Matriz de competências para gerentes de unidades básicas de saúde com estratégia saúde da família
Arquivos
Data
2014-11-26
Autores
Rodrigues, Patricia Cruz 
Orientadores
Cunha, Isabel Cristina Kowal Olm
Tipo
Dissertação de mestrado
Título da Revista
ISSN da Revista
Título de Volume
Resumo
Este estudo teve como objetivos identificar o perfil dos gerentes de Unidades Básicas de Saúde (UBS) com Estratégia de Saúde da Família (ESF) do município de São Paulo, identificar as competências necessárias ao processo de trabalho gerencial na ESF sob a ótica destes e propor uma Matriz de Competências (MC) para gerentes de UBS com ESF. Método: Optou-se pela pesquisa exploratória e metodológica com abordagem quantitativa, sendo dividida em 2 etapas. Na primeira etapa que ocorreu de maio a dezembro de 2012, a população foi composta pelos 270 gerentes de UBS com ESF da cidade de São Paulo, resultando em 199 (74%) que responderam o questionário semi-estruturado. Este foi elaborado com dezessete questões com dados de caracterização e uma sobre as cinco competências que os gerentes consideravam mais importantes para o processo de trabalho gerencial na Saúde da Família. Utilizou-se a ferramenta eletrônica Google Docs® para o envio do Termo de Consentimento Livre e Esclarecido (TCLE) e o Questionário, e a análise dos dados foi feita com auxílio da estatística descritiva utilizando o software Microsoft Excel®. Na segunda etapa, foi desenvolvida a pesquisa metodológica para a construção da Matriz de Competências (MC) para os gerentes. Através dos resultados obtidos com os gerentes e extensa revisão de literatura foram apontadas 17 competências, que a seguir foram selecionadas, identificadas as associadas por sobreposição, e descritas as caracterizações da entrega. Resultados: O perfil identificado dos gerentes de UBS com ESF do município de São Paulo foi de mulheres (159=80%), com idade entre 30 e 39 anos (91=46%), enfermeiras (136=68%), formadas de 10 a 20 anos atrás (80=40%), sem pós-graduação em gerenciamento (118=59%) e sem experiência em gestão (109=55%). A maior parte era celetista (175=88%) em instituição parceira/OSS que foram promovidas ao cargo por indicação (87=44%), atua na atenção básica há mais de 10 anos (95=48%), está como gerente há menos de 4 anos (122=61%) e trabalha na mesma UBS há menos de 2 anos (113=57%). O estudo também identificou as XVII principais competências necessárias para o processo de trabalho gerencial da ESF sob a ótica destes gerentes, sendo elas: planejamento e organização (148=74%), liderança (126=63%), trabalho em equipe (124=62%), gestão integrada de processos (84=42%) e desenvolvimento da equipe (82=41%). Uma matriz de competências para gerente de UBS com ESF foi proposta, totalizando-se em sete: (1) gestão do cuidado, (2) gestão de pessoas, (3) gestão de recursos políticos, (4) planejamento e organização, (5) liderança, (6) tomada de decisão e (7) relacionamento interpessoal. Além da definição de cada competência, a caracterização da entrega foi descrita considerando o contexto da ESF, o que trouxe clareza, objetividade e praticidade à esta MC. Conclusão: Foi identificado o perfil dos gerentes de UBS com ESF do município de São Paulo apontando que a maior parte são mulheres, enfermeiras, estão em sua primeira atuação na gestão e sem formação em gerenciamento ou administração. O estudo identificou ainda cinco principais competências necessárias ao processo de trabalho gerencial na ESF sob a ótica destes gerentes, sendo elaborada a Matriz de Competências para gerentes de UBS com ESF. Esta MC oferece subsídios para propostas tanto na educação permanente como nos processos de recrutamento e seleção, possibilitando a reorientação das funções gerenciais neste nível de atenção à saúde.
This study aimed to identify the profile of the managers of Basic Health Units (BHU) with the Family Health Strategy (FHS) in the municipality of São Paulo, identify the skills needed to work in managerial process FHS under the optics of these and propose an matrix of competences (MC) for managers of BHU with FHS. Method: We opted for exploratory research and methodology with quantitative approach, being divided into 2 stages. In the first step which occurred from May to December 2012, the population was composed of 270 BHU managers with FHS in the city of São Paulo, resulting in 199 (74 percent) who responded the semi-structured questionnaire. This was elaborated with seventeen issues of characterization data and one about the five competencies that managers considered most important for the process of managerial work in Family Health. We used the electronic tool Google Docs ® for sending of informed consent (IC) and of the questionnaire, and the data analysis was done with the aid of descriptive statistics using Microsoft Excel ® software. In the second stage, the research methodology was developed for the construction of the Competency Matrix (MC) for managers. Through the results obtained with the managers and extensive literature review were pointed the following competences, 17 were selected, identified those associated by overlapping, and described the characterizations of the delivery. Results: The profile identified BHU managers with FHS from the county of São Paulo was women (159 = 80%) aged between 30 and 39 years (91 = 46%) nurses (136 = 68%) formed from 10 to 20 years ago (80 = 40%) without a graduate degree in management (118 = 59%) and without experience in management (109 = 55%). Most of it was industrialized nation (175 = 88%) in partner institution that have been promoted to the rank for indication (87 = 44%). Most also works in the primary health care for more than 10 years (95 = 48%), is as a Manager for less than 4 years (122 = 61%) and works in the same BHU for less than 2 years (113 = 57%). The study also identified the core competencies required for the process of managerial work of the FHS under the optics of these managers, namely: planning and organization (148 = 74%), XIX leadership (126 = 63%) teamwork (124 = 62%), integrated management processes (84 = 42%) and team development (82 = 41%). A competency matrix for BHU Manager with FHS was proposed, totaling in seven: (1) management of care, (2) people management, (3) management of political resources, (4) planning and organization, (5) leadership, (6) and decision-making (7) interpersonal relationships. In addition to the definition of each jurisdiction, the characterization of the delivery was described considering the context of the FHS, which brought clarity, objectivity and practicality to this MC. Conclusion: It was identified the profile of BHU managers with FHS from the county of São Paulo, pointing out that the majority are women, nurses, are on their first performance in management and without training in management or administration. The study identified five core competencies necessary for the process of managerial work in the FHS under the optics of these managers, being drawn up the array of competencies for managers of BHU with FHS. This MC offers grants for proposals both in permanent education as in the recruitment and selection processes, enabling redirection of managerial functions at this level of attention to health.
This study aimed to identify the profile of the managers of Basic Health Units (BHU) with the Family Health Strategy (FHS) in the municipality of São Paulo, identify the skills needed to work in managerial process FHS under the optics of these and propose an matrix of competences (MC) for managers of BHU with FHS. Method: We opted for exploratory research and methodology with quantitative approach, being divided into 2 stages. In the first step which occurred from May to December 2012, the population was composed of 270 BHU managers with FHS in the city of São Paulo, resulting in 199 (74 percent) who responded the semi-structured questionnaire. This was elaborated with seventeen issues of characterization data and one about the five competencies that managers considered most important for the process of managerial work in Family Health. We used the electronic tool Google Docs ® for sending of informed consent (IC) and of the questionnaire, and the data analysis was done with the aid of descriptive statistics using Microsoft Excel ® software. In the second stage, the research methodology was developed for the construction of the Competency Matrix (MC) for managers. Through the results obtained with the managers and extensive literature review were pointed the following competences, 17 were selected, identified those associated by overlapping, and described the characterizations of the delivery. Results: The profile identified BHU managers with FHS from the county of São Paulo was women (159 = 80%) aged between 30 and 39 years (91 = 46%) nurses (136 = 68%) formed from 10 to 20 years ago (80 = 40%) without a graduate degree in management (118 = 59%) and without experience in management (109 = 55%). Most of it was industrialized nation (175 = 88%) in partner institution that have been promoted to the rank for indication (87 = 44%). Most also works in the primary health care for more than 10 years (95 = 48%), is as a Manager for less than 4 years (122 = 61%) and works in the same BHU for less than 2 years (113 = 57%). The study also identified the core competencies required for the process of managerial work of the FHS under the optics of these managers, namely: planning and organization (148 = 74%), XIX leadership (126 = 63%) teamwork (124 = 62%), integrated management processes (84 = 42%) and team development (82 = 41%). A competency matrix for BHU Manager with FHS was proposed, totaling in seven: (1) management of care, (2) people management, (3) management of political resources, (4) planning and organization, (5) leadership, (6) and decision-making (7) interpersonal relationships. In addition to the definition of each jurisdiction, the characterization of the delivery was described considering the context of the FHS, which brought clarity, objectivity and practicality to this MC. Conclusion: It was identified the profile of BHU managers with FHS from the county of São Paulo, pointing out that the majority are women, nurses, are on their first performance in management and without training in management or administration. The study identified five core competencies necessary for the process of managerial work in the FHS under the optics of these managers, being drawn up the array of competencies for managers of BHU with FHS. This MC offers grants for proposals both in permanent education as in the recruitment and selection processes, enabling redirection of managerial functions at this level of attention to health.
Descrição
Citação
MARION, Patricia Cruz Rodrigues. Matriz de competências para gerentes de Unidades Básicas de Saúde com Estratégia Saúde da Família. São Paulo, 2014. [121] p. Dissertação (Mestrado em Enfermagem) - Escola Paulista de Enfermagem (EPE), Universidade Federal de São Paulo (UNIFESP), São Paulo, 2014.