Ce travail de thèse interroge l’application différenciée des politiques publiques et ses dynamiques.À travers l’étude de huit services publics d’assainissement non collectif, situés dans des espaces périurbains provençaux, hauts-alpins, vauclusiens et rhônalpins, la réflexion met en valeur les tensions entre des normes réglementaires et techniques d’une part et, d’autre part, des territoires disposant de ressources variables pour les appliquer. S’appuyant sur une démarche quantitative et qualitative auprès d’institutions et d’usagers, cette recherche met en évidence la grande différenciation des Spanc. Celle-ci s’explique par la difficulté, pour les Spanc, de s’imposer dans un jeu d’acteurs complexe et face à des usagers souvent récalcitrants. Notre recherche montre, au final, que la professionnalisation des agents de ces services, qui suppose le développement d’une identité, d’une culture et de pratiques communes, permet de réduire les différences d’application de la politique publique. / This research addresses the variations and dynamics of public policy implementation. Through the analysis of eight local authorities and their monitoring of individual waste water treatments, located in suburban and rural areas in southern France (Bouches-du-Rhône, Hautes-Alpes, Vaucluse, Rhône-Alpes and Var), our work highlights the conflict between regulations and technical standardson the one hand, and the unequal resources available for local authorities responsible for their implementation on the other. Adopting a qualitative and quantitative approach to institutions, employees and users, this research highlights the significant differences between local authorities in the service they provide for individual waste water treatments. These differences result from the difficulties experienced by local authorities in interacting with a complex network stakeholders and in dealing with often unwilling users. Our research shows that, the professionalisation process, which is built upon the development of a common identity, culture and practices, reduces differences in the implementation of public policy.

<p>Much is assumed about the professionalisation of managers, but the subject has been little studied within the social sciences. Did it take place and if so, how did it happen? Previous studies suggest that the managers in Swedish industries were professionalised after the Second World War, without, however, thoroughly investigating this claim. To be able to study the professionalisation process of managers, this thesis argues that it is necessary to look at both the ideals and the practice of management. This thesis constructs two different management ideals: the patriarchal ideal and the professional ideal, which are then joined together in a model. The model is then used to interpret the management behaviour of Swedish managers in 1910-1945.</p><p>The results of this thesis show that the professionalisation process of managers was not a strict process forward. The ideals were relatively easy to change from a patriarchal ideal to a professional ideal. But the practice of management could be patriarchal as well as professional, depending on the situation and the context. One explanation for this is that the managers could not always live up to the professional ideal. Instead they reverted to the system of personal trust and its loyalties in line with the patriarchal ideal. Therefore the professionalisation process of managers was not as successful as it might have been.</p>

Much is assumed about the professionalisation of managers, but the subject has been little studied within the social sciences. Did it take place and if so, how did it happen? Previous studies suggest that the managers in Swedish industries were professionalised after the Second World War, without, however, thoroughly investigating this claim. To be able to study the professionalisation process of managers, this thesis argues that it is necessary to look at both the ideals and the practice of management. This thesis constructs two different management ideals: the patriarchal ideal and the professional ideal, which are then joined together in a model. The model is then used to interpret the management behaviour of Swedish managers in 1910-1945. The results of this thesis show that the professionalisation process of managers was not a strict process forward. The ideals were relatively easy to change from a patriarchal ideal to a professional ideal. But the practice of management could be patriarchal as well as professional, depending on the situation and the context. One explanation for this is that the managers could not always live up to the professional ideal. Instead they reverted to the system of personal trust and its loyalties in line with the patriarchal ideal. Therefore the professionalisation process of managers was not as successful as it might have been.