O desenvolvimento da gestão estratégica na UFRPE: o papel da Pró-Reitoria de Planejamento

Abstract

To analyze the contributions of Pro-Rectory of Planning (Proplan) to the development of strategic management at UFRPE. To achieve this, it was necessary to identify the elements that contributed to the creation and subsequent restructuring of Proplan; to verify the main contributions and innovations promoted; and the obstacles to the Pro-Rectory's performance. to verify the main contributions and innovations promoted; and the obstacles to the Pro-Rectory's performance. Finally, to formulate a framework (Technical-Technological Product), including tools and models, for the conception of the Pro-Rectory of Planning suitable for the organizational structure of UFRPE. CONTEXT: Given the scenario of transformations that UFRPE has been undergoing - due to the need for improvement of its strategic management it is urgent to analyze the role of Proplan, in this context, to offer greater effectiveness and promote greater satisfaction to the university community and society as a whole. LITERATURE REVIEW: To broaden the analysis of the development of strategic management at UFRPE and Proplan as responsible for conducting this process, it was decided to analyze elements greatly impact institutional strategic management. Factors such as complexity, governance, and organizational innovation were considered. Authors such as Chandler (1962), Mintzberg (2007), Porter (1980, 1985, 1989, 1990), Ansoff (1965, 1983) Selznick (1967,1971), Rezende (2005, 2008, 2011), Kaplan and Norton (1997, 2017), and Rumelt (2011) were referenced about strategic management. In the context of complexity and governance, references such as Leitão (1985), Morin (1994), Bresser-Pereira (2002, 2006), and about innovation, Schumpeter (1934, 1939) and Christensen (2012), among several other authors, were brought into discussion. In addition to analyzing institutional, governmental, and international reference documents and regulations, such as the Oslo Manual/OECD/Eurostat (2005, 2018) and the BPM/ABPM (2009, 2013) guide. METHODOLOGICAL PROCEDURES: To achieve the research objective, the strategy used was a case study, using descriptive research and a qualitative approach. Data collection techniques included a literature review, research and analysis of documents and reports, as well as semi-structured interviews with leaders of UFRPE. The data analysis technique utilized was content analysis. RESULTS: Through the realized methodological procedures, it was possible to identified that Proplan´s transformation brought a notable change in its role. Initially focused on infrastructure planning, the Pro-Rectory evolved to play a very important role in institutional planning and strategy definition, adapting to the contemporary structure necessary for the University. This shift in approach enabled the Planning Pro-Rectory to allow UFRPE to achieve high levels of Governance and Management, recognized by TCU, beyond initiating a transformation in the University's organizational culture. However, despite these advancements, considerable challenges persist, such as the shortage of personnel in the Pro-Rectory; obstacles to implementing necessary transformations for more effective organizational innovation; and budgetary constraints. Finally, a framework (Technical-Technological Product) including tools and models based on literature and successful experiences was developed. This set of guidelines, supported by the results of interviews, aims to provide managers with guidance for the conception of a Planning Pro-Rectory aligned with the organizational structure of UFRPE. The objective is to further propel the development of strategic management at the Federal Rural University of Pernambuco.