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My vision of an organization

10 beliefs

7 organizational fundamentals


My definition of management

Portrait of the manager

Portrait of the manager

​Roles of the manager

My vision of an organization

It's a professional environment in which each person go thrive individually while interacting with colleagues in a united and committed team for reaching a common goal. Developments and changes in an organization are for me:

  • Required for people and the organization because:

    • Nothing is acquired over time.​ It is necessary to challenge certain processes and positions

    • Markets evolve over time and with people

  • Promising new developments

  • Rich in new learning and therefore a powerful engine to grow personally and professionally

10 beliefs

There is no single model and ideal organization.

type of organization responds to different needs and strategies at a given time, consistent with the reason for being.

The manager inhales and breathes in a pivot corporate culture. This culture keeps constants linked to its genesis. It also evolves over time with the strategic developments of the organization and the men and women who shape it in their interpersonal relationships.

managerial policy must be clearly defined, shared and animated over time to maintain a constant and coherent link between strategic and operational issues.

The culture of commitment in the organization must be built and shared with the entire team in place.

When a business is created and develops, it is that it responds to societal issues or needs. This organization will then recruit people who find meaning in fulfilling its purpose.

The meaning of work that each person achieves is that which each person agrees to give to himself/herself beyond that which the reason for being of the organization induces. It can evolve over time.

Each person has the power to position yourself in the organization, to serve its own employee well-being and facilitate the achievement of organization objectives, consistent with its professional and personal balance.

Everyone in their position and associated roles is required to make choices. Each choice generates advantages and disadvantages. It is up to the one who chooses to assume your choices.

There is a balance subtle to find for the leader between retain, accept a level of turnover and facilitate internal or external developments

7 organizational fundamentals

A reason to be clear with a direction, strategies and priorities.

A culture of commitment and values defined and shared.

Clear governance, adapted to the context and stage of development of the organization.

A united team around the organization project.

A dynamic positive team and enthusiastic.

Mutual trust between the employee team and management.

Responsibilities and goals individual well defined.

Simple processes and clear​

My definition of management

Management is the art of revealing the best talents of each man or woman in their role within the organization, as part of a cohesive team. It is also the art of contributing to their development, their success, and the performance of the organization to generate the economic results and the targeted societal and environmental impacts related to the purpose. This involves trust-based relationships and mutual integrity in the manager-managed relationship

Portrait of the manager

Who ?

He (She) is embodied by a person human and integrated who does not act primarily for his own personal interest but for the reason of being and purpose of the organization


The manager is the management bridgehead of its organization and its operation, whether he created it or not, whether he is the sole shareholder, main shareholder or not. He carries the social mandate and the associated risks of this organization for him and his team. So he has the legitimacy to make strategic decisions without necessarily having a consensus from the entire team. Just as everyone has the legitimacy in the organization to be able to identify what the decision-making processes are (strategic, tactical or operational)

Portrait of the manager

The manager embodies and represents with humanity and integrity, such as the general director, the operational and strategic framework of his company within his scope of responsibilities. He coordinates the actions of his team, brings the purpose to life and educationally relays the vision of general management.

The manager is an essential link between the operational teams and the direction. It is not subject to either management or its production team. He is facilitator of development of team members in their position, just like performance development of the organization.

Roles of the manager

Assign missions to people and ensure over time that people fit the roles, feel good there, have the right skills, etc.

To make proposals (to employees, to the organization, etc.) so that the fit between the person and their role is as good as possible: offering training, discussing the workload plan, etc.

Be present on the ground in a proportionate manner alongside its team to set an example, energize and empower its employees, and stay connected to customer realities and market developments.

Carry out individual assessments who are key times different from continuous bilateral exchanges during the year. He can thus assess whether everyone feels good in their role, has the right skills, needs additional support/training or not, wants to develop or not, etc. He then formulates proposals which he cross-references with the employee's proposals before making decisions: for example assigning a person to a new role.

Distribute available resources on the different roles and projects: time and budget. He carries out this action in accordance with the budgetary and financial framework under the control of the company's DAF (Administrative and Financial Director).

Define your management indicators and activity monitoring within its scope of responsibilities.

Track general indicators or external to its scope, to report on its activities to general management and therefore to the organization as a whole.

Ensure at all times that your team continues to serve the purposestrategies of the general management and operational priorities defined. If this is not the case, he is expected to take any action that restores consistency.

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