الفهرس 
مقدمهيوجد فقط 14 صفحة متاحة للعرض العام
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المستخلص
Using Of Reengineering Approach to Improve Managerial Training Effectiveness
”Application Study in Training Center for Executives in the Government Sector ”. 1-Research Problem
The inability of training activity in the center to meet the training requirements of civil servants specially the leading posts occupant decreases the significance of training as a pre- requisite for facing international &local challenge. 2-Significance of The Research
2/1 for Science
2/1/1 Tremendous and Continues changes at the International and local level and their consequences ,i.e., constant changes in work methods and developing human
resources to face such changes and to be employed through new updated system guaranteeing the well effectives of human beings.
2/1/2 this research is considered linking reengineering approach to training
effectiveness and this is through an applied case in one of the government bodies. 2/2 for the researcher
Enriching the thought of the researcher in the subject of reengineering and its relation with training activity.
2/3 for the T.C.E.G.
T.C.E.G. is responsible for drawing up training policies and executing many programs for civil servants whose number exceeds 5 million civil servants. Leading posts occupants inside the state administrative machinery. Director General, under- secretary and first under — secretaries are more than 8000 civil servant. This is in addition to the posts of middle management and supervision whose number reach 150 thousand post. The large number of these posts explain
the importance of having highly — efficient managers. Hence, this requires well-developed system for preparing leaderships. 3-Research Targets : 3/1 — Describing the real applied system for training leaderships in T.C.E.G.
3/2 — Getting acquainted with strong and weak points in the present system of training leaderships.
3/3 — Supporting strong points found in the present system by taking these points into accounted rebuilding anew system.
3/4 Handling weak points found in the present system by rebuilding a suitable system for training leaderships. 4-Research Questions
4/1 — do leading programs in TCEG contribute to preparing a group of managers able to develop Governmental performance through effective training programs? 4/2 — Is there any difference in the formation of permanent committees for
selecting leaderships from one body to another, Is there any effect for such formation on the effectiveness of training programs?
4/3 — Are there any unified criteria upon which the nomination process for leading posts are based? Or is this left for the opinion of leading committee?
4/4 — Do leading committees conduct examinations for nominees as this allowed for them according to the items of lows?
4/5 — What is the importance of the six axes identified by the training system put for occupying leading post, according to law No. 5 of 1991?
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4/6 — Does the design of leading programs correspond with the well-known scientific bases?
4/7 — What is the level of executing leading programs especially on the side of trainers, supervision and training services?
4/8 — What are the training equipment available in the centre and to what extent are they used?
4/9 — What are the training methods used by trainers in the class? And to what extent do trainees benefit from them and are they suitable for the training subject? 4/10 — To What extent are methods specified by C. A. O.A. suitable for evaluating participants in leading programs?
4/11 — Do leading committees follow up the proposals of participants for
developing work methods? Moreover, what are the traces of the follow — up process?
4/12 — What are the most important problems faced by the training process of leaderships in the state?
4/13 — Can reengineering approach contribute to improving administrative training effectiveness?
5- Research Plan
First chapter: research frame.
Second chapter: Reengineering Approach & Its Relation with Training. Third Chapter: Specifying Training Requirements
Fourth Chapter: Designing & Executing Training Programs.
Fifth Chapter: Trainees, Follow — up & Evaluation.
Sixth Chapter: Analyzing Field Studies Data.
Seventh Chapter: Results and Recommendations. 6 - Results and Recommendations
6/1 — The most important results are:
6/1/1 — The decrease of training programs effectiveness in T.C.E.G.
6/1/2 — Most of the members of leading committees are only from the government body.
6/1/3 — There are no specified criteria for selecting from nominees and the selection process depends mostly on senility.
6/1/4 — Most of the leading committees don’t conduct any examinations to compare between applicants for leading posts.
6/1/5- The design of training programs contents doesn’t correspond with the well-known scientific bases.
6/1/6 — Most of trainers depend on traditional training methods inside the class.
6/1/7 — Trainers use only two training equipments such as the board and projector inside the class.
6/1/8 — the system of evaluating leading programs is just apart of the formal sides of the programs not away for developing & improving them.
6/1/10 — There are many problems decreasing the effectiveness of training process in the leading programs. Of these problems are the inability of leaders to have full —training days while attending their programs, the non- existence of tending faculty inside the center & the low training financial rewards of trainers &supervisors.
6/2-The Most Important Recommendations
6/2/1- Concentrating on developing behavioral & leading skills & negotiation
skills & How to deal with the Local & International Changes in the leading programs.
6/2/2- There should be a clear specified item in the low of forming leading committees; this is with the aim formatting the committees consist of: Professors, Lawmen, Some of State administrative machinery leaderships, a representative of body that has vacant leading posts & a professor of psychology & Sociology to guarantee the impartiality objectiveness of the committee.
6/2/3- the necessity of having unified & specified criteria for comparing the different nominees who will apply for leading posts throughout the state administrative machinery.
6/2/4- there should be a clear & specified item in the law for obligation of conducting examination for those nominated to occupy leading posts.
6/2/5- reevaluating the scientific contents of the center programs especially the
leading ones.
6/2/6- Making Trainers use the newly innovated training methods according to the
contents of the program.
6/2/7- Equipping center classes with new training equipment such as Data Show
set.
6/2/8- taking the results of evaluating programs into account as they should be
developed and undermined in the light of the results of evaluation process
6/2/9- Making the center have its own teaching faculty whether by appointing trainers by signing contracts with their & raising the financial training rewards of trainers & supervision .