Revue du Contrôle de la Comptabilité et de l’Audit

ISSN: 2550-469X
Numéro 5 : Juin 2018

Management story

Histoire du management

Younes KOUTAYA
Doctorant Faculté des sciences de l’éducation
Université Mohammed V Rabat.
Equipe de recherche Management, Environnement, Education et Responsabilité Sociétale
des Organisations (MEERSO)

Ayoub KOUTAYA
Doctorant Faculté des sciences de l’éducation
Université Mohammed V Rabat.
Equipe de recherche Management, Environnement, Education et Responsabilité Sociétale
des Organisations (MEERSO)

Mariem CHERKAOUI
Doctorante FSE SOUISSI
Université Mohammed V Rabat.
Laboratoire HOMME SOCIETE EDUCATION

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Résumé :

Dans un contexte de mondialisation qui touche tous les secteurs d'activité, les organisations
doivent faire face à une concurrence exacerbée. Le cas des administrations publiques de leur
rôle, sont appelées à s’adapter à un contexte national et international en perpétuel
changement, à faire face aux exigences des citoyens qui n’arrêtent pas de demander plus en
matière de qualité des services rendus.
Le management public est considéré, aujourd’hui, comme un levier de performance de
l’administration publique, qui consiste à atteindre une double réconciliation, celle des agents
publics ou fonctionnaires avec leur métier, et celle des citoyens avec leur administration vue
comme une unité qui ne satisfait pas leurs besoins, mais aussi à trouver des voies nouvelles
permettant d'impliquer dans cette logique les différents niveaux d'interventions publiques
(associations, collectivités territoriales, Etat,…).
L’arrivée de l’idée managériale au public pour s’adapter à un cadre stratégique d’organisation
or L’environnement est complexe avec certaines insuffisances.
D'où cette recherche, basée sur la perception des administrations publics de l'existence des
pratiques managériales, leur développement, leur approche générale et leur perspectives
d’avenir.
Les ressources humaines sont un des leviers majeurs de création de valeur pour les états.
C’est une cause pratiquement entendue. La mondialisation, la déréglementation des marchés,
la généralisation des technologies de l’information sont autant de processus de globalisation
du savoir généré et utilisé dans le but d’obtenir la performance au sein de ces derniers.
Mot clés : management public, pratiques managériales, performance, gestion , organisation

Abstract:

In a context of globalization that affects all sectors, organizations face stiffer competition. The
case of the public administrations of their role is called upon to adapt to a national and
international context in constant change, to meet the demands of the citizens who do not stop
asking for more in the quality of the services rendered.
Public management is today considered as a lever for the performance of public
administration, which consists in achieving a double reconciliation, that of public officials or
civil servants with their profession, and that of citizens with their administration as a unit
Which does not satisfy their needs, but also to find new ways of involving the different levels
of public intervention (associations, local authorities, the State, etc.).
Hence this research based on the perception of public administrations of the existence of
managerial practices, their development, their general approach and their future prospects.
Human resources are one of the major levers for creating value for states. It is a virtually
heard cause. Globalization, the deregulation of markets and the spread of information
technologies are all processes of globalization of the knowledge generated and used in order
to obtain the performance within the latter
Key words: public management, managerial practices, performance , Accounting
management , organization

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Introduction:
Though authors vary in the detailed definitions of the term “public management” that they
offer, most of the standard definitions of public management amount to some variant on “the
study and practice of design and operation of arrangements for the provision of public
services and executive government,” while management itself is conventionally defined as the
direction of resources or human effort towards the achievement of desired goals. And it is
often observed that organization—and the willingness to be organized—is as important, if not
more so, as money and other resources for the effective conduct of warfare, welfare, and
many other kinds of public activity. So if the design and operation of public projects, services,
and organizations forms the heart of public management, the subject might seem
straightforward
We are not going to redo here a history of management, excellent books are devoted to it. It is
only a question here of situating, with respect to others, some notions now commonly used in
our organizations.
The crisis of the welfare states in recent years has provoked some reforms within the
administrations in all the world. The new managerial paradigms and their ideology allowed to
open more on the active life and to emphasize the results. by betting on all the stakeholders in
the production of the service and the implementation of the performance that is the result of
all these. So what is the proper management to practice in these organizations - its difference
compared to private management?

1. Définition of management :
The word "Management": appeared in 1865, in the United States to designate the one who
ensures the material organization of show, concert or the professional life of an artist or a
champion. , and is becoming widespread today in all the worlds of production, including the
social economy. Management is a complex term defined by many authors and seems to apply
to multiple domains. To do so, we will retain the definition of Peter Drucker that the review of
the tasks of the manager comes to define the management. It involves several disciplines.

1.1 Management, what are we talking about?

In reality, it is very difficult to give a precise definition of management; since there is no
unanimity on a universal definition of the concept of management, but each author tries to
define it in his own way. The most popular definition remains that advanced by Mary Parker

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FOLLETT. According to which management is "art of getting things done through people",
this definition draws our attention to a fundamental difference between a manager who is an
ordinary person in an organization. A manager is the one who contributes to the achievement
of the goals set by the organization, without performing the tasks itself, but directing the
efforts of others to achieve them. This definition remains incomplete and contains some
weaknesses, on the one hand Mary Parker FOLLETT used the word art to define the
management, to say that the management is an art still remains a half truth, since the
management is also based on elements consisting of a set of rules, techniques and purely
scientific methods. It uses both intuitive and personal qualities, know-how and skills, as well
as a set of theoretical, standardized and formalized knowledge. On the other hand, this
definition excludes the various functions of management. Another definition, this time more
developed, put forward by George R. TERRY, defines management as a process of "planning,
organizing, actuating and controlling, performed to determine and achieve the objectives of
the use of people and resources". Based on this definition, it can be said that management is a
process consisting of four main activities: planning, organizing, operating, and controlling.
From another angle, Peter DRUCKER defines the concept of "management" as
A: "An activity aimed at getting men a collective result by giving them a common purpose,
common values, a suitable organization and the training they need to be effective and able to
adapt to change".
He also points out that the term "management" refers to everything that is necessary to carry
out a business, whether small or large, independent or not. It therefore encompasses all
management functions: administration in the sense of Fayol, organization, operation,
forecasts, etc., the term "manager" has a very broad meaning. It applies to very diverse
categories of personnel. It is, in short, a "leader" who is at the head of one or more teams
including a variable number of people: general manager and foreman are the extreme
echelons of "manager".
To conclude, management is a human and social activity aimed at stimulating behavior,
animating teams and groups, developing organizational structures and conducting the
activities of an organization in order to achieve a certain level of performance. By increasing
the efficiency of individuals at work and by enabling them to develop professionally and
personally. The main task of the manager is to find and identify all the tools that will be useful
to him in his role. Examining the tasks of the manager can thus enable us to better understand

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what management is. These are, in fact, of various natures and varied since a manager has a
hierarchical responsibility within the company and must perform several tasks according to
the level where it is located.

1.2 Public management :

Public management" has become, nowadays, a very common expression of use. We might
even think that it is a fashionable slogan, the success of an expression often goes hand in hand
with the vagueness of the concept it is supposed to express, and the observer can easily notice
that public management is frequently used. today badly; by some, as a symbol of their desire
for modernity; by others, as equivalent to better management of human resources in public
organizations; by others, as an expression of the diversification of the fields of interest of the
discipline they represent. Identifying the concepts of public management becomes even more
necessary. In particular, it is important to check that public management has many attributes
of "traditional" or general management. In her book on public management, Annie Bartoli
defines it as "the whole process of finalization, organization, animation and control of public
organizations, aimed at developing their overall performance and driving their evolution in
the respect for their vocation ". A vocation based on the production of a public service
intended for the citizens, and on the general interest of the society. She also adds that public
management is based on a general principle of management that is that of contingency: in
other words, it supposes an adaptation of management methods to the diversity of situations
and issues.
Several levels can translate this field, the level "micro" which is interested in the interactions
between the actors and the systems, according to a look of psychosociology. The level "meso"
which touches the processes of operation of the public units, from a managerial perspective
The "macro" level which concerns the environmental context and the inter-public and / or
private relations, relying more on economic logic or administrative sciences. Public
organizations associated with public management, know of particularities that can not be
considered as incidental to the management of the latter. Certainly, we can evoke the
specificities of public entities in many ways, ANTHONY and HERZLINGER, for example,
enumerate: the absence of the measure of profit, the fact of being service providers for the
most part, the existence of constraints for their funding, the dominance of professionals, the
imprecise, diffuse or burst of responsibilities, the importance of political influences, a
tradition of inadequate management control system. In this sense, Laurence LYNN evokes

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"organizational property and purpose, relations with the environment, the point of view and
the content of decisions, the structure of authority". Michel MASSENET, on the other hand,
shows the essence of organizations in a sort of definition: "These are multidimensional
organizations that handle heterogeneous systems of values and measurement systems, in
which solutions of continuity appear between the level of general control that is political and
that of management, as well as between planning and programming ". We can still see in the
"logic of the general interest" and in the independence vis-à-vis the market, the source of the
peculiarity of the management of public services.

Board 1 :Evolution of the notion of public management

Approaches Management Period

Politique/administration Apolitique 1900-1925

Science de l’administration Scientific 1920-1940

Weber rules 1930-1970

Humanist Human capital 1960-1980

Politic public politic 1970-1980

Systémic environnement 1980-2000

Nouveau management public « business » 1980-2000

Source: developed by the authors

1.3 Distinction between management, and administration:

The management appeared in 1965, to designate the one who takes care of the material
organization of show, concert or the professional life of an artist or a champion. In French, we
have abusively translated by management, for many French authors we manage things but we
manage (manageons) people; management is all about technicality and the operational aspect
(financial management, risk management, etc.), against the management who is interested in
energy. However the term management originates from the English verb "to manage" which
means to direct, to handle but also to reach. Everyone agrees that, in its economic acceptance,

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management is an Anglicism used by Frédéric Taylor for the first time in the early 20th
century.
Then it is imported in France by Henri FAYOL a few years later.
To distinguish between management and administration, some researchers very interestingly
the administrative paradigm and managerial paradigm by showing that the problem of the first
is to identify administrative procedures by level to develop the model of perfect organization
then management tends to recognize decision-making situations in order to develop the
criteria for the right decision.
From a North American point of view, the former will necessarily be more logical and
rational in his theory and will favor, as it should, a legalistic approach to define, in advance,
what will be the perfect organization and the second will inevitably be more empirical and
subjective in his theory and promote an interdisciplinary approach. Management is concerned
with determining the survival and development conditions of organizations, and how the
actions and behaviors of managers and all staff can contribute to them. In reality, management
is only organizational behavior which is "a field of study aimed at exploring the impact of
individuals, groups and structures on the behavior of actors within an organization, with a
view to improve the effectiveness of the latter. In other words, organizational behavior aims at
studying the activity of members of a given organization and how their behavior affects their
performance. Some writers like SHELDON, SPRIEGAL and MILWARD argue that the
administration refers to "thinking". It is a higher-level function that focuses on determining
the plans, policies and objectives of a company. On the other hand, management consists of
"doing" (doing). It is a lower level function that concerns the execution and direction of
policies and operations. However, each manager performs both activities in parallel and
moves from administration to management according to the level in the organization
hierarchy. At the higher level he devotes more time to administrative activity and when he
moves down the manager devotes more time to the management of activities.

1.4 Distinction between public and private management :

Any organization has goals and objectives to achieve, but the nature of its purpose differs
greatly depending on the sector of public or private activity. Conventionally, we oppose the
search for profit and the public service (general interest). As such, this dichotomy is not
illuminating. On the one hand because it puts on the same level an easily measurable reality,
at the price of draconian conventions, and a concept much less seizable. On the other hand,

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because it is based on a dual premise on the motivations and behavior of entrepreneurs on the
one hand, the rulers on the other. The first postulate, that entrepreneurs aim to maximize their
profit, which is that of conventional economic theory, has been largely overturned by the
studies of managers and business economists. The second, namely the orientation of public
organizations towards the general interest, requires at least to be specified LYNN considers
that "the private management is oriented towards the economic performance as it is
determined on the markets, while the public management is oriented towards the public
interest as determined in the political forums ". This has the advantage, if it does not specify
the nature of the public interest, to establish an interesting parallelism between the market and
the political system.
The purpose of private enterprise can thus be diverse: the maximization of profit, the search
for a satisfactory rate of growth, the search for recognition by the profession, repositioning in
a market or the satisfaction of the needs of realizing its leaders. The common feature of all
these elements is to be variables internal to the company or the circle of its members.
The purpose of the company is introverted, it is not to change a state of the world or more
modestly of its environment..
The concerns it may have with regard to the latter, (not to pollute for example), are constraints
that emanate from the public authorities, or that result from the balance of power in which it is
engaged or its desire to to be a corporate citizen, these are not ends. Of course, we can state
that private companies by definition meet the needs of consumers, since, without a request to
them, they disappear. So they obviously have a social role and the "invisible hand" leads even
the most selfish, those of them who are the most profit-oriented, to play this role. But, the role
is not the end and the company remains "finalized on itself".
The public-type organization, on the other hand, finds its justification in the will to change a
state of the environment or (which amounts to the same thing) to preserve it if it is threatened:
it is to contain the unemployment, to avoid external aggression, to facilitate communications,
to maintain balance of payments, etc.
This type of finality has in itself, except from extremist political points of view (anarchy on
one side, collectivism on the other), no positive or negative connotations; the fields of
intervention and the modes of intervention selected will be interpreted positively or negatively
by the different segments of the population.

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2. The manager :
2.1 managerial work :

Managers are expected to play a key role in the management and development of the skills of
their employees, the hierarchy is precisely demanding tools and know-how to fulfill this role.
Individuals themselves become responsible for the development and maintenance of their
skills, individuals and the hierarchy thus have a shared responsibility. The multiple skills that
the skills manager gives the manager, according to these two authors, a status pedagogue and
make him a player in the field whose responsibilities are important. He works all the time in
the moment and in the judgment. Delaunay and Moret point out that sometimes the manager
sometimes takes on the role of psychologist to defuse conflicts, and that he is flexible, he
shows a great adaptability and must ensure the confidence of his collaborators by practicing
positive reinforcement. This is a particular skill that involves being extremely attentive to the
message that the manager gives to his employees, regarding their performance, their abilities
and their personalities, through motivation, encouragement, approvals and reframing. . The
commonly accepted image of the manager is that of a manager in the ideal position to make
rational decisions and to federate energies within a team. Thus, Peter Druker, American
management specialist did not hesitate to compare the manager to a conductor: "The manager
is responsible for creating a whole greater than the sum of the parts, a productive entity which
he leaves more than the sum of the resources put in. It is the analogy with the conductor that
comes to mind, through his efforts, his vision and his leadership, his individual instrumental
parts, which are not in themselves As well as noises, they become a living totality: the music,
but the conductor has the score written by the composer: he is only an interpreter, the manager
is, at the same time, a composer and conductor. " This definition of the manager given by
Druker corresponds to a very idyllic vision of the role of manager. We often imagine that the
manager is a thoughtful planner. It is also believed that the manager does not have repetitive
tasks to perform. However, it appears that this vision of the rational manager, informed and
planner seems the fruit of the collective imagination. There is a belief in what is almost a
myth of the manager. Yet this image has often been questioned. Some studies have shown, for
example, that managers are subject to a relentless pace of work and that all their activities are
characterized by brevity. Thus, one could almost say that the activities of managers are more
frequently oriented towards action than towards reflection. The same goes for the repetition of
tasks, it seems illusory to believe that the manager manages only exceptional or unpredictable

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events. Indeed, in addition to the unpredictable events to be answered, the job of manager
covers a number of repetitive tasks including his participation in the rites of the organization,
ceremonies, and negotiations. It is these realities observed on the ground that push Henri
Mintzberg to consider that "the manager is in a kind of vicious circle where his workload
continues to increase". "The manager is overwhelmed by the burden of his obligations, so he
is quickly overloaded with work and is quickly forced to perform his tasks in a superficial
manner, so brevity, fragmentation and verbal communication characterize his work.» Without
falling into this very pessimistic and devaluing view of the work of a manager, it seems
however necessary to question the image of the commonly accepted manager.

To really understand what management is and how important it is for the professional
efficiency of individuals, let's now look at the different traditional management theories that
have emerged over time, which have been proven in companies. compared to a conductor,
Peter F. Drucker said that "the manager has the responsibility to create a whole that is greater
than the sum of the parts, a productive entity from which it leaves more than the sum of the
resources that one has there. put, it is the analogy with the conductor that comes to mind, by
his efforts, his visions and his leadership, individual instrumental parts, which are in
themselves only noises, become a totality alive: music. But the conductor has the score
written by the composer: he is only an interpreter. The manager is both a composer and
conductor ".
3. From managerial theory to management practice :
We can see after Mintzberg that traditional management, according to a biological analogy,
claims to make the manager a sort of champion of the left hemisphere who would spend his
time analyzing, comparing, calculating, reasoning, while Above all, he is a person of action.
He adds that this person of action, in the context of his work, is very far from being able to
transcribe or express everything that he has done: in language, logic, quantity or formal
proposals. According to him, this is all the more pernicious because the majority of
management theorists believe that rationality, calculations and analyzes are the necessary
route to efficiency (Mintzberg, 1976). Perhaps the performance then passes through a
strategic reflection entrusted to the left hemisphere, leaving the management to the right
hemisphere with its emotion, intuition and strength of synthesis? But these internal critics are
coupled with external criticism that questions public management and its performance in the
management of territories and in the management of men. In his book The State of the Planet,
Lester J. Brown (1993) denounces the chimeras of a race for performance measured by the

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national economic accounts, centered on the gross national product, without integrating the
depreciation of natural capital; Just as much as one can question the management of urban
territories, and the great territorial balances, without being able to easily highlight the ways of
performance (Eckert, 1996). In addition, many books question the ability of traditional
management to actually create or foster a minimum of internal cohesion essential to the
functioning and sustainability of organization.
3.1. New management public :
to speak of "New Public Management" as we do today instead of new public management is
to indicate a bifurcation with regard to public management in the strict sense of which, with
Annie Bartoli, we will recall the definition: "all process of finalization, organization,
animation and control of public organizations aiming to develop their general performances
and to pilot their evolution in the respect of their vocation ". And yet, with the public
management, it was already, since the topic of the Planning Programming Budgeting System
(PPBS) - the RCB in French (Rationalization of the Budgetary Choices) to take the taking into
account of the managerial categories in the operation of the public administrations to replace
the declassified "administrative" tradition on the basis of the pejorative argument of the
bureaucracy. Whether it is "normal" or "new", public management pursues an objective of
efficiency. It marks the entry of the categories of an organizational regulation in the public
administrations, regulation defined as "a process by which the anti-organizational actions are
countered by antagonistic forces ensuring the maintenance of the system or the organization".
These antagonistic forces indicate the existence of tensions that operate between the
institutional dimension of the administration (its vocation to fulfill indisputable and
permanent missions of public service) and a managerial dimension leading to question the
functioning of the public services in the name of the stakes of flexibility and working
conditions. This discussion is marked by the introduction of competitive logic in the
administrative services as a result of evaluation and incentive systems applicable to public
administrations and their officials. The autonomy then granted to public services tends to shift
the managerial role of public officials to the political objectives of the functioning of
administrative services by reference to a strategy which must then be formulated explicitly. In
the perspective of "normal" or "new" public management, public action must consider as
priorities the conditions for success in efficiency (managerial coherence) without forgetting
the public nature of this action (coherence). policy). This implies meeting certain conditions:
the definition of a measurable objective (and the expected result at the end of the term), with

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reference to a medium / long term defined, relevant, consistent with the mission and the
vocation of the service concerned. , the coherence of the committed means, the evaluation of
the satisfaction of the citizens, the identification of the perverse effects, the coordination
between the various services of the State then constituting the New Public Management.

3.2. New management public elements :

3.2.1. Managing human capital:
The latter base is to manage different public officials who rely on rules, procedures and
statutes constituting a repository for HRM practices. New Public Management will focus on
the concept of merit, the individualisation of remuneration, the assessment of staff on the
basis of annual evaluation interviewsation staff on the basis of annual evaluation interviews.

3.2.2 Financial and accounting management :

The New Public Management focuses on the development of management control with
analyzes in terms of "costs - performance" of the activities, in particular with a focus on
downsizing (downsizing) and the number of employees. same in relation to the modes of
organization).
Today, we are adding, in a form of overflowing, taking into account the topics discussed in
the context of "corporate social responsibility" (in particular the expectations of
"stakeholders", sustainable development, etc.).

3.2.3 Programmation :
Coordination, contracting, evaluation of decisions (ex ante and ex post). More specifically, it
is characterized by the implementation of activity indicators, budget and accounting
management tools, and cost measurement tools with the aim of responding to three rationales
of action: that of the socio-economic efficiency (the objectives state the expected benefit of
the action of the State), that of the quality of service (the objectives state the expected quality
of the service rendered to the user), that of the efficiency of management or efficiency (the
objectives set out, for the taxpayer, the expected optimization in the use of the means
employed by relating the products or the activity obtained from the resources consumed).
Performance results from the alliance "efficiency - efficiency" in view of a reference system
but given the room for maneuver granted to administrations. New Public Management will
lead to a redefinition of the public service's action, hence its consequences in terms of the
management of human resources applied to civil servants, a revision of organizational charts,

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and the introduction of a new "administration" report. - political, "the policy is then
established in the theme of control (understand" management control ") by a face to face and
established between officials and parliamentarians.The project of New Public Management is
to infuse" the spirit of "enterprise" in the state apparatus by introducing market logic in its
operation, including the perspectives of private governance, ie by acting as if the competition
which is always cited as the founding of the market efficiency can serve as a political
principle. Such a project began in the 1980s, first in Great Britain, because of the political
promises to reduce taxes but also because of the desire to disengage the state. A third reason
for its development has since emerged with the perceived need for greater economic
responsibility for public services. New Public Management is based on considering the
financial aspect as central and on the will of the "central power" to control "remotely", hence
the slogan that is specific to it and based on the three "E ":" Economy "," Efficiency "and"
Efficiency "and the very" Thatcherian "Best Value for Money erected as bureaucratic"
nightmare "addressed to the supposed rigidity of public services. A particular role is devolved
to the state, which is to know how to organize a minimal state which is at the same time a
state-organizer and a strategist-state, in particular conditions of the fluidity of the market by
applying the categories to itself, the development of enterprises being considered as the
material proof of the development of societies (his Welfare). With the New Public
Management, there is thus a transition from the welfare state to the organizing state, whose
flexibility and efficiency are then considered as metonymic of the efficiency of the "corporate
society" of which it is considered to be one of the aspects. The contours of the state-strategist
were defined in a report of 2004. It recognizes the fact that the state is no longer and no longer
has to be the sole holder of political legitimacy, at least because of the supra-nationality of
international organizations (delegation of sovereignty to entities such as the European Union
for example) and the existence of entities such as NGOs, entities also participating in the
realization of "Good Common ". This leads, as a result of the independence of the judiciary, to
the injunction to place citizens at the heart of public action in order to avoid the development
of a contentious society, hence the appeal the disappearance of a state operator and the
transformation of the welfare state into a regulatory state. The outlines of the strategic state
will claim to defend the "long" time, the deconcentration in terms of organization. The
contours proposed to the state strategist are then as follows: to be visionary in consultation
with civil society, to be a guarantor of the general interest (public services, regulation of
activities, use of public funds), to ensure social cohesion through rational and transparent

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public decision, organize itself to achieve its objectives (adaptation of the administrative
structures) and make the initiative to the citizens (participative democracy).
Public activity is considered to consist mainly of the provision of services. It includes all the
characteristics of the service activity namely: the immateriality of the service, the simultaneity
of the production and the use, the direct contact between provider and user therefore the
importance of the individualisation of the relationship "Official - user"

3. 3 The terms of the New Public Management:

The purpose of New Public Management is to seek to improve public performance through
five areas: strategic planning, participative management, quality management, introduction of
ICT, management control.
The New Public Management aims to ensure the articulation between a Missions Statement
(the general aims of the service concerned) and operating principles:

4. Definition of managerial practices

Managerial practices are very different depending on the institutions, depending on the
context in which they evolve, according to their strategic choices, etc. : it is obvious that we
do not manage in the same way a chain of supermarkets, a textile SME, a network company, a
multinational chemical group, an NGO, a Regional Council, a community of agglomeration, a
university, a hospital.
One thing that is common, however, is that everyone now has to integrate strategic
communication, among other things, into their practices. But each one has to decline it in its
own way, according to its own equation: there is not a general and universal model that it
would be sufficient to follow ... On the contrary, what is relevant in a given situation is
dangerous in a other: the ready-to-wear does not exist, the made-to-measure is necessary.

4.1Définition of concepts
In a given professional environment, the term "good practice" refers to a set of behaviors and
behaviors that are generally accepted and considered essential by most professionals in a field
of activity. Good practices can not be decreed. These are not management procedures or rules
that must be followed or adhered to. Good practices are successful experiences that are
considered transferable and that everyone can adopt while adapting them. On the basis of this
definition, we can conclude that a repository of managerial practices aims at listing and
communicating all the ways of doing things and the managerial behaviors recognized as

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expected and accepted within an organization. The repository is therefore both indicative and
prescriptive: managers can refer to it in the exercise of their practice and self-evaluate. In
some companies, the repository serves as a basis for managers' evaluation interviews, since
the content of the repository describes what is expected from a manager and therefore the
progress needed to be recognized as a reference manager. Companies that decide to have a
repository of managerial practices, seek to consolidate a managerial culture shared by all
levels of management. It can not impose itself "overnight," decree and freeze once and for all,
according to a method descending from the general direction.
It must move more and more gradually from "chosen" elements: from a collective and
participative reflection of managers who voluntarily commit themselves to adopting the
agreed methods and behaviors, because they recognize them as "Good natural practices".

4.2 Managerial work

The development of managerial skills will lead to adapted behaviors that will lead to better
performance "is an unstated postulate of departure (McKenna, Garcia-Lorenzo and Bridgman,
2010). The different theoretical approaches to management styles Stewart (1998), in his book
entitled "Managerial work", emphasizes that the literature does not make much difference on
the one hand, between managerial work and managerial behavior, and on the other hand,
between managerial activity and managerial work. and managerial jobs. The three approaches
mark three major stages in the history and development of management (Stewart 1998, xi).
The managerial activity describes the role of the manager whereas the managerial function
refers to the function that the manager occupies. Managerial behavior by against, studying the
different behaviors or attitudes of the manager in an organization. In view of the difficulty of
establishing a barrier between function, role and managerial behavior, Stewart (1998) argues
that any research must clearly specify its field of interest.
The author's observation remains the biggest problem of current research in the field of
organization management.
While some authors are interested in management as an activity, others are more interested in
behavior and management. Management concepts offer general solutions to organizational
problems. They make prescriptions through principles and techniques that are not capable of
giving specific solutions to managers. The consultants and the management gurus have
understood this discretionary behavior of the managers. They often take the opportunity to
introduce new concepts, often confusing the minds and activities of managers. These new

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concepts are mostly a renovation "makeover" of the same management ideologies already
developed. A new concept of management is most often an old wine intelligently poured into
a new bottle. It can be fashionable in a short time, then become very popular and finally
disappear under obsolescence or be transformed into another concept of management (Gibson
and Tesone 2001, 124, Pfeffer and Sutton 1999,

Conclusion :
The subject of this research was the question of managerial practices in the public sector and
their relation to performance. To carry out this work, we successively studied the concepts of
management and sect, with a particular public attention paid to the distinction between types
of private and public management. To deal with the problem of performance.
This paper was dedicated to defining the literary conceptual framework of research in order to
draw up a state of analysis for a later study that will put this study on the ground so that it can
be concretized and evaluated afterwards. A qualitative methodology and a field study will be
fruitful.
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