Public administration research strongly supports the argument for administrator-citizen collaborations and shows that Web 2.0 social media tools have the potential to increase these collaborations. Some public managers have fully embraced the adoption of social media tools to their fullest collaborative potential while other managers have chosen to limit their full collaborative potential. This study examines four environmental influences to determine if they are the cause of the diverse levels of social media adoption among public administrators. A survey of 157 department managers from 261 large cities across the U.S. shows that 82% of the respondents are currently using some form of social media tools to engage citizens. The results show that perceived organizational influences and perceived administrator preconceptions of social media tools are having the greatest impact on the respondents' decision to adopt social media. Provided that response rate bias is not occurring in this study, there are two possible explanations for the results. One possible explanation is that Web 2.0 social media adoption may be following a similar path as the adoption of earlier forms of Web 1.0 e-government tools. The other possible explanation is that managers may be operating within a rational environment when deciding whether or not to adopt Web 2.0 social media tools.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2016-05-06T12:31:13Z No. of bitstreams: 1 João Marcelo Lang_.pdf: 3004603 bytes, checksum: ec2368370ee72395b0274ddbc267cf4d (MD5) / Made available in DSpace on 2016-05-06T12:31:13Z (GMT). No. of bitstreams: 1 João Marcelo Lang_.pdf: 3004603 bytes, checksum: ec2368370ee72395b0274ddbc267cf4d (MD5) Previous issue date: 2015-12-21 / Nenhuma / O Estado Democrático de Direito, até mesmo por ser fruto dos modelos antecedentes (Estado de Direito Liberal e Estado de Direito Social), não apenas deve atender às necessidades e conveniências dos cidadãos-administrados, mas acima de tudo deve atuar de modo a concretizar a Constituição Federal e a obter, como resultado último, a eficiência/eficácia deste atuar. As políticas públicas a serem desenvolvidas no Estado Democrático de Direito, por sua Administração Pública, não estão à disposição da mera vontade do administrador. Pelo contrário, a Administração Pública encontra-se cada vez mais sujeita e vinculada aos ditames jurídicos, não apenas à ideia de legalidade (formal), mas principalmente ao fundamento de juridicidade (substancial, conteudístico), pela qual legitimidade, eficiência e eficácia dos resultados da ação administrativa são prementes. O Administrador Público é um intérprete do Direito e, como tal, deve atuar concretizando os ditames constitucionais de modo a obter o resultado ótimo. Ao atuar, aguarda-se da Administração o comportamento ótimo, o agir ótimo, a melhor solução, a concretização da conduta ideal, o acerto, a providência excelente, a materialização da boa administração com o atingimento do resultado ótimo que é o verdadeiro interesse público. Esta “decisão correta” aguardada do atuar administrativo somente será possível quando o Administrador “levar a sério o texto constitucional”, quando se der conta de que a Administração Pública encontra-se “constitucionalizada” e se aperceber que sua função é a de concretizar os direitos fundamentais constitucionais. Assim, considerando-se a integridade, a coerência do Direito e a juridicidade que rege o atuar da Administração Pública, é possível dar respostas constitucionalmente corretas/adequadas em sede de Direito Administrativo/atuação administrativa, por meio de um “Administrador Público Hércules” fincado em planejamento estratégico vinculante definido nas leis orçamentárias? Para se chegar a isso, ao resultado ótimo, à boa administração, eficiente e eficaz, faz-se necessário mais do que obedecer às formalidades legais ligadas à edição do ato; faz-se necessário mais que realizar um sério e amplo controle finalístico, de resultado. Deve-se planejar a atuação administrativa, planejamento estratégico que servirá para uma administração estratégica. Este é o “Administrador Público Hércules”, o Administrador que está ciente e consciente de todos os seus papéis e afazeres, que planeja sua atuação administrativa, normatizando-a por meio das leis orçamentárias (plano plurianual, diretrizes orçamentárias e orçamento anual) e vinculando-se a elas, permitindo ao cidadão controlar o ato administrativo e, principalmente, participar da sua formação. O planejamento estratégico consiste em selecionar objetivos, concentrar-se em assuntos relevantes, determinar necessidades prementes, pensar naquilo que realmente seja importante e definir os meios para atingi-los. Porém, não basta planejar: é necessário vincular-se ao planejamento para que, a partir dele, administre-se estrategicamente. O ato de planejar permite desenvolver o sentido de direção, de futuro, pois exige de quem planeja que fixe, a partir do conhecimento do ambiente externo e do ambiente interno, a visão/missão da organização, passando-se à formulação e implantação das ações estratégicas para, ao final do processo, analisar-se a eficiência e a eficácia das ações, realimentando o sistema. Juntamente ao planejar estrategicamente está a Administração Estratégica, que consiste em um processo contínuo e interativo da organização com o ambiente, permitindo constante adaptação do planejamento à obtenção dos resultados positivos objetivados e vantajosos. O “Administrador Público Hércules” é esse administrador público líder, que monitora, que avalia, que gerencia, que define objetivos, que incute valores aos seus subordinados e deles e com eles ouve e divide experiências, reorientando-se criteriosamente a cada dia, a fim de atuar de modo a atender os anseios da sociedade por uma vida melhor e digna. A matriz teórica deste trabalho é a substancialista dworkiana. / In the rule of law, even for being fruit of the background models (State of Law and Liberal State Social Law), must not only meet the needs and convenience of the citizens-administered, but above all must act in order to realize the Federal Constitution and to obtain, as a last result, the efficiency / effectiveness of this act. Public policies to be developed in a democratic state, in public administration, are not available to mere administrator will. On the contrary, the Public Administration is increasingly subject to and bound by the legal dictates, not only the legality of idea (formal), but mainly on the grounds of legality (substantial) by which legitimacy, efficiency and effectiveness of the results administrative action are pressing. The Public Administrator is an interpreter of the law and, as such, must act realizing the constitutional principles in order to obtain the optimal result. To act, pending the Administration optimal behavior, acting great, the best solution, the realization of ideal conduct, the setting, the great providence, the embodiment of good administration with the optimum outcome achievement that is the true common good . This "right decision" expected of the administrative act is possible only when the Administrator "take the Constitution seriously," when she realizes that the Public Administration is "constitutionalized" and realize that their function is to achieve the fundamental constitutional rights. To achieve this, the great result, good administration, efficient and effective, it is necessary more than comply with legal formalities involved in the act of editing; it is necessary to perform more serious and wide finalistic control, result. Should plan administrative activities, strategic planning that will serve for a strategic management. This is the "Hercules public administrator", the Administrator who is aware and conscious of all their roles and duties, which plans its administrative operations, standardizing it using the budget laws (multi-annual plan, budget guidelines and the annual budget) and linking himself to them, allowing the citizen to control the administrative act, and especially part of their training. Strategic planning is to select goals, focuses on relevant issues, determine pressing needs, think about what is really important and define the means to achieve them. But do not just plan: you must link to the planning so that, from it, give up strategically. The act of planning allows to develop the sense of direction in the future because it requires of those who plan to secure, from the knowledge of the external environment and internal environment, the vision / mission of the organization, going to the formulation and implementation of actions strategic for at the end of the process, analyze the efficiency and the effectiveness of actions, feeding the system. Along with the strategic plan is the Strategic Management, which consists of a continuous and iterative process of the organization to the environment, allowing constant adaptation of planning to obtain the objectified and advantageous positive results. The "Hercules Public Administrator" is this leading public administrator, monitoring, evaluating, which manages, which defines objectives, which instills values to their subordinates and them and they listen and shares experiences, redirecting them carefully every day, to act in order to meet the aspirations of society for a better and dignified life.

The general objective of this research consisted in conducting a historical and geographical review on the solid waste management from 1955 to 2012. The study was conducted using the qualitative research, where it was possible to reflect, analyze and position on the actions of the public officials. Over the city public administrations from 1955 to 2012, there were seven administrators whereas three of them managed only one term, two managed for two terms and two managed for three terms. Panambi city had three places where they held the solid waste disposal. From the theoretical framework and search through the field research it was possible to carry out the analysis where we realized that each administrator had their own concept of solid waste management and administration. There were a consortium, outsourcing and ultimately the services have been carried out by city employees. At the first place of study, it was found that the city government only offered the services of collection and the waste was taken to an area far from the urban center, it was literally a big rubbish dump. The concern was keeping the waste away from the city center. The second place showed an evolution in the management of services, it had changed from a rubbish dump to a recycling plant with a controlled landfill and at the third place they started with a recycling plant and sorting with a controlled landfill and after they invested in the construction of a sanitary landfill. Panambi has excelled in the region of AMUPLAM, which is part of the way to perform the management of solid waste, although much progress is needed for it to be considered a model. / O objetivo geral desta pesquisa consistiu em realizar um resgate histórico e geográfico do gerenciamento dos resíduos sólidos. O estudo foi realizado utilizando-se da pesquisa qualitativa, deste modo foi possível refletir, analisar e posicionar-se sobre as ações dos gestores públicos. Ao longo das gestões públicas municipais de 1955 a 2012, estiveram em frente à administração sete gestores sendo que três administraram apenas uma gestão, dois administraram por duas gestões e dois administraram por três gestões. O município de Panambi ao longo dos 57 anos teve três lugares onde foi realizado o depósito de resíduos sólidos. A partir do referencial teórico e busca através da pesquisa de campo foi possível realizar as análises e percebe-se que cada gestor teve o seu conceito de gerenciamento dos resíduos sólidos e a forma de administração. Houve consórcio, terceirização e por último os serviços estão sendo realizados pelos funcionários da prefeitura. No primeiro lugar de estudo, constatou-se que a prefeitura municipal apenas oferecia os serviços de recolhimento e era levado para um terreno distante a um km do centro urbano, literalmente era um grande lixão. A preocupação estava em afastar do centro da cidade os resíduos. O segundo lugar houve uma evolução no gerenciamento dos serviços, passou de lixão para aterro controlado e foi construída uma usina de triagem e no terceiro lugar evoluiu de aterro controlado para aterro sanitário e foi construída uma usina de triagem. Panambi tem se destacado na região da AMUPLAM, a qual faz parte na maneira de realizar o gerenciamento dos seus resíduos sólidos, embora precise avançar muito para ser considerada modelo.

The purpose of this dissertation is to understand the managerial "action" of public administrators in the management of their organizations within the Brazilian context. The research seeks to understand the relationships between managers and formal management mechanisms by exploring the complementary nature of the effective managerial action in the face of structural deficiencies and flaws, considering the possibility of overcoming the structuralism-subjectivism dichotomy present in the construction of the Theory of Organizations. Initially, the study provides a review of the literature on organizational design. It highlights the "goodness of fit" proposition on strategic choice issues concerning the main organizational variables design and organizational goal attainment. It also calls special attention to the emerging interest of designing theorists on interpretivist approaches to the matter, such that of Karl Weick. A review of the the administrative reforms in Brazil is made from the perspective of the main stream organizational design conceptual framework. It highlights the complex dynamics of a constant search for differentiation and flexibilization subject to patterns of advances and reversals, due to the centrality, strength and pervasiveness of the bureaucratic model. It is concluded that in no single given moment, a public manager and his team, may count on a formal organizational design which attends the"congruency" criteria, devised by organizational design conceptual frameworks, to explain organizational results in different environmental sets. Although this conclusion may explain failure at the public sector, it can not provide understanding on the many instances of significative success attained by government operations in spite of inadequate formal administrative structures. This point calls for a better understanding from the interpretivist approach, on how public administrators, strongly associated with good organizational results, engage into transformative action, in order to superate administrative structures flaws and dysfunctional cultural patterns of conduct, structurally present and constantly reproduced, in vigorous developing countries, such as Brazil. The dissertation transcribes the testimony of four outstanding public administrators, doing a deep incursion in the managerial real world of public administration, as subjectively defined by them and transformed by their engagement into action.Through the thematic version of the Oral History methodology, full segments of the complete interviews are categorized into the thirty two managerial strategies captured which are presented on a recategorized manner under eight main strategies: (1) Interchanging Frames of Reference; (2) Exploring the Formal Limits; (3) Playing the Bureaucracy Game; (4) Inducing the Inclusion of Others (5)Promoting Internal Cohesion; (6) Creating Shields against Transgressions; (7) Overcoming Internal Restrictions; (8) Letting the Structures Blossom. Each one of these eight blocks of strategies presented, deserves further reflexive interpretation by the author, on the light of the interpretivist approach to organizational design. A final effort is made, now on theory building, for improving understanding on the matter. In order to find a significant meaning underlining all the strategies extracted from the "practical consciousness" of the interviewers as revealed in their report, the author resort to a metaphor. This metaphor helps to: (1) better describe and understand a not adequately treated phenomenon, namely, good results under inadequate structural social and organizational conditions; (2) reveal the logic and the meaning underlining all the strategies adopted to generate results under these unfaithful conditions; (3) name, accordingly to the nature of the managerial transformative social action involved, an open ended class of managerial interventions of a pragmatic sort driven by an ethics of results much common to good managers, that is, the concept of "managerial equalization"; and (4) give back to public administrators, represented by the interviewees, to be incorporated in their "discursive consciousness", something the most effective and experienced public managers already have as tacit knowledge built in their "practical consciousness", and so, help the education and development of new talents. / Ph. D.