Abstract EN:

Development of management control is in the heart of the method of modernization of the public utilities. It influences at the same moment the good decision of allowance of more limited public resources and the recognition of the merits of staffs, key of their implication. The repeated failures are due to the application strictly speaking of methods of management stemming from private sector and in the incapacity of consideration of the human aspects. This thesis tries to show that the consideration of the specificities of local governments and the explicit integration of behaviour is the two keys of success of its emergence in local governments. The bibliographical review of the variable, models and concepts susceptible to be used a priori, allowed us to notice: method is little diffused (frequency of the use and range of the used tools), the weakness of the literature as for the implemented. In front of this theoretical deficiency, we made a notably sociological bend by authors not treating management control, but innovation and change. We retained two essential educations of it: the consideration of the complexity and the necessity of enlisting gradually all the actors. This work allowed us to reach a first model of method. Then we made a qualitative search on several detailed case studies, concerning projects led in past in city hall, and based on theories selected in the literature. We ended in an improved model and tested it in priori in ground " unknown. We were able to confirm again our model enriched in the previous stage. Our thesis also allowed to put in motto of specificities appropriate for the municipalities, notably political dimension, characterizing every actor, whom has to take into account the bearer of change. Keywords: Management control, dashboards, public cost, political accounting evaluation, local administration, public administration.