Gestão de processos e resiliência organizacional: proposta de diretrizes estratégicas para a empresa júnior de administração da UFPB

Abstract

Junior enterprises operate within a context characterized by students' practical training and frequent member turnover, which poses challenges to process continuity, activity standardization, and the preservation of organizational knowledge. These enterprises also face issues due to the concentration of practical knowledge among more experienced members, which can hinder the integration of new recruits, inter-area communication, and the reduction of rework. This study analyzes the organizational processes of a junior enterprise affiliated with the Administration program at Campus IV of the Federal University of Paraíba, aiming to define strategic guidelines for strengthening organizational resilience. The research is qualitative, conducted via a case study approach. Data collection involved semi-structured interviews with 4 organization members, enabling an understanding of organizational process stages, key challenges faced, and improvement opportunities. The results show that, while the company's processes are executed collaboratively and recognized by members, there remains a strong reliance on informal alignments and practical knowledge held by experienced members, potentially impeding activity standardization and new member integration. The study proposes the use of process improvement tools—such as the Pareto Diagram, Cause-and-Effect Diagram, and PDCA cycle—as mechanisms to support management and organizational learning. In conclusion, the strategic structuring of processes contributes to enhancing resilience and ensuring organizational continuity in junior enterprises.