Submitted by Sara Ribeiro (sara.ribeiro@ucb.br) on 2018-04-24T12:54:08Z No. of bitstreams: 1 EduardoJosimardasNevesAlvesDissertacao2018.pdf: 2181094 bytes, checksum: c6884ecc4f44dbbc1ec99be9b7b72885 (MD5) / Approved for entry into archive by Sara Ribeiro (sara.ribeiro@ucb.br) on 2018-04-24T12:54:27Z (GMT) No. of bitstreams: 1 EduardoJosimardasNevesAlvesDissertacao2018.pdf: 2181094 bytes, checksum: c6884ecc4f44dbbc1ec99be9b7b72885 (MD5) / Made available in DSpace on 2018-04-24T12:54:27Z (GMT). No. of bitstreams: 1 EduardoJosimardasNevesAlvesDissertacao2018.pdf: 2181094 bytes, checksum: c6884ecc4f44dbbc1ec99be9b7b72885 (MD5) Previous issue date: 2018-02-22 / The present research aimed to analyze the perception of the federal public manager on the adoption of telework to identify the main factors that influence them in the decision making for its implementation, so as to contribute to the scientific literature and the elaboration of programs implementation of teleworking in the Brazilian Federal Public Administration. The research had as target audience the managers of an organ of the Federal Judiciary, since the telecommuting was regulated within the scope of this power. With a focus on the adoption of teleworking, the literature sought a body of knowledge regarding the main aspects of teleworking, its benefits and challenges, as well as characteristics related to the management and the perception of individuals, creating a reference base for the construction of the research. A semi-structured questionnaire was used as a research tool and data collection. The data collected were organized so as to allow the visualization and understanding of managers' perceptions regarding the benefits, challenges and factors that influence them in the decision making process for the adoption of teleworking. The research shows that, in the perception of the managers, the most critical challenge for the adoption of telework is the resistance of the managers for its implantation. / A presente pesquisa objetivou realizar uma an??lise da percep????o do gestor p??blico federal sobre a ado????o do teletrabalho para identificar os principais fatores que os influenciam na tomada de decis??o para a sua implanta????o, de forma a poder contribuir com a literatura cient??fica e com a elabora????o de programas de implanta????o de teletrabalho na Administra????o P??blica Federal Brasileira. A pesquisa teve como p??blico alvo os gestores de um ??rg??o do Poder Judici??rio Federal, uma vez que o teletrabalho foi regulamentado no ??mbito deste poder. Com foco na ado????o do teletrabalho, buscou-se na literatura um corpo de conhecimento referente aos principais aspectos sobre o teletrabalho, seus benef??cios e desafios, bem como caracter??sticas referentes ?? gest??o e ?? percep????o dos indiv??duos, criando-se uma base referencial para a constru????o da pesquisa. Utilizou-se question??rio semiestruturado como instrumento de pesquisa e coleta de dados. Os dados coletados foram organizados de modo a permitir visualizar e compreender a percep????o dos gestores quanto aos benef??cios, desafios e fatores que os influenciam na tomada de decis??o para a ado????o do teletrabalho. A pesquisa constata que, na percep????o dos gestores, o desafio mais cr??tico para a ado????o do teletrabalho ?? a resist??ncias dos gestores para sua implanta????o.

Historicamente, o papel do Estado está sempre se alterando, contudo ele é sempre essencial. As mudanças necessárias recentes no papel do Estado relacionam-se a um conjunto de transformações do final do século XX, tanto no cenário político quanto econômico. A primeira questão que surge no debate sobre a revisão do papel do Estado é o tamanho de suas necessidades de financiamento para promover a estabilidade, o crescimento e o bem-estar. A arrecadação tributária constitui a principal fonte de recursos utilizados no financiamento de programas governamentais e, por meio delas, o governo custeia suas despesas, suas necessidades de investimento e implanta políticas públicas. No Brasil, a reforma do Estado de 1995 buscou criar novas instituições legais e organizacionais que visavam sua modernização e aumento de eficiência. Neste sentido, a Receita Federal do Brasil, instituição que tem como objetivo arrecadação fiscal, vem aumentado sua receita tributária para que o governo estruture e implemente políticas públicas e sociais. Assim, este trabalho busca verificar a eficiência na arrecadação dos recursos pelo governo federal como forma de promover o desenvolvimento e, conseqüente, bem-estar. Para avaliar a eficiência foi aplicada a técnica de Análise Envoltória de Dados. Os resultados indicam que apenas uma das dez regiões fiscais apresentou eficiência em todos os períodos, e outras duas apresentaram eficiência em pelo menos um período. Com relação à eficiência, o estudo revelou a formação de quatro clusters, em que são agrupadas as regiões fiscais. Os resultados sugerem a utilização da região fiscal eficiente como benchmark. / Historically, the role of the State is always changing, however it is always essential. The necessary changes in the recent role of the State are related to a number of changes to the end of the twentieth century, both the political scene as economic. The first question that arises in debate on the review of the role of the State is the size of your funding needs to promote stability, growth and welfare. The incoming tax is the main source of resources used in the financing of government programs and, through them, the government funds their expenses, their for investment and deploy public policies. In Brazil, the reform of the State in 1995 sought to create new organizational and legal institutions that aimed at its modernization and increased efficiency. In this way, the Federal Incoming Office of Brazil, an institution that aims to tax collection, has increased its incoming tax to the government structure and implement social and public policies. Therefore, this paper checks the efficiency in collection of resources by the federal government as a way of promoting development and, consequently, welfare. To assess the efficiency it was applied the Data Envelopment Analysis technique. The results indicate that only one of ten regions tax presented efficiency at all times, and two others had efficiency by at least one period. With respect to efficiency, the study revealed the formation of four clusters, which are grouped in the regions tax. The results suggest the use the efficient region tax as a benchmark.

Historicamente, o papel do Estado está sempre se alterando, contudo ele é sempre essencial. As mudanças necessárias recentes no papel do Estado relacionam-se a um conjunto de transformações do final do século XX, tanto no cenário político quanto econômico. A primeira questão que surge no debate sobre a revisão do papel do Estado é o tamanho de suas necessidades de financiamento para promover a estabilidade, o crescimento e o bem-estar. A arrecadação tributária constitui a principal fonte de recursos utilizados no financiamento de programas governamentais e, por meio delas, o governo custeia suas despesas, suas necessidades de investimento e implanta políticas públicas. No Brasil, a reforma do Estado de 1995 buscou criar novas instituições legais e organizacionais que visavam sua modernização e aumento de eficiência. Neste sentido, a Receita Federal do Brasil, instituição que tem como objetivo arrecadação fiscal, vem aumentado sua receita tributária para que o governo estruture e implemente políticas públicas e sociais. Assim, este trabalho busca verificar a eficiência na arrecadação dos recursos pelo governo federal como forma de promover o desenvolvimento e, conseqüente, bem-estar. Para avaliar a eficiência foi aplicada a técnica de Análise Envoltória de Dados. Os resultados indicam que apenas uma das dez regiões fiscais apresentou eficiência em todos os períodos, e outras duas apresentaram eficiência em pelo menos um período. Com relação à eficiência, o estudo revelou a formação de quatro clusters, em que são agrupadas as regiões fiscais. Os resultados sugerem a utilização da região fiscal eficiente como benchmark. / Historically, the role of the State is always changing, however it is always essential. The necessary changes in the recent role of the State are related to a number of changes to the end of the twentieth century, both the political scene as economic. The first question that arises in debate on the review of the role of the State is the size of your funding needs to promote stability, growth and welfare. The incoming tax is the main source of resources used in the financing of government programs and, through them, the government funds their expenses, their for investment and deploy public policies. In Brazil, the reform of the State in 1995 sought to create new organizational and legal institutions that aimed at its modernization and increased efficiency. In this way, the Federal Incoming Office of Brazil, an institution that aims to tax collection, has increased its incoming tax to the government structure and implement social and public policies. Therefore, this paper checks the efficiency in collection of resources by the federal government as a way of promoting development and, consequently, welfare. To assess the efficiency it was applied the Data Envelopment Analysis technique. The results indicate that only one of ten regions tax presented efficiency at all times, and two others had efficiency by at least one period. With respect to efficiency, the study revealed the formation of four clusters, which are grouped in the regions tax. The results suggest the use the efficient region tax as a benchmark.

AFRIKAANS: Die Suid-Afrikaanse owerheid het 'n verantwoordelikheid in die lewering van dienste ter bevrediging van bepaalde behoeftes van die samelewing. Openbare bestuurders in die Suid-Afrikaanse staatsdiens behoort oor besondere vermoëns en kwaliteite te beskik om die staatsdiens doeltreffend in 'n vinnig veranderde omgewing te bestuur ten einde gemeenskapsbehoeftes te bevredig. Dit is die verantwoordelikheid van elke open bare bestuurder om die toegekende organisasie-eenhede doeltreffend te bestuur. Die openbare bestuurder kan nie na willekeur die administratiewe en openbare bestuursaktiwiteite uitoefen nie. Die normatiewe rigsnoere van eerbiediging van die oppergesag, openbare aanspreeklikheid en verantwoordelikheid, openbare doeltreffendheid, die toepassing van die administratiefreg, eerbiediging van samelewingswaardes, hoe etiese norme en standaarde, asook sosiale gelykstelling en geregtigheid moet deurentyd deur die openbare bestuurder gehandhaaf word. Die doel met hierdie verhandeling is om die rol van die openbare bestuurder in die ontwikkeling van 'n organisasiekultuur te bepaal. Die woorde "organisasie", "organisasie-ontwikkeling" en "organisasiekultuur" het 'n direkte invloed op die verhandeling en daarom is genoemde woorde duidelik omskryf en betekenisse daaraan gekoppel. Die openbare sektor is dinamies en die departemente word aan voortdurende veranderinge blootgestel wat tot herorganisering lei wat weer 'n invloed op die organisasiekultuur uitoefen. Organisasies kan nie op dieselfde wyse hervorm word nie en daarom verskil kulture van organisasie tot organisasie. In die organisasie vorm daar soms subgroepe wat oor sterk subkulture beskik en openbare bestuurders behoort hierdie subgroepe tot voordeel van die organisasie aan te wend deur byvoorbeeld gesonde kompetisie tussen die onderskeie subgroepe aan te moedig. Daar bestaan geen “beste” tegniek vir die bestuur van kultuurverandering nie. Elke openbare bestuurder behoort dus die tegniek te kies of tegnieke te kombineer wat die beste by sy of haar spesifieke omstandighede sal inpas. Openbare bestuurders behoort 'n positiewe ingesteldheid rakende die organisasiekultuur aan die res van die organisasielede oor te dra. Die openbare bestuurder in die Suid-Afrikaanse konteks funksioneer in 'n milieu wat verskeie eise stel. Omgewingsfaktore in die staatsdiens bly nooit konstant nie en veranderinge, in byvoorbeeld, die politieke, sosiale, ekonomiese en tegnologiese omgewing het teweeg gebring dat die kultuur van die organisasie beïnvloed word en moet op so 'n wyse bestuur word dat dit tot voordeel van die organisasie en die samelewing is. Die veranderde omgewing waarbinne die openbare bestuurder optree, vereis die bestuur van die organisasiekultuur. Openbare bestuurders behoort 'n bewuswording in die organisasie rakende die organisasiekultuur te skep en tot die besef kom dat die organisatoriese, kulturele en strategiese veranderingsprosesse bestuur moet word ten einde gestelde doelwitte te bereik. ENGLISH: The South African government has a responsibility in the rendering of essential services to satisfy certain needs of the community. Public managers employed by the South African civil service ought to possess specific abilities and qualities to manage the civil service effectively in a rapidly changing environment. It is the responsibility of each public manager to manage the allocated organizational unit under his authority. Public managers may not conduct the administrative and public management activities in a random way. The normative guidelines of honouring the political supremacy, public accountability and responsibility, application of the administrative law, honouring community values, upholding high ethical norms, as well as social equality and justice should continuously be maintained by the public manager. The objective of this paper is to determine the role of the public manager in developing an organizational culture. The meaning of the word “organization”, “organizational development” and “organizational culture” has a direct influence on the objective of this paper and therefore these words have been clearly defined and explained. The civil service is dynamic and the departments are subjedt to change. This leads to re-organization, which in turn will influence the organizational culture. Organizations can not be reformed in a similar manner, and therefore, cultures vary among different organizations. Groups with strong subcultures may develop within the existing organizational culture and the public manager should utilize these subcultures to the advantage of the organization by establishing, for example, healthy competition among these groups. A “best” technique to manage an organizational culture does not exist, and each public manager should select a technique or combination of techniques appropriate to the specific situation. Public managers should convey a positive attitude towards the organizational culture and towards his/her subordinates. The public manager in the South African civil service functions in a milieu that holds many challenges. Environmental factors in the civil service constantly change, and changes in the political, social, economic and technological environments influence the organizational culture and has to be managed in such a way that it is advantageous to the organization and society. The changing environment, in which the South African Public Service operates, demands the management of an organizational culture. Public managers should develop a cultural awareness and realize that organizational, cultural and strategic change processes should be managed in order to reach the set objectives. / Dissertation (MA (Public Administration))--University of Pretoria, 2006. / School of Public Management and Administration (SPMA) / Unrestricted

L’objet de cette thèse est une comparaison entre les dispositifs de gestion du personnel des administrations publiques françaises et italiennes, afin d’explorer leur efficacité et d’identifier les principaux problèmes qui émergent à la suite de leur application. La loi italienne assimile le dirigeant à l’employeur privé. Il est donc le titulaire formel et substantiel des prérogatives de l’employeur public. En ce qui concerne les relations de travail, à l’exception de normes spéciales de droit public qui sont à l’intérieur du Texte unique de l’emploi public, le législateur renvoie à la négociation collective et aux mêmes règles qui régissent la relation de travail au sein de l’entreprise privée. Dans la fonction publique française le droit du travail est inapplicable . Toutefois, on remarque l’influence réciproque de celui-ci et du droit de la fonction publique. Il n’y a pas de place pour la négociation : le fonctionnaire doit accepter le régime juridique imposé par l’employeur public. En dépit des apparences et malgré deux différents régimes juridiques, les deux systèmes en évoluant montrent toujours davantage de ressemblances, notamment en ce qui concerne les outils de gestion du personnel, le recours aux contractuels et le rôle de la négociation collective. Il se trouve que la souplesse dans la gestion des ressources humaines n’est pas nécessairement liée à la forme juridique de la relation de travail des fonctionnaires. Le choix unilatéralisme/négociation, régime de droit public ou de droit privé est mal posé. Même le statut constitue un cadre souple, ce sont plutôt certaines pratiques politiques et administratives qui causent des dysfonctionnements. Pour gagner en efficacité, il ne s’agit pas, pour l’Italie, de supprimer la privatisation de l’emploi public, et non plus pour la France de supprimer le régime statutaire. Il se trouve que les deux administrations publiques n’utilisent pas toutes les possibilités offertes par les normes. Il faut investir sur les ressources humaines afin que les hauts fonctionnaires deviennent de vrais managers, plutôt que de continuer à envisager sans cesse des réformes radicales. / This research consists in a comparison between the legal instruments of human resource management in the French and Italian public service sector. The objective is to evaluate their efficacy and uncover the main problems linked to their implementation. In the Italian public service sector, the manager is assimilated to the employer found in private firms. The link between the public servant and the administration is first regulated by a specific law, then by collective bargaining and labour law. In the French system, labour law isn’t applied to the public service sector. However, labour law has an influence on it, and vice versa. Collective bargaining doesn't have any formal rule because the civil servant must accept conditions imposed by the administration. Despite appearances, throughout their evolution the two systems seem to increasingly resemble each other, particularly in the realm of human resource management legal instruments, the use of temporary jobs and the rule of collective bargaining. It seems that flexibility in human resource management isn’t necessarily associated to the nature – public, private or mixed - of the link between the public servant and the administration. The choice between unilateralism and negotiation, administrative law and labour law doesn’t matter so much. Though French statute law is flexible, there are some political and administrative customs which are damaging. In both Italy and France, public administrations do not need to ignore - respectively - privatisation and statute law in order to become more effective. It seems that public administrations do not use all the possibilities offered by existing laws. They have to invest in human resources in order to transform office directors into real managers, rather than to continuously work on useless or damaging radical reforms.

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.