Human resources

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Clotilde TESSIER Business Management (Human Resources Management) Change of work organisation and increasing of the flexibility over the past two decades. To what extent? CONTENTS I – INTRODUCTION A - SUMMARY OF EVOLUTION OF WORK ORGANISATION 1. Phase A: traditional organisation 2. Phase B: Taylorism and Fordism 3. Phase C: automatic system B - FRAMEWORK I. INTRODUCTION “Failing is having the opportunity to begin again more intelligently” said Henri Ford and he was right. From Taylorism

Strategic Goal One – Strategy & Initiatives 9 Strategic Goal Two 10 Key Result Areas 10 Strategic Goal Two – Strategy and Initiatives 11 Strategic Goal Three 12 Key Result Areas 12 Strategic Goal Three – Strategy and Initiatives 13 Resources 14 Contact Details 14 Preamble The Wanderers Rugby Football Club was establish in the Newcastle Rugby Competition in 1924 under the name of GPS Old Boys and subsequently adopted the Wanderers name in 1925. While no details are available for

* Exécutant opérationnel * Allié de l’entreprise * Acteur crédible 5- La professionnalisation de la GRH : Exemples * Ordre des conseillers en ressources humaines accrédités (QC) * Society for Human resource management (USA) * Human Resources Professionals Association (Toronto) * Association WorldaWork (USA pour la rénumération) 6- Le partage de l’autorité et des pouvoirs en matière de GRH * Il existe 3 types d’autorité : a) Autorité hiérarchique

catogories mentioned earlier. That is why the equal opportunities and diversity management exist, they are made to struggle against this kind of problem. That is why the Human Resource Management is a central actor in the workplace. It has to involve every worker in the company’s policy by valuing their work but also valuing them as human beings. And this point is the most difficult because nowadays, there is a real melting pot (different beliefs, colours, orientations) in every country and the workforce

the marketing mix with its variable such: Product, Price, Promotion and channel can have a huge impact on the success of the product or on the failure. _Organisation decision: Launch a new product requires a specific organisation with human resources available and skilled. Moreover, the different teams working on the new product must have a mindset ready to take the challenge. _Strategic decision: Some decisions are very strategic as decisions around the market, the product and competitors

génération, nous voulons développer des équipes agiles, capables de capter rapidement les tendances, de gagner le soutien de la direction et de mettre strictement en œuvre la stratégie de l’entreprise. » Anne-Marie Leslie, Senior Vice President, Human Resources, Cochlear Limited Ressources humaines : transcender les frontières Figure 2 Les lacunes Les évaluations relatives des participants en termes d’importance et d’efficacité font apparaître trois lacunes importantes. Efficacité relative

Avril - 2013 PLANIFICATION DE LA PRODUCTION 1 Dpto. Logística y Tecnologías de Proceso Commendes Contrôle du procès Clients OUTPUTS IMPUTS Ordre de fabrication Matière première PROCESSUS DE TRANSFORMATION Produits RESOURCES HUMANS RESOURCES TECNIQUES Capacité Temps du change 2 Dpto. Logística y Tecnologías de Proceso PRÉVISION DE LA DEMANDE ESTIMATIONS DE LA DEMANDE LONG TERME MOYEN TERME COURT TERME PLAN STRATÉGIQUE PLAN DE PRODUCTION AJOUTÉE COMMANDES DES

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consulting recrutement.consulting@gmail.com Ilham BENJELLOUN Directrice des Ressources Humaines, CITELUM MAGHREB ben.ilhame@gmail.com HASNA BENKHIRA Human Resources Responsible, CARGILL Morocco hasna_benkhira@cargill.com Chaimaa Benmessaoud Chargée Emploi et Communication, Marketing Call Center c.benmessaoud@hotmail.com Aïcha Bennouna Human Resources Manager, HPS a_bennou@yahoo.fr Saadia BERRADA Responsable Recrutement, LAFARGE saadiaberrada@gmail.com Fatiha BIHMANE Assistante recrutement, POTENTIEL