RESENDE JUNIOR, Pedro Carlos et al. Comparative public administration: analysis of public laboratories in Brazil and Argentina. []. , 47, 127, pp.299-334. ISSN 0120-3886.  https://doi.org/10.18566/rfdcp.v47n127.a02.

In recent decades, influenced by the crisis of the weberian bureaucracy and by the ideals of the New Public Management (NPM), the public administration has sought to implement a management model that tends to the effectiveness of state action and the delivery of the desired results to the population. In the perspective of the NPM applied to public health policies, in particular those related to the production of medicines, there are government actions aimed at reaching their necessary supply, among which stands out the investment in the infrastructure of public laboratories that mainly aim at the autonomy in the production of medicines for public health systems, guaranteeing proper quality and fair prices. Given the need to compare different realities within the public administration, it was observed that the situation in Brazil is not far from the one in Argentina regarding the public production of medicines. In this scenario, the main objective of this paper is to compare the management of the processes carried out by the public pharmaceutical laboratories of these countries. To do this, the following public laboratories are analyzed: Institute of Drug Technology (Farmanguinhos), located in the State of Rio de Janeiro, Brazil, and Pharmaceutical Industrial Laboratory S.E. (LIF) of the Province of Santa Fe, Argentina. Based on a process approach that comes from three models of excellence in public management from Brazil and Argentina, different categories are generated. They reveal the need and importance of comparatively analyzing the process management of these organizations, as well as identifying dimensions of the process management literature present and absent in the phenomenon studied.

: Public laboratories; new public management; models of excellence in public management; process management.

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