Gestão e mudança organizacional em instituições públicas de educação superior na Bahia: ferramentas estratégicas no processo de análise do plano de desenvolvimento institucional

Abstract

Understanding the points at which Higher Education Institutions (HEIs) in the public area approach and differ from other similar Institutions, identifying the strengths and potential for organizational change are variables evidenced by the organizational culture. It is considered, in this work, that the organizational culture influences the process of elaboration of the Institutional Development Plan (PDI) and, consequently, impacts on the effectiveness of the management in HEIs in the public area. Thus, aiming to understand the role of cultural typology in the management of Higher Education Institutions in the public area, the guiding question of this work was: how does cultural typology act as an instrument of effectiveness in university management (preparation and implementation of the PDI)? As an epistemological approach, the Mixed Method (quanti-quali research) was used, applied to the organizational context, seeking to avoid a reductionist view. As for the method of procedure, we opted for the multiple case study, as it allows the comparability between the three multicampi institutions participating in the research, the Federal Institute of Education, Science and Technology of Bahia — IFBA (Campus I Salvador), the University of State of Bahia — UNEB (Department of Human Sciences — DCH I) and the Federal University of Western Bahia — UFOB (Center for Humanities — CEHU), although these institutions have different administrative organizational structure and legal subordination. The results obtained indicated that: a) the OCAI model is applicable to Higher Education Institutions in the public area; b) there is congruence and cultural strength in the institutions participating in the research; c) Institutions favor prose (Hierarchical culture and Rational culture) and desire poetry (Group culture and Innovative culture); d) the Management Model evidenced in the surveys are consistent with the results and analyzes e) the Management Model perceived by managers and the community is characterized by an emphasis on systematized procedures (Internal Process Model; f) the PDI elaboration processes are similar in the three Institutions (IFBA, UNEB and UFOB); g) in the stages of Preparation and Diagnosis, there were communication failures in the three institutions; h) lack of community participation in the PDI elaboration process in the three institutions. It concludes that a) organizational change is a solution to the weaknesses in the process of elaborating the PDI in the Stages of Preparation and Diagnosis, and the cultural typology acts as an instrument of effectiveness in university management (preparation and implementation of the PDI), by improving the process of communication and sharing of basic assumptions, which have a direct influence on the commitment of employees to the achievement of institutional objectives; b) the PDI is a reality at UFOB, UNEB and IFBA, but its actions are not effective and the inclusion of cultural mapping as a strategic tool helps in the management and modification of the PDI from a Letter of Intent to a Letter of Values .