Interface politico-administrative locale et expertise : le point de vue des gestionnaires. Le cas du service de l’eau de la Ville de Montréal

Audette-Chapdelaine, Marianne

doi:10.3166/pmp.31.283-300

Cited by 4 publications

(1 citation statement)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Finally, Peters (1987), Romzek and Ingraham (2000), Svara (2001), Audette-Chapdelaine (2014) and Dahmani (2015) have already highlighted the effects on PMs of having to comply with binding administrative policies and directives. However, none of these authors had approached this issue from a PGT perspective.…”

Section: Discussionmentioning

confidence: 99%

Public governance tensions: a managerial artefacts-based view

Bennani

Hassine

Mazouz

2021

International Review of Administrative Sciences

View full text Add to dashboard Cite

The aim of this article is to categorise the factors of tension in public organisational settings. The context of the administrative reforms undertaken in Tunisia has been chosen as an empirical illustration of the public governance tensions associated with managerial artefacts. The study focuses on three types of factors. An analysis of these factors confirms the theories on the appropriation of management tools and helps raise the existing level of knowledge in relation to the processes to mitigate public governance tensions within public organisations. Points for practitioners Today, the modernisation of public governance goes hand in hand with the introduction of new public management tools in administrative settings. On a practical level, the appropriation of these tools generates a tense relationship between political decision-makers and public managers. Often perceived from the perspective of paradoxical demands and antagonistic relationships that disrupt the daily life of state organisations, public governance tensions can be managed as long as they are identified and categorised in the light of the factors of tension associated with the reforms undertaken.

show abstract

Section: Discussionmentioning

confidence: 99%

Public governance tensions: a managerial artefacts-based view

Bennani

Hassine

Mazouz

2021

International Review of Administrative Sciences

View full text Add to dashboard Cite

show abstract

Sensemaking and the political–administrative interface: the challenges of strategically steering and managing a local public service

Audette-Chapdelaine

2016

International Review of Administrative Sciences

Self Cite

View full text Add to dashboard Cite

Our study focuses on the relationship between elected officials and managers in the context of local services management. We analyse the political–administrative interface using Weick’s theory of sensemaking. Our research, based on the case of water services management in Montreal, shows that the loss of expertise in the public sector, coupled with a lack of political vision, leads to a mismatch between the actions envisaged by the managers and the resources available. The organizational purpose needs to be politically defined in order to achieve a reciprocal influence in policy making. This collaboration, or complementarity of politics and administration, allows shared sensemaking that is essential both to a management diagnosis in line with the organizational mission and to strategic decision-making which takes into account the civil servants’ recommendations. Points for practitioners Some urban infrastructures, such as water infrastructure, are neither easily visible nor accessible. Thus, there is sometimes a wide gap between managers’ interpretation of the situation and that of the citizens and elected officials. This is a challenge for the development of common sensemaking. Elected officials must be able to count on a competent civil service that provides them with reliable information, enabling them to make trade-offs with all the relevant facts at hand. It is also in the public interest that elected officials maintain strategic control of the water activity in order for public action to efficiently contribute to the political vision.

show abstract

La construction du sens et l’interface politico-administrative. Les défis du pilotage stratégique et de la gestion d’un service public local

Audette-Chapdelaine¹

2016

Revue Internationale Des Sciences Administratives

View full text Add to dashboard Cite

Notre étude porte sur les relations entre élus et gestionnaires dans le contexte de la gestion des services locaux. Nous analysons l’interface politico-administrative à l’aide de la théorie de la construction du sens de Weick. Notre recherche, basée sur le cas de la gestion des services d’eau à Montréal, montre que la perte d’expertise dans la fonction publique, jumelée au manque de vision politique, entraînent une inadéquation entre les actions envisagées par les gestionnaires et les ressources disponibles. L’expression de la finalité organisationnelle par le politique est nécessaire à une influence réciproque dans l’élaboration des politiques publiques. Cette collaboration, ou complémentarité, permet la construction de sens commun essentielle à un diagnostic de gestion centré sur la mission organisationnelle et à un pilotage stratégique arrimé aux recommandations de la fonction publique. Remarques à l’intention des praticiens Pour des infrastructures peu accessibles et peu visibles comme celles de l’eau, l’écart est parfois grand entre l’interprétation que font les gestionnaires sur le terrain et celle que font les citoyens et les élus, ce qui complique le processus d’élaboration de sens commun. Les élus doivent pouvoir compter sur une fonction publique compétente qui leur transmet des informations fiables, leur permettant d’effectuer des arbitrages selon la meilleure connaissance possible de la situation. Il est par ailleurs dans l’intérêt général que les élus maintiennent un pilotage stratégique de l’activité eau afin de faciliter l’arrimage de l’action publique à la vision politique.

show abstract

Interface politico-administrative locale et expertise : le point de vue des gestionnaires. Le cas du service de l’eau de la Ville de Montréal

Cited by 4 publications

References 17 publications

Public governance tensions: a managerial artefacts-based view

Public governance tensions: a managerial artefacts-based view

Sensemaking and the political–administrative interface: the challenges of strategically steering and managing a local public service

La construction du sens et l’interface politico-administrative. Les défis du pilotage stratégique et de la gestion d’un service public local

Contact Info

Product

Resources

About