“Don’t be afraid to take big strides, you can’t cross the chasm in two small leaps.” – David George
The Ministry of Education in Kuwait, like all other state ministries, has its own goals and aspirations and works through an administrative organization, an organizational structure, and a group of employees, and exercises all administrative processes such as planning, implementation, and evaluation to achieve those goals. It strives to achieve all that it has planned for in the long and short term, but its problem lies in its inability to progress towards achieving these goals and programs except after it arranges the goals according to priority, and determines the first step to achieve each of them, depending on its cadres working in it. In view of the current situation of the ministry and the ability of its leaders, we find that the presence of many goals and programs may lead to overwhelming the ministry and impeding its movement. Therefore, the idea of clarifying the goals and defining the priority of implementing each one of them, organizing them, and following up on their implementation will prevent them from resorting to delaying or procrastinating in implementing their programs or reaching the point of stagnation or incapacity.
And since the Ministry of Education is a service ministry consisting of overlapping structures of departments by virtue of the nature of its work and the activity of its sectors, and jobs characterized by complexity that require high-efficiency capabilities and skills. We find that it is logical to care about the performance of its working personnel, as the performance of its personnel is not only a reflection of the capabilities and motivation of each individual, but rather a reflection of the performance of the departments and departments in it, and then the performance of the ministry as a whole, which requires prompting its senior leadership to increase emphasis on subordinates to improve their levels of performance Which ultimately leads to achieving goals with the least possible time and effort.
Huge money, many projects, and many years that the Ministry of Education spent moving between projects and goals without guidance, although what failed to be implemented here, other countries succeeded in applying it there, what I ask for are moments of calmness and deep and contemplative thinking to find out where the real imbalance is. We will find that it is simply one or more individuals. Those who have been entrusted with one of the tasks related to achieving that goal or project, starting from selection and implementation to follow-up, improvement, and development. Perhaps the best evidence of this is the association of previous projects and objectives in the Ministry with the names of people themselves.
The next logical step in the Ministry of Education is to restructure its sectors, adopt concepts of governance in all of its work, and establish an institutional culture that relies on collective rather than individual action, based on uncompromising follow-up, and adopting logical thinking rather than reference. The benefits are many, and we ask God for success for all.
Dr. Khaled Al-Nafisi
Published in Al-Qabas newspaper
