O gerencialismo e suas influências no campo educacional

Abstract

Taking into account the frequent need to adapt to the political and social changes in the world, there has been an effort to implement new management practices aimed at improving the services offered by the state with regard to its control, efficiency and quality. In recent decades, practices only applied to the business administration entered the public sector, so that concepts like empowerment, power decentralization and autonomy began to be employed in order to achieve increased productivity and improved results in the provision of public services. Inserted in this context, this article aims to present the main features of managerial ideas and how they impact the formulation of Brazilian educational policies and, above all, the school running. Based on the bibliographical research carried out for this production, we attempted to point out the differences between theory and practice in regard to the studied subject. Following this sense, it can be considered that educational policies, when formulated under the influence of managerialism, tend to prioritize aspects like the diversification and expansion of education at all levels and the decentralization of administrative, financial and pedagogical managements. However, it appears that in reality these mentioned aspects drive the emergence of a massification process of education, at the expense of democratization, in addition to launching a process of management deconcentration, compromising the autonomy of educational institutions. In the school context, in turn, it appears that the managerial management model compromises the effectiveness of the democratic management, since the two management models are guided by opposing goals, while the managerial management aims efficiency of education and academic training focused on market, democratic management is concerned with the development of a critical citizen, committed with the reduction of the social problems such as inequality and social exclusion.