Academic literature on the topic 'Bureaucratie – Cameroun'

Dès 1990 au Cameroun, la consécration de la liberté d’association permet l’émergence d’associations protéiformes traduisant l’existence de volontés individuelles à agir collectivement à côté d’un État préoccupé par son maintien. Si l’association, dans ce pays, a largement été appréhendée dans sa dimension politico-identitaire, il reste que sa bureaucratisation et les processus de subjectivation qu’elle autorise sont peu étudiés. À partir d’une ethnographie de l’Association des majors de science politique de l’université de Yaoundé II, cet article analyse, d’une part, l’appropriation par les étudiants des arts de faire bureaucratiques pour faire fonctionner leur projet associatif, et, d’autre part, la manière dont le fait associatif bureaucratique permet à ceux-ci d’opérer des ruptures biographiques pour devenir acteurs de leur propre vie au sein du monde universitaire. Il se dégage de cet article que l’association bureaucratique est un lieu où se construisent des utopies émancipatrices.

Abstract Research was conducted in a non-privatized community at T Kibbutz Industries. Its aim was to analyze the unique T factory culture and to understand its covert source. The study develops a typology of cultural features observed at kibbutz industries (based on four previous case studies, with focus on T Industries) that can also be applied to other businesses. Research was conducted using qualitative methods, namely a case study including ethnographic interviews and document analysis. The findings identified an organizational culture embodying two contradicting traditions: socialistic and capitalistic values and norms. The former comprised collective principles, transparent information, teamwork, egalitarian and amicable human relationships and future management orientation, while the latter upheld professionalism, innovation, creativity and global aspirations. The managers’ ability to overcome the conflictual culture yielded an open and innovative organization that responded well to competitive environmental markets. The case study was analyzed through development of the typology first devised by Cameron and Quinn (1999, reprinted 2010), perceiving T Industries according to its clanlike, bureaucratic and competitive market attributes, whereas other kibbutz industries studied are more compatible with the combination of bureaucratic and competitive market features.

Theory informs us that decentralisation, a process through which powers, responsibilities and resources are devolved by the central state to lower territorial entities and regionally/locally elected bodies, increases efficiency, participation, equity, and environmental sustainability. Many types and forms of decentralisation have been implemented in Africa since the colonial period, with varying degrees of success. This paper explores the process of forest management decentralisation conducted in Cameroon since the mid-1990s, highlighting its foundations and characterising its initial assets. Through the transfer of powers to peripheral actors for the management of forestry fees, Council Forests and Community [or Village] Forests, this policy innovation could be empowering and productive. However, careful observation and analysis of relationships between the central state and regional/local-level decentralised bodies, on the one hand, and of the circulation of powers, on the other, show – after a decade of implementation – that the experiment is increasingly governed by strong tendencies towards ‘re-centralisation’, dictated by the practices of bureaucrats and state representatives. The paper also confirms recent empirical studies of ‘the capture of decentralised actors’. It finally shows how bureaucrats and state authorities are haunted by the Frankenstein's monster syndrome, concerning state–local relationships in decentralised forest management.

The Intellectuals in Cameroon Under the Rule of Ahidjo (1958-1982) A study concerning the intellectuals of the Third World in general, and African intellectuals in particular, should not exclude the political context in which intellectuals live and work. Indeed, democracy cannot truly emerge and remain durable without the existence of freedom of thought and criticism. In Cameroon, intellectuals and their ideas have always been considered seditious and subversive. For this reason, they have often been persecuted. Some have chosen freely or by the force of circumstances to become bureaucrats within the administrative and political structures of the country to ensure their survival (political and social immortality) as also that of their family. Others, by principle, have combined their intellectual and cyclical factors which push intellectuals either to become civil servants or to choose exile. It also contradicts the idea of intellectual deficiency in Africa. Indeed, some categories of intellectuals such as writers, via their writings, ask questions and provide a critical review of the economic, political and social reality of the country. They even propose alternative ideas and proposals to such questions as management, government and governance in the coutry. Dictatorships may destroy individuals, but never ideas or the spirit of liberty.

Nurturing Cameroon’s fledgling democracy is proving a herculean task against the backdrop of disintegrative forces: flawed electoral process, ethnicity, identity consciousness, clientelism, endemic corruption, regionalism and neopatrimonialism inherent in the state apparatus. The undercurrents on the interface of statehood in Cameroon’s democratization process from the ’90s are explored. There is an enormous gulf between the state and the masses with the elite playing a prominent role in political sloganeering and regionalism, leading to a heightened sense of exclusion. The bureaucratic ethos still remains largely centralised despite the discourses on decentralisation. The simmering Anglophone problem is still brushed aside. The paper illuminates on the disruption and fragmentation of national politics which has led to the emergence of identity and ethnic constructions in the search for belonging to the polity. The question of legitimacy and civic participation is largely distorted due to the disinterestedness of the populace in the state machinery. This is rendered more fluid by the manipulative tendencies of the regime, ruling elite and a fractured opposition. The fundamental question is whether Cameroon was adequately prepared for multiparty politics. Rekindling Cameroon’s botched democratic process hinges on the institutionalisation of consensus building, democratic accountability and participative governance.

The organizational culture of customs authorities is understood by the authors as a set of norms, rules, customs and traditions that are supported by customs authorities and set a general framework for the behavior of officials. To determine the key characteristics and analyze the dynamics of the organizational culture of the customs authorities, the methodology of Robert E. Quinn and Kim S. Cameron Organizational Culture Assessment Instrument (OCAI) was used. This methodology is based on the framework construction of competing values corresponding to four types of culture: clan, adhocratic, market, bureaucratic. According to the results of the survey, currently the bureaucratic type of organizational culture prevails in the Samara customs, the values of the other types of cultures are approximately equal to each other. At the same time, there are significant differences between the prevailing and preferred type of organizational culture. In the preferred state, the adhocratic type of culture predominates, bureaucracy is in second place in importance, then the clan and the market type of culture. At the second stage of the study, using the method of analyzing hierarchies, an expert assessment of the formation of the preferred – adhocratic type of organizational culture of customs authorities was carried out. The factor analysis of the identified types of organizational cultures of the customs authority made it possible to determine which type of organizational culture contains the potential for increasing the effectiveness of personnel management. To solve this problem, a mathematical tool was used – the method of analyzing hierarchies. The data obtained as a result of the application of the OCAI methodology and the hierarchy analysis method in the study of organizational culture made it possible to solve the problems of defining the type and strength of the culture dominant in the customs authorities, to establish profiles for the existing and intended organizational culture and to determine the scenario for further changes in the organizational culture of the customs authorities. contributing to improving the efficiency of personnel management.

Summary Polish public organisations are often perceived as having strong bureaucratic orientation, avoiding both change and risk. However, in the last decade a distinct change in the management model of public organisations can be noticed. Public sector becomes an open ground for mergers and partnerships, entrepreneurial leadership, diversified services and commercialization (Golensky and DeRuiter 1999; Zimmerman and Dart, 1998; Pollitt and Bouckaert, 2004; Walker, 2013]. Public organisations embrace these strategies from the for-profit sector in order to manage change and to be effective. Most importantly, public organisations are adopting these frameworks in order to survive the changing operating environment, including changes in the level of government funding. Our paper draws on the Miles and Snow (1978) typology of generic strategies - prospectors, defenders, analysers, and reactors - to identify different organisational strategies within public organisations providing social services in Poland. In order to assess organisational culture we used the most widespread and used in many empirical studies Cameron and Quinn’s model (2003), the Competing Values Framework (CVF), from which four cultures - adhocracy, clan, market and hierarchy - emerge. The choice of these two providers of social services was dictated by our conviction, that these organisations are critical both for the national economy and for mitigating, counteracting and preventing social exclusion.

A study concerning the intellectuals of the Third World in general, and African intellectuals in particular, should not exclude the political context in which intellectuals live and work. Indeed, democracy cannot truly emerge and remain durable without the existence of freedom of thought and criticism. In Cameroon, intellectuals and their ideas have always been considered seditious and subversive. For this reason, they have often been persecuted. Some have chosen freely or by the force of circumstances to become bureaucrats within the administrative and political structures of the country to ensure their survival (political and social immortality) as also that of their family. Others, by principle, have combined their intellectual and cyclical factors which push intellectuals either to become civil servants or to choose exile. It also contradicts the idea of intellectual deficiency in Africa. Indeed, some categories of intellectuals such as writers, via their writings, ask questions and provide a critical review of the economic, political and social reality of the country. They even propose alternative ideas and proposals to such questions as management, government and governance in the coutry. Dictatorships may destroy individuals, but never ideas or the spirit of liberty.

The so-called brain drain is a topical issue globally, and especially in Africa, where the phenomenon is multifaceted. Inspired by similar trends reported for Africa, this conceptual paper highlights the case of Cameroon by exploring the structure of academic staff recruitment by state universities, which is managed through a highly centralised bureaucratic public service system. The tendency to appoint people to key university positions, such as vice rectors, deans, and heads of departments, by presidential decree exacerbates the situation. In addition, the limitation of 45 years as the maximum entry age into the public service deprives universities of highly skilled professionals, who seek employment elsewhere although they have the potential to contribute to the development of the economy through involvement in the local higher education system. To mitigate this situation, it is imperative for governments to separate state universities from the broader public service system, and grant the universities autonomy to manage their own affairs, including recruitment based on their peculiar realities. Giving universities the authority to manage their own recruitment and promotion processes will encourage competition, boost output and reputation, and curb brain drain

Aux lendemains de l'indépendance, les stratégies de développement mises en œuvre par les autorités camerounaises ont consacré le rôle primordial des entreprises publiques dans la recherche de la croissance économique. Instruments de politique économique et sociale, les entreprises publiques ont également été associées à l'œuvre de construction d'un espace d'accumulation primitive indissociable du travail de redéfinition sociale de la hiérarchie. La technologie de l'organisation bureaucratique centralisée a ainsi servi de matrice importante à l'affirmation d'une différenciation politique et culturelle dans les milieux de travail. Désormais confrontées à la récession économique que traverse le Cameroun depuis une quinzaine d'années, les entreprises publiques n'ont cessé d'adapter les ensembles humains et les structures qui les constituent aux contraintes revendiquées par les exigences de rentabilité et de performance. De nouveaux modes de gestion et de nouvelles approches concernant la recherche de qualité, de productivité ou de synergie décisionnelle sont apparus pour sauvegarder le projet économique, politique, social et fondamentalement politique initié après l'indépendance. Les reformes des années 1990 ont conduit à la recherche d'une autre forme de rapports sociaux capables de transformer la nature de l'ordre organisationnel et social. D'une légitimité hiérarchique doublement circonscrite à l'univers procédural et règlementaire des fonctions ainsi qu'aux obligations manducatrices de la notoriété sociale, on est passe à une autorité construite sur la reconnaissance du fond rentable des décisions c'est à-dire de l'avantage réel et fondamental des relations de travail dans un environnement précarisé sur le plan de l'insertion familiale, sociale, urbaine ou nationale. Toutefois, à prolonger l'observation, les transformations constatées confirment l'idée d'une modernisation conservatrice qui bien que dynamique sur les perceptions habituelles du secteur parapublic camerounais, n'aboutissent pas à un désenchantement des comportements de travail. Il s'agit ainsi d'une fragilisation de la légitimité dont le principal est une symbiose entre des variations, des rebondissements des modes locaux de hiérarchisation ou entre différentes façons de traduire le changement dans la pratique.

L'administration des structures du système éducatif camerounais en l’occurrence les établissements publics d’enseignement secondaire général obéit, dans son fonctionnement, à la logique bureaucratique. Elle correspond dans son organisation à une forme pyramidale propre à un État centralisé où tout est régenté par le sommet. Le pouvoir discrétionnaire y joue un rôle indéniable dans le choix des responsables. Malgré les évolutions que connait le pays, le pilotage des lycées et C.E.S. reste indissociable de cette approche managériale. Pourtant, son obsolescence semble prononcée à cause de l’option d’une structuration politique décentralisée. En effet, si la décentralisation et ses adjuvants requièrent des citoyens professionnels, ils revendiquent aussi des responsables aux compétences avérées. Nous suggérons, à propos des chefs d’établissement susmentionnés, le passage de la fonction à la profession. La professionnalisation qui est le présupposé de cet itinéraire ne saurait s’identifier à une simple prescription institutionnelle fondée sur une normalisation des pratiques du fait d’un référentiel de compétences. La conduite de ce travail de recherche a nécessité le recours aux outils méthodologiques essentiellement qualitatifs ainsi qu’aux sociologies de l’action et de la construction. La première, dans la dimension que défend Michel Crozier, nous offre les éléments d’analyse mais aussi des méthodes et des concepts favorisant la compréhension des jeux d’acteurs. La seconde, dans une perspective d’évolution de la fonction, grâce aux travaux de Richard Wittorski, vise l’implication de tous les acteurs notamment ceux jouissant des « compétences incorporées » pour une émergence des savoirs réels de la profession. Cette recherche a établi les différents gains qu’un tel processus peut procurer à toute la communauté éducative
The management of schools in Cameroon’s educational system, notably government schools in the general secondary education, follows the bureaucratic logic pertaining to its functioning. This system is organized as a pyramid typical of that of a centralized system of governance which is a top-to-bottom approach. Discretional power plays an undeniable role in the appointment of officials. Despite the country’s evolution, the running of lycées and colleges remains intertwined to this management approach. And yet, its obsolete nature is glaring given the choice of a decentralized political structure. In fact, if the process of decentralization and all its accessories demand professional citizens, they also aspire to officials with established competences. In the case of these aforementioned school directors, we suggest a move from a position to a profession. Professionalization which is a prerequisite for this career path could not be limited to a mere institutional prescription based on the normalization of practises given a competences framework of reference. This research work required the use of mainly qualitative methodological tools as well as sociological action and construction tools. The first of them, in the dimension backed by Michel Crozier, provided us with analytical components as well as methods and concepts which will enhance the understanding of actors’ roles. The second one which is in line with an evolution in the position and gets its grounds from Richard Wittorski’s publications did target the involvement of all actors, especially those benefiting from ‘incorporated competences’. This study has portrayed the various benefits that such a process can bring to the entire educational community

The article presents the results of a study of corporate culture preferences depending on self-regulation and values of specialists working in project organizations for the development of complex technical systems (STS). As the methodological basis of the research, we selected R. Barrett’s concept of the levels of personal and organizational consciousness, the compatibility of personal and organizational values as factors that determine the development and effectiveness of companies in the modern business space (Barret, 1997). The purpose of the study: to determine the dependence of the preferred corporate culture of scientific and production associations by specialists of complex technical systems (STS) on their value orientations and self-regulation styles. Research methods: diagnostics of types of real and preferred corporate culture (Cameron, 2001), questionnaire «style of self-regulation of behavior» (Morosanova, 1988), author’s questionnaire of values based on the R. Barrett model (personal and corporate values), questionnaire «life goals and values» (Klyueva, 1997). Sample: 96 specialists of the STS Research and production Association (56 men and 40 women aged 28 to 55 years, with experience in the organization from 2 to 15 years. Conclusions. STS specialists assess the real corporate culture as bureaucratic and market-oriented. They want a clannish corporate culture or an adhocracy one. With a high level of self-regulation, professionals prefer clan and adhocracy cultures. STS specialists with a low level of self-regulation prefer a bureaucratic corporate culture. STS specialists have the predominant values of life, health and personal growth, and religion and fame are the least Their corporate values belong to the third level of consciousness (self-esteem, self-discipline, confidence, friendliness, influence and power, the effectiveness of the organization in business processes and management system). STS specialists have a high level of self-regulation with a predominance of styles for evaluating results, programming and modeling. Styles of self-regulation of planning, programming, and regulatory-personal properties of flexibility have a medium level, and independence-a low level, which is a consequence of the bureaucratic corporate culture. The obtained results served as a justification for the development of an algorithm for changing the corporate culture of an organization.