Training bag: Strategic planning of school principals based on comprehensive quality assurance standards

Introduction to the program

Education represents the real contribution that generations make to each other, Good education is a costly process, It should be seen as an investment and not as a free service, From this point of view, building educated generations is intellectual, productive, elaborate and secure, A mighty work that needs a lot of effort, Scientific planning, proper application, continuous follow-up and generous funding, Perhaps one of the most important methodologies that help to accomplish such work is strategic planning. Strategic planning has now become one of the most important tools to help achieve visions and dreams after God’s success. Today, a global institution or organization is hardly without a special strategic plan, which is keen to provide the requirements for its stability and growth as a basis for achieving its plans and achieving its objectives. This requires the organization to improve its capacity and efficiency, In dealing with changes in its external environment and its opportunities, constraints and threats, As well as working to increase its efficiency in dealing with its internal environment and its strengths and weaknesses, Each school has a strategic plan at its level and is often derived from the education strategy of the State and the educational district. Strategic planning at the school level aims to secure a better future for teachers and school staff, To achieve the desired goals and play the required roles, Planning determines the end, gives justification, explains the course, It also provides basic criteria for evaluating at the end and measuring the progress made, as it is one of the alphabets of the work of organizations in general and educational institutions in particular.

In our human development success skills, our advisory and training team has designed a training portfolio based on our training and advisory expertise and meets the needs of the target groups of educators in the field of strategic planning based on comprehensive quality standards and focused on practical applications and training workshops to gain knowledge, experience and skills, It is good to show you the vocabulary of this training bag.

The overall objective of the training program

• Define the concept of strategic planning.

Define the concept of a strategic plan.

• Identify both sides of the strategic plan.

• Identify the components of the “Seven Subsidized Plan” with realistic examples.

Identify the seven components of the “procedural plan” with realistic practical examples.

Link quality assurance standards and performance indicators to the organization’s strategic plan.

• Linking development projects to the organization’s strategic plan

To learn about the importance of developing emotional intelligence.

Knowledge and skill units of the program

We expect, God willing, that at the end of this training program, participants will be able to know, understand and apply the following cognitive and knowledge units:

First Training Module: Key Concepts in Strategy

This training unit includes knowledge topics and an applied training workshop implemented in accordance with the following active education strategy:

1. The concept of strategic thinking.

2. The concept of planning.

3. The concept of strategy according to the opinions of management scientists.

4. The concept of strategic management.

5. The concept of strategic planning.

6. The importance of strategic planning at the level of the individual, the organization and those who do it.

7. What do we mean by the principle of the rule of planning?

8. Competition strategies.

9. Economic Strategies.

10. Strategic planning constraints

11. The difference between strategic and traditional planning

12. The stages of the formation of the strategy.

13. What skills, techniques and tools are needed to prepare the action plan?

14. Stages and steps of preparing business plans and tasks for each stage?

15. What are the elements of strategic planning?

16. What are the stages and steps of preparing the strategic plan?

17. What are the tasks of each stage of strategic planning?

18. Methods of preparing strategic plans:

A. C.O. Critical Question Analysis Method.M

B. Method of analysing strengths, weaknesses, opportunities and risk

A. L.O..B.s business analysis method

D. How to use S.U.M scenarios

E. Emergency method or current S.E. positions.M

19. Types of strategies:

A. Defense strategy.

B. Offensive strategy.

A. Stable strategy.

D. A diverse strategy.

E. Competition strategies.

20. General Model of Strategic Planning Pfiffer Theory

21. The rise and fall of strategic planning (do we need planning or not?).

22. Henry Minterberg’s Theory.

Training Unit II: Building values, vision and the institutional mission of the organization

This training unit includes knowledge topics and an applied training workshop implemented in accordance with the following active education strategy:

1. Identify, build and formulate the institutional values of the organization:

A. The concept of values.

B. The concept of institutional values.

A. The importance of formulating and agreeing on the institutional values of the organization.

The main rules and criteria in determining, shaping and formulating the institutional values of the organization.

E. Practical examples of the institutional values of organizations in the public, private and national sectors.

How to formulate the institutional values of the organization.

G. An application workshop on the mechanisms for formulating the institutional values of the organization.

H. . . Present the results of the applied workshop on identifying and formulating the institutional values of the organization and agreeing on the values of the organization

2. Identify, build and formulate the organization’s institutional vision:

A. The concept of vision.

B. The concept of the organization’s institutional vision.

A. The importance of formulating and agreeing on the organization’s institutional vision.

D. The main rules and criteria in determining, forming and formulating the organization’s institutional vision.

E. Practical examples of institutional vision of organizations in the public, private and national sectors.

The conditions for effective drafting of the establishment’s vision and the principles of its development and management.

G. An application workshop on the mechanisms for formulating the organization’s institutional vision.

H. Present the results of the applied workshop on identifying and formulating the organization’s institutional vision and agreeing on the organization’s vision.

3. Identify, build and formulate the organization’s institutional message:

A. The concept of the message.

B. The concept of the organization’s institutional mission.

A. The importance of formulating and agreeing on the organization’s institutional mission.

D. Practical examples of an institutional mission of organizations in the public, private and national sectors.

E. The main rules and criteria in determining, forming and formulating the institutional message of the organization.

And. The conditions for the effective drafting of the mission of the establishment and the principles of its development and management.

G. An application workshop on the mechanisms for formulating the organization’s institutional mission.

H. Present the results of the applied workshop on identifying and formulating the organization’s institutional mission and agreeing on the organization’s vision.

Training Unit 3: Implementation of Strategic Plans for EfQM Institutional Excellence

This training unit includes knowledge topics and an applied training workshop implemented in accordance with the following active education strategy:

1. Laboratory (workshop) strategic planning and excellence management:

A. How to develop an action plan for its co-management.

B. How to avoid errors in the planning process.

A. Survey environmental influences as a model for strategic planning.

Dr. Lab (Workshop) reviews your past experience in planning.

2. Building strategy and institutional excellence:

A. Analysis of the external climate.

B. Internal climate analysis.

A. Identify strategic directions.

D. Identify strategic objectives.

E. Formulating and forming the strategy and strategic and tactical plans implemented.

Implementation of the strategy.

G. Follow up, evaluate and update the strategy.

3. European Excellence Model: Basic Introductions:

A. A brief history of EFQM.

B. The model of European excellence as a global model.

C. The facilities evaluation system calculates the standards of the model of excellence.

Dr. Management of Excellence and European Model of Excellence.

E. The equation of excellence and quality awards.

4. Standards of Excellence Model (EFQM):

A. The first criterion – leadership.

B. Standard II – Policies and Strategies.

C. The third criterion – human resources.

D. Criterion IV – Resources.

E. Standard 5 – Operations.

F. Standard 6 – Customer Results.

G. Standard 8 – Community Results.

H. Standard 9 – Human Performance Results.

5. Creative Planning creative planning and outstanding performance:

A. The concept of creative planning.

B. Benefits of creative planning.

A. Tactics and creative strategy.

D. Components and elements of creative planning.

E. Disney’s creative planning strategy.

W. Disney Creativity Strategy

G. Cycle of change cycle

H. Japan’s Continuous Improvement Strategy (Kaizen) The Japanese Strategy of Continuous Improvement Kaizen

I. Deming Cycle Improvement Circle.

J. Workshop on creative strategic planning applications.

6. Workshop assessing standards of excellence:

▸ Standards of excellence are assessed by evaluating both the potential and the results and linking them together using radar radar

The radar system consists of the following evaluation bases:

• Results results

• Approach means

• Deploy app

Review and evaluation assessment and review

Training Unit 4: Applied Tools for Strategic Planning:

This training unit includes knowledge topics and an applied training workshop implemented in accordance with the following active education strategy:

1. Brainstorming Brainstorming:

2. Questions of knowledge knowledge questions

3. Internal and External Environment Analysis Model S.W.O.T Analysis

4. Fish Bone Strategies Strategy

5. Table cause table and effects table and effects table.

6. Model design tool of scientific research ( questionnaire design research).

7. Design Objectives Goal Design

8. Analysis of objectives

9. General Goal Impact Audit Model R. R . R . O . E

10. Hash Structure (Split) Work Brea Work

To order:

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™IMAS

ضمن مفاهيم تصميم الأنظمة المنهجية في التدريب، تأتي مصفوفة IMAS كأداة من أدوات صناعة التدريب المعاصرة، والتي تتعامل مع آلية تجميع عناصر الحقيبة التدريبية في شكل متكامل ومتماسك لضمان توافق هذه العناصر مع تحقيق أهداف التدريب ورفع كفاءة الأداء مشارك ومدرب ومنظم. إنه يمكّن المطور من تطوير سيناريو تدريب احترافي مدروس جيدًا وإدارة وقت الجلسة التدريبية. يمكن للجلسة معالجة أي موضوع.

المؤسسة العامة للتدريب التقني والمهني

صممت منهجية خاصة بالجودة الداخلية في الوحدات التدريبية التابعة لها، حيث تشمل على خمسة معايير رئيسية، تتضمن الإدارة والقيادة، والمدربين، والخدمات المقدمة للمتدربين، والمناهج، وبيئة التدريب، وذلك بهدف تطوير جودة التدريب المقدم في المنشآت التدريبية لمواكبة حاجة سوق العمل المحلي.

™ISID

يعد أول برنامج من نوعه في تقييم وتصنيف الحقائب التدريبية ويهدف إلى أن يكون مرجعاً مهماً للشركات والمؤسسات لضمان جودة التدريب المقدم لكوادرها من أجل تطوير الأداء وتطويره وتحسينه. إن جعل هذه المعايير دولية ليس فقط لأنها منتشرة في أكثر من قارة واحدة ومئات البلدان والمنظمات، ولكن أيضًا لأنها متوافقة مع العديد. تقنيات أسترالية ويابانية وكندية وأمريكية.