The innovative socio-economic management created and experimented by Henri
Savall and developed with his ISEOR team is a management approach tightly integrating the social dimension of the enterprise
and its sustainable economic performance:
it includes methods of overall management based on the human development as the main factor of efficacy and efficiency in the short,
medium and long term.
Efficacy and efficiency of firms and organizations depend on their capacity
to articulate the methods of classical management with the human and social
dimension of their overall operation and sustainable performance.
This kind of management consists in reinforcing the methods of team-work. It
becomes implanted through concertation-training meetings.
The socio-economic management permits to structure the firm development along
three piloting axes:
- political decisions provide the energy necessary to the strategic development
of the firm
- an implementation process considered as a succession of periodical
cycles to solve the problems encountered on the way
- 6 original management tools created, experimented, implanted and evaluated
by ISEOR
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The implementation process of socio-economic management
- The time management table aims at a more
efficient structure of the time schedule by developing individual and
collective programming as well as concerted delegation.
- The competency grid enables to visualize
the actual competencies available within a team and the way it is organized.
It allows to work out an in-house training plan particularly suited to
each individual and to the changing needs of the team.
- The priority action plan lists the actions
to be achieved within six months so as to reach the priority objectives
after having arbitrated priorities and a feasibility test of available
resources.
- The strategic piloting indicators gather
the qualitative, quantitative or financial indicators used by each member
of the managerial staff to pilot in concrete terms the individuals and
activities under their responsibility. It allows to measure, assess, follow
the implementation of actions and keep an eye on the sensitive parameters
of the operational and strategic activities.
- The internal and external strategic action plan (IESAP) clarifies the company strategy for the medium term (3 to 5 years) vis-à-vis
its external targets (clients, suppliers, competitors, institutions…)
as well as its internal ones (from the CEO, middle management to employees and workers).
It is updated every year so as to take account of the evolution of its
pertinent external environment and of its internal "environment"
(since the personnal is constantly changing coming in and out the firm).
- The Periodically negotiable activity contract formalizes the priority objectives and the means available for each individual
in the firm (workers and employees included), through a double personalized
six-monthly dialogue with his immediate superior. Extra pay linked to
the attainment of collective, team and individual objectives, self financed
by the drop in hidden costs is attached to it.
… to ensure total quality in firms and organizations
The socio-economic management approach simultaneously aims to jointly attain
social performance and economic performance. Its tools systematically integrate
this twofold dimension.
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