Search Results for organizational-structure

Abstract

Organizational behavior plays a pivotal role in enhancing the quality of education in general and university education in particular. This is achieved through the availability of technology, an appropriate structure, and an environment that aligns with the needs and capabilities of employees, contributing to motivating individuals to advance and innovate, and enhancing their capabilities to enhance their teaching performance and achieve quality education. Therefore, this research addresses the topic of organizational behavior and its impact on the quality of university education. The research aims to shed light on the concepts of organizational behavior and educational quality and to identify the extent of the relationship and impact of organizational behavior, represented by its four components (individuals, organizational structure, technology, and environment), on the quality of education.

The descriptive analytical approach was used, and data was collected through a questionnaire distributed to a sample of 50 faculty members using the statistical program (SPSS) version 29.

The research concluded that organizational behavior is one of the fundamental and strategic pillars aimed at achieving quality university education, with a close relationship between them reaching 92%. There is also a significant impact of organizational behavior on the quality of education. The study recommended the need to promote positive organizational behavior in the university environment and develop flexible organizational structures and technological and environmental techniques, which would contribute to improving the quality of university education and enhancing faculty 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

This study aimed to know the impact of human resources management in its dimensions, which are (human resources planning, recruitment, human resources appointment, methods of developing and training employees, and performance evaluation) in achieving organizational excellence in its dimensions, which are (organizational structure excellence, organizational cultural excellence, and human resources excellence, and strategic excellence), for employees in the General Electricity Distribution Company in Babylon. The study sample amounted to (55) researchers. The study followed the descriptive analytical approach and used a program in its statistical analysis (SPSS). The study reached a set of results, the most important of which is the existence of a statistically significant impact of human resources management strategies in achieving organizational excellence. It concluded with main conclusions and recommendations that attempt to push the wheel of development and advancement that stems from the culture of human resources and support their efficiency and attempt to support their excellence that contributes to organizational excellence that achieves the desired goals in developing organizations operating in various productions. Completed scientific studies with a solid scientific dimension in the world of scientific research were used to develop the work of administrative organizations and push the wheel of development by focusing on developing the competencies working in the economy. Solid scientific sources were used that can support and the study recommended a set of recommendations, the most important of which are: the necessity of continuing to develop effective and thoughtful strategies for human resources management, which include all stages of the employee's career, so that the human element is optimally utilized in a way that achieves business performance and organizational goals.

Abstract

The research aims to identify the impact of organizational development in its five dimensions, which are (training and developing employees' skills, systems and policies followed, technological methods and tools, organizational structure, analysis of conditions and keeping pace with various environmental variables) on job performance in the General Directorate of Vocational Education. The research problem was represented by asking the question: What is the impact of organizational development in its dimensions on job performance? The study of research variables was chosen due to the novelty and importance of these variables. A main hypothesis was formulated for the research, which stated that there is no statistically significant relationship of influence of organizational development on job performance. The study was conducted in the Ministry of Education / General Directorate of Vocational Education. The research community was represented by the employees of that directorate, numbering (351) employees, and the research sample was (88) employees. As for the means of collecting data, it was done using a questionnaire and personal interviews. The statistical program (SPSS-V.26) was used to analyze the data. The most prominent results reached by the research was the existence of a positive impact of organizational development on job performance in the General Directorate of Vocational Education, and that the most influential dimension of organizational development on job performance is the dimension of training and developing employees' skills. The study recommended providing an appropriate financial budget to carry out the continuous updating of the technological methods used in the directorate in order to ensure the institution’s organizational reconstruction and to bring about major behavioral and technological changes.

Abstract

Theoretical Framework:

This study addressed the phenomenon of quiet quitting as a behavior manifested in employees performing only the minimum required work without showing additional commitment or initiative. This phenomenon is linked to causes such as burnout, lack of appreciation, and the absence of career advancement opportunities, making it a direct threat to employee engagement and organizational performance stability. The study aimed to explore the relationship between the dimensions of digital leadership and the dimensions of quiet quitting among the employees of Al-Maram Advertising Company.

Objective:

The study aimed to test the hypotheses regarding the relationship and impact between the dimensions of digital leadership — namely (digital leaders' competence, digital leaders' capability, organizational structure, and organizational strategy) — and the dimensions of quiet quitting — represented by (work overload, unfair compensation, poor work environment, and lack of career advancement opportunities). It also sought to analyze how digital leadership contributes to reducing levels of quiet quitting.

Methodology:

The study employed a quantitative analysis based on questionnaires distributed to employees of Al-Maram Advertising Company, with data collected from 48 employees in addition to interviews with senior and middle management. A structural model was designed to illustrate the direct effects of each digital leadership dimension on quiet quitting.

Findings:

The study revealed a statistically significant inverse relationship between all dimensions of digital leadership (competence, capability, structure, and strategy) and manifestations of quiet quitting among Al-Maram employees. Collectively, digital leadership accounted for 92% of the variance in quiet quitting (R² = 0.922), with digital leaders' competence having the strongest effect (β = -0.755). While the contributions of the other dimensions were smaller, they remained statistically significant. The results confirm that enhancing digital leadership practices effectively reduces the likelihood of employees’ psychological withdrawal.

Recommendations:

The study recommended that Al-Maram Advertising Company focus on improving digital leaders’ competence through specialized training programs in digital leadership, and activates clear strategies for leveraging technology in communication and motivation. It also advised restructuring the work environment to align with digital transformation requirements. Moreover, the study recommended developing clear promotion and recognition policies to ensure employee motivation and reduce the likelihood of quiet quitting, thereby enhancing employee engagement and sustaining the company’s high performance.

Abstract

The study aims to identify the availability of dimensions and components of marketing intelligence in private hospitals, by studying dimensions of marketing intelligence (product intelligence, competitor intelligence, customer intelligence).

The study was applied in Yemeni private hospitals where the study sample included 80 managerial leaders of those hospitals.

  The study found the results : Marketing intelligence is available at a high level with an average (4.14), Marketing intelligence is available through the product intelligence dimension at a high level with an average (4.15) , Marketing intelligence is available through the competitor's intelligence dimension at a high level with an average (4.12) Marketing intelligence is available through the customer intelligence dimension at a high level with an average (4.14) , There are no statistically significant differences towards the availability of marketing intelligence attributable to variables (age , qualification , years of experience , functional grade) .The study made several recommendations, the most important of which was to build a marketing strategy based on the hospital's overall strategy and future directions. to prioritize marketing research and marketing intelligence to obtain information for the development of medical services, Expand the organizational structure associated with the marketing function and prioritize it in the management aspect the establishment of centres specializing in the collection of marketing information as an entry point for the construction of the marketing intelligence system, Setting up induction courses for marketing intelligence requirements for hospital workers in general and for administrative leaders in particular.