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Abstract(s)
Como forma de garantir o alinhamento da Gestão Estratégica das entidades públicas com a satisfação das necessidades dos cidadãos surge no seio da União Europeia o Common Assessment Framework como modelo de referência. Este modelo foi criado com o intuito de introduzir no setor público os princípios da Gestão da Qualidade Total, ao qual está associada uma cultura de avaliação e melhoria contínua.
O Common Assessment Framework desencadeia um processo de autoavaliação aprofundada e classificada segundo critérios que dizem respeito aos meios e aos resultados da organização, tendo também como aspetos relevantes o facto de ser gratuito a todos que o pretendam implementar e servir de rampa de lançamento para outros modelos de Gestão da Qualidade mais complexos e produtivos
Neste sentido, e tendo em conta que Portugal não é um espetador passivo quer na conceção, quer na evolução deste modelo, o presente trabalho tem como objetivo mostrar como o Common Assessment Framework tem sido implementado a nível nacional e o que as organizações públicas podem esperar com a aplicação deste. Para tal, é feita uma análise de estudos de caso publicados no universo académico que abordam a implementação do modelo em empresas do setor público português.
O estudo das conclusões destes artigos aliado à comparação entre estas permite constatar que a autoavaliação realizada através deste modelo permitiu às empresas estudadas identificar não só as suas principais potencialidades e vulnerabilidades como também estabelecer um plano para as explorar ou colmatar, respetivamente. Assim, e fruto do envolvimento de todos os níveis hierárquicos da organização e seus stakeholders, consegue-se mudar o rumo da organização para a excelência através da melhoria contínua sustentável na qual existe plena confiança e transparência entre todas as partes interessadas no interior e exterior da entidade.
As a way of guaranteeing the alignment of the Strategic Management of public entities with the satisfaction of citizens' needs, Common Assessment Framework emerges within the European Union as a reference model. This model was made to introduce in the public sector the principles of Total Quality Management, to which a culture of evaluation and continuous improvement is associated. Common Assessment Framework triggers a profound process of self-assessment which is graded according to criteria based on the means and results of the organization. This model has other relevant aspects like the fact that it is free to all who want to implement it and it also serves as a launching pad for other models of Quality Management that are more complex and productive. In this sense, and taking into account that Portugal is not a passive spectator neither in the conception nor in the evolution of this model, the present work aims to show how the Common Assessment Framework has been implemented at national level and what public organizations can expect with the application of it. To do so, an analysis of case studies published in the academic universe that addresses the implementation of the model in companies of the Portuguese public sector was done. The study of the conclusions of these articles combined with the comparison between them shows that the self-assessment carried out through this model allowed the studied companies to identify not only their main potentialities and vulnerabilities, but also useful information to establish a plan in order to exploit them or to reduce them, respectively. As a result of the involvement of all hierarchical levels of the organization and its stakeholders, it is possible to change the organization's path towards excellence through sustainable and continuous improvement in which there is full trust and transparency among all stakeholders inside and outside the organization.
As a way of guaranteeing the alignment of the Strategic Management of public entities with the satisfaction of citizens' needs, Common Assessment Framework emerges within the European Union as a reference model. This model was made to introduce in the public sector the principles of Total Quality Management, to which a culture of evaluation and continuous improvement is associated. Common Assessment Framework triggers a profound process of self-assessment which is graded according to criteria based on the means and results of the organization. This model has other relevant aspects like the fact that it is free to all who want to implement it and it also serves as a launching pad for other models of Quality Management that are more complex and productive. In this sense, and taking into account that Portugal is not a passive spectator neither in the conception nor in the evolution of this model, the present work aims to show how the Common Assessment Framework has been implemented at national level and what public organizations can expect with the application of it. To do so, an analysis of case studies published in the academic universe that addresses the implementation of the model in companies of the Portuguese public sector was done. The study of the conclusions of these articles combined with the comparison between them shows that the self-assessment carried out through this model allowed the studied companies to identify not only their main potentialities and vulnerabilities, but also useful information to establish a plan in order to exploit them or to reduce them, respectively. As a result of the involvement of all hierarchical levels of the organization and its stakeholders, it is possible to change the organization's path towards excellence through sustainable and continuous improvement in which there is full trust and transparency among all stakeholders inside and outside the organization.
Description
Trabalho realizado no âmbito da Unidade Curricular Contabilidade de Gestão II, do 3º Ano do Curso de Administração Militar (Exército e GNR) lecionada pelos Tenente-Coronel de Administração Militar Paulo Jorge Alves Gomes e Major de Administração Militar Artur Manuel Vieira Saraiva.
Keywords
Gestão Estratégica Common Assessment Framework Gestão da Qualidade Total