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ACTIVITÉS DES CADRES ET PROPRIÉTÉS DES SITUATIONS : COMPARAISON DE DEUX SITES EN FRANCE ET AU ZAÏRE

Rogalski, Janine ; Langa, Poly

Travail humain (Paris), 1997-09, Vol.60 (3), p.273-297 [Periódico revisado por pares]

Presses Universitaires de France

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  • Título:
    ACTIVITÉS DES CADRES ET PROPRIÉTÉS DES SITUATIONS : COMPARAISON DE DEUX SITES EN FRANCE ET AU ZAÏRE
  • Autor: Rogalski, Janine ; Langa, Poly
  • Assuntos: RECHERCHES EMPIRIQUES / EMPIRICAL STUDIES
  • É parte de: Travail humain (Paris), 1997-09, Vol.60 (3), p.273-297
  • Descrição: This paper presents a comparison of the activity of two factory managers working in contrasted situations : two faetones belonging to the same international enterprise, one in France and one in Zaïre. Characteristics of the working situations were compared for the two places, in respect of goals, resources and constraints of the task, as well as general conditions of the work context. The managers' general missions appeared to be the same, while the managers' responsibility within the organizational systems was also similar concerning the production process itself However, the factory manager in Zaïre had to face a more constrained situation, with higher unreliability of resources. Similarities concerning the production process, the managers' missions and the organization systems were expected to produce well-known features of the factory managers' work : importance of verbal communication, intensity of relations with subordinates, existence of interactions outside the hierarchical line, fragmentation of activity. Constraints and unreliability were expected to induce a more direct implication of the manager, in terms of nature of speakers involved in communication, number and nature of the objects of intervention, and activity was expected to be more fragmented. Data gathered through an analysis of the effective work (Langa, 1994) confirmed the general invariants found in previous studies on managers' work: activity fragmentation, importance of verbal communications -mainly involving direct subordinates -, reactivity to events. On the other hand, they showed the expected differences: the manager in Zaire had more direct verbal communication with people at the executive Uvei or external to the enterprise, while the manager in France had more relationships with his own direct subordinates. In Zaïre, the factory manager dealt with more specific « objects » , throughout the process up to the level of execution. Differences in the managers 3 activity can be interpreted as determined by the properties of the specific situations. The factory manager in Zaïre was more involved in directly commanding and controlling a situation characterized by higher uncertainty and more frequent dysfunction. Cultural and individual differences are discussed. In Zaïre, culture both induces constraints (whose effects would probably be different in another economical context), and offers resources for solving problems created by the local conditions. Neither the empirical data nor the previously reported anthropological data enable us to interpret the relationships observed between the characteristics of the managerial situations and the properties of the managers' activity in terms of social-cultural causes. Individual differences might be postulated. The factory manager in Zaire might have a personal « style of command » particularly well adapted to the features of the situation, whatever their causes. Some lines of research are proposed for resolving these issues. On présente la comparaison de l'activité de deux cadres qui travaillent dans des situations contrastées, dirigeant des usines de la même entreprise internationale respectivement au Zaïre et en France. Des invariants généraux dans le travail des cadres ont été mis en évidence dans les recherches sur le management : fragmentation de Vactivité, importance des communications verbales, réactivité à Vévénement. On met ici en relation la structure et les contenus de l'activité des deux directeurs avec les caractéristiques de leurs situations respectives de travail, définies dans les termes des buts, des ressources et des contraintes des tâches, et d'organisation du travail. Les données recueillies par des méthodes d'analyse ergonomique du travail (Langa, 1994) confirment les invariants généraux. On observe par ailleurs que le directeur de l'usine du Zaïre a relativement plus de contacts, d'une part, avec le niveau des exécutants de son entreprise et, d'autre part, avec des personnes extérieures à l'entreprise ; le directeur en France ayant davantage de contacts avec ses subordonnés directs. En outre le directeur de l'usine du Zaïre traite dans son activité des objets de niveau plus spécifique que son homologue en France. On interprète les différences observées entre les activités des deux directeurs d'usine comme déterminées par la plus ou moins grande incertitude de la situation dynamique qu'ils traitent et par l'importance relative des dysfonctionnements.
  • Editor: Presses Universitaires de France
  • Idioma: Francês
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