The Balanced Scorecard of the Public Prosecution Service of the Union: peculiarities and interrelations of strategic maps

• Autor(a) principal: Bandeira, Herivânio Torres
• Data de Publicação: 2018
• Outros Autores: Gonçalves Ferreira Amorim, Tania Nobre
• Tipo de documento: Artigo
• Idioma: por; eng
• Título da fonte: Sistemas & Gestão
• Texto Completo: https://www.revistasg.uff.br/sg/article/view/1382
• topic: Balanced Scorecard; Organizational Planning; Strategic Management; Public Administration.; Balanced Scorecard; Planejamento Organizacional; Gestão Estratégica; Administração Pública.

Aiming at improving strategic management, providing instruments capable of measuring organizational performance, from the end of the twentieth century, and various public administration bodies began to design and implement strategic planning. In the wake of the modernization of its management, the Ministério Público da União (MPU - Public Federal Ministry), under the guidance of the Conselho Nacional do Ministério Público (CNMP - National Council for the Public Prosecution) and using the methodology used in the Balanced Scorecard (BSC), began to implement strategic planning within the scope of its institutional branches that are composed as follows: Ministério Público Federal (MPF - Public Federal Ministry), the Ministério Público do Trabalho (MPT - Public Labor Ministry), Ministério Público Militar (MPM – Military Public Ministry) and the Ministério Público do Distrito Federal e Territórios (MPFDT - Public Ministry of the Federal District and Territories). In this context, the research that originated this study had the objective of investigating the peculiarities of the strategic maps constructed by the branches of the MPU, to identify whether the alignment recommended by the CNMP occurred with a view to improving the management and the rendering of the services to the society, with the use of BSC. In order to reach the objective, the content of each strategic map collected was analyzed, addressing five main points: if the map presents the period defined for the achievement of the objectives; if it presents well defined mission, vision and values of the institution; the perspectives of the map; the adjustments made to the BSC's perspective financial; and perspective customer replacement/adaptation. At the end of the analyzes, it was evidenced that the strategic maps were elaborated according to the recommendations and precepts of the literature on the subject, that the majority of the results were achieved and that the BSC's perspectives were adapted to the reality of the public institutions studied. Although the study addressed only the branches of the MPU, its findings can serve as basis for studies that approach the subject, as it has revealed peculiarities of the strategic maps studied.