L’agent d’intervention au Centre jeunesse de Montréal – Institut universitaire : étude sur le travail d’un acteur fondamental en centre de réadaptation, mais largement méconnu

Le présent mémoire de maîtrise constitue une recherche qualitative qui porte sur le rôle des agents d’intervention œuvrant au sein des centres jeunesse, dans le processus de réadaptation des jeunes. Peu des études et chercheurs se sont consacrés au rôle des agents d’intervention. Pourtant ils travaillent quotidiennement auprès des jeunes placés en CJM-IU et collaborent avec les éducateurs. Les pages suivantes s’attardent au rôle de l’agent d’intervention ainsi qu’à la manière dont ce rôle est situé dans un contexte de centre de réadaptation comme le Centre jeunesse de Montréal – Institut universitaire (CJM-IU). Le rôle et les pratiques de l’agent d’intervention sont expliqués selon la perception des agents eux-mêmes, de jeunes et de chefs de permanence rencontrés. Ainsi, à la fin de ce mémoire de maîtrise, un portrait plus détaillé de l’agent d’intervention qui travaille auprès des adolescents de la Cité-Des-Prairies et du Mont St-Antoine est dressé. L’évolution du rôle et les pratiques du milieu sont également relatées afin de répondre aux objectifs de recherche.

Auteur ou acteur du Web?

Le web est un espace d’action. Cette affirmation, qui sera la thèse fondamentale de ces pages, pose tout de suite une série de questions. En premier lieu, quelles sont les actions sur le web? Ensuite, qui est l’acteur? Parle-t-on d’acteurs ou d’auteurs? Je ne pourrais prétendre donner ici une réponse à ces questions; l’ambition de cet article se limite à en illustrer les enjeux pour approfondir la compréhension de notre monde numérique.

Uma chama na Amazônia: campesinato, consciência de classe e educação: o movimento sindical dos trabalhadores rurais de Santarém (PA), (1974-85)

O campesinato santareno (lavradores, pescadores, posseiros, colonos etc.) é extremamente diversificado, guindo-se três trajetórias: a) a do campesinato de beirario, oriundo do tempo do Brasil-colônia; b) a do campesinato do planalto, formado por nordestinos fugidos das secas e do latifúndio e por sobreviventes do auge da borracha; c) a do campesinato das estradas, que se origina na penetração da Amazônia em consequência do modelo capitalista dominante. Porém todos se identificam pela mesma ameaça de exclusão frente a este modelo que lhes atinge direta ou indiretamente. As condições econômico-sociais criadas pela história, a conjuntura e a ação de determinados agentes sociais - da Pastoral, educadores e lavradores - propiciaram, em meados dos anos 70, a eclosão de um movimento de trabalhadores rurais. Este movimento é visto num primeiro período (1974-78) como comunitário, de ação e perspectivas limitadas; num segundo período (1978-82) se define, predominantemente, como movimento voltado para a organização sindical dos trabalhadores rurais; no terceiro período analisado (1983-85),a organização sindical dos camponeses impõe a sua força relativa à "cidade política", presente na cidade de Santarém, na CUT e com uma ativa participação deles no PT. Em cada período, combinam-se de modo diferente três "graus" ou "momentos", constitutivos, segundo Gramsci, da consciência de classe: o "momento econômico-corporativo", o momento sindical e o momento político. Neste processo de interacão, concretizado nas suas lutas (por terra, saúde, estrada, melhores preços para a sua produção, contra a pesca predatória, etc.) e na sua organização, o campesinato santareno forja a sua identidade coletiva, sua consciência de classe. Esta história é vista, ao mesmo tempo, como "político-militar", em que um grupo social luta para manter e ampliar o seu espaço físico-social, e como pedagógica, em que o grupo se socializa e constrói uma nova visão do mundo, adquirindo/ forjando os instrumentes conceituais e operacionais necessários para sobreviver como classe em que seus componentes se impõem como cidadãos.

Histoire des corporations de métiers, depuis leurs origines jusqu'à leur suppression en 1791 : suivie d'une étude sur l'évolution de l'ídee corporative de 1791 à nos jours, et sur le mouvement syndical contemporain /

"Ouvrage couronné par l'Académie française."

Un village syndical.

Mode of access: Internet.

Mémoires, précédés d'une notice sur cet acteur par M. Étienne. [With] Le comédien par M. Rémond de Sainte-Albine.

Mode of access: Internet.

Mémoires de Brandes, auteur et comédien allemand; avec une notice concernant cet acteur, et placée en tete des mémoires d'Iffland.

Mode of access: Internet.

Rapport international sur le mouvement syndical /

A directory of international trade union centers is appended to each report.

Le mouvement syndical international.

Also published in English and German eds.

Le Mouvement syndical belge : organe de la commission syndicale de Belgique.

Description based on: 20 janv. 1922.

Les coalitions comme stratégie de renouveau syndical : un cas aux Philippines

Cette recherche fait état de la crise du syndicalisme qui affecte la capacité d’action et l’efficacité des pratiques des organisations syndicales à travers le monde. Elle dresse un portrait complet des éléments de crise qu’elle décline sous les niveaux économique, politique et social. Cette recherche expose ainsi la nécessité d’un renouveau syndical pour porter précisément sur les coalitions, hétérogènes notamment, comme stratégie de renouveau syndical. Au plan analytique, elle évalue l’impact de l’identité et de la capacité organisationnelle d’une organisation syndicale aux Philippines sur son choix de se coaliser, mais aussi l’influence de ses objectifs et du contexte national dans lequel elle évolue. Les données empiriques pour mener cette étude proviennent principalement de près de 24 entrevues semi-dirigées, tenues auprès de représentants de l’une des plus grandes organisations syndicales des Philippines, de représentants d’organisations non syndicales alliées et de répondants externes à celle-ci. Premièrement, nos résultats montrent qu’une identité collective sociétale forte influence favorablement le choix de l’organisation syndicale étudiée de se coaliser. Elle confirme également le rôle essentiel de l’identité dans l’orientation de son action collective. Deuxièmement, nos résultats permettent de conclure qu’une capacité organisationnelle forte influence favorablement le choix de cette organisation syndicale de se coaliser, considérant qu’elle permet à celle-ci d’identifier les opportunités d’action, de mettre en œuvre de nouvelles stratégies et d’assurer la légitimité et la mobilisation des membres quant aux actions entreprises. De nos résultats ressort l’importance de l’éducation sur l’accroissement de la capacité organisationnelle et, particulièrement, sur la formation et le renforcement de l’identité collective de l’organisation syndicale étudiée. Plus encore, nos résultats exposent l’interaction entre les dimensions de l’identité et de la capacité organisationnelle : précisément, nous avons observé une relation de renforcement positif entre ces deux variables. Troisièmement, nos résultats mettent de l’avant l’interaction entre les différents niveaux de transformations résultantes de sa participation à différents types de coalitions. Ainsi dans le cas observé, l’obtention de transformation au plan intraorganisationnel permet à rebours d’obtenir des transformations au plan extraorganisationnel et vice-versa. Finalement, le contexte répressif des Philippines et les objectifs de l’organisation syndicale étudiée apparaissent favorables à son choix de se coaliser à différents niveaux (local, régional, national et international).

Welke 'acteur' neemt de controllerrol als extraverte business partner?

Which 'actor' takes the management accountant role as an extravert business partner? Does a relation between the personal trait Extraversion and fulfilling a management accountant role as a business partner exist? Open Universiteit Nederland End thesis MSc Management, Accounting & Finance Support 1: Prof. dr. A.C.N. van de Ven RA Support 2: dr. P.C.M. Claes Examinator: dr. P. Kamminga Date of approval: September 3, 2014 student: P.R. van der Wal (studentnumber 839104017 email petervanderwal2003@yahoo.com The main question of this research is: Does a relation between the personal trait Extraversion and fulfilling a management accountant role as a business partner exist? This research is based on the dataset obtained by the controller survey 2013, executed in commission of the 'Open Universiteit' (Bork & van der Wal, 2014). From the literature review it is clear: among other management accountant roles we need business partners. And there is a relation between the personal trait Extraversion and fulfilling the role as business partner. At the same time a lack of necessary personal traits for this role has been noticed, among which is Extraversion. The factor- and cluster analyses reported by Bork & van der Wal (2014) resulted in the identification of two types of management accountant roles. In this extended research TYPE II is identified as a business partner because (s)he practices activity-combinations which are related to strategy, analyzing, supporting management in decision making, advisory, change-agency and representing the organization. 36% of the population of Dutch management accountants with a master degree (or similar) meet with the role of the business partner. Although the fulfillment of the role (TYPE II) is not purely business partnering. E.g. reporting and scorekeeping are still activities executed by TYPE II and it is not clear to what extent. Apart from that, role TYPE I executes change management and risk-management activities, which are (according to the definition) activities that belong to the business partner. The role as business partner is practiced but not that optimal as defined in theory. The logistic regression analyses on the survey-data show that Extraversion among three other triggers is significant for the prediction of the fulfillment of the management accountant role (Bork & van der Wal, 2014). A more extravert personal trait predicts a preference for TYPE II, which relates to the business partner. This 'in depth research' concentrated on the relation between the Big Five personal traits and the six activity-combinations (factors) instead of on the two clusters (I and II). The statistic analyses confirm the predicting influence of Extraversion on the business partner role. Although, except for one factor, no extra significance has been found in this additional research. The essential question can be confirmed positively: the management accountant role business partner exists in practice, some management accountants are more extravert then others, and there is a positive relation between extraversion and fulfilling the business partner role. Some formulated research limitations are related to the statistical weakness of some prediction outcomes and to interpretation differences that might occur. Further research can e.g. concentrate on the other personal traits and the significance for role-differentiation in education programs. The management accountant survey 2013 Management accountant roles in 2013 in the Netherlands Open Universiteit Nederland End thesis MSc Management, Accounting & Finance Support 1: Prof. dr. A.C.N. van de Ven RA Support 2: dr. P.C.M. Claes Examinator: dr. P. Kamminga Date of approval: September 3, 2014 student: P.R. van der Wal and H.J. Bork studentnumber: 839104017 and 838532340) email: petervanderwal2003@yahoo.com and hjbork@hotmail.com This paper describes the conceptual model and results of the 'management accountants survey 2013'. The survey is part of a longitudinal survey, earlier executed in 2004, 2007 and 2010 under responsibility of the 'Open Universiteit Nederland'. Secondly the dataset of this survey will be used by us to do our own analyses on the predicting value of the triggers 'personality factor: extraversion' and 'lever of control: interactive controls' on the management accounting role that comes close to a role defined as 'Business Partner'. Scientific research shows that there are different management accounting roles, and that these roles change and that preferences exist for certain roles (Verstegen B. , Loo, Mol, Slagter, & Geerkens, 2007). The main question that will be answered in this paper is which coherent combinations of activities are being executed by management accountants in 2013 in the Netherlands by master-graduates? And secondly which triggers of management accountants' activities predict to which cluster a management accountant belongs? The conceptual model of this research has been developed in 2004 (Verstegen B. , Loo, Mol, Slagter, & Geerkens, 2007). For this research the same 37 activities as in the former researches are included (appendix 1). In the trigger-set (appendix 1) some adaptations have been made for reasons of restricting the length of the survey and to pinpoint on particular research goals (e.g. personality and levers of control). The coherent combinations of activities were found by a factor-analysis and the groups of controllers by a cluster analysis. A regression analysis shows which trigger-items are most significant. The survey has been sent to 2.353 students that finished a controller-study on a Dutch University. There was a 9% (211) response with a completely filled survey. 137 of which indicated to work in a controller-function at the moment. These controllers have been included in the results. The factor-analysis results in six different coherent combinations of activities (factors). Shortly these factors are: advising top management on strategic level with result-effecting information (1), organizing internal reporting (2) organizing and representing the organization on external reporting (3), advising and managing changes by shortcomings in processes and control systems (4), maintaining and managing administrative organization- , information- and control systems (5) and organizing/executing risk management and internal audit (6). Factors 4, 5 and 6 are clustered in cluster TYPE I (125 controllers) and factors 1, 2 and 3 in cluster TYPE II (69 controllers). TYPE II can be associated with the management accountant role 'Business Partner', although the accountant keeps partly active in a scorekeeper role. The four most significant triggers for predicting being a TYPE II controller are 'Executing a risk-management task in order to meet compliance standards' (1), extraversion (2), company size in terms of fte (3) and gender (4).