Le statut des dirigeants sociaux en droit de l’OHADA présente une physionomie homogène. Il est rigide dans l’exercice de la direction sociale mais souple dans l’organisation de la direction sociale. La rigidité garantit à la société une direction responsable. En cela, les dirigeants sont dotés de pouvoirs légaux dans le cadre des actes courants pour qu’ils disposent d’une liberté d’action dans la réalisation des buts de la société. Ces pouvoirs connaissent un accroissement sans précédent à cause du déclin des contre-pouvoirs classiquement destinés à les modérer dans le cadre des actes graves. Les dirigeants peuvent donc accomplir valablement des actes graves au mépris des prescriptions qui les encadrent. Face à cet accroissement inquiétant de la souveraineté des dirigeants, les sanctions ont ravi la légitimité aux contre-pouvoirs classiques pour postuler en véritable contre-pouvoir. Les sanctions s’appliquent aux dirigeants chaque fois qu’ils portent atteinte à un intérêt protégé. Leur application s’impose qu’il s’agisse d’actes courants ou graves, qu’il s’agisse de dirigeant associé unique ou non, que la société soit in bonis ou en difficulté, ou encore que le dirigeant soit de droit ou de fait. Mais, la rigidité de la direction ne garantit pas toujours son efficacité. De plus, trop de rigidité tue la rigidité. L’introduction d’une dose de souplesse dans la direction des sociétés peut contribuer à la rendre plus dynamique. Le cadre approprié de cette souplesse est l’organisation de la direction. Ce cadre offre des ressources pour rendre la direction plus performante et très bien structurée. La performance peut être atteinte à travers le renforcement de la direction en la dotant de ressources humaines suffisantes, compétentes et stables. Elle se reflète par le succès de la politique managériale voire les résultats sociaux positifs. Sans doute, une meilleure structuration de la direction contribuerait au même résultat. Certes, la liberté d’organiser la direction est réduite lorsqu’elle porte sur ses structures. Mais cette liberté peut s’exprimer dans le respect de l’ordre public sociétaire. Ainsi, mis à part la nécessité de redéfinir le rapport des structures de l’exécutif des sociétés, il importe de consolider le contrôle des actes des dirigeants en facilitant l’implication d’organes externes à la direction pour aboutir à une gouvernance sociale dynamique. / The manager statute in OHADA law presents a homogeneous face. On the one hand, the statute is rigid in the practice of organization’s manager. This rigidity bases on two fundamental elements : the legal powers of the managers and the judicial sanctions which are applied against the faults of the managers. The powers are increasing because of the saving of their inflexible powers in the ordinary operations and the decline of the classic’s force of opposition witch are making out of protecting the organizations against the serious operations. In front of increasing omnipotence of the managers, the judicial sanctions appear as veritable force of opposition to dissuade and punish the faults of the managers. The sanctions are applying to any faults which are committed in ordinary or grave operations. On the other hand, the statute is flexible in the management’s organization. Generally, this flexibility is real when it is necessary to reinforce or stabilize the management. But, the liberty of the management’s organization is limited when it concerns the structures. The liberty is limited by the necessity to respect the organization’s law. A part of the necessity to review the collaboration between the executive structures, it is important to reinforce the control on the managers operations by facilitating the implication of the extern structures in the organization’s direction to get dynamic governance.

Thesis (Ed.D.)--Boston University / The purpose of this study was to develop a competency model that incorporates the necessary knowledge, skills and attributes for an outstanding hotel manager based on actual experiences of successful hotel managers. The general managers and director of human resources from each hotel selected three outstanding and three average-performing managers from their respective properties (a total of 18 managers). Over a two-month period, using the behavior event interview process, both superior and average managers were interviewed and asked to describe, in great detail, situations when he or she was particularly effective and situations when he or she was ineffective. The interviews were transcribed and coded using a combination of a validated competency dictionary and thematic analysis. Competencies observed in outstanding managers but not in average performing managers were identified and a competency model was created. An expert panel of senior industry executives validated the findings. In brief, the model includes the following competencies: achievement orientation, information seeking, customer service orientation, organizational awareness, professional expertise, honesty, interpersonal understanding, teamwork, team leadership, analytical thinking, initiative, self-control, self-confidence, self-learning, face- to-face communication, relationship building, optimism and passion.

This study analyzes how some managers frame and make sense of engagement within organizational contexts. It aims to comprehend how their lived experiences of engagement shape their reflexive thoughts, perspectives, and strategies on a daily basis. To generate relevant data, this study used a qualitative approach by conducting semi-structured interviews with ten managers in Ontario, Canada. It made use of a thematic analysis to develop patterns and better understand common perspectives. The results showed a variety of approaches to engagement with no unanimous way of framing it as well as some paradoxes when looking at how managers make sense of this concept. Some managers seem to put forward more tangible words such as care, involvement, and success instead of explicitly evoking engagement. More specifically, from a communication perspective, this study has found that framing and communicating engagement seems to be a complex challenge for managers. They seem to make up their own meaning of engagement, which can greatly vary among individuals.

The Shocks and Difficulties of Young Managers in the Organizations Abstract Younger Organizations and Younger Managers are the trend in the world. The topic of Young Managers is also popular among people¡¦s talking, but there is no academic study about the related issue in Taiwan. This is an exploratory study, based on literatures to develop the questionnaires for quantitative studies. The targets of this study are 121 young managers who are 35-year-old below and supervise at least 2 direct report staffs. The data was analyzed by applying statistical methods, i.e., factor analysis, one-way ANOVA, descriptive statistics analysis, and correlation analysis. The purpose of the study is to find out the shocks and difficulties of young managers in the organizations, the relation of individual factors with the shocks and difficulties, the relations of ¡§the behaviors of the organizations¡¨ with the shocks and difficulties, as well as the relations of ¡§the behaviors of young managers¡¨ with the shocks and difficulties. Many important findings of this study are as below: Majority of young managers face the shocks and difficulties of ¡§Up & Peers Management¡¨, and sequently is ¡§Down Management¡¨, ¡§Professionalism & Authority be challenged¡¨, and ¡§People Management & Leadership¡¨. This study also found young managers in local companies have more difficulties in ¡§Down Management¡¨, ¡§People Management & Leadership¡¨, and ¡§Professionalism and Authority be challenged¡¨ then those who are working in foreign companies. Female young managers have more difficulties in ¡§Down Management¡¨ than males. Those young managers have been working with current supervisors for 1 ~ 3 years have more difficulties in ¡§People Management & Leadership¡¨ than those for over three years and below one year. Young Managers with over 10 years of working experience have less difficulty in ¡§People Management & Leadership¡¨ than those below 10 years of working experience. Young managers have more difficulties in ¡§Down Management¡¨ on staffs of college or lower education level than on those of university or graduate school. No matter what individual backgrounds or conditions the young managers have, their difficulties in ¡§Up & Peers Management¡¨ are the same. This study also found that if the organizations get the young managers involved in top management strategy will increase the young managers¡¦ difficulties in ¡§Down Management¡¨ and ¡§Up & Peers Management¡¨. If the organizations do too much job arrangement (e.g. workload, degree of working difficulty, and level of reporting line), it will increase the young managers¡¦ difficulties in ¡§Down Management¡¨ and ¡§People Management & Leadership¡¨. This study also found when young managers purposely build up their authority and professional image, their difficulties in ¡§Down Management¡¨, ¡§People Management & Leadership¡¨, ¡§Authority & Professionalism be challenged¡¨, and ¡§Up & Peers Management¡¨ are increasing. And if young managers manipulate power game too much, it will increase their difficulties in ¡§People Management & Leadership¡¨. This study also found it is great helpful for ¡§People Management & Leadership¡¨ if young managers can keep their physical in good condition and keep their information updated with the world and the market. Key words: young managers, shocks and difficulties, behaviors of the organizations, behaviors of the young managers.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1986.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1986. / Also available in print.

En théorie des organisations, une conception dominante étudie la construction de l’identité individuelle lors d’événements majeurs de l’existence. En contrepoint, suivant une approche processuelle, nous cherchons à mieux comprendre la construction identitaire en situation de travail. Pour opérationnaliser la notion de situation, nous empruntons le concept d’épreuve au sociologue Danilo Martuccelli. Nous réalisons une étude de cas multiples. 29 récits d’épreuves de gestion de collaborateurs en détresse sont collectés via 45 entretiens auprès de 24 managers et plusieurs journées d’observation. Au travers de l’analyse approfondie de quatre cas choisis pour leur intérêt intrinsèque et d’une analyse inter-cas, nous faisons émerger trois grands types de dynamiques identitaires. Ces dynamiques sont ensuite regroupées dans une modélisation de la construction identitaire en situation capable d’intégrer simultanément divers degrés de changement et de maintien identitaire. Nous montrons ainsi que l’apparente stabilité de l’identité dissimule un processus permanent de reconstruction de soi indissociables de la réalisation des tâches du travail quotidien / Previous work about identity construction in management studies has focused on a stable individual identity that only evolves with major events. Conversely, this research aims to explore a more situated identity construction in front of day-to-day working activities. We borrow Danilo Martuccelli’s concept of trial in order to operationalize what a situation is. Through a multiple qualitative case study, we analyse 29 narratives of managers’ trial of their subordinates’ distress. These data were collected through 45 semi-structured interviews with managers and several days of observation inside one organization. Our analysis emcompasses the in-depth presentation of four cases and a global comparative analysis of the 29 narratives. Our findings are composed of the identification of three main dynamics of identity construction. Finally, we offer an integrative processual representation of identity construction during work situations. We show that the underlying stability of identity is better conceived as the result of an ongoing process of identity (re)construction

No description available.

Merger organizational change has been prolific across Wales and has significantly affected all Further Education (FE) colleges. The main merger driver was to reduce operational costs, whilst in the pursuit of increased organizational and departmental efficiencies and effectiveness. An imperative to widening access to education, an increase in the quality of curriculum provision and a need to reduce duplication of curriculum programmes were also important considerations. It is these changes that have shaped college organizations and the college middle manager role, post-merger, with a resulting impact on middle managers professional 'lived' experiences. The author's research examines the effect of merger on the middle manager role and the influence of the college context on the 'lived' experiences of middle managers managing curriculum departments. The review of the literature highlights key relationships between mainstream management and the college middle manager role, as well as the influences likely to have an impact on this role. The author has developed a conceptual model with key elements consisting of professional 'lived' experiences of middle managers and role construct and behaviour, management and leadership. This study is exploratory in nature and uses a social constructionist philosophical approach. A subjectivist epistemology was adopted for this study, with the researcher applying a thematic analysis and an investigation of multiple realities. Data for this research was collected from in-depth semi-structured interviewees, which gave interviewees the opportunity to highlight their specific day-to-day professional 'lived' work experiences. The research study outlines a number of conclusions, which accord with this study's specific research objectives and recommendations. In the post-merger era, the middle manager role has become more complex and challenging. Conclusions indicate a broader role for the middle manager, and a role defined by the college's professional context, which contributes to influencing the college middle manager role. This study contributes to the field of academic study, and to professional practice. It provides insights to understanding the role of middle managers in the FE sector and also offers recommendations for college strategy and policy. Finally, it highlights opportunities for further research in Wales and beyond.

One-third of science, technology, engineering, and mathematics (STEM) jobs are unfilled, resulting in less revenue for companies. The purpose of this qualitative single case study, grounded in the human capital theory, was to explore strategies that 2 hiring managers used to recruit STEM professionals in an organization in central Virginia. Data were collected from semistructured interviews, member checking, and company documents on STEM recruitment. The 4 themes that emerged from the data, analyzed using Yin's 5-step process, were as follows: partnerships with state government and local colleges, leadership and employee development programs used as recruitment incentives, competitive compensation package and work-life balance to entice new hires, and meticulous investigation, evaluation, and trial periods. The findings of this study could provide hiring managers with strategies to improve recruitment of skilled STEM professionals. The implications for positive social change could include a reduction in employee turnover, a decrease in employee recruiting costs, an increase in employee retention, more motivated and engaged employees, and an increase in employee production, all of which could increase profits and positively influence the company and the health of the community.