Gestão do conhecimento nas secretarias estaduais de Minas Gerais

• Autor(a) principal: Pereira, Alana Deusilan Sester
• Data de Publicação: 2012
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: LOCUS Repositório Institucional da UFV
• Texto Completo: http://locus.ufv.br/handle/123456789/1964
• topic: Administração pública; Gestão por resultados; Gestão do conhecimento; Public administration; Managing for results; Knowledge management; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO PUBLICA

The aim of this paper is to describe the relationship between the process of Knowledge Management conducted by the State departments with the context of Managing for Results in the state of Minas Gerais. The research supports on a qualitative approach based on the proposed objective is classified as a case study. The units of analysis are the departments of the State of Minas Gerais and the study subjects are the incumbents from bureau position, advice or direction and those indicated as important in the process, totaling 31 interviewees. The used techniques of data collection were: semi-structured interviews, direct observation and document analysis. To characterize the process of Knowledge Management in some departments dimensions defined by the IPEA study published in 2005 are used. To sort the projects variables taken from the literature were taken and for this classification, two criteria were used: core processes and critical phenomena related to Knowledge Management and Information. The departments that have identified Knowledge Management projects were SEAPA, SECTES, SETUR, SEGOV, SEF, SES, SEPLAG, SEDS and SEMAD, totaling eleven projects. However, these projects are accomplished as separate initiatives from the Department showing the purpose of Knowledge Management. In addition, eight departments of state did not have a Knowledge Management policy and only one was referred to a Knowledge Management policy, but it has not been published yet and it has not been applied. Thus, it can be concluded that the Knowledge Management in the departments is characterized as a fairly crude process and has limitations in the structure and management. However, it is important to highlight that all surveyed departments were very interested in the projects follow up and the majority recognizes that how much the projects should proceed. It should also be noticed also that the majority considered that the project is still in an embryonic stage and is being worked toward a more effective Knowledge Management. Despite the shortcomings shown from operational management stamp, the departments are concerned to find solutions to all problems. Based on the characteristics of the projects and process analysis it is noticed that 55% of assessed departments perform Information Management rather than Knowledge Management. Only four departments projects show recommended elements from Knowledge Management as defined in the literature. Considering the indicators and information gathered, it can be stated that there is a line between the objectives and outputs of projects and aims of the Management by Results, which allow us to state a relationship and an intention to contribute between knowledge Management for the Management by Results for the State. This fact indicates a good sign, and the projects had a culture geared to the purposes that the Management by results proposes, but for the real contribution the projects can and should advance the theme and have indicators that prove the quality of results of Knowledge Management projects.