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Item Análise das práticas de gerenciamento da informação utilizadas no gerenciamento de recursos hídricos: estudo do Comitê de Bacia Hidrográfica do Rio das Velhas(Fundação João Pinheiro, 2009-03-19) Fróes, Célia Maria Brandão; Oleto, Ronaldo Ronan; http://lattes.cnpq.br/6010045309331881; Castro, Leonardo Mitre Alvim de; http://lattes.cnpq.br/7990588611860310Item Inovações organizacionais na administração pública do estado de Minas Gerais: estudo de caso sobre os fatores condicionantes de um ambiente inovador(Fundação João Pinheiro, 2015-04-29) Almeida, Paulo Antônio Alves de; Rocha, Elisa Maria Pinto da; http://lattes.cnpq.br/0147730252141038; Moraes, Leonardo Barbosa de; Carvalhais, Jane NoronhaInnovation as economic and social development strategy is the focus of attention of researchers since the early twentieth century, represented mainly by the writings of Schumpeter and Drucker. The organizational innovation often precedes technological innovation, both of which are interlinked and mutually supportive. The organizational innovation in the public sector enables the creation and development of programs, public plans and policies with social effectiveness and reach of people's living improvements. The overall objective is to study what are the determining factors of the innovative environment present in the public sector and characterizing organizational innovation in public institutions of the State of Minas Gerais. In particular, it is intended: to systematize ideas, concepts and approaches to factors that allow define what characterizes an innovative environment in public agencies, and to identify and analyze the perception of public officials on the degree of presence of factors that characterize an innovative environment public agencies in the State of Minas Gerais. This work ranks as a descriptive study, conducted through the case study of AGEIs (Strategic Management consultants and Innovation) of the State of Minas Gerais that constitute an institutional arrangement involved in the drafting of the strategy and monitoring of projects State innovation. The results showed that the perception of the degree of presence of the determining factors of the innovative environment in AGEIs is generally positive, particularly with regard to the presence of the factors pertaining to the legacy of existing public policies in the external environment (Social Effectiveness and Interdependence External Resources) and behavioral factors that characterize the internal environment of public organs (Autonomy, Leadership, Information Technology and Internal Relations). There was also divergence of perceptions among respondents - managers of strategic and tactical operational levels - especially regarding the degree of presence of the conditioning factors of innovation in the domestic environment (Leadership, Internal Relationship, Metrics and Information Technology). Because of the limitations of the case study methodology, the results can not be generalized to other state sectors, but offer guidance to research with larger samples. This case study of AGEIs showed that, as perceived by respondents, AGEIs have a set of conditioning factors favorable to innovative environment in the public sector.Item Liderança institucional e as definições estratégicas na Polícia Militar de Minas Gerais(Fundação João Pinheiro, 2009-09-28) Listgarten, Silvia Caroline; Costa, Bruno Lazzarotti Diniz; http://lattes.cnpq.br/2084604177044476; Carneiro, Ricardo; http://lattes.cnpq.br/6739881018308220; Sapori, Luis Flávio; http://lattes.cnpq.br/0942836316092227In the following study, had being highlighted the contributions of institutional leadership, especially those of military police institutions, in particular, the Military Police of Minas Gerais, to define the strategies of the institution. In an environment of continuous changes perceived in the society in which the institution examined is placed for which it provides services, with changes also seen in the institutional environment of public administration where it is contextualized; the institutional strategies reflect the evolution pace brought by the Institution and the changes at its existing operation standards. The definition of these strategies is manifested in doctrines, policies and strategic plans, which reflects the operation standards established by the institution. Taking in consideration the need to turn the discussion on the participation of leadership, in the construction of these strategies of the PMMG, possible, was listed four analytical variables, which embody these strategies. The chosen analytical variables reflect what is considered central issues in the current schedule of security public policy, can be detected in the international and national literature; as well as in the government presently policies in the context of the State and the Union. The topics covered are: training the police leadership, the institutional relationship within the System of Social Defense, the relationship between police and society, and the management of public security. To this end, was sought, with the specialized literature, the contribution of renowned authors that cover the topics of leadership and police institutions. In the development of this paper, through a qualitative empirical research, similarities and differences in literature were identified, developing a documental analysis of the doctrines and present guidelines, concerning the analytical variables, and applying a semi-structured interview as specific technical procedure to computing and / or making the configuration of variables within the population of the institution research leaders. Now that this had been aforementioned, the perception and impact of leaders on institutional strategies adopted was made, based on data collected within the four pre-determined variables.Item Coordenação e controle no modelo de gestão da estratégia de Minas Gerais: estudos de caso do Programa Descomplicar e do Projeto Caminhos de Minas(Fundação João Pinheiro, 2015-03-30) Oliveira, Júlia Torquato; Cruz, Marcus Vinícius Gonçalves da; http://lattes.cnpq.br/3678172153181366; Carneiro, Ricardo; Ckagnazaroff, Ivan BeckThe State Reforms movements observed at the end of the twentieth century, known as New Public Management – NPM, introduced a new dynamic in public administration, focused on results measurement, establishing relevant issues such as quality of provided services, satisfaction of user citizen, accountability and transparency. This paper, which aims to analyze the coordination and control instruments of strategy management model adopted by Minas Gerais’ State, initiates on that context and uses the theme of organizations power as theoretical background for description and explanation of interactions established between the main stakeholders of the program Descomplicar - Minas Inova and project Caminhos de Minas. This analysis verifies that the power does not manifest uniformly in the State Operating Systems, wherein the program and project studied are situated. While observing an especially political character in the relations stablished between the actors of Transportation System and Public Works, there is a technical character in the relations of Planning and Management System stakeholders. Even so, it appears that the coordination and control instruments do not apply accordingly to the original prescription for the functioning of the strategy management model in any of the analyzed initiatives. The observed weakening of coordination and control’s process and the loss of legitimacy of the Núcleo Central de Gestão Estratégica de Projetos e do Desempenho Institucional – NCGERAES to influence the allocation of resources from credit operations, relates to the pulverization of decision-makers instances observed in the context of 2011-2014 mandate of the government of Minas Gerais, resulting from the arrangement of coalitions established to ensure the governance conditions. Therefore, to strengthen coordination and control issues, it is suggested the revision of the budget decisions spray scenario towards the empowerment of NCGERAES, as the technical instance responsible for the strategic portfolio budgetary control. It is also recommended realigning the strategy management tools and redefining the priority deliveries as well as their monitoring format, focusing on the citizen.