Management en situation interculturelle : promotion de l'excellence et performance des entreprises : cas des entreprises marchandes prioritaires d'état du Congo
Institution:
ToursDisciplines:
Directors:
Abstract EN:
Despite the institutional improvements - part taking over by private concern - , the organization reforms - the european technical assistance, developement programme -, or the management changes - the taking over of management techniques by private concern - carried out during these last decades, the substandard performance of the tradind firms of the congolese state still remains and this emphasises the existence of a complex phenomenom which can be neither perceptible, nor controllable by the current techniques or management tools. The phenomenom - which jeopardizes the existence of these firms, in fact the state -, can also be noticed in some other developing countries and even in developed ones. This thesis is intended to explore the phenomenom. In fact what we mean is to explain the phenomenom in order to control it; previously in congo and then to widespread use the conclusions to alike situations encountered in other countries. 1 the explanation of the phenomenom: this phenomenom was born from the lack of culture interactions controlling noticeable in these firms. The clinical wacthing of a symptomatic case - the sugar house of congo - by ethnomethodology (the study of taking decision procedures by paterns) has revealed the lack of suitability between culture, management system and the performance of the firm. Such a situation was born form the supplanting and the ignoring of cultural differences in management, and from the unsteadiness of coalitions between partners at the following levels: the relationships between the technostructure and strategic top (those who have given their mandate and the proxies); the relationships between the rank and file (rank and file or natives and expatriates); rationalities that is: the economic. . .
Abstract FR:
La persistance des contre-performances des entreprises marchandes prioritaires d'etat du congo, en depit des reformes institutionnelle (privatisation partielle), organisationnelles (assistance technique europeenne, contrat-plan) et manageriale (privatisation des methodes de gestion) entreprises au cours de ces dernieres decennies, montre l'existence d'un phenomene complexe non perceptible et non maitrisable par les methodes et outils classiques de gestion. Ce phenomene qui menace l'existence de ces entreprises et meme de l'etat, s'observe aussi dans d'autres pays en developpement et meme dans les pays developpes. Cette these est exploratoire. Car notre objectif est d'expliciter en vue de maitriser ce phenomene, d'abord au niveau du congo, et ensuite de generaliser les conclusions aux situations similaires dans d'autres pays. 1- l'explicitation du phenomene: le phenomene est ne de l'absence de maitrise des interactions des cultures presentes dans ces entreprises. L'observation clinique par l'ethnomethodologie (l'etudes des mecanismes de prises de decision des acteurs) d'un cas symptomatique: la sucrerie du congo, nous a montre l'absence de congruence entre la culture, le systeme de gestion, et la performance de l'entreprise. Cette situation est nee de l'eviction et de l'ignorance des differences culturelles dans le management, et de l'instabilite des coalitions entre les acteurs au niveau: des rapports entre la technostructure et le sommet strategique; (mandats mandataires); des rapports hierarchiques (dirigeants diriges, locaux expatries); des rationalites (rationalite technique et economique rationalite interactive); et des processus de decision (processus formels processus informels). Dans la prise de decision, les acteurs juxtaposent les valeurs culturelles contenues dans le systeme de gestion ethnocentrique local et les systemes importes de l'occident et des pays de l'europe de l'est- au nom des principes de l'universalite du management (saine administration, convergence des societes) - sans adaptation. . .