Avaliação do Instituto Federal de Santa Catarina sob a ótica da estratégia: uma proposição de alinhamento entre o SINAES e o Balanced ScoreCard

• Autor(a) principal: Besen, Jaqueline
• Data de Publicação: 2020
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório Universitário da Ânima (RUNA)
• Texto Completo: https://repositorio.animaeducacao.com.br/handle/ANIMA/2924
• topic: Planejamento; Balanced Scorecard; Avaliação Institucional; SINAES

Changes in educational policy require Higher Education Institutions (HEIs) to pursue strategic practices that allow them to achieve the desired performance, being challenged in their ability to respond to external and internal demands, articulating regulatory needs with their planning, through its own management tool, and establishing unifying connections between teams, departments and campuses. Organizational alignment contributes to better institution management, but it is a challenge for the Federal Institute of Santa Catarina (IFSC), as well as for other HEIs. In this context, this study aims to propose the alignment between the strategic planning of the Federal Institute of Santa Catarina and the institutional evaluation process of SINAES, through the Balanced ScoredCard (BSC). This is a case study with qualitative methodological choice, of a descriptive nature, which involves the collection of primary data, through structured interviews, and secondary data, through documentary analysis. The results confirm the need for alignment between organizational processes and integration between teams, departments and the various campuses to create synergy, ensuring that the institution as a whole moves in the same direction. There was also a lack of involvement and participation of the internal and external community in the process of planning construction, portraying the need to implement management practices that involve the entire faculty, student, administrative technician and the external community, in order to establish a participatory, continuous and dynamic process. The lack of knowledge about the institutional evaluation process of SINAES by the officials responsible for planning and vice versa shows the misalignment between the processes, as well as the little connection between the teams. In addition, it was identified that the perception that the strategic objectives are broad and comprehensive is due to the fact that the institutional BSC does not unfold for each campus, as well as for each department with specific and singular objectives. It is concluded that the process of unfolding the strategic plan at lower levels is necessary to maintain the coherence of objectives at the various levels, strengthening the effective connection between the parties to create synergy, in order to ensure organizational alignment.