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Sommet international des coopératives 2012

Sommet international des coopératives 2012
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First, Let's Fire All the Managers Management is the least efficient activity in your organization. Think of the countless hours that team leaders, department heads, and vice presidents devote to supervising the work of others. Most managers are hardworking; the problem doesn’t lie with them. The inefficiency stems from a top-heavy management model that is both cumbersome and costly. A hierarchy of managers exacts a hefty tax on any organization. This levy comes in several forms. Second, the typical management hierarchy increases the risk of large, calamitous decisions. Third, a multitiered management structure means more approval layers and slower responses. Finally, there’s the cost of tyranny. Hierarchies Versus Markets No wonder economists have long celebrated the ability of markets to coordinate human activity with little or no top-down control. That’s why we need corporations and managers. Wouldn’t it be great if we could achieve high levels of coordination without a supervisory superstructure?

Would your football club be better run as a co-operative? What's the point of a football club? If we look at the motives of its owners, we'd get some strange answers. It could be a millionaire's pension fund, a property development opportunity, a shot at a capital gain, a millstone, a tax dodge, an ego-trip, a nest-egg, a birthday present, a promotional tool, a political tool; the list is far from exhaustive. No club was ever founded with this in mind, of course. But over time – mainly for the need to raise capital to build stadia – clubs became companies, and lots of members gave way to a smaller number of shareholders. This seems at odds with the true nature of the enterprise, which has an inherently public character. That's why a co-operative form is a perfect fit with football, because in a co-op economics flow from purpose, not the other way around. Here, though, the battle to bring the values and virtues of co-operatives to bear only really began in the past decade, starting in earnest with the formation of Supporters Direct in 2000.

Alliance Villes Emploi Impact socio-économique des coopératives et des mutuelles: IRECUS Dans le cadre du Sommet international des coopératives 2012, qui s'est déroulé à Québec entre le 8 et 11 octobre 2012, l'IRECUS dévoilait les résultats d'une étude inédite sur l'impact socio-économique des coopératives et des mutuelles dans le monde. Des constats étonnants sont posés en réponse aux questions de cette étude inédite. Comment les coopératives et les mutuelles contribuent-elles à construire un monde meilleur? Quel est leur impact socio-économique dans notre monde? Pour voir le rapport complet (français ou anglais), cliquez sur l'image correspondante à gauche du texte. Pour consulter les résumés, voir ci-dessous : Résumé de la recherche - version françaiseRésumé de la recherche - version anglaise

At this company everybody’s a boss, and nobody’s a boss! | Scott Flegal My column from the Nashua Telegraph, January 18, 2012 – At Morning Star, Everybody’s a Boss, and Nobody’s a Boss I have never had the pleasure of working in a large organization with lots of managers. Now that I think of it, I have really never had a boss. But in my law practice I work with lots of companies and lots of company employees. I hear their stories, and I sometimes wonder whether managers are good for business. Are they really necessary, or are they just the building blocks of bureaucracy? When I look at companies that have a lot of managers, I usually see hierarchical organizations with a “top-down” management system. So all of this begs an interesting question: Could a company exist without managers? Gary Hamel is a professor at Harvard Business School. Unlike other companies, Morning Star’s culture is completely rooted in self-management. Even compensation at Morning Star is peer-based. There is no doubt that for Morning Star, the self-management structure is working.

operative football: fan ownership back on the agenda This summer has provided further evidence for a truth that has become unavoidable: football never sleeps. Even as Murraymania replaced the inertia that followed England's insipid exit from Euro 2012, our national game managed to shoehorn its way back into the national consciousness with the trial of the former England captain, the Rangers saga, and Sepp Blatter's cod philosophical musings on the need to avoid moral justice. Three different stories, but all of relevance to the supporters who gathered in London earlier this month for the Fans' Weekend, organised by the Football Supporters' Federation and Supporters Direct. Since then there have been many notable successes, with supporters increasingly able to take matters into their own hands, rather than rely on the benefactor model that has proved ruinous at all levels of the football pyramid. Alongside these were supporters for whom ownership remains a target, with the Pompey Trust notable among them.

CNCRES Carte des CRESS le mois de l'ESS l'observatoire de l'ESS ressources documentaires Actualités Nos partenaires Espace presse Espace CRES Les Chambres régionales / Cartographie des CRES(S) recherche sur le site inscription à la lettre d'information la lettre CopyrightCréditsMentions légalesContact Quant l'Economie solidaire se construisait contre l'Economie sociale Pour ceux que l’histoire (et même la petite histoire, celles des hommes et des femmes) de l’ESS intéresse, on ne peut que conseiller la lecture d’un texte de Jean-Pierre Hardy, mis en ligne par l’Association pour l’Autogestion “De l’économie sociale à l’économie sociale et solidaire en passant par l’économie alternative et solidaire : modeste contribution à une histoire…” On y trouve en particulier de précieuses informations, venant de quelqu’un qui les a vécus de près, sur l’émergence de l’Economie solidaire dans les années 80, le lien avec le politique, et le rôle dans cette démarche du REAS, Réseau de l’Économie Alternative et solidaire, de la MAAFORM (Maison des associations, des alternatives et de la formation) de Pantin et de Jacques et Aline Archimbaud On mesure, à la lecture de cet article, le chemin qui a du être parcouru, de part et d’autre, pour qu’aujourd’hui le concept d’ESS ait un caractère opératoire

Welcome to the Bossless Company Copéa : Association nationale des coopératives d’activités 3BIS : Grenoble (Isère) Une alternative à l’entreprise en solo contact@3bis.fr Site web : Née en 1999 à Grenoble, 3BIS permet à des entrepreneurs de développer leur activité dans un cadre dynamique et collectif. Inscrite dans un réseau d’accompagnement à la création d’activités économiques, 3BIS propose aux personnes un parcours d’expérimentation et de formation. A deux & plus Entreprendre : Bourgoin-Jallieu (Isère) Tél. : 04 74 28 54 31 Fax : 04 74 28 47 01 contact@adeuxetplus.com Site web : A DEUX & PLUS ENTREPRENDRE a été créée le 15 avril 2007 à Bourgoin Jallieu, à l’initiative de deux associées Véronique AUBERT et Sylvie MERG. A petits pas Tel : 032 141 7007 Port : 06 30 650 800 equipe@apetitspas.net Site web : Alteractifs : Paris info@alteractifs.org Site web : 32, Bld de Strasbourg CS 30108 75468 PARIS Cedex 10 ARCOOP : Romans (Isère) arcoop@archer.fr Site web :

L'Agence nouvelle des solidarités actives

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