Organizational Efficiency in Public Sports Management

Diagnosis and Propositions for the Municipal Secretariat of Sports, Leisure, and Youth of Juara-MT

Abstract

This article aims to analyze the efficiency of the organizational structure of the Municipal Department of Sports, Leisure and Youth of Juara-MT, based on its institutional design, resource allocation, fulfillment of duties, and perceptions of the stakeholders involved. Initially, a theoretical framework is presented on Public Administration, organizational efficiency, public policies on sports and leisure, legislation and national programs, as well as the role of sports in social inclusion and local development. Methodological procedures include a review of primary data (semi‑structured interviews with managers, instructors and guardians) and secondary data (official documents, budgets and IBGE data), with a qualitative approach, exploratory objectives and content analysis. The main results indicate that the organizational structure has well‑defined functions, but suffers from low intersectoral integration, underutilization of strategic competencies, budgetary concentration on personnel and infrastructure, and a lack of performance indicators. It is concluded that the department's efficiency is limited by coordination, planning and monitoring failures, requiring actions of managerial modernization, training and articulation with other public policies.