A estrutura universitária multicampi e seus dilemas: possíveis impactos de uma desvinculação organizacional do campus Governador Valadares da UFJF

Abstract

This dissertation was developed under the Professional Master’s in Public Administration (PROFIAP), Faculty of Administration and Accounting Sciences of the Federal University of Juiz de Fora (FACC-UFJF). The management case studied focused on the analysis of the dilemmas and idiosyncrasies of the multicampi structure of the Brazilian public universities and, in particular, of the Federal University of Juiz de Fora (UFJF) and its Campus outside the city of Governador Valadares. Campus that recently started the discussion about detaching its headquarters as a measure to solve its main problems, dividing the opinion of the academic community. In order to contribute to the discussion, we tried to answer which possible impacts are more likely to occur if the de-coupling took place. To this end, a qualitative research was developed with UFJF managers who work directly in this multicampi structure, with managers from other universities who were unlinked in a similar way as intended by the GV campus and with the community of crowded servers on the GV campus. Nevertheless, a bibliographical research was carried out in the areas of power decentralization and organizational change, in order to subsidize and complement the field research, besides the analysis of the public policies that drive this management model. After applying content analysis and frequency checking techniques, it was concluded that the most likely positive impacts in decreasing order are: agility, direct benefits to the local community, improved communication and information management, motivation, learning development and resource saving. The expected negative impacts were: difficulties in the transition (with resistance to change), loss of support from headquarters, increase in the cost to the government to create a new municipality, loss of prestige, increase in workload, favoring guided practices personal interests to the detriment of institutional interests. For each impact, others were associated, according to the research performed. Finally, as an intervention proposal, the objective was to suggest actions to mitigate the negative impacts, if the untying occurs. The proposed actions considered the organizational culture currently in force at the university, its democratic governance bias and were not limited to the theoretical framework initially raised, exploring, in addition to the framework, other areas such as management and motivation of people, marketing and institutional image, strategic planning and scenario analysis, outsourcing and others. The research concluded that, if the untying occurs, unprecedented changes in the history of the GV campus may occur, and the negative impacts can be mitigated, using the proposals presented here or from others, coming from further studies.