La Capacit De G Rer Le Changement Dans Les Organisations De Sant Ressource Lectronique

La gestion du changement est un invariant du management strategique. Neanmoins, le changement destabilise les organisations, est couteux, souvent hasardeux et ouvre la porte a l'inexperience. Sa pratique manageriale s'avere donc pour le moins problematique. Les reponses apportees par la theorie traduisent une absence de consensus. D'un cote, on trouve des theories selon lesquelles le changement se pilote, de l'autre des theories pour lesquelles le changement, au mieux, se prepare. La question de savoir ce qu'est la capacite de changement des organisations est donc fondamentale. Une etude de cas realisee chez un constructeur automobile permet d'identifier les constituants de la capacite organisationnelle de changement. Ces resultats permettent d'apprehender les situations de changement dans une perspective strategique."

Research in technologies at the atomic and molecular levels is rapidly growing worldwide. Their promising applications in medicine, manufacturing and communication range from the development of new drugs and diagnostic tools to pollutant removal and prevention, as well as to the production of stronger and lighter materials and revolutionary ways of storing, retrieving band disseminating information. Public opinion about nanotechnologies is already divided between hopes nourished by their potential benefits and the fear of their possible harmful effects on the environment and humankind. In the face of this divide, Nanotechnologies, Ethics and Politics engages in a rare kind of prospective ethical revolution: What health and environmental issues arise with the use of new materials produced by nanoscale technologies? How might nanoscale devices be controlled, and what concerns attend military and biomedical applications of nanotechnologies? What opportunities might these bring for international cooperation addressing the most pressing needs of developing countries? This volume brings together 14 experts from around the globe - advisors to the World Commission on the Ethics of Scientific Knowledge and Technology (COMEST) - who discuss the state of the art of nanotechnology, examine the controversy surrounding its definition and explore related ethical and political issues. The aim is stimulate a fruitful interdisciplinary dialogue about nanoscale technologies among scientists, ethicists, policymakers, special interest groups and the general public.

The benefits of using technology to remake government seem almost infinite. The promise of such programs as user-friendly "virtual agencies" and portals where citizens can access all sections of government from a single website has excited international attention. The potential of a digital state cannot be realized, however, unless the rigid structures of the contemporary bureaucratic state change along with the times. Building the Virtual State explains how the American public sector must evolve and adapt to exploit the possibilities of digital governance fully and fairly. The book finds that many issues involved in integrating technology and government have not been adequately debated or even recognized. Drawing from a rich collection of case studies, the book argues that the real challenges lie not in achieving the technical capability of creating a government on the web, but rather in overcoming the entrenched organizational and political divisions within the state. Questions such as who pays for new government websites, which agencies will maintain the sites, and who will ensure that the privacy of citizens is respected reveal the extraordinary obstacles that confront efforts to create a virtual state. These political and structural battles will influence not only how the American state will be remade in the Information Age, but also who will be the winners and losers in a digital society.

This text examines the campaign against human poverty and strategies that could end it. It discusses how developing countries are being encouraged to set global targets to reduce it, based on commitments made at the 1995 World Summit for Social Development.

In private life, we try to induce or suppress love, envy, and anger through deep acting or "emotion work," just as we manage our outer expressions of feeling through surface acting. In trying to bridge a gap between what we feel and what we "ought" to feel, we take guidance from "feeling rules" about what is owing to others in a given situation. Based on our private mutual understandings of feeling rules, we make a "gift exchange" of acts of emotion management. We bow to each other not simply from the waist, but from the heart. But what occurs when emotion work, feeling rules, and the gift of exchange are introduced into the public world of work? In search of the answer, Arlie Russell Hochschild closely examines two groups of public-contact workers: flight attendants and bill collectors. The flight attendant’s job is to deliver a service and create further demand for it, to enhance the status of the customer and be "nicer than natural." The bill collector’s job is to collect on the service, and if necessary, to deflate the status of the customer by being "nastier than natural." Between these extremes, roughly one-third of American men and one-half of American women hold jobs that call for substantial emotional labor. In many of these jobs, they are trained to accept feeling rules and techniques of emotion management that serve the company’s commercial purpose. Just as we have seldom recognized or understood emotional labor, we have not appreciated its cost to those who do it for a living. Like a physical laborer who becomes estranged from what he or she makes, an emotional laborer, such as a flight attendant, can become estranged not only from her own expressions of feeling (her smile is not "her" smile), but also from what she actually feels (her managed friendliness). This estrangement, though a valuable defense against stress, is also an important occupational hazard, because it is through our feelings that we are connected with those around us. On the basis of this book, Hochschild was featured in Key Sociological Thinkers, edited by Rob Stones. This book was also the winner of the Charles Cooley Award in 1983, awarded by the American Sociological Association and received an honorable mention for the C. Wright Mills Award.