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Volume :6 Issue : 23 1980      Add To Cart                                                                    Download

PLANNING MANAGEMENT DEVELOPMENT PROCESS. . .A FIELD STUDY IN KUWAITI CIVIL SERVICE

Auther : By: Dr. Zaki M. Hashem

 

Purpose and Methodology:

The purpose of this study is to present an analytical demonstration for the dimensions of Management Development Process in the Kuwaiti Civil Service and to offer guidelines to increase its effectiveness.

A sample of eight (8) ministries was selected for the study. Besides the study covered the management training centers in Kuwait. Two questionnaires were designed to obtain information regarding the purpose of study.

 

Forward:

A significant factor for the success of any organization is the effectiveness of its management. Good managers are not born (although certain personality and temperament factors help), but in the main, they learn the skills connected with the management process.

M.D. stands as a legitimate and essential activity for improving management performance and behavior, especially in the Government machinery which has an important role in the fulfillment of public economic and social objectives.

A way to cope with the problems of specific managerial behavior change has to be designed by the system approach in the training and development field.

 

Findings:

The study has led to following results:

    1. Lack of perception and understanding of the importance and objectives of M.D. among government agencies. This can be highly attributed to a number of organizational, administrative, and social phenomena that constitute conflicting pressures on management environment.
    2. The unplanned and individual M.D. efforts which have been carried out in some public agencies, and which are considered as goals in themselves, cannot achieve M.D. objectives.
    3. Lack of incentive in training and development, which constitutes an essential base for the success of M.D. efforts.
    4. M.D. programs organized by the management training centers are not related to public development plans or to government agencies training needs.
    5. The management training centers suffer from lack of competent trainers and training facilities.
    6. Management training programs organized by the training centers depend heavily on the lecture technique, which is not basically planned to meet practical problems and contemporary attitudes and situations.

 

Recommendations:

The study has reached the following recommendations:

    1. Authority for setting up national policies and plans of M.D. should be vested in the Civil Service Commission in the light of national plans for economic and social development. The implementation of these policies and plans should be the responsibility of the public agencies under the supervision and control of C.S.C. M.D. Programmers should be a part of a national administrative reform plan set up by C.S.C.
    2. A training department should be established in every ministry. The training and development function must be located high enough in the organization to permit it to be relied upon by top management, as a positive force in dealing with agency problems and performance needs in advance of real problems developing. In addition, all training department should be under the technical supervision of C.S.C.
    3. Development needs of all ministries should be presented to C.S.C. to be considered in setting up the national M.D. plan.
    4. A National Institute of Public Administration is suggested to be established to participate in the implementation of M.D. policies and plans. The Institute will be responsible for training all government executives’ at all managerial levels, and for providing assistance and consultation to public agencies in determining their M.D. needs. The Institute should be provided with modern facilities and training aids necessary for effective training programmes.
    5. Personal engaged in activities involving management activities, involving management training and development should have adequate background and experience in designing, implementing and evaluating training programmes.
    6. Training and development programs should be adapted to managerial situations.
    7. Appropriate incentives must be provided to reinforce the change in performance and behaviour through M.D. as well as to encourage future changes.
    8. Attention should be paid to other policies and approaches that affect the whole M.D. process, such as managerial selection, evaluating managerial performance, managerial promotions, management compensation and motivation, organization system and management environment.

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