Dissertações em Desenvolvimento Sustentável do Trópico Úmido (Mestrado) - PPGDSTU/NAEA
URI Permanente para esta coleçãohttps://repositorio.ufpa.br/handle/2011/2296
O Mestrado Acadêmico em Desenvolvimento Sustentável do Trópico Úmido pertence ao Programa de Pós-Graduação em Desenvolvimento Sustentável do Trópico Úmido (PPGDSTU) do Núcleo de Altos Estudos Amazônicos (NAEA) da Universidade Federal do Pará (UFPA). O Mestrado em Planejamento do Desenvolvimento (PLADES) foi implantado em 1977 e foi pioneiro dos programas de pós-graduação stricto sensu das áreas de humanidades e ciências sociais aplicadas na Amazônia.
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Item Acesso aberto (Open Access) Gestão por competências: a experiência da CEF, EMBRAPA e TCU(Universidade Federal do Pará, 2013-09-02) CHAGAS, Rosana Augusto; PONT VIDAL, Josep; http://lattes.cnpq.br/4415362518177732The management by competency foreground in Brazil, happened if the Decree nº 5.707/06 who brings as the development servers policy public administration instruments the capacitance oriented for array development of knowledge, ability and attitude needed for public administration servers performance intending the establishment objectives achieve. Since 2001 as related for Brazilian Public National Administration School, sixteen publics organizations trained management by competency principle and further on capacitance utilized others related human resources process prescribed on the management by competency theory as selection and recruitment, allocation vacant, performance evaluation, wage, careers plans and talent bank. For the decade documental analysis, the three organizations, CEF (public bank), (public innovation) and TCU (public court accounts), included as the sixteen organizations related by the brazilian’s public national administration school. Were verified the hypothesis that each organization chose the most appropriate procedure to its structure and organizational culture to implement competency that this was the process of implementation in accordance with their areas and also to implement changes using competency management is not necessary to finalize the mapping of individual skills of all servers of organizations. Changes may start after the definition of the mission, values, strategic goals, vision for the future(mapping organizational skills).Concluding that does not exist a universal model for the implementation of management skills, because each organization is influenced differently by the political climate and organizational culture.Item Acesso aberto (Open Access) Legitimidade intraorganizacional: um estudo sobre as Coordenadorias de Planejamento, Gestão e Avaliação na Universidade Federal do Pará(Universidade Federal do Pará, 2011-11-30) BATISTA, Floriana Aguiar Castro; NASCIMENTO, Durbens Martins; http://lattes.cnpq.br/4086120226722277The Organizational Management at the University is studied through the Federal University of Pará (UFPA). The delimitation of the object focused on the Coordinating Planning, Management and Evaluation (CPGAs) in Academic Units - Institutes operating in the Bethlehem Campus, to investigate whether its creation and operation have contributed to the management of the institutes from 2007 to 2011.1. For this explanation was based on epistemologies of Administration Area, where the status of science has its support to the analysis of management and research - the organization that allows there, the interface of other sciences. Also in the area, legitimacy has been analyzed by the ability to explain adherence to social expectations in organizational, whose focus is usually associated with processes of formation, organization and maintenance of collective activities in certain environments. It also added to the study, the contributions from the Organizational Theory and Institutional Theory, which demonstrate the ability to adhere to social expectations in organizational processes associated with the creation, organization and maintenance of collective activities, when organizations seek to adapt their structures and procedures to be isomorphic to the expectations of the context.Item Acesso aberto (Open Access) A Universidade Federal do Pará no processo de modernização da gestão universitária(Universidade Federal do Pará, 2011-11-28) GARCIA, Roselene; GARCIA HERREROS, Mário Miguel Amin; http://lattes.cnpq.br/5467018390254879The challenge of finding new ways of managing public organizations, which were not limited to the financial and accounting indicators, was the big motivation for the emergence of strategic planning in higher education institutions, through a strategic management system that translates the mission and strategy of organizations, analysis of internal and external environment to the organization. This dissertation discusses the issue of modernization of management, through a descriptive case study performed at the Federal University of Pará (UFPA), how the process was implemented to "improve the system of institutional planning" in order to seek joint solutions the problems faced by the negative factor - precariousness of the planning system - diagnosed in the Institutional Development Plan 2001-2010, UFPA, having the pro-rectory of Institutional Planning and Development - PROPLAN as Central Planning Unit, responsible for developing and deploying of management instruments, defaults, standardizing the general guidelines to all segments of the university into a common axis, guide to the policies of the University, observed the peculiarities of its multicampi configuration. The main objective of this dissertation is to identify the actions established in the process for "improve the system of institutional planning to reduce the precariousness of the planning system at the Federal University of Pará." The methodology used was the qualitative research and how data collection technique was used to documental research. The found results indicate that the concern with strategies on the university management are relatively recent facts and that is found in profound changes, and whereas, in the analyzed period, the major concern takes place in the academic units. It was observed that the phases of the planning process of the actions are not carried out completely in all units and campuses, because the monitoring system of the planning process, virtually did not exist. Therefore, until then, there was no one in the organization culture of planning, lack of integration of planning between the Academic Units and the Central Planning Unit, thus contributing to the instability of the system of Institutional Planning at UFPA. It is concluded that there was a breakthrough in the changes planned and executed, making the organization a UFPA isomorphic, UFPA units facing the same environmental conditions, were compelled to imitate each other, the organizational characteristics were modified by consensus through collegiate decisions through a democratic management, thus making the structural elements isomorphic, consisting then, as the theory in organizational structures that reflect a socially constructed reality. But, although there was a breakthrough in the changes planned and executed, the university has specific mechanisms not because I believe that to make it more effective, but because they are mechanisms imposed by external pressure, the university must meet formal acts, rules, laws and sanctions, in a relationship of domination and dependence, setting the coercive institutional isomorphism. How, also, it is concluded that information collected as no significant organizational change in the broad sense, and yes, some specific modifications. Evaluating then we can say that the UFPA has managed to make their homogeneous units in management practices, specifically the practice of planning, seeking to improve the system of action planning UFPA - to be noted that the twenty-eight Regimental Units established until 2006, nineteen draw up management plans for the period 2002 to 2009, representing 64% of the units that carried out the actions planned in its entirety. And, 36%, nine units did not provide management plans, not used, standardized management tools, providing more uniform general guidelines to all segments of the university a common axis, guiding policies of the University.