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Une organisation performante : l'éclairage du diagnostic organisationnel

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  • Christophe Everaere

    () (Centre de Recherche Magellan - Université Jean Moulin - Lyon III - Institut d'Administration des Entreprises (IAE) - Lyon)

Abstract

Cette partie concacrée au diagnostic organisationnel comporte trois niveaux d'analyse : - Un diagnostic de la structure destiné à identifier, comprendre et évaluer les logiques officielles de fonctionnement d'une organisation (partie émergée de l'iceberg). Y a-t-il cohérence dans les caractéristiques du contexte et les principes de fonctionnement de l'organisation ? - Un diagnostic des interactions dans la partie plutôt immergée de l'organisation. N'y a-t-il pas trop de dysfonctionnements, de tensions, de conflits, de rapports de force, d'aberrations engendrés par des jeux d'acteurs qui profitent plus ou moins des incertitudes, des ambiguïtés, et des imperfections inhérentes à tout système organisé, en privilégiant leur intérêt personnel sur l'intérêt collectif ? - Un diagnostic de la culture, des valeurs et des identités présentes dans l'entreprise. Les membres d'une organisation partagent-ils un minimum de valeurs communes, sont-ils un minimum d'accord sur les priorités de l'organisation, sur ce qui est important, accessoire, acceptable ou inacceptable ? Sans un socle commun et partagé de valeurs et d'adhésion aux priorités stratégiques et aux principes de fonctionnement d'une organisation, ses membres ne peuvent pas travailler efficacement - ensemble - et tendre vers une performance collective

Suggested Citation

  • Christophe Everaere, 2012. "Une organisation performante : l'éclairage du diagnostic organisationnel," Post-Print halshs-00745115, HAL.
  • Handle: RePEc:hal:journl:halshs-00745115 Note: View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-00745115
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    Keywords

    diagnostic; performance; organisation; cohérence; interactions; cohésion;

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