According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

Social Psychology of Organizations

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The concept of mind

Knowledge Management

Those who use stakeholder theory as a reference are both underlining the correlation between facts and a certain conceptualization thereof, and trying to make the necessary shift from a “panoptic” analysis akin to a panoramic vision of texts and positions, to an “in‐depth” one geared towards an understanding of their foundations. As a “theory of organizations”, stakeholder theory helps to nourish a relational model of organizations by revisiting questions about “who” is actually working with (and in) the firm. Stakeholder theory is part of a comprehensive project that views the organization‐group relationship as both a foundation and a norm.

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Stakeholder theory in perspective

Cet ouvrage presente les aspects organisationnels et les outils classiques du controle de gestion, et met l'accent sur les evolutions actuelles et les nouveaux enjeux de la discipline (les fondamentaux, les outils recents du pilotage, les aspects humains, le role et les fonctions du controle de gestion aujourd'hui.

Le contrôle de gestion

Le controle de gestion est devenu une discipline academique et un domaine de recherche. Mais, dans le meme temps, ses presupposes fondateurs ont donne lieu a critique. Des tentatives de renovation se sont succedees dans la pratique, alors que la conception classique heritee de Fayol et confortee par la theorie economique neoclassique se trouvait confrontee a une approche inspiree par H. Simon, mettant en evidence le role du controle de gestion comme vecteur d’apprentissage et d’emergence des strategies. Enfin, l’apparition des ERP tend a accelerer la prise de conscience de l’ecart entre le processus de controle et le role qu’y joue le controleur, un role appele a changer profondement.

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Vingt ans de contrôle de gestion ou le passage d'une technique à une discipline

Cet ouvrage generaliste, accessible aux non specialistes et adapte aux techniques de management, presente le controle de gestion comme un outil strategique a travers une approche moderne qui tient compte de l'evolution du metier ces 10 dernieres annees.

Contrôle de gestion

La these essentielle du livre consiste en effet a stabiliser une notion “ incertaine ” en “ sciences des organisations ”. Si la perspective dominante est technologiste et tend a neutraliser toutes les autres, elle nous renvoie en miroir a une utopie organisationnelle construite sur le mythe du “ vivre avec ” en lieu et place du “ vivre dedans ”. Il est clair que la genealogie du reseau (c'est-a-dire sa deconstruction historique du point du vue du concept) permet de deborder du domaine gestionnaire et de montrer en quoi des formes organisationnelles diffusent au-dela du champ de la gestion et modelisent notre vivre ensemble.

Yvon Pesqueux

Papers

Stakeholder theory in perspective

Le contrôle de gestion

Vingt ans de contrôle de gestion ou le passage d'une technique à une discipline

Contrôle de gestion

L'organisation en réseau, mythes et réalités