Abstract
Federal University Hospitals require investments for their role in teaching, research, and health care. After a weakening of their activities, the Brazilian Company of Hospital Services (EBSERH) was created to restructure the provision of health services. The research aims to identify dimensions adhering to a new public service as another look at the management of EBSERH in the University Hospital of Santa Maria (HUSM). This is a case study of qualitative and quantitative approach. Structured and undisguised interviews were carried out with care professionals from two sectors of the Intensive Care Unit of HUSM. The instrument used was comprised of 11 questions based on the criteria adhering to the discussion process, inclusion, autonomy and transparency. Thirty health professionals participated in the research. The results showed that the question about the discussion of cases between care professionals and managers received the lowest average (2.933). The second-lowest average (2.967) was about consensus in decision making. Still, 43.3% of the interviewees answered with indifference about opinions heard and respected by the team. And 50% of the analyzed professionals agreed about identifying action limits in their work routine. It is concluded that the dimensions in the organizational management of HUSM that characterize another look in the dimension of leadership for the public good present weaknesses in the discussion and decision making. Still, divergences and lack of inclusion in inter-team decision-making are evident. The need for further studies capable of identifying improvement processes in hospital management and doing health for the public good is emphasized.