Mudança organizacional no complexo hospitalar da UFC: uma análise a partir da implantação da EBSERH

Abstract

This study aimed to analyze the organizational changes that occurred in the Hospital Complex of the Federal University of Ceará (CH-UFC) with the adherence to the management contract signed with the Brazilian Hospital Services Company (EBSERH), under the perception of servers and managers and in the light of Pettigrew's (1987) model. The dimensions of the context, content and process of change were addressed, in addition to the points of conflict. The research is characterized as a case study, with a qualitative focus, in which documentary analyzes and in-depth interviews were used with professionals from the organization, in order to raise their perception about the process of change. It was possible to identify a context marked by low levels of financial and personnel investment, increased demand for health services, precarious facilities and inefficient management, which had the creation of EBSERH as a solution. As content for the change, the highlights are: qualified management and focused on results, decentralized organizational structure, implementation of indicators and goals, public tender, participatory management and training of employees, investment in innovation, technology, physical structure and equipment. As for the process, it was found that it initially took place in an imposing manner, with strong manifestations from teachers, students and the union, but later it counted on the participation of the academic community to map the problems and plan actions. Finally, it was possible to verify that, in general, the professionals had a good perception about the changes that had occurred, however the multiplicity of work links was a reason for conflicts in the organization.