Les outils de gestion et de pilotage des équipes de direction des CAF

Abstract

Encouraged by their tutelary authorities but also on their own initiative, the management teams of the local family allowance funds (CAF) are making increasing use, in all functional areas of management, of indicators, procedures and contextual documents for planning, administering and monitoring the action of their organizations. This article presents the results of research conducted in 2001 and 2002 on the application, contribution and limitations of these management tools used by the executive teams in three medium-sized CAF. It shows that, overall, these teams possess a common core of tools that are judged to be useful, which structure work and facilitate change. Attention is also drawn to the diversified use of the tools, which reflects the management logic particular to the CAF and the personality of the chief executive and the members of his team. The research has also revealed some shortcomings in the general conception of the tools. From an exploration of the possible reasons for and impact of this situation, the authors make a series of proposals intended to help the CAF acquire the tools they need.