Maturidade em gestão por processos em uma empresa pública de saneamento

Abstract

Indispensable for the human health, the basic sanitation is defined by the World Health Organization as the control of all the factors of the man's physical environment that can cause bad effects over the welfare state of the people: either physical, mental or social. The services of treated water and collect and treatment of sewage take to a better quality of life because diminish the sicknesses that has hydric connection. To be possibly a management that guarantees the efficiency control of the processes of water production and collection and treatment of sewage its necessary strategies that can handle efficient services by the enterprises that acts on the sanitation sector. In this sense, management by processes is now one of the main management tools available to organizations. It counteracts functional management since it promotes the transversality of the business model, makes processes more agile and integrated, and can be considered as a management model that brings competitive advantage to organizations. Since organizations are developing from the structuring of their processes, it is necessary to permanently verify this management model by measuring its maturity. In this sense, this work aims to investigate the gaps between the current maturity levels and the desired maturity level in process management in a public sanitation company. In order to achieve this objective, it was necessary to verify the current and desired level of maturity using the theoretical model of Rosemann, De Bruin and Hueffner (2004), which presupposes six key factors that should be measured: strategic alignment, governance in processes, methods, information technology, people and organizational culture. It is a research that will use the mixed method, that is, quantitative and qualitative. For the quantitative research, the framework developed by Araújo (2011) was used, and for the qualitative research, the semi-structured interview strategy was elaborated, based on the same theoretical model. The research universe was composed of all manager level managers, superintendent and directors of a public sanitation company. For the analysis of results, triangulation was performed in order to verify convergent and divergent points of quantitative and qualitative research. The results of the research indicate that the key factor with the greatest maturity gap is the governance factor, with a gap of 1.99 and the key factor with the smallest gap is the strategic alignment factor, with a gap of 1.66. The analysis of the contents of the semi-structured interviews showed congruence with the results of the quantitative research, indicating that despite the initiatives that exist in the organization, managers aim for a level 4 (managed) maturity, while they consider that the organization currently has a maturity level 2 (repetitive).