Search Results for institutional-performance

Abstract

The internal audit function is considered one of the basic functions in institutions because it is a source of information and data that is characterized by its credibility, and because it is a review and monitoring process of all the financial and non-financial operations of the institution in terms of discovering errors and shortcomings or even fraud and manipulation operations, and that one of the most important goals of the institution is its survival and continuity, and for this reason it led to the emergence of the internal audit function, and that the success of any institution lies in the success of its administrative and financial performance evaluation systems as it is the mirror reflecting the evaluation of actual performance compared to the planned performance of the institution.

The research aimed to determine the extent of the necessity of the internal audit function and performance within institutions, and the extent of the ability of institutions to achieve the desired goals through the optimal use of available resources. A set of tools were used, the most important of which were Arabic and foreign books, theses and dissertations in their theoretical aspect, while the practical aspect was the method of direct interviews with the working staff in the department who are specialists, observations and inquiries. Among the most important conclusions reached is that work is not done according to the schedule of tasks, as all the working staff in the department carry out all the work, and the organizational structure prepared by the Studies and Planning Department is not adhered to, as it was found that the Graduates and Certifications Division was merged in terms of work with the Registration and Acceptance Division.

Among the most important recommendations is obligating the department’s staff to implement the work according to the tasks assigned to each division and to work according to the tools of internal control (separation of responsibilities), obligating the divisions to the organizational structure in order to determine responsibilities and provide procedures that do not allow any staff to violate internal control. In short, the internal audit function contributes to achieving the effectiveness and efficiency of institutional performance by evaluating its operations and submitting the results of its work in the form of periodic reports to the institution’s senior management.

Keywords: Auditing, internal auditing, effectiveness, efficiency, institutional performance.

Abstract

In light of rapid economic changes and the increasing intensity of global competition, economic units seek to achieve excellence and efficiency by improving the management of their resources and reducing costs without affecting the quality of products or services. Rationalizing the allocation of costs is considered one of the modern administrative methods that aims to optimize the use of resources and distribute costs to activities. Strictly proportional to its contribution to creating added value in order to achieve this goal, value chain analysis has become an effective strategic tool that contributes to improving cost allocation and enhancing institutional performance. Value chain analysis, created by Michael Porter, depends on analyzing the main and supporting activities within the economic unit and evaluating them with the aim of identifying activities that contribute to creating value. Reality of the product or service from the customer's point of view, Compared to activities that raise costs without providing a tangible return, this methodology contributes to eliminating unnecessary costs and activities that do not add value, which helps achieve greater efficiency in allocating financial and human resources. Applying value chain analysis helps in restructuring operations in a way that ensures compatibility. Between diverse activities and market needs, This contributes to reducing waste and achieving a sustainable competitive advantage. It also contributes to enabling economic units to determine appropriate pricing strategies that reflect actual costs and help enhance profitability margins.

Abstract

This research aims to identify the role of strategic leadership, through its dimensions (clarity of strategic direction, rational use of authority, and ethical and value framework), in achieving outstanding performance in the private universities included in the research sample. (153) valid questionnaires were distributed to the research sample, which included senior and middle management. The data were processed and analyzed using several statistical methods, most notably (arithmetic mean, standard deviation, coefficient of variation, Pearson correlation coefficient, and simple linear regression) using the SPSS V28 statistical software. One of the most important conclusions reached by the research is the existence of a statistically significant correlation between strategic leadership (with its three dimensions: clarity of strategic direction, rational use of authority, and ethical and value framework) and the level of outstanding performance in private universities. This indicates that adopting these dimensions contributes to enhancing the universities' ability to improve their focus on beneficiaries, develop their internal processes, and improve their human resource management as key inputs for institutional excellence. The research recommends the necessity of adopting an integrated strategic leadership system in private universities, based on developing clear and updated documents and strategies, promoting organized delegation of powers, establishing the ethical framework, building leadership and human capacities, and supporting a culture of innovation and continuous improvement, in a way that contributes to raising the levels of institutional performance and achieving excellence in the higher education environment.