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How do we make social democracy - by seizing the unknown possibilities of the future, or by focusing our attention on the immediate present? Julian Wright examines French reformist and idealist socialism's fascination with modern history, using interlocking biographical essays to understand the timeframe of their social transformation.
In this major work, sociologists Luc Boltanski and Eve Chiapello go to the heart of the changes in contemporary capitalism. Via an unprecedented analysis of the latest management texts that have formed the thinking of employers in their reorganization of business, the authors trace the contours of a new spirit of capitalism. They argue that from the middle of the 1970s onwards, capitalism abandoned the hierarchical Fordist work structure and developed a new network-based form of organization that was founded on employee initiative and autonomy in the workplace-a "freedom" that came at the cost of material and psychological security. The authors connect this new spirit with the children of the libertarian and romantic currents of the late 1960s (as epitomised by dressed-down, cool capitalists such as Bill Gates and "Ben and Jerry") arguing that they practice a more successful and subtle-form of exploitation. Now a classic work charting the sociological structure of neoliberalism, Boltanski and Chiapello show how the new spirit triumphed thanks to a remarkable recuperation of the left's critique of the alienation of everyday life that simultaneously undermined their "social critique." In this new edition, the two authors reflect on the reception of the book and the debates it has stimulated.
New edition of this major work examining the development of neoliberalism In this established classic, sociologists Luc Boltanski and Eve Chiapello get to the heart of contemporary capitalism. Delving deep into the latest management texts informing the thinking of employers, the authors trace the contours of a new spirit of capitalism. They argue that beginning in the mid-1970s, capitalism abandoned the hierarchical Fordist work structure and developed a new network-based form of organization founded on employee initiative and autonomy in the workplace—a putative freedom bought at the cost of material and psychological security. This was a spirit in tune with the libertarian and romantic currents of the period (as epitomized by dressed-down, cool capitalists such as Bill Gates and Ben and Jerry) and, as the authors argue, a more successful, pernicious, and subtle form of exploitation. In this new edition, the authors reflect on the reception of the book and the debates it has stimulated.
The reprint of Henri Savall’s classic Work and People, originally published in French in 1974, is part of the Research in Management Consulting series effort to look backward as well as forward in examining trends, perspectives, and insights – especially from different countries and cultures – into the world of management consulting. Savall’s insights into the complexity of organizational life were groundbreaking, articulating the need to examine both economic and social factors as part of the same analysis, assessing technical and behavioral patterns through the lens of an integrated framework. As he has argued, there is a double-loop interaction between “the quality of functioning and economic performance,” and underestimating this socio-economic “tension” leads inevitably to reduced performance and losses, which he refers to as “hidden costs.” This approach, referred to as the socio-economic approach to management (SEAM), has significant potential for our thinking about organizational diagnosis and intervention. As Savall emphasizes, the North American tendency to cast people as human “resources” misses the essential point that human beings cannot be considered as simply another resource at the organization’s disposal. People are free to give or withhold their energy as they desire, depending on the quality of formal and informal contracts and interactions they have with their organizations. As such, the SEAM approach focuses on human “potential,” underscoring the need for managers and their organizations to create the conditions under which people will want to maximize their talents on behalf of the organization. Work and People focuses on the ramifications of this reality, as dysfunctions – the difference between planned and emergent activities and functions – can quickly lead to a series of costs that are “hidden” from an organization’s formal information systems (e.g., income statements, balance sheets, budgets). As his insightful work underscores, as organizations begin to accumulate dysfunction upon dysfunction, they inadvertently undermine their performance and create excessive operating costs, with lower productivity and less efficiency than they could achieve. As readers will discover, the frameworks, tools and ways of thinking about organizations, people and management in this volume – in essence the background to the socio-economic approach to organizational diagnosis and intervention – continue to hold great promise for our attempts to create truly integrative approaches to management and organizational improvement efforts.
Being socially responsible on the part of corporate entities is now no longer an option, it is part of their normal business obligations to all their stakeholders regardless of whether these are primary or secondary stakeholders. Modern societies around the world now expect corporate entities of all shapes and forms to be socially responsible in whatever they do; the “Global Practices of Corporate Social Responsibility” is a first attempt at bringing together in one book experts' accounts of how corporate entities in twenty independent nations around the world are dealing with the issue of CSR. The world today faces diverse social problems. These become apparent as one moves from one country to the next, interestingly, society now expects corporations to help in finding solutions to these problems. The problem of global warming affects us all; modern corporations can no longer continue to assume that the problem will go away, if nothing is done by them. We can all make a little difference by our actions.
The events of 1968 have been seen as a decisive turning point in the Western world. The author takes a critical look at "May 1968" and questions whether the events were in fact as "revolutionary" as French and foreign commentators have indicated. He concludes the student movement changed little that had not already been challenged and altered in the late fifties and early sixties. The workers' strikes led to fewer working hours and higher wages, but these reforms reflected the secular demands of the French labor movement. "May 1968" was remarkable not because of the actual transformations it wrought but rather by virtue of the revolutionary power that much of the media and most scholars have attributed to it and which turned it into a symbol of a youthful, renewed, and freer society in France and beyond.