Use of managerial competences in the public sector

• Autor(a) principal: Félix, Cléa Mara Reis
• Data de Publicação: 2005
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Revista de Administração Pública
• Texto Completo: https://periodicos.fgv.br/rap/article/view/6569
• topic: managerial competences; training evaluation; action theory; defense mechanisms.; competências gerenciais; avaliação da capacitação; teoria da ação; mecanismos de defesa.

A research was conducted in the municipal administration of Curitiba, in the state of Paraná, Brazil, in order to assess the Managers¿ Development Program implemented from 1997 to 2001. The research examined the impacts of the program in the acquisition of knowledge and the actual use of managerial competences required for the implementation of the management model adopted by the city. The research¿s guiding question was: Why, despite the managers¿ strong intentions shown in the results of the reaction evaluations, the actual use of those competences does not fully take place? The program was evaluated using Donald Kirkpatrick¿s model, and the theoretical answers to the problem were found in the Theory of Action, by Chrys Argirys and Donald Schön, focusing mainly the theories stated and applied and the use of organizational defense mechanisms. Data was collected from 470 managers of Curitiba¿s municipal administration, which were randomly selected from a universe of 2,075 managers, allowing for an error margin of 4%. The analysis tested and validated three hypotheses.