Luciana Meirelles Saboia
Master's – Civil Society Organizations in Brazil: A Study of the Main Challenges in Management
Advisor: Profª. Drª. Rosa Maria Fischer
Comission: Profs. Drs. Flávio Hourneaux Junior, Perla Calil Pongeluppe W. Rebehy and Edison Quirino D’Amario
Class: 217, FEA-5
Starting in the 1990´s, there was significant growth of Civil Society Organizations (OSCs, in Portuguese) in Brazil, fueled by transformations in society and state. Currently, these organizations represent an universe of more than 820 thousand entities, but, at the same time that this quantitative growth is verified, it is not clear that their majority is undergoing a process of organizational development, specially in what concerns improvement of management practices. Process and control informality prevail, at the same time that they must face new demands and challenges, operating under a higher complexity scenario. In order to address these organization´s needs to prepare to overcome vulnerabilities that result in risks to their institutional survival, a descriptive and quantitative-driven survey was designed, which utilizes a database obtained from a previous survey conducted with 773 organizations, present in all regions of Brazil, and where the main management challenges, from the perspective of their managers, were identified. When submitted to factorial analysis, these data enabled the identification of five categories that exert strong influence as management challenges to the continuity of OSCs participating in the survey: people management, fund-raising, strategy, assembling boards and technical abilities development. Since the majority of managers indicated their intent in continuing their organization´s activities, despite the many difficulties faced, this study cross-referenced these manager´s expectations with the identified categories, in order to ascertain the influence of the management challenges under the perspective of the OSCs perpetuity. Despite the majority of managers indicating fund-raising as a management challenge that exerts strong influence, the cross-referencing of results demonstrates that other challenges are also very influent, in particular: people management, technical abilities development and board formation. These results indicate that while the operational continuity of OSCs depends, obviously, on financial sustainability, this cannot be addressed solely through traditional fund-raising actions. The improvement of OSC management requires the adoption of solutions that are more agile, creative, and innovative, as well as the integrated betterment of other management practices such as: establishment of medium- and long-term strategies, personnel development and nurturing, and governance formation.
*Abstract provided by the author