Our research object is to test the contribution of socio-economic management to improving economic and social performance in the context of a Moroccan public administrative organization, in this case the Regional Center for Trades of Education and Training of Casablanca-Settat region (CRMEF CS) in Morocco. As public administrative training organizations, the CRMEF CS are unique and complex organization.

They are special organization because of the specificity of their mission, their clienteles/users and their managerial culture. First and foremost, the CRMEF are public organization whose mission is to train teaching staff for the national education system - a strategic mission for the State, and as such, production and consumption cannot be left to the market alone.

Secondly, the clientele of these establishments is essentially made up of users of the various teacher training cycles and pedagogical executives, who will be called upon to watch over the education and training of future generations, and consequently society as a whole is concerned by this mission. Finally, these establishments are characterized by a particular managerial culture, in the sense that they are professional bureaucracies Mintzberg (1979) governed by a political type of management control Hofstede (1978).

To achieve this objective, in accordance with our theoretical positioningwe carried out, within the CRMEF CS, a longitudinal “qualitative intervention research” with a transformative aim. Our research protocol consists of identifying the various organizational dysfunctions, quantifying the hidden costs that result from them as well as proposing and evaluating an action plan to improve the economic and social performance of the organization.

Our methodology therefore largely meets the Evidence Based Management (EBM). In this book, we will successively present the theoretical and methodological framework of our research, the implementation of the research as well as the main results obtained.

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