Chronique du secteur public économique
Reconfiguring Central Administration Jacques Chevallier The article looks at how French central administration is slowly and patiently being reorganized in an effort to remedy the three major dysfunctions from which its structures have traditionally suffered : the continual regrouping of ministr...
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| Formatua: | Article ou chapitre numérique |
| Hizkuntza: | Français |
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2005
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| Sarrera elektronikoa: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
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cairn-RFAP_116_0749 |
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cairn-RFAP_116_0749RFAPRevue française d'administration publique https://droit.cairn.info/revue-francaise-d-administration-publique-2005-4-page-749?lang=fr https://doi.org/10.3917/rfap.116.0749 Chronique du secteur public économique Delion, André G.Durupty, Michel2005 fre Revue française d'administration publique | 116 | 4 | 2005-12-01 | p. 749-761 | 0152-7401 RFAP_11699 Reconfiguring Central Administration Jacques Chevallier The article looks at how French central administration is slowly and patiently being reorganized in an effort to remedy the three major dysfunctions from which its structures have traditionally suffered : the continual regrouping of ministries, the excessive enlargement in staff and functions of ministerial cabinets, and the heterogeneity of the internal organization of ministries. With the emergence of new needs and criteria for action, remedies applied in the 60s — fusion of ministries and recourse to ministerial secretaries-general — did not last long. The reorientation of the state around strategic functions and the carrying out of the subsidiarity principle in fact forced central administration into a radical revision of its role, all the more necessary due to the increasing importance of the efficiency standard for public action and its main concrete manifestation, the 2001 Finance Act. Successive reforms, introduced since the beginning of the 1990s have undeniably had positive effects, such as the generalization of the distinction between strategic and operational functions and the reorganization of certain services (regrouping of directorates and reappearance of ministerial secretaries-general). Two important difficulties nonetheless persist : the first is the force of inertia of the traditional organizational rationale; the second is the difficult coexistence between this latter, based on a management approach, and the organisational rationale issuing from recent reforms and based on planning.Cairn free access |
| language |
Français |
| format |
Article ou chapitre numérique |
| building |
0/Bibliothèque numérique/ 1/Bibliothèque numérique/Cairn/ |
| description |
Reconfiguring Central Administration
Jacques Chevallier
The article looks at how French central administration is slowly and patiently being
reorganized in an effort to remedy the three major dysfunctions from which its structures
have traditionally suffered : the continual regrouping of ministries, the excessive
enlargement in staff and functions of ministerial cabinets, and the heterogeneity of the
internal organization of ministries. With the emergence of new needs and criteria for
action, remedies applied in the 60s — fusion of ministries and recourse to ministerial
secretaries-general — did not last long. The reorientation of the state around strategic
functions and the carrying out of the subsidiarity principle in fact forced central
administration into a radical revision of its role, all the more necessary due to the
increasing importance of the efficiency standard for public action and its main concrete
manifestation, the 2001 Finance Act. Successive reforms, introduced since the beginning
of the 1990s have undeniably had positive effects, such as the generalization of the
distinction between strategic and operational functions and the reorganization of certain
services (regrouping of directorates and reappearance of ministerial secretaries-general).
Two important difficulties nonetheless persist : the first is the force of inertia of the
traditional organizational rationale; the second is the difficult coexistence between this
latter, based on a management approach, and the organisational rationale issuing from
recent reforms and based on planning. |
| author |
Delion, André G. Durupty, Michel |
| spellingShingle |
Delion, André G. Durupty, Michel Chronique du secteur public économique |
| author_facet |
Delion, André G. Durupty, Michel |
| author_sort |
Delion, André G. |
| title |
Chronique du secteur public économique |
| title_short |
Chronique du secteur public économique |
| title_full |
Chronique du secteur public économique |
| title_fullStr |
Chronique du secteur public économique |
| title_full_unstemmed |
Chronique du secteur public économique |
| title_sort |
chronique du secteur public économique |
| publishDate |
2005 |
| container_title |
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| container_issue |
|
| url |
https://ezproxy.univ-orleans.fr/login?url=https://droit.cairn.info/revue-francaise-d-administration-publique-2005-4-page-749?lang=fr https://ezproxy.univ-orleans.fr/login?url=https://doi.org/10.3917/rfap.116.0749 |
| _version_ |
1877246535718141952 |