Agile methodology has gained wide adoption. Agile methodology, with its iterative and incremental approach for software development, has gained popularity within IT organizations that are facing a dynamic business environment. Agile software development has emerged as an alternative to the traditional Waterfall model in delivering software at a faster pace and having more receptiveness towards the changing requirements. However, Agile methodology was originally designed for small and individual teams. This makes moving Agile to large-scale organizations a complicated task. In this thesis, we will review the challenges and success factors presented by (Dikert et al., 2016) in their systematic literature review for SAFe (Scaled Agile framework). Our thesis is based on empirical research. The authors have conducted interviews to gather data to underpin or dissent from the findings in the systematic literature review regarding the challenges and success factors of implementing SAFe in organizations.

Purpose – The purpose of this master thesis was to extend the understanding of the capabilities needed to enable the organizational transformation required throughout the servitization process. This research aims to identify what capabilities for servitization were important for the case company and understand how these capabilities were developed by adopting a dynamic capability perspective. Methodology – This research adopted a single-case study design to collect and analyze in-depth information about the interviewee’s experiences and perceptions about the case company’s servitization process. Findings – This research developed a holistic set of capabilities for servitization which were critical for the case company to enable organizational transformation within the context of product-oriented servitization. Four main capabilities for servitization were uncovered Strategic Alignment, Customer Relationship, PSS Innovation, and PSS Delivery. Moreover, a framework was created dividing the capabilities into higher- and second-order dynamic capabilities, hence explaining the importance of dynamic capabilities for the development of capabilities. Theoretical Implications – This study extended the understanding of capabilities for servitization by mapping them within the context of the case company. This research also displayed the role of high-order dynamic capabilities as the case company’s capacity to transform and manipulate the organization with the purpose to build second-order dynamic capabilities; therefore, denoting a capability hierarchy by which to distinguish between high- and second-order dynamic capabilities within the context of servitization. Managerial Implications – This research provides managers with a comprehensive collection of capabilities to take into consideration when formulating or executing strategy within the context of product-oriented servitization. Additionally, the distinction among high- and second-order dynamic capabilities for servitization may provide servitizating manufacturers with a new approach to map, organize and prioritize capability development based on the understanding of their function and related micro-foundations.

Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2019-03-19T17:48:13Z No. of bitstreams: 1 Liliane Lopes Pereira Fetzner_.pdf: 1973340 bytes, checksum: 03d525e028e6d12b72e8c0073e89762e (MD5) / Made available in DSpace on 2019-03-19T17:48:13Z (GMT). No. of bitstreams: 1 Liliane Lopes Pereira Fetzner_.pdf: 1973340 bytes, checksum: 03d525e028e6d12b72e8c0073e89762e (MD5) Previous issue date: 2018-08-22 / Nenhuma / O presente estudo busca compreender os elementos necessários para o desenvolvimento de novas perspectivas de liderança nas indústrias, com foco na prosperidade. Devido às mudanças de consciência global, novas relações de trabalho surgiram e com isso as necessidades das pessoas se transformaram, levando a uma mudança também na forma de liderar e fazer gestão nas organizações. A partir disso, entende-se como novas perspectivas de liderança o foco no coletivo / bem comum, pensando a longo prazo, tendo como objetivo produzir resultados sustentáveis para os stakeholders. Estes líderes são propulsores de mudança e transformação e tem habilidade de conectar diferentes paradigmas. Uma empresa que adota as novas perspectivas de liderança apresenta uma cultura que valoriza a inovação, a criatividade e o desencadeamento do espírito humano, ao encontro da prosperidade. Adota-se neste trabalho o conceito de prosperidade compreendido como a busca do florescimento da consciência humana, vinculado a uma visão ampla da vida. Nas indústrias, pelas linhas de produção ali instaladas focadas na produtividade, torna-se um desafio o despertar para novas maneiras de liderar focadas nas pessoas. Como apoio nas empresas, a área de gestão de pessoas exerce um papel relevante para a definição da cultura e clima organizacional. A partir disso, realizou-se uma pesquisa qualitativa baseada em um roteiro de entrevista semiestruturado, envolvendo 22 participantes de duas vertentes diferentes: pessoas que atuam em indústrias, englobando líderes de RH, líderes de áreas e liderados; e pessoas que trabalham em consultorias com processos de desenvolvimento de lideranças nas empresas. Os resultados encontrados proporcionam uma visão voltada ao entendimento do papel das lideranças e perspectivas futuras de mudança ou transformação nas indústrias. Apontam também alguns caminhos à área de gestão de pessoas para o apoio na inserção de novas formas de liderar nas organizações. E por fim são apresentados os elementos necessários para desenvolver nas indústrias, novas perspectivas de liderança com foco na prosperidade. Foram mapeados 10 elementos que podem ser desenvolvidos nas empresas visando à transformação das pessoas e/ou ambiente de trabalho, com o viés de aproximar as novas formas de olhar o indivíduo e o coletivo nos negócios da prática realizada. / The present study seeks to understand the elements necessary for the development of new perspectives of leadership in industries, with a focus on prosperity. In view of the changes in global consciousness, new working relationships have emerged and with this the needs of people have changed, leading to a change in the way of leadership and management in organizations. With this, it is understood as new leadership perspectives the focus on the collective / common good, long-term thinking, with the objective of producing sustainable results for the stakeholders. These leaders are drivers of change and transformation and have the ability to connect different paradigms. A company that adopts new leadership perspectives presents a culture that values innovation, creativity and the unleashing of the human spirit, in the face of prosperity. The concept of prosperity is understood as the search for the flowering of human consciousness, linked to a broad view of life. In industries, by production lines installed there that are focused on productivity, it becomes a challenge to awaken to new ways of leading people focused. As support in companies, the area of people management plays a relevant role in the definition of culture and organizational climate. From this, a qualitative research was carried out based on a semi-structured interview script, involving 22 participants from two different perspectives: people who work in industries, including HR leaders, area leaders and subordinates; and people who work in consultancies with processes of leadership development in companies. The results provide a vision for the understanding of the role of leadership and future perspectives of change or transformation in industries. They also point out some ways to the area of people management to support the insertion of new ways of leading in organizations. Finally, the necessary elements are presented to develop new leadership perspectives focused on prosperity in industries. Ten elements have been mapped that can be developed in companies aiming at the transformation of people and / or work environment, with the purpose of approaching the new ways of looking at the individual and the collective in the business of the accomplished practice.

Com a implementação do programa de virtualização dos processos no Poder Judiciário do Rio Grande do Sul pretendemos analisar as adaptações pertinentes na estrutura organizacional das unidades judiciais do 1º grau de jurisdição e o impacto nas atividades dos servidores e dos juízes. Torna-se necessária uma revisão das práticas tradicionais a fim de preparar e adaptar as unidades jurisdicionais à nova realidade, especialmente no que diz respeito à distribuição das atividades. O programa de virtualização permite a unificação em apenas uma equipe integrante da unidade judicial, dispensando a tradicional divisão entre o cartório e o gabinete. Logo, diante da eliminação dos tempos mortos de tramitação do processo, torna-se imperioso o reforço da equipe de assessoria do magistrado em relação ao pessoal de cartório, mesmo porque a tendência no futuro é de unificação das estruturas cartorárias para atender a todos os juízes da comarca ou, no mínimo, drástica redução e alteração das atividades mecânicas cartorárias. Nesse contexto, na tentativa de auxiliar na elaboração de um cenário dos demais Tribunais brasileiros, além de facilitar as tomadas de decisões cabíveis, a partir de uma metodologia qualitativa baseada em estudo comparativo e entrevistas, foi organizada uma síntese e apresentadas proposições viáveis no que tange à estrutura organizacional do 1º grau de jurisdição do Poder Judiciário, visando sempre maior eficiência e qualidade na prestação jurisdicional. / Regarding the virtualization process of legal proceedings in the lower State Courts of the State of Rio Grande do Sul, this dissertation intends to analyze the necessary organizational structures adjustments and how those affect the activities of such court’s employees and judges. In order to prepare and adapt the jurisdictional units to this new reality, a review of the traditional practices becomes necessary, especially regarding the distribution of the activities of the court’s employees. The virtualization program allows a merge of the court office and the chamber’s employees, dismissing the usual activities division currently existent between them. So, in face of the reduction of the lawsuit delay time, it becomes even more necessary increasing the number of judge’s clerks and other assistant rather than other employees of the court. This is particularly necessary because the trend is that courts’ office structures will be unified in order to serve all judges of a given jurisdiction or, at least, to drastically reduce and change the manual duties of the courts’ offices. In this context, with the intent to help create a scenario of all Brazilian courts, in addition to assist in the courts’ decision making, through a qualitative methodology based on comparative studies and interviews a summary of viable proposals was organized and provided with respect to the organizational structures of the lower courts for more efficiency and quality in the provision of jurisdictional public services.

Desde o final do Século XX e início do Século XXI, estudos analisam a elevada taxa de insucesso ou insatisfação com os Programas de Lean. Esta taxa tem se demonstrado demasiadamente elevada, variando entre 66% e 90%. Como efeito deste insucesso, tem-se o desperdício de tempo, dinheiro, recursos e, talvez o pior, tem-se a propagação do medo nos agentes de mudança em empreitar novas iniciativas de mudança. Estudos apontam a falta de alinhamento de tais projetos com a Cultura Organizacional como uma das questões fundamentais deste insucesso. Partindo desta temática de pesquisa, este ensaio teórico pode ser caracterizado como uma abordagem qualitativa de análise do problema, de natureza básica de pesquisa buscando gerar conhecimentos novos e úteis às organizações, sem aplicação prática prevista neste primeiro estágio de pesquisa. A fonte de evidências para sustentar o modelo proposto foi revisão dos estudos de caso encontrados na literatura, sendo utilizadas tanto uma Revisão Bibliográfica Sistemática (RBS) quanto Exploratória, de tal maneira a buscar o \"estado da arte\" no campo de estudo. A Fundamentação Teórica do trabalho é baseada na literatura de quatro grandes campos de estudo: (i) Estratégia, (ii) Lean, (iii) Cultura Organizacional e (iv) Gestão de Mudanças. A RBS tem foco nas interseções destes grandes campos, agregando 190 trabalhos internacionais. Por sua vez, a Revisão Exploratória traz algumas das principais referências dos três campos de estudo, como: Edgar Schein, John Kotter, Kim Cameron, Robert Quinn, David Mann, dentre outros. Desta maneira, este trabalho estudou a influência da cultura organizacional nos projetos de transformação e, a partir da ruptura com a teoria atual, construiu e propôs uma sistemática teórica, intitulada de \"Sistemática de Transformação\" (ou simplesmente \"Sistemática T\"), a qual propõe o alinhamento entre três dimensões: Estratégia, Projeto de Transformação e Cultura Organizacional. Fazendo uso desta sistemática, é esperado que os agentes de mudança consigam ter um planejamento mais eficaz do processo de diagnóstico, avaliação e gestão da cultura organizacional alinhado à Estratégia e também ao Projeto de Transformação da organização, com ênfase nos Programas de Lean. A proposição e uso desta sistemática pode favorecer tanto a discussão acadêmica na área de Gestão de Operações sobre o tema, quanto fornecer subsídios para aplicações práticas mais eficazes. / Since the late twentieth century and early twenty-first century, several studies have analyzed the Lean Continuous Improvement Programs high rate of failure or dissatisfaction. This failure rate is too high, ranging between 66% and 90%. Because of this rate, companies have lost money, lost time, wasted resources and, perhaps the worst: this failure can spread the fear in the change agents of making new change initiatives. Studies indicate that a key issue for this failure is the lack of alignment between such improvement programs with the organizational culture. Based on this research theme, this theoretical essay can also be characterized as basic research nature seeking to generate new and useful knowledge to organizations without practical application set forth in this first stage of research. The source of evidence to support the proposed systematic will be based on case studies of literature, being both used one Systematic Bibliographic Review (RBS) and Exploratory Review, seeking to achieve the \"state of the art\" in the field of study. The Theoretical Foundation of the work bases on the literature of three major fields of study: (i) Strategy, (ii) Lean, (iii) Organizational Culture and (iii) Change Management. The RBS focuses on the intersections of these great fields, adding 190 international studies. The Exploratory Review brings some of the main references of the three fields of study, such as Edgar Schein, John Kotter, Kim Cameron, Robert Quinn, David Mann, among others. Thus, this paper studied the influence of organizational culture in transformation projects and, from the disruption with the current theory, this research work built and proposed a theoretical systematic, titled \"Transformation Systematic\" (or simply \"T Systematic\") proposing the alignment of three dimensions: Strategy, Transformation Project and Organizational Culture. Making use of this systematic, it is expected that change agents can have a more efficient planning process of diagnosis, evaluation and management of organizational culture aligned to the strategy and also the Transformation Project, with emphasis on Lean programs. The proposition and use of this method can both facilitate academic discussion in Operations Management on the topic, as also provide support for applications best practices.

Desde o final do Século XX e início do Século XXI, estudos analisam a elevada taxa de insucesso ou insatisfação com os Programas de Lean. Esta taxa tem se demonstrado demasiadamente elevada, variando entre 66% e 90%. Como efeito deste insucesso, tem-se o desperdício de tempo, dinheiro, recursos e, talvez o pior, tem-se a propagação do medo nos agentes de mudança em empreitar novas iniciativas de mudança. Estudos apontam a falta de alinhamento de tais projetos com a Cultura Organizacional como uma das questões fundamentais deste insucesso. Partindo desta temática de pesquisa, este ensaio teórico pode ser caracterizado como uma abordagem qualitativa de análise do problema, de natureza básica de pesquisa buscando gerar conhecimentos novos e úteis às organizações, sem aplicação prática prevista neste primeiro estágio de pesquisa. A fonte de evidências para sustentar o modelo proposto foi revisão dos estudos de caso encontrados na literatura, sendo utilizadas tanto uma Revisão Bibliográfica Sistemática (RBS) quanto Exploratória, de tal maneira a buscar o \"estado da arte\" no campo de estudo. A Fundamentação Teórica do trabalho é baseada na literatura de quatro grandes campos de estudo: (i) Estratégia, (ii) Lean, (iii) Cultura Organizacional e (iv) Gestão de Mudanças. A RBS tem foco nas interseções destes grandes campos, agregando 190 trabalhos internacionais. Por sua vez, a Revisão Exploratória traz algumas das principais referências dos três campos de estudo, como: Edgar Schein, John Kotter, Kim Cameron, Robert Quinn, David Mann, dentre outros. Desta maneira, este trabalho estudou a influência da cultura organizacional nos projetos de transformação e, a partir da ruptura com a teoria atual, construiu e propôs uma sistemática teórica, intitulada de \"Sistemática de Transformação\" (ou simplesmente \"Sistemática T\"), a qual propõe o alinhamento entre três dimensões: Estratégia, Projeto de Transformação e Cultura Organizacional. Fazendo uso desta sistemática, é esperado que os agentes de mudança consigam ter um planejamento mais eficaz do processo de diagnóstico, avaliação e gestão da cultura organizacional alinhado à Estratégia e também ao Projeto de Transformação da organização, com ênfase nos Programas de Lean. A proposição e uso desta sistemática pode favorecer tanto a discussão acadêmica na área de Gestão de Operações sobre o tema, quanto fornecer subsídios para aplicações práticas mais eficazes. / Since the late twentieth century and early twenty-first century, several studies have analyzed the Lean Continuous Improvement Programs high rate of failure or dissatisfaction. This failure rate is too high, ranging between 66% and 90%. Because of this rate, companies have lost money, lost time, wasted resources and, perhaps the worst: this failure can spread the fear in the change agents of making new change initiatives. Studies indicate that a key issue for this failure is the lack of alignment between such improvement programs with the organizational culture. Based on this research theme, this theoretical essay can also be characterized as basic research nature seeking to generate new and useful knowledge to organizations without practical application set forth in this first stage of research. The source of evidence to support the proposed systematic will be based on case studies of literature, being both used one Systematic Bibliographic Review (RBS) and Exploratory Review, seeking to achieve the \"state of the art\" in the field of study. The Theoretical Foundation of the work bases on the literature of three major fields of study: (i) Strategy, (ii) Lean, (iii) Organizational Culture and (iii) Change Management. The RBS focuses on the intersections of these great fields, adding 190 international studies. The Exploratory Review brings some of the main references of the three fields of study, such as Edgar Schein, John Kotter, Kim Cameron, Robert Quinn, David Mann, among others. Thus, this paper studied the influence of organizational culture in transformation projects and, from the disruption with the current theory, this research work built and proposed a theoretical systematic, titled \"Transformation Systematic\" (or simply \"T Systematic\") proposing the alignment of three dimensions: Strategy, Transformation Project and Organizational Culture. Making use of this systematic, it is expected that change agents can have a more efficient planning process of diagnosis, evaluation and management of organizational culture aligned to the strategy and also the Transformation Project, with emphasis on Lean programs. The proposition and use of this method can both facilitate academic discussion in Operations Management on the topic, as also provide support for applications best practices.

Organizational failure in Christian schools is a common phenomenon affecting millions of families in the United States. In the past 2 decades alone, more than 200 Christian schools closed each year; and many continued to struggle for survival. This trend presented significant challenge for the sustainability of faith-based schools that serve over 10% of grade-level students in the country. The purpose of this study was to examine internal and external factors impacting the performance of Christian schools and analyze existing theories of institutional effectiveness leading to the development of a sustainable framework. The research question addressed what type of organizational change and performance improvement model is suitable for Christian schools. A total of 32 participants from 5 schools with roles varying from students, alumni, parents, teachers, administrators, board members, and industry experts were interviewed using purposeful sampling method based on their demonstrated leadership capacities. Grounded theory was used for data analysis in categorizing responses using keywords, and synthesizing functional themes that lead to generate the theoretical framework. The result of the study was manifested as The CONCORD Model, featuring an integration of the core attributes of efficacy including academic excellence, visionary leadership, streamlined business processes, socio-cultural diversity, dynamic resource development, and community outreach and networking initiatives. The outcome of the study fills a void in existing literature by presenting a sustainable model for organizational leadership, strategic management, and efficient operations for Christian schools. The model can also be extended to serve transformational initiatives in related nonprofit institutions to impart positive social change and a brighter future for communities that value faith-based education and service for the common good.

行動科技越來越廣泛地應用在我們的日常生活。不僅使用於溝通方面，對企業活動也有了很大的改變。隨著無線傳輸技術的進步，商業資訊可以立即傳遞到每一個人的手持設備，而不受時間地點的限制。許多公司試著採用這種方便的技術，作為他們新的服務策略。本篇基於Star Model架構的背景，研究公司採用行動服務為一種新的策略時，所應該具備的能力。根據個案研究的結果，我們發現了展覽組織者在採用行動服務應注重的一些關鍵因素：一個良好的IT環境、全組織學習、對市場的快速反應、靈活的結構、彈性流程、良好的訓練體系，以及一個適當的獎勵制度。 / The mobile technology is applied in more and more aspects in our daily life. It is used not only in communication, but also business activities. With the great progress of wireless transmission, commercial information can be delivered to one’s handheld devices immediately, no matter where he or she is. Many companies attempt to introduce such convenient technology as their new strategy to perform their real-time services. Individual-oriented information delivery is also a beneficial function for these companies. This research examined the star-model framework in the context of mobile service as a new strategy. With a case study, we found some critical factors that an exhibition organizer should focus on when implementing a mobile IT project: a good IT environment, company-wide learning, quick response, flexible structure, elastic processes, a good training system, and an appropriate performance-based reward system.

當企業面臨內部的規模與範疇擴張及外部的市場需求轉變時，在本業中的成長機會將日漸減少。因此，如何透過開創新事業來回應這些挑戰，往往是企業成長的重要課題。在推動新事業的過程中，如何調整組織架構，並從中萃取出深層的動態能力，以因應後續一波波的環境考驗、持續運用於下一個新事業，更是企業存亡的關鍵。然而，新事業的外部力量、內部變革、及動態能力形成的連結並未被過往研究有效建立。有鑑於此，本研究以明基材料為主軸，探討企業如何在引入外部合作下建構動態能力，並持續演進以因應外部挑戰。 明基材料由光碟事業起家，回應明基友達集團的面板原料需求，而發展偏光片事業。建立起深厚的技術與人才布局後，明基材歷經了偏光片的跌價趨勢及材質瓶頸，進而在金融海嘯後投入成長穩定的生醫產業。在生醫事業中所建構的堅實品牌與通路，更成為明基材後續投入隱形眼鏡事業的動能與後盾、進軍全球市場。本研究依光碟、偏光片、生醫、及隱形眼鏡四大階段作為產業及事業探討的架構，以解構出中每個新事業發展事件背後蘊藏的動態能力基礎。 本研究發現：在導入外部合作模式的情形下，動態能力的養成更能突破內部創新的限制及盲點。在引入垂直或水平的外部力量後，更須將力量挹注到組織內部，在結構、技術、任務、或人員等構面產生變革，方能進一步產生市場預測、技術製程、人才匯流、通路後勤、品牌行銷、及技術互補能力等六大動態能力。在早期的光碟及偏光片事業中，明基材倚重集團的垂直支援，養成了技術製程、技術互補、與人才能力，強調內部定位並掌握動、靜態程序，具有高度路徑相依性。於近期的生醫及隱形眼鏡事業中，明基材則更重視異業水平合作，更完整了品牌行銷、通路後勤、與市場預測能力，著重外部定位並協調動、靜態程序，更彈性掌握技術機會。透過動態能力在定位、程序、及路徑的持續演進，企業方能一次次化解產業危機，在新事業中穩健發展、開創新局。 / When confronted with internal expansion of scale and scope as well as external alteration of market demands, enterprises are bound to face fewer and fewer opportunities of growth in their original businesses. Hence, how to cultivate new businesses in reply to these challenges is usually a crucial issue for enterprise growth. In the process of new business development, the survival of the enterprise lies in the way of modulating organizational framework and extracting profound, dynamic capabilities therein to tackle subsequent environmental trials as well as to exert them on the next new business. Nonetheless, the connection among external strengths, internal organizational transformations, and the formulation of dynamic capabilities wasn’t effectively established in prior research. Accordingly, this study is rooted upon the case study of BenQ Materials Corp. in the aim of looking into how enterprises incorporate external collaborations to construct their dynamic capabilities, which can constantly evolve to cater to external challenges. BenQ Materials was initiated as a disc manufacturer, while differentiating into the polarizer business in response to the demand for panels of the BenQ Group. While establishing solid technical and personnel allocations, BenQ Materials underwent the price-declining trend and bottlenecks in textures, which make it in turn resort to the steadily growing biomedical industry after the financial tsunami. The robust channels and brands built in the biomedical business not only served as the backing and momentum, but further steering BenQ Materials into the contact lens industry and global markets. This thesis classifies both the industry and business analysis into four categories: discs, polarizers, biomedicine, and contact lens, which helps dissect every new business incident, excavate the foundation of dynamic capabilities behind. Throughout the research, this study reveals that under the introduction of external collaborations, the formulation of dynamic capabilities can further break though the blind spots and limits from internal innovations. After importing vertical or horizontal external forces, enterprises should then translate the external forces into internal organization changes in the aspects of the structure, techniques, tasks, and personnel, giving rise to the six dynamic capabilities: market predicting, technique procedural, talent streaming, channel logistical, brand marketing, and technique complementary capability. In the disc and polarizer business, BenQ Materials depended heavily on the vertical support from the BenQ Group and generated the technique procedural, technique complementary, and talent streaming capability, laying emphasis on internal positioning, dynamic and static processes, and high-level path dependency. While in biomedical and contact lens business, BenQ Materials further treasured inter-industry horizontal cooperation, from which the brand marketing, channel logistical, and more comprehensive market predicting capability were nurtured, valuing external positioning, dynamic and static processes coordinating, and elastic technological opportunity managing. The consecutive evolution of dynamic capabilities on positions, processes, and paths not only facilitates enterprises to get through industry crises time after time, but fuels new businesses’ sturdy growth and innovation.

Cette recherche a pour objet l’étude de la problématique de la transformation organisationnelle dans le contexte des organisations publiques au Liban. Elle porte plus particulièrement sur l’amélioration de la qualité des services publics dans les organisations publiques. La qualité est le fer de lance de la stratégie de développement de la satisfaction des usagers. La question de la qualité dans la gestion publique est particulièrement aiguë aujourd'hui. Nous pouvons souligner que les organisations publiques s'orientent davantage vers la satisfaction des usagers qui devient l'un des plus importants objectifs au sein de ces organisations. Cette recherche montre que le cadre théorique et méthodologique de l’analyse socio-économique contribue à améliorer le fonctionnement des organisations. Les prescriptions que nous formulons se déclinent à partir des concepts de la « qualité des services », de la « transformation organisationnelle », et de la « satisfaction des usagers ». Le modèle d’intervention proposée par cette approche consiste, non plus à saisir la qualité à partir des buts à atteindre et à obtenir les transformations requises, mais à définir les conditions d’une possibilité du changement, et à conduire les transformations du management et du fonctionnement de l’organisation, dans ses infrastructures, qui permettront d’atteindre les objectifs ou la mise en œuvre d’une politique d’une plus grande satisfaction de l’usager. Notre contribution, principalement exploratoire, permet de prescrire les adaptations à réaliser sur le plan du management et du fonctionnement des organisations publiques. Notre objectif sera de faire des propositions pour la mise en place d'un système de management socio-économique visant à réduire les dysfonctionnement, à maîtriser la qualité, et à adapter sans cesse les structures d'une organisation publique. / This research has as objective to study the problematic of the organizational transformation in the context of the public organizations in Lebanon. It is more particularly about the improvement of the quality of public services in the public organizations. The quality is the spearhead of the strategy of the development of users’ satisfaction. Nowadays, the topic of the quality in the public management is particularly severe. We can emphasize that the public organizations are moving towards to satisfy more the users, which becomes one of the most important objectives within these organizations.This research shows that the theoretical and methodological scope of the socioeconomic analysis has contributed to improve the functioning of the organizations. The instructions that we formulate are stated on the basis of the notions of the “services quality”, of the “organizational transformation” and of the “users’ satisfaction”. The model of the suggested intervention by this approach does not consist anymore of seizing the quality on the basis of the goals to reach and to obtain from the required transformations, but to define the conditions of change possibility, and to lead the transformations of the management and of the functioning of the organization, in its infrastructures, which will permit to reach the goals or to perform a policy of a bigger satisfaction of the user.Our contribution, which is mostly exploratory, permits to prescribe the adaptations to be realized as regards to the management and functioning of public organizations. Our objective will be to formulate suggestions for the setting of a socioeconomic management system aiming at reducing the malfunctioning, controlling the quality, and at the permanent adaptation of the structures of a public organization.