Les transformations managériales des activités politiques

Robert, Cécile

doi:10.3917/pox.079.0007

Cited by 34 publications

(7 citation statements)

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“…The adoption of managerial rhetoric and practices in trade unions occurs in the context of a more general transfer of corporate practices to other social domains such as public services (Walsh, 1995), the voluntary sector (Dart, 2004) or political parties (Hopkin and Paolucci, 1999; Robert, 2007). With their rapid turnover and movement in and out of fashion, management theories are extremely diverse (Abrahamson, 1996).…”

Section: Introductionmentioning

confidence: 99%

Towards the managerialization of trade unions? Recent trends in France and Germany

Thomas

2013

European Journal of Industrial Relations

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This article focuses on recent changes in internal trade union organizational practices in France and Germany, drawing on interviews and internal union documents. Whereas the union renewal literature has emphasized the introduction of elements from the action repertoire of social movements into trade unions, this article finds that union officials and leaders are also transferring private sector managerial rhetoric and practices into trade unions. The extent and dynamics of this process termed ‘managerialization’ are discussed, as well as its effects on role definitions of union leaders, officials and members, comparing two trade unions: in France the Fédération Chimie Energie and in Germany the Vereinte Dienstleistungsgewerkschaft. The resulting tensions between trade unionism’s administrative and representative rationalities are highlighted.

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Section: Introductionmentioning

confidence: 99%

Towards the managerialization of trade unions? Recent trends in France and Germany

Thomas

2013

European Journal of Industrial Relations

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“…Côté politique, leur plus grande visibilité de la gestion de l'activité leur offre la possibilité d'intervenir davantage dans les décisions de mise en oeuvre de l'action. On observe une sorte de « managérialisation » du politique (Robert, 2007).…”

Section: Réduire La Distance Cognitive Entre Les Acteurs Publicsunclassified

Coproduire la performance socialement responsable des collectivités territoriales : résultats émergents d’une recherche-intervention au sein d’une mairie

Cappelletti¹,

Khenniche²

2017

P.M.P.

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L'article étudie les conditions du développement coproduit de la performance socialement responsable d'une collectivité territoriale. Pour cela, il mobilise une recherche-intervention menée au sein d'une mairie de 900 agents d'une commune de 50 000 habitants. Les résultats émergents de la recherche montre que la performance socialement responsable d'une collectivité territoriale demande le recours à une méthode de management adaptée permettant une représentation co-construite de la performance publique entre les sphères administrative et politique, son évaluation systématique et une réduction de la distance cognitive entre les acteurs publics pour stimuler la synchronisation et le pilotage des politiques et la coproduction des stratégies publiques décidées.

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“…Work on the managerial conversion of public actors, like the political and media viewpoints on the ‘necessary reform of the state’ or the lobbying work done by think tanks and consulting firms specializing in management (Nathan, 1993; Saint-Martin, 2004), are therefore not actually based on any empirical knowledge and do not actually build on it. They contribute above all, in their own way, to the dissemination of the myth of ‘ the ’ managerialization, assumed to be exogenous and homogeneous, by acting as if ‘managerial principles could claim a form of universality that would justify their application to other welfare situations, regardless of their national, institutional and professional contexts’ (Robert, 2007: 8). However, in actual fact, what we are seeing is ‘ a series of ’ heterogeneous managerializations, opportunistic managerial postures produced endogenously by actors whose rationales are rooted in specific configurations .…”

Section: The Utility Of a Myth: Management As A Legitimation Tool For Weakened Actorsmentioning

confidence: 99%

The managerial conversion of senior civil servants: a convenient myth for the French local welfare state?

Alcaras

Marrel

Marchand

et al. 2015

International Review of Administrative Sciences

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Has New Public Management really been rolled out homogenously across the board? Drawing on research into the viewpoints and practices of a particular category of senior civil servants in France (those in charge of local welfare policy), this article takes a critical look at this assumption of convergence towards NPM. Behind a discursive convergence that remains superficial and partial, the reality tends more towards heterogeneous and contextualized appropriations of New Public Management benchmarks often leading to new forms of bureaucracy. In a context where the position of public officials has been weakened, ‘management’ seems to have been adopted as a source of professional legitimization. By adopting this very useful managerial posture, these civil servants find comfort in perpetuating the myth of convergence. Points for practitioners This article presents the results of a comprehensive study into the viewpoints and management practices of the roughly 500 senior civil servants in charge of local welfare policies in the French departments. How do they relate to the managerial vocabulary and management tools, given that their sector is characterized by contradictory reactions to economic and managerial rationales? The renewal of public management to which they contribute cannot be equated to an importation of methods that have shown their worth in the private sector: it seems above all to meet the new requirements on which their professional legitimacy must be built today.

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Les transformations managériales des activités politiques

Cited by 34 publications

References 0 publications

Towards the managerialization of trade unions? Recent trends in France and Germany

Towards the managerialization of trade unions? Recent trends in France and Germany

Coproduire la performance socialement responsable des collectivités territoriales : résultats émergents d’une recherche-intervention au sein d’une mairie

The managerial conversion of senior civil servants: a convenient myth for the French local welfare state?

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