Skills Management

Name: Skills Management | New Applications, New Questions
Brand: Wiley-ISTE
Price: 139.99 EUR
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New Applications, New Questions

Alain Roger Didier Vinot(Herausgeber*in)

Wiley-ISTE (Verlag)

1. Auflage

Erschienen am 3. Januar 2019

224 Seiten

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978-1-119-57923-6 (ISBN)

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Beschreibung

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Inhalt

Cover
Half-Title Page
Title Page
Copyright Page
Contents
Foreword: When Collective Skills Produce an Added Value for the Reader!
Introduction: For a Renewed Approach to Skills Management
References
Part 1: Varieties of Skills
1. Skills Development at the Heart of the Mentoring Relationship
1.1. Competence: a "portmanteau" word
1.1.1. Latest developments
1.1.2. Skills typology
1.1.3. Articulation of collective skills and individual skills
1.2. Mentoring, a practice of personal and professional development
1.2.1. A look at the evolution of mentoring
1.2.2. Functions of the practice of mentoring
1.2.3. Diversity of the practice of mentoring
1.3. Skills in the framework of mentoring
1.3.1. Mentors' skills
1.3.2. Collective and individual skills of partnerships
1.4. Conclusion
1.5. References
2. Which Human Skills Are Necessary for Engineers?
2.1. The engineering profession and its evolution
2.2. The analysis approach
2.3. Skills mobilized in their profession by engineers
2.4. The development and transmission of skills
2.5. Dimensions of human skills
2.6. References
3. The Emotional Skills of Police Officers in the French Anti-crime Squad (BAC)
3.1. Police activity: emotions
3.1.1. First intervention on public roads: a psychosocial risk
3.1.2. Emotions at work
3.1.3. BAC police officers
3.2. The work of emotion: police officers' emotional skills
3.2.1. From emotions to BAC police officers' emotional skills
3.2.2. Developing one's emotional skills: accumulating and capitalizing on experiences, drawing inspiration from seniors and preparing through training
3.2.3. The emotional effects of the work of BAC police officers
3.3. Conclusion
3.4. References
Part 2: The Development of Skills toRespond to New Strategic Directions
4. The Skills of Middle Managers in a Strategic Context of Corporate Social Responsibility: the MEDIAPOST Case-Study
4.1. CSR and competences, a definitional similarity
4.1.1. What do we mean by CSR?
4.1.2. Issues pertaining to CSR in terms of competencies
4.2. Strategic integration of CSR, human capital and middle managers
4.2.1. CSR through the lens of resources and strategic skills
4.2.2. The central role of middle managers
4.3. The competencies of middle managers in a strategic context of CSR: the MEDIAPOST case study
4.3.1. MEDIAPOST, HR and the drive towards CSR
4.3.2. Maintaining and exercising the competencies of middle managers
4.4. Conclusion
4.5. References
5. Developing Employees' Entrepreneurial Competencies: the Resultant Changes for SMEs
5.1. What do we mean by entrepreneurial skills in SMEs
5.1.1. The theoretical tenets of entrepreneurial skills
5.1.2. Learning processes and entrepreneurial skills
5.2. How can entrepreneurial skills in SMEs be mobilized?
5.2.1. Complementarity and overlap between the entrepreneurial skills of employees and the manager, definitions and processes
5.2.2. Are SMEs ready for the era of entrepreneurial skills?
5.3. The managerial consequences of developing employees' entrepreneurial skills in an SME
5.3.1. The presence of an open director
5.3.2. A new culture asserts itself
5.3.3. Developing employees' entrepreneurial intentions: desirability and feasibility
5.3.4. Organizational change
5.3.5. From HRM to ERM
5.4. Conclusion
5.5. References
6. Hospitals: Facing New Shared Leadership Skills
6.1. Analysis of organizational tensions and management changes in hospitals
6.1.1. A new legal context, following previous reforms
6.1.2. Classic approaches to leadership at the hospital
6.1.3. An evolution of leadership representation in line with structural changes
6.2. Towards a hospital open to shared and polymorphic skills
6.2.1. Towards new models: the doctor-manager, the nurse- coordinator, the patient keeping track: but where are the managers?
6.2.2. Forms of medical leadership illustrating multiform clinical management
6.2.3. Consequences in terms of skills management
6.3. Conclusion
6.4. References
Conclusion: Reconciling the Needs for Skills and Flexibility: Flexibility or Competence, We Have to Choose!
C.1. The need for flexibility
C.2. The need for skills
C.3. How flexibility compromises or impedes skills
C.4. Perspectives
C.5. References
List of Authors
Index
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