Black management enablers on strengthening Model strategies (Krasikova et al, 2013: 201)
A survey study of the opinions of a sample of employees in Directorates of municipalities of Salah al-Din
DOI:
https://doi.org/10.69938/Keas.2502038الكلمات المفتاحية:
Black management enablers ، Model strategies (Krasikova et al, 2013: 201(الملخص
The aim of the research is to know How can corporate management enhance the strategies of the model (Krasikova et al, 2013: 201)? Through the black management enablers in the researched institution , the research sample included (61) employees in the Salah al-Din Municipalities Directorates ; The research relied on a set of statistical tools in the analysis, represented by (frequencies, percentages, arithmetic means, standard deviations, simple linear correlation (Pearson), and multiple linear regression), which are appropriate for the nature of the data collected through a questionnaire prepared for this purpose. The research reached a set of conclusions, the most important of which was that there is a significant influence relationship between the enablers of black management and the strategies of the model(Krasikova et al, 2013: 201)at the aggregate level, which means that the administrations of the municipal departments in Salah al-Din, the subject of the research, were not successful in developing detailed work plans, and perhaps unclear to the working individuals, which led to their being misled. At the same time, they may not have allowed them to participate in developing those plans, which represents a kind of corruption, administrative deviation, and a departure from the ethical regulations of the profession. The research reached a set of proposals , the most important of which was giving importance to the enablers of black management, represented by (work plans, independence of administrative decision, obstructive pressure groups), because each of them is a pillar that the institution can invest in its favor. And achieve success.
Keywords : Black management enablers , Model strategies (Krasikova et al, 2013: 201( .
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