Nem “burocrata” nem “novo gerente”: o “caboclo” e os desafios do Plano Diretor de Reforma do Estado no Brasil do real

Abstract

More and more present in the contemporary world, the restructuring of state agencies has been adopted in Brazil since 1995 as a part of a set of actions summarized in the so-called Plano Diretor de Reforma do Estado (State Reform Plan). An important challenge for reaching the goals of such a plan was the proposal to replace the prototype of the ‘bureaucratic administrator’ — inefficient, uncompromised and unconsiderate of the user — for that of the ‘new manager’ — enterprising, creative and mindful of the client. This article problemizes such a proposal and, secondarily, shows how complex any change can be in the way the so-called ‘bureaucratic administrators’ act, sincetheir actions reflect everyday practices which were developed within a socialhistorical process, comprising, among others, the cultural dimension — the inherent Brazilian culture features that influence the actions of those same actors inside public organizations. Such problemizing is illustrated with a research carried out in a set of state government organizations, the results of which reveal inappropriate managerial conduct profiles both for the socalled ‘bureaucratic administrator’ and for the ‘new manager’.

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