COB-2023-0542 A NEW PROCESSES MANAGEMENT METHOD ORIENTED TO SATISFY ORGANIZATIONAL NEEDS. Joel Carlos Vieira Reinhardt Instituto de Fomento e Coordenação Industrial -IFI. joel.reinhardt@gmail.com Mariana de Freitas Dewes Universidade Federal de Ciências da Saúde de Porto Alegre – UFCSPA. marianadewes@ufcspa.edu.br Odair Lelis Gonçalez Instituto de Estudos Avançados – IEAv. odairlelisgoncalez@gmail.com Abstract. This paper presents a new process management method, which considers the organizational needs analysis, possible satisfaction object, objective, the process that can provide this objective, and the set of key variables, indicators, and goals, oriented to determine and prioritize actions to manage the processes with the focus on meeting organizational needs. The researchers applied this method at the Department of Aerospace Science and Technology - DCTA, in two case studies: one carried out at the Division of Nuclear Energy of the Institute of Advanced Studies - IEAv, and the other at the Radiological Protection of the Industrial Fostering and Coordination Institute - IFI. The semantic categorization at qualitative research analysis of employees' perception demonstrates it was possible to clearly and concisely determine strategic objectives, necessary processes to build these objectives, and determination of indicators to measure the processes progress toward the goals, determined through evidence supported by monitoring key variables. Organizational management needs to allow active posture by adopting a new conception of monitoring and indicators construction. In the studied organizations, the proposed method has performed an effective change in process management by focusing on managing organizational needs and disrupting historical customer-focused management practices. Keywords: process management, quality management, prospective scenarios, organizational needs management. 1. INTRODUCTION In cutting-edge or specific technologies, such as those in the space sector, interested parties’ polarization, and aversion to high financial risk, make it difficult to achieve a satisfactory result by a strategy guided only by requirements established for the most diverse desires and needs satisfaction. customers, some of them unknown to end user of space technology. Despite understanding the need to define processes guided by objectives and goals, benefits are still not fully understood or linked to performance of organizations (Bartkus, Glassman, McAfee, 2006). This practice, in addition to being harmful and without added value to guide the strategy for determining organizational objectives, produces an effect that discredits management methods. Critical prospective scenarios analysis related to organization's activity sector, and the state determination that management needs to achieve in future, constitutes a tool that considers relevant questions in organization's processes formulation, which make it possible to reach the necessary future state (Marcial, Grumbach, 2008). Use of prospective scenarios for identifying organizational needs provides a strong change in organizations’ management paradigm, currently focused on meeting external customer requirements, which are often dispersed and do not have a defined strategic orientation (Petroni et al., 2009), to focus on organizational needs, determined by its employees’ perception about context in which organization operates. Through prospective scenarios analysis, and determination of the necessary future state and differences in relation to current state, one can identify organization's needs to build new capabilities, and manage possible contingencies, uncertainties, trends, risks and opportunities (Miller, Waller, 2003). According to Maslow (1981, p. 49), the way to satisfy the dominant need is motivation. Consequently, a strategic determination to build the necessary future state can inspire collaborators to take actions that align with satisfying the organization's dominant needs, resulting in tangible and contextually relevant outcomes. Managerial actions should be directly linked to the process management results, quantitative and qualitative indicators monitoring and implementation, and goals establishment; not only challenging but necessary to signal key objectives construction that support the organization's success (Van Looy, Shafagatova, 2016). Customer service undergoes a critical analysis if the organization is able to serve that customer, and