The challenge of finding new ways of managing public organizations, which were not limited to the financial and accounting indicators, was the big motivation for the emergence of strategic planning in higher education institutions, through a strategic management system that translates the mission and strategy of organizations, analysis of internal and external environment to the organization. This dissertation discusses the issue of modernization of management, through a descriptive case study performed at the Federal University of Pará (UFPA), how the process was implemented to "improve the system of institutional planning" in order to seek joint solutions the problems faced by the negative factor - precariousness of the planning system - diagnosed in the Institutional Development Plan 2001-2010, UFPA, having the pro-rectory of Institutional Planning and Development - PROPLAN as Central Planning Unit, responsible for developing and deploying of management instruments, defaults, standardizing the general guidelines to all segments of the university into a common axis, guide to the policies of the University, observed the peculiarities of its multicampi configuration. The main objective of this dissertation is to identify the actions established in the process for "improve the system of institutional planning to reduce the precariousness of the planning system at the Federal University of Pará." The methodology used was the qualitative research and how data collection technique was used to documental research. The found results indicate that the concern with strategies on the university management are relatively recent facts and that is found in profound changes, and whereas, in the analyzed period, the major concern takes place in the academic units. It was observed that the phases of the planning process of the actions are not carried out completely in all units and campuses, because the monitoring system of the planning process, virtually did not exist. Therefore, until then, there was no one in the organization culture of planning, lack of integration of planning between the Academic Units and the Central Planning Unit, thus contributing to the instability of the system of Institutional Planning at UFPA. It is concluded that there was a breakthrough in the changes planned and executed, making the organization a UFPA isomorphic, UFPA units facing the same environmental conditions, were compelled to imitate each other, the organizational characteristics were modified by consensus through collegiate decisions through a democratic management, thus making the structural elements isomorphic, consisting then, as the theory in organizational structures that reflect a socially constructed reality. But, although there was a breakthrough in the changes planned and executed, the university has specific mechanisms not because I believe that to make it more effective, but because they are mechanisms imposed by external pressure, the university must meet formal acts, rules, laws and sanctions, in a relationship of domination and dependence, setting the coercive institutional isomorphism. How, also, it is concluded that information collected as no significant organizational change in the broad sense, and yes, some specific modifications. Evaluating then we can say that the UFPA has managed to make their homogeneous units in management practices, specifically the practice of planning, seeking to improve the system of action planning UFPA - to be noted that the twenty-eight Regimental Units established until 2006, nineteen draw up management plans for the period 2002 to 2009, representing 64% of the units that carried out the actions planned in its entirety. And, 36%, nine units did not provide management plans, not used, standardized management tools, providing more uniform general guidelines to all segments of the university a common axis, guiding policies of the University.
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