الإدارة المرئية و دورها في تعزيز الريادة الاستراتيجية في المشروعات الصغيرة
رغدة محمد ديب طه
Raghda Mohamed Deeb Taha
The study aimed to identify the realty of visual management, the level of strategic pioneering, and clarification the role of visual management on prompting strategic pioneering at small projects. To achieve the study objectives descriptive analytical approach was used. The study sample was consisted of (215) small projects. Where the study toll was a questionnaire. The study results indicated that the realty of visual management at small projects in Gaza strip was middle (67.60%). Disinfection at work domain was ranked first (80.34%), then exploiting wealth and directing activities domain (67.24%), finally clarity of work system rules and regulations domain (55.12%). The results also showed that the level of strategic pioneering was high (6816%). Creative domain was ranked first (75%), then growth domain (74.40%), seize the opportunities domain (68.10%), take risks (66.80%), preemptive domain (64.14%), finally uniqueness and distinction domain (60.42%). The results also showed that there were a statistically significant relation between visual management and its domain and strategic pioneering and its domain, also visual management has a strong effect on promoting strategic pioneering among small projects. Also there were a statistically significant differences between study sample estimates about visual management due to qualification in favor bachelor, but there were no differences due to experience, also there were differences due to number of employees, and work sector. The results indicated that there were a statistically significant differences between study sample estimates about the level of strategic pioneering due to qualification in favor BA and postgraduate studies, differences due to experience in favor (11 - 15) group, and differences due to number of employees. But there where no differences due to work sector. In light of the results of the study, the researcher recommended lending institutions to follow up on small projects, provide technical and administrative support to them, and train project managers according to planned programs to improve their administrative and technical capabilities, and recommended project managers to attract employees with sufficient skill, experience and appropriate qualifications.