Estratégia e competências organizacionais e individuais dos gestores públicos: alinhamento na auditoria SUS Bahia

Abstract

Contemporary public organizations seek effective and sustainable results through the provision of services identified as important by society and public institutions, adding public value and thus avoiding substitution by another organization viewed as having greater capacity. In this scenario, the alignment between the organizational strategy and the organizational and individual competencies is a key element for a consistent and coherent management, focused on the strategic objectives, being of particular im-portance the individual competences of the public manager, responsible for the man-agement of public institutions and for actions related to the planning, execution and control of projects, in the achievement of strategic objectives. Thus, contemporary Bra-zilian public managers increasingly need to be qualified and able to use modern man-agement practices and technologies through the development of a new list of individual competences. This work has the objective of verifying the alignment between the or-ganizational and individual competencies of the managers and the strategic objectives in the SUS Bahia Audit, seeking to present a proposal for improvement. A descriptive and qualitative research, with a single case study, was chosen for this. As collection techniques, document analysis and interviews were used; and for data analysis, the-matic categorical analysis. The results show that the State Audit Plan does not present the organizational strategy in a clear and explicit way, the strategic objectives are not deployed at the three organizational levels, and the organizational and individual com-petencies necessary to achieve the defined objectives are not identified. Furthermore, there is no systematic assessment and monitoring of the defined goals, thus the plan is neither updated nor used in decision-making processes and daily actions. For the organization, it is suggested to revise the plan, explaining the strategy and the public added value, to unfold the goals at the strategic, tactical and operational levels in order to allow the alignment of each level with the organizational strategy; systematically evaluate the plan, keeping it updated considering the complexity of changes in context; disseminate the practice of planning with the involvement of the entire organization; map the organizational and individual competencies in order to eliminate competency gaps and implement the BSC adapted to the public sector as a way to improve the alignment of the organizational strategy with the competencies. As limitations, the in-terviews were conducted remotely, reducing personal interaction. It is suggested to carry out comparative studies in other public institutions to identify the essential com-petencies and how the Audit creates and adds public value.