The Public Management comes to delineate the "institutional rules and routines with a broad jurisdiction to conduct, motivate and evaluate the programs and agencies of the public sector." Barzelay (2003: 250). These institutional regulations can be analytically classified into four areas or processes: Planning, Organization, Execution and Control, these come to be the vital foundation of all public management. By virtue of these processes, the government should be very concerned with improving these actions that allow it to optimize the quality of service. Especially the high-ranking levels through which the offices carry out the programs dedicated to achieving the objectives of public policies.
It is important for public management in the mayors to reflect on who it is convenient or competent to occupy the highest positions, Barzelay (2003) states that:
“The argument for budgeting by product assumes that senior executives are in the right position to know which products will suit executives for politically and substantively valuable public policy, while operational managers are in the right position. to know how to deliver those products effectively and efficiently. " P.243
That is why these executives must necessarily be occupying places or positions in government entities according to their intellectual capacities (professional profile), which presupposes that they have the knowledge to be able to determine which products will suit them to the objectives of the policies. public, politically supported and substantively desirable. In addition to this, the decision-making and pertinent actions to determine how the delivery of these administrative processes should be carried out effectively and efficiently.
It is important to note that "The public bureaucratic apparatus is exhausted due to ritual and ineffective strategic planning and delinquent and low-quality operational routines." Makón (2000: 2). Therefore, every civil servant must have the ability to manage each and every one of the productive processes, but public servants have been overwhelmed by the needs of the bureaucratic apparatus, these people who are elected by popular vote (Mayors and Councilors) They impose situations that prevent them from carrying out and executing strategic planning, on the one hand and on the other, placing incompetent people in positions both from high level to the heads of units, bringing as consequences ineffectiveness in administrative processes and limiting the manager in actions creative and innovative.
In conclusion, “It becomes essential, then, to lay the foundations for a management model that recreates the productive link between senior management and operational management, (…)” Makón (2000: 2). In such a way that public management is directed by executives who have attitudes and skills, to be able to play this vital role for the development of a municipality and therefore of the nation, in order to obtain tangible results that benefit society.
ELECTRONIC REFERENCE
Barzelay, M. (2003). NEW PUBLIC MANAGEMENT:
INVITATION TO A COSMOPOLITAN DIALOGUE. Management and Public Policies, Second Semester II, Vol. 12. Centro de
Economic Research and Teaching (CIDE). Mexico.
Digital document available at:
http://www.redalyc.org/pdf/133/13312202.pdf
Makón, M. (2000).
THE MODEL OF MANAGEMENT FOR RESULTS IN THE BODIES OF PUBLIC ADMINISTRATION NATIONAL.
V International Congress of CLAD on the Reform of the State and Public Administration, Santo Domingo, Dominican Republic.
Digital document available at:
www.top.org.ar/ecgp/FullText/000000/MAKON,%20Marcos%20%20El%20modelo%20de%20gestin%20por%20resultados.pdf
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