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Arthur : /* Typology according to Timsit and Hood */

2019-01-18T20:58:49Z

Typology according to Timsit and Hood

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	== Typology according to Timsit and Hood ==		== Typology according to Timsit and Hood ==

	A first typology combines what is found in the literature, notably in Timsit's Theory of Administration (1986) and Hood's The Government of Risk: Understanding Risk Regulation Regimes (2001). They distinguish three types of administrative relations in their work:		A first typology combines what is found in the literature, notably in Timsit's Theory of Administration (1986) and Hood's ''The Government of Risk: Understanding Risk Regulation Regimes''<ref>Hood, Christopher, et al. ''The Government of Risk: Understanding Risk Regulation Regimes''. Oxford Univ. Press, 2004.</ref> (2001). They distinguish three types of administrative relations in their work:
	[[Fichier:App1 typologie timsit hood 1.png\|vignette]]		[[Fichier:App1 typologie timsit hood 1.png\|vignette]]
	*a regime of strict separation between the civil service and political power. On the one hand, the public administration will function according to its own logic in an autonomous way and on the other hand the political power which itself will also function according to its own logic in an autonomous way. In such a framework, career management, working conditions, salaries and the methods of recruiting civil servants will be decided autonomously by representatives of the civil service. For example, in the British case the "Civil Service" sets the rules for how the function is to be managed. There is a gap between the two in this system, on the one hand the public service and public administration and on the other the political power. This means that the political power is not going to get involved in the way the public administration works, but it is also going to ask civil servants a duty of discretion not to take political mandate, so political position is to stay away from the political game. The government does not interfere in administrative matters and, likewise, the administration does not take a position on political matters. It's the idea of "duty of discretion". It also means that in the event of failure, it is not the civil servant who will "jump", but the minister who will have to take on the failure and who can be sanctioned for it. One example is the United Kingdom's "Civil Service" so that means what happened before Margaret Thatcher. There are no spoilage systems set up in relation to this, there is a will to separate the two very clearly.		*a regime of strict separation between the civil service and political power. On the one hand, the public administration will function according to its own logic in an autonomous way and on the other hand the political power which itself will also function according to its own logic in an autonomous way. In such a framework, career management, working conditions, salaries and the methods of recruiting civil servants will be decided autonomously by representatives of the civil service. For example, in the British case the "Civil Service" sets the rules for how the function is to be managed. There is a gap between the two in this system, on the one hand the public service and public administration and on the other the political power. This means that the political power is not going to get involved in the way the public administration works, but it is also going to ask civil servants a duty of discretion not to take political mandate, so political position is to stay away from the political game. The government does not interfere in administrative matters and, likewise, the administration does not take a position on political matters. It's the idea of "duty of discretion". It also means that in the event of failure, it is not the civil servant who will "jump", but the minister who will have to take on the failure and who can be sanctioned for it. One example is the United Kingdom's "Civil Service" so that means what happened before Margaret Thatcher. There are no spoilage systems set up in relation to this, there is a will to separate the two very clearly.

Arthur le 18 janvier 2019 à 20:30

2019-01-18T20:30:50Z

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	\| fr = La fonction publique		\| fr = La fonction publique
	\| es = El servicio público		\| es = El servicio público
			\| it = Il servizio pubblico
	}}		}}

Arthur le 28 février 2018 à 18:07

2018-02-28T18:07:41Z

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	{{Translations		{{Translations
	\| fr = La fonction publique		\| fr = La fonction publique
			\| es = El servicio público
	}}		}}

Arthur le 23 février 2018 à 08:04

2018-02-23T08:04:57Z

← Version précédente		Version du 23 février 2018 à 10:04
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			{{Infobox Lecture
			\| image =
			\| image_caption =
			\| faculté =
			\| département =
			\| professeurs = [[Jean-Michel Bonvin]]<ref>[https://www.unige.ch/sciences-societe/ideso/membres/bonvin/ Page personnelle de Jean-Michel Bonvin sur le site de l'Université de Genève]</ref> <br> [[Frédéric Varone]]<ref>[https://unige.ch/sciences-societe/speri/membres/frederic-varone/ Page personnelle de Frédéric Varone sur le site de l'Université de Genève]</ref><ref>[https://unige.ch/sciences-societe/speri/files/7413/9644/3562/Varone-curriculum_vitae-042014.pdf CV de Frédéric Varone en français]</ref>
			\| assistants =
			\| enregistrement =
			\| cours = [[Administration and Public Policy]]<ref>[http://wadme.unige.ch:3149/pls/opprg/w_det_cours.debut?p_code_cours=T207013&p_plan_is=0&p_langue=1&p_frame=N&p_mode=PGC&p_annee=2014&p_suffixe=&p_grtri=12294 Programme des cours - année académique 2014-2015 - Administration et politiques publiques I (T207013 CR)]</ref>
			\| lectures =
			*[[What is a public administration?]]
			*[[Classical authors: Weber, Taylor and Fayol]]
			*[[The Swiss Federal Administration: an overview]]
			*[[Sociological criticism of the bureaucratic model: Crozier and Friedberg]]
			*[[Psychosocial Critics: The School of Human Resources and theories of motivation]]
			*[[The administrative structures]]
			*[[The Public Service]]
			*[[Administration and political decision]]
			*[[Administration and Interest Groups]]
			*[[Administration and implementation of public policies]]
			*[[Auditing public administration: the Court of Auditors within the Geneva system]]
			*[[The New Public Management]]
			}}

	We are going to look at the micro level of public administration, so we're going to look at ways of managing the public service, how to manage people in the public service, how to manage human resources, how to manage careers, how to motivate people, how to get them involved in their jobs as much as possible. We will first take into account all public servants, i.e. all those working in the public service, and then distinguish between two types of personnel management: a mode that tends to be more towards what is called the career system [1], what are the advantages and disadvantages of this mode, and another mode that will be what is called the employment or position system [2] and therefore what are the advantages and disadvantages of this second mode. The two modes being largely opposed to each other, we will discuss Switzerland's position in relation to this question of the career system versus the employment system. This first point concerns the public service as a whole. A second point concerns the question of recruitment methods, but this time no longer of all civil servants, but of senior officials, i.e. those with responsibilities in the civil service, who can be attached to ministries such as the head of departments or heads of important central administrations.		We are going to look at the micro level of public administration, so we're going to look at ways of managing the public service, how to manage people in the public service, how to manage human resources, how to manage careers, how to motivate people, how to get them involved in their jobs as much as possible. We will first take into account all public servants, i.e. all those working in the public service, and then distinguish between two types of personnel management: a mode that tends to be more towards what is called the career system [1], what are the advantages and disadvantages of this mode, and another mode that will be what is called the employment or position system [2] and therefore what are the advantages and disadvantages of this second mode. The two modes being largely opposed to each other, we will discuss Switzerland's position in relation to this question of the career system versus the employment system. This first point concerns the public service as a whole. A second point concerns the question of recruitment methods, but this time no longer of all civil servants, but of senior officials, i.e. those with responsibilities in the civil service, who can be attached to ministries such as the head of departments or heads of important central administrations.

Arthur : /* Methods of recruitment (senior officials): merit versus spoils */

2018-02-22T14:56:23Z