Mudança organizacional na administração pública: análise da implantação de um centro de serviços compartilhados

• Autor(a) principal: Vimieiro, Josiane Vidal
• Data de Publicação: 2016
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório Institucional da Fundação João Pinheiro
• Texto Completo: http://repositorio.fjp.mg.gov.br/handle/tede/369
• topic: Administração pública; Minas Gerais; Desenvolvimento organizacional; Centro de serviço compartilhado; CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO

The New Public Management provide favorable conditions for creation of a Shared Services Center in Public Administration of Minas Gerais. This is a means of management, characteristic of private enterprise, which concentrates the implementation of support processes, common to different units of the organization, a new administrative unit, to offer them to other standardized, efficient and effective areas. The concentration of these common processes before decentralized by various sectors of the organization, a new administrative unit, brings changes to the reality of the organization, ranging from the impact on power relations to change administrative procedures. In this sense, this paper makes a case study on the organizational change process resulting from implementation of the Shared Services Centre in the Government of Minas Gerais, from the four main aspects analysis: context of change, its contents, the process of implementation and the people it affected. To perform this study, we made bibliographic and documentary research, in addition to observing non-participants, the application of open questionnaires and semi-structured interviews. After the analysis, several aspects show that the CSC deployment project in Minas Gerais state government was not treated as an organizational change process and therefore the needs and listed characteristics in the literature for driving change processes were disregarded in its implementation, which may have been unfavorable to the project. Moreover, it is clear that the implementation of CSC was by a mechanistic perspective, which focused on a top-down model and control to achieve efficiency, leaving aside the need for awareness of those involved and adapting the organization to consolidate change.