{"id":5080,"date":"2020-11-06T09:15:54","date_gmt":"2020-11-06T08:15:54","guid":{"rendered":"https:\/\/syndicoop.fr\/ofict\/?p=5080"},"modified":"2021-05-07T10:01:23","modified_gmt":"2021-05-07T08:01:23","slug":"deontologie","status":"publish","type":"post","link":"https:\/\/syndicoop.fr\/ofict\/deontologie\/","title":{"rendered":"Campagne management #2 D\u00e9ontologie"},"content":{"rendered":"

Cet article sur la d\u00e9ontologie fait suite \u00e0 celui consacr\u00e9 \u00e0 l’analyse de premiers r\u00e9sultats de la consultation que l’OFICT a lanc\u00e9e sur le th\u00e8me du management (acc\u00e9der \u00e0 la consultation)<\/a>.<\/em><\/span><\/p>\n

<\/p>\n

Perte de sens : un sentiment largement partag\u00e9<\/strong><\/h4>\n
\"
consultation management – graphique des r\u00e9ponses sur le sens du travail<\/figcaption><\/figure>\n

Plus de 70% des sond\u00e9s per\u00e7oivent un perte de sens dans leur travail.<\/p>\n

\"\"<\/p>\n

Au vu des r\u00e9sultats, la perte de sens dans nos minist\u00e8res est un sentiment largement partag\u00e9 par les coll\u00e8gues qui ont r\u00e9pondu \u00e0 la consultation. Les causes en sont connues\u00a0: Restructurations, transferts ou abandon de missions, effectifs en berne, organisation parfois kafka\u00efenne\u2026<\/span><\/p>\n

L\u2019adaptation aux bouleversements climatiques, les transitions \u00e9nerg\u00e9tiques et \u00e9cologiques, la mutation vers le monde de demain m\u00e9ritent mieux, et entre autres-choses\u00a0 plus de moyens budg\u00e9taires et d\u2019effectifs, et un management moins descendant et plus transversal. Les citoyens aspirent \u00e0 une mise en \u0153uvre des politiques port\u00e9es par les minist\u00e8res aux plus pr\u00e8s des bassins de vie et d\u2019emploi. L\u2019\u00c9tat doit-il organiser autrement l\u2019administration afin notamment de r\u00e9pondre \u00e0 ces l\u00e9gitimes demandes ?<\/span><\/p>\n

Citons un exemple\u00a0 :<\/span><\/p>\n

Ce qui fait perdre le sens par contre ce sont les mult<\/span>iples r\u00e9formes que nous avons connu depuis des ann\u00e9es avec les fusions de service sur l’autel des \u00e9conomies. Aujourd’hui encore une qui pr\u00e9voit m\u00eame d’abandonner carr\u00e9ment certaines missions. L\u00e0 oui pour les agents concern\u00e9s (ce n’est pas mon cas sur cette r\u00e9forme), il y a de la perte de sens. Pour certains, ils ont \u00e9t\u00e9 trimbal\u00e9s de services restructur\u00e9s en services d\u00e9plac\u00e9s d’ann\u00e9es en ann\u00e9es, changeant de poste sans beaucoup de choix quand le leur disparaissait. J’ai eu la chance d’y \u00e9chapper mais \u00e9tant repr\u00e9sentante du personnel \u00e0 une \u00e9poque, j’ai v\u00e9cu les choses de l’int\u00e9rieur, aux c\u00f4t\u00e9s de mes coll\u00e8gues concern\u00e9s pour qui nous nous battions.\u00a0<\/span><\/p><\/blockquote>\n

Peu de conflits avec l’\u00e9thique personnelle<\/b><\/h4>\n
\"plus
consultation management – graphique des r\u00e9ponses sur les valeurs<\/figcaption><\/figure>\n

Quasiment 1 \/3 des sond\u00e9s a d\u00e9j\u00e0 d\u00fb faire des choses contraires \u00e0 ses valeurs dans son travail.<\/p>\n

\"\"<\/p>\n

Rappelons en pr\u00e9ambule pour cadrer le d\u00e9bat que : Le statut de la fonction publique loi 83-634 du 13 juillet 1983<\/a> dans son article 28 pr\u00e9voit que :<\/span><\/p>\n

Tout fonctionnaire, quel que soit son rang dans la hi\u00e9rarchie, est responsable de l’ex\u00e9cution des t\u00e2ches qui lui sont confi\u00e9es. Il doit se conformer aux instructions de son sup\u00e9rieur hi\u00e9rarchique, sauf dans le cas o\u00f9 l’ordre donn\u00e9 est manifestement ill\u00e9gal et de nature \u00e0 compromettre gravement un int\u00e9r\u00eat public.<\/em><\/p>\n

L\u2019\u00e9laboration , le portage,\u00a0 la mise en \u00a0 \u0153uvre des politiques publiques li\u00e9es \u00e0 l\u2019\u00e9cologie au sens large\u00a0 sont des axes essentiels dans nos minist\u00e8res. Ce sont plus de 71 %\u00a0 des r\u00e9pondants qui n\u2019ont pas ou peu de conflits de valeur entre les missions exerc\u00e9es et une \u00e9thique personnelle.\u00a0 Par contre, lorsque cela arrive les exemples sont frappants :<\/span><\/p>\n

Ne pas accepter de faire des choses contraires \u00e0 ses valeurs demande du courage. J’en ai eu. je suis tr\u00e8s fi\u00e8re de moi car j’ai r\u00e9ussi \u00e0 rester congruente en tant que manager sans tomber malade …\u00a0 mais au pris de \u00ab\u00a0black list\u00a0\u00bb, d’\u00eatre \u00e9cart\u00e9e de projets motivants, de d\u00e9penser beaucoup d’\u00e9nergie \u00e0 motiver mon \u00e9quipe et d\u00e9velopper leurs comp\u00e9tences quand moi je n’\u00e9tais ni motiv\u00e9e,\u00a0<\/span>ni encourag\u00e9e par ma direction. Gain non n\u00e9gligeable : sortir du travail entre 17h et 17h30 r\u00e9guli\u00e8rement, ce qui a ravi ma famille. Je leur dois le fait d’avoir tenu.<\/span><\/p><\/blockquote>\n

Un travail majoritairement en ad\u00e9quation avec le concept d\u2019int\u00e9r\u00eat g\u00e9n\u00e9ral<\/strong><\/h4>\n
\"Une
consultation management – graphique des r\u00e9ponses sur l\u2019int\u00e9r\u00eat g\u00e9n\u00e9ral des missions<\/figcaption><\/figure>\n

3\/4 des sond\u00e9s trouvent que leur travail est en ad\u00e9quation avec \u00ab\u00a0l’int\u00e9r\u00eat g\u00e9n\u00e9ral\u00a0\u00bb<\/p>\n

\"\"<\/p>\n

Une large majorit\u00e9 des r\u00e9pondants (74,86\u00a0%) trouve que leur travail est en ad\u00e9quation avec le concept d\u2019int\u00e9r\u00eat g\u00e9n\u00e9ral. Ce sentiment est fort parmi les r\u00e9pondants, cela va\u00a0 de l\u2019\u00e9laboration d\u2019une doctrine \u00e0 sa mise en \u0153uvre sur le terrain. Mais parfois, des coll\u00e8gues ont l\u2019impression\u00a0 de \u00ab\u00a0c\u00e9der aux lobbys\u00a0\u00bb\u2026.<\/span><\/p>\n

Citons des impressions tr\u00e8s positives : <\/span><\/p>\n

Travaillant sur la transition \u00e9nerg\u00e9tique, mon travail a du sens \u00e0 mes yeux… et j’esp\u00e8re de plus en plus pour la majorit\u00e9 des agents !\u00a0<\/span><\/p><\/blockquote>\n

Citons d’autres impressions plus n\u00e9gatives :<\/span><\/p>\n

Je constate que les agents de l\u2019\u00c9tat sont au service du pr\u00e9fet plut\u00f4t que des usagers, que l’on passe beaucoup de temps \u00e0 trouver des moyens de d\u00e9roger aux r\u00e8gles g\u00e9n\u00e9rales (plut\u00f4t qu’\u00e0 les faire appliquer), que ce qui importe \u00e0 la haute hi\u00e9rarchie c’est la communication plus que les missions, que les r\u00e8gles changent tr\u00e8s souvent, que les services d\u00e9concentr\u00e9s sont de plus en plus laiss\u00e9s \u00e0 leur sort, que chaque d\u00e9partement doit \u00e9tablir sa propre \u00ab\u00a0doctrine\u00a0\u00bb (ce qui fait 100 fois plus de travail que si les minist\u00e8res faisaient leur boulot), etc.\u00a0<\/span><\/p><\/blockquote>\n

En conclusion<\/span><\/p>\n

La pr\u00e9pond\u00e9rance outrageante des consid\u00e9rations comptables et financi\u00e8res conduit assez souvent \u00e0 n\u00e9gliger ou r\u00e9cuser les consid\u00e9rations techniques n\u00e9cessaires pour assurer soit la s\u00e9curit\u00e9, soit la p\u00e9rennit\u00e9 [des missions].\u00a0<\/span><\/p><\/blockquote>\n","protected":false},"excerpt":{"rendered":"

Cet article sur la d\u00e9ontologie fait suite \u00e0 celui consacr\u00e9 \u00e0 l’analyse de premiers r\u00e9sultats de la consultation que l’OFICT a lanc\u00e9e sur le th\u00e8me du management (acc\u00e9der \u00e0 la consultation).<\/p>\n","protected":false},"author":1491,"featured_media":5221,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1,382],"tags":[393,95],"class_list":["post-5080","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-actus","category-ofict","tag-consultation","tag-management-2","featuring-alaune","themes-campagne-et-initiatives","documents-journaux-ofict"],"acf":[],"yoast_head":"\nCampagne management #2 D\u00e9ontologie - OFICT-CGT Equipement-Environnement<\/title>\n<meta name=\"description\" content=\"L'OFICT-CGT pr\u00e9sente les premiers r\u00e9sultats de sa consultation sur le management. 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