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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
| Identifer | oai:union.ndltd.org:IBICT/oai:localhost:123456789/150 |
| Date | January 2011 |
| Creators | Rezende, Jo??o Batista |
| Contributors | Carneiro, Ricardo, Fran??a, Caroline Jabour de, Oliveira, Ant??nio Donizettie de, Vilas Boas, Ana Alice, Pereira, Jos?? Roberto |
| Source Sets | IBICT Brazilian ETDs |
| Language | Portuguese |
| Detected Language | English |
| Type | info:eu-repo/semantics/publishedVersion, info:eu-repo/semantics/doctoralThesis |
| Source | reponame:Repositório Institucional da FJP, instname:Fundação João Pinheiro, instacron:FJP |
| Rights | info:eu-repo/semantics/openAccess |
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