Managing skills is at the core of Human Resources Management. Based on previous literature and realized with researchers from Magellan, the Research Center in Management of iaeLyon, Skills Management examines how skills can be analyzed at the individual and collective levels, and investigates the focus on different types of skills - including technical, soft, learning, leadership and emotional skills. The book examines how skills management is applied in various contexts and for various populations, cultures and profiles, with examples ranging from middle managers having to develop…mehr
Managing skills is at the core of Human Resources Management. Based on previous literature and realized with researchers from Magellan, the Research Center in Management of iaeLyon, Skills Management examines how skills can be analyzed at the individual and collective levels, and investigates the focus on different types of skills - including technical, soft, learning, leadership and emotional skills. The book examines how skills management is applied in various contexts and for various populations, cultures and profiles, with examples ranging from middle managers having to develop organizational skills in a changing environment, to engineers having to develop soft skills beyond their technical skills; from police officers developing emotional skills, to the new skills that are needed when a hospital introduces a new approach to shared leadership. In the concluding chapter, this book also investigates how it is sometimes difficult to focus on skills development when organization needs are focused on flexibility.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Alain Roger is Professor Emeritus at Université Lyon 3, France, where he co-directs the Research Group in Human Resources of Magellan, the Research Center of Lyon. Didier Vinot is Full Professor at Université Lyon 3, where he co-directs the Research Group in Human Resources of Magellan. He is also responsible for Université Lyon 3's Chair, "Value(s) for Health".
Inhaltsangabe
Foreword ix Introduction xiii Part 1. Varieties of Skills 1 Chapter 1. Skills Development at the Heart of the Mentoring Relationship 3 Manel DARDOURI 1.1. Competence: a "portmanteau" word 4 1.1.1. Latest developments 4 1.1.2. Skills typology 12 1.1.3. Articulation of collective skills and individual skills 18 1.2. Mentoring, a practice of personal and professional development 20 1.2.1. A look at the evolution of mentoring 21 1.2.2. Functions of the practice of mentoring 26 1.2.3. Diversity of the practice of mentoring 28 1.3. Skills in the framework of mentoring 29 1.3.1. Mentors' skills 29 1.3.2. Collective and individual skills of partnerships 31 1.4. Conclusion 36 1.5. References 38 Chapter 2. Which Human Skills Are Necessary for Engineers? 47 Alain ROGER 2.1. The engineering profession and its evolution 48 2.2. The analysis approach 51 2.3. Skills mobilized in their profession by engineers 51 2.4. The development and transmission of skills 56 2.5. Dimensions of human skills 59 2.6. References 63 Chapter 3. The Emotional Skills of Police Officers in the French Anti-crime Squad (BAC) 67 Hélène MONIER 3.1. Police activity: emotions 68 3.1.1. First intervention on public roads: a psychosocial risk 68 3.1.2. Emotions at work 69 3.1.3. BAC police officers 71 3.2. The work of emotion: police officers' emotional skills 73 3.2.1. From emotions to BAC police officers' emotional skills 73 3.2.2. Developing one's emotional skills: accumulating and capitalizing on experiences, drawing inspiration from seniors and preparing through training 79 3.2.3. The emotional effects of the work of BAC police officers 81 3.3. Conclusion 83 3.4. References 84 Part 2. The Development of Skills to Respond to New Strategic Directions 89 Chapter 4. The Skills of Middle Managers in a Strategic Context of Corporate Social Responsibility: the MEDIAPOST Case-Study 91 Sylvaine MERCURI CHAPUIS 4.1. CSR and competences, a definitional similarity 92 4.1.1. What do we mean by CSR? 92 4.1.2. Issues pertaining to CSR in terms of competencies 94 4.2. Strategic integration of CSR, human capital and middle managers 97 4.2.1. CSR through the lens of resources and strategic skills 97 4.2.2. The central role of middle managers 98 4.3. The competencies of middle managers in a strategic context of CSR: the MEDIAPOST case study 99 4.3.1. MEDIAPOST, HR and the drive towards CSR 99 4.3.2. Maintaining and exercising the competencies of middle managers 101 4.4. Conclusion 106 4.5. References 106 Chapter 5. Developing Employees' Entrepreneurial Competencies: the Resultant Changes for SMEs 109 Lynda SAOUDI and Stéphane FOLIARD 5.1. What do we mean by entrepreneurial skills in SMEs? 110 5.1.1. The theoretical tenets of entrepreneurial skills 111 5.1.2. Learning processes and entrepreneurial skills 112 5.2. How can entrepreneurial skills in SMEs be mobilized? 114 5.2.1. Complementarity and overlap between the entrepreneurial skills of employees and the manager, definitions and processes 114 5.2.2. Are SMBs ready for the era of entrepreneurial skills? 116 5.3. The managerial consequences of developing employees' entrepreneurial skills in an SMB 117 5.3.1. The presence of an open director 118 5.3.2. A new culture asserts itself 119 5.3.3. Developing employees' entrepreneurial intentions: desirability and feasibility 120 5.3.4. Organizational change 122 5.3.5. From HRM to ERM 123 5.4. Conclusion 126 5.5. References 127 Chapter 6. Hospitals: Facing New Shared Leadership Skills 131 Marc VALAX and Didier VINOT 6.1. Analysis of organizational tensions and management changes in hospitals. 133 6.1.1. A new legal context, following previous reforms 133 6.1.2. Classic approaches to leadership at the hospital 134 6.1.3. An evolution of leadership representation in line with structural changes 136 6.2. Towards a hospital open to shared and polymorphic skills 143 6.2.1. Towards new models: the doctor-manager, the nurse-coordinator, the patient keeping track: but where are the managers? 145 6.2.2. Forms of medical leadership illustrating multiform clinical management 146 6.2.3. Consequences in terms of skills management 147 6.3. Conclusion 150 6.4. References 151 Conclusion 157 List of Authors 179 Index 181
Foreword ix Introduction xiii Part 1. Varieties of Skills 1 Chapter 1. Skills Development at the Heart of the Mentoring Relationship 3 Manel DARDOURI 1.1. Competence: a "portmanteau" word 4 1.1.1. Latest developments 4 1.1.2. Skills typology 12 1.1.3. Articulation of collective skills and individual skills 18 1.2. Mentoring, a practice of personal and professional development 20 1.2.1. A look at the evolution of mentoring 21 1.2.2. Functions of the practice of mentoring 26 1.2.3. Diversity of the practice of mentoring 28 1.3. Skills in the framework of mentoring 29 1.3.1. Mentors' skills 29 1.3.2. Collective and individual skills of partnerships 31 1.4. Conclusion 36 1.5. References 38 Chapter 2. Which Human Skills Are Necessary for Engineers? 47 Alain ROGER 2.1. The engineering profession and its evolution 48 2.2. The analysis approach 51 2.3. Skills mobilized in their profession by engineers 51 2.4. The development and transmission of skills 56 2.5. Dimensions of human skills 59 2.6. References 63 Chapter 3. The Emotional Skills of Police Officers in the French Anti-crime Squad (BAC) 67 Hélène MONIER 3.1. Police activity: emotions 68 3.1.1. First intervention on public roads: a psychosocial risk 68 3.1.2. Emotions at work 69 3.1.3. BAC police officers 71 3.2. The work of emotion: police officers' emotional skills 73 3.2.1. From emotions to BAC police officers' emotional skills 73 3.2.2. Developing one's emotional skills: accumulating and capitalizing on experiences, drawing inspiration from seniors and preparing through training 79 3.2.3. The emotional effects of the work of BAC police officers 81 3.3. Conclusion 83 3.4. References 84 Part 2. The Development of Skills to Respond to New Strategic Directions 89 Chapter 4. The Skills of Middle Managers in a Strategic Context of Corporate Social Responsibility: the MEDIAPOST Case-Study 91 Sylvaine MERCURI CHAPUIS 4.1. CSR and competences, a definitional similarity 92 4.1.1. What do we mean by CSR? 92 4.1.2. Issues pertaining to CSR in terms of competencies 94 4.2. Strategic integration of CSR, human capital and middle managers 97 4.2.1. CSR through the lens of resources and strategic skills 97 4.2.2. The central role of middle managers 98 4.3. The competencies of middle managers in a strategic context of CSR: the MEDIAPOST case study 99 4.3.1. MEDIAPOST, HR and the drive towards CSR 99 4.3.2. Maintaining and exercising the competencies of middle managers 101 4.4. Conclusion 106 4.5. References 106 Chapter 5. Developing Employees' Entrepreneurial Competencies: the Resultant Changes for SMEs 109 Lynda SAOUDI and Stéphane FOLIARD 5.1. What do we mean by entrepreneurial skills in SMEs? 110 5.1.1. The theoretical tenets of entrepreneurial skills 111 5.1.2. Learning processes and entrepreneurial skills 112 5.2. How can entrepreneurial skills in SMEs be mobilized? 114 5.2.1. Complementarity and overlap between the entrepreneurial skills of employees and the manager, definitions and processes 114 5.2.2. Are SMBs ready for the era of entrepreneurial skills? 116 5.3. The managerial consequences of developing employees' entrepreneurial skills in an SMB 117 5.3.1. The presence of an open director 118 5.3.2. A new culture asserts itself 119 5.3.3. Developing employees' entrepreneurial intentions: desirability and feasibility 120 5.3.4. Organizational change 122 5.3.5. From HRM to ERM 123 5.4. Conclusion 126 5.5. References 127 Chapter 6. Hospitals: Facing New Shared Leadership Skills 131 Marc VALAX and Didier VINOT 6.1. Analysis of organizational tensions and management changes in hospitals. 133 6.1.1. A new legal context, following previous reforms 133 6.1.2. Classic approaches to leadership at the hospital 134 6.1.3. An evolution of leadership representation in line with structural changes 136 6.2. Towards a hospital open to shared and polymorphic skills 143 6.2.1. Towards new models: the doctor-manager, the nurse-coordinator, the patient keeping track: but where are the managers? 145 6.2.2. Forms of medical leadership illustrating multiform clinical management 146 6.2.3. Consequences in terms of skills management 147 6.3. Conclusion 150 6.4. References 151 Conclusion 157 List of Authors 179 Index 181
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