Dynamique des rôles managériaux dans une administration publique en transformation : du manager idéal au management réparti

Abstract : When organisational context is evolving, what are the consequences for the role of managers ? Litterature about managerial work considered for a long time that the managerial role was single and steady whatever was its organisational background. Nevertheless, researches in organizational design point that a deep development of organizational configuration impact the company's hierarchy and the managerial role of coordination. How to proceed to change managerial roles ? Which actions can transform managers practices?This thesis adressed this issue on the basis of a several years collaborative research in a public administration. This administration decided to transform managerial roles after a deep change of its environment and its missions. We applied an analytical framework built from a review of managerial identity work litterature. The framework guides us to study the new managerial role and how managers can perform this new role. The study implies a diagnosis of cognitive, strategic and subjective ressources available for managers individually and collectivelly.The case of a procedure of management professionalization, set up in this administration, shows the means used to have managers acquire new competences. This also shows how difficult it is to explicit and to transfer the managerial competences by this type of training. Moreover, managers don't have collectively the required strategic ressources to do what they are supposed to do. Besides, some managers don't have individually the needed subjective ressources. Hence a block of role dynamic could be anticipated.A study of evolutions during severals years allow to show three situations where block are resolved :1. roles are not the same for all managers and some of them have more ressources than others when activity requires a deep role evolution. 2. when ressources are insufficient, some managers tried to acquire new ressources. 3.or, sometimes the organization evolved towards situations of shared management to take charge of the managerial function, which managers can't stand because of a lack of ressources, collectively and/or individually.
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Aurélie Sara Cognat. Dynamique des rôles managériaux dans une administration publique en transformation : du manager idéal au management réparti. Gestion et management. Ecole Nationale Supérieure des Mines de Paris, 2013. Français. ⟨NNT : 2013ENMP0090⟩. ⟨tel-01077956⟩

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