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This paper aims to present a comparative analysis of organisational change at the National Indian Foundation (FUNAI) in João Pessoa and the impacts caused by the publication of Decree 7.056/2009. The threshold of the investigative process was inductive analysis, which made it possible to examine the phenomenon of an administrative nature. The data obtained in this analysis was collected through observation, documents and individual interviews using a semi-structured script. The qualitative analysis of the data, the information ordered and organised, was analysed and interpreted using "Content...
This paper aims to present a comparative analysis of organisational change at the National Indian Foundation (FUNAI) in João Pessoa and the impacts caused by the publication of Decree 7.056/2009. The threshold of the investigative process was inductive analysis, which made it possible to examine the phenomenon of an administrative nature. The data obtained in this analysis was collected through observation, documents and individual interviews using a semi-structured script. The qualitative analysis of the data, the information ordered and organised, was analysed and interpreted using "Content Analysis". The results showed that this organisational change caused organisational dysfunction in the administrative unit of this indigenous body, which until then was considered a model of participatory management and maintained effective public management in Paraíba. In addition, this change ended up having a negative impact on the Potiguara, as this indigenous ethnic group found itself unassisted by the foundation, which became the reason for a huge revolt on the part of this ethnic group.
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