PARADOXICAL PRACTICES IN PUBLIC ORGANIZATIONS: THE CASE OF A COMMERCIAL AND INDUSTRIAL ORGANIZATION / PARADOXES ORGANISATIONNAL DANS LES ORGANISATIONS PUBLIQUES : CAS D'UNE ORGANISATION A CARACTERE COMMERCIAL ET INDUSTRIEL
DOI:
https://doi.org/10.46827/ejmms.v7i1.1172Trefwoorden:
public organization, paradoxical, local framework / organisation publique, paradoxe, cadre de proximitéSamenvatting
Public sector organizations are by nature complex multifunctional entities, attempting to reconcile partially conflicting objectives and considerations (Perrow, 1972). The advent of new public management (NPM) has only increased the number of paradoxes to be faced, since these new managerial requirements, focused on performance, efficiency and even profitability, were added to those, very present, linked to the essential principles of public action. In this study, we address the paradoxical nature of the daily work of proximity managers and identify strategies for managing the paradoxes they face. Our results confirmed two key points: 1) the presence of organizational paradoxes that affect the daily work of proximity managers; and 2) that proximity managers can respond to paradoxical tensions by applying different defensive and active approaches. They must then show a behavioral complexity that allows them to manage the paradoxes in order to take into account the multiplicity of tendencies that are expressed within the organization. Les organisations du secteur public sont par nature des entités multifonctionnelles complexes, qui tentent de concilier des objectifs et des considérations partiellement contradictoires (Perrow, 1972). L’avènement du new public management (NPM) n’a fait qu’augmenter le nombre de paradoxes à affronter, puisque ces nouvelles exigences managériales axées sur la performance, l’efficience voire la rentabilité, venaient se rajouter à celles, bien présentes, liées aux principes essentiels de l’action publique. Dans cette étude, nous abordons la nature paradoxale du travail quotidien des cadres de proximité et nous identifions les stratégies de gestion des paradoxes auxquels ils sont confrontés. Nos résultats ont permis de confirmer deux points essentiels : 1) la présence des paradoxes organisationnels qui se répercutent au niveau du travail quotidien des cadres de proximité; et 2) Ces derniers peuvent réagir aux tensions paradoxales en appliquant différentes défensives et actives. Ils doivent alors montrer une complexité comportementale leur permettant de gérer les paradoxes afin de prendre en compte la multiplicité des tendances qui s’expriment au sein de l’organisation.
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