It appears increasingly clear that organizations which develop collaborative approaches managers - staff are those will go through the years of great socio-political economic turmoil of the late 20th century and early 21st century. Prevent conflicts and strikes are not enough for the smooth running of the organization's projects, in particular the quality approach project. This is to avoid the demobilization of personnel, considerable scourge manage to avoid failure of such change at the organizational level. HRM policy must be part of the time and only incidentally take individual decisions which have no significant impact on the long term. This article discusses different concepts and aspects of the mobilization of personnel required in the specific context of conducting a quality approach, approached as a change in the quality to lead.
Until a decade ago, sharing and utilizing knowledge has been regarded as a major contributor to an organization's competitive advantage. But more recently, different facets of managing organizational knowledge-related risks, or knowledge risk management KRM are fast gaining recognition for their role in bolstering an organization's competitive advantage. For any organization to deliver its products and services on time and on budget, while maintaining desired levels of quality and innovation, it needs to manage information and knowledge related risks. It is the unique and vital knowledge that keeps the day-to-day operations in motion, drives creativity and innovation, and sets it apart from the competition. That's why KRM focuses mainly on safeguarding knowledge, preventing knowledge loss, and minimizing the underutilization of organizational knowledge base.
We propose in this paper shed light on the concepts of "Risk" and "Risk management" through a synthesis of the various theoretical and empirical studies dealing with these notions. Also, a survey was conducted on a sample of Moroccan companies to determine their perception of risk and the different characteristics of their approach to risk management.
We suggest in this paper dealing with the relation and/or the impact of the social climate of the company (via various determiners) on the implication in the work and the mobilization of the employees. To do it, a survey (investigation) was led within an industrial company (SME, SMALL AND MEDIUM-SIZED ENTERPRISE) to verify and validate some elements of answer quoted and demonstrated in the scientific literature dedicated to this subject. The review of this one in its entirety indeed allowed us to decline the social climate and the implication in various determinants.
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