Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública
Autor(a) principal: | |
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Data de Publicação: | 2018 |
Tipo de documento: | Tese |
Idioma: | por |
Título da fonte: | Repositório Institucional do FGV (FGV Repositório Digital) |
Texto Completo: | http://hdl.handle.net/10438/24922 |
Resumo: | The Social Observatory of Maringá (OSM) was created by a group of institutions in a postcorruption context in the city of Maringá, with the objective of effecting the participation of society in public management through the analysis of bidding processes and control in application of public resources. The purpose of this study was to understand the effects on public management of the actions taken by the Social Observatory of Maringá under the perspective of social accountability. To reach this objective, a qualitative approach was used, through a case study. The data were collected through the reports presented by the OSM, news, results of studies already done on the OSM and interviews. For the analysis, the data were organized in successive periods and the highlighted points were identified, these were analyzed. In order to analyze the actions of the OSM and its effects, theories of Organizational Learning were used to seek to measure the effects of the municipal government, New Public Management as a theory that explain the reforms of the State and influenced the design of Public Administration in Brazil and the Accountability, especially Social or Societal Accountability that is geared towards social control, initiated by citizens, local actors, civil society organizations, social movements and even through communication willing to participate and influence local public issues. As a result it was possible to identify the strategy of action of the OSM as participation through dialogue and the establishment of a relationship of trust with the public managers that allowed the creation of an institutionalized space of participation, with the cooperation of horizontal and of the press. The OSM's preventive approach can avoid the need for frequent use of accountability mechanisms, even if they are activated when necessary. These factors allowed to stimulate the responsiveness of municipal management and triggered a cultural change among the servers, produced improvements in the purchasing process and generated organizational learning, but not in a generalized way. The performance in daily administrative procedures and the need for technical knowledge and the need to control the actions developed by the OSM make it difficult to increase participation, even though the actions have popular support. In this way, it is also difficult to increase the responsiveness of public management. |
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Mattiello, KerlaEscolas::EAESPTeixeira, Marco Antonio CarvalhoTeodósio, Armindo dos Santos de SousaCaldas, Eduardo de LimaAlves, Mário Aquino2018-10-24T14:27:11Z2018-10-24T14:27:11Z2018-05-04http://hdl.handle.net/10438/24922The Social Observatory of Maringá (OSM) was created by a group of institutions in a postcorruption context in the city of Maringá, with the objective of effecting the participation of society in public management through the analysis of bidding processes and control in application of public resources. The purpose of this study was to understand the effects on public management of the actions taken by the Social Observatory of Maringá under the perspective of social accountability. To reach this objective, a qualitative approach was used, through a case study. The data were collected through the reports presented by the OSM, news, results of studies already done on the OSM and interviews. For the analysis, the data were organized in successive periods and the highlighted points were identified, these were analyzed. In order to analyze the actions of the OSM and its effects, theories of Organizational Learning were used to seek to measure the effects of the municipal government, New Public Management as a theory that explain the reforms of the State and influenced the design of Public Administration in Brazil and the Accountability, especially Social or Societal Accountability that is geared towards social control, initiated by citizens, local actors, civil society organizations, social movements and even through communication willing to participate and influence local public issues. As a result it was possible to identify the strategy of action of the OSM as participation through dialogue and the establishment of a relationship of trust with the public managers that allowed the creation of an institutionalized space of participation, with the cooperation of horizontal and of the press. The OSM's preventive approach can avoid the need for frequent use of accountability mechanisms, even if they are activated when necessary. These factors allowed to stimulate the responsiveness of municipal management and triggered a cultural change among the servers, produced improvements in the purchasing process and generated organizational learning, but not in a generalized way. The performance in daily administrative procedures and the need for technical knowledge and the need to control the actions developed by the OSM make it difficult to increase participation, even though the actions have popular support. In this way, it is also difficult to increase the responsiveness of public management.O Observatório Social de Maringá (OSM) foi criado por um grupo de instituições em um contexto pós-escândalo de corrupção na cidade de Maringá, com o objetivo de efetivar a participação da sociedade na gestão pública por meio da análise de processos licitatórios e controle na aplicação dos recursos públicos. O presente estudo teve como objetivo entender quais são os efeitos, sobre a gestão pública, das ações adotadas pelo Observatório Social de Maringá sob a perspectiva da accountability social. Para o alcance de tal objetivo foi utilizada a abordagem qualitativa, por meio de estudo de caso. Os dados foram coletados por meio dos relatórios apresentados pelo OSM, notícias, resultados de estudos já realizados sobre o OSM e entrevistas. Os dados foram organizados em períodos sucessivos e identificados os pontos de destaque, estes foram analisados. Para análise das ações do OSM e seus efeitos foram utilizadas teorias de Aprendizagem Organizacional para buscar identificar o alcance dos efeitos na prefeitura municipal, a New Public Management como uma teoria que explica as reformas do Estado e o desenho da Administração Pública no Brasil e a Accountability, em especial a Accountability Social ou Societal que é voltada para o controle social, iniciada por cidadãos, atores locais, organizações da sociedade civil, movimentos sociais e até mesmo por meio de comunicação dispostos a participar e influenciar nas questões públicas locais. Como resultados, foi possível identificar a estratégia de ação do OSM como participação por meio do diálogo e do estabelecimento de uma relação de confiança com os gestores públicos que permitiu a criação de um espaço de participação institucionalizado, com a cooperação de órgãos de accountability horizontal e da imprensa. A forma de atuação preventiva do OSM permite evitar a necessidade da utilização frequente de mecanismos de responsabilização, ainda que eles sejam ativados quando necessário. Tais fatores permitiram estimular a capacidade de resposta da gestão municipal e desencadearam uma mudança cultural entre os servidores, produziram melhorias no processo de compras e geraram aprendizagem organizacional, porém não de maneira generalizada. A atuação em procedimentos administrativos cotidianos e com necessidade de conhecimento técnico e a necessidade de controle das ações desenvolvidas pelo OSM dificultam a ampliação da participação, ainda que as ações tenham apoio popular. Desta forma, há dificuldade em também ampliar a capacidade de resposta da gestão pública.porObservatório Social de MaringáSocial accountabilityPublic administrationSocial Observatory of MaringáAccountability socialGestão públicaAdministração públicaAdministração pública - MaringáResponsabilidade (Direito)Transparência na administração públicaParticipação socialControle socialObservatório Social de Maringá: as ações e os efeitos sobre a gestão públicainfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/doctoralThesisinfo:eu-repo/semantics/openAccessreponame:Repositório Institucional do FGV (FGV Repositório Digital)instname:Fundação Getulio Vargas (FGV)instacron:FGVTEXTTese - Kerla Mattiello.pdf.txtTese - Kerla Mattiello.pdf.txtExtracted texttext/plain103309https://repositorio.fgv.br/bitstreams/c9e55e4b-9aca-442c-ab65-c8a3dd4ec988/download45a4f89ce4bc3b47fc25241ef8cd453fMD57ORIGINALTese - Kerla Mattiello.pdfTese - Kerla 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|
dc.title.por.fl_str_mv |
Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública |
title |
Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública |
spellingShingle |
Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública Mattiello, Kerla Observatório Social de Maringá Social accountability Public administration Social Observatory of Maringá Accountability social Gestão pública Administração pública Administração pública - Maringá Responsabilidade (Direito) Transparência na administração pública Participação social Controle social |
title_short |
Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública |
title_full |
Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública |
title_fullStr |
Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública |
title_full_unstemmed |
Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública |
title_sort |
Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública |
author |
Mattiello, Kerla |
author_facet |
Mattiello, Kerla |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas::EAESP |
dc.contributor.member.none.fl_str_mv |
Teixeira, Marco Antonio Carvalho Teodósio, Armindo dos Santos de Sousa Caldas, Eduardo de Lima |
dc.contributor.author.fl_str_mv |
Mattiello, Kerla |
dc.contributor.advisor1.fl_str_mv |
Alves, Mário Aquino |
contributor_str_mv |
Alves, Mário Aquino |
dc.subject.eng.fl_str_mv |
Observatório Social de Maringá Social accountability Public administration Social Observatory of Maringá |
topic |
Observatório Social de Maringá Social accountability Public administration Social Observatory of Maringá Accountability social Gestão pública Administração pública Administração pública - Maringá Responsabilidade (Direito) Transparência na administração pública Participação social Controle social |
dc.subject.por.fl_str_mv |
Accountability social Gestão pública |
dc.subject.area.por.fl_str_mv |
Administração pública |
dc.subject.bibliodata.por.fl_str_mv |
Administração pública - Maringá Responsabilidade (Direito) Transparência na administração pública Participação social Controle social |
description |
The Social Observatory of Maringá (OSM) was created by a group of institutions in a postcorruption context in the city of Maringá, with the objective of effecting the participation of society in public management through the analysis of bidding processes and control in application of public resources. The purpose of this study was to understand the effects on public management of the actions taken by the Social Observatory of Maringá under the perspective of social accountability. To reach this objective, a qualitative approach was used, through a case study. The data were collected through the reports presented by the OSM, news, results of studies already done on the OSM and interviews. For the analysis, the data were organized in successive periods and the highlighted points were identified, these were analyzed. In order to analyze the actions of the OSM and its effects, theories of Organizational Learning were used to seek to measure the effects of the municipal government, New Public Management as a theory that explain the reforms of the State and influenced the design of Public Administration in Brazil and the Accountability, especially Social or Societal Accountability that is geared towards social control, initiated by citizens, local actors, civil society organizations, social movements and even through communication willing to participate and influence local public issues. As a result it was possible to identify the strategy of action of the OSM as participation through dialogue and the establishment of a relationship of trust with the public managers that allowed the creation of an institutionalized space of participation, with the cooperation of horizontal and of the press. The OSM's preventive approach can avoid the need for frequent use of accountability mechanisms, even if they are activated when necessary. These factors allowed to stimulate the responsiveness of municipal management and triggered a cultural change among the servers, produced improvements in the purchasing process and generated organizational learning, but not in a generalized way. The performance in daily administrative procedures and the need for technical knowledge and the need to control the actions developed by the OSM make it difficult to increase participation, even though the actions have popular support. In this way, it is also difficult to increase the responsiveness of public management. |
publishDate |
2018 |
dc.date.accessioned.fl_str_mv |
2018-10-24T14:27:11Z |
dc.date.available.fl_str_mv |
2018-10-24T14:27:11Z |
dc.date.issued.fl_str_mv |
2018-05-04 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/doctoralThesis |
format |
doctoralThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10438/24922 |
url |
http://hdl.handle.net/10438/24922 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional do FGV (FGV Repositório Digital) instname:Fundação Getulio Vargas (FGV) instacron:FGV |
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Fundação Getulio Vargas (FGV) |
instacron_str |
FGV |
institution |
FGV |
reponame_str |
Repositório Institucional do FGV (FGV Repositório Digital) |
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Repositório Institucional do FGV (FGV Repositório Digital) |
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Repositório Institucional do FGV (FGV Repositório Digital) - Fundação Getulio Vargas (FGV) |
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|
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1813797844083015680 |