Gestão por processos em organizações públicas: mapeamento dos processos administrativos do Departamento de Registro e Controle Acadêmico da UFAL

Abstract

Over the past decades a change movement in the Brazilian Public Administration has been occurring based on actions of the private sector. Those actions aim efficiency and improvement in the service rendering. In this context, Process Management means agility, flexibility and responsiveness. Mapping is the basic and imordial tool for the execution of the management by processes and it is considered useful to document, to analyze and to redesign the process of training the people involved in its execution. The main objective of this work was to map the processes of the Department of Registration and Academic Control of the Federal University of Alagoas (Departamento de Registro e Controle Acadêmico da Universidade Federal de Alagoas – DRCA/Ufal). Four (4) specific objectives were stipulated: to identify all the inter-functional processes that make up DRCA/Ufal environment; to model the cross-functional processes that make up the industry’s activity environment; to analyze, to propose improvements and to redesigned processes and propose a manual of processes and routines to DRCA/Ufal. This case study used several sources of evidence such as documentation, structured interview, direct and participant observation. Its execution was organized in three (3) phases: Analysis of the Context of the Target Organization (DRCA); Current Process Modeling (As Is) and Analysis, Proposition for Improvement and Process Redesign (To Be). In addition to the relevant legislation for each one, fifty-one (51) cases were identified and forty-four (44) of this total were mapped. Before the validation was carried out three (3) processes were analyzed and it showed opportunities for improvements such as procedural delays, rework focuses and bottlenecks. A common improvement proposal for these three processes and their redesign was then developed. The proposal was classified as an improvement that depends on political change to be made. It was considered the involvement of transformations in the long term. Finally, from the results achieved until then a manual of processes and routines for the DRCA/Ufal was elaborated. Although considering that it is not a single or definitive measure it is believed that with the dissemination and use of process mapping through the manual, a great step will be taken for the DRCA to improve the performance of its activities and enable the satisfaction of its users.