تطوير إدارة مؤسسات التعليم الثانوي العام في ضـــوء أبعـــاد إدارة التغييـــر فــي محافظـــة شبـــوة

Abstract

The study aimed to explore the reality of change management in general secondary education institutions in Shabwah Governorate and examine the impact of the following variables: (gender, academic qualification, districts, and years of experience). The researcher employed the descriptive analytical method and used a questionnaire as the primary data collection tool. The questionnaire included several dimensions of change management: (possessing a vision, selecting a strategy, having change management skills, fostering a supportive organizational culture for change, and encouraging creativity and innovation).

After ensuring the validity and reliability of the instrument, it was finalized and administered to a sample of 12 expert reviewers in the field of educational administration at the University of Aden. The data were then statistically analyzed, revealing several key findings, the most significant of which were:

The participants’ overall responses to the change management dimensions were of a moderate level both collectively and individually. The results indicated no statistically significant differences at the (0.05) level regarding the first dimension (possessing a vision) based on the gender variable. However, there were statistically significant differences in the other four dimensions (strategy selection, change skills, organizational culture, and innovation), in favor of female respondents. The study also found statistically significant differences based on the academic qualification variable across all four dimensions, favoring those with a master's degree or higher. No significant differences were found in relation to the variables of district or years of service. The study concluded with several recommendations and proposals, the most notable of which was the need to revise the laws and regulations of the Ministry of Education, which currently rely on principles of centralized administration, and to adopt the principle of administrative decentralization. This shift would empower secondary school managers to effectively fulfill their roles as change leaders.