Observatório Social de Maringá: as ações e os efeitos sobre a gestão pública

Detalhes bibliográficos
Autor(a) principal: Mattiello, Kerla
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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spelling 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
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