Academic journal article Journal of Organizational Culture, Communications and Conflict

Managing Organizational Culture in a Process of Change in the Strategic Map of the Ceara State Treasury Secretariat

Academic journal article Journal of Organizational Culture, Communications and Conflict

Managing Organizational Culture in a Process of Change in the Strategic Map of the Ceara State Treasury Secretariat

Article excerpt


The adoption of socially responsible practices is already part of the routine of many types of organizations, from the most varied sectors of economic activity, in the various regions of the country, regardless of size and type of society. The assertion bases on the research conducted by (Peliano & Pinheiro, 2006), which brings data collected from 9,978 national for-profit companies with one or more employees from 2000 to 2004. The research demonstrates that the adoption of practices based on principles of management based on ethics, citizenship, sustainability, transparency, is increasingly becoming part of the organizations' strategic planning.

However, the issue is not restricted to the business sector, since, within the public sector, governmental organizations have actively participated in this process, including the creation of governance structures especially to address the issue (Mazikana, 2014). When international organizations began to discuss the United Nations Global Pact, designed to socialize management tools and other resources to foster sustainable business models, public administrations realized that their public policies could be linked to socially responsible actions (Dias, 2012).

According to the latest Strategic Planning (Ceara, 2011), SEFAZ-CE (Secretaria de Fazenda do Estado do Ceara) included a new perspective in its strategic map: social and environmental responsibility. From then on, it began to have as its mission "to capture and manage the financial resources for the sustainable development of the State and to promote fiscal citizenship". There is a change of attitude when the organization ceases to be responsible solely for the collection of financial resources and is also responsible for its sustainable development and the promotion of citizenship, through actions directed at its internal and external public (Hundrea & Tripon, 2016).

This shifting of stance in a public organization can mean a break with traditional models in an attempt to become a more flexible and entrepreneurial organization capable of delivering faster and more efficient responses to the numerous social demands (Torsello, 2016). In modern society, where the evolution of cultural values is a characteristic, public organizations take longer to assimilate the transformations and innovations that take place, due to an ingrained dynamics and bureaucracy. Pires and Macedo (2006) deal with this dichotomy between the "new and the old", where on one side the forces of bureaucracy operate contrary to the organizational changes, and the forms of operationalization of the state apparatus, usually for the purpose of maintaining economic and, on the other hand, innovative forces operate (Meng, 2014).

Schein (2001, 2009) states that the culture of an organization is very broad and complex. For a study on organizational culture to be carried out is necessary to have some problem or a particular question to be studied. The author explains that, over time, certain cultural certainties about the organization's primary purpose, mission and strategy are developed. When these cultural certainties are neglected in trying to make some changes, the responses can happen in a way or at a speed not desired by the organization.

Given this context and assuming that culture is an important requirement for the success of a strategy, the objective of this research is to understand the management of organizational culture in a process of change in the strategic map of the State of Ceara's treasury department. The realization of this study is relevant because knowing the organizational culture can be an alternative to determine the behavior, the understanding of the facts, the perception of the individuals' and the studied group's values. The cultural elements captured in the study of organizational culture can also determine the company's strategy, objectives and mode of operation (Schein, 2001).

Without pretension to exhaust the subject, which is being increasingly discussed in the academy and still has much of novelty, this research constitutes an advance in the field of organizational studies, since it contributes to the apprehension of the deepest and most unique aspects of a public organization's culture, in a context of change, and may also contribute to the aspirations of its society. …

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