Abstract
The general organization of today results from a combination of elements that makes it a very complex entity, in which the operational and support dimensions should co-exist in a dynamic and constant balance, whose configuration must have flexible and adaptable mechanisms to the outside world. The operational dimension of the organization, in this context, performs a key role because it is linked to the executables that generate output to the exterior, representing the added value and allowing it to achieve measurable objectives. Business Processes perform a key role and are essential for ensuring the availability of resources for proper organization functioning. As processes increase in complexity, it is essential to identify, given the complexity of procedures, what is the relationship between the operational component (generator of value) and the support component and, also, how to draw, organize and manage an organization, in the human and material resources domain, considering i) multiple restrictions; ii) critical needs of real time; iii) various configurations. The Portuguese Air Force, based on a coherent set of principles, initiated a process of change. The core business, flying, is a proven success and the evolving principles can be used in the Organization itself to improve self-awareness.
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Páscoa, C., Tribolet, J. (2010). Organizational and Design Engineering of the Operational and Support Components of an Organization: The Portuguese Air Force Case Study. In: Harmsen, F., Proper, E., Schalkwijk, F., Barjis, J., Overbeek, S. (eds) Practice-Driven Research on Enterprise Transformation. PRET 2010. Lecture Notes in Business Information Processing, vol 69. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-16770-6_3
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