This study aimed at identifying the opinion of theTeaching Staff in
the Faculty of Education at Damascus University in strategic
management Requirements importance, and in the possibility of applying
in their Faculty. The sample included 132 Teach
ing Staff in the academic
year 2010/2011.
To achieve the aim of the research a questionnaire included (72)
methods, distributed to four areas (general requirements for strategic
management, Formulating strategic requirements, application strategic
requirements, evaluation strategic requirements).
This research aims to study the effect of the organizational structure of the three
dimensions(complexity, official, central) on the effectiveness of strategic management at
the General Company of Tartous Port, To achieve this goal, a questionnaire
was developed
to achieve this goal, where the questionnaire was distributed to the research sample of
managers (at all levels), The researcher used the descriptive approachin data collection, it
was relying on statistical analysis program (spss.20) in its analysis.
The researcher found many results such: There is a positive relationship between
independent variables ( complexity, official, and central in structure) of the dependent
variable (effectiveness of strategic management), the value of the correlation coefficient
between independent variables and dependent variable 82% , and coefficient of
determination 67%, considering the port is a government company with a large volume and
subject to the laws, regulation, and strict instruction. And works in a stable environment .
The researcher recommended the need to redesign the organizational structure of the
general company of Tartous port to suit the application of strategic management
effectively, in addition the promotion of vertical and horizontal organization and informal
communications as reflected positively on the workers, and thus the effectiveness of the
organization.
The research aims at know how is the harmony between the role of Strategic
Management Process in managing the crises of the organization under study , and required
role of the Strategic Management Process in Crises Management .
The most important
results of the research is : the shortage in that harmony. The
reason is the big difference between the role of strategies design in managing the crises of
the organization under study and the required role.
While there is a good harmony of the role of the strategic implementation, strategic
control process of crises managing in the organization under study and the required role.
The recommendations: reconsider the way of design the organization mission,
strategic analysis process , audit the signs of its crises after discovering it.
Asking training responsible to imitate crises can be imitated.
The aim of this research is to show the role of strategic analysis in implementing The Frugal Innovation Strategy in one of the Syrian industrial organizations, which is Joud Industries – Domestic Appliances Company. The research relied the analyti
cal descriptive approach as a general method As For data Collection by way of questionnaire The most important results of the research have been represented as follows: 1-There is a big role of applying the strategic analysis process in The Frugal Innovation Strategy, The largest role was the process of strategic analysis of the Internal environment 2-Innovation in the company is generally characterized as Frugal Innovation even though the advantages of its products are numerous The most important recommendations are the followings : 1- The company must diversify its products by providing limited advantages products that fit Syrian limited income consumer 2-Jood Company must persevere its way in analyzing the environment and strive to improve this process, and that the most important thing it must do are the followings: - Analyzing its organizational culture, - The Use of effective methods that studies confirmed their importance in the strategic analysis process, such as the Delphi Method and The Brain Storming Method.
The European Quality Model that characterizes this edition is based on the following premise: satisfaction of customers, employees and positive impact on society can all be achieved through leadership, strategic policy, correct management of personne
l, effective use of available resources, and correct definition of operations, which ultimately result in For excellence in results.
This approach attempts to provide a broad perspective on the concepts of management concerned, which cover areas such as strategic management, or information systems and human resources.
Hence, these standards are closely related to the major resources of the institutions and the basic capabilities that control and manage them.
Approaches to improving the performance of both business and operations have developed during the last decades, starting with management by objectives and results, passing through total quality control, then total quality management, then six sigma, then the theory of constraints, then re-engineering, the methodology of exclusion of waste, then knowledge management, then electronic supply chain management, and then the integration between the six methodology Sigma and LSS and finally High Performance Organizations.
These curricula, some of them focus on performance efficiency, others focus on performance effectiveness, and some focus on developing the knowledge capabilities of the organization and then developing its intellectual capital in order to achieve self-sustainable development.
The book focuses on the Six Sigma methodology as a quality measure and improvement program, which was developed by Motorola, which focused on process control to the point of one sigma year or 3.4 defects per million units produced, and this includes identifying the most important factors for quality that are determined by the customer. Through this, process changes are reduced, capabilities are improved, stability is increased, and auxiliary systems are designed, which may be Design for Six Sigma (DFSS) to help achieve the Year Sigma goal.
