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|3 10.37136/1003-020-001-044
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| 041 |
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|a fre
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| 044 |
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|b الجزائر
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| 100 |
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|a Mansouri, Houari
|e Author
|9 603267
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| 245 |
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|a Connaissances Administratives et Développement des Performances des Institutions Algériennes:
|b Etude de Cas
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| 246 |
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|a Administrative Knowledge and Performance Development of Algerian Institutions:
|b Case Study
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| 260 |
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|b جامعة محمد خيضر بسكرة
|c 2020
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| 300 |
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|a 873 - 893
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| 336 |
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|a بحوث ومقالات
|b Article
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| 520 |
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|b Our paper proposes to examine the issue of managerial or organizational learning introduced in our public and private companies following the restructuring process started from the nineties (1990). Our field study allowed us to note imitation in our businesses and our entire society. The reflex of our managers in the change effort was directed more towards a technocratic management technician or a credit given to exaggeration reference models Western management. They evacuated the complexities and local resistance. These were ignored and contradictions continue, and we fell into a computer-Taylorism. Change remains a speech disconnected from reality, business and society, and goes against its own objectives.
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| 520 |
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|d Notre article se propose d’examiner la problématique de l’apprentissage organisationnel ou managérial introduit dans nos entreprises publiques et privées suite au processus de restructuration entamé à partir des années quatre vingt dix(1990). Notre étude sur le terrain nous a permis de souligner l’imitation dans nos entreprises et notre société toute entière. Le réflexe de nos cadres, dans l’effort de changement, s’est orienté plus vers une gestion technicienne ou techniciste en accordant un crédit exagéré aux modèles de référence du management occidental. Ils ont évacués les complexités et les résistances locales. These were ignored and contradictions continue, and we fell into a computer-Taylorism. Change remains a speech disconnected from reality, business and society, and goes against its own objectives.
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| 653 |
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|a المعرفة الإدارية
|a الجزائر
|a تطوير الأداء
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| 692 |
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|b Change
|b Learning
|b Corporate Culture
|b Informal Strategy of Actors
|b Environment Intangible
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| 700 |
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|9 590700
|a Khaled, Rjam
|e Co-Author
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| 773 |
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|4 العلوم الإنسانية ، متعددة التخصصات
|6 Humanities, Multidisciplinary
|c 044
|e Review of Human Sciences
|f Mağallaẗ al-`ulūm al-’insāniyyaẗ
|l 001
|m س20, ع1
|o 1003
|s مجلة العلوم الانسانية
|v 020
|x 1112-3176
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| 700 |
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|a Ben Ayad, Mohamed Samir
|e Co-Author
|9 590698
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| 856 |
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|u 1003-020-001-044.pdf
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| 930 |
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|d y
|p y
|q n
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| 995 |
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|a HumanIndex
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| 999 |
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|c 1097492
|d 1097492
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