خليل محمد أبو يوسف, محمد; أبو فارة, د. يوسف
الخلاصة:
The study aimed to identify the degree of strategic decision-making dynamics in the North Hebron Directorate of Education, in terms of (periodic evaluation of institutional performance, strategic analysis of the internal environment, strategic analysis of the external environment, alternatives and strategic choice, and strategic implementation), and its impact on the quality of education outputs in the directorate.
To reach the objectives of the study, the descriptive approach was used, and the study was applied to a community consisting of workers in the Directorate of Education in North Hebron, who numbered (107) male and female employees working in administrative and supervisory positions in the Directorate, and as a result of the small size of the community, the comprehensive survey method was used, and the questionnaire was the main tool for data collection, and it was distributed to the study community, where (97) questionnaires valid for analysis and study were retrieved, with a retrieval rate of (90.65%), and SPSS V28 software in analyzing the data of the retrieved questionnaires.
The study reached several results, the most important of which are: the existence of a strong and positive correlation between the dynamics of strategic decision-making with the presence of all its dimensions combined, and the total degree of quality of education outputs, and explains the degree of dynamic strategic decision-making in its combined dimensions, the variation in the level of quality of education outputs in the North Hebron Directorate of Education by (49.1%), and the results also showed that the North Hebron Directorate of Education enjoys a high degree of strategic decision-making dynamics, reaching a relative weight of (71.0%), while the results showed that North Hebron enjoys a relatively high level of quality of education outcomes with a relative weight of (70.0%).
The study recommended a number of recommendations, the most important of which are: investing in a dynamic strategic decision-making relationship by improving the quality levels of education outputs by holding periodic training workshops to develop the skills of leaders in decision-making within the directorate, and establishing an independent unit within the directorate's structure concerned with monitoring and evaluation to follow up on institutional performance and provide accurate periodic reports on monitoring and analyzing points related to institutional performance in it, which require immediate intervention to address and correct them, in addition to working on conducting specialized sessions periodically that discuss strategic analysis. The work of the Directorate is attended by a number of workers from different administrative levels, in order to discuss the opportunities, challenges and threats facing the work of the Directorate, and to develop perceptions to avoid their effects and seize possible opportunities.
