Choque de gestão em Minas Gerais (2003-2010): um exemplo de inovação no setor público?

• Ano de defesa: 2009
• Autor(a) principal: Roberta Graziella Mendes Queiroz
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Minas Gerais; UFMG
• Palavras-chave em Português: Mudança organizacional; Conhecimento; Modernização da administração pública; Choque de gestão; Participação; Inovação no setor público; Administração pública; Administração; Desenvolvimento organizacional
• Link de acesso: http://hdl.handle.net/1843/BUBD-9BGJVW

The present study which comprises a qualitative work with an interpretative approach, had as its starting point the analysis of the Choque de Gestão (CG), a policy adopted by the government from the State of Minas Gerais implemented in 2003 with goals projected until2023. The main purpose of this research was to verify in which way the management model adopted in Minas Gerais had been innovative, taking into account two perspectives: the perspective of the stakeholders involved in making, implementing and evaluating such a model (idealizers and executers); and the analysis of this policy according to theoretical principles, related to the theme innovation in the public sector. Seventy government employees 4 from the Department of State for Planning and Management, 45 from the Department of State for Social Defense and 21 from the Department of State for Transports and Works were submitted to a semi-structured survey and had their perspectives collected and studied. From the observed results, it was possible to see that generally, the interviewed workers identified the policy adopted in Minas Gerais as innovative and noted its differential aspects in relation to other government policies. Furthermore, it was verified high percentagesof insufficient knowledge or non-acquaintance about such a model, in the perspectives of the stakeholders from the executer class. Similarly, it was observed that few guidelines concerning the question of spreading the knowledge about the policy, and the support of inside (government employees) and outside (society) participation in the process of constructing and consolidating the CG were adopted by the creators of the CG. In theoretical terms, the policy adopted in Minas Gerais may be understood as a strictly management innovation, which does not present evidence to support a more democratic perspective of change. The resolutions implemented in the CG which characterize it as innovative, followed tendencies similar to those observed in some Brazilian local governments, especially those observed in the last two decades. Moreover, it was verified that the management model adopted in Minas Gerais (based on the concept of innovation in the public sector defined inthis study) was innovative considering strategic, structural, technological and control aspects. However, when considering human, cultural and political aspects it showed not to be innovative. Criticisms and challenges of the policy were also pointed out and analyzed. Finally, we conclude that the results observed herein contributed to and strengthened the concept of innovation, adopted in this study, which understood the act of innovate as: a change that, independently of its meanings (evolutionay or revolutionary / incremental or radical), happensin the context of the public administration and justifies itself through interventions more specific and gradual and through changes more consistent and general.