واقع المناخ التنظيمي في جامعة الملك فهد للبترول و المعادن كما يراه أعضاء هيئة التدريس فيها : دراسة ميدانية

الملخص EN

This study aimed at determining the perceptions of faculty members at King Fahd University of Petroleum and Minerals of its organizational environment.

In addition, it aims to analyze the relationship among the various dimensions of this environment and several variables: College, degree, years of experience, and nationality, then the proposal which will help to improve the efficiency and effectiveness.

The descriptive method has been used, through the development of building a questionnaire to achieve the purposes of the study and included (43) items with seven dimensions distributed on a stratified random sample of (134) members of the faculty.

The results of the study showed that organizational environment at the university is located in the level of "good”, and that the higher dimension is the “sense of belonging and appreciation” with an average account of (4.23) out of (5), and the least is the "stimulus” with an average (2.78).

The study did not show statistically significant differences attributed to the college and the years of experience, while it showed differences depending on the degree and the nationality variables.

The most notable recommendations are to achieve flexibility in the administrative work through the delegation of powers and the adoption of decentralization of management, and participation in decision-making.

OGODGTUQHVJGHCEWNV[6JGTGUWNVUQHVJG study showed that organizational environment at the university is located in the level of ”good“, and that the higher dimension is the ”sense of belonging and appreciation“ with an average account of (4.23( out of (5(, and the least is the ”stimulus“ with an average (2.78(.

The study did not show statistically UKIPKſECPVFKHHGTGPEGUCVVTKDWVGFVQVJGEQNNGIGCPFVJG[GCTUQHGZRGTKGPEG while it showed differences depending on the degree and the nationality XCTKCDNGU6JGOQUVPQVCDNG TGEQOOGPFCVKQPUCTGVQCEJKGXGƀGZKDKNKV[KP the administrative work through the delegation of powers and the adoption of decentralization of management, and participation in decision-making.