motstånd som varit starkast. I de flesta fallen har motståndet varit passivt eller ambivalent, det vill säga att det handlat om negativa tankar och känslor. Samtidigt är en majoritet av motståndet omedvetet, det vill säga att de som har ett motstånd själva inte vet om det eller antar sig ha det. Hur förändringsmotståndet yttrar sig antas bero på vad orsaken till motståndet bottnar sig i. Psykologiska orsaker till motstånd var det som visat sig tydligast. Att vara mellanchef verkar till viss del påverka hur motståndet uttrycker sig då de har mer insyn och inflytande i organisationen. Undersökningen kom fram till att medarbetarna inte upplevde sig behöva något ytterligare stöd vid förändringsprocessen då de redan kände sig tillfreds med den stöttning de hade i form av en god kommunikation och relation till sin närmsta chef. / Problem background: Organizations are greatly affected by globalization and technological development, which is not an exception for the manufacturing industry sector. This requires that organizations constantly need to develop in order to remain competitive in the market. A phenomenon that can be created as an impact of constant changes within an organization is a growing resistance to change. Employee resistance to change can have devastating consequences. But is it really the resistance itself that is the problem, couldn't it be caused by something else? In order to understand the resistance to change and that it may not in itself be the real problem, knowledge is created about the reason why the resistance to change arises. Also, what support the organization can contribute to when changes in the workplace are taking place. Resistance to change can manifest itself in different ways and there are different reasons for its emergence. Purpose: The purpose of the report is to increase knowledge about the reasons for employee resistance to change and what the resistance looks like at one of Sweden's largest manufacturing companies. An increased knowledge of resistance to change in different contexts can contribute to understanding how unwanted resistance can be prevented. Research question:● What forms of resistance to change did the employees experience during an organizational change and what was the reason for the resistance?o What opportunity for support from the organization is there for the employee during organizational change? Method: In this study, a qualitative method was used to increase knowledge about the employees' perspective on resistance to change. Ten semi-structured interviews have been conducted with employees who are middle managers at Company X in the manufacturing industry sector. Conclusion: Among the different reactions, it is the emotional resistance that has been the strongest. In most cases, the resistance has been passive or ambivalent, that is to say, it has been about negative thoughts and feelings. At the same time, a majority of the resistance is unconscious, that is, those who themselves have a resistance do not know about it or assume that they have it. How the resistance to change manifests itself is assumed to depend on what the cause of the resistance is rooted in. Psychological reasons for resistance were the most clearly demonstrated. Being a middle manager seems to some extent to influence how the resistance expresses itself as they have more visibility and influence in the organization. The survey concluded that the employees did not feel they needed any additional support during the change process as they already felt satisfied with the support they had in the form of good communication and a good relationship with their immediate supervisor. / <p>Externt samarbete med ett anonymt tillverkningsföretag.</p>

No description available.

Les transferts de compétences et de savoir-faire (TC / TSF) dans les organisations revêtent un enjeu stratégique pour leur survie-développement et nécessitent donc une préparation minutieuse ainsi qu’un pilotage rigoureux afin d’apporter toute leur valeur ajoutée.La première partie explicite les fondements conceptuels et méthodologiques de la recherche et présente les terrains d’investigation et d’expérimentation de nos hypothèses et outils. Elle présente les enjeux liés aux transferts de compétences et de savoir-faire à partir de l’analyse des entretiens réalisés, des dysfonctionnements et de leurs coûts cachés de régulation. Nous étudions l’importance de la définition d’une politique de TC / TSF par la direction ainsi que les rôles et les pratiques des ressources humaines dans le pilotage des compétences et de leur transfert.Dans la deuxième partie, nous étudions le rôle-clé détenu par le manager de proximité, de par sa position stratégique dans l’organisation et ses pratiques managériales, dans le pilotage et la mise en œuvre de la politique de transfert de savoir-faire, ainsi que dans le suivi et le développement des performances individuelles et collectives. Nous étudions aussi les impacts socio-économiques des actions de TC / TSF et du pilotage de ces actions par les managers de proximité. Enfin, nous proposons le concept de manager de proximité-développeur en nous appuyant sur les évolutions du management au cours du XXème siècle, sur le concept de formation intégrée et l’importance de la pédagogie. Nous proposons des outils de management pour permettre aux managers de proximité de mieux piloter les TC /TSF. / The transfer of skills and know-how (TS/TKH) in organizations are of strategic importance for their survival and development and therefore require careful and rigorous control to provide any added value preparation.The first explicit conceptual and methodological research foundations and has lots of investigation and experimentation of our assumptions and tools part . It presents the issues related to the transfer of skills and know-how from the analysis of interviews, dysfunctions and their hidden regulatory costs. We study the importance of the definition of a policy of TS / TKH by management and the roles and practices of human resource skills management and transfer.In the second part, we study the key role held by the manager of proximity, its strategic position in the organization and management practices in the management and implementation of the policy of transfer of know -how, as well as in the monitoring and development of individual and collective performance. We also study the socio -economic impacts of actions TS / TKH and control these actions by local managers. Finally, we propose the concept of proximity manager - developer relying on the evolution of management in the twentieth century, the concept of integrated training and the importance of education. We offer management tools to allow local managers to better manage the TS / TKH.