الفهرس 
الاطار العام للبحثيوجد فقط 14 صفحة متاحة للعرض العام
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المستخلص
Research Problem The success of the Azhar system depends primarily on the effectiveness of the Azhar administrations and the availability of an administrative apparatus and an organizational structure capable of carrying out administrative tasks and procedures and making decisions organized to work in the system of Azhar institutes that are located in its geographical scope. The world today is exposed to rapid changes in all its institutions, which places the responsibility on educational institutions to keep pace with these changes and even lead them, and Al-Azhar Al-Sharif as a global religious and educational institution falls on the largest share of this burden, so the problem of the current study stems from the value of Al-Azhar Al-Sharif local and global, and therefore the value of the Azhar institutes sector for Al-Azhar Al-Sharif, which represents the beating heart of it, and the development of administrative performance and follow-up for workers in the Azhar institutes sector in the Western region is an urgent need for the development of Al-Azhar as a whole, Thus, preserving the Islamic and Arab identity.Despite the existence of an administrative system in the western Azhar region and this system weakness or defect in some units of the organization and disproportion with other units, and in front of these internal problems the administration intends to reorganize as an appropriate method for these problems, for this the researcher has developed a department for development and follow-up that helps decision-making and reach a management plan that includes the analysis of individual needs and the effects that can result from changes, and this plan also analyzes the impact of changes on Manpower, and access to efficient performance of employees in the region.There are a set of reasons that called the researcher to do this research, namely that the success of any institution and its survival and progress feared by the success of its management and taking modern strategic methods and its ability to permanent development and serious competition, and about 99% of the human resources of Al-Azhar Al-Sharif fall under the management of the Azhar institutes sector, where the number of employees Al-Azhar Al-Sharif (295,000) employees (who are on the job), The number of employees in the sector of Al-Azhar institutes only (292000) by a percentage of 98.9%, while the number of employees in the rest of the sectors of Al-Ahr combined (3000) workers by a percentage of (1.01%), meaning that about 99% of the employees of Al-Azhar belong to educational affairs. ( 97 : 52)Through the researcher researcher survey reference for reference studies that dealt with the sector of Azhar institutes for results show that most of the problems suffered by Al-Azhar education related to the level of administrative performance of workers in this sector was the study of Ahmed Saqr (2001) (13), which was the most important results of the weakness of the ability of Azhar institutes to plan due to the fact that its practice is at the central level of the General Administration of Planning and Follow-up and the Supreme Council of Al-Azhar, And the study of both Abdel Hakim Heshmat, Ahmed Abu Bakr (2012) (60), which was the most important results that there are some obstacles to electronic leadership institutes Azhar, and some plans rigid and unimplementable, with neglect to employ the results of studies and educational research at Al-Azhar University, and studyAbdel Fattah Al-Hindawi (2013) (64), which was the most important results of the institutes do not have systems working to achieve control, and uses Al-Azhar institutes method of inspection based on bullying and catching errors, and the study of the cat cub (2017) (50), which was one of the most important results The development of the performance of the leaders of Al-Azhar institutes is an urgent necessity imposed by the inevitability of access to quality, especially since Al-Azhar institutes suffer from problems and shortcomings that require the use of administrative empowerment, And the study of Attia Metwally (2017) (70) and the most important results were the need for Al-Azhar employees of all levels to administrative training, the need for administrative development programs at Al-Azhar to develop where there is no training using modern means in training, and Al-Azhar employees lack administrative culture, and that a large percentage of executive leaders did not get administrative training courses neither before nor during their work, the study of Abu Al-Hamad Mohamed (2018) (5) The most important results were that there is a set of obstacles suffered by the administrative organization of Al-Azhar pre-university education, including the increase in the number of supervisory levels, weak material incentives, lack of use of specialized consultants in bringing about the required organizational change process, which results in a decrease in organizational effectiveness in pre-university Azhar education and the lack of achieving its desired goals, and the study of Salah Rizk (2018) (53), which was one of the most important results of the weak confidence of the senior management of Al-Azhar in the ability of the sector to advance the level of planning, And the scarcity of specialized leaders in the field of strategic planning, and reliance on seniority as a criterion for selecting leaders for a higher job level, and the study of bothAhmed Abdel Fattah (2021) (62) The most important results were the limited role of the sector to the implementation of the plans and instructions received by it, the weak ability of training programs to prepare the incumbent of the leadership in the field of strategic management, the lack of an electronic portal in the sector, the lack of a specific and activated strategic plan to deal with creative and talented people, this is what prompted the researcher to search for a solution to the problems that meet the western Azhar region, through ”the creation of a department for development and follow-up in the western Azhar region.Research Objective: The research aims to reach a proposed model for the management of development and follow-up in the western Azhar region by identifying:Vision, mission and objectives of the Department of Development and Follow-up in the Western Azhar region.The proposed organizational structure of the Department of Development and Follow-up in the Western Azhar Region.Job descriptions for employees in the proposed organizational structure of the Development and Follow-up Department in the Gharbia Al-Azhar region.Communication between the different administrative levels of the Development and Follow-up Department in the Gharbia Al-Azhar region.Measurement and evaluation of the performance of employees of the Development and Follow-up Department in the Gharbia Al-Azhar region.Research Questions: What is the vision, mission and objectives of the Development and Follow-up Department in the western Azhar region? What is the proposed organizational structure of the Department of Development and Follow-up in the Western Azhar region What is the job description of the cadres working in the proposed organizational structure of the Department of Development and Follow-up in the Western Azhar region?How can communication between the different administrative levels of the Department of Development and Follow-up in the Western Azhar region How can the performance of employees of the Development and Follow-up Department in the Gharbia Al-Azhar region be measured and evaluated? What is the proposed model for the Department of Development and Follow-up in the Western Azhar region? Search Procedure: Research Methodology:The researcher used the descriptive approach in the style of survey studies due to its suitability to the nature of the research.Research Community: The research community is represented in those in charge of teaching, supervision and guidance of physical education in the Azhar region in Gharbia Governorate, and they are teachers, mentors and mentors, and their number is (443) individuals, represented in:General Director of Physical Education for the Azhar region in Gharbia Governorate.The first mentor of physical education in the Azhar region in Gharbia Governorate, and their number (8) mentors by the first mentor for each administration (Tanta - Mahalla al-Kubra - Samanoud - Santa - Zefta - Kafr al-Zayat - Basyoun - Qattular).Mentors and mentors of physical education in the Azhar region of Gharbia Governorate, numbering (29).Physical education teachers in the Azhar region of Gharbia Governorate, numbering (405) first teacher, teacher and assistantteacher.Research Sample:The researcher selected the research sample in a random way, and their number reached (260) individuals by 58.69% of the total research community of (443) individuals, and the researcher divided them into (30) individuals to find scientific coefficients for the questionnaire form ”honesty - stability”, and the number (30) individuals to conduct the survey study, and the number (200) individuals to conduct the final application of the questionnaire form.Data collection tools In collecting research data, the researcher used a questionnaire form designed by the researcher.Questionnaire Questionnaire Questionnaire Survey:The researcher conducted the exploratory study on a group of (30) individuals representing the research community, by (2) first mentors, (5) mentors and mentors, (23) teachers, first teachers and assistant teachers in the western Azhar region, from 2/6/2021 AD to 20/6/2021 AD, noting that this sample was used to calculate the survey study only, and the aim of conducting the survey study was to identify the following: The extent to which the research sample understands the statements contained in the questionnaire form.Identify the difficulties that may appear during the to work to avoid them.Identify the time of application of the questionnaire form.Traininapplicationg assistants on how to apply the questionnaire and unload data.Application and unloading of the questionnaire form: Application of the questionnaire form:After confirming all the scientific and administrative conditions of the questionnaire form, the researcher applied the questionnaire form to a group of (200) individuals, (1) general mentor, (4) first mentor, (18) mentors and mentors, (177) teachers, first teachers and assistant teachers in the western Azhar region, from 7/8/2022 AD to 26/10/2022 AD, taking into account the emphasis on the sample members of the importance of their responses and that they are collected only for scientific research to remove any concerns that may reduce their interaction in answering the questionnaire. Unpacking the questionnaire data: After the end of the application process, the researcher collected the forms with integrated responses and the data was unloaded into the discharge statements prepared for that, and the researcher used in correcting the questionnaire the Likert method with triple estimation, after the approval of the experts and the supervisors of the research, and the responses of the questionnaire were according to a triple estimate as follows:Yeand estimated to have three degrees.- (to some extent) and estimated to have two degrees.- (No) and estimated to have one degree.Statistical treatments used:The researcher used statistical treatments appropriate to the nature of the research data through the statistical program SPSS and were as follows: - Arithmetic mean. - Standard deviation.- Correlation coefficient. -Honesty coefficient (honesty of internal consistency) - Stability coefficient (application and re-application Test - Retest).- Stability coefficient (Cronbach alpha) - percentage.- Relative weight. - Relative importance.- Ka2 test. Conclusions and recommendations:Research Conclusions:Through the presentation and discussion of the results, the researcher concluded the proposed model for the Department of Development and Follow-up in the western Azhar region, which is represented in:The vision of the Development and Follow-up Department in the western Azhar region: Setting the foundations and rules for how to conduct planning and follow-up in the western Azhar region.Discovering, nurturing and refining the distinguished people in the region.Continuous development and improvement of the quality of performance in accordance with quality assurance standards in order to achieve outstanding outputs and enhance the position of managementRaising the level of performance in the western Azhar region.- Message of the Development and Follow-up Department in the western Azhar region: - Spreading the culture of quality and continuous improvement in the region.- Adopting an administrative system for the governance of the western Azhar region.Objectives of the Development and Follow-upDepartment in the Western Azhar Region: - Developing and building the capacity of employees in the institution.- Providing innovative plans and programs Follow up the implementation of plans and programs with the highest possible quality.- Benefiting from the material and human potential in the western Azhar region.- Develop a framework for alternative plans for development management and follow-up.- Formulate policies and identify mechanisms to ensure effective control and follow-up.- Develop mechanisms to overcome the threats that hinder the identification of the objectives of the Azhar region.- Meet and develop the requirements of quality, accreditation and excellence in management.Job description of the cadres working in the proposed organizational structure of the Development and Follow-up Department: Senior Management (represented by the Director of Development and Follow-up Department):Specifications of the incumbent:Holds a PhD in Sports Management.Holds a master’s degree in sports management.Holds a bachelor’s degree in physical education.Holds training courses in control and follow-up.Holds training courses in administrative development.Duties and functional competencies of the incumbent:Follow up the implementation of public policies for development and follow-up. Follow up the achievement of the objectives of the Development and Follow-up Department.Selection of competencies to fill vacant positions in the Department of Development and Follow-up. General supervision of all employees of the Development and Follow-up Department.Follow-up and control of the administrative performance of all employees of the Development and Follow-up Department Middle Management:Represented in (Deputy Director for Development, Deputy Director for Development):First: In the position of Deputy Director for Development:Specifications of the incumbent:- Holds a master’s degree in sports management.- Holds a bachelor’s degree in physical education.- Holds a Bachelor’s degree in Business Administration.- Holds training courses in administrative development.Duties and functional competencies of the incumbent:-Implementation of the instructions of the Director of Development and Follow-up Department regarding the development aspect. Make an inventory of the work to be completed with regard to the aspect of administrative developmentDistribution of tasks to workers within the scope of administrative development.Follow up the implementation of tasks related to the aspect of administrative development and take corrective measures.Second: Deputy Director for Follow-up:Specifications of the incumbent:Holds a master’s degree in sports management.Holds a bachelor’s degree in physical education.Holds a Bachelor’s degree in Business Administration.Holds training courses in control and follow-up.Duties and functional competencies of the incumbent:Implementation of the instructions of the Director of Development and Follow-up Department regarding the follow-up aspect. Make an inventory of the work to be completed with regard to the follow-up aspect.Distribution of tasks to workers within the scope of follow-up.Follow up the implementation of tasks related to the aspect of control and administrative follow-up and take corrective measures.
Executive Management:
Development Officer:
Specifications of the incumbent:
- Holds a bachelor’s degree in physical education.
- Holds training courses in administrative development and modernization.
- Proficiency in the use of modern technology methods.
Duties and functional competencies of the incumbent:
- Follow up the progress of work and identify the pros and cons with regard to the development aspect.
- Work to address the negatives and shortcomings in the development plan.
- Develop a plan for administrative development to improve the performance of the administration.
- Work to raise the level of performance with regard to development.
Follow-up Officer:
Specifications of the incumbent:
- Holds a bachelor’s degree in physical education.
- Holds training courses in control and follow-up.
- Proficiency in the use of modern technology methods.
Duties and functional competencies of the incumbent:
- Follow up the progress of work and identify the pros and cons.
- Work to address the negatives and shortcomings.
- Work to raise the level of performance in the administration.
- Develop mechanisms for follow-up management to raise the level of performance.
Communication between the different administrative levels of the Development and Follow-up Department:
- The administration seeks to use modern means of communication.
- Communication between departments is carried out through official correspondence.
- Communication between the institution and other departments is carried out through the concerned managers.
- Specific communication channels between all administrative levels of the administration.
- Improving and updating communication processes at different levels.
Measurement and evaluation of the performance of employees in the Development and Follow-up Department:
- Track the progress of work and compare it with the set plan.
- Periodic follow-up of the implementation of plans.
- Detect deviations and identify those responsible for them.
- Preparing follow-up reports on the quality of implementation of plans for management.
- Develop and update the monitoring and evaluation system at the level of the administration and its subordinate bodies, which includes clear quantitative indicators for the extent of implementation of plans and achievement of set objectives.
- Ensure the effectiveness of the performance follow-up system and analysis of results, including research, identification of best practices and comparison with them.
Research recommendations:
In light of the research conclusions, the researcher reached some of the following recommendations:
1- Applying the proposed model for the Department of Development and Follow-up in the western Azhar region.
2- Qualifying the employees of the Development and Follow-up Department in the western Azhar region and involving them in specialized training courses
3- The need to determine the criteria for evaluating the employees of the Development and Follow-up Department in the western Azhar region on an ongoing basis.
4- Taking into account the career progression in the Department of Development and Follow-up in the Western Azhar region.
5- Measuring performance indicators on an ongoing basis to identify the objectives achieved.