Gerencialismo

Newman, Janet; Clarke, John

Resumos

Este artigo explora a importância do gerencialismo como um conceito para pensar sobre projetos de reforma do estado durante os últimos quarenta anos. Fazendo particular referência ao Reino Unido e seu papel na proliferação da Nova Gestão Pública, o artigo sugere que o gerencialismo (como ideologia) e a gerencialização (como um processo de transformação) se combinam para produzir o que descrevemos como um estado gerencial. Nesta forma de estado, arranjos organizacionais e sistemas de poder, autoridade e processo anteriores embasados em uma combinação de burocracia e profissionalismo são reconfigurados em torno da autoridade gerencial: o direito de gerir. Recorrendo a uma concepção da dispersão de poder em processos de reforma do estado, sugerimos que é o gerencialismo que fornece coerência tanto ideológica como organizacional aos cenários organizacionais complexos que emergiram de projetos de reforma do estado. Fronteiras borradas, formas organizacionais hibridizadas, arranjos de governança inovadores e novos aparelhos de responsabilização e avaliação são articulados pelas promessas de maior liberdade e autoridade gerencial. O artigo é concluído com a especulação sobre o que a volta à austeridade na política europeia poderia significar para o gerencialismo e a dispersão do poder do Estado.

Gerencialismo; Estado; Autoridade; Poder; Austeridade

This article explores the significance of managerialism as a concept for thinking about projects of state reform across the last forty years. Making particular reference to the United Kingdom and its role in the proliferation of the New Public Management, the article suggests that managerialism (as an ideology) and managerialisation (as a process of transformation) combine to produce what we describe as a managerial state. In such a form of state, previous organizational arrangements and systems of power, authority and process based around a combination of bureaucracy and professionalism are reconfigured around managerial authority: the right to manage. Drawing on a conception of the dispersal of power in processes of state reform, we suggest that it is managerialism that gives both ideological and organizational coherence to the complex organizational landscapes that have emerged from state reform projects. Blurred boundaries, hybridized organizational forms, innovative governance arrangements and new apparatuses of accountability and evaluation are articulated by the promises of greater managerial freedom and authority. The article concludes by speculating on what the turn to austerity in European politics might mean for managerialism and the dispersal of state power.

Managerialism; State; Authority; Power; Austerity

Referências bibliográficas

BALL, Stephen J. Education plc: Understanding Private Sector Education in Public Sector Education. London: Routledge. 2007.
BALL, Stephen J. Social and Education Policy, Social Enterprise, Hybridity and New Discourse Communities Paper to Social Policy Association Annual Conference, University of Lincoln. 2010. Disponível em: <http://www.social-policy.org.uk/lincoln/Ball.pdf>. Acesso em: 30 abr. 2011.
BARTLETT, Jamie; GALLAGHER, Niamh; LEADBEATER, Charles. Making it Personal London: Demos. 2008.
BROOKS, Richard (Org.). Public Services at the Crossroads London: IPPR, 2007.
CHRISTENSEN, Tom; LAEGREID, Per (Org.). Transcending New Public Management: the transformation of public sector reforms. Aldershot: Ashgate. 2007.
CLARKE, John; NEWMAN, Jane. The Right to Manage: a second managerial revolution? Cultural Studies, v. 7, n. 3, p. 427-441, 1993.
CLARKE, John; NEWMAN, Jane. The Managerial State: power, politics and ideology in the remaking of social welfare. London: Sage, 1997.
CLARKE, John; NEWMAN, Jane. Governing in the Modern World? In: STEINBERG, Debora Lynn; JOHNSON, Richard (Org.). Blairism and the War of Persuasion: labour's passive revolution. London: Lawrence and Wishart, 2004. P. 53-65.
CLARKE, John. Performing for the Public: doubt, desire and the evaluation of public services. In: GAY, Paul Du (Org.). The Values of Bureaucracy Oxford: Oxford University Press, 2005.
CLARKE, John; NEWMAN, Jane; SMITH, Nick; VIDLER, Elizabeth; WESTMARLAND, Louise Creating Citizen-Consumers: changing publics and changing public services. London: Sage, 2007.
CLARKE, John. Living With/In and Without Neo-liberalism. Focaal, n. 51, p. 135-147, 2008.
CLARKE, John. After Neo-liberalism? Markets, States and the Reinvention of Public Welfare. Cultural Studies, v. 24, n. 3, p. 375-394, 2009.
CLARKE, John. So Many Strategies, so Little Time... making universities modern. Learning and Teaching in Social Sciences, v. 3, n. 3, p. 91-116, 2010a.
CLARKE, John. Enrolling Ordinary People: governmental strategies and the avoidance of politics? Citizenship Studies, v. 14, n. 6, p. 637-650, 2010b.
CLARKE, John. Austerita e Autoritarismo: il populismo impopolare nel Regno Unito La Rivista delle Politiche Sociali, n.1, p. 213-230, jan./mar. 2012.
CLARKE, John; NEWMAN, Jane. The Alchemy of Austerity. Critical Social Policy, v. 32, n. 3, p. 299-319, ago. 2012.
COLLINI, Stefan. What are Universities for? London: Penguin Books, 2012.
CUTLER, Tony; WAINE, Barbara; BREHONY, Kevin. A New Epoch of Individualization? Problems with the personalization of public sector services. Public Administration, v. 85, n. 3, p. 847-855, 2007.
FERLIE, Ewan; PETTIGREW, Andrew; ASHBURNER, Lynn; FITZGERALD, Louise. The New Public Management in Action Oxford: Oxford University Press, 1996.
FLYNN, Norman. Control, Commitment and Contracts. In: CLARKE, John; COCHRANE, Allan; McLAUGHLIN, Eugene (Org.). Managing Social Policy London: Sage, 1994.
GEWIRTZ, Sharon. The Managerial School: post-welfare and social justice in education. London: Routledge, 2002.
GLEDHILL, John; HITA, Maria Gabriela. Slums, Work and Capital Accumulation in Brazilian Cities: are new patterns possible? Paper presented at American Anthropological Association Annual Conference 2011: Traces, Tidemarks and Legacies, 16-20 nov. 2011, Quebec, Montreal.
HALL, Stuart; CRITCHER, Chas; JEFFERSON, Tony; CLARKE, John N.; ROBERTS, Brian. Policing the Crisis: mugging, the State and law'n'order. London: Macmillan, 1978.
HARVEY, David. A Brief History of Neoliberalism Oxford: Oxford University Press, 2005.
HOLMES, Malcolm. Public Sector Management Reform: convergence or divergence? Governance, v. 5, n. 4, p. 472-83, out. 1992.
HOOD, Christopher. Contemporary Public Management: a new global paradigm? Public Policy and Administration, v. 10, n. 2, p. 104-117, 1995.
HOOD, Christopher; PETERS, B. Guy. The Middle Ageing of New Plubic Management: into the age of paradox? Journal of Public Administration Research and Theory, v. 14, n. 3, p. 267-282, 2004.
JESSOP, Bob. The Future of the Capitalist State Cambridge: Polity Press, 2002.
KABOOLIAN, Linda. New Public Management: challenging the boundaries of the management vs administration debate. Public Management Review, v. 58, n. 3, p. 189-193, 1998.
KREMER, Monique; TONKENS, Evelien. Authority, Trust, Knowledge and the Public Good in Disarray. In: DUYVENDAK, Jan Willem; KNIJN, Trudie; KREMER, Monique (Org.). Policy, People and the New Professionals Amsterdam: Amsterdam University Press, 2006. P. 122-134.
LEADBEATER, Charles; COTTAM, Hilary. The User-Generated State: public services 2.0. In: DIAMOND, Patrick (Org.). Public Matters: the renewal of the public realm. London: Politico's, Methuen, 2007.
NEEDHAM, Chaterine. The Reform of Public Services Under New Labour: narratives of consumerism. Basingstoke: Palgrave. 2007.
NEWMAN, Janet. Modernising Governance: new labour, policy and society. London: Sage. 2001.
NEWMAN, Janet; CLARKE, John. Publics, Politics and Power: remaking the public in public services. London: Sage. 2009
NEWMAN, Janet; GLENDINNING, Caroline; HUGHES, Michael. Beyond Modernisation? Social care and the transformation of welfare governance. Journal of Social Policy, v. 37, n. 4, p. 531-557, set. 2008.
OFSTED - Office for Standards in Education, Children's Services and Skills. Raising Standards, Improving lives: the office for standards in education, children's services and skills strategic plan 2007–2010. London: United Kingdom, 2009.
O'REILLY, Demort; REED, Mike. Leaderism: an evolution of managerialism in UK public service reform. Public Administration, v. 88, n. 4, p. 960-978, dez. 2010.
OSBORNE, David; GAEBLER, Ted. Reinventing Government: how the entrepreneurial spirit is transforming the public sector. New York: Penguin, 1992.
OZGA, Jenny; DAHLER-LARSEN, Peter; SEGERHOLM, Christina; SIMOLA, Hannu (Org.). Fabricating Quality in Education: data and governance in Europe. London: Routledge, 2011.
PECK, Jamie. Constructions of Neoliberal Reason Oxford: Oxford University Press. 2010.
POLIDANO, Charles; HULME, David. Public Management Reform in Developing Countries: Issues and Outcomes. Public Management, v. 1, n. 1, p. 121-132, 1999.
POLLITT, Christopher. Managerialism and the Public Services 2. ed. Oxford: Basil Blackwell, 1993.
POLLITT, Christopher; BOUCKAERT, Geert. Public Management Reform: a comparative analysis. Oxford: Oxford University Press, 2011.
POLLITT, Christopher; DAN, Sorin. The Impacts of the New Public Management in Europe: a meta-analysis. COCOPS Working Paper, n. 3. Paper Submitted for the EGPA Permanent Study Group II – Performance in the Public Sector, 7-10 set. 2011, Bucharest. Disponível em: <www.cocops.eu>. Acesso em: 30 abr. 2011.
POLLOCK, Allyson M. NHS plc: the privatisation of our health care. London: Verso, 2004.
SAMARATUNGE, Ramanie; ALAM, Quamrul; TEICHER, Julian. The New Public management reforms in Asia: a comparison of South and Southeast Asian countries. International Review of Administrative Sciences, v. 74, n. 1, p. 25-46, 2008.
STEINBERG, Deborah Lynn; JOHNSON, Richard (Org.). The Art of Persuasion: new labour's passive revolution. London: Lawrence and Wishart, 2004.
WAINWRIGHT, Hilary; LITTLE, Mathew. Public Service Reform, but not as We Know It: how democracy can transform public services. London: COMPASS and UNISON, 2009.

Datas de Publicação

Publicação nesta coleção
22 Jan 2013
Data do Fascículo
Ago 2012

Histórico

Recebido
Fev 2012
Aceito
Abr 2012

This work is licensed under a Creative Commons Attribution 4.0 International License.

[1] BALL, Stephen J. Education plc: Understanding Private Sector Education in Public Sector Education. London: Routledge. 2007.

[2] BALL, Stephen J. Social and Education Policy, Social Enterprise, Hybridity and New Discourse Communities Paper to Social Policy Association Annual Conference, University of Lincoln. 2010. Disponível em: <http://www.social-policy.org.uk/lincoln/Ball.pdf>. Acesso em: 30 abr. 2011.

[3] BARTLETT, Jamie; GALLAGHER, Niamh; LEADBEATER, Charles. Making it Personal London: Demos. 2008.

[4] BROOKS, Richard (Org.). Public Services at the Crossroads London: IPPR, 2007.

[5] CHRISTENSEN, Tom; LAEGREID, Per (Org.). Transcending New Public Management: the transformation of public sector reforms. Aldershot: Ashgate. 2007.

[6] CLARKE, John; NEWMAN, Jane. The Right to Manage: a second managerial revolution? Cultural Studies, v. 7, n. 3, p. 427-441, 1993.

[7] CLARKE, John; NEWMAN, Jane. The Managerial State: power, politics and ideology in the remaking of social welfare. London: Sage, 1997.

[8] CLARKE, John; NEWMAN, Jane. Governing in the Modern World? In: STEINBERG, Debora Lynn; JOHNSON, Richard (Org.). Blairism and the War of Persuasion: labour's passive revolution. London: Lawrence and Wishart, 2004. P. 53-65.

[9] CLARKE, John. Performing for the Public: doubt, desire and the evaluation of public services. In: GAY, Paul Du (Org.). The Values of Bureaucracy Oxford: Oxford University Press, 2005.

[10] CLARKE, John; NEWMAN, Jane; SMITH, Nick; VIDLER, Elizabeth; WESTMARLAND, Louise Creating Citizen-Consumers: changing publics and changing public services. London: Sage, 2007.

[11] CLARKE, John. Living With/In and Without Neo-liberalism. Focaal, n. 51, p. 135-147, 2008.

[12] CLARKE, John. After Neo-liberalism? Markets, States and the Reinvention of Public Welfare. Cultural Studies, v. 24, n. 3, p. 375-394, 2009.

[13] CLARKE, John. So Many Strategies, so Little Time... making universities modern. Learning and Teaching in Social Sciences, v. 3, n. 3, p. 91-116, 2010a.

[14] CLARKE, John. Enrolling Ordinary People: governmental strategies and the avoidance of politics? Citizenship Studies, v. 14, n. 6, p. 637-650, 2010b.

[15] CLARKE, John. Austerita e Autoritarismo: il populismo impopolare nel Regno Unito La Rivista delle Politiche Sociali, n.1, p. 213-230, jan./mar. 2012.

[16] CLARKE, John; NEWMAN, Jane. The Alchemy of Austerity. Critical Social Policy, v. 32, n. 3, p. 299-319, ago. 2012.

[17] COLLINI, Stefan. What are Universities for? London: Penguin Books, 2012.

[18] CUTLER, Tony; WAINE, Barbara; BREHONY, Kevin. A New Epoch of Individualization? Problems with the personalization of public sector services. Public Administration, v. 85, n. 3, p. 847-855, 2007.

[19] FERLIE, Ewan; PETTIGREW, Andrew; ASHBURNER, Lynn; FITZGERALD, Louise. The New Public Management in Action Oxford: Oxford University Press, 1996.

[20] FLYNN, Norman. Control, Commitment and Contracts. In: CLARKE, John; COCHRANE, Allan; McLAUGHLIN, Eugene (Org.). Managing Social Policy London: Sage, 1994.

[21] GEWIRTZ, Sharon. The Managerial School: post-welfare and social justice in education. London: Routledge, 2002.

[22] GLEDHILL, John; HITA, Maria Gabriela. Slums, Work and Capital Accumulation in Brazilian Cities: are new patterns possible? Paper presented at American Anthropological Association Annual Conference 2011: Traces, Tidemarks and Legacies, 16-20 nov. 2011, Quebec, Montreal.

[23] HALL, Stuart; CRITCHER, Chas; JEFFERSON, Tony; CLARKE, John N.; ROBERTS, Brian. Policing the Crisis: mugging, the State and law'n'order. London: Macmillan, 1978.

[24] HARVEY, David. A Brief History of Neoliberalism Oxford: Oxford University Press, 2005.

[25] HOLMES, Malcolm. Public Sector Management Reform: convergence or divergence? Governance, v. 5, n. 4, p. 472-83, out. 1992.

[26] HOOD, Christopher. Contemporary Public Management: a new global paradigm? Public Policy and Administration, v. 10, n. 2, p. 104-117, 1995.

[27] HOOD, Christopher; PETERS, B. Guy. The Middle Ageing of New Plubic Management: into the age of paradox? Journal of Public Administration Research and Theory, v. 14, n. 3, p. 267-282, 2004.

[28] JESSOP, Bob. The Future of the Capitalist State Cambridge: Polity Press, 2002.

[29] KABOOLIAN, Linda. New Public Management: challenging the boundaries of the management vs administration debate. Public Management Review, v. 58, n. 3, p. 189-193, 1998.

[30] KREMER, Monique; TONKENS, Evelien. Authority, Trust, Knowledge and the Public Good in Disarray. In: DUYVENDAK, Jan Willem; KNIJN, Trudie; KREMER, Monique (Org.). Policy, People and the New Professionals Amsterdam: Amsterdam University Press, 2006. P. 122-134.

[31] LEADBEATER, Charles; COTTAM, Hilary. The User-Generated State: public services 2.0. In: DIAMOND, Patrick (Org.). Public Matters: the renewal of the public realm. London: Politico's, Methuen, 2007.

[32] NEEDHAM, Chaterine. The Reform of Public Services Under New Labour: narratives of consumerism. Basingstoke: Palgrave. 2007.

[33] NEWMAN, Janet. Modernising Governance: new labour, policy and society. London: Sage. 2001.

[34] NEWMAN, Janet; CLARKE, John. Publics, Politics and Power: remaking the public in public services. London: Sage. 2009

[35] NEWMAN, Janet; GLENDINNING, Caroline; HUGHES, Michael. Beyond Modernisation? Social care and the transformation of welfare governance. Journal of Social Policy, v. 37, n. 4, p. 531-557, set. 2008.

[36] OFSTED - Office for Standards in Education, Children's Services and Skills. Raising Standards, Improving lives: the office for standards in education, children's services and skills strategic plan 2007–2010. London: United Kingdom, 2009.

[37] O'REILLY, Demort; REED, Mike. Leaderism: an evolution of managerialism in UK public service reform. Public Administration, v. 88, n. 4, p. 960-978, dez. 2010.

[38] OSBORNE, David; GAEBLER, Ted. Reinventing Government: how the entrepreneurial spirit is transforming the public sector. New York: Penguin, 1992.

[39] OZGA, Jenny; DAHLER-LARSEN, Peter; SEGERHOLM, Christina; SIMOLA, Hannu (Org.). Fabricating Quality in Education: data and governance in Europe. London: Routledge, 2011.

[40] PECK, Jamie. Constructions of Neoliberal Reason Oxford: Oxford University Press. 2010.

[41] POLIDANO, Charles; HULME, David. Public Management Reform in Developing Countries: Issues and Outcomes. Public Management, v. 1, n. 1, p. 121-132, 1999.

[42] POLLITT, Christopher. Managerialism and the Public Services 2. ed. Oxford: Basil Blackwell, 1993.

[43] POLLITT, Christopher; BOUCKAERT, Geert. Public Management Reform: a comparative analysis. Oxford: Oxford University Press, 2011.

[44] POLLITT, Christopher; DAN, Sorin. The Impacts of the New Public Management in Europe: a meta-analysis. COCOPS Working Paper, n. 3. Paper Submitted for the EGPA Permanent Study Group II – Performance in the Public Sector, 7-10 set. 2011, Bucharest. Disponível em: <www.cocops.eu>. Acesso em: 30 abr. 2011.

[45] POLLOCK, Allyson M. NHS plc: the privatisation of our health care. London: Verso, 2004.

[46] SAMARATUNGE, Ramanie; ALAM, Quamrul; TEICHER, Julian. The New Public management reforms in Asia: a comparison of South and Southeast Asian countries. International Review of Administrative Sciences, v. 74, n. 1, p. 25-46, 2008.

[47] STEINBERG, Deborah Lynn; JOHNSON, Richard (Org.). The Art of Persuasion: new labour's passive revolution. London: Lawrence and Wishart, 2004.

[48] WAINWRIGHT, Hilary; LITTLE, Mathew. Public Service Reform, but not as We Know It: how democracy can transform public services. London: COMPASS and UNISON, 2009.