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Introduction to the program <\/span><\/p>\n <\/p>\n Management has become one of the greatest influential forces in our world and has a vital and effective role in all fields, Today’s administration is a department of change, creativity and innovation, Where the world of management prevails at present a state of constant change and constant development to include all elements of management, The most important features and features of this situation take shape in a succession of global changes and transformations that have affected most elements of the management system, namely, the process of innovation and the development of rapid, flexible and high-quality management systems.<\/span><\/p>\n Today’s global transformations, such as globalization, science and technology achievements and the communication and information revolution, carry many contemporary and future challenges, These transformations put pressure on the capacity of all public and private organizations to confront and adapt to them, using appropriate mechanisms, such as re-establishing policies, strategies, reorganizations and reengineering management process systems, or development, renewal, inevitable and necessary modernization and the like to achieve balance and interaction that generates the dynamics of systems, We are moving rapidly from fixed forms to temporary forms of organization, And from permanence to demise.<\/span><\/p>\n This means that contemporary organizations take forms and formulas in light of the constant, conflicting and successive change, where today’s management is managing a change linked to the past to see trends and lessons learned, and it is connected to the present and its blatant challenges It is also the management of the future and the hopes and pains that change reflects as a result of the continuity of life.<\/span><\/p>\n Administrative institutions and organizations, with all their components, face many challenges as a result of changes and global and local developments, all of which have become a new reality that forces us to reconsider all their components and methods of practice.<\/span> Today’s societies are experiencing an era of rapid change in all areas of economic, social, political and scientific life thanks to modern technological innovations, especially information technology. Change is desirable and has its knowledge, methods and theories that are concerned with all aspects affecting change, including environmental factors affecting the Organization.<\/span><\/p>\n The management of continuous performance improvement has become a science with its origins and intellectual rules. Since change is implicitly a process of seeking the best in results, the educational process must remain at the heart of administrative change, Because education is the basis for the development of individuals implementing in the future all production processes in the country. It is noteworthy that management requires the exercise of certain functions to achieve the best possible use of human and material resources to achieve the desired objectives.<\/span><\/p>\n The fundamental conviction of the new administration worldwide is that the human resource is the pillar of production and development in the information age and that human beings are the source of innovation, invention and the origin of development and technology, To that end, there is growing interest worldwide in developing education and training systems and methods to create and even develop human energies and skills capable of dealing with and even developing new technology.<\/span><\/p>\n About focus P-D-C-A model: The HCA model, known as focus P-D-C-A model, is a model created by the United American Hospital Corporation of America in 1980 (the hospital is internationally known for its excellence and leadership in the application of quality management in the medical field and is now part of the Colombian Health Care Federation).<\/span><\/p>\n The FOCUS P-D-C-A model is an expansion of the Continuous Improvement Circuit, known as the P-D-C-A Quality Department, created by Edward Deming, sometimes known by its name as Shewhart.<\/span><\/p>\n The P-D-C-A Quality Department department includes the following steps: Plan plans, Do Do, Check check, Take the right step Act.<\/span><\/p>\n The hospital’s quality management staff combined the idea of the Deming P-D-C-A circuit with its FOCUS model in problem solving, team management and continuous improvement, This provides healthcare worldwide with a new model called FOCUS P-D-C-A, which today is a common culture, a unified framework and an effective tool for continuously improving CQI quality and is applied worldwide in the medical field to improve the continued performance of the health sectors.<\/span><\/p>\n This model can be applied in all areas as it is just a template used to regulate continuous improvement mechanisms and help solve problems, develop performance and improve project success opportunities.<\/span><\/p>\n <\/p>\n Everyone understands the importance of training in closing the performance gap to meet training needs in multiple fields and achieve goals and work to achieve the development and development of individuals and institutions.<\/span><\/p>\n This training program was planned to be a training portfolio that seeks to provide participants with effective management tools that contribute to the success of the administrative leadership, This training programme is the result of years of training work in which we have tried to track effective management tools capable of effective and efficient management change.<\/span><\/p>\n Our focus in this training program is not on the amount of information and knowledge, but on gaining expertise and skills through workshops and the actual application of all modern theories.<\/span><\/p>\n <\/p>\n This training programme is the result of years of continuous training and practice work in the training work environment in which we have tried to track effective management tools capable of effective and efficient management change.<\/span><\/p>\n This training program is aimed at: Training and qualification of general managers, managers, department heads, senior management leaders and all those working in the field of development, modernization, change, rebuilding processes and developing working methods and procedures.<\/span><\/p>\n <\/p>\n In this bag, we will identify the practical and practical aspects of the tasks and duties assigned to the target group, Where in the first unit will determine the general concept of the training bag and its importance, And the most important skills to be provided in the practitioner, The rest of the units will also cover the ability of the participant to practice the skills to be familiar with and the qualifications required to be able to be in the field of training bag.<\/span><\/p>\n At the end of each unit, the bag also contains a set of questions and applied cases aimed at enhancing and stabilizing the information and skills displayed in this bag.<\/span><\/p>\n <\/p>\n This training bag aims to train and qualify all target groups as what is included in this training bag is essential skills.<\/span><\/p>\n Where this training bag works to provide a comprehensive knowledge visualization of the training bag, This bag is not limited to this presentation, Rather, it goes beyond it to practical experiences from actual practices from our training, management and consulting expertise that we transfer to participants in the training program.<\/span><\/p>\n <\/p>\n It is good to offer you a description card for the training bag, wishing you pleasure and benefit.<\/span><\/p>\n<\/div>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n First:<\/span> The general goal of the training bag<\/span> :<\/span><\/p>\n By the end of this training program, we expect that the participants have achieved the following results (God willing): <\/span><\/span><\/p>\n<\/div>\n Second:<\/span> Detailed objectives<\/span> :<\/span><\/p>\n This training bag aims to give participants the following knowledge and skills<\/span> :<\/span><\/p>\n 1<\/span>. Introduce participants to focus P-D-C-A model” model<\/span> <\/p>\n <\/p>\n First training module:<\/span> Definition of continuous performance improvement model FOCUS P-D-C-A model”<\/span> :<\/span> Unit 2:<\/span> Group Dynamics Group Dynamics<\/span><\/span> The third training module: <\/span>a practical workshop in the stages of applying the focus P-D-C-A model performance improvement model:<\/span><\/span> The fourth training unit:<\/span> project management<\/span> .<\/span> Training Module 5:<\/span> Applied Tools for Focus P-D-C-A Model Performance Improvement Model:<\/span><\/span>
\nAnd it became an essential feature of our daily lives, There are many factors around us that reflect change, Sometimes it may take change, It’s about pre-empting it.<\/span><\/p>\n
\n<\/span><\/p>\n
\nTargeted from the training program:<\/span>
\n<\/span>
\nThis training program aims to: Training and qualification of general managers, managers, department heads, senior management leaders and all those working in the field of development, modernization, change, rebuilding processes and developing working methods and procedures.<\/span><\/p>\n
\n2<\/span>. Adark is important for managing positive change and its role in renewing performance, achieving goals and solving problems at the personal and administrative level.<\/span>
\n3<\/span>. Inform participants about the importance of change and help them get out of the fund.<\/span>
\n4<\/span>. Learn about the difference between the concepts of change management and management change and their different strategies.<\/span>
\n5<\/span>. Learn about the strategic planning system and ways to activate it.<\/span>
\n6<\/span>. Learn about administrative work skills and applications.<\/span>
\n7<\/span>. Identify the strategies of leadership work in the administrative system.<\/span>
\n8<\/span>. Enable participants to carry out the process reconstruction process and introduce them to the concept of process reengineering.<\/span>
\n9<\/span>. Inform participants on how to benefit from the reconstruction of the scientifics on the ground.<\/span>
\n10<\/span>. Inform participants about the stages and steps of implementing the reconstruction of operations for his strategy.<\/span>
\n11<\/span>. Inform participants of the urgent needs of the implementation of process reconstruction.<\/span>
\n12<\/span>. Inform participants of the tools needed to make the reengineering process a success.<\/span><\/p>\n
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\nParticipants in this training program will learn the following knowledge and knowledge training units:
\n<\/span><\/div>\n
\nIt introduces participants to the concept of a continuous performance improvement model.<\/span>
\n This training unit includes the following skilled and cognitive training vocabulary:<\/span>
\nIntroducing participants to the objectives, contents, activities, expected output and requirements of the training bag.<\/span>
\nIntroduction<\/span> and definition of continuous improvement management.<\/span>
\nThe<\/span> concept of casen.<\/span>
\n\u2022<\/span> Schwart Circle.<\/span>
\n\u2022<\/span> Define the HCA model known as focus P-D-C-A model to continuously improve focus P-D-C-A performance.”<\/span><\/p>\n
\nIt introduces participants to the concept of team formation for continuous improvement<\/span>
\nThis training unit includes the following skilled and cognitive training vocabulary:<\/span>
\n\u2022<\/span> Group Dynamics Group Dynamics Concept<\/span>
\n\u2022<\/span> Team formation steps (group life cycle)<\/span>
\n\u2022<\/span> Group Dynamics Dynamic Stages:<\/span>
\n\u2022<\/span> Forming configuration stage<\/span>
\n\u2022<\/span> Storming brainstorming phase<\/span>
\n\u2022<\/span> Norming back to normal<\/span>
\nPerforming<\/span> Transforming Transformationing<\/span>
\n\u2022<\/span> Stage accepting condolencesMourning<\/span>
\n\u2022<\/span> How we will learn:<\/span>
\nTraining<\/span> method<\/span>
\no<\/span> Features of the Collaborative Learning Group<\/span>
\nFeatures<\/span> of the corner of the Cooperative Learning Group exhibition.<\/span>
\nO KWL table knowledge table<\/span><\/span><\/p>\n
\nIt is concerned with introducing participants practically and practically to the focus P-D-C-A model” performance improvement model and its stages of application.<\/span>
\nThis training unit includes the following skilled and cognitive training vocabulary:<\/span>
\n\u2022<\/span> Stage: FOCUS Focus Focus<\/span>
\nThe<\/span> first step: Search<\/span>
\nStep<\/span> 2: marshalling<\/span>
\nStep<\/span> 3: Clarification<\/span>
\nStep<\/span> 4: Understanding<\/span>
\nStep<\/span> 5: Selection<\/span>
\n\u2022<\/span> Stage: D-D-C-A Deming Cycle Stage<\/span>
\nStep<\/span> 6: Planning<\/span>
\nStep<\/span> 7: carry out<\/span>
\nStep<\/span> 8: Verification<\/span>
\nStep<\/span> 9: Continue<\/span><\/p>\n
\nIt is concerned with introducing participants practically and practically to the concerns of project management in accordance with pmp methodology and the stages of its application.<\/span>
\nThis training unit includes the following skilled and cognitive training vocabulary:<\/span>
\nProject<\/span> concept:<\/span>
\nProject<\/span> identification exercise.<\/span>
\nWhy should<\/span> we start defining concepts? .<\/span>
\nThe<\/span> project concept.<\/span>
\nWhat is<\/span> project? .<\/span>
\nThe<\/span> importance of project planning.<\/span>
\nProject<\/span> management terms (Program, Project project planning mechanism.<\/span>
\nPlanning<\/span> strategy for programs and projects.<\/span>
\n\u2022<\/span> The mechanism of managing programs and projects.<\/span>
\nProject<\/span> life cycle:<\/span>
\n Initiating Processes<\/span><\/span>
\nPlanning Processes planning processes<\/span><\/span>
\n Executing Processes<\/span><\/span>
\n Controlling Processes monitoring and control<\/span><\/span>
\nClosing<\/span> Processes lock operations<\/span><\/p>\n
\nIt introduces participants practically and practically to the applied tools of the FOCUS P-D-C-A model performance improvement model.”<\/span>
\nThis training unit includes the following skilled and cognitive training vocabulary:<\/span>
\n\u2022<\/span> Brainstorming brainstorming:<\/span>
\n\u2022<\/span> Questions of knowledge knowledge questions<\/span>
\n\u2022<\/span> S.W.O.T Analysis Internal and External Environment Analysis Model<\/span>
\n\u2022<\/span> Fish Bone Strategies Strategy<\/span>
\n\u2022<\/span> Table cause and effects table and effects table.<\/span>
\n\u2022<\/span> Model design tool of scientific research (questionnaire design research).<\/span>
\n\u2022<\/span> Design Objectives goal design<\/span>
\nAnalysis<\/span> of objectives<\/span>
\n\u2022<\/span> General Goal Impact Audit Model R. R . R . O . E<\/span>
\n\u2022<\/span> Hash structure (division) work Breakdown Structure (WBS)<\/span>
\nScope<\/span> of the project<\/span>