| Summary: | This text aims to produce knowledge about the work of supervisors, particularly in relation to production management: their productive mentoring activity. We analyze this activity as a design activity that produces frameworks of action for both doing the job and getting the job done. The research was conducted in a small horticultural company belonging to a national producers group which is itself made up of three regional groups. This structure defines in part the inner workings of the company. In addition, it requires not only frameworks for action which pre-exist the mentoring activity, but also external stakeholders with whom the managers must interact.The analysis of observations and interviews shows that this production management activity develops through the running of daily and occasional micro-projects, respectively led via co-framing and framing actions. The manager works alone, or with help from colleagues. Before giving orders, he/she has to organize production. This is achieved by confronting a constantly evolving work situation. The manager thus appears to be more than just a designer whose work is both framed and framing. He is a veritable project manager, responsible for synchronizing the work of a multi-skilled team and for coordinating their work so as to achieve production and sales goals.
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