Smart acquisition was the change programme introduced at the end of the twentieth century charged with transforming the effectiveness of defence procurement within the United Kingdom. The initiative was rolled-out as a cornerstone of the Blair government’s strategic defence initiative from 1998 onwards and represents, today, the management philosophy, public sector organisational structures and UK industrial strategy for delivering defence equipment. This research seeks to understand the manner and extent of changes to defence procurement derived from the smart acquisition initiative, viewed as a ‘technology’ through which government exercises power. Accordingly, understanding smart acquisition develops and deepens our knowledge of the nature of government itself. I offer, initially, in chapters 1 and 2 an introduction to smart acquisition, its background and historical antecedence. I discuss the methodology employed for interrogating the phenomenon as an auto/ethnographical study of UK defence practices. Chapter 3 details the factors that drove defence reorganisation, whilst chapter 4 derives smart acquisition as rational and benign managerial change. Chapter 5 critiques this perspective by unveiling smart acquisition as a neoliberal construct through which government procures and cements assemblages of regimes of control and socialisation, legitimised through managerial narratives and governmentalist forms. A revised critical analytical model of smart acquisition embracing governmentalist notions is, consequently, provided in chapter 6. Chapter 7 introduces a specific defence procurement project team and describes its transformation strategy and emerging business model. In chapter 8 the project team is superficially revealed as a rational change agent embedding and embracing management reform. Chapter 9 critiques this, presenting the team as a constructed governmentalist regime, an expression of control, socialisation and surrender of agency. Chapter 10 concludes the research by observing that smart acquisition is a complex set of understandings and a multiplicity of forms and discourses.

This thesis is an exploratory study focusing on the tension between managerialism and collegiality experience by mid-level academic administrators in Canadian higher education. The study is a constructivist analysis of the every day, lived experiences of the participants working in a single, large university. Semi-structured interviews were conducted with 6 academic administrators that report directly to a Vice-President Academic. The analysis of these detailed interviews suggests that collegiality appears to be alive and well at the university included in this study. Administrators described consultative, collegial processes with shared decision making. However, the activity of developing and managing budgets was described by participants as the responsibility of the dean and these processes were neither collegial nor consultative. There is a need for further research on the experience and work of academic administrators in Canadian higher education.

This thesis is an exploratory study focusing on the tension between managerialism and collegiality experience by mid-level academic administrators in Canadian higher education. The study is a constructivist analysis of the every day, lived experiences of the participants working in a single, large university. Semi-structured interviews were conducted with 6 academic administrators that report directly to a Vice-President Academic. The analysis of these detailed interviews suggests that collegiality appears to be alive and well at the university included in this study. Administrators described consultative, collegial processes with shared decision making. However, the activity of developing and managing budgets was described by participants as the responsibility of the dean and these processes were neither collegial nor consultative. There is a need for further research on the experience and work of academic administrators in Canadian higher education.

Esta tese tem como objetivo analisar as ações do Estado brasileiro na educação básica no período de 1995 a 2014. Para tanto, faço uso de uma política pública educacional – o Sistema de Avaliação da Educação Básica (Saeb) – como “janela” desta pesquisa. O uso de uma política educacional como “janela” implica no entendimento de que as políticas públicas estão inseparavelmente relacionadas ao Estado (AGUDELO, 2011; OSCAR OSZLAK; GUILLERMO O'DONNELL, 1995) e que só se pode definir como política pública a ação que tem o aval estatal (OSZLAK; O'DONNELL, 1995). A escolha do Saeb, por sua vez, esteve alicerçada em uma revisão bibliográfica que aponta que, a partir das reformas estatais dos anos de 1990, as avaliações ganharam centralidade no cenário brasileiro (HYPOLITO, 2008; PERONI, 2003; FREITAS, 2004; BONAMINO; SOUSA, 2012; SOUZA; OLIVEIRA, 2003; COELHO, 2008). Esta é a justificativa para fazer uso de uma política pública educacional que inclui avaliações de larga escala, pois entendo que, olhando para tais avaliações, posso ter um acesso privilegiado para identificar como o Estado age na educação básica. A revisão bibliográfica também apontou que as reformas estatais de 1990 no Brasil foram fortemente influenciadas pelo modelo gerencial. Assim, os pressupostos gerencialistas foram aqueles, centralmente, utilizados para o entendimento das mudanças ocorridas no Estado brasileiro na década de 1990. Como forma de entender o modelo gerencial, faço uso das contribuições dos autores John Clarke e Janet Newman – que estudaram as reformas gerenciais no contexto da Inglaterra. Apresento um breve panorama histórico dos contextos internacional e brasileiro, no qual trato sobre a reestruturação do Estado e as principais mudanças que passaram a existir em relação às políticas educacionais, examinando, de forma especial, a centralidade que ganharam as avaliações de larga escala na educação. Através da realização de entrevistas realistas (PAWSON; TILLEY, 2000) com pessoas ligadas a órgãos estatais e a instituições não-estatais – que têm exercido um importante papel nas discussões educacionais –, da análise de documentos e da teoria construída para a tese, realizei uma análise que levou em conta as lentes teóricas utilizadas ao longo do estudo – análise relacional (APPLE, 2006) e a abordagem estratégico-relacional (JESSOP, 2008) – e que permitiu inferir, de forma complexa, sobre como se caracterizam as ações do Estado brasileiro na educação básica no período de 1995 a 2014. Concluí que, apesar da existência de particularidades no âmbito estatal brasileiro, sendo o Estado ainda forte e bastante centralizado e caracterizado pelo patrimonialismo, coronelismo e populismo (FAORO, 2001), as avaliações de larga escala e os pressupostos gerenciais servem como importantes orientadores das ações do Estado na educação básica, o que corrobora o alerta de Clarke e Newman (1997) de que, apesar das contradições existentes no Estado, o gerencialismo possui, atualmente, primazia sobre outros modelos. / This dissertation aims to analyze the action of the Brazilian State in the context of basic education from 1995 to 2014. Therefore, I use a public educational policy – the Basic Education Assessment System – as a “window” of this research. The use of a educational policy as a “window” implies the understanding that public policies are inseparably related to the State (HYPOLITO, 2008; PERONI, 2003; FREITAS, 2004; BONAMINO; SOUSA, 2012; SOUZA; OLIVEIRA, 2003; COELHO, 2008) and also requires the understanding that a policy can only be set as public policy when it has the State guarantee (OSZLAK; O'DONNELL, 1995). The choice of the Basic Education Assessment System was based on the literature review that points out that evaluations gained centrality in the Brazilian context since the State reforms in the 1990s (HYPOLITO, 2008; PERONI, 2003; FREITAS, 2004; BONAMINO; SOUSA, 2012; SOUZA; OLIVEIRA, 2003; COELHO, 2008). This is the justification for using an educational policy that includes large-scale assessments; I understand that, when looking for such assessments, I can have a privileged access to identify how the State acts in basic education. The literature review also pointed out that in the 1990s the State reform in Brazil was strongly influenced by managerialism. Thus, managerial assumptions were used to understand the changes in the Brazilian State in the 1990s. In order to understand managerialism, I use the contributions from John Clarke and Janet Newman – who have studied managerial reforms in England’s context. I present a brief historical overview of both international and Brazilian contexts, in which I deal with the restructuring of the State and the major changes in relation to educational policies, examining, specially, the centrality of large-scale assessments in education. By conducting realistic interviews (PAWSON; TILLEY, 2000) with people linked to State agencies and non-state institutions – which have played an important role in educational discussions –, document analysis and the theory built in this dissertation, I carried out an analysis that took into account the theoretical lens used throughout the study – relational analysis (APPLE, 2006) and the strategic-relational approach (JESSOP, 2008) – which allowed me to infer, in a complex way, how the action of the Brazilian State in basic education from 1995 to 2014 is characterized. I concluded that, despite of the existence of peculiarities in the Brazilian State level, which means that the State is still strong and quite centralized and characterized by paternalism, “coronelismo” and populism (FAORO, 2001), large-scale assessments and managerial assumptions have served as important guides of the State's actions in basic education, which confirms the Clarke and Newman’s alert (1997) that, in spite of the existence of contradictions in the State, managerialism has primacy over other models nowadays.

This thesis focused on the impact of racism and new managerialism on Black female academics in English post-1992 universities. The study explored the extent to which the changing environment of higher education institutions (HEIs) and the ethos and practice of new managerialism had affected the professional lives of Black academic females and how the consequences of new managerialism were being experienced in their daily academic lives. Semi-structured interviews were used to obtain qualitative data about the experiences of seventeen African and Caribbean participants in English post-1992 universities, mainly from business schools or health and social-sciences faculties. The critical race theory conceptual framework was used as an analytical and interpretive structure for understanding their experiences. The findings revealed that new managerialism changes contributed to increased levels of racism encountered by these Black female academics. Racism was endemic and embedded within their HEIs and demonstrated in overt and subtle ways, using micro-aggressions, micro-politics and varying agents, ensuring that racism remained rooted and positioned at different levels. Race was more prevalent in these women’s’ experiences than they had expected. The study discovered that these Black female academics perceived their progression and development as being negatively affected because of new managerialism practices and the inability of their respective HEIs to formulate and implement effective policies of equality and diversity. The HEIs’ neo-liberal policies of fairness, neutrality and meritocracy were experienced as rhetoric rather than practice and as not beneficial to those needing protection. The findings suggest that HEIs and human resource (HR) departments need more effective equality and diversity policies which incorporate a community diversity mind-set, influenced by the ethical codes of their professional HR body. There is also a need for HEI staff across all ethnic groups to be engaged in conversation, information-sharing and communication about racial issues so that Black female academic racialised work experiences can be improved.

Submitted by Gustavo Gomes (gustavolascasas@gmail.com) on 2013-08-27T14:21:59Z No. of bitstreams: 2 Administra????o p??blica em munic??pios de pequeno porte do sul de Minas Gerais.pdf: 1695643 bytes, checksum: 18ae39d2454c956ac8226dd18b5c9a50 (MD5) license_rdf: 22192 bytes, checksum: 16508d913bcfe515c0f9e2bdf06ca16d (MD5) / Approved for entry into archive by Roger Guedes (roger.guedes@fjp.mg.gov.br) on 2013-08-27T16:52:44Z (GMT) No. of bitstreams: 2 Administra????o p??blica em munic??pios de pequeno porte do sul de Minas Gerais.pdf: 1695643 bytes, checksum: 18ae39d2454c956ac8226dd18b5c9a50 (MD5) license_rdf: 22192 bytes, checksum: 16508d913bcfe515c0f9e2bdf06ca16d (MD5) / Made available in DSpace on 2013-08-27T16:52:45Z (GMT). No. of bitstreams: 2 Administra????o p??blica em munic??pios de pequeno porte do sul de Minas Gerais.pdf: 1695643 bytes, checksum: 18ae39d2454c956ac8226dd18b5c9a50 (MD5) license_rdf: 22192 bytes, checksum: 16508d913bcfe515c0f9e2bdf06ca16d (MD5) Previous issue date: 2011 / Funda????o Jo??o Pinheiro / A Constitui????o Federal de 1988 promoveu expressivas mudan??as nas formas de gest??o das organiza????es p??blicas. Aos munic??pios brasileiros concedeu a autonomia, o que lhes assegurou importante centralidade e protagonismo na vida p??blica. Assim, a participa????o dos munic??pios na provis??o de bens e servi??os p??blicos vem aumentando, ora com a devida compensa????o financeira pelos n??veis superiores de governo ou, ent??o, simplesmente, assumindo o papel que legalmente deveria ser assumido pelos governos estaduais e o federal. Diante desse quadro, os desafios enfrentados pelos munic??pios, nas ??reas social, financeira e pol??tica v??m exigindo das gest??es atua????o eficiente com a finalidade de propiciar qualidade de vida adequada aos seus cidad??os. Enfrentar estes desafios em munic??pios onde ainda predominam pr??ticas patrimonialistas e burocr??ticas, algumas vezes combinadas com uma gest??o gerencial, torna ainda maior o desafio das administra????es p??blicas, em especial no caso de munic??pios de pequeno porte. Neste contexto, buscou-se analisar, neste trabalho, a gest??o p??blica em munic??pios de pequeno porte do sul de Minas Gerais, com base no uso de instrumentos compuls??rios de gest??o e de planejamento, bem como identificar as dificuldades apontadas pelos gestores municipais em adotar o modelo gerencial. As an??lises foram realizadas a partir de um conjunto de informa????es dispon??veis na literatura, nas publica????es do IBGE e em dados do Tribunal de Contas do Estado, complementadas por pesquisa direta em 16 munic??pios de pequeno porte localizados na regi??o sul de Minas. A matriz anal??tica utilizada para identificar e analisar as diferen??as de modelos de gest??o, burocr??tica e gerencial, foi constru??da a partir das duas dimens??es de atua????o da administra????o p??blica que caracterizam o modelo gerencial: institucional-administrativa e econ??mico-financeira. Na dimens??o institucional-administrativa, a an??lise mostrou a exist??ncia de defasagem no uso dos instrumentos de gest??o urbana e o desinteresse dos agentes p??blicos, em especial os eleitos, na aplica????o dos mesmos. As ferramentas de planejamento, como o Plano Diretor e o PPA, s?? s??o elaboradas devido ??s exig??ncias legais. Na dimens??o econ??mico-financeira, cujos condicionantes tratados neste trabalho foram o cumprimento dos limites m??ximo de gastos com pessoal e m??nimo nas ??reas de sa??de e educa????o, as evid??ncias, tanto emp??ricas quanto documentais, apontam que os gastos s??o mantidos dentro dos limites estabelecidos pela LRF. As evid??ncias apontadas pelo presente estudo, considerando seus limites, sugerem que ainda sobrevivem na gest??o dos munic??pios modelos distintos de administra????o p??blica, com predomin??ncia do patrimonialismo e da burocracia. Notaram-se, tamb??m, tentativas de incorpora????o de pr??ticas do modelo gerencial, induzidas por meio de leis e normas emanadas por inst??ncias superiores de governo. Prevalece, no entanto, nos munic??pios de pequeno porte estudados, um cen??rio no qual os agentes pol??ticos implementam estrat??gias de manuten????o dos espa??os pol??ticos com objetivos puramente eleitoreiros. Por fim, conclui-se, com base nas evid??ncias observadas ao longo do estudo, que a conviv??ncia do patrimonialismo, da burocracia e das incipientes pr??ticas gerenciais t??m reflexos, de maneira clara, na baixa efici??ncia e efic??cia das administra????es p??blicas municipais brasileiras, notadamente, em sua maioria, nos munic??pios de pequeno porte, que s??o os mais carentes e dependentes. / The Constitution of 1988 provided significant changes in ways of management public organizations. Granted to municipalities autonomy, which assured them important centrality and prominence in public life. Thus, the participation of municipalities in the provision of goods and public services is increasing, sometimes with proper financial compensation for higher levels of government, or else simply assuming the role that legally should be taken by the state and federal governments. Given this situation, the challenges faced by municipalities in the social, financial and political areas have been demanding from administrations effective actions m order to provide adequate quality of life for its citizens. Facing these challenges in municipalities where patrimonial and bureaucratic practices still prevail, sometimes combined with a managerial organization increase the challenge of governments, especially in the case of small towns. In this context, we have analyzed in this work, the public management m small towns m southern Minas G??rais, based on the usage of mandatory instruments of management and planning, as well as identifying the difficulties indicated by the municipal managers to adopt the management model. Analyses were performed from a set of information available m the literature, publications and data from the IBGE's and Accounts Court of State, supplemented by direct research at 16 small towns located in southern Minas G??rais. The analytical matrix used to identify and analyze differences in managerial models (bureaucratic and management) was built from two dimensions of performance of public administration that characterize the managerial model: the institutional-administrative, and economic-financial. In dimension institutional-administrative, the analysis show the existence of a gap in the use of instruments of urban governance and the disinterest of public staff especially those elected, in their application. The planning tools such as the Master Plan and the PPA are produced only due to legal requirements. In the economic-financial dimension, winch constraints are treated in this work, was the fulfillment of the ceiling on personnel expenses and minimum areas of health and education, evidences, as empirical and documentary, show that expenditures are kept within the limits set by the FRL. The evidences presented by this study, considering their limitations, suggest that still survive in municipal management models distinct of public administration, with predominance of patronage and bureaucracy. It was noted, too, attempts to incorporate practice of management model, induced by laws and norms issued by higher authorities of government. Prevails, however, in the small municipalities studied, a scenario where public agents implement political strategies of maintaining purely political spaces with electioneering goals. Finally, we conclude, based on evidence observed during the study, the coexistence of patronage, bureaucracy and the incipient management practices clearly reflect in the the low efficiency and effectiveness of Brazil's municipal goverments, mainly, mostly in the small municipalities wich are most needy and dependents. / Governo e Pol??tica

Public sector reforms of recent decades in Europe have promoted managerialism and aimed at introducing private sector thinking and practices. However, with regard to public sector executives' self-understanding, managerial role identities have not replaced bureaucratic ones; rather, components from both paradigms have combined. In this article, we introduce a bi-dimensional approach (attitudes and practices) that allows for different combinations and forms of hybridity. Empirically, we explore the role identities of public sector executives across Europe, building on survey data from over 7,000 top public officials in 19 countries (COCOPS survey). We identify country-level profiles, as well as patterns across countries, and find that administrative traditions can account for these profiles and patterns only to a limited extent. Rather, they have to be complemented by factors such as stability of the institutional environment (indicating lower shares of hybrid combinations) or extent of reform pressures (indicating higher shares of hybrid combinations).

Esta tese tem como objetivo analisar as ações do Estado brasileiro na educação básica no período de 1995 a 2014. Para tanto, faço uso de uma política pública educacional – o Sistema de Avaliação da Educação Básica (Saeb) – como “janela” desta pesquisa. O uso de uma política educacional como “janela” implica no entendimento de que as políticas públicas estão inseparavelmente relacionadas ao Estado (AGUDELO, 2011; OSCAR OSZLAK; GUILLERMO O'DONNELL, 1995) e que só se pode definir como política pública a ação que tem o aval estatal (OSZLAK; O'DONNELL, 1995). A escolha do Saeb, por sua vez, esteve alicerçada em uma revisão bibliográfica que aponta que, a partir das reformas estatais dos anos de 1990, as avaliações ganharam centralidade no cenário brasileiro (HYPOLITO, 2008; PERONI, 2003; FREITAS, 2004; BONAMINO; SOUSA, 2012; SOUZA; OLIVEIRA, 2003; COELHO, 2008). Esta é a justificativa para fazer uso de uma política pública educacional que inclui avaliações de larga escala, pois entendo que, olhando para tais avaliações, posso ter um acesso privilegiado para identificar como o Estado age na educação básica. A revisão bibliográfica também apontou que as reformas estatais de 1990 no Brasil foram fortemente influenciadas pelo modelo gerencial. Assim, os pressupostos gerencialistas foram aqueles, centralmente, utilizados para o entendimento das mudanças ocorridas no Estado brasileiro na década de 1990. Como forma de entender o modelo gerencial, faço uso das contribuições dos autores John Clarke e Janet Newman – que estudaram as reformas gerenciais no contexto da Inglaterra. Apresento um breve panorama histórico dos contextos internacional e brasileiro, no qual trato sobre a reestruturação do Estado e as principais mudanças que passaram a existir em relação às políticas educacionais, examinando, de forma especial, a centralidade que ganharam as avaliações de larga escala na educação. Através da realização de entrevistas realistas (PAWSON; TILLEY, 2000) com pessoas ligadas a órgãos estatais e a instituições não-estatais – que têm exercido um importante papel nas discussões educacionais –, da análise de documentos e da teoria construída para a tese, realizei uma análise que levou em conta as lentes teóricas utilizadas ao longo do estudo – análise relacional (APPLE, 2006) e a abordagem estratégico-relacional (JESSOP, 2008) – e que permitiu inferir, de forma complexa, sobre como se caracterizam as ações do Estado brasileiro na educação básica no período de 1995 a 2014. Concluí que, apesar da existência de particularidades no âmbito estatal brasileiro, sendo o Estado ainda forte e bastante centralizado e caracterizado pelo patrimonialismo, coronelismo e populismo (FAORO, 2001), as avaliações de larga escala e os pressupostos gerenciais servem como importantes orientadores das ações do Estado na educação básica, o que corrobora o alerta de Clarke e Newman (1997) de que, apesar das contradições existentes no Estado, o gerencialismo possui, atualmente, primazia sobre outros modelos. / This dissertation aims to analyze the action of the Brazilian State in the context of basic education from 1995 to 2014. Therefore, I use a public educational policy – the Basic Education Assessment System – as a “window” of this research. The use of a educational policy as a “window” implies the understanding that public policies are inseparably related to the State (HYPOLITO, 2008; PERONI, 2003; FREITAS, 2004; BONAMINO; SOUSA, 2012; SOUZA; OLIVEIRA, 2003; COELHO, 2008) and also requires the understanding that a policy can only be set as public policy when it has the State guarantee (OSZLAK; O'DONNELL, 1995). The choice of the Basic Education Assessment System was based on the literature review that points out that evaluations gained centrality in the Brazilian context since the State reforms in the 1990s (HYPOLITO, 2008; PERONI, 2003; FREITAS, 2004; BONAMINO; SOUSA, 2012; SOUZA; OLIVEIRA, 2003; COELHO, 2008). This is the justification for using an educational policy that includes large-scale assessments; I understand that, when looking for such assessments, I can have a privileged access to identify how the State acts in basic education. The literature review also pointed out that in the 1990s the State reform in Brazil was strongly influenced by managerialism. Thus, managerial assumptions were used to understand the changes in the Brazilian State in the 1990s. In order to understand managerialism, I use the contributions from John Clarke and Janet Newman – who have studied managerial reforms in England’s context. I present a brief historical overview of both international and Brazilian contexts, in which I deal with the restructuring of the State and the major changes in relation to educational policies, examining, specially, the centrality of large-scale assessments in education. By conducting realistic interviews (PAWSON; TILLEY, 2000) with people linked to State agencies and non-state institutions – which have played an important role in educational discussions –, document analysis and the theory built in this dissertation, I carried out an analysis that took into account the theoretical lens used throughout the study – relational analysis (APPLE, 2006) and the strategic-relational approach (JESSOP, 2008) – which allowed me to infer, in a complex way, how the action of the Brazilian State in basic education from 1995 to 2014 is characterized. I concluded that, despite of the existence of peculiarities in the Brazilian State level, which means that the State is still strong and quite centralized and characterized by paternalism, “coronelismo” and populism (FAORO, 2001), large-scale assessments and managerial assumptions have served as important guides of the State's actions in basic education, which confirms the Clarke and Newman’s alert (1997) that, in spite of the existence of contradictions in the State, managerialism has primacy over other models nowadays.

Este trabalho resultou de uma investigação que objetivou verificar e analisar, do ponto de vista de trabalhadoras que se submeteram a cirurgia plástica estética, se e de que modo o embelezamento físico se mostra como requisito da gestão gerencialista para o exercício do trabalho imaterial. Para tanto a revisão da literatura abrangeu trabalho imaterial, através de autores como Gorz, Grisci e Pelbart, gestão gerencialista, através de autores como Gaulejac e Chanlat, e embelezamento físico, através de autores como Mansano, Bauman e Lipovetsky. Trata-se de uma pesquisa qualitativa e exploratória, e, para sua realização foram entrevistados seis cirurgiões plásticos e seis trabalhadoras, indicadas por estes, que se submeteram a cirurgia plástica estética. As entrevistas ocorreram em três cidades do Rio Grande do Sul. A análise dos dados deu-se segundo os parâmetros de Minayo (2001). As evidências empíricas mostraram que, no caso das trabalhadoras entrevistadas, o embelezamento físico pode ser considerado requisito da gestão gerencialista para o exercício do trabalho imaterial. Além disso, mostraram que características da gestão gerencialista e do trabalho imaterial encontravam-se na narrativa das trabalhadoras estudadas. Mostraram ainda que os cirurgiões plásticos estéticos entrevistados, confirmam a tese de que, no caso, das trabalhadoras analisadas, a cirurgia plástica estética pode ser considerada um elemento de embelezamento físico utilizado a fim de se conseguir retorno no trabalho de cada uma. Por fim, as narrativas revelaram que a cirurgia plástica estética é também um artifício utilizado pelas trabalhadoras entrevistadas na tentativa de manter-se dentro de um determinado padrão de embelezamento físico que pode gerar rendimentos ao trabalho imaterial. / This paper is the result of a study that aimed to verify and analyze, from the point of view of workers that underwent cosmetic plastic surgery, if and how physical beautification is a requirement of managerialism to perform immaterial labor. The literature review included immaterial labor, through authors such as Gorz, Grisci and Pelbart, managerialism, through authors such as Gaulejac and Chanlat, and physical beautification, through authors such as Mansano, Bauman and Lipovetsky. This is a qualitative and exploratory research, and six plastic surgeons and six female workers were interviewed, workers who were referred by the surgeons and had undergone plastic surgery. The interviews took place in three cities of Rio Grande do Sul. Data analysis was performed according to Minayo’s parameters (2001). Empirical evidence has shown that, in the case of female workers interviewed, physical beautification may be considered a requirement of managerial management for the exercise of immaterial labor. In addition, they showed that characteristics of managerialist management and immaterial work were found in the narrative of the workers studied. They also showed that the aesthetic plastic surgeons interviewed confirm the thesis that, in the case of the workers analyzed, cosmetic plastic surgery can be considered as a physical embellishment element used in order to achieve a return in the work of each one. Finally, the narratives revealed that cosmetic plastic surgery is also an artifice used by the workers interviewed in an attempt to keep within a certain pattern of physical beautification that can generate income for immaterial labor.

Considerando a importância da busca pela excelência para que empresas e organizações possam se manter competitivas, diversos organismos buscaram premiar aquelas que demonstrassem melhor desempenho nos seus processos de gestão. Essas premiações são resultado de avaliações realizadas com base em critérios estabelecidos em modelos de excelência em gestão e fornecem um meio de avaliar o desempenho das organizações e identificar seus pontos fortes e fracos. O objetivo do presente trabalho é propor um modelo de avaliação da gestão dos órgãos do Poder Executivo do Estado do Rio Grande do Sul, que possibilite realizar um diagnóstico e identificar ações de melhoria, introduzindo uma cultura de excelência. Este modelo foi construído com base em estudo realizado sobre os modelos existentes e nas opiniões dos servidores públicos. Foi validado por meio da aplicação a três órgãos públicos estaduais, demonstrando ser um modelo aderente à realidade aplicada, que fornece importantes contribuições ao seu desenvolvimento dos órgãos e que pode ser utilizado como instrumento de comparação entre eles. Espera-se que o Modelo de Avaliação da Gestão sirva como ferramenta para fortalecer a gestão dos órgãos estaduais e estimular a melhoria contínua e a busca por resultados. / Considering the importance of the search for excellence that companies and organizations can remain competitive, several groups sought to award those that demonstrated better performance in their management processes. These awards are the result of assessments based on established criteria in management excellence models and provide a means to evaluate the performance of organizations and identify their strengths and weaknesses. The objective of the present work is to propose a management assessment model of Rio Grande do Sul’s Executive, which makes it possible to have a diagnosis and identify improvement actions, introducing a culture of excellence. This model was built based on a study of existing models and the opinions of public servants. It was validated through the application to three state public agencies, demonstrating that it is a model adherent to the applied reality, which provides important contributions to departments development and can be used as a comparison tool among them. It is hoped that the Management Assessment Model will serve as a tool to strengthen the management of state agencies and stimulate continuous improvement and search for results.