Elielton de
Amorim Coelho
Universidade
Federal do Vale do São Francisco (Univasf), Brazil
E-mail: elielton.amorim@yahoo.com.br
Platini Gomes
Fonseca
Universidade
Federal da Bahia (UFBA), Brazil
E-mail: platinifonseca@hotmail.com
Emmanuelle
Fonseca Marinho de Anias Daltro
Universidade
Federal da Bahia (UFBA), Brazil
E-mail: lelledaltro@msn.com
Submission: 5/3/2019
Revision: 5/21/2019
Accept: 6/11/2019
ABSTRACT
The organizational
mission is an important tool to support the management of an organization. This
article aims to analyze the elaboration of the organizational missions of the Secretariats
of Public Security (SSPs) of the Brazilian states, based on the elements
proposed by Pearce (1982) and Pearce and David (1987). For this, the data were
treated quantitatively, and soon after an analysis was made on the
effectiveness of the construction of the missions, based on the criteria
established by the cited authors. As a result, the elements "Product or
service offered" and "Audience" were found more frequently. In
the comparative analysis of the SSP mission by region of the country, two
points stand out: first, the South region is the one that the missions present
more elements indicated in the literature; second that the state that presented
more elements was "Maranhão" located in the
Northeast region.
Keywords: Organizational Mission, Secretariat of Public Security, SSP's.
1.
INTRODUCTION
Brazil is composed of 26 states,
plus the Federal District. These states are also denominated units of the
Federation or federative units. The states are reunited in regions that are:
North, Northeast, Midwest, Southeast, and South (FRANCISCO, 2019).
Because it is such a large country,
there must be sound management of public security secretariats (SSP). To do
this effectively we need to evaluate the strategic management of SSP’s. For
this, it is imperative to know the institutional missions of these
organizations, since the organizational mission, as a component of strategic
planning, can reveal much about the institution and its management form - if
built in a way that allows its effectiveness.
The mission is a purpose, it is the
reason for the existence of an Organization. It is a generic, but long-lasting,
purpose that is intended to serve as a basis for a long time, even though some
modifications may be made over the next few years. Defining the mission and
other elements of Organizational Identity is important, especially as an
organization has several stakeholders who need to know and be aligned with the
purpose of the Organization to know what to expect.
The mission is an essential part of
"strategic thinking". A good "Mission Statement" takes into
account the client's vision, their needs so that they seek the complete
satisfaction of the parties involved and thus achieve an increasing
institutional growth. The mission should be short, inspiring and easy to
understand, to give a clear idea of the procedures and behaviors
expected. (TEXEIRA, 2012).
Caixeta (2014) says that the mission
shows the reason the corporation exists since it directs which sector, which
target public and what social segment the institution intends to impact, that
is, the mission is the instrument that maintains and directs the focus on the
product or service offered by the company.
In the study of the Organizational
Mission, it is necessary to list its status quo, by analyzing its aspects and
elements, thus promoting the insertion of these elements and aspects into the
organizations' mission statements (FUGAZZOTTO, 2009; FREITAS et al., 2019).
This work makes a different
assessment, with data on the missions of SSP` s Brazilian states. In this
sense, the missions do not seek a profitability return to profitability as in
other private organizations, but effectiveness in the sense of social peace and
security for the population, seeking to protect mainly the right to come and go
of the citizen of good, Federal Constitution of Brazil of 1988 in art.5º.
The Atlas of violence 2018, taking
as 2016 data reference in Brazil, showed alarming data because, according to
the Institute of Applied Economic Research - IPEA and the Brazilian Forum on
Public Security - FBSP for the first time in history, the number of homicides
in Brazil surpassed the house of 60,000 in one year. (SALGADO, 2018).
Also according to the same author,
these data of murders committed in the country in 2016 puts Brazil at a level
30 times higher than that of Europe. In the last decade alone, 553,000
Brazilians lost their lives by a violent death, that is, an average of 153
deaths per day, equivalent to the fall of a Boeing 737 packed daily. Of these
data, 56.5% of deaths among Brazilians aged 15 to 19 years were violent deaths.
(SALGADO, 2018).
With these high indexes, an analysis
was made about the construction of the organizational mission of the public
security secretariats of the Brazilian states, in order to analyze if there are
failures, thus influencing these alarming facts. In this sense, the problem of
the present research focuses on the following question: What aspects are
considered when elaborating the organizational mission of the Secretariats of Public
Security (SSP) of the Brazilian states?
Given the problem, in this paper, we
analyze the construction of the mission statements of the Public Security
Secretariats of all Brazilian states and the Federal District, according to
criteria developed by Pearce (1982), Pearce and David (1987). Work did, as an
example, by Freitas et al (2019),
that analyze the institutional mission of the Federal Institutes.
These authors were chosen to
formulate the research due to the large number of published articles following
the same theme. It is also worth mentioning that the authors make it clear that
a good construction of the organizational mission can help in the execution of
the organizational objectives.
2.
THEORETICAL REFERENCE
The concepts of public security in
Brazil and organizational mission were chosen as concepts for object analysis.
These two points can contribute to mission analysis and check the best way to
build an organizational goal.
Fischmann and Almeida (2007) affirm
that strategic planning is an administrative technique that allows the company
to identify its strengths and weaknesses in its organizational mission. In
addition, it also allows you to evaluate the opportunities and threats,
resulting in the decision of the path that the organization should follow. This
choice also defines the idea of the researchers of the present
article as to the importance of a good elaboration of the organizational
mission.
2.1.
Public Safety in Brazil
The Federal Constitution of 1988
determined that public security consists of any administrative organization
that aims to defend and preserve the political order, only (BRAZIL, 1988 ).
In this way, guaranteeing citizens public safety is a duty of the State,
obligations pertaining to national defense and public security bodies,
indispensable for ensuring the safety of people and public and private assets;
the state and democratic institutions; law, order and justice; and national
sovereignty ( BRAZIL, 1988; ANGELS, 2017 )
The Federal Constitution of 1988
attributed to the states the duty of public security, conferring on the police
institutions their exercise, but stated that it is the responsibility of all.
However, the integration of public safety is something to be considered and
discussed, involving objective, subjective, determinable and diffuse, local and
general elements (SILVA, 2010).
Public security policies in Brazil
have, as a rule, been thought of and implemented in a fragmented and unplanned
way. In the resumption of democratic order, in the late 1980s, unlike other
rights endorsed and reformulated by the Constitution, the right to security and
order, as well as the organizational structure that should guarantee them, was
restricted to the listing of some police organizations linked to the
"defense of the State and democratic institutions", passing over the
citizen characteristic attributed to the other spheres of Brazilian social life
that was beginning to be reconfigured (BALLESTEROS, 2014).
Police and criminal justice
institutions have not experienced significant reforms in their structures. For
public security, the effect of this position can be seen in the non-regulation
of article 23 of the Federal Constitution, which deals with the concurrent
attributions between the entities of the Federation, or paragraphs 7 and 8 of
article 144, which provides for mandates and institutions responsible for
providing public security. The absence of rules regulating the functions and
relations of the federal and state police, and even of the civil and military
police, produces in Brazil a framework of several systems for solving similar
problems of security and violence, without, however, achieving great advances
in much of the national territory (LIMA et al., 2016).
The constitutional limitation with
regard to public safety is seen by many authors as a result of the trauma
created in relation to the subject, due to the violations and arbitrariness
committed during the lead years (BALLESTEROS, 2014).
Population growth in the last
decades has increased significantly, due, for example, to the increase in
grapevine expectation. This factor directly influences public security, since
there is a concentration in urban centers, generating a huge demand for
housing, educational, labor and health, and public safety policies. Cluttered
growth implies an increase in peripheral populations that, without a structure
and without the prospect of growth or opportunity, end up going to the side of
unlawfulness.
The climate of insecurity diffused
in society makes it impossible to construct creative alternatives to deal with
the problem of negative expectations. The culture of fear leads people to
believe that they will always be the next victim, and the state, or on its own
initiative, must take immediate action, either by shielding cars, by locking
windows, by implementing electronic monitoring, or by promoting policies of
restricting fundamental rights (Page 6).
In 2004, the social cost of violence
in Brazil was of the order of R $ 92.2 billion or R $ 519.40 per inhabitant,
which corresponds to 5.09% of the Brazilian GDP. In the process of producing
public security policies, the search for efficiency in the use of scarce public
resources should be an important factor (GALDINO et al . , 2015).
In Brazil, citizens experience in
daily life a sense of crisis in the security policy Public ca. If a series of
street killings scare city dwellers, ostentatious policing actions are
sometimes completed with deaths of suspects and civilians not involved in
conflicts. On the other hand, movements of protests by residents of the
periphery also draw attention to the deaths of innocent youths executed by
police officers (NORONHA, 2013 )
Within this scenario, it is seen
that the Secretariats of Public Security have a greater challenge to maintain
order and safety in the population, so it is necessary to have a good
organizational structure to achieve good effect of the functions.
2.2.
The Institutional Mission
The institutional mission of an
organization shows the organization's culture, expressing its values, beliefs,
and objectives that guide its way of standing with society and other
stakeholders (FREITAS et al., 2019). With this, it is noted that the
institutional mission has fundamental importance in an organization, since it
is the reflection of what it must execute. Thus, it can be said that the
mission guides an organization, aiming at the goals. In this sense, it is
important that the mission of the organization be well formulated.
In this way, Pearce (1982) presents
the following elements, necessary, so that an institutional mission can be
considered effective: (1) Product or service offered; (2) Target audience; (3)
The technology used in the production of the service; (4) Survival, growth and
profitability; (5) Organizational philosophy; (6) The public image; and (7) The
proper concept of the organization; image transmitted to those affiliated with
it.
Pearce and David have created an
eighth element, "Geographical domain of the organization", which has
an important analogy with the research segment, and is composed largely of
similar research, showing that this topic has great relevance because it deals
with Public Security. (PEARCE; DAVID, 1987).
According to Pearce (1982), the
institutional mission is characterized as a tool to support strategic
management, when it objectively presents elements that can be measured and
evaluated periodically (FREITAS et al,
2019).
Wright (2007) found in a study that
public servants are more motivated to work when they have challenging, clearly
understood tasks that they believe are important and achievable (Figure 1).
Another influence comes from the valence of the mission, that is, the intrinsic
value that the employees perceive in the institutional mission. This is because
the mission increases the importance of the task to be performed. The
availability of extrinsic performance-related rewards has a significant
influence on the degree of importance that employees attach to their jobs.
However, this influence was less than that attributed to intrinsic rewards from
the institutional mission.
Figure 1: Work motivation model in the Wright public sector (2007)
The institutional mission implies
impacts and reflexes in the organization relating to the purposes and benefits
that it presents. Therefore, it is necessary to analyze to what extent the
definition of organizational mission is, in fact, concrete as a support tool in
the strategic management of a company (ARAÚJO et al., 2018).
For the proper functioning of a
mission, among other things, good planning is necessary. This is a method of
ordering activities that aim to achieve previously established goals to reach
the desired future (RIZZATI et al. , 2012). It is a study aimed at analyzing
the future possibilities arising from some act or effect of the mission in
question, minimizing the negative effects (LUNKES; SCHNORRENBERGER, 2009).
Therefore, with good planning, it is possible to predict results that are
incompatible with the actual mission objective, and thus opt for another
possible alternative that can produce a more satisfactory result (OSSANES et al
., 2015).
The institutional identity must be
built based on its mission, which defines the goal to be achieved by the
organization, and from which the goals to be fulfilled are defined. The
definition of the misstatement may lead to a misinterpretation of the tasks to
be performed by the institution. In this way, one must understand the real
focus of action to, then define the mission, thus ensuring its effectiveness.
3.
METHODOLOGY
The methodological procedures of
this research followed the path followed by the authors Freitas et al (2019)
but with some adjustments. The base article was taken as a reference to the
analysis of the missions of the Federal Institutes and the present article did
a similar research, using the same authors as a source of quantification of the
collected data, but with a differentiation of the data, and analyzing the
missions of the Public Security Offices of the country.
In this article a survey was made,
through a systematic review of the sites of the Secretariats of Public
Security, which approaches the survey survey survey proposed by the author
Bryman (1989). Although the data are informative, the treatment and analysis of
the data was quantitative, seeking to identify elements proposed by the
conceptual analysis model.
A quantitative research was done
through the collection of data from the Public Safety sites, since it describes
the characteristics of a designated population, transforming the organizational
mission statements into numbers through parameters for data analysis, verifying
that the elaboration of the Mission was carried out according to pre -
-established by Pearce (1982), Pearce and David (1987).
For Vergara (2000) the descriptive
research exposes the characteristics of a certain population or phenomenon,
establishes correlations between variables and defines its nature. Still for
the same author, the descriptive research is not committed to explain the
phenomena it describes, although it serves as the basis for such an
explanation..
3.1.
Population and Sample
The study population was the 26
states of Brazil, plus the Federal District. However, in some states, it was
not possible to conduct the research, since the organizational mission
information was not available during the survey. It is likely that this
information is not in the public domain and therefore there is no way to verify
the mission statement.
Table 1 shows the regions of study
at work. It is observed that in the central-west and southeast all states
contain information about the missions, while in the North it was not possible
to find data for the states of Rondônia and Roraima; in the same way that the
information was not found for the Paraíba state in the Northeast and for Santa
Catarina in the South.
Table 1: States evaluated.
REGIONS |
QUANTITIES OF STATES |
TOTAL OF COLLECTED STATES |
TOTAL STATUS WITHOUT
COLLECTION |
North |
7 |
5 |
2 |
Northeast |
9 |
8 |
1 |
Midwest |
4 |
4 |
0 |
Southeast |
4 |
4 |
0 |
South |
3 |
2 |
1 |
Total |
27 |
23 |
4 |
Source:
survey data
3.2.
Data Collection and Analysis
Procedures
In order to carry out the research,
a secondary source was used, which deals with the collection of data that have
already been published, that is, information that is open to the public. The
author Cunha (2008) classifies the "secondary source" as a document
that contains information on primary information is arranged according to a
definitive plan . It also says that it is a document that informs the primary
or original sources. (CUNHA, 2008).
Thus, they collected the Organizational
missions on the websites of SSP` s for analysis thereof with the criteria
established by Pearce (1982) and Pearce and David (1987). Noting that the
research was limited to the analysis of the organizational mission, not
including vision and values.
To perform the tabulation of data,
the classification was performed with eight elements proposed by the authors. F
oi made a thorough reading of the missions and used Microsoft's "Excel
2016" software for data classification. The average mission per region was
also performed. This average was obtained by the number of the missions in the
region divided by the number of states in which the respective missions
information was acquired.
Thus, the discussions of the results
were carried out according to the criteria established by Pearce (1982) and
Pearce and David (1987) in conjunction with the individual analysis of each
mission. Therefore, from this analysis were built the discussions of the
results.
4.
RESULTS
After tabulating the Missions of 23
states found in the research, we sought to locate the existence or not of the
eight elements proposed by Pearce (1982) and Pearce and David (1987) in each
one of the missions. Next, it was divided by regions allowing regional
comparisons and analyzing if there is effectiveness in the construction of each
organizational mission.
In the analysis of the results, the
data were evaluated following the seven criteria proposed by Pearce (1982) and
another "Geographical Domain" by Pearce and David (1987) from
stratification by regionality, similar to the study developed by Freitas et al
(2019 ), but with the context of the research focused on the security of the
Brazilian states. It is worth noting that, since these are public secretariats,
there is no evaluation in the financial area, that is, the element that deals
with survival and profitability was not considered in this present research,
for analysis purposes.
The analyses were stratified by
regions of Brazil (north, northeast, center-west, southeast, and south). In this
context, a comparative analysis is presented mainly of the northeast region to
the others. For a better understanding of the results, Table 02 shows the
organizational mission of the Secretariats of Public Security for each state.
Table 2: The organizational mission
of the Secretariats of Public Security in the States of Brazil.
NORTH |
MISSION |
|
Amazonas |
Provide effective
support to State Public Security. |
|
Para |
Coordinate,
supervise, monitor and evaluate the actions of the organs that are part of
the System, aiming to guarantee the preservation of public order, maintaining
the rights of people and assets, ensuring integrity
and security of the citizen. |
|
Acre |
Promoting
social protection and improving the quality of life of the population by
ensuring a true state of safety and satisfaction for the provision of its
services, through preventive and repressive actions, with community
participation, with the continuous training of all employees and with a
humanized care. |
|
Amapá |
Reducing crime in the state, combating border crime, such as
environmental crimes, trafficking in persons, drugs and weapons, illegal
mining, and disregard of border limits |
|
Tocantins |
Plan and execute
public policies in the area of public security, investigating
and enforcing judicial decisions, promoting citizenship and respect for human
rights. |
|
NORTHEAST |
MISSION |
|
Maranhão |
Promote,
defend and guarantee the human rights of the people of Maranhão, especially
the most vulnerable sectors . Aiming that the human
rights, human development and popular participation
policies structured and consolidated in the State of Maranhão,
become a reference among the units of the federation. Exalting the
following values: respect for diversity; democracy; transversality
and intersectorality : transparency, cooperation and
solidarity; universality; social justice; defense of human
dignity. |
|
Piauí |
Protecting
society against any claims, as it is in the dimension, or in the perspective
of temporality, disasters avoid any purely rational speculation
capable of reaching only the sphere of normality, being situated, in the
plane of adversity, a field that absorbs, including , catastrophes. |
|
Ceará |
To
ensure public order and the security of persons and property, coordinating,
controlling and integrating the actions of the Civil Police of Ceará, the
Military Police of Ceará, the Military Fire Brigade of Ceará, the Forensic
Expertise of the State of Ceará and the Academy State of Public Security. |
|
Rio Grande do Norte |
Promoting public
safety, everyone knows, is a duty of the State, as well as the right and
responsibility of all citizens who compose it, as established in Article
144 of the Federal Constitution. |
|
Pernambuco |
Article
144 - Public security, duty of the State, right and responsibility of all, is
exercised for the preservation of public order and the safety of persons and
property, through the following organs: V - Military
police and military fire brigades. |
|
Bahia |
Preserve
public order and the safety of people and property. |
|
Alagoas |
Promote
the security of the population and ensure social peace through the integrated
management of the Public Security System of the State of Alagoas, respecting
the attributions of each of its institutions, valuing its employees and
bringing the community closer to the public security forces. |
|
Sergipe |
Promote
public security actions aimed at preventing and neutralizing acts and
behaviors that produce violence and crime and limit the freedom of people
throughout the Sergipe territory. |
|
MIDWEST |
MISSION |
|
Mato Grosso |
To
promote the integrated management of public security, through actions of
ostensive prevention and qualified repression, necessary for the maintenance,
preservation and restoration of public order in the State of Mato Grosso. |
|
Mato Grosso do Sul |
Promote public safety |
|
Goiás |
Promote
public security and social defense in an integrated way, contributing to
social pacification in Goian territory. |
|
Distrito Federal |
To
provide the Secretariat of Public Security and Social Peace with the
technological means to achieve the goals, guidelines and objectives
established for the public security of the Federal District. |
|
SOUTHEAST |
MISSION |
|
Rio de
Janeiro |
Plan and manage
the public security policy of the Rio de Janeiro state |
|
Sao Paulo |
To
be the spokesperson of the population about the irregular acts practiced by
the Civil, Military and Technical-Scientific police. |
|
Minas Gerais |
To
promote the efficient management of the Prison System, creating ideal
conditions of security in the prisons and acting in the resocialization of
individuals deprived of their liberty |
|
Espírito Santo |
Promote,
ostensible policing and preservation of public order in the State of Espírito
Santo. |
|
SOUTH |
MISSION |
|
Santa Catarina |
With
quality and transparency to produce knowledge in public safety, through
analysis, studies and multisectorial research ,
aiming to advise the strategic decision making and the management process by
goals and results, also contributing in its area for the promotion of
doctrine and the dissemination of culture. |
|
Rio Grande do Sul |
Preserve
public order, guaranteeing the fundamental rights of the person, through policies of control of crime and violence,
integrated with the community and other instances of public power,
contributing to social development and improvement of the quality of life in
the State of Rio Great Southern. |
|
Source: survey data
It should be noted that the states
not listed in table 2 are because the missions of their SSPs were not found.
4.1.
Analysis of the Mission of SSPs by
Region of the Country.
Initially, the analysis for the
North region is presented. For this region, seven secretariats. Adopting the
procedure indicated in item 3.2, it was not possible to obtain the mission
statement of the Secretariats of Rondônia and Roraima, because the data were
not found in the present research.
Thus, based on the criteria of
Pearce (1982) and Pearce and David (1987), it was observed that the
Secretariats of Public Security in the northern region have one to four
elements.
According to the pre-defined
elements of the research, these secretariats do not have a fully effective
institutional mission, since they do not include the eight elements necessary
for a mission to be considered as fully effective.
The elements most adopted by these
institutions refer to " The proper concept of the organization " with
four frequencies, " Product or service offered " and "
Organizational philosophy " with three. However, it is worth mentioning
that even those elements having a higher frequency did not have satisfactory
results since a maximum of four secretariats appeared since the universe of
this region would be seven secretaries. It is worth noting that the
secretariats of two states (Rondônia and Roraima) were not found and,
therefore, it was not possible to participate in the research, as evidenced in
Table 3.
The North region, although not very
effective in the missions, presents an average of 3.4 elements per State. It is
worth noting that one of the points that had the lowest frequency was "
The technology used in the production of the service ", since it was
informed only in the state of Acre, and this criterion is very important to
define and help with more clarity the effective accomplishment of the mission.
Table 3: Evaluation of the elements
of the missions of the States of the Northern region of Brazil.
NORTH REGION |
A* |
B* |
C* |
D* |
E* |
F* |
G* |
Universe |
Frequency |
Product or service offered |
1 |
1 |
1 |
|
|
|
|
7 |
3 |
Target Audience |
1 |
|
|
|
|
1 |
|
7 |
2 |
The technology used to
produce the service |
|
|
1 |
|
|
|
|
7 |
1 |
Survival, growth and profitability |
|
|
|
|
|
|
|
7 |
0 |
The Organizational Philosophy |
|
|
1 |
|
|
1 |
1 |
7 |
3 |
The public image |
|
1 |
1 |
|
|
|
|
7 |
2 |
The concept of the
organization itself |
|
1 |
1 |
|
|
1 |
1 |
7 |
4 |
Geographical Domain |
1 |
|
|
|
|
1 |
|
7 |
2 |
Total |
3 |
3 |
5 |
|
|
4 |
2 |
|
|
A*: Amazonas; B*: Para; C *:
Acre; D *: Rondônia; E *: Roraima; F *: Amapá; G *:
Tocantins.
Source: survey data
In the Midwest region
were surveyed four secretaries In this region it was possible to analyze all
the states, although in this region the missions are infrequently in the
elements established by Pearce (1982) and Pearce and David (1987). All the
secretaries of the states obtained frequency in the element "Product or
service offered", in contrast, this region only obtained frequencies in
four of the eight elements proposed by the authors, evidencing that the
declarations of mission of the secretariats of that region are a little distant
of the average satisfactory necessary to achieve 100% effectiveness in its
construction. Among the elements that do not present frequency is the
"Public image", since, because they are public secretariats, it is fundamentally
important to have such an element in the mission. The data discussed are shown
in table 4.
Table 4: Evaluation of the elements
of the missions of the States of the Central-West region of Brazil.
MIDWEST REGION |
A* |
B* |
C* |
D * |
Universe |
Frequency |
Product or service offered |
1 |
1 |
1 |
1 |
4 |
4 |
Target Audience |
1 |
|
1 |
1 |
4 |
3 |
The technology used to
produce the service |
|
|
|
1 |
4 |
1 |
Survival, growth and profitability |
|
|
|
|
4 |
0 |
The Organizational Philosophy |
|
|
|
|
4 |
0 |
The public image |
|
|
|
|
4 |
0 |
The concept of the organization
itself |
|
|
|
|
4 |
0 |
Geographical Domain |
1 |
|
1 |
1 |
4 |
3 |
Total |
3 |
1 |
3 |
4 |
|
|
A*: Mato Grosso; B*: Mato Grosso do Sul; C*: Goiás; D*:
Distrito Federal.
Source: survey data
Among the secretariats
in this region, the one with the worst mission effectiveness’ construction is
the state of Mato Grosso do Sul, which presents only one of the eight criteria
established in the research. It is worth mentioning that the other states are
also not very effective in the missions, because the secretariat that presents
the best result is that of the Federal District, presenting only four elements.
In the Southeastern
region, the institutional mission of four secretariats was researched; in all
these missions were in the public domain during the research. However, the
missions declared have little effectiveness in its construction according to
the criteria established by Pearce (1982) and Pearce and David (1987), since
they do not have four of the eight established criteria, this fact can be a
serious problem in the management of the secretariats.
Table 5: Evaluation of the elements
of the missions of the states of the Southeast region of Brazil.
SOUTHEAST REGION |
A* |
B* |
C* |
D * |
Universe |
Frequency |
||||||
Product or service offered |
1 |
1 |
|
1 |
4 |
3 |
||||||
Target Audience |
1 |
|
1 |
1 |
4 |
3 |
||||||
The technology used to
produce the service |
|
|
|
|
4 |
0 |
||||||
Survival, growth and profitability |
|
|
|
|
4 |
0 |
||||||
The Organizational Philosophy |
|
1 |
|
|
4 |
1 |
||||||
The public image |
|
|
|
|
4 |
0 |
||||||
The concept of the
organization itself |
|
1 |
1 |
|
4 |
2 |
||||||
Geographical Domain |
1 |
|
|
1 |
4 |
2 |
||||||
Total |
3 |
3 |
2 |
3 |
|
|
||||||
A *: Rio de Janeiro; B *: São
Paulo ; C *: Minas Gerais ; D *: Espírito Santo.
Source: survey data
Of the evaluated
elements who have most often are "product or service offered" and
"Target". It is worth mentioning that the two of the four states
present frequency in the two elements, these states are Rio de Janeiro and
Espírito Santo. One of the main problems detected is that, like the Midwest,
none of the secretariats present frequency in the element "Public image".
It is worth mentioning that the Southeast and Center-West regions obtained
equal frequencies of the missions collected, with results of 2.75 frequency per
State.
In the southern region
the Santa Catarina state secretary did not participate in the analysis of the
research, since the mission statement of the state was not found, and may not
be in the public domain. Those of Paraná and the Rio Grande do Sul obtained
relative effectiveness construction since in the missions of the same five of
the eight elements were identified, being one of the eight elements was
disregarded of the analysis. Among the most relevant information, it is
important to note that the state of Rio Grande do Sul presented frequency in
the element "Public Target", which deals with public safety is an
element of fundamental importance.
Table 6: Evaluation of the elements
of the missions of the States of the southern region of Brazil.
SOUTH REGION |
A* |
B* |
C* |
Universe |
Frequency |
Product or service offered |
1 |
|
1 |
3 |
2 |
Target Audience |
|
|
1 |
3 |
1 |
The technology used to
produce the service |
1 |
|
|
3 |
1 |
Survival, growth and profitability |
|
|
|
3 |
0 |
The Organizational Philosophy |
1 |
|
1 |
3 |
2 |
The public image |
1 |
|
1 |
3 |
2 |
The concept of the
organization itself |
1 |
|
|
3 |
1 |
Geographical Domain |
|
|
1 |
3 |
1 |
Total |
5 |
|
5 |
|
|
A*: Paraná; B*: Santa Catarina; C*: Rio Grande do Sul.
Source: survey data
The South region
obtained the highest average between the frequency of the elements in the
missions, with an average of 5 per State. However, it is worth mentioning that
the research universe in this region was small, with two states analysis.
However, it is observed that there is a relative attendance in the elaboration
of the Missions in this region, since a well elaborated mission assists in the
planning, also helps in a good elaboration of strategy, among other factors..
In the Northeast
region, the mission of the Paraíba state was not found. This region is the
largest, with a universe of nine states. This region was the only one that
obtained one of the states (Maranhão) with six of the eight elements identified
in the mission. In general, this region had a frequency in the elements, not
only being present in the element " Survival, growth and profitability
", since it was disregarded in the research because it is a non-profit
public secretariat. Among the element most frequently between states is the
"Target audience". Among the states, those with the lowest
effectiveness construction in the missions were Rio Grande do Norte and Bahia,
which obtained only two frequencies of the eight elements.
The state of Maranhão
in the Northeast Region was the most frequent state in the established
criteria, evidencing a good organizational mission. This directly affects the
administrative scope of the organization, making clear the objectives that the
institution seeks, allowing to develop more efficient goals and better guiding
the principles. However, this does not mean that this state has a better
effectiveness in the execution of the mission.
Table 7: Evaluation of the elements
of the missions of the region Northeast in Brazil.
NORTHEAST REGION |
A* |
B* |
C* |
D* |
E* |
F* |
G* |
H* |
Y |
Universe |
Frequency |
Product or service offered |
1 |
1 |
1 |
|
|
|
|
1 |
1 |
9 |
5 |
Target Audience |
1 |
|
1 |
1 |
|
1 |
1 |
1 |
1 |
9 |
7 |
The technology used to
produce the service |
|
|
1 |
|
|
1 |
|
|
|
9 |
2 |
Survival, growth and profitability |
|
|
|
|
|
|
|
|
|
9 |
0 |
The Organizational Philosophy |
1 |
1 |
|
|
|
|
|
1 |
1 |
9 |
4 |
The public image |
1 |
1 |
|
|
|
1 |
|
|
|
9 |
3 |
The concept of the
organization itself |
1 |
|
1 |
|
|
|
1 |
1 |
|
9 |
4 |
Geographical Domain |
1 |
|
|
1 |
|
|
|
1 |
1 |
9 |
4 |
Total |
6 |
3 |
4 |
2 |
|
3 |
2 |
5 |
4 |
|
|
A*: Maranhão; B*: Piauí; C*: Ceará; D*: Rio Grande do
Norte; E*: Paraíba; F*: Pernambuco; G*: Bahia; H*: Alagoas; Y*: Sergipe.
Source:
survey data
In general, the
Southern and Northeastern Regions were the most important in the effectiveness
construction of the missions, since they present the greatest number of
elements according to the analysis of Pearce (1982) and Pearce and David
(1987). One can also affirm that the elements are efficient in the verification
of missions in an institution, and the only element that did not have
representativeness was ' Survival, growth and profitability 'since SSP's are
non-profit entities. However, in comparison to the average frequency of
elements in the missions of the States, the Northeast region obtained the
second best average with 3.63 losing only to the South region
4.2.
Comparative Analysis of the
Brazilian SSP Mission
It can be seen in table
8, in relation to the results already presented, that there was a greater
frequency of the " Product or service offered " with a frequency of
seventeen since twenty-three missions of the secretariats were analyzed since
of four secretaries the declaration was not found of the mission. Among the
elements, the "Public image" has one of the lowest frequencies, which
within the context of public security secretariats would be one of the most
important elements, since it is about public safety.
Table 8. Evaluation of the elements
of the missions of the States of Brazil.
IDENTIFIED ELEMENTS |
FREQUENCY |
UNIVERSE |
Product or service offered |
17 |
27 |
Target Audience |
16 |
27 |
The technology used to
produce the service |
5 |
27 |
Survival, growth and profitability |
0 |
27 |
The Organizational Philosophy |
10 |
27 |
The public image |
7 |
27 |
The concept of the
organization itself |
11 |
27 |
Geographical Domain |
12 |
27 |
Source:
survey data
We emphasize the low
incidence of element technology used in the production of the service, since
the research was limited the institutional mission statements, not considering
the analysis the vision, values, and principles of the organization, it is
believed, contemplate these elements in your design.
Already in relation to
the target audience distance walk which was the second major element in
relation to frequency presented in mission statements, it is noteworthy that in
the case of SSP's this element is made , it is where you have a direction of
the effective for certain regions or better community s for which their
services are offered .
It would also require a
greater assignment of the geographical domain, since this element is one of the
most important in terms of security in the general sense, and in the research
did not have satisfactory results, often less than expected.
5.
5 CONCLUSION
This article admits
that the mission statement, if elaborated, can be considered a management tool
of great importance, assisting both in the planning and strategic management of
Public Safety Secretariats. However, no correlation between crime rates and
good SSPs' missions has been found in the literature or empirical data from
exploratory research. However, this diagnosis is important to redirect the
Secretariats in the preparation of missions.
The results show that
of the 23 public security bureaus ( SSP's ) surveyed, a large part of them are
infrequently of the elements proposed in the research. It should be noted,
however, that the secretaries mostly do not pay special attention to the
technology used to perform the service, focusing on the commitment to the
service offered, but for a better result, both would have to be employed
together in order to have results.
It is also observed
that the public image has not received due attention in the declaration of the
institutional mission, it is perceptible that this point can be explained in
the vision and values, taking into account that the research analyzed only the
mission, but according to Pearce (1982) this element has fundamental importance
in the mission statement so that it has a good construction.
Therefore, from the
central objective dees research, it is concluded that the SSP` s surveyed, none
had the eight elements proposed by the studies that support research. Only one
of the 27 secretariats presented a more satisfactory level of results, reaching
frequency in six of the eight elements proposed by Pearce (1982) and Pearce and
David (1987), thus having a greater effectiveness in the construction of the
mission: Maranhão. It was also detected that the Southeast and Center-West
regions obtained the worst means of frequency of research elements..
According to the
present research, it is also concluded that the expansion of the institutional
mission can facilitate its understanding, since the effectiveness of the
mission is independent of its extension, but rather of the clarity with which
it is designed and of the way in which the elements are composed to be
considered for the mission to be effective.
The research of this
article tries to prove the necessity that the organizational missions are well
elaborated, so that they are effectively satisfactory and serve as a support
for the strategic management of the secretariats, evidencing that the research
is not intended to exhaust the discussions on the subject, but intends to start
a discussion about a particular research .
The research had
limitations in that it was not possible to analyze the missions of four states
(Rondônia, Roraima, Santa Catarina, and Paraíba ) because they had not found
their mission statement. Another point is that in some states, although found,
it was more difficult because of the lack of clarity of the sites, thus making
limited access to certain information about Public Security Secretariats.
Finally, it is worth mentioning that
the article is only a limited discussion on the efficient construction of
organizational mission, according to criteria established by Pearce (1982) and
Pearce and David (1987), with frequency analysis in eight elements predefined
by the authors, not including the pursuit of the vision, values, and principles
of SSPs. For future research, it is possible to study the comparative of these
results of the elaboration of effective missions with the indices of public
security of the states, in order to detect if this effectiveness of the
missions presents in practice improvement in the security indices of certain
states.
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