Viabilidade de implantação do 1o nível de governança corporativa no IFSP – campus Hortolândia – sob a ótica do institucionalismo

Abstract

The Corporate Governance is current topic with a great relevance for organizational management. In the public sector, the Corporate Governance has gained a prominent role with the movement called New Public Management (NPM), started in the 1980s, during the Margaret Thatcher’s terms as British prime minister. This movement was intended to bring the methods and tools developed and employed successfully on the private sector for the public administration, in order to streamline the state apparatus, making its most effective and creating accountability mechanisms for the public agents actions in the exercise of his functions. In Brazil, these changes gained momentum during the government of President Fernando Henrique Cardoso, in 1995, with the reform of the state apparatus promoted by the minister Bresser Pereira. It was in this context that the Corporate Governance arises in our country. In 2000, the Bolsa de Valores de São Paulo – BOVESPA, established the Novo Mercado, whose goal was to create a high level standard of Corporate Governance in the brazilian stock market. Within this new context arise the levels of Corporate Governance (level I and level II), which, through a set of rules, aim to provide greater transparency on the management of companies that are subject to this system. The objective of this study was to analyze the feasibility of implementing the level I of Corporate Governance in the Instituto Federal de Educação, Ciência e Tecnologia de São Paulo, specifically on campus Hortolândia, a local school that belongs to the federal network of professional, scientific and technological education. To achieve this purpose, the present research deals with a case study, in which a descriptive-qualitative research was carried out through observations of the material obtained through semi-structured interviews and documentary research. Documentary research, based on the analysis of laws, normative acts and the institution’s statute allowed us to conclude that the institution has legal and normative bases that provide support for the implementation of this management model. In the semi-structured interviews, 12 individuals were interviewed, including members of campus administration, counselors and a manager who works at the Rectory. Through the analysis of interviews, it was also possible to conclude that the implementation of the Campus Council (CONCAM) has brought great progress to the practice of shared management within the organization, but that there are still several aspects to be improved to consolidate this management model in the institution, such as the improvement of transparency, accountability and social participation promotion tools, which enables the implementation of a corporate governance system with the characteristics of the BOVESPA's Corporate Governance Level I.