Search Results for zain-telecommunications-company
Abstract
The primary objective of this study is to verify the effect of smart strategies on achieving organizational excellence at Zain Telecommunications Company. The researcher adopts the descriptive analytical approach in conducting the survey to achieve the study objectives. The researcher relied on two main tools in collecting data, namely the questionnaire and interviews, and distributed (80) questionnaires to the employees of Zain Company, but the valid for statistical analysis (73) and determine the sample in addition to identify the demographics of the sample (age - gender - educational qualification - years of service - job title) and verbal statements of their opinions about the smart strategies (continuous learning, technological integration, understanding the environment, strategic adaptation) as well as the organizational excellence (organizational excellence is measured by a set of variables, namely performance results, customer focus, internal processes, continuous improvement. The most important conclusions of the study were that strategic skills have a positive impact on achieving organizational excellence in Zain Telecommunications Company. Two-tailed test results on the correlation between smart strategies and organizational excellence show a strong positive correlation. A smart strategy will significantly impact organizational excellence. A high level of smart strategies will have a high level of organizational excellence and vice versa. Smart strategies are the driving force of change in the organization. Its positive impact on organizational excellence must be sufficiently emphasized and enhanced in the organization. The most important recommendations of the study are that Zain Company should work to create a collaborative multi-dimensional work environment to improve the performance of its employees and earn their satisfaction, and Zain Company should take into consideration the idea of sharing some responsibilities with its employees and providing them with the opportunity to make decisions, in order to improve skills and increase the sense of belonging, as well as putting more effort to apply digitization in all departments and workstations.
Abstract
This research aimed to investigate the strategic role of Strategic Renewal (across its core dimensions: content, context, and process) in mitigating Organizational Anomie and its behavioral and value-based manifestations (anomie/normlessness, organizational cynicism, and the absence of values) within the dynamic organizational environment of Zain Iraq for Telecommunications. To achieve the research objectives, a descriptive-analytical approach was adopted. Data were collected through a specially designed questionnaire distributed to a purposive sample of leaders and administrators within the company. The data were analyzed using SPSS, employing descriptive statistical methods (Arithmetic Means and Standard Deviations) and inferential statistics (Pearson Correlation Coefficient and Simple Linear Regression). The results revealed high levels of both strategic renewal practices and organizational anomie within the surveyed company. Furthermore, a statistically significant inverse correlation was identified between the two variables, indicating that higher levels of strategic renewal are associated with a decrease in organizational anomie. Regression analysis further demonstrated that the dimensions of strategic renewal collectively explain 60% of the variance in organizational anomie, with the "Process" dimension exerting the strongest impact, followed by "Context" and "Content." The research concludes that strategic renewal serves as an effective entry point for curbing value-based and behavioral disintegration (anomie) in organizations operating in rapidly changing environments; however, its effectiveness is maximized when it encompasses processes and a supportive organizational context, rather than being limited to strategic content alone. The study recommends that the company's management focus on enhancing the value-driven and cultural aspects of renewal while bridging the trust gap between management and employees to achieve more integrated and sustainable strategic renewal
Abstract
Employee development is a fundamental pillar for the success of any organization striving for sustainable growth and excellence in performance. It encompasses a range of processes and activities aimed at enhancing the skills, knowledge, and capabilities of employees, leading to increased productivity and improved work quality. Through continuous training, self-learning, mentoring, and providing opportunities for career growth, employee development fosters loyalty and empowers individuals to contribute effectively to organizational goals.