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Advisor(s)
Abstract(s)
Face à evolução verificada nas economias, as organizações procuram sobreviver num mercado
cada vez mais competitivo e globalizado, o que as obriga a rever as suas estratégias e os seus sistemas de informação e de gestão, bem como a adoptar novas características operacionais, como a introdução de inovação, a melhoria das qualificações dos seus quadros e das relações com os clientes.
Do mesmo modo, as organizações da Administração Pública, que sempre assentaram em princípios formais, encontram-se expostas aos novos desafios estratégicos originados pela globalização na actividade social, bem como pela maior exigência dos cidadãos consumidores.
Este contexto obriga a uma melhoria contínua da eficiência e da eficácia, sendo que estes
objectivos apenas serão prosseguidos com inovação, criatividade e com modelos de gestão estratégica devidamente adequados.
O BSC, que inicialmente foi utilizado como um sistema de avaliação do desempenho,
constitui, no presente, uma ferramenta de gestão que possibilita gerir a estratégia, assim como clarificá-la e comunicá-la, permitindo ainda a uma organização definir o caminho que pretende seguir e assegurar-se que não se desvia do mesmo. Constitui assim um contributo inestimável para a implementação do processo de mudança exigido pela conjuntura actual.
Em Portugal, nos últimos anos, têm-se reunido as condições ideais para a aplicação do BSC nas organizações públicas, designadamente no sector da saúde. No que a estas respeita, destaca-se a crescente tendência de empresarialização dos hospitais nacionais, com a introdução de mecanismo de gestão semelhantes aos utilizados no sector privado.
Verificou-se, porém, que a aplicação do BSC em Portugal, neste tipo de instituições, é ainda incipiente, dada a carência de referências na literatura de casos nacionais de implementação desta ferramenta de gestão estratégica. Após ampla pesquisa, encontramos apenas estudos empíricos que investigaram a importância do tema e propuseram modelos de gestão (Matos,
2006; Calhau, 2009; Godinho, 2009), mas não há evidências da sua efectiva implementação ou replicação em instituições semelhantes. De facto, concluiu-se que poucos hospitais
portugueses têm conhecimentos profundos sobre o BSC e poucas instituições de saúde
procederam já à sua implementação. Contudo, há um elevado grau de sensibilidade
relativamente ao seu papel na melhoria do desempenho organizacional. Daí a pertinência e actualidade do tema, que fundamentaram a opção pelo estudo em causa.
Nestes termos, a presente dissertação teve como questão base de investigação aferir em que medida o BSC será uma ferramenta adequada para implementar a gestão estratégica numa unidade de saúde e quais os passos a seguir, no sentido da respectiva construção e implementação.
Assim pretende-se definir um modelo de gestão estratégica para uma unidade hospitalar portuguesa, o Centro Hospitalar Cova da Beira (CHCB).
Utilizando Yin (2003) como autor de referência, foi efectuado um estudo de caso no CHCB.
Assim, e depois de uma primeira fase de revisão da literatura e de consolidação dos
conhecimentos acerca do BSC, procedeu-se à recolha da informação estratégica acerca da
missão, valores, visão e estratégia destas Instituição. Neste âmbito, realizou-se ainda uma entrevista a um membro da Administração e foi aplicado um questionário aos principais
actores internos.
Na fase de construção do BSC, foram definidas as perspectivas a integrar neste modelo: satisfação do utente, desempenho financeiro, eficiência operativa e desenvolvimento dos colaboradores. De seguida, definiram-se os objectivos e iniciou-se o estabelecimento das
relações causa-efeito que lhes dão significado, culminando este processo na elaboração do mapa estratégico.
No final, obteve-se um BSC com nove objectivos e vinte indicadores, distribuídos por quatro perspectivas. Apresentam-se ainda as linhas gerais dos planos de implementação e de comunicação, bem como uma proposta para a constituição da equipa executiva, que
acompanhará todo o processo de implementação e de gestão da mudança.
Neste estudo foi evidenciada a importância da gestão estratégica e da utilização de um
sistema de informação de gestão, dotado de dados fiáveis e válidos, para um processo de
decisão consciente.
Given the developments in the economies, organizations seek to survive in a market competitive and globalized, adopting new operational features, such as innovation, improving the skills of its staff, the relationship with customers, which requires that these review their strategies and their information systems and management. Similarly, organizations of Public Administration, which has always relied on formal principles, is also exposed to new strategic challenges, arising from globalization and social activity, in the most demanding consumers of citizens. This complexity requires a continuous improvement of the efficiency and effectiveness of organizations, and this goal will only be achieved through innovation, creativity and strategic management models suitable properly. The BSC, which was initially used as a system of performance evaluation, is, at present, a management tool that allows managing the strategy, as well as clarify it and communicate it, and allows the organization to define the way you want and then ensure that does not deviate from it. Thus constitutes an invaluable contribution to the implementation of the change process required by the current situation. Portugal, in recent years, have the ideal conditions for the application of the BSC in public organizations, namely in health sector, as the growing trend of corporatization of national hospitals, with the introduction of management mechanism similar to those used in the private sector. It was found, however, that application of the BSC in Portugal, in such institutions is still limited, given the lack of references in the literature of cases of national implementation of this strategic management tool. After extensive research, we found only empirical studies that investigated the importance of the issue and proposed management models (Matos, 2006; Rock, 2009; Godinho, 2009), but there is no evidence of actual implementation or replication in similar institutions. In fact, it was concluded that few Portuguese hospitals have deep knowledge about the BSC and few health institutions has proceeded to its implementation. However, there is a high degree of sensitivity with regard to their role in improving organizational performance. Hence the relevance and timeliness of the topic, justifying the choice of study concerned. Thus, the research questions was to know if the BSC is the appropriate tool to implement the strategic management in a health institution, and what steps to follow, in order of their construction and implementation. The primary objective was to define the architecture of a strategic management model to a Portuguese hospital, the Centro Hospitalar Cova da Beira (CHCB). Using Yin (2003) as the author reference was made a case study in CHCB. After a phase of collecting strategic information, review of concepts (mission, values, vision and strategy), interview and questionnaires to key internal stakeholders were defined the perspectives that would appear in this model: user satisfaction, financial performance, efficiency operative and employee development. In the construction phase of the BSC, were defined the objectives and initiated the establishment of cause-effect relationships that give them meaning, this process culminated in the drafting of the strategy map. At the end there was obtained a BSC with twenty objectives and nine indicators spread over four perspectives. We present the outline of the implementation plans and communication, as well as a proposal for the establishment of the executive team which will monitor the whole process of implementation and change management. It highlighted the importance of strategic management and the use of a management information system, equipped with reliable and valid data for a process of conscious decision.
Given the developments in the economies, organizations seek to survive in a market competitive and globalized, adopting new operational features, such as innovation, improving the skills of its staff, the relationship with customers, which requires that these review their strategies and their information systems and management. Similarly, organizations of Public Administration, which has always relied on formal principles, is also exposed to new strategic challenges, arising from globalization and social activity, in the most demanding consumers of citizens. This complexity requires a continuous improvement of the efficiency and effectiveness of organizations, and this goal will only be achieved through innovation, creativity and strategic management models suitable properly. The BSC, which was initially used as a system of performance evaluation, is, at present, a management tool that allows managing the strategy, as well as clarify it and communicate it, and allows the organization to define the way you want and then ensure that does not deviate from it. Thus constitutes an invaluable contribution to the implementation of the change process required by the current situation. Portugal, in recent years, have the ideal conditions for the application of the BSC in public organizations, namely in health sector, as the growing trend of corporatization of national hospitals, with the introduction of management mechanism similar to those used in the private sector. It was found, however, that application of the BSC in Portugal, in such institutions is still limited, given the lack of references in the literature of cases of national implementation of this strategic management tool. After extensive research, we found only empirical studies that investigated the importance of the issue and proposed management models (Matos, 2006; Rock, 2009; Godinho, 2009), but there is no evidence of actual implementation or replication in similar institutions. In fact, it was concluded that few Portuguese hospitals have deep knowledge about the BSC and few health institutions has proceeded to its implementation. However, there is a high degree of sensitivity with regard to their role in improving organizational performance. Hence the relevance and timeliness of the topic, justifying the choice of study concerned. Thus, the research questions was to know if the BSC is the appropriate tool to implement the strategic management in a health institution, and what steps to follow, in order of their construction and implementation. The primary objective was to define the architecture of a strategic management model to a Portuguese hospital, the Centro Hospitalar Cova da Beira (CHCB). Using Yin (2003) as the author reference was made a case study in CHCB. After a phase of collecting strategic information, review of concepts (mission, values, vision and strategy), interview and questionnaires to key internal stakeholders were defined the perspectives that would appear in this model: user satisfaction, financial performance, efficiency operative and employee development. In the construction phase of the BSC, were defined the objectives and initiated the establishment of cause-effect relationships that give them meaning, this process culminated in the drafting of the strategy map. At the end there was obtained a BSC with twenty objectives and nine indicators spread over four perspectives. We present the outline of the implementation plans and communication, as well as a proposal for the establishment of the executive team which will monitor the whole process of implementation and change management. It highlighted the importance of strategic management and the use of a management information system, equipped with reliable and valid data for a process of conscious decision.
Description
Keywords
Gestão pública - Avaliação do desempenho Estratégia organizacional - Sector público Gestão estratégica - Balanced scorecard Balanced scorecard - Hospitais