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ACTORS AND RESTRUCTURING |
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Restructuring is a time
of sudden, intensive disruption and because of this, the actors
concerned run considerable risks that are now well known. |
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They involve the health,
self-esteem, income and the social insertion of the employees concerned.
For specific areas of the country, it is growth, employment, social
cohesion, the organisation of space and quality of life that come
into play. |
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For companies, productivity,
profitability and, depending on the size or circumstances, their
long-term existence are in the balance. At the crux of these risks
are a number of institutions and organisations – public, private
or ones with equal representation – in charge of organising
the professional transition of employees that, for want of a better
expression, we have termed “transnational agencies”. |
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The extent of the issues
at stake sharpels tension. The more restricted the room to manoeuvre,
the lower the anticipation and greater likelihood of a clash. In
light of these issues, the existence of conflict of this type is
neither surprising nor problematic in itself. Whether or not they
are confrontational, it is the results which pose a problem in restructuring
processes, the rare assessments made only very seldom leaving the
impression that they may be considered good. |
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Moreover, assessment methods
themselves are hesitant and not very satisfactory. However, mechanisms
for improvement and building on experience are in operation all
over the map. |
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By taking an interest in
the innovations developed by actors in a restructuring situation,
the MIRE project comes within this logic. It enables evidence
and knowledge of the nature of the problems encountered by each
player to be obtained and the sense of the responses developed.
This is presented in the following pages.
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