The managerial problem or the decision-making approximations of customs management is inevitably one of the thorny issues that constantly recurs in the performance of certain customs administrations, with Cameroon Customs (DC) as a case study. In other words, many questions arise in relation to organic management, marked by permanent and occasional conflicts of competence, the quality of decision-making, managerial style, questions of governance and ethics, and certainly approximate HR management. This book therefore focuses on analyses of the quality of service organization, leadership and, above all, HR management issues. All of which implies that, at the organizational level, we need to set up an ambidextrous model, i.e. to rethink CD in structural and/or contextual terms. The aim of an ambidextrous organization is to balance the need for exploration and exploitation in its organizational development.
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