The Implantation of New Public Management in the Government of the State of Espírito Santo: A Case Study of PRÓ-MANAGEMENT

Name: ANTONIO MARCOS DE SOUZA REIS

Publication date: 14/07/2010
Advisor:

Name	Role
MÔNICA DE FÁTIMA BIANCO	Advisor *

Examining board:

Name	Role
MÔNICA DE FÁTIMA BIANCO	Advisor *

Summary: The purpose of this study is to understand the implantation process of PRÓ-GESTÃO (PRO-MANAGEMENT), at the Secretaria de Estado da Segurança Pública e Defesa Social do Espírito Santo (State Ministry of Public Security and Social Defense of Espírito Santo) – SESP, confronting the stablished principles in the system to the “everyday” reality of doing things, by the public employees in charge; evaluating their managing and sociocultural impacts in the work place. The research has its theoretical basis in Weber’s (1963, 1964) conception of the ideal type of burocracy and also in Morgan’s (2006) and Crozier’s (1981) related observations; in the comprehension of the New Public Management and its aspects defined by Paula (2007) and Bresser Pereira (1996, 1998, 1999 e 1999b), and also in the detailed process of the New Public Management implantation, in Espírito Santo, according to the state history, since 2007 until its main conceptual updates. This research is classified as qualitative and the method employed was a case study at SESP, focusing two process of PRÓ-GESTÃO: the Technological Modernization and Management of Social Defense, and also the Violence Prevention. The data were obtained throught documentary research and interviews applied to thirteen employees involved in both projects. Respondents were divided into three levels: strategic, tactical and operational. The description of PRÓ-GESTÃO system took part through data obtained at inner documents search (manuals, books, website and legislation) from State Ministry of Public Security, Planning (SEP) and Projetc Management (SEGEP), with permission. The results indicate that the implantation process has faced some initial obstacles, such as the inner resistance of SESP’s employees, the lack of internal institutional communication concerning PRÓ- GESTÃO, its principles and importance; the lack of a previous planning related to the projects, hierarchical difficulties and overcharged employees. In terms of progress, there was an improvement on interpersonal communication of SESP’s employees inserted in the system, the establishment of a distinct flow of project’s processes and the control of all stages of a project structured within the system, concentrating the information at one place, accessible to anyone authorized by password. The conclusion points to the fact that the system’s implantation did not have a significant 7 relevance to the work place; it did not consolidate any important change neither in the administrative routines nor in the results presented to the society. In fact, PRÓ- GESTÃO was built by assumptions used in the private sector, however applied directly to the public sector, without adjustments or previous qualifications.

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