Renouveler l'encadrement pour transformer l'organisation? Une recette mise à l'épreuve dans le context municipal
By: DESMARAIS, Céline
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ArticlePublisher: Paris : ENA, 2003Revue Française D'Administration Publique 108, p. 617-631Abstract: In state policy, rejuvenating an administration is often thought to be a way of renewing it. However, in the context of municipalities, it does not have the expected effects : on one hand, young administrators do not necessarily change their behaviour or implement new ways of management any better than their elders do; secondly, although level of studies and professional background do contribute to changes in roles, such changes occur primarily through a complex interplay of relations, in which status and position within the organisation play a crucial role
In state policy, rejuvenating an administration is often thought to be a way of renewing it. However, in the context of municipalities, it does not have the expected effects : on one hand, young administrators do not necessarily change their behaviour or implement new ways of management any better than their elders do; secondly, although level of studies and professional background do contribute to changes in roles, such changes occur primarily through a complex interplay of relations, in which status and position within the organisation play a crucial role
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